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R-08-09-11-11A1 - 9/11/2008RESOLUTION NO. R -08-09-11-11A1 WHEREAS, the City of Round Rock desires to retain professional consulting services for information systems assessment and business process analysis, and WHEREAS, Plante & Moran, PLLC has submitted an Agreement for Professional Consulting Services to provide said services, and WHEREAS, the City Council desires to enter into said agreement with Plante & Moran, PLLC, Now Therefore BE IT RESOLVED BY THE COUNCIL OF THE CITY OF ROUND ROCK, TEXAS, That the Mayor is hereby authorized and directed to execute on behalf of the City an Agreement for Professional Consulting Services for Information Systems Assessment and Business Process Analysis with Plante & Moran, PLLC, a copy of same being attached hereto as Exhibit "A" and incorporated herein for all purposes. The City Council hereby finds and declares that written notice of the date, hour, place and subject of the meeting at which this Resolution was adopted was posted and that such meeting was open to the public as required by law at all times during which this Resolution and the subject matter hereof were discussed, considered and formally acted upon, all as required by the Open Meetings Act, Chapter 551, Texas Government Code, as amended RESOLVED this llth day of September, 2008. ALAN MCGRAW, Mayor City of Round Rock, Texas SARA L. WHITE, City Secretary O:\WDOX\RESOLUTI\R8091 1 A I.DOC/rmc CITY OF ROUND ROCK AGREEMENT FOR PROFESSIONAL CONSULTING SERVICES FOR INFORMATION SYSTEMS ASSESSMENT AND BUSINESS PROCESS ANALYSIS WITH PLANTE & MORAN, PLLC THIS AGREEMENT for professional consulting services for information systems assessment and business process analysis (the "Agreement") is made by and between the City of Round Rock, a Texas home -rule municipal corporation with offices located at 221 East Main Street, Round Rock, Texas 78664-5299, (the "City") and Plante & Moran, PLLC (the "Consultant"), with offices located at 27400 Northwestern Highway, Southfield, Michigan 48037-0307. RECITALS: WHEREAS, City has determined that there is a need for the delineated services; and WHEREAS, City desires to contract for such professional services; and WHEREAS, the parties desire to enter into this Agreement to set forth in writing their respective rights, duties and obligations hereunder; NOW, THEREFORE, WITNESSETH: That for and in consideration of the mutual promises contained herein and other good and valuable consideration, the sufficiency and receipt of which are hereby acknowledged, it is mutually agreed between the parties as follows: 1.01 EFFECTIVE DATE, DURATION, AND TERM This Agreement shall be effective on the date this Agreement has been signed by each party hereto, and shall remain in full force and effect unless and until it expires by operation of the term indicated herein, or is terminated or extended as provided herein. The term of this Agreement shall be until full and satisfactory completion of the work specified herein is achieved, but in no event later than one (1) year from the effective date of this Agreement. City reserves the right to review the Agreement at any time, including at the end of any deliverable or phase or task, and may elect to terminate the Agreement with or without cause or may elect to continue. 1.02 CONTRACT AMOUNT In consideration for the professional consulting services to be performed by Consultant, City agrees to pay Consultant a total sum not to exceed One Hundred Forty-nine Thousand Nine Hundred Forty and No/100 Dollars ($149,940.00), in payment for services and the Scope of Work deliverables as delineated in Exhibit "A" and herein in Section 1.03. 001414646kg EXHIBIT "A" 1.03 SCOPE OF WORK For purposes of this Agreement, Consultant has issued its Scope of Work for the assignments delineated herein, and such Scope of Work is recited in Exhibit "A" attached hereto and incorporated herein by reference for all purposes. This Agreement shall evidence the entire understanding and agreement between the parties and shall supersede any prior proposals, correspondence or discussions. Consultant shall satisfactorily provide all services and deliverables described under the referenced Scope of Work within the contract term specified in Section 1.01. Consultant's undertakings shall be limited to performing services for the City and/or advising the City concerning those matters on which Consultant has been specifically engaged. Consultant shall perform its services in accordance with this Agreement and in accordance with the referenced Scope of Work. Consultant shall perform its services in a professional and workmanlike manner. Consultant shall not undertake work that is beyond the Scope of Work set forth in Exhibit "A" and in this Section 1.03. However, either party may make written requests for changes to the Scope of Work. To be effective, a change to the Scope of Work must be negotiated and agreed to in all relevant details, and must be embodied in a valid Supplemental Agreement as described in Section 1.05 hereof. 1.04 PAYMENT FOR SERVICES; REIMBURSABLE EXPENSES Payment for Services: In consideration for the consulting services to be performed by Consultant, the City agrees to pay Consultant the following "Payment for Services:" Fees for the listed deliverables in the total amount of One Hundred Forty-nine Thousand Nine Hundred Forty and No/100 Dollars ($149,940.00) shall be paid by the City in the following manner: Taskl Task 2 Task3 Task4 Task5 Task 6 Task 7 Task 8a Task 8b Task9 Task l0a Task 10b Task 11 Task 12 Task 13 Task 14 Task 15 Project Initiation Define Project Organizational Structure Develop Project Charter Develop Detailed Project Plan Conduct Project Kick -Off Meeting Schedule/Moderate Project Status Meetings and Establish Project Collaboration Center Collect and Review Documentation Conduct IT Staff Interviews Review and Assess IT Environment Conduct Comparative Research Conduct Stakeholder Interviews Conduct On -Line End -User Survey Conduct Cross Functional Operational Review Sessions Document To -Be System Architecture and Initiatives Conduct IT Visioning Session Conduct Gap Analysis Develop IT Governance Structure 2 $ 980.00 $ 1,960.00 $ 1,960.00 $ 980.00 $ 980.00 $ 2,450.00 $ 3,920.00 $ 8,820.00 $ 4,900.00 $ 2,450.00 $14,700.00 $ 7,350.00 $20,090.00 $ 8,820.00 $ 5,880.00 $ 5,880.00 $ 5,880.00 Task 16 Task 17 Task 18 Task 19 Document Migration Path Prepare Financial/ROI Analysis Develop IT Plan Finalize and Present Plan TOTAL $ 14,700.00 $ 14,700.00 $ 14,700.00 $ 7,840.00 $149,940.00 The approximate loading of Consultant's professional time and costs by task is as is delineated in Exhibit "B" entitled "City of Round Rock IS Analysis and Business Process Analysis Consultant Services Project" and in Exhibit "C" entitled "Pricing," both of which are attached hereto and incorporated herein by reference for all purposes. Payment for Reimbursable Expenses: Reimbursable expenses are included as part of the not -to -exceed fee of $149,940.00 recited herein in Section 1.02, and no additional payment shall be made by City to Consultant for reimbursable expenses. Not -to -Exceed Total Payment for Services: Unless subsequently changed by Supplemental Agreement, Consultant's total compensation for consulting services hereunder shall not exceed One Hundred Forty-nine Thousand Nine Hundred Forty and No/100 Dollars ($149,940.00). This amount represents the absolute limit of the City's liability to Consultant hereunder unless same shall be changed by Supplemental Agreement, and the City shall pay, strictly within the not -to -exceed sum recited herein, Consultant's professional fees for work done on behalf of the City. Deductions: No deductions shall be made for Consultant's compensation on account of penalty, liquidated damages or other sums withheld from payments to Consultant. Additions: No additions shall be made to Consultant's compensation based upon project claims, whether paid by the City or denied. 1.05 SUPPLEMENTAL AGREEMENT The terms of this Agreement may be modified by written Supplemental Agreement hereto, duly authorized by City Council or by the City Manager, if the City determines that there has been a significant change in (1) the scope, complexity, or character of the services to be performed; or (2) the duration of the work. Any such Supplemental Agreement must be executed by both parties within the period specified as the term of this Agreement. Consultant shall not perform any work or incur any additional costs prior to the execution, by both parties, of such Supplemental Agreement. Consultant shall make no claim for extra work done or materials furnished unless and until there is full execution of any Supplemental Agreement, and the City shall not be responsible for actions by Consultant nor for any costs incurred by Consultant relating to additional work not directly authorized by Supplemental Agreement. 3 1.06 INVOICE REQUIREMENTS; TERMS OF PAYMENT Invoices: To receive payment following delivery of stated deliverables, Consultant shall prepare and submit detailed progress invoices to the City, in accordance with the delineation contained herein, for services rendered. Such invoices for professional services shall track the referenced Scope of Work, and shall detail the services performed, along with documentation for each service performed. Payment to Consultant shall be made on the basis of the invoices submitted by Consultant and approved by the City. Such invoices shall conform to the schedule of services and costs in connection therewith. Should additional backup material be requested by the City relative to service deliverables, Consultant shall comply promptly. In this regard, should the City determine it necessary, Consultant shall make all records and books relating to this Agreement available to the City for inspection and auditing purposes. Payment of Invoices: The City reserves the right to correct any error that may be discovered in any invoice that may have been paid to Consultant and to adjust same to meet the requirements of this Agreement. Following approval of an invoice, the City shall endeavor to pay Consultant promptly, but no later than the time period required under the Texas Prompt Payment Act described in Section 1.10 herein. Under no circumstances shall Consultant be entitled to receive interest on payments which are late because of a good faith dispute between Consultant and the City or because of amounts which the City has a right to withhold under this Agreement or state law. The City shall be responsible for any sales, gross receipts or similar taxes applicable to the services, but not for taxes based upon Consultant's net income. 1.07 REQUIRED DRAFT REPORTS AND FINAL REPORT Consultant agrees to provide the City with draft reports and a detailed final written report, together with all information gathered and materials developed during the course of the project. Additionally, Consultant agrees to provide any necessary oral presentations of such written reports, at the City's designation and at no additional cost to the City. Consultant agrees to provide the City with ten (10) additional bound copies of the final written report, with one (1) additional unbound copy being delivered which is suitable for making additional copies at the sole election of the City. All copies of the written final report will be on 8-1/2" x 11" or 8-1/2" x 17" paper, will be primarily in black and white, will be spiral bound, and will contain color pages, images, photos, and diagrams as necessary. Consultant shall also deliver two (2) reproducible CDs to the City, all at no additional cost to the City. 1.08 LIIVIITATION TO SCOPE OF WORK Consultant and the City agree that the scope of services to be performed is enumerated in Exhibit "A" and m Section 1.03 herein, and may not be changed without the express written agreement of the parties. Notwithstanding anything herein to the contrary, the parties agree that the City retains absolute discretion and authority for all funding decisions, such to be based solely on criteria accepted by the City which may be influenced by but not be dependent on Consultant's work. 4 1.09 NON -APPROPRIATION AND FISCAL FUNDING This Agreement is a commitment of the City's current revenues only. It is understood and agreed that the City shall have the right to terminate this Agreement at the end of any City fiscal year if the governing body of the City does not appropriate funds sufficient to purchase the services as determined by the City's budget for the fiscal year in question. The City may effect such termination by giving Consultant a written notice of termination at the end of its then - current fiscal year. 1.10 PROMPT PAYMENT POLICY In accordance with Chapter 2251, V.T.C.A., Texas Government Code, any payment to be made by the City to Consultant will be made within thirty (30) days of the date the City receives goods under this Agreement, the date the performance of the services under this Agreement are completed, or the date the City receives a correct invoice for the goods or services, whichever is later. Consultant may charge interest on an overdue payment at the "rate in effect" on September 1 of the fiscal year in which the payment becomes overdue, in accordance with V.T.C.A., Texas Government Code, Section 2251.025(b). This Prompt Payment Policy does not apply to payments made by the City in the event: (a) There is a bona fide dispute between the City and Consultant, a contractor, subcontractor, or supplier about the goods delivered or the service performed that cause the payment to be late; or (b) There is a bona fide dispute between Consultant and a subcontractor or between a subcontractor and its supplier about the goods delivered or the service performed that causes the payment to be late; or (c) The terms of a federal contract, grant, regulation, or statute prevent the City from making a timely payment with federal funds; or (d) The invoice is not mailed to the City in strict accordance with any instruction on the purchase order relating to the payment. 1.11 TERMINATION; DEFAULT Termination: It is agreed and understood by Consultant that the City may terminate this Agreement for the convenience of the City, upon fifteen (15) days' written notice to Consultant, with the understanding that immediately upon receipt of said notice all work being performed under this Agreement shall cease. Consultant shall invoice the City for work satisfactorily completed and shall be compensated in accordance with the terms hereof for work accomplished prior to the receipt of said notice of termination. Consultant shall not be entitled to any lost or anticipated profits for work terminated under this Agreement. Unless otherwise specified in this Agreement, all data, information, and work product related to this project shall become the property of the City upon termination of this Agreement, and shall be promptly delivered to the 5 City in a reasonably organized form without restriction on future use, subject to the conditions set forth in the Standard Proposal Addendum. Should the City subsequently contract with a new consultant for continuation of service on the project, Consultant shall cooperate in providing information. Termination of this Agreement shall extinguish all rights, duties, and obligations of the City and the terminated party to fulfill contractual obligations. Termination under this section shall not relieve the terminated party of any obligations or liabilities which occurred prior to termination. Nothing contained in this section shall require the City to pay for any work which it deems unsatisfactory or which is not performed in compliance with the terms of this Agreement. Default: Either party may terminate this Agreement, in whole or in part, for default if the Party provides the other Party with written notice of such default and the other fails to satisfactorily cure such default within ten (10) business days of receipt of such notice (or a greater time if agreed upon between the Parties). If default results in termination of this Agreement, then the City shall give consideration to the actual costs incurred by Consultant in performing the work to the date of default. The cost of the work that is useable to the City, the cost to the City of employing another firm to complete the useable work, and other factors will affect the value to the City of the work performed at the time of default. Neither party shall be entitled to any lost or anticipated profits for work terminated for default hereunder. The termination of this Agreement for default shall extinguish all rights, duties, and obligations of the terminating Party and the terminated Party to fulfill contractual obligations. Termination under this section shall not relieve the terminated party of any obligations or liabilities which occurred prior to termination. Nothing contained in this section shall require the City to pay for any work which it deems unsatisfactory, or which is not performed in compliance with the terms of this Agreement. 1.12 INDEPENDENT CONTRACTOR STATUS Consultant is an independent contractor, and is not the City's employee. Consultant's employees or subcontractors are not the City's employees. This Agreement does not create a partnership, employer-employee, or joint venture relationship. No party has authority to enter into contracts as agent for the other party. Consultant and the City agree to the following rights consistent with an independent contractor relationship: (1) Consultant has the right to perform services for others during the term hereof. (2) Consultant has the sole right to control and direct the means, manner and method by which it performs its services required by this Agreement. 6 (3) Consultant has the right to hire assistants as subcontractors, or to use employees to provide the services required by this Agreement. (4) Consultant or its employees or subcontractors shall perform services required hereunder, and the City shall not hire, supervise, or pay assistants to help Consultant. (5) Neither Consultant nor its employees or subcontractors shall receive training from the City in skills necessary to perform services required by this Agreement. (6) City shall not require Consultant or its employees or subcontractors to devote full time to performing the services required by this Agreement. (7) Neither Consultant nor its employees or subcontractors are eligible to participate in any employee pension, health, vacation pay, sick pay, or other fringe benefit plan of the City. 1.13 NON -SOLICITATION Except as may be otherwise agreed in writing, during the term of this Agreement and for twelve (12) months thereafter, neither the City nor Consultant shall offer employment to or shall employ any person employed then or within the preceding twelve (12) months by the other or any affiliate of the other if such person was involved, directly or indirectly, in the performance of this Agreement. This provision shall not prohibit the hiring of any person who was solicited solely through a newspaper advertisement or other general solicitation. 1.14 CITY'S RESPONSIBILITIES Full information: The City shall provide full information regarding project requirements. The City shall have the responsibility of providing Consultant with such documentation and information as is reasonably required to enable Consultant to provide the services called for. The City shall require its employees and any third parties who are otherwise assisting, advising or representing the City to cooperate on a timely basis with Consultant in the provision of its services. Consultant may rely upon written information provided by the City and its employees and agents as accurate and complete. Consultant may rely upon any written directives provided by the City or its designated representative concerning provision of services as accurate and complete. Required materials: Consultant's performance requires receipt of all requested information reasonably necessary to provision of services. The City shall furnish information which includes but is not limited to pertinent correspondence with other local municipal and planning officials, previous market analyses or feasibility studies, and other pertinent information. Consultant agrees, within ten (10) days of the effective date of this Agreement, to provide the City with a comprehensive and detailed information request list. 7 1.15 CONFIDENTIALITY; AND MATERIALS OWNERSHIP Any and all programs, data, or other materials furnished by the City for use by Consultant in connection with services to be performed under this Agreement, and any and all data and information gathered by Consultant, shall be held in confidence by Consultant as set forth hereunder. Each party agrees to take reasonable measures to preserve the confidentiality of any proprietary or confidential information relative to this Agreement, and to not make any use thereof other than for the performance of this Agreement, provided that no claim may be made for any failure to protect information that occurs more than three (3) years after the end of this Agreement. The parties recognize and understand that the City is subject to the Texas Public Information Act and its duties run in accordance therewith. All data relating specifically to the City's business and any other information which reasonably should be understood to be confidential to City is confidential information of City. Consultant's proprietary software, tools, methodologies, techniques, ideas, discoveries, inventions, know-how, and any other information which reasonably should be understood to be confidential to Consultant is confidential information of Consultant. The City's confidential information and Consultant's confidential information is collectively referred to as "Confidential Information." Each party shall use Confidential Information of the other party only in furtherance of the purposes of this Agreement and shall not disclose such Confidential Information to any third party without the other party's prior written consent, which consent shall not be unreasonably withheld. Each party agrees to take reasonable measures to protect the confidentiality of the other party's Confidential Information and to advise their employees of the confidential nature of the Confidential Information and of the prohibitions herein. Notwithstanding anything to the contrary contained herein, neither party shall be obligated to treat as confidential any information disclosed by the other party (the "Disclosing Party") which: (1) is rightfully known to the recipient prior to its disclosure by the Disclosing Party; (2) is released by the Disclosing Party to any other person or entity (including governmental agencies) without restriction; (3) is independently developed by the recipient without any reliance on Confidential Information; or (4) is or later becomes publicly available without violation of this Agreement or may be lawfully obtained by a party from any non-party. Notwithstanding the foregoing, either party will be entitled to disclose Confidential Information of the other to a third party as may be required by law, statute, rule or regulation, including subpoena or other similar form of process, provided that (without breaching any legal or regulatory requirement) the party to whom the request is made provides the other with prompt written notice and allows the other party to seek a restraining order or other appropriate relief. Subject to Consultant's confidentiality obligations under this Agreement, nothing herein shall preclude or limit Consultant from providing similar services for other clients. 8 Neither the City nor Consultant will be liable to the other for inadvertent or accidental disclosure of Confidential Information if the disclosure occurs notwithstanding the party's exercise of the same level of protection and care that such party customarily uses in safeguarding its own proprietary and confidential information. Notwithstanding anything to the contrary in this Agreement, the City will own as its sole property all written materials created, developed, gathered, or originally prepared expressly for the City and delivered to the City under the terms of this Agreement (the "Deliverables"); and Consultant shall own any general skills, know-how, expertise, ideas, concepts, methods, techniques, processes, software, or other similar information which may have been discovered, created, developed or derived by Consultant either prior to or as a result of its provision of services under this Agreement (other than the Deliverables). Consultant's working papers and Consultant's Confidential Information (as described herein) shall belong exclusively to Consultant. The City shall have a non-exclusive, non -transferable license to use Consultant's Confidential Information for the City's own internal use and only for the purposes for which they are delivered to the extent that they form part of the Deliverables. 1.16 LIMITATION OF LIABILITY Should any of Consultant's services not conform to the requirements of the City or of this Agreement, then and in that event the City shall give written notification to Consultant; thereafter, (a) Consultant shall either promptly re -perform such services to the City's satisfaction at no additional charge, or (b) if such deficient services cannot be cured within the cure period set forth herein in Section 1.11, then this Agreement may be terminated for default. In no event will Consultant be liable for any loss, damage, cost or expense attributable to negligence, willful misconduct or misrepresentations by the City, its directors, employees or agents. In no event shall Consultant be liable to the City, by reason of any act or omission relating to the services provided under this Agreement (including the negligence of Consultant), whether a claim be in tort, contract or otherwise, (a) for any consequential, indirect, lost profit, punitive, special or similar damages relating to or arising from the services, or (b) in any event, in the aggregate, for any amount in excess of the total professional fees paid by the City to Consultant under this Agreement, except to the extent determined to have resulted from Consultant's gross negligence, willful misconduct or fraudulent acts relating to the service provided hereunder. 1.17 INDEMNIFICATION Consultant and the City each agree to indemnify, defend and hold harmless the other from and against amounts payable under any judgment, verdict, court order or settlement for death or bodily injury or the damage to or loss or destruction of any real or tangible property to the extent arising out of the indemnitor's negligence in the performance of this Agreement. 9 Consultant agrees to indemnify, defend and hold harmless the City from and against any and all amounts payable under any judgment, verdict, court order or settlement for Third Party claims of infringement of any trade secrets, copyrights, trademarks or trade names alleged to have occurred and arising from the deliverables provided by Consultant to the City in connection with the performance of this Agreement. Should the City's use of such deliverables be determined to have infringed, Consultant may, at its option: (i) procure for the City the right to continue using such deliverables provided or (ii) replace or modify them to make their use non - infringing while yielding substantially equivalent results. If neither of the above options is or would be available on a basis that is commercially reasonable, then Consultant may terminate this Agreement, the City shall return such deliverables provided, and Consultant will refund to the City the fees paid for the deliverables provided. This infringement indemnity does not cover claims arising from the combination of such deliverables with products or services not provided by Consultant; the modification of such deliverables by any person other than Consultant; deliverables complying with or based upon (1) designs provided by or at the direction of the City or (2) specifications or other information provided by or at the direction of the City; or use of systems, materials or work performed in a manner not permitted hereunder or by another obligation of the City to Consultant. The indemnities in this section are contingent upon: (1) the indemnified party promptly notifying the indemnifying party in writing of any claim which gives rise to a claim for indemnification hereunder; (2) the indemnifying party being allowed to participate in the defense and settlement of such claim; and (3) the indemnified party cooperating with all reasonable requests of the indemnifying party (at the indemnifying party's expense) in defending or settling a claim. The indemnified party shall have the right, at its option and expense, to participate in the defense of any suit or proceeding through counsel. 1.18 ASSIGNMENT AND DELEGATION The parties each hereby bind themselves, their successors, assigns and legal representatives to each other with respect to the terms of this Agreement. Neither party may assign any rights or delegate any duties under this Agreement without the other party's prior written approval, which approval shall not be unreasonably withheld. 1.19 LOCAL, STATE AND FEDERAL TAXES Consultant shall pay all income taxes, and FICA (Social Security and Medicare taxes) incurred while performing services under this Agreement. The City will not do the following: (1) Withhold FICA from Consultant's payments or make FICA payments on its behalf; (2) Make state and/or federal unemployment compensation contributions on Consultant's behalf; or (3) Withhold state or federal income tax from any of Consultant's payments. 10 If requested, the City shall provide Consultant with a certificate from the Texas State Comptroller indicating that the City is a non-profit corporation and not subject to State of Texas Sales and Use Tax. 1.20 INSURANCE Insurance. Consultant, at Consultant's sole cost, shall have and maintain during the term of this Agreement professional liability insurance coverage in the minimum amount of One Million Dollars from a company authorized to do insurance business in Texas and otherwise acceptable to the City. Subconsultant Insurance. Without limiting any of the other obligations or liabilities of Consultant, Consultant shall require each subconsultant performing work under this Agreement to maintain during the term of the Agreement, at the subconsultant's own expense, the same stipulated minimum insurance required in the immediately preceding paragraph, including the required provisions and additional policy conditions as shown below. As an alternative, Consultant may include its subconsultants as additional insureds on its own coverages as prescribed under these requirements. Consultant's certificate of insurance shall note in such event that the subconsultants are included as additional insureds. Consultant shall obtain and monitor the certificates of insurance from each subconsultant in order to assure compliance with the insurance requirements. Consultant must retain the certificates of insurance for the duration of this Agreement, and shall have the responsibility of enforcing these insurance requirements among its subconsultants. The City shall be entitled, upon request and without expense, to receive copies of these certificates of insurance. Insurance Policy Endorsements. Each insurance policy hereunder shall include the following conditions by endorsement to the policy: (1) Each policy shall require that thirty (30) days prior to the expiration, cancellation, non -renewal or any material change in coverage, a notice thereof shall be given to City by mail to: City Manager, City of Round Rock 221 East Main Street Round Rock, Texas 78664 Consultant shall also notify City, within ten (10) days of receipt, of any notices of expiration, cancellation, non -renewal, or material change in coverage it receives from its insurer. (2) Companies issuing the insurance policies shall have no recourse against City for payment of any premiums or assessments for any deductibles which all are at the sole responsibility and risk of Consultant. 11 (3) Terms "the City" or "the City of Round Rock" shall include all authorities, boards, commissions, departments, and officers of City and individual members, employees and designated agents in their official capacities, or while acting on behalf of the City of Round Rock. (4) The policy clause "Other Insurance" shall not apply to any insurance coverage currently held by City, to any future coverage, or to City's Self -Insured Retentions of whatever nature. (5) Consultant and City mutually waive subrogation rights each may have against the other for loss or damage, to the extent same is covered by the proceeds of insurance. Cost of Insurance. The cost of all insurance required herein to be secured and maintained by Consultant shall be borne solely by Consultant, with certificates of insurance evidencing such minimum coverage in force to be filed with the City. 1.21 COMPLIANCE WITH LAWS, CHARTER AND ORDINANCES Consultant, its consultants, agents, employees and subcontractors shall use best efforts to comply with all applicable federal and state laws, the Charter and Ordinances of the City of Round Rock, as amended, and with all applicable rules and regulations promulgated by local, state and national boards, bureaus and agencies. Consultant shall further obtain all permits, licenses, trademarks, or copyrights required in the performance of the services contracted for herein, and same shall belong solely to the City at the expiration of the term of this Agreement. 1.22 FINANCIAL INTEREST PROHIBITED Consultant covenants and represents that Consultant, its officers, employees, agents, consultants and subcontractors will have no financial interest, direct or indirect, in the purchase or sale of any product, materials or equipment that will be recommended or required hereunder. 1.23 DESIGNATION OF REPRESENTATIVES The City hereby designates the following representative authorized to act in its behalf with regard to this Agreement: Daniel Saucedo, Systems Administrator 221 East Main Street Round Rock, TX 78664 Consultant hereby designates the following representative authorized to act in its behalf with regard to this Agreement: Adam Rujan., Partner Plante & Moran, PLLC Post Office Box 307 Southfield, MI 48037-0307 12 1.24 NOTICES All notices and other communications in connection with this Agreement shall be in writing and shall be considered given as follows: (1) When delivered personally to recipient's address as stated herein; or (2) Three (3) days after being deposited in the United States mail, with postage prepaid to the recipient's address as stated in this Agreement. Notice to Consultant: Adam Rujan., Partner Plante & Moran, PLLC Post Office Box 307 Southfield, MI 48037-0307 Notice to City: City Manager, City of Round Rock 221 East Main Street Round Rock, TX 78664 AND TO: Stephan L. Sheets, City Attorney 309 East Main Street Round Rock, TX 78664 Nothing contained in this section shall be construed to restrict the transmission of routine communications between representatives of the City and Consultant. 1.25 APPLICABLE LAW; ENFORCEMENT AND VENUE This Agreement shall be enforceable in Round Rock, Texas, and if legal action is necessary by either party with respect to the enforcement of any or all of the terms or conditions herein, exclusive venue for same shall lie in Williamson County, Texas. This Agreement shall be governed by and construed in accordance with the laws and court decisions of Texas. 1.26 EXCLUSIVE AGREEMENT The terms and conditions of this Agreement, including exhibits, constitute the entire agreement between the parties and supersede all previous communications, representations, and agreements, either written or oral, with respect to the subject matter hereof. The parties expressly agree that, in the event of any conflict between the terms of this Agreement and any other writing, this Agreement shall prevail. No modifications of this Agreement will be binding 13 on any of the parties unless acknowledged in writing by the duly authorized governing body or representative for each party. 1.27 DISPUTE RESOLUTION If a dispute arises under this Agreement, the parties agree to first try to resolve the dispute with the help of a mutually selected mediator. If the parties cannot agree on a mediator, the City shall select one mediator and Consultant shall select one mediator and those two mediators shall agree upon a third mediator. Any costs and fees, other than attorney fees, associated with the mediation shall be shared equally by the parties. The City and Consultant hereby expressly agree that no claims or disputes between the parties arising out of or relating to this Agreement or a breach thereof shall be decided by any arbitration proceeding, including without limitation, any proceeding under the Federal Arbitration Act (9 USC Section 1-14) or any applicable state arbitration statute. 1.28 FORCE MAJEURE Notwithstanding any other provisions hereof to the contrary, no failure, delay or default in performance of any obligation hereunder shall constitute an event of default or breach of this Agreement, only to the extent that such failure to perform, delay or default arises out of causes beyond control and without the fault or negligence of the party otherwise chargeable with failure, delay or default; including but not limited to acts of God, acts of public enemy, civil war, insurrection, riots, fires, floods, explosion, theft, earthquakes, natural disasters or other casualties, strikes or other labor troubles, which in any way restrict the performance under this Agreement by the parties. Consultant shall not be deemed to be in default of its obligations to the City if its failure to perform or its substantial delay in performance is due to the City's failure to timely provide requested information, data, documentation, or other material necessary for Consultant to perform its obligations hereunder. 1.29 SEVERABILITY The invalidity, illegality, or unenforceability of any provision of this Agreement or the occurrence of any event rendering any portion of provision of this Agreement void shall in no way affect the validity or enforceability of any other portion or provision of this Agreement. Any void provision shall be deemed severed from this Agreement, and the balance of this Agreement shall be construed and enforced as if this Agreement did not contain the particular portion of provision held to be void. The parties further agree to amend this Agreement to replace any stricken provision with a valid provision that comes as close as possible to the intent of the stricken provision. The provisions of this Article shall not prevent this entire Agreement from being void should a provision which is of the essence of this Agreement be determined void. 14 1.30 STANDARD OF CARE Consultant represents that it is specially trained, experienced and competent to perform all of the services, responsibilities and duties specified herein and that such services, responsibilities and duties shall be performed, whether by Consultant or designated subconsultants, in a manner acceptable to the City and according to generally accepted business practices. 1.31 GENERAL AND MISCELLANEOUS The section numbers and headings contained herein are provided for convenience only and shall have no substantive effect on construction of this Agreement. No delay or omission by either party in exercising any right or power shall impair such right or power or be construed to be a waiver. A waiver by either party of any of the covenants to be performed by the other or any breach thereof shall not be construed to be a waiver of any succeeding breach or of any other covenant. No waiver of discharge shall be valid unless in writing and signed by an authorized representative of the party against whom such waiver or discharge is sought to be enforced. This Agreement may be executed in multiple counterparts, which taken together shall be considered one original. The City agrees to provide Consultant with one fully executed original. IN WITNESS WHEREOF, the parties have executed this Agreement on the dates hereafter indicated. City of Round Rock, Texas Attest: By: Title: Date Signed: Plante & Moran, PLLC By: Printed Nam Title: Date Signed: 15 Sara L. White, City Secretary For City, Approved as to Form: Stephan L. Sheets, City Attorney LIST OF ATTACHED EXHIBITS Exhibit "A" Scope of Work Exhibit "B" Timeline entitled "City of Round Rock IS Analysis and Business Process Analysis Consultant Services Project" Exhibit "C" Pricing entitled "City of Round Rock - IS Assessment and Analysis Services Roles and Responsibilities Matrix" Exhibit "D" City's RFP 08-015, Specification Number 08-918-29 dated March 2008, including Attachment A entitled "City of Round Rock Insurance. Requirements," "City Response to Submitted Questions," and "City of Round Rock Request for Proposals Addendum No. 1" dated April 16, 2008 Exhibit "E" Plante & Moran's Proposal responsive to "City of Round Rock Information Systems Assessment and Business Process Analysis Request for Proposal #08- 918-29" dated April 28, 2008 16 i April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2 PROPOSED SOLUTION 2.1 Project Overview The City of Round Rock is seeking the services of an external consultant to conduct an Information Systems Assessment and Business Process Analysis to guide the future direction of the City's application, data and supporting architecture in support of the City's business processes. The Plan shall include specific strategies to meet short and long terms goals. Short-term goals include the continual evaluation of City business processes to identify streamlining opportunities and to support efficient end-user reporting. Long-term goals include the documentation and evaluation of detailed business processes and definitions supported by the City to a level that would justify a potential redevelopment effort. 2.2 Project Approach We believe that the nature and complexity of this project requires: • Sound project management • A deep understanding of municipal government operational processes and supporting technologies • Knowledge of and experience in conducting System Assessments and Planning and development of IT Strategic Technology Plans The key to this project's success lies in the abilities of the individuals assigned to the project working closely with the City and ensuring that clearly understood project expectations are developed. Plante & Moran has assembled a project team that has the extensive "hands-on" experience required for project success. Our proposed methodology for this project and the project's scope, approach, work tasks, and deliverables are detailed in the following section. We view this process as very participatory and will be seeking input from a variety of stakeholders to assess the current and future system needs of the City and the degree to which they are being satisfied. Having conducted numerous Plans for municipalities over the last few years and using staff that have managed or participated on these projects, we are very comfortable in completing the project within a reasonable time frame. 2.3 Project Scope The scope of this engagement is to include the evaluation of City business processes and supporting technologies for all City departments with the following deliverables being produced: Phase 1: Document As -Is and To -Be Business Process, Systems and Architecture Environment • Assessment of current business processes and administrative systems at the City to include: o As -Is business process models o Assessment of existing technologies supporting the business processes o Issues and opportunities associated with City business processes o Data flow diagram associated with applications supporting City business processes o Develop Strategic Business Objectives and critical and unique functional business requirements for each process area and supporting systems • Documentation of the To -Be environment to include: o Conceptual model of To -Be process model o Recommended business process changes that may or may not require the deployment of new or upgraded technology o Future systems architecture alternatives Page 39 of 60 EXHIBIT nAU April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 o Potential projects to be pursued to achieve the To -Be process model that may include enhancements or upgrades to existing systems or deployment of new systems o Data flow diagram of the To -Be systems environment Phase 2: Quantify Technical and Process Benefits and a Path to Achieve the To -Be Environment • Conduct a gap analysis to include the following: o Differences between As -Is and To -Be environments in areas of business processes, systems and supporting technology architecture o Benchmarking information regarding processes and systems as compared to best business practices o Document specific initiatives to include time, costs and resources to achieve the desired To - Be environment o Identify various options to achieve the future To -Be environment to include business process changes, system changes, change management issues, organizational issues, etc. o Document the estimated costs/benefits/savings of implementing and maintaining a future systems architecture solution as compared to the current technology environment o Document business process improvements achieved through the deployment of new technology using a Return on Investment (ROI) analysis 2.4 Anticipated Project Deliverables We anticipate the following deliverables to be developed as a result of conducting this project with the predominant deliverables bolded and italicized: Phase 1: • Project Plan • Project Kick -Off Meeting Material • Project Charter • Written Assessment of Current City Business Processes and Supporting Technologies • As -Is Data Flow Diagrams and Process Maps for Existing City Business Processes • Strategic Business Objectives and High -Level Functional Requirements • Documented To -Be Business Process, Data Flow and Systems Environment • Identification of Potential Alternatives to Achieve To -Be Environment Phase 2: • Written Gap Analysis between As -Is and To -Be Environment • Migration Steps to Achieve Future Technology and Business Process Environment • Documented Systems and Business Process Costs/Benefits/Savings/Risks for migrating to the To -Be Environment Page 40 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2.5 Intellectual Resources and Planning Tools Used Having conducted a large number of municipal -based Strategic Technology Plans and IT Assessments over the last few years, we have developed a number of methods and tools that have brought great value to the process. These tools were developed using existing published models while others were developed internally but may not necessarily be considered proprietary products. • Web -Based End -User Survey: We have developed and will distribute a web -based end-user survey to be completed by all City staff that provides input into different technologies being used within the City. • Departmental and Enterprise Areas of Focus Tool: Having developed a number of municipal - based technology plans, we have developed a tool that identifies common business applications and technologies that are relevant to a municipality at both an enterprise, line of business and departmental level. This tool will be used during the end-user interview process to gauge level of technology use as compared to other peer municipal -based organizations. • End -User Interview Questionnaire: We have developed and will use an interview questionnaire that will guide the departmental and cross -functional interviews. The intent of this questionnaire is to identify the strengths and weaknesses of current business processes and supporting technologies and to identify specific technology and operations based initiatives and projects to be implemented. 2.6 Planning Processes and Models As noted previously, the planning process that will be conducted with the City will involve a significant amount of end-user involvement from a variety of stakeholders each with their own perspectives and needs. As a result, an enterprise -based initiative such as the development of a City-wide Systems Plan can be a complicated and potentially risky undertaking if not conducted properly. Through our experience in conducting similar plans for a large number of municipal -based clients, we have identified the following lessons learned that enhance the development and acceptance of the Plan and its results: • Understand that a City is composed of departments that view themselves as individual business units with their own particular goals, objectives, issues and needs • Ensure that the project steering committee represents a good cross-section of City departments and elected officials • As a consultant, develop a good understanding of the overall City including history, general govemance structure and specific issues and concerns for each of the stakeholder groups • Ensure that the planning process allows for input from as many City stakeholders as possible with the results reflected in the final report. For purposes of the project with the City, this would include end- user survey feedback, departmental interviews, IT staff interviews, cross -functional interviews and steering committee feedback. • Ensure that a complete project charter is developed and agreed to at the start of the project such that the end results of the project meet the expectations defined during the early stages of the project • Use benchmarking information as a data source to validate current and future directions for the County in various areas including funding, technologies used, governance structure, etc. • When developing key technology-based findings, ensure that there is a balance when documenting strengths and areas of improvement Page 41 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2.7 Project Risks and Containment Strategies A major part of standard project management methods is the process of risk management that includes risk identification and development of strategies to minimize the occurrence or impact of these risks or methods to prevent the risks from occurring. Having conducted similar projects for a number of other municipal -based clients, the following table identifies potential risks on the project and possible methods to effectively manage these risks. Additional risks will likely be identified during the course of developing the Plan and will be addressed accordingly. Risk Descrption Risk Management Strategy Documenting and communicating findings that are inaccurate resulting in significant questioning of the integrity of the document and the consultants who are conducting the project Allow City IT management staff to review and provide feedback on project findings prior to wider distribution of the results All relevant stakeholders are not included in the Planning process resulting in an outcome that does not necessarily reflect the needs of all relevant stakeholders in the City During the early stages of the project, ensure that all project stakeholders are identified and that opportunities for these stakeholders to provide input into the process is presented to them Prioritized strategies are not viewed by certain departments as important or relevant to their operations that results in them not accepting the contents of the Plan as it applies specifically to their needs and objectives Ensure that defined strategies are as broad-based as possible and provide the most significant advancement to the City as a whole Ensure that individual departmental technology needs and objectives are identified within the planning document and how identified strategies support these needs The assumptions including costs and savings used in developing the Plan are not realistic resulting in significant problems as the Plan is implemented. Ensure that all costs and benefits are factored into the analysis based on previous implementations with clients operating under similar situations. Ensure that the selected consultant has significant experience in deploying applications at a departmental, line of business and enterprise level across all departments. Change management activities that are relevant to significant technical and business process changes are not considered resulting in significant resistance from IT and departments in migrating to a future technology and business process environment. Ensure that all relevant stakeholders are included as part of the process. Identify and plan for the impact of migrating to a future systems and processing environment. Page 42 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2.8 Cost Benefit Analysis — Our Approach The goal of performing a technology cost benefit analysis is to determine whether the benefits, both quantitative and qualitative, outweigh the costs for implementing a technology project. In performing a cost benefit analysis, there are different financial analyses that can be calculated through quantification of the projects cost and benefit estimates. Some of the more prevalent metrics used by different organizations include: • Return on Investment (ROI): Average recurring net benefit divided by the total capital outlay. • Payback Period: The average length of time required to recover the cost of the investment. • Net Present Value (NPI/): The total net benefit (or cost) of the project expressed in current dollars. When quantifying the costs and benefits, consideration should be given to both "hard" and "soft" costs and benefits. For purposes cost benefit analysis, these terms are defined as follows: A. Hard Costs: Those costs directly attributable to the project that will result in the direct outlay of money. Typically these are budgeted cost items. B. Soft Costs: Those costs or use of resources directly attributable to the project that do NOT result in the direct outlay of money. Typically these are not budgeted items. C. Hard Benefits: Those benefits directly attributable to the project that will result in direct savings or revenues and impact actual expenditures or revenues. D. Soft Benefits: Those benefits or resource efficiencies directly attributable to the project that do not result in the direct saving of money or direct inflow of money. Each technology project will have it's own costs and benefits, unique to that specific project. No two projects will have the same costs and benefits. There are however, various types of costs and types of benefits that may be common between various projects. Each project should be analyzed on it's merits. Some considerations may include: Hard Costs: 1) Technology / Vendor Costs: All project implementation costs paid to a technology vendor(s), including: a) Direct Technology Costs, initial investment including hardware, software, licensing, etc. b) Services Costs, including initial and recurring design, installation, configuration, training, data conversion, vendor project management, reporting, product modification or customization, technology integration and interfacing, initial project training, etc. 2) Increased Internal Staffing: Costs paid to hire additional internal staff (e.g. project team backfill staffing during project implementation or staffing for maintenance and support of the technology once the project has been fully deployed). Also, staff overtime costs or staff rewards attributed to the project. 3) Related Infrastructure Improvements: Any necessary infrastructure improvements that may have to be made in conjunction with the project to make the project successful 4) Ongoing Training Costs: Anticipated future training costs for existing or new staff. 5) Project Related Travel Costs 6) Other Miscellaneous Hard Costs Page 43 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Soft Costs: 1) Internal Project Staffing Costs: Costs associated with internal staff time involved in the implementation of the technology project, such as: a) Project "End user" staff time associated with project b) Internal IT staff time associated with the project c) Project Management d) Change Management 2) Documentation, both technical documentation and procedural documentation. 3) Project Workspace, such as establishing a training area. 4) Project Contingency: Based on the comfort level with the identification of project costs, consideration should be given to whether to include a project contingency to account for unanticipated requirements which may arise during the course of project deployment. Project contingencies are often estimated as an additional percentage of identified project costs. 5) Other Miscellaneous Opportunity or Soft Costs Hard Benefits: 1) Reduction / Elimination of Current Costs: Benefits associated with a reduction to current technology, including: a) Consolidation / replacement of existing systems b) Reduction in dedicated IT staff c) Reduction in outside contracts for maintenance or support d) Elimination of document or storage costs e) Other direct savings 2) Revenue Enhancement Opportunities: Consideration should be given to whether or not there is a potential to generate additional revenue through the deployment of a technology project by providing enhanced service levels or access to information. This may include potential: a) Tariffs — such as 911 surcharges b) User Fees — land record fees, convenience fees, etc c) Shared savings from collaborative arrangements — such as a shared PSAP 3) Process reengineering: Typically end user savings that can be budgeted, attributable to technology enabled productivity gains. 4) Other Budgeted or Quantifiable Benefits Soft Benefits: 1) Improvements to Staff Efficiency: Benefit associated with reduction of a staff person's time performing a particular function based on the deployment of the technology project, with the assumption that staff efficiency will allow for reallocation of staff time to other more value added activities. Examples may include: a) Elimination of duplicate effort and manual tasks b) Direct entry / self service / appropriate, secured access to information c) Cost avoidance Page 44 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 d) Better Resource Control: i) Centralization of functions, to gain efficiencies of process and economies of scale. ii) Better use of high cost resources, such as enabling management staff to delegate non - value added activities to lower cost staff. 2) Enhanced Decision Making : In many cases users will identify improve information access as a key to enabling better quality decisions. 3) Improved Data Integrity / Quality / Security : Benefits associated with mitigating or minimizing security concerns or data quality issues. 4) Enhanced Constituent Satisfaction : May include a broad spectrum of constituent benefits such as speed of services, access to information, self service options, etc. 5) Enhanced Service Effectiveness: May include a broad spectrum of staff benefits such as ability to reengineer services, staff safety (particularly in the public safety areas), staff self service options, etc. 6) Other Soft Benefits In evaluating the specific hard and soft costs and benefits for a particular project, the following concepts should considered: a) Stakeholder Input: Look for grass roots input and feedback on costs and benefits. Often, the direct stakeholders can not only assist with identifying types of costs and benefits, but frequently can provide input that will assist with quantifying those costs or benefits. b) Quantify Organizationally, Not Departmentally: Where possible, look to quantify costs and benefits across the organization. Many enterprise applications provide costs and benefits to multiple departments. In some cases, technologies can benefit multiple organizations (e.g. Multiple cities, city and county, etc). c) Estimates: Estimates are perfectly appropriate for a cost benefit analysis and should be considered just that, estimates. Estimates can always be challenged and will vary based on the individual doing the estimating. Estimates for hard costs and benefits may be comparatively easier to establish as they are more often based on empirical data. Soft cost and benefit estimates are arguably, more challenging. For technology purchases, vendors often can assist with identifying benefits, but effort should be taken to quantify these benefits as an internal effort. To estimate internal staff efficiencies, look, where possible to quantify savings on a micro level (transaction basis) and then extrapolate. d) Unquantifiable Costs and Benefits: Some soft costs and soft benefits are unable to be reasonably quantified. Examples may include risk reduction, opportunity cost, value to the constituent, quality improvement, etc. For such items, they should be understood, documented, and considered in conjunction with the quantifiable cost benefit calculations and metrics. e) Phase In of Benefits: Potential savings projections should be estimated considering their long term potential benefit. It is not always likely, however that all of the potential savings will be completely and fully realized. Additionally, with technology projects the potential savings will likely be Tess, initially, as the system is implemented; however may increase over time, as users accept the implications of the technology project and implement re -designed work processes to take advantage of new system capabilities. As such, it may be appropriate to phase in the benefits over time, by applying a percentage to the benefit estimates. f) Grouping of Related Projects: Circumstances may be that a series of related projects performed together, or over time, may yield a combined positive cost benefit. Where appropriate, consider combining multiple related project, defined separately in other technology planning efforts, into one, for cost benefit purposes. Then, consider the implementation schedule and phasing when projecting costs and benefits. Page 45 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 g) Implementation Schedule: Consider the timing of deployment of the project costs and benefits. h) Recurring Costs: Include any necessary maintenance and support costs, such as licensing, maintenance agreements, etc. that would result to retain the benefits of the project over time. i) Replacement: Where necessary, build in a hardware replacement cycle (hardware depreciation set aside) for any expected hardware upgrades. j) Process Redesign: It is recommended to undergo process redesign / reengineering in conjunction with technology project implementation, as appropriate, to maximize the realization of benefits of the technology project. k) Use Loaded Staff Costs: Any hard or soft costs or benefits that reflect staff utilization or reductions, should use the fully loaded employee cost, including salaries, benefits and any related fringes. Often, organizations will determine an average annual employee cost used for all cost benefit efforts. 1) Inflation: Acknowledge reasonable inflation increases over time in cost benefit analysis and apply these inflation increases to ongoing costs. Page 46 of 60 0) N ao O CL ao U_ co U co c c (0 W N rrQ^ VJ 0 0 CC c NO I.L O 0 Example ROI Analysis ! gmn84Am r=2 w w $ x :.35§2A R8$'.22 u a k o "wQLBws Rav EEERNg8ggr tae o »as$ ? Asn m LL LL VL a 01 r N Y IT{_ f0 f0 V x LL � N M M A LL Potentlal Cost Savings N X28 T MRERRRE 4 <o EE kS'1 w et « m ry n 8R g R k faO 8w � �''?'-ama8Yl1�.Omp�p��S N N 0 a �: iii M w « M « M April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2.9 Project Work Plan Our proposed work plan is organized into the following Phases: • Phase 1: Develop Project Management Plan and Document As -Is and To -Be Environment • Phase 2: Conduct Gap Analysis and Develop Migration Plan 2.9.1 Phase 1: Develop Project Management Plan and Document As -Is and To -Be Environments Phase Objective and Summary of Activities: The purpose of this phase is to conduct activities that are relevant to managing the project and enhancing its success for the City of Round Rock. Additionally, this phase will also include activities required to document and assess the existing systems and business processing environment (As -Is) and develop a conceptual model of the To -Be systems and business processing environment. The major activities to be performed are as follows: • Conduct planning sessions to confirm approach, scope, milestones, timeframe and governance structure for the project • Define project organizational structure • Develop a project charter that provides a framework from which the project will progress • Develop a project timeline for accomplishing the required project activities • Facilitate project kick-off meeting • Conduct periodic status meetings to monitor project progress • Collect and Review Documentation • Conduct IT Staff Interviews • Conduct Departmental Interviews • Conduct Cross -Functional Operational Review Sessions • Document Strategic Objectives and High -Level Business Requirements • Document and Assess Existing Business Processes and Supporting Technologies • Document Existing Data Flows • Document To -Be System Architecture and Initiatives 1. Project Initiation Planning sessions will be conducted with appropriate City staff to introduce the project team, finalize the project scope, deliverables and timetables. These objectives will be accomplished through the development of a project charter, detailed project plan, and regularly scheduled progress meetings. These steps are described below. 2. Define Project Organizational Structure Our approach to each consulting engagement is structured to provide the services and level of professional support required to meet the individual needs of the client. We will work jointly with the City Project Manager to design a process that will meet the overall needs of the City. As standard practice in the majority of our engagements, especially those related to technology and process transformation, we have designed a very collaborative approach to create high probability of implementation success. Page 48 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 3. Develop Project Charter At the start of the project, a project charter will be developed that will provide a framework for the following areas of focus: • Project overview • Vision statement • Project stakeholders • Project influences • Scope plan (both in and out of scope items) • Project staffing 4. Develop Detailed Project Plan We will incorporate the following into a detailed Microsoft Project TM Plan: • Major phases and milestones • Work tasks and their due dates with assigned responsibility • Task interdependencies 5. Conduct Project Kick -Off Meeting We intend to conduct a project kick-off meeting that will define the objectives, timing, scope, anticipated City staff involvement and other items relevant to the project. Information collected during this meeting will provide additional input into the development of the Project Charter. 6. Schedule and Moderate Periodic Project Status Meetings Continuous feedback is the key to a successful implementation. In this way, problems can either be avoided entirely, or addressed early on, to minimize wasted effort and keep the project on schedule. We will schedule periodic meetings with the City to report on the status of the project. 7. Collect and Review Documentation Plante & Moran will review existing documentation to gain a comprehensive understanding of the City's current technology environment. Documents to be reviewed will include the following: • Relevant operating policies and procedures • Relevant process and functional descriptions and process flow diagrams • Existing data flow diagrams • Organizational charts • Cost models, current operating budget detail, purchasing plans for pertinent technology, etc. • Relevant hardware, software and communications diagrams, and/or other documents, illustrating the layout, networking, etc. • Application inventory • Outstanding enhancement requests on current relevant systems • Listing of any functional requirements for current systems or planned replacement systems • Locations of all sites involved in the project, identification of sites that share common property, identification of sites to be visited, and schedules of staff for visits • City standards for hardware, software, network operating systems, configurations and protocols, etc. Page 49 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 • Existing strategic objectives and business requirements that have already been developed for current and planned systems -related projects 8. Conduct IT Staff Interviews We anticipate having an initial set of meetings to review the existing technology environment at the City to include a review of the following areas: • Software and hardware environment • Networking and communications environment • Data environment • IT governance structure We also intend to obtain and review any pertinent information related to items that have been collected. 9. Conduct Comparative Research We will research current technologies being used by other municipalities and anticipated to be available for the City's use. We have various research materials available at our disposal including: • Prior Strategic & Technical Plans conducted for Plante & Moran clients • Sample technology plans from other municipalities • Prior comparative research performed for other municipalities • Access to governmental professionals in well over 250 local and County governments, giving us a broad base for "Best Practices" research • Participation in, and access to, the resources of various State and National associations • Internet access to corporate web sites, white papers, independent technology evaluation reports, etc. • Gartner Group, University of Syracuse, other information systems resource directories • Miscellaneous periodicals covering the latest Internet, information systems and technology developments • Reports and briefings from numerous vendors' consultant liaison programs We will take the results from our "Best Practices" research and conduct applicable comparisons with the City including the following areas: • Technology applications and trends • Information technology funding levels and the allocation of those funds • Alternate service delivery options that are being used • Technology maturity in the use of various technologies (e.g., document imaging, e -government, CRM, etc.) • Other areas deemed necessary 10. Conduct Departmental Interviews We anticipate using a participative approach involving City staff interacting with our consultants to assess current administrative systems and business processes, identify the strengths and limitations in existing systems, identify process improvements, realistic timelines, and staffing impacts. We have found that an inclusive approach tends to yield the greatest return to the client and dramatically improves implementation Page 50 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 success rates. After reviewing the documentation collected, Plante & Moran will conduct interviews with departments who are designated as process owners for the various City business processes. During the interviews, we will discuss key current business and technological workflows and processes within the City in preparation for follow-up cross -functional review sessions. These interviews will address the following areas: • Inventory of existing business processes and supporting systems • Identification of process and system deficiencies/limitations and discussion of proposed solutions • Development of high-level business flows for each of the departmental business processes • Review and confirmation of existing data flows between systems supporting these business processes • Identification of shadow systems that have been developed • Plans for process changes over the near -to -long term 11. Conduct Cross Functional Operational Review Sessions The cross functional interviews are intended to bring together individuals who are directly involved in the business processes conducted within the City. These sessions will include staff, supervisory personnel, key internal customers, and information technology representatives to identify and discuss key work flow processes for those processes that span multiple departments or the enterprise as a whole. This cross - functional approach of involving staff and internal customers is suggested to provide a broad understanding of the processes and their impact on each unit's operations and unique requirements. We will include key departmental representatives in order to assist in a successful change management process. This approach will allow us to address the following: • Existing and relevant operational and technological processes and workflows • Relevant methodologies, policies and procedures • Usage of enabling technology systems • Issues and opportunities within each of the process areas • Plans for technology and process changes over the near -to -long term • Identification of deficiencies and limitations within existing systems and processes Our approach to the interviews in this and subsequent work plan tasks will be both educational and investigative: Educational • Advantages/Disadvantages of a new integrated ERP in open environments • Advantages/Disadvantages of re -designed and technology -enhanced processes • Costs and benefits of re -designed and technology -enhanced processes Investigative • Business processes in all areas of City operations • Interaction between processes • Integration requirements between applications / technologies • Organizational limitations and barriers to change that may hinder the implementation of process re- designs and new / enhanced technologies • Hardware and operating system standards • Functional deficiencies in the legacy ERP • Determining security, facility, communications (LAN/WAN), and other requirements for the new ERP Page 51 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 • Identifying staff concerns regarding process inefficiencies, paper dependencies, data handling redundancies, etc., and discuss proposed solutions • Discussing proposed new and/or upgraded technologies and services that the staff believes will be of benefit to their department's operations and to the quality of customer services • Identifying staff concerns regarding the support of legacy processes and technologies • Identifying current process and technology enhancement initiatives underway and their anticipated objectives • Identifying current and anticipated data sharing requirements between the City departments, with entities outside the City, and with customers The major deliverables from these sessions for each process area will be as follows: • Strategic business objectives for that process • Functional and business system requirements and needs • As -Is process maps • As -Is data flow diagram • High level To -Be process maps • To -Be data flow diagrams • Issues and Opportunities report where the "issues" will be areas for improvement (e.g., redundant steps, functional deficiencies, "shadow" systems [ledgers, spreadsheets, word processing files, forms] that staff use in parallel with the legacy systems, processes that are time and paper intensive, etc.). The "opportunities" will be the results of our benchmarking the "issues" with our knowledge of Best Practices and experience with other governmental clients. 12. Document To -Be System Architecture and Initiatives Information collected from previous steps will be used to develop recommendations for a future systems architecture and initiatives in which to migrate from the As -Is to the To -Be business process and technology environment. Alternative solutions will be presented for further evaluation in Phase 2 of the project. Page 52 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2.9.2 Phase 2: Conduct Gap Analysis and Develop Migration Plan and Financial Analysis Phase Objective and Summary of Activities: The purpose of this set of activities is further detail the alternatives that were identified and presented in the previous phase such that a detailed migration plan including costs and timing is developed. This will include the following activities: • Conduct a gap analysis to document differences between the As -Is and To -Be systems and business process environment using "best business practices" • Document migration paths and operational requirements to achieve the To -Be environment • Document projects/initiatives to achieve the To -Be environment including costs, timing, organizational impacts and change management impact • Conduct a detailed analysis to achieve the future systems environment including the costs, benefits, savings, risks and timing • Conduct a financial analysis weighing the costs against the benefits and savings for migrating to the future systems environment • Conduct Gap Analysis A gap analysis will be conducted to document the differences between the As -Is and To -Be process and systems environment. The gap analysis will be based on knowledge that we have gained working with numerous other municipalities in the conducting of operational reviews or development of Strategic Technology Plans at a departmental or enterprise -level. • Document Migration Path Projects and initiatives identified in Phase 1 will be further detailed to provide specific information on each initiative required to migrate to the To -Be environment to include: • Costs • Benefits • Risks • Timing • Technology changes • Process changes • Organizational impact in terms of job functions, roles and responsibilities • Estimated level of effort of City time • Dependencies Page 53 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 • Document To -Be Infrastructure Costs, Benefits and Savings For each technology -related initiative, additional information will be developed that documents all on-going costs for operation of the new technical environment. This information will be compared against current technology costs to quantify estimated savings for implementing the new technology architecture. In some cases, future costs may be higher than current costs. Cost information will be estimated based on the following cost categories: Initial Implementation / Upgrade Costs: • Software vendor(s): o Software installation services o Training services o Implementation services o Project management services o Report development assistance o Conversion services o Software modifications o Interface development o Process redesign assistance o Forms development services o Testing assistance services o Documentation services o Travel and lodging costs o Prime contractor responsibilities • City staff costs (hard and soft costs): o Staff overtime o Staff supplementation o Staff rewards during implementation o Project management office related costs • City infrastructure costs: o Upgraded desktop hardware and software o Upgraded network infrastructure o Upgraded data center o Other new technology o Disaster recovery plan o Software escrow agreement • Other City costs: o Staff travel for training o Training area establishment o Documentation development o Performance bond o Commodities & supplies o IT Department chargeback • License fees: o Software o Database o Report writer o Operating system o Other software • Hardware purchase and installation o Server o Storage o Capture devices o Field computing Page 54 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 On -Going Costs: • Maintenance fees: o Software o Database o Report writer o Hardware o Other • IT staff support costs • Other staff support costs • Infrastructure costs • Periodic vendor update assistance • Upgrade analysis & interface re -design • ASP service costs • Escrow Agreement • Conduct Financial Analysis to Achieve To -Be Process and System Environment To make the determination as to the feasibility of remaining, upgrading, expanding or replacing current systems and processes, an ROI analysis will be completed. Both measurable organizational benefits and intangible benefits will be addressed as part of this analysis. • Prepare and Present Information Systems Analysis and Business Process Analysis Document The information prepared and compiled in the previous steps will be assembled into a comprehensive report. We anticipate preparing and presenting an Executive Summary of this document to City management with discussion pertaining to the detail within the document. It is anticipated that feedback from the presentation will be incorporated into a final document. Page 55 of 60 0 0 CO _o 00 r n a0 O 1- ti O 2 a) E O O CO OO • N.. 0 0 0 2 2 2 O. U ac O G) o m d a Q' .O 0 C ' c G) c d r a) +. m m c CII r° t O m d c m O 1- U U D le CO CO W COCD CD CO o N NI - LAN NI I"- N N- 00 O • LL. 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CD 0 k a . \ \ , © E �\ \ 0 0 co us / a Conduct Gap Analysis Document Migration Path External Tasks • E> External MileTask m 0 \ ( E E $ ( E E / : » k a d m V1 N El= Q W .122 O • m ma EN H c m O O W O d Q WVC 10 O d WO VW 0 0 Q' 0 V 0 CO 001 m CO L 0 m 0 W MS Project Plan o 0) M Kick Off Meeting V 69 0 Project Collaboration Environment 0 69 CD l0 Supporting Documents 05 H r) O IT Staff Questionnaire Responses O 69 0 N O N IT Assessment Findings and Recommendations N N 0 O N O O 0 )0 O 04 Departmental Interview Questionnaire 0 urvey results and present the analysis 4. Develop Detailed Project Plan 0 g? 0 E E go U U Y Y C t m n n y 5=2 a -E ii O c o 2 ▪ ® a �m n m m E : sa-s • 5. Conduct Project Klck-Off Meeting 7. Collect and Review Documentation L_ m y N Ec m o C N � C N c � H m f m E O E CU' ( _C m ~ m am0 f E c x00. 222 Ittrer 0 0 0 t L r m • . N 8a. Conduct IT Staff Interviews 8b. Review and Assess IT Environment 9. Conduct Comparative Research 10a. Conduct Stakeholder Interviews .09 2 EC _ O x m so « E0 ,115 82 4—E, N 5 N V 1. -22. 0-g n T m > t 0 0 O m C h m N z = a O O N N N§ C O R m m . m $ a c m 0 ° `0 2 0c c o0 00 0 o c m m o m j vm R 2Vam 10b. Conduct On -Line End -User Survey EXHIBIT IIG.11 N CO .— 0 O 0 N N d O m T 0- Revision Date: x X C a� C N d c = N N N 0 m O 0. aar fn y C @ N O O 13 re0 O 0 O U a;r80 p 0 CO p GO0 CO .. 3 0 CO 0 CO 0 0 0 69 0 0 0 w CV g CO N N N C m Ca 99 M N CO CI CO N ^sr: N m pN CO m M f0 n P • Identify cross -functional sessions to perform • Identify participants in the cross -functional sessions • Coordinate scheduling of cross -functional sessions with process owning departments • Participants to prepare for session by reviewing questionnaire and pulling together appropriate • Provide available time slots in which to schedule documents requested cross -functional sessions Attendees participate in interview sessions • Provide questionnaire and request for information to " Process owners to review and provide feedback on collect to attendees in preparation for the sessions • session results • Conduct the cross -functional sessions Develop draft process and data flows • Document the results of the sessions • Make updates to flows based on P&M review and • Review City developed data and process flow feedback diagrams and provide feedback • to -be system and relte • Review proposed to -be system architecture, initiatives nt preparation for thetecture visioning session. • Identify participants for the planning session • Develop material for use in the visioning session. • Schedule session • Provide material to participants in advance of the • Review materials in preparation for the planning session. session • Work with City in identifying session participants. * Participate in the planning session • Facilitate visioning session analysis. Review results of planning session ' Document and distribute results of planning session. ' Review gap analysis information. "Develop gap To-Beap analysis between As -Is and To -Be. • Participate in govemance structure discussions. M► SPECIFICATION NO. 08-918-29 DATE: March 2008 City of Round Rock REQUEST FOR PROPOSALS INFORMATION SYSTEMS ASSESSMENT AND BUSINESS PROCESS ANALYSIS PART I GENERAL INFORMATION 1. PURPOSE The City of Round Rock requests proposals for a comprehensive analysis of current and future information systems. The City is seeking a master plan to address the City's needs and documentation of system requirements for a proposed automated system that will meet said needs. The strategic plan will include an organizational perspective on the business processes associated with best practices, best software solutions, business goals, and related data that are important to achieving those goals. 2. DEFINITIONS: The following definitions will be used for identified terms throughout the specification and proposal document: 2.1. Agreement — a mutually binding legal document obligating the Vendor to fumish the goods, equipment or services, and obligating the City to pay for it. 2.2. City — identifies the City of Round Rock, Travis and Williamson Counties, Texas. 2.3. Deliverables - the goods, products, materials, and/or services to be provided to the City by Proposer if awarded the agreement. 2.4. Goods - represent materials, supplies, commodities and equipment. 2.5. Proposal - complete, properly signed response to a Solicitation that if accepted, would bind the Proposer to perform the resulting agreement. 2.6. Proposer - identifies persons and entities that submit a proposal. 2.7. Purchase Order - is an order placed by the Purchasing Office for the purchase of Goods or Services written on the City's standard Purchase Order form and which, when accepted by the Proposer, becomes an agreement. The Purchase Order is the Proposer's authority to deliver and invoice the City for Goods or Services specified, and the City's commitment to accept the Goods or Services for an agreed upon price. 2.8. Services - work performed to meet a demand. The furnishing of labor, time, or effort by the vendor and their ability to comply with promised delivery dates, specification and technical assistance specified 2.9. Subcontractor - any person or business enterprise providing goods, labor, and/or services to a Vendor if such goods, equipment, labor, and/or services are procured or used in fulfillment of the Vendor's obligations arising from an agreement with the City. 2.10. Vendor (sometimes referred to as Contractor) - a person or business enterprise providing goods, equipment, labor and/or services to the City as fulfillment of obligations arising from an agreement or purchase order. 3. CONFLICT OF INTEREST 3.1. Effective March 1, 2006, Chapter 176 of the Texas Local Government Code (House Bill 914) requires that any vendor or person considering doing business with a local govemment entity disclose the vendor or person's affiliation or business relationship that might cause a conflict of interest with a local govemment entity. The Conflict of Interest Questionnaire form is available from the Texas Ethics Commission at www.ethics.state.tx.us. Completed Conflict of Interest Questionnaires may be mailed or delivered by hand to the City Secretary. If mailing a completed form, please mail to: City of Round Rock Sara White, City Secretary 221 East Main Round Rock, Texas 78664-5299 Page 1 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 3.2. Any attempt to intentionally or unintentionally conceal or obfuscate a conflict of interest may automatically result in the disqualification of the vendor's proposal. 4. CITY CONTACT: All responses for Request for Proposals (RFP), as well as any questions, clarifications or requests for general information are to be directed to: Randy Barker Purchasing Supervisor 221 East Main Round Rock, TX 78664-5299 Telephone (512) 218-3295 Fax (512) 218-7028 rbarkeraround-rock.tx. us 4.1. The individual above may be telephoned for clarification of the specifications of this Request for Proposals only. No authority is intended or implied that specifications may be amended or alternates accepted prior to closing date without written approval of the City. Under no circumstances will private meetings be scheduled between Proposer and city staff. 5. EX PARTE COMMUNICATION: 5.1. Please note that to insure the proper and fair evaluation of a proposal, the City of Round Rock prohibits ex parte communication (e.g., unsolicited) initiated by the Proposer to a City Official or Employee evaluating or considering the proposals prior to the time a formal decision has been made. Questions and other communication from vendors will be permissible until 5:00 pm on the day specified as the deadline for questions. Any communication between Proposer and the City after the deadline for questions will be initiated by the appropriate City Official or Employee in order to obtain information or clarification needed to develop a proper and accurate evaluation of the proposal. Ex parte communication may be grounds for disqualifying the offending Proposer from consideration or award of the solicitation then in evaluation, or any future solicitation. 6. PROPOSAL SCHEDULE 6.1. It is the City's intention to comply with the following proposal timeline: 6.1.1. Request for Proposals released 6.1.2. Deadline for questions 6.1.3. City response to all questions/addendums 6.1.4. Responses for RFP due by 3:00 p.m. March 27, 2008 April 11, 2008 April 18, 2008 April 29, 2008 NOTE: These dates represent a tentative schedule of events. The City reserves the right to modify these dates at any time, with appropriate notice to prospective Proposer. 6.2. All questions regarding the RFP shall be submitted in writing (either electronically, fax, or regular mail) by 5:00 pm on April 29, 2008 to above named City Contact. All interested firms will be provided with a copy of the questions submitted and the City's response. Questions shall be submitted to the contact named above. 7. PROPOSAL DUE DATE: 7.1. Sealed proposals are due no Tater than 3:00 p.m., April 29, 2008 to the office of the Purchasing Department. Mail or carry sealed proposals to: City of Round Rock, Texas 221 East Main Round Rock, Texas 78664-5299 7.2. Proposals received after this time and date will not be considered. 7.3. Sealed proposals should be clearly marked on the outside of packaging "DO NOT OPEN — RFP 08-015 INFORMATION SYSTEMS ASSESSMENT AND BUSINESS PROCESS ANALYSIS". 7.4. Facsimile or electronically transmitted proposals are not acceptable. Page 2 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 7.5. Each proposal and each proposal variation shall be submitted in one (1) original and five (5) copies. 8. PROPOSAL SUBMISSION REQUIREMENTS: Interested and qualified firms or teams shall: 8.1. Submit one (1) original and five (5) copies of materials that demonstrate their experience in performing projects of this scale and complexity. 8.2. Documentation shall include: 8.2.1. Identification of the firm/team responding to the RFP to include a brief summary of team member experiences. 8.2.2. A summary demonstrating the firm's/team's qualifications to satisfy all the technical areas identified in the specification. 8.2.3. A representative list of projects of a scale and complexity similar to the project being considered by the city. The list should include the project location, client, services provided by your firm for the project, term of sponsorship and an owner contact name. 8.2.4. Project timeline outlining the steps the firm would take in the implementation of the project. 8.3. Provide references: Provide the name, address, telephone number and point of contact of at least three clients that have utilized the same or similar product and services within the last 2 years. References may be checked prior to award. Any negative responses received may result in disqualification from consideration for award. Failure to include references with submittal may result in disqualification from consideration for award. 8.4. Identify any subcontractors to be used for this project. Experience, qualifications and references of the subcontractors shall be submitted. The City reserves the right to approve or disapprove all subcontractors prior to any work being performed. 9. CONFIDENTIALITY OF PROPOSAL CONTENT 9.1. All proposals submitted in response to this RFP shall be held confidential until an agreement is awarded. Following the agreement award, proposals are subject to release as public information unless the proposal or specific parts of the proposal can be shown to be exempt from the Texas Public Information Act. Proposers are advised to consult with their legal counsel regarding disclosure issues and take the appropriate precautions to safeguard trade secrets or any other proprietary information. The City assumes no obligation or responsibility for asserting legal arguments on behalf of potential Proposers. 9.2. If a Proposer believes that a proposal or parts of a proposal are confidential, then the Proposer shall so specify. The Proposer shall stamp in bold red letters the term "CONFIDENTIAL.' on that part of the proposal, which the Proposer believes to be confidential. Vague and general claims as to confidentiality shall not be accepted. All proposals and parts of proposals that are not marked as confidential will be automatically considered public information after the agreement is awarded. 10. CLARIFICATION OF PROPOSALS 10.1. The City reserves the right to request clarification or additional information specific to any proposal after all proposals have been received. 11. EVALUATION CRITERIA: All proposals received shall be evaluated based on the best value for the City by considering all or part of the criteria listed below, as well as any relevant criteria specifically listed in the solicitation: 11.1. Price; 11.2. Long-term cost to the City to acquire Proposer's goods and services; 11.3. The extent to which the goods or services meet the City's needs; 11.4. Completeness, technical competence and clarity of the proposal; 11.5. Project process and outline; 11.6. Compliance with requested form and information; 11.7. Reputation of the Proposer and the Proposer's services; 11.8. Technical expertise; Page 3 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 11.9. Client list/sponsor reference and experience; 11.10. Proposer's past relationship with the City. All vendors will be evaluated on their past performance and prior dealings with the City to include, but not limited to, failure to meet specifications, poor quality, poor workmanship, late delivery. 12. EVALUATION PROCESS 12.1. A committee comprised of City Staff and others as appropriate will review the responses to the RFP and may develop a short list of firms/teams. 12.2. Interviews and/or demonstrations may be conducted with any responding firms/teams to discuss their qualifications, resources, and availability to provide the services requested. 12.2.1. Upon completion of the evaluation, the selection committee may recommend a firm/team for the project identified. 12.2.2. An agreement with the recommended firm/team for the project will then be negotiated. This process will be completed with the City Council's authorization to the Mayor for the execution of the agreement or the execution of the agreement by the City Manager. 12.3. The City of Round Rock will not provide compensation or defray any cost incurred by any firm related to the response to this request. The City of Round Rock reserves the right to negotiate with any and all persons or firms. The City of Round Rock also reserves the right to reject any or all proposals, or to accept any proposal deemed most advantageous, or to waive any irregularities or informalities in the proposal received, and to revise the process and/or schedule as circumstances require. PART II GENERAL TERMS AND CONDITIONS 1. AGREEMENT: The term of the Agreement resulting from the solicitation may be for five consecutive twelve-month periods of time from the effective date and shall remain in full force and effect unless and until it expires by operation of the term stated or until terminated or extended as provided herein. The City Manager reserves the right to: 1.1. 1.2. Renew the Agreement for two additional periods of time not to exceed twelve months for each renewal provided both parties agree. Review the following at the end of each twelve-month review period or renewal: 1.2.1. Vendor performance; 1.2.2. Price; 1.2.3. Continuing need; 1.2.4. Advancements in technologies and or service; 1.2.5. The City may terminate the Agreement with or without cause or may continue through the next twelve- month review or renewal period. 2. PRICE: The agreement price shall be firm for the duration of the agreement or extension periods except as provided for in paragraph below. No separate line item charges shall be permitted for either proposal or invoice purposes, which shall include equipment rental, demurrage, costs associated with obtaining permits or any other extraneous charges. 2.1. Proposal pricing shall reflect individual cost elements specific to each phase of the identified project as outlined. 3. PRICE ADJUSTMENT: The City may permit "unit price" adjustments upward annually, upon renewal of agreement, only as a result of a cost increase in goods or services in accordance with the Producers Price Index located at http://stats.bls.gov/ppi/home.htm. Any price increase shall be requested by the Vendor in writing and accompanied with the appropriate documentation to justify the increase. All price increases are subject to City approval before they become effective unto this agreement. The vendor may offer price decreases in excess of the allowable percentage change. Page 4 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 4. INTERLOCAL COOPERATIVE CONTRACTING Other govemmental entities within the State of Texas may be extended the opportunity to purchase off of the City of Round Rock's solicitation, with the consent and agreement of the successful vendor(s) and the City of Round Rock. Such consent and agreement shall be conclusively inferred from lack of exception to this cause in vendor's response. However, all parties indicate their understanding and all parties hereby expressly agree that the City of Round Rock is not an agent of, partner to, or representative of those outside agencies or entities and that the City of Round Rock is not obligated or liable for any action or debts that may arise out of such independently -negotiated "piggyback" procurements. 5. INDEMNIFICATION: The successful Proposer shall indemnify, save harmless and exempt the City, its officers, agents, servants, and employees from and against any and all suits, actions, legal proceedings, claims, demands, damages, costs, expenses, attorney fees and any and all other costs or fees incident to any work done as a result of this quote and arising out of a willful or negligent act or omission of the successful Proposer, its officers, agents, servants, and employees; provided, however, that the successful Proposer shall not be liable for any suits, actions, legal proceedings, claims, demands, damages, costs, expenses and attomey fees arising out of a willful or negligent act or omission of the City, it's officers, agents, servants and employees, or third parties. 6. INSURANCE: The successful Proposer shall meet or exceed ALL insurance requirements set forth by the City of Round Rock as identified in Attachment A to the specifications. Any additional insurance requirements of participating or cooperative parties will be included as subsequent Attachments and shall require mandatory compliance. 7. VENUE: The agreement shall be governed by and construed in accordance with the laws of the State of Texas. Venue shall be in the applicable court, Williamson County, Texas. 8. DISCLOSURE OF LITIGATION 8.1. Each Proposer shall include in its proposal a complete disclosure of any civil or criminal litigation or investigation pending which involves the Proposer or in which the Proposer has been judged guilty. 9. RIGHT TO REPRODUCE DOCUMENTATION AND OTHER INFORMATION 9.1. The City shall have the right to reproduce any and all manuals, documentation, software or other information stored on electronic media supplied pursuant to the agreement at no additional cost to the City, regardless of whether the same be copyrighted or otherwise restricted as proprietary information; provided, however, that such reproductions shall be subject to the same restrictions on use and disclosure as are set forth in the agreement. 9.2. The Awarded Proposer agrees to execute any non-exclusive copyright assignments or reproduction authorizations that may be necessary for the City to utilize the rights granted in this subparagraph. 10. INDEPENDENT CONTRACTOR 10.1. It is understood and agreed that the Contractor shall not be considered an employee of the City. 10.2. The Contractor shall not be within protection or coverage of the City's Worker' Compensation insurance, Health Insurance, Liability Insurance or any other insurance that the City from time to time may have in force and effect. 1. SCOPE OF WORK 1.1. PART III SPECIFICATIONS This project will evaluate the strategies needed to support the City's business processes in the future. The plan should include specific strategies to meet short and long term goals. Short-term goals include the continual evaluation of City business processes to identify streamlining possibilities, and supporting efficient end user reporting. Long-term goals include the documentation and evaluation of detailed business processes and definitions supported by the City to a level that would justify a potential redevelopment effort. Page 5 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 1.2. Requirements definition will address, but not be limited to, functional, technical, performance, interface, conversion, and security requirements. All functional requirements are developed based on "best business practices". Deliverables may include a requirements definition report for an in-house, custom -developed system or specifications to be included in a request for proposal (RFP). 1.3. Create a solid data architecture that can produce short-term and long-term goals. Develop a data architecture that will organize data so it can be shared among internal departments and external partners. Data sharing will be the primary benefit along with the elimination of duplicative data and improve quality so that the city decision -makers can work with reliable consistent data. 2. PHASE 1: (AS IS > TO BEI 2.1. Task 1: Proiect Management Plan 2.1.1. Meet with City's department stakeholders to begin project planning. 2.1.2. Produce and maintain detailed project management plan document which specifies target completion dates. 2.1.3. Conduct initial planning sessions to confirm the specific approach, tasks, milestones deliverables, schedule, roles and responsibilities and procedures that will be used to accomplish the overall goals and objectives of the project. 2.1.4. Provide weekly and monthly status reports. 2.1.5. Provide project timeline with major tasks, milestones and deliverables. 2.1.6. Facilitate project kick-off meeting with City Staff. Present project plan to City leadership. 2.2. Task 2: Assess Existing Administrative Systems 2.2.1. This phase will identify the administrative software systems and business processes currently utilized. This analysis will comprise interviews with key stakeholders, subject matter experts (SME), data stewards and technical specialist in each department. Document conceptual Process Model of existing processes ("as - is"). 2.2.2. Administrative systems in the following departments shall be addressed: 2.2.1.1. Administration 2.2.1.2. City Attorney 2.2.1.3. Engineering and Development Services (Building Inspections, Construction Inspections) 2.2.1.4. Finance 2.2.1.5. Information Technology & Communications (ITC)/Geographic Information Systems (GIS) 2.2.1.6. Fire 2.2.1.7. Human Resources 2.2.1.8. Library 2.2.1.9. Municipal Court 2.2.1.10. Parks and Recreation (Clay Madsen Recreation Center, Baca Senior Center) 2.2.1.11. Planning (Code Enforcement) 2.2.1.12. Police 2.2.1.13. Purchasing 2.2.1.14. Transportation (Streets, City Shop) 2.2.1.15. Utilities (Water/Waste Water, Water Treatment Plant) 2.2.1.16. Utility Billing Page 6 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 2.2.3. Deliverables: Conduct initial planning session to confirm overall project scope, objectives and development of a detailed project plan. Review and assess the City's administrative systems currently in use through a series of interviews with key stakeholders to capture information about the in -scope as -is business processes, existing technologies used, problems, issues and recommendations from each department. Resulting in a detailed systems architecture including a business process map and related data flow map at the department and organizational level. Functional business requirements documented at an appropriate level for the vendor to accomplish the remainder of the deliverables of the RFP. These requirements should be in a format such that can be used as a living document that can be re -used by the business area in the future. 2.3. Task 2: Assess information gathered Determine Alternative Solutions To Evaluate This phase will summarize the information gathered in Phase 1 and make systems architecture recommendations based on the inter -relationships of business processes, systems, and "best business practices". Document conceptual process model of proposed solutions ("to -be"). 2.3.1. Identify future systems architecture alternatives. 2.3.2. Identify initiatives to be pursued 2.3.3. Identify potential enhancements or upgrades to existing systems. 2.3.4. Identify potential new systems planned for implementation. 2.3.5. Provide recommendations document. 2.3.6. Deliverables: A detailed systems architecture document including a business process map and related data flow map at the department and organizational level. This document will include the prioritization of results; identification of proposed system dusters and data relationships. 3. PHASE 2: 3.1. Task 1: Gag Analysis 3.1.1. Determine and document the differences between our current environment from Phase I, Task 1 and the desired "To Be" environment described in Phase I, Task 1I. 3.1.2. Provide benchmarking based on "best business practices" and compare that level of performance to our current performance. 3.1.3. Provide strategic and operational analysis based on key measures: investment of time, human resources, technology and finances required to achieve our "To Be" architecture. Document the technical requirements that a new solution must comply with. Dependant or contingent issues based on analysis. 3.1.4. Provide specific recommendations at the organizational and operational levels that can be measured, achieved, and a timeline for completion (1-3, 3-5 and 5-10 yrs). 3.1.5. Deliverables: Provide both written, graphical gap analysis, benchmarking and documentation that summarizes our options, initiatives, technical enhancements, business process improvements, system software changes, migration processes, change management issues and timeline. 3.2. Task 2: Identify And Analyze Costs. Benefits And Risks 3.2.1. Evaluate the costs and benefits of acquiring, implementing and operating the future systems architecture. 3.2.1.1. Future Systems Architecture Cost Components 3.2.1.1.1. Costs to acquire, implement, operate and upgrade the future systems architecture based on gap analysis based timeline. 3.2.1.1.2. Costs to be built on estimates of ongoing operational costs that will be based on experience with other clients and knowledge of the marketplace and other similar projects. 3.2.1.1.3. Other operational cost estimates to be provided by the City as needed. 3.2.1.1.4. Cost of new system: 3.2.1.1.4.1. Software 3.2.1.1.4.2. Hardware Page 7 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 3.2.1.1.4.3. Implementation 3.2.1.1.4.4. Upgrades 3.2.1.1.4.5. Ongoing maintenance and management 3.2.1.1.4.6. Training 3.2.1.1.4.7. Other costs as identified 3.2.1.2. Future Systems Architecture Benefits/Savings 3.2.1.2.1. System Savings 3.2.1.2.1.1. Savings estimated to result from: 3.2.1.2.1.1.1. Retiring existing systems as relevant portions of the future systems architecture become operational; 3.2.1.2.1.1.2. Avoided costs that would likely be incurred to implement, maintain and upgrade planned/anticipated systems during the planning period. 3.2.1.2.1.1.3. Costs in this category are system operation and support costs, not user -related costs. 3.2.1.2.2. Process Improvements 3.2.1.2.2.1. Benefits and/or savings from process improvements resulting from moving to an environment that is supported by industry -standard best practices. 3.2.2. Deliverables: Review documentation of the City's hardware/systems infrastructure then calculate and document the estimated costs/benefits/savings of implementing and maintaining a future systems architecture solution. 3.3. Task 3: Perform Financial Analysis 3.3.1. Cost components of new system weighed against the systems savings and process improvement benefits of the new system to calculate the project's estimated return on investment over a ten-year planning period. 3.3.2. Standard financial analyses of dollar -quantifiable costs and benefits, adjusted for risk: 3.3.2.1. Net present value 3.3.2.2. Internal rate of retum 3.3.2.3. Payback period 3.3.3. Deliverables: Quantify the major areas of savings and efficiencies to be derived from business process improvements associated with the implementation of a FUTURE SYSTEMS ARCHITECTURE with input from City staff. 4. OPTIONAUALTERNATIVE COMPONENTS 4.1. Consultants are encouraged to provide altematives and options in their proposals that may create operational efficiencies, cost savings, or service improvements for the City. 4.1.1. All alternatives and options may be considered; 4.1.2. Alternative pricing shall also be included. 5. STAFFING 5.1. Project Organization 5.1.1. Vendor shall describe project organization for both startup and ongoing operations. 5.1.2. Vendor shall include organizational structure resources available, including number of staff and locations. Page 8 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 5.2. Key Personnel 5.2.1. Vendor shall include the names and resumes for all key personnel who will be involved in this project. 5.3. Change of Project Personnel 5.3.1. Any change of assignment or responsibility for employees identified as key personnel in this project are subject to prior notification and approval by the City. 1. INVOICING 1.1. PART IV INVOICE AND PAYMENT Contractor shall submit one original and two copies of each invoice referencing the assigned Purchase Order number to the following address: City of Round Rock Accounts Payable 221 East Main Round Rock, TX 78664-5299 2. PROMPT PAYMENT POLICY 2.1. Payments will be made within thirty days after the City receives the supplies, materials, equipment, or the day on which the performance of services was completed or the day, on which the City receives a correct invoice for the service, whichever is later. The Contractor may charge a late fee (fee shall not be greater than that which is permitted by Texas law) for payments not made in accordance with this prompt payment policy; however, this policy does not apply to payments made by the City in the event: 2.1.1. There is a bona fide dispute between the City and Contractor concerning the supplies, materials, services or equipment delivered or the services performed that causes the payment to be late; or 2.1.2. The terms of a federal contract, grant, regulation, or statute prevent the City from making a timely payment with Federal Funds; or 2.1.3. There is a bona fide dispute between the Contractor and a subcontractor or between a subcontractor and its suppliers concerning supplies, material, or equipment delivered or the services performed which caused the payment to be late; or 2.1.4. The invoice is not mailed to the City in strict accordance with instructions, if any, on the purchase order or agreement or other such contractual agreement. 3. OVERCHARGES 3.1. Contractor hereby assigns to purchaser any and all claims for overcharges associated with this purchase which arise under the antitrust laws of the United States, 15 USGA Section 1 et seq., and which arise under the antitrust laws of the State of Texas, Bus. and Com. Code, Section 15.01, et seq. Page 9 of 9 IFB No. 08-015 REQUEST FOR PROPOSALS ADDENDUM PURCHASING OFFICE CITY OF ROUND ROCK, TEXAS Addendum No. 1 Date of Addendum: April 16, 2008 The Above Request for Proposals (RFP) has been changed to include the following: 1. Attachment A — City of Round Rock Insurance Requirements All other terms and conditions of this RFP and specifications remain unchanged. Approved by: Randy Barker, Purchasing Supervisor 4/16/08 By the signatures affixed below, Addendum No. 1 is hereby incorporated into and made a part of the above referenced Request for Proposals. ACKNOWLEDGED Vendor Authorized Signature Date RETURN ONE COPY OF THIS ADDENDUM TO THE PURCHASING OFFICE, CITY OF ROUND ROCK WITH YOUR SEALED PROPOSAL. FAILURE TO DO SO MAY CONSTITUTE GROUNDS FOR REJECTION OF YOUR RESPONSE. ATTACHMENT A City of Round Rock Insurance Requirements ATTACHMENT A CITY OF ROUND ROCK INSURANCE REQUIREMENTS 1. INSURANCE: The Vendor shall procure and maintain at its sole cost and expense for the duration of the contract or purchase order resulting from a response to this bid/Specification insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work as a result of this bid by the successful bidder, its agents, representatives, volunteers, employees or subcontractors. 1.1. Certificates of Insurance and endorsements shall be furnished to the City and approved by the City before work commences. 1.2. The following standard insurance policies shall be required: 1.2.1. General Liability Policy 1.2.2. Automobile Liability Policy 1.2.3. Worker's Compensation Policy 1.3. The following general requirements are applicable to all policies: 1.3.1. Only insurance companies licensed and admitted to do business in the State of Texas shall be accepted. 1.3.2. Deductibles shall be listed on the Certificate of Insurance and are acceptable only on a per occurrence basis for property damage only. 1.3.3. Claims made policies shall not be accepted, except for Professional Liability Insurance. 1.3.4. Upon request, certified copies of all insurance policies shall be furnished to the City 1.3.5. Policies shall include, but not be limited to, the following minimum limits: 1.3.5.1. Minimum Bodily Injury Limits of $300,000.00 per occurrence. 1.3.5.2. Property Damage Insurance with minimum limits of $50,000.00 for each occurrence. 1.3.5.3. Automobile Liability Insurance for all owned, non -owned, and hired vehicles with minimum limits for Bodily Injury of $100,000.00 each person, and $300,000.00 for each occurrence, and Property Damage Minimum limits of $50,000.00 for each occurrence. 1.3.5.4. Statutory Worker's Compensation Insurance and minimum $100,000.00 Employers Liability Insurance. 1.3.6. Coverage shall be maintained for two years minimum after the termination of the Contract. 1.4. The City shall be entitled, upon request, and without expense to receive copies of insurance policies and all endorsements thereto and may make reasonable request for deletion, revision, or modification of particular policy terms, conditions, limitations, or exclusions (except where policy provisions are established by law or regulation binding either of the parties hereto or the underwriter of any of such policies). Upon such request by the City, the Vendor shall exercise reasonable efforts to accomplish such changes in policy coverage and shall pay the cost thereof. All insurance and bonds shall meet the requirements of the bid specification and the insurance endorsements stated below. 1.5. Vendor agrees that with respect to the required insurance, all insurance contracts and certificate(s) of insurance will contain and state, in writing, on the certificate or its attachment, the following provisions: Page 1 of 4 1.5.1. Provide for an additional insurance endorsement clause declaring the Vendor's insurance as primary. 1.5.2. Name the City and its officers, employees, and elected officials as additional insured's, (as the interest of each insured may appear) as to all applicable coverage. 1.5.3. Provide thirty days notice to the City of cancellation, non -renewal, or material changes 1.5.4. Remove all language on the certificate of insurance indicating: 1.5.4.1. That the insurance company or agent/broker shall endeavor to notify the City; and, 1.5.4.2. Failure to do so shall impose no obligation of liability of any kind upon the company, its agents, or representatives. 1.5.5. Provide for notice to the City at the addresses listed below by registered mail: 1.5.6. Vendor agrees to waive subrogation against the City, its officers, employees, and elected officials for injuries, including death, property damage, or any other Toss to the extent same may be covered by the proceeds of insurance. 1.5.7. Provide that all provisions of this contract concerning liability, duty, and standard of care together with the indemnification provision, shall be underwritten by contractual liability coverage sufficient to include such obligations within applicable policies. 1.5.8. All copies of the Certificate of Insurance shall reference the project name, bid number or purchase order number for which the insurance is being supplied. 1.5.9. Vendor shall notify the City in the event of any change in coverage and shall give such notices not less than thirty days prior notice to the change, which notice shall be accomplished by a replacement Certificate of Insurance. 1.5.10. All notices shall be mailed to the City at the following addresses: Assistant City Manager City Attorney City of Round Rock City of Round Rock 221 East Main 309 East Main Round Rock, TX 786645299 Round Rock, TX 78664 2. WORKERS COMPENSATION INSURANCE 2.1. Texas Labor Code, Section 406.098 requires workers' compensation insurance coverage for all persons providing services on building or construction projects for a governmental entity. 2.1.1. Certificate of coverage ("certificate") - A copy of a certificate of insurance, a certificate of authority to self -insure issued by the Texas Workers' Compensation Commission, or a coverage agreement (TWCC-81, TWCC-82, TWCC-83, or TWCC-84), showing statutory workers' compensation insurance coverage for the person's or entity's employees providing services on a project, for the duration of the project. 2.1.2. Duration of the project - includes the time from the beginning of the work on the project until the CONTRACTOR'S /person's work on the project has been completed and accepted by the OWNER. 2.2. Persons providing services on the project ("subcontractor") in Section 406.096 - includes all persons or entities performing all or part of the services the CONTRACTOR has undertaken to perform on the project, regardless of whether that person contracted directly with the CONTRACTOR and regardless of whether that person has employees. This includes, without limitation, independent contractors, subcontractors, leasing companies, motor carriers, owner -operators, employees of any such entity, or employees of any entity, which furnishes persons to provide services on the project. "Services" include, without limitation, providing, hauling, or delivering equipment or materials, or providing labor, transportation, or other service related to a project. "Services" does not Page 2 of 4 include activities unrelated to the project, such as food/beverage vendors, office supply deliveries, and delivery of portable toilets. 2.3. The CONTRACTOR shall provide coverage, based on proper reporting of dassification codes and payroll amounts and filing of any coverage agreements, that meets the statutory requirements of Texas Labor Code, Section 401.011(44) for all employees of the CONTRACTOR providing services on the project, for the duration of the project. 2.4. The CONTRACTOR must provide a certificate of coverage to the OWNER prior to being awarded the contract. 2.5. If the coverage period shown on the CONTRACTOR'S current certificate of coverage ends during the duration of the project, the CONTRACTOR must, prior to the end of the coverage period, file a new certificate of coverage with the OWNER showing that coverage has been extended. 2.6. The CONTRACTOR shall obtain from each person providing services on a project, and provide to the OWNER: 2.6.1. a certificate of coverage, prior to that person beginning work on the project, so the OWNER will have on file certificates of coverage showing coverage for all persons providing services on the project; and 2.6.2. no later than seven calendar days after receipt by the CONTRACTOR, a new certificate of coverage showing extension of coverage, if the coverage period shown on the current certificate of coverage ends during the duration of the project. 2.7. The CONTRACTOR shall retain all required certificates of coverage for the duration of the project and for one year thereafter. 2.8. The CONTRACTOR shall notify the OWNER in writing by certified mail or personal delivery, within 10 calendar days after the CONTRACTOR knew or should have known, or any change that materially affects the provision of coverage of any person providing services on the project. 2.9. The CONTRACTOR shall post on each project site a notice, in the text, form and manner prescribed by the Texas Workers' Compensation Commission, informing all persons providing services on the project that they are required to be covered, and stating how a person may verify coverage and report lack of coverage. 2.10. The CONTRACTOR shall contractually require each person with whom it contracts to provide services on a project, to: 2.10.1. provide coverage, based on proper reporting of dassification codes and payroll amounts and filing of any coverage agreements, that meets the statutory requirements of Texas Labor Code, Section 401.011(44) for all its employees providing services on the project, for the duration of the project; 2.10.2. provide to the CONTRACTOR, prior to that person beginning work on the project, a certificate of coverage showing that coverage is being provided for all employees of the person providing services on a project, for the duration of the project; 2.10.3. provide the CONTRACTOR, prior to the end of the coverage period, a new certificate of coverage showing extension of coverage, if the coverage period shown on the current certificate of coverage ends during the duration of the project; 2.10.3.1. obtain from each other person with whom it contracts, and provide to the CONTRACTOR: 2.10.3.1.1. 2.10.3.1.2. a certificate of coverage, prior to the other person beginning work on the project; and a new certificate of coverage showing extension of coverage, prior to the end of the coverage period, if the coverage period shown on the current certificate of coverage ends during the duration of the project Page 3 of 4 2.10.3.2. retain all required certificates of coverage on file for the duration of the project and for one year thereafter; 2.10.3.3. notify the OWNER in writing by certified mail or personal delivery, within 10 calendar days after the person knew or should have known, of any change that materially affects the provision of coverage of any person providing services on the project; and 2.10.3.4. contractually require each person with whom it contracts, to perform as required by paragraphs (A thru G), with the certificates of coverage to be provided to the person for whom they are providing services. 2.10.3.5. By signing the solicitation associated with this specification, or providing, or causing to be provided a certificate of coverage, the Contractor is representing to the Owner that all employees of the Contractor who will provide services on the project will be covered by workers' compensation coverage for the duration of the project, that the coverage will be based on proper reporting of classification codes and payroll amounts, and that all coverage agreements will be filed with the appropriate insurance carrier or, in the case of a self-insured, with the Commission's Division of Self -Insurance Regulation. Providing false or misleading information may subject the Contractor to administrative penalties, criminal penalties, civil penalties, or other civil actions. 2.10.3.6. The Contractor's failure to comply with any of these provisions is a breach of contract by the Contractor that entitles the Owner to declare the contract void if the Contractor does not remedy the breach within ten calendar days after receipt of notice of breach from the owner. Page 4 of 4 RFP 08-015 CITY RESPONSE TO SUBMITTED QUESTIONS 1. Can the City be more specific as to the level of detail required for the Business Process Analysis portion of the project? CITY RESPONSE Please refer to PART III, SPECIFICATIONS, Item 2.2.3. We are seeking guidance in this area, but the level of detail will be dependent on the findings of the selected firm. 2. Does the City expect RFP ready requirements and specifications for each functional area? CITY RESPONSE Not in Phase 1; however, Phase 2 may require issuance of an RFP in some functional areas. It is anticipated that specifications will be developed as a cooperative effort between the City and selected vendor. Please see PART III, SPECIFICATIONS, Item 1.2. 3. Is the City looking for assistance in the acquisition/development process for recommended software? CITY RESPONSE This is not part of the scope of services for this particular RFP. We may seek these services in the future. 4. What type of budget does the City have for the acquisition/development of potential new software products? CITY RESPONSE No definitive budget has been determined for this project at this time but will evolve based on the final agreed scope of services. 5. Will a list of vendors submitting questions for this RFP be posted as an addendum to this RFP? If not, how may I obtain a list? CITY RESPONSE All questions and responses are provided to all known participating vendors. We do not believe it is relevant to identify the vendors that have submitted questions. 6. Is there an anticipated budget or proposed cost range? CITY RESPONSE See response to Question #4 7. Is there an anticipated timeline (how long does Round Rock expect the engagement to take)? CITY RESPONSE We are anticipating a start date on or before July 1. While we would prefer to complete this project as quickly as possible, we realize cost factors and proposed vendor approach will determine eventual timeline. 8. One of the deliverables is described as "...a business process map and related data flow map at the department and organizational level." Is Round Rock expecting one process map per department, process maps for all processes in each department, or process maps for high-level processes in each department? CITY RESPONSE High level processes at a minimum; however, as situation dictates, process maps for all processes in some functional areas may be necessary, specifically those processes that cross departmental lines. 9. Are there any business process reengineering efforts expected as part of or resulting from this engagement? It appears that only business process analysis is a part of this engagement (technical architecture and related recommendations and deliverables) but no business process recommendations. Is this a correct assessment? CITY RESPONSE Please see PART III, SPECIFICATIONS, Item 3.1.2. Provide benchmarking based on "best business practices" and compare that level of performance to our current performance. 10. Part II General Terms and Conditions, item 6. Insurance (page 5), mentions "Attachment A." It seems this may have been omitted from the RFP. Can the city provide us with this attachment or direct us to the place within the RFP where this is? CITY RESPONSE Attachment A will be included as Addendum #1 to the solicitation. The addendum was posted on the City website, www.roundrocktexas.gov/bids on 4/16/08 and distributed to all known participating vendors electronically the same day. In addition, a copy of the document will be included with this response as an attachment. You are required to acknowledge receipt of the addendum, sign, and return with your proposal. 11. Per item "11.6. Compliance with requested form and information" under Part I General Information (page 3), please provide us with a comprehensive list of or clarify which forms are to be completed and submitted along with our proposal. As needed, please supply us with these forms or links to the site(s) to download the forms. CITY RESPONSE We do not have required forms for Requests for Proposals. In responding to an RF P, firms have the liberty of submitting their proposals in the form of their choice. We do request that all submittals be clear and concise in addressing the requested components to ensure fair and accurate evaluation of each proposal. 12. We are aware of the requirement to complete and submit the "Conflict of Interest Questionnaire" form (item 3 under Part I); however, the RFP instructs vendors to mail this form to a different City contact person (Sara White) other than to the named proposal recipient (Randy Barker) under item 4. Should we provide a copy of our "Conflict of Interest Questionnaire" form, which will be sent to Ms. White, with our final proposal? CITY RESPONSE You may include the "Conflict of Interest Questionnaire" with your submittal or send separately to Sara White, City Secretary per RFP instructions. Either way you select to submit, the documents will be filed and maintained by the office of the City Secretary. Conflict of Interest documents received during solicitation are forwarded to the City Secretary upon receipt. MINIMMUneMMIMMMIEIMMIIMMMINMEMMENMMMIMMMMNIMMMIMMBMNIMENIIMMEMINMISMMMMMIIMMNIMEMMIONMEO MOMMI MIMMM EMMMME NIMMMN MMOMIMMS IMMMINEMIE IMMEME MMMEMS City of Round Rock Information Systems Assessment and Business Process Analysis Request for Proposal #08-918-29 April 28, 2008 plante ATIOTa-i- plante moran April 28, 2008 City of Round Rock Attn: Mr. Randy Barker Purchasing Supervisor 221 East Main Round Rock, TX 78664-5299 Dear Mr. Barker: Plante & Moran, PLLC 27400 Northwestern Highway P.O. Box 307 Southfield, MI 48037-0307 Tel: 248.352.2500 Fax: 248.352.0018 plantemoran.com Plante & Moran, PLLC is pleased to respond to your Request for Proposal (RFP) #08-918-29 to provide Information Systems Assessment and Business Process Analysis services for the City of Round Rock. Plante & Moran is uniquely qualified to assist the City of Round Rock on this important project. As the eleventh largest consulting and accounting firm nationally, we have extensive experience in serving the public sector. Additionally, Plante & Moran's proposed project team brings to this engagement extensive knowledge and experience gained in working with municipal clients in all facets of technology and operational consulting. We offer the following benefits: • Significant and recent experience in developing Strategic Technology Plans and conducting Technology Assessments for municipal clients including recent clients such as: • City of Des Moines, IA (population = 200,000) • City of Ann Arbor, MI (population = 115,000) • City of Lee's Summit, MO (population = 81,900) • City of Asheville, NC (population = 60,000) • City of Cleveland, OH (population = 400,000) • Johnson County, KS (population = 525,000) • Waukesha County, WI (population = 360,000) • Shelby Township, MI (population = 72,000) • Within the public sector, we are independent from all hardware, software and communications products and solutions allowing us complete independence when recommending solutions for our public sector clients • Significant experience in leading clients through the complete transition to a new systems environment including involvement in systems planning, needs assessment, software selection, contract negotiations, implementation planning and implementation management assistance • Significant experience in performing Software Acquisition and implementation related projects for municipal clients that have involved all aspects of municipal operations at a departmental, line of business and enterprise level • Significant experience in performing a variety of municipal operational studies and business process reviews related to all aspects of municipal operations and affiliated entities • Significant experience in providing a broad variety of technology services for municipal clients, having nearly 25 years experience in working with municipal organizations • Significant experience in conducting studies and assisting in the deployment of relevant municipal technologies including wireless, VOIP, document management and ERP systems • Continual research in current and emerging technologies, products and solutions relevant to municipal operations including Citizen Resource Management (CRM), wireless technologies, ERP systems, e -government applications, enterprise content management, enterprise asset management, communications systems and products, pen -based applications, biometrics and convergence • High level of client satisfaction in performing municipal -based technology services as evidenced by our recent recognition as a 2006 Partner in Excellence Award winner from Lake County, IL for our IT Assessment • Participation in numerous organizations serving municipal entities including Public Technology Institute (PTI), Government Management Information Sciences (GMIS) and Governmental Finance Officers Association (GFOA) • The ability to offer seasoned management consultants, with considerable industry experience to staff the entire engagement. During the course of this assignment, the City will be interacting only with experienced individuals in an effort to provide the best possible service from our Firm. • As accountants and advisors to over 1000 public agencies, our Firm is well recognized as one of the leading regional providers of independent, objective advice, serving government for over 50 years • The ability to offer the full resources and dedication of the Firm to successfully complete this assignment • A strong project team, blending public sector experience and knowledge of municipal operations Our proposed team blends the technology and municipal operations knowledge with seasoned, management consultants to work on this important initiative. We believe that based upon these experiences and the quality of our proposed team, we are well qualified to provide objective and comprehensive Assessment and Analysis Services for the City of Round Rock. If you have any questions concerning this proposal, or need to contact any of the project team members, please contact Mr. Adam Rujan. His contact information is as follows: Mr. Rujan is authorized monitoring process and pleased to attest to this #1 dated April 16, 2008. Mr. Adam Rujan, Partner 27400 Northwestern Hwy. P.O. Box 307 Southfield, MI 48037-0307 Phone Number: 248-223-3328 Fax Number: 248-603-5863 Email Address: Adam.Ruian(cr�.plantemoran.com to contractually bind the Firm. Plante & Moran has an extensive conflict of interest we are unaware of any conflicts with the city of Round Rock. If successful, we will be fact as required by the State of Texas. We also acknowledge receipt of Addendum Very truly yours, PLANTE & MORAN, PLLC Adam Rujan Partner April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 City of Round Rock, Texas Information Systems Assessment and Business Process Analysis Services Table of Contents 1 Qualifications 5 1.1 Plante & Moran Background and Experience 5 1.2 Organization — Government Consulting Services 5 1.3 Public Sector Services and Products 6 1.3.1 Technology Consulting & Solutions Services 7 1.3.2 Communication & Networking Services 8 1.3.3 Project Management and Oversight 8 1.3.4 Security Assurance Services 9 1.4 Plante & Moran Qualifications 10 1.5 References 12 1.5.1 Strategic Information Technology Plans 14 1.5.2 Other Municipal Projects 17 1.6 Plante & Moran Financial Information 20 1.7 Project Staffing 21 2 Proposed Solution 39 2.1 Project Overview 39 2.2 Project Approach 39 2.3 Project Scope 39 2.4 Anticipated Project Deliverables 40 2.5 Intellectual Resources and Planning Tools Used 41 2.6 Planning Processes and Models 41 2.7 Project Risks and Containment Strategies 42 2.8 Cost Benefit Analysis — Our Approach 43 2.9 Project Work Plan 48 2.9.1 Phase 1: Develop Project Management Plan and Document As-ls and To -Be Environments 48 2.9.2 Phase 2: Conduct Gap Analysis and Develop Migration Plan and Financial Analysis 53 3 Pricing 58 4 Exceptions 59 5 Terms and Conditions 60 Page 4 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1 QUALIFICATIONS 1.1 Plante & Moran Background and Experience Founded in 1924, Plante & Moran, PLLC is the largest regional management consulting and certified public accounting firm based in the Great Lakes Region and the eleventh largest management consulting and public accounting firm in the United States. Plante & Moran, PLLC operates as a partnership with staff of over 1,600 persons organized into four major service areas: Management Consulting, Accounting and Auditing, Tax Consulting, and Personal Financial Planning Services. Over the past several years, Plante & Moran has continually expanded the scope and experience of its Management Consulting Services Group. The firm is committed to continuing this growth by retaining and attracting qualified professionals to provide the broad range of management and technical services that are necessary to effectively serve the needs of our clients. Plante & Moran takes great pride in the quality of services it provides to its clients. We have a rigorous set of quality controls designed to provide assurance that professional standards are followed and our clients receive a high quality product. Plante & Moran takes equal pride in our people and our professional work environment. Some of the facts about our firm that we are proud of include: • Our partnership group is comprised of 19% women, which is the highest percentage of female equity partners among the nation's largest public accounting firms, according to CPA Personnel Report, a national public accounting trade publication. • Staff turnover rate below 15% which is significantly lower than that of other national public accounting firms. • The firm has been named to Fortune Magazine's "100 Best Companies to Work for in America" for the last nine years. • Plante & Moran's Management Consulting Group, consisting of over 160 dedicated consultants, is a versatile, full service consulting organization with a proven track record for providing quality professional services. Our emphasis and commitment to management consulting has resulted in the extension of the consulting practice into all major aspects of government addressing our clients' unique needs related to information technology, security, compliance, and policy. Plante & Moran has become a leader in providing services to governmental organizations. We presently work with well over 200 County and local governments. Our professionals have made substantial commitments to working with local, County and state government agencies. Our extensive experience with governmental clients has enabled us to assemble a project team that we believe is uniquely qualified to perform the proposed project. 1.2 Organization — Government Consulting Services Because of our broad governmental client base, we are able to devote the necessary time to specialize and thus provide maximum service. To assist us in this specialization, we are members of numerous municipal government professional associations that have a focus on the application of technology for government including: • Public Technology Institute (PTI), a Non -Profit organization created by and for cities and counties that works with a core network of leading government officials to identify opportunities for technology research, share best practices, offer consultancies and pilot demonstrations, promote technology development initiatives and develop educational programming. Page 5 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 • Government Management and Information Sciences (GMIS), an organization composed of municipal information technology directors within the State of Illinois with a primary goal to foster a unified effort among government entities to integrate and disseminate their respective research and design efforts in the area of automated information sciences. • Government Finance Officers Association (GFOA), an organization whose purpose is to enhance and promote the professional management of governments for the public benefit by identifying and developing financial policies and practices and promoting them through education, training and leadership. As a result of our continuing involvement with government organizations at all levels, we have acquired in- depth knowledge and experience in dealing with relevant technical, operational and procedural issues. This experience and knowledge, and our commitment to assure objectivity and a high level of independence, are fundamental to our proven and consistent ability to meet the needs of our governmental clients. To assure responsiveness to the needs of our clients, our consulting staff strives to maintain a high level of understanding of, and sensitivity to, the key issues that affect the operations of government organizations. At the current time, such issues include: • Increasing pressure to improve service despite shrinking budgets and diminishing resources • Reduced state and local budgets due to the current economic slowdown • Increasing competition from the private sector • Lack of staff training that would be instrumental in organizational change • Significant pressures from public interest groups • Increased legislative involvement in budgeting, appropriating, and disbursing of funds • Emerging awareness of the need to measure the benefits as well as the costs of services (Le., cost effectiveness as well as cost efficiency) • Privatization of services to achieve more effective services at a lower cost Our professional staff, through training and experience, assists our clients in developing strategies for effectively coping with these, and other key management issues. 1.3 Public Sector Services and Products Plante & Moran has assumed a leadership role in providing consulting services to governmental entities. The range of services we provide includes the following: • Technology Consulting & Solutions • Communications & Networking Services • Project management and oversight • Operations analysis • Consolidation studies • Organizational planning and development • Financial management services • Human capital management and development • Market research services • Business planning and feasibility analysis • Employee benefits analysis • Assurance services Page 6 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Our approach to each consulting engagement is structured to provide the services and level of professional support required to meet the individual needs of the client. Although we have developed well-defined methodologies for conducting consulting engagements, we do not attempt to impose a rigid structure onto each assignment. Rather, we attempt to understand the fundamental challenges and opportunities of our clients and develop an approach that addresses those particular conditions. The relevant project references and staff backgrounds will highlight our expertise in providing solutions to our clients. An overview of the services provided by our firm that are relevant to this project are described in detail in the following subsections. 1.3.1 Technology Consulting & Solutions Services Plante & Moran's management consultants have made a significant commitment to assist governmental clients develop and implement appropriate technology. The services we offer address virtually all aspects of information systems including: • Strategic Information Technology planning • Information Technology Assessments including: o Organization o Administration o Technology • Communications and Networking including: o WAN/LAN architecture and development o Network analysis and optimization o Telecommunications o Voice/data/video integration o Performance assessment o Bandwidth utilization • Security Assurance including: o Information system reviews o System trust services o Network security reviews o SAS/70 reviews • Solution Delivery including: o Needs assessment o Cost benefit analysis o Requirements definition o Software selection o Contract negotiations o Process improvement o Implementation management • Outsourcing Analysis • e -Government Strategy and Development • Project Management Page 7 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 We have developed significant research capabilities to assist our clients in new and emerging technologies and issues. Our consultants have a variety of professional designations and are active participants in government technology organizations including PTI and GMIS. In addition, our consultants are very active in making presentations to a variety of governmental organizations on current issues. Our library of resource materials is readily available to our consultants to effectively satisfy our clients' unique needs. 1.3.2 Communication & Networking Services Plante & Moran's Communication & Networking consulting specialists have assisted numerous public and private sector clients in many aspects of telecommunications management. Many of our activities and efforts in this practice area are devoted to helping clients identify and realize improvement opportunities created by the dynamic and highly competitive telecommunications equipment and service industries. Our experience indicates that most governments have available to them opportunities to increase telecommunications service levels and/or reduce annual expenditures. Specific services provided by our consultants are designed to develop these opportunities. They include: • Large-scale network design and deployment • Identification of cost reduction opportunities in areas such as equipment, network, local and long- distance calling, cabling and maintenance • Identification of service and feature improvement opportunities in the existing system, or through implementation of more appropriate technology • Development of bid specifications through complete needs analysis for implementation of large-scale wide -area networks • Product, vendor analysis and final recommendation • Contract negotiation, implementation management and final payment audit • Ongoing management support for move and change activity, multi -vendor coordination and troubleshooting Additionally, Plante & Moran has a broad base of experience and expertise in related information technology areas including communication networks (LAN and WAN), cable television and wireless. 1.3.3 Project Management and Oversight Our firm has extensive experience in using a project management methodology based on the principles in the Project Management Body of Knowledge (PMBOK). PMBOK, a theory and set of principles developed by the Project Management Institute (PMI), provides a project management framework that can be used on projects of any size, type, complexity and industry to enhance the ability to complete projects on-time, within budget, within scope and meet the objectives desired by the client while managing change that frequently occurs on any project. Our consultants have received extensive project management training, have conducted seminars and training in project management theory for clients and have developed an extensive toolset of project management templates, tools and lessons learned for managing projects. In fact, many of these tools and templates have been adopted by our clients to manage their own internal projects. Elements of our approach to managing projects are as follows: • Assign personnel to areas of the project where their expertise is required • Ensure that project expectations and scope are clearly defined up -front through development of a project charter • Ensure frequent communications with the client • Identify and anticipate potential project risks to minimize their occurrence and impact • Closely monitor project timelines and budgets Page 8 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.3.4 Security Assurance Services Plante & Moran's Security team provides a variety of solutions to clients in many industries. Below is a list that highlights our available services. Confidentiality issues - Confidentiality • IT risk and internal control assessment • Baseline network security assessments (layered approach — Internet, firewall, network, host, etc.) • Business Process/Application Security and Control Reviews Security Planning, Design & Implementation • Development of Policies and Procedures • Development of security awareness and training • Development of Overall Network Security Strategy and Plan • Specific security configuration (firewall, router, host and/or network servers, etc.) Security Administration & Monitoring • Internet / Perimeter monitoring • Critical systems monitoring • Enterprise monitoring Compliance issues: GLBA & HIPAA • Gap Analysis • IT Risk Assessment • Network Security Assessment/Penetration Studies • IT Policies and Procedure Development Section 404 Sarbanes-Oxley Act • Documentation and testing of IT Internal Controls • Documentation and testing of Application Security and Controls Availability of information issues: Recoverability/Availability • Risk and Service Level Profiling • Solutions Architecture • Implementation Management • Risk and Service Level Monitoring Page 9 of 60 Security Management Betsy Ority, P1a� e�\0 & tmpleic'� People Processes Profile. predict and improve through information. availabUity Develop the abUity to manage. rick In digital enterprises,; Avai Design, implernent a malntaim 24x7 information avaitabildy Recoverability ecover critical information following a disaster or unplanned event April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.4 Plante & Moran Qualifications Plante & Moran has been providing ERP systems planning, software selection and implementation consulting services to governmental clients for the last twenty years. We provide the full -range of services related to the planning for, selection, contract negotiations and implementation of new technologies and processes for municipal governmental software. These experiences have included ERP modules and processes relevant to all organizational components of a municipal operation for both process owners and end-users. Through these experiences we have been able to derive best practices associated with ERP system functional requirements, processes and technologies that, taken together, maximize the value that can be delivered to stakeholders within and external to the City. Additionally, our ability to negotiate contracts that maximize value for the client both financially and relative to terms and conditions is well-recognized. Our contract negotiation capabilities frequently generate savings well in excess of our fees on the project. The following matrix identifies desired consultant capabilities, skills and core competencies required as part of this engagement and how our firm matches up against these criteria: Required Capabilities, Skills and Core Competency Plante & Moran Match IT certifications in appropriate areas of expertise for the senior team assigned to lead this engagement. Firm: As a certified public accounting firm that has been serving the municipal market for nearly 50 years, we can bring to bear necessary resources to ensure a successful engagement. Experience with governmental systems and implementations with a scope similar to the City's size of project. Firm: Our firm has been involved in assisting governmental clients in the selection and implementation of ERP solutions for nearly 20 years including clients of comparable size, complexity and platform environment to the City such as such as City of Cleveland, City of Livonia, City of Kalamazoo and City of Elgin. Additionally, we have been involved in numerous software selections for larger municipalities as well. Strong written and oral communications skills that engage the entire team and maintain efficient communications and decision-making throughout the engagement. The City requires candidates with experience giving technical or executive presentations and practicing disciplined documentation throughout the entire process. Firm: All of the senior staff assigned to the project regularly communicate with City Councils, County Boards and senior management within governmental organizations either as part of the facilitation of projects for the client or in giving oral presentations presenting the results of a project. Ability to form effective working relationships with management, supervisory, operational, and technical personnel from the city, other involved vendors, and any other stakeholders engaged in the success of this project. Firm: Our selection process is a very participatory one that includes senior management, technical staff, operational staff, outside vendors and other relevant stakeholders. We are very adept at working with all of these constituencies. Ability to work effectively in a multi -organizational environment. Firm: Projects that we are engaged to perform typically deal with larger municipal organizations that are internally complex and frequently involve the need to consider outside stakeholders including affiliated governmental agencies. Ability to take direction and then work without immediate supervision to stay focused on meeting the City's requirements with high satisfaction. Firm: Our team involves staff who are experienced and self -motivated requiring little direction while able to lead the project or phases they are responsible for. Page 10 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Required Capabilities, Skills and Core Competency Plante & Moran Match Demonstrate a willingness to implement innovative program and project management methodologies, approaches and tools. Firm: We regularly look for innovative ways in which to deliver our services in a more efficient and effective manner through the use of newer technologies and methods. For example, in multiple recent ERP implementations we have used a collaboration center (e.g. MS SharePoint) in which to manage all activities on the project that is accessed by the client, software vendor project manager and our internal project manager. Highly disciplined, focused leader, who can effectively assess project risk and take action to mitigate risks. Firm: Staff assigned to the project are experienced in these types of projects and use project management methods including regular assessment of project risk. Ability to consistently meet deadlines while exercising strong project and fiscal controls. Firm: Our staff is committed to meeting deadlines that are established by the client for an engagement while meeting both quality and fiscal controls. As an example, we recently developed a very comprehensive ERP RFP for a large municipal client within three months of the project start date. Professional behavior and appearance. Firm: Plante & Moran has a very rigorous hiring process to ensure that there is a fit between the individual and the core values of the firm that stress services to the client in a professional manner. Ability to provide clear direction to multiple stakeholders and hold them accountable for producing the required results. Firm: At the start of the project, we engage the various stakeholders on the project that will be required to provide input during the process to articulate what we will need from them and when. This information is captured in the project charter that is developed at the start of the project. Passion for escalating issues appropriately to ensure quick problem resolution. Firm: The process used on our projects ensures that any outstanding issues are quickly escalated such that delays in the project do not occur. This escalation process is defined during the early stages of the project. Furthermore, we will regularly conduct project reviews with client management to identify and discuss outstanding issues and risks. Proven ability to organize large projects, structure the processes for change management, risk management and project controls. Firm: Our staff is adept on the various aspects of managing and delivering large-scale information technology projects within the public sector. We are well aware of both the technical and organizational challenges in implementing a new ERP and regularly counsel our clients that implementing a new ERP will affect people, process and technology. Page 11 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.5 References Plante & Moran has a significant number of references that are directly relevant to this project that encompass the following types of projects: • Enterprise, business area specific and technology specific Information Technology Plans for public sector clients that include, as a major part of the planning process, a comprehensive review and assessment of the existing IT organization, administration and technology environment • ERP related projects included one or more phases of needs assessment, ROI analysis, solution selection, contract negotiations, operational redesign, change management and implementation management assistance • Enterprise, business area specific and technology specific Information Technology Assessments for public sector clients • Software Acquisition projects for municipal entities at a departmental, line of business and enterprise level • Other projects that reflect our deep understanding of municipal operations With respect to ERP -related initiatives, we have conducted an estimated number of 30 ERP related projects in the last five years that have included one or more phases of systems planning, needs assessment, ROI analysis, solution selection, operational redesign, contract negotiations and implementation management assistance. For all of the recent large-scale ERP projects performed, an extensive TCO analysis was conducted identifying initial and on-going costs related to the ERP. An ERP ROI analysis that was used to determine whether to proceed forward with the procurement of new ERP software, including all hard and soft costs, was conducted for the following two clients: • Fairfield County, OH • Urbana & Champaign Sanitary District, IL Within the last three years, we have conducted System Assessments or IT Strategic Plans for the following public sector clients with the project title and periods of performance noted. All of the strategic plans noted also included an assessment component of the project. Further details on these assessments and plans are provided in the reference sections. Client Name Project Title Period of Performance City of Des Moines, IA IT Strategic Plan February 2008 — April 2008 City of Lee's Summit, MO IT Services Management Study April 2007 — Oct 2007 City of Ann Arbor, MI Strategic Information Technology Plan Dec 2004 — June 2006 County of Waukesha, WI IT Assessment and Strategic Technology Plan Dec 2006 - June 2007 County of Johnson, KS IT Assessment and Strategic Technology Plan May 2006 - Aug 2007 S•rin. 2006 — Fall 2006 Shelb Townshi., MI Strate•ic Information Technolo. Plan Washtenaw County Road Commission, MI Strategic Information Technology Plan Jan 2006 — April 2006 Van Buren Township, MI Strategic Information Technology Plan August 2005 — Jan 2006 County of Lake, IL IT Assessment July 2005 — Nov 2005 County of DuPage, IL Strategic Technology Plan Jan 2005 — Oct 2005 County of Kalamazoo, MI IT Assessment Jan 2004 — June 2004 Page 12 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Furthermore, we have conducted a significant number of Software Acquisition projects and studies for our public sector clients with a summary listing of these clients as follows: Page 13 of 60 Client Name Project Title Period of Performance County of Waukesha, WI Financial Applications Analysis April 2008 - Current City of Cleveland, OH FMIS Software Selection Fall 2006 — Current County of St. Louis, MO Municipal Court Software Selection and Implementation Management Assistance August 2007 - Current County of St. Louis, MO ERP Software Selection and Implementation Management Assistance April 2007 — Current Shelby Township, MI ERP Software Selection and Implementation Management Assistance March 2006 — Current City of Livonia, MI FMIS Implementation Management 2006 — Current City of Asheville, NC ERP Software Selection October 2007 — Current County of Hancock, OH ERP Selection and Implementation Management Assistance 2005 — 2008 City of Sheboygan, WI ERP Needs Assessment and Software Selection March 2007 — Current City of St. Clair Shores, MI Time and Attendance Software Selection 2007 Huron Clinton Metropolitan HR and Payroll Software Selection Authority, MI 2007 City of Sault Saint Marie, MI FMIS Software Selection June 2006 — January 2007 City of Kalamazoo, MI ERP Software Selection 2004 — 2005 City of Elgin, IL MMIS Software Selection Assistance June 2006 — May 2007 Dane County, WI FMIS Needs Assessment and Software Selection Sep 2003 — June 2004 Urbana & Champaign FMUBIS Needs Assessment and Software Sanitary District, WI Selection July 2003 — June 2005 Page 13 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.5.1 Strategic Information Technology Plans The following matrix identifies municipal -related Strategic Information Technology Plans that we have developed. These technology plans can be segmented into the following categories: • Strategic Information Technology Plans and assessments for an enterprise that covers all aspects of technology, IT governance and IT policies and procedures • Technology plans specific to a certain business area (e.g., Public Safety technology plan) • Technology plans specific to use of certain technologies (e.g., e -Government strategic plan) In addition, we have performed numerous Strategic Information Technology Plans for private sector clients using the same methodologies employed for our public sector clients. Client Contact Project Description Project Consultants City of Des Moines, IA Mr. Michael Matthes Assistant City Manager 400 Robert D. Ray Drive Des Moines, IA 50309- 1891 515-283-4049 Strategic Technology Plan Conducted an IT Assessment and Strategic Technology Plan for the City that encompassed all aspects of technology. Bissa, Chalasani, Mallires, McKinley, Rujan, Warner Period of Performance January 2008 — April 2008 City of Lee's Summit, MO Mr. Randy Dickey Chief Technology Officer 220 SE Green Street Lee's Summit, MO 64063 816-969-1250 IT Assessment and Strategic Technology Plan Update Conducted a comprehensive Information Technology Assessment and update to the City's existing Technology Plan. The IT Assessment includes a comprehensive review of IT organization, administration and technology. The Strategic Technology Plan is being developed to guide the future deployment of technology, technology administration and technology organization over the next few years. The project has involved the deployment and analysis of results from a web - based end-user survey (250 respondents), benchmarking against peer organizations (12 respondents), end-user interviews with all City departments (13), and facilitation of an IT visioning session with City leadership. Particular areas of focus include IT governance, imaging, business continuity planning and technical infrastructure. Chalasani, McKinley, Rujan, Zyla April 2007 — February 2008 Page 14 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Client Contact Project Description Project Consultants City of Ann Arbor, MI Mr. Dan Rainey IT Director 100 North Fifth Avenue Ann Arbor, MI 48104 734-994-2794 Strategic Information Technology Plan Conducted an IT Assessment and developed a Strategic Information Technology Plan for the City to guide the deployment of technology over the next three years. Specific areas of focus included document management, e -government, collaboration, land management systems, asset management systems, telecommunications and financial management systems. We had also worked with the City in 1997 in development of the previous Strategic Technology Plan. Eiler, Mallires, Rujan, Warner, Zager Period of Performance Dec 2004 — June 2006 Johnson County, KS Mr. Jack Clegg IT Director 111 S. Cherry Street Suite 2400 Olathe, KS 66061-3441 913-715-1515 Information Technology Assessment and Strategic Technology Plan As part of the County's recurring technology planning process, we conducted an IT assessment and developed a County -wide strategic technology plan for all areas of County technology operations. The development of the Plan including specific reviews of the County ITS and remote County IT departments, e -government initiatives, telecommunications environment and GIS. Information used in the development of the Plan was supplemented with a County -wide end-user survey and metrics -based benchmarking against peer Counties considered leaders in the use of technology. Eiler, Rujan, Warner, Wilburn, Zager May 2006 - Aug 2007 Waukesha County, WI Mr. Mike Biagioli Manager, Information Technology 515 W. Moreland Blvd. Waukesha County, WI 53188 262-548-7610 Information Technology Assessment and Strategic Technology Plan Conducted an Information Technology Assessment and developed a Strategic Technology Plan for the County that included a review of all aspects of organization, administration and use of technology within the County. During the project input was gathered from the following sources: • IT departmental interviews • interviews with all County staff departments • End-user survey of all County staff • Benchmarking survey of peer County organizations from across the country Specific areas of focus included e -Government, Telecommunications, Wireless, Constituent Resource Management (CRM), Enterprise Content Management (ECM) and evaluation of appropriate delivery methods for these services. Bissa, Eiler, Mallires, Rujan, Warner Dec 2006 - June 2007 Page 15 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Client Contact Project Description Project Consultants County of DuPage, IL Mr. Fred Backfield, CFO 421 North County Farm Road Room 2-700 Wheaton, IL 60187-3978 630-407-6100 IT Assessment, Strategic Technology Plan Conducting a comprehensive Information Technology Assessment and Strategic Information Technology Plan for the County. The IT Assessment included a comprehensive review of IT organization, administration and technology. The Strategic Technology Plan was developed to guide the future deployment of technology over the next few years. As part of the process activities performed including deploying and analyzing results from a web -based end-user survey, conducting benchmarking against peer organizations, end-user interviews with all County departments and facilitation of a IT visioning session with County leadership. Particular areas of focus including IT governance, imaging, business continuity planning and technical infrastructure. Crowe, Eller, Mallires, Warner, Wiescinski Period of Performance Jan 2005 — Oct 2005 Charter Township of Shelby Ms. Terri Kowal Township Clerk 52700 Van Dyke Ave. Shelby Township, MI 48316-3539 586-731-5102 Strategic Information Technology Plan Developed a Strategic Technology Plan to guide the procurement of technology within the Township for the next three years. Activities included conducting interviews with all Township departments as well as the various IT support organizations. A listing of prioritized projects and associated phasing were developed as part of the planning process. Financial Management Software Selection and Implementation Management Assistance Assisted the Township in the selection of a new financial management and document management solution to replace an existing legacy AS/400 solution. Activities included conducting of departmental and cross -functional interviews, RFP development, proposal analysis, assistance to the Township in the due diligence process of reviewing various solutions and negotiating of the contract with selected vendor. Currently, assisting the Township in implementing the selected vendor's solution. IT Outsourcing Vendor Selection Assisted the Township in the selection of an IT outsourcing vendor. Eller, Mallires, Warner, Zager Spring 2006 - Fall 2006 Jan 2006 - Current Aug 2006 - Mar 2007 Page 16 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.5.2 Other Municipal Projects The final list of projects identifies those that reflect our deep understanding of Municipal technologies across all departments. Client Contact Project Description City of Cleveland, OH Mr. Jim Gentile Controller 601 Lakeside Avenue Room 104 Cleveland, OH 44114 216-664-3871 FMIS Software Selection Assisting the City in the conducting a FMIS Needs Assessment and Software Selection to replace an existing legacy FMIS application. Project Consultants Eiler, Warner, Rujan Period of Performance October 2006 — Present City of Kalamazoo Mr. Duane Hettinger IT Director 241 W. South Street Kalamazoo, MI 49007- 4796 269-337-8839 ERP Software Selection Assisted with the development of a comprehensive ERP system RFP, solicitation and analysis of proposals, due diligence, analysis of proposed solutions, selection of a finalist, and negotiations of license and support agreements. Key areas included: • Financial Management • Purchasing and Risk Management • Maintenance and Work Order • Payroll, Human Resources and Time Clocks • Utility Billing • Community Development Various Revenue Systems Eiler, Warner 2004 — 2005 St. Louis County, MO Mr. Glenn Pearl ERP Implementation Manager 41 S. Central Ave. Clayton, MO 63105 314-615-7060 ERP Needs Assessment, Solution Selection and Implementation Management Assistance Assisting the County in conducting an ERP needs assessment and system selection to replace legacy applications with a new, integrated ERP solution. Andrysiak, Eiler, Frankland, Rujan, Warner, zyla April 2007 — Current City of Livonia, MI Mr. Dan Putman IT Director 33000 Civic Center Drive Livonia, MI 48154 734-466-2150 Implementation Assistance for the Finance System Upgrade Providing project management and implementation support to the City's project team in the implementation of a upgraded financial management, payroll and human resource, utility billing and community development system. Developed and maintained the project issues log, reviewed project deliverables, assisted with planning go -live activities, and reviewed all invoices for contract compliance. Page 17 of 60 Warner 2006 Current April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Client Contact Project Description Project Consultants City of Elgin, IL Mr. Jeff Massey MIS Director 150 Dexter Court Elgin, IL 60120-5555 847-931-5642 MMIS Software Selection Assisted the City in the due diligence phase of selecting a new City-wide municipal management information system. Eiler Period of Performance June 2006 — May 2007 City of Sheboygan, WI Hon. Mayor Juan Perez 828 Center Avenue Suite 208 Sheboygan, WI 53081 920-459-3317 FMIS Needs Assessment and Selection Assisting the City with a needs assessment and selection of a new Financial Management Information System, including Payroll and Human Resources functionality. Warner, Zyla March 2007 — Current Charter Township of Shelby Ms. Terri Kowa! Township Clerk 52700 Van Dyke Ave. Shelby Township, MI 48316-3539 586-731-5102 Financial Management Software Selection and Implementation Management Assistance Assisted the Township in the selection of a new financial management and document management solution to replace an existing legacy AS/400 solution. Activities included conducting of departmental and cross -functional interviews, RFP development, proposal analysis, assistance to the Township in the due diligence process of reviewing various solutions and negotiating of the contract with selected vendor. Currently, assisting the Township in implementing the selected vendor's solution. Eiler Mar 2006 — Current City of Jackson, MI Mr. Philip Hones Director of Finance 161 West Michigan Ave. City Hall 3`d Floor Jackson, MI 49201-1324 517-788-4030 FMIS Needs Assessment Conducted a comprehensive Financial Management Information System (FMIS) needs assessment for all departments within the City. This included facilitation of cross -department sessions to review common City functions (i.e., procurement, project/grant accounting, etc.) for purposes of identifying operational improvements through use of new technology, better use of existing technology or through improvements in current business processes. Asker, Warner Aug 2003 — Jan 2004 City of St. Clair Shores, MI Mr. Tim Haney 27600 Jefferson Circle Drive St. Clair Shores, MI 48081 586-447-3325 Time and Attendance Management Information System Software Selection Assisting the City in the selection of a time and attendance management information system that includes development of a TAMIS RFP, solicitation and analysis of proposals, due diligence analysis of proposed solutions and selection of a finalist. Warner 2007 Page 18 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Client Contact Project Description City of Sault Saint Marie Mr. John Boger 325 Court Street Sault Ste. Marie, MI 49783 906-635-5261 Urbana & Champaign Sanitary District, IL Ms. Kim Lytle Director of Administration 1100 E. University Ave. P.O. Box 669 Urbana, IL 61803 217-367-3409 FMIS Software Selection Assisted the City in the selection of a financial management information system that included development of a RFP, solicitation and analysis of proposals, due diligence analysis of proposed solutions, selection of a finalist vendor, and contract negotiations, which resulting in a reduction of vendor proposal price in excess of our project fees. FMUBIS Software Needs Assessment, Selection and Implementation Management Assistance Conducted a Financial Management and Utility Billing Information System needs assessment and system selection project. This included development of a FMUBIS Needs Assessment Report, development of a subsequent Request for Proposal, review of proposal reviews, participation in vendor due diligence activities and negotiating a contract with the selected vendor. Provided implementation management assistance associated with deployment of the newly selected system. Project Consultants Warner Period of Performance June 2006 — January 2007 Asker, Eiler July 2003 — June 2005 Dane County, WI Mr. Chuck Hicklin Controller Dane County Department of Administration City -County Building Room 426 210 Martin Luther King, Jr. Blvd. Madison, WI 53703- 3386 608-266-4109 FMIS Software Selection Conducted a comprehensive Financial Management Information System (FMIS) needs assessment for all departments within the County in preparation for selecting a new FMIS for the County. Assisted the County in the selection of a new FMIS including contract negotiations with the selected vendor. Asker, Eiler, Warner Wiescinski Sep 2003 — June 2004 Hancock County, OH Ms. Charity Rauschenberg County Auditor 300 S. Main Street Findlay, OH 45840 419-424-7015 FMIS Needs Assessment, Software Selection and Implementation Management Assistance Conducted a comprehensive Financial management information system needs assessment and selection of new financial software for the County. Activities included development of a FMIS Needs Assessment Report, development of a FMIS RFP, review of RFP responses, assistance in developing demonstration scripts and attendance at vendor demonstrations. Currently, we are assisting the County in providing implementation management assistance related to the deployment of the selected FMIS solution. Eiler, McKinley June 2004 — Current Page 19 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.7 Project Staffing The consultants that will be assigned to this project are as follows along with their title and specific role on the project. Consultant Title Project Role Adam Rujan Partner Engagement Partner who will be responsible for the overall success of the project. Jason McKinley Senior Consultant Project manager who will manage the day-to-day activities on the project and also act as the lead consultant on the project. Scott Eiler Manager Consultant who will conduct a number of the IT departmental and end-user interviews. Mark Warner Senior Consultant Consultant who will conduct a number of the IT departmental and end-user interviews. Laurie Zyla Senior Consultant Consultant who will conduct a number of the end-user interviews. Christine Andrysiak Manager Responsible for managing the process redesign aspects and ROI. Sri Chalasani Consultant Responsible for leading the communications and networking aspects of the project. It should be noted that key staff assigned to the project ALL have prior significant experience in conducting similar reviews for other municipal -based clients. Our approach to the project is designed to assign personnel to areas of the project where their expertise is required. Communication, involvement and teamwork characterize our management philosophy and are extremely important on this project internally and with the City of Round Rock. Specifically, our project - staffing plan is carefully tailored to assure that project team members are assigned tasks closely aligned to their experience and capabilities. With this management orientation, we believe that all project tasks can be effectively achieved and any issues or problems can be resolved effectively and expediently, resulting in the successful accomplishment of the project objective. Consistent with your stated requirements, we are proposing a project team that possesses a range of experience and expertise required on this project including: • Technology assessment and planning • Knowledge of municipal operations and relevant systems and technologies used by Municipalities • Understanding of current and emerging technologies relevant to Government • Information Technologies including applications, LAN, WAN, Telecommunications, imaging and e - government Page 21 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Project Director Mr. Adam J. Rujan, a Partner with the Government Consulting practice, has more than twenty years experience consulting to government and public sector organizations. Mr. Rujan's experience includes assisting governmental units with organizational and operational analyses, productivity and cost studies, and system reviews. He has developed specific expertise in assisting organizations understand and implement new technology. Mr. Rujan has significant experience assisting clients redesign complex processes to improve performance. His clients have included a wide range of local municipalities, counties, agencies and authorities and state government. He is a frequent presenter and has authored numerous articles on improving operational efficiency and effectiveness. Mr. Rujan earned a B.S. degree in engineering from Wayne State University and an M.B.A. from the University of Michigan. Project Manager Mr. Jason McKinley, a Senior Consultant with Plante & Moran has significant experience with technology planning, process redesign, project management, software implementation, and Geographic Information Systems (GIS). He has managed or participated in recent systems and technology planning projects for City of Des Moines, IA; City of Asheville, NC; St. Louis County, MO; Hancock County, OH and City of Lee's Summit, MO. He has assisted clients with strategic planning, operational assessments, staffing analysis, system selection, data conversion, change management, and continuous improvement and also has considerable experience with operations management, outsourcing, and software development and implementation. Mr. McKinley holds a Masters of Business Administration from Cleary University, and a Bachelors Degree in Urban Planning from Michigan State University. Mr. McKinley is also a member of the Public Technology Institute (PTI). Project Consultants Mr. Mark Warner, a Senior Consultant with Plante & Moran has over eleven years of experience assisting clients make strategic management decisions to their particular situation in the ERP application system life cycle. He has specific expertise in helping his public sector clients optimize existing, justify new, select and implement software systems and manage the organizational and process changes that go with them. He continually assists numerous governmental clients in all phases of technology assessment, planning, selection and implementation including recent ERP projects with City of Asheville, NC; City of Sheboygan, WI; City of Livonia, MI and City of Kalamazoo, MI. Mr. Warner's educational background includes a BA with a concentration in accounting and finance from Hillsdale College. Currently the chair of the Michigan GFOA's Technology Resource Committee, Mr. Warner is a member of the Michigan GMIS, GLIMA southeast and is an AIIM Certified ECM Practitioner. . Mr. Scott Eller, a Manager within our Technology Consulting & Solutions Group, has over twenty years experience assisting clients with various technology related needs and fourteen years specifically devoted to serving public sector clients. He has extensive experience in providing numerous technology services for governmental clients including technology planning, system selection, technology and system assessments, IT organizational evaluations, and quality assurance and implementation management. He has managed ERP and system/technology planning projects for City of Cleveland, OH; St Louis County, MO; Waukesha County, WI; Johnson County, KS; Lake County, IL; City of Ann Arbor, MI and Shelby Township, MI. He is also a champion within the firm on the development and education of staff on project management theory, tools and techniques. Mr. Eiler's educational background includes a B.S. in General Engineering from the University of Illinois and an M.B.A. from the University of Michigan. He is a member of the Governmental Finance Officers Association IGFOA), Public Technology Institute (PTI) and the Project Management Institute (PMI) with a Project Management Professional (PMP) certification. Page 22 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Ms. Laurie Zyla, a Consultant with Plante & Moran, has several years of experience in E -Business and Internet Services. Ms. Zyla has significant experience with the full lifecycle of design and implementation of shared web services environments for a major global telecommunications organization. She also has experience working with local levels of government, dedicating her efforts to the Michigan Suburbs Alliance. At Plante & Moran, Laurie serves her government clients on a host of technology planning, selection and implementation issues, and works on their operational and organizational impact. Her clients have included City of Des Moines, IA; City of Lee's Summit, MO; City of Cleveland, OH; City of Sheboygan, WI and St. Louis County. Ms. Zyla's educational background includes an MBA in International Business from Brandeis University, and a BS in Computer Science from the University of Michigan. Ms. Christine Andrysiak, a Manager with Plante & Moran, she has more than fifteen years of organizational and operations consulting experience. Ms. Andrysiak has extensive experience in both conducting and managing large-scale organizational review, operations improvement, staffing, budgeting and standard setting projects to improve operational efficiency. She has assisted numerous public sector entities with organizational improvement initiatives focused on reducing processing time, improving customer service levels, and enhancing operational effectiveness. Ms. Andrysiak has a Bachelor of Science in Industrial and Operations Engineering Degree and a Master of Business Administration Degree (High Distinction) from the University of Michigan, Ann Arbor. She is a member of Beta Gamma Sigma, the National Honorary Business Society, and the National Association for Female Executives. Mr. Sri Chalasani, Senior Network Engineer for Plante & Moran, has over 14 years of experience and specializes in the design, deployment, and troubleshooting of complex networks. He is well -versed in various LAN / WAN technologies and protocols, such as Ethernet, ATM, and TCP/IP. He has worked with the product lines of all the major network and VoIP system manufacturers. Sri also has over six (6) years experience in the design and implementation of broadband multimedia solutions across Targe networks. Multimedia designs include IP based video -on -demand systems, video broadcasting/streaming applications, video conferencing systems, video surveillance systems, and Voice Over IP (VoIP) with unified messaging solutions. He has an MBA from Wayne State University, a MS in Computer Science from Western Michigan University and a BS in Electronics Engineering from Bangalore University. Page 23 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 The following table summarizes the role that each individual will perform on the project and up to five associated references. Additional contact information for each reference can be provided on request. Team Member Project Role and Experience Adam Ruian Project Director Plante & Moran, PLLC Total: 24 yrs Firm: 20 yrs Overall responsibilities for ensuring that all project tasks are completed within schedule and budget and that all project deliverables meet the required quality standards. Jason McKinley Senior Consultant Plante & Moran, PLLC Total: 14 yrs Firm: 5 yrs Responsible for the day-to-day performance of the team, as well as for the development of all deliverables. Assure that all tasks are completed on schedule, within budget and meet appropriate quality standards. Will work closely with the City's Project Manager. Relevant Skills Relevant References • Twenty years experience providing technical consulting for governmental organizations • Significant experience in evaluating technologies used by County -based organizations • Experience in the development and deployment of change management that is frequently associated with the deployment of new technology • Significant experience in conducting IT related projects for public sector organizations • Significant knowledge of municipal operations • Project management expertise Des Moines, IA Asheville, NC St. Louis County, MO Johnson County, KS City of Lee's Summit, MO City of Des Moines, IA City of Lee's Summit, MO St. Louis County, MO City of Asheville, NC Hancock County, OH Scott Eller Project Manager Plante & Moran, PLLC Total: 22 yrs Firm: 14 yrs Will be responsible for conducting many of the departmental interviews. • Significant governmental ERP systems planning, needs assessment and selection experience • Experience assisting clients in implementing their ERP solutions • Project Management Professional (PMP) certification Mark Warner Senior Consultant Plante & Moran, PLLC Total: 11 yrs Firm: 7 yrs Will be responsible for conducting many of the departmental interviews. • Significant experience in conducting ERP needs assessments and software selections for governmental clients • Experience in assisting clients with implementing ERP solutions • Significant experience in conducting document imaging assessments for governmental organizations Page 24 of 60 City of Cleveland, OH City of Elgin, IL St. Louis County, MO Dane County, WI Oakland County, MI Kent County, MI Calhoun County, MI City of Kalamazoo, MI City of Asheville, NC City of Sheboygan, WI City of Livonia, MI Dane County, WI City of Sault Ste. Marie, MI April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Team Member and Experience Laurie Zyla Consultant Plante & Moran, PLLC Total: 2 yrs Firm: 1 yr Project Role Will be responsible for conducting many of the departmental interviews. Relevant Skills • Experience in reviewing and developing recommendations around a client's technology environment • Significant experience in working with municipal organizations as part of ERP - related projects Christine Andrvsiak Manager Plante & Moran, PLLC Total: 15 yrs Firm: 9 yrs Will be responsible for process redesign and ROI. • Significant experience in reviewing and developing recommendations to enhance operational performance • Significant experience in working with municipal organizations to evaluate new technology Relevant References City of Cleveland, OH City of Lees Summit, MO City of Asheville, NC City of Sheboygan, WI St. Louis County, MO City of Novi, MI St. Louis County, MO Asheville, NC City of Ann Arbor, MI Oakland County, MI Sri Chalasani Consultant Plante & Moran, PLLC Total: 11 yrs Firm: 1 yr Will be responsible for assessing the existing IT infrastructure and how the introduction of new technologies may impact that infrastructure. • Experience in computer system design and builds as well as local and wide area network design and implementation • Experience in security program development including BS -7799/ ISO - 17799, penetration testing and security audits University of Michigan City of Des Moines, IA City of Lee's Summit, MO Numerous banks Page 25 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Detailed resumes for key members of the proposed project team are presented at the end of this section. We commit to assuring the availability of the appropriate staff as dictated by the requirements of the project. Specific experiences of our consultants are identified in Section 2 of our proposal response. Table 1 indicates the qualifications of our staff as compared against the requirements of the project. Table 1 — Staff Match Against Project Skill Sets Required Page 26 of 60 Project Requirements Rujan McKinley Eller Warner Z la Mallires Chalasani IT Project Management ,, v v v v Systems Planning ,, v i v v ✓ Strategic Technology Planning ,, ,, v v v v Knowledge of Municipal Operations and Technology ,, ,, v v v v v Technology Expertise: LANs / WANs v Telecomm Municipal Software Applications , v v v v e -Government v v v Databases Reporting v v v v Security Document Management v v Wireless GIS Page 26 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF ADAM J. RUJAN PRESENT POSITION Partner Management Consulting Services PLANTE & MORAN, PLLC Experience Includes: Process Redesign and Information Technology Assistance — Projects typically include assisting clients realize the full potential of technology, including re-engineering, productivity improvement, benefits realization analyses and post implementation reviews. Experiences also include project management system implementation, planning and selection, and data processing internal controls reviews. Organization and Management Studies — Engagements have varied from analysis of specific functional activities to comprehensive studies of underlying operating policies, procedures, and organizational principles. Analyses have included reviewing resource utilization, future roles and levels of service to be provided, alignment of programs and services, communication channels and working relationships within and outside the organization, supervisory management styles and practices, position requirements and skill levels, administrative practices and training requirements. Operations & Financial Analysis — Project objectives typically focus on increasing efficiency, identifying and evaluating alternative methods for revenue enhancement, cost/benefit studies. Specific activities have included detailed review and analysis of operational policies and procedures, operational controls, reporting and administrative controls, fiscal and reimbursement practices, the identification of non -value added work activities, and process re-engineering. Change Management Assistance — Assisted various organizations in understanding and applying the concepts of Change Management and assessing readiness for Change. Engagements have varied from staff and customer surveys and assessments to modifying organizational structures and developing staff training programs. Critical components of our approach typically include empowering client work groups and coaching staff in evaluating various available options for change. PRIOR ORGANIZATIONAL AFFILIATIONS Detroit Medical Center, Detroit, Michigan (1984-1988) As Manager of Consulting Services in the Management Consulting Group, experience included: Implemented and monitored ongoing productivity management systems. Developed and implemented nursing patient classification systems. Conducted operational reviews for hospitals, ambulatory care and health care related organizations. Managed a small staff of computer and management engineering professionals. Page 27 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 ADAM J. RUJAN (Continued) EDUCATION University of Michigan — Master of Business Administration, 1988 Wayne State University — Bachelor of Industrial Engineering, 1984 PROFESSIONAL AFFILIATIONS Public Technology Institute (PTI) Michigan Governmental Finance Officers Association (MGFOA) Government Finance Officers Association (GFOA) Page 28 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF JASON MCKINLEY PRESENT POSITION Senior Consultant Technology Consulting & Solutions Plante & Moran, PLLC Experience includes: Technology and Systems Planning — Assisted clients with technology planning and assessment projects. Experience with short- and Tong -range technology planning; budgeting; project management; outsourcing; system selection; and vendor and staff management. Projects included system selections, needs assessments, developed cost models, developed work plans and provided project management for clients. Process Redesign and Change Management - Assisted clients with operation analysis reviews and process redesign efforts associated with technology change. Specific activities included detailed review and analysis of operational policies and procedures, operational controls, reporting and administrative controls, and the convergence of operational activities and technology. Project Management — Managed a wide variety of technology clients. Project management efforts included: issues management, resource management, scope management, change management, quality assurance, status reporting and meetings, budget/cost management, procurement, training, and risk management. Software Implementation — Managed web services team developing software projects from conceptual design, requirement definition, application and database development, user acceptance testing, through deployment within a commercial managed hosting facility. Served as project manager for a wide range of private and government clients including ERP solutions. Geographic Information Systems (GIS) — Experienced with the implementation and utilization of GIS. Utilized a GIS as a decision support tool for marketing, site location, and travel time analysis, helping organizations better understand customers and emerging markets. Extensive experience in GIS data processing and conversion, including expertise in Business Analyst modeling and analysis products. PRIOR ORGANIZATIONAL EXPERIENCE Commonwealth Associates Project Manager and Section Manager for engineering and analysis of power delivery systems. ESRI Project Manager Internet Solutions for the industry leader in GIS software. Universal Map VP Production and GIS Business Development for the second largest US map publisher. Page 29 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services – RFP #08-918-29 RESUME OF JASON MCKINLEY (continued) EDUCATION Cleary University — Masters of Business Administration, Management (with honors) Michigan State University — Bachelor of Science, Urban Planning Page 30 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF E. SCOTT EILER, PMP PRESENT POSITION Manager Management Consulting Services Technology Consulting & Solutions PLANTE & MORAN, PLLC Experience Includes: Systems Planning and Selection — Experience in conducting systems planning, defining system requirements and evaluating potential technology hardware and software solutions for governmental clients in areas including financial, asset management and human resources applications. These projects frequently including the development of a needs assessment report, ROI calculations for implementing new technology, system specifications development, development of a Request for Proposal, contract negotiations and implementation planning. Technology Planning — Experience in developing strategic technology plans for governmental clients that include the establishment of technology strategies and recommended projects. He has also been involved in planning projects and studies to identify redundant applications supporting similar processes in large organizations. One such study culminated in the selection of a common system for replacement of similar systems in thirty different facilities. Systems Migration and Conversion — Experience in leading a number of projects through a migration and conversion. One such project involved the migration of an application residing in thirty different facilities to a central location including the migration of the application, database and supporting infrastructure which impacted approximately 2,500 users. As part of this process, a detailed migration document was developed that described in detail the migration process for each facility. Systems Implementation — Experience in developing, planning and deploying large-scale information systems and guiding other system engineers in performing these activities using System Life Cycle methodologies. These system implementations involved a variety of platforms including IBM Mainframe, PC-based and UNIX (SCO, AIX, SUN -OS). Quality Assurance — Experience in providing Quality Assurance services on Targe -scale systems development projects. Through these projects, standard templates have been developed for project reporting, project budgeting, change control management, risk assessment, deliverables tracking and others. Systems Development and Project Management — Experience in providing leadership to a group of systems engineers responsible for developing and maintaining computer system applications on a wide variety of hardware and software platforms. Guidance included the development of proposals, mentoring of project owners, development of standard processes and procedures and deployment of tools to improve efficiency or reduce costs for application development and deployment. As a programming manager, he has received extensive training and hands-on experience using various System Life Cycle tools in support of traditional "waterfall" and more current Rapid Application Development methodologies. He has been heavily involved in the use of metrics for estimating projects including Function Point Analysis. He has also been involved with divisional assessments performed by the Software Engineering Institute (SEI) to determine what is required for an organization to achieve repeatable, quality results as part of a systems development process. Page 31 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF E. SCOTT EILER, PMP (continued) PRIOR ORGANIZATIONAL EXPERIENCE Electronic Data Systems; Troy, Michigan Advanced Engineering SE. Assisted in the definition, development, implementation and support of a Targe number of software applications residing on a variety of platforms. His range of experience has included systems development, project management and programming manager. EDUCATION University of Michigan — Masters of Business Administration University of Illinois — Bachelor of Science, General Engineering PROFESSIONAL AFFILIATIONS AND CERTIFICATIONS Illinois Chapter - Government Management Information Sciences (GMIS) Project Management Institute (PMI) Project Management Professional (PMP) Public Technology Institute (PTI) Page 32 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services – RFP #08-918-29 RESUME OF MARK W. WARNER PRESENT POSITION Senior Consultant Management Consulting Services PLANTE & MORAN, PLLC Experience includes: Systems Planning and Selection – Experience in conducting systems planning, defining system requirements and evaluating potential technology hardware and software solutions for governmental clients in areas including financial, asset management and human resources applications. These projects frequently including the development of a needs assessment report, ROI calculations for implementing new technology, system specifications development, development of a Request for Proposal, contract negotiations and implementation planning. Technology Planning – Assisted numerous clients with development of technology plans for individual projects and long-term planning. Specific expertise with Web Technologies and SQL Server. Has also assisted a number of governmental clients in the selection of new financial and payroll applications. System Migration – Conversion of accounting and FMIS data across applications during system implementation. Software / Systems Development – Custom software requirements gathering, design, process planning, development, testing and implementation and project management for a variety of client projects including creation of homegrown systems as well as customization to pre-packaged systems. PRIOR ORGANIZATIONAL AFFILIATIONS First Edge Sornson, LLC. – Business software solution provider Development manager responsible for departmental operations, staff, project scheduling, workload distribution and billings. Developed, implemented and refined the corporate software development methodology. Mentored several systems analysts and reviewed custom development designs, quotes and project plans for completeness and accuracy. Developed product plans and served as a product manager for several applications and utilities serving to enhance pre-packaged FMIS systems. Designed, implemented, managed and supported many customized solutions around middle -market FMIS systems. Epicor Software Corporation – Business software solution provider Software quality assurance engineer responsible for discovery, validation and documentation of problems with financial software package as well as quality reviews and acceptance testing before release to production. ValueRx Pharmacy Program – Prescription drug pharmacy program Staff accountant responsible for accounts payable, general ledger, cash, fixed assets, coordination of departmental operating financials and departmental budgeting. EDUCATION Hillsdale College — Bachelor of Arts, Accounting Page 33 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF LAURIE ZYLA PRESENT POSITION Consultant Management Consulting Services PLANTE & MORAN, PLLC Experience includes: Technology Implementation — Experience with the full lifecycle of design and implementation of network infrastructure for a major global telecommunications organization. Assists clients with management and implementation of software, hardware, operating systems, and network infrastructure. Implementation responsibilities include project management, selection, implementation planning, budgeting, staffing, training, business process improvement and evaluation. Technology Planning — Experience with technology planning and assessment projects. Assists government clients with short- and long-range technology planning; budgeting; project management; system selection; and vendor and staff management. Projects included needs assessments, requirements definition, vendor selection and contract negotiation. Also assists clients with strategic planning, including assessing and managing the impact of technology implementation on client operations. Technology Support — Experience supporting e -Business infrastructure, including server configuration and maintenance, customer support, data security, system monitoring, and project management. Assists in providing on-going network management and administration services to government clients. Government Programs — Experience working with government and community groups to support initiatives like economic development, coalition development, collaborative solutions, and e - government. Assists clients with organization development, constituent research, community-based solutions, and establishing government partnerships. PRIOR ORGANIZATIONAL AFFILIATIONS Motorola, Inc. Systems Engineer, Global e -Business Internet Strategies — Maintained both hardware and software components of corporate e -Business environment; designed project infrastructure/architecture; facilitated system monitoring and backups; and managed the full lifecycle of new website projects EDUCATION Brandeis University — Master of Business Administration University of Michigan — Bachelor of Science, Computer Science PROFESSIONAL DISTINCTIONS AND AFFILIATIONS Net Impact — New Leaders For Better Business Michigan Suburbs Alliance Page 34 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF CHRISTINE ANDRYSIAK PRESENT POSITION Manager Management Consulting Plante & Moran, PLLC Experience Includes: Business Process Reengineering: Managed several business process reengineering initiatives for various government and justice system entities. Specific focus has been given to Friend of the Court operations in recent years, to assist departments with implementing the state -mandated Child Support Enforcement System (CSES) system and revise current operations to optimize resource allocation and customer service levels. Have provided comprehensive recommendations in the areas of reduced processing time, increased customer satisfaction, and improved operational effectiveness. As a follow-up to these projects, have assisted many clients with implementation of our reengineering recommendations. Operations Analysis: Conducted and managed operations analysis projects for several governmental agencies and a variety of health care insurance operations departments. Identified opportunities for improved performance, reduced costs and enhanced customer service/satisfaction. Activities have included process redesign, improvement recommendations, documentation of current and future state workflows and development of improved productivity/ performance measurement criteria. Projects ranged from analysis of specific departments to organization -wide initiatives. Organization Reviews: In conjunction with various operations analysis projects, have evaluated the effectiveness of various management/organizational approaches. Focus has been primarily on reviewing overall organization objectives, alignment of management long-term goals and short-term practices, training and development issues, span of control requirements, exempt staff responsibilities and resource allocation. Projects ranged from analysis of specific departments to organization -wide initiatives. Staffing Analysis: Performed numerous staffing analyses for Friend of the Court and other governmental departments, ranging from municipalities to State agencies. Prior to joining Plante & Moran, conducted and managed the corporate, production area budget process for a large health insurance company. Analysis included derivation on Full -Time Equivalent (FTE) requirements for over 2500 employees and corporate budget over $100 million. Analysis included determining value- added functions, overall production rates and non -production activities in establishing necessary staffing levels. PRIOR ORGANIZATIONAL AFFILIATIONS: Blue Cross Blue Shield of Michigan - Manager of the Operations Engineering Consulting Department. Managed department of 40 industrial engineers in performing internal management consulting projects Recommended and implemented process improvements, developed manpower staffing levels and set production standards for over 2500 employees with direct personnel costs over $100 million Managed corporate productivity measurement system Streamlined operations in claims, inquiry and membership processing divisions of the company Page 35 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF CHRISTINE ANDRYSIAK (continued) EDUCATION University of Michigan, Ann Arbor — Master of Business Administration (High Distinction) University of Michigan, Ann Arbor — Bachelor of Science in Industrial and Operations Engineering PROFESSIONAL AFFILIATIONS Beta Gamma Sigma (National Honorary Business Society) National Association for Female Executives Page 36 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF SRI CHALASANI PRESENT POSITION Senior Systems Engineer Technology Consulting & Solutions Plante & Moran, PLLC Experience includes: Strategic Planning — Participate in long term technology plan meetings for customers. Develop short and long term strategies (planning & budgets) to accomplish plan objectives. Collect and interpret quantitative and qualitative data for design considerations. Technical lead to develop high level network architectures and design standards that blends client requirements with industry best practices. Network System Design — Consulted on numerous projects involving needs assessments, design, specification (RFI/RFP/RFQ) and selection of Local & Wide Area Networks (LAN/WAN) ranging from single site to multi -site environments. Network design, specifications and analysis involved technologies such as: Wide / Metro Area Network (Fiber infrastructure & Bandwidth Services), Local and Wide Area Network Electronics (Ethernet & ATM), Voice Over IP (VoIP) Systems with Unified Messaging, Wireless Access & Security (hotzones & hotspots), Centralized Network Security Systems, Video Conferencing Systems (H.320 / H.321 / H.323), IP based Video Broadcast, Video - On -Demand, and Surveillance Systems, Server Farms, Desktop Systems & Peripherals, Networks Attached Storage (NAS) and Storage Area Network (SAN) solutions, Server Load Balancing, Network Management Systems & Software, and Support & Maintenance Services. Post equipment/services procurement responsibilities include participation and development of physical and logical network plans for client's internal or third party integration teams, establish equipment configuration requirements and guidelines, and performance requirements. Broadband Wireless Systems — Technical consulting on building, city, and county wide broadband wireless solutions (hotspots & hotzones). Responsibilities are to translate the vision and goals of the client into technical solutions and specifications. Research & Business Analysis — Conduct research and business analysis for system migration. This involved researching multiple solutions, analyze solutions against client requirements, and provide business case analysis including budgeting, ROI, and migration timelines. Network & Security Auditing — Conduct technology audit on customer's network that involved a detailed analysis and reporting of clients' network and system infrastructure. Conduct network performance analysis to identify and rectify network / application related issues. Conduct internal and external IT security audits using ethical hacking procedures to identify network vulnerabilities. Create detailed reports on identified vulnerabilities and associated remediations. Network Systems Project Management — Responsible for providing project management oversight on network implementation projects to include coordination across multiple vendors, establish and maintain schedules. Other responsibilities include progress tracking, evaluate project implementations to stated design specifications, conflict resolution, manage change order controls, conduct punch list audits, and eventual sign -off for the project. Page 37 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services – RFP #08-918-29 RESUME OF SRI CHALASANI (continued) PRIOR ORGANIZATIONAL EXPERIENCE Innovate Technology Consulting Group Technical consulting services on planning, design, project management and implementation of integrated technology solutions primarily for public sector organizations. EDUCATION Wayne State University — Master of Business Administration Western Michigan University — Master of Science (Computer Sciences) Bangalore University – Bachelor of Engineering (Electronics & Communications) PROFESSIONAL AFFILIATIONS & CERTIFICATIONS Advanced Networking Technologies VoIP & Unified Messaging Systems Video Over IP Systems (video streaming and video conferencing) Metro Wireless Solutions Project Management Page 38 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 4 EXCEPTIONS Plante & Moran has no exceptions to any of the requirements listed in the RFP. Page 59 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 5 TERMS AND CONDITIONS The following describes the terms and conditions under which Plante & Moran will render professional services as outlined in this proposal. Project Deliverables. During the course of the project, we will provide you with various written deliverables. Our deliverables will be restricted solely to use by management of the City of Round Rock, Texas and you agree that our deliverables will not be distributed to any outside parties for any purpose other than to carry out legal responsibilities of the City of Round Rock, Texas. We will have no responsibility to update our deliverables for any events or circumstances that occur or become known subsequent to the date of that deliverable. Management Responsibilities. The consulting services we will provide are inherently advisory in nature and we have no responsibility for any management decisions or management functions in connection with our engagement to provide these services. Further, you acknowledge that the City of Round Rock, Texas is responsible for all such management decisions and management functions; for evaluating the adequacy and results of the services we will provide and accepting responsibility for the results of those services; and for establishing and maintaining internal controls, including monitoring ongoing activities, in connection with our engagement. Nature of Services. Our management information system selection activities will be based on information and records provided to us by the City of Round Rock, Texas. We will rely on such underlying information and records and our project activities will not include audit or verification of the information and records provided to us in connection with our project activities. The system selection activities we will perform will not constitute an examination or audit of any the City of Round Rock, Texas financial statements or any other items, including City of Round Rock, Texas internal controls. In addition, our engagement is not designed and cannot be relied upon to disclose errors, fraud or illegal acts that may exist. However, we will inform you of any such matters that come to our attention. Page 60 of 60 DATE: September 4, 2008 SUBJECT: City Council Meeting—September 11, 2008 ITEM: 11A1. Consider a resolution authorizing the Mayor to execute an Agreement for Professional Consulting Services for Information System Assessment and Business Process Analysis with Plante & Moran, PLLC. Department: Staff Person: Justification: Administration / Information Technology Daniel Saucedo The City requests a comprehensive analysis of current and future information systems. The City is seeking a master plan to address the City's needs and documentation of system requirements for a proposed automated system that will meet said needs. The strategic plan will include an organizational perspective on the business processes associated with best practices, best software solutions, business goals and related data that are important to achieving those goals. Funding: Cost: $149,940 Source of funds: General Fund Outside Resources: Plante & Moran, PLLC. Background Information: The City will evaluate strategies needed to support the City's business processes in the future. The master plan will include specific strategies to meet the short and long term strategic goals of the City. Short-term goals include the continual evaluation of City business processes to identify streamlining possibilities, and supporting efficient end user reporting. Long-term goals include the documentation and evaluation of detailed business processes and definitions supported by the City to a level that would justify the potential redevelopment effort. Our goal is the development of a solid data architecture that will organize data so it can be shared among internal departments, elimination of duplicative data and improve quality so that decision -makers can work with reliable consistent data. Public Comment: N/A EXECUTED DOCUMENT FOLLOWS CITY OF ROUND ROCK AGREEMENT FOR PROFESSIONAL CONSULTING SERVICES FOR INFORMATION SYSTEMS ASSESSMENT AND BUSINESS PROCESS ANALYSIS WITH PLANTE & MORAN, PLLC THIS AGREEMENT for professional consulting services for information systems assessment and business process analysis (the "Agreement") is made by and between the City of Round Rock, a Texas home -rule municipal corporation with offices located at 221 East Main Street, Round Rock, Texas 78664-5299, (the "City") and Plante & Moran, PLLC (the "Consultant"), with offices located at 27400 Northwestern Highway, Southfield, Michigan 48037-0307. RECITALS: WHEREAS, City has determined that there is a need for the delineated services; and WHEREAS, City desires to contract for such professional services; and WHEREAS, the parties desire to enter into this Agreement to set forth in writing their respective rights, duties and obligations hereunder; NOW, THEREFORE, WITNESSETH: That for and in consideration of the mutual promises contained herein and other good and valuable consideration, the sufficiency and receipt of which are hereby acknowledged, it is mutually agreed between the parties as follows: 1.01 EFFECTIVE DATE, DURATION, AND TERM This Agreement shall be effective on the date this Agreement has been signed by each party hereto, and shall remain in full force and effect unless and until it expires by operation of the term indicated herein, or is terminated or extended as provided herein. The term of this Agreement shall be until full and satisfactory completion of the work specified herein is achieved, but in no event later than one (1) year from the effective date of this Agreement. City reserves the right to review the Agreement at any time, including at the end of any deliverable or phase or task, and may elect to terminate the Agreement with or without cause or may elect to continue. 1.02 CONTRACT AMOUNT In consideration for the professional consulting services to be performed by Consultant, City agrees to pay Consultant a total sum not to exceed One Hundred Forty-nine Thousand Nine Hundred Forty and No/100 Dollars ($149,940.00), in payment for services and the Scope of Work deliverables as delineated in Exhibit "A" and herein in Section 1.03. 00141464/jkg �''c9)-£V'((-1(Al 1.03 SCOPE OF WORK For purposes of this Agreement, Consultant has issued its Scope of Work for the assignments delineated herein, and such Scope of Work is recited in Exhibit "A" attached hereto and incorporated herein by reference for all purposes. This Agreement shall evidence the entire understanding and agreement between the parties and shall supersede any prior proposals, correspondence or discussions. Consultant shall satisfactorily provide all services and deliverables described under the referenced Scope of Work within the contract term specified in Section 1.01. Consultant's undertakings shall be limited to performing services for the City and/or advising the City concerning those matters on which Consultant has been specifically engaged. Consultant shall perform its services in accordance with this Agreement and in accordance with the referenced Scope of Work. Consultant shall perform its services in a professional and workmanlike manner. Consultant shall not undertake work that is beyond the Scope of Work set forth in Exhibit "A" and in this Section 1.03. However, either party may make written requests for changes to the Scope of Work. To be effective, a change to the Scope of Work must be negotiated and agreed to in all relevant details, and must be embodied in a valid Supplemental Agreement as described in Section 1.05 hereof. 1.04 PAYMENT FOR SERVICES; REIMBURSABLE EXPENSES Payment for Services: In consideration for the consulting services to be performed by Consultant, the City agrees to pay Consultant the following "Payment for Services:" Fees for the listed deliverables in the total amount of One Hundred Forty-nine Thousand Nine Hundred Forty and No/100 Dollars ($149,940.00) shall be paid by the City in the following manner: Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8a Task 8b Task 9 Task l0a Task 10b Task 11 Task 12 Task 13 Task 14 Task 15 Project Initiation Define Project Organizational Structure Develop Project Charter Develop Detailed Project Plan Conduct Project Kick -Off Meeting Schedule/Moderate Project Status Meetings and Establish Project Collaboration Center Collect and Review Documentation Conduct IT Staff Interviews Review and Assess IT Environment Conduct Comparative Research Conduct Stakeholder Interviews Conduct On -Line End -User Survey Conduct Cross Functional Operational Review Sessions Document To -Be System Architecture and Initiatives Conduct IT Visioning Session Conduct Gap Analysis Develop IT Governance Structure 2 $ 980.00 $ 1,960.00 $ 1,960.00 $ 980.00 $ 980.00 $ 2,450.00 $ 3,920.00 $ 8,820.00 $ 4,900.00 $ 2,450.00 $14,700.00 $ 7,350.00 $20,090.00 $ 8,820.00 $ 5,880.00 $ 5,880.00 $ 5,880.00 Task 16 Task 17 Task 18 Task 19 Document Migration Path Prepare Financial/ROI Analysis Develop IT Plan Finalize and Present Plan TOTAL $ 14,700.00 $ 14,700.00 $ 14,700.00 $ 7,840.00 $149,940.00 The approximate loading of Consultant's professional time and costs by task is as is delineated in Exhibit "B" entitled "City of Round Rock IS Analysis and Business Process Analysis Consultant Services Project" and in Exhibit "C" entitled "Pricing," both of which are attached hereto and incorporated herein by reference for all purposes. Payment for Reimbursable Expenses: Reimbursable expenses are included as part of the not -to -exceed fee of $149,940.00 recited herein in Section 1.02, and no additional payment shall be made by City to Consultant for reimbursable expenses. Not -to -Exceed Total Payment for Services: Unless subsequently changed by Supplemental Agreement, Consultant's total compensation for consulting services hereunder shall not exceed One Hundred Forty-nine Thousand Nine Hundred Forty and No/100 Dollars ($149,940.00). This amount represents the absolute limit of the City's liability to Consultant hereunder unless same shall be changed by Supplemental Agreement, and the City shall pay, strictly within the not -to -exceed sum recited herein, Consultant's professional fees for work done on behalf of the City. Deductions: No deductions shall be made for Consultant's compensation on account of penalty, liquidated damages or other sums withheld from payments to Consultant. Additions: No additions shall be made to Consultant's compensation based upon project claims, whether paid by the City or denied. 1.05 SUPPLEMENTAL AGREEMENT The terms of this Agreement may be modified by written Supplemental Agreement hereto, duly authorized by City Council or by the City Manager, if the City determines that there has been a significant change in (1) the scope, complexity, or character of the services to be performed; or (2) the duration of the work. Any such Supplemental Agreement must be executed by both parties within the period specified as the term of this Agreement. Consultant shall not perform any work or incur any additional costs prior to the execution, by both parties, of such Supplemental Agreement. Consultant shall make no claim for extra work done or materials furnished unless and until there is full execution of any Supplemental Agreement, and the City shall not be responsible for actions by Consultant nor for any costs incurred by Consultant relating to additional work not directly authorized by Supplemental Agreement. 3 1.06 INVOICE REQUIREMENTS; TERMS OF PAYMENT Invoices: To receive payment following delivery of stated deliverables, Consultant shall prepare and submit detailed progress invoices to the City, in accordance with the delineation contained herein, for services rendered. Such invoices for professional services shall track the referenced Scope of Work, and shall detail the services performed, along with documentation for each service performed. Payment to Consultant shall be made on the basis of the invoices submitted by Consultant and approved by the City. Such invoices shall conform to the schedule of services and costs in connection therewith. Should additional backup material be requested by the City relative to service deliverables, Consultant shall comply promptly. In this regard, should the City determine it necessary, Consultant shall make all records and books relating to this Agreement available to the City for inspection and auditing purposes. Payment of Invoices: The City reserves the right to correct any error that may be discovered in any invoice that may have been paid to Consultant and to adjust same to meet the requirements of this Agreement. Following approval of an invoice, the City shall endeavor to pay Consultant promptly, but no later than the time period required under the Texas Prompt Payment Act described in Section 1.10 herein. Under no circumstances shall Consultant be entitled to receive interest on payments which are late because of a good faith dispute between Consultant and the City or because of amounts which the City has a right to withhold under this Agreement or state law. The City shall be responsible for any sales, gross receipts or similar taxes applicable to the services, but not for taxes based upon Consultant's net income. 1.07 REQUIRED DRAFT REPORTS AND FINAL REPORT Consultant agrees to provide the City with draft reports and a detailed final written report, together with all information gathered and materials developed during the course of the project. Additionally, Consultant agrees to provide any necessary oral presentations of such written reports, at the City's designation and at no additional cost to the City. Consultant agrees to provide the City with ten (10) additional bound copies of the final written report, with one (1) additional unbound copy being delivered which is suitable for making additional copies at the sole election of the City. All copies of the written final report will be on 8-1/2" x 11" or 8-1/2" x 17" paper, will be primarily in black and white, will be spiral bound, and will contain color pages, images, photos, and diagrams as necessary. Consultant shall also deliver two (2) reproducible CDs to the City, all at no additional cost to the City. 1.08 LIMITATION TO SCOPE OF WORK Consultant and the City agree that the scope of services to be performed is enumerated in Exhibit "A" and in Section 1.03 herein, and may not be changed without the express written agreement of the parties. Notwithstanding anything herein to the contrary, the parties agree that the City retains absolute discretion and authority for all funding decisions, such to be based solely on criteria accepted by the City which may be influenced by but not be dependent on Consultant's work. 4 1.09 NON -APPROPRIATION AND FISCAL FUNDING This Agreement is a commitment of the City's current revenues only. It is understood and agreed that the City shall have the right to terminate this Agreement at the end of any City fiscal year if the governing body of the City does not appropriate funds sufficient to purchase the services as determined by the City's budget for the fiscal year in question. The City may effect such termination by giving Consultant a written notice of termination at the end of its then - current fiscal year. 1.10 PROMPT PAYMENT POLICY In accordance with Chapter 2251, V.T.C.A., Texas Government Code, any payment to be made by the City to Consultant will be made within thirty (30) days of the date the City receives goods under this Agreement, the date the performance of the services under this Agreement are completed, or the date the City receives a correct invoice for the goods or services, whichever is later. Consultant may charge interest on an overdue payment at the "rate in effect" on September 1 of the fiscal year in which the payment becomes overdue, in accordance with V.T.C.A., Texas Government Code, Section 2251.025(b). This Prompt Payment Policy does not apply to payments made by the City in the event: (a) There is a bona fide dispute between the City and Consultant, a contractor, subcontractor, or supplier about the goods delivered or the service performed that cause the payment to be late; or (b) There is a bona fide dispute between Consultant and a subcontractor or between a subcontractor and its supplier about the goods delivered or the service performed that causes the payment to be late; or (c) The terms of a federal contract, grant, regulation, or statute prevent the City from making a timely payment with federal funds; or (d) The invoice is not mailed to the City in strict accordance with any instruction on the purchase order relating to the payment. 1.11 TERMINATION; DEFAULT Termination: It is agreed and understood by Consultant that the City may terminate this Agreement for the convenience of the City, upon fifteen (15) days' written notice to Consultant, with the understanding that immediately upon receipt of said notice all work being performed under this Agreement shall cease. Consultant shall invoice the City for work satisfactorily completed and shall be compensated in accordance with the terms hereof for work accomplished prior to the receipt of said notice of termination. Consultant shall not be entitled to any lost or anticipated profits for work terminated under this Agreement. Unless otherwise specified in this Agreement, all data, information, and work product related to this project shall become the property of the City upon termination of this Agreement, and shall be promptly delivered to the 5 City in a reasonably organized form without restriction on future use, subject to the conditions set forth in the Standard Proposal Addendum. Should the City subsequently contract with a new consultant for continuation of service on the project, Consultant shall cooperate in providing information. Termination of this Agreement shall extinguish all rights, duties, and obligations of the City and the terminated party to fulfill contractual obligations. Termination under this section shall not relieve the terminated party of any obligations or liabilities which occurred prior to termination. Nothing contained in this section shall require the City to pay for any work which it deems unsatisfactory or which is not performed in compliance with the terms of this Agreement. Default: Either party may terminate this Agreement, in whole or in part, for default if the Party provides the other Party with written notice of such default and the other fails to satisfactorily cure such default within ten (10) business days of receipt of such notice (or a greater time if agreed upon between the Parties). If default results in termination of this Agreement, then the City shall give consideration to the actual costs incurred by Consultant in performing the work to the date of default. The cost of the work that is useable to the City, the cost to the City of employing another firm to complete the useable work, and other factors will affect the value to the City of the work performed at the time of default. Neither party shall be entitled to any lost or anticipated profits for work terminated for default hereunder. The termination of this Agreement for default shall extinguish all rights, duties, and obligations of the terminating Party and the terminated Party to fulfill contractual obligations. Termination under this section shall not relieve the terminated party of any obligations or liabilities which occurred prior to termination. Nothing contained in this section shall require the City to pay for any work which it deems unsatisfactory, or which is not performed in compliance with the terms of this Agreement. 1.12 INDEPENDENT CONTRACTOR STATUS Consultant is an independent contractor, and is not the City's employee. Consultant's employees or subcontractors are not the City's employees. This Agreement does not create a partnership, employer-employee, or joint venture relationship. No party has authority to enter into contracts as agent for the other party. Consultant and the City agree to the following rights consistent with an independent contractor relationship: (1) Consultant has the right to perform services for others during the term hereof. (2) Consultant has the sole right to control and direct the means, manner and method by which it performs its services required by this Agreement. 6 (3) Consultant has the right to hire assistants as subcontractors, or to use employees to provide the services required by this Agreement. (4) Consultant or its employees or subcontractors shall perform services required hereunder, and the City shall not hire, supervise, or pay assistants to help Consultant. (5) Neither Consultant nor its employees or subcontractors shall receive training from the City in skills necessary to perform services required by this Agreement. (6) City shall not require Consultant or its employees or subcontractors to devote full time to performing the services required by this Agreement. Neither Consultant nor its employees or subcontractors are eligible to participate in any employee pension, health, vacation pay, sick pay, or other fringe benefit plan of the City. (7) 1.13 NON -SOLICITATION Except as may be otherwise agreed in writing, during the term of this Agreement and for twelve (12) months thereafter, neither the City nor Consultant shall offer employment to or shall employ any person employed then or within the preceding twelve (12) months by the other or any affiliate of the other if such person was involved, directly or indirectly, in the performance of this Agreement. This provision shall not prohibit the hiring of any person who was solicited solely through a newspaper advertisement or other general solicitation. 1.14 CITY'S RESPONSIBILITIES Full information: The City shall provide full information regarding project requirements. The City shall have the responsibility of providing Consultant with such documentation and information as is reasonably required to enable Consultant to provide the services called for. The City shall require its employees and any third parties who are otherwise assisting, advising or representing the City to cooperate on a timely basis with Consultant in the provision of its services. Consultant may rely upon written information provided by the City and its employees and agents as accurate and complete. Consultant may rely upon any written directives provided by the City or its designated representative concerning provision of services as accurate and complete. Required materials: Consultant's performance requires receipt of all requested information reasonably necessary to provision of services. The City shall furnish information which includes but is not limited to pertinent correspondence with other local municipal and planning officials, previous market analyses or feasibility studies, and other pertinent information. Consultant agrees, within ten (10) days of the effective date of this Agreement, to provide the City with a comprehensive and detailed information request list. 7 1.15 CONFIDENTIALITY; AND MATERIALS OWNERSHIP Any and all programs, data, or other materials furnished by the City for use by Consultant in connection with services to be performed under this Agreement, and any and all data and information gathered by Consultant, shall be held in confidence by Consultant as set forth hereunder. Each party agrees to take reasonable measures to preserve the confidentiality of any proprietary or confidential information relative to this Agreement, and to not make any use thereof other than for the performance of this Agreement, provided that no claim may be made for any failure to protect information that occurs more than three (3) years after the end of this Agreement. The parties recognize and understand that the City is subject to the Texas Public Information Act and its duties run in accordance therewith. All data relating specifically to the City's business and any other information which reasonably should be understood to be confidential to City is confidential information of City. Consultant's proprietary software, tools, methodologies, techniques, ideas, discoveries, inventions, know-how, and any other information which reasonably should be understood to be confidential to Consultant is confidential information of Consultant. The City's confidential information and Consultant's confidential information is collectively referred to as "Confidential Information." Each party shall use Confidential Information of the other party only in furtherance of the purposes of this Agreement and shall not disclose such Confidential Information to any third party without the other party's prior written consent, which consent shall not be unreasonably withheld. Each party agrees to take reasonable measures to protect the confidentiality of the other party's Confidential Information and to advise their employees of the confidential nature of the Confidential Information and of the prohibitions herein. Notwithstanding anything to the contrary contained herein, neither party shall be obligated to treat as confidential any information disclosed by the other party (the "Disclosing Party") which: (1) is rightfully known to the recipient prior to its disclosure by the Disclosing Party; (2) is released by the Disclosing Party to any other person or entity (including governmental agencies) without restriction; (3) is independently developed by the recipient without any reliance on Confidential Information; or (4) is or later becomes publicly available without violation of this Agreement or may be lawfully obtained by a party from any non-party. Notwithstanding the foregoing, either party will be entitled to disclose Confidential Information of the other to a third party as may be required by law, statute, rule or regulation, including subpoena or other similar form of process, provided that (without breaching any legal or regulatory requirement) the party to whom the request is made provides the other with prompt written notice and allows the other party to seek a restraining order or other appropriate relief. Subject to Consultant's confidentiality obligations under this Agreement, nothing herein shall preclude or limit Consultant from providing similar services for other clients. 8 Neither the City nor Consultant will be liable to the other for inadvertent or accidental disclosure of Confidential Information if the disclosure occurs notwithstanding the party's exercise of the same level of protection and care that such party customarily uses in safeguarding its own proprietary and confidential information. Notwithstanding anything to the contrary in this Agreement, the City will own as its sole property all written materials created, developed, gathered, or originally prepared expressly for the City and delivered to the City under the terms of this Agreement (the "Deliverables"); and Consultant shall own any general skills, know-how, expertise, ideas, concepts, methods, techniques, processes, software, or other similar information which may have been discovered, created, developed or derived by Consultant either prior to or as a result of its provision of services under this Agreement (other than the Deliverables). Consultant's working papers and Consultant's Confidential Information (as described herein) shall belong exclusively to Consultant. The City shall have a non-exclusive, non -transferable license to use Consultant's Confidential Information for the City's own internal use and only for the purposes for which they are delivered to the extent that they form part of the Deliverables. 1.16 LIMITATION OF LIABILITY Should any of Consultant's services not conform to the requirements of the City or of this Agreement, then and in that event the City shall give written notification to Consultant; thereafter, (a) Consultant shall either promptly re -perform such services to the City's satisfaction at no additional charge, or (b) if such deficient services cannot be cured within the cure period set forth herein in Section 1.11, then this Agreement may be terminated for default. In no event will Consultant be liable for any loss, damage, cost or expense attributable to negligence, willful misconduct or misrepresentations by the City, its directors, employees or agents. In no event shall Consultant be liable to the City, by reason of any act or omission relating to the services provided under this Agreement (including the negligence of Consultant), whether a claim be in tort, contract or otherwise, (a) for any consequential, indirect, lost profit, punitive, special or similar damages relating to or arising from the services, or (b) in any event, in the aggregate, for any amount in excess of the total professional fees paid by the City to Consultant under this Agreement, except to the extent determined to have resulted from Consultant's gross negligence, willful misconduct or fraudulent acts relating to the service provided hereunder. 1.17 INDEMNIFICATION Consultant and the City each agree to indemnify, defend and hold harmless the other from and against amounts payable under any judgment, verdict, court order or settlement for death or bodily injury or the damage to or loss or destruction of any real or tangible property to the extent arising out of the indemnitor's negligence in the performance of this Agreement. 9 Consultant agrees to indemnify, defend and hold harmless the City from and against any and all amounts payable under any judgment, verdict, court order or settlement for Third Party claims of infringement of any trade secrets, copyrights, trademarks or trade names alleged to have occurred and arising from the deliverables provided by Consultant to the City in connection with the performance of this Agreement. Should the City's use of such deliverables be determined to have infringed, Consultant may, at its option: (i) procure for the City the right to continue using such deliverables provided or (ii) replace or modify them to make their use non - infringing while yielding substantially equivalent results. If neither of the above options is or would be available on a basis that is commercially reasonable, then Consultant may terminate this Agreement, the City shall return such deliverables provided, and Consultant will refund to the City the fees paid for the deliverables provided. This infringement indemnity does not cover claims arising from the combination of such deliverables with products or services not provided by Consultant; the modification of such deliverables by any person other than Consultant; deliverables complying with or based upon (1) designs provided by or at the direction of the City or (2) specifications or other information provided by or at the direction of the City; or use of systems, materials or work performed in a manner not permitted hereunder or by another obligation of the City to Consultant. The indemnities in this section are contingent upon: (1) the indemnified party promptly notifying the indemnifying party in writing of any claim which gives rise to a claim for indemnification hereunder; (2) the indemnifying party being allowed to participate in the defense and settlement of such claim; and (3) the indemnified party cooperating with all reasonable requests of the indemnifying party (at the indemnifying party's expense) in defending or settling a claim. The indemnified party shall have the right, at its option and expense, to participate in the defense of any suit or proceeding through counsel. 1.18 ASSIGNMENT AND DELEGATION The parties each hereby bind themselves, their successors, assigns and legal representatives to each other with respect to the terms of this Agreement. Neither party may assign any rights or delegate any duties under this Agreement without the other party's prior written approval, which approval shall not be unreasonably withheld. 1.19 LOCAL, STATE AND FEDERAL TAXES Consultant shall pay all income taxes, and FICA (Social Security and Medicare taxes) incurred while performing services under this Agreement. The City will not do the following: (1) Withhold FICA from Consultant's payments or make FICA payments on its behalf; (2) Make state and/or federal unemployment compensation contributions on Consultant's behalf; or (3) Withhold state or federal income tax from any of Consultant's payments. 10 If requested, the City shall provide Consultant with a certificate from the Texas State Comptroller indicating that the City is a non-profit corporation and not subject to State of Texas Sales and Use Tax. 1.20 INSURANCE Insurance. Consultant, at Consultant's sole cost, shall have and maintain during the term of this Agreement professional liability insurance coverage in the minimum amount of One Million Dollars from a company authorized to do insurance business in Texas and otherwise acceptable to the City. Subconsultant Insurance. Without limiting any of the other obligations or liabilities of Consultant, Consultant shall require each subconsultant performing work under this Agreement to maintain during the term of the Agreement, at the subconsultant's own expense, the same stipulated minimum insurance required in the immediately preceding paragraph, including the required provisions and additional policy conditions as shown below. As an alternative, Consultant may include its subconsultants as additional insureds on its own coverages as prescribed under these requirements. Consultant's certificate of insurance shall note in such event that the subconsultants are included as additional insureds. Consultant shall obtain and monitor the certificates of insurance from each subconsultant in order to assure compliance with the insurance requirements. Consultant must retain the certificates of insurance for the duration of this Agreement, and shall have the responsibility of enforcing these insurance requirements among its subconsultants. The City shall be entitled, upon request and without expense, to receive copies of these certificates of insurance. Insurance Policy Endorsements. Each insurance policy hereunder shall include the following conditions by endorsement to the policy: (1) Each policy shall require that thirty (30) days prior to the expiration, cancellation, non -renewal or any material change in coverage, a notice thereof shall be given to City by mail to: City Manager, City of Round Rock 221 East Main Street Round Rock, Texas 78664 Consultant shall also notify City, within ten (10) days of receipt, of any notices of expiration, cancellation, non -renewal, or material change in coverage it receives from its insurer. (2) Companies issuing the insurance policies shall have no recourse against City for payment of any premiums or assessments for any deductibles which all are at the sole responsibility and risk of Consultant. 11 (3) Terms "the City" or "the City of Round Rock" shall include all authorities, boards, commissions, departments, and officers of City and individual members, employees and designated agents in their official capacities, or while acting on behalf of the City of Round Rock. (4) The policy clause "Other Insurance" shall not apply to any insurance coverage currently held by City, to any future coverage, or to City's Self -Insured Retentions of whatever nature. (5) Consultant and City mutually waive subrogation rights each may have against the other for loss or damage, to the extent same is covered by the proceeds of insurance. Cost of Insurance. The cost of all insurance required herein to be secured and maintained by Consultant shall be borne solely by Consultant, with certificates of insurance evidencing such minimum coverage in force to be filed with the City. 1.21 COMPLIANCE WITH LAWS, CHARTER AND ORDINANCES Consultant, its consultants, agents, employees and subcontractors shall use best efforts to comply with all applicable federal and state laws, the Charter and Ordinances of the City of Round Rock, as amended, and with all applicable rules and regulations promulgated by local, state and national boards, bureaus and agencies. Consultant shall further obtain all permits, licenses, trademarks, or copyrights required in the performance of the services contracted for herein, and same shall belong solely to the City at the expiration of the term of this Agreement. 1.22 FINANCIAL INTEREST PROHIBITED Consultant covenants and represents that Consultant, its officers, employees, agents, consultants and subcontractors will have no financial interest, direct or indirect, in the purchase or sale of any product, materials or equipment that will be recommended or required hereunder. 1.23 DESIGNATION OF REPRESENTATIVES The City hereby designates the following representative authorized to act in its behalf with regard to this Agreement: Daniel Saucedo, Systems Administrator 221 East Main Street Round Rock, TX 78664 Consultant hereby designates the following representative authorized to act in its behalf with regard to this Agreement: Adam Rujan., Partner Plante & Moran, PLLC Post Office Box 307 Southfield, MI 48037-0307 12 1.24 NOTICES All notices and other communications in connection with this Agreement shall be in writing and shall be considered given as follows: (1) When delivered personally to recipient's address as stated herein; or (2) Three (3) days after being deposited in the United States mail, with postage prepaid to the recipient's address as stated in this Agreement. Notice to Consultant: Adam Rujan., Partner Plante & Moran, PLLC Post Office Box 307 Southfield, MI 48037-0307 Notice to City: City Manager, City of Round Rock 221 East Main Street Round Rock, TX 78664 AND TO: Stephan L. Sheets, City Attorney 309 East Main Street Round Rock, TX 78664 Nothing contained in this section shall be construed to restrict the transmission of routine communications between representatives of the City and Consultant. 1.25 APPLICABLE LAW; ENFORCEMENT AND VENUE This Agreement shall be enforceable in Round Rock, Texas, and if legal action is necessary by either party with respect to the enforcement of any or all of the terms or conditions herein, exclusive venue for same shall lie in Williamson County, Texas. This Agreement shall be governed by and construed in accordance with the laws and court decisions of Texas. 1.26 EXCLUSIVE AGREEMENT The terms and conditions of this Agreement, including exhibits, constitute the entire agreement between the parties and supersede all previous communications, representations, and agreements, either written or oral, with respect to the subject matter hereof. The parties expressly agree that, in the event of any conflict between the terms of this Agreement and any other writing, this Agreement shall prevail. No modifications of this Agreement will be binding 13 on any of the parties unless acknowledged in writing by the duly authorized governing body or representative for each party. 1.27 DISPUTE RESOLUTION If a dispute arises under this Agreement, the parties agree to first try to resolve the dispute with the help of a mutually selected mediator. If the parties cannot agree on a mediator, the City shall select one mediator and Consultant shall select one mediator and those two mediators shall agree upon a third mediator. Any costs and fees, other than attorney fees, associated with the mediation shall be shared equally by the parties. The City and Consultant hereby expressly agree that no claims or disputes between the parties arising out of or relating to this Agreement or a breach thereof shall be decided by any arbitration proceeding, including without limitation, any proceeding under the Federal Arbitration Act (9 USC Section 1-14) or any applicable state arbitration statute. 1.28 FORCE MAJEURE Notwithstanding any other provisions hereof to the contrary, no failure, delay or default in performance of any obligation hereunder shall constitute an event of default or breach of this Agreement, only to the extent that such failure to perform, delay or default arises out of causes beyond control and without the fault or negligence of the party otherwise chargeable with failure, delay or default; including but not limited to acts of God, acts of public enemy, civil war, insurrection, riots, fires, floods, explosion, theft, earthquakes, natural disasters or other casualties, strikes or other labor troubles, which in any way restrict the performance under this Agreement by the parties. Consultant shall not be deemed to be in default of its obligations to the City if its failure to perform or its substantial delay in performance is due to the City's failure to timely provide requested information, data, documentation, or other material necessary for Consultant to perform its obligations hereunder. 1.29 SEVERABILITY The invalidity, illegality, or unenforceability of any provision of this Agreement or the occurrence of any event rendering any portion of provision of this Agreement void shall in no way affect the validity or enforceability of any other portion or provision of this Agreement. Any void provision shall be deemed severed from this Agreement, and the balance of this Agreement shall be construed and enforced as if this Agreement did not contain the particular portion of provision held to be void. The parties further agree to amend this Agreement to replace any stricken provision with a valid provision that comes as close as possible to the intent of the stricken provision. The provisions of this Article shall not prevent this entire Agreement from being void should a provision which is of the essence of this Agreement be determined void. 14 1.30 STANDARD OF CARE Consultant represents that it is specially trained, experienced and competent to perform all of the services, responsibilities and duties specified herein and that such services, responsibilities and duties shall be performed, whether by Consultant or designated subconsultants, in a manner acceptable to the City and according to generally accepted business practices. 1.31 GENERAL AND MISCELLANEOUS The section numbers and headings contained herein are provided for convenience only and shall have no substantive effect on construction of this Agreement. No delay or omission by either party in exercising any right or power shall impair such right or power or be construed to be a waiver. A waiver by either party of any of the covenants to be performed by the other or any breach thereof shall not be construed to be a waiver of any succeeding breach or of any other covenant. No waiver of discharge shall be valid unless in writing and signed by an authorized representative of the party against whom such waiver or discharge is sought to be enforced. This Agreement may be executed in multiple counterparts, which taken together shall be considered one original. The City agrees to provide Consultant with one fully executed original. IN WITNESS WHEREOF, the parties have executed this Agreement on the dates hereafter indicated. City of Round Rock, Texas Attest: By: Title: Date Signed: Plante & Moran, PLLC By: t.a t- L Printed Nan �, �r { Z , ") v r� 4 Title: )1/11./ J Date Signed: "7— ? - G 15 544A, ciato2 Sara L. White, City Secretary For Approved , s to Form: 40 15 teph. L. Sheets, City Attorney fsk LIST OF ATTACHED EXHIBITS Exhibit "A" Scope of Work Exhibit "B" Timeline entitled "City of Round Rock IS Analysis and Business Process Analysis Consultant Services Project" Exhibit "C" Pricing entitled "City of Round Rock - IS Assessment and Analysis Services Roles and Responsibilities Matrix" Exhibit "D" City's RFP 08-015, Specification Number 08-918-29 dated March 2008, including Attachment A entitled "City of Round Rock Insurance. Requirements," "City Response to Submitted Questions," and "City of Round Rock Request for Proposals Addendum No. 1" dated April 16, 2008 Exhibit "E" Plante & Moran's Proposal responsive to "City of Round Rock Information Systems Assessment and Business Process Analysis Request for Proposal #08- 918-29" dated April 28, 2008 16 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2 PROPOSED SOLUTION 2.1 Project Overview The City of Round Rock is seeking the services of an external consultant to conduct an Information Systems Assessment and Business Process Analysis to guide the future direction of the City's application, data and supporting architecture in support of the City's business processes. The Plan shall include specific strategies to meet short and long terms goals. Short-term goals include the continual evaluation of City business processes to identify streamlining opportunities and to support efficient end-user reporting. Long-term goals include the documentation and evaluation of detailed business processes and definitions supported by the City to a level that would justify a potential redevelopment effort. 2.2 Project Approach We believe that the nature and complexity of this project requires: • Sound project management • A deep understanding of municipal government operational processes and supporting technologies • Knowledge of and experience in conducting System Assessments and Planning and development of IT Strategic Technology Plans The key to this project's success lies in the abilities of the individuals assigned to the project working closely with the City and ensuring that clearly understood project expectations are developed. Plante & Moran has assembled a project team that has the extensive "hands-on" experience required for project success. Our proposed methodology for this project and the project's scope, approach, work tasks, and deliverables are detailed in the following section. We view this process as very participatory and will be seeking input from a variety of stakeholders to assess the current and future system needs of the City and the degree to which they are being satisfied. Having conducted numerous Plans for municipalities over the last few years and using staff that have managed or participated on these projects, we are very comfortable in completing the project within a reasonable time frame. 2.3 Project Scope The scope of this engagement is to include the evaluation of City business processes and supporting technologies for all City departments with the following deliverables being produced: Phase 1: Document As -Is and To -Be Business Process, Systems and Architecture Environment • Assessment of current business processes and administrative systems at the City to include: o As -Is business process models o Assessment of existing technologies supporting the business processes o Issues and opportunities associated with City business processes o Data flow diagram associated with applications supporting City business processes o Develop Strategic Business Objectives and critical and unique functional business requirements for each process area and supporting systems • Documentation of the To -Be environment to include: o Conceptual model of To -Be process model o Recommended business process changes that may or may not require the deployment of new or upgraded technology o Future systems architecture alternatives Page 39 of 60 EXHIBIT April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 o Potential projects to be pursued to achieve the To -Be process model that may include enhancements or upgrades to existing systems or deployment of new systems o Data flow diagram of the To -Be systems environment Phase 2: Quantify Technical and Process Benefits and a Path to Achieve the To -Be Environment • Conduct a gap analysis to include the following: o Differences between As -Is and To -Be environments in areas of business processes, systems and supporting technology architecture o Benchmarking information regarding processes and systems as compared to best business practices o Document specific initiatives to include time, costs and resources to achieve the desired To - Be environment o Identify various options to achieve the future To -Be environment to include business process changes, system changes, change management issues, organizational issues, etc. o Document the estimated costs/benefits/savings of implementing and maintaining a future systems architecture solution as compared to the current technology environment o Document business process improvements achieved through the deployment of new technology using a Return on Investment (ROI) analysis 2.4 Anticipated Project Deliverables We anticipate the following deliverables to be developed as a result of conducting this project with the predominant deliverables bolded and italicized: Phase 1: • Project Plan • Project Kick -Off Meeting Material • Project Charter • Written Assessment of Current City Business Processes and Supporting Technologies • As -Is Data Flow Diagrams and Process Maps for Existing City Business Processes • Strategic Business Objectives and High -Level Functional Requirements • Documented To -Be Business Process, Data Flow and Systems Environment • Identification of Potential Alternatives to Achieve To -Be Environment Phase 2: • Written Gap Analysis between As -Is and To -Be Environment • Migration Steps to Achieve Future Technology and Business Process Environment • Documented Systems and Business Process Costs/Benefits/Savings/Risks for migrating to the To -Be Environment Page 40 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2.5 Intellectual Resources and Planning Tools Used Having conducted a large number of municipal -based Strategic Technology Plans and IT Assessments over the last few years, we have developed a number of methods and tools that have brought great value to the process. These tools were developed using existing published models while others were developed internally but may not necessarily be considered proprietary products. • Web -Based End -User Survey: We have developed and will distribute a web -based end-user survey to be completed by all City staff that provides input into different technologies being used within the City. • Departmental and Enterprise Areas of Focus Tool: Having developed a number of municipal - based technology plans, we have developed a tool that identifies common business applications and technologies that are relevant to a municipality at both an enterprise, line of business and departmental level. This tool will be used during the end-user interview process to gauge level of technology use as compared to other peer municipal -based organizations. • End -User Interview Questionnaire: We have developed and will use an interview questionnaire that will guide the departmental and cross -functional interviews. The intent of this questionnaire is to identify the strengths and weaknesses of current business processes and supporting technologies and to identify specific technology and operations based initiatives and projects to be implemented. 2.6 Planning Processes and Models As noted previously, the planning process that will be conducted with the City will involve a significant amount of end-user involvement from a variety of stakeholders each with their own perspectives and needs. As a result, an enterprise -based initiative such as the development of a City-wide Systems Plan can be a complicated and potentially risky undertaking if not conducted properly. Through our experience in conducting similar plans for a large number of municipal -based clients, we have identified the following lessons learned that enhance the development and acceptance of the Plan and its results: • Understand that a City is composed of departments that view themselves as individual business units with their own particular goals, objectives, issues and needs • Ensure that the project steering committee represents a good cross-section of City departments and elected officials • As a consultant, develop a good understanding of the overall City including history, general governance structure and specific issues and concerns for each of the stakeholder groups • Ensure that the planning process allows for input from as many City stakeholders as possible with the results reflected in the final report. For purposes of the project with the City, this would include end- user survey feedback, departmental interviews, IT staff interviews, cross -functional interviews and steering committee feedback. • Ensure that a complete project charter is developed and agreed to at the start of the project such that the end results of the project meet the expectations defined during the early stages of the project • Use benchmarking information as a data source to validate current and future directions for the County in various areas including funding, technologies used, governance structure, etc. • When developing key technology-based findings, ensure that there is a balance when documenting strengths and areas of improvement Page 41 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2.7 Project Risks and Containment Strategies A major part of standard project management methods is the process of risk management that includes risk identification and development of strategies to minimize the occurrence or impact of these risks or methods to prevent the risks from occurring. Having conducted similar projects for a number of other municipal -based clients, the following table identifies potential risks on the project and possible methods to effectively manage these risks. Additional risks will likely be identified during the course of developing the Plan and will be addressed accordingly. Risk Description Risk Mannement Strategy Documenting and communicating findings that are inaccurate resulting in significant questioning of the integrity of the document and the consultants who are conducting the project Allow City IT management staff to review and provide feedback on project findings prior to wider distribution of the results All relevant stakeholders are not included in the Planning process resulting in an outcome that does not necessarily reflect the needs of all relevant stakeholders in the City During the early stages of the project, ensure that all project stakeholders are identified and that opportunities for these stakeholders to provide input into the process is presented to them Prioritized strategies are not viewed by certain departments as important or relevant to their operations that results in them not accepting the contents of the Plan as it applies specifically to their needs and objectives Ensure that defined strategies are as broad-based as possible and provide the most significant advancement to the City as a whole Ensure that individual departmental technology needs and objectives are identified within the planning document and how identified strategies support these needs The assumptions including costs and savings used in developing the Plan are not realistic resulting in significant problems as the Plan is implemented. Ensure that all costs and benefits are factored into the analysis based on previous implementations with clients operating under similar situations. Ensure that the selected consultant has significant experience in deploying applications at a departmental, line of business and enterprise level across all departments. Change management activities that are relevant to significant technical and business process changes are not considered resulting in significant resistance from IT and departments in migrating to a future technology and business process environment. Ensure that all relevant stakeholders are included as part of the process. Identify and plan for the impact of migrating to a future systems and processing environment. Page 42 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2.8 Cost Benefit Analysis — Our Approach The goal of performing a technology cost benefit analysis is to determine whether the benefits, both quantitative and qualitative, outweigh the costs for implementing a technology project. In performing a cost benefit analysis, there are different financial analyses that can be calculated through quantification of the projects cost and benefit estimates. Some of the more prevalent metrics used by different organizations include: • Return on Investment (ROI): Average recurring net benefit divided by the total capital outlay. • Payback Period: The average length of time required to recover the cost of the investment. • Net Present Value (NPV): The total net benefit (or cost) of the project expressed in current dollars. When quantifying the costs and benefits, consideration should be given to both "hard" and "soft" costs and benefits. For purposes cost benefit analysis, these terms are defined as follows: A. Hard Costs: Those costs directly attributable to the project that will result in the direct outlay of money. Typically these are budgeted cost items. B. Soft Costs: Those costs or use of resources directly attributable to the project that do NOT result in the direct outlay of money. Typically these are not budgeted items. C. Hard Benefits: Those benefits directly attributable to the project that will result in direct savings or revenues and impact actual expenditures or revenues. D. Soft Benefits: Those benefits or resource efficiencies directly attributable to the project that do not result in the direct saving of money or direct inflow of money. Each technology project will have it's own costs and benefits, unique to that specific project. No two projects will have the same costs and benefits. There are however, various types of costs and types of benefits that may be common between various projects. Each project should be analyzed on it's merits. Some considerations may include: Hard Costs: 1) Technology / Vendor Costs: All project implementation costs paid to a technology vendor(s), including: a) Direct Technology Costs, initial investment including hardware, software, licensing, etc. b) Services Costs, including initial and recurring design, installation, configuration, training, data conversion, vendor project management, reporting, product modification or customization, technology integration and interfacing, initial project training, etc. 2) Increased Internal Staffing: Costs paid to hire additional internal staff (e.g. project team backfill staffing during project implementation or staffing for maintenance and support of the technology once the project has been fully deployed). Also, staff overtime costs or staff rewards attributed to the project. 3) Related Infrastructure Improvements: Any necessary infrastructure improvements that may have to be made in conjunction with the project to make the project successful 4) Ongoing Training Costs: Anticipated future training costs for existing or new staff. 5) Project Related Travel Costs 6) Other Miscellaneous Hard Costs Page 43 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Soft Costs: 1) Internal Project Staffing Costs: Costs associated with internal staff time involved in the implementation of the technology project, such as: a) Project "End user" staff time associated with project b) Internal IT staff time associated with the project c) Project Management d) Change Management 2) Documentation, both technical documentation and procedural documentation. 3) Project Workspace, such as establishing a training area. 4) Project Contingency: Based on the comfort level with the identification of project costs, consideration should be given to whether to include a project contingency to account for unanticipated requirements which may arise during the course of project deployment. Project contingencies are often estimated as an additional percentage of identified project costs. 5) Other Miscellaneous Opportunity or Soft Costs Hard Benefits: 1) Reduction / Elimination of Current Costs: Benefits associated with a reduction to current technology, including: a) Consolidation / replacement of existing systems b) Reduction in dedicated IT staff c) Reduction in outside contracts for maintenance or support d) Elimination of document or storage costs e) Other direct savings 2) Revenue Enhancement Opportunities: Consideration should be given to whether or not there is a potential to generate additional revenue through the deployment of a technology project by providing enhanced service levels or access to information. This may include potential: a) Tariffs — such as 911 surcharges b) User Fees — land record fees, convenience fees, etc c) Shared savings from collaborative arrangements — such as a shared PSAP 3) Process reengineering: Typically end user savings that can be budgeted, attributable to technology enabled productivity gains. 4) Other Budgeted or Quantifiable Benefits Soft Benefits: 1) Improvements to Staff Efficiency: Benefit associated with reduction of a staff person's time performing a particular function based on the deployment of the technology project, with the assumption that staff efficiency will allow for reallocation of staff time to other more value added activities. Examples may include: a) Elimination of duplicate effort and manual tasks b) Direct entry / self service / appropriate, secured access to information c) Cost avoidance Page 44 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 d) Better Resource Control: i) Centralization of functions, to gain efficiencies of process and economies of scale. ii) Better use of high cost resources, such as enabling management staff to delegate non - value added activities to lower cost staff. 2) Enhanced Decision Making : In many cases users will identify improve information access as a key to enabling better quality decisions. 3) Improved Data Integrity / Quality / Security : Benefits associated with mitigating or minimizing security concerns or data quality issues. 4) Enhanced Constituent Satisfaction : May include a broad spectrum of constituent benefits such as speed of services, access to information, self service options, etc. 5) Enhanced Service Effectiveness: May include a broad spectrum of staff benefits such as ability to reengineer services, staff safety (particularly in the public safety areas), staff self service options, etc. 6) Other Soft Benefits In evaluating the specific hard and soft costs and benefits for a particular project, the following concepts should considered: a) Stakeholder Input: Look for grass roots input and feedback on costs and benefits. Often, the direct stakeholders can not only assist with identifying types of costs and benefits, but frequently can provide input that will assist with quantifying those costs or benefits. b) Quantify Organizationally, Not Departmentally: Where possible, look to quantify costs and benefits across the organization. Many enterprise applications provide costs and benefits to multiple departments. In some cases, technologies can benefit multiple organizations (e.g. Multiple cities, city and county, etc). c) Estimates: Estimates are perfectly appropriate for a cost benefit analysis and should be considered just that, estimates. Estimates can always be challenged and will vary based on the individual doing the estimating. Estimates for hard costs and benefits may be comparatively easier to establish as they are more often based on empirical data. Soft cost and benefit estimates are arguably, more challenging. For technology purchases, vendors often can assist with identifying benefits, but effort should be taken to quantify these benefits as an internal effort. To estimate internal staff efficiencies, look, where possible to quantify savings on a micro level (transaction basis) and then extrapolate. d) Unquantifiable Costs and Benefits: Some soft costs and soft benefits are unable to be reasonably quantified. Examples may include risk reduction, opportunity cost, value to the constituent, quality improvement, etc. For such items, they should be understood, documented, and considered in conjunction with the quantifiable cost benefit calculations and metrics. e) Phase In of Benefits: Potential savings projections should be estimated considering their long term potential benefit. It is not always likely, however that all of the potential savings will be completely and fully realized. Additionally, with technology projects the potential savings will likely be less, initially, as the system is implemented; however may increase over time, as users accept the implications of the technology project and implement re -designed work processes to take advantage of new system capabilities. As such, it may be appropriate to phase in the benefits over time, by applying a percentage to the benefit estimates. f) Grouping of Related Projects: Circumstances may be that a series of related projects performed together, or over time, may yield a combined positive cost benefit. Where appropriate, consider combining multiple related project, defined separately in other technology planning efforts, into one, for cost benefit purposes. Then, consider the implementation schedule and phasing when projecting costs and benefits. Page 45 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 g) Implementation Schedule: Consider the timing of deployment of the project costs and benefits. h) Recurring Costs: Include any necessary maintenance and support costs, such as licensing, maintenance agreements, etc. that would result to retain the benefits of the project over time. i) Replacement: Where necessary, build in a hardware replacement cycle (hardware depreciation set aside) for any expected hardware upgrades. Process Redesign: It is recommended to undergo process redesign / reengineering in conjunction with technology project implementation, as appropriate, to maximize the realization of benefits of the technology project. k) Use Loaded Staff Costs: Any hard or soft costs or benefits that reflect staff utilization or reductions, should use the fully loaded employee cost, including salaries, benefits and any related fringes. Often, organizations will determine an average annual employee cost used for all cost benefit efforts. I) Inflation: Acknowledge reasonable inflation increases over time in cost benefit analysis and apply these inflation increases to ongoing costs. j) Page 46 of 60 Example ROI Analysis E Q LL R x i m ry Onm Yl N t fOO n��^ » » w M 1 D,E‘l 1§§0i$M§§§§§§H. 0 0 M » w M » RI w w v,u, pa m in g s »mal„& gag aag aig Potential Cost Savings RN N Q§ m ry n 8!Z » a z w '8 _��m8Sm.pRpgEl mnm M g M M p g p o O< w» a N N g g Rmgka ^ sio a is §M§M§gm E »arra ��ww� n1,1 o m `gym' urvNi o MN n » S n 0 v OA April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2.9 Project Work Plan Our proposed work plan is organized into the following Phases: • Phase 1: Develop Project Management Plan and Document As -Is and To -Be Environment • Phase 2: Conduct Gap Analysis and Develop Migration Plan 2.9.1 Phase 1: Develop Project Management Plan and Document As -Is and To -Be Environments Phase Objective and Summary of Activities: The purpose of this phase is to conduct activities that are relevant to managing the project and enhancing its success for the City of Round Rock. Additionally, this phase will also include activities required to document and assess the existing systems and business processing environment (As -Is) and develop a conceptual model of the To -Be systems and business processing environment. The major activities to be performed are as follows: • Conduct planning sessions to confirm approach, scope, milestones, timeframe and governance structure for the project • Define project organizational structure • Develop a project charter that provides a framework from which the project will progress • Develop a project timeline for accomplishing the required project activities • Facilitate project kick-off meeting • Conduct periodic status meetings to monitor project progress • Collect and Review Documentation • Conduct IT Staff Interviews • Conduct Departmental Interviews • Conduct Cross -Functional Operational Review Sessions • Document Strategic Objectives and High -Level Business Requirements • Document and Assess Existing Business Processes and Supporting Technologies • Document Existing Data Flows • Document To -Be System Architecture and Initiatives 1. Project Initiation Planning sessions will be conducted with appropriate City staff to introduce the project team, finalize the project scope, deliverables and timetables. These objectives will be accomplished through the development of a project charter, detailed project plan, and regularly scheduled progress meetings. These steps are described below. 2. Define Project Organizational Structure Our approach to each consulting engagement is structured to provide the services and level of professional support required to meet the individual needs of the client. We will work jointly with the City Project Manager to design a process that will meet the overall needs of the City. As standard practice in the majority of our engagements, especially those related to technology and process transformation, we have designed a very collaborative approach to create high probability of implementation success. Page 48 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 3. Develop Project Charter At the start of the project, a project charter will be developed that will provide a framework for the following areas of focus: • Project overview • Vision statement • Project stakeholders • Project influences • Scope plan (both in and out of scope items) • Project staffing 4. Develop Detailed Project Plan We will incorporate the following into a detailed Microsoft Project TM Plan: • Major phases and milestones • Work tasks and their due dates with assigned responsibility • Task interdependencies 5. Conduct Project Kick -Off Meeting We intend to conduct a project kick-off meeting that will define the objectives, timing, scope, anticipated City staff involvement and other items relevant to the project. Information collected during this meeting will provide additional input into the development of the Project Charter. 6. Schedule and Moderate Periodic Project Status Meetings Continuous feedback is the key to a successful implementation. In this way, problems can either be avoided entirely, or addressed early on, to minimize wasted effort and keep the project on schedule. We will schedule periodic meetings with the City to report on the status of the project. 7. Collect and Review Documentation Plante & Moran will review existing documentation to gain a comprehensive understanding of the City's current technology environment. Documents to be reviewed will include the following: • Relevant operating policies and procedures • Relevant process and functional descriptions and process flow diagrams • Existing data flow diagrams • Organizational charts • Cost models, current operating budget detail, purchasing plans for pertinent technology, etc. • Relevant hardware, software and communications diagrams, and/or other documents, illustrating the layout, networking, etc. • Application inventory • Outstanding enhancement requests on current relevant systems • Listing of any functional requirements for current systems or planned replacement systems • Locations of all sites involved in the project, identification of sites that share common property, identification of sites to be visited, and schedules of staff for visits • City standards for hardware, software, network operating systems, configurations and protocols, etc. Page 49 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 • Existing strategic objectives and business requirements that have already been developed for current and planned systems -related projects 8. Conduct IT Staff Interviews We anticipate having an initial set of meetings to review the existing technology environment at the City to include a review of the following areas: • Software and hardware environment • Networking and communications environment • Data environment • IT governance structure We also intend to obtain and review any pertinent information related to items that have been collected. 9. Conduct Comparative Research We will research current technologies being used by other municipalities and anticipated to be available for the City's use. We have various research materials available at our disposal including: • Prior Strategic & Technical Plans conducted for Plante & Moran clients • Sample technology plans from other municipalities • Prior comparative research performed for other municipalities • Access to governmental professionals in well over 250 local and County governments broad base for "Best Practices" research • Participation in, and access to, the resources of various State and National associations • Internet access to corporate web sites, white papers, independent technology evaluation • Gartner Group, University of Syracuse, other information systems resource directories • Miscellaneous periodicals covering the latest Internet, information systems and developments • Reports and briefings from numerous vendors' consultant liaison programs We will take the results from our "Best Practices" research and conduct applicable comparisons with the City including the following areas: • Technology applications and trends • Information technology funding levels and the allocation of those funds • Alternate service delivery options that are being used • Technology maturity in the use of various technologies (e.g., document imaging, e -government, CRM, etc.) • Other areas deemed necessary , giving us a reports, etc. technology 10. Conduct Departmental Interviews We anticipate using a participative approach involving City staff interacting with our consultants to assess current administrative systems and business processes, identify the strengths and limitations in existing systems, identify process improvements, realistic timelines, and staffing impacts. We have found that an inclusive approach tends to yield the greatest return to the client and dramatically improves implementation Page 50 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 success rates. After reviewing the documentation collected, Plante & Moran will conduct interviews with departments who are designated as process owners for the various City business processes. During the interviews, we will discuss key current business and technological workflows and processes within the City in preparation for follow-up cross -functional review sessions. These interviews will address the following areas: • Inventory of existing business processes and supporting systems • Identification of process and system deficiencies/limitations and discussion of proposed solutions • Development of high-level business flows for each of the departmental business processes • Review and confirmation of existing data flows between systems supporting these business processes • Identification of shadow systems that have been developed • Plans for process changes over the near -to -long term 11. Conduct Cross Functional Operational Review Sessions The cross functional interviews are intended to bring together individuals who are directly involved in the business processes conducted within the City. These sessions will include staff, supervisory personnel, key internal customers, and information technology representatives to identify and discuss key work flow processes for those processes that span multiple departments or the enterprise as a whole. This cross - functional approach of involving staff and internal customers is suggested to provide a broad understanding of the processes and their impact on each unit's operations and unique requirements. We will include key departmental representatives in order to assist in a successful change management process. This approach will allow us to address the following: • Existing and relevant operational and technological processes and workflows • Relevant methodologies, policies and procedures • Usage of enabling technology systems • Issues and opportunities within each of the process areas • Plans for technology and process changes over the near -to -long term • Identification of deficiencies and limitations within existing systems and processes Our approach to the interviews in this and subsequent work plan tasks will be both educational and investigative: Educational • Advantages/Disadvantages of a new integrated ERP in open environments • Advantages/Disadvantages of re -designed and technology -enhanced processes • Costs and benefits of re -designed and technology -enhanced processes Investigative • Business processes in all areas of City operations • Interaction between processes • Integration requirements between applications / technologies • Organizational limitations and barriers to change that may hinder the implementation of process re- designs and new / enhanced technologies • Hardware and operating system standards • Functional deficiencies in the legacy ERP • Determining security, facility, communications (LAN/WAN), and other requirements for the new ERP Page 51 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 • Identifying staff concerns regarding process inefficiencies, paper dependencies, data handling redundancies, etc., and discuss proposed solutions • Discussing proposed new and/or upgraded technologies and services that the staff believes will be of benefit to their department's operations and to the quality of customer services • Identifying staff concerns regarding the support of legacy processes and technologies • Identifying current process and technology enhancement initiatives underway and their anticipated objectives • Identifying current and anticipated data sharing requirements between the City departments, with entities outside the City, and with customers The major deliverables from these sessions for each process area will be as follows: • Strategic business objectives for that process • Functional and business system requirements and needs • As -Is process maps • As -Is data flow diagram • High level To -Be process maps • To -Be data flow diagrams • Issues and Opportunities report where the "issues" will be areas for improvement (e.g., redundant steps, functional deficiencies, "shadow" systems [ledgers, spreadsheets, word processing files, forms] that staff use in parallel with the legacy systems, processes that are time and paper intensive, etc.). The "opportunities" will be the results of our benchmarking the "issues" with our knowledge of Best Practices and experience with other governmental clients. 12. Document To -Be System Architecture and Initiatives Information collected from previous steps will be used to develop recommendations for a future systems architecture and initiatives in which to migrate from the As -Is to the To -Be business process and technology environment. Alternative solutions will be presented for further evaluation in Phase 2 of the project. Page 52 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 2.9.2 Phase 2: Conduct Gap Analysis and Develop Migration Plan and Financial Analysis Phase Objective and Summary of Activities: The purpose of this set of activities is further detail the alternatives that were identified and presented in the previous phase such that a detailed migration plan including costs and timing is developed. This will include the following activities: • Conduct a gap analysis to document differences between the As -Is and To -Be systems and business process environment using "best business practices" • Document migration paths and operational requirements to achieve the To -Be environment • Document projects/initiatives to achieve the To -Be environment including costs, timing, organizational impacts and change management impact • Conduct a detailed analysis to achieve the future systems environment including the costs, benefits, savings, risks and timing • Conduct a financial analysis weighing the costs against the benefits and savings for migrating to the future systems environment • Conduct Gap Analysis A gap analysis will be conducted to document the differences between the As -Is and To -Be process and systems environment. The gap analysis will be based on knowledge that we have gained working with numerous other municipalities in the conducting of operational reviews or development of Strategic Technology Plans at a departmental or enterprise -level. • Document Migration Path Projects and initiatives identified in Phase 1 will be further detailed to provide specific information on each initiative required to migrate to the To -Be environment to include: • Costs • Benefits • Risks • Timing • Technology changes • Process changes • Organizational impact in terms of job functions, roles and responsibilities • Estimated level of effort of City time • Dependencies Page 53 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 • Document To -Be Infrastructure Costs, Benefits and Savings For each technology -related initiative, additional information will be developed that documents all on-going costs for operation of the new technical environment. This information will be compared against current technology costs to quantify estimated savings for implementing the new technology architecture. In some cases, future costs may be higher than current costs. Cost information will be estimated based on the following cost categories: Initial Implementation / Upgrade Costs: • Software vendor(s): o Software installation services o Training services o Implementation services o Project management services o Report development assistance o Conversion services o Software modifications o Interface development o Process redesign assistance o Forms development services o Testing assistance services o Documentation services o Travel and lodging costs o Prime contractor responsibilities • City staff costs (hard and soft costs): o Staff overtime o Staff supplementation o Staff rewards during implementation o Project management office related costs • City infrastructure costs: o Upgraded desktop hardware and software o Upgraded network infrastructure o Upgraded data center o Other new technology o Disaster recovery plan o Software escrow agreement • Other City costs: o Staff travel for training o Training area establishment o Documentation development o Performance bond o Commodities & supplies o IT Department chargeback • License fees: o Software o Database o Report writer o Operating system o Other software • Hardware purchase and installation o Server o Storage o Capture devices o Field computing Page 54 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 On -Going Costs: • Maintenance fees: o Software o Database o Report writer o Hardware o Other • IT staff support costs • Other staff support costs • Infrastructure costs • Periodic vendor update assistance • Upgrade analysis & interface re -design • ASP service costs • Escrow Agreement • Conduct Financial Analysis to Achieve To -Be Process and System Environment To make the determination as to the feasibility of remaining, upgrading, expanding or replacing current systems and processes, an ROI analysis will be completed. Both measurable organizational benefits and intangible benefits will be addressed as part of this analysis. • Prepare and Present Information Systems Analysis and Business Process Analysis Document The information prepared and compiled in the previous steps will be assembled into a comprehensive report. We anticipate preparing and presenting an Executive Summary of this document to City management with discussion pertaining to the detail within the document. It is anticipated that feedback from the presentation will be incorporated into a final document. Page 55 of 60 L C N coE ct- s Z Fri 11/14/08 co r- 0 0 Fri 11/14/08 W C 0 E c m O co R C C W Q 0 N m to O NH o 'C aTO` N y N o ch c Q .N 7 C m 0 Ts c N o 0 C O 0 E c 0 (6 0 C o l0 N a Q 0 C E 0 cu E N 0 T a) C C C (a O g E U CD Q O ca - Q 4_,o V O O y > > o re O 0 Ic a o • c H fa (C o y a o U U N D EXHIBIT CO CO CO OD O 0 O 0 C co W r C I- N N O._ ._ .— 2 LL LL LL Mon 7/21/08 O O O p N N O LL LL LL O _O CO CO CO OD CO 0 0 0 0 C C C CC C C C C C r 2 2 2 20 co 0 0 E Project Initiation Define Project Organizational Structure Develop Project Charter Develop Detailed Project Plan Conduct Project Kick -Off Meeting Schedule and Moderate Project Status Meetings Collect and Review Documentation Mon 7/21/08 Conduct IT Staff Interviews Mon 7/21/08 Conduct Comparative Research O Z. c o E o E co Project Summary i N N cn Y r O cn a` 0 N 0 L Mon 8/11/08 Tue 7/29/08 Mon 8/25/08 CO O CO CO 0 N N 0) as C 0) 0) O t LL LL F CO CO CO CO 00 0 O O 0 O N— 4- N Co N O . N 00 OD co co G) N C) N N I- k- 1- I- F- Conduct Cross -Functional Operational Review Sessions Document To -Be System Architecture and Initiatives Conduct Gap Analysis Document Migration Path r CO 0 M O LL Mon 9/15/08 Fri 10/10/08 Mon 9/22/08 co 0 M O LL Mon 10/13/08 0 E 0 0 0 O T E m O cE c o N > 0 LL O E a 4) O V) N T c U) .( 0)D 7 C C CO as (0 N C n (4 p 0 N (p O 8 co a` To. C a) m Q • c N m H E 0) N O > N N T U0 LE oU N Q o j 0 as 5 u_, E 2 N 7.5 T O (6 m c C co m U N d cal a 1- C -o LL C C (0 CD E m 1:12 0 -0 co 0 0 N 0 U CL External Tasks s� External MileTask 0. Ln .[ t i y N • Q ►- 0) a EXHIBIT 0 0 CO CO 0 0 0 0 0 $14,700 ( \\ \+ _ \ CO CO ,« e e qCO m a e $ ƒ$\ :\ ƒ)\ � \\ Project Organizational Structure Project Charter MS Project Plan Kick Off Meeting Project Collaboration Environment Supporting Documents IT Staff Questionnaire Responses IT Assessment Findings and Recommendations Benchmarking Results Departmental Interview Questionnaire End -User Survey Results End -User Survey Analysis EgfaiMigLua.liatizmiex, r. Participate in project planning meetings ' Work with the City in the development of a project organizational structure ` Work with the City in identifying roles and responsibilities for the various components of the project organizational structure • Identify estimated time commitment for each of the roles on the project • Work with the City in the development of a project charter Develop a draft project work plan that will be updated to a final form based on City feedback Maintain and update the project work plan Prepare kick-off meeting material. Conduct meeting Develop periodic project status reports. • Set-up the project collaboration environment. • Work with the City in establishing procedures regarding the use of the collaboration environment. Request list of documents to review. • Review requested documents. ' Conduct IT departmental staff information meeting. • Provide IT Staff Questionnaire. • Review IT Staff Questionnaire responses. " Interview IT staff. • Identify assessment areas to be included as part of the assessment. • Conduct the IT assessment with appropriate IT and other staff. • Compile findings and recommendations based on the assessment conducted. ' Review compiled benchmarking information. ' Present benchmarking results. * Provide available time slots in which to schedule staff interviews. ' Provide questionnaire to staff in preparation for the interviews. • Conduct the staff interviews. " Communicate the survey logistics matrix to the City. I' Work with the City in the roll-out and execution of the survey. ' Compile the survey results and present the analysis to the City. V• OMMEIr u *AEU Participate in project planning meetings Work with P&M in defining an appropriate project organizational structure "Assist in defining roles and responsibilities of the various project organizational components " Determine City staff that will fulfill the various roles defined • Assist in the development of the project charter Identify project steering committee ' Work with P&M to finalize project steps Review and approve the proposed project work plan Invite staff to participate in kick-off meeting. • Participate in initial project kick off meeting to introduce project to staff • Participate in project status meetings ' Work with P&M in determining what should be included in the collaboration environment ' Work with P&M in establishing guidelines around the use of the collaboration environment • Provide documents and information to P&M upon request. ' IT Staff to participate in informational meeting. • IT Staff to complete IT Staff Questionnaire. ` IT Staff to participate in interview sessions with P&M staff. ' Participate in IT environmental review sessions with P&M staff. • Provide additional technical documentation to P&M staff as requested. ' Compile benchmarking data. ' Review benchmarking results. "Coordinate scheduling of interviews with City staff. " City staff to prepare for interviews by reviewing interview questionnaire. * City staff participate in interview sessions. • Review the End -User survey logistics matrix and identify appropriate staff to help facilitate the roll-out and execution of the survey process. • Identify survey participants. Communicate intent of survey to City staff. • Participate in the review and analysis of the survey results. . ./ ) ft . 2. Define Project Organizational Structure 3. Develop Project Charter 4. Develop Detailed Project Plan 5. Conduct Project Kick -Off Meeting 6. Schedule and Moderate Project Status Meetings and establish Project Collaboration Center 7. Collect and Review Documentation 8a. Conduct IT Staff Interviews 8b. Review and Assess IT Environment 9. Conduct Comparative Research 10a. Conduct Stakeholder Interviews 10b. Conduct On -Line End -User Survey EXHIBIT NI CO a_ 0 2 re $ 0 VICV c0 ® a - s ® S ® 2 iK , R\ G it.OD � Q CO CNI CO CO To -Be System Architecture IT Vision and Directional Statements To -Be System Architecture Gap Analysis IT Governance Structure Migration Path Plan Projected Migration Costs On -Going Costs ROI Analysis IT Strategic Plan Executive Summary Totals:l, • Provide available time slots in which to schedule cross -functional sessions • Provide questionnaire and request for information to collect to attendees in preparation for the sessions Conduct the cross -functional sessions Document the results of the sessions • Review City developed data and process flow diagrams and provide feedback • Document to -be system architecture and related initiatives in preparation for the visioning session. ' Develop material for use in the visioning session. • Provide material to participants in advance of the session. • Work with City in identifying session participants. ' Facilitate visioning session analysis. • Document and distribute results of planning session. Develop gap analysis between As -Is and To -Be. • Facilitate development of an IT Governance Structure. *Develop further detail on initiatives to migrate from the As -Is to the To -Be environment. • Prepare projected costs for defined initiatives and on. going costs. • Prepare ROI for identified major projects. • Review and provide feedback on compiled ROI information 'Develop the draft IT Strategic Plan. • Develop the draft IT Program. • Document proposed IT Strategic Plan maintenance process. • Review and obtain feedback on the draft IT Strategic Plan. ' Finalize and distribute the IT Strategic Plan and Plan maintenance process. • Prepare Executive Summary of Plans for presentation to City Staff. • Conduct Plan presentations to City staff. • Identify cross -functional sessions to perform • Identify participants in the cross -functional sessions • Coordinate scheduling of cross -functional sessions with process owning departments • Participants to prepare for session by reviewing questionnaire and pulling together appropriate documents requested • Attendees participate in interview sessions • Process owners to review and provide feedback on session results Develop draft process and data flows • Make updates to flows based on P&M review and feedback ' Review proposed to -be system architecture. Identify participants for the planning session • Schedule session * Review materials in preparation for the planning session ' Participate in the planning session • Review results of planning session \ice r z att ...... Oft.-... - tdiail r' Review gap analysis information. • Participate in governance structure discussions. • Communicate and garner support for the proposed governance structure. • Review migration path plans. ' Work with P&M to finalize project listing and schedule. • Assist in providing City cost data. • Compile information in ROI template and provide to P&M for review • Make updates to the ROI information based on P&M review and feedback • Work with P&M on development of the draft IT Strategic Plan. • Review and provide feedback on the draft IT Strategic Plan and Plan maintenance processes. ' Identify and schedule stakeholders to participate in Plan presentations. • Participate in Plan presentations. 11. Conduct Cross Functional Operational Review Sessions 12. Document To -Be System Architecture and Initiatives 13. Conduct IT Visioning Session vq 14. Conduct Gap Analysis 15. Develop IT Governance Structure 16. Document Migration Path ;15:. Prepare Financial/ROI Analysis . Develop IT Plan . Finalize and Present the Plan St SPECIFICATION NO. 08-918-29 DATE: March 2008 City of Round Rock REQUEST FOR PROPOSALS INFORMATION SYSTEMS ASSESSMENT AND BUSINESS PROCESS ANALYSIS PART I GENERAL INFORMATION 1. PURPOSE The City of Round Rock requests proposals for a comprehensive analysis of current and future information systems. The City is seeking a master plan to address the City's needs and documentation of system requirements for a proposed automated system that will meet said needs. The strategic plan will include an organizational perspective on the business processes associated with best practices, best software solutions, business goals, and related data that are important to achieving those goals. 2. DEFINITIONS: The following definitions will be used for identified terms throughout the specification and proposal document: 2.1. Agreement — a mutually binding legal document obligating the Vendor to furnish the goods, equipment or services, and obligating the City to pay for it. 2.2. City — identifies the City of Round Rock, Travis and Williamson Counties, Texas. 2.3. Deliverables - the goods, products, materials, and/or services to be provided to the City by Proposer if awarded the agreement. 2.4. Goods - represent materials, supplies, commodities and equipment. 2.5. Proposal - complete, properly signed response to a Solicitation that if accepted, would bind the Proposer to perform the resulting agreement. 2.6. Proposer - identifies persons and entities that submit a proposal. 2.7. Purchase Order - is an order placed by the Purchasing Office for the purchase of Goods or Services written on the City's standard Purchase Order form and which, when accepted by the Proposer, becomes an agreement. The Purchase Order is the Proposer's authority to deliver and invoice the City for Goods or Services specified, and the City's commitment to accept the Goods or Services for an agreed upon price. 2.8. Services - work performed to meet a demand. The furnishing of labor, time, or effort by the vendor and their ability to comply with promised delivery dates, specification and technical assistance specified 2.9. Subcontractor - any person or business enterprise providing goods, labor, and/or services to a Vendor if such goods, equipment, labor, and/or services are procured or used in fulfillment of the Vendor's obligations arising from an agreement with the City. 2.10. Vendor (sometimes referred to as Contractor) - a person or business enterprise providing goods, equipment, labor and/or services to the City as fulfillment of obligations arising from an agreement or purchase order. 3. CONFLICT OF INTEREST 3.1. Effective March 1, 2006, Chapter 176 of the Texas Local Government Code (House Bill 914) requires that any vendor or person considering doing business with a local government entity disclose the vendor or person's affiliation or business relationship that might cause a conflict of interest with a local government entity. The Conflict of Interest Questionnaire form is available from the Texas Ethics Commission at www.ethics.state.tx.us. Completed Conflict of Interest Questionnaires may be mailed or delivered by hand to the City Secretary. If mailing a completed form, please mail to: City of Round Rock Sara White, City Secretary 221 East Main Round Rock, Texas 78664-5299 Page 1 of 9 EXHIBIT a nDn SPECIFICATION NO. 08-918-29 DATE: March 2008 3.2. Any attempt to intentionally or unintentionally conceal or obfuscate a conflict of interest may automatically result in the disqualification of the vendor's proposal. 4. CITY CONTACT: All responses for Request for Proposals (RFP), as well as any questions, clarifications or requests for general information are to be directed to: Randy Barker Purchasing Supervisor 221 East Main Round Rock, TX 78664-5299 Telephone (512) 218-3295 Fax (512) 218-7028 r b a rke r(c� ro u n d- ro c k. tx. u s 4.1. The individual above may be telephoned for clarification of the specifications of this Request for Proposals only. No authority is intended or implied that specifications may be amended or alternates accepted prior to closing date without written approval of the City. Under no circumstances will private meetings be scheduled between Proposer and city staff. 5. EX PARTE COMMUNICATION: 5.1. Please note that to insure the proper and fair evaluation of a proposal, the City of Round Rock prohibits ex parte communication (e.g., unsolicited) initiated by the Proposer to a City Official or Employee evaluating or considering the proposals prior to the time a formal decision has been made. Questions and other communication from vendors will be permissible until 5:00 pm on the day specified as the deadline for questions. Any communication between Proposer and the City after the deadline for questions will be initiated by the appropriate City Official or Employee in order to obtain information or clarification needed to develop a proper and accurate evaluation of the proposal. Ex parte communication may be grounds for disqualifying the offending Proposer from consideration or award of the solicitation then in evaluation, or any future solicitation. 6. PROPOSAL SCHEDULE 6.1. It is the City's intention to comply with the following proposal timeline: 6.1.1. Request for Proposals released 6.1.2. Deadline for questions 6.1.3. City response to all questions/addendums 6.1.4. Responses for RFP due by 3:00 p.m. March 27, 2008 April 11, 2008 April 18, 2008 April 29, 2008 NOTE: These dates represent a tentative schedule of events. The City reserves the right to modify these dates at any time, with appropriate notice to prospective Proposer. 6.2. All questions regarding the RFP shall be submitted in writing (either electronically, fax, or regular mail) by 5:00 pm on April 29, 2008 to above named City Contact. All interested firms will be provided with a copy of the questions submitted and the City's response. Questions shall be submitted to the contact named above. 7. PROPOSAL DUE DATE: 7.1. Sealed proposals are due no later than 3:00 p.m., April 29, 2008 to the office of the Purchasing Department. Mail or carry sealed proposals to: City of Round Rock, Texas 221 East Main Round Rock, Texas 78664-5299 7.2. Proposals received after this time and date will not be considered. 7.3. Sealed proposals should be clearly marked on the outside of packaging "DO NOT OPEN — RFP 08-015 INFORMATION SYSTEMS ASSESSMENT AND BUSINESS PROCESS ANALYSIS". 7.4. Facsimile or electronically transmitted proposals are not acceptable. Page 2 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 7.5. Each proposal and each proposal variation shall be submitted in one (1) original and five (5) copies. 8. PROPOSAL SUBMISSION REQUIREMENTS: Interested and qualified firms or teams shall: 8.1. Submit one (1) original and five (5) copies of materials that demonstrate their experience in performing projects of this scale and complexity. 8.2. Documentation shall include: 8.2.1. Identification of the firm/team responding to the RFP to include a brief summary of team member experiences. 8.2.2. A summary demonstrating the firm's/team's qualifications to satisfy all the technical areas identified in the specification. 8.2.3. A representative list of projects of a scale and complexity similar to the project being considered by the city. The list should include the project location, client, services provided by your firm for the project, term of sponsorship and an owner contact name. 8.2.4. Project timeline outlining the steps the firm would take in the implementation of the project. 8.3. Provide references: Provide the name, address, telephone number and point of contact of at least three clients that have utilized the same or similar product and services within the last 2 years. References may be checked prior to award. Any negative responses received may result in disqualification from consideration for award. Failure to include references with submittal may result in disqualification from consideration for award. 8.4. Identify any subcontractors to be used for this project. Experience, qualifications and references of the subcontractors shall be submitted. The City reserves the right to approve or disapprove all subcontractors prior to any work being performed. 9. CONFIDENTIALITY OF PROPOSAL CONTENT 9.1. All proposals submitted in response to this RFP shall be held confidential until an agreement is awarded. Following the agreement award, proposals are subject to release as public information unless the proposal or specific parts of the proposal can be shown to be exempt from the Texas Public Information Act. Proposers are advised to consult with their legal counsel regarding disclosure issues and take the appropriate precautions to safeguard trade secrets or any other proprietary information. The City assumes no obligation or responsibility for asserting legal arguments on behalf of potential Proposers. 9.2. If a Proposer believes that a proposal or parts of a proposal are confidential, then the Proposer shall so specify. The Proposer shall stamp in bold red letters the term "CONFIDENTIAL" on that part of the proposal, which the Proposer believes to be confidential. Vague and general claims as to confidentiality shall not be accepted. All proposals and parts of proposals that are not marked as confidential will be automatically considered public information after the agreement is awarded. 10. CLARIFICATION OF PROPOSALS 10.1. The City reserves the right to request clarification or additional information specific to any proposal after all proposals have been received. 11. EVALUATION CRITERIA: All proposals received shall be evaluated based on the best value for the City by considering all or part of the criteria listed below, as well as any relevant criteria specifically listed in the solicitation: 11.1. Price; 11.2. Long-term cost to the City to acquire Proposer's goods and services; 11.3. The extent to which the goods or services meet the City's needs; 11.4. Completeness, technical competence and clarity of the proposal; 11.5. Project process and outline; 11.6. Compliance with requested form and information; 11.7. Reputation of the Proposer and the Proposer's services; 11.8. Technical expertise; Page 3 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 11.9. Client list/sponsor reference and experience; 11.10. Proposer's past relationship with the City. All vendors will be evaluated on their past performance and prior dealings with the City to include, but not limited to, failure to meet specifications, poor quality, poor workmanship, late delivery. 12. EVALUATION PROCESS 12.1. A committee comprised of City Staff and others as appropriate will review the responses to the RFP and may develop a short list of firms/teams. 12.2. Interviews and/or demonstrations may be conducted with any responding firms/teams to discuss their qualifications, resources, and availability to provide the services requested. 12.2.1. Upon completion of the evaluation, the selection committee may recommend a firm/team for the project identified. 12.2.2. An agreement with the recommended firm/team for the project will then be negotiated. This process will be completed with the City Council's authorization to the Mayor for the execution of the agreement or the execution of the agreement by the City Manager. 12.3. The City of Round Rock will not provide compensation or defray any cost incurred by any firm related to the response to this request. The City of Round Rock reserves the right to negotiate with any and all persons or firms. The City of Round Rock also reserves the right to reject any or all proposals, or to accept any proposal deemed most advantageous, or to waive any irregularities or informalities in the proposal received, and to revise the process and/or schedule as circumstances require. PART II GENERAL TERMS AND CONDITIONS 1. AGREEMENT: The term of the Agreement resulting from the solicitation may be for five consecutive twelve-month periods of time from the effective date and shall remain in full force and effect unless and until it expires by operation of the term stated or until terminated or extended as provided herein. The City Manager reserves the right to: 1.1. Renew the Agreement for two additional periods of time not to exceed twelve months for each renewal provided both parties agree. 1.2. Review the following at the end of each twelve-month review period or renewal: 1.2.1. Vendor performance; 1.2.2. Price; 1.2.3. Continuing need; 1.2.4. Advancements in technologies and or service; 1.2.5. The City may terminate the Agreement with or without cause or may continue through the next twelve- month review or renewal period. 2. PRICE: The agreement price shall be firm for the duration of the agreement or extension periods except as provided for in paragraph below. No separate line item charges shall be permitted for either proposal or invoice purposes, which shall include equipment rental, demurrage, costs associated with obtaining permits or any other extraneous charges. 2.1. Proposal pricing shall reflect individual cost elements specific to each phase of the identified project as outlined. 3. PRICE ADJUSTMENT: The City may permit "unit price" adjustments upward annually, upon renewal of agreement, only as a result of a cost increase in goods or services in accordance with the Producers Price Index located at http://stats.bls.gov/DDi/home.htm. Any price increase shall be requested by the Vendor in writing and accompanied with the appropriate documentation to justify the increase. All price increases are subject to City approval before they become effective unto this agreement. The vendor may offer price decreases in excess of the allowable percentage change. Page 4 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 4. INTERLOCAL COOPERATIVE CONTRACTING Other governmental entities within the State of Texas may be extended the opportunity to purchase off of the City of Round Rock's solicitation, with the consent and agreement of the successful vendor(s) and the City of Round Rock. Such consent and agreement shall be condusively inferred from lack of exception to this clause in vendor's response. However, all parties indicate their understanding and all parties hereby expressly agree that the City of Round Rock is not an agent of, partner to, or representative of those outside agencies or entities and that the City of Round Rock is not obligated or liable for any action or debts that may arise out of such independently -negotiated "piggyback" procurements. 5. INDEMNIFICATION: The successful Proposer shall indemnify, save harmless and exempt the City, its officers, agents, servants, and employees from and against any and all suits, actions, legal proceedings, claims, demands, damages, costs, expenses, attorney fees and any and all other costs or fees incident to any work done as a result of this quote and arising out of a willful or negligent act or omission of the successful Proposer, its officers, agents, servants, and employees; provided, however, that the successful Proposer shall not be liable for any suits, actions, legal proceedings, claims, demands, damages, costs, expenses and attomey fees arising out of a willful or negligent act or omission of the City, it's officers, agents, servants and employees, or third parties. 6. INSURANCE: The successful Proposer shall meet or exceed ALL insurance requirements set forth by the City of Round Rock as identified in Attachment A to the specifications. Any additional insurance requirements of participating or cooperative parties will be included as subsequent Attachments and shall require mandatory compliance. 7. VENUE: The agreement shall be governed by and construed in accordance with the laws of the State of Texas. Venue shall be in the applicable court, Williamson County, Texas. 8. DISCLOSURE OF LITIGATION 8.1. Each Proposer shall include in its proposal a complete disclosure of any civil or criminal litigation or investigation pending which involves the Proposer or in which the Proposer has been judged guilty. 9. RIGHT TO REPRODUCE DOCUMENTATION AND OTHER INFORMATION 9.1. The City shall have the right to reproduce any and all manuals, documentation, software or other information stored on electronic media supplied pursuant to the agreement at no additional cost to the City, regardless of whether the same be copyrighted or otherwise restricted as proprietary information; provided, however, that such reproductions shall be subject to the same restrictions on use and disclosure as are set forth in the agreement. 9.2. The Awarded Proposer agrees to execute any non-exclusive copyright assignments or reproduction authorizations that may be necessary for the City to utilize the rights granted in this subparagraph. 10. INDEPENDENT CONTRACTOR 10.1. It is understood and agreed that the Contractor shall not be considered an employee of the City. 10.2. The Contractor shall not be within protection or coverage of the City's Worker' Compensation insurance, Health Insurance, Liability Insurance or any other insurance that the City from time to time may have in force and effect. 1. SCOPE OF WORK 1.1. PART III SPECIFICATIONS This project will evaluate the strategies needed to support the City's business processes in the future. The plan should include specific strategies to meet short and long term goals. Short-term goals include the continual evaluation of City business processes to identify streamlining possibilities, and supporting efficient end user reporting. Long-term goals include the documentation and evaluation of detailed business processes and definitions supported by the City to a level that would justify a potential redevelopment effort. Page 5 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 1.2. Requirements definition will address, but not be limited to, functional, technical, performance, interface, conversion, and security requirements. All functional requirements are developed based on "best business practices". Deliverables may include a requirements definition report for an in-house, custom -developed system or specifications to be included in a request for proposal (RFP). 1.3. Create a solid data architecture that can produce short-term and long-term goals. Develop a data architecture that will organize data so it can be shared among internal departments and external partners. Data sharing will be the primary benefit along with the elimination of duplicative data and improve quality so that the city decision -makers can work with reliable consistent data. 2. PHASE 1: (AS IS > TO BE) 2.1. Task 1: Proiect Management Plan 2.1.1. Meet with City's department stakeholders to begin project planning. 2.1.2. Produce and maintain detailed project management plan document which specifies target completion dates. 2.1.3. Conduct initial planning sessions to confirm the specific approach, tasks, milestones deliverables, schedule, roles and responsibilities and procedures that will be used to accomplish the overall goals and objectives of the project. 2.1.4. Provide weekly and monthly status reports. 2.1.5. Provide project timeline with major tasks, milestones and deliverables. 2.1.6. Facilitate project kick-off meeting with City Staff. Present project plan to City leadership. 2.2. Task 2: Assess Existing Administrative Systems 2.2.1. This phase will identify the administrative software systems and business processes currently utilized. This analysis will comprise interviews with key stakeholders, subject matter experts (SME), data stewards and technical specialist in each department. Document conceptual Process Model of existing processes ("as - is"). 2.2.2. Administrative systems in the following departments shall be addressed: 2.2.1.1. Administration 2.2.1.2. City Attorney 2.2.1.3. Engineering and Development Services (Building Inspections, Construction Inspections) 2.2.1.4. Finance 2.2.1.5. Information Technology & Communications (ITC)/Geographic Information Systems (GIS) 2.2.1.6. Fire 2.2.1.7. Human Resources 2.2.1.8. Library 2.2.1.9. Municipal Court 2.2.1.10. Parks and Recreation (Clay Madsen Recreation Center, Baca Senior Center) 2.2.1.11. Planning (Code Enforcement) 2.2.1.12. Police 2.2.1.13. Purchasing 2.2.1.14. Transportation (Streets, City Shop) 2.2.1.15. Utilities (Water/Waste Water, Water Treatment Plant) 2.2.1.16. Utility Billing Page 6 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 2.2.3. Deliverables: Conduct initial planning session to confirm overall project scope, objectives and development of a detailed project plan. Review and assess the City's administrative systems currently in use through a series of interviews with key stakeholders to capture information about the in -scope as -is business processes, existing technologies used, problems, issues and recommendations from each department. Resulting in a detailed systems architecture including a business process map and related data flow map at the department and organizational level. Functional business requirements documented at an appropriate level for the vendor to accomplish the remainder of the deliverables of the RFP. These requirements should be in a format such that can be used as a living document that can be re -used by the business area in the future. 2.3. Task 2: Assess information gathered Determine Alternative Solutions To Evaluate This phase will summarize the information gathered in Phase I and make systems architecture recommendations based on the inter -relationships of business processes, systems, and "best business practices". Document conceptual process model of proposed solutions ("to -be"). 2.3.1. 2.3.2. 2.3.3. 2.3.4. 2.3.5. 2.3.6. Identify future systems architecture alternatives. Identify initiatives to be pursued Identify potential enhancements or upgrades to existing systems. Identify potential new systems planned for implementation. Provide recommendations document. Deliverables: A detailed systems architecture document including a business process map and related data flow map at the department and organizational level. This document will include the prioritization of results; identification of proposed system clusters and data relationships. 3. PHASE 2: 3.1. Task 1: Gap Analysis 3.1.1. Determine and document the differences between our current environment from Phase I, Task 1 and the desired "To Be" environment described in Phase I, Task II. 3.1.2. Provide benchmarking based on "best business practices" and compare that level of performance to our current performance. 3.1.3. Provide strategic and operational analysis based on key measures: investment of time, human resources, technology and finances required to achieve our "To Be" architecture. Document the technical requirements that a new solution must comply with. Dependant or contingent issues based on analysis. 3.1.4. Provide specific recommendations at the organizational and operational levels that can be measured, achieved, and a timeline for completion (1-3, 3-5 and 5-10 yrs). 3.1.5. Deliverables: Provide both written, graphical gap analysis, benchmarking and documentation that summarizes our options, initiatives, technical enhancements, business process improvements, system software changes, migration processes, change management issues and timeline. 3.2. Task 2: Identify And Analyze Costs, Benefits And Risks 3.2.1. Evaluate the costs and benefits of acquiring, implementing and operating the future systems architecture. 3.2.1.1. Future Systems Architecture Cost Components 3.2.1.1.1. Costs to acquire, implement, operate and upgrade the future systems architecture based on gap analysis based timeline. 3.2.1.1.2. Costs to be built on estimates of ongoing operational costs that will be based on experience with other clients and knowledge of the marketplace and other similar projects. 3.2.1.1.3. Other operational cost estimates to be provided by the City as needed. 3.2.1.1.4. Cost of new system: 3.2.1.1.4.1. Software 3.2.1.1.4.2. Hardware Page 7 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 3.2.1.1.4.3. Implementation 3.2.1.1.4.4. Upgrades 3.2.1.1.4.5. Ongoing maintenance and management 3.2.1.1.4.6. Training 3.2.1.1.4.7. Other costs as identified 3.2.1.2. Future Systems Architecture Benefits/Savings 3.2.1.2.1. System Savings 3.2.1.2.1.1. Savings estimated to result from: 3.2.1.2.1.1.1. Retiring existing systems as relevant portions of the future systems architecture become operational; 3.2.1.2.1.1.2. Avoided costs that would likely be incurred to implement, maintain and upgrade planned/anticipated systems during the planning period. 3.2.1.2.1.1.3. Costs in this category are system operation and support costs, not user -related costs. 3.2.1.2.2. Process Improvements 3.2.1.2.2.1. Benefits and/or savings from process improvements resulting from moving to an environment that is supported by industry -standard best practices. 3.2.2. Deliverables: Review documentation of the City's hardware/systems infrastructure then calculate and document the estimated costs/benefits/savings of implementing and maintaining a future systems architecture solution. 3.3. Task 3: Perform Financial Analysis 3.3.1. Cost components of new system weighed against the systems savings and process improvement benefits of the new system to calculate the project's estimated return on investment over a ten-year planning period. 3.3.2. Standard financial analyses of dollar -quantifiable costs and benefits, adjusted for risk: 3.3.2.1. Net present value 3.3.2.2. Internal rate of return 3.3.2.3. Payback period 3.3.3. Deliverables: Quantify the major areas of savings and efficiencies to be derived from business process improvements associated with the implementation of a FUTURE SYSTEMS ARCHITECTURE with input from City staff. 4. OPTIONAUALTERNATIVE COMPONENTS 4.1. Consultants are encouraged to provide alternatives and options in their proposals that may create operational efficiencies, cost savings, or service improvements for the City. 4.1.1. All alternatives and options may be considered; 4.1.2. Alternative pricing shall also be included. 5. STAFFING 5.1. Project Organization 5.1.1. Vendor shall describe project organization for both startup and ongoing operations. 5.1.2. Vendor shall include organizational structure resources available, including number of staff and locations. Page 8 of 9 SPECIFICATION NO. 08-918-29 DATE: March 2008 5.2. Key Personnel 5.2.1. Vendor shall include the names and resumes for all key personnel who will be involved in this project. 5.3. Change of Project Personnel 5.3.1. Any change of assignment or responsibility for employees identified as key personnel in this project are subject to prior notification and approval by the City. PART IV INVOICE AND PAYMENT 1. INVOICING 1.1. Contractor shall submit one original and two copies of each invoice referencing the assigned Purchase Order number to the following address: City of Round Rock Accounts Payable 221 East Main Round Rock, TX 786645299 2. PROMPT PAYMENT POLICY 2.1. Payments will be made within thirty days after the City receives the supplies, materials, equipment, or the day on which the performance of services was completed or the day, on which the City receives a correct invoice for the service, whichever is later. The Contractor may charge a late fee (fee shall not be greater than that which is permitted by Texas law) for payments not made in accordance with this prompt payment policy; however, this policy does not apply to payments made by the City in the event: 2.1.1. There is a bona fide dispute between the City and Contractor concerning the supplies, materials, services or equipment delivered or the services performed that causes the payment to be late; or 2.1.2. The terms of a federal contract, grant, regulation, or statute prevent the City from making a timely payment with Federal Funds; or 2.1.3. There is a bona fide dispute between the Contractor and a subcontractor or between a subcontractor and its suppliers concerning supplies, material, or equipment delivered or the services performed which caused the payment to be late; or 2.1.4. The invoice is not mailed to the City in strict accordance with instructions, if any, on the purchase order or agreement or other such contractual agreement. 3. OVERCHARGES 3.1. Contractor hereby assigns to purchaser any and all claims for overcharges associated with this purchase which arise under the antitrust laws of the United States, 15 USGA Section 1 et sec ., and which arise under the antitrust laws of the State of Texas, Bus. and Com. Code, Section 15.01, et seq. Page 9 of 9 IFB No. 08-015 REQUEST FOR PROPOSALS ADDENDUM PURCHASING OFFICE CITY OF ROUND ROCK, TEXAS Addendum No. 1 Date of Addendum: April 16, 2008 The Above Request for Proposals (RFP) has been changed to include the following: 1. Attachment A — City of Round Rock Insurance Requirements All other terms and conditions of this RFP and specifications remain unchanged. Approved by: Randy Barker, Purchasing Supervisor 4/16/08 By the signatures affixed below, Addendum No. 1 is hereby incorporated into and made a part of the above referenced Request for Proposals. ACKNOWLEDGED Vendor Authorized Signature Date RETURN ONE COPY OF THIS ADDENDUM TO THE PURCHASING OFFICE, CITY OF ROUND ROCK WITH YOUR SEALED PROPOSAL. FAILURE TO DO SO MAY CONSTITUTE GROUNDS FOR REJECTION OF YOUR RESPONSE. ATTACHMENT A City of Round Rock Insurance Requirements ATTACHMENT A CITY OF ROUND ROCK INSURANCE REQUIREMENTS 1. INSURANCE: The Vendor shall procure and maintain at its sole cost and expense for the duration of the contract or purchase order resulting from a response to this bid/Specification insurance against claims for injuries to persons or damages to orooertv which may arise from or in connection with the performance of the work as a result of this bid by the successful bidder, its agents, representatives, volunteers, employees or subcontractors. 1.1. Certificates of Insurance and endorsements shall be furnished to the City and approved by the City before work commences. 1.2. The following standard insurance policies shall be required: 1.2.1. General Liability Policy 1.2.2. Automobile Liability Policy 1.2.3. Worker's Compensation Policy 1.3. The following general requirements are applicable to all policies: 1.3.1. Only insurance companies licensed and admitted to do business in the State of Texas shall be accepted. 1.3.2. Deductibles shall be listed on the Certificate of Insurance and are acceptable only on a per occurrence basis for property damage only. 1.3.3. Claims made policies shall not be accepted, except for Professional Liability Insurance. 1.3.4. Upon request, certified copies of all insurance policies shall be furnished to the City 1.3.5. Policies shall include, but not be limited to, the following minimum limits: 1.3.5.1. Minimum Bodily Injury Limits of $300,000.00 per occurrence. 1.3.5.2. Property Damage Insurance with minimum limits of $50,000.00 for each occurrence. 1.3.5.3. Automobile Liability Insurance for all owned, non -owned, and hired vehicles with minimum limits for Bodily Injury of $100,000.00 each person, and $300,000.00 for each occurrence, and Property Damage Minimum limits of $50,000.00 for each occurrence. 1.3.5.4. Statutory Worker's Compensation Insurance and minimum $100,000.00 Employers Liability Insurance. 1.3.6. Coverage shall be maintained for two years minimum after the termination of the Contract. 1.4. The City shall be entitled, upon request, and without expense to receive copies of insurance policies and all endorsements thereto and may make reasonable request for deletion, revision, or modification of particular policy terms, conditions, limitations, or exclusions (except where policy provisions are established by law or regulation binding either of the parties hereto or the underwriter of any of such policies). Upon such request by the City, the Vendor shall exercise reasonable efforts to accomplish such changes in policy coverage and shall pay the cost thereof. All insurance and bonds shall meet the requirements of the bid specification and the insurance endorsements stated below. 1.5. Vendor agrees that with respect to the required insurance, all insurance contracts and certificate(s) of insurance will contain and state, in writing, on the certificate or its attachment, the following provisions: Page 1 of 4 1.5.1. Provide for an additional insurance endorsement clause declaring the Vendor's insurance as primary. 1.5.2. Name the City and its officers, employees, and elected officials as additional insured's, (as the interest of each insured may appear) as to all applicable coverage. 1.5.3. Provide thirty days notice to the City of cancellation, non -renewal, or material changes 1.5.4. Remove all language on the certificate of insurance indicating: 1.5.4.1. That the insurance company or agent/broker shall endeavor to notify the City; and, 1.5.4.2. Failure to do so shall impose no obligation of liability of any kind upon the company, its agents, or representatives. 1.5.5. Provide for notice to the City at the addresses listed below by registered mail: 1.5.6. Vendor agrees to waive subrogation against the City, its officers, employees, and elected officials for injuries, including death, property damage, or any other loss to the extent same may be covered by the proceeds of insurance. 1.5.7. Provide that all provisions of this contract concerning liability, duty, and standard of care together with the indemnification provision, shall be underwritten by contractual liability coverage sufficient to include such obligations within applicable policies. 1.5.8. All copies of the Certificate of Insurance shall reference the project name, bid number or purchase order number for which the insurance is being supplied. 1.5.9. Vendor shall notify the City in the event of any change in coverage and shall give such notices not less than thirty days prior notice to the change, which notice shall be accomplished by a replacement Certificate of Insurance. 1.5.10. All notices shall be mailed to the City at the following addresses: Assistant City Manager City of Round Rock 221 East Main Round Rock, TX 78664-5299 City Attorney City of Round Rock 309 East Main Round Rock, TX 78664 2. WORKERS COMPENSATION INSURANCE 2.1. Texas Labor Code, Section 406.098 requires workers' compensation insurance coverage for all persons providing services on building or construction projects for a governmental entity. 2.1.1. Certificate of coverage ("certificate") - A copy of a certificate of insurance, a certificate of authority to self -insure issued by the Texas Workers' Compensation Commission, or a coverage agreement (TWCC-81, TWCC-82, TWCC-83, or TWCC-84), showing statutory workers' compensation insurance coverage for the person's or entity's employees providing services on a project, for the duration of the project. 2.1.2. Duration of the project - includes the time from the beginning of the work on the project until the CONTRACTOR'S /person's work on the project has been completed and accepted by the OWNER. 2.2. Persons providing services on the project ("subcontractor") in Section 406.096 - includes all persons or entities performing all or part of the services the CONTRACTOR has undertaken to perform on the project, regardless of whether that person contracted directly with the CONTRACTOR and regardless of whether that person has employees. This includes, without limitation, independent contractors, subcontractors, leasing companies, motor carriers, owner -operators, employees of any such entity, or employees of any entity, which furnishes persons to provide services on the project. "Services" include, without limitation, providing, hauling, or delivering equipment or materials, or providing labor, transportation, or other service related to a project. "Services" does not Page 2 of 4 include activities unrelated to the project, such as food/beverage vendors, office supply deliveries, and delivery of portable toilets. 2.3. The CONTRACTOR shall provide coverage, based on proper reporting of classification codes and payroll amounts and filing of any coverage agreements, that meets the statutory requirements of Texas Labor Code, Section 401.011(44) for all employees of the CONTRACTOR providing services on the project, for the duration of the project. 2.4. The CONTRACTOR must provide a certificate of coverage to the OWNER prior to being awarded the contract. 2.5. If the coverage period shown on the CONTRACTOR'S current certificate of coverage ends during the duration of the project, the CONTRACTOR must, prior to the end of the coverage period, file a new certificate of coverage with the OWNER showing that coverage has been extended. 2.6. The CONTRACTOR shall obtain from each person providing services on a project, and provide to the OWNER: 2.6.1. a certificate of coverage, prior to that person beginning work on the project, so the OWNER will have on file certificates of coverage showing coverage for all persons providing services on the project; and 2.6.2. no later than seven calendar days after receipt by the CONTRACTOR, a new certificate of coverage showing extension of coverage, if the coverage period shown on the current certificate of coverage ends during the duration of the project. 2.7. The CONTRACTOR shall retain all required certificates of coverage for the duration of the project and for one year thereafter. 2.8. The CONTRACTOR shall notify the OWNER in writing by certified mail or personal delivery, within 10 calendar days after the CONTRACTOR knew or should have known, or any change that materially affects the provision of coverage of any person providing services on the project. 2.9. The CONTRACTOR shall post on each project site a notice, in the text, form and manner prescribed by the Texas Workers' Compensation Commission, informing all persons providing services on the project that they are required to be covered, and stating how a person may verify coverage and report lack of coverage. 2.10. The CONTRACTOR shall contractually require each person with whom it contracts to provide services on a project, to: 2.10.1. provide coverage, based on proper reporting of classification codes and payroll amounts and filing of any coverage agreements, that meets the statutory requirements of Texas Labor Code, Section 401.011(44) for all its employees providing services on the project, for the duration of the project; 2.10.2. provide to the CONTRACTOR, prior to that person beginning work on the project, a certificate of coverage showing that coverage is being provided for all employees of the person providing services on a project, for the duration of the project; 2.10.3. provide the CONTRACTOR, prior to the end of the coverage period, a new certificate of coverage showing extension of coverage, if the coverage period shown on the current certificate of coverage ends during the duration of the project; 2.10.3.1. obtain from each other person with whom it contracts, and provide to the CONTRACTOR: 2.10.3.1.1. 2.10.3.1.2. a certificate of coverage, prior to the other person beginning work on the project; and a new certificate of coverage showing extension of coverage, prior to the end of the coverage period, if the coverage period shown on the current certificate of coverage ends during the duration of the project Page 3 of 4 2.10.3.2. retain all required certificates of coverage on file for the duration of the project and for one year thereafter; 2.10.3.3. notify the OWNER in writing by certified mail or personal delivery, within 10 calendar days after the person knew or should have known, of any change that materially affects the provision of coverage of any person providing services on the project; and 2.10.3.4. contractually require each person with whom it contracts, to perform as required by paragraphs (A thru G), with the certificates of coverage to be provided to the person for whom they are providing services. 2.10.3.5. By signing the solicitation associated with this specification, or providing, or causing to be provided a certificate of coverage, the Contractor is representing to the Owner that all employees of the Contractor who will provide services on the project will be covered by workers' compensation coverage for the duration of the project, that the coverage will be based on proper reporting of classification codes and payroll amounts, and that all coverage agreements will be filed with the appropriate insurance carrier or, in the case of a self-insured, with the Commission's Division of Self -Insurance Regulation. Providing false or misleading information may subject the Contractor to administrative penalties, criminal penalties, civil penalties, or other civil actions. 2.10.3.6. The Contractor's failure to comply with any of these provisions is a breach of contract by the Contractor that entitles the Owner to declare the contract void if the Contractor does not remedy the breach within ten calendar days after receipt of notice of breach from the owner. Page 4 of 4 RFP 08-015 CITY RESPONSE TO SUBMITTED QUESTIONS 1. Can the City be more specific as to the level of detail required for the Business Process Analysis portion of the project? CITY RESPONSE Please refer to PART III, SPECIFICATIONS, Item 2.2.3. We are seeking guidance in this area, but the level of detail will be dependent on the findings of the selected firm. 2. Does the City expect RFP ready requirements and specifications for each functional area? CITY RESPONSE Not in Phase 1; however, Phase 2 may require issuance of an RFP in some functional areas. It is anticipated that specifications will be developed as a cooperative effort between the City and selected vendor. Please see PART III, SPECIFICATIONS, Item 1.2. 3. Is the City looking for assistance in the acquisition/development process for recommended software? CITY RESPONSE This is not part of the scope of services for this particular RFP. We may seek these services in the future. 4. What type of budget does the City have for the acquisition/development of potential new software products? CITY RESPONSE No definitive budget has been determined for this project at this time but will evolve based on the fmal agreed scope of services. 5. Will a list of vendors submitting questions for this RFP be posted as an addendum to this RFP? If not, how may I obtain a list? CITY RESPONSE All questions and responses are provided to all known participating vendors. We do not believe it is relevant to identify the vendors that have submitted questions. 6. Is there an anticipated budget or proposed cost range? CITY RESPONSE See response to Question #4 7. Is there an anticipated timeline (how long does Round Rock expect the engagement to take)? CITY RESPONSE We are anticipating a start date on or before July 1. While we would prefer to complete this project as quickly as possible, we realize cost factors and proposed vendor approach will determine eventual timeline. 8. One of the deliverables is described as "...a business process map and related data flow map at the department and organizational level." Is Round Rock expecting one process map per department, process maps for all processes in each department, or process maps for high-level processes in each department? CITY RESPONSE High level processes at a minimum; however, as situation dictates, process maps for all processes in some functional areas may be necessary, specifically those processes that cross departmental lines. 9. Are there any business process reengineering efforts expected as part of or resulting from this engagement? It appears that only business process analysis is a part of this engagement (technical architecture and related recommendations and deliverables) but no business process recommendations. Is this a correct assessment? CITY RESPONSE Please see PART III, SPECIFICATIONS, Item 3.1.2. Provide benchmarking based on "best business practices" and compare that level of performance to our current performance. 10. Part II General Terms and Conditions, item 6. Insurance (page 5), mentions "Attachment A." It seems this may have been omitted from the RFP. Can the city provide us with this attachment or direct us to the place within the RFP where this is? CITY RESPONSE Attachment A will be included as Addendum #1 to the solicitation. The addendum was posted on the City website, www.roundrocktexas.gov/bids on 4/16/08 and distributed to all known participating vendors electronically the same day. In addition, a copy of the document will be included with this response as an attachment. You are required to acknowledge receipt of the addendum, sign, and return with your proposal. 11. Per item "11.6. Compliance with requested form and information" under Part I General Information (page 3), please provide us with a comprehensive list of or clarify which forms are to be completed and submitted along with our proposal. As needed, please supply us with these forms or links to the site(s) to download the forms. CITY RESPONSE We do not have required forms for Requests for Proposals. In responding to an RF P, firms have the liberty of submitting their proposals in the form of their choice. We do request that all submittals be clear and concise in addressing the requested components to ensure fair and accurate evaluation of each proposal. 12. We are aware of the requirement to complete and submit the "Conflict of Interest Questionnaire" form (item 3 under Part I); however, the RFP instructs vendors to mail this form to a different City contact person (Sara White) other than to the named proposal recipient (Randy Barker) under item 4. Should we provide a copy of our "Conflict of Interest Questionnaire" form, which will be sent to Ms. White, with our final proposal? CITY RESPONSE You may include the "Conflict of Interest Questionnaire" with your submittal or send separately to Sara White, City Secretary per RFP instructions. Either way you select to submit, the documents will be filed and maintained by the office of the City Secretary. Conflict of Interest documents received during solicitation are forwarded to the City Secretary upon receipt. City of Round Rock Information Systems Assessment and Business Process Analysis Request for Proposal #08-918-29 April 28, 2008 EXHIBIT 1 HE', plante— moran plate moran April 28, 2008 City of Round Rock Attn: Mr. Randy Barker Purchasing Supervisor 221 East Main Round Rock, TX 78664-5299 Dear Mr. Barker: Plante & Moran, PLLC 27400 Northwestern Highway P.O. Box 307 Southfield, MI 48037-0307 Tel: 248.352.2500 Fax: 248.352.0018 plantemoran.com Plante & Moran, PLLC is pleased to respond to your Request for Proposal (RFP) #08-918-29 to provide Information Systems Assessment and Business Process Analysis services for the City of Round Rock. Plante & Moran is uniquely qualified to assist the City of Round Rock on this important project. As the eleventh largest consulting and accounting firm nationally, we have extensive experience in serving the public sector. Additionally, Plante & Moran's proposed project team brings to this engagement extensive knowledge and experience gained in working with municipal clients in all facets of technology and operational consulting. We offer the following benefits: • Significant and recent experience in developing Strategic Technology Plans and conducting Technology Assessments for municipal clients including recent clients such as: • City of Des Moines, IA (population = 200,000) • City of Ann Arbor, MI (population = 115,000) • City of Lee's Summit, MO (population = 81,900) • City of Asheville, NC (population = 60,000) • City of Cleveland, OH (population = 400,000) • Johnson County, KS (population = 525,000) • Waukesha County, WI (population = 360,000) • Shelby Township, MI (population = 72,000) • Within the public sector, we are independent from all hardware, software and communications products and solutions allowing us complete independence when recommending solutions for our public sector clients • Significant experience in leading clients through the complete transition to a new systems environment including involvement in systems planning, needs assessment, software selection, contract negotiations, implementation planning and implementation management assistance • Significant experience in performing Software Acquisition and implementation related projects for municipal clients that have involved all aspects of municipal operations at a departmental, line of business and enterprise level • Significant experience in performing a variety of municipal operational studies and business process reviews related to all aspects of municipal operations and affiliated entities • Significant experience in providing a broad variety of technology services for municipal clients, having nearly 25 years experience in working with municipal organizations • Significant experience in conducting studies and assisting in the deployment of relevant municipal technologies including wireless, VOIP, document management and ERP systems • Continual research in current and emerging technologies, products and solutions relevant to municipal operations including Citizen Resource Management (CRM), wireless technologies, ERP systems, e -government applications, enterprise content management, enterprise asset management, communications systems and products, pen -based applications, biometrics and convergence • High level of client satisfaction in performing municipal -based technology services as evidenced by our recent recognition as a 2006 Partner in Excellence Award winner from Lake County, IL for our IT Assessment • Participation in numerous organizations serving municipal entities including Public Technology Institute (PTI), Government Management Information Sciences (GMIS) and Governmental Finance Officers Association (GFOA) • The ability to offer seasoned management consultants, with considerable industry experience to staff the entire engagement. During the course of this assignment, the City will be interacting only with experienced individuals in an effort to provide the best possible service from our Firm. • As accountants and advisors to over 1000 public agencies, our Firm is well recognized as one of the leading regional providers of independent, objective advice, serving government for over 50 years • The ability to offer the full resources and dedication of the Firm to successfully complete this assignment • A strong project team, blending public sector experience and knowledge of municipal operations Our proposed team blends the technology and municipal operations knowledge with seasoned, management consultants to work on this important initiative. We believe that based upon these experiences and the quality of our proposed team, we are well qualified to provide objective and comprehensive Assessment and Analysis Services for the City of Round Rock. If you have any questions concerning this proposal, or need to contact any of the project team members, please contact Mr. Adam Rujan. His contact information is as follows: Mr. Rujan is authorized monitoring process and pleased to attest to this #1 dated April 16, 2008. Mr. Adam Rujan, Partner 27400 Northwestern Hwy. P.O. Box 307 Southfield, MI 48037-0307 Phone Number: 248-223-3328 Fax Number: 248-603-5863 Email Address: Adam. Ruian(a�plantemoran.com to contractually bind the Firm. Plante & Moran has an extensive conflict of interest we are unaware of any conflicts with the city of Round Rock. If successful, we will be fact as required by the State of Texas. We also acknowledge receipt of Addendum Very truly yours, PLANTE & MORAN, PLLC Adam Rujan Partner April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 City of Round Rock, Texas Information Systems Assessment and Business Process Analysis Services Table of Contents 1 Qualifications 5 1.1 Plante & Moran Background and Experience 5 1.2 Organization — Government Consulting Services 5 1.3 Public Sector Services and Products 6 1.3.1 Technology Consulting & Solutions Services 7 1.3.2 Communication & Networking Services 8 1.3.3 Project Management and Oversight 8 1.3.4 Security Assurance Services 9 1.4 Plante & Moran Qualifications 10 1.5 References 12 1.5.1 Strategic Information Technology Plans 14 1.5.2 Other Municipal Projects 17 1.6 Plante & Moran Financial Information 20 1.7 Project Staffing 21 2 Proposed Solution 39 2.1 Project Overview 39 2.2 Project Approach 39 2.3 Project Scope 39 2.4 Anticipated Project Deliverables 40 2.5 Intellectual Resources and Planning Tools Used 41 2.6 Planning Processes and Models 41 2.7 Project Risks and Containment Strategies 42 2.8 Cost Benefit Analysis — Our Approach 43 2.9 Project Work Plan 48 2.9.1 Phase 1: Develop Project Management Plan and Document As -Is and To -Be Environments 48 2.9.2 Phase 2: Conduct Gap Analysis and Develop Migration Plan and Financial Analysis 53 3 Pricing 58 4 Exceptions 59 5 Terms and Conditions 60 Page 4 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1 QUALIFICATIONS 1.1 Plante & Moran Background and Experience Founded in 1924, Plante & Moran, PLLC is the largest regional management consulting and certified public accounting firm based in the Great Lakes Region and the eleventh largest management consulting and public accounting firm in the United States. Plante & Moran, PLLC operates as a partnership with staff of over 1,600 persons organized into four major service areas: Management Consulting, Accounting and Auditing, Tax Consulting, and Personal Financial Planning Services. Over the past several years, Plante & Moran has continually expanded the scope and experience of its Management Consulting Services Group. The firm is committed to continuing this growth by retaining and attracting qualified professionals to provide the broad range of management and technical services that are necessary to effectively serve the needs of our clients. Plante & Moran takes great pride in the quality of services it provides to its clients. We have a rigorous set of quality controls designed to provide assurance that professional standards are followed and our clients receive a high quality product. Plante & Moran takes equal pride in our people and our professional work environment. Some of the facts about our firm that we are proud of include: • Our partnership group is comprised of 19% women, which is the highest percentage of female equity partners among the nation's largest public accounting firms, according to CPA Personnel Report, a national public accounting trade publication. • Staff turnover rate below 15% which is significantly lower than that of other national public accounting firms. • The firm has been named to Fortune Magazine's "100 Best Companies to Work for in America" for the last nine years. • Plante & Moran's Management Consulting Group, consisting of over 160 dedicated consultants, is a versatile, full service consulting organization with a proven track record for providing quality professional services. Our emphasis and commitment to management consulting has resulted in the extension of the consulting practice into all major aspects of government addressing our clients' unique needs related to information technology, security, compliance, and policy. Plante & Moran has become a leader in providing services to governmental organizations. We presently work with well over 200 County and local governments. Our professionals have made substantial commitments to working with local, County and state government agencies. Our extensive experience with governmental clients has enabled us to assemble a project team that we believe is uniquely qualified to perform the proposed project. 1.2 Organization — Government Consulting Services Because of our broad governmental client base, we are able to devote the necessary time to specialize and thus provide maximum service. To assist us in this specialization, we are members of numerous municipal government professional associations that have a focus on the application of technology for government including: • Public Technology Institute (PTI), a Non -Profit organization created by and for cities and counties that works with a core network of leading government officials to identify opportunities for technology research, share best practices, offer consultancies and pilot demonstrations, promote technology development initiatives and develop educational programming. Page 5 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 • Government Management and Information Sciences (GMIS), an organization composed of municipal information technology directors within the State of Illinois with a primary goal to foster a unified effort among government entities to integrate and disseminate their respective research and design efforts in the area of automated information sciences. • Government Finance Officers Association (GFOA), an organization whose purpose is to enhance and promote the professional management of governments for the public benefit by identifying and developing financial policies and practices and promoting them through education, training and leadership. As a result of our continuing involvement with government organizations at all levels, we have acquired in- depth knowledge and experience in dealing with relevant technical, operational and procedural issues. This experience and knowledge, and our commitment to assure objectivity and a high level of independence, are fundamental to our proven and consistent ability to meet the needs of our governmental clients. To assure responsiveness to the needs of our clients, our consulting staff strives to maintain a high level of understanding of, and sensitivity to, the key issues that affect the operations of government organizations. At the current time, such issues include: • Increasing pressure to improve service despite shrinking budgets and diminishing resources • Reduced state and local budgets due to the current economic slowdown • Increasing competition from the private sector • Lack of staff training that would be instrumental in organizational change • Significant pressures from public interest groups • Increased legislative involvement in budgeting, appropriating, and disbursing of funds • Emerging awareness of the need to measure the benefits as well as the costs of services (i.e., cost effectiveness as well as cost efficiency) • Privatization of services to achieve more effective services at a lower cost Our professional staff, through training and experience, assists our clients in developing strategies for effectively coping with these, and other key management issues. 1.3 Public Sector Services and Products Plante & Moran has assumed a leadership role in providing consulting services to governmental entities. The range of services we provide includes the following: • Technology Consulting & Solutions • Communications & Networking Services • Project management and oversight • Operations analysis • Consolidation studies • Organizational planning and development • Financial management services • Human capital management and development • Market research services • Business planning and feasibility analysis • Employee benefits analysis • Assurance services Page 6 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Our approach to each consulting engagement is structured to provide the services and level of professional support required to meet the individual needs of the client. Although we have developed well-defined methodologies for conducting consulting engagements, we do not attempt to impose a rigid structure onto each assignment. Rather, we attempt to understand the fundamental challenges and opportunities of our clients and develop an approach that addresses those particular conditions. The relevant project references and staff backgrounds will highlight our expertise in providing solutions to our clients. An overview of the services provided by our firm that are relevant to this project are described in detail in the following subsections. 1.3.1 Technology Consulting & Solutions Services Plante & Moran's management consultants have made a significant commitment to assist governmental clients develop and implement appropriate technology. The services we offer address virtually all aspects of information systems including: • Strategic Information Technology planning • Information Technology Assessments including: o Organization o Administration o Technology • Communications and Networking including: o WAN/LAN architecture and development o Network analysis and optimization o Telecommunications o Voice/data/video integration o Performance assessment o Bandwidth utilization • Security Assurance including: o Information system reviews o System trust services o Network security reviews o SAS/70 reviews • Solution Delivery including: o Needs assessment o Cost benefit analysis o Requirements definition o Software selection o Contract negotiations o Process improvement o Implementation management • Outsourcing Analysis • e -Government Strategy and Development • Project Management Page 7 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 We have developed significant research capabilities to assist our clients in new and emerging technologies and issues. Our consultants have a variety of professional designations and are active participants in government technology organizations including PTI and GMIS. In addition, our consultants are very active in making presentations to a variety of governmental organizations on current issues. Our library of resource materials is readily available to our consultants to effectively satisfy our clients' unique needs. 1.3.2 Communication & Networking Services Plante & Moran's Communication & Networking consulting specialists have assisted numerous public and private sector clients in many aspects of telecommunications management. Many of our activities and efforts in this practice area are devoted to helping clients identify and realize improvement opportunities created by the dynamic and highly competitive telecommunications equipment and service industries. Our experience indicates that most governments have available to them opportunities to increase telecommunications service levels and/or reduce annual expenditures. Specific services provided by our consultants are designed to develop these opportunities. They include: • Large-scale network design and deployment • Identification of cost reduction opportunities in areas such as equipment, network, local and long- distance calling, cabling and maintenance • Identification of service and feature improvement opportunities in the existing system, or through implementation of more appropriate technology • Development of bid specifications through complete needs analysis for implementation of large-scale wide -area networks • Product, vendor analysis and final recommendation • Contract negotiation, implementation management and final payment audit • Ongoing management support for move and change activity, multi -vendor coordination and troubleshooting Additionally, Plante & Moran has a broad base of experience and expertise in related information technology areas including communication networks (LAN and WAN), cable television and wireless. 1.3.3 Project Management and Oversight Our firm has extensive experience in using a project management methodology based on the principles in the Project Management Body of Knowledge (PMBOK). PMBOK, a theory and set of principles developed by the Project Management Institute (PMI), provides a project management framework that can be used on projects of any size, type, complexity and industry to enhance the ability to complete projects on-time, within budget, within scope and meet the objectives desired by the client while managing change that frequently occurs on any project. Our consultants have received extensive project management training, have conducted seminars and training in project management theory for clients and have developed an extensive toolset of project management templates, tools and lessons learned for managing projects. In fact, many of these tools and templates have been adopted by our clients to manage their own internal projects. Elements of our approach to managing projects are as follows: • Assign personnel to areas of the project where their expertise is required • Ensure that project expectations and scope are clearly defined up -front through development of a project charter • Ensure frequent communications with the client • Identify and anticipate potential project risks to minimize their occurrence and impact • Closely monitor project timelines and budgets Page 8 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.3.4 Security Assurance Services Plante & Moran's Security team provides a variety of solutions to clients in many industries. that highlights our available services. Confidentiality issues - Confidentiality • IT risk and internal control assessment • Baseline network security assessments (layered approach — Internet, firewall, network, host, etc.) • Business Process/Application Security and Control Reviews Security Planning, Design & Implementation • Development of Policies and Procedures • Development of security awareness and training • Development of Overall Network Security Strategy and Plan • Specific security configuration (firewall, router, host and/or network servers, etc.) Security Administration & Monitoring • Internet / Perimeter monitoring • Critical systems monitoring • Enterprise monitoring Compliance issues: GLBA & HIPAA • Gap Analysis • IT Risk Assessment • Network Security Assessment/Penetration Studies • IT Policies and Procedure Development Section 404 Sarbanes-Oxley Act • Documentation and testing of IT Internal Controls • Documentation and testing of Application Security and Controls Availability of information issues: Recoverability/Availability • Risk and Service Level Profiling • Solutions Architecture • Implementation Management • Risk and Service Level Monitoring Below is a list Page 9 of 60 Profile. predict and improve through information availability Develop the ability to manage risk In digital enterprises Availab"'rs Recoverability Design, implement a ecover critical information maintain 24x7 following a disaster or information availability unplanned event April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.4 Plante & Moran Qualifications Plante & Moran has been providing ERP systems planning, software selection and implementation consulting services to governmental clients for the last twenty years. We provide the full -range of services related to the planning for, selection, contract negotiations and implementation of new technologies and processes for municipal governmental software. These experiences have included ERP modules and processes relevant to all organizational components of a municipal operation for both process owners and end-users. Through these experiences we have been able to derive best practices associated with ERP system functional requirements, processes and technologies that, taken together, maximize the value that can be delivered to stakeholders within and external to the City. Additionally, our ability to negotiate contracts that maximize value for the client both financially and relative to terms and conditions is well-recognized. Our contract negotiation capabilities frequently generate savings well in excess of our fees on the project. The following matrix identifies desired consultant capabilities, skills and core competencies required as part of this engagement and how our firm matches up against these criteria: Required Capabilities, Skills and Core Competency Plante & Moran Match IT certifications in appropriate areas of expertise for the senior team assigned to lead this engagement. Firm: As a certified public accounting firm that has been serving the municipal market for nearly 50 years, we can bring to bear necessary resources to ensure a successful engagement. Experience with governmental systems and implementations with a scope similar to the City's size of project. Firm: Our firm has been involved in assisting governmental clients in the selection and implementation of ERP solutions for nearly 20 years including clients of comparable size, complexity and platform environment to the City such as such as City of Cleveland, City of Livonia, City of Kalamazoo and City of Elgin. Additionally, we have been involved in numerous software selections for larger municipalities as well. Strong written and oral communications skills that engage the entire team and maintain efficient communications and decision-making throughout the engagement. The City requires candidates with experience giving technical or executive presentations and practicing disciplined documentation throughout the entire process. Firm: All of the senior staff assigned to the project regularly communicate with City Councils, County Boards and senior management within governmental organizations either as part of the facilitation of projects for the client or in giving oral presentations presenting the results of a project. Ability to form effective working relationships with management, supervisory, operational, and technical personnel from the city, other involved vendors, and any other stakeholders engaged in the success of this project. Firm: Our selection process is a very participatory one that includes senior management, technical staff, operational staff, outside vendors and other relevant stakeholders. We are very adept at working with all of these constituencies. Ability to work effectively in a multi -organizational environment. Firm: Projects that we are engaged to perform typically deal with larger municipal organizations that are internally complex and frequently involve the need to consider outside stakeholders including affiliated governmental agencies. Ability to take direction and then work without immediate supervision to stay focused on meeting the City's requirements with high satisfaction. Firm: Our team involves staff who are experienced and self -motivated requiring little direction while able to lead the project or phases they are responsible for. Page 10 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Required Capabilities, Skills and Core Competency Plante & Moran Match Demonstrate a willingness to implement innovative program and project management methodologies, approaches and tools. Firm: We regularly look for innovative ways in which to deliver our services in a more efficient and effective manner through the use of newer technologies and methods. For example, in multiple recent ERP implementations we have used a collaboration center (e.g. MS SharePoint) in which to manage all activities on the project that is accessed by the client, software vendor project manager and our internal project manager. Highly disciplined, focused leader, who can effectively assess project risk and take action to mitigate risks. Firm: Staff assigned to the project are experienced in these types of projects and use project management methods including regular assessment of project risk. Ability to consistently meet deadlines while exercising strong project and fiscal controls. Firm: Our staff is committed to meeting deadlines that are established by the client for an engagement while meeting both quality and fiscal controls. As an example, we recently developed a very comprehensive ERP RFP for a large municipal client within three months of the project start date. Professional behavior and appearance. Firm: Plante & Moran has a very rigorous hiring process to ensure that there is a fit between the individual and the core values of the firm that stress services to the client in a professional manner. Ability to provide clear direction to multiple stakeholders and hold them accountable for producing the required results. Firm: At the start of the project, we engage the various stakeholders on the project that will be required to provide input during the process to articulate what we will need from them and when. This information is captured in the project charter that is developed at the start of the project. Passion for escalating issues appropriately to ensure quick problem resolution. Firm: The process used on our projects ensures that any outstanding issues are quickly escalated such that delays in the project do not occur. This escalation process is defined during the early stages of the project. Furthermore, we will regularly conduct project reviews with client management to identify and discuss outstanding issues and risks. Proven ability to organize large projects, structure the processes for change management, risk management and project controls. Firm: Our staff is adept on the various aspects of managing and delivering large-scale information technology projects within the public sector. We are well aware of both the technical and organizational challenges in implementing a new ERP and regularly counsel our clients that implementing a new ERP will affect people, process and technology. Page 11 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.5 References Plante & Moran has a significant number of references that are directly relevant to this project that encompass the following types of projects: • Enterprise, business area specific and technology specific Information Technology Plans for public sector clients that include, as a major part of the planning process, a comprehensive review and assessment of the existing IT organization, administration and technology environment • ERP related projects included one or more phases of needs assessment, ROI analysis, solution selection, contract negotiations, operational redesign, change management and implementation management assistance • Enterprise, business area specific and technology specific Information Technology Assessments for public sector clients • Software Acquisition projects for municipal entities at a departmental, line of business and enterprise level • Other projects that reflect our deep understanding of municipal operations With respect to ERP -related initiatives, we have conducted an estimated number of 30 ERP related projects in the last five years that have included one or more phases of systems planning, needs assessment, ROI analysis, solution selection, operational redesign, contract negotiations and implementation management assistance. For all of the recent large-scale ERP projects performed, an extensive TCO analysis was conducted identifying initial and on-going costs related to the ERP. An ERP ROI analysis that was used to determine whether to proceed forward with the procurement of new ERP software, including all hard and soft costs, was conducted for the following two clients: • Fairfield County, OH • Urbana & Champaign Sanitary District, IL Within the last three years, we have conducted System Assessments or IT Strategic Plans for the following public sector clients with the project title and periods of performance noted. All of the strategic plans noted also included an assessment component of the project. Further details on these assessments and plans are provided in the reference sections. Client Name Project Title Period of Performance City of Des Moines, IA IT Strategic Plan February 2008 — April 2008 City of Lee's Summit, MO IT Services Management Study April 2007 — Oct 2007 City of Ann Arbor, MI Strategic Information Technology Plan Dec 2004 — June 2006 County of Waukesha, WI IT Assessment and Strategic Technology Plan Dec 2006 - June 2007 County of Johnson, KS IT Assessment and Strategic Technology Plan May 2006 - Aug 2007 Shelby Township, MI Strategic Information Technology Plan Spring 2006 — Fall 2006 Washtenaw County Road Commission, MI Strategic Information Technology Plan Jan 2006 — April 2006 Van Buren Township, MI Strategic Information Technology Plan August 2005 — Jan 2006 County of Lake, IL IT Assessment July 2005 — Nov 2005 County of DuPage, IL Strategic Technology Plan Jan 2005 — Oct 2005 County of Kalamazoo, MI IT Assessment Jan 2004 — June 2004 Page 12 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Furthermore, we have conducted a significant number of Software Acquisition projects and studies for our public sector clients with a summary listing of these clients as follows: Client Name Pro-ect Title Period of Performance County of Waukesha, WI Financial Applications Analysis April 2008 - Current City of Cleveland, OH FMIS Software Selection Fall 2006 — Current County of St. Louis, MO Municipal Court Software Selection and Implementation Management Assistance August 2007 - Current County of St. Louis, MO ERP Software Selection and Implementation Management Assistance April 2007 — Current Shelby Township, MI ERP Software Selection and Implementation Management Assistance March 2006 — Current City of Livonia, MI FMIS Implementation Management 2006 — Current City of Asheville, NC ERP Software Selection October 2007 — Current County of Hancock, OH ERP Selection and Implementation Management Assistance 2005 — 2008 City of Sheboygan, WI ERP Needs Assessment and Software Selection March 2007 — Current City of St. Clair Shores, MI Time and Attendance Software Selection 2007 Huron Clinton Metropolitan Authority, MI HR and Payroll Software Selection 2007 City of Sault Saint Marie, MI FMIS Software Selection June 2006 — January 2007 City of Kalamazoo, MI ERP Software Selection 2004 — 2005 City of Elgin, IL MMIS Software Selection Assistance June 2006 — May 2007 Dane County, WI FMIS Needs Assessment and Software Selection Sep 2003 — June 2004 Urbana & Champaign Sanitary District, WI FMUBIS Needs Assessment and Software Selection July 2003 — June 2005 Page 13 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.5.1 Strategic Information Technology Plans The following matrix identifies municipal -related Strategic Information Technology Plans that we have developed. These technology plans can be segmented into the following categories: • Strategic Information Technology Plans and assessments for an enterprise that covers all aspects of technology, IT governance and IT policies and procedures • Technology plans specific to a certain business area (e.g., Public Safety technology plan) • Technology plans specific to use of certain technologies (e.g., e -Government strategic plan) In addition, we have performed numerous Strategic Information Technology Plans for private sector clients using the same methodologies employed for our public sector clients. Client Contact Project Description Project Consultants Period of Performance City of Des Moines, IA Mr. Michael Matthes Assistant City Manager 400 Robert D. Ray Drive Des Moines, IA 50309- 1891 515-283-4049 Strategic Technology Plan Conducted an IT Assessment and Strategic Technology Plan for the City that encompassed all aspects of technology. Bissa, Chalasani, Mallires, McKinle , y Rujan, Warner January 2008 — April 2008 City of Lee's Summit, MO Mr. Randy Dickey Chief Technology Officer 220 SE Green Street Lee's Summit, MO 64063 816-969-1250 IT Assessment and Strategic Technology Plan Update Conducted a comprehensive Information Technology Assessment and update to the City's existing Technology Plan. The IT Assessment includes a comprehensive review of IT organization, administration and technology. The Strategic Technology Plan is being developed to guide the future deployment of technology, technology administration and technology organization over the next few years. The project has involved the deployment and analysis of results from a web - based end-user survey (250 respondents), benchmarking against peer organizations (12 respondents), end-user interviews with all City departments (13), and facilitation of an IT visioning session with City leadership. Particular areas of focus include IT governance, imaging, business continuity planning and technical infrastructure. Chalasani, McKinley, Rujan, Zyla April 2007 — February 2008 Page 14 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Client Contact Project Description Project Consultants Period of Performance_ City of Ann Arbor, MI Mr. Dan Rainey IT Director 100 North Fifth Avenue Ann Arbor, MI 48104 734-994-2794 Strategic Information Technology Plan Conducted an IT Assessment and developed a Strategic Information Technology Plan for the City to guide the deployment of technology over the next three years. Specific areas of focus included document management, e -government, collaboration, land management systems, asset management systems, telecommunications and financial management systems. We had also worked with the City in 1997 in development of the previous Strategic Technology Plan. Eiler, Mallires, Rujan, Warner, Zager Dec 2004 — June 2006 Johnson County, KS Mr. Jack Clegg IT Director 111 S. Cherry Street Suite 2400 Olathe, KS 66061-3441 913-715-1515 Information Technology Assessment and Strategic Technology Plan As part of the County's recurring technology planning process, we conducted an IT assessment and developed a County -wide strategic technology plan for all areas of County technology operations. The development of the Plan including specific reviews of the County ITS and remote County IT departments, e -government initiatives, telecommunications environment and GIS. Information used in the development of the Plan was supplemented with a County -wide end-user survey and metrics -based benchmarking against peer Counties considered leaders in the use of technology. Eiler, Rujan, Warner, Wilburn, Zager May 2006 - Aug 2007 Waukesha County, WI Mr. Mike Biagioli Manager, Information Technology 515 W. Moreland Blvd. Waukesha County, WI 53188 262-548-7610 Information Technology Assessment and Strategic Technology Plan Conducted an Information Technology Assessment and developed a Strategic Technology Plan for the County that included a review of all aspects of organization, administration and use of technology within the County. During the project input was gathered from the following sources: • IT departmental interviews • interviews with all County staff departments • End-user survey of all County staff • Benchmarking survey of peer County organizations from across the country Specific areas of focus included e -Government, Telecommunications, Wireless, Constituent Resource Management (CRM), Enterprise Content Management (ECM) and evaluation of appropriate delivery methods for these services. Bissa, Eiler, Mallires, Rujan, Warner Dec 2006 - June 2007 Page 15 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Client Contact Project Description Project Consultants Period of Performance County of DuPage, IL Mr. Fred Backfield, CFO 421 North County Farm Road Room 2-700 Wheaton, IL 60187-3978 630-407-6100 IT Assessment, Strategic Technology Plan Conducting a comprehensive Information Technology Assessment and Strategic Information Technology Plan for the County. The IT Assessment included a comprehensive review of IT organization, administration and technology. The Strategic Technology Plan was developed to guide the future deployment of technology over the next few years. As part of the process activities performed including deploying and analyzing results from a web -based end-user survey, conducting benchmarking against peer organizations, end-user interviews with all County departments and facilitation of a IT visioning session with County leadership. Particular areas of focus including IT governance, imaging, business continuity planning and technical infrastructure. Crowe, Eiler, Mallires, Warner, Wiescinski Jan 2005 — Oct 2005 Charter Township of Shelby Ms. Terri Kowa! Township Clerk 52700 Van Dyke Ave. Shelby Township, MI 48316-3539 586-731-5102 Strategic Information Technology Plan Developed a Strategic Technology Plan to guide the procurement of technology within the Township for the next three years. Activities included conducting interviews with all Township departments as well as the various IT support organizations. A listing of prioritized projects and associated phasing were developed as part of the planning process. Financial Management Software Selection and Implementation Management Assistance Assisted the Township in the selection of a new financial management and document management solution to replace an existing legacy AS/400 solution. Activities included conducting of departmental and cross -functional interviews, RFP development, proposal analysis, assistance to the Township in the due diligence process of reviewing various solutions and negotiating of the contract with selected vendor. Currently, assisting the Township in implementing the selected vendor's solution. IT Outsourcing Vendor Selection Assisted the Township in the selection of an IT outsourcing vendor. Eiler, Mallires, Warner, Zager Spring 2006 - Fall 2006 Jan 2006 - Current Aug 2006 - Mar 2007 Page 16 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.5.2 Other Municipal Projects The final list of projects identifies those that reflect our deep understanding of Municipal technologies across all departments. Client Contact Project Description Project Consultants Period of Performance City of Cleveland, OH Mr. Jim Gentile Controller 601 Lakeside Avenue Room 104 Cleveland, OH 44114 216-664-3871 FMIS Software Selection Assisting the City in the conducting a FMIS Needs Assessment and Software Selection to replace an existing legacy FMIS application. Eiler, Warner, Rujan October 2006 — Present City of Kalamazoo Mr. Duane Hettinger IT Director 241 W. South Street Kalamazoo, MI 49007- 4796 269-337-8839 ERP Software Selection Assisted with the development of a comprehensive ERP system RFP, solicitation and analysis of osals, due dill ence, analysis of prop 9 Y proposed solutions, selection of a finalist, and negotiations of license and support agreements. Key areas included: • Financial Management • Purchasing and Risk Management • Maintenance and Work Order • Payroll, Human Resources and Time Clocks • Utility Billing • Community Development Various Revenue Systems Eiler, Warner 2004 — 2005 St. Louis County, MO Mr. Glenn Pearl ERP Implementation Manager 41 S. Central Ave. Clayton, MO 63105 314-615-7060 ERP Needs Assessment, Solution Selection and Implementation Management Assistance Assisting the County in conducting an ERP needs assessment and system selection to replace legacy applications with a new, integrated ERP solution. Andrysiak, Eiler, Frankland, Rujan, Warner, Zyla April 2007 — Current City of Livonia, MI Mr. Dan Putman IT Director 33000 Civic Center Drive Livonia, MI 48154 734-466-2150 Implementation Assistance for the Finance System Upgrade Providing project management and implementation support to the City's project team in the implementation of a upgraded financial management, payroll and human resource, utility billing and community development system. Developed and maintained the project issues log, reviewed project deliverables, assisted with planning go -live activities, and reviewed all invoices for contract compliance. Warner 2006 Current Page 17 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Client Contact Project Description Project Consultants Period of Performance City of Elgin, IL Mr. Jeff Massey MIS Director 150 Dexter Court Elgin, IL 60120-5555 847-931-5642 MMIS Software Selection Assisted the City in the due diligence phase of selecting a new City-wide municipal management information system. Eiler June 2006 — May 2007 City of Sheboygan, WI Hon. Mayor Juan Perez 828 Center Avenue Suite 208 Sheboygan, WI 53081 920-459-3317 FMIS Needs Assessment and Selection Assisting the City with a needs assessment and selection of a new Financial Management Information System, including Payroll and Human Resources functionality. Warner, Zyla March 2007 — Current Charter Township of Shelby Ms. Terri Kowal Township Clerk 52700 Van Dyke Ave. Shelby Township, MI 48316-3539 586-731-5102 Financial Management Software Selection and Implementation Management Assistance Assisted the Township in the selection of a new financial management and document management solution to replace an existing legacy AS/400 solution. Activities included conducting of departmental and cross -functional interviews, RFP development, proposal analysis, assistance to the Township in the due diligence process of reviewing various solutions and negotiating of the contract with selected vendor. Currently, assisting the Township in implementing the selected vendor's solution. Eiler Mar 2006 — Current City of Jackson, MI Mr. Philip Hones Director of Finance 161 West Michigan Ave. City Hall 3rd Floor Jackson, MI 49201-1324 517-788-4030 FMIS Needs Assessment Conducted a comprehensive Financial Management Information System (FMIS) needs assessment for all departments within the City. This included facilitation of cross -department sessions to review common City functions procurement, (i.e.,project/grant accounting, etc.) for purposes of identifying operational improvements through use of new technology, better use of existing technology or through improvements in current business processes. Asker, Warner Aug 2003 — Jan 2004 City of St. Clair Shores, MI Mr. Tim Haney 27600 Jefferson Circle Drive St. Clair Shores, MI 48081 586-447-3325 Time and Attendance Management Information System Software Selection Assisting the City in the selection of a time and attendance management information system that includes development of a TAMIS RFP, solicitation and analysis of proposals, due diligence analysis of proposed solutions and selection of a finalist. Warner 2007 Page 18 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Client Contact Project Description Project Consultants Period of Performance City of Sault Saint Marie Mr. John Boger 325 Court Street Sault Ste. Marie, MI 49783 906-635-5261 FMIS Software Selection Assisted the City in the selection of a financial management information system that included development of a RFP, solicitation and analysis of proposals, due diligence analysis of proposed solutions, selection of a finalist vendor, and contract negotiations, which resulting in a reduction of vendor proposal price in excess of our project fees. Warner June 2006 — January 2007 Urbana & Champaign Sanitary District, IL Ms. Kim Lytle Director of Administration 1100 E. University Ave. P.O. Box 669 Urbana, IL 61803 217-367-3409 FMUBIS Software Needs Assessment, Selection and Implementation Management Assistance Conducted a Financial Management and Utility Billing Information System needs assessment and system selection project. This included development of a FMUBIS Needs Assessment Report, development of a subsequent Request for Proposal, review of, ro osal reviews p p participation in vendor due diligence activities and negotiating a contract with the selected vendor. Provided implementation management assistance associated with deployment of the newly selected system. Asker, Eiler July 2003 — June 2005 Dane County, WI Mr. Chuck Hicklin Controller Dane County Department of Administration City -County Building Room 426 210 Martin Luther King, Jr. Blvd. Madison, WI 53703- 3386 608-266-4109 FMIS Software Selection Conducted a comprehensive Financial Management Information System (FMIS) needs assessment for all departments within the County in preparation for selecting a new FMIS for the County. Assisted the County in the selection of a new FMIS including contract negotiations with the selected vendor. Asker, Eiler, Warner Wiescinski Sep 2003 — June 2004 Hancock County, OH Ms. Charity Rauschen berg County Auditor 300 S. Main Street Findlay, OH 45840 419-424-7015 FMIS Needs Assessment, Software Selection and Implementation Management Assistance Conducted a comprehensive Financial management information system needs assessment and selection of new financial software for the County. Activities included development of a FMIS Needs Assessment Report, development of a FMIS RFP, review of RFP responses, assistance in developing demonstration scripts and attendance at vendor demonstrations. Currently, we are assisting the County in providing implementation management assistance related to the deployment of the selected FMIS solution. Eiler, McKinley June 2004 — Current Page 19 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 1.7 Project Staffing The consultants that will be assigned to this project are as follows along with their title and specific role on the project. Consultant Title Project Role Adam Rujan Partner Engagement Partner who will be responsible for the overall success of the project. Jason McKinley Senior Consultant Project manager who will manage the day-to-day activities on the project and also act as the lead consultant on the project. Scott Eiler Manager Consultant who will conduct a number of the IT departmental and end-user interviews. Mark Warner Senior Consultant Consultant who will conduct a number of the IT departmental and end-user interviews. Laurie Zyla Senior Consultant Consultant who will conduct a number of the end-user interviews. Christine Andrysiak Manager Responsible for managing the process redesign aspects and ROI. Sri Chalasani Consultant Responsible for leading the communications and networking aspects of the project. It should be noted that key staff assigned to the project ALL have prior significant experience in conducting similar reviews for other municipal -based clients. Our approach to the project is designed to assign personnel to areas of the project where their expertise is required. Communication, involvement and teamwork characterize our management philosophy and are extremely important on this project internally and with the City of Round Rock. Specifically, our project - staffing plan is carefully tailored to assure that project team members are assigned tasks closely aligned to their experience and capabilities. With this management orientation, we believe that all project tasks can be effectively achieved and any issues or problems can be resolved effectively and expediently, resulting in the successful accomplishment of the project objective. Consistent with your stated requirements, we are proposing a project team that possesses a range of experience and expertise required on this project including: • Technology assessment and planning • Knowledge of municipal operations and relevant systems and technologies used by Municipalities • Understanding of current and emerging technologies relevant to Government • Information Technologies including applications, LAN, WAN, Telecommunications, imaging and e - government Page 21 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Project Director Mr. Adam J. Rujan, a Partner with the Government Consulting practice, has more than twenty years experience consulting to government and public sector organizations. Mr. Rujan's experience includes assisting governmental units with organizational and operational analyses, productivity and cost studies, and system reviews. He has developed specific expertise in assisting organizations understand and implement new technology. Mr. Rujan has significant experience assisting clients redesign complex processes to improve performance. His clients have included a wide range of local municipalities, counties, agencies and authorities and state government. He is a frequent presenter and has authored numerous articles on improving operational efficiency and effectiveness. Mr. Rujan earned a B.S. degree in engineering from Wayne State University and an M.B.A. from the University of Michigan. Project Manager Mr. Jason McKinley, a Senior Consultant with Plante & Moran has significant experience with technology planning, process redesign, project management, software implementation, and Geographic Information Systems (GIS). He has managed or participated in recent systems and technology planning projects for City of Des Moines, IA; City of Asheville, NC; St. Louis County, MO; Hancock County, OH and City of Lee's Summit, MO. He has assisted clients with strategic planning, operational assessments, staffing analysis, system selection, data conversion, change management, and continuous improvement and also has considerable experience with operations management, outsourcing, and software development and implementation. Mr. McKinley holds a Masters of Business Administration from Cleary University, and a Bachelors Degree in Urban Planning from Michigan State University. Mr. McKinley is also a member of the Public Technology Institute (PTI). Project Consultants Mr. Mark Warner, a Senior Consultant with Plante & Moran has over eleven years of experience assisting clients make strategic management decisions to their particular situation in the ERP application system life cycle. He has specific expertise in helping his public sector clients optimize existing, justify new, select and implement software systems and manage the organizational and process changes that go with them. He continually assists numerous governmental clients in all phases of technology assessment, planning, selection and implementation including recent ERP projects with City of Asheville, NC; City of Sheboygan, WI; City of Livonia, MI and City of Kalamazoo, MI. Mr. Warner's educational background includes a BA with a concentration in accounting and finance from Hillsdale College. Currently the chair of the Michigan GFOA's Technology Resource Committee, Mr. Warner is a member of the Michigan GMIS, GLIMA southeast and is an AIIM Certified ECM Practitioner. . Mr. Scott Eiler, a Manager within our Technology Consulting & Solutions Group, has over twenty years experience assisting clients with various technology related needs and fourteen years specifically devoted to serving public sector clients. He has extensive experience in providing numerous technology services for governmental clients including technology planning, system selection, technology and system assessments, IT organizational evaluations, and quality assurance and implementation management. He has managed ERP and system/technology planning projects for City of Cleveland, OH; St. Louis County, MO; Waukesha County, WI; Johnson County, KS; Lake County, IL; City of Ann Arbor, MI and Shelby Township, MI. He is also a champion within the firm on the development and education of staff on project management theory, tools and techniques. Mr. Eiler's educational background includes a B.S. in General Engineering from the University of Illinois and an M.B.A. from the University of Michigan. He is a member of the Governmental Finance Officers Association IGFOA), Public Technology Institute (PTI) and the Project Management Institute (PMI) with a Project Management Professional (PMP) certification. Page 22 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Ms. Laurie Zyla, a Consultant with Plante & Moran, has several years of experience in E -Business and Internet Services. Ms. Zyla has significant experience with the full lifecycle of design and implementation of shared web services environments for a major global telecommunications organization. She also has experience working with local levels of government, dedicating her efforts to the Michigan Suburbs Alliance. At Plante & Moran, Laurie serves her government clients on a host of technology planning, selection and implementation issues, and works on their operational and organizational impact. Her clients have included City of Des Moines, IA; City of Lee's Summit, MO; City of Cleveland, OH; City of Sheboygan, WI and St. Louis County. Ms. Zyla's educational background includes an MBA in International Business from Brandeis University, and a BS in Computer Science from the University of Michigan. Ms. Christine Andrysiak, a Manager with Plante & Moran, she has more than fifteen years of organizational and operations consulting experience. Ms. Andrysiak has extensive experience in both conducting and managing large-scale organizational review, operations improvement, staffing, budgeting and standard setting projects to improve operational efficiency. She has assisted numerous public sector entities with organizational improvement initiatives focused on reducing processing time, improving customer service levels, and enhancing operational effectiveness. Ms. Andrysiak has a Bachelor of Science in Industrial and Operations Engineering Degree and a Master of Business Administration Degree (High Distinction) from the University of Michigan, Ann Arbor. She is a member of Beta Gamma Sigma, the National Honorary Business Society, and the National Association for Female Executives. Mr. Sri Chalasani, Senior Network Engineer for Plante & Moran, has over 14 years of experience and specializes in the design, deployment, and troubleshooting of complex networks. He is well -versed in various LAN / WAN technologies and protocols, such as Ethernet, ATM, and TCP/IP. He has worked with the product lines of all the major network and VoIP system manufacturers. Sri also has over six (6) years experience in the design and implementation of broadband multimedia solutions across large networks. Multimedia designs include IP based video -on -demand systems, video broadcasting/streaming applications, video conferencing systems, video surveillance systems, and Voice Over IP (VoIP) with unified messaging solutions. He has an MBA from Wayne State University, a MS in Computer Science from Western Michigan University and a BS in Electronics Engineering from Bangalore University. Page 23 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 The following table summarizes the role that each individual will perform on the project and up to five associated references. Additional contact information for each reference can be provided on request. Team Member and Experience Adam RuianOverall Project Role responsibilities for ensuring that all project tasks are completed within schedule and budget and that all project deliverables meet the required quality standards. Relevant Skills • Twenty years experience providing technical consulting for governmental organizations • Significant experience in evaluating technologies used by County -based organizations • Experience in the development and deployment of change management that is frequently associated with the deployment of new technology Relevant References Des Moines, IA Asheville, NC St. Louis County, MO Johnson County, KS ty City of Lee's Summit, MO Project Director Plante & Moran, PLLC Total: 24 yrs Firm: 20 yrs Jason McKinley Responsible for the day-to-day performance of the team, as well as for the• development of all deliverables. Assure that all tasks are completed on schedule, within budget and meet appropriate quality standards. Will work closely with the City's Project Manager. • Significant experience in conducting IT related projects for public sector organizations Significant knowledge of municipal g g p operations • Project management expertise City of Des Moines, IA City of Lee's Summit, MO St. Louis County, MO City of Asheville, NC Hancock County, OH Senior Consultant Plante & Moran, PLLC Total: 14 yrs Firm: 5 yrs Scott Eiler Will be responsible for conducting many of the departmental interviews. • Significant governmental ERP systems planning, needs assessment and selection experience • Experience assisting clients in implementing their ERP solutions • Project Management Professional (PMP) certification City of Cleveland, OH City of Elgin, IL St. Louis County, MO Dane County, WI Oakland County, MI Kent County, MI Calhoun County, MI Project Manager Plante & Moran, PLLC Total: 22 yrs Firm: 14 yrs Mark Warner Will be responsible for conducting many of the departmental interviews. • Significant experience in conducting ERP needs assessments and software selections for governmental clients • Experience in assisting clients with implementing ERP solutions • Significant experience in conducting document imaging assessments for governmental organizations City of Kalamazoo, MI City of Asheville, NC City of Sheboygan, WI City of Livonia, MI Dane County, WI City of Sault Ste. Marie, MI Senior Consultant Plante & Moran, PLLC Total: 11 yrs Firm: 7 yrs Page 24 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Team Member and Experience Laurie Zyla Project Role Will be responsible for conducting many of the departmental interviews. Relevant Skills • Experience in reviewing and developing recommendations around a client's technology environment • Significant experience in working with municipal organizations as part of ERP- related projects Relevant References City of Cleveland, OH City of Lees Summit, MO Cityof Asheville, NC City of Sheboygan, WI St. Louis County, MO City of Novi, MI Consultant Plante & Moran, PLLC Total: 2 yrs Firm: 1 yr Christine Andrysiak Will be responsible for process redesign and ROI. • Significant experience in reviewing and developing recommendations to enhance operational performance • Significant experience in working with municipal organizations to evaluate new technology St. Louis County, MO Asheville, NC City of Ann Arbor, MI Oakland County, MI Manager Plante & Moran, PLLC Total: 15 yrs Firm: 9 yrs Sri Chalasani Will be responsible for assessing the existing IT infrastructure and how the introduction of new technologies may impact that infrastructure. • Experience in computer system design and builds as well as local and wide area network design and implementation • Experience in security program development including BS -7799/ ISO - 17799, penetration testing and security audits University of Michigan City of Des Moines, IA City of Lee's Summit, MO Numerous banks Consultant Plante & Moran, PLLC Total: 11 yrs Firm: 1 yr Page 25 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 Detailed resumes for key members of the proposed project team are presented at the end of this section. We commit to assuring the availability of the appropriate staff as dictated by the requirements of the project. Specific experiences of our consultants are identified in Section 2 of our proposal response. Table 1 indicates the qualifications of our staff as compared against the requirements of the project. Table 1 — Staff Match Against Project Skill Sets Required Project Requirements Rujan McKinley Eiler Warner Zyla Mallires Chalasani IT Project Management ,, v ,, ,, v Systems Planning ,, v ,, ,, v v Strategic Technology Planning ., ,, ,, ,, v v Knowledge of Municipal Operations and Technology v v ,, ,, ,, v v Technology Expertise: LANs / WANs Telecomm v v Municipal Software Applications ,, ,, ,, ,, v e -Government ,, ,, v Databases ,, v Reporting ,, ,, ,, v Security Document Management ,, ,, Wireless v v GIS ,, Page 26 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF ADAM J. RUJAN PRESENT POSITION Partner Management Consulting Services PLANTE & MORAN, PLLC Experience Includes: Process Redesign and Information Technology Assistance — Projects typically include assisting clients realize the full potential of technology, including re-engineering, productivity improvement, benefits realization analyses and post implementation reviews. Experiences also include project management system implementation, planning and selection, and data processing internal controls reviews. Organization and Management Studies — Engagements have varied from analysis of specific functional activities to comprehensive studies of underlying operating policies, procedures, and organizational principles. Analyses have included reviewing resource utilization, future roles and levels of service to be provided, alignment of programs and services, communication channels and working relationships within and outside the organization, supervisory management styles and practices, position requirements and skill levels, administrative practices and training requirements. Operations & Financial Analysis — Project objectives typically focus on increasing efficiency, identifying and evaluating alternative methods for revenue enhancement, cost/benefit studies. Specific activities have included detailed review and analysis of operational policies and procedures, operational controls, reporting and administrative controls, fiscal and reimbursement practices, the identification of non -value added work activities, and process re-engineering. Change Management Assistance — Assisted various organizations in understanding and applying the concepts of Change Management and assessing readiness for Change. Engagements have varied from staff and customer surveys and assessments to modifying organizational structures and developing staff training programs. Critical components of our approach typically include empowering client work groups and coaching staff in evaluating various available options for change. PRIOR ORGANIZATIONAL AFFILIATIONS Detroit Medical Center, Detroit, Michigan (1984-1988) As Manager of Consulting Services in the Management Consulting Group, experience included: Implemented and monitored ongoing productivity management systems. Developed and implemented nursing patient classification systems. Conducted operational reviews for hospitals, ambulatory care and health care related organizations. Managed a small staff of computer and management engineering professionals. Page 27 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 ADAM J. RUJAN (Continued) EDUCATION University of Michigan — Master of Business Administration, 1988 Wayne State University — Bachelor of Industrial Engineering, 1984 PROFESSIONAL AFFILIATIONS Public Technology Institute (PTI) Michigan Governmental Finance Officers Association (MGFOA) Government Finance Officers Association (GFOA) Page 28 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF JASON MCKINLEY PRESENT POSITION Senior Consultant Technology Consulting & Solutions Plante & Moran, PLLC Experience includes: Technology and Systems Planning — Assisted clients with technology planning and assessment projects. Experience with short- and long-range technology planning; budgeting; project management; outsourcing; system selection; and vendor and staff management. Projects included system selections, needs assessments, developed cost models, developed work plans and provided project management for clients. Process Redesign and Change Management - Assisted clients with operation analysis reviews and process redesign efforts associated with technology change. Specific activities included detailed review and analysis of operational policies and procedures, operational controls, reporting and administrative controls, and the convergence of operational activities and technology. Project Management — Managed a wide variety of technology clients. Project management efforts included: issues management, resource management, scope management, change management, quality assurance, status reporting and meetings, budget/cost management, procurement, training, and risk management. Software Implementation — Managed web services team developing software projects from conceptual design, requirement definition, application and database development, user acceptance testing, through deployment within a commercial managed hosting facility. Served as project manager for a wide range of private and government clients including ERP solutions. Geographic Information Systems (GIS) — Experienced with the implementation and utilization of GIS. Utilized a GIS as a decision support tool for marketing, site location, and travel time analysis, helping organizations better understand customers and emerging markets. Extensive experience in GIS data processing and conversion, including expertise in Business Analyst modeling and analysis products. PRIOR ORGANIZATIONAL EXPERIENCE Commonwealth Associates Project Manager and Section Manager for engineering and analysis of power delivery systems. ESRI Project Manager Internet Solutions for the industry leader in GIS software. Universal Map VP Production and GIS Business Development for the second largest US map publisher. Page 29 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services – RFP #08-918-29 RESUME OF JASON MCKINLEY (continued) EDUCATION Cleary University — Masters of Business Administration, Management (with honors) Michigan State University — Bachelor of Science, Urban Planning Page 30 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF E. SCOTT EILER, PMP PRESENT POSITION Manager Management Consulting Services Technology Consulting & Solutions PLANTE & MORAN, PLLC Experience Includes: Systems Planning and Selection — Experience in conducting systems planning, defining system requirements and evaluating potential technology hardware and software solutions for governmental clients in areas including financial, asset management and human resources applications. These projects frequently including the development of a needs assessment report, ROI calculations for implementing new technology, system specifications development, development of a Request for Proposal, contract negotiations and implementation planning. Technology Planning — Experience in developing strategic technology plans for governmental clients that include the establishment of technology strategies and recommended projects. He has also been involved in planning projects and studies to identify redundant applications supporting similar processes in large organizations. One such study culminated in the selection of a common system for replacement of similar systems in thirty different facilities. Systems Migration and Conversion — Experience in leading a number of projects through a migration and conversion. One such project involved the migration of an application residing in thirty different facilities to a central location including the migration of the application, database and supporting infrastructure which impacted approximately 2,500 users. As part of this process, a detailed migration document was developed that described in detail the migration process for each facility. Systems Implementation — Experience in developing, planning and deploying large-scale information systems and guiding other system engineers in performing these activities using System Life Cycle methodologies. These system implementations involved a variety of platforms including IBM Mainframe, PC-based and UNIX (SCO, AIX, SUN -OS). Quality Assurance — Experience in providing Quality Assurance services on large-scale systems development projects. Through these projects, standard templates have been developed for project reporting, project budgeting, change control management, risk assessment, deliverables tracking and others. Systems Development and Project Management — Experience in providing leadership to a group of systems engineers responsible for developing and maintaining computer system applications on a wide variety of hardware and software platforms. Guidance included the development of proposals, mentoring of project owners, development of standard processes and procedures and deployment of tools to improve efficiency or reduce costs for application development and deployment. As a programming manager, he has received extensive training and hands-on experience using various System Life Cycle tools in support of traditional "waterfall" and more current Rapid Application Development methodologies. He has been heavily involved in the use of metrics for estimating projects including Function Point Analysis. He has also been involved with divisional assessments performed by the Software Engineering Institute (SEI) to determine what is required for an organization to achieve repeatable, quality results as part of a systems development process. Page 31 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF E. SCOTT EILER, PMP (continued) PRIOR ORGANIZATIONAL EXPERIENCE Electronic Data Systems; Troy, Michigan Advanced Engineering SE. Assisted in the definition, development, implementation and support of a large number of software applications residing on a variety of platforms. His range of experience has included systems development, project management and programming manager. EDUCATION University of Michigan — Masters of Business Administration University of Illinois — Bachelor of Science, General Engineering PROFESSIONAL AFFILIATIONS AND CERTIFICATIONS Illinois Chapter - Government Management Information Sciences (GMIS) Project Management Institute (PMI) Project Management Professional (PMP) Public Technology Institute (PTI) Page 32 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services – RFP #08-918-29 RESUME OF MARK W. WARNER PRESENT POSITION Senior Consultant Management Consulting Services PLANTE & MORAN, PLLC Experience includes: Systems Planning and Selection – Experience in conducting systems planning, defining system requirements and evaluating potential technology hardware and software solutions for governmental clients in areas including financial, asset management and human resources applications. These projects frequently including the development of a needs assessment report, ROI calculations for implementing new technology, system specifications development, development of a Request for Proposal, contract negotiations and implementation planning. Technology Planning – Assisted numerous clients with development of technology plans for individual projects and long-term planning. Specific expertise with Web Technologies and SQL Server. Has also assisted a number of governmental clients in the selection of new financial and payroll applications. System Migration – Conversion of accounting and FMIS data across applications during system implementation. Software / Systems Development – Custom software requirements gathering, design, process planning, development, testing and implementation and project management for a variety of client projects including creation of homegrown systems as well as customization to pre-packaged systems. PRIOR ORGANIZATIONAL AFFILIATIONS First Edge Sornson, LLC. – Business software solution provider Development manager responsible for departmental operations, staff, project scheduling, workload distribution and billings. Developed, implemented and refined the corporate software development methodology. Mentored several systems analysts and reviewed custom development designs, quotes and project plans for completeness and accuracy. Developed product plans and served as a product manager for several applications and utilities serving to enhance pre-packaged FMIS systems. Designed, implemented, managed and supported many customized solutions around middle -market FMIS systems. Epicor Software Corporation – Business software solution provider Software quality assurance engineer responsible for discovery, validation and documentation of problems with financial software package as well as quality reviews and acceptance testing before release to production. ValueRx Pharmacy Program – Prescription drug pharmacy program Staff accountant responsible for accounts payable, general ledger, cash, fixed assets, coordination of departmental operating financials and departmental budgeting. EDUCATION Hillsdale College — Bachelor of Arts, Accounting Page 33 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF LAURIE ZYLA PRESENT POSITION Consultant Management Consulting Services PLANTE & MORAN, PLLC Experience includes: Technology Implementation — Experience with the full lifecycle of design and implementation of network infrastructure for a major global telecommunications organization. Assists clients with management and implementation of software, hardware, operating systems, and network infrastructure. Implementation responsibilities include project management, selection, implementation planning, budgeting, staffing, training, business process improvement and evaluation. Technology Planning — Experience with technology planning and assessment projects. Assists government clients with short- and long-range technology planning; budgeting; project management; system selection; and vendor and staff management. Projects included needs assessments, requirements definition, vendor selection and contract negotiation. Also assists clients with strategic planning, including assessing and managing the impact of technology implementation on client operations. Technology Support — Experience supporting e -Business infrastructure, including server configuration and maintenance, customer support, data security, system monitoring, and project management. Assists in providing on-going network management and administration services to government clients. Government Programs — Experience working with government and community groups to support initiatives like economic development, coalition development, collaborative solutions, and e - government. Assists clients with organization development, constituent research, community-based solutions, and establishing government partnerships. PRIOR ORGANIZATIONAL AFFILIATIONS Motorola, Inc. Systems Engineer, Global e -Business Internet Strategies — Maintained both hardware and software components of corporate e -Business environment; designed project infrastructure/architecture; facilitated system monitoring and backups; and managed the full lifecycle of new website projects EDUCATION Brandeis University — Master of Business Administration University of Michigan — Bachelor of Science, Computer Science PROFESSIONAL DISTINCTIONS AND AFFILIATIONS Net Impact — New Leaders For Better Business Michigan Suburbs Alliance Page 34 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF CHRISTINE ANDRYSIAK PRESENT POSITION Manager Management Consulting Plante & Moran, PLLC Experience Includes: Business Process Reengineering: Managed several business process reengineering initiatives for various government and justice system entities. Specific focus has been given to Friend of the Court operations in recent years, to assist departments with implementing the state -mandated Child Support Enforcement System (CSES) system and revise current operations to optimize resource allocation and customer service levels. Have provided comprehensive recommendations in the areas of reduced processing time, increased customer satisfaction, and improved operational effectiveness. As a follow-up to these projects, have assisted many clients with implementation of our reengineering recommendations. Operations Analysis: Conducted and managed operations analysis projects for several governmental agencies and a variety of health care insurance operations departments. Identified opportunities for improved performance, reduced costs and enhanced customer service/satisfaction. Activities have included process redesign, improvement recommendations, documentation of current and future state workflows and development of improved productivity/ performance measurement criteria. Projects ranged from analysis of specific departments to organization -wide initiatives. Organization Reviews: In conjunction with various operations analysis projects, have evaluated the effectiveness of various management/organizational approaches. Focus has been primarily on reviewing overall organization objectives, alignment of management long-term goals and short-term practices, training and development issues, span of control requirements, exempt staff responsibilities and resource allocation. Projects ranged from analysis of specific departments to organization -wide initiatives. Staffing Analysis: Performed numerous staffing analyses for Friend of the Court and other governmental departments, ranging from municipalities to State agencies. Prior to joining Plante & Moran, conducted and managed the corporate, production area budget process for a large health insurance company. Analysis included derivation on Full -Time Equivalent (FTE) requirements for over 2500 employees and corporate budget over $100 million. Analysis included determining value- added functions, overall production rates and non -production activities in establishing necessary staffing levels. PRIOR ORGANIZATIONAL AFFILIATIONS: Blue Cross Blue Shield of Michigan - Manager of the Operations Engineering Consulting Department. Managed department of 40 industrial engineers in performing internal management consulting projects Recommended and implemented process improvements, developed manpower staffing levels and set production standards for over 2500 employees with direct personnel costs over $100 million Managed corporate productivity measurement system Streamlined operations in claims, inquiry and membership processing divisions of the company Page 35 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF CHRISTINE ANDRYSIAK (continued) EDUCATION University of Michigan, Ann Arbor — Master of Business Administration (High Distinction) University of Michigan, Ann Arbor — Bachelor of Science in Industrial and Operations Engineering PROFESSIONAL AFFILIATIONS Beta Gamma Sigma (National Honorary Business Society) National Association for Female Executives Page 36 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 RESUME OF SRI CHALASANI PRESENT POSITION Senior Systems Engineer Technology Consulting & Solutions Plante & Moran, PLLC Experience includes: Strategic Planning — Participate in long term technology plan meetings for customers. Develop short and long term strategies (planning & budgets) to accomplish plan objectives. Collect and interpret quantitative and qualitative data for design considerations. Technical lead to develop high level network architectures and design standards that blends client requirements with industry best practices. Network System Design — Consulted on numerous projects involving needs assessments, design, specification (RFI/RFP/RFQ) and selection of Local & Wide Area Networks (LAN/WAN) ranging from single site to multi -site environments. Network design, specifications and analysis involved technologies such as: Wide / Metro Area Network (Fiber Infrastructure & Bandwidth Services), Local and Wide Area Network Electronics (Ethernet & ATM), Voice Over IP (VoIP) Systems with Unified Messaging, Wireless Access & Security (hotzones & hotspots), Centralized Network Security Systems, Video Conferencing Systems (H.320 / H.321 / H.323), IP based Video Broadcast, Video - On -Demand, and Surveillance Systems, Server Farms, Desktop Systems & Peripherals, Networks Attached Storage (NAS) and Storage Area Network (SAN) solutions, Server Load Balancing, Network Management Systems & Software, and Support & Maintenance Services. Post equipment/services procurement responsibilities include participation and development of physical and logical network plans for client's internal or third party integration teams, establish equipment configuration requirements and guidelines, and performance requirements. Broadband Wireless Systems — Technical consulting on building, city, and county wide broadband wireless solutions (hotspots & hotzones). Responsibilities are to translate the vision and goals of the client into technical solutions and specifications. Research & Business Analysis — Conduct research and business analysis for system migration. This involved researching multiple solutions, analyze solutions against client requirements, and provide business case analysis including budgeting, ROI, and migration timelines. Network & Security Auditing — Conduct technology audit on customer's network that involved a detailed analysis and reporting of clients' network and system infrastructure. Conduct network performance analysis to identify and rectify network / application related issues. Conduct internal and external IT security audits using ethical hacking procedures to identify network vulnerabilities. Create detailed reports on identified vulnerabilities and associated remediations. Network Systems Project Management — Responsible for providing project management oversight on network implementation projects to include coordination across multiple vendors, establish and maintain schedules. Other responsibilities include progress tracking, evaluate project implementations to stated design specifications, conflict resolution, manage change order controls, conduct punch list audits, and eventual sign -off for the project. Page 37 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services – RFP #08-918-29 RESUME OF SRI CHALASANI (continued) PRIOR ORGANIZATIONAL EXPERIENCE Innovate Technology Consulting Group Technical consulting services on planning, design, project management and implementation of integrated technology solutions primarily for public sector organizations. EDUCATION Wayne State University — Master of Business Administration Western Michigan University — Master of Science (Computer Sciences) Bangalore University – Bachelor of Engineering (Electronics & Communications) PROFESSIONAL AFFILIATIONS & CERTIFICATIONS Advanced Networking Technologies VoIP & Unified Messaging Systems Video Over IP Systems (video streaming and video conferencing) Metro Wireless Solutions Project Management Page 38 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 4 EXCEPTIONS Plante & Moran has no exceptions to any of the requirements listed in the RFP. Page 59 of 60 April 28, 2008 City of Round Rock IS Assessment and Analysis Services — RFP #08-918-29 5 TERMS AND CONDITIONS The following describes the terms and conditions under which Plante & Moran will render professional services as outlined in this proposal. Project Deliverables. During the course of the project, we will provide you with various written deliverables. Our deliverables will be restricted solely to use by management of the City of Round Rock, Texas and you agree that our deliverables will not be distributed to any outside parties for any purpose other than to carry out legal responsibilities of the City of Round Rock, Texas. We will have no responsibility to update our deliverables for any events or circumstances that occur or become known subsequent to the date of that deliverable. Management Responsibilities. The consulting services we will provide are inherently advisory in nature and we have no responsibility for any management decisions or management functions in connection with our engagement to provide these services. Further, you acknowledge that the City of Round Rock, Texas is responsible for all such management decisions and management functions; for evaluating the adequacy and results of the services we will provide and accepting responsibility for the results of those services; and for establishing and maintaining internal controls, including monitoring ongoing activities, in connection with our engagement. Nature of Services. Our management information system selection activities will be based on information and records provided to us by the City of Round Rock, Texas. We will rely on such underlying information and records and our project activities will not include audit or verification of the information and records provided to us in connection with our project activities. The system selection activities we will perform will not constitute an examination or audit of any the City of Round Rock, Texas financial statements or any other items, including City of Round Rock, Texas internal controls. In addition, our engagement is not designed and cannot be relied upon to disclose errors, fraud or illegal acts that may exist. However, we will inform you of any such matters that come to our attention. Page 60 of 60