HomeMy WebLinkAbout06-113 R , ,
Resolution No.06-113
RESOLUTION
AUTHORIZING EXECUTION OF AN AGREEMENT WITH
PLANTE &MORAN, PLLC FOR CONSULTING SERVICES
FOR SOFTWARE SELECTION AND IMPLEMENTATION
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ELGIN,ILLINOIS,that
Olufemi Folarin,City Manager,and Dolonna Mecum,City Clerk,be and are hereby authorized and
directed to execute an agreement on behalf of the City of Elgin with Plante & Moran, PLLC for
consulting services for software selection and implementation,a copy of which is attached hereto and
made a part hereof by reference.
s/Ed Schock
Ed Schock, Mayor
Presented: May 24, 2006
Adopted: May 24, 2006
Omnibus Vote: Yeas: 6 Nays: 0
Attest:
s/Dolonna Mecum
Dolonna Mecum, City Clerk
r , (40
Resolution No. 06-113
RESOLUTION
AUTHORIZING EXECUTION OF AN AGREEMENT WITH
PLANTE &MORAN, PLLC FOR CONSULTING SERVICES
FOR SOFTWARE SELECTION AND IMPLEMENTATION
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ELGIN,ILLINOIS,that
Olufemi Folarin,City Manager,and Dolonna Mecum,City Clerk,be and are hereby authorized and
directed to execute an agreement on behalf of the City of Elgin with Plante & Moran, PLLC for
consulting services for software selection and implementation,a copy of which is attached hereto and
made a part hereof by reference.
Ed Schock, Mayor
Presented: May 24, 2006
Adopted:
Vote: Yeas Nays
Recorded:
Attest:
Dolonna Mecum, City Clerk
(to ki \ UNA)
AGREEMENT
THIS AGREEMENT is made and entered into this 25th day of May, 2006,
by and between the CITY OF ELGIN, an Illinois municipal corporation
(hereinafter referred to as "CITY") and PLANTE & MORAN, PLLC, a
Michigan limited liability company, (hereinafter referred to as
"CONSULTANT" ) .
WHEREAS, the CITY desires to engage the CONSULTANT to furnish
certain professional services in connection with the selection and
implementation of a municipal management system (hereinafter
referred to as the "PROJECT" ) ; and
WHEREAS, the CONSULTANT represents that he is in compliance with
Illinois Statutes relating to professional registration of
individuals and has the necessary expertise and experience to
furnish such services upon the terms and conditions set forth
herein below.
NOW, THEREFORE, it is hereby agreed by and between the CITY and the
CONSULTANT that the CITY does hereby retain the CONSULTANT for and
in consideration of the mutual promises and covenants contained
herein, the sufficiency of which is hereby mutually acknowledged to
act for and represent it in all consulting matters involved in the
PROJECT, subject to the following terms and conditions and
stipulations, to-wit :
1 . SCOPE OF SERVICES
A. All work hereunder shall be performed under the direction
of the Director of Management Information Systems of the
CITY, hereinafter `referred to as the "DIRECTOR" .
B . Outline of Services provided:
Phase I Vendor Selection / Negotiation
Phase II Implementation Management
C . A detailed Scope of Services is attached hereto and made
a part hereof as Attachment "A" .
2 . PROGRESS REPORTS
CONSULTANT shall comply with the outline project milestone
schedule provided herein as Attachment "B" . Progress will be
recorded on the project milestone schedule and submitted with
each request for payment (paragraph 5 A below) .
3 . WORK PRODUCTS
All work products prepared by the CONSULTANT pursuant hereto
including, but not limited to, reports, designs, calculations,
work drawings, studies, photographs, models and
recommendations shall be the property of the CITY and shall be
delivered to the CITY upon request of the DIRECTOR provided,
however, that the CONSULTANT may retain copies of such work
products for its records. Such work products are not intended
or represented to be suitable for reuse by the CITY on any
extension to the PROJECT or on any other project, and such
reuse shall be at the sole risk of the CITY without liability
or legal exposure to the CONSULTANT.
4 . PAYMENTS TO THE CONSULTANT (Not To Exceed Method)
A. For services provided the CONSULTANT shall be reimbursed
at the direct hourly rate of personnel employed on this
PROJECT, with the total fee not to exceed Eighty-Three
Thousand Eight Hundred Dollars ($83, 800 . 00) regardless of
the actual costs incurred by the CONSULTANT unless
substantial modifications to the scope of the work are
authorized in writing by the DIRECTOR.
B. The CITY shall make periodic payments to the CONSULTANT
based upon actual progress within 30 days after receipt
and approval of invoice. Full payments for each task
shall not be made until the task is completed and
accepted by the DIRECTOR.
5 . INVOICES
A. The CONSULTANT shall submit invoices in a format approved
by the CITY. Progress reports (paragraph 2 above) will
be included with all payment requests .
B. The CONSULTANT shall maintain records showing actual time
devoted and cost incurred. The CONSULTANT shall permit
the authorized representative of the CITY to inspect and
audit all data and records of the CONSULTANT for work
done under this Agreement . The CONSULTANT shall make
these records available at reasonable times during the
Agreement period, and for a year after termination of
this Agreement .
6 . TERMINATION OF AGREEMENT
Notwithstanding any other provision hereof, the CITY may
terminate this Agreement at any time upon fifteen (15) days
prior written notice to the CONSULTANT. In the event that this
Agreement is so terminated, the CONSULTANT shall be paid for
services actually performed and reimbursable expenses actually
incurred prior to termination, except that reimbursement shall
not exceed the task amounts set forth under Paragraph 4 above.
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7 . TERM
Unless terminated for cause or pursuant to Article 5 herein,
this Agreement shall terminate on the date the CITY determines
that all of CONSULTANT' s work pursuant to this Agreement has
been finally completed. A determination of final completion
shall not constitute a waiver of any rights or claims which
the CITY may have or may thereafter acquire with respect to
any term or provision of this Agreement .
8 . NOTICE OF CLAIM
If the CONSULTANT wishes to make a claim for additional
compensation as a result of action taken by the CITY, the
CONSULTANT shall give written notice of his claim within 15
days after occurrence of such action. No claim for additional
compensation shall be valid unless so made. Any changes in
the CONSULTANT' s fee shall be valid only to the extent that
such changes are included in writing signed by the CITY and
the CONSULTANT. Regardless of the decision of the DIRECTOR
relative to a claim submitted by the CONSULTANT, all work
required under this Agreement as determined by the DIRECTOR
shall proceed without interruption.
9 . BREACH OF CONTRACT
If either party violates or breaches any term of this
•
Agreement, such violation or breach shall be deemed to
constitute a default, and the other party has the right to
seek such administrative, contractual or legal remedies as may
be suitable to the violation or breach; and, in addition, if
either party, by reason of any default, fails within fifteen
(15) days after notice thereof by the other party to comply
with the conditions of the Agreement, the other party may
terminate this Agreement .
10 . INDEMNIFICATION
To the fullest extent permitted by law, CONSULTANT agrees to
and shall indemnify, defend and hold harmless the CITY, its
officers, employees, agents, boards and commissions from and
against any and all claims, suits, judgments, costs, attorneys
fees, damages or other relief, including but not limited to
workers compensation claims, in any way resulting from or
arising out of negligent actions or omissions of the
CONSULTANT in connection herewith, including negligence or
omissions of employees or agents of the CONSULTANT arising out
of the performance of this Agreement . In the event of any
action against the CITY, its officers, employees, agents,
boards or commissions, covered by the foregoing duty to
indemnify, defend and hold harmless such action shall be
defended by legal counsel of the CITY' s choosing. The
provisions of this paragraph shall survive any expiration
and/or termination of this agreement .
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11 . NO PERSONAL LIABILITY
No official, director, officer, agent or employee of the CITY
shall be charged personally or held contractually liable under
any term or provision of this Agreement or because of their
execution, approval or attempted execution of this Agreement .
12 . NONDISCRIMINATION
In all hiring or employment made possible or resulting from
this Agreement, there shall be no discrimination against any
employee - or applicant for employment because of sex, age,
race, color, creed, national origin, marital status, of the
presence of any sensory, mental or physical handicap, unless
based upon a bona fide occupational qualification, and this
requirement shall apply to, but not be limited to, the
following: employment advertising, layoff or termination,
rates of pay or other forms of compensation and selection for
training, including apprenticeship.
No person shall be denied or subjected to discrimination in
receipt of the benefit of any services or activities made
possible by or resulting from this Agreement on the grounds of
sex, race, color, creed, national origin, age except minimum
age and retirement provisions, marital status or the presence
of any sensory, mental or physical handicap. Any violation of
this provision shall be considered a violation of a material
provision of this Agreement and shall be grounds for
cancellation, termination or suspension, in whole or in part,
of the Agreement by the CITY.
13 . ASSIGNMENT AND SUCCESSORS
This Agreement and each and every portion thereof shall be
binding upon the successors and the assigns of the parties
hereto; provided, however, that no assignment shall be made
without the prior written consent of the CITY.
14 . DELEGATIONS AND SUBCONTRACTORS
Any assignment, delegation or subcontracting shall be subject
to all the terms, conditions and other provisions of this
Agreement and the CONSULTANT shall remain liable to the CITY
with respect to each and every item, condition and other
provision hereof to the same extent that the CONSULTANT would
have been obligated if it had done the work itself and no
assignment, delegation or subcontract had been made. Any
proposed subcontractor shall require the CITY' s advanced
written approval .
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15 . NO CO-PARTNERSHIP OR AGENCY
This agreement shall not be construed so as to create a
partnership, joint venture, employment or other agency
relationship between the parties hereto.
16 . SEVERABILITY
The parties intend and agreed that, if any paragraph, sub-
paragraph, phrase, clause .or other provision of this
Agreement, or any portion thereof, shall be held to be void or
otherwise unenforceable, all other portions of this Agreement
shall remain in full force and effect .
17 . HEADINGS
The headings of the several paragraphs of this Agreement are
inserted only as a matter of convenience and for reference and
in no way are they intended to define, limit or describe the
scope of intent of any provision of this Agreement, nor shall
they be construed to affect in any manner the terms and
provisions hereof or the interpretation or construction
thereof .
18 . MODIFICATION OR AMENDMENT
This Agreement and its attachments constitutes the entire
Agreement of the parties on the subject matter hereof and may
not be changed, modified, discharged or extended except by
written amendment duly executed by the parties . Each party
agrees that no representations or warranties shall be binding
upon the other party unless expressed in writing herein or in
a duly executed amendment hereof, or change order as herein
provided.
19 . APPLICABLE LAW
This Agreement shall be deemed to have been made in, and shall
be construed in accordance with the laws of the State of
Illinois . Venue for the resolution of any disputes or the
enforcement of any rights pursuant to this agreement shall be
in the Circuit Court• of Kane County, Illinois .
20 . NEWS RELEASES
The CONSULTANT may not issue any news releases without prior
approval from the DIRECTOR, nor will the CONSULTANT make
public proposals developed under this Agreement without prior
written approval from the DIRECTOR prior to said documentation
becoming matters of public record.
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21 . COOPERATION WITH OTHER CONSULTANTS
The CONSULTANT shall cooperate with any other consultants in
the CITY ' s employ or any work associated with the PROJECT.
22 . INTERFERENCE WITH PUBLIC CONTRACTING
The CONSULTANT certifies hereby that it is not barred from
bidding on this contract as a result of a violation of 720
ILCS 5/33E, et seq. or any similar state or federal statute
regarding bid-rigging.
23 . SEXUAL HARASSMENT
As a condition of this contract , the CONSULTANT shall have
written sexual harassment policies that include, at a minimum,
the following information:
A. the illegality of sexual harassment ;
B . the definition of sexual harassment under state and
. federal law;
C . a description of sexual harassment, utilizing examples;
D. the vendor' s internal complaint process including
penalties and provisions by which a complaining party may
issue a complaint to someone other than the party being
complained of;
E . the legal recourse, investigative and complaint process
available through the Illinois Department of Human
Rights, and the Illinois Human Rights Commission;
F . directions on how to contact the department and
commission; and
G. protection against retaliation as provided by Section 6-
101 of the Human Rights Act .
A copy of the policies must be provided to the Department of
Human Rights upon request .
24 . WRITTEN COMMUNICATIONS
All recommendations and other communications by the CONSULTANT
to the DIRECTOR and to other participants which may affect
cost or time of completion, shall be made or confirmed in
writing. The DIRECTOR may also require other recommendations
and communications by the CONSULTANT be made or confirmed in
writing .
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25 . NOTICES
All notices, reports and documents required under this
Agreement shall be in writing and shall be mailed by First
Class Mail , postage prepaid, addressed as follows :
A. As to CITY:
JEFF MASSEY
Director of Management Information Systems
City of Elgin
150 Dexter Court
Elgin, Illinois 60120-5555
B.
�' As to CONSULTANT:
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IN WITNESS WHEREOF, the undersigned have placed their hands and
seals upon and executed this Agreement in triplicate as though each
copy hereof was an original and that there are no other oral
agreements that have not been reduced to writing in this statement .
FOR THE CITY: FOR THE CONSULTANT:
By � By �� I
City an er '
1241
Attest :
City Clerk
F:\Legal Dept\Agreement\MIS-Plante & Morgan Agr.doc
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March 2, 2006 City of Elgin Municipal Management System Consulting—RFP#06-019
5.2.2 Phase I: Vendor Selection
1. Review Documents
At the start of the project, we intend to review various documents that pertain to the project including the
following information:
3 • Municipal Management System proposal prepared by the City
• Other pertinent documents
3 2. Develop ERP Selection Criteria and Weighting Factors
Our selection approach will enable the City to identify the overall finalist, in conjunction with other due
diligence tasks (i.e., reference checks, site visits, successful contract negotiations). Before proceeding, the
Steering Committee should meet to delineate the selection criteria and weighting factors that will be used to
analyze Request for Proposal (RFP) responses and other due diligence results. The following list illustrates
criteria and weighting factors we have successfully used to select ERP solutions for government clients. The
list also explains how the ranking of RFP responses occurs:
• Criterion: ERP Software Specification Compliance
o Response weightings (i.e., Y = 100%, M = 50%, F = 25%, N = 0%) are used to calculate an
overall weighted specification compliance percentage for each specification .1 application
module sub-section
o Relative weightings of specification / application module sub-sections in comparison to one
3 another (i.e., General Ledger = 25%, Payroll = 20%, Project/Grant Accounting = 10%, etc.)
are used to calculate an overall weighted specification compliance percentage for the entire
ERP solution
o Compare compliance percentages of each vendor
3 • Criterion: Vendor Background Questionnaire Responses
o Various point scores assigned to each question and a total score is calculated
311 o Compare point scores of each vendor
• Criterion: Costs
o One-time and on-going support costs are tallied
o Compare costs of each vendor
• Criterion: Professional Services Contract Compliance
o Various point scores assigned to each clause and a total score is calculated
o Compare point scores of each vendor
• Criterion: Implementation Schedule Compliance
o Various point scores assigned to each due date and a total score is calculated
o Compare point scores with other vendors' scores
• Criterion: Business Process Re-Design Compliance
o Various point scores assigned to each process and a total score is calculated
o Compare point scores of each vendor
We typically use a tiered process in which to reach the finalist decision. For example, the City may wish to
specify minimum criteria that all responding vendors are required to meet in order for their bid response to be
considered (e.g., minimum population size of municipality with installation of the current version of their
software, bid response does not exceed a particular dollar figure, etc.). For those vendors meeting the initial
criteria, their bid responses will be evaluated against a second level of criteria prior to any formal due
diligence activities, vendor demonstrations, etc. This evaluation will be based solely on their RFP response.
The top two or three vendors that score the highest on this second round of scoring will be considered the
finalist vendors. For the finalist vendors, a more comprehensive scoring process will be used that is based on
the following sources of information:
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March 2, 2006 City of Elgin Municipal Management System Consulting—RFP#06-019
• Vendor RFP response
• Vendor demonstration(s)
• Reference checking with comparable sites
• Potential site visits
• Other due diligence activities (e.g., vendor research, knowledge of vendor in marketplace as noted
by other clients or industry analysts)
Categories of criteria and sub-criteria are established along with weightings to conduct an unbiased scoring of
the finalist vendors. Scoring of the finalist vendors can be conducted in a group setting with all members of
the selection committee developing a single score or conducted individually by members of the selection who
will score vendors in areas that they have comfort in scoring. There may be situations in which certain
members of the selection committee may not be comfortable with scoring a vendor's solution (e.g., technical
infrastructure in which they do not have knowledge or expertise in that area). The following categories of
criteria and relative rankings can be used as a typical example:
• General Vendor 20%
• Functional Requirements 40%
• Technical Requirements 10%
• Other Vendor 10%
• Cost 20%
An Excel template we have used on many client assignments will be used to record the above scores and
calculations, allowing for a blind numerical ranking of the proposed solutions to be calculated. This removes
all bias from the selection process.
3. Analyze Proposals and Select Semi-Finalists
Vendors will be instructed to complete the forms in the RFP and return them on CD or diskette with their
proposals. We will then tabulate the responses to the hundreds of application specifications that are included
in the RFP. A percent compliance will be calculated and incorporated into a proposal comparison template
we have developed. When combined with a variety of other comparative criteria gathered from the proposals,
the template automatically calculates a blind numerical ranking of each. This eliminates any bias from
influencing the selection process. The templates will allow the City to measure each vendor on:
• Conformance with the specifications
• Software licensing costs
• Hardware purchase costs
• Implementation, training, conversion, and modification services costs
• On-going support costs
• Contract terms and implementation schedule compliance
• General background criteria (e.g., number of installations, historical financial performance, number of
support staff, platforms supported, etc.)
9 We will meet with the City to present the comparative proposal analysis. Together, we will select the two
most qualified vendors, based on the pre-established selection criteria and scoring by the selection committee
9 members, who will then be subjected to the due diligence tasks described in the following work plan tasks.
1
1
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March 2, 2006 City of Elgin Municipal Management System Consulting— RFP#06-019
4. Provide Sample Vendor Demonstration Scripts and Other Due Diligence Templates
We will provide the City with sample vendor demonstration scripts that are intended to direct the vendor
9 demonstrations towards the needs of the City. These scripts are intended to have the vendors demonstrate
their products according to desired financial processes within the City such that staff can understand not only
whether the vendor's product will support their financial processes but also how well the product can support
their financial processes. Furthermore, these scripts allow for a more standardized process from which to
compare the vendors. Additionally, we will provide sample templates to use during the vendor demonstration
and due diligence activities including:
• Vendor demonstration agenda
3 • Letters to send to those vendors who are proceeding forward upon receipt of their RFP responses as
well as letters to send to those vendors whose solutions are not being considered based on initial
review of their RFP responses
• Forms to document vendor information during the vendor demonstrations, reference checking and
potential site visit processes
• Spreadsheet for scoring the RFP responses and finalist vendors
5. Facilitate Vendor Demonstration Process
On behalf of the City, we will contact the semi-finalists and schedule a software demonstration with each.
The demonstrations will be held at the City and will include a cross-section of staff from the City. A proposed
agenda and demonstration scripts will be provided to the vendors. Various forms will be used as a detailed
checklist for scoring each vendor's performance and functionality. As part of this engagement, we will not
participate in attending the vendor demonstrations unless requested but intend to debrief with the City as go
through the various vendor demonstrations.
6. Conduct Additional Due Diligence Activities
In addition to vendor demonstrations, there are a number of activities that the City can undertake to conduct
additional due diligence on the finalist vendors including:
• We will provide forms to the City if they wish to conduct site visits to comparably sized and complex
installations to review the installation of the vendor's software. We will provide the City with detailed
checklists of issues and items to discuss and score during the site visits. Note that as a result of the
demonstrations, it may be possible to eliminate one of the vendors, thereby reducing the number of
site visits required.
• We will provide forms to the City for reference checking to assess how well others have adapted the
semi finalists' systems to their needs, and identify issues to address during contract negotiations. We
have found that having City staff contact their peers at the reference sites results in more productive
and informative conversations. As such, we will oversee the reference checking process, but not
perform the checking ourselves.
7. Meet with the City to Select a Finalist Vendor and Present a Joint Recommendation to the City
Council
We will meet with the City up to two separate times to review the due diligence information gathered. It is
possible that there may be a need to have the final two vendors conduct a final software demonstration that
will focus on very specific areas of review. Together, we will review and discuss the finalist vendors overall
solution and proceed forward with making a decision on a finalist vendor using the decision-making process
developed previously.
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March 2, 2006 City of Elgin Municipal Management System Consulting— RFP#06-019
At the City's request, we will present the finalist recommendation to the City Council along with a synopsis of
the entire needs assessment and selection process intending to gain concurrence from County Council to
proceed with contract negotiations.
8. Review License and Support Agreements and Conduct Negotiations
We will review the license and support agreements provided by the vendor and propose recommended
changes to the contract. We will participate in negotiations with the finalist vendor. Contractual terms,
conditions, and costs will be negotiated with the goal in mind of protecting the City's long-term interests. A
draft of the final license and support agreements will be presented to the City's legal counsel for their review.
Terms and conditions relating to term and termination of the agreements,,.purchase and support costs, caps
on price increases, recourse for non-performance by the vendor, software acceptance criteria, rights to the
source code if vendor declares bankruptcy, warranties and incorporation of the vendor's response to the RFP,
governing law, insurance coverage requirements, rights to major new releases, payment terms tied to major
deliverables, controls over expenses, development of an implementation plan, on-going support criteria, etc.,
will be successfully negotiated. Other City standard terms and conditions will be negotiated as necessary.
We will facilitate the negotiations of License and Support Agreements with a representative from the Steering
Committee and the City's legal counsel.
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March 2, 2006 City of Elgin Municipal Management System Consulting— RFP#06-019
5.2.3 Phase II: Implementation Phase
Note that this Phase should be performed at the conclusion of contract negotiations and will be performed in conjunction with the selected ERP
vendor. There are a variety of implementation-related responsibilities that need to be determined prior to system implementation. The matrix
below identifies the various implementation activities to be performed and can be used as a means of identifying City, Vendor and Plante & Moran
participation during the implementation phase of the project.
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Project Initiation and Planning Activities
1. Develop project charter
2. Define project organizational structure including roles, responsibilities and expected •
commitment level
3. Review"lessons learned"
4. Define and discuss client expectations of what is to be expected during the project and
once the project is completed for each of the functional areas and executive sponsors
5. Identify all costs required to implement the system
6. Determine cost tracking mechanism
7. Develop project cash flow
8. Define the templates, tools and a process for budget monitoring
9. Conduct a project risk assessment session
10. Define procedures for on-going project risk management
11. Define project deliverables and milestones
12. Define a process for acceptance of project deliverables
13. Define the templates, tools and a process for action item management
14. Define the templates, tools and a process for issues management
15. Define the templates, tools and a process for meeting management
16. Define the templates, tools and a process for status reporting
17. Define the templates, tools and a process for initiating, reviewing, approving and
tracking of change orders
18. Develop an overall project timeline and timeline for each team
19. Develop procedure for updating and reviewing project timeline
20. Define how project decisions will be tracked
21. Develop a Communications Management Plan
22. Define the communications needs of the various project stakeholders
23. Procure other required project resources
24. Determine whether any team development activities will be conducted during the
project
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March 2, 2006 City of Elgin Municipal Management System Consulting— RFP#06-019
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25. Conduct project kick-off meeting
Project Execution and Controlling Activities
General Project Administration
26. Maintain and manage the Action Item Log
27. Maintain and manage the Issues Log
28. Maintain and manage the Decision Log
29. Maintain and manage the overall project schedule
30. Maintain and manage the individual team schedules
31. Identify, initiate, review and track change order activity
32. Execute Communications Management Plan
33. Prepare project communications
34. Resolve project issues
35. Manage project staffing issues
36. Assign and coordinate resources to conduct project activities
37. Schedule technical and application consulting sessions
38. Update lessons learned document throughout the course of the project
Quality Assurance
39. Monitor compliance of vendor(s)to their contract(s)
40. Monitor the overall status of the project and raise issues to the appropriate level within
the project
41. Review and comment, as needed, on the overall project timeline
42. Monitor and report on project risks
43. Review and approve/deny all vendor invoices
Meetings and Status Reporting
44. Participate in team leads meeting
45. Participate in project management status meetings
46. Participate in Executive Steering Committee meetings
47. Participate in ad-hoc meetings, as needed
48. Prepare and present project status reports
Cost Management
49. Track project costs
50. Prepare and present budget status reports on the project
System Installation and Initial Configuration
51. Prepare site for system installation.
52. Install and conduct initial configuration of hardware
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March 2, 2006 City of Elgin Municipal Management System Consulting— RFP#06-019
53. Install and conduct initial configuration of software
54. Acquire, install and configure any other physical items (printers, desktop hardware and
software, etc.)
Process Mapping and Redesign
55. Identify processes to be mapped and redesigned
56. Schedule process mapping and redesign sessions
57. Conduct process mapping and redesign activities
58. Implement redesigned processes
59. Execute changes to policies and procedures resulting from process redesign sessions
Security
60. Define security needs
61. Implement security classes
Application Modifications and Customizations
62. Confirm application modifications and interfaces required
63. Develop modifications and interfaces
64. Define and develop custom reports
Testing
65. Develop test packets and scenarios as part of acceptance testing
66. Conduct acceptance testing
67. Resolve issues discovered during acceptance testing
68. Communicate final system acceptance
Training and Documentation
69. Develop end-user training material
70. Develop system operations documentation
71. Schedule training sessions
72. Copy and distribute training material
73. Prepare training classrooms
74. Conduct training sessions
Data Conversion
75. Define data conversion approach
76. Develop data conversion maps
77. Develop data conversion programs
78. Test data conversion programs
79. Execute data conversion programs
80. Conduct data conversion clean-up
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March 2, 2006 City of Elgin Municipal Management System Consulting— RFP#06-019
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81. Develop a cut-over strategy
Project Closure Activities
82. Conduct final acceptance of system
83. Identify post-implementation team activities that still require resolution
84. Develop a post-implementation project plan
85. Define the on-going system support structure _
86. Develop a transition plan from the vendor to the client
87. Archive project records
88. Close-out all contracts
89. Conduct debriefing sessions on the product and services portion of the project
90. Conduct a process audit(6—9 months after implementation)
91. Conduct a system audit(6—9 months after implementation)
Page 39 of 46
.March 2, 2006 City of Elgin Municipal Management System Consulting— RFP #06-019
1. Develop an Activity-Level Implementation Plan
The findings from the previous Phases will significantly detail the necessary activities required to implement a
new ERP and re-designed business processes. These findings will be input into a Microsoft Project TM Gantt
chart. Interviews with the Team Lead Committee will be conducted to review the Gantt and identify additional
activities required for a successful ERP implementation. We will incorporate the following into the Gantt chart:
• Major phases
• Major milestones
• Activities and their due dates
• Who is responsible for each of the activities
• Activity interdependencies
The Plan will address "who, what and when"for the following:
• Project Definition
o Project planning meeting schedule
o Establish issues log
o Establish change control approach and log
• Implementation Team Formation
• Team Training
o Training plan
o Attend training
• Process Re-Design
o Translation of process redesign findings and recommendations into work plan tasks
o Oversight of process redesign implementation
• Information Management Division Infrastructure
o Operating platform procurement and installation
o Disaster recovery resource identification, contracting, and installation of components
o Security, facility, communications (LAN/WAN), and environmental conditioning component
procurement and installation
o ERP software installation
o Adopting/adherence to standards
o Test and formally accept
• Design and Development
o Determine customizations/modifications required
o Develop software design approach
o Identify resources to perform customizations/modifications(in-house or third-party)
o Execute design and develop customizations/modifications
o Oversight and management
o Test and formally accept
• Report Writing
o Complete report cross reference
o Determine reports needed
o Develop report specifications
o Report writer training
o Write reports
o Test reports
Page 40 of 46
111
•
1 . March 2, 2006 City of Elgin Municipal Management System Consulting—RFP#06-019
• Interfaces/Integrations
o Determine interfaces/integrations needed
o Develop approach and tasks
o Coordinate with third-party vendors of systems to be interfaced with
o Test and formally accept
• Conversions
o Determine conversions needed
o Develop approach and tasks
o Prepare data for conversion
o Conversion oversight
o Test and formally accept
3 • End User Training
3 o Prepare exercises
o Prepare environment
o Conduct training
3
3 • Prototyping
o Prototype plan development
o Conduct prototype
o Post-prototype review
o Resolve issues
• Go Live
o Data conversion-Final
o Paralleling, cut over, and contingency plan development
o Security set-up and testing
o Set up internal"help desk"
o Production environment preparation
o Readiness assessment
o Execute paralleling plan
o Execute cut over plan
o Formal acceptance test—Module-by-module, System-wide
o Execute contingency plan, if necessary
o Begin live processing
o Resolve issues resulting from live processing
o Post-go-live assessment
•
The plan will be presented to the City for review and feedback.
Page 41 of 46
0
' •March 2, 2006 City of Elgin Municipal Management System Consulting—RFP#06-019
2. Establish Implementation Management Approach
The development of a sound implementation strategy is essential to ensure the success of any project.
Plante & Moran will outline an overall implementation approach and detailed project plan that the City of Elgin
can use to implement the new ERP. The system implementation approach for the organization, that will
address process and personnel issues above and beyond technical project requirements, will minimally
include the following components:
• Identification of prioritized recommendations for implementation
• Key business process changes as a result of migration to a new operating system
• The projected budget impacts of the new financial system operating model
• An implementation timeline for migration to the new system and operating model
• Change management considerations
• A staff involvement, communication, and training strategy
• A stakeholder communication and training strategy
Development of the implementation approach and plan will include our proven methodologies and
approaches that have successfully helped several other governmental and municipal organizations. While we
have similar experience providing this type of assistance to other municipal organizations, our proposal
focuses on providing the City of Elgin with an approach to address its unique circumstances and
requirements. The following discussion outlines how to plan the implementation considering involvement of
key departments in the process, organization of key stakeholders in the process, and the process changes
required for successful implementation. The implementation approach outlined below will be used as a basis
for formulating the City of Elgin Implementation Approach and Plan in order to assist in a smooth conversion
to the new financial business processes and management information system. This approach has been used
successfully in several of our prior engagements, resulting in operational transformation to a new core
financial system and operational model.
• Review and approve the business process, organizational, personnel, and technical
recommendations by the Team Lead and Steering Committees. This leadership team will need to
make a decision on the level of financial operational transformation it wishes to pursue.
• Establish an Implementation Management Steering Committee. This steering committee could
include the same representatives as the already existing project steering committee, or could include
different representatives to gain broader exposure and buy-in to the new financial processes and
system. The Steering Committee will have the responsibility to create the future state organizational
3 vision for the City's financial processes and provide support to staff during the change process.
Establishment of this "executive" committee, providing sponsorship and support of the initiative,
should secure a high probability of successful project implementation.
• Establish implementation teams to manage the detailed implementation of recommendations
including the rollout of organizational and functional changes for the new financial system operating
model. The teams should have a leader and develop a team charter for definition of their roles and
responsibilities within the implementation process. The role of the team leader will be to coordinate
the activities of the team and liaison with the Implementation Management Steering Committee.
Team members should consist of the appropriate staff members, IT staff members, and cross-
functional City Department representatives as dictated by the recommendations being implemented.
Wherever possible, multiple department representatives should be included on each implementation
team, to consider different points of view in implementing the specific recommendations. The
Implementation Management Steering Committee will want to ensure that when taken as a whole, all
implementation teams have adequate stakeholder and cross-Departmental representation to ensure
buy-in to the new financial system.
I
Page42of46
I
3
•March 2, 2006 City of Elgin Municipal Management System Consulting—RFP#06-019
3
• Perform implementation activities. In general implementation activities should include:
o Develop a more detailed work plan/implementation schedule
o Introduce process changes to affected staff
o Identify staff training requirements
o Revise policies and procedures
o Train staff in their new responsibilities
Once the implementation plan is finalized,we will:
3 • Present an organization plan/diagram for an Implementation Team
• Provide a "Project Management Manual" to the City; the manual includes numerous forms, tables
and administrative aids for the City to manage the Implementation Phase
3. Provide On-Going Project Support
v
During the course of the project, we will provide on-going assistance to the City that will include the following
activities:
• Participate in project status meetings
• Conduct on-going monitoring of project issues and risks
• Review and comments on project change orders
• Review and comments on project deliverables
• Provide guidance in conducting acceptance testing of the implemented system •
• Review and comment on progress towards achieving project milestones
For planning purposes, we anticipate the duration of the implementation phase of the project to span 12
months.
I
1
II �I
Page 43 of 46
gcImer�}
\\ II
City of Elgin
Municipal Management System Consulting Project
ID Task Name Start I Finish '2nd Quarter 3rd Quarter -
Apr I May I Jun Jul 1 Aug l
1 City of Elgin-Municipal Management System Consulting Project i Tue 5/30/06 Mon 12/31/071
2 Phass 0:Project Management Tue 5/30/06 Mon 10/9/06
i
3 S- chedule and Moderate Project Status Meetings Tue 5/30/06 Mon 10/9/06 E ,,_; ..m
4 Phase I: Vendor Selection Tue 5/30/06 Mon 10/9/06 i h ,
5 Review Documents Tue 5/30/06 Thu 6/1/06, 0
6 Develop and Communicate Decision Path Tue 5/30/06 Fri 6/2/061 • El
7 D- evelop ERP Selection Criteria and Weighting Factors Tue 5/30/06 Fri 6/2/06 i [}i
8 Conduct Proposal Analysis Mon 6/5/06 Wed 6/14/061
9 P• rovide Sample Vendor Demonstration Scripts and Other Due Diligence Templates Tue 5/30/06 Wed 5/31/06 I
10 F• inalize Vendor Demonstration Scripts Thu 6/1/06 Fri 6/9/06
11 C- ommunicate Vendor Demo Process to Vendors Wed 6/14/06 Wed 6/14/06
12 Facilitate Vendor Demonstration Process Tue 7/11/06 i Mon 8/21/061
13 Conduct Other Due Diligence Activities Thu 6/15/06 Mon 8/21/061 =° "m?"'
14 Meet to Select a Finalist Vendor and Present a Joint Recommendation to the City Council Tue 8/22/06 Mon 9/4/06 j; ill
E
E
15 Review License and Support Agreements and Conduct Negotiations Tue 9/5/06 Mon 10/9/06 i
16 Phase II: Implementation Planning Tue 10/24/06 Mon 12/31/07
17 Develop Activity-Level Implementation Plan Tue 11/7/06 Mon'12/11/06i
18 Establish Implementation Management Approach Tue 10/24/06i Mon 11/27/061
19 • Conduct Implementation Activities _ I Tue 12/12/06il Mon 12/31/071
Task lif Milestone IIIExternal Tasks 1.____ 7
Project:City of Elgin
Date:Thu 5/4/06 Split Summary Iril External Milestone
Progress NENIII Project Summary Deadline E
Page 1
City of Elgin
Municipal Management System Consulting Project
4th Quarter 1st Quarter 12nd Quarter 3rd Quarter 4th Quarter
Sep I Oct 1 Nov f Dec Jan J Feb I Mar _ Apr J May Jun Jul I Aug 1 Sep Oct 1 Nov 1 Dec
A
Task Milestone External Tasks . a;
Project City of Elgin
Date:Thu 5/4/06 Split sR Summary111111111 External Milestone El
Progress msomonnii Project Summary 11,1111111111111111111.111111 Deadline
Page 2
City of Elgin
Municipal Management System Consulting Project _-
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter
Jan j Feb I Mar Apr 1 May [ Jun Jul 1 Aug I Sep Oct J Nov I Dec Jan I Feb I Mar Apr
1
j
I
Task = Milestone • External Tasks
Project:City of Elgin
Date:Thu 5/4/06 Split Summary 1111.1111111 External Milestone pi
Progress iimommi Project Summary 1111111111111111111.111111111111111 Deadline
Page 3
t
OFE<
Agenda Item No.
City of Elgin
o„ !� I I
E
ytic
':bLi
April 21, 2006 `" �r�e '
001
' 5 [
TO: Mayor and Members of the City Council l � II
N ���
FROM: Olufemi Folarin, City Manager .l I
Jeff Massey, MIS Director FINANCIALLY STABLE CITY GOVERNMENT
y EFFICIENT SERVICES,
AND DUALITY INFRASTRUCTURE
SUBJECT: RFP #06-019 Consulting Services for Software Selection
PURPOSE
The purpose of this memorandum is to provide the Mayor and members of the City Council with
information to award RFP #06-019 consulting services for software selection and
implementation to Plante& Moran, PLLC
RECOMMENDATION
It is recommended that the City Council approve the award of RFP #06-019 for consulting
service for software selection and implementation management to Plante & Moran, PLLC at a
cost not to exceed $83,800.
BACKGROUND
The City has been using its current municipal management system since 1993. The system
consists of finance, budgeting, purchasing, payroll, community development, fleet management,
and utility billing. This system is based on a 1980's model of mainframe/dumb terminal and
does not take advantage of modern computing environments. While the system is adequate for
most internal staff usage, it does not lend itself to be integrated with or accessed from non-HTE
and non-AS/400 systems. It does not take advantage of the modern windows server based
computer network, e-mail, web interfaces, etc. The HTE system has served the City well for the
almost 13 years it has been in place but it is now time to look to the future with a modern
municipal management software system. This project will have a major impact on the day to day
operations of the City for many years to come.
The importance of choosing the most appropriate system meeting staff and constituent needs
requires great due diligence and expertise. A firm that has routinely performed this type of
system selection and implementation can provide the experience and expertise to assist the City
Staff System SelectionTteam make the best choice for a new municipal management system.
•
RFP #06-019 Consulting Services for Software Selection
April 21, 2006
Page 2
A competitive RFP for consulting services was published and four proposals were received. The
proposal from Plante & Moran, PLLC was deemed to be the most responsive for the project.
Plante & Moran has performed over 100 software selection and implementation projects for
cities and counties throughout the Midwest. The process and methodology used is very thorough
and will provide City staff with valuable insight and guidance through a very complicated
process. Plante &Moran received very high praise from previous clients with similar projects.
COMMUNITY GROUPS/INTERESTED PERSONS CONTACTED
None
,4/ ,;,FINANCIAL IMPACT
There are sufficient funds budgeted ($ 478,000) and available ($414,900) in the Riverboat Fund,
account number 275-0000-791.92-47, MIS Strategic Plan project 219511 to enter into a contract
with Plante & Moran PLLC for the consulting services in an amount not to exceed $83,800.
L AL IMPACT
pmone
ALTERNATIVES
1. Approve the award of consulting services to Plante & Moran, PLLC.
2. Award the RFP to one of the qualified, competing vendors.
3. Do not approve the award of the RFP.
Respectfully submitted for Council consideration.
jm
Attachment
r•
RFP #06-019 Consulting Services for Software Selection
April 21, 2006
Page 3
Tab Sheet
Vendor: Plante & Moran, PLLC 27400 Northwestern Highway, Southfield, MI
with offices at 2400 Big Timber Road, Elgin IL
Cost per hour: $186, proposed hours 450
Other: hourly rate includes all travel and expenses.
Vendor: Schafer Consulting, 9 Red Leaf Lane, Ladera Ranch, CA
Cost per hour: $130, proposed hours 800
Other: travel, per diem and incidental expenses not included and billed separately.
Vendor: Group 1 Solutions, Inc., 790 Roosevelt Rd, Glen Ellyn, IL
Cost per hour: $184, proposed hours 252
Other: travel, per diem and incidental expenses not included and billed separately.
Vendor: GAD Group, 101 Royce Road, Bolingbrook, IL
Cost per hour: $115, proposed hours 562
Other: travel, per diem and incidental expenses, not included and billed separately.