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Home My WebLink About7.1 Acct&BillngPermitSys CITY CLERK File # Ornfl]@]-@l@] ~ oO-;$.o AGENDA STATEMENT CITY COUNCil MEETING DATE: November 20, 2007 SUBJECT: Software System Assessment Report And Authorization To Circulate A Request For Proposal (RFP) For Procurement Of Accounting & Building '" j\; Permit Systems ~ Report Prepared by Paul S. Rankin, Administrative Services Director and Jeri Ram, Community Development Director r:>f/ ATTACHMENTS: 1) Assessment Report - October 2007 2) Proposed Request For Proposal- November 2007 3) Resolution Authorizing The Release of the Request For Proposal and the Waiver of the Competitive Bid Process As Provided For In Dublin ~un~cr Code Section 2.36.050(A)(8) RECOMMENDATION:' ~'6 Staff recommends that the City Council receive the Assessment Report and adopt the Resolution which will allow Staff to circulate the Request For Proposal as a means to procure new systems. FINANCIAL STATEMENT: There are sufficient funds appropriated under two separate projects in the Fiscal Year 2007/2008 Capital Improvement Program. The two projects are: 1) Project 93200 Building Permit System; and 2) Project 93191 Accounting System. (See Report For Project Budgets). DESCRIPTION: The City Council identified the following two projects as high priority objectives: 1) Evaluate replacement of the City accounting system; and 2) Implement a real time Building Inspection System. On January 16, 2007 the City Council authorized an agreement with SoftResources, a specialized Consulting firm, to assist in developing a procurement process. The work to be performed by SoftResources was divided into five phases. This report represents the compl~ion of Phase 1: . Phase 1 - Requirements Analysis / Summary Observations and Budget Estimate / Develop RFP . Phase 2 - Analysis of Request For Proposal Responses . Phase 3 - Coordinate Software Demonstrations - On-Site . Phase 4 - Final Selection Process and Reference Checking . Phase 5 ~ Negotiation Assistance Results of Analysis Report The first step undertaken by the Consultant, was a detailed set of meetings with representatives from all Departments in the City. The Consultants wanted to capture both the processes in place today as well as ------------------------------------------------------------------------------------------------------------- COpy TO: Page 1 of3 ITEM NO. 1./ G the perceived advantages and disadvantages of the current computer systems being used. Although these projects have been labeled as "Accounting" and "Building Permits", the full array of system needs were considered. For example, there are some processes such as Human Resources, Budget, etc that are not considered as an accounting function. In the area of permits the City has multiple types that are issued (i.e. Fire Permits; Taxi Permits; Waste Hauler Permits; Encroachment Permits; etc.). Attachment 1 contains the full Assessment Report prepared by the Consultants. Pages 3 and 4 of the Report provide an overview of how information was gathered as well as conclusions supporting the procurement of new or upgraded systems. The Consultants recommend that the City proceed with examining two options: Option 1) Evaluate Enterprise Resource Planning (ERP) solutions where a single vendor provides a suite of modules which meet the City's needs (this would include both finance and permits). Option 2) Select a Finance Software vendor without a permit system; and evaluate separately systems that focus on Building Permit Services. Under the first option various modules are integrated and provided by one firm. The second option is often referred to as the "best of breed", where one vendor may be providing the permit system and others providing the finance software. Even with the selection of Option 2 there would be opportunities for some integration of data between the systems. As part of their research and discussion with City Staff, the Consultants identified current workflow and limitations created by current systems. Section 2 of their report highlights the key areas that were discussed and evaluated. Request For Proposal A new or upgraded system is expected to be in place for a minimum of 5 - 10 years. Therefore, the selection process requires thorough consideration and planning. SoftResources has developed a Request For Proposal based upon the input received from City Staff. Flexibility has been built into the Request For Proposal to allow the current vendors to participate and their submittals would be compared along with other vendors. Specialty permit and inspection software vendors would be invited to submit a proposal only for those functions, or to partner with a financial system provider. Attachment 2 is the proposed Request for Proposal which will be distributed to vendors. As an independent software selection consultant SoftResources is familiar with firms marketing software to the government sector. SoftResources will be assisting Staff with the identification of firms to be contacted. In addition during the proposal period other firms may request a copy of the RFP. The anticipated timeline for the selection process is shown below: Evellt Release RFP to vendors Vendor Questions Due Answers to RFP Questions Published to Web Site RFP Res onses Due Evaluation of vendor Pro osals Com lete Finalists Notified/Vendor Short-List Released Vendor Demonstrations Vendor Reference Checks Contract Review and Negotiation Cit Council Awards A reement Im lementation Plannin :Qate November 21, 2007 December 7, 2007 December 14, 2007 Janu 17,2008 Febru 26,2008 Week of March 3, 2008 Marchi A ril 2008 A ril 2008 May 2008 June 2008 June 2008 Page 2 of3 Estimate of Project Costs As presented in Section 3 of the Assessment Report the replacement of these systems represent a significant investment. The cost components for the entire project include: Software License, Implementation and Training; Maintenance Fees required for the software system; and Hardware. SoftResources indicates that based on recent projects they have completed, the expected costs for these systems will be between $402,500 and $719,000 to accommodate all of the project elements. It is also appropriate to note that typically the software vendor would not provide the hardware. Hardware will be part of the project cost, and will be coordinated under a separate purchase, based on specifications required to operate the software selected. The adopted 2007/2008 Capital Improvement Program has funding in two different projects as follows: $ 240,298 $ 332,000 $572,298 / . una '" Inte,mtal Servic.e t Fund Equipm~ht R., lacembnt .)J N/A $125,000 $125,000 'SoftReso~pe$ . Selection Consuliant $ 16,190 $ 80,000 $96,190 $256,488 $537,000 $793,488 Obtaining formal proposals from the providers will allow Staff to . determine the adequacy of the current funding. Authorization To Waive Sealed Bid Requirements Typically all purchases over $20,000 are procured using a formal bid procedure where specifications are provided to vendors who then submit a sealed bid. The purchasing section of the Municipal Code recognizes that an alternative is appropriate for technical purchases where bidding on a set of standard specifications is difficult. When the alternative process is used, the Municipal Code requires the selection be based on a process involving a thorough review of products including a comparison of features. The Request For Proposals (RFP) will fulfill this requirement. Also, Staff will be assisted by SoftResources in evaluating all of the responses received. The City Council is required to authorize the use of the Request For Proposal when the purchase will not be made by a competitive bid. The proposed Resolution (Attachment 3) will fulfill this requirement. Upon completion of the RFP process, the agreement for procuring the systems will be presented to the City Council for their review and approval. This will take place after Staff has an opportunity to fully review the systems and follow-up on vendor references. RECOMMENDATION: Staff recommends that the City Council approve the Resolution, which authorizes the waiver of the competitive bid requirement and direct Staff to release the Request for Proposal (RFP). Page 3 of3 /0} 63 The City of Dublin ASSESSMENT REPORT October 2007 ,Soft _.1 ,. R 7o~wf:!'!s~~c~o~ 25:17 Eastlake A venue East, Suite :100, Seattle, WA 98:102 Phone (206) 860-2400 Fax (206) 860-2828 E~mail: mail@softresources.com Website: www.softresources.com T+e.+-v--tf'7 'i I f I~ 0 I M1q, ATTACHMENT 1 0 ~1b3 Table of Contents 1. Project Overview 2. Observations: Systems and Processes 3. Budget Analysis \~ .so ft __ Ill" R If:~w~~s~~c~o~ Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 2 of 21 .30;f62 Section 1 Project Overview Objective The City of Dublin (City) has engaged SoftResources LLC (SoftResources) to provide consulting services that includes the evaluation of existing and replacement Enterprise Resource Planning or ERP systems. The primary functional areas included in the scope of this project are: Financial, Human Resources, Payroll, Permitting, and Business License. This report presents SoftResources findings for the process and system observations and budget review portions of the engagement. Approach SoftResources performed the following tasks to complete this portion of the project and compile this report: 1. Created a memo that was issued to City employees. The purpose of the memo was to introduce the start of the selection project, invite employees to participate in the interview process, and proVide a list of questions for them to review and consider in preparation of the requirements interview sessions. 2. Reviewed Needs Assessment questionnaires completed by City staff members for the Technology Strategic plan. 3. Conducted a Project Kick-Off Meeting at the City as well as on site requirements interviews with various City departments over a three day time period. The goal was to include as many departments as possible in both the Kick Off meeting and the requirements interviews that are impacted by some or all of the systems reviewed. Each interview session involved between 4 and 10 staff members and lasted 1 to 2 hours. Discussions were completed for the following areas: Ke To ies FunQl1ional Areas Accounts Project Receivable Accountin Miscellaneous Asset Billin Mana ement Cash Receipting Business License Permittin General Led er Purchase Order Accounts Pa able Bud et Housing Payroll Human Resources Treasu Technolo 4. Collected and reviewed documentation from individuals attending the interviews. Items collected included responses to the interview memo introductory questions as well as various documents, forms, and reports where it was determined they would add value to the information gathering process. 5. Conducted a telephone conference call with staff members of the Housing department that were unable to attend the on site interview process defined in #4. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 3 of 21 4 c;f&3 6. Performed a high level cost review of prior projects completed by SoftResources for similar sized cities that evaluated and selected the same group of modules in an application suite. The pricing components considered in this evaluation were software, implementation services, maintenance, and hardware for the required modules and estimated user counts. Findings This report has been compiled to present SoftResources findings to the City and includes the following sections: Section 2: Observations - System and Processes. Included in this section is a review of the current systems and processes being utilized by the City relative to the scope of the selection project. The assessment includes both global observations as well as high level functional comments for each area reviewed. Section 3: Budget Analysis. This section provides a high level review of total costs for the acquisition and implementation of new software. The cost components reviewed include software license, implementation, maintenance and hardware. Included in the implementation component are services for installation of the software, data conversion, training, and travel costs. Conclusion Based on the research and findings compiled and included in this report we support the City's decision to execute a software selection project at this time. While the existing systems are not completely broken and could be used for the short term, the best long term approach is to replace ACS with an ERP application that can provide the breadth of modules and depth of functionality required by the City. Replacing ACS (Current Finance System) would rectify many of the functional, process, and technical limitations, as well as support future requirements for the long term as the City is faced with growth, expansion, resource limitations, and the ability to support each department's business processes. The review also examined the opportunity to replace the current Building Permit system. After undertaking the initial interviews the City did upgrade to a newer version of the current HdL Permit System. The Department has indicated a desire to consider looking at systems with Automated Field Reporting and Internet Permit for basic permits. This may be accomplished with: Modules offered by the current vendor; an integrated package offered by an ERP System that includes Finance and other modules; or by selection of a software system that solely focuses on Building Permit services. It is recommended that the Building Permit System be included in the RFP in a manner that will allow the City to fully examine its options. As with the ERP applications, there is an opportunity to improve the automation of the permit processes. SoftResources believes the City would benefit significantly from the improvements in the functionality and technology available from alternate software applications that will be continued to be developed and supported for the foreseeable future. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 4 of 21 !51~3 Section 2 Observations: System and Processes The primary objective for this review is to assess how well the current systems and processes support the operational and managerial requirements of the City. To complete the analysis for this section of the report SoftResources used the information collected from the requirements interviews conducted at the City. This review has been organized into two sections that specifically address general observations about existing systems and specific functional observations about each area reviewed. Findings The findings for the Systems Assessment are summarized and presented in the following sections: );> General Observations. This section includes a high level review of observations that are general in nature and cross functional areas of the assessment. Some of the items are systems related and might be improved with the replacement of ACS. Other comments are not directly system related and are impacted by process, cultural, staff, and organizational issues and changes. );> Functional Observations. This section presents specific functional or modular comments about the existing systems as well as benefits that might be recognized with the selection and implementation of packaged ERP systems. The areas reviewed have been combined into the following categories: General Ledger, Purchase Order Accounts Payable, Accounts Receivable - Miscellaneous Billing-Cashiering, Asset Management, Budget, Business License, Permitting and Code Enforcement, Human Resources-Time and Attendance-Payroll. A. General Observations. This section includes general system and process observations and comments. The information provided here is intended to support the City with its understanding of current processes, recommended alternatives business processes or system functionality, and the benefits that might be realized with the selection and implementation of replacement ERP software. 1. Software Vendor and Product. ACS, the current primary accounting system vendor, is a $5+ billion corporation that focuses on a variety of services and products including system outsourcing and consulting. ACS acquired Business Records Company (BRC) and the solution used by the City before the year 2000. It is unclear how much of ACS total revenues are derived by the government ERP solution in use by the City. ACS has discontinued development of the software and offers it as a maintenance solution only. There are approximately 600+ remaining users of this software. Through a software selection project the City can further assess the viability of upgrading or migrating the software to the applications marketed by ACS. ACS also has a partnership with Springbrook Software, a government ERP solution. The partnership grants ACS the rights to market and distribute the Springbrook application to certain clients. This alternative should also be reviewed in more detail through the RFP process. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 5 of 21 f roX t Q ~ ~/ vi 2. Navigation. ACS has green-screen technology and function key navigation, instead of a more intuitive point and click Windows user interface. Although ACS has made interface improvements, the lack of flexibility in the ACS screens makes using the system more difficult for new or infrequent users. 3. Business Processes. There are some areas where users have developed paper based systems and manual processes outside of the ACS software. This typically leads to overall process inefficiency or extra and redundant steps, lack of centralized data to support sharing of information across users, reduced accuracy, limitations to the audit trail, and unnecessary time spent on reconciliation of data across systems. 4. Breadth of Modules. The systems appear adequate for the Finance group, while other departments have complexities that require them to work beyond the modules installed. This is not inconsistent with other cities of comparable size. Examining new systems will allow the City to assess ERP systems that might offer more of the functional modules required in an integrated product suite and enable them to minimize the use of 3rd party applications. 5. Depth of Functionality. ACS has some limitations but none appear to be a major deficit to the Finance department. There are some areas where the software is not fully utilized. This is most likely driven from the original implementation of the software where the additional functionality was not available or not required. With the growth of the city and the evolution of the software there may be areas where the City could benefit by extending the use of the applications. It is important to note that this will only be a short term solution since it appears the application is nearing the end of its support life cycle by the vendor. 6. Query and Reporting. The ACS legacy system lacks graphical reporting, analysis, and flexibility. In order to get the data into Excel there must either be duplicate entry or it requires the use of Compleo (a separate unrelated software), which makes the process cumbersome. The City also uses Crystal Reports with some existing software packages for graphical and flexible reporting. Many systems now offer some level of executive integrated dashboard type functionality where users can access and share key data and reports in an intuitive presentation format. 7. Drill Down. ACS supports limited drill down to source level transactions. Most ERP applications will offer more complete drill down functionality back to source level transactions to support the City with query and analysis. 8. Integration. Ancillary systems (i.e. Class (Recreation Registration), HDL (Business License and Building Permit systems, GFAMMS (Fixed Asset), etc.) are not integrated with the financial modules which force the need for duplicate entry of data. A focus of the RFP review process will be to assess which vendors can provide a suite of solutions with the depth and breadth of modules required in an integrated environment. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 6 of 21 70)63 9. Security. Security administration is relatively loose in the ACS system. Since sensitive data may be held outside the system and in paper files there is some exposure. The City needs a system that can provide security to the module and menu levels by employee group or individual with minimal administration effort required (i.e. via the use of Microsoft Active Directory). Another safeguard some vendors offer is extension of their security to the data accessed through the reporting tools. 10. Excel. Excel is used extensively citywide for data capture, reporting, and analytics. It is also being used to fill functional gaps in the ACS system (i.e. for Code Enforcement, Miscellaneous billing, etc.). The downside of the extensive use of this program as compensation for functional gaps is it creates islands of data which are not shared between users and causes redundant keying into disparate systems. There are no best practices in place, online help, or other features to help document how this information is captured and uti Iized. 11. Document Management. Laserfiche is used as a primary document repository. This is a standard application that many software vendors interface with for image file management. 12. Workflow, Alerts and Triggers. ACS does not support workflow approval routing of electronic forms such as purchase orders, plans, invoices, or other documents. Instead, the City routes paper manually between departments and locations. While losing paper-based information does not appear to be a major issue, there is cause for concern as the City grows and volumes of documents increase. Electronic workflow approval routing would allow staff to be more productive and approve items all at once rather than one at a time. Similarly, ACS does not provide alerts or triggers that help kick off events when a certain date or condition exists. The City can evaluate the benefit of these features through the software demonstration process. 13. User Defined Fields. User-defined fields will support data management related for various activities and programs, such as tracking Green housing, demographics for the housing loan program, etc. These fields will allow the City to input unique data for reporting purposes or queries rather than tracking it outside the system. It is unclear at this time how well ACS supports user defined fields. 14. Business Processes. City staff has developed many manual business processes over the years. Implementation of new software will allow the City to adopt the best practices offered by the software application. During the interview process it was discovered that the City is doing many things a certain way without knowing the underlying cause for the process being in place. This has created redundant data entry and double handling of information. Some of this is system related and will hopefully be eliminated by updated software. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 7 of 21 n,d)! Q, U ""J \(J-'I ('j 15. User Conferences, User Groups, Training. ACS offers a User Conference focused primarily on the Payroll module. There is not an active local Users Group. Many vendors in the government technology sector offer user conferences and user groups. These events provide the opportunity to see the latest developments of the software, understand how the City might leverage from the new functionality and technology, and provide the vendor with feedback towards future development of the applications. Some vendors also offer user forums and continuing education. Training prior to implementation as well as post implementation training will support the City in ensuring it is utilizing the software to its fullest potential. 16. Technology. Development of the version of ACS software used by the City has been discontinued. There are approximately 600+ users on the same version of the City. System momentum is key to the sustainability of the software, which is why the City is considering a Microsoft-based platform rather than a data file management based system. The current trend is moving away from AS/400 and into .NET, or web-based systems which lend themselves to data sharing and integration with external systems. SoftResources feels this will be the predominant trend for the foreseeable future. B. Functional Observations The following table outlines specific detailed observations about the current systems and processes by specific functional area. This assessment was based primarily on feedback from City staff members. The comments in this summary are intended to highlight some of the key strengths and limitations of the software and are not intended to be all inclusive. 1. General Ledger: . Chart of Accounts. At this time users do not see a reason for change but are also open to reviewing vendor suggestions for modification. Current structure is 5 segments and 17 characters. Legacy applications required the capture of data within the chart of account string or general ledger to support reporting and analysis. With today's systems, vendors may offer alternatives methods to capture, inquire, and report on sub-ledger detail and therefore do not require as much detail built into the chart of account string. This should be reviewed through the RFP as well as the software demo processes. . Journal Entries. ACS manages most functions well. Exceptions include allocations entries (not established in the current installation) and reversing JE's that are not automated. The City creates several manual journal entries, but this does not seem to be an issue. New software would not necessarily eliminate the need for manual entries. Could expedite the posting process with more seamless process of uploading and posting a JE from an Excel spreadsheet source. In addition, the comment was made that the description fields are too short and do not capture the desired amount of information. . Drill Down. ACS has some drill down capabilities in various areas of the application. Windows-based systems tend to be better architected for drill down to source transactions (image files or electronic forms) and GL transactions from screens or reports. Setting up drill down may take time depending upon the software system selected; therefore the City should consider the value this feature may bring. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 8 of 21 1 ':f ~3 . Month End Close. Closing requires all users to log out of ACS. This is not a significant limitation as there are 3 primary users. A new system would allow for a date driven closing option; more of a soft close vs. a hard closing process required in legacy systems. An added benefit is tighter posting period controls to allow or disallow posting to unauthorized periods by user or user group. . Project Accounting. The Parks department would like tools to manage costs of various activities and programs, and would be eager to implement a more in-depth Project Accounting module to capture more activity-based details and costs. Adding this level of complexity would mean changes for the City, i.e. impact on collecting timekeeping details, changes to account coding, etc. Project Accounting is managed in ACS via the chart of accounts string using the department segment for project ID. The detailed data is maintained in spreadsheets. Implementation of this module will allow more individuals access to project related information and should be considered. . Grant Management. Grants are managed through the GL account coding structure; then use Excel and manual invoice copies to manage billing to the various funding agencies. While this process serves the City fairly well, it is possible that a new software system will provide tools or a specific module to support the administration and management of Grants. . Fund Accounting. Inter-fund balancing is managed through a manual process that involves spreadsheets. There were many areas where processes remain due to historical methods of working around the system. While this process is not time consuming, systems inherently provide automatic due-to, due-from inter-fund balancing, which can eliminate a side-bar process and eliminate mis-posting of information or out of balance funds. 2. Purchase Order: . Encumbrance Accounting. The management of encumbrances for open purchase orders has not been required. The City should consider the benefits and limitations to utilizing this functionality offered by ACS as well as other government focused packaged applications. .' Processing. Purchase orders are paper based and purchasing is decentralized. Manual purchase orders are assigned a number by the Finance department. The Purchase Order is then manually routed for required signatures. The City should recognize improvements to Purchase Order processing with new software. The Purchase Order can be electronically created, coded, verified to the budget, routed for approval according to defined business rules, received, and matched to an invoice. New software can also offer the ability to support Blanket and Contract Purchase Orders if required by the City. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 9 of 21 JO~: ~3 . Bid and Quote. The City requires up to 3 bids for purchases over $1,000 per item. While the City does not need a full bid and quote management system, it would be helpful to be able to capture information collected from bid submittals to capture bid history and award information. . Contract Management. Contracts are managed outside of ACS. The City would benefit from the ability to associate contracts to payments by creating Contract Purchase order types or Blanket PO's. Using blanket PO's would allow better tracking of contractor deposits, scheduled milestone payments, and contract PO balances across fiscal years. It is also possible to attach images, invoices, or other documentation to the blanket PO including extensive notes or Word documents to help manage Contracts within the Purchase Order system. By implementing this feature within the PO module duplicative tracking could be eliminated. 3. Accounts Payable: . Invoice Processing. To generate a payment to a vendor is a manual and paper intensive process. A check request sheet is attached to an invoice which has been received. This packet is routed to the Finance department for keying and coding. Pre- coding the accounts using a purchase order and matching to the invoice when submitted would eliminate this paper process. Most systems allow invoice scanning and approval routing with final submission to AP to expedite payment. Currently the PO is approved, and then the invoice is approved, which is a two step process. The City should review 2 and 3 way matching functionality through the software demo process. . Invoice Allocation. ACS does not support invoice allocations by percentage or other factor to make account allocations easier. Excel is used to set up multiple account allocations which are then manually keyed into ACS. Systems that support allocations by percentage or other factors could be helpful to eliminate the need for Excel. . Payment Processing. It is difficult to track large vendors with multiple addresses, and understand which one to apply the payment to. There is also the issue of having to create more than one vendor record in order to issue a separate check for an invoice since ACS consolidates payables into a lump sum. This limitation also impacts payments to the Alameda County Treasurer. A new system should allow payment by a separate check, range of invoices, or all. Payment is either electronic or via pre-printed check forms. . Procurement Cards. Credit cards are available for use and must be checked out for very specific uses. The City is reviewing the option to adopt the Purchasing Card or CalCard system. These systems typically interface with an Accounts Payable module. It has been our experience that many government organizations have adopted the use of purchasing cards and have been able to work them through the business processes offered by ERP software applications. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 10 of 21 II 0) 63 . Integration to Payroll. ACS payroll is not integrated with the AP system, but this would be helpful in order to pay vendors in a more automated fashion for payroll related expenditures (benefit premiums, payroll taxes, etc.). . Positive Pay. Software does not support positive pay management. The current process is a reverse positive pay management and is very manual. A new ERP system will support the generation of a Positive Pay management report that can be submitted electronically to the City's bank. . Sales and Use Tax. The management of sales and use tax at the City could be improved by being able to flag invoices where sales tax should be calculated, accrued, and summarized for tax reporting purposes. The taxes are tracked manually for all invoices processed through the ACS system. . 1099 Management. 1099 tracking to the vendor level works adequately for the City at the present time. The system also allows consolidations of multiple tax ID's to one 1099 vendor. It is common within updated systems to have management at the invoice level, and even to the line item level of an invoice. Tracking to that level is not required by the City. . Contract Payables. There are issues concerning the tracking and release of retained payables for CIP and Development activities that require a 10% hold back. There are over 90 Developer Contracts requiring some form of administration for retainage. This is an area of anticipated improvement and may require the use of a Contract PO to manage total contract values, capture details, and track milestones to help in this area. This will be investigated through the RFP and demo process. . Grant Reimbursements. Flagging of reimbursable invoices would support the Grant related billing process for CIP's and CDBG. ACS does not have this functionality; however, the City's requirements are fairly basic. Billings are monthly. 4. Accounts Receivable, Miscellaneous Billing, Cashiering: . Miscellaneous Billing. Miscellaneous billing is generated outside of the ACS System in spread sheets. The Accounts Receivable module is not being used to support these billing activities. The City would realize better departmental billing support through the miscellaneous billing system plus improved management of collections. It is SoftResources recommendation that the City implement the AR module with replacement ERP system. . Cash Receipting. ACS supports cash receipting however it is not integrated with Class or HDL. Consequently, cash receipts are entered into those systems, and then brought into ACS at summary level. While it is a conscious choice to interface or not between various sources of cash receipting systems, it could prove useful to build those interfaces when a new system is implemented. ACS also does not capture all memo lines on the receipt; if there are two, it only prints one. This is a frustration that could be improved. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 11 of 21 Ie) ~ & 3 . Web Payments. Web payments are received via the Class eConnect application and it works well. This could be interfaced to the Accounts Receivable module to help with matching of receivables to AR records, or to reconcile deposits. . Miscellaneous Invoices. Implementation of the Accounts Receivable module would allow invoicing from within the system instead of the manual invoices being created outside the system. It will also allow the City to assess payables aging, collections, and track interest or penalties due from a single source and unified customer record. Users in various departments could be allowed access to multiple billing types in lieu of maintaining their own systems. . Centralized Customer Records. Many software systems operate on the basis of address driven customer records, meaning a single underlying customer record for each property within the system. This allows cashiers to see all activity tied to a property record including all receivables. The only shortcoming to this approach is if 3rd party systems are used (Le. HDL, or Class) which may need their own customer record to function properly. In this case, cashiers would open the various revenue systems to see customer balances outside of the primary ERP system. The RFP review process will highlight those vendors that offer this specific functionality. s. Asset Management: . GFAMS and Spreadsheets. GFAMS and Excel are both used for Asset management; the primary record is Excel which is used to update GFAMMS so they are in sync. The City's goal should be maintenance of a single system. GFAMMS could be used or the City can consider the module available from the ERP vendor that is selected from the selection project. A Fixed Asset module will typically support recording of assets at original purchase as well as subsequent activities to those assets (repairs, improvements, upgrades). . Integration to Accounts Payable. While it does not seem to be a significant issue, the City could benefit from integration of a fixed asset and an accounts payable module. The integration would generate the creation of an asset record when an invoice is flagged accordingly. . GASB 34 Reporting. Reporting is generated with Excel. Leveraging from GASB reporting functionality in a new system may streamline and automate this process. The City does not have an extensive listing of assets, so the impact would not be great if GASB reporting was lacking in a new system. . Asset Replacement Fund. Replacement Fund management is not a function typically offered by most software vendors as a standard feature. The City tracks expenditures through accounts payable and then builds a fund based on price paid plus an additional inflation factor. It is pOSSible that invoices could be flagged to support the management of this fund by identifying items that should be included in the replacement fund calculation. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 12 of 21 13~bJ 6. Budget: . Budget Administration. The Budgeting process is managed via Excel spreadsheets and seems to work adequately. Vendors will be reviewed through the RFP process to determine functionality to support the budget administration process. . Position Based Budgeting. This data is managed in Excel spreadsheets and entered manually into the budget spreadsheet. Position budgeting is not a major requirement at the present time; most public sector systems inherently track position based budgeting which would eliminate the need for spreadsheet management. 7. Business License: . New License. HDL is used for business licensing (renewable licenses). It appears this system works adequately and was recently upgraded. The biggest obstacle is the lack of online visibility to this information between departments. If the City were to keep HDL, it is recommended that they extend access rights to more users. . Special Permits. Licenses issued for one time events are managed outside of HDL. These are permits related to Vendors, Taxi drivers, Parades or other similar events. Since HDL was recently upgraded, the City should examine extending the application for these license types since the volume continues to grow significantly. Another alternative that could be considered is using a Permit module to support the management of these types of Business Licenses. . License Fee Types. The City charges a flat fee per year for all license types or a one- time charge in the case of special permits. This works well for the City and does not need further assessment. . Inspection Scheduling. The current system does not trigger inspection scheduling by license or permit type once it has been approved (Le. Taxi or massage permit kicks off Police inspection). In order to utilize this feature, the City would need to create all of the business rules to set up the trigger (which is a one-time set up). This is a feature the City would like to utilize eventually. It is possible that HDL supports this requirement, or newer replacement systems. This will be assessed during the RFP review process. . Self Inspection Fees. Self inspection fees for Fire (renewed every 3 years instead of annually for specific business types) are managed on Excel spreadsheets and billed out using QuickBooks. The City should determine if this can be brought into the existing or replacement systems so that the process can become more automated and centrally available in a system. . Renewals. The current application generates renewals one time per year. The City might benefit in a staggered renewal process to balance the workload required. It appears the existing systems supports the basic renewal process at this time. Assessment Report Prepared For The City Of Dublin By SoftResources llC Page 13 of 21 II[ ~G.3 . Integration to Permitting. Sharing data between the Permitting and Business Licensing system would be useful to see the life of a plan submitted to the building department, and subsequent permits issued to that plan. The recent upgrade of the Building Permit database may improve this situation. It would be very valuable to the City if the modules were more completely integrated. . Self Service. Business license applications are available online to download, print, and then submit to the City. The ability to offer online registration with approval routing and collection of fees is used with success in many cities. This would be a nice to have function for the City to consider with software selection. As the City grows, it should anticipate making business easier to transact with it's citizens by offering Web-based forms which can be submitted electronically. . Miscellaneous Use. The City has many programs it tracks outside of ACS or HDL that do not fall into a particular software category, such as tracking certified Green residences and points system, tracking tenants and owners for affordable housing qualifications, and other similar programs where it may be helpful to capture some data within the new financial system. User-defined fields and tabs may be used to track this type of data in a new system. During the demo process vendors will be asked to show where there could be a placeholder designed to capture and report this information. 8. Permitting and Code Enforcement: . Permit Issuance to a Program or Project. One of the features the City could leverage in new systems is the ability to enter a developer project, GIS coordinate, or d~veloper name and see all the permits issued relative to that property. The City would like to track co-dependencies between issued permits and related activities for moving to the next step in the permitting chain. It could be that an upgrade to the latest version of HDL would remedy this issue. For now this is tracked manually and is labor intensive to manage. This requirement could be a key differentiator in selection of a replacement application. . Data Sharing. The consistent theme SoftResources heard throughout the interview process was the sharing of data between the Planning and Building departments. Multi- user access to the same record for modification or view only purposes, and a centralized property master record would help to ensure data is entered once, updated to a centralized system, and available to those with security access rights. . Self Service. Allowing contractors to apply for permits online is a feature many cities are adopting. SoftResources has seen cities collaborate with a single permit form for multiple entities to make the process easier for contractors who work within several cities in a geographic area. The current permit application process is paper based. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 14 of 21 /5 ~ "3 i . Plan Approvals and Fees. A high percentage of plan checking is performed by outside consultants. A Note Pad is used to capture inspection notes, approval history, and historical information on the permit record. Beyond this, there is no electronic plan approval routing to help departments sign off on plans and drawings and kick off the permitting process. Finance is the final department that generates an invoice and assesses fees to applicants. The ability to track an application through the various stages of approval and automatically route the permit application to accounting for billing would save time, increase visibility to the approval queue, and expedite billing. The City will consider the benefit of this feature during the software demonstration process, as there is maintenance required for any workflow activity. . Deposit Tracking. Deposits are received from developers who have submitted plans for review. These deposits are to cover the costs of inspections, plan reviewers, or other costs associated to a development project. The fees incurred are deducted from th~ deposit balance with the intent of requesting additional deposit funds or generation of a refund for excess fees collected. This is a common request by other government users that are required to manage contractor deposits. Some vendors support this functionality better than others. . Field Inspections. A system that electronically notifies inspectors once the permits are approved and applicants are ready for inspection could be useful to the City. Today all inspections are triggered using paper-based documentation. Once inspectors are on site, the Permitting department would like to collect notes electronically from the job site and port inspection results into the system. The City upgrade to the latest version of HDL they may find that the system can support this functionality may be provided by a replacement system. The RFP and demo process can be used to assess how well vendors are able to support this level of functionality. . GIS Interface. ESRI and AutoDesk are used for tracking GIS coordinates on submitted plans. It would be nice to have these coordinates linked to building permit records for correlation. It is likely new software applications will support the GIS systems in place at the City, and could possibly extend GIS to other functional areas in the software, i.e. tracking coordinates on infrastructure assets, flood plan management, etc. and allow more user access to the information. . Code Enforcement. The City uses an Access database and Excel spreadsheets for code enforcement management. Current volumes are 500 cases per year and rising. It would be beneficial to automate the management of code enforcement and tie the information to property records for a centralized view of activity to a location. As a first step, automation with Word for letter generation would be helpful. Some vendors offer this module within their product suites but others do not and may provide 3rd party vendor alternatives for the required functionality. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 15 of 21 /0{).1< 03 I 9. Human Resources, Time and Attendance, Payroll: . Applicant Trackingl Hiring. The CalOpps system provided by a public agency consortium is being used for recruitment, applicant tracking and management, and hiring-related notifications. This functions well and is cost effective at $1,500 per year. Due to the relatively low volume of recruitments, it is recommended the City continue to use this tool and investigate whether there is a benefit to have data from this system to support the creation of an employee record in a new system. . Time Keeping. Paper based timesheets are collected and keyed into the ACS payroll module. The Parks and Community Services group expressed an interest in capturing task related time for program cost analysis. The ability to charge time to projects may also be beneficial to other departments. The City should assess the overall benefits and limitations to capturing time at a more detailed level. . Payroll Processing. Payroll processing is fairly straightforward even though the City does not use a standard step increase and COLA adjustment. There are no union, fire, or police employees that often force more advanced system functionality. The differentiators in this module will not be significant for a software selection project. . Position Management. Positions are managed in an Excel spreadsheet; not via position control in the ACS Payroll system. It does not appear there is a significant requirement for Position Control; many municipal clients of Soft Resources have issues in this area and require more robust tracking capabilities. During implementation planning, the City should evaluate if there are any portions of position control management functionality that would be beneficial to adopt now, or at some future point in time. . Employee History. Employee history is tracked using a combination of electronic records (payrOll system) and paper documentation. Central capture of information such as hire date, anniversary date, termination date, compensation history, benefit elections, background check data, etc. would enable quick access to this information rather than going to the file cabinet. Typically systems track history to an employee; a new system with position control will also be able to track position history (Le. who filled the position, related dates, salary ranges, etc.). . Employee and Manager Self Service. This feature provides employee or manager access to subsets of data. It can also provide the opportunity to update certain pieces of information within the system. Access can be via an intranet page on the City's server or web based with access by a browser connection. Employee actions may include the update of W4 information, dependent information, change of address requests, time entry and submission for review, online benefit elections, leave requests, etc. Manager's actions can include a lookup up of employee information, completion of performance review forms, or entry of department time. Self-service screens are typically personalized to user groups or individuals, and can be configured to user preferences, or views. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 16 of 21 11 ~ G3 . Benefit Administration. The benefit administration process is mainly paper based. This seems unusual given the City's size. Many of the services typically provided by a City are outsourced which minimizes the number of administrative employees required and therefore, the related benefit systems to support those employees. The City is trying to reduce paper processes and we believe there will be improvements in this area with replacement ERP applications. . Leave Management. The City maintains leave banks with rules based calculations. The calculations can be based on algorithms and are based on factors such as hours worked, years of service, and job classification. The City would like the ability to manage more leave categories such as sick time, comp time, jury duty, bereavement, etc. Most applications will support virtually unlimited leave types. . CaIPERS. A new system should support CalPERS to the same level as the existing payroll system. Staff monitors benefit eligibility for part time or temporary workers outside of ACS. A new system with date effective or rules-based eligibility tracking could support eligibility management within the application. Support for retroactive pay calculations and associated CalPERS adjustments, might be improved with implementation of replacement systems. Conclusion Replacing ACS would rectify many of the functional and technical system limitations in the short run, as well as support the City's requirements for the long term as it is faced with growth, expansion, resource limitations, and the need to support each department's business requirements in a more collaborative way. To support the implementation of new software and adoption of the inherent functionality of a new system, it will be important to maintain ongoing training on the new system, both at go live and throughout the years. The City should anticipate the need for change management and prepare staff for implementation of best practices offered by the software vendor selected as a finalist. Fully utilizing the software will support the need for more flexible reporting, improved data integrity, and inter-departmental collaboration. Assessment Report Prepared For The City Of Dublin By SoftResources llC Page 17 of 21 ltt:;~ '-3 Section 3 Budget Analysis The primary objective for this section of the report is to review the costs that will be incurred by the City for the acquisition and implementation of ERP software. The review takes into consideration costs for software, implementation services, software maintenance, and hardware. As the City continues with the selection project it will become important to consider the internal costs that will be incurred to support the implementation of new software. The budget numbers presented below include a range of costs the City can expect based on the information collect thus far in the project. Additional cost data will be gathered during the RFP process of the selection project. Cost Categories There are several components to consider in the evaluation of the total cost of any software upgrade or replacement project. The following identifies and defines each of the costing components or categories reviewed in this analysis. ~ Software. This cost category typically includes software modules and user licensing. Some vendor's price on user count while others may price on a combination of user counts and modules purchased. For software pricing users can be defined in a variety of ways. The most common definitions include the following: concurrent, named, light, transactional, and reporting. The other criteria that can impact the software cost will be the number of vendors that will be involved in the purchase. The City may select a solution suite from a single vendor that provides all of the modules, or a solution set that includes applications from two or three different software vendors to meet all of the defined requirements. ~ Implementation. Costs that are typically included in this category are software installation, data conversion, user training, report writing, software configuration, and integration to 3rd party applications. Costs for this category are difficult to specifically identify this early in the project without more detailed project scoping by vendors. Vendors will respond to the City's RFP with estimates for the costs of implementation services, but will be better able to refine the estimate after the software demonstration process is complete. It is standard in the industry to estimate the cost of implementation services as a ratio to the cost of the software. While the industry average can range from .5:1 to 3:1 (or more) for government sector applications, we expect the cost of implementation for the City will range from a ratio of 1: 1 to a ratio of 1.5: 1. In other words, the cost of implementation will be $1 to $1.50 for every dollar spent on software. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 18 of 21 Pr~ 63 };> Maintenance. Annual maintenance fees are paid to vendors by customers or end users. The maintenance fees ensure users are eligible to receive product updates and major version releases as they become available. Maintenance fees also provide the end user with some level of telephone, online, or help desk support services from the vendor. The industry standard for the cost of maintenance is defined in terms of a percentage of the then current list price of the software license fees. The range of fees can be 15-25% of the price of the modules purchased. On average the cost of maintenance is 220/0 of the software cost. In some cases vendors offer maintenance free for the first year. However, the starting point for the first year can be the date the software is physically installed at the user site which can be several months or more before a go live date is achieved. };> Hardware and Database. Hardware costs include such items as data servers, mail servers, network components, desktops PCs or clients, or other tangible hardware requirements. Until a selection is performed, hardware costs can only be estimated. Vendors have been asked to respond to the City's RFP with recommended hardware specifications. The City can then use this information to price out the anticipated costs of hardware and databases that will need to be purchased beyond what is currently installed at the City. After the initial implementation project the City will incur ongoing maintenance and operational costs. The ongoing support costs are not specifically assessed in this report but should be reviewed by the City when the Short List alternatives have been identified. It is common for organizations to assess the ongoing support costs for a period of 5-10 years beyond initial implementation. It is difficult to estimate costs beyond that time frame. The vendor finalists can proVide the City with benchmark data regarding these costs as they relate to their specific software product offerings to complete the scoping and total cost analysis. The costs to consider in this analysis can include the following: . Maintenance costs for hardware and software beyond the first year. . Information Technology support costs (e.g. database administration, network support, etc.). . Internal and external staffing costs for implementation and roll out of software point and version release upgrades. . Future training requirements for new hires as well as advanced functionality training as users become more familiar with the functionality offered in the system. Cost Analysis The table below summarizes the range of costs the City can incur with the selection and implementation of new ERP software. The budget estimates presented are based on data collected from prior software selection projects completed by SoftResources. The assumptions supporting this summary are included for each cost category. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 19 of 21 d -0 ~ kl3 Cost Category Low High Assumptions Software License $ 125,000 $ 200,000 Costs are estimated based on available information for required modules and user counts. Implementation $ 125,000 $ 300,000 Estimated at a ratio of 1: 1 to 1.5: 1; cost of services to the cost of software. Maintenance $ 27,500 $ 44,000 Costs can range from 15% to 25% of the then current list price of the software. Estimated at 22%. Sub-Total $ 211,500 $ 544,000 Hardware and $ 125,000 $ 175,000 Assumes some of the existing Database infrastructure can be utilized. Total $ 402,500 $ 119,000 Anticipated Improvements The following list summarizes some of the more specific improvements the City can expect with replacement ERP software: 1. Improved integration between modules and external applications providing more real time information in a user friendly environment. 2. Adoption of current technology and functionality offered within the software through the continued development efforts provided by vendors. 3. Greater breadth of modules and depth of functionality within the modules required by all impacted departments to eliminate functional gaps. 4. Streamlined business processes leveraging from best practices offered inherently in the software and by the implementation consultants. 5. Minimization of redundant side bar systems. 6. Intuitive user navigation throughout all modules. 7. Improved security administration options by user group or individual users with module and menu level controls. 8. Efficient integration with Microsoft Office applications including Word and Excel. 9. Shared customer master data files between all revenue generating applications. 10. Integrated modules to support the administration of human resources, payroll, and time and attendance processes. 11. Improved analysis with user-defined queries and reports that support drill down to source transactions. 12. Improved customer service for citizens with integrated systems and the potential for online services. Assessment Report Prepared For The City Of Dublin By SoftResources LLC Page 20 of 21 Conclusion /,'). d?/ ~ e:::"') To summarize, the budget information provided in this section is intended to provide project estimates only to support the City's budgeting process. The estimates provide a range of costs that might be expected for the replacement systems defined for the project. There are many factors that can influence the total cost the City might incur. As the City progresses with the software selection project vendors will be able to provide more accurate and specific estimates for the final cost of replacement systems. The City should consider total cost of ownership as a component part of the final decision analysis on which vendor to select. We believe it is also important to keep in perspective the other component parts that will help drive the final decision making process beyond total cost. The following puzzle diagram presents all of the parts of the puzzle that we believe should be considered in the final decision making process. It is important to evaluate all component parts of the decision puzzle before making a final decision about software applications. Software Functionality ~ Requirements match - Ease of use -Breadth of function lity - Depth of function lity ~ Industry niches - Internal vs external development Software Technology -Platform -Database -Source code langu ge -Integration tool Published APls -Performance tuning tools -Architecture Software Vendor - Viability -Vision - Resources ~ Culture -Strategic direction -Industry expertise Training Support Maintenanc Upgrade -Internal vs, Exter I -Complexity -Support hours -Maintenance plans Organizational Com patibility -Cultural fit -Negotiations compaf ilit -Process compatib lity -Methodology compa 'bility -Shared vision -Effective change management Project Timing -Availability of resources -Mergers or acquisif ns -Release date 0 functionality -Other current projec Assessment Report Prepared For The Gty Of Dublin By SoftResources LLC Page 21 of 21 1m plementation Vendor ~Viability -Resources -Culture -Product experience -Industry experience -Technical expertise -Integration experience Total Cost of Ownership -Software -Database -Maintenance -Hardware -Training -Staffing -Upgrades -Productivity impact J~ ~ '3 The City of Dublin Request for Proposal for Enterprise Resource Planning (ERP) Software Financials, Payroll and Human Resources, Business License, and Permitting November 2007 Note: Responses to this RFP are due by January 17, 2008 RFP HOLDERS SHALL REGISTER WITH CITY AS DESCRIBED IN SECTION 5 ATTACHMENT 2 1 0<3~6'3 TABLE OF CONTENTS 1.) Executive Summary 3 2.) Profile of the City of Dublin 5 3.) Current Environment 7 4.) Project Scope and Timeline 10 5.) Vendor Instructions 12 6.) Vendor and System Requirements: 14 Vendor Technical Functional 7.) Evaluation of Proposals 21 8.) Terms and Conditions 23 9.) Appendices 25 A. User Reference list B. Pricing Worksheet C. Insurance Requirements D. Current Systems Schematic E. Standard City Contract 2 02~ ~. h3 Section 1 Executive Summary Purpose. The City of Dublin (the City) is issuing this Request for Proposal (RFP) for the purpose of obtaining information and firm bids for Enterprise Resource Planning (ERP) software. A secondary consideration of this RFP is to support the examination of Permit System elements. It is the City's preference to enter into an agreement with a single vendor who can provide the complete range of required modules. However, the City will also consider a "best of breed" approach to vendors that provide Permitting software only. In this case, the Permitting software vendor must demonstrate a proven integration strategy with back end ERP solutions that are within the scope of this engagement. The City is seeking a complete response from vendors who can demonstrate that they possess the organizational, functional, and technical capabilities to perform the services, and meet or exceed the requirements and service levels specified herein. The City and the vendor will negotiate a final contract incorporating pertinent portions of the vendor's response to the RFP, a comprehensive list of all deliverables and services to be performed by the vendor, applicable vendor documentation, product literature, and pricing information. Information concerning the City's objectives, current environment, project scope and timeline, requirements, RFP response parameters and evaluation criteria are discussed in the balance of this document. Contractual Philosophy. There are inherent risks in assuming responsibility for existing systems, developing new interfaces, and providing enhancements, that go along with implementing and using high tech solutions. These risks are compounded by today's rapidly changing and highly competitive environment. Because of the uncertainty of the marketplace, the increasing complexity of the solutions, and the increased investment required to develop, deliver and implement these solutions, we will expect the vendor to be the expert in application of their products and services. The City's intent is to form a long-term alliance with the selected vendor. This alliance must be mutually beneficial and share the risks the alliance encompasses. Such a relationship would embrace the following principles: ~ The alliance will contribute to our mutual benefit. ~ The relationship will promote continuous and measurable improvement in the people, products, and services of both organizations. ~ The vendor must share our dedication to delivering quality and timely services. ~ Both parties will always strive to eliminate ambiguities and omissions from the spoken and written terms of the relationship by communicating with clarity of purpose and expectations. 3 c25 ~b9 ).;> The terms of the relationship must recognize the mutual commitment and provide for meaningful information exchange to allow each party input to the other's plans. ).;> The terms of the relationship must minimize the likelihood of disputes by having documented standards of performance and quality, clear and specific warranties, and exercisable remedies in the event that one or both parties fail to meet their obligations. Negotiations Philosophy. Both the vendor and the City will negotiate in good faith to reach a mutually satisfactory contract with terms and conditions that fairly allocate both total costs of ownership and risk. As a result of the negotiations, the City and the successful vendor will develop and enter into an agreement to provide the software and services necessary to meet the project goals. The City believes that the agreement should be mutually beneficial whereby both parties receive value. The City has a strong interest in the success of the selected vendor. It is not in the City's best interest to have a vendor suffer financially through its association with the City, nor is it the City's responsibility to subsidize poor performance or project management. The contractual relationship will be premised on the vendor as the expert. The City will rely upon the vendor's expertise to develop, deliver, implement and maintain solutions that fulfill the defined business requirements. The City expects all vendors to exercise the highest degree of integrity in all dealings with their vendors, employees, and the City. Negotiation Methodology and Timeline. It is the intent of the City to successfully negotiate a contract by the end of May 2008. 4 d (, ~ 63 Section 2. Profile of the City of Dublin The City of Dublin is located in Alameda County, California, which has long been known as the "crossroads" of the Bay Area, sitting at the juncture of Interstate 580 and Interstate 680, about 25 miles East of Oakland. The city is adjacent to Pleasanton, CA and is comprised of approximately 14 square miles. The most current population as of January 2007 was 41,308. Growth is projected to reach 57,000 by 2015, with much of that growth attributed to rapid residential and commercial development. Information about the City can be located on the World Wide Web at www.cLdublin.ca.us. The City has adopted the Council/Manager form of Government. The City Council consists of five members (four City Council members and the Mayor) elected at large by the voters of the City. The City Council is responsible for enacting legislation, establishing policies, and providing gUidance and direction for actions which affect the quality of life in the City. Local elected officials also represent the City at a variety of forums at the County, Regional, State and National levels, in order to make certain that the interests of the City and cities in general are promoted. Many municipal services are provided through contracts with public and private entities. City employees directly provide Planning, Engineering, Parks and Community Services and Administrative Services for its constituents. In addition to these services, the City has contracted with Alameda County for the provision of Police and Fire Services. The Police department is located within the Civic Center complex; the City provides some employees to help with the administration of Police issues. The following services are contracted to service providers: parks maintenance, fleet maintenance, and garbage. Animal control and licensing is a service provided by the County for a quarterly service fee. The Animal Shelter is jointly owned between the City, Pleasanton, and the County. The City does not have responsibility for water and sewer utilities. These services are provided by the Dublin San Ramon Services District, a separate entity. The City has approximately 90 full time employees (FTEs) excluding seasonal and contract employees. There are approximately 130 contract FTE's directly assigned to various contract services. The City employs a Building Official, Senior Building Inspector Permit Technician and clerical staff as well as several Contract Building Inspectors. Contract staffing levels fluctuate based on development activity. The City also has two Code Enforcement Officers. Fire Inspection is a contract service of the Alameda County Fire Department. Seasonal help is recruited by the Parks and Community Services department. 5 d1~ 03 The followin table summarizes the ke demo ra hics of the Ci Metric Information Po ulation 41 308 Fiscal Year Jul - June. Sin Ie enti Annual Operating Budget 2007-08 Operating 2007-08 CIP Funds and one Chart of Accounts. $ 53.0 million $ 43.3 million Estimated Users 1. Financial 2. HRfPayroll/Timekeeping 3. Permittin Active Vendor Records Active Customer Records Business License Volume Permit Volume Ca ital Pro'ects 10 Concurrent, 60-90 named 90 FrE's + seasonal part-time can range (50-100) em 10 ees 25 Concurrent 1,600 268 3000 active' Avera e is 1 800 - 2,200 er ear 43 active ro'ects for FY 07/08. The City primarily contracts out work for the design and construction of large projects. Much of the funding is derived from Federal, County, Gas Tax Funds, and Impact fees. Capital projects are currently maintained in the General Ledger and supported with additional details in Excel spreadsheets. The City provides internal project managers as well as internal inspectors who monitor and control all CIP related activities. Budget areas related to projects or activities range from street maintenance to building maintenance, development of new parks and facilities, landscape maintenance, etc. The City also contracts with Alameda County for the maintenance of traffic signals and street lights, and the County bills the City for related expenditures. The City also has 5 maintenance assessment districts. Other Programs and Unique Functions The City. maintains approximately 90 Developer Accounts, which are used to monitor contractor deposits made to the City to cover internal service costs related to processing developer projects. These deposits cover such activities as plan review and related building permits, and are collected prior to plan approval and permit issuance. The City has a need to track the deposit balances and deduct related expenditures against those accounts as services are provided by City staff or outside consultants. Therefore, the charges against the deposits can include payroll charges as well as billing for external consultant time. Some items also have an overhead mark-up component when they are deducted from the Developer Deposit. Presently, these deposits are held in a liability account in the General Ledger with supporting Excel spreadsheets to track detailed information. Additional deposits are requested from the applicant as funds are used. At the end of the project if there is an unused balance it is refunded. The City also manages a Housing loan program. Citizens who qualify for this program receive a deferred low interest loan with repayment upon sale or refinancing, or at the end of the 30-year term. 6 d2103 The City actively manages and tracks Inclusionary units for affordable housing; they are prefaced by a 50-year deed restriction on sales price. Any Developer must designate 12.5% of homes in a development as "affordable" in order to receive project authorization from the Building department. It is anticipated that there will be approximately 1,000 such units in total that the City will track. These units are currently tracked in Excel. Items the City monitors include tenant records, annual survey information (demographics), scheduled annual inspections, etc. The City would also like to track land parcels that are inclusionary, possibly via interface with the current Geographic Information System (GIS). The City is interested in looking at opportunities to capture more details within its central databases and explore possibilities with vendors as to how and where any unique programs should be tracked. 7 J01(,3 Section 3 Current Environment Overview The City's current Financial Management and Payroll system is provided by Affiliated Computer Systems (ACS), formerly BRC Software. BRC was purchased by ACS and upgraded in 1999. The Financial system was first implemented in 1988 on an IBM AS/400 file server, which was upgraded in August 2003 to an IBM iServices Model 800. Staff has worked with ACS to implement several incremental changes primarily in reporting functions. The system is nearing the end of its useful life. The Business Licensing and Permitting and Planning modules are two separate versions of the HDL product suite. HDL was first installed in 1999 on an Access database version. Both products have been upgraded to the HdL SQL Server version. The City does not utilize the field inspection portion of the application but is interested in extending the system to include that functionality. There are some ACS modules that the City has purchased but are not currently used: Accounts Receivable, Purchase Order, and Human Resources. Project Accounting is managed through the Chart of Accounts or spreadsheets. In addition to the current financial systems, the City operates several applications in various departments that are not integrated to the financial system: Active Networks/Class, HDL, and GFAMMS. Some of these are in scope for replacement. The following table defines all current applications currently in use by the City, and their status: A lication General Ledger and Accounts Pa able Accounts Receivable Vendor ACS - vs. 6.72. Status Replace or upgrade Purchase Order Excel Acquire with new system; have ACS module but not used Acquire with new system; have ACS module but not used Ac uire with new s stem Ma ac uire with new s stem Acquire with new system Excel and Word Human Resources Business Licensin A Iicant Trackin 8 J,1~3 Application Vendor Status Permitting and HDL, SQL version. May acquire with new system. Planning Code Enforcement Excel Spreadsheet Consider acquisition with new system CRM Request Partner Retain and interface if possible; vendor hosted Budget MS Excel, entry into May acquire with new system ACS Parks and Class by Active.com Retain and interface Recreation Cash Receipts ACS, Class, HDL. Replace with new system for general items. May continue to interface Active Networks/Class (Recreation Software) Geographic ESRI ArcView, Retain and interface Information System AutoDesk MapGuide. (GIS) Document Laserfiche, Retain and interface as needed Management MuniMetriX System Report Writer Crystal Reports (Class Acquire with new system if System and HdL use necessa ry Crvsta I) The City is open to examining its current processes and leveraging efficiencies that would be provided by new software, while avoiding unnecessary complexity. The City plans to utilize modules in a new system where it adds the most value, and eliminate manual processes and spreadsheets as much as possible. The City will evaluate the extent of system utilization following the software demonstration process and consider the best options to meet requirements as defined. Current Network. Currently the City runs voice and data over four Tis for connectivity to remote facilities, and expects this to be adequate for new systems. Facilities range from i user to 8 users. Email is distributed using a Microsoft Exchange server. Current Platform. The Financial systems run on an IBM iSeries Model 800 using the DB/400 database. It is anticipated that this platform will be fully replaced with newer technology. The technology preference is for Microsoft Windows 200X servers running Microsoft SQL Server database for the new financial system to be in alignment with strategic IT directives; the City will also consider a UNIX platform. 9 3\ &t;; [3 The present SQL Server system runs on a Dell dual processor with a large raid drive. This server currently has 4 databases running on it; Recreation Registration (Active Networks/Class), Business Licensing (HdL), Permits (HdL) and the GIS system. The City is currently running SQL with the business license database joined to the GIS database. It is important to strive for compatibility in new systems to insure data integrity and ease of maintenance. GIS. ESRI and AutoDesk. The main presentation layer uses Autodesk MapGuide; besides AutoCAD, all manipulation of the base map is done using ESRI tools. This system will remain in place and is anticipated to interface with the Permitting module. The City is migrating to AutoDesk MapGuide Enterprise, and the new system will need to support this initiative. Document Imaging and Storage. The City uses Laserfiche that runs on a second MS SQL Server database. It is not slated for replacement; however, the City is open to optimizing the document imaging capabilities inherent in a new system. The new system should be able to interact with this system. Security. Controls in the existing system have primarily focused on limited access to the financial systems. The City would like to see security improved to the menu level at minimum; field level would be optimal in some areas of the application such as Human Resources or Payroll. Security should be relatively easy to monitor and administer. The preference is for Security Administration using Microsoft Active Directory, with the ability to manage security at the Group level, then to the individual. The City would like to assign employees to multiple groups. Desktops. There are approximately 160 desktops city wide running Windows XP. These run an IP client for terminal emulation software that runs under Windows XP. Microsoft Office Suite is the core business application for word processing, spreadsheet, and presentation needs. E-mail and calendar services are managed with Microsoft Outlook. Data Sharing. The City provides the following data to outside agencies: ~ California Public Employees Retirement System (CaIPERS) ~ Bank of America (the current Banking Services Provider.) Reports from ACS and data from spreadsheets and Access databases is being used to provide this data to outside agencies utilizing electronic reporting wherever possible. It is envisioned that the new ERP will be able to generate the majority of this data from a centralized database. Business Drivers. The primary business drivers for this selection project include the following: ~ Streamline business processes and increase employee productivity and efficiency while maintaining a high level of data integrity and accuracy. 10 ~~~3 );> Improved integration across applications to provide City wide access to data. );> Simplified method to download financial data and reports into Excel for reporting and analysis. );> Improved integration with outside software packages in use by the City (i.e. Class and HDL). );> Replace outdated software and hardware that has reached the end of its useful life. );> Adopt current technologies that offer flexibility in navigation, reporting and user modifications. );> Empower employees to work proactively and not reactively; be able to find answers to daily questions faster and analyze business performance with flexible reporting tools. );> Improve efficiency thorough automation of manual processes (i.e. workflow routing) and integration between modules. It is the City's intent to eliminate many of the paper-based business processes and inefficiencies by implementing a new system that is fully integrated, flexible, and open to allow connection to external systems using integration tools proVided by the selected vendor. Strategic Plan and IT Technology Directives. The new system should provide end users with the ability to enter and manipulate data in an on-line interactive mode, including simultaneous access to files. The.City's high level objectives include the following: );> Partner with a stable and visionary software technology provider for our core systems. );> Leverage from the increased use of alerts, triggers, and workflow throughout all systems. );> Provide interactivity between core systems and the MS Office Suite. );> Utilize user-friendly reporting tools to query databases with drill down capabilities. );> Use a product "out of the box" with minimal customization and implement the Best Practices inherent in the software. );> Improve usability and accuracy through the implementation of fully integrated systems. );> Explore benefits of remote vendor support to minimize internal IT costs. );> Sign on security integrated with Microsoft Active Directory to allow for a single sign- on where appropriate. The proposed system must be designed with the recognition that the City will have changing requirements. The City must be able to amend the product using vendor authorized tools so the application can be tailored to fit the look, feel, and functionality required by different users within the City. Any such configurations should not impact the City's ability to stay on the product upgrade path. 11 "') 7. r{) / r:L 6 ~..;J r (O,;.,J Section 4 Project Scope and Timeline The objective of this RFP is to solicit proposals from vendors who can provide software systems under either of the following two scenarios: Option 1) A fully developed and previously implemented ERP system that encompasses the following specific modules and functional areas: General Led er Purchase Order Modules Asset Mana ement Permitting & Inspections (or stand alone - see #2 Plannin or stand alone - see #2 Code Enforcement or stand alone - see #2 Business License Pa roll with Time and Attendance Human Resources Re rt Writer Option 2) In addition, the City will also accept presentation of proposals limited to the Permitting & Inspections, Planning, and Code Enforcement modules, in order to ascertain if a "best of breed" selection for those functions is a better fit for the City's needs. It is envisioned that the Permit Component would interface with the other modules selected for the ERP system. The modules defined in either of the options above encompass the core focus of the project and will be implemented using a phased approach as recommended by the selected vendor or vendors. The City expects some level of process improvement through implementation of new systems and intends to adopt best practices offered by the selected vendor where possible. Vendors who are invited to demonstrate their product should be prepared to discuss the application's best practices. The City believes that completely integrated packaged solutions exist that can meet its core business requirements for this system. As stated in Option #2 - The City will also consider vendors that offer the Permitting and Inspections, Planning, and Code Enforcement modules as stand alone or best of breed systems. The City expects to make minimal modifications to the selected package. The intent of this strategy is to minimize vendor costs, expedite implementation, and ensure that the City will be able to remain on the application upgrade path offered by the vendor. 12 2J+ ;f &3 The business objectives for this project include the following: );> To position the City to meet its current and future strategic objectives. );> To make information easily and broadly available. );> Improve responsiveness to citizens and Council members. );> Allow the use of best business practices. );> Easily train new employees. );> Obtain systems that are user friendly to all levels of users. );> Support or compliment the City's desired technical architecture. );> Integrate information from multiple systems. );> Strengthen operational effectiveness and efficiencies. Timeline. The City intends to complete the selection process using the following schedule. However, the City reserves the right to modify or reschedule procurement milestones as necessary. Event Release RFP to vendors Vendor uestions Due Answers to RFP uestions Published to Web Site RFP Res onses Due Evaluation of vendor Pro osals Com lete Finalists Notified/vendor Short-List Released Vendor Demonstrations Vendor Reference Checks Contract Review and Ne otiation 1m lementation Plannin Date November 21 2007 December 7, 2007 December 14 2007 Janua 17 2008 Februa 26 2008 Week of March 3, 2008 March A ril 2008 A ril 2008 Ma 2008 June 2008 13 ~~~3 Section 5 Vendor Instructions Registered Vendors: Firms interested in this Request For Proposal shall submit vendor contact information in order to assure that they are kept appraised of any changes, clarifications or modifications to the Request For Proposal. The following information shall be submitted via email or regular mail: Firm Name: Contact Person Name & Title: Mailing Address E-Mail Address for Contact Person Telephone Number Please submit the information to: Paul S. Rankin, Administrative Services Director E-Mail: Paul.rankin@cLdublin.ca.us Or if via US Mail: City of Dublin 100 Civic Plaza Dublin, California 94568 Or Via FAX: (925) 833-8741 Proposal Responses. The City must receive responses to this RFP no later than the date specified in Section 4. Proposals received after the due date will not be accepted. No additional time will be granted to any vendor unless by addendum to this RFP. Vendors must submit one 1 original with signature by an authorized corporate officer, 7 (seven) hard copies; one electronic version of the entire RFP response, and one copy of the Requirements Section 6 in MS Word format to the following address: Paul S. Rankin Administrative Services Director The City of Dublin 100 Civic Plaza Dublin, California 94568 E-Mail: Paul.rankin@cLdublin.ca.us FAX: (925) 833-8741 14 3P c;f 03 Proposal Response Format. The RFP response should adhere to the following format: Section Title Section 1 Executive Summary Section 2 Contractual Philosophy and Core Values Section 3 Requirements Section 4 Pricing Section 5 Implementation Methodology Section 6 Support Strategy Section 7 Other Information Contents Overview description of proposed solutions, vendor ex erience, and contact information one a e . Description of vendor's method for supporting the City's contractual philosophy and core values (one to two a es . Completed Requirements document (Section 6 of the RFP) completed according to the instructions provided. Each item should have a ranking and a qualitative comment about how the software su orts the re uirement. Estimates that include pricing for software, maintenance, and implementation services. Use s readsheet in A endix B of RFP. A summary of implementation methodology that includes a detailed boilerplate implementation plan limit 15 a es . Description of strategy to support ongoing training and usability of the system after initial implementation as well as remote support services available. A. User Reference List: form in Appendix A of RFP. B. User Group information: regional and national. C. Copy of vendor contract to be used for software license, services, and maintenance. D. Exceptions to the City's RFP or contract provided in Appendix E of RFP. E. Copy of standard escrow agreement. F. Recommended Hardware and Network configuration. G. Other information to support the evaluation of our software. Limit to 30 a es or less. Vendors that deviate from this format may be deemed unresponsive. Proposals should be prepared simply, providing a straightforward, concise delineation of the capabilities necessary to satisfy the requirements of the RFP. Technical literature and elaborate promotional materials should not be submitted at this time. Emphasis in the proposals should be on completeness, clarity of content and adherence to the presentation structure required by this RFP and not on volume. Costs for developing proposals in response to the RFP are the obligation of the vendor and are not chargeable to the City. All proposals and accompanying documentation will become the property of the City and will not be returned. 15 3~~3 Pre-Submittal Questions. There will be no formal pre-bidders conference. Questions regarding the RFP may be submitted to the City by December 7, 2007 (via email or regular mail): Paul S. Rankin, Administrative Services Director City of Dublin 100 Civic Plaza, Dublin, California 94568 Email: paul.rankin@cLdublin.ca.us Fax: (925) 833-8741 The list of questions submitted with their respective answers will be distributed to registered vendors by December 14, 2007. After RFP responses have been submitted and prior to release of the vendor Short List, inquiries concerning the.RFP or the selection process should be directed to: Pamela Ettien, Manager SoftResources LLC Phone: 425-216-4030 Email: pettien@softresources.com RFP Amendments. The City reserves the right to request clarification on any proposal or to ask respondents to supply any additional material deemed necessary to assist in the evaluation of the proposal. The City reserves the right to change the RFP schedule or issue amendments to the RFP at any time. The City also reserves the right to cancel or reissue the RFP. Rejection of Proposals. The City reserves the right to reject any or all proposals, to waive any minor informalities or irregularities contained in any proposal, and to accept any proposal deemed to be in the best interest of the City. Proposal Validity Period. Submission of a proposal will signify the vendor's agreement that its proposal and the content thereof are valid for 180 days following the submission deadline and will become part of the contract that is negotiated between the City and the successful vendor. Disclaimer. The City reserves the right to share, with any consultant of its choosing, the RFP and any resultant proposals in order to secure expert opinion. Non-Obligation. Receipt of proposals in response to this RFP does not obligate the City in any way. The right to accept or reject any proposal shall be exercised solely by the City. The City shall retain the right to abandon the proposal process at any time prior to the actual execution of a contract with a vendor, and the City shall bear no financial or other responsibility in the event of such abandonment. Public Disclosure. All materials provided to the City by vendors are subject to public information disclosure laws. 16 3g o.;f CJ Section 6 Vendor and System Requirements This section includes the vendor, technical, and functional requirements to be evaluated in this RFP. The Requirements section will become Section 3 of your RFP response. This is not a comprehensive list of all of the City's requirements, but includes the key requirements that will be used to evaluate the RFPs and will be included as part of the signed contracts. Responses to each line item should be concise and straightforward. Vendors must provide a rating for every item. If vendor is responding to the Permittinq, Inspections, Planning, and Code Enforcement functionality as a stand alone system, please fill in those requirements.specific to your application. If the requirement does not pertain to the proposal being submitted, enter "NjA". Use the following rating system to evaluate each requirement and include a brief description of how the software supports the stated requirement. Evaluations that do not include both a numerical rating and an explanation may deem the RFP as incomplete. 4 Standard and available in the current release. Software supports this re uirement. No customization or modification is r uired. 3 Meets requirement with minor configuration or modification. Configuration maintains application on upgrade path. Testing and production of modifications will be completed by implementation date. Include an estimate for the cost of the modification. 2 Available with 3 party software application. Indicate name of the a Iication recommended and number of installs 'ointl com leted. 1 Does not meet requirement and requires substantial system modification. Indicate timin re uired and estimated cost of modification. o Not available. Software will not meet requirement. F Future Release. Requirement will be available in future release. Indicate antici ated release month and ear. This section of the RFP response should be Drovided in hard copy as well as soft copy using the MS Word format. 17 Jq ~;3 , " '.'"" RequlnllCl' " ,,)(~~~(' " , The City ,"'"PubU,. \ " I = Important " \\;\1:;~": N = Nice t9 have >/, ' "Requl..II,t$;~' i >', Vendor and SOftware If rtlSptJnse IncJlldes more than one vendor, complete thiS ssetlon for Mdt vel!dor. 1. Contact Information . Company Name and Address . Contact Person: Name and Title . Phone, Email, Website 2. Company Information . Year Founded; Private vs. Public . Revenue and Income: Current and Prior Year . Nearest regional office to the City 3. vendor Employee Counts . Total . Product Development . Implementation Support . Help Desk Support . Sales . Administration 4. Number of Users . Total for proposed solution . Government Entities . Government Entities in california . City Governments: Number and Population Range . City Governments in california: Number and Population Range S. Target User Profile . Industry . Sizing Range: Population or Operating Budget . Sizing Sweet Spot: POPulation or Operating Budget 6. Implementation Model - Direct or VAR 7. Version Releases: Current version and release date, installed base, typical release schedule, number of prior versions supported. 8. User protection plan (e.g. source code held in Escrow). Modules - Indicate module in suite vs. 3"' party " R 1. General Ledger R 2. Purchase Order R 3. Accounts Payable R 4. Accounts Receivable R S. cash ReceiptinQ/cashiering R 6. Project Accounting - indicate if separate module or within GL R 7. Asset Management R 8. Budget R 9. Permitting & Planning I 10. Code Enforcement - indicate if separate module or within Permits R 11. Business License R 12. Report Writer R 13. Human Resources R 14. Payroll with Time and Attendance 18 40 c;f ~~ Cost - From Pricing schedule in Section 4 1. SOftware - based on following user counts: . Financial: 10 concurrent, up to 60 named. . Permitting, Planning, Inspections, Code Enforcement: 25 Concurrent users. . Human Resource, Payroll, Time and Attendance: 90 FTEs, 60-110 Part-time employees depending on the season 2. Implementation - define as ratio of services to software. 3. Annual Maintenance - define as % of software cost. 4. Database - additional license and maintenance. S. Other - specify. Technology Numeric "'~.N?~ comments. I 1. Platform preference: Windows 200X Server with MS SQL Server. Are open to UNIX. AS/400 is not a skill set. . Indicate Platforms supported and % of installs for each. . Indicate Databases supported and % of installs for each. . Indicate source code lanauaae. I 2. Thin-client, Windows GUI interface. I 3. Real time updates with batch postina option. I 4. SecuritY Administration via MS Active Directory. R 5. Security to menu or screen level by aroup or user. R 6. Open integration architecture i.e. ActiveX. XML. Java etc. R 7. ODBC compliant. R 8. Bi-directional intearation to Microsoft Excel and Word. N 9. Support electronic sianatures. N 10. Support kiosk for Citizen Self-Service (Business Licensing, etc.). R 11. Integration: Discuss experience and number of installs with integration to the following systems: R . Active Networks/Class - Parks and Recreation I . GIS (ESRI with Auto Desk). R . Laserfiche Imaaina System . Gen.rll RlQuirements Numeric ranldngand comments. R 1. Out-of-the box integration of all required modules. R 2. Audit Trail with user. date and time stamp. I 3. User confiaurable menus. fields and screens. I 4. Flexible field lengths in description fields (over 30). R S. Drill down throughout all modules. R 6. Rules based work flow routina (e.a. PO. invoice, timesheet, etcI N 7. Date effectivity to trigger alerts, f1aas. and messaaina. I 8. User defined queries with wild card search, drop down lists or other methods tc facilitate look-up. N 9. Task or process wizards or checklists (i.e. termination). I 10. Central Address 10 file throuah all modules: Permits Business License. AR. R 11. Indicate imaging functionality available in the system for invoices, packing lists, development plans, etc. N 12. Application Hosting: discuss options available for application and hardware hostina. R General Ledger Numwlc:: rdldng.and comments. R 1. Indicate chart of account format options; characters and segments. Current structure: Fund (3) - Department (5) - Object (3) - Sub Object (3) (Department is used for CIP Project accountina; all numeric.) R 2. Indicate number of periods allowed. Currently use 13 periods; 13Th-if for audit adjustment entries. 19 itl ~~~ . R 3. Support for Modified Accrual accountinQ. R 4. Multiple Journal Entry types: recurring, reversing, allocations, import from Excel. Statistical JE's would be nice to have. N S. Interest apportionment and allocations based on averaqe daily balance. I 6. Grant management accounting, billinq, and reportinq across multi ole vears. R 7. Fund accounting with automatic inter-fund balancinq. R 8. Operate in multiple periods: post in prior or future periods with user security. R 9. Describe level of compliance in all areas of governmental reporting including: GMP, GMFR, GASB, and CAFR. R Purchase Order . Numeric rllnking and comment$.. I 1. Encumbrance accountinq and reportinq across multiple fiscal years. R 2. Purchase Order attributes: type, department, etc. R 3. Allow decentralized vendor creation on a PO with approval required by purchasing department. R 4. Budget check at creation of purchase order with warninq if over-budget. I S. Online PO approval routing with primary/secondary approvers. I 6. Contract PO type: Manage Contract-related information, deposits (i.e. prepaid to support expenditures incurred), attachments, etc.. I 7. Allow multiple receipts ahd more than one postinq account per PO line item. I 8. Ught bid and quote management to capture bid data; could be via user defined fields or attached form. R Accounts Payable Numeric ranking and comments. R 1. Master vendor file attributes: type, MWBE, status, parent/child, addresses, contact information, insurance requirements multiple remit to address. R 2. Support decentralized receiving and invoice processing with 2 way matching (invoice to PO). I 3. Charge an invoice to multiple projects. R 4. Manage recurring payables with ability to override. R S. Flaq an invoice to be paid by a separate check. I 6. Online budget and duplicate invoice checking at invoice entry. I 7. Alerts or edits to disallow over~liquidation of PO's. R 8. 1099 trackinq to invoice level with electronic reportinq. I 9. Manage 10% hold-backs and subseauent release at invoice level for contracts. I 10. Flaq reimbursable invoices (i.e. grant funded expenditures). I 11. Support electronic payments to vendors (e.q. ACH, EFT, Wire, etcI N 12. Interface with purchasing cared system (Bank of America) or Cal Card. I 13. Track expenditures by contractors by type of service (i.e. number of inspections, maintenance, etc.) to assist in budaetina. I 14. Positive Pay management. I 15. Tools to support cash management (i.e. cash flow projections, daily cash forecasting). I 16. Sales and Use Tax tracking and reportinq; flaq at invoice or line item level. R A__nta Receivable Numeric ranking and c:omm,ntS. R 1. Miscellaneous billing types: Services, Developer Accounts, Public Damage, Development Impact Fees, Booking Fees, DUI, etc.) with default revenue accounts and verbiage. I 2. Track Contractor Deposit balances and related draws; generate notification when nearing zero for replenishment or refund within 90 days of project . completion. N 3. Track affordable housing Loans: Accumulate and bill for loan interest, collect principal and interest upOn sale or refinance of property. 20 ~~f ~3 I 4. Interface with 3rd party revenue generating applications (i.e. Class) to capture all property or citizen related transactions. R Cash Receipting/Cashierlna Numeric ran~ngand comments. R 1. Accept multiple payment methods (Cash, Check, Credit Card, Wire etcI N 2. Drill from central cash receipting into external cash systems (i.e. Class) to view transaction details. R 3. Various receipt output format: dot matrix, laser printer, receipt printer, single or duplicate COpy, etc. R 4. Support multiple decentralized cash receipting stations with user.defined menus specific to department and user. R S. Centralized view of receivables from all revenue applications: Business License, Permits, Class, etc. N 6. Track payee information; payments on behalf of customer. N 7. Manage facility rental deposits and refunds with refunds from AP module. R Proiec::t Accaunthla Numeric ranking and comments. R 1. Discuss system support for project accounting; separate module vs. via general ledger accounts. I 2. Project costing attributes: budget, sub-project, tasks, start date, close date, multiple funding sources on single project, location, project manager, contractors deposits, notes etc. R 3. Expense allocations (expenditures, payroll, benefits) across projects, sub- projects, and funds. N 4. Proiect change order management. N 5. Ability to partially close a proiect upon acceptance of work. R 6. Project reporting: based on all project attributes at summary and detail level. (e.g. Total project, individual sub-project, original budget, budget revisions, expenditures percentage of comoletion oercentaae billed, etc~). R Asset Manaaement ..' 'k,;.. Numeric ranking and comments. R 1. Capture asset attributes: parent/child relationships, purchase order, invoice, class, location, number, department, account, funding sources, acquisition date, depreciation method or non-depreciable, warranty, disposal date, insurance, reolacement value, etc. I 2. Track repairs, maintenance, and improvements to assets. I 3. Support bar coded assets. I 4. Discuss suooort for GASB 34 compliance and reoortina. N 5. Manage Asset Reolacement fund. N 6. Indicate support for infrastructure manaaement (i.e. Iiaht poles, etc} R Budget ".' Numeric ranking and com~"ts. , R 1. Indicate if budget module is available in suite or from 3rd party vendor. If 3rd party, discuss level of integration with all modules. R 2. Support budget export to and import from Excel soreadsheets. I 3. Support online Budget creation and administration process. I 4. Multiple budget iterations with comments field and notes as to why budgets changed. I S. Import position budgeting data from HR module; payroll and benefits. N 6. What-if modeling and analysis. R permlttina a. Plannl'na (1,800 - 2,200 per year) Numeric fi1lnking and comments. R 1. Unlimited permit types and categories; can produce combination permits. Indicate support for following types: Mechanical, Building, Plumbing, Electrical, Grading, Encroachment, Waste Management, Temporary Use, Transportation Permits, Special Events. 21 1f~~62 R 2. Record submitted plans, attach drawings, and route for approval. Plan approval automatically sets up customer in permittinq module. R 3. Track plan movement through the system, related approvals, permits issued, and reviewer commentary for all phases of a proiect/tract with online historv. R 4. Multiple user defined fee structures and rates based on oermit type. R 5. Permit application file attributes: applicant, checkbox for plans received, insurance requirements, bonding requirements, project dates, expiration date, extensions, etc. R 6. Online Permit Applications and status update. I 7. Attach electronic copies of plans or CAD drawings that can be viewed through approval process. R 8. Rules based workflow routing of permit through all steps of approval process: application, plan check, inspections, etc. with ability to capture comments at each staqe. R 9. Flag records/permit applications which do not meet conditions to block permit issuance until final approval and sign-off which can include inputs from various departments. Le. Police, Fire, Public Works, etc. R 10. Monitor permits issued against a proiect for life of proiect. I 11. Permit approval triqqers inspection requests. R 12. Export sub set of inspection file by customer/location; import inspection electronicallv via upload from lap tops, (includinQ results, notes, approvals, etc.) I 13. Submit field inspection write-ups via portable electronic devices (Palm, PDA, etc.) with real-time updates to Permittinq module. Discuss Options. R 14. Link plans and building permits to GIS svstem (ESRI and AutoDesk). N 15. Track units that are inclusionary (affordable housing, subject to 50-year deed restriction), i.e. tenant information, annual survevs. inspections etc. I 16. Link to manaqement of deposits or refunds on account (i.e. completion bonds). R 17. Support various reporting formats required; monthly overview report, to Assessor's office City Council, City Manaqer. Census Bureau, etc. I Code Enforcement " ./';' Numeric ranking and eomments. R 1. Describe the functionality of your Code Enforcement module. Indicate if it is 3rd Party. and what modules it inteorates with. I 2. Support infinite number user defined of infraction types. R 3. Manage complaints, cases, history of violators, type of violation, related actions, remedies, etc. I 4. Issue and monitor citations, assessment and collection of fees or fines. I 5. Attach documentation, hard copies, photos, site plans, letters, citations, etc. to property records. I 6. View property maps via a link to GIS system (ESRI and AutoDesk). N 7. Link to property record to disallow permits for specific code or zoning violations. N 8. Generate letters, notices, etc. throuqh mail merqe to Word. R Business License Numeric ranking and comments. R 1. Support multiple business classifications: Home, Commercial with Fire Inspection, Commercial without Fire Inspection, Commercial - General, Commercial - Outside, etc.. R 2. Customize Business License format. R 3. Manage special Licenses or Permits; parade, taxi drivers, liquor, peddlers, bingo, massage parlors (2 classes - owner or operator, conditional use permit), etc. subiect to annual renewal. R 4. Query by business address. name tvpe of license. etc. R 5. Business License fee is single flat fee per year; all on same October 1 renewal year.Initial Fee is prorated for time issued for. 22 '7'1- ~~3 R 6. Scan Business License applications and route internally to other departments for approval/review (Police, Fire, Building, and PlanninQ). I 7. Track fire self-insoection fee and renewal date: rotating fee on 3 vear cvcle. I 8. Inspection scheduling report or trigger based on license type or renewal date (Police for Massaqe or Taxi insoections, Fire for hazmat, etc.). R 9. License renewal process by date range or individually. N 10. Support online applications and renewals. I 11. Electronic notification to Alameda County on new licenses/vendor permits issued. R ReDort Writer , Numeric rankingalid comments. R 1. Indicate reoortina tool used and level of integration to all modules. R 2. Ability to report on all modules and fields (including User definable fields). I 3. Launch reoorts and Queries from within the application; distribute via email. I 4. Support date-range oarameter or point in time reporting. I 5. Budget vs. Actual reporting with visibility to percent of budget expended or remaininq at a ooint in time. I 6. Drill down to source transactions from online reports or Queries. N 7. Executive Dashboard-tvoe reportinq and query tool. N 8. Online ad-hoc report or auerv Iibrarv with dynamic data refreshinq. R Human Re50urce$;iilnd lenefits Administ...tion Numeric: ".,ldng and comments. -- 1. Use CaIOpps.org site for job postings, download of applicant information (PDF format), EEOC information, and acceptance or rejection letters. I 2. Position Control management with multiple employees to a position. R 3. Maintain employee attributes and history: position, hire date, anniversary date, termination date, compensation, benefit elections, background check, user defined fields etc. I 4. Benefit eligibility rules with effective dating for multiple benefit plans (i.e. eligible for CaIPERS after workina 999 hours in a fiscal year). R 5. Multiple categories of pay and leave types, i.e. FMLA, Sick Leave, Comp Time (time and a half), Jurv Dutv, Bereavement etc. I 6. COBRA trackinq and administration. N 7. Online library of electronic forms (i.e. Personnel Action, W2, Mileage reimbursement, Leave Reauests, etc.), with ability to route for approval. I 8. Track 1-9 status and expiration dates. I 9. Trainina and certification trackina and management. R 10. Track contracted staff' not emoloyees or paid by the City. R 11. Indicate level of functionalitv for ManaQer and Employee self-service. R 12. Rules~based Leave administration - X hours per pay period based on years of service and job classification, X leave comes from this bank, Y leave comes from this bank if qone 5 days in a row, etc. R 13. Support for deferred comoensation olans (401A and 457). R 'Payroll with Time Ind';Attendance Num.p,ranldng and comments. ' R 1. User defined salary tables based on level (No steps - only a ranqe). R 2. Default values bY employee for earninQs and hours with abilitv to override. R 3. Support bi-weekly oay cycle. R 4. Accept multiple timesheet formats: direct or manual input, Excel upload. I 5. Electronic or web-based time sheets. Approval routing is Nice to have. N 6. Capture start and end time, and have system calculate hours. If over 8 hrs, system automatically deducts 1 hour for lunch. N 7. Capture proiect-related time to activity level. R 8. Multiple payroll deductions with quaranteed net pay. R 9. Support retroactive oay adiustments. R 10. Electronic deposits to multiole bank accounts (3+). 23 Hi{; D;fC3 I 11. Re rint a checks or W-2's. I 12. User customizable check stubs. I 13. Accrual and eneration of a ments for benefit remiums. I 14. Generate electronic payroll tax filings (e.g. 941, Employment Security, State Industrial W2 etc. . R 15. Interface with CaIPERS retirement program for employee demographics (i.e. a e hours and earnin s. R 16. On line query and reporting to see point-in-time payroll history by employee, de artment etc. 24 Section 7 Evaluation of Proposals J-ffg ;f /3 The City's project team and SoftResources LLC will evaluate the RFPs. SoftResources LLC has been engaged by the City to assist with the RFP review process based on their unbiased software selection methodology and expertise. The evaluators will consider how well the proposed solution(s) meet the City's requirements as described in the RFP. It is important that the responses be clear and complete to ensure that the evaluators can adequately understand all aspects of the proposal. Based on the evaluation of the RFP responses, SoftResources will present a Short List of vendors to the City for their final review and evaluation through a software demo process. The City will make the ultimate final decision regarding the finalist vendor. Evaluation Factors. Selection of finalists will be primarily according to the following criteria: ~ Quality, clarity, and completeness of the proposal. ~ Adherence to requirements for RFP preparation. ~ Vendor viability and strength. ~ Ability to meet functional and technical requirements. ~ Software scalability, flexibility, and ease of use. ~ Compatibility and integration with existing hardware and software. ~ Vendor's experience on similar projects. ~ Software demos. }o> Total cost of ownership. The evaluation factors identified above reflect a wide range of considerations. While cost is important, other factors are also significant. The City may select other than the lowest cost solution. The objective is to choose a vendor or vendors capable of providing a reliable and integrated solution within a reasonable budget. All proposals will be evaluated using the same criteria. Notification. Based on the evaluation of the RFPs the City will select a Short List of three or four vendors and invite them to participate in Pre-Demo Meetings and Software Demos. The initial review will begin with integrated ERP solutions. The selected vendors will be notified in writing or email by the date indicated in Section 4. The Short List of the Permit Only (See Option 2, Section 4 for details) respondents will be determined once the ERP solutions have been reviewed. All respondents will be kept informed of the status of the selection process through periodic communication from the City or SoftResources. Pre-Demo Meetings. Once the Short List of vendors has been identified, the vendors will be invited to participate in a Pre-Demo Meeting with the Project Team. The purpose of this meeting will be to allow the vendor time to acquire additional information about the scope of the project and to review any questions about the Demo Script presented to the vendors. 25 Ji1 ~,1c3 Scripted Demos. The functional and technical product Demos will be presented to the City by the Short Listed vendors according to a pre-defined script issued by the City. All vendors must follow this script during their Demo process. The evaluation criteria for the Demo process will include adherence to the script as well as the ability to successfully demonstrate the product's ability to meet the functional and technical requirements. The City reserves the right to request additional information, interviews, follow-up demonstrations, or any other type of clarification of proposal information it deems necessary to evaluate the final vendors. Post-Demo Technical Evaluation. In addition to scripted functional demonstrations, the City may request a more extensive technical Demo. This Demo will be scheduled on an as-needed basis for speCific applications. Implementation vendor Selection. Once the City has completed the selection of the software they will determine if a separate implementation vendor selection project is necessary. The City reserves the right to not select the implementation partner that responds to the RFP or demonstrates the software on behalf of the vendor. Site Visits. The City may choose to conduct site visit(s) to the software vendor's headquarters and/or other users as part of the evaluation process. The visits may be used to determine the successful vendor, and will be conducted following scheduled software demonstrations of the Short Listed vendors. Evaluation of the vendor client sites will be based on the following: assessment of the vendor's service during system implementation, assessment of the quality and timeliness of vendor's ongoing support, overall user satisfaction with the system. Contract Award and Execution. the City reserves the right to make an award without further discussion of the proposal submitted. The City shall not be bound or in any way obligated until both parties have executed a vendor contract. The City also reserves the right to delay contract award and/or not to make a contract award. 26 /J~ ~ C3 Section 8 Terms and Conditions The following terms and conditions apply to this RFP and are not inclusive of all terms and conditions in the final contract. Business License. The successful vendor and all subcontractors must hold a valid business in the City of Dublin and any additional professional licenses and registrations that may be required by the State of California. Choice of Laws. The contact/agreement shall be subject to and interpreted pursuant to the laws of the state of California. Copyright and Confidentiality. Selected vendor shall maintain strict privacy of all City records, data and files (regardless of media), including any copyrighted material received from the City. Insurance Requirements. The vendor awarded the contract will be subject to the City's requirements for insurance reflecting the minimum amounts and conditions as defined by the requirements in Appendix C. Litigation/Jurisdiction/Venue. Should either party bring any legal or equitable action, the prevailing party in such action shall recover, in addition to all other relief, its reasonable attorney's fees and court costs to be fixed by the court. Any and all such court action shall take place and be vested solely in the Superior Court of Alameda County, California. Payment. The City will pay invoices submitted by the selected vendor as progress is made on the implementation project and agreed upon service stipulated in the final agreement. Prior to payment, invoices will be reviewed to determine if billing is reflective of actual agreed upon project progression and performance. Upon acceptance of the billing by the City's staff ERP Project Manager the payment will be processed and submitted to the vendor. Prime vendor. It is recognized that multiple vendors may wish to combine their resources in responding to this Request for Proposal. A Proposal with such a combination is acceptable, provided that the complete Proposal contains all required information and indicates which vendor shall be responsible for each of the components that make up the complete system. In addition, one of the vendors shall be designated as responsible for the complete definition, delivery, integration, implementation, and maintenance of the system, referred to as the "Prime vendor". In the event a vendor submits an RFP response for a sub-set of the functionality (Le. Option 2) and is not subcontracting with another Prime vendor, that vendor will be solely responsible for performance to the RFP. 27 1ft} ~ ~3 Proposals, Public Information. The City will attempt to protect legitimate trade secrets of the vendor. Any proprietary information contained in the vendor's proposal must be clearly designated and shall be labeled with the words "Proprietary Information." Marking the entire proposal or anyone or more of the major sections as proprietary will neither be accepted nor honored. The vendor should be aware that the City is required by law to make certain records available for public inspection with certain exceptions. The vendor, by submission of materials marked proprietary, acknowledges and agrees that the City will have no obligation or liability to the vendor in the event that the City must disclose these materials. Satisfaction of the City Attorney. The acceptance and subsequent award of a submitted proposal shall be at the review and satisfaction of the City Attorney and the agreement will need to be approved by the City Council. Source Code. This Request for Proposal will require that the selected vendor provide to the City the source code, in its entirety for all purchased software modules, either by direct possession or via an escrow account. Warranties. All warranties must be clear, concise and in writing. Warranties shall be specific as to what is and is not covered along with the exact term (in calendar days) of each covered item. Warranties shall cover all individual modules, supplied or created interfaces, and any ancillary product that is purchased from the awarded vendor. In addition, the awarded vendor will warrant and guarantee the seamless integration and interface of modules proposed herein. Bidders must warrant to the City that software specifications, capabilities, and performance characteristics are as stated in the proposal and accompanying documentation. Submission of a Proposal will represent your agreement to these conditions. Workers' Compensation. The vendor shall procure and maintain for the life of the Contract/Agreement, Workers' Compensation Insurance covering all employees with limits meeting all applicable state and federal laws. This coverage shall include Employer's Liability with limits meeting all applicable State and Federal laws. This coverage shall extend to any subcontractor that does not have their own Workers' Compensation and Employer's Liability Insurance. Software Versions. The City of Dublin will not accept Beta versions of the software. All applications are to have a referenceable install base and have undergone thorough testing. 28 5V~~ Section 9 Appendices 5) ~ G8 APPENDIX A User Reference List Provide three user references that most closely reflect similar users to the City's scope of work within the past five years. Reference sites should be fully implemented and live on the current version of the software. 1. Name of User: Population: Concurrent Users: Contact Name/Title: Telephone #: Modules Installed: Go Live Date: Other comments: 2. Name of User: Population: Concurrent Users: Contact Name/Title: Telephone #: Modules Installed: Go Live Date: Other comments: 3. Name of User: Population: Concurrent Users: Contact Name/Title: Telephone #: I Modules Installed: Go Live Date: Other comments: 6J ~ 03 APPENDIX B Pricina Worksheet vendors mav attach additional oricina information: please use this temolate to summarize oricina. .. Sub~Total Software m I~m..tation 1m lementation Data Conversion Trainin Inte ration Travel Other: cello software \:\ Jj3 o~ ~3 APPENDIX C Insurance Reauirements See Appendix D "Section 4" of Standard Agreement Of <P;} ~3 APPENDIX D ~tandard City Contract CONSULTING SERVICES AGREEMENT BETWEEN THE CITY OF DUBLIN AND [NAME OF CONSULTANT] THIS AGREEMENT for consulting services is made by and between the City of Dublin ("City") and ("Consultant") as of , 200_. Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in the Scope of Work attached as Exhibit A at the time and place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail. 1.1 Term of Services. The term of this Agreement shall begin on the date first noted above and shall end on , the date of completion specified in Exhibit A, and Consultant shall complete the work described in Exhibit A prior to that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Consultant to complete the services required by this Agreement shall not affect the City's right to terminate the Agreement, as provided for in Section 8. 1.2 Standard of Performance. Consultant shall perform all services required pursuant to this Agreement in the manner and according to the standards observed by a competent practitioner of the profession in which Consultant is engaged in the geographical area in which Consultant practices its' profession. Consultant shall prepare all work products required by this Agreement in a substantial, first-class manner and shall conform to the standards of quality normally observed by a person practicing in Consultant's profession. 1.3 AssiQnment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that City, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from City of such desire of City, reassign such person or persons. 1.4 Time. Consultant shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to meet the standard of performance provided in Section 1.1 above and to satisfy Consultant's obligations hereunder. Section 2. COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed , notwithstanding any contrary indications that may be contained in Consultant's proposal, for services to be performed and reimbursable costs incurred under this Agreement. In the eventof a conflict between this Agreement and Consultant's proposal, attached as Exhibit A, regarding the amount of compensation, the Agreement shall prevail. City shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from City to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to City in the manner specified herein. Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person. Consultant and City acknowledge and agree that compensation paid by City to Consultant under this Agreement is based upon Consultant's estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City therefore has no responsibility for such contributions beyond compensation required under this Agreement. 2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the term of this Agreement, Consulting Services Agreement between City of and --Exhibit APage x of xx 55~ hb based on the cost for services performed and reimbursable costs incurred prior to the invoice date. Invoices shall contain the following information: · Serial identifications of progress bills; i.e., Progress Bill NO.1 for the first invoice, etc.; · The beginning and ending dates of the billing period; · A Task Summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion; · At City's option, for each work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the work, the hours spent by each person, a brief description of the work, and each reimbursable expense; · The total number of hours of work performed under the Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing services hereunder, as well as a separate notice when the total number of hours of work by Consultant and any individual employee, agent, or subcontractor of Consultant reaches or exceeds 800 hours, which shall include an estimate of the time necessary to complete the work described in Exhibit A; · The Consultant's signature. 2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred. City shall have 30 days from the receipt of an invoice that complies with all of the requirements above to pay Consultant. 2.3 Final Payment. City shall pay the last 10% of the total sum due pursuant to this Agreement within sixty (60) days after completion of the services and submittal to City of a final invoice, if all services required have been satisfactorily performed. 2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to this Agreement. City shall not pay any additional sum for any expense or cost whatsoever incurred by Consultant in rendering services pursuant to this Agreement. City shall make no payment for any extra, further, or additional service pursuant to this Agreement. In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement, unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment. 2.5 Hourly Fees. Fees for work performed by Consultant on an hourly basis shall not exceed the amounts shown on the following fee schedule: 2.6 Reimbursable Expenses. Reimbursable expenses are specified below, and shall not exceed ($ ). Expenses not listed below are not chargeable to City. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded. 2.7 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes. 2.8 Payment upon Termination. In the event that the City or Consultant terminates this Agreement pursuant to Section 8, the City shall compensate the Consultant for all outstanding costs and reimbursable expenses incurred for work satisfactorily completed as of the date of written notice of termination. Consultant shall maintain adequate logs and timesheets in order to verify costs incurred to that date. 2.9 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator. Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the services required by this Agreement. City shall make Consulting Services Agreement between City of and --Exhibit APage x of xx ~~?,3 available to Consultant only the facilities and equipment listed in this section, and only under the terms and conditions set forth herein. City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be reasonably necessary for Consultant's use while consulting with City employees and reviewing records and the information in possession of the City. The location, quantity, and time of furnishing those facilities shall be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve incurring any direct expense, including but not limited to computer, long-distance telephone or other communication charges, vehicles, and reproduction facilities. Section 4. INSURANCE REQUIREMENTS. Before beginning any work under this Agreement, Consultant, at its own cost and expense, shall procure "occurrence coverage" insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Consultant and its agents, representatives, employees, and subcontractors. Consultant shall provide proof satisfactory to City of such insurance that meets the requirements of this section and under forms of insurance satisfactory in all respects to the City. Consultant shall maintain the insurance policies required by this section throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant's bid. Consultant shall not allow any subcontractor to commence work on any subcontract until Consultant has obtained all insurance required herein for the subcontractor(s) and provided evidence thereof to City. Verification of the required insurance shall be submitted and made part of this Agreement prior to execution. 4.1 Workers' ComDensation. Consultant shall, at its sole cost and expense, maintain Statutory Workers' Compensation Insurance and Employer's Liability Insurance for any and all persons employed directly or indirectly by Consultant. The Statutory Workers' Compensation Insurance and Employer's Liability Insurance shall be provided with limits of not less than ONE MILLION DOLLARS ($1,000,000.00) per accident. In the alternative, Consultant may rely on a self-insurance program to meet those requirements, but only if the program of self-insurance complies fully with the provisions of the California Labor Code. Determination of whether a self- insurance program meets the standards of the Labor Code shall be solely in the discretion of the Contract Administrator. The insurer, if insurance is provided, or the Consultant, if a program of self-insurance is provided, shall waive all rights of subrogation against the City and its officers, officials, employees, and volunteers for loss arising from work performed under this Agreement. An endorsement shall state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits, except after thirty (30) days' prior written notice by certified mail, return receipt requested, has been given to the City. 4.2 Commercial General and Automobile Liability Insurance. 4.2.1 General reQuirements. Consultant, at its own cost and expense, shall maintain commercial general and automobile liability insurance for the term of this Agreement in an amount not less than ONE MILLION DOLLARS ($1,000,000.00) per occurrence, combined single limit coverage for risks associated with the work contemplated by this Agreement. If a Commercial General Liability Insurance or an Automobile Liability form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Such coverage shall include but shall not be limited to, protection against claims arising from bodily and personal injury, including death resulting therefrom, and damage to property resulting from activities contemplated under this Agreement, including the use of owned and non-owned automobiles. 4.2.2 Minimum SCODe of coveraae. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (ed. 11/88) or Insurance Services Office form number GL 0002 (ed. 1/73) covering comprehensive General Liability and Insurance Services Office form number GL 0404 covering Broad Form Comprehensive General Liability. Automobile coverage shall be at least as broad as Insurance Services Office Automobile Liability form CA 0001 (ed. 12/90) Code 1 ("any auto"). No endorsement shall be attached limiting the coverage. 4.2.3 Additional reQuirements. Each of the following shall be included in the insurance coverage or added Consulting Services Agreement between City of and --Exhibit APage x of xx 51 ~ ~3 as an endorsement to the policy: a. City and its officers, employees, agents, and volunteers shall be covered as insureds with respect to each of the following: liability arising out of activities performed by or on behalf of Consultant, including the insured's general supervision of Consultant; products and completed operations of Consultant; premises owned, occupied, or used by Consultant; and automobiles owned, leased, or used by the Consultant. The coverage shall contain no special limitations on the scope of protection afforded to City or its officers, employees, agents, or volunteers. b. The insurance shall cover on an occurrence or an accident basis, and not on a claims-made basis. c. An endorsement must state that coverage is primary insurance with respect to the City and its officers, officials, employees and volunteers, and that no insurance or self-insurance maintained by the City shall be called upon to contribute to a loss under the coverage. d. Any failure of CONSULTANT to comply with reporting provisions of the policy shall not affect coverage provided to CITY and its officers, employees, agents, and volunteers. e. An endorsement shall state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits, except after thirty (30) days' prior written notice by certified mail, return receipt requested, has been given to the City. 4.3 Professional Liability Insurance. Consultant, at its own cost and expense, shall maintain for the period covered by this Agreement professional liability insurance for licensed professionals performing work pursuant to this Agreement in an amount not less than ONE MILLION DOLLARS ($1,000,000) covering the licensed professionals' errors and omissions. 4.3.1 Any deductible or self-insured retention shall not exceed $150,000 per claim. 4.3.2 An endorsement shall state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits, except after thirty (30) days' prior written notice by certified mail, return receipt requested, has been given to the City. 4.3.3 The policy must contain a cross liability or severability of interest clause. 4.3.4 The following provisions shall apply if the professional liability coverages are written on a claims-made form: a. The retroactive date of the policy must be shown and must be before the date of the Agreement. b. Insurance must be maintained and evidence of insurance must be provided for at least five years after completion of the Agreement or the work, so long as commercially available at reasonable rates. c. If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a retroactive date that precedes the date of this Agreement, Consultant must provide extended reporting coverage for a minimum of five years after completion of the Agreement or the work. The City shall have the right to exercise, at the Consultant's sole cost and expense, any extended reporting provisions of the policy, if the Consultant cancels or does not renew the coverage. d. A copy of the claim reporting requirements must be submitted to the City prior to the commencement of any work under this Agreement. Consulting Services Agreement between City of and --Exhibit Apage x of xx G& t2~ 63 (' ~. " 4.4 All Policies ReQuirements. 4.4.1 Acceptability of insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than AVII. 4.4.2 Verification of coverage. Prior to beginning any work under this Agreement, Consultant shall furnish City with certificates of insurance and with original endorsements effecting coverage required herein. The certificates and endorsements for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. The City reserves the right to require complete, certified copies of all required insurance policies, at any time. 4.4.3 Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein. 4.4.4 Variation. The City may approve a variation in the foregoing insurance requirements, upon a determination that the coverages, scope, limits, and forms of such insurance are either not commercially available, or that the City's interests are otherwise fully protected. 4.4.5 Deductibles and Self.lnsured Retentions. Consultant shall disclose to and obtain the approval of City for the self.insured retentions and deductibles before beginning any of the services or work called for by any term of this Agreement. During the period covered by this Agreement, only upon the prior express written authorization of Contract Administrator, Consultant may increase such deductibles or self-insured retentions with respect to City, its officers, employees, agents, and volunteers. The Contract Administrator may condition approval of an increase in deductible or self-insured retention levels with a requirement that Consultant procure a bond, guaranteeing payment of losses and related investigations, claim administration, and defense expenses that is satisfactory in all respects to each of them. 4.4.6 Notice of Reduction in Coverage. In the event that any coverage required by this section is reduced, limited, or materially affected in any other manner, Consultant shall provide written notice to City at Consultant's earliest possible opportunity and in no case later than five days after Consultant is notified of the change in coverage. 4.5 Remedies. In addition to any other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option exercise any of the following remedies, which are alternatives to other remedies City may have and are not the exclusive remedy for Consultant's breach: · Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement; · Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or · Terminate this Agreement. Section 5. INDEMNIFICATION AND CONSULTANT'S RESPONSIBILITIES. Consultant shall indemnify, defend with counsel selected by the City, and hold harmless the City and its officials, officers, employees, agents, and volunteers from and against any and all losses, liability, claims, suits, actions, damages, and causes of action arising out of any personal injury, bodily injury, loss of life, or damage to property, or any violation of any federal, state, or municipal law or ordinance, to the extent caused, in whole or in part, by the willful misconduct or negligent acts or omissions of Consultant or its employees, subcontractors, or agents, by acts for which they could be held strictly liable, or by the quality or character of their work. The foregoing obligation of Consultant Consulting Services Agreement between City of and --Exhibit APage x of xx '6~';f ~ shall not apply when (1) the injury, loss of life, damage to property, or violation of law arises wholly from the negligence or willful misconduct of the City or its officers, employees, agents, or volunteers and (2) the actions of Consultant or its employees, subcontractor, or agents have contributed in no part to the injury, loss of life, damage to property, or violation of law. It is understood that the duty of Consultant to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code. Acceptance by City of insurance certificates and endorsements required under this Agreement does not relieve Consultant from liability under this indemnification and hold harmless clause. This indemnification and hold harmless clause shall apply to any damages or claims for damages whether or not such insurance policies shall have been determined to apply. By execution of this Agreement, Consultant acknowledges and agrees to the provisions of this Section and that it is a material element of consideration. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City. Section 6. Section 7. STATUS OF CONSULTANT. 6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City. City shall have the right to control Consultant only insofar as the results of Consultant's services rendered pursuant to this Agreement and assignment of personnel pursuant to Subparagraph 1.3; however, otherwise City shall not have the right to control the means by which Consultant accomplishes services rendered pursuant to this Agreement. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits. 6.2 Consultant No AQent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever. LEGAL REQUIREMENTS. 7.1 GoverninQ Law. The laws of the State of California shall govern this Agreement. 7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with all laws applicable to the performance of the work hereunder. 7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Consultant and any subcontractors shall comply with all applicable rules and regulations to which City is bound by the terms of such fiscal assistance program. 7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. Consultant represents and warrants to City that Consultant and its employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions. In addition to the foregoing, Consultant and any subcontractors shall obtain and maintain during the term of this Agreement valid Business Licenses from City. 7.5 Nondiscrimination and EQual Opportunity. Consultant shall not discriminate, on the basis of a person's race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a Consulting Services Agreement between City of and -~Exhibit APage x of xx {o103 (', subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant under this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Consultant thereby. Consultant shall include the provisions of this Subsection in any subcontract approved by the Contract Administrator or this Agreement. Section 8. TERMINATION AND MODIFICATION. 8.1 Termination. City may cancel this Agreement at any time and without cause upon written notification to Consultant. Consultant may cancel this Agreement upon such notice the reasons for cancellation. days' written notice to City and shall include in In the event of termination, Consultant shall be entitled to compensation for services performed to the effective date of termination; City, however, may condition payment of such compensation upon Consultant delivering to City any or all documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or the City in connection with this Agreement. 8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1.1. Any such extension shall require a written amendment to this Agreement, as provided for herein. Consultant understands and agrees that, if City grants such an extension, City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement. Similarly, unless authorized by the Contract Administrator, City shall have no obligation to reimburse Consultant for any otherwise reimbursable expenses incurred during the extension period. 8.3 Amendments. The parties may amend this Agreement only by a writing signed by all the parties. 8.4 AssiQnment and SubcontractinQ. City and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant's unique personal competence, experience, and specialized personal knowledge. Moreover, a substantial inducement to City for entering into this Agreement was and is the professional reputation and competence of Consultant. Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator. 8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City and Consultant shall survive the termination of this Agreement. 8.6 Options upon Breach bv Consultant. If Consultant materially breaches any of the terms of this Agreement, City's remedies shall included, but not be limited to, the following: 8.6.1 Immediately terminate the Agreement; 8.6.2 Retain the plans, specifications, drawings, reports, design documents. and any other work product prepared by Consultant pursuant to this Agreement; 8.6.3 Retain a different consultant to complete the work described in Exhibit A not finished by Consultant; or 8.6.4 Charge Consultant the difference between the cost to complete the work described in Exhibit A that is Consulting Services Agreement between City of and --Exhibit APage x of xx Section 9. 9.1 9.2 9.3 Section 10 10.1 10.2 10.3 10.4 10.5 10.6 10.7 Gr 1 c, 3 unfinished at the time of breach and the amount that City would have paid Consultant pursuant to Section 2 if Consultant had completed the work. KEEPING AND STATUS OF RECORDS. Records Created as Part of Consultant's Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Consultant hereby agrees to deliver those documents to the City upon termination of the Agreement. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use. City and Consultant agree that, until final approval by City, all data, plans, specifications, reports and other documents are confidential and will not be released to third parties withbut prior written consent of both parties. Consultant's Books and Records. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to the City under this Agreement for a minimum of three (3) years, or for any longer period required by law, from the date of final payment to the Consultant to this Agreement. Inspection and Audit of Records. Any records or documents that Section 9.2 of this Agreement requires Consultant to maintain shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds TEN THOUSAND DOLLARS ($10,000.00), the Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement. MISCELLANEOUS PROVISIONS. Attorneys' Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys' fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose. Venue. In the event that either party brings any action against the other under this Agreement, the parties agree that trial of such action shall be vested exclusively in the state courts of California in the County of Alameda or in the United States District Court for the Northern District of California. Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so adjudged shall remain in full force and effect. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement. No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement. Successors and Assians. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties. Use of Recycled Products. Consultant shall prepare and submit all reports, written studies and other printed material on recycled paper to the extent it is available at equal or less cost than virgin paper. Conflict of Interest. Consultant may serve other clients, but none whose activities within the corporate limits of City or whose business, regardless of location, would place Consultant in a "conflict of interest," as that term is Consulting Services Agreement between City of and --Exhibit APage x of xx (;J i 63 defined in the Political Reform Act, codified at California Government Code Section 81000 et seq. Consultant shall not employ any City official in the work performed pursuant to this Agreement. No officer or employee of City shall have any financial interest in this Agreement that would violate California Government Code Sections 1090 et seq. Consultant hereby warrants that it is not now, nor has it been in the previous twelve (12) months, an employee, agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of the City in the previous twelve months, Consultant warrants that it did not participate in any manner in the forming of this Agreement. Consultant understands that, if this Agreement is made in violation of Government Code ~1090 et.seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and Consultant will be required to reimburse the City for any sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code ~ 1090 and, if applicable, will be disqualified from holding public office in the State of California. 10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials. 10.9 Contract Administration. This Agreement shall be administered by ("Contract Administrator"). All correspondence shall be directed to or through the Contract Administrator or his or her designee. 10.10 Notices. Any written notice to Consultant shall be sent to: Any written notice to City shall be sent to: 10.12 InteQration. This Agreement, including the scope of work attached hereto and incorporated herein as Exhibit A, represents the entire and integrated agreement between City and Consultant and supersedes all prior negotiations, representations, or agreements, either written or oral. Signatures EXHIBIT A SCOPE OF SERVICES EXHIBIT B COMPENSATION SCHEDULE S:IFormslCopy of contract agreement revlsed.doc Consulting Services Agreement between City of and --Exhibit APage x of xx RESOLUTION NO. xx - 07 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN G.2 ~ C,3 ********* AUTHORIZING AN EXCEPTION TO THE COMPETITIVE BIDDING REQUIREMENTS FOR THE SELECTION OF ACCOUNTING AND PERMIT SYSTEM SOFTWARE AND AUTHORIZING THE RELEASE OF A REQUEST FOR PROPOSAL WHEREAS, the City Council has established two high priority Capital Improvement Projects involving the procurement of specialized software systems for Accounting and Permits; and WHEREAS, the cost of each ofthese systems is expected to exceed $20,000; and WHEREAS, Section 2.36.050(A)(6) of the Dublin Municipal Code allows for exceptions to the typical public bidding process when the City is procuring items of a technical nature that would be difficult for a vendor to bid on a standard set of specifications; and WHEREAS, the municipal code requires that the Purchasing Agent undertake a thorough review of products and compare features that would most closely meet the needs of the City; and WHEREAS, the City has engaged SoftResources, an independent software selection consulting firm, and they have prepared a Request for Proposal as part of a comprehensive selection process; and WHEREAS, in order to use the exception to the competitive bid process, if the purchase exceeds $20,000 the City Council must authorize the exception. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin hereby authorize the exception provided for in Section 2.36.050(A)(6) ofthe Municipal Code to select Accounting and Permit software systems. BE IT FURTHER RESOLVED that City Staff are hereby authorized to circulate the Request For Proposal as described in the Staff Report presented to the City Council November 20,2007. PASSED, APPROVED AND ADOPTED this 20th day of November, 2007, by the following vote: AYES: NOES: ABSENT: ABSTAIN: Mayor ATTEST: City Clerk Attachment 3 G:\Finance Sys (New)\ReleaseSystemRFP\reso-waivecompbidRFPFinPerrnitSys.doc