Loading...
HomeMy WebLinkAbout2019-09-10; City Council; Resolution 2019-162RESOLUTION NO. 2019-162 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, AUTHORIZING THE CITY MANAGER TO EXECUTE A PROFESSIONAL SERVICE MASTER AGREEMENT FOR INFORMATION TECHNOLOGY SELECTION OF PROJECT PORTFOLIO MANAGEMENT SYSTEM SERVICES WITH PUBLIC CONSULTING GROUP, INC (PCG) FOR AN. AMOUNT NOT TO EXCEED $200,000 FOR A ONE YEAR PERIOD. Exhibit 3 WHEREAS, the City Council of the City of Carlsbad, California has determined that having available consultants for professional services for the selection of a project portfolio management system is needed; and WHEREAS, the Information Technology Department solicited, received, and reviewed Statements of Qualifications (SOQs) for professional services consistent with the Carlsbad Municipal Code Section 3.28.060; and WHEREAS, following a review and ranking of the SOQs based on a weighted scoring system staff recommends that PCG, Inc is qualified and provides a best value to the City of Carlsbad in the discipline of selection of a project portfolio management system; and WHEREAS, the budget is available in the General Fund Innovation Fund for the selection of a project portfolio management system. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the above recitations are true and correct. 2. That the City Council hereby authorizes the City Manager to execute the Professional Service Master Agreement with PCG, Inc in an amount not to exceed $200,000 over a one year period (Attachment A). Sept. 10, 2019 Item #2 Page 63 of 113 Exhibit 3 PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the 10th day of September 2019, by the following vote, to wit: AYES: Hall, Blackburn, Bhat-Patel, Schumacher, Hamilton. NAYS: ABSENT: None. None. A dill ~. Mayor \:b f l L ,~YY]u Arh'. <tl~72 vfu/v ~RBARA ENGLESON, City Clerk (,,/ (SEAL) Sept. 10, 2019 Item #2 Page 64 of 113 MASTER AGREEMENT FOR INFORMATION TECHNOLOGY PROJECT PORTFOLIO MANGEMENT SYSTEM IMPLEMENTATION SERVICES PUBLIC CONSULTING GROUP, INC THIS AGREEMENT Jr--.. made and entered into as of the /:} ·fh day of " 0..L::J_, by and between the CITY OF CARLSBAD, a municipal corpor ion, hereinafter referred to as "City", and Public Consulting Group, Inc a corporation, hereinafter referred to as "Contractor." RECITALS A City requires the professional services of an information technology consulting firm that is experienced in information technology project portfolio management system implementation services. B. The professional services are required on a non-exclusive, project-by-project basis. C. Contractor has the necessary experience in providing professional services and advice related to information technology project portfolio management system implementation services. D. Contractor has submitted a proposal to City and has affirmed its willingness and ability to perform such work. NOW, THEREFORE, in consideration of these recitals and the mutual covenants contained herein, City and Contractor agree as follows: 1. SCOPE OF WORK City retains Contractor to perform, and Contractor agrees to render, those services (the "Services") that are defined in attached Exhibit "A", which is incorporated by this reference in accordance with this Agreement's terms and conditions. To the extent any of the terms in any exhibit to this Agreement conflict, in whole or part, with the terms of this Agreement, the terms of this Agreement shall prevail. Contractor's obligations with respect to any project granted to Contractor under this Agreement will be as specified in the Task Description for the project (see paragraph 5 below). 2. STANDARD OF PERFORMANCE While performing the Services, Contractor will exercise the reasonable professional care and skill customarily exercised by reputable members of Contractor's profession practicing in the Metropolitan Southern California Area, and will use reasonable diligence and best judgment while exercising its professional skill and expertise. 3. TERM The term of this Agreement will be effective for a period of one (1) year from the date first above written. The City Manager may amend the Agreement to extend it for two (2) additional one (1) year periods or parts thereof. Extensions will be based upon a satisfactory review of Contractor's performance, City needs, and appropriation of funds by the City Council. The parties will prepare a written amendment indicating the effective date and length of the extended Agreement. 4. PROGRESS AND COMPLETION The work for any project granted to Contractor pursuant to this Agreement will begin within ten (10) days after receipt of notification to proceed by City and be completed within the time specified City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 65 of 113 in the Task Description for the project (see paragraph 5 below). Extensions of time for a specific Task Description may be granted if requested by Contractor and agreed to in writing by the City Manager or the Division Director as authorized by the City Manager ("Director"). The City Manager or Director will give allowance for documented and substantiated unforeseeable and unavoidable delays not caused by a lack of foresight on the part of Contractor, or delays caused by City inaction or other agencies' lack of timely action. In no event shall a specific Task Description exceed the term of this Agreement. 5. COMPENSATION The cumulative total for all projects allowed pursuant to this Agreement will not exceed two hundred thousand dollars ($200,000) per Agreement year. If the City elects to extend the Agreement, the amount shall not exceed two hundred thousand dollars ($200,000) per Agreement year. The total amount of the Agreement shall not exceed two hundred thousand dollars ($200,000) for the initial one year term. Fees will be paid on a project-by-project basis and will be based on Contractor's Schedule of Rates specified in Exhibit "A". Prior to initiation of any project work by Contractor, City shall prepare a Project Task Description and Fee Allotment (the "Task Description") which, upon signature by Contractor and for City, the City Manager or Director, will be considered a part of this Agreement. The Task Description will include a detailed scope of services for the particular project being considered and a statement of Contractor's fee to complete the project in accordance with the specified scope of services. The Task Description will also include a description of the method of payment and will be based upon an hourly rate, percentage of project complete, completion of specific project tasks or a combination thereof. 6. STATUS OF CONTRACTOR Contractor will perform the Services in Contractor's own way as an independent contractor and in pursuit of Contractor's independent calling, and not as an employee of City. Contractor will be under control of City only as to the result to be accomplished, but will consult with City as necessary. The persons used by Contractor to provide services under this Agreement will not be considered employees of City for any purposes. The payment made to Contractor pursuant to the Agreement will be the full and complete compensation to which Contractor is entitled. City will not make any federal or state tax withholdings on behalf of Contractor or its agents, employees or subcontractors. City will not be required to pay any workers' compensation insurance or unemployment contributions on behalf of Contractor or its employees or subcontractors. Contractor agrees to indemnify City within thirty (30) days for any tax, retirement contribution, social security, overtime payment, unemployment payment or workers' compensation payment which City may be required to make on behalf of Contractor or any agent, employee, or subcontractor of Contractor for work done under this Agreement. At the City's election, City may deduct the indemnification amount from any balance owing to Contractor. 7. SUBCONTRACTING Contractor will not subcontract any portion of the Services without prior written approval of City. If Contractor subcontracts any of the Services, Contractor will be fully responsible to City for the acts and omissions of Contractor's subcontractor and of the persons either directly or indirectly employed by the subcontractor, as Contractor is for the acts and omissions of persons directly employed by Contractor. Nothing contained in this Agreement will create any contractual relationship between any subcontractor of Contractor and City. Contractor will be responsible for payment of subcontractors. Contractor will bind every subcontractor and every subcontractor of a subcontractor by the terms of this Agreement applicable to Contractor's work unless specifically noted to the contrary in the subcontract and approved in writing by City. 2 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 66 of 113 8. OTHER CONTRACTORS The City reserves the right to employ other Contractors in connection with the Services. 9. INDEMNIFICATION Contractor agrees to indemnify and hold harmless the City and its officers, officials, employees and volunteers from and against all claims, damages, losses and expenses including attorneys fees arising out of the performance of the work described herein caused by any willful misconduct or negligent act or omission of the Contractor, any subcontractor, anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable. The parties expressly agree that any payment, attorney's fee, costs or expense City incurs or makes to or on behalf of an injured employee under the City's self-administered workers' compensation is included as a loss, expense or cost for the purposes of this section, and that this section will survive the expiration or early termination of this Agreement. 10. INSURANCE Contractor will obtain and maintain for the duration of the Agreement and any and all amendments, insurance against claims for injuries to persons or damage to property which may arise out of or in connection with performance of the services by Contractor or Contractor's agents, representatives, employees or subcontractors. The insurance will be obtained from an insurance carrier admitted and authorized to do business in the State of California. The insurance carrier is required to have a current Best's Key Rating of not less than "A-:VII"; OR with a surplus line insurer on the State of California's List of Approved Surplus Line Insurers (LASLI) with a rating in the latest Best's Key Rating Guide of at least "A:X"; OR an alien non-admitted insurer listed by the National Association of Insurance Commissioners (NAIC) latest quarterly listings report. 10.1 Coverages and Limits. Contractor will maintain the types of coverages and minimum limits indicated below, unless Risk Manager or City Manager approves a lower amount. These minimum amounts of coverage will not constitute any limitations or cap on Contractor's indemnification obligations under this Agreement. City, its officers, agents and employees make no representation that the limits of the insurance specified to be carried by Contractor pursuant to this Agreement are adequate to protect Contractor. If Contractor believes that any required insurance coverage is inadequate, Contractor will obtain such additional insurance coverage, as Contractor deems adequate, at Contractor's sole expense. The full limits available to the named insured shall also be available and applicable to the City as an additional insured. 10.1.1 Commercial General Liability (CGL) Insurance. Insurance written on an "occurrence" basis, including personal & advertising injury, with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. 10.1.2 Automobile Liability. (if the use of an automobile is involved for Contractor's work for City). $2,000,000 combined single-limit per accident for bodily injury and property damage. 10.1.3 Workers' Compensation and Employer's Liability. Workers' Compensation limits as required by the California Labor Code. Workers' Compensation will not be required if Contractor has no employees and provides, to City's satisfaction, a declaration stating this. 3 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 67 of 113 10.1.4 Professional Liability. Errors and omIssIons liability appropriate to Contractor's profession with limits of not less than $1,000,000 per claim. Coverage must be maintained for a period of five years following the date of completion of the work. 10.2. Additional Provisions. Contractor will ensure that the policies of insurance required under this Agreement contain, or are endorsed to contain, the following provisions: 10.2.1 The City will be named as an additional insured on Commercial General Liability which shall provide primary coverage to the City. 10.2.2 Contractor will obtain occurrence coverage, excluding Professional Liability, which will be written as claims-made coverage. 10.2.3 This insurance will be in force during the life of the Agreement and any extensions of it and will not be canceled without thirty (30) days prior written notice to City sent by certified mail pursuant to the Notice provisions of this Agreement. 10.3 Providing Certificates of Insurance and Endorsements. Prior to City's execution of this Agreement, Contractor will furnish certificates of insurance and endorsements to City. 10.4 Failure to Maintain Coverage. If Contractor fails to maintain any of these insurance coverages, then City will have the option to declare Contractor in breach, or may purchase replacement insurance or pay the premiums that are due on existing policies in order to maintain the required coverages. Contractor is responsible for any payments made by City to obtain or maintain insurance and City may collect these payments from Contractor or deduct the amount paid from any sums due Contractor under this Agreement. 10.5 Submission of Insurance Policies. City reserves the right to require, at anytime, complete and certified copies of any or all required insurance policies and endorsements. 11. BUSINESS LICENSE Contractor will obtain and maintain a City of Carlsbad Business License for the term of the Agreement, as may be amended from time-to-time. 12. ACCOUNTING RECORDS Contractor will maintain complete and accurate records with respect to costs incurred under this Agreement. All records will be clearly identifiable. Contractor will allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of records and any other documents created pursuant to this Agreement. Contractor will allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 13. OWNERSHIP OF DOCUMENTS All work product produced by Contractor or its agents, employees, and subcontractors pursuant to this Agreement is the property of City. In the event this Agreement is terminated, all work product produced by Contractor or its agents, employees and subcontractors pursuant to this Agreement will be delivered at once to City. Contractor will have the right to make one (1) copy of the work product for Contractor's records. 4 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 68 of 113 14. COPYRIGHTS Contractor agrees that all copyrights that arise from the services will be vested in City and Contractor relinquishes all claims to the copyrights in favor of City. 15. NOTICES The name of the persons who are authorized to give written notice or to receive written notice on behalf of City and on behalf of Contractor under this Agreement are: For Cit~{ For Contractor: Name Maria Callander Name Title IT Director Title Dept Information Technology Address CITY OF CARLSBAD Address 1635 Faraday Ave Phone Carlsbad, CA 92008 Email Phone 760.602.2454 Each party will notify the other immediately of any changes of address that would require any notice or delivery to be directed to another address. 16. CONFLICT OF INTEREST Contractor shall file a Conflict of Interest Statement with the City Clerk in accordance with the requirements of the City of Carlsbad Conflict of Interest Code. The Contractor shall report investments or interests in all categories. YesD No~ 17. GENERAL COMPLIANCE WITH LAWS Contractor will keep fully informed of federal, state and local laws and ordinances and regulations which in any manner affect those employed by Contractor, or in any way affect the performance of the Services by Contractor. Contractor will at all times observe and comply with these laws, ordinances, and regulations and will be responsible for the compliance of Contractor's services with all applicable laws, ordinances and regulations. Contractor will be aware of the requirements of the Immigration Reform and Control Act of 1986 and will comply with those requirements, including, but not limited to, verifying the eligibility for employment of all agents, employees, subcontractors and consultants whose services are required by this Agreement. 18. DISCRIMINATION AND HARASSMENT PROHIBITED Contractor will comply with all applicable local, state and federal laws and regulations prohibiting discrimination and harassment. 19. DISPUTE RESOLUTION If a dispute should arise regarding the performance of the Services the following procedure will be used to resolve any questions of fact or interpretation not otherwise settled by agreement between the parties. Representatives of Contractor or City will reduce such questions, and their respective views, to writing. A copy of such documented dispute will be forwarded to both parties involved along with recommended methods of resolution, which would be of benefit to both parties. The representative receiving the letter will reply to the letter along with a recommended method of resolution within ten (10) business days. If the resolution thus obtained is unsatisfactory 5 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 69 of 113 to the aggrieved party, a letter outlining the disputes will be forwarded to the City Manager. The City Manager will consider the facts and solutions recommended by each party and may then opt to direct a solution to the problem. In such cases, the action of the City Manager will be binding upon the parties involved, although nothing in this procedure will prohibit the parties from seeking remedies available to them at law. 20. TERMINATION In the event of the Contractor's failure to prosecute, deliver, or perform the Services, City may terminate this Agreement for nonperformance by notifying Contractor by certified mail of the termination. If City decides to abandon or indefinitely postpone the work or services contemplated by this Agreement, City may terminate this Agreement upon written notice to Contractor. Upon notification of termination, Contractor has five (5) business days to deliver any documents owned by City and all work in progress to City at the address contained in this Agreement. City will make a determination of fact based upon the work product delivered to City and of the percentage of work that Contractor has performed which is usable and of worth to City in having the Agreement completed. Based upon that finding City will determine the final payment of the Agreement. Either party upon tendering thirty (30) days written notice to the other party may terminate this Agreement. In this event and upon request of City, Contractor will assemble the work product and put it in order for proper filing and closing and deliver it to City. Contractor will be paid for work performed to the termination date; however, the total will not exceed the lump sum fee payable under this Agreement. City will make the final determination as to the portions of tasks completed and the compensation to be made. 21. COVENANTS AGAINST CONTINGENT FEES Contractor warrants that Contractor has not employed or retained any company or person, other than a bona fide employee working for Contractor, to solicit or secure this Agreement, and that Contractor has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift, or any other consideration contingent upon, or resulting from, the award or making of this Agreement. For breach or violation of this warranty, City will have the right to annul this Agreement without liability, or, in its discretion, to deduct from the Agreement price or consideration, or otherwise recover, the full amount of the fee, commission, percentage, brokerage fees, gift, or contingent fee. 22. CLAIMS AND LAWSUITS By signing this Agreement, Contractor agrees that any Agreement claim submitted to City must be asserted as part of the Agreement process as set forth in this Agreement and not in anticipation of litigation or in conjunction with litigation. Contractor acknowledges that if a false claim is submitted to City, it may be considered fraud and Contractor may be subject to criminal prosecution. Contractor acknowledges that California Government Code sections 12650 et seq., the False Claims Act applies to this Agreement and, provides for civil penalties where a person knowingly submits a false claim to a public entity. These provisions include false claims made with deliberate ignorance of the false information or in reckless disregard of the truth or falsity of information. If City seeks to recover penalties pursuant to the False Claims Act, it is entitled to recover its litigation costs, including attorney's fees. Contractor acknowledges that the filing of a false claim may subject Contractor to an administrative debarment proceeding as the result of which Contractor may be prevented to act as a Contractor on any public work or improvement for a period of up to five (5) years. Contractor acknowledges debarment by another jurisdiction is grounds for City to terminate this Agreement. 23. JURISDICTIONS AND VENUE Any action at law or in equity brought by either of the parties for the purpose of enforcing a right or rights provided for by this Agreement will be tried in a court of competent jurisdiction in the County of San Diego, State of California, and the parties waive all provisions of law providing for 6 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 70 of 113 a change of venue in these proceedings to any other county. 24. SUCCESSORS AND ASSIGNS It is mutually understood and agreed that this Agreement will be binding upon City and Contractor and their respective successors. Neither this Agreement nor any part of it nor any monies due or to become due under it may be assigned by Contractor without the prior consent of City, which shall not be unreasonably withheld. 25. ENTIRE AGREEMENT This Agreement, together with any other written document referred to or contemplated by it, along with the purchase order for this Agreement and its provisions, embody the entire Agreement and understanding between the parties relating to the subject matter of it. In case of conflict, the terms of the Agreement supersede the purchase order. Neither this Agreement nor any of its provisions may be amended, modified, waived or discharged except in a writing signed by both parties. /II /II /II /II /II Ill Ill /II /II /II /II /II /II /II Ill /II /II 7 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 71 of 113 26. AUTHORITY The individuals executing this Agreement and the instruments referenced in it on behalf of Contractor each represent and warrant that they have the legal power, right and actual authority to bind Contractor to the terms and conditions of this Agreement. CONTRACTOR . ~sinhere) \..J I .\ \ I -.. 5; . \'('\ I> ~ -.....\lc..l""'-.)11. 'l..;. G\--...r ' (print name/title) ~½=Q& .S \~~ ¥ j \('-"'-~ ~r-t.\ C..... • (print nameititle) \ By: ATTEST: ARLSBAD, a municipal 0 1 thf ?tate of California '·-1,. ~ City Manager ~ARBARA ENGLESON l' City Clerk Proper notarial acknowledgment of execution by Contractor must be attached. If a corporation, Agreement must be signed by one corporate officer from each of the following two groups: Group A Group B Chairman, Secretary, President, or Assistant Secretary, Vice-President CFO or Assistant Treasurer Otherwise, the corporation must attach a resolution certified by the secretary or assistant secretary under corporate seal empowering the officer(s) signing to bind the corporation. CITY OF CARLSBAD, a municipal corporation of the State of California APPROVED AS TO ~~~~ CELIA A. ff EWYf-, cttorney BY: _....;:(/;__/M,):_ ________ _ Assistant City Attorney 8 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 72 of 113 Commonwealth of Massachusetts County of Suffolk On this a, day of ~Fw+-2019, before me Diane E. Casey, the undersigned officer, personally appeare William S. Mosakowski, who acknowledged himself to be the President and CEO of Public Consulting Group, Inc., and that such William S. Mosakowski, being authorized to do so, executed the foregoing instrument for the purposes therein contained. Commonwealth of Massachusetts County of Suffolk ~ DIANc E CASEY W Notary Public COMMONWEALTH OF MASSACHUSETTS My Commission Expires On January 22, 2021 On this dt3 day of au,,~ 2019, before me Diane E. Casey, the undersigned officer, personally appearStephen S. Skinner, who acknowledged himself to be the Secretary of Public Consulting Group, Inc., and that such Stephen P. Skinner, being authorized to do so, executed the foregoing instrument for the purposes therein contained. DIANE E CASEY ~ Notary Public COMMONWEALTH OF MASSACHUSETTS My Commission Expires On January 22. 2021 Sept. 10, 2019 Item #2 Page 73 of 113 Primary Address of Firm Firm's Legal Name Firm's Legal Address Street Address City/State/Zip Telephone Number Email EXHIBIT "A" SCOPE OF SERVICES Public Consulting Group, Inc. 621 Capitol Mall, Ste. 1425 same as above Sacramento, CA 95814 (916) 565-8090 services@pcgus.com Primary address from which City contracted services will be provided Firm's Legal Address 621 Capitol Mall, Ste. 1425 Street Address same as above City/State/Zip Sacramento, CA 95814 Telephone Number (916) 565-8090 Email services@pcgus.com Project Manager responsible for the Consultants Firm's service, delivery, execution and performance Name and Title Sally Nagy Office Phone 621 Capitol Mall, Ste. 1425 Mobile Phone (916) 704-6701 Email swnagy@pcgus.com CA Registration No. n/a (If applicable) Expiration Date n/a (If applicable) Alternate contact for contracted services Name and Title Bret Mohninger Office Phone (916) 565-8090 Mobile Phone n/a Email bmohninger@pcgus.com 9 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 74 of 113 1. Project Team and Approach Project Team Experience has shown us that successful projects result from a well-balanced project team with a broad spectrum of capabilities and experience; bringing the right expertise for the task at hand. We are therefore presenting six resumes, including some without the preferred PMP. These additional individuals not only bring local government experience but also specialized expertise in the areas of Change Management, Procurement, IV&V, Testing, and Implementation. The best fit resources for a given project will be assigned based on the project's requirements. The overall team structure is shown below by potential role. Most staff are shown in more than one role which will be determined by the nature of the project. In addition, Subject Matter Experts are available if needed depending on the nature of the project (such as financial management, human resources, and security). Project Manager Yvonne De la Rosa Change Managers Shell Culp Phyllis Smith Implementation SMEs MarieBeth Adams David Westphalen Figure 1. Project Portfolio Management System Team Structure Requirements and Certifications Procurement Specialists Sally Nagy Phyllis Smith All PCG team members have a Bachelor's degree or higher and possess the required knowledge and experience needed. Most have ten years' experience in a project management capacity. The table below highlights key req uirements and certifications for the proposed team. Table 1. PCG's Team Member Requirements and Certifications TEAM MEMBER SALLY NAGY SHELL CULP YVONNE DE LA ROSA DAVID WESTPHALEN 10+ YEARS PM EXP ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ LOCAL Gov ✓ ✓ ✓ ✓ PROSCI ✓ ITIL v3 ✓ ✓ ✓ AGILE SCRUM MASTER ✓ ✓ ECLIPSE IV&V ✓ ✓ 10 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 75 of 113 10+ YEARS LOCAL PROSCI AGILE SCRUM ECLIPSE TEAM MEMBER BS+ PMP ITIL v3 PM EXP Gov OCM MASTER IV&V PHYLLIS SMITH ·---MARIEBETH ADAMS -- Provided below are detailed qualification summaries for all the team members. Resumes can be found in Appendix I Sally Nagy, PMP, Engagement Manager Program Management. Sally and a proven record of results applying business insight to the application of information technology to achieve the organization's goals. She has an extensive background in both public and private sector executive management, including as CIO for two cities, a county, and a court. Her 30 years of experience includes information technology governance, organizational change management, business and technology strategic planning, information technology tactical planning, procurement and contract negotiations, workforce development, organizational and program reviews, quality assurance, and enterprise technical architecture. She has recently led several enterprise procurement efforts for local government clients. Operational Management. As Chief Information Officer/IT Director of both public and private sector organizations, Sally has directed all aspects of information technology including application development, project management, communications, operations, system architecture, GIS and technical support. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Yvonne De la Rosa, PMP, Project Manager Project Management: A certified PMP, Yvonne has 22 years of experience in information technology (IT), including 12 years of independent verification and validation (IV&V) project management. With an emphasis in project management, systems integration, and IV&V, Yvonne has provided oversight on both customized and commercial-off-the-shelf systems as well as legacy conversion projects and phased implementations. Yvonne's focus is on the IV&V oversight of large State of California engagements that span multiple projects and agencies. Yvonne's skills include technical leadership, project management, quality assurance, application testing and training, system requirements analysis and strategic planning. Yvonne also holds certifications in IT Infrastructure Library Foundation (ITIL-F) and Scrum Master. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Shell Culp, Prosci, Change Manager Change Management. Shell is a Senior Advisor with PCG where she advises clients on Organizational Change Management (OCM) readiness assessment, strategy, and implementation. Shell is a Prosci ® Certified Change Management Professional and uses this and other techniques and tools to build and align OCM strategies with an organization's objectives across the country. Portfolio Management. Shell worked as Chief Deputy Director and Interim Director for the California Office of Systems Integration (OSI) for over 3 years, providing extensive experience managing project portfolios with values in excess of $58. Office of Record: Sacramento I Work would be Performed : Primarily in Sacramento, though available on-site as needed. 11 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 76 of 113 David Westphalen, PMP, Project Manager, Implementation SME Project Management. A PMI-Certified Project Management Professional (PMP), David leads PCG's internal training program for PMP certification. In this role, he created the training material for the following knowledge areas: Project Integration Management, Cost Management, Time Management, and Risk Management. He has also completed quality reviews of all remaining Project Management Body of Knowledge (PMBOK) knowledge area training material for PCG. David has project management experience in all aspects of initiating, planning, executing, controlling, and closing projects. His areas of expertise include most major structured systems development lifecycle methodologies and project management standards; development of detailed project plans and schedules; leading teams of IT technical and business staff; project management assistance such as issue identification and facilitation of decisions with various stakeholders; change management and communications planning; monitoring and controlling project progress; program and project planning; resource planning and acquisition; guiding and mentoring staff; risk and issue management; project initiation and document reviews; and status reporting to all levels. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. MarieBeth Adams, Implementation SME Implementation SME. MarieBeth is a decisive, action-oriented project manager and business system analyst with an impressive track record of managing complex projects within time and budget expectations in corporate and government settings. She is highly skilled in identifying and clarifying business requirements, performing a gap analysis of existing procedures and processes, and designing business/system improvements to meet organizational and end-user functionality needs. MarieBeth has extensive experience serving as a business expert in the implementation of custom and commercial-off- the-shelf solutions. She is a strong team leader with excellent communication and interpersonal skills and is highly proficient at diplomatically facilitating discussions and negotiations with project stakeholders at all levels. She is a Microsoft Certified Professional and is adept with SAP Enterprise Business Information and Objects (Bl/BOE), Crystal Reports and SOL Developer. Local Government. MarieBeth has worked in local government for over 30 years. She has worked with numerous business groups during the adoption of large IT systems to successfully deliver complex system deployments for local and state government agencies. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Phyllis Smith, Prosci, Change Manager, Procurement Specialist Phyllis has worked in local government and as a consultant to local government entities for over 35 years. Change Management. Phyllis is a certified Prosci Change Management Practitioner with significant experience managing change for large and small projects for local government agencies. Examples of projects include culture-transforming automation systems, moving a large public-facing operation, and revamping a records management system. Local Government. Phyllis has worked in local government for over 40 years and as a consultant to California trial courts. Implementation SME. Phyllis has strong business analyst skills. As a trial court department head and as a consultant to courts in the U.S. and internationally, she analyzed business processes and made concrete recommendations for improvement. She has recently performed business analysis for local government entities in Los Angeles and Sacramento and assisted with the procurement and implementation of new case management systems. Procurement Activities. Phyllis has worked on procurements for large and small automation systems for local government and judicial organizations, including the Hong Kong Judiciary, Hawaii Judiciary, Sacramento Sheriff and Los Angeles County Public Defender. Activities have included developing functional and non-functional requirements, doing market research, analyzing alternatives, writing 12 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 77 of 113 procurement documents, answering bidder questions, evaluating proposals, and conducting reference checks. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Project Approach PCG is proud to offer to its clients our PCG AcquirelT™ Methodology which is housed within our Strategy, Architecture, Planning, and Procurement Center of Excellence (CoE). AcquirelT is a well-tested, repeatable methodology that provides us with a roadmap to help us navigate through the IT procurement process. This methodology both drives and guides the delivery of strategic procurement services through a project's life cycle from start to finish, resulting in objective, evidence-based procurements. PCG's AcquirelT Framework honors and supports the premise that an organization's IT investments should be driven by its business strategies while being supported by and supportive of its enterprise architecture infrastructure. We have used this methodology to support multiple engagements and continue to improve it with lessons learned from each engagement. In addition to providing a procurement roadmap, AcquirelT has an extensive toolkit and templates that have been designed specifically for procurement projects. PCG's ability to rely on the AcquirelT framework means little to no time will be spent "reinventing the wheel" because the necessary meeting facilitation tools and document templates will be immediately accessible. PCG will ensure the project stays on-course, on schedule and within budget, by using the AcquirelT procurement phases in conjunction with our Project Management Methodology (PMM). The PCG Team will work diligently to develop a collaborative relationship that stresses objectivity, balance, and support. We will provide focus, support, advice, leadership, and pro-active communication to ensure success in providing the City the procurement assistance services that are required to furnish only high- quality deliverables delivered on a timely basis. Our personal guiding principles include: • Protect the stakeholder's interests • Foster excellent relations by engaging early and often • Plan activities and resource requirements and commitments carefully • Take a practical approach • Follow through to resolution • Be consistent • Foster project management maturity • Be critical and objective • Minimize disruption to project personnel Working closely with our clients, PCG's goals have always focused on the success of the client's goals and objectives. We have always worked hard to ensure a mutual beneficial relationship is established and maintained throughout our engagement and beyond in order to achieve the desired outcomes despite possible changes in funding, setbacks, and delays which one or the other is usually challenged. This is evident in our procurement assistance projects. Additionally, defining and regularly measuring our progress against a set of critical success factors will guide us to successfully build a partnership, a highly functioning team that will complete what is needed to deliver a competitive procurement for the City. PCG will not only provide staff who are qualified and experienced resources; we will: 13 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 78 of 113 • Foster a functional relationship approach -PCG treats our clients as partners. We view our partnership with the City as truly collaborative, where we are both mutually invested in not only the successful completion of a competitive procurement but also in the successful implementation of a procured solution that will support the City for years to come. • Develop and maintain trust -Trust is key to any relationship, and PCG will work with the City to build and maintain trust. PCG will demonstrate confidence through our team members by continuously following through with the services we provide the City. It is important to PCG that we not only build trust to the City team but also become a trusted advisor to the City. PCG has selected staff that are not only experts in their industry but also trusted advisors to their clients. • Demonstrate follow-through -PCG believes that follow-through is a critical success factor to fostering a functional relationship. PCG encourages its staff to be in close contact with clients and to demonstrate their ability to deliver on our commitments. • Provide continuity of staff -PCG strives to maintain staff continuity. Consistent, long-term staffing of PCG resources will help to ensure success of relationship management. Acquire IT The primary phases and subordinate steps in our AcquirelT Framework are depicted below. e STRATEGY AND SOLICITATION DEVELOPMENT • Validate proJect scope · Document functional and technical requirements · Analyze the marketplace • Develop the procurement strategy • Develop the evaluation strategy • Create solicitation document · Create detailed evaluation plan - VENDOR QUALIFICATION AND EVALUATION • Release solicitation • Conduct vendor conference · Receive and review draft proposals • Conduct vendor confidential d1scuss1ons · Receive and review final proposals • Conduct corporate and key personnel reference checks VENDOR SELECTION · Conduct vendor demonstrations · Conduct finalist interview(s) and recommend selected vendor · Obtain project steering committee and executive management approval • Assist with contract negotiations Figure 2. PCG's AcquirelT7"' Phases and Primary Tasks The AcquirelT phases -Strategy and Solicitation Development, Vendor Qualification and Evaluation, and Vendor Selection -are each briefly described below. PCG believes it is this process complemented by the activities and deliverables defined by the City that will support the successful completion of a competitive procurement. These include: Strategy and Solicitation Development -Planning is key to any successful procurement. The purpose of this phase is to clarify the scope, goals, and objectives of the IT initiative (in this case, a new Project Portfolio Management System}, determine the appropriate sourcing and procurement approaches (what's the best way to buy it), and develop the solicitation documents and procedures needed to conduct a successful procurement (how to buy it). 14 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 79 of 113 The eight (8) steps that PCG will perform in this phase include: 1. Validate Project Scope: Being clear on the problems to be solved and objectives to be met are "must haves" in any major procurement. While this may seem obvious to the casual observer, individual perceptions may vary widely, or even conflict, across multiple stakeholder groups. Agreeing on the project scope and on the relative significance of problems that the organization faces not only results in better solicitations but even more importantly, vendor proposals that are more responsive to the client's critical needs. 2. Document Functional Requirements: Requirements definition is one of the most critical steps in PCG's AcquirelT approach. The requirements development process involves many layers of specification to support the eventual design and development of a technical solution. During the procurement process, it starts with well-documented business needs that describe the top-level needs that a solution must meet. These high-level statements (e.g., "The system must support timely payment of invoices.") help to frame the project scope and lay the foundation for other project activities such as our analysis of solutions in the marketplace and, of course, the eventual development of the solicitation document. 3. Document Technical Requirements: While the business needs inform the development of functional requirements, it is the functional requirements that further refine those business needs into technical requirements. During this stage of the procurement process, technical requirements are built to define a specific technical approach (e.g., in compliance with federal and state requirements) yet not dictate the technical design, and be sufficiently detailed for prospective vendors to develop project budgets and define resources needed to implement the solution. 4. Analyze the Marketplace: Understanding the marketplace is critical to a successful procurement. AcquirelT is a knowledge-based approach to procurement that will incorporate the research and discovery of pre-built software or Commercial-Off-The-Shelf (COTS) software that can be purchased, leased or licensed and helps inform clients about solutions that exist in the marketplace as well as educates them about functionalities that are available. 5. Develop the Strategy: Procurement strategy is a key factor in determining the most appropriate procurement method given the complexity and monetary value of the required solution/services, market availability, and the organization's capacity to support the eventual solution in addition to putting its procurement strategy in place. 6. Develop the Evaluation Strategy: The evaluation strategy considers which areas should be the focus of evaluation (i.e., evaluation criteria) as well as weighting and scoring factors. Decisions made during this step will directly impact the development of the solicitation and evaluation documentation. The Evaluation Plan and supporting tools (e.g., score sheets, etc.) will provide a road map for analyzing vendor bid responses and making a final determination consistent with the processes and procedures outlined within the solicitation document and should be completed before the procurement is released. 7. Create the Solicitation Document: In this step, PCG assembles the complete solicitation document based on information gathered in the previous steps. A framework or outline for the solicitation document (based on the client's specific requirements and regulations) is built. 8. Create the Detailed Evaluation Plan: With the evaluation strategy in place and the solicitation done, the next step is to develop the mechanics for reviewing vendor responses. This is done through the development of the Evaluation Plan. Decisions made during the procurement approach and evaluation strategy step, such as determining the necessity of a pre-qualification proposal and the selection of the Evaluation Committee, are now detailed out. 15 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 80 of 113 The Evaluation Toolkit (ET) will be drafted in this task and will provide a roadmap for analyzing vendor bid responses and making a final determination consistent with the processes, procedures and evaluation criteria outlined within the procurement documents. The ET will include the procedures, processes, protocols, and tools necessary to guide the evaluation process and establish the basis for contract award. The procedures will include worksheets to aid the evaluation team in examining and scoring vendor offers. Meetings between the PCG Team and the City's Project Team will be needed during this task to consider the details of the scoring methodology that had been previously outlined during the Procurement and Evaluation Strategy sessions. Vendor Qualification and Evaluation -The procurement document release initiates the selection process. Decisions made during the procurement and evaluation strategy steps, such as the timing/duration of key activities, will be implemented during the procurement/selection process. The PCG Team will assist the City with a variety of procurement activities leading to the successful contract award. The goal and purpose of the vendor qualification is to determine which vendors should progress through the selection process. Once vendors have been qualified, the evaluation committee may select a short list that are highly acceptable candidates and could successfully complete the project. These vendors will then participate in the Vendor Selection Phase which should include at least one (1) site visit and at least one (1) finalist interview. The five (5) steps that PCG will perform in this phase include: 1. Release Solicitation: The solicitation has been developed and is released for vendor consideration. Let the Games begin! 2. Conduct Vendor Conference: Making sure that vendors are clear about the client's business needs, technical environment, and requirements included in the solicitation document goes a long way toward ensuring that proposals are on target and that they can be evaluated in a consistent fashion. 3. Assist with Vendor Q & A: Sufficient time should be given potential bidders to ask questions to clarify their understanding of the procurement document. PCG will assist the City Project Team to write informative, unambiguous responses to allow vendors to submit proposals that most closely meet the City's requirements. 4. Receive and Review Proposals: Interested vendors submit their proposals according to the proposal schedule at a specific time I place, and the proposals are entered into review. For all proposals passing the administrative review process, PCG will facilitate the formal evaluation process, working with a City team of administrators and subject matter experts to evaluate the proposals in an impartial and consistent manner. The review team will use the factors identified in the Evaluation Strategy and the tools in the Evaluation Toolkit to systematically and thoroughly review and score the proposals. PCG will participate in review discussions with the team, but will not be scoring. They will also assist the evaluation team if there are technical questions. 5. Conduct Corporate, and Key Personnel Reference Checks: Validating the past performance of a vendor is critical. In large IT projects, you will be working alongside your chosen vendor for many months, and in some instances, years. PCG will assist the City in conducting reference checks on the top scoring proposals, using a structured interview process. 16 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 81 of 113 Vendor Selection -The goal and purpose of this step is first to recommend, and then to select the preferred vendor. This step is designed to distinguish between multiple acceptable vendors that have shown, during the prior step, they meet requirements at a reasonable cost. Vendor selection usually includes at least one (1) customer site visit and at least one (1) finalist interview. The four (4) steps that PCG will perform in this phase include: 1. Conduct Vendor Demonstrations: Seeing a proposed solution in play can be key to the evaluation process. Demonstrations and onsite visits provide insight into real-world applications of a proposed solution and help the client to discern the differences between proposed solutions in environments that may or may not be like their own. 2. Conduct Finalist lnterview(s) and Recommend Selected Vendor: This represents the final step in the vendor selection process, and with the due diligence of everyone involved, the recommended vendor is selected. 3. Obtain Project Steering Committee and Executive Management Approval: Once the Evaluation Committee has made its recommended selection, approval is required from the Steering Committee (or similar governing body) and executive-level management as necessary. 4. Assist with Contract Negotiations: As appropriate, PCG will assist the client with its contract negotiation discussions to ensure that the City's best interests are protected and that the appropriate contract controls are in place. The PCG Team will work with the City Team in the final activities required to bring the selected vendor on board, through finalizing and confirming the selected vendor's Statement of Work, Project Plans, Cost Agreements for software services, Software License agreements, Warranty and Support agreements, Payment Schedule and Interface Control documentation, along with any additional escrow agreements which are required by the City contracting processes. Within PCG's AcquirelT methodology, each of these steps are further defined to include the objective, anticipated results, primary tasks, client participants, key assumptions, and deliverables. It is this further knowledge and information that will guide us as we partner with the City and successfully complete a competitive procurement. Upon completion of contract negotiations with the selected vendor, the project is ready to move to the implementation phase. At that point, the PCG team will continue to follow our Project Management Methodology Project Description / Scope of Services PCG is a recognized national leader in the delivery of Project Management Services. We are proud of our Business Solutions Center of Excellence (CoE) and Project Management Methodology (PMM) which both bolster the knowledge and support of our consultants in the delivery of successful, time-tested Project Management services. Our consultants are formally trained to support their project management certification efforts as well as mentored by experienced staff based on Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) and other industry standards and best practices. We have more than 42 PM I-certified Project Management Practitioners within our Technology Services Practice Area alone. PCG's PMM has four (4) basic tenets that we believe are the foundation of any sound project management methodology which we will use to support development of our deliverables to the City of Carlsbad. Without these being in place, control methods, procedures, and other project management best practices will not be effective. Our specific objectives include: 1. High-Quality Work -Deliver high quality services and work products that address the business objectives and meet the requirements of the City of Carlsbad 17 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 82 of 113 2. On-Time Delivery -Complete deliverables on schedule and within budget 3. Effective Communication -Timely and accurate communication to the City of Carlsbad project participants and stakeholders throughout the entire project 4. Proactive Management -Identify potential problems before they develop and initiate appropriate corrective action The PCG PMM ensures that various review activities are conducted, work teams and deliverables are coordinated, and high-quality work products are delivered to the City of Carlsbad. This includes meeting the agreed-to timeline for each deliverable. All the consultants being bid on this opportunity are seasoned project management professionals with many years of experience. Working on many projects and juggling different timelines means knowing how to prioritize. Projects will have different priorities, and tasks within those projects will also have different priorities. PCG staff know how to prioritize and understand what is really important and what may be just a nice to have. As evidenced by staff resumes, our project managers have worked in program management offices (California Employment Development Department, for example) and have served on multiple projects at the same time. Our approach is built on three principles that serve as its cornerstone and reinforce the notion that projects require a commitment that starts from the very beginning: 1. Understand the Goal -Success begins with an understanding of the City's projects. PCG Project Managers are active listeners, avid consumers of information, and facilitators of structured discussion that results in a common understanding of the project goals by both PCG and city staff. 2. Be Proactive and Stay on Task -PCG maintains progress by planning ahead, communicating actively, being collaborative, leading decisively as well as accepting responsibility for outcomes. 3. Deliver Results -PCG will work collaboratively with the City of Carlsbad to successfully deliver on time, within scope, and on budget while exceeding expectations. PCG Project Manage.ment Methodology - -- Understand the goal, Be proactive and stay on task, Deliver Results. t t - 18 ....... . . City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 83 of 113 Figure 3. PCG Project Management Methodology PCG will follow a process that includes Project Initiation, Planning, Execution, Control, and Closeout. PCG's PMM employs a structured and repeatable process broken into five (5) industry standard process groups that will not only complement the goals and objectives of this RFQ but interact and overlap iteratively over the life of the project: 1. Initiation -Begins at project conceptualization and focuses on building the foundation with the City of Carlsbad and the project. The project governance and Project Charter are reviewed and/or established and alignment between the City of Carlsbad and the PCG Project Team is obtained. A high-level schedule is created, resource requirements identified, and processes for monitoring progress and resolving issues are established. 2. Planning -Centers on formalizing the project plan, budget and schedule. PCG will work in coordination with the City of Carlsbad to finalize all contract requirements and workload estimates, define risks and contingencies, establish communication protocols, verify deliverable expectations and implement management tools. 3. Execution -Occurs throughout the life of the project, beginning with the allocation of human resources and assignment of work tasks. PCG will again work in coordination with the City of Carlsbad to direct project activities and administer project policy in accordance with the plan. Execution is an iterative process that often requires re-planning to accommodate unforeseen changes in priority or scope. 4. Control -Occurs throughout the life of the project. The focus here is on tracking progress against the plan and controlling scope, schedule, budget, and human resource needs. PCG will work in coordination with the City of Carlsbad to forecast project needs and execute corrective actions to overcome project challenges. 5. Closeout -Formalizes acceptance of the project. Lessons learned are documented, transition activities are completed, and all project artifacts are formally accepted and transitioned to the City of Carlsbad ensuring each work producUdeliverable can be found in the project's documentation repository. 19 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 84 of 113 Statement of Cost SeNices The table below provides the maximum hourly rate for each proposed consultant. We do not anticipate using any subcontractors. Table 2. Staff Hourly Rates MAXIMUM NAME TITLE HOURLY RATE 1 Sally Nagy Engagement Manager, Project Manager, Procurement $250 Specialist 2 Shell Culp Change Manager $250 3 Yvonne De LaRosa Project Manager, Implementation SME, Procurement $225 Specialist 4 David Westphalen Project Manager, Implementation SME $225 5 Selvi Dorairaj Project Manager, Implementation SME $225 6 Phyllis Smith Change Manager, Implementation SME, Procurement $200 Specialist 7 David Shickman Project Manager $225 8 Ted Marsh Project Manager, Implementation SME $200 9 MarieBeth Adams Implementation SME $200 10 Ryan White Change Manager $200 11 Michelle Fox Change Manager $200 12 Amber Nottingham Change Manager $200 Table 3. Sub-Consultants Hourly Rate We not plan to use subcontractors Table 4. Expenses ~•1#94111Ml___________...~i'!55'1·, ~ge O _ Assumptions • To keep rates down, we make good use of tools such as WebEx and Skype to meet regularly and when feasible with our clients without incurring travel costs. 20 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 85 of 113