HomeMy WebLinkAbout2019-09-10; City Council; ; Adopt Resolutions Authorizing the City Manager to Execute Four (4) Professional Services Master Agreements for Information Technology Services with Public Consulting GrouCAReview (}10
~ CITY COUNCIL
~ Staff Report
Meeting Date: September 10, 2019
Mayor and City Council To:
From: Scott Chadwick, City Manager
Staff Contact: Maria Callander, Director of Information Technology
Maria.Callander@Carlsbadca.gov 760-602-2454
Subject: Adopt Resolutions Authorizing the City Manager to Execute Four (4)
Professional Services Master Agreements for Information Technology
Services with Public Consulting Group {PCG) and ClientFirst
Recommended Action
There are four recommended actions, as follows:
1. Adopt a Resolution authorizing the city manager to execute a Professional Services
Master Agreement for Information Technology Project Management Services with
PCG for an amount not to exceed $1,500,000 for a three year period.
2. Adopt a Resolution authorizing the city manager to execute a Professional Services
Master Agreement for Information Technology Change Management Services with
PCG for an amount not to exceed $900,000 for a three year period.
3. Adopt a Resolution authorizing the city manager to execute a Professional Services
Master Agreement for Selection of Project Portfolio Management System Services
with PCG for an amount not to exceed $200,000 for a one year period.
4. Adopt a Resolution authorizing the city manager to execute a Professional Services
Master Agreement for Information Technology Project Management Services with
ClientFirst for an amount not to exceed $1,500,000 for a three year period.
Executive Summary
The city will be implementing numerous information technology related projects over the
course of the next few years. These projects include upgrades to established software,
implementation of new software, and the selection of software for a project portfolio
management system. The execution of the master service agreements with PCG and ClientFirst
will facilitate the use of consultant services to assist staff in managing and completing upcoming
information technology projects.
Each firm will follow the Project Management Institute {PMI) framework to ensure both quality
and consistency for all information technology projects. Each firm has demonstrated its ability
to follow the PMI approach on typical information technology projects.
Sept. 10, 2019 Item #2 Page 1 of 113
Pursuant to Section 3.28.060, Procurement of Professional Services and Services, of the
Carlsbad Municipal Code, the City Council shall be the awarding authority for procurement of
professional services and services for which the cost to the city is more than $100,000 per
agreement year.
Discussion
The information technology department has a need to secure access to professional services
related to information technology projects. In particular, the department is in need of project
and change management professionals with experience in completing upgrades and new
software implementations.
Over the next couple of years, the city will be replacing or upgrading many of our technology
systems. The information technology department currently employees two full-time project
managers. Given the number of projects on the list and the timelines for the completion of the
projects it has been determined that the best way to meet the needs and timelines of the city is
to use consultants to augment the city's current project and change management staff with
services from PCG and ClientFirst.
In addition, the city will begin a project to implement a Project Portfolio Management (PPM)
System in the upcoming year. The PPM system will be used to track all types of projects
including capital improvement projects, information technology projects and operating
projects. The goal is to standardize the prioritization, tracking, reporting and accounting for city
projects. The city does not have internal expertise in PPM systems and requires the assistance
of an outside firm for the selection and implementation of this new technology.
On March 12, 2019, the city published a Request for Qualifications (RFQ) for information
technology project management services. The goal of the RFQ was to create a short list of firms
that have the ability and capacity to engage with the city on an as needed task basis for
information technology projects when required. Included in the RFQ were three discipline
categories:
• Project management
• Change management
• Selection of project portfolio management system
Statements of Qualifications (SOQs) were accepted through April 10, 2019. Table 1 (below)
summarizes the number of SOQs received for each discipline.
TABLE 1
Discipline SOQs Received
Project Management 8
Change Management 4
Selection of Project Portfolio Management System 4
Sept. 10, 2019 Item #2 Page 2 of 113
SOQs were reviewed and ranked by a selection committee comprised of city staff members.
Rankings were based on a weighted scoring system using the following criteria:
• Relevant experience for implementing technology projects
• Relevant experience in providing services in a municipal or government environment
• Cost
• Established firm in the industry
• References
• Unspecified value-added offerings
Based on the rankings of the SOQs by the selection committee, consistent with Carlsbad
Municipal Code section 3.28.060, staff is recommending the city execute master service
agreements with the selected firms listed in Table 2 below. The project and change
management agreements will have an initial three year term, while the selection of a project
portfolio management system will have a one year initial term.
Project Management
Project Management
Change Management
Discipline
TABLE 2
Firm Name
Selection of Project Portfolio Management System
PCG
ClientFirst
PCG
PCG
Fiscal Analysis
Annual Amount
500,000
500,000
300,000
200,000
Initial Term
1,500,000
1,500,000
900,000
200,000
The two master agreements for information technology project management services are for a
three year period each. The maximum compensation under the agreements will be $500,000
per contract year for a total of $1,500,000 over three years for each agreement. Funding for
each task order will be provided by the associated information technology project as
appropriated by the adoption of the annual budget process or as brought separately to the City
Council for approval.
The one master agreement for information technology change management services is for a
three year period. The maximum compensation under the agreement will be $300,000 per
contract year for a total of $900,000 over three years. Funding for each task order will be
provided by the associated information technology project as appropriated by the adoption of
the annual budget process or as brought separately to the City Council for approval.
The one master agreement for selection of project portfolio management system services is for
a one year period. The maximum compensation under the agreement will be $200,000 per
contract year. Funding for each task order will be provided by the General Fund Innovation
Fund.
Task orders will be fully executed prior to PSG and ClientFirst initiating work for any information
technology project.
Sept. 10, 2019 Item #2 Page 3 of 113
Next Steps
Execute agreements with PSG and ClientFirst.
Environmental Evaluation (CEQA)
Pursuant to Public Resources Code Section 21065, this action does not constitute a "project"
within the meaning of CEQA in that it has no potential to cause either a direct physical change
in the environment, or a reasonably foreseeable indirect physical change in the environment,
and therefore does not require environmental review.
Public Notification and Outreach
This item was noticed in accordance with the Ralph M. Brown Act and was available for public
viewing and review at least 72 hours prior to scheduled meeting date.
Exhibits
1. City Council Resolution authorizing the city manager to execute a Professional Services
Master Agreement for Information Technology Project Management Services with PCG for
an amount not to exceed $1,500,000 for a three year period.
2. City Council Resolution authorizing the city manager to execute a Professional Services
Master Agreement for Information Technology Change Management Services with PCG for
an amount not to exceed $900,000 for a three year period.
3. City Council Resolution authorizing the city manager to execute a Professional Services
Master Agreement for Selection of Project Portfolio Management System Services with PCG
for an amount not to exceed $200,000 for a one year period.
4. City Council Resolution authorizing the city manager to execute a Professional Services
Master Agreement for Information Technology Project Management Services with
ClientFirst for an amount not to exceed $1,500,000 for a three year period.
Sept. 10, 2019 Item #2 Page 4 of 113
RESOLUTION NO. 2019-160
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 PROJECT MANAGEMENT SERVICES WITH PUBLIC
CONSULTING GROUP, INC (PCG) FOR AN AMOUNT NOT TO EXCEED
$1,500,000 FOR A THREE YEAR PERIOD.
WHEREAS, the City Council of the City of Carlsbad, California has determined that having
available project management consultants for professional services that facilitate the timely
completion of information technology projects 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 project management; and
WHEREAS, expenditures for the professional services are subject to availability of budget
appropriations associated with information technology projects.
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 $1,500,000 over a
three year period (Attachment A).
Sept. 10, 2019 Item #2 Page 5 of 113
Exhibit 1
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:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher, Hamilton.
None.
None.
"k, J nZ Jtlw--,
~RBARA ENGLESON, City Clerk
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Sept. 10, 2019 Item #2 Page 6 of 113
MASTER AGREEMENT FOR INFORMATION TECHNOLOGY PROJECT MANAGEMENT
SERVICES
PUBLIC CONSUL TING GROUP, INC
1 THIS AGREEMENT is made and entered into as of the J:J.-t-b day of )b~.gwro~, 201:i_, by and between the CITY OF CARLSBAD, a municipal
corpora ¥n, 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 management.
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 management.
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 three (3) years 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
in the Task Description for the project (see paragraph 5 below). Extensions of time for a specific
City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 7 of 113
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 five
hundred thousand dollars ($500,000) per Agreement year. If the City elects to extend the
Agreement, the amount shall not exceed five hundred thousand dollars ($500,000) per Agreement
year. The total amount of the Agreement shall not exceed one million five hundred thousand
dollars ($1,500,000) for the initial three 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 8 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 projecUlocation 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 9 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 10 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 City:
Name
Title
Dept
Address
Phone
Maria Callander
IT Director
Information Technology
CITY OF CARLSBAD
1635 Faraday Ave
Carlsbad, CA 92008
760.602.2454
For Contractor:
Name
Title
Address
Phone
Email
Sally Nagy
Engagement Manager
621 Capital Mall, Ste. 1425
Sacramento, CA 95814
(916) 565-8090
swangy@pcgus.com
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
5 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 11 of 113
method of resolution within ten (10) business days. If the resolution thus obtained is unsatisfactory
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.
6 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 12 of 113
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
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.
Ill
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7 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 13 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.
Executed by Contractor this 3 day of b m~ , 2011_.
CONTRACTOR
By:
City Manager
W l \\ \ ~ S:,. ~ ~ <J"'l,,..U.\L\) Pv--(_ ~
(print name/title) ' ATTEST:
By,~k~~ ~ jL_ l_~ (!1rLWM~
(si~er~ ~ARA ENGLESON ~:ti;_, k S-~ l( \..., ..._, t-v--, .sJ. City Clerk
(print name/title)
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
Chairman,
President, or
Vice-President
Group B
Secretary,
Assistant Secretary,
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 FORM:
:~LIA Uil:~ Attorney
Assistant City Attorney
8 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 14 of 113
Commonwealth of Massachusetts
County of Suffolk
On this~ day of ~1"" 2019, before me Diane E. Casey, the undersigned
officer, personally appeared 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
~ DIANE E CASEY
@ Notary Public
COMMONWEALTH OF MASSACHUSETTS
My Commission Expires On
January 22. 2021
On this --3_ day of ~ l-2019, before me Diane E. Casey, the undersigned
officer, personally appwd Stephen 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
COMMONWEA~TH OF MASSACHUSETTS
My Comm1ss1on Expires On
January 22, 2021
Sept. 10, 2019 Item #2 Page 15 of 113
EXHIBIT "A"
SCOPE OF SERVICES
Primary Address of Firm
Firm's Legal Name Public Consulting Group, Inc.
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@pcg us. 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@pcg us. 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 16 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 twelve 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 natu re of the project (such as financial
management, human resource, and security).
Yvonne De la Rosa
Selvi Dorairaj
Ted Marsh
Sally Nagy
David Shickman
David Westphalen
Shell Culp
Michelle Fox
Amber Nottingham
Phyllis Smith
Ryan White
Implementation
Specialists
(Business Analysis,
IV&V, Testing)
MarieBeth Adams
Yvonne De la Rosa
Selvia Dorairaj
Ted Marsh
Phyllis Smith
David Westphalen
Figure 1. Project Management Team Structure
Requirements and Certifications
Yvonne De la Rosa
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.
10 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 17 of 113
The table below highlights key requirements and certifications for the proposed team.
Table . PCG Team Certifications
TEAM MEMBER
SALLY NAGY
SHELL CULP
YVONNE DE LA
ROSA
DAVID WESTPHALEN
SELVI DORAIRAJ
PHYLLIS SMITH
DAVID SHICKMAN
TED MARSH
MARIEBETH ADAMS
RYAN WHITE
MICHELLE Fox
AMBER NOTTINGHAM
✓ ✓
✓ ✓
✓ ✓
✓ ✓
✓ ✓
✓
✓ ✓
✓ ✓
✓ ✓
✓
✓
✓ ✓
Below are staff qualification summaries.
✓
✓
✓
✓
✓
In
rogress
LOCAL
Gov
✓
✓
✓
✓
✓
✓
✓
✓
✓
Sally Nagy, PMP, Engagement Manager
PROSCI
✓
✓
✓
✓
✓
ITIL v3
✓
✓
✓
✓
✓
AGILE
SCRUM
MASTER
✓
✓
✓
✓
ECLIPSE ASTQB
IV&V TESTING
✓
✓
✓ ✓
✓
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 and El Cajon, though
available on-site as needed.
11 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 18 of 113
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 $5B.
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.
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.
Selvi Dorairaj, PMP, Project Manager, Implementation SME
Project Management. Selvi has extensive experience in project management (using different Software
Development Life Cycle (SDLC) methodologies), requirements elicitation and gap analysis, system design
and development, testing and implementation activities, and healthcare and social services program
knowledge. In her work on the One-e-App Project (a solution that involves screening and enrolling
applications in a range of health, social services, and other support programs), she served as both Project
Manager and Solutions Lead.
Implementation SME; A Business Architect with PCG, Selvi has over 20 years of IT experience in both
California and with international agencies. She has worked in all phases of the SDLC in both agile,
traditional and hybrid environments, including Requirements, Business Analysis, Testing and
Implementation, Independent Verification and Validation (IV&V), and Quality Assurance. A Certified
Eclipse IV&V® Professional, Selvi provides thorough oversight on both customized and commercial-off-
12 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 19 of 113
the-shelf systems as well as legacy conversion projects and phased implementations. Performing IV&V
activities requires identifying problems and potential problems and suggesting ways to solve or mitigate
them. Selvi has performed IV&V services for numerous complex projects, including several for the State of
Washington.
Change Management. Selvi co-led Washington State's Core Process Improvement Team where she was
responsible for establishing, leading and directing the efforts to improve the processes across the
Department of Health Services Economic Services Administration IT Solutions organization.
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
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.
David Shickman, Scrum Master, Project Manager
Project Management. David has significant experience in project management, business, and technology
strategic planning; feasibility studies; business process re-engineering; organizational change
management; requirements definition; system and vendor selection studies/ procurements; contract
negotiations; performance measurement; project charters and governance; project implementation; and
project oversight.
Local Government. In the early days of his career, David worked with several California municipalities to
develop citywide information technology (IT) strategic plans, leading to procurements and implementations
for new integrated citywide accounting/financial, human resources, general business and public safety
(computer aided dispatch and records management-CAD/RMS) solutions.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
Ted Marsh, Project Manager, Implementation SME
Project Management. A PMI-Certified PMP, Ted is a senior consultant with PCG and has been providing
project oversight and technical services for over 20 years. Ted's strength is to look at the big picture of a
project and how each seemingly insignificant change can significantly impact other areas of the project.
Ted has provided project oversight of large-scale ($40 million to $400 million+) system implementation and
13 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 20 of 113
modernization projects. Areas where Ted is considered a subject matter expert are: testing, requirements
management/traceability, data migration, interfaces, and incident and problem management.
Problem Management. In his role as an IV&V consultant, Ted provides oversight of the requirements and
procurement process by identifying risks and issues, providing recommendations to mitigate risks and
issues and provide overall guidance based on best practices and 20 years of implementation experience
for project management, requirements, and proposal development. Ted also: leads technical and functional
IV&V assessments and deliverable development, develops and presents weekly, monthly, and quarterly
reports to project director, project manager, and executive sponsor and conducts requirement goodness
and traceability assessments 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 SQL 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.
Ryan C. White, Prosci, Change Manager
Change Management. Ryan is a certified Prosci Change Management Practitioner with 11 years'
experience managing change for large and small projects for local government agencies. Ryan has
extensive communication experience with local and state government, regularly reaching out to internal
and external stakeholders. He develops winning communications strategies to ensure that all affected
stakeholders are prepared for the coming changes.
Office of Record: Albany, NY I Work would be Performed: Primarily in El Cajon, though available on-site
as needed.
Michelle Fox, Prosci, Change Manager
Change Management. Michelle is a certified Prosci Change Management Practitioner with significant
experience managing change for large and small projects for local government agencies. Michelle has 11
years' experience and is an expert at addressing business needs requirements for complex government
projects, overseeing their efforts to document business processes, and gathering business and technical
requirements to support best practices and agency regulations.
14 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 21 of 113
Office of Record: Harrisburg, PA I Work would be Performed: Primarily in El Cajon, though available on-
site as needed.
Amber Nottingham, Prosci, Change Manager
Change Management. Amber is a certified Prosci Change Management Practitioner with 10 years'
experience managing change for state and local government agencies. In addition to her strong Change
Management skills, Amber has created and deployed state-wide training programs, including end-user
training.
Office of Record: Charleston, WV I Work would be Performed: Primarily remote, though available on-
site as needed.
Project Approach
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 (PM BOK) and other industry standards and best practices. We have more than 42 PM I-certified
Project Management Practitioners within our Technology Services practice alone.
PCG's PMM has four (4) basic tenets that we believe are the foundation of any sound project 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:
• High-Quality Work -Deliver high quality services and work products that address the business
objectives and meet the requirements of the City of Carlsbad.
• On-Time Delivery -Complete deliverables on schedule and within budget.
• Effective Communication -Timely and accurate communication to the City of Carlsbad project
participants and stakeholders throughout the entire project.
• 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.
15 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 22 of 113
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:
• 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.
• Be Proactive and Stay on Task -PCG maintains progress by planning ahead, communicating
actively, being collaborative, and leading decisively as well as accepting responsibility for
outcomes.
• 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 Management Methodology
... . ' +-+ .
Understand the goal,
Be proactive and stay on task,
Dehver Results.
-t
(ommun,catoon.
lntegrat100. Scopo.
Timo. Cost. ()ualrty, HR, +-+
R>Sk. Procurement
Management
t -
Pro1ect
Closeout
Figure 2. 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.
16 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 23 of 113
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 product/deliverable can be found in the project's documentation
repository.
6.
Project Management Tools
PCG proposes using the following software tools to manage project activities and produce deliverables:
• Microsoft Office Suite: MS Office will be used to develop contract deliverables. If necessary, PCG
can save documents to earlier MS Office versions.
• Microsoft Project: MS Project will be used to develop and maintain the Project Schedule. A sample
project plan be seen in Appendix II.Project Description/ Scope of Services
Defining Scope
To ensure the utmost adherence to the project scope, PCG's PMM focuses on the ten PMBOK® Guide
knowledge areas -integration, scope, schedule, cost, quality, resources, communications, risk,
procurement, and stakeholder. PCG's PMM includes plans and templates for each of the knowledge areas
that are based on industry standards and best practices and can be customized to best fit the needs of a
project based on the project size, scope, and other factors. These knowledge area plans and templates are
designed to integrate with existing client processes or to functn as standalone processes if required.
The plans from each of the ten knowledge areas are compiled together to form the Project Management
Plan -this plan dictates all project management protocol for the project. The project management plan is
made available to all stakeholders to ensure there is a common project management methodology.
Integration Management
PCG's PMM Integration Management methodology involves unifying and coordinating the management of
project scope, time, cost, quality, human resources, stakeholders, communications, risk, and procurements.
PCG develops project management deliverables and associated processes, tools, and templates to realize
this methodology.
PCG's PMM includes templates for the project charter and the project management plan -two critical
documents for the success of any project.
The project charter serves as the formal agreement between the project sponsor and the project manager/
team. Once approved it is the authority for the project manager to execute the project. In addition to
providing a high-level overview of the project, the charter defines the vision, mission, goals, definition of
17 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 24 of 113
success, scope, objectives, high level milestones, high-level risks, and overall approach for the work to be
completed. PCG's PMM project charter template includes all of the necessary elements to aid the project
in the development of a sound project charter.
The project management plan builds upon the project charter. The project management plan may be
updated throughout the project as project organization, responsibilities and management processes are
modified to meet the unique needs of the project at that time and phase of the project. Developing the
project management plan is the process of documenting the necessary actions to prepare, integrate and
coordinate all subsidiary plans including communication and project performance and control. The plan also
provides guidance for execution of the project plan, monitoring execution, taking corrective action when
necessary, and managing action items, deliverables, and change. PCG's PMM project management plan
template is flexible and can be a central document with separate sub-plans for all knowledge areas, or it
can be a consolidated document containing all knowledge areas.
PCG's PMM Project Scope Management methodology describes the processes that ensure a project
includes all the work required, and only the work required, to be completed successfully.
Scope Management is focused on defining, monitoring and controlling what is and is not included in the
project. Monitoring and controlling project work is the process of tracking, reviewing and regulating project
progress to meet defined performance objectives. A subset of this is verifying and controlling scope through
the formal acceptance of project deliverables, monitoring the status of the project, and managing changes
to the scope baseline.
In project management, the term scope has two distinct uses: Project Scope and Product Scope. There is
the gathering of information required to start a project, or project scope, as well as the features a product
would require to meet stakeholder requirements, or product scope. Project Scope is the work that needs to
be accomplished to deliver a product, service or result with the specified features and functions, while
Product Scope is the features and functions that characterize a product, service or result. Project Scope is
more work-oriented and includes the 'how's,' while Product Scope is more oriented toward functional
requirements or the 'what's.'
If project requirements are not completely defined during the requirements planning, and if there is no
effective change control in effect, project scope may increase. "Scope creep" refers to the incremental
expansion of the scope of a project. This may introduce additional requirements that are not a part of the
initial project planning, which in turn may negatively affect the project cost and schedule. Scope creep
management is important for effective project management. Projects are expected to meet strict deadlines
within resource constraints, and an unchecked and unapproved change in the scope can significantly affect
the success of the project.
Communications Management
PCG's PMM Communications Management methodology involves the systematic planning, implementing,
monitoring, and managing of all channels of communication to the project's stakeholders.
Communications management describes how, when, and by whom information about the project will be
administered and disseminated. This guides the project by ensuring that timely, accurate and consistent
information is provided to all stakeholders throughout the project lifecycle.
PCG's PMM process begins with the development of the Communications Management Plan that includes
an overview of communications management and specific guidelines for effective communication. The
Communications Management Plan also includes a template to aid the project with defining the types of
communication that will be used, designating the senders and receivers of project communications, and
determining the frequency with which the communications will be conducted.
PCG's PMM Communications Management methodology includes collecting information from project
stakeholders identified in the Stakeholder Register regarding their communication needs and desires.
18 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 25 of 113
These needs include what project updates each stakeholder wishes to receive, and how and when they
want to receive them. Then the process involves defining the Communications Matrix. This tool maps the
communication types to the recipients to ensure an efficient flow of information between project
stakeholders (both internal and external) and becomes a part of the larger Communications Management
Plan. The project team references and abides by this plan in their outreach to stakeholders ensuring that
the communications are dispatched accordingly.
Stakeholder Management
PCG's PMM Stakeholder Management methodology is a critical component of any project and involves
identifying who are the people, groups or organizations who are impacted by or who could impact the project
and managing these stakeholders throughout the project. Stakeholder management is a critical component
of any project. Stakeholders can literally make or break a project -either by their support for the project or
interference in a project. PCG understands this and, therefore, PCG's PMM has been developed with a
thoughtful and thorough approach to stakeholder involvement and management.
PCG begins by identifying stakeholders (both internal and external) and compiling a Stakeholder Register
early in the project. Continuing into the project's planning processes, PCG performs a stakeholder analysis
to gather stakeholder requirements including identifying stakeholder groups and determining each group's
key interests, concerns and expectations. PCG also develops appropriate management strategies to
effectively engage stakeholders throughout the project. During the course of the project, PCG will
communicate and work closely with the stakeholders to meet their expectations, address any issues as
they occur and monitor and manage the stakeholder relationships to win and maintain stakeholder support
and involvement in the project.
As a critical component, PCG's PMM approach involves ensuring that interaction with stakeholders aligns
with the guiding principles of fostering positive collaborative relationships, proactive communications,
engaging early and often, protecting stakeholder interests, and managing expectations.
Schedule Management
PCG's PMM Project Schedule Management methodology describes the processes that will be used to
create the project schedule and the processes that will be used to manage the schedule after it has been
baselined. This includes the scheduling tool/format, schedule milestones, and schedule development roles
and responsibilities.
Schedule Management is the process of determining the project schedule. The project schedule is the
roadmap for how the project will be executed. Schedules are an important part of any project as they provide
the project team, sponsor and stakeholders a picture of the project's status at any given time.
PCG's PMM process begins by working with staff, managers and systems integrator to develop and
maintain a detailed project work plan. The work breakdown structure (WBS) is developed using the PCG's
PMM Scope Management processes at a high level according to the identified systems development
lifecycle to be deployed on the project. The WBS is decomposed to ensure that all deliverables, work
products and activities required for the successful completion of the project have been accounted for.
Once all the required activities and tasks are identified, PCG's PMM process moves to estimating the
duration of the tasks using the consultants, vendors and expert judgment to ensure realistic estimates for
the project. For each task, all of the successor and predecessor dependencies are added. Ideally, the only
task without a predecessor should be the Project Start task, and the only task without a successor will be
the Project End. Whenever possible, fixed dates are avoided so that the predictive quality of the schedule
is not compromised, meaning that the dependencies and the task durations drive the beginning and end
dates of each task in most cases. In addition, the hours of work will be estimated and the resources required
to complete each task included. This is an iterative activity; as resource over-allocations are identified,
durations may be revised and tasks rescheduled.
19 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 26 of 113
PCG's PMM recognizes schedule development is an iterative activity. As tasks are decomposed, resources
assigned, and dependencies added, new and additional tasks, resource requirements, and dependencies
will be discovered. This is a normal part of the planning process. At the completion of this exercise, the
schedule will represent a roadmap for the work to be performed on the project. Not every activity will be
fully decomposed at this time as more information will become known as the project progresses. However,
a baseline schedule will represent the project team's best understanding of the work that needs to be
performed and how it will be performed. Once the schedule is established, the project manager can
determine the project's critical path and ensure adherence to the baseline to complete the project on time.
At this point, work progresses and is monitored against the baseline so that performance tracking and
corrective action (if required) can be undertaken. Earned value calculations can also be utilized to augment
the project reporting if required. The project work plan and schedule is maintained on a regular basis and
frequently communicated to the project team and stakeholders. including a formal periodic review with the
project sponsor(s).
The standards and guidelines that will be used in developing the project schedule are documented in the
Schedule Management Plan. Topics covered include:
• Initial development of the schedule, including guidelines on scheduling best practices such as those
mentioned above
• Baselining strategy, when to baseline, control process for re-baselining, and appropriate use of the
baseline
• Recommended or approved tools for scheduling
• Update process, collecting actual and further elaboration
• Managing a portfolio of project schedules, integrating them, and managing an enterprise-wide
portfolio of resources
• Resource management standards
• Monitoring and tracking and reporting variance including leveraging earned value where
appropriate
PCG's PMM Value-Add Project Management Process and Documents
PCG's PMM is a well-tested methodology that provides a project with all the necessary project management
plans and other documents for project success. In addition to the knowledge area plans described in the
previous section, PCG's PMM also includes a number of key processes and documents that PCG believes
are critical for the success of the project. These value-add processes include:
• Requirements Management
• Change Control Management
• Release Management
• Deliverable Management
• Action Item Management
As with the knowledge area plans, PCG's PMM comes with customizable templates for each of the value-
add plans that will be tailored to meet the specific needs of the project.
PCG's PMM Requirements Management
Another output from the Plan, Scope Management process, is a Requirements Management Plan. PCG's
PMM recognizes this as a key plan for successful projects. Requirements help define the purpose of a
project and are the foundation of the project. The stated requirements determine what is to be produced or
achieved. They represent project capabilities to which a project outcome should confirm by defining the
20 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 27 of 113
scope of a project and what the system must do as well help describe the criteria for project success. One
of the primary reasons projects fail is because requirements are incomplete or incorrect. If the requirements
are inaccurate or incomplete, the project is likely to fail no matter what is done in subsequent phases.
Requirements Management details the processes and procedures to ensure proper Requirements
Management including how requirements are gathered, analyzed, organized, approved and managed.
PCG's PMM process leverages best practices and industry standards with tools for gathering, analyzing,
organizing, approving and managing requirements and includes:
• Requirements Management Development Process
• Requirements Management Traceability Process
• Requirements Management Change Management Process
• Requirements Management Best Practices
• Requirements Management Tools
PCG's PMM Change Control Management
The PM BOK® Guide discusses Integrated Change Control in the Project Integration Management section.
PCG's PMM methodology recognizes product and system change control as an important project activity
and therefore includes processes that involve systematic management of all changes. Change Control
Management is the process of defining how changes to the project (scope, deliverables, timeline, etc.) will
be managed. The Change Management process is the mechanism used to initiate, record , assess, approve
and resolve proposed project changes. If any unexpected circumstances or variances arise on the project,
the Change Control Plan assists the project manager and stakeholders in assessing what corrective action
to take. All project changes should be managed through a formal change control process that includes
change control procedures for all items that can possibly affect the project scope, schedule and/or cost.
Typically, a Change Control Board is formed with those who collectively possess the authority for making
decisions regarding the proposed changes.
Strategies available to a project for dealing with proposed changes include reducing scope, adding more
resources or accepting the fact that the scope has increased by updating the project schedule and creating
a new baseline. Any change should be documented in a formal change request and analyzed for project
impact. The use of a formal change management procedure is necessary when any project changes are
requested as it is often difficult to tell initially whether a proposed change is limited to a change in scope or
affects the schedule and or cost. A formal change management process should include the following steps.
• Identify and document the required change
• Verify the change is valid and requires management
• Analyze and record schedule, cost and effort impact of change
• Decide whether to execute the change
• Execute decision, including revision to project plans if necessary
• Verify that action is complete and close change request
21 City Attorney Approved Version 6/12/18
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Sept. 10, 2019 Item #2 Page 28 of 113
Figure 3. PCG's PMM Change Control Process
PCG's process leverages best practices and industry standards to ensure that all changes to the project
are reviewed and approved in advance, all changes are coordinated across the entire project and that all
stakeholders are notified of the approved changes to the project.
PCG's PMM Release Management
While the PMBOK® Guide does not call out Release Management as a project management process,
PCG's PMM recognizes that the packaging and controlled release of new and enhanced functionality is an
important project activity. Release Management is the process of planning and implementing an integrated
set of functional components and processes in a controlled manner. This helps to ensure that there is a
transparent and integrated view for both business and IT plans, more stable production release, and
predictability in delivery timeframes, costs, and support requirements. Release management can assist with
resource utilization consistent with corporate priorities.
PCG's processes leverage ITIL best practices to provide a robust release management approach and to
ensure that the client's expectations are met. At a high level, this includes:
• Release identification and release naming
• Control and approval processes
• Deployment activities and communication
• Release procedures and planning
• System monitoring and acceptance
PCG's PMM Action Item Management
Although the PM BOK® Guide does not call out Action Item Management as a project management process,
PCG's PMM recognizes that ensuring that low-level work on the project is tracked and completed in a timely
manner is an important project activity. An action item is a documented event, task, activity, or action that
needs to take place and typically can be handled by a single person in a short period of time. It is low-level
work that is too detailed to track within project schedules. Action items frequently arise out of meetings or
reviews. However, projects need a process to track open action items and ensure they are completed.
PCG's PMM includes a well-defined process for managing project tasks to help track and complete these
items in a timely manner. After establishing an action items repository, all project action items are logged,
tracked and reported on within each project team and/or team meeting. Meeting agendas and minutes are
used to track and report on action item progress and resolution which is also updated in the action items
repository. At a high-level, PCG's PMM methodology involves the following steps:
• Establishing an Action Items Repository
• Logging Action Items
• Tracking Action Items
• Reporting on Action Items
• Closing Action Items
Resource Management
PCG's PMM Resource Management methodology involves guidance for planning, acquiring and managing
the resources to be able to complete the project. It also involves managing responsibilities for each project
resource establishing activity assignments and allocations to resource level the project. The plan
establishes the performance expectations for each resource function and is used to support the project
managers monitoring resource utilization and support of performance appraisals conducted throughout the
22 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 29 of 113
project life cycle. Adherence to the methodology can help prevent situations where more resources are
needed than are available. It can also ensure that the identified human resources for a project are available
for planned tasks when needed. Adherence can help prevent over-and/or under-allocation of human
resources during the life of a project.
PCG's PMM Resource Management methodology begins with the development of the Resource Plan. The
purpose of the plan is to provide the processes, procedures, tools, and templates necessary to plan,
acquire, manage and develop a project team. The plan provides the resource functions and skills needed
to complete each project activity. It aligns performance expectations and the rewards system. The names
of team members, team member training needs and calendar are also included.
Cost Management
PCG's PMM Cost Management methodology involves ensuring that the project is completed within the
approved budget and can be impacted by all project functions. It includes the activities necessary to request
and justify project funding, monitoring and controlling expenditures, budgeting, accounting, and billing, and
maintaining records of all project funds, assets and expenditures, managing and documenting all resource
utilization, purchases and services procured, and preparing periodic financial and progress status reports
to inform stakeholders as necessary.
PCG begins by creating the Cost Management Plan. This plan contains the types of cost the project will
incur, how these costs will be documented, and how PCG will create and control the project budget. PCG
uses this information to estimate activity and personnel costs, set aside reserves for potential project risks,
and ultimately incorporate the reserves into the final budget. PCG will control the project's costs and scope
according to the budget.
Operational Management
Issue Escalation Approach
As Figure 4 details, the issue management and escalation process consists of the six steps shown below.
Identification Validatoon and
Prioritization Analysis Tracking and
Reporting
Figure 4. Issue and Escalation Process Flow Chart
Issue ,
Resol~ed? . ·· Resolution and Closure
~ ... ■
EsciJlation
Identification -Issue identification occurs th roughout the project's life cycle. Issues may arise from
meetings, analysis, document reviews, and other project activities. Any staff member or stakeholder may
generate an issue for consideration; however, it is expected that most issues will be identified and managed
by the project staff.
Identified issues are documented and tracked in the issue tracking log until they are resolved or escalated
to the next governance level. Once the need for escalation is determined, an Issue Analysis form will be
completed and forwarded to the appropriate team member.
Validation and Prioritization -The Issue Manager reviews each issue and checks the issue tracking
log to ensure the item does not already exist, determines that the item is a valid issue, and ensures the
issue and related information are clearly worded. If the item is determined to be invalid, the originator of the
issue is notified, and the item is closed in the issue tracking log.
23 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 30 of 113
Each assigned issue manager will present and discuss new issues at the next scheduled meeting. Meeting
participants are expected to discuss the priority of the item, confirm the assignment, and establish a due
date for status or resolution. Criteria used to determine this information will be documented in the meeting
minutes and maintained in the central project document repository. Once this information is determined by
the project team, the Issue Manager will update the issue tracking log accordingly.
Issue Analysis -The assigned staff member will perform the required analysis to develop alternatives
for issue resolution. Project members are expected to communicate a periodic status to the appropriate
Issue Manager based on the agreed-upon schedule or at least every two weeks.
Recommended alternatives are documented on an issue analysis form and reviewed by the project
manager. If an issue resolution cannot be resolved by the project team, then the issue will be escalated to
the next level in the governance structure for direction and resolution. The assigned staff member is
expected to be available to present the issue, the analysis, suggested resolution, and related status at each
level of the governance structure until the issue has been resolved.
Tracking and Reporting -The Issue Manager updates the issue tracking log weekly for new issues and
resolved items. Assignees are required to provide status updates at least every two weeks.
Escalation Process -The Issue Escalation Process will be used to ensure unresolved issues are raised
early enough to prevent negative impacts to the project and to ensure the appropriate parties are informed
and involved in critical decision-making. The Project Director, Sponsor, stakeholders, and staff will always
work to address and resolve issues at the lowest possible level within the project governance structure.
Resolution and Closure Process -Each project staff participating in the Issue Escalation process will
review the escalated issue analysis form; approve or deny the recommended resolution; commit the
appropriate resources to support the agreed upon resolution, as needed; and provide an expedited
response and direction on issues which may impact the project scope or schedule.
The issue owner coordinates the implementation of the issue resolution and communicates appropriate
status to the project. Upon completion of the resolution and communication of that status, the Issue
Manager updates the issue tracking log with the final results of the resolution and closes the item
accordingly.
PCG's PMM Deliverable Management
Although the PM BOK® Guide does not call out Deliverable Management as a project management process,
PCG's PMM recognizes that ensuring that the project has a well-defined process for managing the life cycle
of deliverables from definition through acceptance is an important project activity. Deliverables
management is the process of defining the deliverables that are a part of the project, preparing or ensuring
that the deliverables meet guidelines, and managing the acceptance of deliverables including the correction
of deficiencies. A deliverable is a product or service that is given to the client and usually has a due date
and is tangible, measurable and specific. Examples include software products, documentation, and training.
PCG's PMM includes a well-defined process for managing the life cycle of deliverables to ensure that the
client's expectations are met. At a high level, the process of deliverables management includes the steps
of:
• Checklist Development
• Deliverable Expectations Document
• Deliverable Production
• Draft Submission
• Client Walkthrough
24 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 31 of 113
• Formal Review
• Defect Correction
• Deliverable Acceptance
Risk and Issue Management
PCG's PMM Project Risk Management methodology describes the processes that involve identifying,
analyzing, responding to and tracking project risks and issues. A "risk" is a potential issue that may or may
not happen and can impact the project positively or negatively. An "issue" already has occurred. Risk
management is the approach and methodology used to understand, assess and manage uncertainty (risks
and issues) in a project. Managing risk should not be reactive only-it should be part of the planning process
to figure out risk that might happen in the project and how to control that risk if it in fact occurs. Risk is part
of any project. It cannot be avoided and therefore planning for it, developing strategies to keep the risk
limited and managing the risk could save a project from serious setbacks or even project failure. Therefore,
PCG's PMM Risk Management process is paramount to project management efforts.
PCG's PMM applies a proactive approach to preventing risks by performing risk analysis early in project
planning and identifying potential risk factors and their impact on the project. This advance preparation
prevents the likelihood of changes to any of the baselines. As risks are identified during planning, they are
added to the Risk Register where their cause, effect, likelihood of occurrence, and mitigation strategy are
documented. PCG's PMM incorporates regular risk meetings into other project management activities.
Additionally, key deliverables such as funding documents, project charter, project management plan, work
plan, staffing plan, and schedule are reviewed to identify potential risks to the project. The plan includes
the approach to identifying risk owners, responsibilities of the risk owners, and other roles required to
ensure that a holistic and thorough approach to risk management, tracking and reporting is undertaken on
the project.
Perhaps the most important aspect of risk management is the active management of each and every risk
to ensure that all appropriate actions to prevent the risk occurrence or mitigate its impact are taken in a
timely fashion. This includes proactive communication about risks and escalation where necessary, to
ensure that project stakeholders' support is garnered early and that surprises for team members and
stakeholders are avoided. The Project Manager actively works with the project team to ensure that risks
are identified, documented, assessed and prioritized, and elevated to the appropriate level. A risk response
is developed and managed for each risk identified; this includes conducting a periodic review of all risks to
ensure that the assigned risk owner is proactively working the risk.
PCG's PMM Risk Management methodology also encompasses issue management that requires the same
level of proactive management and structure as risk management to ensure timely remediation. The
delineation between risks and issues is largely driven by timing; as unmanaged risks are often a source,
although certainly not the only source, of project issues. In addition, the risk management process includes
the issue management process. Issues are reviewed weekly, discussed with the project team and escalated
as appropriate in accordance with the issue management process.
Similar to PCG's PMM Risk Management process, PCG's PMM Issue Management process allows for
multiple approaches. One is the early identification of issues wherever they occur in the project. The second
is a quick but thorough review of the issue to understand its impact and root cause. The third is the
development of an issue resolution plan that can be managed, monitored and reported upon so that the
impact of the issue can be minimized and the issue itself resolved quickly. This balanced approach has at
its core the concept that risks and issues should not be "admired and talked about" but should be actively
worked until resolved. This is one of the primary responsibilities of the project manager who, while not
owning all the risks and issues, will be instrumental in ensuring they are resolved.
Statement of Cost Services
The table below provides the maximum hourly rate for each proposed consultant. We do not anticipate
using any subcontractors.
25 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 32 of 113
Table 1. Staff Hourly Rates
M AXIMUM
N AME T ITLE H OURLY
R ATE
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 $22 5
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 2. Sub-Consultants Hourly Rate
We not plan to use subcontractors
Table 3. Expenses
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.
26 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 33 of 113
RESOLUTION NO. 2019-161
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 CHANGE MANAGEMENT SERVICES WITH PUBLIC
CONSULTING GROUP, INC (PCG) FOR AN AMOUNT NOT TO EXCEED
$900,000 FOR A THREE YEAR PERIOD.
Exhibit 2
WHEREAS, the City Council of the City of Carlsbad, California has determined that having
available change management consultants for professional services that facilitate the timely
completion of information technology projects 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 change management; and
WHEREAS, expenditures for the professional services are subject to availability of budget
appropriations associated with information technology projects.
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
$900,000 over a three-year period (Attachment A).
Sept. 10, 2019 Item #2 Page 34 of 113
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:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher, Hamilton.
None.
None.
\ b, N/4'{! rtLriL\¢--,
~RBARA ENGLESON, City Clerk
,,,1111111111111,,,,,
(SEAL) ~,"'o''~~ CAJi/~ ~~ .. ··•···."~~ it::/~· ~ ·\,,\ ~Oi I ;:,:_.1f0§ \ \~~ w/ J ~ \.~~ .. · ~ ~ ,...... ' .--·~ ~ ~ '-~1.· .......... •·~,'r-~ ~❖,,,,, IFO~ ,,,#
'"111111111111111\\~
Sept. 10, 2019 Item #2 Page 35 of 113
MASTER AGREEMENT FOR INFORMATION TECHNOLOGY CHANGE MANAGEMENT
SERVICES
PUBLIC CONSULTING GROUP, INC
,~ THIS AGREEMENT is made and entered into as of the i ,kb day of
_.....:;,o..__.9-:=,µ,,,,,.,....,___:---' 201.9_, by and between the CITY OF CARLSBAD, a municipal
corporati , 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 change management.
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 change management.
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 three (3) years from the date first above, '
written. The City Manager may amend the Agreement to extend it for two (2) additjorial 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 CouncilftThe 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
in the Task Description for the project (see paragraph 5 below). Extensions of time fc;,r a specific
City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 36 of 113
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 three
hundred thousand dollars ($300,000) per Agreement year. If the City elects to extend the
Agreement, the amount shall not exceed three hundred thousand dollars ($300,000) per
Agreement year. The total amount of the Agreement shall not exceed nine hundred thousand
dollars ($900,000) for the initial three 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 37 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 "AX"; 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 projecUlocation 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 38 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 39 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~f For Contractor:
Name Maria Callander Name Sally Nagy
Title IT Director Title Engagement Manager
Dept Information Technologt Address 621 Capital Mall, Ste.
CITY OF CARLSBAD Sacramento, CA 95814
Address 1635 Faraday Ave Phone (916) 565-8090
Carlsbad, CA 92008 Email swangy@pcgus.com
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
5 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 40 of 113
method of resolution within ten ( 10) business days. If the resolution thus obtained is unsatisfactory
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.
Sept. 10, 2019 Item #2 Page 41 of 113
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
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.
Ill
Ill
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Sept. 10, 2019 Item #2 Page 42 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 Agre ent.
CONTRACTOR
By:
CITY OF CARLSBAD, a municipal
corporati n f the State of California I
By: ~-
' City Manager
(print naxlitle) ATTEST:
By ~t-_ ~ ~ Li1m~n .. .JZ YlLaL,K,) n (sign here)\\ , , JiMBBARA ENGLESON ~ "t'f '\_~ e ~-) '-\.~~~.City Clerk
(print name/title)
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
Chairman,
President, or
Vice-President
Group B
Secretary,
Assistant Secretary,
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 FORM: ::LIA A ~r,:arney
Assistant City Attorney
Sept. 10, 2019 Item #2 Page 43 of 113
Commonwealth of Massachusetts
County of Suffolk
On this 6 day of ~ I-2019, before me Diane E. Casey, the undersigned
officer, personally appeared 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
~ DIANE E CASEY
@ Notary Public
COMMONWEALTH OF MASSACHUSETTS
My Commission Expires On
Janu~ry 22, 2021
On this .d day of ½:p-\-2019, before me Diane E. Casey, the undersigned
officer, personally appeared Stephen 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 44 of 113
EXHIBIT "A"
SCOPE OF SERVICES
Primary Address of Firm
Firm's Legal Name Public Consulting Group, Inc.
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
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
Sept. 10, 2019 Item #2 Page 45 of 113
1. Project Team and Approach
Project Team
Experience has shown us that successful projects resu lt 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 nine 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, 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. Some 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 resource, and security).
Yvonne De la Rosa
Sally Nagy
David Shickman
David Westphalen
Shell Culp
Michelle Fox
Amber Nottingham
Phyllis Smith
Ryan White
Figure 1. Change Management Team Structure
Sept. 10, 2019 Item #2 Page 46 of 113
Requirements and Certifications
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 requirements and certifications for the proposed team.
TEAM MEMBER
SALLY NAGY
SHELL CULP
YVONNE DE LA ROSA
DAVID WESTPHALEN
PHYLLIS SMITH
DAVID SHICKMAN
RYAN WHITE
MICHELLE Fox
AMBER NOTTINGHAM
Table 1. Team Certifications and Qualifications
✓
✓ ✓
✓ ✓
✓
✓
✓
✓
✓
LOCAL
Gov
✓
✓
✓
✓
✓
✓
PROSCI
ITIL v3
✓
✓
✓
✓
✓
✓
✓
✓
AGILE
SCRUM
MASTER
✓
✓
✓
Below are staff qualification summaries. Resumes can be found in Appendix I.
Sally Nagy, PMP, Engagement Manager
ECLIPSE ASTQB
IV&V TESTING
✓
✓
Program Management. Sally and a proven record of results applyi ng 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 procu rement efforts for local
government clients. She is currently leading a significant Organizational Change Management (OCM) effort
in Los Angeles County.
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 and El Cajon, though
available on-site as needed.
Sept. 10, 2019 Item #2 Page 47 of 113
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 $5B.
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.
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.
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
Sept. 10, 2019 Item #2 Page 48 of 113
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
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.
David Shickman, Scrum Master, Project Manager
Project Management. David has significant experience in project management, business, and technology
strategic planning; feasibility studies; business process re-engineering; organizational change
management; requirements definition; system and vendor selection studies/ procurements; contract
negotiations; performance measurement; project charters and governance; project implementation; and
project oversight.
Local Government. In the early days of his career, David worked with several California municipalities to
develop citywide information technology (IT) strategic plans, leading to procurements and implementations
for new integrated citywide accounting/financial, human resources, general business and public safety
(computer aided dispatch and records management-CAD/RMS) solutions.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
Ryan C. White, Prosci, Change Manager
Change Management. Ryan is a certified Prosci Change Management Practitioner with 11 years'
experience managing change for large and small projects for local government agencies. Ryan has
extensive communication experience with local and state government, regularly reaching out to internal
and external stakeholders. He develops winning communications strategies to ensure that all affected
stakeholders are prepared for the coming changes.
Office of Record: Albany, NY I Work would be Performed: Primarily in El Cajon, though available on-site
as needed.
Michelle Fox, Prosci, Change Manager
Change Management. Michelle is a certified Prosci Change Management Practitioner with significant
experience managing change for large and small projects for local government agencies. Michelle has 11
years' experience and is an expert at addressing business needs requirements for complex government
projects, overseeing their efforts to document business processes, and gathering business and technical
requirements to support best practices and agency regulations.
Office of Record: Harrisburg, PA I Work would be Performed: Primarily in El Cajon, though available on-
site as needed.
Amber Nottingham, Prosci, Change Manager
Change Management. Amber is a certified Prosci Change Management Practitioner with 10 years'
experience managing change for state and local government agencies. In addition to her strong Change
Management skills, Amber has created and deployed state-wide training programs, including end-user
training.
Office of Record: Charleston, WV I Work would be Performed: Primarily remote, though available on-
site as needed
Sept. 10, 2019 Item #2 Page 49 of 113
Project Approach
Implementing a new technology system involves several moving parts, and there are no guarantees of
success. While managing the technology may be straightforward, managing the people that are affected
by the project is often less clear and their reticence to adopt the new system quickly impedes realizing the
benefits of the new system as quickly as possible. Managing toward accelerated adoption involves creating
awareness that develops into desire for the new system. Providing the knowledge (training) and ability
(removing roadblocks) that will promote use of the new system, and reinforcing the new way of working
helps people see the what, why, and how a new system is being implemented.
Whether the Organizational Change Management work Carlsbad desires is part of the implementation of a
given system that is managed by a Project Management team (other than PCG) or by PCG itself, we have
the ability to contribute to the success of the project by accelerating adoption and proficiency of the system
across the stakeholders. To do so, we utilize the Prosci® change management methodology using the
ADKAR® (Awareness, Desire, Knowledge, Ability, Reinforcement) model of individual change. The Prosci®
model recognizes that organizations don't change -people do. PCG will provide the tools and guidance to
manage the process of moving the City and its stakeholders from the current state to the future state.
The Prosci® AD KAR® methodology is a sequence of change management steps that build on the previous
step. We organize the work into 3-Phases, with specific task categories in each. The three phases are
Preparation, Managing the Transition, and Reinforcing the new process and system. Throughout the
process, sponsors, leaders, and managers play key roles in communications, coaching, training, and
resistance management. The process can be adapted based in the size and scope of the change
management effort desired by Carlsbad. m ,wm•m o, '"' ""° ,o, '"'"" rn ornmO su,eom NH N•N<•
[3 ,.ow"ooeo, NOW rn '"'""' m . ., .. ~ ,o o••o•mm "'"' • "'"'"'°" rn , ... ,om•••n o ....... , ........ "
Figure 2. Prosci's ADKAR® Model
Phase I -Preparation
The preparation phase includes the tasks associated with scoping, planning, strategy, identifying and
assembling resources for managing the transition, identifying and preparing sponsors, and assessing
stakeholders. PCG will apply a checklist of activities to understand what efforts may have already been
completed prior to starting its work.
Sept. 10, 2019 Item #2 Page 50 of 113
Design the change management strategy
Working with the Project Management team, PCG will design a change management strategy that is
appropriate and effective for the City. Our first task will be to assess the size and nature of the changes
associated with a system and processes. Projects that implement new technology systems can be large or
small, and the management of the associated people issues with new systems must be tailored to the size
of the project. Working with the project management team, PCG will begin by sizing the effort as the first
step in developing a high-level change management strategy. We
will apply Prosci® assessment tools to determine the
characteristics of the project and the organization, readiness of the
organization and its stakeholders, and how the organization and
employees will be affected. We will determine the size and
characteristics of the stakeholder community as well.
The characteristics of the project will drive the recommended
sponsorship model and guide the overall team structure for
accelerating the adoption and proficiency of the new system by all
stakeholders. Considerations for this step include determining
what is changing from the old system to the new system (policy,
process, system, organization, job roles, staffing level, etc.) This
sizing exercise will help us understand how much change
management support will be required and how to scale the change
management approach accordingly. PCG will apply individual and
organizational readiness assessment tools as appropriate and
summarize the results of these in the Change Management
Strategy.
It is important to understand how previous change management
Change Management Strategy
Contents
1. Change Characteristics
Assessment results
2. Organizational Attributes
Assessment results
3. Proposed change
management team
4. Proposed sponsorship model
and stakeholder assessments
5. Risk assessment
6. Recommendations
7. Next steps
Figure 3. Change Management
Strategy Contents
efforts have been perceived by the organization and its stakeholders. Past changes may have left a residual
effect that could work in favor of the project, or make change management more challenging. Residual
effects that would generally work in favor of the project would include:
• Past changes were typically successful
• Employees and managers on past changes were well-informed, and the change was managed
effectively
• Executive sponsors were visible and active during the change process
• Resistance was confronted head-on and resolved quickly
• If necessary, employees or managers that would not change were removed from the organization
On the other hand, residual effects that would make the project effort more challenging would include:
• Change projects repeatedly failed
• Employees and managers were surprised by changes
• Executive support for changes was weak and ineffective
• Changes could be blocked by employees and managers who resisted the change long enough
• Employees or managers could block or sabotage the change without consequences
Building upon our extensive history in state and local government systems implementations and
conversations with Carlsbad, PCG will produce a strategy document and roadmap that describes the size
and scope of the effort and includes the results of readiness assessments that were made. We will also
identify the risks that we see as likely, with options for addressing those risks based on the information
developed in this activity. We will be focused on accelerating adoption and proficiency of the system,
Sept. 10, 2019 Item #2 Page 51 of 113
Assemble the change management team
Working with the project management team, our next task will be to identify team resources within Carlsbad
who have knowledge of the current processes and are enthusiastic about the new system. This team will
help guide the field efforts and will work best if limited to key individuals who possess specific characteristics
(below). Following the strategy effort, we will have a better idea of the size of this group and frequency of
meetings. We will be mindful of resource constraints and maximize our use of remote meeting technologies
as appropriate and effective.
Managing the transition from the current state to the new system (with full adoption and proficiency) will
require team members who are respected by their peers, stakeholders, and leaders. PCG will help the City
define a team that has the following characteristics:
• Excellent communication skills -team members should be good listeners, facilitators and able to
communicate the reasons and benefits of the new system to all involved.
• Program influence -individuals should have credibility with Carlsbad staff and stakeholders (both
below and above them in the organization). They should be trusted and have sufficient authority to
function as change agents.
• Commitment to the new system -an effective team member will believe in the value of the new
system and share a vision of the desired future state.
• Knowledge of the given programmatic area -team members need an understanding not only of
the particular function or area being changed but also of general business principles and conditions.
• Interpersonal skills (team player) -team members should be people-oriented and able to work and
contribute to success in a team environment.
PCG will apply assessment tools to identify any gaps in skills that may need to be filled with training.
External stakeholder participation may be critical to a given change management effort. As appropriate for
a given change management effort, in addition to internal City staff, we propose the inclusion of some
external stakeholders. From our experience, a major consideration for the adoption of an electronic system
will be the user's comfort level with technology. We will assess the baseline level of technology proficiency
needed for a given solution to use in orienting the development of training materials and to measure
performance.
Determine the sponsorship model
Next, we will develop the sponsorship model -Sponsors are the most powerful proponents of the project -
they have committed the organization and its resources toward implementing a new system, and they can
help with the adoption as well. As we work to understand how the sponsors view the project, PCG will
conduct a structured sponsor interview to find out what is different between today and the future state. The
output of this exercise helps us craft the messaging and prepare sponsors for managing the transition.
The sponsorship model will include the primary sponsor as well as leaders from within the organization and
its stakeholder community. These advocates will form a leadership coalition that will assist Carlsbad with
accelerating implementation and proficiency of the new system.
While identifying sponsors and leaders for the sponsor coalition, PCG will work with Carlsbad to list all
groups that are expected to be impacted by the project. For each group, we will determine who, from the
perspective of the employees in this group, is "in charge" of their area. Using the City's formal reporting
structure, we will add any senior leaders between these managers and the primary sponsor to form the
change management sponsorship coalition. Leaders and managers in the sponsorship coalition will be able
to answer critical questions about the project that are used to communicate to employees and stakeholders.
Sept. 10, 2019 Item #2 Page 52 of 113
In many organizations, there are middle managers who have a
high degree of control over their peers and employees. They
are either strong leaders or feared by their employees. These
middle managers will play a significant role in the change
process, and their roles can be supportive or problematic for
the change management team. These options include:
• Advocate -will act in favor of the change and help
with implementation.
• Neutralizer -will neutralize messages from the
executive sponsors and change management team.
The actual message to their employees is tailored to
their own agenda.
• Renegade -will be unpredictable, sometimes
appearing to support the change and other times
undermining the change at key points in the process.
• Villain -will deliberately and proactively sabotage the
change using their position of power and authority and
by using their informal network of communication with
peers and executives.
Assess Stakeholders
PCG will work with Carlsbad to determine the characteristics of
the project stakeholders along several dimensions. It is
important to assess the culture and value system in the
stakeholder community so that we do not jump to conclusions
about individual behavior and resistance. We will summarize
•
•
•
•
•
•
•
•
•
•
Structured Sponsor
Interview
Why is Carlsbad implementing a
given system?
What would happen if the new
system was not implemented?
Who is impacted the most? The
least?
How will work processes change?
How will our customers
experience change?
How will technology change?
How will this change impact
Carlsbad's performance?
How will the culture and values of
the organization change?
How long will it take to implement
this change?
What barriers or obstacles do you
Figure 4. Structured Sponsor
Interview
the characteristics to provide an overview of the stakeholder community value systems and culture and
capacity for change, as well as significant characteristics of leaders within the stakeholder community. For
all stakeholders, PCG will develop a Functional Impact Document that documents the impacts to all
stakeholders.
Deliverables and work products for Phase I:
• Change Management Strategy Document
• Functional Impact Document
• Status Reports as agreed
• Oral Presentations as needed
Phase II -Manage the Transition
A significant project typically represents a change in process that the City expects to manage effectively
with a structured change management approach. Like most efforts, organizational change management
works best when it is planned thoroughly and executed tenaciously. PCG will produce the planning and
execution tools that Carlsbad will use to implement the project.
Develop Change Management Plans
The Master Change Management Plan (MCM) is composed of a collection of plans that stand alone as
discrete tools for specific activities associated with guiding Carlsbad and its stakeholders through the
transition to a new system. But as a collection, the plans represent a comprehensive and powerful roadmap
and toolset for guiding the City's organizational change management. PCG will produce plans that will
Sept. 10, 2019 Item #2 Page 53 of 113
include executive summaries, overviews, target audiences, business reasons for each segment, and
objective measures for success for each segment. The MCM will include the following discrete plans
(descriptions of each plan below):
• Communications plan
• Sponsor plan and roadmap
• Coaching plan
• Resistance management plan
• Training plan
Communications Plan
PCG will develop the Communications Plan working with the project team and identified stakeholders. In
creating the Communications Plan, it will be key to consider past communications about the project, and
whether misinformation has been shared, unnecessary fear or worry has been created, or poor
relationships have been fostered with managers and key sponsors.
The Communications Plan will identify the audiences, key messages, and timing, and will determine content
packaging, delivery method, frequency, and sender, presented in a table similar to the example below.
Table 2. Sample Communication Plan
M ESSAGE DELIVERY
AUDIENCE CONTENT M ECHANISM SENDER FREQUENCY
The messages will be organized by their timing in the project, and each phase has specific key messages.
The messages are assigned a delivery mechanism and a sender that effectively convey that particular
message. The communication activity will occur at a specific date and time to ensure that the right
messages are received at the right time in the project.
Sponsorship Plan and Roadmap
PCG will document the work done in the Preparation phase related to sponsorship in the Sponsor Plan and
Roadmap. This deliverable describes and documents the work that was done in the earlier phase, and
includes sponsor activities with each audience and the dates/times those activities should take place. As
we consider the readiness of sponsors and supervisors to manage the transition to the new system, the
Sponsorship Plan and Roadmap is coordinated with the Communications, Coaching, Resistance
Management, and Training Plans.
Coaching Plan
Successful change management relies to a large degree on the ability of those leaders inside Carlsbad
and, possibly, outside in the stakeholder community to successfully facilitate the change. Some of these
leaders may have been part of successful change management initiatives in the past and may know what
Sept. 10, 2019 Item #2 Page 54 of 113
to expect and how to fulfill their roles and responsibilities regarding change management. Others will require
training (see training plan below) and knowledge in how to coach employees and stakeholders successfully.
We will approach developing the Coaching Plan as a "Train the Trainer" model.
The Coaching plan will clearly articulate the supervisory role over the project and will focus on creating
awareness about what it means to be an effective coach in a changing environment. The plan will describe
the role and expectations for this specific project. With so much of the success of the project dependent on
supervisors and managers, it is important to illustrate the importance of supervisors in successful change.
Employees trust and look toward supervisors for candid and meaningful information, especially when things
around them are changing. The coaching plan will include narrative material on:
• How to use ADKAR® with internal City employees and external stakeholders
• Group change coaching guidelines
• Individual change coaching guidelines and support
Resistance Management Plan
Recognizing that change is difficult for most people, resistance is expected during the project
implementation. PCG will define a plan for managing the resistance at each level in the organization. PCG
will provide resistance management techniques to be used during the project and establish general
guidelines for managing resistance before resistance is encountered during the project will increase the
effectiveness of the overall change management program.
The Resistance Management Plan will include the following topics:
• What type of resistance is anticipated
• How resistance will be identified
• Process for resistance management by level -employees, supervisors, mid-level managers, senior
managers
• Resistance management training by level -targeted audiences for this training, schedule for
training
Sept. 10, 2019 Item #2 Page 55 of 113
Training Plan and Strategy
PCG will apply a training needs assessment tool to
understand where gaps in understanding the change
management activities occur, and will develop
specific training plans to fill those gaps. Training
needs assessments will be conducted and plans
developed for each audience to include the following:
• Personally, dealing with change and
transition
• Succeeding in a changing environment
• Managing resistance (supervisors and
sponsors)
• Big picture overview of the new environment
• Basic or requisite skills/knowledge
• Temporary work processes
• Handling exceptions
• Process skills/knowledge
• System skills/knowledge
• Technical skills/knowledge
• Organizational skills/knowledge
• Problem resolution
Training Needs Assessment Template
I
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Figure 5. Training Needs Assessment Template
In addition, PCG will determine whether any training programs been initiated or whether any requirements
for training already been documented that must be integrated into the Training Plan and Strategy. To
provide cohesion with training provided by the project software vendor, the Training Plan and Strategy that
PCG will produce includes references to technical training needed. The Training Plan and Strategy chapter
will serve as a deliverable document.
Implementing the Change Management Plans
PCG will provide the steps to be followed in implementing the change management plans.
The first step will be to integrate the change management activities and schedule into the ongoing project
schedule, based on the scope of the effort developed in Phase I, and should be consistent with the
information developed about the organization, stakeholders, sponsors, and employees.
The second step is to implement the plans. Each of the plans developed in the Master Change Management
Plans will include sequential activities to execute to achieve the plan objectives. PCG will condense these
steps in to checklists for implementation.
Throughout implementation, the third step is to track progress and follow-up to ensure that the plans are
executed and the desired results are achieved.
The fourth step is to evaluate results, resolve issues and adjust plans as required. This step involves taking
the time at important milestones in the project to re-evaluate the results and adjust as necessary. It is also
important to celebrate early successes and plan the transition of the change management activities to
operational managers within the organization, which comprises much of Phase Ill Reinforcing Benefits and
Successes.
Sept. 10, 2019 Item #2 Page 56 of 113
Deliverables and work products for Phase II:
• Master Change Management Plan
• Schedule of the change management activities
• Change management plan implementation checklists
• Status reports as agreed
• Oral presentations as needed
Phase Ill -Reinforce the Benefits and Successes
The third phase of the transition to a new system reinforces the benefits and successes, diagnoses gaps
and manages resistance, and implements corrective action if needed. PCG will provide mechanisms to
collect and analyze feedback, diagnose gaps and manage resistance, and implement corrective action and
celebrate successes.
PCG will provide survey tools to gather employee feedback to be used in the Phase Ill activities. Research
findings show that the top three feedback mechanisms are using surveys, assessments and feedback
systems; observing and interacting informally with change recipients; and monitoring engagement through
feedback channels and networks.
Managers and supervisors are key sources of these types of feedback inside a formal organization. Outside
the formal organization, stakeholder leadership will likely serve in this role. Employees discuss the change
honestly and openly on a daily basis with their peers and in many cases their supervisors. This candid
feedback is helpful in diagnosing gaps and developing approaches to managing resistance. The lessons
that emerge from this informal feedback may not be fully disclosed in your organized, formal feedback
channels, but will be used to identify root causes of non-compliance and pockets of resistance.
Additionally, PCG will provide tools to audit compliance with new processes, systems, and roles.
Compliance audit tools will include focus group feedback, observation and system usage reports that will
gauge use of the new system. Using data obtained via the tools, Carlsbad will have information to determine
root causes of resistance and develop plans to address those root causes. With that knowledge, plans to
prepare sponsors and coaches to manage resistance can be augmented.
PCG will provide a Corrective Action Plan (CAP) Template that delineates the target of the corrective action,
documents the findings from the feedback and compliance audits, and identifies the root cause of
resistance. The CAP will also identify a coaching intervention strategy, consequences strategy, and any
support or actions needed from stakeholders.
Success is contagious! As the City moves through the transition, the teams are encouraged to constantly
seek out evidence of progress in the project, such as:
• Watch for the achievement of major milestones and identify early successes even if small.
• Organize ways to recognize groups and individuals that have achieved success.
• Make it public.
• Use normal staff meetings or regularly scheduled department meetings as an avenue for
recognition of achievement.
• Ensure that key stakeholders are aware of these achievements and involve managers in the chain
of command to award these recognitions.
• Use the communications plan guidelines to develop success celebration communications.
Sept. 10, 2019 Item #2 Page 57 of 113
Deliverables and work products for Phase Ill:
• Feedback tools
• Compliance audit tools
• Draft success messaging
• Suggestions for mitigating risks
• Status reports as agreed
• Oral Presentations as needed
Listed below are a few of PCG's Change Management engagements, some smaller and some larger than
the City may undertake, but all of similar nature to the activities that may be expected by the City in
introducing and adapting to organizational change. These were chosen to show the depth and breadth of
our experience in providing change management services.
2. 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 the Project Management Institute (PMI) Project Management Body
of Knowledge (PMBOK) and other industry standards and best practices. We have more than 42 PMl-
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. 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
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. 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.
Sept. 10, 2019 Item #2 Page 58 of 113
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 Management Methodology
-
---
Understand the goal,
Be proactive and stay on task,
Dehver Results.
t
t -
+-+ P101ect
Closeout
Figure 6. 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 compliment the goals and objectives of this RFQ, but that 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 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 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 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
Sept. 10, 2019 Item #2 Page 59 of 113
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
ensuring each work product/deliverable can be found in the project's documentation repository.
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.
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 successful project for the City. PCG will not only provide staff who are qualified and experienced
resources; we will:
• 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 with the City team but also become a trusted advisor to the City. PCG has
selected staff who 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.
Project Management Tools
PCG proposes using the following software tools in managing project activities and producing deliverables:
• Microsoft Office Suite: MS Office will be used to develop contract deliverables. If necessary, PCG
can save documents to earlier MS Office versions.
• Microsoft Project: MS Project will be used to develop and maintain the Project Schedule. Below
is a sample Change Management Project Plan.
Sept. 10, 2019 Item #2 Page 60 of 113
Figure 7. Representative Change Management Project Plan
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Sept. 10, 2019 Item #2 Page 61 of 113
-----------
Statement of Cost Services
The table below provides the maximum hourly rate for each proposed consultant. We do not anticipate
using any subcontractors.
Table 3. Staff Hourly Rates
M AXIMUM
N AME TITLE H OURLY
R ATE
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 4. Sub-Consultants Hourly Rate
Table 5. Expenses
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.
Sept. 10, 2019 Item #2 Page 62 of 113
RESOLUTION 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.
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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.
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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.
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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
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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
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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
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7 City Attorney Approved Version 6/12/18
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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
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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.
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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).
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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.
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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
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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
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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.
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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
RESOLUTION NO. 2019-163
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 PROJECT MANAGEMENT SERVICES WITH CLIENTFIRST, INC
FOR AN AMOUNT NOT TO EXCEED $1,500,000 FOR A THREE YEAR PERIOD.
Exhibit 4
WHEREAS, the City Council of the City of Carlsbad, California has determined that having
available project management consultants for professional services that facilitate the timely
completion of information technology projects 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 ofthe SOQs based on a weighted scoring system staff
recommends that ClientFirst, Inc is qualified and provides a best value to the City of Carlsbad in the
discipline of project management; and
WHEREAS, expenditures for the professional services are subject to availability of budget
appropriations associated with information technology projects.
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 ClientFirst, Inc in an amount not to exceed $1,500,000
over a three year period (Attachment A).
Sept. 10, 2019 Item #2 Page 86 of 113
Exhibit 4
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: None.
ABSENT: None.
( ) ') ~.
\ 'I ., k' /f ' } 2 Z , JC< J(fl ,;· ,1,._c&-. J/2;. t Uv~
[:lrl&ARBARA ENGLESON, City Clerk
(SEAL)
Sept. 10, 2019 Item #2 Page 87 of 113
DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8O9A3F80
MASTER AGREEMENT FOR INFORMATION TECHNOLOGY PROJECT MANAGEMENT
SERVICES
CLIENTFIRST TEHCNOLOGY CONSUL TING, LLC
REEMENT is made and entered into as of the / ,;};th
~~1<1;-:-+bl-F-:H~~-• 20]9_, by and between the CITY OF CARLSBAD, a
corpor ion, hereinafter referred to as "City", and ClientFirst Consulting Group,
ClientFirst Technology Consulting, a LLC, hereinafter referred to as "Contractor."
RECITALS
day of
municipal
LLC, dba
A. City requires the professional services of an information technology consulting firm
that is experienced in information technology project management.
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 management.
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 three (3) years 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
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
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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 five
hundred thousand dollars ($500,000) per Agreement year. If the City elects to extend the
Agreement, the amount shall not exceed five hundred thousand dollars ($500,000) per Agreement
year. The total amount of the Agreement shall not exceed one million five hundred thousand
dollars ($1,500,000) for the initial three 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.
8. OTHER CONTRACTORS
The City reserves the right to employ other Contractors in connection with the Services.
2 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 89 of 113
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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.
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.
3 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 90 of 113
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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.
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.
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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 City: For Contractor:
Name Maria Callander Name David Krout
Title IT Director Title Managing Partner
Dept Information Tech no log~ Address 980 Montecito Drive, Suite 209
CITY OF CARLSBAD CORONA, CA 92879
Address 1635 Farada~ Ave Phone 951.739.7989
Carlsbad, CA 92008 Email dkrout@clientfirstcg.com
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 [g)
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
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.
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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
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
Sept. 10, 2019 Item #2 Page 93 of 113
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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.
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
/II
Ill
Ill
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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.
Executed by Contractor this 14 day of __ ~+----+-----' 2o_l:!___.
CONTRACTOR
By: Va"AV k.~t
(sign here)
David Krout, Managing Partner
(print name/title)
(sign here)
Tom Jakobsen, Senior Partner
(print name/title)
CITY 1SBAD, a municipal
corporatio o . e Stre ~f California
By: ( , 1'--t--
1, I} :J'
'---··tity Manager
ATTEST:
~K1fl4lim~
BARBARA ENGLESON
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 FORM:
CELIA A. BREWER, City Attorney
BY: l}Jo.lJu,. C~ Assistantity Attorney
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EXHIBIT "A"
SCOPE OF SERVICES
p· nmarv a dd ress o fF 1rm
Firm's legal Name ClientFirst Consulting Group, LLC
Firm's legal 980 Montecito Drive, Suite 209, Corona, CA 92879
Address
Street Address 980 Montecito Drive, Suite 209
City I State I Zip Corona, CA 92879
Telephone number 951.739.7989
Email ksoriano@clientfirstcg.com
p· nmary a dd ress f h" h c· rom w 1c 1ty contracte d ·11 b services w1 e provided:
Firm's legal 980 Montecito Drive, Suite 209, Corona, CA 92879
Address
Street Address 980 Montecito Drive, Suite 209
City I State I Zip Corona, CA 92879
Telephone number 951.739.7989
Email ksoriano@clientfirstcg;om
Project Manager responsible for the Consultant Firm's service, delivery,
execution and performance:
Name and Title Tom Jakobsen
Office phone 951.739.7989 x3100
Mobile phone 815.222.3441
Email tjakobsen@clientfirstcg.com
CA Registration N/A
No. (if
applicable)
Expiration date (if N/A
aoolicable)
Alternate contact for contracted services:
Name and Title David Krout
Office phone 951.739.7989 x2100
Mobile phone 951.858.3731
Email dkrout@clientfirstcg.com
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Project T earn and Approach
The personnel selected for this engagement are experts in their given disciplines, chosen according
to the specific needs of this project, working as an integrated team to provide end-to-end consulting
and support services.
-
Organization Chart _
IT Infrastructure
Tom Jakobsen
Pmje<.t Morw(!er,
SulJfcct,MOtter fJrpf!rt
Aaron Ayala
Project M<mo9er,
Subjecr--Marrer 0t11e1 l
Oalg W111lams
Subject-Matier ~rt
John Lamb@rt
Sul;)ject-Matter £:(~ft
Pete Gtazlcmo
Subject-Metter F.xpert
City Project Manager
-
Tom Jakobsen
Cr 11 u,FmsrProJett Director
-
Enterprise
Applications
David Krout
Prt>/ecl MO(ICf{}Cr,
subjcr:t-Ma~trN f.xp.11rt
SteV'e Robichaud
Subject-t,,[aUlj'tCXpert
andy Belcf,er
Proje.cl Manager,
5ubject-Malt~r E.~trt
Tarn Ly
Subject-Matter Exp~rt
TatJana Mt!!ser
Projttt Manooer,
subjttt•Matter tx..µett
AleX'Merc::ado
PIQject MO(IOJ}~(,
SvbJei;t-Matter fxp!!rt
Jan.Jak,obsen
SvbJer.t-Matter &pert
Support Staff
]
Unified &
Tele-Communications
Tom Welman
Projecr Manager,
Subjll'Ct-Mo,tw t'xpert
Marcia Struwlng
s,,biect-Matter f~ert:
Keith Ward
Documtr1t 5peciali$t
Krist el Soriano
Document Sl)ecJalisr
Erin Foster
Dt1'um,:nr Spei:fulist
Christina Lee
Document Spet/ol/Jt
Mary Wllllams
F/J1onc(I/J11VQ/r:e $pe_doJist
Sept. 10, 2019 Item #2 Page 97 of 113
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Project Team locations
The table below indicates Project Team member titles, roles, office of recOfd, and work
performance office locations.
. Office of Work Name'.! Title Role R J ' Perforn,ance ecorc:, Office
TomJakobseil Partner, IT I nfrasb'uciute Project Manager, Corona, CA Corona, CA Subject-Matter Expert
Aaron Ayala Senior IT Systems Engirieet Project Manager, Corona. CA Cornna, CA Subject-Maller Expert
Craig Wiliams Director, IT lnfraslructure SUbject-Maller Expert Schaumburg, IL Corona, CA
John Lambert Practice Leader, Subject-Matter Expert Oakland, CA Corona, CA Cable Infrastructure
Pete Graziano Senior Network Engineer Subject-Matter Expert Schaumburg, IL Corona, CA
David Krout Partner, Enterprise Project Manager, Corona, CA Corona, CA Applications Subjecl-Matter Expert
Steve Robichaud Partner, Subject-Matter Expert Schaumburg, IL Corona, CA Enterprise App~cations
Tam Ly Management ConStJUant. Subject-Maller Expert San Antonio, TX Corona, CA Enterprise Applications
Alex Mercado Management Oonsullant Project Manager, Corona, CA Corona, CA Enterprise Appllcatioos Subject-Matter Expert
T atjana Mese1' Management Consultant, Project Manager, Corona, CA Corona, CA Enterprise Applications Subject-Malter Expert
Jan Jakobsen Management Consultant, Subject-Matter Expert Schaumburg, IL Corona, CA Enterprise ApplicaliollS
Cindy Belcher Management Consullaot, Projecl Manager, Sacramento, CA Corona,CA Enterprise Applications Subject-Matter Expert
Tom Weiman Practice Leader, Project rutanager, Schaumburg, IL Corona, CA Enterprise Communications Subject-Matter Expert
Marcia Struwing Senlor Telecommur11c.atlons Subject-Matter Expert Schaumburg, IL Corona, CA Consultant
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Pro'ect Team Roles
All City of Carlsbad projects will be managed from our Corona, California office by local consulting
managers.
Tom Jakobsen -Partner, IT Infrastructure
Project Role: Project Director, Subject-Matter Expert
Tom Jakobsen has been managing local government infrastructure-related projects for over 20
years. He is directly providing project management, project oversight, project budgets, and
managing project portfolios. Tom is often an escalation point for vendor management and project-
related issues.
Aaron Ayala -Senior IT Systems Engineer
Project Role: Project Manager, Subject-Matter Expert
Aaron Ayala has been providing local government infrastructure project management services for
more than seven years. His role is direct project management of single or multiple vendor projects
for structured cabling, video surveillance, door access control, network infrastructure, VoIP, firewalls,
wireless and other technologies. He works directly with staff and vendors to implement the selected
solution in the most cost-effective and efficient way possible.
Craig Williams -Director, IT Infrastructure
Project Role: Subject-Matter Expert
Craig Williams career beginning as an architect, a Registered Communications Distribution Designer
(RCDD) and then as CIO of multiple agencies has provided him with a depth of knowledge related to
inside and outside copper and fiber-optic cable design and implementation. Craig can also assist in
data center design and project management.
John Lambert -Practice Leader, Cable Infrastructure
Project Role: Subject-Matter Expert
John Lambert is an RCDD with deep experience copper and fiber-optic cable design and
implementation projects. John works regularly with architects and agencies on unique and
challenging infrastructure projects including cabling, data center design, wireless and network.
Pete Graziano -Senior Network Engineer
Project Role: Subject-Matter Expert
Pete Graziano has been working with local government agencies for 20 years provide network
design and implementation services. His areas of expertise include locc;1I-and wide -area networking,
server infrastructure, firewall security, public safety MDC/MDT communications, and much more.
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David Krout -Partner, Enterprise Applications
Project Role: Project Manager, Subject-Matter Expert
David Krout -CPA (inactive) has been continually working with municipalities nationwide on these
application selection projects for over 20 years. David has interviewed thousand s of users, in all
municipal departments, in business process workshops. For this project, David will persona lly lead
every workshop at all levels.
Steve Robichaud -Partner, Enterprise Applications
Project Role: Subject-Matter Expert
Steve Robichaud has been continually working with local government agencies for over 25 years and
is a former President and General Manager of a nationally prominent local government software
vendor. His background makes him invaluable in contract negotiations and implementation project
management.
Tam Ly -Management Consultant, Enterprise Applications
Project Role: Subject-Matter Expert
Tam Ly has 10 years of public agency experience, plus 10 years of public sector management
consulting experience. Tam formerly worked in finance for the City of Wellesley and Boston
Edison electrical utility. Tam Ly has worked on two dozen projects with similar scope and will
serve as a business process analyst and senior management consultant. He will also assist with
project coordination.
Alex Mercado -Management Consultant, Enterprise Applications
Project Role: Project Manager, Subject-Matter Expert
Alex has a degree in accounting and has worked on dozens of ERP software selection, process
reviews, application consulting, and implementation assistance projects. He will serve as a business
process analyst and provide technical analysis of the vendor proposals.
Cindy Belcher -Management Consultant, Enterprise Applications
Project Role: Project Manager, Subject-Matter Expert
Ms. Belcher is an accomplished Public Safety and IT Professional with over 20 years of industry
experience. She is familiar with all facets of the software project lifecycle -project management,
consulting, training, and support -and has helped an unprecedented number of organizations to
successfully implement and sustain their systems.
Tatajna Meser -Management Consultant, Enterprise Applications
Project Role: Project Manager, Subject-Matter Expert
Tatjana Meser has over eight years of experience with local government agency software
implementations. Her in depth experience with software configuration, business analysis, and user
needs assessment allows Tatjana to successfully oversee project implementations of standard and
customized software. In addition, her portfolio includes assessment, planning, implementations,
configuration, integration, upgrades, customizations, testing, and documentation.
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Jan Jakobsen -Management Consultant, Enterprise Applications
Project Role: Project Manager, Subject-Matter Expert
Jan Jakobsen has 30 years of experience in ERP support, implementation, training, project
management, and business process analysis. She has been exclusively dedicated to local
government agencies for 15 years and is the senior-most ERP implementation project manager at
CLIENTFIRST. Jan will assist Steve with evaluation of the vendor's implementation statement of
work and planning.
Tom Weiman -Practice Leader, Enterprise Applications
Project Role: Project Manager, Subject-Matter Expert
Tom Weiman leads the CUENTF/RSTTelecommunications Practice and has been working with local
government agencies to replace or upgrade their telecommunications systems for more than 20
years. Over that time, he has saved clients millions of dollars through telecommunications system
replacement and services consolidation or telecommunications system audits.
Marcia Struwing -Senior Telecommunications Consultant
Project Role: Project Manager, Subject-Matter Expert
Marcia Struwing has over 20 years of telecommunications experience. Marcia assists with
telecommunications system procurements, provides project leadership and technical expertise for a
wide range of telecommunications systems implementation projects. Her expertise lies in carrier
services, VoIP systems, hosted telecommunications systems, call centers, and billing.
Project Description / Scope ofProject Management Services
l.id:St441:;£f48•1k•i•hi•i
The City of Carlsbad is in the process of updating and enhancing the City's information technology
infrastructure. As this project proceeds, it has been determined that the City requires ongoing
supplemental project management to:
Assist the City in managing vendor work efforts
Provide detailed design specifications where necessary
Manage the change-order process and provide recommendations on specific change-order
requests
Identify project risks and develop risk-mitigation plans
Maintain project schedules and action items and provide ongoing follow up
Inspect vendor work efforts and manage vendor documentation and project close-out
activities
Supplement City staff as necessary to assist in on-schedule and on-budget project
completion
Implementation of an information technology infrastructure is a complex process and will need to be
carefully coordinated. New data network equipment, Voice-over-Internet Protocol (VoIP), and
associated services will provide the City the opportunity to reduce costs, increase collaboration and
connectivity, and improve services.
The implementation of the new system will require coordination of facility improvements, structured
cabling systems data network upgrades, VoIP system implementation, vendor management, device
migration planning, training planning, and several other activities. We have extensive experience in Sept. 10, 2019 Item #2 Page 101 of 113
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assisting clients with project management and implementation for these types of integrated
information technology systems.
To that end, we have developed the following methodology to assist the City with the
implementation and project management of the improved infrastructure, telecommunications
system, and services.
Pro'ect Management Methodolog
Project Initiation Phase
CLIENTFIRST will provide project management services to
assist the City of Carlsbad with the successful implementation
of technology projects. CLJENTFIRST's Project Management
services utilize PMI industry best practices and follow a
structured methodology to insure the successful completion of
projects on time and within budget. Each of these project
process groups and potential activities and services
provided are described below.
The initiation phase of a Project is an important step when formulating the business case and
authorization to begin a project. For any typical technology project, this process begins with the
development of a Project Charter and an assessment of the impacted groups (stakeholders).
CLIENTFIRST Project Management oversight begins with the development of a project charter to
identify the following:
Project definition and impacted stakeholders
Identification of Project Sponsors, authority of Project
Manager
Preliminary scope and estimated timeline
Business objectives and measurement matrix
Once a City of Carlsbad project has been authorized and the
initial Project Charter developed, the CLJENTFIRST Project
Manager will continue to work with City staff to develop the
detailed components of the Project Management Plan during the
Project Planning Phase.
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Project Planning Phase Knowledge Areas
The planning phase of a project plays a critical role in its overall success. CLIENTFIRST's extensive
PM experience with a variety of City technology projects will play a critical role to ensure that all of
the Project Management Plan
components are addressed and accurately reflect the goals -· -
and objectives of the project. Each of these plan components
will be skillfully laid out to account for the time, budget, and -· -·
scope constraints identified during this planning phase. \ ,
Below is a brief description of tasks/inputs for each of these -.... _a
knowledge areas. -~-* -
Scope Management Plan
A l\'a ---
A CLIENTFIRST scope management plan begins with collecting details on the specific requirements that
are needed to meet the project's business objectives. Depending upon the specific project, this
process usually begins with needs assessment activities, such as workshops, interviews, surveys,
observations, to document the specific needs, organizational impacts, as well as resources that will
be needed for the project.
Time {Schedule) and Resource Management Plans
Based on the scope of the project that has been identified, a baseline schedule is determined that
considers the available resources and activities required to be completed. These plans require the
following inputs to be identified during the planning process:
Define specific activities/actions to be performed to meet deliverables
Define sequencing of activities to be completed and identify interdependencies
Estimate Activity resources (quantity, duration , schedule availability)
Develop baseline project schedule
Risk Management Plan
For significant projects, risks need to be identified early on to avoid major delays and budget
overruns. The purpose of a risk management plan is to identify potential risks, access the impact of
the risk on the project, and determine potential mitigation strategies to address each of the risks
identified. Some risks have more substantial impacts on a project and require aggressive actions,
while others are low impact risks that only require monitoring and awareness. The goal of the risk
management plan is to be proactive in dealing with potential issues on the project and adjusting
accordingly to the overall Project Management Plan.
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Cost Management Plan (Budget)
Based on the initial scope and resource plans identified, a cost management plan will be identified for
each project. There is a direct correlation between time, scope, and costs to every project. This is
commonly referred to as the Project Manager's Triple-Constraint Triangle. The idea being that an
adjustment to one of these areas will have a
positive/negative effect on the other elements within the Budgcucost
constraint triangle. For example, if the project schedule needs to be
extended, there will be a direct impact on the cost of the project.
By doing a thorough analysis of requirements and project scope during
the planning phase of the project, significant budget overruns can be
avoided later in the project and/or can be accommodated within
contingency plans identified as part of the project risk assessment.
CL/ENTFIRST'S experience with similar technology projects will
play a significant role in identifying costs and resources needed
for these types of projects. Our expertise in navigating similar
initiatives will help to more accurately identify potential costs and risks
to further plan strategies to mitigation unforeseen problems or
roadblocks on any City IT project.
Quality Assurance Plan
A Quality Assurance plan and associated detailed test plans are not just nice to have, but rather an
essential success factor for all project initiatives.
As part of the overall Project Management Plan, a well-conceived Quality Assurance process needs
to be identified and implemented in order to meet the business objectives for the project.
Communication Plan
The Communications Plan deals with the "people-side of change" and plays an integral part in the
success of any project.
As part of the overall Project Management responsibilities provided by CLIENTFIRST to the City of
Carlsbad, a realistic communications plan will be developed to keep all levels of
participants/stakeholders informed about the project's status, deliverables, and activities.
Based on the initial stakeholder assessment completed as part of the Project initiation activities, a
mutually agreeable communications plan will be developed for each project. The communication plan
will identify the means, frequency, and audience of the various types of communication channels
desired for the type of project initiated (e.g., bi-monthly status calls, monthly Executive Sponsor hi-
level briefings (project dashboards), detailed action item lists etc.)
Execution / Monitoring and Controlling Project Phases
Based on all the planning work completed during the initiation and planning phases of the projects,
the execution phase focuses on deploying and executing each of the above discussed components of
the Project Management Plan.
These activities include the day-to-day deployment of activities and deliverables, in concert with the
execution of the communications plan and stakeholder management plans.
Depending on the type of project, the execution phase could also include the formal procurement
process for selecting a vendor with the best fit to requirements identified early on in the project. Sept. 10, 2019 Item #2 Page 104 of 113
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Throughout the execution phase of the Project, there will most likely be changes identified to scope,
resources needed, project schedule, and potential costs. All these types of adjustments will be
managed and addressed by the CL/ENTFIRST Project Manager through a formal, agreed-upon
change control process.
The success/completion metrics established during the planning phase will also be used to monitor
the health and progress of the projects. Project plan documents will be updated and maintained
throughout the lifecycle of the project.
Other types of project assistance include:
Executing the Quality Assurance plan
Third-Party Vendor Management -contract negotiations, Statement of Work review and
development, resource scheduling, budget controls
Execution of communications plan and monitoring change management initiatives
Monitoring project costs, deliverables, resources, schedules and update plansaccordingly
Maintain and update Project Risk Management Plan as needed
Coach, mentor, and motivate team members and contractors, and influence them to take
positive action and accountability for their assigned work
Providing escalation assistance to address critical issues before, during, and after they may
arise to determine contingency/mitigation strategies
Project Closure
The final project process group is Project Closure. On any given project, there are always lessons to
be learned and processes identified that could be improved that would benefit future initiatives.
This final project phase is an opportunity to compile lessons learned, conduct a final project
analysis against metrics established early on, as well as archive project documentation and
supporting materials for future reference.
ical Pro·ect Mana ement Scope and Work Steps
This project will require coordination of City personnel, selected vendors, and the CLIENTFIRST
team. Following are the typical work steps for technology projects:
1. Project Management and Routine Planning Meetings
The selected vendor will be required to provide a proposed implementation schedule. We will
review the schedule and recommend modifications, as necessary.
Project Planning Meetings -We will work with the City and the selected vendor to
customize this plan to meet the City requirements and cause as little disruption as possible.
The process will require discussions and planning meetings on the best method to convert,
modify, and enhance existing infrastructure and associated services.
Routine Project Meetings and Calls -We will conduct meetings with the equipment and
telecom service vendors and maintain ongoing communications to ensure that the
implementation of the system goes as smoothly as possible.
Implementation Status -We will monitor the status of the equipment installation at various
points during the project. We anticipate at least weekly meetings/conference calls
throughout the implementation.
Change Order Monitoring -Part of this process will be to monitor any change orders and
proposed upgrades or modifications to the system design and configuration. Our work will
also include routine meetings with the City regarding the status of the project and budget.
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2. Project Management Duties -Ensuring that projects follow the City's long-term
objectives
We will work with the selected equipment vendor to design and implement the new data network
equipment and design.
Manage overall project scope and change control procedures for the City
Provide recommended next steps and impact analysis when required
Provide project oversight, guiding infrastructure projects to meet City goals
Identify critical due dates and deliverables
Highlight risks and assist with mitigation as appropriate
Maintain a high-level project plan
Assist the City in identifying and developing communications plans
Assist with development of Disaster Recovery and Security procedures to support City
initiatives
Perform quality assurance checks and develop benchmarks to instill project integrity
3. Vendor Management -Saving money through best-practice vendor controls
We will work with the selected equipment vendors and selected wide area network carrier to
coordinate the implementation of the new systems services and the conversion of the existing
services.
Assist the City in the definition of vendor scopes of work
Create bills of material for procurement activities
Follow City procurement ordinances and policies and best practices
Assist the City in procuring IT infrastructure equipment and services
Assist the City in directing and coordinating vendor activities
Review and validate vendor documentation
Review vendor implementation work efforts and provide feedback to City
Create punch lists and communicate with vendors as necessary
Assist the City in determining payment schedules and timing
4. Implementation Assistance -Creating project momentum
When necessary, we will assist City staff in key implementation tasks to maintain project
momentum and prevent delays.
Monitor project progress to completion
Assist in the coordination of vendor implementation activities
Develop communications for implementations
Assist in the creation of policies and procedures in implementation activities
Develop standard operating procedures and other documentation in support of vendor
implementation activities
Review and comment on vendor-provided documentation
Implement phased payment methodology to ensure consistency of duties performed by
vendor
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5. Project Close-Out -Ensuring compliance with contract, legal, and code
requirements
Part of any project is "close-out", which includes verifying all project requirements are met:
documentation, final vendor payments, and knowledge transfer. We will work with the City to
validate vendor fi nal vendor installation steps and make sure that the City receives proper
documentation and support to reduce ongoing costs.
Assist in project close-out activities
Finalize documentation and procedures
Assist in vendor payment and quality assurance discussions
Example Technology Discipline Expertise
We believe CL/ENTFIRST offers the greatest overall diversity and breadth of knowledge for mid-sized
local government, independent IT consulting services. Our project team is involved daily with in-depth
projects and services including:
IT Support Operations to over a dozen cities
Application Software Selection Consulting for all
major enterprise application systems
IT Infrastructure Design, Procurement, and
Implementation
Cybersecurity
Disaster Recovery Planning
GIS Operations Support and Consulting
Telecommunications Design, Procurement, and
Auditing
IT Project Management Assistance
SAVE
0 Time
{jjJ) Money m Resources
INCREASE
~ ( \ Expertise
~ Service
iJ Elf iciency
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Additional information on our key practice areas are included below.
IT Infrastructure Consulting
A core competency of CL/ENTF/RST is the design and implementation of IT infrastructure. We have
ongoing projects that include pre-construction planning, structured connectivity system design, outside
plant fiber design, network design, implementation, support, and maintenance. This includes design
and implementation of the following elements:
Local Area Networks
Wide Area Networks
Virtual Server Environments
Cloud Computing
Video Surveillance Systems
Door Access Control Systems
Structured Connectivity Systems
Outside Plant Fiber Optic Design
Microsoft, Linux, and other server-based implementations
Wireless Networks (LAN and point-to-point)
Disaster Recovery and Redundant Systems
Internet Access and Redundancy
Secure Networks for Public Safety Applications
Dedicated Cellular Network Connectivity for Public Safety
Uninterruptable Power Supply (UPS) systems
Firewall Design, Selection and Implementation
Voice-over-IP, Video-over-IP, and other quality-of-service networks
SCADA network
We work with each client to design, procure, and implement the appropriate solution according to
their unique requirements. We have significant experience with Public Works bid projects in addition
to the more traditional RFP and vendor selection methodologies.
For Public Works bid projects, we provide
ongoing contract administration expertise in
conjunction with the Public Works
Department. We utilize a traditional
American Institute of Architects (AIA)
methodology for these projects, including
cut sheet review and approval, weekly
project meetings, multiple site visits (as
needed), punch lists and documentation
close-out.
·,{, c·A \ •~t . ·,, :..a-.. , ~ -1,.,/.7 1 •.,
~ .
---~ # -o· '. ~ ''1•?J ,~-'• ... :::' ·-· 7
Often, we are asked by our clients to provide implementation project management for complex multi-
vendor infrastructure upgrades. We utilize traditional project management methodologies to develop,
track and, if necessary, expedite these projects. We work with our clients to establish realistic
completion dates and then work to resolve any issues encountered during the project in a time
sensitive way. The projects we manage are completed on budget and within the timeframes provided
by the client.
Pro·ect Management Services
One of CLIENTFIRST key differentiators is that, in addition to providing highly skilled technicians, we
provide our cli ents with tremendously experienced Project Managers. These individuals work with
public agencies over 75% of their time and have extensive knowledge of industry best practices. This
combination of knowledge and experience has resulted in success stories from IT departments across
the country.
Sept. 10, 2019 Item #2 Page 108 of 113
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Our IT Management practice area works with clients to improve the quality of their IT management
and service delivery. We apply our knowledge in this area to each of our clients ' situations and
customize our management style to fit their specific needs.
We provide our clients with a complete project management methodology that improves
communication and delivery of services and lays the groundwork for high-quality, low-cost solutions
that meet the City's needs.
Because we are a full-service, independent consulting firm, we can provide non-biased expertise
in all areas of information technology.
Our methodology includes:
Strategic Planning -Maintaining a Five-Year Strategic Plan and Capital Replacement Plan
Project Planning -Planning and
executing individual projects on
time and within budget
Budgeting -Working with our
client to maintain their IT budget
and meet budgetary goals
Regular Communications -
Communicating upcoming goals,
objectives, and IT support status
through monthly or quarterly IT
committee meetings
• Rapid Escalation -Rapidly escalating
critical problems within
CLIENTFIRST so the right rubject-
Strategy
Improvement Design
Operation Transition
matter expert can be engaged to resolve the problem quickly and efficiently
Attention to Detail -Working to maintain accurate documentation and track maintenance
and vendor contracts and software licenses to ensure that there are no surprises in these
often-overlooked areas
Regular Measurement -Measuring our accomplishments monthly and working to improve
our performance
Productivity Improvement -Continually assessing areas for improved business
processes, rather than simply maintaining existing systems
elecommunications Consultin
CLIENTFIRST's telecommunications consulting practice originated as a national practice group within
a large public accounting firm more than 25 years ago. Our practice separated from the accounting
firm to maintain our product independence and control hourly rates.
The stability, continuity, and connection of our staff are unique in the telecommunications consulting
industry and provide our clients with a focused and experienced team of professionals.
We provide a wide breadth of professional services that include:
Systems evaluation and assessments
Telecommunications system management projects
Voice and data cable infrastructure design and engineering
LAN/WAN assessments, design, procurement, and implementation
VoIP (Voice-over-Internet Protocol) readiness reviews and
assessments
Telecom billing audits and cost reviews
Strategic IT and telecommunications planning
Systems design and alternative analysis
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Business continuation planning and disaster recovery planning
Call center planning and operational design
Competitive system and vendor selection
Project management and implementation projects
CLIENTFIRST is recognized nationally by many of the industry's leading vendors because they
appreciate the fairness and objectivity we demonstrate when dealing with their organizations. This
high level of visibility results in the best competitive proposals in response to CLIENTFIRST's RFP
documents and provides the information our clients need to make informed decisions and realize the
best value for their purchasing dollar.
pplications Consultin Practice Profile
CLIENTFIRST's enterprise applications consulting team has been conducting these specific types of
assessments, process reviews, procurements, and implementation assistance for over 20 years,
originating within RSM McGladrey, the nation's fifth-largest CPA/Consulting firm.
CLIENTFIRST leverages this experience to the client's advantage through a unique approach to
software selection, which considers the vendor's perspective while working with clients to navigate the
complexities of software needs assessment, selection, contract negotiation, and implementation.
We identify an organization's strategic, organizational, application, and functional requirements-
specific to the client's business processes-to determine which solutions are the best fit for both
customer and vendor. Our clients appreciate the honesty and diligence with which we conduct our
projects, and many clients continue relying on our services after their first project with us.
The level of risk and the probability of achieving a successful implementation is directly related to the
amount of proper due diligence employed. At CLIENTFIRST, we take every possible step to decrease
this risk level through best practices.
Because of the level of due diligence that we require , software vendors welcome the opportunity to
respond to our RFP documents, giving your organization the chance to find the best functionality fit by
evaluating an adequate number of qualified vendor responses.
Application Consulting Services
PROCESS REVIEW
Bus,nosi: Case Anaty1,1s
Prellmm..ry Nee<ls A~se"'11el11 & Recommoodnllori:s
Process Analysis and Docum•mli"llion
SOFTWARE SELECTION
Fealure/Funcllon Re-qwrements 0etin1t10ns
I mple11~nlallon R"'-k Assessments
Change Managemen!
RFIIRFP Development
Vt,nd(J( A11al')'SIS /!, Evaluations
0emonstra\lon F acllilijlion
Conlracl Negolialtuns
IMPLEMENTATION ASSISTANCE
Pro}t'CI Overs,ghl
lmplemenlmion Project Management
Cooveraoon Assislnn«!
Ad Ha,; Repo1l W1ilinyAs~lstanc;;
lnlegrauonll~ef!aoo .A.sll-!stance
APPLICATION IMPROVEMENT
Ass.essmenl of Current Needs & Gi!pS
A,;.s.ess~nl of Fealures, Training. Support. & Reporting Issues
RF I Docwnentat1on
Vendor Pwpos.al Hev1ew & 0emons.1ralion Management
Contract Negotlallo11s
Changi! Management
Risk A:,,5essments
Implementation Assistance
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While we do provide specialized software selection and implementation services, we pride ourselves
on our well-rounded practice and approach to these types of projects.
The level of risk and the probability of achieving a successful implementation is directly related to the
amount of proper due diligence employed. At CLIENTFIRST, we take every possible step to decrease
this risk level through best practices.
Because of the level of due diligence that we require, software vendors welcome the opportunity to
respond to our RFP documents, giving your organization the chance to find the best functionality fit by
evaluating an adequate number of qualified responses.
Departmental/ Functional Area Experience
Council/Board
Administration
Building & Safety
City Clerk
Finance
Fire
Library
Utility Billing
Customer Service/Call Centers
Payroll
Human Resources
Planning
Police
Purchasing
Public Works
Parks & Recreation
Engineering
GIS
Water & Waste Water
Sanitation
Field Operations
Laboratories
Environmental Sciences
Facilities
Treatment Plants
Fleet Management
Engineering
Warehousing
SCADA
Information Systems
Application Experience
General Ledger
Budgeting
Project Accounting
Grant Accounting
Accounts Receivable
Cash Receipts
Purchasing & Receiving
Bids Management
Contract Management
Accounts Payable
Fixed Assets
Loans
Special Assessments
Financial Reporting
Ad Hoc Reporting
Business Licensing
Applicant Tracking
Human Resources
Employee Self-Service
Benefits Tracking
Time & Attendance
Payroll
CIS& Utility Billing
Customer Service/Call Centers
Backflow
Service Orders
Work Orders/Preventative
Maintenance
Inventory Management
Fleet Management
Planning
Permitting
Inspection
Code Enforcement
Land/Parcel/Address
Management
Computer-Aided Dispatch
(CAD)
Records Management
Mobile Computing
Citizen Request Management
GIS
Adjudication
Citation Management
Database Management
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Master Agreement Rate Schedule
Our professional fees and expenses are based on the scope and approach outlined in our statement
of qualifications. Our standard billing rates for these types of services reflect the levels and skill sets
of the consultant(s) assigned to specific aspects of the project. Pricing will remain firm for the three-
year term of agreement.
Staff
-IT Infrastructure
1 Tom Jakobsen
2 Aaron Ayala
3 Craig Williams
4 John Lambert
5 Pete Graziano
Enterprise Applications
6 David Krout
7 Steve Robichaud
8 Cindy Belcher
9 Tam Ly
10 T atjana Meser
11 Alex Mercado
12 JanJakobsen
Unified and Tele-Communications
13 Tom Weiman
14 Aaron Ayala
15 Marcia Struwing
Support Staff
16 Keith Ward
17 Kristel Soriano
18 Erin Foster
19 Christina Lee
20 Mary Williams
Sub-Consultants
Partner, IT Infrastructure
Senior Systems Engineer
Director, IT Infrastructure
Practice Leader, Cable Infrastructure
Senior Network Engineer
Partner, Enterprise Applications
Partner, Enterprise Applications
Management Consultant, Enterprise Applications
Management Consultant, Enterprise Applications
Management Consultant, Enterprise Applications
Management Consultant, Enterprise Applications
Management Consultant, Enterprise Applications
Practice Leader, Enterprise Communications
Senior Systems Engineer
Senior Telecommunications Consultant
Document Specialist
Document Specialist
Document Specialist
Document Specialist
Finance / Invoice Specialist
All proposed personnel are CUENTFIRST consulting staff.
Expenses
Expenses·
Mileage $ 0.58 / mile
$ 225
$175
$195
$ 205
$180
$ 225
$ 225
$175
$160
$150
$150
$150
$ 205
$175
$165
$ 55
$ 55
$ 55
$ 55
N/A
0%
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dditional Services/Purchases b Other Seekin Public A encies
CL/ENTFIRST acknowledges that other public agencies may seek to "piggyback" under the same terms and
conditions of a resulting similar services contract and/or purchases being offered in this contract.
CLIENTFIRST has the option to agree or disagree to allow contract piggybacks on a case-by-case basis.
Before a seeking public agency can piggyback any contract, the seeking agency must first obtain
CLIENTFIRST's written approval.
Sept. 10, 2019 Item #2 Page 113 of 113
2. Approval of Four Professional Services
Master Agreements with Public
Consulting Group(PCG) and ClientFirst
Maria Callander, IT Director
September 10, 2019
2
Discipline Firm Annual
Amount
NTE
Initial
Term
Total
NTE
Project Management PCG $500,000 3 years $1,500,000
Project Management ClientFirst $500,000 3 years $1,500,000
Change Management PCG $300,000 3 years $900,000
Project Portfolio
Management
PCG $200,000 1 year $200,000
Agreements in Three Disciplines
Selection Process
•March 2019: Request for Qualifications
•April 2019: 16 responses
•May –June 2019: Evaluation committees
•Evaluation criteria
–Experience
–Cost
–Established firm in the industry
–References
3
Why?
•Staff augmentation as needed
•Expertise in Change Management
•Project Portfolio Management (PPM)
4
Project Portfolio Management System
•Manage and track all types of projects
•Prioritization
•Reporting
•Accounting
5
Staff Recommendation
Adopt four resolutions authorizing the City
Manager to execute master agreements with
1.PCG for Project Management Services
2.PCG for Change Management Services
3.PCG for Project Portfolio Management
4.ClientFirst for Project Management Services
6
Additional Information
7
Goal of PPM
“Prioritize projects according to your goals,
plan and staff them realistically, manage them, and keep all involved parties informed about their status.”*
8
*Source: thedigitalprojectmanager.com
Change Management
“Change management is the discipline that
guides how we prepare, equip and support
individuals to successfully adopt change in
order to drive organizational success and
outcomes.”*
9
*Source: prosci.com
Current projects
•Utility Billing
•Core Cashiering
•Learning Management
•Time and Attendance
•Upgrade of Police Evidence system
•Upgrade of Energov
10