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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 ( ) ,,1111111111111,,,, SEAL ~,,,,,~ CA.tllJ'1,,,,,. ~ O•"•'T~~~ ~, .. •· ··. ~ ~~-· --~~ §J..../~>.,,% :::,-• ·., -~0/~~ ;;,:,A\0~ \ \r. ~/ J ~P◄1 · .......... •·~,.,.~ ~,,,,1,c..lFO~ ~,,,,~ 111111,,11111111111~ 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 Ill Ill /II Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill 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 _J 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 Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill 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 Audioom: E..,.._ M: ..., -DuringclNl,ge ON ing with transition . Process dll'ing trans.ioor. . Hanch,g prooaems and eiceptiOl'":l Change management . Oe,sonall)· d9ng with """90 . Sua:eodi,g ,n a cha19r,g environment Allerdlange !ig picture <M!fYie,, . Wh.at doe'i the new enviro,,ment look lik,7 . What: ts m,· role in the rMM e1vironment? lio,k or ~ui,ite sblls/l<nO'l!ledge i>rocm il<il'5/knowledge 5y,t!fflstifft~• TecMical ,ki!l;/l<nowledge Q,gani-ml<1 knowledge Proble'" resok.tjo,, 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 .., ,. ...,. -. . , u· ... ., • ~ .,,. .,., 1(10 ........ , .... ......,.__a.,,.,. ............ ...., ·-..... ,., .. LI --,_ _,,,,.. -lJ ~ .... ~~ ... _ ·--•Nit ·-.. ~.o. ... ~~,-..... _,,,,.. ·-.. ~.........,,, .......... ·--wi• ·---u --...... .....,..,,, u o..a.....,_,.__. • ...., ·---· ·-u Orilfl,---. ..... o..--·---·-........ 1.. .......... ,,...... .. _ M-.I/U/1.t " _.___ ·-.... 1/1.1111 ·-" ~,,,....... ................ ·-t,,l,:),IVJiJllt ·-IJ ---·-..... , .. ,., ·-II Or-"-~......,_...«., ·-.,.._. VIJ/lt ·-" ...... ,......,... ·-""""'"'' ·-u °""''-____ .._ ·-........... ·-11 ~-0............_.....__ ..... .... "11/lt ·-u Or.ft. .................. 0-.,......,_.. ........ , ... ...... .......... ---,. ~~-..... , ... ,._tnl/11 i ......... .......,..--4~ ..... u-,._"11/U u a..•..,~ .... ,,,,.,.._ .... ·-,._"'"'' --. , o..-.~ .............. ,......, .... ·-... _ --" ~ ............ .....,.__.._ ....................... ....._ , ... ~thm1 i ........ -·-httlH/lt • 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. 2 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 66 of 113 8. OTHER CONTRACTORS The City reserves the right to employ other Contractors in connection with the Services. 9. INDEMNIFICATION Contractor agrees to indemnify and hold harmless the City and its officers, officials, employees and volunteers from and against all claims, damages, losses and expenses including attorneys fees arising out of the performance of the work described herein caused by any willful misconduct or negligent act or omission of the Contractor, any subcontractor, anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable. The parties expressly agree that any payment, attorney's fee, costs or expense City incurs or makes to or on behalf of an injured employee under the City's self-administered workers' compensation is included as a loss, expense or cost for the purposes of this section, and that this section will survive the expiration or early termination of this Agreement. 10. INSURANCE Contractor will obtain and maintain for the duration of the Agreement and any and all amendments, insurance against claims for injuries to persons or damage to property which may arise out of or in connection with performance of the services by Contractor or Contractor's agents, representatives, employees or subcontractors. The insurance will be obtained from an insurance carrier admitted and authorized to do business in the State of California. The insurance carrier is required to have a current Best's Key Rating of not less than "A-:VII"; OR with a surplus line insurer on the State of California's List of Approved Surplus Line Insurers (LASLI) with a rating in the latest Best's Key Rating Guide of at least "A:X"; OR an alien non-admitted insurer listed by the National Association of Insurance Commissioners (NAIC) latest quarterly listings report. 10.1 Coverages and Limits. Contractor will maintain the types of coverages and minimum limits indicated below, unless Risk Manager or City Manager approves a lower amount. These minimum amounts of coverage will not constitute any limitations or cap on Contractor's indemnification obligations under this Agreement. City, its officers, agents and employees make no representation that the limits of the insurance specified to be carried by Contractor pursuant to this Agreement are adequate to protect Contractor. If Contractor believes that any required insurance coverage is inadequate, Contractor will obtain such additional insurance coverage, as Contractor deems adequate, at Contractor's sole expense. The full limits available to the named insured shall also be available and applicable to the City as an additional insured. 10.1.1 Commercial General Liability (CGL) Insurance. Insurance written on an "occurrence" basis, including personal & advertising injury, with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. 10.1.2 Automobile Liability. (if the use of an automobile is involved for Contractor's work for City). $2,000,000 combined single-limit per accident for bodily injury and property damage. 10.1.3 Workers' Compensation and Employer's Liability. Workers' Compensation limits as required by the California Labor Code. Workers' Compensation will not be required if Contractor has no employees and provides, to City's satisfaction, a declaration stating this. 3 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 67 of 113 10.1.4 Professional Liability. Errors and omIssIons liability appropriate to Contractor's profession with limits of not less than $1,000,000 per claim. Coverage must be maintained for a period of five years following the date of completion of the work. 10.2. Additional Provisions. Contractor will ensure that the policies of insurance required under this Agreement contain, or are endorsed to contain, the following provisions: 10.2.1 The City will be named as an additional insured on Commercial General Liability which shall provide primary coverage to the City. 10.2.2 Contractor will obtain occurrence coverage, excluding Professional Liability, which will be written as claims-made coverage. 10.2.3 This insurance will be in force during the life of the Agreement and any extensions of it and will not be canceled without thirty (30) days prior written notice to City sent by certified mail pursuant to the Notice provisions of this Agreement. 10.3 Providing Certificates of Insurance and Endorsements. Prior to City's execution of this Agreement, Contractor will furnish certificates of insurance and endorsements to City. 10.4 Failure to Maintain Coverage. If Contractor fails to maintain any of these insurance coverages, then City will have the option to declare Contractor in breach, or may purchase replacement insurance or pay the premiums that are due on existing policies in order to maintain the required coverages. Contractor is responsible for any payments made by City to obtain or maintain insurance and City may collect these payments from Contractor or deduct the amount paid from any sums due Contractor under this Agreement. 10.5 Submission of Insurance Policies. City reserves the right to require, at anytime, complete and certified copies of any or all required insurance policies and endorsements. 11. BUSINESS LICENSE Contractor will obtain and maintain a City of Carlsbad Business License for the term of the Agreement, as may be amended from time-to-time. 12. ACCOUNTING RECORDS Contractor will maintain complete and accurate records with respect to costs incurred under this Agreement. All records will be clearly identifiable. Contractor will allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of records and any other documents created pursuant to this Agreement. Contractor will allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 13. OWNERSHIP OF DOCUMENTS All work product produced by Contractor or its agents, employees, and subcontractors pursuant to this Agreement is the property of City. In the event this Agreement is terminated, all work product produced by Contractor or its agents, employees and subcontractors pursuant to this Agreement will be delivered at once to City. Contractor will have the right to make one (1) copy of the work product for Contractor's records. 4 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 68 of 113 14. COPYRIGHTS Contractor agrees that all copyrights that arise from the services will be vested in City and Contractor relinquishes all claims to the copyrights in favor of City. 15. NOTICES The name of the persons who are authorized to give written notice or to receive written notice on behalf of City and on behalf of Contractor under this Agreement are: For Cit~{ For Contractor: Name Maria Callander Name Title IT Director Title Dept Information Technology Address CITY OF CARLSBAD Address 1635 Faraday Ave Phone Carlsbad, CA 92008 Email Phone 760.602.2454 Each party will notify the other immediately of any changes of address that would require any notice or delivery to be directed to another address. 16. CONFLICT OF INTEREST Contractor shall file a Conflict of Interest Statement with the City Clerk in accordance with the requirements of the City of Carlsbad Conflict of Interest Code. The Contractor shall report investments or interests in all categories. YesD No~ 17. GENERAL COMPLIANCE WITH LAWS Contractor will keep fully informed of federal, state and local laws and ordinances and regulations which in any manner affect those employed by Contractor, or in any way affect the performance of the Services by Contractor. Contractor will at all times observe and comply with these laws, ordinances, and regulations and will be responsible for the compliance of Contractor's services with all applicable laws, ordinances and regulations. Contractor will be aware of the requirements of the Immigration Reform and Control Act of 1986 and will comply with those requirements, including, but not limited to, verifying the eligibility for employment of all agents, employees, subcontractors and consultants whose services are required by this Agreement. 18. DISCRIMINATION AND HARASSMENT PROHIBITED Contractor will comply with all applicable local, state and federal laws and regulations prohibiting discrimination and harassment. 19. DISPUTE RESOLUTION If a dispute should arise regarding the performance of the Services the following procedure will be used to resolve any questions of fact or interpretation not otherwise settled by agreement between the parties. Representatives of Contractor or City will reduce such questions, and their respective views, to writing. A copy of such documented dispute will be forwarded to both parties involved along with recommended methods of resolution, which would be of benefit to both parties. The representative receiving the letter will reply to the letter along with a recommended method of resolution within ten (10) business days. If the resolution thus obtained is unsatisfactory 5 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 69 of 113 to the aggrieved party, a letter outlining the disputes will be forwarded to the City Manager. The City Manager will consider the facts and solutions recommended by each party and may then opt to direct a solution to the problem. In such cases, the action of the City Manager will be binding upon the parties involved, although nothing in this procedure will prohibit the parties from seeking remedies available to them at law. 20. TERMINATION In the event of the Contractor's failure to prosecute, deliver, or perform the Services, City may terminate this Agreement for nonperformance by notifying Contractor by certified mail of the termination. If City decides to abandon or indefinitely postpone the work or services contemplated by this Agreement, City may terminate this Agreement upon written notice to Contractor. Upon notification of termination, Contractor has five (5) business days to deliver any documents owned by City and all work in progress to City at the address contained in this Agreement. City will make a determination of fact based upon the work product delivered to City and of the percentage of work that Contractor has performed which is usable and of worth to City in having the Agreement completed. Based upon that finding City will determine the final payment of the Agreement. Either party upon tendering thirty (30) days written notice to the other party may terminate this Agreement. In this event and upon request of City, Contractor will assemble the work product and put it in order for proper filing and closing and deliver it to City. Contractor will be paid for work performed to the termination date; however, the total will not exceed the lump sum fee payable under this Agreement. City will make the final determination as to the portions of tasks completed and the compensation to be made. 21. COVENANTS AGAINST CONTINGENT FEES Contractor warrants that Contractor has not employed or retained any company or person, other than a bona fide employee working for Contractor, to solicit or secure this Agreement, and that Contractor has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift, or any other consideration contingent upon, or resulting from, the award or making of this Agreement. For breach or violation of this warranty, City will have the right to annul this Agreement without liability, or, in its discretion, to deduct from the Agreement price or consideration, or otherwise recover, the full amount of the fee, commission, percentage, brokerage fees, gift, or contingent fee. 22. CLAIMS AND LAWSUITS By signing this Agreement, Contractor agrees that any Agreement claim submitted to City must be asserted as part of the Agreement process as set forth in this Agreement and not in anticipation of litigation or in conjunction with litigation. Contractor acknowledges that if a false claim is submitted to City, it may be considered fraud and Contractor may be subject to criminal prosecution. Contractor acknowledges that California Government Code sections 12650 et seq., the False Claims Act applies to this Agreement and, provides for civil penalties where a person knowingly submits a false claim to a public entity. These provisions include false claims made with deliberate ignorance of the false information or in reckless disregard of the truth or falsity of information. If City seeks to recover penalties pursuant to the False Claims Act, it is entitled to recover its litigation costs, including attorney's fees. Contractor acknowledges that the filing of a false claim may subject Contractor to an administrative debarment proceeding as the result of which Contractor may be prevented to act as a Contractor on any public work or improvement for a period of up to five (5) years. Contractor acknowledges debarment by another jurisdiction is grounds for City to terminate this Agreement. 23. JURISDICTIONS AND VENUE Any action at law or in equity brought by either of the parties for the purpose of enforcing a right or rights provided for by this Agreement will be tried in a court of competent jurisdiction in the County of San Diego, State of California, and the parties waive all provisions of law providing for 6 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 70 of 113 a change of venue in these proceedings to any other county. 24. SUCCESSORS AND ASSIGNS It is mutually understood and agreed that this Agreement will be binding upon City and Contractor and their respective successors. Neither this Agreement nor any part of it nor any monies due or to become due under it may be assigned by Contractor without the prior consent of City, which shall not be unreasonably withheld. 25. ENTIRE AGREEMENT This Agreement, together with any other written document referred to or contemplated by it, along with the purchase order for this Agreement and its provisions, embody the entire Agreement and understanding between the parties relating to the subject matter of it. In case of conflict, the terms of the Agreement supersede the purchase order. Neither this Agreement nor any of its provisions may be amended, modified, waived or discharged except in a writing signed by both parties. /II /II /II /II /II Ill Ill /II /II /II /II /II /II /II Ill /II /II 7 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 71 of 113 26. AUTHORITY The individuals executing this Agreement and the instruments referenced in it on behalf of Contractor each represent and warrant that they have the legal power, right and actual authority to bind Contractor to the terms and conditions of this Agreement. CONTRACTOR . ~sinhere) \..J I .\ \ I -.. 5; . \'('\ I> ~ -.....\lc..l""'-.)11. 'l..;. G\--...r ' (print name/title) ~½=Q& .S \~~ ¥ j \('-"'-~ ~r-t.\ C..... • (print nameititle) \ By: ATTEST: ARLSBAD, a municipal 0 1 thf ?tate of California '·-1,. ~ City Manager ~ARBARA ENGLESON l' City Clerk Proper notarial acknowledgment of execution by Contractor must be attached. If a corporation, Agreement must be signed by one corporate officer from each of the following two groups: Group A Group B Chairman, Secretary, President, or Assistant Secretary, Vice-President CFO or Assistant Treasurer Otherwise, the corporation must attach a resolution certified by the secretary or assistant secretary under corporate seal empowering the officer(s) signing to bind the corporation. CITY OF CARLSBAD, a municipal corporation of the State of California APPROVED AS TO ~~~~ CELIA A. ff EWYf-, cttorney BY: _....;:(/;__/M,):_ ________ _ Assistant City Attorney 8 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 72 of 113 Commonwealth of Massachusetts County of Suffolk On this a, day of ~Fw+-2019, before me Diane E. Casey, the undersigned officer, personally appeare William S. Mosakowski, who acknowledged himself to be the President and CEO of Public Consulting Group, Inc., and that such William S. Mosakowski, being authorized to do so, executed the foregoing instrument for the purposes therein contained. Commonwealth of Massachusetts County of Suffolk ~ DIANc E CASEY W Notary Public COMMONWEALTH OF MASSACHUSETTS My Commission Expires On January 22, 2021 On this dt3 day of au,,~ 2019, before me Diane E. Casey, the undersigned officer, personally appearStephen S. Skinner, who acknowledged himself to be the Secretary of Public Consulting Group, Inc., and that such Stephen P. Skinner, being authorized to do so, executed the foregoing instrument for the purposes therein contained. DIANE E CASEY ~ Notary Public COMMONWEALTH OF MASSACHUSETTS My Commission Expires On January 22. 2021 Sept. 10, 2019 Item #2 Page 73 of 113 Primary Address of Firm Firm's Legal Name Firm's Legal Address Street Address City/State/Zip Telephone Number Email EXHIBIT "A" SCOPE OF SERVICES Public Consulting Group, Inc. 621 Capitol Mall, Ste. 1425 same as above Sacramento, CA 95814 (916) 565-8090 services@pcgus.com Primary address from which City contracted services will be provided Firm's Legal Address 621 Capitol Mall, Ste. 1425 Street Address same as above City/State/Zip Sacramento, CA 95814 Telephone Number (916) 565-8090 Email services@pcgus.com Project Manager responsible for the Consultants Firm's service, delivery, execution and performance Name and Title Sally Nagy Office Phone 621 Capitol Mall, Ste. 1425 Mobile Phone (916) 704-6701 Email swnagy@pcgus.com CA Registration No. n/a (If applicable) Expiration Date n/a (If applicable) Alternate contact for contracted services Name and Title Bret Mohninger Office Phone (916) 565-8090 Mobile Phone n/a Email bmohninger@pcgus.com 9 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 74 of 113 1. Project Team and Approach Project Team Experience has shown us that successful projects result from a well-balanced project team with a broad spectrum of capabilities and experience; bringing the right expertise for the task at hand. We are therefore presenting six resumes, including some without the preferred PMP. These additional individuals not only bring local government experience but also specialized expertise in the areas of Change Management, Procurement, IV&V, Testing, and Implementation. The best fit resources for a given project will be assigned based on the project's requirements. The overall team structure is shown below by potential role. Most staff are shown in more than one role which will be determined by the nature of the project. In addition, Subject Matter Experts are available if needed depending on the nature of the project (such as financial management, human resources, and security). Project Manager Yvonne De la Rosa Change Managers Shell Culp Phyllis Smith Implementation SMEs MarieBeth Adams David Westphalen Figure 1. Project Portfolio Management System Team Structure Requirements and Certifications Procurement Specialists Sally Nagy Phyllis Smith All PCG team members have a Bachelor's degree or higher and possess the required knowledge and experience needed. Most have ten years' experience in a project management capacity. The table below highlights key req uirements and certifications for the proposed team. Table 1. PCG's Team Member Requirements and Certifications TEAM MEMBER SALLY NAGY SHELL CULP YVONNE DE LA ROSA DAVID WESTPHALEN 10+ YEARS PM EXP ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ LOCAL Gov ✓ ✓ ✓ ✓ PROSCI ✓ ITIL v3 ✓ ✓ ✓ AGILE SCRUM MASTER ✓ ✓ ECLIPSE IV&V ✓ ✓ 10 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 75 of 113 10+ YEARS LOCAL PROSCI AGILE SCRUM ECLIPSE TEAM MEMBER BS+ PMP ITIL v3 PM EXP Gov OCM MASTER IV&V PHYLLIS SMITH ·---MARIEBETH ADAMS -- Provided below are detailed qualification summaries for all the team members. Resumes can be found in Appendix I Sally Nagy, PMP, Engagement Manager Program Management. Sally and a proven record of results applying business insight to the application of information technology to achieve the organization's goals. She has an extensive background in both public and private sector executive management, including as CIO for two cities, a county, and a court. Her 30 years of experience includes information technology governance, organizational change management, business and technology strategic planning, information technology tactical planning, procurement and contract negotiations, workforce development, organizational and program reviews, quality assurance, and enterprise technical architecture. She has recently led several enterprise procurement efforts for local government clients. Operational Management. As Chief Information Officer/IT Director of both public and private sector organizations, Sally has directed all aspects of information technology including application development, project management, communications, operations, system architecture, GIS and technical support. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Yvonne De la Rosa, PMP, Project Manager Project Management: A certified PMP, Yvonne has 22 years of experience in information technology (IT), including 12 years of independent verification and validation (IV&V) project management. With an emphasis in project management, systems integration, and IV&V, Yvonne has provided oversight on both customized and commercial-off-the-shelf systems as well as legacy conversion projects and phased implementations. Yvonne's focus is on the IV&V oversight of large State of California engagements that span multiple projects and agencies. Yvonne's skills include technical leadership, project management, quality assurance, application testing and training, system requirements analysis and strategic planning. Yvonne also holds certifications in IT Infrastructure Library Foundation (ITIL-F) and Scrum Master. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Shell Culp, Prosci, Change Manager Change Management. Shell is a Senior Advisor with PCG where she advises clients on Organizational Change Management (OCM) readiness assessment, strategy, and implementation. Shell is a Prosci ® Certified Change Management Professional and uses this and other techniques and tools to build and align OCM strategies with an organization's objectives across the country. Portfolio Management. Shell worked as Chief Deputy Director and Interim Director for the California Office of Systems Integration (OSI) for over 3 years, providing extensive experience managing project portfolios with values in excess of $58. Office of Record: Sacramento I Work would be Performed : Primarily in Sacramento, though available on-site as needed. 11 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 76 of 113 David Westphalen, PMP, Project Manager, Implementation SME Project Management. A PMI-Certified Project Management Professional (PMP), David leads PCG's internal training program for PMP certification. In this role, he created the training material for the following knowledge areas: Project Integration Management, Cost Management, Time Management, and Risk Management. He has also completed quality reviews of all remaining Project Management Body of Knowledge (PMBOK) knowledge area training material for PCG. David has project management experience in all aspects of initiating, planning, executing, controlling, and closing projects. His areas of expertise include most major structured systems development lifecycle methodologies and project management standards; development of detailed project plans and schedules; leading teams of IT technical and business staff; project management assistance such as issue identification and facilitation of decisions with various stakeholders; change management and communications planning; monitoring and controlling project progress; program and project planning; resource planning and acquisition; guiding and mentoring staff; risk and issue management; project initiation and document reviews; and status reporting to all levels. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. MarieBeth Adams, Implementation SME Implementation SME. MarieBeth is a decisive, action-oriented project manager and business system analyst with an impressive track record of managing complex projects within time and budget expectations in corporate and government settings. She is highly skilled in identifying and clarifying business requirements, performing a gap analysis of existing procedures and processes, and designing business/system improvements to meet organizational and end-user functionality needs. MarieBeth has extensive experience serving as a business expert in the implementation of custom and commercial-off- the-shelf solutions. She is a strong team leader with excellent communication and interpersonal skills and is highly proficient at diplomatically facilitating discussions and negotiations with project stakeholders at all levels. She is a Microsoft Certified Professional and is adept with SAP Enterprise Business Information and Objects (Bl/BOE), Crystal Reports and SOL Developer. Local Government. MarieBeth has worked in local government for over 30 years. She has worked with numerous business groups during the adoption of large IT systems to successfully deliver complex system deployments for local and state government agencies. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Phyllis Smith, Prosci, Change Manager, Procurement Specialist Phyllis has worked in local government and as a consultant to local government entities for over 35 years. Change Management. Phyllis is a certified Prosci Change Management Practitioner with significant experience managing change for large and small projects for local government agencies. Examples of projects include culture-transforming automation systems, moving a large public-facing operation, and revamping a records management system. Local Government. Phyllis has worked in local government for over 40 years and as a consultant to California trial courts. Implementation SME. Phyllis has strong business analyst skills. As a trial court department head and as a consultant to courts in the U.S. and internationally, she analyzed business processes and made concrete recommendations for improvement. She has recently performed business analysis for local government entities in Los Angeles and Sacramento and assisted with the procurement and implementation of new case management systems. Procurement Activities. Phyllis has worked on procurements for large and small automation systems for local government and judicial organizations, including the Hong Kong Judiciary, Hawaii Judiciary, Sacramento Sheriff and Los Angeles County Public Defender. Activities have included developing functional and non-functional requirements, doing market research, analyzing alternatives, writing 12 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 77 of 113 procurement documents, answering bidder questions, evaluating proposals, and conducting reference checks. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Project Approach PCG is proud to offer to its clients our PCG AcquirelT™ Methodology which is housed within our Strategy, Architecture, Planning, and Procurement Center of Excellence (CoE). AcquirelT is a well-tested, repeatable methodology that provides us with a roadmap to help us navigate through the IT procurement process. This methodology both drives and guides the delivery of strategic procurement services through a project's life cycle from start to finish, resulting in objective, evidence-based procurements. PCG's AcquirelT Framework honors and supports the premise that an organization's IT investments should be driven by its business strategies while being supported by and supportive of its enterprise architecture infrastructure. We have used this methodology to support multiple engagements and continue to improve it with lessons learned from each engagement. In addition to providing a procurement roadmap, AcquirelT has an extensive toolkit and templates that have been designed specifically for procurement projects. PCG's ability to rely on the AcquirelT framework means little to no time will be spent "reinventing the wheel" because the necessary meeting facilitation tools and document templates will be immediately accessible. PCG will ensure the project stays on-course, on schedule and within budget, by using the AcquirelT procurement phases in conjunction with our Project Management Methodology (PMM). The PCG Team will work diligently to develop a collaborative relationship that stresses objectivity, balance, and support. We will provide focus, support, advice, leadership, and pro-active communication to ensure success in providing the City the procurement assistance services that are required to furnish only high- quality deliverables delivered on a timely basis. Our personal guiding principles include: • Protect the stakeholder's interests • Foster excellent relations by engaging early and often • Plan activities and resource requirements and commitments carefully • Take a practical approach • Follow through to resolution • Be consistent • Foster project management maturity • Be critical and objective • Minimize disruption to project personnel Working closely with our clients, PCG's goals have always focused on the success of the client's goals and objectives. We have always worked hard to ensure a mutual beneficial relationship is established and maintained throughout our engagement and beyond in order to achieve the desired outcomes despite possible changes in funding, setbacks, and delays which one or the other is usually challenged. This is evident in our procurement assistance projects. Additionally, defining and regularly measuring our progress against a set of critical success factors will guide us to successfully build a partnership, a highly functioning team that will complete what is needed to deliver a competitive procurement for the City. PCG will not only provide staff who are qualified and experienced resources; we will: 13 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 78 of 113 • Foster a functional relationship approach -PCG treats our clients as partners. We view our partnership with the City as truly collaborative, where we are both mutually invested in not only the successful completion of a competitive procurement but also in the successful implementation of a procured solution that will support the City for years to come. • Develop and maintain trust -Trust is key to any relationship, and PCG will work with the City to build and maintain trust. PCG will demonstrate confidence through our team members by continuously following through with the services we provide the City. It is important to PCG that we not only build trust to the City team but also become a trusted advisor to the City. PCG has selected staff that are not only experts in their industry but also trusted advisors to their clients. • Demonstrate follow-through -PCG believes that follow-through is a critical success factor to fostering a functional relationship. PCG encourages its staff to be in close contact with clients and to demonstrate their ability to deliver on our commitments. • Provide continuity of staff -PCG strives to maintain staff continuity. Consistent, long-term staffing of PCG resources will help to ensure success of relationship management. Acquire IT The primary phases and subordinate steps in our AcquirelT Framework are depicted below. e STRATEGY AND SOLICITATION DEVELOPMENT • Validate proJect scope · Document functional and technical requirements · Analyze the marketplace • Develop the procurement strategy • Develop the evaluation strategy • Create solicitation document · Create detailed evaluation plan - VENDOR QUALIFICATION AND EVALUATION • Release solicitation • Conduct vendor conference · Receive and review draft proposals • Conduct vendor confidential d1scuss1ons · Receive and review final proposals • Conduct corporate and key personnel reference checks VENDOR SELECTION · Conduct vendor demonstrations · Conduct finalist interview(s) and recommend selected vendor · Obtain project steering committee and executive management approval • Assist with contract negotiations Figure 2. PCG's AcquirelT7"' Phases and Primary Tasks The AcquirelT phases -Strategy and Solicitation Development, Vendor Qualification and Evaluation, and Vendor Selection -are each briefly described below. PCG believes it is this process complemented by the activities and deliverables defined by the City that will support the successful completion of a competitive procurement. These include: Strategy and Solicitation Development -Planning is key to any successful procurement. The purpose of this phase is to clarify the scope, goals, and objectives of the IT initiative (in this case, a new Project Portfolio Management System}, determine the appropriate sourcing and procurement approaches (what's the best way to buy it), and develop the solicitation documents and procedures needed to conduct a successful procurement (how to buy it). 14 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 79 of 113 The eight (8) steps that PCG will perform in this phase include: 1. Validate Project Scope: Being clear on the problems to be solved and objectives to be met are "must haves" in any major procurement. While this may seem obvious to the casual observer, individual perceptions may vary widely, or even conflict, across multiple stakeholder groups. Agreeing on the project scope and on the relative significance of problems that the organization faces not only results in better solicitations but even more importantly, vendor proposals that are more responsive to the client's critical needs. 2. Document Functional Requirements: Requirements definition is one of the most critical steps in PCG's AcquirelT approach. The requirements development process involves many layers of specification to support the eventual design and development of a technical solution. During the procurement process, it starts with well-documented business needs that describe the top-level needs that a solution must meet. These high-level statements (e.g., "The system must support timely payment of invoices.") help to frame the project scope and lay the foundation for other project activities such as our analysis of solutions in the marketplace and, of course, the eventual development of the solicitation document. 3. Document Technical Requirements: While the business needs inform the development of functional requirements, it is the functional requirements that further refine those business needs into technical requirements. During this stage of the procurement process, technical requirements are built to define a specific technical approach (e.g., in compliance with federal and state requirements) yet not dictate the technical design, and be sufficiently detailed for prospective vendors to develop project budgets and define resources needed to implement the solution. 4. Analyze the Marketplace: Understanding the marketplace is critical to a successful procurement. AcquirelT is a knowledge-based approach to procurement that will incorporate the research and discovery of pre-built software or Commercial-Off-The-Shelf (COTS) software that can be purchased, leased or licensed and helps inform clients about solutions that exist in the marketplace as well as educates them about functionalities that are available. 5. Develop the Strategy: Procurement strategy is a key factor in determining the most appropriate procurement method given the complexity and monetary value of the required solution/services, market availability, and the organization's capacity to support the eventual solution in addition to putting its procurement strategy in place. 6. Develop the Evaluation Strategy: The evaluation strategy considers which areas should be the focus of evaluation (i.e., evaluation criteria) as well as weighting and scoring factors. Decisions made during this step will directly impact the development of the solicitation and evaluation documentation. The Evaluation Plan and supporting tools (e.g., score sheets, etc.) will provide a road map for analyzing vendor bid responses and making a final determination consistent with the processes and procedures outlined within the solicitation document and should be completed before the procurement is released. 7. Create the Solicitation Document: In this step, PCG assembles the complete solicitation document based on information gathered in the previous steps. A framework or outline for the solicitation document (based on the client's specific requirements and regulations) is built. 8. Create the Detailed Evaluation Plan: With the evaluation strategy in place and the solicitation done, the next step is to develop the mechanics for reviewing vendor responses. This is done through the development of the Evaluation Plan. Decisions made during the procurement approach and evaluation strategy step, such as determining the necessity of a pre-qualification proposal and the selection of the Evaluation Committee, are now detailed out. 15 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 80 of 113 The Evaluation Toolkit (ET) will be drafted in this task and will provide a roadmap for analyzing vendor bid responses and making a final determination consistent with the processes, procedures and evaluation criteria outlined within the procurement documents. The ET will include the procedures, processes, protocols, and tools necessary to guide the evaluation process and establish the basis for contract award. The procedures will include worksheets to aid the evaluation team in examining and scoring vendor offers. Meetings between the PCG Team and the City's Project Team will be needed during this task to consider the details of the scoring methodology that had been previously outlined during the Procurement and Evaluation Strategy sessions. Vendor Qualification and Evaluation -The procurement document release initiates the selection process. Decisions made during the procurement and evaluation strategy steps, such as the timing/duration of key activities, will be implemented during the procurement/selection process. The PCG Team will assist the City with a variety of procurement activities leading to the successful contract award. The goal and purpose of the vendor qualification is to determine which vendors should progress through the selection process. Once vendors have been qualified, the evaluation committee may select a short list that are highly acceptable candidates and could successfully complete the project. These vendors will then participate in the Vendor Selection Phase which should include at least one (1) site visit and at least one (1) finalist interview. The five (5) steps that PCG will perform in this phase include: 1. Release Solicitation: The solicitation has been developed and is released for vendor consideration. Let the Games begin! 2. Conduct Vendor Conference: Making sure that vendors are clear about the client's business needs, technical environment, and requirements included in the solicitation document goes a long way toward ensuring that proposals are on target and that they can be evaluated in a consistent fashion. 3. Assist with Vendor Q & A: Sufficient time should be given potential bidders to ask questions to clarify their understanding of the procurement document. PCG will assist the City Project Team to write informative, unambiguous responses to allow vendors to submit proposals that most closely meet the City's requirements. 4. Receive and Review Proposals: Interested vendors submit their proposals according to the proposal schedule at a specific time I place, and the proposals are entered into review. For all proposals passing the administrative review process, PCG will facilitate the formal evaluation process, working with a City team of administrators and subject matter experts to evaluate the proposals in an impartial and consistent manner. The review team will use the factors identified in the Evaluation Strategy and the tools in the Evaluation Toolkit to systematically and thoroughly review and score the proposals. PCG will participate in review discussions with the team, but will not be scoring. They will also assist the evaluation team if there are technical questions. 5. Conduct Corporate, and Key Personnel Reference Checks: Validating the past performance of a vendor is critical. In large IT projects, you will be working alongside your chosen vendor for many months, and in some instances, years. PCG will assist the City in conducting reference checks on the top scoring proposals, using a structured interview process. 16 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 81 of 113 Vendor Selection -The goal and purpose of this step is first to recommend, and then to select the preferred vendor. This step is designed to distinguish between multiple acceptable vendors that have shown, during the prior step, they meet requirements at a reasonable cost. Vendor selection usually includes at least one (1) customer site visit and at least one (1) finalist interview. The four (4) steps that PCG will perform in this phase include: 1. Conduct Vendor Demonstrations: Seeing a proposed solution in play can be key to the evaluation process. Demonstrations and onsite visits provide insight into real-world applications of a proposed solution and help the client to discern the differences between proposed solutions in environments that may or may not be like their own. 2. Conduct Finalist lnterview(s) and Recommend Selected Vendor: This represents the final step in the vendor selection process, and with the due diligence of everyone involved, the recommended vendor is selected. 3. Obtain Project Steering Committee and Executive Management Approval: Once the Evaluation Committee has made its recommended selection, approval is required from the Steering Committee (or similar governing body) and executive-level management as necessary. 4. Assist with Contract Negotiations: As appropriate, PCG will assist the client with its contract negotiation discussions to ensure that the City's best interests are protected and that the appropriate contract controls are in place. The PCG Team will work with the City Team in the final activities required to bring the selected vendor on board, through finalizing and confirming the selected vendor's Statement of Work, Project Plans, Cost Agreements for software services, Software License agreements, Warranty and Support agreements, Payment Schedule and Interface Control documentation, along with any additional escrow agreements which are required by the City contracting processes. Within PCG's AcquirelT methodology, each of these steps are further defined to include the objective, anticipated results, primary tasks, client participants, key assumptions, and deliverables. It is this further knowledge and information that will guide us as we partner with the City and successfully complete a competitive procurement. Upon completion of contract negotiations with the selected vendor, the project is ready to move to the implementation phase. At that point, the PCG team will continue to follow our Project Management Methodology Project Description / Scope of Services PCG is a recognized national leader in the delivery of Project Management Services. We are proud of our Business Solutions Center of Excellence (CoE) and Project Management Methodology (PMM) which both bolster the knowledge and support of our consultants in the delivery of successful, time-tested Project Management services. Our consultants are formally trained to support their project management certification efforts as well as mentored by experienced staff based on Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) and other industry standards and best practices. We have more than 42 PM I-certified Project Management Practitioners within our Technology Services Practice Area alone. PCG's PMM has four (4) basic tenets that we believe are the foundation of any sound project management methodology which we will use to support development of our deliverables to the City of Carlsbad. Without these being in place, control methods, procedures, and other project management best practices will not be effective. Our specific objectives include: 1. High-Quality Work -Deliver high quality services and work products that address the business objectives and meet the requirements of the City of Carlsbad 17 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 82 of 113 2. On-Time Delivery -Complete deliverables on schedule and within budget 3. Effective Communication -Timely and accurate communication to the City of Carlsbad project participants and stakeholders throughout the entire project 4. Proactive Management -Identify potential problems before they develop and initiate appropriate corrective action The PCG PMM ensures that various review activities are conducted, work teams and deliverables are coordinated, and high-quality work products are delivered to the City of Carlsbad. This includes meeting the agreed-to timeline for each deliverable. All the consultants being bid on this opportunity are seasoned project management professionals with many years of experience. Working on many projects and juggling different timelines means knowing how to prioritize. Projects will have different priorities, and tasks within those projects will also have different priorities. PCG staff know how to prioritize and understand what is really important and what may be just a nice to have. As evidenced by staff resumes, our project managers have worked in program management offices (California Employment Development Department, for example) and have served on multiple projects at the same time. Our approach is built on three principles that serve as its cornerstone and reinforce the notion that projects require a commitment that starts from the very beginning: 1. Understand the Goal -Success begins with an understanding of the City's projects. PCG Project Managers are active listeners, avid consumers of information, and facilitators of structured discussion that results in a common understanding of the project goals by both PCG and city staff. 2. Be Proactive and Stay on Task -PCG maintains progress by planning ahead, communicating actively, being collaborative, leading decisively as well as accepting responsibility for outcomes. 3. Deliver Results -PCG will work collaboratively with the City of Carlsbad to successfully deliver on time, within scope, and on budget while exceeding expectations. PCG Project Manage.ment Methodology - -- Understand the goal, Be proactive and stay on task, Deliver Results. t t - 18 ....... . . City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 83 of 113 Figure 3. PCG Project Management Methodology PCG will follow a process that includes Project Initiation, Planning, Execution, Control, and Closeout. PCG's PMM employs a structured and repeatable process broken into five (5) industry standard process groups that will not only complement the goals and objectives of this RFQ but interact and overlap iteratively over the life of the project: 1. Initiation -Begins at project conceptualization and focuses on building the foundation with the City of Carlsbad and the project. The project governance and Project Charter are reviewed and/or established and alignment between the City of Carlsbad and the PCG Project Team is obtained. A high-level schedule is created, resource requirements identified, and processes for monitoring progress and resolving issues are established. 2. Planning -Centers on formalizing the project plan, budget and schedule. PCG will work in coordination with the City of Carlsbad to finalize all contract requirements and workload estimates, define risks and contingencies, establish communication protocols, verify deliverable expectations and implement management tools. 3. Execution -Occurs throughout the life of the project, beginning with the allocation of human resources and assignment of work tasks. PCG will again work in coordination with the City of Carlsbad to direct project activities and administer project policy in accordance with the plan. Execution is an iterative process that often requires re-planning to accommodate unforeseen changes in priority or scope. 4. Control -Occurs throughout the life of the project. The focus here is on tracking progress against the plan and controlling scope, schedule, budget, and human resource needs. PCG will work in coordination with the City of Carlsbad to forecast project needs and execute corrective actions to overcome project challenges. 5. Closeout -Formalizes acceptance of the project. Lessons learned are documented, transition activities are completed, and all project artifacts are formally accepted and transitioned to the City of Carlsbad ensuring each work producUdeliverable can be found in the project's documentation repository. 19 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 84 of 113 Statement of Cost SeNices The table below provides the maximum hourly rate for each proposed consultant. We do not anticipate using any subcontractors. Table 2. Staff Hourly Rates MAXIMUM NAME TITLE HOURLY RATE 1 Sally Nagy Engagement Manager, Project Manager, Procurement $250 Specialist 2 Shell Culp Change Manager $250 3 Yvonne De LaRosa Project Manager, Implementation SME, Procurement $225 Specialist 4 David Westphalen Project Manager, Implementation SME $225 5 Selvi Dorairaj Project Manager, Implementation SME $225 6 Phyllis Smith Change Manager, Implementation SME, Procurement $200 Specialist 7 David Shickman Project Manager $225 8 Ted Marsh Project Manager, Implementation SME $200 9 MarieBeth Adams Implementation SME $200 10 Ryan White Change Manager $200 11 Michelle Fox Change Manager $200 12 Amber Nottingham Change Manager $200 Table 3. Sub-Consultants Hourly Rate We not plan to use subcontractors Table 4. Expenses ~•1#94111Ml___________...~i'!55'1·, ~ge O _ Assumptions • To keep rates down, we make good use of tools such as WebEx and Skype to meet regularly and when feasible with our clients without incurring travel costs. 20 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 85 of 113 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 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 88 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967A-B58C8O9A3F80 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 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967A-B58C8O9A3F80 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 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8D9A3F80 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. 4 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 91 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8O9A3F80 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. 5 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 92 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8D9A3F80 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 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967A-B58C8D9A3F80 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 Sept. 10, 2019 Item #2 Page 94 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967A-B58C8O9A3F80 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 Sept. 10, 2019 Item #2 Page 95 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967A-858C8D9A3F80 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 Sept. 10, 2019 Item #2 Page 96 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8O9A3F80 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 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967A-858C8D9A3F80 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 Sept. 10, 2019 Item #2 Page 98 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8D9A3F80 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. Sept. 10, 2019 Item #2 Page 99 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967A-B58C8D9A3F80 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. Sept. 10, 2019 Item #2 Page 100 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967A-858C8D9A3F80 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 r------- DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8D9A3F80 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. Sept. 10, 2019 Item #2 Page 102 of 113 DocuSign Envelope ID: 8DF6BC 13-88ED-4628-967 A-858C8D9A3F80 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. Sept. 10, 2019 Item #2 Page 103 of 113 DocuSign Envelope ID: 8DF6BC 13-88ED-4628-967 A-B58C8D9A3F80 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 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967A-858C8O9A3F80 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. Sept. 10, 2019 Item #2 Page 105 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8D9A3F80 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 Sept. 10, 2019 Item #2 Page 106 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-858C8O9A3F80 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 .. Sept. 10, 2019 Item #2 Page 107 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8D9A3F80 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 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8D9A3F80 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 Sept. 10, 2019 Item #2 Page 109 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-858C8O9A3F80 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 Sept. 10, 2019 Item #2 Page 110 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967A-B58C8O9A3F80 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 Sept. 10, 2019 Item #2 Page 111 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8D9A3F80 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% Sept. 10, 2019 Item #2 Page 112 of 113 DocuSign Envelope ID: 8DF6BC13-88ED-4628-967 A-B58C8D9A3F80 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