HomeMy WebLinkAbout1999-06-08; City Council; 15249; Contract For Help Desk ServicesCITY OF CARLSBAD -AGENDA BILL
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3EPT. INFOSYS 1 CITY MGRzi@
RECOMMENDED ACTION:
Adopt Resolution No. 94-))o,Pauthorizing the Mayor to execute a contract for help desk services
with Productivity Associates, Inc.
Over the years Information Systems has had difficulty providing timely “help desk” type response to users questions regarding application use. We are not able to dedicate one or more staff to
field these calls from users requesting support. More often than not, the calls go into voice mail and the call is returned later. The calls are often “how to” or “better way” questions that would
provide the greatest benefit if they we answered right then. Not only are we not able to provide
this needed service to the users, Information Systems is unable to do any call tracking. We have
not idea how many calls, the nature of the problem and how much time it took to resolve. We
pretty much jump from issue to issue as fast as possible.
As a result of the ineffective work process, during the FY 98-99 budget process Information
Systems investigated various methods to improve end user support and provide measures to
track what we do and how well we do it. The solution is to have a call center or help desk to
answer all calls, solve what can be over the phone or assign some one to go touch the problem,
track each from beginning to resolution and do follow-up on customer satisfaction. Having a central place to call would provide the users with the needed answers to their questions, thus
improving their effectiveness, cut down on the calls to other Information Systems technical staff,
allowing them work in a more proactive and orderly and provide data with which to measure our
performance.
Now the decision becomes do we build this call center in house or contract out for these services. Considering the up front costs of building an internal help desk work space, staff, equipment and
software, and not truly knowing the value of such a service, this seemed a likely service to
outsource, at least initially.
As part of the budget for FY 1998-99, Information Systems planned for and budgeted to conduct a
pilot for outsourced help desk services. Bids were sent to five vendors for help desk services,
Inacom, Entex, Technology Integration Group, Compucom and Productivity Associates.
Information Systems staff reviewed the proposals and selected Productivity Associates, Inc. as
the vendor best able to provide the services required.
This service is designed to provide a toll free phone number for users citywide to call for all voice
and data technical assistance. The help desk will solve “how to’ and “better way” questions for
standard City desktop applications, phones and voice mail. Those calls that cannot resolved over the phone will be routed back to the City or to selected outside vendors for resolution. Each call
taken must track predefined metrics, including details of each problem or request, person calling, time, date, duration of event and details of resolution. Secure Internet access to the City’s account
for purposes of opening, closing and tracking work orders; and to access the City’s knowledge base to assist in problem resolution. The Contractor will provide the City’s Information Systems
Department and selected users.
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FISCAL IMPACT:
The contract cost for help desk services is $15.00 per seat per month or $6,000 a month for 400
computers in use citywide. $30,000 was budgeted in the Information System’s 1998-99
Professional Services account to cover the citywide help desk pilot.
EXHIBITS:
1. Resolution No. 99->@~uthorizing the Mayor to execute a contract for help desk services with
Productivity Associates, Inc.
2. Contract with Productivity Associates, Inc. for help desk services.
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RESOLUTION NO. 99-209
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CARLSBAD, CALIFORNIA, AUTHORIZING THE MAYOR TO
EXECUTE A CONTRACT FOR HELP DESK SERVICES WITH
PRODUCTIVITY ASSOCIATES, INC..
WHEREAS, Information Systems has planned and budgeted to
acquire contracted technical help desk services; and
WHEREAS, the City Council recognizes the need to increase the
support resources available to the City’s system users as it relates to technical
help desk type assistance; and
WHEREAS, staff received proposals from five vendors to provide
help desk service and selected Productivity Associates, Inc. as the vendor best
able to provide the service required; and
WHEREAS, sufficient funds have been appropriated for this type of
technology assistance and are available for the six month pilot program.
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 Mayor is hereby authorized to execute a contract
between the City of Carlsbad and Productivity Associates, Inc. for help desk
services, a copy of which is attached as Exhibit A.
3. That the fees and compensation for said services shall not
exceed $15 per seat/computer per month for each computer covered.
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PASSED, APPROVED AND ADOPTED at a regular meeting of the
City Council on the & day of Jllne , 1999, by the following vote, to wit:
AYES:Council Members Lewis, Nygaard, Finnila, Hall & Kulchin
NOES: None
ABSENT: None
Mayor
ATTEST:
City Clerk
KAREN R. KUNDTZ, Assistant City Clerk
(SEW
AGREEMENT
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THIS AGREEMENT is made and entered into as of the day of 8 th
June 9 192, by and between the CITY OF CARLSBAD, a municipal
corporation, hereinafter referred to as “City”, and Productivity Associates, Inc. (PAI), a
Help Desk services provider, hereinafter referred to as “Contractor.”
RECITALS
City requires the services of a Help Desk services Contractor to provide the
necessary help desk services; and Contractor possesses the necessary skills and
qualifications to provide the services required by the City;
NOW, THEREFORE, in consideration of these recitals and the mutual covenants
contained herein, City and Contractor agree as follows:
1. CONTRACTOR’S OBLIGATIONS
The Contractor shall provide a toll free phone number for users to call for all
voice and data technical assistance. Each call must be answered by a qualified
technician. Each call taken must track predefined metrics, including details of each
problem or request, person calling, time, date, duration of event and details of
resolution. The Contractor shall provide telephone support for standard City software,
phones and voice mail. The Contractor will route calls they cannot solve back to the
City or to selected outside vendors. The Contractor will provide the City with monthly
reports providing details of activity within each given month. The Contractor will provide
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rev. 2/26/99
the City’s Information Systems Department and selected users with secure Internet
access to the City’s account for purposes of opening, closing and tracking work order;
and to access the City’s knowledge base to assist in problem resolution. The
Contractor shall conduct follow up calls or emails to users to assess the quality of
services provided by both the Contractor and City IS staff. Further definition of services
expected is included in Exhibit “A”, “IntelliCenter Proposal”.
2. CITY OBLIGATIONS
The City shall have staff available to solve those issues routed back to the City.
City staff will close those calls for which we are responsible. The City will provide
access to it’s 3ti party maintenance vendors for break/fix issues.
3. PROGRESS AND COMPLETION
The work under this contract will begin within ten (10) days after receipt of
notification to proceed by the City. The Information Systems Department will give
allowance for documented and substantiated unforeseeable and unavoidable delays
not caused by a lack of foresight on the part of the Contractor, or delays caused by City
inaction or other agencies’ lack of timely action.
4. FEES TO BE PAID TO CONTRACTOR
The total fee payable for the services to be performed shall be $15.00 per seat
per month. No other compensation for services will be allowed except those items
covered by supplemental agreements per Paragraph 8, “Changes in Work.”
5. DURATION OF CONTRACT
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This agreement shall extend for a period of six months from date thereof. The
contract may be extended by the City Manager for three (3) additional one (1) year
periods or parts thereof, based upon a review of satisfactory performance and the City’s
needs. The parties shall prepare extensions in writing indicating any mutually agreed to
changes in the agreement including effective date, length of the extension and revised
pricing.
6. PAYMENT OF FEES
Payment of approved items on the invoice shall be mailed to the Contractor
within 30 days of receipt of the invoice.
7. FINAL SUBMISSIONS
Within 5 days of the termination of the agreement the Contractor shall deliver to
the City a export file of all City information regarding help desk operations in a standard
data format. This would include all user, call, history, profile, protocol, configuration and
knowledge-base information.
a. CHANGES IN WORK
If, in the course of the contract, changes seem merited by the Contractor or the
City, and informal consultations with the other party indicate that a change in the
conditions of the contract is warranted, the Contractor or the City may request a change
in contract. Such changes shall be processed by the City in the folJowing manner: A
letter outlining the required changes shall be forwarded to the City by Contractor to
inform them of the proposed changes along with a statement of estimated changes in
charges or time schedule. A Standard Amendment to Agreement shall be prepared by
rev. 2/26/99
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the City and approved by the City according to the procedures described in Carlsbad
Municipal Code Section 3.28.172. Such Amendment to Agreement shall not render
ineffective or invalidate unaffected portions of the agreement.
9. COVENANTS AGAINST CONTINGENT FEES
The Contractor warrants that their firm has not employed or retained any
company or person, other than a bona fide employee working for the 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,
the City shall 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 such fee, commission, percentage, brokerage fees, gift, or contingent fee.
IO. NONDISCRIMINATION CLAUSg
The Contractor shall comply with the state and federal laws regarding
nondiscrimination.
11. TERMINATION OF CONTRACT
In the event of the Contractor’s failure to prosecute, deliver, or perform the work
as provided for in this contract, the City Manager may terminate this contract for
nonperformance by notifying the Contractor by certified mail of the termination of the
Contractor. The. Contractor, thereupon, has five (5) working days to deliver said
documents owned by the City and all work in progress to the Information Systems
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Manager. The Information Systems Manager shall make a determination of fact based
upon the documents delivered to City of the percentage of work which the Contractor
has performed which is usable and of worth to the’ City in having the contract
completed. Based upon that finding as reported to the City Manager, the Manager shall
determine the final payment of the contract.
This agreement may be terminated by either party upon tendering sixty (60) days
written notice to the other party. In the event of such suspension or termination, upon
request of the City, the Contractor shall assemble the work product and put same in
order for proper filing and closing and deliver said product to City. In the event of
termination, the Contractor shall be paid for work performed to the termination date;
however, the total shall not exceed the lump sum fee payable under paragraph 4. The
City Manager shall make the final determination as to the portions of tasks completed
and the compensation to be made.
12. CLAIMS AND LAWSUITS
The Contractor agrees that any contract claim submitted to the City must be
asserted as part of the contract process as set forth in this agreement and not in
anticipation of litigation or in conjunction with litigation. The Contractor acknowledges
that if a false claim is submitted to the City, it may be considered fraud and the
Contractor may be subject to criminal prosecution. The Contractor acknowledges that
California Government Code sections 12650 et seq., the False Claims Act, 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
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or in reckless disregard of the truth or falsity of information. If the City of Carlsbad seeks
to recover penalties pursuant to the False Claims Act, it is entitled to recover its
litigation costs, including attorney’s fees. The Contractor acknowledges that the filing of
a false claim may subject the Contractor to an administrative debarment proceeding
wherein the Contractor may be prevented to act as a Contractor on any public work or
improvement for a period of up to five years. The Contractor acknowledges debarment
by another jurisdiction is grounds for the City of Carlsbad to disqualify the Contractor
from the selection process. ! J!!!!i (Initial)
The provisions of Carlsbad Municipal Code sections 3.32.025, 3.32.026,
3.32.027 and 3.32.028 pertaining to false claims are incorporated herein by reference. ’ I d!!J Initial)
13. JURISDICTION
The Contractor agrees and hereby stipulates that the proper venue and
jurisdiction for resolution of any disputes between the parties arising out of this
agreement is San Diego County, California.
14. STATUS OF THE CONTRACTOR
The Contractor shall perform the sewices provided for herein in Contractor’s own
way as an independent Contractor and in pursuit of Contractor’s independent calling,
and not as an employee of the City. Contractor shall be under control of the City only
as to the result to be accomplished, but shall consult with the City as provided for in the
request for proposal. The persons used by the Contractor to provide services under this
agreement shall not be considered employees of the City for any purposes whatsoever.
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h
The Contractor is an independent Contractor of the City. The payment made to
the Contractor pursuant to the contract shall be the full and complete compensation to-
which the Contractor is entitled. The City shall not make any federal or state tax
withholdings on behalf of the Contractor or its employees or subcontractors. The City
shall not be required to pay any workers’ compensation insurance or unemployment
contributions on behalf of the Contractor or its employees or subcontractors. The
Contractor agrees to indemnify the City within 30 days for any tax, retirement
contribution, social security, overtime payment, unemployment payment or workers’
compensation payment which the City may be required to make on behalf of the
Contractor or any employee or subcontractor of the Contractor for work done under this
agreement or such indemnification amount may be deducted by the City from any
balance owing to the Contractor.
The Contractor shall be aware of the requirements of the Immigration Reform
and Control Act of 1986 and shall comply with those requirements, including, but not
limited to, verifying the eligibility for employment of all agents, employees,
subcontractors and Consultants that are included in this agreement.
15. L
The Contractor shall cause all drawings and specifications to conform to all
applicable requirements of law: federal, state and local. Contractor shall provide all
necessary supporting documents, to be filed with any agencies whose approval is
necessary.
The City will provide copies of the approved plans to any other agencies.
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16. OWNERSHIP OF DOCUMENTS
All plans, studies, sketches, drawings, reports, and specifications as herein
required are the property of the City, whether the work for which they are made be
executed or not. In the event this contract is terminated, all documents, plans,
specifications, drawings, reports, and studies shall be delivered forthwith to the City.
Contractor shall have the right to make one (1) copy of the plans for its records.
17. REPRODUCTION RIGHTS
The Contractor agrees that all copyrights which arise from creation of the work
pursuant to this contract shall be vested in City and hereby agrees to relinquish all
claims to such copyrights in favor of City.
ia. HOLD HARMLESS AGREEMENT
Contractor agrees to indemnify and hold harmless the City of Carlsbad 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.
19. ASSIGNMENT OF CONTRACT
The Contractor shall not assign this contract or any part thereof or any monies
due thereunder without the prior written consent of the City.
rev. 2/26/99
20. v
If the Contractor shall subcontract any of the work to be performed under this
contract by the Contractor, Contractor shall be fully responsible to the 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 contract shall
create any contractual relationship between any subcontractor of Contractor and the
City. The Contractor shall bind every subcontractor and every subcontractor of a
subcontractor by the terms of this contract applicable to Contractor’s work unless
specifically noted to the contrary in the subcontract in question approved in writing by
the City.
21. PROHIBITED INTEREST
No official of the City who is authorized in such capacity on behalf of the City to
negotiate, make, accept, or approve, or take part in negotiating, making, accepting, or
approving of this agreement, shall become directly or indirectly interested personally in
this contract or in any part thereof. No officer or employee of the City who is authorized
in such capacity and on behalf of the City to exercise any executive, supervisory, or
similar functions in connection with the performance of this contract shall become
directly or indirectly interested personally in this contract or any part thereof.
22. VERBAL AGREEMENT OR CONVERSATION
No verbal agreement or conversation with any officer, agent, or employee of the
City, either before, during or after the execution of this contract, shall affect or modify
rev. 2/26/99
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any of the terms or obligations herein contained nor entitle the Contractor to any
additional payment whatsoever under the terms of this contract.
23. SUCCESSORS OR ASSIGNS .
Subject to the provisions of Paragraph 18, “Hold Harmless Agreement,” all
terms, conditions, and provisions hereof shall inure to and shall bind each of the parties
hereto, and each of their respective heirs, executors, administrators, successors, and
assigns.
24. EFFECTIVE DATE
This agreement shall be effective on and from the day and year first written
above.
25. CONFLICT OF INTEREST
The City has determined, using the guidelines of the Political Reform Act and the
City’s conflict of interest code, that the Contractor will not be required to file a conflict of
interest statement as a requirement of this agreement. However, Contractor hereby
acknowledges that Contractor has the legal responsibility for complying with the
Political Reform Act and nothing in this agreement releases Contractor from this
responsibility.
26. INSURANCe
The Contractor shall obtain and maintain for the duration of the contract 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 work
hereunder by the~contractor, his agents, representatives, employees or subcontractors.
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Said insurance shall 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-:V” and shall meet the City’s policy for
insurance as stated in Resolution No. 91-403.
A. Coveraaes and Limits.
Contractor shall maintain the types of coverages and minimum limits
indicated herein, unless a lower amount is approved by the City Attorney or City
Manager: I
1. Comprehensive General Liability Insurance. $1 ,OOO,OOO combined
single-limit per occurrence for bodily injury, personal injury and property damage. If the
submitted policies contain aggregate limits, general aggregate limits shall apply
separately to the work under this contract or the general aggregate shall be twice the
required per occurrence limit.
2. Automobile Liability (if the use of an automobile is involved for
Contractor’s work for the City). $1 ,OOO,OOO combined single-limit per accident for bodily
injury and property damage.
3. Workers’ Compensation and Employer’s Liability. Workers’
Compensation limits as required by the Labor Code of the State of California and
Employer’s Liability limits of $1 ,OOO,OOO per accident for bodily injury.
B. Additional Provisions.
Contractor shall ensure that the policies of insurance required under this
agreement contain, or are endorsed to contain, the following provisions.
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1. The City shall be named as an additional insured on all policies
excluding Workers’ Compensation.
2. The Contractor shall furnish certificates of insurance to the City
before commencement of work.
3. The Contractor shall obtain occurrence coverage.
4. This insurance shall be in force during the life of the agreement and
any extension thereof and shall not be canceled without 30 days prior written notice to
the City sent by certified mail.
5. If the Contractor fails to maintain any of the insurance coverages
required herein, then the City will have the option to declare the Contractor in breach, or
may purchase replacement insurance or pay the premiums that are due on existing
policies in order that the required coverages may be maintained. The Contractor is
responsible for any payments made by the City to obtain or maintain such insurance
and the City may collect the same from the Contractor or deduct the amount paid from
any sums due the Contractor under this agreement.
27. GUARANTEE
The Contractor agrees to a 90 day money back guarantee from the date when
actual sewices begin as stated in Exhibit “B”, “Money Back Guarantee”.
26. :
It is the duty and responsibility of the City to protect its systems against data
loss. This responsibility includes, but is not limited to, the backing up of all programs,
data, etc. The Contractor and its authorized consultants and vendors will not be
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responsible for any loss of data on hard disks, floppy disks or network systems or for
any loss or damage due to matters beyond our control.
29. USE OF INTERNET TECHNOLOGIES
While the Contractor makes its most diligent and reasonable efforts to secure
and protect data that is transmitted to or from its systems while using intemet
technologies, the Contractor cannot guarantee the ultimate security of such information
due to the public nature of the intemet and its technologies. The Contractor welcomes
both customers and prospective customers to evaluate the configuration of our systems
and infrastructure so that the same parties can assess risk regarding internet
communications with the Contractor.
rev. 2/26/99
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30. RESPONSIBLE PARTIES
The name of the persons who are authorized to give written notices or to receive
written notice on behalf of the City and on behalf of theContractor in connection with
For Contractor:
the foregoing are as follows:
For City: Title
Name
Address
Title
Name
Address
Architect/License Number:
Architect/License Number:
31. BUSINESS LICENSE.
Contractor shall obtain and maintain a City of Carlsbad Business License for the
duration of the contract.
32. ENTIRE AGREEMENT
This agreement, together with any other written document referred to or
contemplated herein, embody the entire agreement and understanding between the
parties relating to the subject matter hereof. Neither this agreement nor any provision
hereof may be amended, modified, waived or discharged except by an instrument in
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writing executed by the party against which enforcement of such amendment, waiver or
discharge is sought.
Executed by Contractor this z T d-(- day of my I ,1999.
CONTRACTOR: 4
j?!%d&*~~y b45~C,/FrPS, / rtfG
{name of Contractor)
CITY OF CARLSBAD, a municipal the State of CaJifomia
Al-TEST:
(Proper notarial acknowledgment of execution by Contractor must be attached.)
(President or vice-president and secretary or assistant secretary must sign for
corporations. If only one officer signs, the corporation must attach a resolution certified
by the secretary or assistant secretary under corporate seal empowering that officer to
bind the corporation.)
APPROVED AS TO FORM:
RONALD R. BALL
city Atix
Assistant City Attorney
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NUCMAL ACKNOWLEDGEMEM
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Prepared For:
THE CITY OF
. CARLSBAD
1200 Carlsbad Village Drive
Carlsbad, California 92008
December 2,1998
Prepared By:
Productivity Associates, Inc.
9245 Sky Park Court, Suite 100
San Diego, California 92123
Notice /
Im~isintendedfwtheCitJr*f~Uldanocirarmstancesisrbjs 1
/ tLc31-;c Cecd wkQn *hKLci 50 A
Codnc; I- “3 en&q &I!.
INTRODUCTION . . . . . ..*..................................................................................................... 3
ENVIRONMENT AT THE ClTY OF CARLSBAD ..,..........,......................*..,.................... 3
Information Systems Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .......... 3
THE INTELLICENTER PROGRAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
IntelliCenter Roles and Responsibilities .............................................................................................................. 5 Minimum .......................................................................................................................................................... 5 Desired ............................................................................................................................................................. 5
City of Carlsbad Responsibilities ......................................................................................................................... 6
SPECIFIC RFP RESPONSE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Issue: How Help Desk service is delivered . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..~............................. 6
Issue: Help Desk staffing levels ............................................................................................................................ 7
Issue: Knowledge level of Help Desk and how you maintain and advance their knowledge .............................. 7
Issue: Quality assurance and customer satisfaction ....................................... ..” .................................................. 9
Issue: Toois you use to deliver these services ..................................................................................................... 10
Issue: Roies and responsibilities of the Help Desk and the City ........................................................................ 11
Issue: Rollout strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ................ 12
Issue: Access to incidences, knowledge base and reports .................................................................................. 12
Issue: Price for Help Desk support services described ...................................................................................... 12
Issue: Alliances with hardware and software vendors applicable to the City’s environment ........................... 13
Issue: Y2K compliance of our systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Issue: Any additional services offered . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Issue: References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ........................ 14
Additional Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .............. 14
APPENDIX TO REQUEST FOR PROPOSAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2
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Productivity Associates, Inc., has been providing services to support Information
Systems departments since 1991. Our services are designed to maximize the return on
investment from information systems resources and operations.
PAl’s flagship offering, the lnte/Kenterand its /ntelliWeb Internet tool, helps busy I/S
managers recover valuable time, reduce labor costs and enhance enduser support in
their organizations. The /nteMCenterservice provides an inexpensive but intelligent
help desk solution and call center to each customer, while the lnte//iWeb feature assures secured, real time access to our knowledgebase via the World Wide Web. This
powerful combination is an effective way to “expand” an I/S department and add uniform workflow management, for less than the cost of adding headcount.
This proposal has been written for the City of Carlsbad in response to your recent RFP.
This document will demonstrate, point by point, that the needs expressed in the RFP
can be resolved by the PAI /ntelliCenter and /nte/liWeb services in the most cost-
effective manner. These solutions are presented in order to add value to the I/S team,
and create a higher ROI from the I/S department.
“’ ’ ,>,. ,,. . , ) : ; ;. ,\” , ; I ^ ., : Eiu g;,>,,:;: 8’ : ,“. I i ; IS, i Q7. ,dm@ ., ,.: . . . . . . . .w ,
The following issues and assumptions are called out in the RFP and will be addressed
in this response:
Information Systems Issues
l The City desires to have a single, toll free phone number for users to call for all voice
and data technical assistance (i.e. a “Call Center”)
l Each call taken by the call center must track certain metrics, including details of
each problem or request, person calling, time, date and duration of event, and
details of resolution.
l The Call Center should have the ability to provide application support for the City
software standards (see below) as well as have the ability to route any escalated
calls back to the City I/S department or to selected outside vendors for action.
l The City desires the selected Call Center vendor to learn the basics of their
telephone and voice mail system to assist users where possible. It is important for
the vendor to have the ability to route escalated telephone/voice mail issues directly
to the system vendor. SdJdr I Jm
l The City currently has no formal help desk or help desk / tracking software in place.
l The City I/S staff currently supports between 300 and 400 computer/telecom
endusers at multiple locations. b
The current City I/S staff consists of seven members, split between
desktop/network/teIecom support and UNIX / minicomputer support. The optimal
Call Center solution would be one that could accept calls for any of the above and
either assist directly or route a call to the appropriate staff member for action.
The City hardware standards in place are: Compaq Pentium PC’s connected to eight
Netware 4.11 servers on a Tl WAN; an HP 9000 UNIX machine that runs custom
City applications; an NEC PBX telephone switch using Octel voice mail system.
The City software standards in place are Windows 95, Microsoft Office (Standard
and Professional), Microsoft Project, Groupwise, Netware Client, Netscape Communicator and Reflections.
Live technicians should answer every call at the Call Center telephones. “Call
queues” are undesirable as users may not wait long for a technician to answer.
A database system (helpdesk or call tracking software) is required to manage call
traffic, to accurately trap and track every issue that comes into the department. The
preferred system will be Internet capable, making it accessible from multiple sites. It
must have the ability to generate a variety of reports on the data, using differing
criteria. It would be best if the system was capable of ad-hoc reporting by the
technical staff at Carlsbad.
For the purposes of good communication and public relations, the I/S department
would like to implement a quality assurance program for the computer users. A
method that would allow a follow up call by the technical staff after a problem is
resolved would be best. It would also be very useful if users could get emails letting
them know about workorders opened or closed on their behalf.
The I/S department would like to have a method of surveying the users from time to
time on the quality of help they receive from both internal and external resources. An
automated method of performing this task would be easiest for both users and
technical staff.
Flexibility and fit with an outside vendor performing any of the above tasks is critical.
These programs will be new at the City of Carlsbad and a vendor will need to be
adaptable to changes and needs specific to this environment.
PAl’s /nte/liCenter service, coupled with our unique, internally developed IntelliWeb
software program, will fulfil1 each and every issue requested or described above. We
invite you to read through this proposal for the details of how we provide the best
service in the business for outsourced Help Desk / Call Center support.
T he PAI lnte/liCenter is an outside service managed by the I/S manager, as an
extension of your I/S department. It functions as a single point of contact for your
entire company, a central station accessible to all endusers whenever they need
assistance with their computer. It plays three important roles for an organization:
l Helodesk: Trained technicians are available during the business day to answer
computer questions. These can be anything from a simple application question (How
4
do I set up a Table of Contents in a document?) to a trouble issue (I can’t print) to a
multi-layered problem (I can’t connect to my email from my laptop.)
l Workflow Manaaement: The PAI IntelliCenter traps and tracks all the different
requests for help and their status for you. Every request that comes in (by phone,
email or the Internet) is entered into our system and then managed to its resolution.
It won’t get lost or forgotten because the IntelliCenter will keep track of it until the
issue is resolved. With our new 1ntelliWeb system, internal technicians at your site
can view and edit these issues in real time. Technicians at your site will have their own work order queue, for fast work order assignment. They will also have the ability
to re-assign workorders to the queues of their I/S teammates or outside vendors.
l Data Center Hub: With all computer-related issues being channeled to one
information center, both I/S managers and endusers can have fast access to
important data. Through the lntelliWe6 (secure Internet access to PAl’s data
systems) end users can check on the status of a work request at any time.
Technicians can print, manage and close work orders while managers can get
reports on vital statistics of their computer-support demands (from up-to-the-minute
work queues to global trends). Those responsible for planning and budgets are
armed with empirical evidence to make more accurate decisions.
The /nte/liCenterprovides timely solutions to the questions and problems encountered
by computer users in a business environment. It is a support system that concentrates
computer-related problems into a central operation utilizing all of its resources and tools
on the task at hand. Every computer user receives personalized help in a timely fashion,
thereby speeding a return to productivity.
/nte//iCen ter Roles and Responsibilities
Minimum
Desired
0 Online access
0 Customer satisfaction surveys
l Hot or warm transfer back to City
l Extended support hours for certain users
l Calls answered by a live person
l Ability to provide voice support (see above description)
l Ability notify users of problems (i.e. server down at City Hall)
l Flexibility to customize
Yes
Yes
Yes
TBD
Yes
Yes
Yes
Yes
5
City of Carlsbad Responsibilities
l Provide call routing protocol
l Work as a team with the ‘Help Desk’ to ensure effective support
l Have staff available to solve those issues routed back x
l Close those calls for which we are responsible
l Provide access to 3rd party maintenance vendors
The following information has been compiled and structured to respond point-by-point to
each issue in the “Your Proposal” section of the RFP.
Issue: How Heb Desk servjce is delivered
Routing calls to the City or to other vendors has never been faster or easier. With PAl’s
new IntelliWeb feature (see Issue: Tools you use to deliver these services below for details) your in-house technical team will be working with the same data as the PAI
IntelliCenter team, in real time. When an IntelliCenter technician determines that a
problem needs to be forwarded to your staff, s/he documents all the details of the event
into a work order for the caller. Once entered into the system, your I/S team has
immediate access to that work order. It will automatically appear in a queue called
“Pending Work orders” on your IntelliWeb system, and/or it can appear in a specific queue just for the technician for whom it was intended (details of which technicians
handle what type of problems at your site will be worked out together prior to our start).
Depending on the level of urgency, an email can be sent to your technicians, as well as
the user to keep them in the loop. An urgent work order will also dictate a phone call
and/or a page to the technical team at your end. We will keep this up every few minutes
until we get a response and know that someone is handling the problem. Our innovative
system allows “HOT” transfers to appropriate technicians and vendors. A flowchart
detailing the specifics of what actually happens to a call, and how it is escalated, can be
seen in the Appendix to this proposal.
l PAI uses four “Call Levels” in our escalation procedures. They are referred to
throughout this document and are defined as follows:
J Level 1 events are resolved by the PAI IntelliCenter on the first phone call.
J Level 2 events are resolved by the PAI IntelliCenter after some research by the
PAI technician. The time frame to resolution depends on the complexity of the
problem, but an appropriate time for a progress call is agreed to between the PAI
technician and the enduser.
J Level 3 events are those that cannot be resolved by the IntelliCenter and require
a visit by an onsite technician. PAI will troubleshoot and document the problem
before dispatching an onsite technician.
J Level 4 events are simply requests that are called in by endusers and tracked by
the PAI IntelliCenter before dispatching to onsite technicians or vendors.
6
Examples of these are forgotten passwords, downed servers, software
installation requests, media equipment or room sign-ups, and training class sign-
ups.
l In addition to our own escalation levels, some of our clients have set up certain
“Urgency Levels.” PAI is happy to accommodate any urgency protocols you require.
An example of a four level urgency protocol is listed in the Appendix to this
document.
l Success can be measured by many metrics, and PAI uses several criteria for
determining success for a client. One common measurement is our ratio of calls
answered at level 1 or 2, which do not require involvement by your team, against level 3 calls that are diagnosed and sent back to you. We are proud of our global
statistics and have included a recent Pie chart of these in the Appendix.
NOTE: When comparing these statistics to other vendors, be aware that we include
our follow-up calls in one chart, and level 4 calls in BOTH charts. Removing these
from the formula would dramatically improve our level 1 and 2 ratios. Most other
companies do not handle follow-up calls or requests, so they are not reflected in
their report statistics.
Issue: Help Des& staMng levels
As with any business, maintaining the proper amount of staff and resources is critical.
PAI has developed a scaleable resource model that grows with our customer base. We
staff our /nte//iCenterwith the appropriate number of technicians to achieve the
following objectives under normal (standard) business conditions:
l A live technician answers all calls (during business hours) within 1-3 rings.
l PAI does not use hold queues or other technologies to buffer call traffic.
l Should call traffic exceed the capacity of our help desk team, a backup team of PAI
employees will field calls until traffic returns to normal.
l Quality of service is paramount to PAI. We have developed our resource model to
monitor “quality of service indicators” very closely. PAI management regularly
reviews this information to property balance lntellicenter resources.
Issue: Know/edge level of He/p Desk and how you maintain and advance their
knowledue
PAI is a service provider with an exclusive focus on providing help desk services.
Toward that end, we have developed an intimate understanding of the skills and
knowledge sets required to produce the highest quality of service possible. The
7
following points outline PAl’s commitment to quality of service through an ongoing,
organized, multi-purpose program.
l We believe that excellent service delivery starts with excellent personnel. We have
developed a rigorous hiring process that helps us to place property equipped people into the tough job assignment of the help desk technician. Specifically, each PAI
technician must possess the following to be considered: J A true passion for computers
J Strong team player attitude
J Strong interpersonal skills
4 Excellent customer service and communication skills
J A professional demeanor
J Relevant past job experience
J Fit well into our entrepreneurial organization
l PAI has developed an extensive 2-6 month training program for new hires. During
the training period new hires train in each of the categories listed below.
J Technical Knowledge
J Customer service and solid communication skills
J Specific knowledge about assigned customers protocols and profiles
J Specific knowledge about PAI operations and procedures
New personnel must be able to demonstrate acceptable skill levels in each prior to
“going live” on the help desk.
l PAl’s employee retention is very high, and we are able to consistently minimize
turnover. We accomplish this by:
J Running a highly entrepreneurial company with corresponding management
philosophies
J Running a relatively “flat” management organization
J Providing a strong career track within PAI
J Competitive benefits and salary
J Maintaining a healthy “competitive” internal environment
J Promoting a work environment that is high tech and fun to work in every day.
l Each PAI customer is assigned an “account technician.” The responsibilities of the account tech are to: J Perform initial “Discovery” to build detailed customer profile. Profiles include
information regarding applications used, customer protocols for all contingent
situations, customer configuration maps (network configurations, drive mappings,
print queues, etc.) and any other standard operating procedures. This promotes
an in-depth knowledge of our customer before we’ve even started.
4 Train other PAI technicians on the above issues.
J Enter all pertinent information into PAl’s knowledge base for other PAI
technicians to use as a reference.
J Meet with key customer contacts on a mutually agreed upon schedule (usually
every 1-2 months) to discuss service levels, planned changes in the
8
environment, and how things are going. Once the “tech visit” has occurred, the
assigned account tech must update the knowledge base to maintain the
accuracy of information.
J Serve as a customer liaison for all customer service and technical issues. J Review customer call statistics and call levels regularly to assure quality of
service and to seek opportunities for improvement.
J Serve as a knowledgeable resource for other PAI technicians internally and to
educate them regarding customer specific information.
l PAI maintains all proprietary information about each customer in our online systems.
This knowledge base serves as a valuable reference tool to increase the quality of service provided to each customer. PAI also maintains a knowledge base for all non-
proprietary information based on actual call histories.
l PAI subscribes to many technical reference information sources for access to
advanced trouble shooting information such as application bugs, difficult “how to’s”,
etc.
l Each PAI trouble ticket that is forwarded via the /nte//iWeb that requires an onsite
resource to resolve (level 3 or level 4 call) allows the responding technician to input exactly what was done to resolve the problem. Each resolution is automatically
emailed to the initial PAI technician for his/her review prior to performing a customer
service follow up. This feedback loop keeps our team directly involved with the “real-
time” resolutions required to fix real problems.
Issue: Qua//tv assurance and customer satisfaction
Quality of service and our ability to verify such service are our most important metrics for long-term business success. The following information demonstrates our
commitment toward quality assurance and customer satisfaction.
l Based on protocols established with each customer, PAI will perform a follow-up
check with each call or trouble incident directly with the user to ensure that the
applied solution was both successful and that it fixed the problem permanently.
Customers can choose which calls or issues will be followed up either by general
protocol or call-by-call via the /nte//iWe&.
l PAl’s /nte///Web ~4.0 keeps the user in the loop. Our experience is that end-users
appreciate progress and the amount of effort required to fix problems provided they
are kept informed. A lack of information produces user frustration. Depending on the
type of call, the /nte//iWeb keeps users automatically informed via email regarding
progress of events. Furthermore, at the discretion of your technicians, a final email
can be automatically generated and sent that indicates the. closure status of the call
and the exact steps taken to resolve the problem.
9
l PAl’s IntelliWeb ~4.0 has been designed to provide managers with real-time data
regarding service quality ranging from the macro picture down to the specific events
associated with a certain user. This allows both the customer and PAI to have an up-
to-the-second snapshot at any given moment in time. Myriad reports and graphs are
always available. I
l PAl’s account tech program is designed to identify areas for service quality
improvement. Often, while working directly with the customer, the PAI technician will
review call statistics, user histories, call histories, etc. to identify areas of
improvement. Some customers have elected to implement a user round-table to
function as an effective interface between the end-user community and the PAI
team.
l PAI runs end-user customer satisfaction surveys to proactively seek insightful
information regarding the quality of service. Many of PAl’s innovative ideas have
come directly from the user community. Furthermore, because PAl’s team integrates
directly with your internal I/S team, survey information is very helpful toward
improving our relationship and the protocols currently in place. All user surveys are
approved by the customer in advance and can be distributed via hard copy or run
electronically through the WWW.
Issue: Tools you use to deliver these services
During the business years of 1996-l 998, PAI spent considerable effort and resources to
develop a proprietary call tracking and help desk system that could be used both
internally (Intranet) and externally (Internet) for each of our IntelliCenter customers.
Simply put, it was necessary to develop such a system in order to meet our own
growing demands and also, to be flexible enough to meet the specific needs of each
customer. Furthermore, PAl’s systems feature state-of-the-art technologies that will
allow PAI to grow into the future while maintaining a firm grip on quality of service
issues. The following information relates to PAl’s IntelliWeb version 4.x:
l The IntelliWe6 features secure communication via the Internet. All that is required
from the customer is a commercial World Wide Web browser such as Netscape or
Internet Explorer, with 128-bit encryption ability.
l The IntelliWeb represents a complete workflow management system that can be
used to track I/S related issues in real-time. Many customers use the system to track
non-l/S related issues as well (example = facilities issues, etc.)
l Because of the technologies used, PAl’s IntelliWeb efficiently integrates our team,
your team and third-party vendors of your choice into a singular system. It is
accessible from anywhere at anytime.
10
-
PAI has developed both a robust version of the IntellOVe for your I/S team to use
as well as an enduser client with limited functionality. Use of the enduser client is at
your discretion.
The lntelliWe6 features automated email communications that keeps all parties
informed of progress on open issues. There are built-in system alarms that make
sure each issue is handled within service parameters every time (based on protocols
established with customer).
The /nte//IWeb is both a Help Desk and call tracking system. It will trap all data for
accurate and real-time report generation. A robust ad-hoc report generator allows
you to get just the information you need, at the push of a button.
Each member of your I/S team will have a queue assigned to them that will contain
only the issues that pertain to them (based on customized protocols established).
/nte//iWeb is completely automated and available around the clock, 365 days per
year.
Issue: Roles and responsibilities of the He/p Desk and the City
Because PAI works with many customers, we have developed a methodology that
clearly defines the roles and relationships of both PAI and each customer. An
ambiguous understanding of this information can lead to lower customer satisfaction
and inefficient operations. Because each customer is different, PAI develops a fully
customized workflow model for each customer and documents such information in the
customer’s profile. Please see the information listed below regarding the responsibilities
of PAI and the responsibilities of the customer.
l PAI responsibilities
J Assume all end-user communications
J Successfully resolve (within service parameters) all level 1 and level 2 calls
J Properly diagnose and triage all level 3 & level 4 calls for on-site resolution
J Maintain PAl’s /nte/liWeb and our ability to efficiently route all level 3 and level 4
issues to customer.
J Perform valuable CIA/QC functions to assure end-user satisfaction
J Perform account tech functions as listed above
J Actively partner with Customer (both user community and I/S community)
J Maintain internal PAI environment to ensure quality service
l Customer Responsibilities
J Actively Partner with PAI
J Monitor work order queues for level 3 and level 4 work orders
J Resolve level 3 & level 4 calls
J Close level 3 & level 4 calls with PAI (phone, fax, email or Intel/Web)
J Participate in account technician visits
11
J Communicate planned changes or planned maintenance
J Review PAI statistics to ensure value
Issue: Roiiout strategy
One of the most critical factors for long term success for our help desk services is to set
the proper expectations with the end-user community before the program ever begins.
Toward that end, it is PATS desire to present our program to all end-users in a group setting. Depending on your organization, this may occur at a company staff meeting or
in smaller groups. We will accommodate the group interface that you feel best meets
your needs. In addition, PAI provides the following:
l Workstation stickers with PAI phone # or routed extension
l Literature regarding the use of our help desk service
l Access to a WWW page regarding the use of our service
l PAI is also open to contributing to an “end-user” manual that covers all user I/S
issues. However, the onus for production lies with the customer. PAI can actively
assist with service level definitions and parameters and provide examples of other I/S user manuals.
issue: Access to incidences, knowledge base and reports
Traditionally, PAI has used an internal system that was capable of producing monthly
reports for customer review. Over the course of the past year, PAI has developed a
state-of-the-art system (inte/iiWeb) that allows both PAI and each customer to access
the same information via the Internet. This new paradigm provides each customer with
the ability to view and modify detailed information about each incident, use and modify
the knowledge base and produce myriad reports and graphs in real-time mode.
Furthermore, because PAI’s systems were developed internally, we can develop
desired features and reports for you if they don’t already exist (all customer reports and
system changes require approval from PAI).
Note: PAI does not require customers to use the inteiiiWe&. Standard communication
modes of email, fax, and telephone can be effectively used. However, it has been PATS
experience that all customers that have Internet access have chosen to use the
intei/iWeb without exception.
issue: Price for He/p Desk support services described
After much experimentation with various pricing models and methodologies since 1991,
PAI’s pricing is as follows:
12
a Price for the City of Carlsbad is $15 per user per month. This fee/month provides for
1 unlimited amount of calls each month during standard business hours (7am to
6pm PST, M-F).
l PAI is planning for extended hours (up to 7/24-hour service) starting in March of
1999. Pricing for extended hours is to be determined.
l The Start-up costs for the inteiiicenter and inteiiiWeb services to our customers
are zero! Our experience is that each PAI client becomes a long-term customer. Therefore, we do not implement start-up costs to shoulder risk. Furthermore, we do
not require customers to sign contracts that bind our relationship to extended periods of time. Agreements can be accommodated for periods as short as two
months or as long as two years.
l PAI has no minimum or maximum number of calls per month.
l Additional fees are none. PAl’s prices are considered to be inclusive of all help desk
related costs. Our goal is to establish and build customer relationships over the long
term with a focus on quality of service. We try to keep business issues as simple as possible. Included with your fixed monthly price are the inteiiicenfer help desk
service, intei/iWeb v 4.0, account tech program and a regular monthly training clinic.
issue: Aiiiances with hardware and software vendors applicable to the City’s
environment
PAI has provided help desk services since September of 1991. During the past 7+
years, we have developed a host of relationships and alliances that have allowed PAI to
constantly improve our quality of service. It should be noted that PAl’s strongest
resources have been internally developed through training, experience and our own
service delivery models. Our external alliances have proven to be effective for reference
information or access to products for testing and/or training purposes. PAI has
established the following partnerships and alliances:
l Authorized Novell reseller
l Microsoft authorized reseller
l Hewlett Packard authorized reseller
l Compaq authorized reseller
l Ingram Micro Premier V.A.R (with premier V.A.R technical support access)
l North Island Federal Credit Union Partner In Qualitv
l Current Member US Chamber of Commerce
l Various subscriptions to technical resources (i.e. TechNet, etc.), software support
resources, technical magazines and literature, etc.
l Many relationships with other vendor organizations including software development,
hardware resale, hardware maintenance, consulting sen!ices, staffing, training
organizations, etc. Each has their own associated authorizations.
13
issue: Y2K compliance of our systems
PAI uses commercial, PC based LAN/WAN and workstation technologies. Please find
our Y2K information under a separate cover. Furthermore, we have performed informal tests on each system with success. PAI is scheduled to formally test our systems during
December of 1998. Further information on compliance will be available upon
completion.
issue: Anv additional services offered
PAl’s exclusive focus as an organization is the provision of help desk retated services.
Toward that end, PAI also provides high quality application training services with unique
formats and advanced engineering services for customers that require assistance. Your
InteiiiCentercontract will include a monthly visit by one of our trainers to provide half-
day training “clinics” for your users, at no additional charge.
issue: References
Please see appendix.
Additional information
The following information is being offered unsolicited and relates to risk issues
regarding the purchase of IntelliCenter services from PAI:
No start-up costs
Customer owns all data generated through our systems. If for any reason, the help
desk contract were terminated, PAI would provide customer with a complete
download of all data. Also, periodic exports of customer data are also available at
customer request.
In addition to complying with the City’s contract, PAl’s business terms are open to
the customer’s advantage. PAl’s philosophy is simple: We want to maintain
customers based on value, not because of a contractual obligation.
Fair and reasonable pricing. PAl’s pricing is inclusive for help desk related costs and
services.
PAl’s help desk solution is the combined value of both the InteiiiCmferand the
intei/iWeb for a sinale price.
PAI has a long-standing track record with the provision of help desk services.
Furthermore, it is our exclusive service offering.
PAI is a local San Diego company.
14
APPENDIX TO REQUEST FOR PROPOSAL
PAI’s 1nte11icenter
No 1 Yes
Q copyri&t hdudivity Associates, Inc. 1998
. . $ . . SE v PO
:i
ix
-4%
=>- J
L
g
CITY PRIORITY LEVELS (Sample1
URGENT:
Impacts more than one City employee or prevents completion of commitment to
an important project or customer.
Examples: Critical systems down such as network, server, PBX.
Project team not able to complete commitment to client for
any reason.
Employee has no work around
Initial response time: 30 minutes
Submit request via: Help Desk Hot Line #555-1212
IMPORTANT:
Impacts more than one City employee or has potential to impact completion of
commitment to a City client/City.
Examples: Systems down that impact smaller group.
Work around available
Initial response time: 2 hours
Submit request via: Help Desk Hot Line #555-l 212
ROUTINE:
No impact to City client/City.
Examples: Certain printer issues, S/W installation, data restore (when
not critical to contract) etc.
Work around available
Initial response time: 8 hours
Submit request via: Help Desk Hot Line #555-1212
OTHER:
Cosmetic or planning related.
Examples: Requests for moves
Reservation of training rooms, video conference,
Presentation equipment.
S/W install, H/W upgrade.
Training issue, etc.
response time: One week notice is requested
Submit request via: Help Desk Hot Line #555-l 212
Mr. Roy Cobb
Senior Data Systems Coordinator
Development Services Department
City of San Diego
1222 First Avenue, M.S. 401
San Diego, CA 92101-4154
6 19-236-7755
Mr. Joseph Gaspard
LAN Manager
GensiaSicor
19 Hughes
b-vine, CA 926 18- 1902
7 14-457-2838
REFERENCE LISTING
Mr. Hartsell Teagle
Vice President, Information Technology
Mentor Corporation
5425 Hollister Avenue
Santa Barbara, CA 93111
805-681-6137
Ms. Candace Apple
Information Systems Manager
Idun Pharmaceuticals
11085 N. Torrey Pines Road, #300
La Jolla, CA 92037
6 19-646-g 157
Productivity Associates. Inc.
9245 Sky Park Court
Suite 100
San Diego. CA 32123
619.571.3744.
800.247.8776
,fax: 619.57l.S994
email: info@paisd.com
Mr. Ken Schrieber
Vice President, Data Processing
North Island Federal Credit Union
P.O. Box 85833
2300 Boswell Rd.
Eastlake Business Park
San Diego, CA 92 186-5833
(619)-656-6525 xl81
Mr. Kevin Elliot
CFOKOO
Roe1 Construction Company, Inc.
3366 Kurt Street
San Diego, CA 92110
619-297-4156
Mr. Marc Biagi
Information Systems Manager
Stratagene Cloning Systems
11011 N. Torrey Pines Road
La Jolla, CA 92037
(619) 535-5400 x5459
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City of Carlsbad Agreement, Exhibit “B”
Money Back Guarantee
1. As part of our agreement to assure quality helpdesk services to the City
of Carlsbad, PAI agrees to a 90 day money back guarantee. If PAI does
not perform according to the Service Level Agreement described below,
we will refund all monies paid on this 90 day agreement and terminate the
contract. The agreed upon service standards that PAI will meet during
this period are as follows:
A. Resolve at least 50% of calls that require troubleshooting (PAI
Levels 1,2 or 3) at Level 1 or 2, which do not involve technicians at
the City. This figure will exclude level 4 calls, which are simply
requests that cannot be diagnosed or assisted but need to be
tracked in the IntelliWeb system.
B. Follow up on 75% of all requests, either by telephone or
electronically via email. Any dissatisfied response from a user to
PAI will result in an escalated service level within a 24 (business)
hour period.
If PAI meets or exceeds the above conditions over the first 90 days, then
the City agrees that PAI has performed satisfactorily and the 90 day trial will
be deemed a success. In this instance, the money back clause will be
deemed null and void.
II. In the event that PAI does not meet the service levels described and the
City chooses to terminate PAl’s IntelliCenter agreement, PAI will export all
City of Carlsbad information gathered to date regarding helpdesk
operations to the City in a standard data format. This would include all
user, call, history, profile, protocol, configuration and knowledge-base
information. This would allow the City’s subsequent vendor of choice to
import the data with ease.
Ill. In the event that PAI does not meet the service levels described and the
City chooses to terminate PAI’s IntelliCenter agreement, PAI will provide its
most diligent efforts for a smooth transition of service to another provider.
PAI will assist the City of Carlsbad in preventing any service interruption,
and assuring continuity of service through a transition should the case
arise.
Dewey Inmrance Agency
7171 Alvarado Road
Suite 205 COMPANIES AFFORDING COVERAGE
Ia Mesa CA 91941-
(619) 462-2241
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Productivity Associates, Inc.
9245 Sky Park Court
Suite 100
San Diego CA 92123-
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THIS IS TO CERTIM THAT THE POUCIES OF INSURANCE LJSTED BELOW HAVE SEER lSSLIED TO THE INSURED NAMED ABOM FOR THE POLICY PERIOD INDICATED. NOlWKHSTANDINO ANY REQUIREMENT. TERM OR CONDlllON OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHlCH THIS
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STATE P.O. BOX 420807, SAN FPANCISCO, CA 94142-9807
COMPENSATION
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CERTIFICATE OF WORKERS’ COMPENSATION INSlJBAbfCE
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This is to certify that we have issued a valid Workers’ Compensation insurance policy in a form approved by the California Insurance Commissioner to the employer named below for the policy period indicated. I
This policy is not subject to cancellation by the Fund except upon ten days’ advance written not&to the employer.
We will also give you TEN days’ advance notice should this policy be cancelled prior to i& normal expiration.
This certificate of insurance is not an insurance policy and does not amend, extend or alter the coverage afforded by the policies listed herein. Notwithstanding any requirement, term, or condition of any contract,or other document with respect to which this certificate of Insurance may be issued or may pertain, the lnsurenc@ afforded by the policies described herein is subject to all the terms, exclusions and condltionsof suchpot&+ :’ ~“~~‘~~,~I~ “-’ “:. >‘ ‘l. : :.: :_,, i . : ,,.. ..I _:< :.. >: ..:,... ‘;. :‘: ,,: .’ . .
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From: Gordon Peterson
To: Lee Rautenkranz
Date: 618199 6:37AM
Subject: PAI Help Desk Costs
Their pricing is figured from a total cost of doing business with all the overhead of hardware, software,
telecom, subscription to technical databases, staff training, etc rolled in. They have a model of how many
events are generated by ‘x’ amount of users and how many events a support tech can handle a day, while
always having a live body to answer the phone. There is no time limit on an incident, it may take a few
minutes, like a break/fix call, or an hour where they have to do research and get back to the customer.
I’m told industry standard is $15$30 per event or incident, this may vary depending on type of incident
and quality of service. So, with the pricing we have, if we average 1 “how to/better way” call per user per
month, we break even. If we average less than .7 calls/user/month we lose, if we average more than 1.3
calls/user/month we win.
At the end of the trial period, we will evaluate the total service as well as the call volume. If we fall below
the .7 calls/user/month we may want to go on a per incident plan where we pay per call not unlimited calls
per user.
If all goes will, we will be able to use these guys for not only “how to/better way” questions/incidents, but
for break/fix routing to external vendors, for customer satisfaction surveys, to schedule users for our
internal technical training classes and to notify users of system down events.
There also is 90 day money back guarantee if they don’t perform as advertized.
Hope this helps. Let me know if you need anything else.
Thank You,
Gordon Peterson
gpete@ci.carlsbad.ca.us
v: 760.434.2915
f: 760.720.6917
For the rnfolmatioIl of the
AsstZZ~
Da&-&ity Ma&w
City
June 18,1999
Productivity Associates, inc.
Ken McLaughlin, President
5625 Ruffin Rd., Suite 220
San Diego, CA 92123
I, CONTRACT FOR HELP DESK SERVICES: i 1:
Enclosed for your reference are copies of Carlsbad City Council Agenda Bill No.
15,249 and Resolution No. 99-209. These documents went before the City ‘.
Council on June 8, 1999, where the Resolution was adopted, approving the
agreement referenced above.
Also enclosed is a copy of the fully executed agreement.
If you have questions concerning the agreement or the program, please contact
Gordon Peterson, Information Systems Manager, at (760) 434-2915.
Kathleen D. Shoup
Sr. Office Specialist
1200 Carlsbad Village Drive - Carlsbad, CA 92008-1989 l (760) 434-2808 @