HomeMy WebLinkAbout2019-09-10; City Council; Resolution 2019-161RESOLUTION 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.
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~RBARA ENGLESON, City Clerk
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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.
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Sept. 10, 2019 Item #2 Page 42 of 113
26. AUTHORITY
The individuals executing this Agreement and the instruments referenced in it on behalf of
Contractor each represent and warrant that they have the legal power, right and actual authority
to bind Contractor to the terms and conditions of this Agre ent.
CONTRACTOR
By:
CITY OF CARLSBAD, a municipal
corporati n f the State of California I
By: ~-
' City Manager
(print naxlitle) ATTEST:
By ~t-_ ~ ~ Li1m~n .. .JZ YlLaL,K,) n (sign here)\\ , , JiMBBARA ENGLESON ~ "t'f '\_~ e ~-) '-\.~~~.City Clerk
(print name/title)
Proper notarial acknowledgment of execution by Contractor must be attached. If a corporation,
Agreement must be signed by one corporate officer from each of the following two groups:
Group A
Chairman,
President, or
Vice-President
Group B
Secretary,
Assistant Secretary,
CFO or Assistant Treasurer
Otherwise, the corporation must attach a resolution certified by the secretary or assistant
secretary under corporate seal empowering the officer(s) signing to bind the corporation.
CITY OF CARLSBAD, a municipal corporation of the State of California
APPROVED AS TO FORM: ::LIA A ~r,:arney
Assistant City Attorney
Sept. 10, 2019 Item #2 Page 43 of 113
Commonwealth of Massachusetts
County of Suffolk
On this 6 day of ~ I-2019, before me Diane E. Casey, the undersigned
officer, personally appeared William S. Mosakowski, who acknowledged himself
to be the President and CEO of Public Consulting Group, Inc., and that such
William S. Mosakowski, being authorized to do so, executed the foregoing
instrument for the purposes therein contained.
Commonwealth of Massachusetts
County of Suffolk
~ DIANE E CASEY
@ Notary Public
COMMONWEALTH OF MASSACHUSETTS
My Commission Expires On
Janu~ry 22, 2021
On this .d day of ½:p-\-2019, before me Diane E. Casey, the undersigned
officer, personally appeared Stephen S. Skinner, who acknowledged himself to be
the Secretary of Public Consulting Group, Inc., and that such Stephen P. Skinner,
being authorized to do so, executed the foregoing instrument for the purposes
therein contained.
DIANE E CASEY
@~ Notary Public
COMMONWEALTH OF MASSACHUSETTS
My Commission Expires On
January 22, 2021
Sept. 10, 2019 Item #2 Page 44 of 113
EXHIBIT "A"
SCOPE OF SERVICES
Primary Address of Firm
Firm's Legal Name Public Consulting Group, Inc.
Firm's Legal Address 621 Capitol Mall, Ste. 1425
Street Address same as above
City/State/Zip Sacramento, CA 95814
Telephone Number (916) 565-8090
Email services@pcgus.com
Primary address from which City contracted services will be provided
Firm's Legal Address 621 Capitol Mall, Ste. 1425
Street Address same as above
City/State/Zip Sacramento, CA 95814
Telephone Number (916) 565-8090
Email services@pcgus.com
Project Manager responsible for the Consultants Firm's service, delivery, execution and
performance
Name and Title Sally Nagy
Office Phone 621 Capitol Mall, Ste. 1425
Mobile Phone (916) 704-6701
Email swnagy@pcgus.com
CA Registration No. n/a
(if applicable)
Expiration Date n/a
(if applicable)
Alternate contact for contracted services
Name and Title Bret Mohninger
Office Phone (916) 565-8090
Mobile Phone n/a
Email bmohninger@pcgus.com
Sept. 10, 2019 Item #2 Page 45 of 113
1. Project Team and Approach
Project Team
Experience has shown us that successful projects resu lt from a well-balanced project team with a broad
spectrum of capabilities and experience; bringing the right expertise for the task at hand. We are therefore
presenting nine resumes, including some without the preferred PMP. These additional individuals not only
bring local government experience but also specialized expertise in the areas of Change Management,
Procurement, IV&V, and Implementation. The best fit resources for a given project will be assigned based
on the project's requirements. The overall team structure is shown below by potential role. Some staff are
shown in more than one role which will be determined by the nature of the project. In addition, Subject
Matter Experts are available if needed depending on the nature of the project (such as financial
management, human resource, and security).
Yvonne De la Rosa
Sally Nagy
David Shickman
David Westphalen
Shell Culp
Michelle Fox
Amber Nottingham
Phyllis Smith
Ryan White
Figure 1. Change Management Team Structure
Sept. 10, 2019 Item #2 Page 46 of 113
Requirements and Certifications
All PCG team members have a Bachelor's degree or higher and possess the required knowledge and
experience needed. Most have ten years' experience in a project management capacity.
The table below highlights key requirements and certifications for the proposed team.
TEAM MEMBER
SALLY NAGY
SHELL CULP
YVONNE DE LA ROSA
DAVID WESTPHALEN
PHYLLIS SMITH
DAVID SHICKMAN
RYAN WHITE
MICHELLE Fox
AMBER NOTTINGHAM
Table 1. Team Certifications and Qualifications
✓
✓ ✓
✓ ✓
✓
✓
✓
✓
✓
LOCAL
Gov
✓
✓
✓
✓
✓
✓
PROSCI
ITIL v3
✓
✓
✓
✓
✓
✓
✓
✓
AGILE
SCRUM
MASTER
✓
✓
✓
Below are staff qualification summaries. Resumes can be found in Appendix I.
Sally Nagy, PMP, Engagement Manager
ECLIPSE ASTQB
IV&V TESTING
✓
✓
Program Management. Sally and a proven record of results applyi ng business insight to the application of
information technology to achieve the organization's goals. She has an extensive background in both public
and private sector executive management, including as CIO for two cities, a county, and a court. Her 30
years of experience includes information technology governance, organizational change management,
business and technology strategic planning, information technology tactical planning, procurement and
contract negotiations, workforce development, organizational and program reviews, quality assurance, and
enterprise technical architecture. She has recently led several enterprise procu rement efforts for local
government clients. She is currently leading a significant Organizational Change Management (OCM) effort
in Los Angeles County.
Operational Management. As Chief Information Officer/IT Director of both public and private sector
organizations, Sally has directed all aspects of information technology including application development,
project management, communications, operations, system architecture, GIS and technical support.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento and El Cajon, though
available on-site as needed.
Sept. 10, 2019 Item #2 Page 47 of 113
Shell Culp, Prosci, Change Manager
Change Management. Shell is a Senior Advisor with PCG where she advises clients on Organizational
Change Management (OCM) readiness assessment, strategy, and implementation. Shell is a Prosci ®
Certified Change Management Professional and uses this and other techniques and tools to build and align
OCM strategies with an organization's objectives across the country.
Portfolio Management. Shell worked as Chief Deputy Director and Interim Director for the California Office
of Systems Integration (OSI) for over 3 years, providing extensive experience managing project portfolios
with values in excess of $5B.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
Yvonne De la Rosa, PMP, Project Manager
Project Management: A certified PMP, Yvonne has 22 years of experience in information technology (IT),
including 12 years of independent verification and validation (IV&V) project management. With an
emphasis in project management, systems integration, and IV&V, Yvonne has provided oversight on both
customized and commercial-off-the-shelf systems as well as legacy conversion projects and phased
implementations. Yvonne's focus is on the IV&V oversight of large State of California engagements that
span multiple projects and agencies. Yvonne's skills include technical leadership, project management,
quality assurance, application testing and training, system requirements analysis and strategic planning.
Yvonne also holds certifications in IT Infrastructure Library Foundation (ITIL-F) and Scrum Master.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
David Westphalen, PMP, Project Manager, Implementation SME
Project Management. A PMI-Certified Project Management Professional (PMP), David leads PCG's
internal training program for PMP certification. In this role, he created the training material for the following
knowledge areas: Project Integration Management, Cost Management, Time Management, and Risk
Management. He has also completed quality reviews of all remaining Project Management Body of
Knowledge (PMBOK) knowledge area training material for PCG. David has project management
experience in all aspects of initiating, planning, executing, controlling, and closing projects. His areas of
expertise include most major structured systems development lifecycle methodologies and project
management standards; development of detailed project plans and schedules; leading teams of IT technical
and business staff; project management assistance such as issue identification and facilitation of decisions
with various stakeholders; change management and communications planning; monitoring and controlling
project progress; program and project planning; resource planning and acquisition; guiding and mentoring
staff; risk and issue management; project initiation and document reviews; and status reporting to all levels.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
Phyllis Smith, Prosci, Change Manager, Procurement Specialist
Phyllis has worked in local government and as a consultant to local government entities for over 35 years.
Change Management. Phyllis is a certified Prosci Change Management Practitioner with significant
experience managing change for large and small projects for local government agencies. Examples of
projects include culture-transforming automation systems, moving a large public-facing operation, and
revamping a records management system.
Local Government. Phyllis has worked in local government for over 40 years and as a consultant to
California trial courts.
Implementation SME. Phyllis has strong business analyst skills. As a trial court department head and as
a consultant to courts in the U.S. and internationally, she analyzed business processes and made concrete
recommendations for improvement. She has recently performed business analysis for local government
Sept. 10, 2019 Item #2 Page 48 of 113
entities in Los Angeles and Sacramento and assisted with the procurement and implementation of new
case management systems.
Procurement Activities. Phyllis has worked on procurements for large and small automation systems for
local government and judicial organizations, including the Hong Kong Judiciary, Hawaii Judiciary,
Sacramento Sheriff and Los Angeles County Public Defender. Activities have included developing
functional and non-functional requirements, doing market research, analyzing alternatives, writing
procurement documents, answering bidder questions, evaluating proposals, and conducting reference
checks.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
David Shickman, Scrum Master, Project Manager
Project Management. David has significant experience in project management, business, and technology
strategic planning; feasibility studies; business process re-engineering; organizational change
management; requirements definition; system and vendor selection studies/ procurements; contract
negotiations; performance measurement; project charters and governance; project implementation; and
project oversight.
Local Government. In the early days of his career, David worked with several California municipalities to
develop citywide information technology (IT) strategic plans, leading to procurements and implementations
for new integrated citywide accounting/financial, human resources, general business and public safety
(computer aided dispatch and records management-CAD/RMS) solutions.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
Ryan C. White, Prosci, Change Manager
Change Management. Ryan is a certified Prosci Change Management Practitioner with 11 years'
experience managing change for large and small projects for local government agencies. Ryan has
extensive communication experience with local and state government, regularly reaching out to internal
and external stakeholders. He develops winning communications strategies to ensure that all affected
stakeholders are prepared for the coming changes.
Office of Record: Albany, NY I Work would be Performed: Primarily in El Cajon, though available on-site
as needed.
Michelle Fox, Prosci, Change Manager
Change Management. Michelle is a certified Prosci Change Management Practitioner with significant
experience managing change for large and small projects for local government agencies. Michelle has 11
years' experience and is an expert at addressing business needs requirements for complex government
projects, overseeing their efforts to document business processes, and gathering business and technical
requirements to support best practices and agency regulations.
Office of Record: Harrisburg, PA I Work would be Performed: Primarily in El Cajon, though available on-
site as needed.
Amber Nottingham, Prosci, Change Manager
Change Management. Amber is a certified Prosci Change Management Practitioner with 10 years'
experience managing change for state and local government agencies. In addition to her strong Change
Management skills, Amber has created and deployed state-wide training programs, including end-user
training.
Office of Record: Charleston, WV I Work would be Performed: Primarily remote, though available on-
site as needed
Sept. 10, 2019 Item #2 Page 49 of 113
Project Approach
Implementing a new technology system involves several moving parts, and there are no guarantees of
success. While managing the technology may be straightforward, managing the people that are affected
by the project is often less clear and their reticence to adopt the new system quickly impedes realizing the
benefits of the new system as quickly as possible. Managing toward accelerated adoption involves creating
awareness that develops into desire for the new system. Providing the knowledge (training) and ability
(removing roadblocks) that will promote use of the new system, and reinforcing the new way of working
helps people see the what, why, and how a new system is being implemented.
Whether the Organizational Change Management work Carlsbad desires is part of the implementation of a
given system that is managed by a Project Management team (other than PCG) or by PCG itself, we have
the ability to contribute to the success of the project by accelerating adoption and proficiency of the system
across the stakeholders. To do so, we utilize the Prosci® change management methodology using the
ADKAR® (Awareness, Desire, Knowledge, Ability, Reinforcement) model of individual change. The Prosci®
model recognizes that organizations don't change -people do. PCG will provide the tools and guidance to
manage the process of moving the City and its stakeholders from the current state to the future state.
The Prosci® AD KAR® methodology is a sequence of change management steps that build on the previous
step. We organize the work into 3-Phases, with specific task categories in each. The three phases are
Preparation, Managing the Transition, and Reinforcing the new process and system. Throughout the
process, sponsors, leaders, and managers play key roles in communications, coaching, training, and
resistance management. The process can be adapted based in the size and scope of the change
management effort desired by Carlsbad. m ,wm•m o, '"' ""° ,o, '"'"" rn ornmO su,eom NH N•N<•
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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
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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 -
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Closeout
Figure 6. PCG Project Management Methodology
PCG will follow a process that includes Project Initiation, Planning, Execution, Control, and Closeout. PCG's
PMM employs a structured and repeatable process broken into five (5) industry standard process groups
that will not only compliment the goals and objectives of this RFQ, but that interact and overlap iteratively
over the life of the project:
1. Initiation -Begins at project conceptualization and focuses on building the foundation with the City
of Carlsbad and the project. The project governance and Project Charter are reviewed and/or
established and alignment between the City and the PCG Project Team is obtained. A high-level
schedule is created, resource requirements identified and processes for monitoring progress and
resolving issues are established.
2. Planning -Centers on formalizing the project plan, budget and schedule. PCG will work in
coordination with the City to finalize all contract requirements and workload estimates, define risks
and contingencies, establish communication protocols, verify deliverable expectations and
implement management tools.
3. Execution -Occurs throughout the life of the project, beginning with the allocation of human
resources and assignment of work tasks. PCG will again work in coordination with the City to direct
project activities and administer project policy in accordance with the plan. Execution is an iterative
process that often requires re-planning to accommodate unforeseen changes in priority or scope.
4. Control -Occurs throughout the life of the project. The focus here is on tracking progress against
the plan and controlling scope, schedule, budget, and human resource needs. PCG will work in
Sept. 10, 2019 Item #2 Page 59 of 113
coordination with the City of Carlsbad to forecast project needs and execute corrective actions to
overcome project challenges.
5. Closeout -Formalizes acceptance of the project. Lessons learned are documented, transition
activities are completed, and all project artifacts are formally accepted and transitioned to the City
ensuring each work product/deliverable can be found in the project's documentation repository.
Working closely with our clients, PCG's goals have always focused on the success of the client's goals and
objectives. We have always worked hard to ensure a mutual beneficial relationship is established and
maintained throughout our engagement and beyond in order to achieve the desired outcomes despite
possible changes in funding, setbacks, and delays which one or the other is usually challenged.
Additionally, defining and regularly measuring our progress against a set of critical success factors will
guide us to successfully build a partnership, a highly functioning team that will complete what is needed to
deliver a successful project for the City. PCG will not only provide staff who are qualified and experienced
resources; we will:
• Foster a functional relationship approach -PCG treats our clients as partners. We view our
partnership with the City as truly collaborative, where we are both mutually invested in not only the
successful completion of a competitive procurement but also in the successful implementation of a
procured solution that will support the City for years to come.
• Develop and maintain trust -Trust is key to any relationship, and PCG will work with the City to
build and maintain trust. PCG will demonstrate confidence through our team members by
continuously following through with the services we provide the City. It is important to PCG that we
not only build trust with the City team but also become a trusted advisor to the City. PCG has
selected staff who are not only experts in their industry but also trusted advisors to their clients.
• Demonstrate follow through -PCG believes that follow through is a critical success factor to
fostering a functional relationship. PCG encourages its staff to be in close contact with clients and
to demonstrate their ability to deliver on our commitments.
• Provide continuity of staff -PCG strives to maintain staff continuity. Consistent, long-term
staffing of PCG resources will help to ensure success of relationship management.
Project Management Tools
PCG proposes using the following software tools in managing project activities and producing deliverables:
• Microsoft Office Suite: MS Office will be used to develop contract deliverables. If necessary, PCG
can save documents to earlier MS Office versions.
• Microsoft Project: MS Project will be used to develop and maintain the Project Schedule. Below
is a sample Change Management Project Plan.
Sept. 10, 2019 Item #2 Page 60 of 113
Figure 7. Representative Change Management Project Plan
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Sept. 10, 2019 Item #2 Page 61 of 113
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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