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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. \ b, N/4'{! rtLriL\¢--, ~RBARA ENGLESON, City Clerk ,,,1111111111111,,,,, (SEAL) ~,"'o''~~ CAJi/~ ~~ .. ··•···."~~ it::/~· ~ ·\,,\ ~Oi I ;:,:_.1f0§ \ \~~ w/ J ~ \.~~ .. · ~ ~ ,...... ' .--·~ ~ ~ '-~1.· .......... •·~,'r-~ ~❖,,,,, IFO~ ,,,# '"111111111111111\\~ Sept. 10, 2019 Item #2 Page 35 of 113 MASTER AGREEMENT FOR INFORMATION TECHNOLOGY CHANGE MANAGEMENT SERVICES PUBLIC CONSULTING GROUP, INC ,~ THIS AGREEMENT is made and entered into as of the i ,kb day of _.....:;,o..__.9-:=,µ,,,,,.,....,___:---' 201.9_, by and between the CITY OF CARLSBAD, a municipal corporati , hereinafter referred to as "City", and Public Consulting Group, Inc a corporation, hereinafter referred to as "Contractor." RECITALS A. City requires the professional services of an information technology consulting firm that is experienced in information technology change management. B. The professional services are required on a non-exclusive, project-by-project basis. C. Contractor has the necessary experience in providing professional services and advice related to information technology change management. D. Contractor has submitted a proposal to City and has affirmed its willingness and ability to perform such work. NOW, THEREFORE, in consideration of these recitals and the mutual covenants contained herein, City and Contractor agree as follows: 1. SCOPE OF WORK City retains Contractor to perform, and Contractor agrees to render, those services (the "Services") that are defined in attached Exhibit "A", which is incorporated by this reference in accordance with this Agreement's terms and conditions. To the extent any of the terms in any exhibit to this Agreement conflict, in whole or part, with the terms of this Agreement, the terms of this Agreement shall prevail. Contractor's obligations with respect to any project granted to Contractor under this Agreement will be as specified in the Task Description for the project (see paragraph 5 below). 2. STANDARD OF PERFORMANCE While performing the Services, Contractor will exercise the reasonable professional care and skill customarily exercised by reputable members of Contractor's profession practicing in the Metropolitan Southern California Area, and will use reasonable diligence and best judgment while exercising its professional skill and expertise. 3. TERM • The term of this Agreement will be effective for a period of three (3) years from the date first above, ' written. The City Manager may amend the Agreement to extend it for two (2) additjorial one (1) year periods or parts thereof. Extensions will be based upon a satisfactory review of Contractor's performance, City needs, and appropriation of funds by the City CouncilftThe parties will prepare a written amendment indicating the effective date and length of the extended Agreement. ·. 4. PROGRESS AND COMPLETION _ The work for any project granted to Contractor pursuant to this Agreement will begin within ten (10) days after receipt of notification to proceed by City and be completed within the time specified in the Task Description for the project (see paragraph 5 below). Extensions of time fc;,r a specific City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 36 of 113 Task Description may be granted if requested by Contractor and agreed to in writing by the City Manager or the Division Director as authorized by the City Manager ("Director''). The City Manager or Director will give allowance for documented and substantiated unforeseeable and unavoidable delays not caused by a lack of foresight on the part of Contractor, or delays caused by City inaction or other agencies' lack of timely action. In no event shall a specific Task Description exceed the term of this Agreement. 5. COMPENSATION The cumulative total for all projects allowed pursuant to this Agreement will not exceed three hundred thousand dollars ($300,000) per Agreement year. If the City elects to extend the Agreement, the amount shall not exceed three hundred thousand dollars ($300,000) per Agreement year. The total amount of the Agreement shall not exceed nine hundred thousand dollars ($900,000) for the initial three year term. Fees will be paid on a project-by-project basis and will be based on Contractor's Schedule of Rates specified in Exhibit "A". Prior to initiation of any project work by Contractor, City shall prepare a Project Task Description and Fee Allotment (the "Task Description") which, upon signature by Contractor and for City, the City Manager or Director, will be considered a part of this Agreement. The Task Description will include a detailed scope of services for the particular project being considered and a statement of Contractor's fee to complete the project in accordance with the specified scope of services. The Task Description will also include a description of the method of payment and will be based upon an hourly rate, percentage of project complete, completion of specific project tasks or a combination thereof. 6. STATUS OF CONTRACTOR Contractor will perform the Services in Contractor's own way as an independent contractor and in pursuit of Contractor's independent calling, and not as an employee of City. Contractor will be under control of City only as to the result to be accomplished, but will consult with City as necessary. The persons used by Contractor to provide services under this Agreement will not be considered employees of City for any purposes. The payment made to Contractor pursuant to the Agreement will be the full and complete compensation to which Contractor is entitled. City will not make any federal or state tax withholdings on behalf of Contractor or its agents, employees or subcontractors. City will not be required to pay any workers' compensation insurance or unemployment contributions on behalf of Contractor or its employees or subcontractors. Contractor agrees to indemnify City within thirty (30) days for any tax, retirement contribution, social security, overtime payment, unemployment payment or workers' compensation payment which City may be required to make on behalf of Contractor or any agent, employee, or subcontractor of Contractor for work done under this Agreement. At the City's election, City may deduct the indemnification amount from any balance owing to Contractor. 7. SUBCONTRACTING Contractor will not subcontract any portion of the Services without prior written approval of City. If Contractor subcontracts any of the Services, Contractor will be fully responsible to City for the acts and omissions of Contractor's subcontractor and of the persons either directly or indirectly employed by the subcontractor, as Contractor is for the acts and omissions of persons directly employed by Contractor. Nothing contained in this Agreement will create any contractual relationship between any subcontractor of Contractor and City. Contractor will be responsible for payment of subcontractors. Contractor will bind every subcontractor and every subcontractor of a subcontractor by the terms of this Agreement applicable to Contractor's work unless specifically noted to the contrary in the subcontract and approved in writing by City. 2 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 37 of 113 8. OTHER CONTRACTORS The City reserves the right to employ other Contractors in connection with the Services. 9. INDEMNIFICATION Contractor agrees to indemnify and hold harmless the City and its officers, officials, employees and volunteers from and against all claims, damages, losses and expenses including attorneys fees arising out of the performance of the work described herein caused by any willful misconduct or negligent act or omission of the Contractor, any subcontractor, anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable. The parties expressly agree that any payment, attorney's fee, costs or expense City incurs or makes to or on behalf of an injured employee under the City's self-administered workers' compensation is included as a loss, expense or cost for the purposes of this section, and that this section will survive the expiration or early termination of this Agreement. 10. INSURANCE Contractor will obtain and maintain for the duration of the Agreement and any and all amendments, insurance against claims for injuries to persons or damage to property which may arise out of or in connection with performance of the services by Contractor or Contractor's agents, representatives, employees or subcontractors. The insurance will be obtained from an insurance carrier admitted and authorized to do business in the State of California. The insurance carrier is required to have a current Best's Key Rating of not less than "A-:VII"; OR with a surplus line insurer on the State of California's List of Approved Surplus Line Insurers (LASLI) with a rating in the latest Best's Key Rating Guide of at least "AX"; OR an alien non-admitted insurer listed by the National Association of Insurance Commissioners (NAIC) latest quarterly listings report. 10.1 Coverages and Limits. Contractor will maintain the types of coverages and minimum limits indicated below, unless Risk Manager or City Manager approves a lower amount. These minimum amounts of coverage will not constitute any limitations or cap on Contractor's indemnification obligations under this Agreement. City, its officers, agents and employees make no representation that the limits of the insurance specified to be carried by Contractor pursuant to this Agreement are adequate to protect Contractor. If Contractor believes that any required insurance coverage is inadequate, Contractor will obtain such additional insurance coverage, as Contractor deems adequate, at Contractor's sole expense. The full limits available to the named insured shall also be available and applicable to the City as an additional insured. 10.1.1 Commercial General Liability (CGL) Insurance. Insurance written on an "occurrence" basis, including personal & advertising injury, with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this projecUlocation or the general aggregate limit shall be twice the required occurrence limit. 10.1.2 Automobile Liability. (if the use of an automobile is involved for Contractor's work for City). $2,000,000 combined single-limit per accident for bodily injury and property damage. 10.1.3 Workers' Compensation and Employer's Liability. Workers' Compensation limits as required by the California Labor Code. Workers' Compensation will not be required if Contractor has no employees and provides, to City's satisfaction, a declaration stating this. 3 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 38 of 113 10.1.4 Professional Liability. Errors and omIssIons liability appropriate to Contractor's profession with limits of not less than $1,000,000 per claim. Coverage must be maintained for a period of five years following the date of completion of the work. 10.2. Additional Provisions. Contractor will ensure that the policies of insurance required under this Agreement contain, or are endorsed to contain, the following provisions: 10.2.1 The City will be named as an additional insured on Commercial General Liability which shall provide primary coverage to the City. 10.2.2 Contractor will obtain occurrence coverage, excluding Professional Liability, which will be written as claims-made coverage. 10.2.3 This insurance will be in force during the life of the Agreement and any extensions of it and will not be canceled without thirty (30) days prior written notice to City sent by certified mail pursuant to the Notice provisions of this Agreement. 10.3 Providing Certificates of Insurance and Endorsements. Prior to City's execution of this Agreement, Contractor will furnish certificates of insurance and endorsements to City. 10.4 Failure to Maintain Coverage. If Contractor fails to maintain any of these insurance coverages, then City will have the option to declare Contractor in breach, or may purchase replacement insurance or pay the premiums that are due on existing policies in order to maintain the required coverages. Contractor is responsible for any payments made by City to obtain or maintain insurance and City may collect these payments from Contractor or deduct the amount paid from any sums due Contractor under this Agreement. 10.5 Submission of Insurance Policies. City reserves the right to require, at anytime, complete and certified copies of any or all required insurance policies and endorsements. 11. BUSINESS LICENSE Contractor will obtain and maintain a City of Carlsbad Business License for the term of the Agreement, as may be amended from time-to-time. 12. ACCOUNTING RECORDS Contractor will maintain complete and accurate records with respect to costs incurred under this Agreement. All records will be clearly identifiable. Contractor will allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of records and any other documents created pursuant to this Agreement. Contractor will allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 13. OWNERSHIP OF DOCUMENTS All work product produced by Contractor or its agents, employees, and subcontractors pursuant to this Agreement is the property of City. In the event this Agreement is terminated, all work product produced by Contractor or its agents, employees and subcontractors pursuant to this Agreement will be delivered at once to City. Contractor will have the right to make one (1) copy of the work product for Contractor's records. 4 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 39 of 113 14. COPYRIGHTS Contractor agrees that all copyrights that arise from the services will be vested in City and Contractor relinquishes all claims to the copyrights in favor of City. 15. NOTICES The name of the persons who are authorized to give written notice or to receive written notice on behalf of City and on behalf of Contractor under this Agreement are: For Cit~f For Contractor: Name Maria Callander Name Sally Nagy Title IT Director Title Engagement Manager Dept Information Technologt Address 621 Capital Mall, Ste. CITY OF CARLSBAD Sacramento, CA 95814 Address 1635 Faraday Ave Phone (916) 565-8090 Carlsbad, CA 92008 Email swangy@pcgus.com Phone 760.602.2454 Each party will notify the other immediately of any changes of address that would require any notice or delivery to be directed to another address. 16. CONFLICT OF INTEREST Contractor shall file a Conflict of Interest Statement with the City Clerk in accordance with the requirements of the City of Carlsbad Conflict of Interest Code. The Contractor shall report investments or interests in all categories. YesD No~ 17. GENERAL COMPLIANCE WITH LAWS Contractor will keep fully informed of federal, state and local laws and ordinances and regulations which in any manner affect those employed by Contractor, or in any way affect the performance of the Services by Contractor. Contractor will at all times observe and comply with these laws, ordinances, and regulations and will be responsible for the compliance of Contractor's services with all applicable laws, ordinances and regulations. Contractor will be aware of the requirements of the Immigration Reform and Control Act of 1986 and will comply with those requirements, including, but not limited to, verifying the eligibility for employment of all agents, employees, subcontractors and consultants whose services are required by this Agreement. 18. DISCRIMINATION AND HARASSMENT PROHIBITED Contractor will comply with all applicable local, state and federal laws and regulations prohibiting discrimination and harassment. 19. DISPUTE RESOLUTION If a dispute should arise regarding the performance of the Services the following procedure will be used to resolve any questions of fact or interpretation not otherwise settled by agreement between the parties. Representatives of Contractor or City will reduce such questions, and their respective views, to writing. A copy of such documented dispute will be forwarded to both parties involved along with recommended methods of resolution, which would be of benefit to both parties. The representative receiving the letter will reply to the letter along with a recommended 5 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 40 of 113 method of resolution within ten ( 10) business days. If the resolution thus obtained is unsatisfactory to the aggrieved party, a letter outlining the disputes will be forwarded to the City Manager. The City Manager will consider the facts and solutions recommended by each party and may then opt to direct a solution to the problem. In such cases, the action of the City Manager will be binding upon the parties involved, although nothing in this procedure will prohibit the parties from seeking remedies available to them at law. 20. TERMINATION In the event of the Contractor's failure to prosecute, deliver, or perform the Services, City may terminate this Agreement for nonperformance by notifying Contractor by certified mail of the termination. If City decides to abandon or indefinitely postpone the work or services contemplated by this Agreement, City may terminate this Agreement upon written notice to Contractor. Upon notification of termination, Contractor has five (5) business days to deliver any documents owned by City and all work in progress to City at the address contained in this Agreement. City will make a determination of fact based upon the work product delivered to City and of the percentage of work that Contractor has performed which is usable and of worth to City in having the Agreement completed. Based upon that finding City will determine the final payment of the Agreement. Either party upon tendering thirty (30) days written notice to the other party may terminate this Agreement. In this event and upon request of City, Contractor will assemble the work product and put it in order for proper filing and closing and deliver it to City. Contractor will be paid for work performed to the termination date; however, the total will not exceed the lump sum fee payable under this Agreement. City will make the final determination as to the portions of tasks completed and the compensation to be made. 21. COVENANTS AGAINST CONTINGENT FEES Contractor warrants that Contractor has not employed or retained any company or person, other than a bona fide employee working for Contractor, to solicit or secure this Agreement, and that Contractor has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift, or any other consideration contingent upon, or resulting from, the award or making of this Agreement. For breach or violation of this warranty, City will have the right to annul this Agreement without liability, or, in its discretion, to deduct from the Agreement price or consideration, or otherwise recover, the full amount of the fee, commission, percentage, brokerage fees, gift, or contingent fee. 22. CLAIMS AND LAWSUITS By signing this Agreement, Contractor agrees that any Agreement claim submitted to City must be asserted as part of the Agreement process as set forth in this Agreement and not in anticipation of litigation or in conjunction with litigation. Contractor acknowledges that if a false claim is submitted to City, it may be considered fraud and Contractor may be subject to criminal prosecution. Contractor acknowledges that California Government Code sections 12650 et seq., the False Claims Act applies to this Agreement and, provides for civil penalties where a person knowingly submits a false claim to a public entity. These provisions include false claims made with deliberate ignorance of the false information or in reckless disregard of the truth or falsity of information. If City seeks to recover penalties pursuant to the False Claims Act, it is entitled to recover its litigation costs, including attorney's fees. Contractor acknowledges that the filing of a false claim may subject Contractor to an administrative debarment proceeding as the result of which Contractor may be prevented to act as a Contractor on any public work or improvement for a period of up to five (5) years. Contractor acknowledges debarment by another jurisdiction is grounds for City to terminate this Agreement. Sept. 10, 2019 Item #2 Page 41 of 113 23. JURISDICTIONS AND VENUE Any action at law or in equity brought by either of the parties for the purpose of enforcing a right or rights provided for by this Agreement will be tried in a court of competent jurisdiction in the County of San Diego, State of California, and the parties waive all provisions of law providing for a change of venue in these proceedings to any other county. 24. SUCCESSORS AND ASSIGNS It is mutually understood and agreed that this Agreement will be binding upon City and Contractor and their respective successors. Neither this Agreement nor any part of it nor any monies due or to become due under it may be assigned by Contractor without the prior consent of City, which shall not be unreasonably withheld. 25. ENTIRE AGREEMENT This Agreement, together with any other written document referred to or contemplated by it, along with the purchase order for this Agreement and its provisions, embody the entire Agreement and understanding between the parties relating to the subject matter of it. In case of conflict, the terms of the Agreement supersede the purchase order. Neither this Agreement nor any of its provisions may be amended, modified, waived or discharged except in a writing signed by both parties. Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill Ill Sept. 10, 2019 Item #2 Page 42 of 113 26. AUTHORITY The individuals executing this Agreement and the instruments referenced in it on behalf of Contractor each represent and warrant that they have the legal power, right and actual authority to bind Contractor to the terms and conditions of this Agre ent. CONTRACTOR By: CITY OF CARLSBAD, a municipal corporati n f the State of California I By: ~- ' City Manager (print naxlitle) ATTEST: By ~t-_ ~ ~ Li1m~n .. .JZ YlLaL,K,) n (sign here)\\ , , JiMBBARA ENGLESON ~ "t'f '\_~ e ~-) '-\.~~~.City Clerk (print name/title) Proper notarial acknowledgment of execution by Contractor must be attached. If a corporation, Agreement must be signed by one corporate officer from each of the following two groups: Group A Chairman, President, or Vice-President Group B Secretary, Assistant Secretary, CFO or Assistant Treasurer Otherwise, the corporation must attach a resolution certified by the secretary or assistant secretary under corporate seal empowering the officer(s) signing to bind the corporation. CITY OF CARLSBAD, a municipal corporation of the State of California APPROVED AS TO FORM: ::LIA A ~r,:arney Assistant City Attorney Sept. 10, 2019 Item #2 Page 43 of 113 Commonwealth of Massachusetts County of Suffolk On this 6 day of ~ I-2019, before me Diane E. Casey, the undersigned officer, personally appeared William S. Mosakowski, who acknowledged himself to be the President and CEO of Public Consulting Group, Inc., and that such William S. Mosakowski, being authorized to do so, executed the foregoing instrument for the purposes therein contained. Commonwealth of Massachusetts County of Suffolk ~ DIANE E CASEY @ Notary Public COMMONWEALTH OF MASSACHUSETTS My Commission Expires On Janu~ry 22, 2021 On this .d day of ½:p-\-2019, before me Diane E. Casey, the undersigned officer, personally appeared Stephen S. Skinner, who acknowledged himself to be the Secretary of Public Consulting Group, Inc., and that such Stephen P. Skinner, being authorized to do so, executed the foregoing instrument for the purposes therein contained. DIANE E CASEY @~ Notary Public COMMONWEALTH OF MASSACHUSETTS My Commission Expires On January 22, 2021 Sept. 10, 2019 Item #2 Page 44 of 113 EXHIBIT "A" SCOPE OF SERVICES Primary Address of Firm Firm's Legal Name Public Consulting Group, Inc. Firm's Legal Address 621 Capitol Mall, Ste. 1425 Street Address same as above City/State/Zip Sacramento, CA 95814 Telephone Number (916) 565-8090 Email services@pcgus.com Primary address from which City contracted services will be provided Firm's Legal Address 621 Capitol Mall, Ste. 1425 Street Address same as above City/State/Zip Sacramento, CA 95814 Telephone Number (916) 565-8090 Email services@pcgus.com Project Manager responsible for the Consultants Firm's service, delivery, execution and performance Name and Title Sally Nagy Office Phone 621 Capitol Mall, Ste. 1425 Mobile Phone (916) 704-6701 Email swnagy@pcgus.com CA Registration No. n/a (if applicable) Expiration Date n/a (if applicable) Alternate contact for contracted services Name and Title Bret Mohninger Office Phone (916) 565-8090 Mobile Phone n/a Email bmohninger@pcgus.com Sept. 10, 2019 Item #2 Page 45 of 113 1. Project Team and Approach Project Team Experience has shown us that successful projects resu lt from a well-balanced project team with a broad spectrum of capabilities and experience; bringing the right expertise for the task at hand. We are therefore presenting nine resumes, including some without the preferred PMP. These additional individuals not only bring local government experience but also specialized expertise in the areas of Change Management, Procurement, IV&V, and Implementation. The best fit resources for a given project will be assigned based on the project's requirements. The overall team structure is shown below by potential role. Some staff are shown in more than one role which will be determined by the nature of the project. In addition, Subject Matter Experts are available if needed depending on the nature of the project (such as financial management, human resource, and security). Yvonne De la Rosa Sally Nagy David Shickman David Westphalen Shell Culp Michelle Fox Amber Nottingham Phyllis Smith Ryan White Figure 1. Change Management Team Structure Sept. 10, 2019 Item #2 Page 46 of 113 Requirements and Certifications All PCG team members have a Bachelor's degree or higher and possess the required knowledge and experience needed. Most have ten years' experience in a project management capacity. The table below highlights key requirements and certifications for the proposed team. TEAM MEMBER SALLY NAGY SHELL CULP YVONNE DE LA ROSA DAVID WESTPHALEN PHYLLIS SMITH DAVID SHICKMAN RYAN WHITE MICHELLE Fox AMBER NOTTINGHAM Table 1. Team Certifications and Qualifications ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ LOCAL Gov ✓ ✓ ✓ ✓ ✓ ✓ PROSCI ITIL v3 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ AGILE SCRUM MASTER ✓ ✓ ✓ Below are staff qualification summaries. Resumes can be found in Appendix I. Sally Nagy, PMP, Engagement Manager ECLIPSE ASTQB IV&V TESTING ✓ ✓ Program Management. Sally and a proven record of results applyi ng business insight to the application of information technology to achieve the organization's goals. She has an extensive background in both public and private sector executive management, including as CIO for two cities, a county, and a court. Her 30 years of experience includes information technology governance, organizational change management, business and technology strategic planning, information technology tactical planning, procurement and contract negotiations, workforce development, organizational and program reviews, quality assurance, and enterprise technical architecture. She has recently led several enterprise procu rement efforts for local government clients. She is currently leading a significant Organizational Change Management (OCM) effort in Los Angeles County. Operational Management. As Chief Information Officer/IT Director of both public and private sector organizations, Sally has directed all aspects of information technology including application development, project management, communications, operations, system architecture, GIS and technical support. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento and El Cajon, though available on-site as needed. Sept. 10, 2019 Item #2 Page 47 of 113 Shell Culp, Prosci, Change Manager Change Management. Shell is a Senior Advisor with PCG where she advises clients on Organizational Change Management (OCM) readiness assessment, strategy, and implementation. Shell is a Prosci ® Certified Change Management Professional and uses this and other techniques and tools to build and align OCM strategies with an organization's objectives across the country. Portfolio Management. Shell worked as Chief Deputy Director and Interim Director for the California Office of Systems Integration (OSI) for over 3 years, providing extensive experience managing project portfolios with values in excess of $5B. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Yvonne De la Rosa, PMP, Project Manager Project Management: A certified PMP, Yvonne has 22 years of experience in information technology (IT), including 12 years of independent verification and validation (IV&V) project management. With an emphasis in project management, systems integration, and IV&V, Yvonne has provided oversight on both customized and commercial-off-the-shelf systems as well as legacy conversion projects and phased implementations. Yvonne's focus is on the IV&V oversight of large State of California engagements that span multiple projects and agencies. Yvonne's skills include technical leadership, project management, quality assurance, application testing and training, system requirements analysis and strategic planning. Yvonne also holds certifications in IT Infrastructure Library Foundation (ITIL-F) and Scrum Master. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. David Westphalen, PMP, Project Manager, Implementation SME Project Management. A PMI-Certified Project Management Professional (PMP), David leads PCG's internal training program for PMP certification. In this role, he created the training material for the following knowledge areas: Project Integration Management, Cost Management, Time Management, and Risk Management. He has also completed quality reviews of all remaining Project Management Body of Knowledge (PMBOK) knowledge area training material for PCG. David has project management experience in all aspects of initiating, planning, executing, controlling, and closing projects. His areas of expertise include most major structured systems development lifecycle methodologies and project management standards; development of detailed project plans and schedules; leading teams of IT technical and business staff; project management assistance such as issue identification and facilitation of decisions with various stakeholders; change management and communications planning; monitoring and controlling project progress; program and project planning; resource planning and acquisition; guiding and mentoring staff; risk and issue management; project initiation and document reviews; and status reporting to all levels. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Phyllis Smith, Prosci, Change Manager, Procurement Specialist Phyllis has worked in local government and as a consultant to local government entities for over 35 years. Change Management. Phyllis is a certified Prosci Change Management Practitioner with significant experience managing change for large and small projects for local government agencies. Examples of projects include culture-transforming automation systems, moving a large public-facing operation, and revamping a records management system. Local Government. Phyllis has worked in local government for over 40 years and as a consultant to California trial courts. Implementation SME. Phyllis has strong business analyst skills. As a trial court department head and as a consultant to courts in the U.S. and internationally, she analyzed business processes and made concrete recommendations for improvement. She has recently performed business analysis for local government Sept. 10, 2019 Item #2 Page 48 of 113 entities in Los Angeles and Sacramento and assisted with the procurement and implementation of new case management systems. Procurement Activities. Phyllis has worked on procurements for large and small automation systems for local government and judicial organizations, including the Hong Kong Judiciary, Hawaii Judiciary, Sacramento Sheriff and Los Angeles County Public Defender. Activities have included developing functional and non-functional requirements, doing market research, analyzing alternatives, writing procurement documents, answering bidder questions, evaluating proposals, and conducting reference checks. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. David Shickman, Scrum Master, Project Manager Project Management. David has significant experience in project management, business, and technology strategic planning; feasibility studies; business process re-engineering; organizational change management; requirements definition; system and vendor selection studies/ procurements; contract negotiations; performance measurement; project charters and governance; project implementation; and project oversight. Local Government. In the early days of his career, David worked with several California municipalities to develop citywide information technology (IT) strategic plans, leading to procurements and implementations for new integrated citywide accounting/financial, human resources, general business and public safety (computer aided dispatch and records management-CAD/RMS) solutions. Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available on-site as needed. Ryan C. White, Prosci, Change Manager Change Management. Ryan is a certified Prosci Change Management Practitioner with 11 years' experience managing change for large and small projects for local government agencies. Ryan has extensive communication experience with local and state government, regularly reaching out to internal and external stakeholders. He develops winning communications strategies to ensure that all affected stakeholders are prepared for the coming changes. Office of Record: Albany, NY I Work would be Performed: Primarily in El Cajon, though available on-site as needed. Michelle Fox, Prosci, Change Manager Change Management. Michelle is a certified Prosci Change Management Practitioner with significant experience managing change for large and small projects for local government agencies. Michelle has 11 years' experience and is an expert at addressing business needs requirements for complex government projects, overseeing their efforts to document business processes, and gathering business and technical requirements to support best practices and agency regulations. Office of Record: Harrisburg, PA I Work would be Performed: Primarily in El Cajon, though available on- site as needed. Amber Nottingham, Prosci, Change Manager Change Management. Amber is a certified Prosci Change Management Practitioner with 10 years' experience managing change for state and local government agencies. In addition to her strong Change Management skills, Amber has created and deployed state-wide training programs, including end-user training. Office of Record: Charleston, WV I Work would be Performed: Primarily remote, though available on- site as needed Sept. 10, 2019 Item #2 Page 49 of 113 Project Approach Implementing a new technology system involves several moving parts, and there are no guarantees of success. While managing the technology may be straightforward, managing the people that are affected by the project is often less clear and their reticence to adopt the new system quickly impedes realizing the benefits of the new system as quickly as possible. Managing toward accelerated adoption involves creating awareness that develops into desire for the new system. Providing the knowledge (training) and ability (removing roadblocks) that will promote use of the new system, and reinforcing the new way of working helps people see the what, why, and how a new system is being implemented. Whether the Organizational Change Management work Carlsbad desires is part of the implementation of a given system that is managed by a Project Management team (other than PCG) or by PCG itself, we have the ability to contribute to the success of the project by accelerating adoption and proficiency of the system across the stakeholders. To do so, we utilize the Prosci® change management methodology using the ADKAR® (Awareness, Desire, Knowledge, Ability, Reinforcement) model of individual change. The Prosci® model recognizes that organizations don't change -people do. PCG will provide the tools and guidance to manage the process of moving the City and its stakeholders from the current state to the future state. The Prosci® AD KAR® methodology is a sequence of change management steps that build on the previous step. We organize the work into 3-Phases, with specific task categories in each. The three phases are Preparation, Managing the Transition, and Reinforcing the new process and system. Throughout the process, sponsors, leaders, and managers play key roles in communications, coaching, training, and resistance management. The process can be adapted based in the size and scope of the change management effort desired by Carlsbad. m ,wm•m o, '"' ""° ,o, '"'"" rn ornmO su,eom NH N•N<• [3 ,.ow"ooeo, NOW rn '"'""' m . ., .. ~ ,o o••o•mm "'"' • "'"'"'°" rn , ... ,om•••n o ....... , ........ " Figure 2. Prosci's ADKAR® Model Phase I -Preparation The preparation phase includes the tasks associated with scoping, planning, strategy, identifying and assembling resources for managing the transition, identifying and preparing sponsors, and assessing stakeholders. PCG will apply a checklist of activities to understand what efforts may have already been completed prior to starting its work. Sept. 10, 2019 Item #2 Page 50 of 113 Design the change management strategy Working with the Project Management team, PCG will design a change management strategy that is appropriate and effective for the City. Our first task will be to assess the size and nature of the changes associated with a system and processes. Projects that implement new technology systems can be large or small, and the management of the associated people issues with new systems must be tailored to the size of the project. Working with the project management team, PCG will begin by sizing the effort as the first step in developing a high-level change management strategy. We will apply Prosci® assessment tools to determine the characteristics of the project and the organization, readiness of the organization and its stakeholders, and how the organization and employees will be affected. We will determine the size and characteristics of the stakeholder community as well. The characteristics of the project will drive the recommended sponsorship model and guide the overall team structure for accelerating the adoption and proficiency of the new system by all stakeholders. Considerations for this step include determining what is changing from the old system to the new system (policy, process, system, organization, job roles, staffing level, etc.) This sizing exercise will help us understand how much change management support will be required and how to scale the change management approach accordingly. PCG will apply individual and organizational readiness assessment tools as appropriate and summarize the results of these in the Change Management Strategy. It is important to understand how previous change management Change Management Strategy Contents 1. Change Characteristics Assessment results 2. Organizational Attributes Assessment results 3. Proposed change management team 4. Proposed sponsorship model and stakeholder assessments 5. Risk assessment 6. Recommendations 7. Next steps Figure 3. Change Management Strategy Contents efforts have been perceived by the organization and its stakeholders. Past changes may have left a residual effect that could work in favor of the project, or make change management more challenging. Residual effects that would generally work in favor of the project would include: • Past changes were typically successful • Employees and managers on past changes were well-informed, and the change was managed effectively • Executive sponsors were visible and active during the change process • Resistance was confronted head-on and resolved quickly • If necessary, employees or managers that would not change were removed from the organization On the other hand, residual effects that would make the project effort more challenging would include: • Change projects repeatedly failed • Employees and managers were surprised by changes • Executive support for changes was weak and ineffective • Changes could be blocked by employees and managers who resisted the change long enough • Employees or managers could block or sabotage the change without consequences Building upon our extensive history in state and local government systems implementations and conversations with Carlsbad, PCG will produce a strategy document and roadmap that describes the size and scope of the effort and includes the results of readiness assessments that were made. We will also identify the risks that we see as likely, with options for addressing those risks based on the information developed in this activity. We will be focused on accelerating adoption and proficiency of the system, Sept. 10, 2019 Item #2 Page 51 of 113 Assemble the change management team Working with the project management team, our next task will be to identify team resources within Carlsbad who have knowledge of the current processes and are enthusiastic about the new system. This team will help guide the field efforts and will work best if limited to key individuals who possess specific characteristics (below). Following the strategy effort, we will have a better idea of the size of this group and frequency of meetings. We will be mindful of resource constraints and maximize our use of remote meeting technologies as appropriate and effective. Managing the transition from the current state to the new system (with full adoption and proficiency) will require team members who are respected by their peers, stakeholders, and leaders. PCG will help the City define a team that has the following characteristics: • Excellent communication skills -team members should be good listeners, facilitators and able to communicate the reasons and benefits of the new system to all involved. • Program influence -individuals should have credibility with Carlsbad staff and stakeholders (both below and above them in the organization). They should be trusted and have sufficient authority to function as change agents. • Commitment to the new system -an effective team member will believe in the value of the new system and share a vision of the desired future state. • Knowledge of the given programmatic area -team members need an understanding not only of the particular function or area being changed but also of general business principles and conditions. • Interpersonal skills (team player) -team members should be people-oriented and able to work and contribute to success in a team environment. PCG will apply assessment tools to identify any gaps in skills that may need to be filled with training. External stakeholder participation may be critical to a given change management effort. As appropriate for a given change management effort, in addition to internal City staff, we propose the inclusion of some external stakeholders. From our experience, a major consideration for the adoption of an electronic system will be the user's comfort level with technology. We will assess the baseline level of technology proficiency needed for a given solution to use in orienting the development of training materials and to measure performance. Determine the sponsorship model Next, we will develop the sponsorship model -Sponsors are the most powerful proponents of the project - they have committed the organization and its resources toward implementing a new system, and they can help with the adoption as well. As we work to understand how the sponsors view the project, PCG will conduct a structured sponsor interview to find out what is different between today and the future state. The output of this exercise helps us craft the messaging and prepare sponsors for managing the transition. The sponsorship model will include the primary sponsor as well as leaders from within the organization and its stakeholder community. These advocates will form a leadership coalition that will assist Carlsbad with accelerating implementation and proficiency of the new system. While identifying sponsors and leaders for the sponsor coalition, PCG will work with Carlsbad to list all groups that are expected to be impacted by the project. For each group, we will determine who, from the perspective of the employees in this group, is "in charge" of their area. Using the City's formal reporting structure, we will add any senior leaders between these managers and the primary sponsor to form the change management sponsorship coalition. Leaders and managers in the sponsorship coalition will be able to answer critical questions about the project that are used to communicate to employees and stakeholders. Sept. 10, 2019 Item #2 Page 52 of 113 In many organizations, there are middle managers who have a high degree of control over their peers and employees. They are either strong leaders or feared by their employees. These middle managers will play a significant role in the change process, and their roles can be supportive or problematic for the change management team. These options include: • Advocate -will act in favor of the change and help with implementation. • Neutralizer -will neutralize messages from the executive sponsors and change management team. The actual message to their employees is tailored to their own agenda. • Renegade -will be unpredictable, sometimes appearing to support the change and other times undermining the change at key points in the process. • Villain -will deliberately and proactively sabotage the change using their position of power and authority and by using their informal network of communication with peers and executives. Assess Stakeholders PCG will work with Carlsbad to determine the characteristics of the project stakeholders along several dimensions. It is important to assess the culture and value system in the stakeholder community so that we do not jump to conclusions about individual behavior and resistance. We will summarize • • • • • • • • • • Structured Sponsor Interview Why is Carlsbad implementing a given system? What would happen if the new system was not implemented? Who is impacted the most? The least? How will work processes change? How will our customers experience change? How will technology change? How will this change impact Carlsbad's performance? How will the culture and values of the organization change? How long will it take to implement this change? What barriers or obstacles do you Figure 4. Structured Sponsor Interview the characteristics to provide an overview of the stakeholder community value systems and culture and capacity for change, as well as significant characteristics of leaders within the stakeholder community. For all stakeholders, PCG will develop a Functional Impact Document that documents the impacts to all stakeholders. Deliverables and work products for Phase I: • Change Management Strategy Document • Functional Impact Document • Status Reports as agreed • Oral Presentations as needed Phase II -Manage the Transition A significant project typically represents a change in process that the City expects to manage effectively with a structured change management approach. Like most efforts, organizational change management works best when it is planned thoroughly and executed tenaciously. PCG will produce the planning and execution tools that Carlsbad will use to implement the project. Develop Change Management Plans The Master Change Management Plan (MCM) is composed of a collection of plans that stand alone as discrete tools for specific activities associated with guiding Carlsbad and its stakeholders through the transition to a new system. But as a collection, the plans represent a comprehensive and powerful roadmap and toolset for guiding the City's organizational change management. PCG will produce plans that will Sept. 10, 2019 Item #2 Page 53 of 113 include executive summaries, overviews, target audiences, business reasons for each segment, and objective measures for success for each segment. The MCM will include the following discrete plans (descriptions of each plan below): • Communications plan • Sponsor plan and roadmap • Coaching plan • Resistance management plan • Training plan Communications Plan PCG will develop the Communications Plan working with the project team and identified stakeholders. In creating the Communications Plan, it will be key to consider past communications about the project, and whether misinformation has been shared, unnecessary fear or worry has been created, or poor relationships have been fostered with managers and key sponsors. The Communications Plan will identify the audiences, key messages, and timing, and will determine content packaging, delivery method, frequency, and sender, presented in a table similar to the example below. Table 2. Sample Communication Plan M ESSAGE DELIVERY AUDIENCE CONTENT M ECHANISM SENDER FREQUENCY The messages will be organized by their timing in the project, and each phase has specific key messages. The messages are assigned a delivery mechanism and a sender that effectively convey that particular message. The communication activity will occur at a specific date and time to ensure that the right messages are received at the right time in the project. Sponsorship Plan and Roadmap PCG will document the work done in the Preparation phase related to sponsorship in the Sponsor Plan and Roadmap. This deliverable describes and documents the work that was done in the earlier phase, and includes sponsor activities with each audience and the dates/times those activities should take place. As we consider the readiness of sponsors and supervisors to manage the transition to the new system, the Sponsorship Plan and Roadmap is coordinated with the Communications, Coaching, Resistance Management, and Training Plans. Coaching Plan Successful change management relies to a large degree on the ability of those leaders inside Carlsbad and, possibly, outside in the stakeholder community to successfully facilitate the change. Some of these leaders may have been part of successful change management initiatives in the past and may know what Sept. 10, 2019 Item #2 Page 54 of 113 to expect and how to fulfill their roles and responsibilities regarding change management. Others will require training (see training plan below) and knowledge in how to coach employees and stakeholders successfully. We will approach developing the Coaching Plan as a "Train the Trainer" model. The Coaching plan will clearly articulate the supervisory role over the project and will focus on creating awareness about what it means to be an effective coach in a changing environment. The plan will describe the role and expectations for this specific project. With so much of the success of the project dependent on supervisors and managers, it is important to illustrate the importance of supervisors in successful change. Employees trust and look toward supervisors for candid and meaningful information, especially when things around them are changing. The coaching plan will include narrative material on: • How to use ADKAR® with internal City employees and external stakeholders • Group change coaching guidelines • Individual change coaching guidelines and support Resistance Management Plan Recognizing that change is difficult for most people, resistance is expected during the project implementation. PCG will define a plan for managing the resistance at each level in the organization. PCG will provide resistance management techniques to be used during the project and establish general guidelines for managing resistance before resistance is encountered during the project will increase the effectiveness of the overall change management program. The Resistance Management Plan will include the following topics: • What type of resistance is anticipated • How resistance will be identified • Process for resistance management by level -employees, supervisors, mid-level managers, senior managers • Resistance management training by level -targeted audiences for this training, schedule for training Sept. 10, 2019 Item #2 Page 55 of 113 Training Plan and Strategy PCG will apply a training needs assessment tool to understand where gaps in understanding the change management activities occur, and will develop specific training plans to fill those gaps. Training needs assessments will be conducted and plans developed for each audience to include the following: • Personally, dealing with change and transition • Succeeding in a changing environment • Managing resistance (supervisors and sponsors) • Big picture overview of the new environment • Basic or requisite skills/knowledge • Temporary work processes • Handling exceptions • Process skills/knowledge • System skills/knowledge • Technical skills/knowledge • Organizational skills/knowledge • Problem resolution Training Needs Assessment Template I Audioom: E..,.._ M: ..., -DuringclNl,ge ON ing with transition . Process dll'ing trans.ioor. . Hanch,g prooaems and eiceptiOl'":l Change management . Oe,sonall)· d9ng with """90 . Sua:eodi,g ,n a cha19r,g environment Allerdlange !ig picture <M!fYie,, . Wh.at doe'i the new enviro,,ment look lik,7 . What: ts m,· role in the rMM e1vironment? lio,k or ~ui,ite sblls/l<nO'l!ledge i>rocm il<il'5/knowledge 5y,t!fflstifft~• TecMical ,ki!l;/l<nowledge Q,gani-ml<1 knowledge Proble'" resok.tjo,, Figure 5. Training Needs Assessment Template In addition, PCG will determine whether any training programs been initiated or whether any requirements for training already been documented that must be integrated into the Training Plan and Strategy. To provide cohesion with training provided by the project software vendor, the Training Plan and Strategy that PCG will produce includes references to technical training needed. The Training Plan and Strategy chapter will serve as a deliverable document. Implementing the Change Management Plans PCG will provide the steps to be followed in implementing the change management plans. The first step will be to integrate the change management activities and schedule into the ongoing project schedule, based on the scope of the effort developed in Phase I, and should be consistent with the information developed about the organization, stakeholders, sponsors, and employees. The second step is to implement the plans. Each of the plans developed in the Master Change Management Plans will include sequential activities to execute to achieve the plan objectives. PCG will condense these steps in to checklists for implementation. Throughout implementation, the third step is to track progress and follow-up to ensure that the plans are executed and the desired results are achieved. The fourth step is to evaluate results, resolve issues and adjust plans as required. This step involves taking the time at important milestones in the project to re-evaluate the results and adjust as necessary. It is also important to celebrate early successes and plan the transition of the change management activities to operational managers within the organization, which comprises much of Phase Ill Reinforcing Benefits and Successes. Sept. 10, 2019 Item #2 Page 56 of 113 Deliverables and work products for Phase II: • Master Change Management Plan • Schedule of the change management activities • Change management plan implementation checklists • Status reports as agreed • Oral presentations as needed Phase Ill -Reinforce the Benefits and Successes The third phase of the transition to a new system reinforces the benefits and successes, diagnoses gaps and manages resistance, and implements corrective action if needed. PCG will provide mechanisms to collect and analyze feedback, diagnose gaps and manage resistance, and implement corrective action and celebrate successes. PCG will provide survey tools to gather employee feedback to be used in the Phase Ill activities. Research findings show that the top three feedback mechanisms are using surveys, assessments and feedback systems; observing and interacting informally with change recipients; and monitoring engagement through feedback channels and networks. Managers and supervisors are key sources of these types of feedback inside a formal organization. Outside the formal organization, stakeholder leadership will likely serve in this role. Employees discuss the change honestly and openly on a daily basis with their peers and in many cases their supervisors. This candid feedback is helpful in diagnosing gaps and developing approaches to managing resistance. The lessons that emerge from this informal feedback may not be fully disclosed in your organized, formal feedback channels, but will be used to identify root causes of non-compliance and pockets of resistance. Additionally, PCG will provide tools to audit compliance with new processes, systems, and roles. Compliance audit tools will include focus group feedback, observation and system usage reports that will gauge use of the new system. Using data obtained via the tools, Carlsbad will have information to determine root causes of resistance and develop plans to address those root causes. With that knowledge, plans to prepare sponsors and coaches to manage resistance can be augmented. PCG will provide a Corrective Action Plan (CAP) Template that delineates the target of the corrective action, documents the findings from the feedback and compliance audits, and identifies the root cause of resistance. The CAP will also identify a coaching intervention strategy, consequences strategy, and any support or actions needed from stakeholders. Success is contagious! As the City moves through the transition, the teams are encouraged to constantly seek out evidence of progress in the project, such as: • Watch for the achievement of major milestones and identify early successes even if small. • Organize ways to recognize groups and individuals that have achieved success. • Make it public. • Use normal staff meetings or regularly scheduled department meetings as an avenue for recognition of achievement. • Ensure that key stakeholders are aware of these achievements and involve managers in the chain of command to award these recognitions. • Use the communications plan guidelines to develop success celebration communications. Sept. 10, 2019 Item #2 Page 57 of 113 Deliverables and work products for Phase Ill: • Feedback tools • Compliance audit tools • Draft success messaging • Suggestions for mitigating risks • Status reports as agreed • Oral Presentations as needed Listed below are a few of PCG's Change Management engagements, some smaller and some larger than the City may undertake, but all of similar nature to the activities that may be expected by the City in introducing and adapting to organizational change. These were chosen to show the depth and breadth of our experience in providing change management services. 2. Project Description / Scope of Services PCG is a recognized national leader in the delivery of Project Management Services. We are proud of our Business Solutions Center of Excellence (CoE) and Project Management Methodology (PMM) which both bolster the knowledge and support of our consultants in the delivery of successful, time-tested Project Management services. Our consultants are formally trained to support their project management certification efforts as well as mentored by experienced staff based on the Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) and other industry standards and best practices. We have more than 42 PMl- certified Project Management Practitioners within our Technology Services Practice Area alone. PCG's PMM has four (4) basic tenets that we believe are the foundation of any sound project management methodology which we will use to support development of our deliverables to the City. Without these being in place, control methods, procedures, and other project management best practices will not be effective. Our specific objectives include: 1. High-Quality Work -Deliver high quality services and work products that address the business objectives and meet the requirements of the City of Carlsbad 2. On-Time Delivery -Complete deliverables on schedule and within budget 3. Effective Communication -Timely and accurate communication to the City of Carlsbad project participants and stakeholders throughout the entire project 4. Proactive Management -Identify potential problems before they develop and initiate appropriate corrective action The PCG PMM ensures that various review activities are conducted, work teams and deliverables are coordinated, and high-quality work products are delivered to the City. This includes meeting the agreed-to timeline for each deliverable. All the consultants being bid on this opportunity are seasoned project management professionals with many years of experience. Working on many projects and juggling different timelines means knowing how to prioritize. Projects will have different priorities, and tasks within those projects will also have different priorities. PCG staff know how to prioritize and understand what is really important and what may be just a nice to have. As evidenced by staff resumes, our project managers have worked in program management offices (California Employment Development Department, for example) and have served on multiple projects at the same time. Sept. 10, 2019 Item #2 Page 58 of 113 Our approach is built on three principles that serve as its cornerstone and reinforce the notion that projects require a commitment that starts from the very beginning: 1. Understand the Goal -Success begins with an understanding of the City's projects. PCG Project Managers are active listeners, avid consumers of information, and facilitators of structured discussion that results in a common understanding of the project goals by both PCG and City staff. 2. Be Proactive and Stay on Task -PCG maintains progress by planning ahead, communicating actively, being collaborative, leading decisively as well as accepting responsibility for outcomes. 3. Deliver Results -PCG will work collaboratively with the City of Carlsbad to successfully deliver on time, within scope, and on budget while exceeding expectations. PCG Project Management Methodology - --- Understand the goal, Be proactive and stay on task, Dehver Results. t t - +-+ P101ect Closeout Figure 6. PCG Project Management Methodology PCG will follow a process that includes Project Initiation, Planning, Execution, Control, and Closeout. PCG's PMM employs a structured and repeatable process broken into five (5) industry standard process groups that will not only compliment the goals and objectives of this RFQ, but that interact and overlap iteratively over the life of the project: 1. Initiation -Begins at project conceptualization and focuses on building the foundation with the City of Carlsbad and the project. The project governance and Project Charter are reviewed and/or established and alignment between the City and the PCG Project Team is obtained. A high-level schedule is created, resource requirements identified and processes for monitoring progress and resolving issues are established. 2. Planning -Centers on formalizing the project plan, budget and schedule. PCG will work in coordination with the City to finalize all contract requirements and workload estimates, define risks and contingencies, establish communication protocols, verify deliverable expectations and implement management tools. 3. Execution -Occurs throughout the life of the project, beginning with the allocation of human resources and assignment of work tasks. PCG will again work in coordination with the City to direct project activities and administer project policy in accordance with the plan. Execution is an iterative process that often requires re-planning to accommodate unforeseen changes in priority or scope. 4. Control -Occurs throughout the life of the project. The focus here is on tracking progress against the plan and controlling scope, schedule, budget, and human resource needs. PCG will work in Sept. 10, 2019 Item #2 Page 59 of 113 coordination with the City of Carlsbad to forecast project needs and execute corrective actions to overcome project challenges. 5. Closeout -Formalizes acceptance of the project. Lessons learned are documented, transition activities are completed, and all project artifacts are formally accepted and transitioned to the City ensuring each work product/deliverable can be found in the project's documentation repository. Working closely with our clients, PCG's goals have always focused on the success of the client's goals and objectives. We have always worked hard to ensure a mutual beneficial relationship is established and maintained throughout our engagement and beyond in order to achieve the desired outcomes despite possible changes in funding, setbacks, and delays which one or the other is usually challenged. Additionally, defining and regularly measuring our progress against a set of critical success factors will guide us to successfully build a partnership, a highly functioning team that will complete what is needed to deliver a successful project for the City. PCG will not only provide staff who are qualified and experienced resources; we will: • Foster a functional relationship approach -PCG treats our clients as partners. We view our partnership with the City as truly collaborative, where we are both mutually invested in not only the successful completion of a competitive procurement but also in the successful implementation of a procured solution that will support the City for years to come. • Develop and maintain trust -Trust is key to any relationship, and PCG will work with the City to build and maintain trust. PCG will demonstrate confidence through our team members by continuously following through with the services we provide the City. It is important to PCG that we not only build trust with the City team but also become a trusted advisor to the City. PCG has selected staff who are not only experts in their industry but also trusted advisors to their clients. • Demonstrate follow through -PCG believes that follow through is a critical success factor to fostering a functional relationship. PCG encourages its staff to be in close contact with clients and to demonstrate their ability to deliver on our commitments. • Provide continuity of staff -PCG strives to maintain staff continuity. Consistent, long-term staffing of PCG resources will help to ensure success of relationship management. Project Management Tools PCG proposes using the following software tools in managing project activities and producing deliverables: • Microsoft Office Suite: MS Office will be used to develop contract deliverables. If necessary, PCG can save documents to earlier MS Office versions. • Microsoft Project: MS Project will be used to develop and maintain the Project Schedule. Below is a sample Change Management Project Plan. Sept. 10, 2019 Item #2 Page 60 of 113 Figure 7. Representative Change Management Project Plan .., ,. ...,. -. . , u· ... ., • ~ .,,. .,., 1(10 ........ , .... ......,.__a.,,.,. ............ ...., ·-..... ,., .. LI --,_ _,,,,.. -lJ ~ .... ~~ ... _ ·--•Nit ·-.. ~.o. ... ~~,-..... _,,,,.. ·-.. ~.........,,, .......... ·--wi• ·---u --...... .....,..,,, u o..a.....,_,.__. • ...., ·---· ·-u Orilfl,---. ..... o..--·---·-........ 1.. .......... ,,...... .. _ M-.I/U/1.t " _.___ ·-.... 1/1.1111 ·-" ~,,,....... ................ ·-t,,l,:),IVJiJllt ·-IJ ---·-..... , .. ,., ·-II Or-"-~......,_...«., ·-.,.._. VIJ/lt ·-" ...... ,......,... ·-""""'"'' ·-u °""''-____ .._ ·-........... ·-11 ~-0............_.....__ ..... .... "11/lt ·-u Or.ft. .................. 0-.,......,_.. ........ , ... ...... .......... ---,. ~~-..... , ... ,._tnl/11 i ......... .......,..--4~ ..... u-,._"11/U u a..•..,~ .... ,,,,.,.._ .... ·-,._"'"'' --. , o..-.~ .............. ,......, .... ·-... _ --" ~ ............ .....,.__.._ ....................... ....._ , ... ~thm1 i ........ -·-httlH/lt • Sept. 10, 2019 Item #2 Page 61 of 113 ----------- Statement of Cost Services The table below provides the maximum hourly rate for each proposed consultant. We do not anticipate using any subcontractors. Table 3. Staff Hourly Rates M AXIMUM N AME TITLE H OURLY R ATE 1 Sally Nagy Engagement Manager, Project Manager, Procurement $250 Specialist 2 Shell Culp Change Manager $250 3 Yvonne De LaRosa Project Manager, Implementation SME, Procurement $225 Specialist 4 David Westphalen Project Manager, Implementation SME $225 5 Selvi Dorairaj Project Manager, Implementation SME $225 6 Phyllis Smith Change Manager, Implementation SME, Procurement $200 Specialist 7 David Shickman Project Manager $225 8 Ted Marsh Project Manager, Implementation SME $200 9 MarieBeth Adams Implementation SME $200 10 Ryan White Change Manager $200 11 Michelle Fox Change Manager $200 12 Amber Nottingham Change Manager $200 Table 4. Sub-Consultants Hourly Rate Table 5. Expenses Assumptions • To keep rates down, we make good use of tools such as WebEx and Skype to meet regularly and when feasible with our clients without incurring travel costs. Sept. 10, 2019 Item #2 Page 62 of 113