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Agenda 02/27/2018 Item #16A 9
02/27/2018 EXECUTIVE SUMMARY Recommendation to award Bid #17-7187 - “Mapping and Documentation of Core Business Processes” to P&M Holding Group LLP d/b/a Plante & Moran. OBJECTIVE: To complete the mapping of existing core processes in the Growth Management Department (GMD), and to train staff in process mapping techniques and design of process metrics. CONSIDERATIONS: The GMD’s Development Services core business functions encompass those Divisions and sections that directly influence the land development projects in Collier County from concept to occupancy. The GMD’s goal is to establish a business process improvement strategy that can be carried over through all of the Divisions. The existing documented workflows and Standard Operating Procedures (SOPs) to manage these processes are mostly division-specific. A transition from division- driven to functionally driven process mapping and documentation is in progress but process mapping techniques are not widely understood by frontline staff, resulting in delays in improvement projects. Business processes also need to incorporate performance measures relevant to each workflow activity. Staff will receive training to understand and develop actionable metrics that begin at the task level and roll up to administrative strategic planning. Additionally, process mapping will be used as the base line for the Department's development of new work flows, the elimination of nonessential tasks, and for innovative improvements related to next generation technologies. On August 18, 2017, the Procurement Services Division released Request for Proposal 17-7187 to 2,408 vendors for Mapping and Documentation of Core Business Processes. Sixty-three (63) bid packages were downloaded, and six (6) proposals were received on October 4, 2017. The Selection committee convened on November 13, 2017 and made its recommendation to award to P&M Holding Group LLP d/b/a Plante & Moran as the top ranked firm. The below table illustrates the Selection Committee’s ranking. Respondents: Company Name City County State Final Ranking Responsive/Responsible P&M Holding Group LLP dba Plante & Moran Southfield Oakland MI 1 YES/YES Epic Engineering & Consulting Group LLC Winter Springs Seminole FL 2 YES/YES KPMG LLP Atlanta Fulton GA 3 YES/YES K.L. Scott & Associates LLC Atlanta Fulton GA 4 YES/YES Berry Dunn McNeil & Parker LLC Portland Cumberland ME 5 YES/YES ReEngine Consulting LLC Leander Williamson TX 6 YES/YES FISCAL IMPACT: Funds for this project are available within the cost center 113-138900. Total expenditures under this contract are estimated at $332,880. GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this 16.A.9 Packet Pg. 539 02/27/2018 action. LEGAL CONSIDERATIONS: This item is approved as to form and legality, and requires majority vote for Board approval. -SRT RECOMMENDATION: To award Bid #17-7187 - “Mapping and Documentation of Core Business Processes” to P&M Holding Group LLP d/b/a Plante & Moran and authorize the Chairman to sign the attached Agreement. Prepared by: Lázaro Pomier, Sr. Operations Analyst, Operations & Regulatory Management Division ATTACHMENT(S) 1. 17-7187 Solicitation (PDF) 2. 17-7187 Score Sheet (PDF) 3. 17-7187 Final Rank (PDF) 4. 17-7187 NORA (PDF) 5. [Linked] 17-7187 Plante Moran Proposal (PDF) 6. 17-7187 PlanteMoran_Contract_VendSign (PDF) 16.A.9 Packet Pg. 540 02/27/2018 COLLIER COUNTY Board of County Commissioners Item Number: 16.A.9 Doc ID: 4620 Item Summary: Recommendation to award Bid #17-7187 - “Mapping and Documentation of Core Business Processes” to P&M Holding Group LLP d/b/a Plante & Moran. (Fiscal impact is $332,880.) Meeting Date: 02/27/2018 Prepared by: Title: not active in sap – Growth Management Operations & Regulatory Management Name: Lazaro Pomier 01/22/2018 9:45 AM Submitted by: Title: Division Director - Operations Support – Growth Management Operations & Regulatory Management Name: Kenneth Kovensky 01/22/2018 9:45 AM Approved By: Review: Procurement Services Barbara Lance Level 1 Purchasing Gatekeeper Completed 01/23/2018 8:23 AM Growth Management Operations & Regulatory Management Stephanie Amann Additional Reviewer Completed 01/23/2018 5:36 PM Growth Management Department Judy Puig Level 1 Reviewer Completed 01/25/2018 4:03 PM Growth Management Operations & Regulatory Management Kenneth Kovensky Additional Reviewer Completed 01/26/2018 4:35 PM Procurement Services Viviana Giarimoustas Additional Reviewer Completed 01/29/2018 8:11 AM Procurement Services Sandra Herrera Additional Reviewer Completed 01/31/2018 7:10 AM Procurement Services Swainson Hall Additional Reviewer Completed 02/05/2018 4:21 PM Procurement Services Ted Coyman Additional Reviewer Completed 02/06/2018 10:22 AM Growth Management Department Thaddeus Cohen Department Head Review Completed 02/07/2018 4:14 PM Growth Management Department James French Deputy Department Head Review Completed 02/07/2018 6:52 PM County Attorney's Office Scott Teach Level 2 Attorney Review Completed 02/12/2018 9:44 AM Office of Management and Budget Valerie Fleming Level 3 OMB Gatekeeper Review Completed 02/12/2018 10:36 AM Budget and Management Office Mark Isackson Additional Reviewer Completed 02/14/2018 10:35 AM County Attorney's Office Scott Teach Level 3 County Attorney's Office Review Completed 02/16/2018 4:01 PM County Manager's Office Nick Casalanguida Level 4 County Manager Review Completed 02/19/2018 12:30 PM Board of County Commissioners MaryJo Brock Meeting Pending 02/27/2018 9:00 AM 16.A.9 Packet Pg. 541 COLLIER COUNTY BOARD OF COUNTY COMMISSIONERS REQUEST FOR PROPOSAL (RFP) FOR MAPPING AND DOCUMENTATION OF CORE BUSINESS PROCESSES SOLICITATION NO.: 17-7187 VIVIANA GIARIMOUSTAS, PROCUREMENT STRATEGIST PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FLORIDA 34112 TELEPHONE: (239) 252-8375 VivianaGiarimoustas@colliergov.net (Email) This solicitation document is prepared in a Microsoft Word format. Any alterations to this document made by the Vendor may be grounds for rejection of proposal, cancellation of any subsequent award, or any other legal remedies available to the Collier County Government. 16.A.9.a Packet Pg. 542 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 2 TABLE OF CONTENTS ITEM DESCRIPTION ........................................................................................................................................................ 1.0 Introduction 2.0 Background 3.0 Term of Contract 4.0 Request for Proposal (RFP) Process 5.0 Grading Criteria for Development of Shortlist Instruction to Proposers 6.0 Questions 7.0 Pre-Proposal Conference 8.0 Compliance with RFP 9.0 Ambiguity, Conflict, or Other Errors in the RFP 10.0 Proposals, Presentations, and Protest Costs 11.0 Validity of Proposals 12.0 Method of Source Selection 13.0 Evaluation of Proposals 14.0 References 15.0 Reserved Rights 16.0 Collier County Purchase Order Terms and Conditions Additional Terms and Conditions for RFP 17.0 Insurance and Bonding Requirements 18.0 Additional items and/or Service 19.0 County’s Right to Inspect 20.0 Vendor Performance Evaluation 21.0 Additional Terms and Conditions of Contract 22.0 Public Records Compliance 23.0 Work Orders on Fixed Term Contracts 24.0 Payment Method 25.0 Environmental Health and Safety 26.0 Licenses 27.0 Survivability 28.0 Principal/Collusion 29.0 Relation of County 30.0 Termination 31.0 Lobbying 32.0 Certificate of Authority to Conduct Business in the State of Florida (Florida Statute 607.1501) 33.0 Single Proposal 34.0 Protest Procedures 35.0 Public Entity Crime 36.0 Security and Background Checks 37.0 Conflict of Interest 38.0 Prohibition of Gifts to County Employees 39.0 Immigration law Affidavit Certification Attachments Scope of Services Required Forms 16.A.9.a Packet Pg. 543 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 3 FOR QUALIFICATIONS SUBMITTAL REQUEST FOR PROPOSAL (RFP) NUMBER: 17-7187 PROJECT TITLE: MAPPING AND DOCUMENTATION OF CORE BUSINESS PROCESSES PROPOSAL OPENING DAY/DATE/TIME: September 20, 2017 at 10:00 AM PLACE OF PROPOSAL OPENING: PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FL 34112 All bids shall be submitted online via the Collier County Procurement Services Division Online Bidding System: www.colliergov.net/bid 1. INTRODUCTION As requested by the Growth Management Department (hereinafter, the “Division or Department”), the Collier County Board of County Commissioners Procurement Services Division (hereinafter, “County”) has issued this Request for P roposal (hereinafter, “RFP”) with the intent of obtaining proposals from interested and qualified vendors in accordance with the terms, conditions and specifications stated or attached. The vendor, at a minimum, must achieve the requirements of the Specifications or Scope of Work stated. The results of this solicitation may be used by other County departments once awarded according to the Board of County Commissioners Procurement Ordinance. 2. BACKGROUND Collier County is seeking a firm to complete the mapping of Core Business Processes for the Growth Management Department’s Development Services area. The firm will work with Growth Management Department (GMD) staff to complete mapping of our existing processes, and train staff in process mapping techniques and in design of process metrics. Development Services business process improvement strategy is to effectively manage workflows to support dynamic change in the business environment of Collier County. Success will be demonstrated through improvements in the timeliness of permit approv al processes and efficiencies in resource management. 3. TERM OF CONTRACT The contract term, if an award(s) is/are made is intended to be for no more than one (1) year. Surcharges will not be accepted in conjunction with this contract, and such charges should be incorporated into the pricing structure. 4. REQUEST FOR PROPOSAL (RFP) PROCESS 4.1 The Proposers will submit a qualifications proposal which will be scored based on the criteria in Section 5.0 Grading Criteria for Development of Shortlist, which will be the basis for short-listing no less than three (3) firms. The Proposers will need to meet the minimum requirements outlined herein in or der for their proposal to be evaluated and scored by the COUNTY. The COUNTY will then grade and rank to at least the top three short-listed firms and enter into negotiations with the top ranked firm to establish cost for the services needed. With successful negotiations, a contract will be developed with the selected firm, based on the negotiated price and scope of services and submitted for approval by the Board of County Commissioners. 4.2 The COUNTY will use a Selection Committee in the Request for Proposal selection process. 4.3 The intent of the scoring of the qualifications proposal is for respondents to indicate their interest, relevant experience, financial capability, staffing and organizational structure. 4.4 Based upon a review of these qualification proposals, the COUNTY will rank the Proposers based on the discussion and clarifying questions on their approach and related criteria, and then negotiate in good faith an Agreement with the top ranked Proposer. 4.5 If, in the sole judgment of the COUNTY, a contract cannot be successfully negotiated with the top-ranked firm, negotiations with that firm will be formally terminated and negotiations shall begin with the firm ranked second. If a contract cannot be successfully negotiated with the firm ranked second, negotiations with that firm will be formally terminated and negotiations shall begin with the third ranked firm, and so on. The COUNTY reserves the right to negotiate any element of the proposals in the best interest of the COUNTY. 16.A.9.a Packet Pg. 544 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 4 5. GRADING CRITERIA FOR DEVELOPMENT OF SHORTLIST: 5.1 For the development of a shortlist, this evaluation criterion will be utilized by the COUNTY’S Selection Committee to score each proposal. Proposers are encouraged to keep their submittals concise and to include a minimum of marketing materials. Proposals must address the following criteria: Evaluation Criteria Maximum Points 1. Cover Letter / Management Summary 5 Points 2. Certified Minority Business Enterprise 5 Points 3. Methodology and Work Plan 25 Points 4. Cost of Services to the County 15 Points 5. Specific Experience of the Firm Relevant to the Assignment 15 Points 6. Key Professional Staff Qualifications and Competence 25 Points 7. Local Firm Preference 10 Points TOTAL POSSIBLE POINTS 100 Points Tie Breaker: In the event of a tie at final ranking, award shall be made to the proposer with the lower volume of work previously awarded. Volume of work shall be calculated based upon total dollars paid to the proposer in the twenty -four (24) months prior to the RFP submittal deadline. Payment information will be retrieved from the County’s financial system of record. The tie breaking procedure is only applied in the final ranking step of the selection process. In the event a tie still exists, selection will be determined based on random selection by the Procurement Services Director before at least three (3) witnesses. ----------------------------------------------------------------------------------------------------------------------------------------------- Each criterion and methodology for scoring is further described below. EVALUATION CRITERIA NO. 1: COVER LETTER/MANAGEMENT SUMMARY (5 Total Points Available) Provide a cover letter, signed by an authorized officer of the firm, indicating the underlying philosophy of the firm in providing the services stated herein. Include the name(s), telephone number(s) and email(s) of the authorized contact person(s) concerning proposal. Submission of a signed Proposal is Firm's certification that the Firm will accept any awards as a result of this RFP. EVALUATION CRITERIA NO. 2: CERTIFIED MINORITY BUSINESS ENTERPRISE (5 Total Points Available) Submit certification with the Florida Department of Management Service, Office of Supplier Diversity as a Certified Minority Business Enterprise EVALUATION CRITERIA NO. 3: METHODOLOGY AND WORK PLAN (25 Total Points Available/15 Page Limitation) In this tab, include but not limited to: • Detailed technical approach and methodology. In this section, the firms shall highlight their understanding of the objectives of the assignment, the issues and their importance, and the approach they would adopt to address them. They should then outline the methodologies they propose to adopt and show the compatibility of those methodologies with the proposed approach. The firms shall also outline their plans (e.g. with a list of contents) to manage the quality, the risks, the communications, the stakeholders and the changes during the assignment. • Work Plan (including major tasks and sub-tasks) In this section, the firms shall outline the major tasks and sub-tasks involved in the assignment and their content and duration, phasing and interrelations, and milestones (including interim approvals by the Client), as well as delivery dates of the most important outputs (deliverables). The technical approach and methodology and the proposed work plan shall be consistent. A list of the documents, including reports, drawings, and tables to be delivered as the final output, should be included here. • Detailed time line for completion of the project. 16.A.9.a Packet Pg. 545 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 5 In this section, the firms shall present a work baseline schedule (in MS Project 2013 or above) that identifies project deliverables and work breakdown structure (WBS) components and key schedule milestones. The schedule shall present linked activities with planned dates, durations, milestones, and resources allocated to each of the tasks. • Include with the methodology and work plan or as an attachment, a copy of a report as an example of work product. This should be for one of the projects listed as a reference. EVALUATION CRITERIA NO. 4: COST OF SERVICES TO THE COUNTY (15 Total Points Available /5 Page Limitation) In this tab, include but not limited to: • Provide the projected total cost and estimated calendar day duration (including projected hours) for which your firm will provide the work as described in this RFP. • Provide a schedule of values and deliverables. • Provide proposed fee schedule of principals and staff (including sub-contractors). EVALUATION CRITERIA NO. 5: SPECIFIC EXPERIENCE OF THE FIRM RELEVANT TO THE ASSIGNMENT (15 Total Points Available) In this tab, include but not limited to: • In this section, the firms shall outline the proposed structure and composition of their teams. They should list the main activities involved, the key experts’ responsible and proposed technical and support staff. The roles and responsibilities of key experts should be set out in brief job descriptions. • In case of sub-contractors, the firms will indicate how the duties and responsibilities will be shared among its members. Attach bios of any sub-contractors and attach letters of intent from stated sub-contractors must be included with proposal submission. • Attach brief resumes of all proposed project team members who will be involved in the development of the total package of services, as well as the delivery of specific services. • Describe the various team members’ successful experience in working with one another on previous projects. The County requests that the firm submits no fewer than five (5) completed reference forms from clients whose projects are of a similar nature to this solicitation two (2) of which must be government agencies as a part of their proposal. Provide information on the projects completed by the firm that best represent projects of similar size, scope and complexity of this project using form provided in Required Forms Attachment – Form 8. Firms may include two (2) additional pages for each project to illustrate aspects of the completed project that provides the information to assess the experience of the Proposer on relevant project work. EVALUATION CRITERIA NO. 6: KEY PROFESSIONAL STAFF QUALIFICATIONS AND COMPETENCE (25 Total Points Available/12 Page Limitation) In this tab, include but not limited to: Key professional staff refers to the firms’ team members who have management responsibilities or the key qualifications that are required for the assignment. • General qualifications. In this section, the firms shall present the general experience of the candidates (e.g. total duration of professional activity), level of education and training, positions held by the candidate, time spent with the firm as staff, experience in the field of the assignment is to be carried out, and so forth. • Adequacy for the Assignment. This sub-criterion for a key professional staff relates to the education, training, and experience of the candidate in the specific sector, field, subject, and so forth directly relevant to the assignment and the proposed position. • Experience in the Region. This sub-criterion illustrates the candidate’s knowledge of local conditions, including culture, administrative systems, and government organizations, as well as his or her ability to interact in the local setting. EVALUATION CRITERIA NO. 7: LOCAL FIRM PREFERENCE (10 Total Points Available) 16.A.9.a Packet Pg. 546 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 6 Local firm is defined as the firm having a current Business Tax Receipt issued by the Collier County Tax Collector for at least one (1) year prior to proposal submission to do business within Collier County, and that identifies the business with a permanent physical business address located within the limits of Collier County from which the firm’s staff operates and performs business in an area zoned for the conduct of such business. INSTRUCTIONS TO PROPOSERS 6. QUESTIONS 6.1 Direct questions related to this RFP to the Collier County Procurement Services Division Online Bidding System website: www.colliergov.net/bid. 6.2 Proposers must clearly understand that the only official answer or position of the County will be the one stated on the Collier County Procurement Services Division Online Bidding System website. For general questions, please call the referenced Procurement Strategist noted on the cover page. 7. PRE-PROPOSAL CONFERENCE 7.1 The purpose of the pre-proposal conference is to allow an open forum for discussion and questioning with County staff regarding the RFP with all prospective vendors having an equal opportunity to hear and participate. Oral questions will receive oral responses, neither of which will be official, nor become part of the RFP. Only written responses to written questions will be considered official, and will be included as part of the RFP as an addendum. 7.2 All prospective vendors are strongly encouraged to attend, as, this will usually be the only pre-proposal conference for this solicitation. If this pre-proposal conference is denoted as “mandatory”, prospective Vendors must be present in order to submit a proposal response. 8. COMPLIANCE WITH THE RFP Proposals must be in strict compliance with thi s RFP. Failure to comply with all provisions of this solicitation may result in disqualification. 9. AMBIGUITY, CONFLICT, OR OTHER ERRORS IN THE RFP It is the sole responsibility of the vendor if they discovers any ambiguity, conflict, discrepancy, omission or other error in the RFP, to immediately notify the Procurement Professional, noted herein, of such error in writing and request modification or clarification of the document prior to submitting the proposal. The Procurement Professional will make modifications by issuing a written revision and will give written notice to all parties who have received this R FP from the Procurement Services Division. 10. PROPOSALS, PRESENTATIONS, AND PROTEST COSTS The County will not be liable in any way for any costs incurred by any Vendor in the preparation of its proposal in response to this RFP, nor for the presentation of its proposal and/or participation in any discussions, negotiations, or, if applicable, any protest procedures. 11. VALIDITY OF PROPOSALS No proposal can be withdrawn after it is opened unless the vendor makes their request in writing to the County. All proposals shall be valid for a period of one hundred eighty (180) days from the submission date to accommodate evaluation and selection process. 12. METHOD OF SOURCE SELECTION If the County receives proposals from less than three (3) firms, the Procurement Director shall review all the facts and determine if it is in the best interest of the County to solicit additional proposals or request that the Selection Committee rank order the received proposals. 13. EVALUATION OF PROPOSALS 13.1 The County’s procedure for selecting is as follows: 13.1.1 The Procurement Services Director shall appoint a selection committee to review all proposals submitted. 13.1.2 The Request for Proposal is issued. 13.1.3 Subsequent to the receipt closing date for the proposals, the Procurement Professional will review the proposals received and verify each proposal to determine if it minimally responds to the requirements of the published RFP. 13.1.4 Selection committee meetings will be open to the public and publicly noticed by the Procurement Services 16.A.9.a Packet Pg. 547 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 7 Division. 13.1.5 In an initial organization meeting, the selection committee members will receive instructions, the submitted proposals, and establish the next selection committee meeting date and time. After the first meeting, the Procurement Professional will publically announce all subsequent committee meeting dates and times. The subsequent meeting dates and times will be publicly posted with at least one (1) day advanced notice. 13.1.6 Selection committee members will independently review and score each proposal based on the evaluation criteria stated in the request for proposal using the Individual Selection Committee Score and Rank Form and prepare comments for discussion at the next meeting. The Individual Selection Committee Score and Rank Form is merely a tool to assist the selection committee member in their review of the proposals. 13.1.7 At the publicly noticed selection committee meeting, the members will present their independent findings / conclusions / comments based on their reading and interpretation of the materials presented to each other, and may ask questions of one another. Time will be allowed for public comment. 13.1.8 Collier County selection committee members may consider all the material submitted by the Proposer and other information Collier County may obtain to determine whether the Proposer is capable of and has a history of successfully completing projects of this type, including, without limitation, additional information Collier County may request, clarification of proposer information, and/or additional credit information. 13.1.9 Once the individual scoring has been completed, the Procurement Professional will read the results publicly. The committee will make a determination if oral presentations are needed and which firms will be invited to give oral presentations by short listing the proposals submitted. The selection committee may ask for additional information, present materials, interview, ask questions, etc. The members may consider any and all information obtained through this method in formulating their final ranking. 13.1.10 The selection committee’s overall rank of firms in order of preference (from highest beginning with a rank of one (1) to the lowest) will be discussed and reviewed by the Procurement Professional. By final consensus, and having used all information presented (proposal, presentation, references, etc.), the selection committee members will create a final ranking and staff will subsequently enter into negotiations. 13.2 The County reserves the right to withdraw this RFP at any time and for any reason, and to issue such clarifications, modifications, addendums, and/or amendments as it may deem appropriate, including, but not limited, to requesting supplemental proposal information. 13.3 Receipt of a proposal by the County offers no rights upon the proposer nor obligates the County in any manner. 13.4 Acceptance of the proposal does not guarantee issuance of any other governmental approvals. 14. REFERENCES The County reserves the right to contact any and all references submitted as a result of this solicitation. 15. RESERVED RIGHTS Collier County reserves the right in any solicitation to accept or reject any or all bids, proposals or offers; to waive mino r irregularities and technicalities; or to request resubmission. Also, Collier County reserves the right to accept all or any p art of any bid, proposal, or offer, and to increase or decrease quantities to meet additional or reduced requirements of Collier County. Notwithstanding any other provisions of this Article, if none or only one responsive and responsible bid or proposal is received following any solicitation, the County Manager, or designee, reserves the right to reject all bids, proposals or offers and t o negotiate with any responsible providers to secure the best terms and conditions in the sole interest of the County unle ss otherwise provided by law. COLLIER COUNTY PURCHASE ORDER TERMS AND CONDITIONS 16. COLLIER COUNTY PURCHASE ORDER TERMS AND CONDITIONS 16.1 Offer 16.1.1 This offer is subject to cancellation by the COUNTY without notice if not accepted by VENDOR within fourteen (14) days of issuance. 16.2 Acceptance and Confirmation 16.2.1 This Purchase Order (including all documents attached to or referenced therein) constitutes the entire agreement between the parties, unless otherwise specifically noted by the COUNTY on the face of th is Purchase Order. Each 16.A.9.a Packet Pg. 548 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 8 delivery of goods and/or services received by the COUNTY from VENDOR shall be deemed to be upon the terms and conditions contained in this Purchase Order. 16.2.2 No additional terms may be added and Purchase Order may not be changed exc ept by written instrument executed by the COUNTY. VENDOR is deemed to be on notice that the COUNTY objects to any additional or different terms and conditions contained in any acknowledgment, invoice or other communication from VENDOR, notwithstanding the COUNTY’S acceptance or payment for any delivery of goods and/or services, or any similar act by VENDOR. 16.3 Inspection 16.3.1 All goods and/or services delivered hereunder shall be received subject to the COUNTY’S inspection and approval and payment therefore shall not constitute acceptance. All payments are subject to adjustment for shortage or rejection. All defective or nonconforming goods will be returned pursuant to VENDOR'S instruction at VENDOR’S expense. 16.3.2 To the extent that a purchase order requires a series of performances by VENDOR, the COUNTY prospectively reserves the right to cancel the entire remainder of the Purchase Order if goods and/or services provided early in the term of the Purchase Order are non conforming or otherwise rejected by the C OUNTY. 16.4 Shipping and Invoices 16.4.1 a) All goods are FOB destination and must be suitably packed and prepared to secure the lowest transportation rates and to comply with all carrier regulations. Risk of loss of any goods sold hereunder shall transfer to t he COUNTY at the time and place of delivery; provided that risk of loss prior to actual receipt of the goods by the COUNTY nonetheless remain with VENDOR. 16.4.2 b) No charges will be paid by the COUNTY for packing, crating or cartage unless otherwise specific ally stated in this Purchase Order. Unless otherwise provided in Purchase Order, no invoices shall be issued nor payments made prior to delivery. Unless freight and other charges are itemized, any discount will be taken on the full amount of invoice. 16.4.3 c) All shipments of goods scheduled on the same day via the same route must be consolidated. Each shipping container must be consecutively numbered and marked to show this Purchase Order number. The container and Purchase Order numbers must be indicated on bill of lading. Packing slips must show Purchase Order number and must be included on each package of less than container load (LCL) shipments and/or with each car load of equipment. The COUNTY reserves the right to refuse or return any shipment or eq uipment at VENDOR’S expense that is not marked with Purchase Order numbers. VENDOR agrees to declare to the carrier the value of any shipment made under this Purchase Order and the full invoice value of such shipment. 16.4.4 d) All invoices must contain the Purchase Order number and any other specific information as identified on the Purchase Order. Discounts of prompt payment will be computed from the date of receipt of goods or from date of receipt of invoices, whichever is later. Payment will be made upo n receipt of a proper invoice and in compliance with Chapter 218, Fla. Stats., otherwise known as the “Local Government Prompt Payment Act,” and, pursuant to the Board of County Commissioners Purchasing Policy. 16.5 Time Is Of the Essence Time for delivery of goods or performance of services under this Purchase Order is of the essence. Failure of VENDOR to meet delivery schedules or deliver within a reasonable time, as interpreted by the COUNTY in its sole judgment, shall entitle the COUNTY to seek all remedies available to it at law or in equity. VENDOR agrees to reimburse the COUNTY for any expenses incurred in enforcing its rights. VENDOR further agrees that undiscovered delivery of nonconforming goods and/or services is not a waiver of the COUNTY’S right to insist upon further compliance with all specifications. 16.6 Changes 16.6.1 The COUNTY may at any time and by written notice make changes to drawings and specifications, shipping instructions, quantities and delivery schedules within the general scope of this Purchase Order. Should any such change increase or decrease the cost of, or the time required for performance of the Purchase Order, an equitable adjustment in the price and/or delivery schedule will be negotiated by the COUNTY and VENDOR. Notwithstanding the foregoing, VENDOR has an affirmative obligation to give notice if the changes will decrease costs. Any claims for adjustment by VENDOR must be made within thirty (30) days from the date the change is ordered or within such additional period of time as may be agreed upon by the parties. 16.7 Warranties 16.7.1 VENDOR expressly warrants that the goods and/or services covered by this Purchase Order will conform to the specifications, drawings, samples or other descriptions furnished or specified by the COUNTY, a nd will be of 16.A.9.a Packet Pg. 549 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 9 satisfactory material and quality production, free from defects and sufficient for the purpose intended. Goods shall be delivered free from any security interest or other lien, encumbrance or claim of any third party. These warranties shall survive inspection, acceptance, passage of title and payment by the COUNTY. 16.8 Statutory Conformity 16.8.1 Goods and services provided pursuant to this Purchase Order, and their production and transportation shall conform to all applicable laws, including but not limited to the Occupational Health and Safety Act, the Federal Transportation Act and the Fair Labor Standards Act, as well as any law or regulation noted on the face of the Purchase Order. 16.9 Advertising 16.9.1 No VENDOR providing goods and services to the COUNTY shall advertise the fact that it has contracted with the COUNTY for goods and/or services, or appropriate or make use of the COUNTY’S name or other identifying marks or property without the prior written consent of the COUNTY’S Purchasing Department. 16.10 Indemnification 16.10.1 VENDOR shall defend, indemnify and hold harmless the COUNTY from any and all claims, including claims of negligence, costs and expenses, including but not limited to attorneys' fees, arising from, caused by or related to the injury or death of any person (including but not limited to employees and agents of VENDOR in the performance of their duties or otherwise), or damage to property (including property of the COUNTY or other persons), which arise out of or are incident to the goods and/or services to be provided hereunder. 16.11 Warranty of Non Infringement 16.11.1 VENDOR represents and warrants that all goods sold or services performed under this Purchase Order are: a) in compliance with applicable laws; b) do not infringe any patent, trademark, copyright or trade secret; and c) do not constitute unfair competition. 16.11.2 VENDOR shall indemnify and hold harmless the COUNTY from and against any and all claims, including claims of negligence, costs and expense, including but not limited to at torneys' fees, which arise from any claim, suit or proceeding alleging that the COUNTY’S use of the goods and/or services provided under this Purchase Order are inconsistent with VENDOR'S representations and warranties in section 11 (a). 16.11.3 If any claim which arises from VENDOR'S breach of section 11 (a) has occurred, or is likely to occur, VENDOR may, at the COUNTY’S option, procure for the COUNTY the right to continue using the goods or services, or replace or modify the goods or services so that they beco me non infringing, (without any material degradation in performance, quality, functionality or additional cost to the COUNTY). 16.12 Insurance Requirements 16.12.1 The VENDOR, at its sole expense, shall provide commercial insurance of such type and with such terms a nd limits as may be reasonably associated with the Purchase Order. Providing and maintaining adequate insurance coverage is a material obligation of the VENDOR. All insurance policies shall be executed through insurers authorized or eligible to write policies in the State of Florida. 16.13 Compliance with Laws 16.13.1 In fulfilling the terms of this Purchase Order, VENDOR agrees that it will comply with all federal, state, and local laws, rules, codes, and ordinances that are applicable to the conduct of its busine ss. By way of non- exhaustive example, this shall include the American with Disabilities Act and all prohibitions against discrimination on the basis of race, religion, sex creed, national origin, handicap, marital status, or veterans’ status. Further, VENDOR acknowledges and without exception or stipulation shall be fully responsible for complying with the provisions of the Immigration Reform and Control Act of 1986 as located at 8 U.S.C. 1324, et seq. and regulations relating thereto, as either may be amended. Failure by the awarded firm(s) to comply with the laws referenced herein shall constitute a breach of the award agreement and the County shall have the discretion to unilaterally terminate said agreement immediately. Any breach of this provision ma y be regarded by the COUNTY as a material and substantial breach of the contract arising from this Purchase Order. 16.14 Force Majeure 16.14.1 Neither the COUNTY nor VENDOR shall be responsible for any delay or failure in performance resulting from any cause beyond their control, including, but without limitation to war, strikes, civil disturbances and acts of nature. When VENDOR has knowledge of any actual or potential force majeure or other conditions which will delay or threatens to delay timely performance of th is Purchase Order, VENDOR shall immediately give notice thereof, including all relevant information with respects to what steps VENDOR is taking to complete delivery of the goods and/or services to the COUNTY. 16.A.9.a Packet Pg. 550 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 10 16.15 Assignment 16.15.1 VENDOR may not assign this Purchase Order, nor any money due or to become due without the prior written consent of the COUNTY. Any assignment made without such consent shall be deemed void. 16.16 Taxes 16.16.1 Goods and services procured subject to this Purchase Order are exempt from Florida sales and use tax on real property, transient rental property rented, tangible personal purchased or rented, or services purchased (Florida Statutes, Chapter 212), and from federal excise tax. 16.17 Annual Appropriations 16.17.1 The COUNTY’S performance and obligation to pay under this Purchase Order shall be contingent upon an annual appropriation of funds. 16.18 Termination 16.18.1 This Purchase Order may be terminated at any time by the COUNTY upon 30 days prior written notice to the VENDOR. This Purchase Order may be terminated immediately by the COUNTY for breach by VENDOR of the terms and conditions of this Purchase Order, provided that COUNTY has provided VENDOR with notice of such breach and VENDOR has failed to cure within 10 days of receipt of such notice. 16.19 General 16.19.1 a) This Purchase Order shall be governed by the laws of the State of Florida. The venue for any action brought to specifically enforce any of the terms and conditions of this Purchase Order shall be the Twentieth Judicial Circuit in and for Collier County, Florida 16.19.2 b) Failure of the COUNTY to act immediately in response to a breach of this Purchase Order by VENDOR shall not constitute a waiver of breach. Waiver of the COUNTY by any default by VENDOR hereunder shall not be deemed a waiver of any subsequent default by VENDOR. 16.19.3 c) All notices under this Purchase Order shall be sent to the respective addresses on the face page by certified mail, return receipt requested, by overnight courier service, or by personal delivery and will be deemed effective upon receipt. Postage, delivery and other charges shall be paid by the sender. A party may change its address for notice by written notice complying with the requirements of this section. 16.19.4 d) The Vendor agrees to reimbursement of any travel expenses that may be associated with this Purchase Order in accordance with Florida Statute Chapter 112.061, Per Diem and Travel Expenses for Public Officers, employees and authorized persons. 16.19.5 e) In the event of any conflict between or among the terms of any Con tract Documents related to this Purchase Order, the terms of the Contract Documents shall take precedence over the terms of the Purchase Order. To the extent any terms and /or conditions of this Purchase Order duplicate or overlap the Terms and Conditions of the Contract Documents, the provisions of the Terms and/or Conditions that are most favorable to the County and/or provide the greatest protection to the County shall govern. ADDITIONAL TERMS AND CONDITIONS FOR RFP 17. INSURANCE AND BONDING REQUIREMENTS 17.1 The Vendor shall at its own expense, carry and maintain insurance coverage from responsible companies duly authorized to do business in the State of Florida as set forth in the Insurance and Bonding attachment of this solicitation. The Vendor shall procure and maintain property insurance upon the entire project, if required, to the full insurable value of the scope of work. 17.2 The County and the Vendor waive against each other and the County’s separate Vendors, Contractors, Design Vendor, Subcontractors agents and employees of each and all of them, all damages covered by property insurance provided herein, except such rights as they may have to the proceeds of such insurance. The Vendor and County shall, where appropriate, require similar waivers of subrogation from the County’s separate Vendors, Design Vendors and Subcontractors and shall require each of them to include similar waivers in their contracts. 17.3 Collier County shall be responsible for purchasing and maintaining, its own liability insurance. 17.4 Certificates issued as a result of the award of this solicitation must identify “For any and all work performed on behalf of Collier County.” 17.5 The General Liability Policy provided by Vendor to meet the requirements of this solicitation shall name Collier County, 16.A.9.a Packet Pg. 551 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 11 Florida, as an additional insured as to the operations of Vendor under this solicitation and shall contain a severability of interests provisions. 17.6 Collier County Board of County Commissioners shall be named as the Certificate Holder. The Certi ficates of Insurance must state the Contract Number, or Project Number, or specific Project description, or must read: For any and all work performed on behalf of Collier County. The "Certificate Holder" should read as follows: Collier County Board of County Commissioners Naples, Florida 17.7 The amounts and types of insurance coverage shall conform to the minimum requirements set forth in Insurance and Bonding attachment, with the use of Insurance Services Office (ISO) forms and endorsements or their equival ents. If Vendor has any self-insured retentions or deductibles under any of the below listed minimum required coverage, Vendor must identify on the Certificate of Insurance the nature and amount of such self - insured retentions or deductibles and provide satisfactory evidence of financial responsibility for such obligations. All self -insured retentions or deductibles will be Vendor’s sole responsibility. 17.8 Coverage(s) shall be maintained without interruption from the date of commencement of the Work unti l the date of completion and acceptance of the scope of work by the County or as specified in this solicitation, whichever is longer. 17.9 The Vendor and/or its insurance carrier shall provide 30 days written notice to the County of policy cancellation or non renewal on the part of the insurance carrier or the Vendor. The Vendor shall also notify the County, in a like manner, within twenty-four (24) hours after receipt, of any notices of expiration, cancellation, non -renewal or material change in coverage or limits received by Vendor from its insurer and nothing contained herein shall relieve Vendor of this requirement to provide notice. In the event of a reduction in the aggregate limit of any policy to be provided by Vendor hereunder, Vendor shall immediately take steps to have the aggregate limit reinstated to the full extent p ermitted under such policy. 17.10 Should at any time the Vendor not maintain the insurance coverage(s) required herein, the County may terminate the Agreement or at its sole discretion shall be authorized to purchase such coverage(s) and charge the Vendor for such coverage(s) purchased. If Vendor fails to reimburse the County for such costs within thirty (30) days after demand, the County has the right to offset these costs from any amount due Vendor under this Agreement or any other agreement between the County and Vendor. The County shall be under no obligation to purchase such insurance, nor shall it be responsible for the coverage(s) purchased or the insurance company or companies used. The decision of the County to purchase such insurance coverage(s) shall in no way be construed to be a waiver of any of its rights under the Contract Documents. 17.11 If the initial or any subsequently issued Certificate of Insurance expires prior to the completion of the scope of work, the Vendor shall furnish to the County renewal or replacement Certificate(s) of Insurance not later than ten (10) calendar days after the expiration date on the certificate. Failure of the Vendor to provide the County with such renewal certificate(s) shall be considered justification for the County to terminate any and all contracts. 18. ADDITIONAL ITEMS AND/OR SERVICES Additional items and / or services may be added to the resultant contract, or purchase order, in compliance with the Procurement Ordinance. 19. COUNTY’S RIGHT TO INSPECT The County or its authorized Agent shall have the right to inspect the Vendor’s facilities/project site during and after each work assignment the Vendor is performing. 20. VENDOR PERFORMANCE EVALUATION The County has implemented a Vendor Performance Evaluation System for all contracts awarded in excess of $25,000. To this end, vendors will be evaluated on their performance upon completion/termination of this Agreement. 21. ADDITIONAL TERMS AND CONDITIONS OF CONTRACT 21.1 The selected Vendor shall be required to sign a standard Collier County contract. 21.2 The resultant contract(s) may include purchase or work orders issued by the County’s project manager . 21.3 The County reserves the right to include in any contract document such terms and conditions, as it deems necessary for the proper protection of the rights of Collier County. A sample copy of this contract is available upon request. The County will not be obligated to sign any contracts, maintenance and/or service agreements or other documents provided by the Vendor. 21.4 The County’s project manager shall coordinate with the Vendor / Contractor the return of any surplus assets, including 16.A.9.a Packet Pg. 552 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 12 materials, supplies, and equipment associated with the scope or work. 22. PUBLIC RECORDS COMPLIANCE 22.1 Florida Public Records Law Chapter 119, including specifically those contractual requirements in 119.0701(2)(a)-(b) as follows: IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR’S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: Communication and Customer Relations Division 3299 Tamiami Trail East Suite 102 Naples, FL 34112-5746 Telephone: (239) 252-8383 The Contractor must specifically comply with the Florida Public Records Law to: Keep and maintain public records required by the public agency to perform the service. Upon request from the public agency’s custodian of public records, provide the public agency with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in this chapter or as otherwise provided by law. Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of the contract term and following completion of the contract if the Contractor does not transfer the records to the public agency. Upon completion of the contract, transfer, at no cost, to the public agency all public records in possession of the Contractor or keep and maintain public records required by the public agency to perform the s ervice. If the Contractor transfers all public records to the public agency upon completion of the contract, the Contractor shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Contractor keeps and maintains public records upon completion of the contract, the Contractor shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the public agency, upon request from the public agency’s custodian of public records, in a format that is compatible with the information technology systems of the public agency. 23. WORK ORDERS ON FIXED TERM CONTRACTS 23.1 The County reserves the right to order such services from selected fi rms as may be required during said period, but does not guarantee any minimum or maximum services to be ordered during the period specified from any given firm. Work Order service assignments shall be at the sole discretion of the County. 23.2 Agreements issued that are determined to be “CONTINUING CONTRACTS” where services will be requested by Work Orders in excess of $200,000 shall be approved by the Board of County Commissioners. 23.3 Should any project that is active on a work order extend past the contract termination date, that work order will be active and extended as necessary until completion of such project. 24. PAYMENT METHOD 24.1 Payments are made in accordance with the Local Government Prompt Payment Act, Chapter 218, Florida Statutes. Vendor’s invoices must include: 24.1.1 Purchase Order Number 24.1.2 Description and quantities of the goods or services provided per instructions on the County’s purchase order or contract. Invoices shall be sent to: Board of County Commissioners Clerk’s Finance Department ATTN: Accounts Payable 3299 Tamiami Trail East, Suite 700 Naples FL 34112 Or 16.A.9.a Packet Pg. 553 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 13 Emailed to: bccapclerk@collierclerk.com 24.2 Payments will be made for articles and/or services furnished, delivered, and accepted, upon receipt and approval of invoices submitted on the date of services or within six (6) months after completion of contract. Any untimely submission of invoices beyond the specified deadline period is subject to non -payment under the legal doctrine of “laches” as untimely submitted. Time shall be deemed of the essence with respect to the timely submission of invoices under this agreement. 24.3 In instances where the successful contractor may owe debts (including, but not limited to taxes or other fees) to Co llier County and the contractor has not satisfied nor made arrangement to satisfy these debts, the County reserves the right to off-set the amount owed to the County by applying the amount owed to the vendor or contractor for services performed of for materials delivered in association with a contract. 24.4 Invoices shall not reflect sales tax. After review and approval, the invoice will be transmitted to the Finance Division for payment. Payment will be made upon receipt of proper invoice and in compliance with Chapter 218 Florida Statutes, otherwise known as the “Local Government Prompt Payment Act.” Collier County reserves the right to withhold and/or reduce an appropriate amount of any payment for work not performed or for unsatisfactory performance of C ontractual requirements. 25. ENVIRONMENTAL HEALTH AND SAFETY 25.1 All Vendors and Sub Vendors performing service for Collier County are required and shall comply with all Occupational Safety and Health Administration (OSHA), State and County Safety and Occupational Health Standards and any other applicable rules and regulations. Vendors and Sub Vendors shall be responsible for the safety of their employees and any unsafe acts or conditions that may cause injury or damage to any persons or property within and ar ound the work site. All firewall penetrations must be protected in order to meet Fire Codes. 25.2 Collier County Government has authorized OSHA representatives to enter any Collier County facility, property and/or right-of-way for the purpose of inspection of any Vendor’s work operations. This provision is non-negotiable by any department and/or Vendor. 25.3 All new electrical installations shall incorporate NFPA 70E Short Circuit Protective Device Coordination and Arc Flash Studies where relevant as determined by the engineer. 25.4 All electrical installations shall be labeled with appropriate NFPA 70E arch flash boundary and PPE Protective labels. 26. LICENSES 26.1 The Vendor is required to possess the correct Business Tax Receipt, professional license, and any other authorizations necessary to carry out and perform the work required by the project pursuant to al l applicable Federal, State and Local Law, Statute, Ordinances, and rules and regulations of any kind. Additionally, copies of the required licenses must be submitted with the proposal response indicating that the entity proposing, as well as the team assi gned to the County account, is properly licensed to perform the activities or work included in the contract documents. Failure on the part of any Vendor to submit the required documentation may be grounds to deem Vendor non-responsive. A Vendor, with an office within Collier County is also required to have an occupational license. 26.2 All State Certified contractors who may need to pull Collier County permits or call in inspections must complete a Collier County Contractor License registration form and submit the required fee. After registering the license/registration will need to be renewed thereafter to remain “active” in Collier County. 26.3 If you have questions regarding professional licenses contact the Contractor Licensing, Community Development an d Environmental Services at (239) 252-2431, 252-2432 or 252-2909. Questions regarding required occupational licenses, please contact the Tax Collector’s Office at (239) 252 -2477. 27. SURVIVABILITY Purchase Orders: The Vendor agrees that any Purchase Order that extends beyond the expiration date of the original Solicitation 17-7187 Mapping and Documentation of Core Business Processes will survive and remain subject to the terms and conditions of that Agreement until the completion or termination of this Purchase Order. 28. PRINCIPAL/COLLUSION By submission of this Proposal the undersigned, as Vendor, does declare that the only person or persons interested in this Proposal as principal or principals is/are named therein and that no person other than therein mentioned has any interest in this Proposal or in the contract to be entered into; that this Proposal is made without connection with any person, company or parties making a Proposal, and that it is in all respects fair and in good faith without collusion or fraud. 29. RELATION OF COUNTY 16.A.9.a Packet Pg. 554 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 14 It is the intent of the parties hereto that the Vendor shall be legally considered an independent Vendor, and that neither the Vendor nor their employees shall, under any circumstances, be considered employees or agents of the County, and that the County shall be at no time legally responsible for any negligence on the part of said Vendor, their employees or agents, resulting in either bodily or personal injury or property damage to any individual, firm, or corporation. 30. TERMINATION Should the Vendor be found to have failed to perform services in a manner satisfactory to the County, the County may terminate this Agreement immediately for cause; further the County may terminate this Agreement for convenience with a thirty (30) day written notice. The County shall be sole judge of non performance. In the event that the award of this solicitation is made by the Procurement Services Directo r, the award and any resultant purchase orders may be terminated at any time by the County upon thirty (30) days written notice to the awarded vendor(s) pursuant to the Board’s Procurement Ordinance. 31. LOBBYING After the issuance of any solicitation, no current or prospective vendor or any person acting on their behalf, shall contact, communicate with or discuss any matter relating to the solicitation with any Collier County employee or elected or appointed official, other than the Procurement Services Dire ctor or his/her designees. This prohibition ends upon execution of the final contract or upon cancellation of the solicitation. Any current or prospective vendor that lobbies any Collier County employe e or elected or appointed official while a solicitation is open or being recommended for award (i) may be deemed ineligible for award of that solicitation by the Procurement Services Director, and (ii) will be subject to Suspension and Debarment outline d in section Twenty-eight of County Ordinance 2017-08. 32. CERTIFICATE OF AUTHORITY TO CONDUCT BUSINESS IN THE STATE OF FLORIDA (Fl Statute 607.1501) In order to be considered for award, firms must be registered with the Florida Department of State Divisions of Corporations in accordance with the requirements of Florida Statute 607.1501 and provide a certificate of authority (www.sunbiz.org/search.html) prior to execution of a contract. A copy of the document may be submitted with the solicitation response and the document number shall be identified. Firms who do not provide the certificate of authority at the time of response shall be required to provide same within five (5) days upon notification of selection for award. If the firm cannot provide the document within the referenced timeframe, the County reserves the right to award to another firm. 33. SINGLE PROPOSAL Each Vendor must submit, with their proposal, the required forms included in this RFP. Only one proposal from a legal entity as a primary will be considered. A legal entity that submits a proposal as a primary or as part of a partnership or joint venture submitting as primary may not then act as a sub-vendor to any other firm submitting under the same RFP. If a legal entity is not submitting as a primary or as part of a partnership or joint venture as a primary, that legal entity may act as a sub-vendor to any other firm or firms submitting under the same RFP. All submittals in violation of this requirement will be deemed non- responsive and rejected from further consideration. 34. PROTEST PROCEDURES 34.1 With respect to a protest of the terms, conditions and specifications contained in a solicitation, including any provisions governing the methods for evaluation of bids, proposals or replies, awarding contracts, reserving rights for further negotiation or modifying or amending any contract, the protesting party shall file a notice of intent to protest within three (3) days, excluding weekends and County holidays, after the first publication, whether by posting or formal advertisement of the solicitation. The formal written protest shall be filed within five (5) days of the date the notice of intent is filed. Formal protests of the terms, conditions and specifications shall contain all of the information required for the Procurement Services Director, to render a decision on the formal protest and determine whether postponement of the bid opening or proposal/response closing time is appropriate. The Procurement Services Director's decision shall be considered final and conclusive unless the protesting party files an appeal of the Procurement Services Director's decision. 34.2 Any actual bidder or respondent to who desires to protest a recommended contract award shall submit a notice of intent to protest to the Procurement Services Director within three (3) calendar days, excluding weekends and County holidays, from the date of the initial posting of the recommended award. 34.3 All formal protests with respect to a recommended contract award shall be submitted in writing to the Procurement Services Director for a decision. Said protests shall be submitted within five (5) calendar days, excluding weekends and County holidays, from the date that the notice of intent to protest is received by the Procurement Services Director, and accompanied by the required fee. 34.4 Complete form and instructions for formal protest are set forth in Section 23 of Collier County Ordinance 2017 -08. The protesting party must have standing as defined by established Florida c ase law to maintain a protest. 16.A.9.a Packet Pg. 555 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 15 35. PUBLIC ENTITY CRIME 35.1 A person or affiliate who has been placed on the convicted Vendor list following a conviction for a public entity crime may not submit a bid, proposal, or reply on a contract to provide any goods or services to a public entity; may not submit a bid, proposal, or reply on a contract with a public entity for the construction or repair of a public building or public work; may not submit bids, proposals, or replies on leases of real property to a public entity; may not be awarded or perform work as a contractor, supplier, subcontractor, or vendor under a contract with any public entity; and may not transact business with any public entity in excess of the threshold amount provided in s. 287.017 for CATEGORY TWO for a period of 36 months following the date of being placed on t he convicted Vendor list. 36. SECURITY AND BACKGROUND CHECKS 36.1 The Contractor is required to comply with County Ordinance 2004 -52, as amended. Background checks are valid for five (5) years and the Contractor shall be responsible for all associated costs. If required, Contractor shall be responsible for the costs of providing background checks by the Collier County Facilities Management Division for all employees that shall provide services to the County under this Agreement. This may include, but not be limi ted to, checking federal, state and local law enforcement records, including a state and FBI fingerprint check, credit reports, education, residence and employment verifications and other related records. Contractor shall be required to maintain records o n each employee and make them available to the County for at least four (4) years. 36.2 All of Contractor’s employees and subcontractors must wear Collier County Government Identification badges at all times while performing services on County facilities and properties. Contractor ID badges are valid for one (1) year from the date of issuance and can be renewed each year at no cost to the Contractor during the time period in which their background check is valid, as discussed below. All technicians shall have on their shirts the name of the contractor’s business. 36.3 The Contractor shall immediately notify the Collier County Facilities Management Division via e -mail (DL- FMOPS@colliergov.net) whenever an employee assigned to Collier County separates from their emp loyment. This notification is critical to ensure the continued security of Collier County facilities and systems. Failure to notify within four (4) hours of separation may result in a deduction of $500 per incident. 36.4 Collier County Sheriff Office requires separate fingerprinting prior to work being performed in any of their locations. This will be coordinated upon award of the contract. If there are additional fees for this process, the vendor is responsible for all costs. 37. CONFLICT OF INTEREST Vendor shall complete the Conflict of Interest Affidavit included as an attachment to this RFP document. Disclosure of any potential or actual conflict of interest is subject to County staff review and does not in and of itself disqualify a firm fr om consideration. These disclosures are intended to identify and or preclude conflict of interest situations during contract selection and execution. 38. PROHIBITION OF GIFTS TO COUNTY EMPLOYEES No organization or individual shall offer or give, either directly or indirectly, any favor, gift, loan, fee, service or othe r item of value to any County employee, as set forth in Chapter 112, Part III, Florida Statutes, the current Collier County Ethics Ordinance and County Administrative Procedure 5311. Violation of this provision may result in one or more of the following consequences: a. Prohibition by the individual, firm, and/or any employee of the firm from contact with County staff for a specified period of time; b. Prohibition by the individual and/or firm from doing business with the County for a specified period of time, including but not limited to: submitting bids, RFP, and/or quotes; and, c. immediate termination of any contract held by the individual and/or firm for cause. 39. IMMIGRATION LAW AFFIDAVIT CERTIFICATION 39.1 Statutes and executive orders require employers to abide by the immigration laws of the United States and to employ only individuals who are eligible to work in the United States. 39.2 The Employment Eligibility Verification System (E -Verify) operated by the Department of Homeland Security (DHS) in partnership with the Social Security Administration (SSA), provides an Internet -based means of verifying employment eligibility of workers in the United States; it is not a substitute for any other employment eligibility verification requirements. The program will be used for Collier County formal Invitations to Bid (ITB) and Request for Proposals (RFP) including Request for Professional Services (RFP) and construction services. 39.3 Exceptions to the program: 39.3.1 Commodity based procurement where no services are provided. 39.3.2 Where the requirement for the affidavit is waived by the Board of County Commissioners 16.A.9.a Packet Pg. 556 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) RFP 17-7187 Mapping & Documentation of Core Business Processes 16 39.4 Vendors / Bidders are required to enroll in the E-Verify program, and provide acceptable evidence of their enrollment, at the time of the submission of the Vendor’s/bidder’s proposal. Acceptable evidence consists of a copy of the properly completed E-Verify Company Profile page or a copy of the fully executed E -Verify Memorandum of Understanding for the company. Vendors are also required to provide the Collier County Procurement Services Division an executed affidavit certifying they shall comply with the E -Verify Program. The affidavit is attached to the solicitation documents. If the Bidder/Vendor does not comply with providing the acceptable E-Verify evidence and the executed affidavit the bidder’s / Vendor’s proposal may be deemed non-responsive. 39.5 Additionally, Vendors shall require all subcontracted Vendors to use the E-Verify system for all purchases not covered under the “Exceptions to the program” clause above. 39.6 For additional information regarding the Employment Eligibility Verification System (E -Verify) program visit the following website: http://www.dhs.gov/E-Verify. It shall be the Vendor’s responsibility to familiarize themselves with all rules and regulations governing this program. 39.7 Vendor acknowledges, and without exception or stipulation, any firm(s) receiving an award shall be fully responsible for complying with the provisions of the Immigration Reform and Control Act of 1986 as located at 8 U.S.C. 1324, et seq. and regulations relating thereto, as either may be amended and with the provis ions contained within this affidavit. Failure by the awarded firm(s) to comply with the laws referenced herein or the provisions of this affidavit shall constitute a breach of the award agreement and the County shall have the discretion to unilaterally terminate said agreement immediately. ****** 16.A.9.a Packet Pg. 557 Attachment: 17-7187 Solicitation (4620 : Mapping and Documentation of Core Business) 16.A.9.bPacket Pg. 558Attachment: 17-7187 Score Sheet (4620 : Mapping and Documentation of Core Business) 16.A.9.bPacket Pg. 559Attachment: 17-7187 Score Sheet (4620 : Mapping and Documentation of Core Business) 16.A.9.bPacket Pg. 560Attachment: 17-7187 Score Sheet (4620 : Mapping and Documentation of Core Business) 16.A.9.bPacket Pg. 561Attachment: 17-7187 Score Sheet (4620 : Mapping and Documentation of Core Business) Selection CommitteeScoring SheetRFP #: 17-7187Title: Mapping and Documentation of Core Business ProcessesName of Firm Martin Kirsten Marlene LazaroTotal Scores RankP & M Holding Group LLP dba Plante & Moran11226.00 1Epic Engineering & Consulting Group LLC52119.00 2KMPG LLP243312.00 3K.L. Scott & Associates LLC335516.00 4Berry Dunn McNeil & Parker LLC654419.00 5ReEngine Consulting LLC466622.00 6Total 21 21 21 21Procurement Professional Viviana GiarimoustasPage 1 of 116.A.9.cPacket Pg. 562Attachment: 17-7187 Final Rank (4620 : Mapping and Documentation of Core Business) 16.A.9.d Packet Pg. 563 Attachment: 17-7187 NORA (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 564Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 565Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 566Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 567Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 568Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 569Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 570Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 571Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 572Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 573Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 574Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 575Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 576Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 577Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 578Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 579Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 580Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 581Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 582Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 583Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 584Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) 16.A.9.fPacket Pg. 585Attachment: 17-7187 PlanteMoran_Contract_VendSign (4620 : Mapping and Documentation of Core Business) Make the mark. Collier County, FL | October 4, 2017 Mapping and Documentation of Core Business Processes Cover Letter/Management Summary October 4, 2017 Ms. Viviana Giarimoustas, Procurement Strategist Procurement Services Division 3295 Tamiami Trail East, Bldg. C-2 Naples, Florida 34112 Dear Viviana: Plante & Moran, PLLC is pleased to provide this Proposal to conduct Process Improvement Management Consulting Services for Collier County’s Growth Management Department (“the County”). Having assisted many other local units of government across Florida and the US, we are confident we will enable the Department to achieve the objectives set forth in the RFP. We are impressed by the County’s FY 2017 Strategic Planning Initiative goals including its Growth Management Strategic Focus Area. The process improvements anticipated through this project reinforce the County’s focus on evaluating business practices to provide quality, value, and transparency to the public. Our approach builds upon the Collier, Inc. foundation and can be adaptive in response to the challenges that the County has faced in terms of growth as well as the recent impact associated with the Hurricane Irma recovery. Plante & Moran’s proposed project team brings extensive practice knowledge and experience gained in working with governmental clients and in government service to conduct business process optimization/mapping, technology assessment, software selection, and process/technology solution implementations. We believe we can offer the County a unique and convincing value proposition to advance the County’s brand to provide best class service delivery to sustain the County’s reputation as a world-renowned destination. To this end, we are pleased to offer the following key differentiators: • Significant experience in conducting process mapping, redesign and technology needs assessments within a Practice dedicated to advancing local government initiatives for over 30 years. We are pleased to represent three projects currently in progress to provide process evaluation specific to community development operations at Sunnyvale, CA, Des Moines, IA, and West Palm Beach, FL. • Experience with Florida cities and counties to whom we have assisted with a variety of services ranging from process improvement, technology assessment, and vendor negotiation assistance. A select list of our Florida clients include: o Broward County o City of North Miami Beach o Miami-Dade County o City of Hollywood o Charlotte County o Village of Wellington • Project professionals who are members of national and local organizations dedicated to improving the operations of local government including GFOA, PTI, ICMA, APWA, AWWA, and GMIS. • Our proposed project professionals received training and certification in a number of disciplines that will add value to the County, including Lean / Six Sigma, Project Management Professional, and Prosci Change Management. MAPPING AND DOCUMENTATION OF CORE BUSINESS PROCESSES • Significant and recent experience in performing operations analysis either as standalone projects or in conjunction with software selection and implementation, including the following clients: o City of Philadelphia, PA o City of Des Moines, IA o City of Detroit, MI o City of Bend, OR o City of Carlsbad, CA o Marin County, CA Our proposed team blends the technology and municipal operations knowledge with seasoned, management consultants to work on this important initiative. We are ready to begin this project immediately, and have no known conflicts of interest. To the best of our knowledge, Plante Moran has not been engaged in litigation against any government clients. Plante & Moran appreciates the County’s attention and consideration of our proposal. We look forward to presenting our team and additional insights in person. We encourage the County’s Selection Committee to contact any of our current or past clients to confirm our commitment to fulfilling our clients’ project goals. We are very excited about the opportunity to partner with Collier County to support its team development through this initiative. Our proposal is valid for ninety (90) days. We acknowledge receipt and review of Addendum 1 dated September 13, 2017 and Addendum 2 dated September 19, 2017. If you have any questions concerning this proposal, please feel free to contact me as your primary point of contact at 248-223-3447 or at Scott.Eiler@plantemoran.com. Sincerely, PLANTE & MORAN, PLLC E. Scott Eiler, Partner Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 4 | Page Table of Contents Cover Letter/Management Summary .....................................................................................2 Certified Minority Business Enterprise ....................................................................................6 Methodology and Work Plan ..................................................................................................7 Statement of Understanding .......................................................................................................................7 Project Work Plan ........................................................................................................................................8 Detailed Project Schedule, Milestones, and Deliverables ................................................................................................. 8 Example Work Product ........................................................................................................................................................... 8 Phase 0: Establish Project Governance and Management Structure ............................................................................. 9 0.1 Conduct Project Initiation ...................................................................................................................................... 9 0.2 Define Project Organizational Structure ............................................................................................................. 9 0.3 Develop Project Charter .........................................................................................................................................10 0.4 Conduct Stakeholder Analysis ..............................................................................................................................10 0.5 Develop and Finalize Detailed Project Schedule and Plan .............................................................................. 11 0.6 Establish Project Collaboration Center ............................................................................................................... 11 0.7 Prepare Weekly Status Log Updates and Project Coordination Management ............................................ 11 0.8 Prepare Monthly Progress Reports ..................................................................................................................... 11 Phase 1: Business Process Discovery, Training, and Mapping ....................................................................................... 12 1.1 Compile and Review Relevant Documentation and Supporting Data ........................................................... 12 1.2 Conduct GMD Management Interviews.............................................................................................................. 12 1.3 Finalize List of Processes and Schedule As-Is Process Mapping Sessions ................................................... 13 1.4 Conduct Project Stakeholder Orientation .......................................................................................................... 13 1.5 Business Process Mapping Training: Building Capacity to Control and Optimize Processes ................. 13 1.6 Business Process Measurement Training: Establishing Capacity for Performance Management ........ 15 1.7 Conduct Process Owner Interviews and Prepare As-Is Process Maps .......................................................... 16 1.8 Assess and Document GMD’s Technical Application and Data Environment ............................................. 18 1.9 Review County’s Documentation of As-Is Processes and Identify Current State Gaps ............................. 18 1.10 Conduct Validation Sessions Featuring Opportunities to Close Current State Gaps ................................. 18 Phase 2: Opportunities and Recommendations ................................................................................................................. 19 2.1 Visioning Session with GMD Leadership Team ................................................................................................ 19 2.2 Present Future State Outcomes Associated with To-Be Process Improvements ...................................... 20 2.3 Identify Relevant Performance Metrics and Benchmarks ............................................................................. 20 Phase 3: Implementation Planning Strategy ..................................................................................................................... 21 3.1 Outline Mitigation Strategies to Overcome Key Implementation Challenges and Obstacles .................. 21 Cost of Services to the County .............................................................................................. 22 Experience of the Firm ......................................................................................................... 26 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 5 | Page Project References ....................................................................................................................................34 Key Professional Staff Qualifications and Competence .......................................................... 39 Industry Commitment with Florida Focus ........................................................................................................................ 39 Development Services Consulting Experience ................................................................................................................. 39 General Qualifications ............................................................................................................................................................ 41 Recent Client Experience Profiles ....................................................................................................................................... 42 Project Team Members With Unique Practice Knowledge Insights ............................................................................. 42 Project Team Member Collaboration Experiences on Similar Engagements ............................................................. 43 Plante Moran Firm Profile ................................................................................................................................................... 44 Government Consulting Services ........................................................................................................................................ 45 Information Technology Consulting Services .................................................................................................................. 45 Project Management Methodology..................................................................................................................................... 46 Firm Competitive Differentiators ....................................................................................................................................... 46 Local Firm Preference ........................................................................................................... 48 Forms 49 Form 2: Vendor check List .........................................................................................................................49 Form 3: Conflict of Interest Affidavit .........................................................................................................50 Form 4: Vendor Declaration Statement ....................................................................................................51 Form 5: Immigration Affidavit Certification ..............................................................................................53 Form 6: Vendor Substitute W – 9 Request for Taxpayer Identification Number and Certification ..........69 Form 7: Insurance and Bonding Requirements .........................................................................................71 Form 8: Reference Questionnaire .............................................................................................................74 Appendices .......................................................................................................................... 75 Exceptions to Terms and Conditions .........................................................................................................75 Process Mapping Sample: Swimlane Diagram .........................................................................................76 Process Mapping Sample: SIPOC Diagram ...............................................................................................77 Process Mapping Sample: Value Stream Mapping ...................................................................................78 Client Feedback .........................................................................................................................................79 You deserve world-class client service. ............................................................................................................................. 79 Customer Service & Client Satisfaction- The Plante Moran Way ..............................................................80 Client Satisfaction and Project Success Commitment ...............................................................................80 Exhibits ................................................................................................................................ 82 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 6 | Page Certified Minority Business Enterprise Plante Moran is not a certified minority business enterprise and is not providing evidence of certification within this proposal. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 7 | Page Methodology and Work Plan Statement of Understanding Collier County has experienced tremendous growth in population, infrastructure, and developments recently. The U.S. Census estimates that the 2016 population of the County is 365,136 – an increase of 13.6 percent from 2010. While this growth has resulted in an increase of $16 billion in taxable value, it has also increased the demands placed on development activities including inspections, zoning, growth management, and land development. The County seeks to address these activity increases in part by streamlining processes and transitioning from division- driven processes to functionally-driven processes. The County has a solid foundation of process improvement and program alignment activities. We reviewed the County’s budget documents and the County Manager’s strategic plan guidebook to understand the strategic goals associated with the Growth Management Department (GMD) and the community expectations as adopted by County Commissioners. We respect these efforts and will tailor our approach to build upon the framework the County established. We envision that our training materials, process mapping activities, and deliverables will be designed to further mature the organization’s capability and expertise to advance the County’s Mission to deliver high-quality and best value public services, programs, and facilities to meet the needs of County residents, visitors, and businesses today and tomorrow. Our vision is that these materials have the look, feel, and language of other Collier County (e.g. Collier County, Inc. related initiatives) materials so that GMD employees recognize the alignment between our work effort and past efforts the County has undertaken. Further, the participation of County Manager staff in our proposed Steering Committee will help ensure this alignment is solidified. We also reviewed the GMD annual report and understand that GMD has undertaken several steps to help address growing demand, including: • Cross-training staff • Evaluating the use of technology, including mobile application utilization and digital plan reviews • Adhering to standard review targets for 5-day, 10-day, and 15-day guaranteed permit reviews • Organizationally, GMD has a dedicated quality assurance team, which is a feature that Plante Moran views as a best practice approach to promoting continuous improvement within the GMD The RFP was written with the key goal of enhancing the capabilities of the department to address the demands that were projected during the summer. Unfortunately, Hurricane Irma struck and caused incredible damage throughout the County. The demands on GMD services will increase dramatically as a result of ongoing recovery activities, which will be the County’s primary focus in the short term. We want County leadership to understand that one of Plante Moran’s core competencies is adaptability: although our proposal is written to the specifications outlined in the Request for Proposal, we will accommodate our work approach, timeline, and deliverables to accommodate the potential changing needs of the County. Our work plan follows the ordering of the outcomes identified in the RFP with one major exception: we propose that the training sessions take place early on in the project. We believe this is necessary to maximize efficiencies throughout our engagement – if GMD employees receive training upfront, we will be able to identify and address key change management issues upfront and ensure smoother activities throughout the engagement. If the County wants this training toward the end of the engagement, we can accommodate that as well. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 8 | Page Project Work Plan Detailed Project Schedule, Milestones, and Deliverables WBS Project Task Description Start Finish 0 Proposed Project Schedule: Collier County, FL - Growth Management Department Process Mapping and Performance Management Mon 1/29/18 Fri 7/27/18 0.0 Phase 0: Establish Project Governance & Management Structure Mon 1/29/18 Fri 7/27/18 0.1 0.1 Conduct Project Initiation Mon 1/29/18 Fri 2/2/18 0.2 0.2 Define Project Governance Structure Mon 1/29/18 Fri 2/9/18 0.3 0.3 Develop Project Charter Mon 2/5/18 Fri 2/16/18 0.4 0.4 Conduct Stakeholder Analysis Mon 2/5/18 Fri 2/16/18 0.5 0.5 Develop and Finalize Detailed Project Schedule and Plan Mon 2/5/18 Fri 2/16/18 0.6 0.6 Establish Project Collaboration Center Mon 1/29/18 Fri 2/9/18 0.7 0.7 Prepare Weekly Status Reports Mon 1/29/18 Fri 7/27/18 0.8 0.8 Prepare Monthly Progress Reports Mon 1/29/18 Fri 7/27/18 1.0 Phase 1: Business Process Discovery, Training, and Mapping Mon 2/19/18 Fri 5/25/18 1.1 1.1 Compile and Review Relevant Documentation and Supporting Data Mon 2/19/18 Fri 3/9/18 1.2 1.2 Conduct GMD Management Interviews Mon 3/5/18 Fri 3/9/18 1.3 1.3 Finalize List of Processes and Schedule As-Is Process Mapping Sessions Mon 3/12/18 Fri 3/16/18 1.4 1.4 Conduct Project Stakeholder Orientation Mon 3/26/18 Fri 3/30/18 1.5 1.5 Business Process Mapping Training Mon 3/26/18 Fri 4/6/18 1.6 1.6 Business Process Measurement Training Mon 4/9/18 Fri 4/20/18 1.7 1.7 Conduct Process Owner Interviews and Prepare As-Is Process Maps Mon 4/9/18 Fri 4/20/18 1.8 1.8 Assess and Document GMD's Technical Application and Data Environment Mon 4/16/18 Fri 4/27/18 1.9 1.9 Review County's Documentation of As-Is Processes and Identify Current State Gaps Mon 4/30/18 Fri 5/11/18 1.10 1.10 Conduct Validation Sessions Featuring Opportunities to Close Current State Gaps Mon 5/14/18 Fri 5/25/18 2.0 Phase 2: Opportunities and Recommendations Mon 6/4/18 Fri 6/29/18 2.1 2.1 Visioning Session with GMD Leadership Team Mon 6/4/18 Fri 6/8/18 2.2 2.2 Present Future State Outcomes Associated with To-Be Process Improvements Mon 6/4/18 Fri 6/15/18 2.3 2.3 Identify Relevant Performance Metrics and Benchmarks Mon 6/4/18 Fri 6/29/18 3.0 Phase 3: Implementation Planning Strategy Mon 7/2/18 Fri 7/27/18 3.1 3.1 Develop Mitigation Strategies to Overcome Implementation Challenges and Obstacles Mon 7/2/18 Fri 7/27/18 All project deliverables are described in the detailed work plan narratives below will be provided to the County by the Finish Date of the given project task identified in the above project schedule. Each deliverable is listed in the Schedule of Project Tasks and Deliverables located in the “Cost of Services to the County” Section. Example Work Product As requested, Plante Moran is submitting a work product example prepared for the City of Des Moines, IA Permitting, Inspection, and Licensing Assessment (Process Mapping), Selection, and Contract Negotiations Services project. The assessment findings and process mapping analysis are consistent with the deliverables outlined in this detailed work plan. Please see Exhibit A: Project Needs Assessment Report and Current State Process Maps (Swimland Cross- Functional) to locate these sample references. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 9 | Page Phase 0: Establish Project Governance and Management Structure Phase Objective and Summary of Activities: The purpose of this phase is to conduct activities that are relevant to managing the project and enhancing its success for the County. The major activities to be performed are as follows: 0.1 Conduct Project Initiation A project initiation meeting will be conducted to introduce the project team, finalize the project scope, deliverables and timetables. These objectives will be accomplished through the development of a project organizational structure, project charter, detailed project plan and regularly scheduled progress meetings. These steps are described below. Deliverable: Update Team Calendars and Secure Project Resource Commitments, Project Kick-Off Meeting 0.2 Define Project Organizational Structure Our approach to each consulting engagement is structured to provide the services and level of professional support required to meet the individual needs of the client. We will work jointly with the County’s Project Management Team to design a process that will meet the overall needs of the County. As standard practice in our engagements, especially those related to technology and process transformation, we have designed a very collaborative approach to ensure a high probability of success. During the early stages of the project we suggest creating a cross-functional group of representatives from essential staff who are accountable for the outcomes represented throughout the process mapping activity. We would coach the County in identifying the appropriate individual participants during the project initiation meeting facilitated by Plante Moran. This Project Steering Committee will be involved in all aspects of the project. Following the initial interviews with all County departments, we will refine the project organizational structure to increase the probability of long-term project success within the County. Deliverable: Project Governance Structure, Project Management Plan (Project Baseline Schedule, Quality Management Strategy, Risk Management Strategy, Change Management Strategy) Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 10 | Page 0.3 Develop Project Charter The project charter will outline the County’s goals and objectives, scope areas, key project milestones, and project roles and responsibilities. It will serve as a declaration of the County’s sponsorship to the project for staff to appreciate their commitment to advancing the project’s goals through their engagement. Additionally, the following considerations will be incorporated into the Charter document: Mission Statement Guiding Principles Project Overview Project Influences Project Objectives Project Scope (including scope exclusions) Business Drivers and Performance Measures Targeted Milestones Critical Success Factors Project Organizational Structure Project Risks Project Authorizations Project Staff Roles and Responsibilities (Project Governance Structure) Project Stakeholder Engagement Strategies (Communication, Reporting, Accountability Management Considerations) The Project Charter will be provided to the County for review and approval prior to significantly commencing project activities. Our approach includes the signature of major stakeholders and project sponsor as an expression of project endorsement along with any County project governance requirements to be fulfilled. Deliverable: Project Charter Document 0.4 Conduct Stakeholder Analysis Given the broad representation of Growth Management Department (GMD) personnel, this phase will involve the development of a stakeholder register. This register will include those having a current and/or future interest in the processes under review in the GMD Divisions of Development Review, Building, Zoning, Code Enforcement, and Operations and Regulatory Maintenance. • Identification Information: The participants name, organizational position, location, role in the project, contact information. • Project Role (examples): Sponsor, executive stakeholder, functional lead, key system end-user, subject matter export to be consistent with roles identified in the Project Charter and Project Roles and Responsibilities. • Assessment of Level of Involvement: Based on expectations, requirements, potential project influence, and phase in the project where they have the greatest interest and potential contribution, determine level of involvement and prepare a resource schedule that is aligned with the project schedule. Once the Stakeholder Register and Resource Schedule is completed, Plante Moran will work with the County’s project sponsor, project manager, and project steering committee to create an interview candidate listing. This list will include the necessary executive level support to ensure the candidates are available, authorized, and committed, to participate throughout the project. These lists will be used to coordinate and schedule interviews for the management level, functional, and cross-functional interviews. Deliverable: Stakeholder Register Document, Stakeholder Engagement Strategy Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 11 | Page 0.5 Develop and Finalize Detailed Project Schedule and Plan We will work with the County to incorporate the following into a detailed Microsoft Project Plan that documents major phases, milestones, and work tasks with their due dates. We will work with the Project Steering Committee during this activity to design a Project Plan for the contracted project phases which is appropriate and meets the County’s overall priorities. Deliverable: Updated and Detailed Project Schedule and Plan, Project Inception Report 0.6 Establish Project Collaboration Center Over the last few years, collaboration environments such as Microsoft SharePoint 365 Online have become increasingly valuable tools in which to centralize project resources for small, mid-size and large-scale projects. These environments can serve a variety of purposes including acting as a repository for documentation developed during the course of a system selection engagement providing complete access to all work papers, supporting documents, and project deliverables to County authorized project team members. Plante Moran will work with the County to assist in establishing a Project Collaboration Center including establishing a file management repository, project log, security/access rights, and content. Deliverable: Project Collaboration Site and Access for Identified County Project Team Members 0.7 Prepare Weekly Status Log Updates and Project Coordination Management Continuous feedback is the key to a successful project. In this way, problems can either be avoided entirely, or addressed early on, to minimize wasted effort and keep the project on schedule. We will schedule regular conference calls with the County to: • Report on the status of the Project Plan and timeline including a description of the activities and accomplishments for the concluding week. • Plans for the upcoming week of activity. • A review of the open issues, opportunities, and risks to the project. • Re-schedule tasks as necessary and update Project Plan • Discuss major open issues and develop strategies to address them. Plante Moran will maintain a project log that will be accessible to the County at any time defining the commitments to be fulfilled and the progress toward accomplishing tasks to prepare each interim and final project deliverable. Deliverable: Project Status Log Updates, Project Resource Commitment Management 0.8 Prepare Monthly Progress Reports Plante Moran will prepare a monthly project status report designed to be used by the project core team and executive leadership team to report on progress achieved the prior month. Deliverable: Monthly Project Status Reports Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 12 | Page Phase 1: Business Process Discovery, Training, and Mapping 1.1 Compile and Review Relevant Documentation and Supporting Data Plante Moran will review any available existing documentation gathered and provided by the County to gain a comprehensive understanding of the County’s permitting and licensing operations and current technologies. Documents to be reviewed include the following: • Mission statements, polices, procedures, and current priorities • Position and job descriptions for project stakeholders • Previous studies that are relevant to the project. • Existing, previously documented, as-is state process workflows. • Existing, previously documented performance measures and key performance indicators • Information regarding integrated technologies including GIS, cashiering systems, core financial systems, online payment gateways, electronic plan submission tools. • Relevant process and function descriptions/handbooks, pre-existing workflow documentation/flowcharts, such as those that the County has already developed • Organizational charts. • Inventory listing of all systems relevant to performing key permitting and licensing business processes. • Listing of ancillary systems supporting the business processes that will be evaluated for potential replacement or interfacing to the new system. • Outstanding enhancement requests on current relevant systems. • Locations of all sites involved in the project, identification of sites, identification of sites to be visited, and schedules of staff for visits, and training resources available. Deliverable: Information Request List, Compilation, Indexed Compilation of References 1.2 Conduct GMD Management Interviews We will meet with County and GMD leadership and division leaders to review the primary organizational, administrative and technology components. Our objectives will detail the project’s scope, how staff at all levels will be involved, and appreciate the significant processes, issues, and improvement opportunities within their respective areas of operation. We will work with the County’s Project Manager to identify the appropriate individuals to interview from each of the five GMD Divisions and other areas deemed appropriate by the County. The management interviews will focus on the business processes defined within the scope of the project and will enable Plante Moran to understand which areas of the County provide inputs and receive outputs relative to these processes. We will address how current technologies are used to support the business processes and areas for Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 13 | Page improvement. In advance of scheduling these interviews, we will distribute and collect a Management Questionnaire to collect written information prior to the interviews. One important work product from this exercise will be agreement of the processes to be reviewed and documented for the project. This inventory will include the “owners” of each process who will serve as the primary contact for Process Interviews – the details of which are identified in Step 1.3 below. Deliverable: Management Pre-Interview Questionnaires, Management Interviews, Preliminary Process Identification by Division, Process Owner Identification for Process Owner Interviews. Two (2) Days of On-Site Management Interviews 1.3 Finalize List of Processes and Schedule As-Is Process Mapping Sessions Develop Tailored Process Interviews According to Activity Lifecycle: Based upon the finalized process list, the County and Plante Moran will jointly identify key subject matter experts and stakeholders responsible for administering components of the in-scope processes. Plante Moran will prepare a listing of processes identified for discovery and mapping for the County’s review. The processes will be associated with the stakeholders directly involved (process owners and end-users). Our team will prepare a matrix representing each of the process owners and the process work streams they are involved with. The matrix will allow us to cross-reference processes by stakeholder and stakeholders by process. Invitations and Outreach: We will request the County to extend invitations to stakeholders once the scheduling time blocks and interview stakeholders are confirmed. We will perform facilitated interviews with all relevant departments and service areas based upon the finalized stakeholder/process management matrix. Deliverable: Finalized Process Inventory, Stakeholder/Process Management Matrix 1.4 Conduct Project Stakeholder Orientation Prior to initiating the process mapping sessions, Plante Moran will provide a series of foundational concepts to educate staff so they appreciate how their participation will achieve the intended project goals. Specifically, they will receive an orientation to the process mapping techniques, framework, and objectives enabling them to own the process definition approach. They will understand how they will be an integral part in recognizing when process change is necessary as County goals, policies, regulations, technology resources, staff expertise, and service expectations evolve over time. Thus, the intent is to ensure they understand what factors contribute to a climate of continuous improvement Deliverable: Project Stakeholder Orientation Sessions, Two (2) Days of Project Onsite Sessions for all Identified Project Stakeholders 1.5 Business Process Mapping Training: Building Capacity to Control and Optimize Processes Plante Moran has provided business mapping standardization and training services to local government clients involving business applications including permitting, inspection, licensing, assessing, payment receipting, human resources, core financials, payroll, and service request/work order management situations. Plante Moran’s team will provide a series of training workshops using a train-the-trainer approach designed to instruct staff on various mapping techniques in a standardized, functionally driven manner that will provide them with the capability to measure and to improve performance at the task level. In addition to teaching various mapping techniques, we will also instruct staff on how to best leverage mapping by combining it with best practices in the areas of waste identification, data collection, process metrics usage, and work instruction/ standard work design. This will make process activities more visible, standardized, and promote uniform application of practices across the GMD. Examples of previous process maps generated for public sector clients will be used to illustrate concepts and reinforce key principles. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 14 | Page Three primary types of process mapping techniques will be introduced and applied in consultation with project leadership to best fulfill the County’s business objectives. Please find examples of each of these diagrams in the appendix of this proposal. • Swimlane: Technique used to detail cross-functional roles and responsibilities • SIPOC High Levels (Suppliers, Inputs, Process, Outputs, Customers): Technique used to detail hand-offs between business units – anyone who receives an output from a process • Value-Stream Mapping: Technique used to measure the capacity and flow of a process to uncover major operational issues and time necessary to get the ultimate benefit to the customer. Our proposed objective for this training will be to build capacity within the County’s GMD so that a core group of employees gain competencies related to process improvement. These competencies include critical thinking/ systems thinking, quantitative analysis, continuous improvement, and evaluation. By introducing the process mapping training activities early in the project, our belief is that core staff will have the opportunity to participate and potentially support subsequent process mapping activities. We view this as a capacity building activity and design it to benefit the County long after the conclusion of our engagement. We propose two identical sessions on concurrent days each of which will accommodate a dozen employees to participate in the training. The following training outcomes will be achieved during the training workshops to be provided. • Review the purpose and benefits of preparing process maps o Provide visibility/ transparency into what is going on in the process o Promote critical thinking and uniform understanding of the various mapping techniques and when to use them o Identify waste or non-value added activities within processes o Understand the capability of processes which may be limiting your ability to achieve performance objectives o Promote ownership and accountability for processes o Improve communication and understanding with internal and external (public) stakeholders o Retain institutional knowledge of past and current practices o Provide educational tools and resources to promote staff development o Provide new staff training development tools to accelerate staff onboarding o Provide a mechanism for continuous improvement by periodically validating and revising process maps as policies, customer needs, and business prioriites change o Create a line of sight for end-to-end process flow from the initial trigger to the point in which the intended output / result is achieved. o Identify and remove barriers to the flow (e.g. excessive waste, non-productive time, sequential/parallel work activities, no priority established, non-documented functions, etc.) o Enable the organization to create and establish measures to control its ability to produce intended results o Establish a basis for configuring tools and technologies designed to automate functions, capture information, process activities, and produce data/information used to trigger activities • Identify key concepts that can be used in combination with mapping to improve performance o Understand variation and data collection techniques o Explore performance and process metrics o Introduce standardized work instructions and standard leader work to promote process improvement Plante Moran will design the curriculum to complement the work the GMD staff perform. We recommend that the County’s Planning and Performance Improvement Office participate both in the development of the materials as Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 15 | Page well as the sessions themselves in order to ensure alignment with the County’s Strategic Excellence Program for Ultimate Performance Team (STEP-UP) and Operations Management Tracking System (Ops-Track) as well as any other centralized County initiatives to improve organizational performance. Deliverables: Two (2) 6-Hour Training Workshops with Exercises for Classes of 12 Staff (24 Staff Total), Training Materials, Group Exercises 1.6 Business Process Measurement Training: Establishing Capacity for Performance Management Plante Moran focuses on providing local government with project management, business analysis, and business process improvement services. Business process and change management services can support the implementation of a new strategic set of goals and objectives. Process change initiatives are critical to transition a new organization, and the people, to a new future state. At the core of this change is the organization’s ability to clearly define, measure and manage its performance to achieve expected outcomes. Our team’s Lean/Six Sigma training professional has worked with many governmental organizations. Plante Moran will use a hybrid approach combining elements of Lean with a Balanced Scorecard Approach to guide its clients to build staff capacity to define, measure, manage, and own their performance outcomes. A series of leadership training workshops using a train-the-trainer approach will be employed. Training Outcomes • Defining the purpose of performance measures and how they are effectively used • Demonstrate alignment between operational measures produced by workgroups and strategic data like effectiveness/ outcome data • Introduce types of indicators and ways they can inform decisions • Distinguish between qualitative data and quantitative data • Discern the difference between “data” and “information” in terms of supporting decisions • Present the concept of the Balanced Scorecard Approach combining financial, customer, regulatory, human capital, operational/program effectiveness • Introduce the concept of governance and how it reinforces the need to establish performance measures objectives • Represent current performance measures in use within the organization and understand the elements of a measure – specifically: o Strategy: What is the measure intended to positively influence o Objective: What specific objective in terms of the organization, Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 16 | Page division, or business unit is the measure designed to advance o Description: Concise and accurate explanation in lay terms o Type: Leading / Lagging o Frequency of use / application o Calculation Formula o Data Source(s) o Data Quality o Data Owner • Introduce the concept and purpose of a key performance measure / indicator used to measure the effectiveness of process changes identified • Present examples of performance measures and dashboard reporting from peer organizations with similar operations in the United States Training Objective: Demonstrate how the organization and department can effectively compare and contrast their processes across the organization, and to evaluate the effectiveness of the process with the goal of ensuring consistent results are achieved. Deliverables: Two, 6-Hour Training Workshops with Exercises for Classes of 12 Staff (24 Staff Total), Training Materials, Group Exercises 1.7 Conduct Process Owner Interviews and Prepare As-Is Process Maps Process Evaluation Mapping and Optimization Opportunity Identification Interviews will be structured to capture interactions between multiple service areas, applicants, and/or divisions for each activity type across its lifecycle. These interviews will identify staff coordination necessary for each stage of the activity lifecycle with special focus on handoffs between service areas to reveal issues, opportunities, and functional requirements. These will be captured on process maps and categorized in an issues and opportunities format. These will the overall licensing, inspections, permitting, and code enforcement business areas. Sample Interview Sessions Organized by Functional Activity (End-to-End Process Lifecycle Approach) • Address Management • Appellant Boards and Commissions • Code Enforcement • Right-of-Way Management • Inspection (Construction & Cyclical) • Mechanical, Electrical, Plumbing Permits • Demolition Permitting • Site Plan Review (Concept/Use/Design) • Building Plan Review (Construction Approval) • Temporary / Special Use Permitting • CDBG and Home Improvement Loan Programs • Storm Water Management Permitting • Soil Erosion and Sedimentation Control • Emergency Management and Preparedness Process Maps: Process maps will be prepared in Microsoft Visio Format for both draft and final approval reviews. The following types of details in addition to other relevant items identified by the County will be captured as part of the discovery. • Purpose, Objective, and Process Description • Process Triggers / Initiators • Key Inputs • Archiving / Retention Requirements • Existing Reporting & Performance Measures • Strengths / Weaknesses • Improvement Options (Opportunities) • Information Systems / Technical Resources Involved • Variance and Exception Management • Staff Involved • Applicants Types Involved • Escalation / Appeal Paths • Third-Party Reviews (e.g. State, Federal, Private Utility) • Sources of Potential Risk • Risk Mitigation Measures / Quality Control Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 17 | Page Discovery of Process Improvement Opportunities: During the cross-functional interviews processes will be mapped and evaluated for each of the work activities identified. This will include a review of current state process maps already prepared by the County. The interviews will be structured to discuss current business workflows and related systems in order to further define the current systems and required system interactions with other County business systems. The business process improvement cues represented below are some of the indicators used to evaluate the future state process improvement opportunities in conjunction with the County’s project team. Deliverables: Interview Questionnaires, Interview Schedules, Project Scope Orientation Briefings to Interviewees, Existing Performance Measures, Identified Gaps Matrix (classifying gaps according to people, process, technology, and data/information management). As-Is Process Maps in MS Visio Format**, Eight (8) On-Site Days Facilitation* *The amount of time for this activity was calculated based upon the number of sections within the GMD per the organizational chart provided. There are an estimated 42 business units spanning the seven sections of the Department our team is prepared to engage in conjuction with the stakeholder identification project task (see Section 0.4 Conduct Stakeholder Analysis). Operations & Regulatory Management Section (7) Operations (8) Development Review (8) Building Plan Review and Inspection (5) Engineering/Architecture (5) Zoning (4) Code Enforcement (5) **Plante Moran will prepare life-cycle process maps for up to 42 lifecycle activity workflows / processes with the intention of capturing complex or unique situations in an effort to promote clearer understanding in terms of business outcomes. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 18 | Page 1.8 Assess and Document GMD’s Technical Application and Data Environment It is uncommon for process modernization projects to exclude a review of technology. We believe that the link between operational improvement and technology should be a strong one so that policy makers have confidence that technology supports the business objectives of the operation. While this evaluation is not specifically identified in the desired Scope of Work, Plante Moran believes that an application assessment will be vital to the success of this project and have included it in our proposed scope. Toward that end, Plante Moran will present a questionnaire to the County to support the documentation of the current technology environment and interfaced systems involved in support of the GMD processes evaluated. The report that will be generated from this activity will help ensure that key information exchanges are taken into account in all process improvement activities. These activities are included in our proposed scope of work. If the County does not wish for them to be included as a part of this engagement, these activities will be removed during contract negotiation. Deliverables: Application Environment Interviews/Questionnaires, Responses, Application Inventory, Existing/Potential System Interfaces with Other Business Systems 1.9 Review County’s Documentation of As-Is Processes and Identify Current State Gaps Plante Moran understands the GMD’s documented workflows and SOP’s are Division specific. The GMD Department expects to transition to a functionally driven model and requires staff to use a standardized, uniform approach across all Divisions. Information developed from the previous activities in this work plan will be compiled into an analysis that compares the County’s existing business process documentation, procedures, and practices against Plante Moran’s evaluation of the as-is business processes and identified gaps. This summary will be incorporated into a Situation Statement incorporating the following: • Identification of issues (gaps) and business process improvement opportunities that are in common to multiple division service areas • Identification of issues and business process improvement opportunities specific to a given division service area or business unit • Categorization of issues involving people, business process, and/or technology related improvements • Documentation of existing performance measures currently in use in addition to potential measures commonly adopted by leading communities in the United States • An evaluation of governance practices used to control and manage current processes with improvement opportunities Deliverables: Situation Statement Assessment: Summary Issues and Opportunities Analysis (Multiple Divisions), Detailed Issues and Opportunities by Specific Division or Business Unit, Governance Improvement Recommendations 1.10 Conduct Validation Sessions Featuring Opportunities to Close Current State Gaps We intend to conduct a series of validation sessions with County stakeholders, to present the situation statement assessment along with areas for improvement. The key goals of these on-site sessions will be to: • Update the issues and opportunities matrix • Updates to as-is process workflows and process narratives • Validate business outcome opportunities and align with best practices applied by other communities • Validate the County’s performance measures currently used and understand how they are applied • Review the County’s current state process maps for completeness and accuracy Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 19 | Page • Initiate the development of a shared vision for the business drivers and best practices applied by other communities to promote adoption of to-be processes As part of the validation session, we will compile best practices of peer public sector organizations to illustrate where resources can be the most effective in supporting the County’s overall goals and business objectives. Deliverables: Cross-Functional Validation Workshops, Updated As-Is Process Maps, Updated Issues and Opportunities Matrix, Updated Improvement Opportunities, and Revisions to Situation Statement Assessment. Five (5) Days of On-Site Validation Workshops. Phase 2: Opportunities and Recommendations 2.1 Visioning Session with GMD Leadership Team Plante Moran understands the GMD’s documented workflows and SOP’s are Division specific. The GMD Department expects to transition to a functionally driven model and requires staff to use a standardized, uniform approach across all Divisions. This model will be built upon a shared framework using common vocabulary, process detail methods, staff roles, and accountability structure (performance measurement techniques). We will conduct a series of visioning sessions with County stakeholders to present preliminary recommendations for “to-be” process improvements. The intended audience for these sessions would involve directors, managers, and supervisors responsible for overseeing the execution of the in-scope processes impacted by the proposed changes. In addition, we anticipate participation from those individuals who have attended the training activities and assisted in the process mapping sessions. The on-site visioning sessions will involve the following activities: • Present “To-Be” process map improvement opportunities and associated narratives justifying how the improvements will support the organization • Discuss opportunities to build consensus on potential process improvement areas including change management practices using a Prosci® based management model • Review the suitability of current performance measures in addition to future considerations • Prepare engagement strategies designed to introduce and reinforce staff understanding of proposed changes and potential impacts • Identify accountability, roles, dependencies, and timeline for introducing potential process improvements • Assessment of staffing needs and impact, including both business (functional) and technical teams o Roles and responsibilities o Staffing expertise o Technical resource management (data, systems, web applications, dashboards) Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 20 | Page • Assessment of technology needs and impacts, including both business (functional) and technical (back- end core IT) considerations • Represent the potential policy, procedural, and governance improvement options to reinforce the organization’s ability to effect changes Deliverables: Change Management Visioning Sessions with GMD Leadership Team, Preliminary “To-Be” Process Maps, “To-Be” Process Narratives, Functional and Business Improvement Assessments for Staffing/Technology. Two (2) Days of On-Site Visioning Facilitation 2.2 Present Future State Outcomes Associated with To-Be Process Improvements Plante Moran will take the GMD Leadership Team’s approved to-be process changes and present them to the stakeholders previously engaged in the as-is discovery and mapping sessions. This activity will focus on organizational learning so it can “take the reins” and appreciate how a shared, process and performance management framework will be used to advance the goals of the organization, department, and division. Plante Moran will represent the process improvements through a series of workshop sessions by directly engaging the process stakeholders previously engaged in the “as-is” process discovery sessions. These sessions will be process specific and will review the process mapping framework for best practices applies to specific business needs being managed within the organization. Deliverables: Finalized “To-Be” Process Maps, Finalized “To-Be” Process Narratives, Learning Materials, Five (5) Days of On-Site Workshops 2.3 Identify Relevant Performance Metrics and Benchmarks “You cannot manage something you cannot control, and you cannot control something you cannot measure.” – Peter Drucker As noted previously, performance measurement enables the organization to demonstrate how it defines, measures, analyzes, improves, and controls its service activities to achieve expected outcomes. Plante Moran’s team has worked within County government and created performance metrics and benchmarks to ensure core organizational principles were being advanced. Plante Moran will introduce the “Business Action Plan” methodology used by many public and private organizations to define how, when, and who is accountable for producing expected outcomes. This approach will be used to introduce the additional “to-be” performance measures. It will demonstrate how baseline measures can be capture information and scorecards / dashboards as well. The primary components to be presented to the County include: • Identifying processes to promote resource allocations based upon defined outcomes • Ensure alignment and comparison across the organization or division to measure activities • Equip the workforce by providing resources, timing, direction, and support when necessary • Develop measures that advance the County’s guiding principles and mission • Identification of balanced scorecard categories and measures relevant to best in class, peer organizations • Promote a culture and mindset of becoming a learning organization that focuses on using data to drive decisions Peer Performance Metrics and Benchmarks: In addition to the performance measures used by the County, Plante Moran will represent performance measures from similar peer organizations including: City of Centennial, CO (pop. 100,377), City of Sunnyvale, CA (pop. 149,980), City of Glendale, CA (pop. 200,167), County of Marin, CA (pop.252,409), City and County of San Francisco, CA (pop. 837,442). Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 21 | Page From these examples, Plante Moran will prepare additional performance metrics and benchmarks it can use for the County to review and use for a foundation to independently generate future performance metrics to advancing its goals. As identified earlier in the proposed training activities, we recommend the participation of the County’s Corporate Planning and Performance Improvement office to ensure alignment with the County’s methodology. Deliverables: Proposed New Measures and Metrics Accompanying “To-Be” Processes, Sample Performance Metrics from Peer Communities, Business Action Plan Methodology / Approach Document Phase 3: Implementation Planning Strategy 3.1 Outline Mitigation Strategies to Overcome Key Implementation Challenges and Obstacles The implementation of process changes and instituting measures within the organization will be met with varying degrees of acceptance. Plante Moran’s experience working with local governments to manage change involving technology assessments, selections, and implementations of enterprise applications (ERP, permitting/inspection, service request/work order, and human resources) has taught us that people and process have far greater impact on successfully managing outcomes than technology. Managing these two legs of the three-legged stool is essential and mitigation strategies should be focused accordingly. Examples of Mitigation Considerations to Overcome Common Obstacles • Maintain the focus on long-range strategic planning in conjunction with short-term focus through an alignment model designed to balance competing goals • Revisit balanced scorecard categories and measures to account for validity and usefulness • Maintain a focus on timeliness and accuracy when pulling data from a primary source(s) • Provide continuing training opportunities for new staff and existing staff transfers to new roles • Overcome temptations to measure what is convenient in lieu of what is most meaningful • Recommendations to institute process improvement measures within the organization • Recognize changes to polices, rules, regulations may likely impact comparisons across reporting periods • Prepare execution strategy to advance organizational performance management Plante Moran will introduce alternatives to the proposed mitigation strategies providing the County with options to implement these and other measures to be identified. Deliverable: Mitigation Strategies for Overcoming Implementation Challenges and Obstacles, Improvement Implementation Plan Proposal, Project Completion Report, One (1) Day of Final Presentations to GMD Leadership Teams Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 22 | Page Cost of Services to the County We are proposing a firm fixed fee schedule not to exceed $332,880 for the set of deliverables described in the Schedule of Tasks and Deliverables Section of this cost summary. We anticipate billing the County on a monthly basis for accepted deliverables completed in the prior month per the deliverable based payment schedule. Deliverable acceptance will be determined through the approval of the County’s project manager. Given the schedule expectations the County has set forth, Plante Moran expects the County to provide timely feedback on the review of all deliverables submitted for review and acceptance. Plante Moran will provide a deliverable acceptance review period of 21 calendar days for review. If no revisions are received within 21 calendar days, the deliverable will have been deemed to be accepted. The firm fixed rate is inclusive of all staff expenses including all travel, lodging, and incidentals. The fees represented are based on the assumptions below. Should these assumptions change, we would adjust our professional fees accordingly, in consultation with the County. • Project stakeholders will be available and will attend meetings and workshops per the accepted project plan. • All onsite work activity will be confirmed at least two weeks prior to the agreed upon travel date; any travel change fees incurred after such date will be expensed to the County at actual cost. Fee Schedule for Principals and Staff Plante Moran represents a blended hourly rate schedule of $240/hr for all staff inclusive of all transportation, lodging, meals, and related incidental project costs for this engagement. These rates would be applicable should the County wish to add services in addition to those outlined in the Schedule of Project Tasks and Deliverables. Plante Moran Staff, Firm Role Project Role Hourly Rate Scott Eiler, Partner Engagement Director $240 Christopher Blough, Manager Project Management / Business and Technical Consultant $240 Lee Davis, Senior Manager Lead Training Consultant / Project Quality Assurance $240 Scott Patton, Manager Lead Process Mapping / Performance Management Consultant $240 Lori Blackmon, Manager Lead Change Management Consultant $240 Stephen Morrison, Senior Consultant Process and Business Technology Systems Consultant $240 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 23 | Page Schedule of Project Tasks and Deliverables (Please See Project Work Plan for Detailed Project Schedule, Tasks, and Deliverables) Project Phase Project Task Project Deliverables Workday Calendar Duration / Projected Staff Hours Service Fees Phase 0: Project Governance 0.1 Conduct Project Initiation Project Kick-Off Meeting, Update Team Calendars and Secure Project Resource Commitments 5 days / 12 hours $2,880 0.2 Define Project Organizational Structure Project Management Plan Project Baseline Schedule Quality Management Strategy Risk Management Strategy Change Management Strategy - Project Governance Structure 10 days / 12 hours $2,880 0.3 Develop Project Charter Project Charter 10 days / 20 hours $4,800 0.4 Conduct Stakeholder Analysis Project Stakeholder Register, Stakeholder Management Strategy Project Communication Plan 10 days / 22 hours $,5,280 0.5 Develop and Finalize Detailed Project Schedule and Plan Project Inception Report, Updated and Detailed Project Schedule and Plan 10 days / 28 hours $6,720 0.6 Establish Project Collaboration Center Project Collaboration Center 10 days / 5 hours $1,200 0.7 Prepare Weekly Status Reports and Project Coordination Management Project Status Log Updates Project Resource Commitment Management 130 days / 24 hours $5,760 0.8 Prepare Monthly Progress Reports Monthly Progress Reports 130 days / 30 hours $7,200 Phase 0 Summary 130 days / 153 hours $36,720 Phase 1: Business Process Discovery, Training and Mapping 1.1 Compile and Review Relevant Documentation and Supporting Data Information Request List 15 days / 28 hours $ 6,720 1.2 Conduct Management Interviews Management Pre-Interview Questionnaires, Management Interviews, Preliminary Process Identification by Division, 5 days / 64 hours $ 15,360 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 24 | Page Project Phase Project Task Project Deliverables Workday Calendar Duration / Projected Staff Hours Service Fees Phase 1: Business Process Discovery, Training and Mapping (Continued) Process Owner Identification for Process Owner Interviews, 2- Days of On-Site Interviews 1.3 Finalize List of Processes and Schedule As-Is Process Mapping Sessions Finalized Process Inventory Stakeholder/Process Management Matrix 5 days / 30 hours $ 7,200 1.4 Conduct Project Stakeholder Orientation Project Stakeholder Orientation Sessions Assumed 2-Days of Orientation Sessions 5 days / 72 hours $ 17,280 1.5 Business Process Mapping Training: Capacity to Control and Optimize Processes Two (2) 6-Hour Training Workshops with Exercises for Classes of 12 Staff (24 Staff Total), Training Materials, Group Exercises 10 days / 76 hours $ 18,240 1.6 Business Process Measurement Training: Establishing Capacity for Performance Management Two (2) 6-Hour Training Workshops with Exercises for Classes of 12 Staff (24 Staff Total), Training Materials, Group Exercises 10 days / 76 hours $ 18,240 1.7 Conduct Process Owner Interviews and Prepare As-Is Process Maps Interview Questionnaires, Interview Schedules, Project Scope Orientation Briefings to Interviewees, Existing Performance Measures, Identified Gaps Matrix (classifying gaps according to people, process, technology, and data/information management). As-Is Process Maps in MS Visio Format Eight (8) On-Site Days Facilitation 10 days / 236 hours $56,640 1.8 Assess and Document GMD’s Technical Application and Data Environment Application Environment Interviews/Questionnaires, Responses, Application Inventory, Existing/Potential System Interfaces with Other Business Systems 10 days / 24 hours $ 5,760 1.9 Review County’s Documentation of As-Is Processes and Identify Current State Gaps Situation Statement Assessment: Summary Issues and Opportunities Analysis (Multiple Divisions), Detailed Issues and Opportunities by Specific Division or Business Unit, Governance Improvement Recommendations 10 days / 136 hours $ 32,640 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 25 | Page Project Phase Project Task Project Deliverables Workday Calendar Duration / Projected Staff Hours Service Fees Phase 1: Business Process Discovery, Training and Mapping 1.10 Conduct Validation Sessions with Identified Opportunities to Close Current State Gaps Cross-Functional Validation Workshops, Updated As-Is Process Maps, Updated Issues and Opportunities Matrix, Updated Improvement Opportunities, and Revisions to Situation Statement Assessment. (5 Days Validation As-Is Workshops) 10 days/ 112 hours $26,880 Phase 1 Summary: 70 days / 854 hours $204,960 Phase 2: Opportunities and Recommendations 2.1 Visioning Session with GMD Leadership Team Change Management Visioning Sessions with GMD Leadership Team, Preliminary “To-Be” Process Maps, “To-Be” Process Narratives, Functional and Business Improvement Assessments for Staffing/Technology. 2 Days of On-Site Visioning With Management 5 days / 80 hours $19,200 2.2 Present Future State Outcomes Associated with To-Be Process Improvements Recommended Process Improvements Finalized “To-Be” Process Maps, Finalized “To-Be” Process Narratives, Learning Materials 5 Days of On-Site To-Be Process Workshops 10 days / 112 hours $26,880 2.3 Identify Relevant Performance Metrics and Benchmarks Proposed New Measures and Metrics Accompanying “To-Be” Processes, Sample Performance Metrics from Peer Communities, Business Action Plan Methodology / Approach Document 20 days / 76 hours $18,240 Phase 2 Summary: 20 days / 268 hours $64,320 Phase 3: Implementation Planning Strategy 3.1 Develop Mitigation Strategies to Overcome Implementation Challenges and Obstacles Mitigation Strategies for Overcoming Implementation Challenges and Obstacles, Improvement Implementation Plan Proposal, Project Completion Report, One (1) Day of Final Presentations to GMD Leadership Teams 20 days / 112 hours $26,880 Phase 3 Summary: 20 days / 112 hours $26,880 Project Summary: 130 Days / 1,387 hours $ 332,880 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 26 | Page Experience of the Firm Our staffing approach assigns personnel to areas of the project where their expertise will add the greatest value to the County possible. All of the proposed consultants are employees of Plante Moran and no subconsultants will be necessary to perform services previously outlined in our Work Plan. Additionally, all employees have worked together in delivering similar services as to what is being requested by the County on other local government client engagements. Plante Moran employs 2,200 staff with great depth of expertise and we can assign additional staff in response to changing project requirements identified subsequent to the submission of this proposal. Our proposed team includes staff with: • As governmental employees with experience working with community development planning, zoning enforcement, permitting/licensing software, and serving on planning commission member boards. • As governmental employees with technical expertise working with Geographic Information Systems (GIS) and permitting system software to translate technical resource capabilities to advance business functions to reveal greater appreciation of the gaps and potential solution alternatives for the County. • As consultants to numerous governmental entities in providing Development Services consulting. • As previous employees at software vendors that provide community development software to governmental entities. Individual team member resumes follow the table below. Subsequent to the resumes is evidence of authorization for Plante Moran to conduct business in the State of Florida. Project Staff Firm Role Project Staffing Roles and Responsibilities Description E. Scott Eiler, MBA, PMP Partner Engagement Director Will serve as the primary point of contact and will have the overall account management responsibility as well as overall responsibility for ensuring that all Plante Moran services are completed within schedule and budget. Provides project quality control over Plante Moran deliverables and services. Christopher Blough, MPA, PMP Manager Project Manager / Business and Technical Consultant Responsible for the day-to-day performance of the team, and strategic direction of deliverables. Assure that all tasks are completed on schedule, within budget and meet appropriate quality standards. Lee Davis, LSSBB Senior Manager Lead Training Consultant / Project Quality Assurance Responsible for designing and tailoring the training curriculum for process mapping and establishment of performance measures. She will be the lead instructor for process mapping and optimization activities. She will also lead and coach Plante Moran’s staff to adhere to quality assurance review processes. Scott Patton, MPA Manager Lead Process Mapping / Performance Management Consultant Responsible for leading all process discovery, mapping, and performance measure improvement gap identification and proposing strategies for implementing solution alternatives. He will deliver the leadership training series for implementing performance measures and enabling the County’s leaders to assume full responsibility for managing continuous improvement and optimizing processes and measures. Lori Blackmon, MPA Manager Lead Change Management Consultant (Florida Based Team Member) Responsible for identifying proven change management best practices to introduce, mature, and optimize processes. She will be responsible for building the Improvement Implementation Proposal. Stephen Morrison Process and Business Technology Systems Consultant Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 27 | Page Senior Consultant Responsible for facilitating departmental interview sessions, document functional gaps in the current business solutions, identify business improvement opportunities, and identification of technical permitting system capabilities aligned to identified process improvements. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 28 | Page EDUCATION Master of Business Administration University of Michigan Bachelor of Science in General Engineering University of Illinois PROFESSIONAL TRAINING & AFFILIATIONS Public Technology Institute (PTI) Government Finance Officers Association (GFOA) Florida Government Finance Officers Association (FGFOA) Project Management Institute (PMI) Project Management Professional (PMP) since 2003 ITIL V3 Foundation Certified Prosci Change Management Certified Scott Eiler, PMP Consulting Partner Management Consulting SUMMARY OF EXPERIENCE Scott has over thirty years’ experience assisting clients with various technology related needs and twenty three years specifically devoted to serving governmental clients at the local, County and State level. He has extensive experience in providing numerous technology services for governmental clients including technology planning, technology assessments, software selections and implementation management assistance. He is also a champion within the firm on the development and education of staff on project management theory, tools and techniques. PROJECT ROLES Scott will serve as the Engagement Director on the project ensuring the overall quality and completeness of activities to be performed and deliverables to be provided on the project. SELECTED KEY CLIENTS • Broward County, FL • Calhoun County, MI • Cuyahoga County, OH • Dane County, WI • Miami-Dade County, FL • DuPage County, IL • Gwinnett County, GA • Hancock County, OH • Horry County, SC • Johnson County, KS • Kent County, MI • Lake County, IL • Oakland County, MI • St. Louis County, MO • Waukesha County, WI • Urbana & Champaign Sanitary District, IL • City of Cleveland, OH • City of Battle Creek, MI • City of Hollywood, FL • City of Dublin, OH • City of Kalamazoo, MI • City of Chicago, IL • City of Carrollton, TX • City of Hallandale Beach, FL • City of Mesa, AZ • City of North Miami Beach, FL • City of Ann Arbor, MI • City of Miramar, FL • City of Columbia, MO • Town of Jupiter, FL • City of Midland, MI • City of Owensboro, KY • City of Chandler, AZ • Charter Township of Shelby, MI • City of Pueblo, CO • City of Pinellas Park, FL • Central Ohio Transit Authority, OH • State of Michigan Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 29 | Page EDUCATION Master of Public Administration, Eastern Michigan University Bachelor of Science in Geography -GIS and Remote Sensing Concentration, Central Michigan University SELECTED PUBLICATIONS The GIS Guide for Elected Officials, City of Novi, MI – Moving Novi’s Online Mapping Services to the Cloud, Esri Press, 2014 PROFESSIONAL TRAINING & AFFILIATIONS Project Management Professional (PMP), Project Management Institute (Certificate #1373368) Institute of Asset Management (IAM Certificate #1029965) IT Service Management, ITIL v3 Foundation, APM Group Ltd. (2012) Project Management Institute (PMI), Great Lakes Chapter American Public Works Association Esri International User Conference in 2006, 08, 10, 12*, 15, 17 (*Special Achievement in GIS Award on behalf of Novi, Michigan) Christopher Blough, MPA, PMP Consulting Manager Management Consulting SUMMARY OF EXPERIENCE Chris has 17 years of professional experience working in county and municipal government as both an in-service public sector professional and management consultant. His technology experiences include business requirements definition / evaluation, enterprise application assessments, software solution selections, and implementation management services. Within Plante Moran’s Government Technology and Operations Team, he serves as both a project manager and lead consultant for land permitting / licensing business assessments, technology selections, and technology implementations, enterprise asset/work order management, and customer request management systems. He has significant requirements facilitation and public service practitioner experience in both city and county government integrating business technology systems with financial, purchasing, permitting, inspection, address management, work order, and property assessment. His relevant experiences and credentials for this engagement include: • Municipal consulting advisory roles within a community development and planning consulting including land use master planning, recreation planning, site plan evaluation, zoning administration and code enforcement. • Prior responsibility for public infrastructure acceptance review and ownership processes. • Experience integrating GIS to support permitting and code enforcement systems in conjunction with community development, public safety, voting registration, address management, and property assessment. • Public safety experience involving reverse E-911 addressing database management supporting public safety dispatch operations. • Nationally recognized Project Management Professional (PMP) credential through the Project Management Institute (PMI). • Active speaker at PMI Great Lakes Chapter events and symposiums featuring insights regarding technology governance and promoting organizational project management maturity development. County of Adams, CO City of Palo Alto, CA City of Arvada, CO City of Philadelphia, PA* City of Bismarck, ND* City of Pinellas Park, FL City of Des Moines, IA* Solid Waste Authority of Palm Beach County, FL City of Detroit, MI City of Hollywood, FL City of Sunnyvale, CA (in progress) * Denotes process mapping and optimization project engagement Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 30 | Page EDUCATION Attended Executive MBA Program at University of Texas Bachelor of Science in Engineering United States Military Academy PROFESSIONAL TRAINING & AFFILIATIONS Lean Six Sigma Forum Certified Lean Six Sigma Black Belt (LSSBB) Lee Davis, LSSBB Senior Consulting Manager Management Consulting SUMMARY OF EXPERIENCE Lee is a certified Lean Six Sigma Black Belt (LSSBB) and has more than twenty years’ experience in consulting in various industries in both the private and public sector. She has a proven record of improving organizational performance through Lean training/coaching, project management, and implementation. Lee has developed specific expertise in assisting organizations in the identification and elimination of waste within processes resulting in increased quality, reduced cost, and improved timeliness of their product and service delivery. RELEVANT EXPERIENCES AND CREDENTIALS Within Plante Moran’s Talent and Development Team, she serves as an internal consultant and trainer who builds process improvement capabilities within the firm and supports strategic initiatives. She also assists the firm in solving complex issues through effective process mapping; problem identification; data gathering and analysis; and the establishment of process metrics and controls not only for performance improvement but sustainment as well. Although she is an internal resource to the firm, she often works on select client engagements. Her relevant experiences and credentials for this engagement include training organizations how to identify process improvement opportunities through the use of effective mapping and analysis in the following service areas: • Site Plan Review • Permits • Year End Close • Road Maintenance • Accounts Receivables • Grant Management • Building Maintenance Educating organizations on the importance of performance measurements and how to establish effective process metrics to improve and sustain performance. SELECTED KEY CLIENTS • City of Detroit • City of Cleveland • City of Philadelphia • County of Wayne • Village of Glenview Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 31 | Page EDUCATION Master of Public Administration Michigan State University Bachelor of Arts in Philosophy and Political Science - Hope College, MI PROFESSIONAL TRAINING & AFFILIATIONS Washtenaw County Government Ingham County Government SELECTED KEY CLIENTS City of Bend, OR * City of Carlsbad, CA * City of Cleveland, OH * City of Des Moines, IA * City of Detroit, MI * City of Hollywood, FL * City of Philadelphia, PA * City of Saline, MI Genesee County, MI Horry County, SC Illinois State Treasurer Ingham County, MI Kent County, MI Washtenaw County, MI * Wayne County, MI * Wexford County, MI Michigan House Business Office Michigan Municipal League Ohio Attorney General * Ottawa County, MI *Denotes process mapping and optimization project engagement Scott Patton, MPA Consulting Manager Management Consulting SUMMARY OF EXPERIENCE Scott M. Patton brings 20 years of experience in local government management to our team. He brings expertise in organizational efficiency, inter-governmental collaboration, organizational development, and policy issues. Scott uses a variety of tools to add value for clients including process mapping, systems thinking, strategic planning, gap analysis, and survey design/analysis and performance assessment. An active volunteer in a variety of community causes including past membership on his city council, planning commission, and Tax Increment Financing Authority (TIFA) board. Organizational Structuring And Staffing Analysis: Identify and evaluate work load levels for governmental clients for a variety of services. Apply knowledge of best practice government operations. Projects have included reviewing resource utilization metrics, service level modeling, and analyzing unique position requirements to give an accurate assessment of a planned future state. Operational Analysis: Synthesize data and trends to recommend strategic improvements within internal organizational functions. Focus includes organizational efficiency, customer satisfaction, and ongoing standardization. Reviews have included internal functions of treasury, facility space allocation, payroll, technology, permitting and inspections. Improvement recommendations focus on aligning structure with organizational goals and core business processes, operational efficiency, increased performance and customer service levels/satisfaction, and core process standardization. Financial Modeling And Shared Service Analysis: Document opportunities for local governments to share service delivery through service consolidation, collaboration, or contract. Areas of focus have included treasury, procurement, assessing, fleet maintenance, recreation, technology, and facilities. Continuous Improvement: Advise on continuous improvement initiatives including development of a common framework for strategic business planning. Facilitate strategic planning and action planning sessions to create and advance organizational objectives. Business Process Mapping: Successfully implemented group wide initiatives to increase operational efficiencies and standardize business processes. Analyses included detailed process mapping of current and future state environments, stakeholder interviews, and efficiency models. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 32 | Page EDUCATION Master of Public Administration George Mason University Bachelor of Arts in Political Science Virginia Commonwealth University SELECTED PRESENTATIONS Curriculum Recommendations for Information Systems Technology Education for Public Administration Students” 20th National Conference on Teaching Public Administration, March 1997. PROFESSIONAL TRAINING & AFFILIATIONS Certified, Project Management Professional (PMP), PMI Certified, Change Management Professional, (CCMP) Acuity Institute Member, Project Management Institute (PMI) Member, International Institute of Business Analysis (IIBA) Pi Alpha Alpha Honor Society Lori Blackmon, MPA, PMP, CCMP Consulting Manager Management Consulting SUMMARY OF EXPERIENCE Lori has over thirty years of experience in sourcing, implementing, and managing Information Technology (IT) solutions with a core focus on helping organizations optimize service delivery. Her hands-on, experience includes: project management, business process reengineering, strategic planning and organizational change management. She excels at merging technical solutions, strategic requirements and organizational redesign to ensure clients receive full value from investments. Her projects require: an ability to collect, manage and summarize large amounts of data on business needs and technology requirements, the foresight to ensure the project meets organizational objectives, and on- time/on-budget delivery of efforts. From her past work with transportation departments, she brings unique expertise in land management processes and demonstrated success in developing performance measures to align with strategic plans in these areas. She also has extensive of knowledge of public sector financial, procurement and human resource requirements. Areas of expertise: enterprise resource planning solutions, public sector business processes, quality improvement and change management. Her relevant experiences and credentials for this engagement include: • Managing large-scale implementations as project manager for departments of transportation, including the replacement of real estate, permitting and asset management systems into a single ERP solution. • Establishing, training and developing staff in change management to ensure continuous quality improvement. • Engaging teams to see value in reducing department-centric, paper-work based processes and focusing on functional work. • Collaboratively developing business process documentation with clients using a holistic approach for alignment with organizational values and capabilities. SELECTED KEY CLIENTS • Miami-Dade County, FL • County of Monterey, CA • Golden Gate Bridge Highway Transportation District • Kansas City Area Transportation Authority • Hillsborough County Aviation Authority (Tampa, Florida Airport) • City of Hollywood, FL • Alaska Department of Transportation • Colorado Department of Transportation • Mississippi Department of Transportation • Louisiana Department of Transportation Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 33 | Page EDUCATION A.B. in Chemistry with Secondary in Computer Science Harvard University Stephen Morrison Senior Consultant Management Consulting SUMMARY OF EXPERIENCE Stephen began working with technology in the public sector in 2014, taking on a development and support role with a permitting and licensing vendor. In this role, Stephen began to engage with both the technical and business considerations of implementing and supporting solutions for government. Key activities included support of the vendor’s cloud architecture, system configuration, workflow design, data conversion, and report development. Since joining Plante Moran, he has served as a project consultant on a variety of ERP, EAM, Community Development, and Utility Billing procurement and implementation efforts PROJECT ROLES Project Consultant who will facilitate departmental interview sessions, document functional gaps in the current business solutions, identify business improvement opportunities, identify technical permitting system capabilities, and support other project activities described in the scope of work SELECTED KEY CLIENTS • County of Monterey, CA • City of Grand Rapids, MI • County of Kent, MI • City of St. Charles, IL • City of Stockton, CA • Town of Jupiter, FL • Broward Metropolitan Planning Organization, FL • County of Milwaukee, WI • County of Miami-Dade, FL • City of Carlsbad, CA • City of Bismarck, ND* • City of Des Moines, IA* • Hampton Roads Transit, VA • City of Sacramento, CA • County of Livingston, MI • City of Hallandale Beach, FL • City of Sunnyvale, CA* *Denotes process mapping and optimization project engagement Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 34 | Page Project References Solicitation: 17-7187 Mapping and Documentation of Core Business Processes Reference Questionnaire for: Plante & Moran, PLLC. (Name of Company Requesting Reference Information) Scott Patton, Christopher Blough, Stephen Morrison (Name of Individuals Requesting Reference Information) Name: Cody Christensen, Permit and Development Administrator (Evaluator completing reference questionnaire) Company: City of Des Moines, IA (Evaluator’s Company completing reference) Email: CJChristensen@dmgov.org FAX: Telephone: 515-283-4989 Collier County is implementing a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored “0.” (Please note, references from Collier County staff will not be accepted.) Project Description: Permitting, Inspection, and Licensing Assessment (Process Mapping), Selection, and Contract Negotiations Services Completion Date: Process Mapping Completed January 2017 Project Budget: $ 150,000 Project Number of Days: September 2016 – January 2017 (Process Mapping Component) Item Criteria Score 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on-time or early). 9 3 Quality of work. 9 4 Quality of consultative advice provided on the project. 9 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 9 7 Ability to verbally communicate and document information clearly and succinctly. 8 8 Abiltity to manage risks and unexpected project circumstances. 9 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 9 10 Overall comfort level with hiring the company in the future (customer satisfaction). 9 TOTAL SCORE OF ALL ITEMS (Maximum 100 Points) 91 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 35 | Page Solicitation: 17-7187 Mapping and Documentation of Core Business Processes Reference Questionnaire for: Plante & Moran, PLLC. (Name of Company Requesting Reference Information) Scott Patton, Christopher Blough (Name of Individuals Requesting Reference Information) Name:Alvin Horhn (Evaluator completing reference questionnaire) Company: City of Detroit, MI (Evaluator’s Company completing reference) Email: horhna@detroitmi.gov FAX: 313 224 9040 Telephone: 313 224 6989 Collier County is implementing a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored “0.” (Please note, references from Collier County staff will not be accepted.) Project Description: Reappraisal City of Detroit Completion Date: December 31, 2018 Project Budget: $200,000 ($8.2 Million Total Project) Project Number of Days: 840 (4 years) Item Criteria Score 1 Ability to manage the project costs (minimize change orders to scope). 8 2 Ability to maintain project schedule (complete on-time or early). 8 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 8 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 8 7 Ability to verbally communicate and document information clearly and succinctly. 8 8 Abiltity to manage risks and unexpected project circumstances. 8 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 9 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS (Maximum 100 Points) 87 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 36 | Page Solicitation: 17-7187 Mapping and Documentation of Core Business Processes Reference Questionnaire for: Plante & Moran, PLLC. (Name of Company Requesting Reference Information) Scott Patton, Christopher Blough, Lee Davis (Name of Individuals Requesting Reference Information) Name: John Hodge, Project Manager (Evaluator completing reference questionnaire) Company: City of Philadelphia (Evaluator’s Company completing reference) Email: john.hodge@phila.gov FAX: Telephone: (215) 686-5628 Collier County is implementing a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored “0.” (Please note, references from Collier County staff will not be accepted.) Project Description: Needs Assessment – Process Mapping Completion Date: January 2015_________________________ Project Budget: _______________________________ Project Number of Days: _______________________ Item Criteria Score 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on-time or early). 9 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 9 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS (Maximum 100 Points) 98 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 37 | Page Solicitation: 17-7187 Mapping and Documentation of Core Business Processes Reference Questionnaire for: Plante & Moran, PLLC. (Name of Company Requesting Reference Information) Scott Patton, Christopher Blough, Stephen Morrison (Name of Individuals Requesting Reference Information Name: Jeff Heintz, Director of Service Operations (Evaluator completing reference questionnaire) n) Comp any: City of Bismarck, ND (Evaluator’s Company completing reference) Email: jheintz@bismarcknd.gov FAX: Telephone: 701-355-1700 Collier County is implementing a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisfied (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/individual again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored “0.” (Please note, references from Collier County staff will not be accepted.) Project Description: Enterprise Work Management and Customer Request Management Process Optimization and System Selection Completion Date: May 2016 Project Budget: $ 125,000 Project Number of Days: July 2015 – May 2016 Item Criteria Score 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on-time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Ability to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall, comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS (Maximum 100 Points) 100 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 38 | Page Solicitation: 17-7187 Mapping and Documentation of Core Business Processes Reference Questionnaire for: Plante & Moran, PLLC. (Name of Company Requesting Reference Information) Scott Patton, Nicole Simpkinson (Name of Individuals Requesting Reference Information) Name: Barbara Van Rekom (Evaluator completing reference questionnaire) Company: City of Carlsbad, CA (Evaluator’s Company completing reference) Email: barbaravanrekom@carlsbadca.gov FAX: Telephone: 760.602.7549 Collier County is implementing a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored “0.” (Please note, references from Collier County staff will not be accepted.) Project Description: Business Process Consulting Completion Date: April 2016 Project Budget: $180,000 Project Number of Days: 11 Months Item Criteria Score 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on-time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS (Maximum 100 Points) 100 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 39 | Page Key Professional Staff Qualifications and Competence Industry Commitment with Florida Focus Because of our broad governmental client base, we are able to devote the necessary time to specialize and thus provide maximum service. Our consultants have a variety of professional designations and are active participants in state and national government organizations. In addition, our consultants are very active in making presentations to a variety of governmental organizations on current issues. To assist us in this specialization, we are also members of numerous local government professional associations that have a partial or major focus on the application of technology for government including: • Florida and National Government Finance Officers Association (FGFOA and GFOA), an organization whose purpose is to enhance and promote the professional management of governments for the public benefit by identifying and developing financial policies and practices and promoting them through education, training and leadership. • Florida and International City/County Management Association (FCCMA and ICMA), an organization that develops and advances professional local government management to create sustainable communities that improve lives worldwide. • Florida Local Government Information Systems Association (FLGISA), an organization composed of municipal information technology directors with a primary goal to foster a unified effort among government entities to integrate and disseminate their respective research and design efforts in the area of automated information sciences. • Plante Moran Staff Resident in Florida, provide responsive service to our Florida communities and we are pleased to feature a staff member on our project team residing in the State currently serving Florida local government clients. • Public Technology Institute (PTI), a Non-Profit organization created by and for cities and counties that works with a core network of leading government officials to: identify opportunities for technology research, share best practices, offer consultancies and pilot demonstrations, promote technology development initiatives, and develop educational programming. We are very involved with all of these organizations contributing our talents and expertise through speaking engagements, articles for their publications and involvement in conferences at the national level. Development Services Consulting Experience Below is a summary of engagements we have performed over the past three years that have included Land Development Services (including construction permitting, inspections, zoning, code enforcement, CDBG housing programs, plan review, appeals). The projects involve business process assessments and/or technology related selections where processes are reviewed in conjunction with the development of functional and technical requirements for replacement permitting, inspection, and licensing systems. Development Services Client Name Project Title Project Date City of Georgetown, TX ERP Needs Assessment and Selection Nov 2016 - Present City of Des Moines, IA Permitting, Inspection and Licensing System Needs Assessment Sept 2016 - Present Village of Wellington, FL ERP Selection Services Sept 2016 - Present Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 40 | Page Development Services Client Name Project Title Project Date City of Fernandina Beach, FL ERP Implementation Management Assistance July 2016 - Present City of Norman, OK ERP Consulting Services May 2016 - Present City of St. Charles, IL Enterprise Application Strategy Feb 2016 – Aug 2016 City of Hollywood, FL ERP Needs Assessment and Selection May 2015 - Present City of Coral Springs, FL ERP Options Analysis May 2015 – Aug 2015 County of Livingston, MI Permitting System Evaluation and Selection Feb 2015 – Apr 2016 City of Appleton, WI ERP Selection Services Feb 2015 – May 2016 City of Winter Park, FL ERP Selection Services Feb 2015 – July 2016 City of Delray Beach, FL ERP Options Analysis Feb 2015 – Aug 2015 City of Roswell, GA Post ERP Implementation Review Oct 2014 – Aug 2016 City of Paducah, KY ERP Selection Services Sep 2014 – June 2016 Town of Longboat Key, FL Software Assessment ERP Selection Aug 2014 – Dec 2014 Mar 2015 – Sept 2016 Village of Park Forest, IL ERP System Consulting June 2014 – Present City of Fayetteville, AR ERP Consulting Services Apr 2014 – July 2015 City of Bend, OR ERP Selection and Implementation Management Assistance Aug 2013 – Present City of Pinellas Park, FL ERP Selection and Implementation Management Assistance May 2013 – Present Village of Woodridge, IL ERP Selection May 2013 – Jan 2015 City of Pueblo, CO ERP Due Diligence and Implementation Management Assistance Mar 2013 – Present Village of Northbrook, IL ERP Selection Mar 2013 – Jan 2015 City of Columbia, MO ERP Needs Assessment, Selection and Implementation Management Assistance May 2012 – Aug 2016 City of North Miami Beach, FL ERP Needs Assessment, System Selection, Contract Negotiations and Statement of Work Development Apr 2011 – Apr 2016 Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 41 | Page General Qualifications In this section, the firms shall present the general experience of the candidates (e.g. total duration of professional activity), level of education and training, positions held by the candidate, time spent with the firm as staff, experience in the field of the assignment is to be carried out, and so forth. Adequacy for the Assignment. This sub-criterion for a key professional staff relates to the education, training, and experience of the candidate in the specific sector, field, subject, and so forth directly relevant to the assignment and the proposed position. Project Staff Firm Role Project Staffing Experience Highlights and E. Scott Eiler, MBA, PMP Partner Engagement Director Level of Educational Degrees Attained: MBA, B.S. Tenure With Plante Moran: 23 Years Professional Certifications: PMP, ITIL, Prosci Change Management Total Years Experience Serving Public Sector Clients: 23 years Engagement Partner on projects with 35 different local governmental clients in Florida Christopher Blough, MPA, PMP Manager Project Manager / Business and Technical GIS Consultant Level of Educational Degrees Attained: MPA, B.S. Tenure With Plante Moran: 4.5 Years Professional Certifications: PMP, ITIL, Certificate in Asset Management (IAM) Total Years Experience Serving Public Sector Clients: 17 years Former community planning consultant, contract zoning administrator, and GIS manager working for and in county government. Lee Davis, B.S. Manager Lead Training Consultant / Project Quality Assurance Level of Educational Degrees Attained: B.S. Tenure With Plante Moran: 3 years Professional Certifications: Lean Six Sigma Black Belt Graduate of the US Military Academy at West Point Total Years Experience Serving Public Sector Clients: 4 years Scott Patton, MPA Manager Lead Process Mapping / Performance Management Consultant Level of Educational Degrees Attained: MPA, B.A. Tenure With Plante Moran: 6 years Total Years Experience Serving Public Sector Clients: 20 years Lori Blackmon, MPA Manager Lead Change Management Consultant (Florida Based Team Member) Level of Educational Degrees Attained: MPA, B.A. Tenure With Plante Moran: 2 years Professional Certifications: PMP, Certified Change Management Professional (CCMP) Total Years Experience Serving Public Sector Clients: 30 years Stephen Morrison Senior Consultant Technical / Business Technology Systems Integration Consultant Level of Educational Degrees Attained: A.B. (Harvard University) Tenure With Plante Moran: 2 years Professional Certifications: Total Years Experience Serving Public Sector Clients: 3 years Fomerly worked for a community development software permitting vendor supporting public sector clients. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 42 | Page Recent Client Experience Profiles Plante Moran has worked closely with numerous municipal and county planning and zoning departments (or the local equivalent) to document functional requirements and design processes. A number of examples are featured below. City of Hallandale Beach, FL – Plante Moran assisted with the selection and implementation of a new City-wide municipal system that included a best-of-breed Development Services system. We served in both project management capacity and subject matter expert leveraging our consultant who brought over 20 years of public sector development services experience, including prior responsibilities managing the plan review process. Our experience supporting this implementation offers tremendous value to our clients to include the following highlights: • The City found that a phased implementation of the development services system and electronic application portal provided a smooth transition for both staff and constituents. • While often overlooked, we assisted the City to create change management plans for educating customers with proactive communication (including town hall meetings). • During implementation, we provided assistance during the acceptance testing process that reduced the number and impact of customer-facing go-live system issues. • Through our experience, we’ve confirmed that building an equally proactive internal change management approach for plan reviewers is critically important to the success of the implementation. Town of Jupiter, FL – Evaluated community development operations in a post Community Development systems implementation environment. Established an action plan and advised on various operations, management, controls, and system configuration/performance challenges. Worked with the Town to engage the group in resolving issues and negotiated with the vendor to assist in the resolution of issues as related to the system. City of West Palm Beach, FL – Permitting, Inspection, and Licensing technology assessment and selection project is kicking off in September 2017 with the intent of providing a basis to go-to market for a replacement permitting system. City of Columbia, MO – Permitting system assessment and selection experience (included an implementation configuration discussion of EnerGov’s eReview portal with BlueBeam / Adobe Acrobat Pro) linked to EnerGov’s geographic information system (GIS) features for geospatial viewing and interaction. Included the ability to establish version overlay comparisons with complete version and audit control. Livingston County, MI - Permitting system selection experience involving the selection of EnerGov to integrate the City’s financial, point of sale, and permitting systems. City of Des Moines, IA – Assessment and selection experiences with emphasis on geographic and temporal indexing of activities. Included mobile requirements for accessing municipal code from the field. City of St. Charles, IL - Assessment of community development permitting and code enforcement reviews with redevelopment activities in the Chicagoland metro area. Project Team Members With Unique Practice Knowledge Insights Scott Patton – Washtenaw County, MI / City of Howell, MI – Scott served as a management analyst with a County Administrator’s Office specializing in performance measurement and management techniques. He also served as an appointed Planning Commissioner and City Council Member. In both roles he was responsible for evaluating site plan submissions / special use approvals, economic development incentive packages, appointing representatives to zoning / code enforcement boards of appeal, and prioritizing capital public improvements Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 43 | Page Christopher Blough – City of Novi, MI – As a former GIS Application Services Manager, he worked closely with Community Development Department Engineering Plan Review (Public Projects) and was a member of the City’s Addressing/Street Naming Committee. He also was a former Land Use and Community Planning Consultant responsible for authoring land use master plan and zoning code updates and amendments. As the City’s GIS Manager, tracked private development projects for status of completion from concept through completion. Chris’s knowledge of land management is helped by his work with the FEMA Flood Hazard Community Rating Program, where he reviewed elevation certificates and tracked letters of map amendment and revisions in conjunction with the City’s Building Official. Stephen Morrison (Project Consultant) – ViewPoint Government Solutions – Stephen is a former employee of a community development software vendor and experiences working with the City of Des Moines (assessment and process mapping) and City of St. Charles, IL community development assessment activities. Stephen will be able to leverage these experiences to the benefit of the City. Lori Blackmon (Project Consultant) – Louisiana Department of Transportation and Development / County of Monterey, CA – As the project and change manager for an ERP project replacing thirty legacy systems for LADOTD, she performed extensive process analysis across all business units to reduce work steps and realign responsibilities. For Monterey County, CA, she worked across departments to establish a single set of processes for help desk support. Project Team Member Collaboration Experiences on Similar Engagements The grid below identifies projects in which our consultants have collaborated together on engagements involving similar scopes of services while working directly together to serve our clients. Plante Moran Team Members Client Scott Eiler Lori Blackmon Lee Davis Chris Blough Scott Patton Stephen Morrison City of Des Moines, IA City of Philadelphia, PA City of Hollywood, FL City of Columbia, MO The nature and scope of each of the above projects is as follows: • City of Des Moines, IA – Permitting, Inspection and Licensing System Needs Assessment, RFP Development, Contract Negotiations Services (in progress). It also included process optimization opportunities. • City of Philadelphia, PA – Business process improvement identification and system selection for a new Computer Assisted Mass Appraisal package supporting the Office of Property Assessment and Office of Property Data. • City of Hollywood, FL – Evaluation of permitting and community development business systems as part of the City’s broader ERP replacement initiative. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 44 | Page • City of Columbia, MO – ERP Needs Assessment, Selection and Implementation Management Assistance to include an emphasis on Community Development requirements development. In addition to the above projects, our consultants have worked together on a number of other non-Community Development / Growth Management related projects and, as a result, have familiarity with the tools, templates and approaches that we use on our engagements. With respect to recent permitting/land management engagements involving process mapping activities, our team members are currently working with the City of Sunnyvale, CA, City of Des Moines, IA, and will be kicking off a similar project at the City of West Palm Beach, FL in October 2017. We look forward to successfully leveraging our collective knowledge to represent our clients’ needs with staff proposed. Plante Moran Firm Profile Founded in 1924, Plante Moran, PLLC (Plante Moran) is the fourteenth largest management consulting and public accounting firm in the United States. Plante Moran operates as a partnership. Plante Moran's staff of over 2,200 staff organized into four major service areas: Management Consulting, Accounting and Auditing, Tax Consulting, and Personal Financial Planning Services. The following graphic summarizes our experience in providing management consulting to public and private sector organizations: Over the past several years, Plante Moran has continually expanded the scope and experience of its Management Consulting Services Group. The firm is committed to continuing this growth by retaining and attracting qualified professionals to provide the broad range of management and technical services that are necessary to effectively serve the needs of our clients. Plante Moran takes great pride in the quality of services it provides to its clients. We have a rigorous set of quality controls designed to provide assurance that professional standards are followed and our clients receive a high quality product. Plante Moran takes equal pride in our people and our professional work environment. Some of the facts about our firm that we are proud of include: • Our partnership group is comprised of 22% women, which is the highest percentage of female equity partners among the nation's largest public accounting firms, according to CPA Personnel Report, a national public accounting trade publication. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 45 | Page • Staff turnover rate below 13% which is significantly lower than that of other national public accounting firms. • The firm has been named to Fortune Magazine’s “100 Best Companies to Work for in America” for the last nineteen years. • Plante Moran's Management Consulting Group, consisting of over 225 dedicated consultants, is a versatile, full service consulting organization with a proven track record for providing quality professional services. Our emphasis and commitment to management consulting has resulted in the extension of the consulting practice into all major aspects of government and education addressing our clients’ unique needs related to information technology, security, compliance, and policy. Plante Moran has become a leader in providing services to governmental organizations. At present, we work with well over 200 local governments. Our professionals have made substantial commitments to working with local, county and state government agencies. Our extensive experience with governmental clients has enabled us to assemble a project team that we believe is uniquely qualified to perform the proposed project. Government Consulting Services Plante Moran has assumed a leadership role in providing consulting services to governmental entities. The range of services we provide includes the following: • Information Technology Consulting • Communications & Networking Services • Cybersecurity Services • Project Management and Oversight • Operations Analysis / Process Optimization • Consolidation Studies • Organizational Planning and Development • Financial Management Services • Human Capital Management and Development • Market Research Services • Business Planning and Feasibility Analysis • Employee Benefits Analysis • Assurance Services • Real-estate, Design and Construction Consulting Information Technology Consulting Services Plante Moran’s management consultants have made a significant commitment to assist governmental clients develop and implement appropriate technology. We are among the few accounting and consulting firms that are completely vendor independent with respect to the offering of hardware or application software for our governmental clients. This enables our consultants to select the most appropriate solution for our clients based on the client’s current situation and future goals and objectives. The services we offer address virtually all aspects of information systems including the following with those services relevant and proposed on this project highlighted: • Software Needs Assessment • Project Budgeting and Return on Investment (ROI) Analysis • Preparation of Software Requirements • Request for Proposal Development • System Selection Assistance • Contract Review and Negotiations • Systems Implementation Planning • Systems Implementation Assistance • User Procedure Development and Documentation • Quality Assurance • Project Management • Strategic Information Technology Planning • Information Technology Assessments • e-Government Strategy and Development • Conversion Planning Assistance • Systems Development • Technology Management • Systems Control Review • Information Security Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 46 | Page Project Management Methodology Our firm has extensive experience in using a project management methodology based on the principles in the Project Management Body of Knowledge (PMBOK). PMBOK, a theory and set of principles developed by the Project Management Institute (PMI), provides a project management framework that can be used on projects of any size, type, complexity and industry to enhance the ability to complete projects on-time, within budget, within scope and meet the objectives desired by the client while managing change that frequently occurs on any project. Our consultants have received extensive project management training, have conducted seminars and training in project management theory for clients and have developed an extensive toolset of project management templates, tools and lessons learned for managing projects. In fact, many of these tools and templates have been adopted by our clients to manage their own internal projects. Elements of our approach to managing projects are as follows: • Assign personnel to areas of the project where their expertise is required • Ensure that project expectations and scope are clearly defined up-front through development of a project charter • Ensure frequent communications with the client • Identify and anticipate potential project risks to minimize their occurrence and impact • Closely monitor project timelines and budgets Firm Competitive Differentiators In summary, Plante Moran has a number of characteristics that makes us uniquely qualified to assist the City in this effort as follows: • Longevity of Consulting Practice. As a Firm, we have over thirty years of experience in assisting clients in conducting software selection projects for all areas of municipal operations including Development Services. • Independence. We are completely independent from all of local government software providers. • Experienced Project Team. Our project team has significant and recent experience in performing similar work for other clients of the size and sophistication of the County. • Commitment to Meeting Aggressive Project Dates. We have a proven ability to meet desired client timeframes in selecting a new licensing and permitting solution. • Municipal Operations Expertise. Our team has a thorough understanding of local municipal operations and the application of technology through licensing and permitting software selection and strategic technology planning projects. • Risk Mitigation. Our significant contract negotiation and statement of work development experience with providers of licensing and permitting solutions has resulted in risk mitigation for clients as they enter the implementation phase of a licensing and permitting project. • Client Retention. The biggest testament to our capabilities and project staff is the desire for our clients to continue using our services after an initial licensing and permitting or other technology-related project. Please see our project references section where we will highlight such clients including those that have used our services in multiple instances due to the high degree of satisfaction with the quality of our services and our staff. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 47 | Page Experience in the Region. This sub-criterion illustrates the candidate’s knowledge of local conditions, including culture, administrative systems, and government organizations, as well as his or her ability to interact in the local setting. Plante Moran has significant experience in providing strategic consulting services to municipal governments in the State of Florida. Through these experiences we have gained a strong understanding as to how municipal operations function and, as a result, a strong understanding of the underlying business processes that will be critical as part of this project. Our experience and commitment is highlighted below. Over the last five years, we have providing consulting services to numerous governmental jurisdictions in the State of Florida in which many of the projects have spanned processes across all lines of business within a City or County to include many that involved the review of Development Services business processes to include: • 7 different Counties to include: o Miami-Dade County o Broward County • 17 different municipalities to include: o City of North Miami Beach o City of Hollywood o City of Ft. Lauderdale o City of Miramar o Town of Jupiter o Village of Wellington o City of West Palm Beach • 6 different special districts to include: o Broward County Metropolitan Planning Organization o Solid Waste Authority of Palm Beach County • 10 active governmental clients involving 14 different projects • We have been actively involved with a number of Florida governmental associations to include: o FLGISA (exhibitor in 2016, 2017) o FGFOA (exhibitor from 2013 – 2017; presented at regional users group on IT security; Cybersecurity presentation at State meeting in 2017) o FCCMA (exhibitor in 2014; speaker in 2017) Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 48 | Page Local Firm Preference Plante Moran is not representing evidence of local preference for this proposal response. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 49 | Page Forms Form 2: Vendor check List Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 51 | Page Form 4: Vendor Declaration Statement Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 52 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 54 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 55 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 56 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 57 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 58 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 59 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 60 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 61 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 62 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 63 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 64 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 65 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 66 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 67 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 68 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 69 | Page Form 6: Vendor Substitute W – 9 Request for Taxpayer Identification Number and Certification Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 70 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 71 | Page Form 7: Insurance and Bonding Requirements Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 72 | Page Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 73 | Page Attached is a generic copy of Plante Moran’s insurance certificate. If awarded the project a certificate with Collier County as the certificate holder will be issued. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 74 | Page Form 8: Reference Questionnaire See the Project Reference section of this proposal. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 75 | Page Appendices Exceptions to Terms and Conditions Plante Moran has reviewed the County’s terms and conditions as provided in the RFP and submits the following revisions to the terms outlined. Items in boldface constitute additional new language. Items in strikethrough font (e.g. strikethrough font) represent language requested for removal. ----- Section 16.20 Indemnification VENDOR shall defend, indemnify and hold harmless the COUNTY from any and all claims, including claims of negligence, costs and expenses, including but not limited to attorneys' fees, arising from, caused by or related to the injury or death of any person (including but not limited to employees and agents of VENDOR in the performance of their duties or otherwise), or damage to property (including property of the COUNTY or other persons), which arise to the extent arising out of or are incident to VENDOR’s negligence or defective provision of the goods and/or services to be provided hereunder. ----- There are no additional requested exceptions to the terms and conditions represented by the County in the RFP solicitation for this opportunity. 1 GiarimoustasViviana From:Scott Eiler <Scott.Eiler@plantemoran.com> Sent:Friday, December 01, 2017 1:01 PM To:GiarimoustasViviana Cc:Christopher Blough Subject:RE: Status of County Review of RFP 17-1787 Confirming that we are OK to proceed as is. -- Scott Eiler | Partner, Management Consulting | Government Technology & Operations Plante Moran, 27400 Northwestern Highway, Southfield, MI 48034 Direct Dial: 248.223.3447 | Mobile: 248.207.7376 | Fax: 248.603.5618 Plante Moran | Twitter | Facebook | LinkedIn | Blogs Celebrating our 19th year as one of FORTUNE’s “100 Best Companies to Work For®” Please consider the environment before printing this email. From: GiarimoustasViviana [mailto:VivianaGiarimoustas@colliergov.net] Sent: Friday, December 01, 2017 12:40 PM To: Scott Eiler <Scott.Eiler@plantemoran.com> Cc: Christopher Blough <Christopher.Blough@plantemoran.com> Subject: RE: Status of County Review of RFP 17‐1787 Afternoon Scott. I apologize I should have caught that before review of the committee. Unfortunately we cannot accept any changes to Indemnification. Please confirm you are ok to proceed as is and I will add this e‐mail to the proposal as confirmation. Thank you. Viviana S. Giarimoustas Procurement Strategist Collier County Procurement Services Division 3295 Tamiami Trail E Naples, FL 34112 239‐252‐8375 Collier County Procurement Services is pleased to announce, It has partnered with BidSync to provide Free web‐based Bidding services to its vendors, suppliers and contractors. Implementation is underway with a go‐live date of December 4, 2017. Register today at www.bidsync.com For Registration Assistance, please contact BidSync customer service at 800‐990‐9339 Or email: support@bidsync.com From: Scott Eiler [mailto:Scott.Eiler@plantemoran.com] Sent: Thursday, November 30, 2017 7:52 PM To: GiarimoustasViviana <VivianaGiarimoustas@colliergov.net> 2 Cc: Christopher Blough <Christopher.Blough@plantemoran.com> Subject: RE: Status of County Review of RFP 17‐1787 Viviana: Unfortunately, our legal did not review the T&Cs until after the deadline you noted below. Our exception was noted as follows (see page 75 of our proposal): Section 16.20 Indemnification VENDOR shall defend, indemnify and hold harmless the COUNTY from any and all claims, including claims of negligence, costs and expenses, including but not limited to attorneys' fees, arising from, caused by or related to the injury or death of any person (including but not limited to employees and agents of VENDOR in the performance of their duties or otherwise), or damage to property (including property of the COUNTY or other persons), which arise to the extent arising out of or are incident to VENDOR’s negligence or defective provision of the goods and/or services to be provided hereunder. If the County is not open to our suggested wording change, we understand and will accept the County’s contract as‐is. Thanks -- Scott Eiler | Partner, Management Consulting | Government Technology & Operations Plante Moran, 27400 Northwestern Highway, Southfield, MI 48034 Direct Dial: 248.223.3447 | Mobile: 248.207.7376 | Fax: 248.603.5618 Plante Moran | Twitter | Facebook | LinkedIn | Blogs Celebrating our 19th year as one of FORTUNE’s “100 Best Companies to Work For®” Please consider the environment before printing this email. From: GiarimoustasViviana [mailto:VivianaGiarimoustas@colliergov.net] Sent: Thursday, November 30, 2017 8:11 AM To: Scott Eiler <Scott.Eiler@plantemoran.com> Cc: Christopher Blough <Christopher.Blough@plantemoran.com> Subject: RE: Status of County Review of RFP 17‐1787 Good Morning Scott. Thank you for your prompt response. We would draft a contract and send to you for a review before finalizing. You would not have to provide insurance until you receive the approved contract. You would not have to be present at the Board meeting as it is on the Consent Agenda. We would need to have everything finished about a month before the Board meeting to make it on the Agenda that gives us about a month maybe a little less with the holidays. At this point it is too late to request an exception, this is something that should have been brought up prior to the deadline. Please see below this is on page 6 of the solicitation. Let me know if you would like to proceed. Any assistance is much appreciated. Thank you. 3 Viviana S. Giarimoustas Procurement Strategist Collier County Procurement Services Division 3295 Tamiami Trail E Naples, FL 34112 239‐252‐8375 Collier County Procurement Services is pleased to announce, It has partnered with BidSync to provide Free web‐based Bidding services to its vendors, suppliers and contractors. Implementation is underway with a go‐live date of December 4, 2017. Register today at www.bidsync.com For Registration Assistance, please contact BidSync customer service at 800‐990‐9339 Or email: support@bidsync.com From: Scott Eiler [mailto:Scott.Eiler@plantemoran.com] Sent: Wednesday, November 29, 2017 9:24 PM To: GiarimoustasViviana <VivianaGiarimoustas@colliergov.net> Cc: Christopher Blough <Christopher.Blough@plantemoran.com> Subject: RE: Status of County Review of RFP 17‐1787 Viviana: In response to your two questions below: Extension of our proposal response an addition 60 days is fine. In terms of the team that we provided in the proposal, all of the staff noted will be on the project. There are likely one or two additional staff that will be added as well but that will not result in any additional cost to the proposal. Couple of additional items: We had one exception to the County’s T&Cs so would like to get that cleared up when we can. Let me know when you would like us to provide the necessary insurance information. In terms of the contract itself, I’m assuming that you will draft up something for us to review. From a timing perspective, you had mentioned a target of the January 23rd Board meeting. When would everything need to be completed and in the Board packet. Would you like us to be in attendance at the Board meeting when the contract is presented for approval. Thanks -- Scott Eiler | Partner, Management Consulting | Government Technology & Operations Plante Moran, 27400 Northwestern Highway, Southfield, MI 48034 Direct Dial: 248.223.3447 | Mobile: 248.207.7376 | Fax: 248.603.5618 Plante Moran | Twitter | Facebook | LinkedIn | Blogs Celebrating our 19th year as one of FORTUNE’s “100 Best Companies to Work For®” Please consider the environment before printing this email. 4 From: GiarimoustasViviana [mailto:VivianaGiarimoustas@colliergov.net] Sent: Wednesday, November 29, 2017 12:43 PM To: Scott Eiler <Scott.Eiler@plantemoran.com> Subject: RE: Status of County Review of RFP 17‐1787 Afternoon Scott. I was able to meet with the Project Manager for this solicitation today. We had two questions before we proceed. In the proposal it states it is valid for 90 days, can we extend that an additional 60 days? We still have to write up a contract and present it to our Board which will probably be end of January or beginning of February. The other question I have for you is, will the team provided in the proposal still be the team members that will be working on this project? Any assistance is much appreciated. Thank you. Viviana S. Giarimoustas Procurement Strategist Collier County Procurement Services Division 3295 Tamiami Trail E Naples, FL 34112 239‐252‐8375 Collier County Procurement Services is pleased to announce, It has partnered with BidSync to provide Free web‐based Bidding services to its vendors, suppliers and contractors. Implementation is underway with a go‐live date of December 4, 2017. Register today at www.bidsync.com For Registration Assistance, please contact BidSync customer service at 800‐990‐9339 Or email: support@bidsync.com From: Scott Eiler [mailto:Scott.Eiler@plantemoran.com] Sent: Tuesday, November 28, 2017 12:14 PM To: GiarimoustasViviana <VivianaGiarimoustas@colliergov.net> Subject: RE: Status of County Review of RFP 17‐1787 Good morning Viviana. Wanted to check back as to next steps on the contract and SOW for our services. Let me know how you would like to proceed. Thanks -- Scott Eiler | Partner, Management Consulting | Government Technology & Operations Plante Moran, 27400 Northwestern Highway, Southfield, MI 48034 Direct Dial: 248.223.3447 | Mobile: 248.207.7376 | Fax: 248.603.5618 Plante Moran | Twitter | Facebook | LinkedIn | Blogs Celebrating our 19th year as one of FORTUNE’s “100 Best Companies to Work For®” Please consider the environment before printing this email. 5 From: GiarimoustasViviana [mailto:VivianaGiarimoustas@colliergov.net] Sent: Thursday, November 16, 2017 8:13 AM To: Scott Eiler <Scott.Eiler@plantemoran.com> Subject: RE: Status of County Review of RFP 17‐1787 Good Morning Scott. Please see attached. Congratulations!! The project manager that is working on this will be out for the rest of the week and next so I will probably be contacting you after Thanksgiving. We are looking at presenting this to the Board January 23, 2018. Thank you. Viviana S. Giarimoustas Procurement Strategist Collier County Procurement Services Division 3295 Tamiami Trail E Naples, FL 34112 239‐252‐8375 From: Scott Eiler [mailto:Scott.Eiler@plantemoran.com] Sent: Wednesday, November 15, 2017 9:24 PM To: GiarimoustasViviana <VivianaGiarimoustas@colliergov.net> Subject: RE: Status of County Review of RFP 17‐1787 Good evening Viviana. I checked in with you a couple of weeks ago regarding the scoring and ranking meeting for RFP No. 17‐1787: Development Services Mapping and you indicated that you believed the committee would be meeting around Thanksgiving time. I checked on the Calendar of Events this evening and did not see a Sunshine meeting posted. Any update you can provide would be greatly appreciated. Thanks -- Scott Eiler | Partner, Management Consulting | Government Technology & Operations Plante Moran, 27400 Northwestern Highway, Southfield, MI 48034 Direct Dial: 248.223.3447 | Mobile: 248.207.7376 | Fax: 248.603.5618 Plante Moran | Twitter | Facebook | LinkedIn | Blogs Celebrating our 19th year as one of FORTUNE’s “100 Best Companies to Work For®” Please consider the environment before printing this email. From: Scott Eiler Sent: Thursday, October 26, 2017 4:31 PM To: 'VivianaGiarimoustas@colliergov.net' <VivianaGiarimoustas@colliergov.net> Subject: Status of County Review of RFP 17‐1787 Ms. Giarimoustas: I wanted to check‐in and see if you might be able to provide an update on the evaluation of the proposals that were received relative to RFP No. 17‐7187: Development Services Mapping. I have been monitoring the County’s Calendar of Events to see if there were any postings for a Short‐List meeting and do not see one yet posted. Any information you can provide as to next steps and timing would be greatly appreciated. 6 Thanks -- Scott Eiler | Partner, Management Consulting | Government Technology & Operations Plante Moran, 27400 Northwestern Highway, Southfield, MI 48034 Direct Dial: 248.223.3447 | Mobile: 248.207.7376 | Fax: 248.603.5618 Plante Moran | Twitter | Facebook | LinkedIn | Blogs Celebrating our 19th year as one of FORTUNE’s “100 Best Companies to Work For®” Please consider the environment before printing this email. This email, including any attachments, may contain confidential information and is intended solely for use by the individual to whom it is addressed. If you received this email in error, please notify the sender, do not disclose its contents to others, and delete it from your system. Any other use of this email and/or attachments is prohibited. This message is not meant to constitute an electronic signature or intent to contract electronically. Under Florida Law, e-mail addresses are public records. If you do not want your e-mail address released in response to a public records request, do not send electronic mail to this entity. Instead, contact this office by telephone or in writing. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 76 | Page Process Mapping Sample: Swimlane Diagram Site Plan Review Process (Commercial )DeveloperSite Plan Review StaffBoards & CommissionsNotesPermit Development CenterStart Submit application Pre-application meeting Site plans required for: a change of use , new building, reconfiguration of site , valuation of project > 50% (?), been vacant longer than 6 months, building additions , proposal of a subdivision Site plans and physical copy of application stored in closet Schedule Pre- application meeting Schedule meeting with Traffic for Traffic Scope Meeting Major site plan: >10,000 sq ft. Minor site plan: <10,000 sq ft Boards and Commissions process for Urban Design Review Submittal approved? Building Plan Review Process (pg 2) End Note if P&Z rejects approval, developer has option to disregard and request for approval to Council on their own Departments submit notes and necessary documentation rquired for submittal Traffic Study? Site plan submittal (major/minor) Boards and Commissions process for P&Z ZBOA relief needed ? Boards and Commissions process for ZBOA releif Tax Abatement ? Submit Tax Abatement Standards Acknowlegement Form and Identify Selected Sustainability Criteria Easments/ Right of Way. Dedications? Submit appropriate survey and legal reviews to real estate . DSMAA approval needed? Provide verification that appropriate documents have been submitted to the Des Moines Airport Authority Sidewalk Café ? Sidewalk Café Permitting Process Provide Comment letter to developer / Letter of Approval to Planning and Zoning Building Permit Process to include inspections and issuance of Certificate of Occupancy Sign off on Permits Yes No Yes Yes No Yes No Yes No Yes No No Yes No Admin site plan appeals are reviewed by Planning & Zoning Commission ZBOA = Zoning Board of Adjustment Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 77 | Page Process Mapping Sample: SIPOC Diagram Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 78 | Page Process Mapping Sample: Value Stream Mapping Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 79 | Page Client Feedback You deserve world-class client service. LET OUR CLIENTS DO THE TALKING Our client satisfaction survey is performed by an independent firm that utilizes the American Customer Satisfaction Index (ACSI) methodology to compare our rating against a diverse group of companies. The ACSI index represents aggregated customer satisfaction benchmarks based upon key drivers such as service approach, level of expertise, quality of work, and value added. Plante Moran clients invited to participate in our surveys respond at a rate that exceeds the national average. The response to our annual client satisfaction surveys averages 32 percent. According to the AICPA, the typical response rate for an online survey is 30 percent. The ACSI score represents aggregated customer satisfaction benchmarks based upon key drivers such as service approach, level of expertise, quality of work, and value added. This score allows Plante Moran to compare our firm’s client service against a diverse group of companies which undergo the same precise measurements and testing. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 80 | Page Customer Service & Client Satisfaction- The Plante Moran Way When clients engage Plante Moran as their advisor, they say they can feel the difference almost immediately. Whether it is an innovative approach to problem-solving, our collaborative culture, or solutions borne out of deep industry expertise, our clients benefit from an attentive advisor who brings a caring approach to each engagement. Here are a few considerations that we believe make Plante Moran different and help ensure that we provide responsive service to our clients: • Low staff turnover — We have the lowest staff turnover rate of any major accounting firm in the United States. By minimizing turnover, we can provide better staff continuity, which in turn ensures that our teams are organized, prepared, and not slowed down by on-the-job learning. • More senior-level involvement — Our staffing mix involves a high degree of partner and senior manager-level involvement in our engagements. As a result, we bring more experience directly to the field, improving the quality and effectiveness of our interactions with your internal accounting staff and executive management, often generating additional value. • Flexibility and experience — Our deep experience in working with clients of all sizes and ownership structures allows us to acclimate to your organizational environment quickly. • Communication — We believe that communication is the key to a successful relationship. Our clients tell us that we regularly exceed their expectations because we take ownership of that requirement. Regular communication avoids surprises, keeps projects on track, and promotes a healthy relationship. • Commitment — We listen upfront to what you need and we deliver. On time and what you requested. We meet the promises we make. This is the number one thing that business executives tell us they want when we ask them what is important when hiring a professional service company, and we strive to meet their needs. Client Satisfaction and Project Success Commitment Our consultants and, more importantly, senior staff on our project team take significant pride and ownership in ensuring that the services provided to our clients achieve the highest level of satisfaction and quality results. Our consultants are engaged with all levels of staff from Executive Sponsors to line staff who are executing the various land management, plan review, permitting, and enforcement system related processes. Evidence of our ability to take leadership and ownership of the project’s success is exhibited in a number of ways as follows: • We have been involved with a number of clients in performing multiple software engagements for land management, plan review, permitting, and enforcement system in connection with enterprise resource planning (ERP) other software selection projects. • We are frequently requested by clients for whom we have provided land management, plan review, permitting, and enforcement system selection services to also assist in providing implementation management services. • We have received awards from clients due to the quality and work ethic in performing technology-related projects. For example, Lake County, IL has awarded Plante Moran a Partner in Excellence award as a result of two significant technology-related projects. Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 81 | Page Additional steps that we perform to achieve client satisfaction are as follows: • Staff will be assigned to the project that have significant experience in other public sector software implementation projects from needs assessment through implementation management who also have deep knowledge of municipal operations including land management, plan review, permitting, and enforcement processes. • Frequent communications with the client through status meetings and other methods of communication. • Significant project management capabilities to ensure that the project is completed on-time, within budget and achieves the overall goals and objectives of the project Collier County, FL | RFP No. 17-7187 Mapping and Documentation of Core Business Processes Plante & Moran’s Proposal Submission 10/04/2017 82 | Page Exhibits Per the RFP, Evaluation Critieria No. 3: Methodology and Work Plan (Page 5), respondents are requested to attach a copy of a report as an example of a work product. Plante Moran is submitting examples prepared for the City of Des Moines, IA Permitting, Inspection, and Licensing Assessment (Process Mapping), Selection, and Contract Negotiations Services project. Exhibit A: Project Needs Assessment Report and Current State Process Maps (Swimland Cross-Functional) {Get there.} CITY OF DES MOINES LMS NEEDS ASSESSMENT | JANUARY 6, 2017 DRAFT LAND MANAGEMENT SYSTEM REPORT City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 1 | Page Copyright 2017 Plante & Moran, PLLC Table of Contents 1 Executive Summary .................................................................................................................. 3 1.1 Project Background ................................................................................................................. 3 1.1.1 Scope and Key Objectives ----------------------------------------------------------------------------------------------- 3 1.1.2 Alignment with Strategic Planning Initiatives ------------------------------------------------------------------------ 5 1.1.3 Project Organizational Structure ---------------------------------------------------------------------------------------- 6 1.1.4 Project Approach to Assessing Business Needs ------------------------------------------------------------------- 7 1.2 Business Challenges and Recognized Obstacles .................................................................. 8 1.3 Key Observations and Findings .............................................................................................. 9 1.4 Recommendations ................................................................................................................ 11 2 Needs Assessment Detail Findings ...................................................................................... 13 2.1 Methodology .......................................................................................................................... 13 2.1.1 Information Collected and Assessed -------------------------------------------------------------------------------- 13 1.1.1 Interview Sessions and Format --------------------------------------------------------------------------------------- 13 2.1.2 Business Process Evaluation Techniques ------------------------------------------------------------------------- 14 2.2 Detailed Findings by Permitting / Licensing Business Group ............................................... 18 2.2.1 Address Administration and Management ------------------------------------------------------------------------- 18 2.2.2 Boards and Commissions ---------------------------------------------------------------------------------------------- 21 2.2.3 Building Permitting and Projects -------------------------------------------------------------------------------------- 24 2.2.4 City Clerk Licensing ------------------------------------------------------------------------------------------------------ 26 2.2.5 Code Enforcement / Legal Services --------------------------------------------------------------------------------- 28 2.2.6 Fire Prevention Bureau -------------------------------------------------------------------------------------------------- 29 2.2.7 Geographic Information Systems ------------------------------------------------------------------------------------- 32 2.2.8 Grading / Sidewalk Permitting ----------------------------------------------------------------------------------------- 35 2.2.9 Mechanical, Electrical, Plumbing & Boiler Licensing ------------------------------------------------------------ 36 2.2.10 Neighborhood Conservation Services ------------------------------------------------------------------------------- 38 2.2.11 Police ------------------------------------------------------------------------------------------------------------------------ 40 2.2.12 Public Information Office ------------------------------------------------------------------------------------------------ 41 2.2.13 Public Works Operations------------------------------------------------------------------------------------------------ 43 2.2.14 Rental Certificate Management --------------------------------------------------------------------------------------- 45 2.2.15 Right-of-Way Obstructions --------------------------------------------------------------------------------------------- 46 2.2.16 Sign and Sound Permitting --------------------------------------------------------------------------------------------- 48 2.2.17 Site - Subdivision Plan Submission / Sidewalk Café Permitting ---------------------------------------------- 51 2.2.18 Street Use Permitting ---------------------------------------------------------------------------------------------------- 55 2.2.19 Tax Abatement Process Management ------------------------------------------------------------------------------ 57 3 Plan of Action Recommendations ......................................................................................... 60 3.1 Introduction............................................................................................................................ 60 3.2 Process Optimization Recommendations ............................................................................. 61 3.3 Project Structure and Governance ........................................................................................ 62 3.4 Change Management ............................................................................................................ 63 3.4.1 Communication Planning ----------------------------------------------------------------------------------------------- 63 3.4.2 Staff Backfill ---------------------------------------------------------------------------------------------------------------- 64 3.5 Request for Proposal Development ...................................................................................... 65 3.6 System Implementation Phasing .......................................................................................... 66 3.7 Data Cleansing/Conversion .................................................................................................. 66 3.8 Interface Development .......................................................................................................... 67 3.9 Identification of Key Performance Metrics and Indicators ..................................................... 68 City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 2 | Page Copyright 2017 Plante & Moran, PLLC 3.9.1 Sample KPI Targets for LMS Systems ------------------------------------------------------------------------------ 69 3.9.2 Reporting Requirements Considerations --------------------------------------------------------------------------- 71 3.10 LMS System Training ............................................................................................................ 71 3.11 Enterprise LMS Total Cost of Ownership Considerations .................................................... 72 Exhibit 1: Process Maps ..................................................................................................................... 78 Appendix A: Project Charter ............................................................................................................. 79 Project Overview & Background ........................................................................................................ 79 Project Mission and Goal Statement ................................................................................................. 79 Project Objectives.............................................................................................................................. 79 Project Business Drivers ................................................................................................................... 80 Out of Scope Systems or Applications .............................................................................................. 81 Project Milestones ............................................................................................................................. 82 Critical Success Factors .................................................................................................................... 83 Project Assumptions .......................................................................................................................... 83 Project Constraints ............................................................................................................................ 83 Project Risks ...................................................................................................................................... 83 Appendix B: Project Stakeholder Participation .............................................................................. 85 Appendix C: Application Inventory and System Migration Considerations ................................ 87 Data Migration and Retention Considerations .................................................................................. 94 Interface Development Considerations ............................................................................................. 95 Possible Interfaces Identified Through Needs Assessment .............................................................. 96 Appendix D: Technical Environment Considerations .................................................................... 98 Applications Support and Management ............................................................................................ 98 Infrastructure, Networking, Security .................................................................................................. 98 Appendix E: Sample System Selection Roles & Responsibilities .............................................. 100 City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 3 | Page Copyright 2017 Plante & Moran, PLLC 1 Executive Summary 1.1 PROJECT BACKGROUND The City of Des Moines is the capital, and largest City, of the State of Iowa, with a population of 210,330 as of 2015. It serves a central role in all sectors of the state’s economy, and its insurance industry is the third largest in the world, behind only London and Hartford. Des Moines was named the #1 city in the nation for young professionals by Forbes in 2014. The City provides a full range of services to its residents, including public safety, parks and recreation, maintenance of public infrastructure, and management of a stormwater system. As the center of a metropolitan area undergoing economic and population growth, among the City’s most demanding activities are the administration of the permitting process for commercial and residential development, the licensing of the City’s contractors and business owners, and the enforcement of Des Moines’ municipal code. In 2001 the City contracted with Tidemark Solutions to license and implement a software application to manage its permitting, inspection, and licensing activities, and has since served as Des Moines’s line- of-business application for this function. Following Tidemark Solutions’ acquisition by Accela, Inc. later that year, the City retained its maintenance and support agreement with the vendor until 2014, when updates to the software were discontinued. In late 2016, the City conducted a competitive solicitation and retained Plante & Moran, PLLC (Plante Moran) as the consultant to facilitate an assessment and selection process for a modernized permitting, inspection, and licensing solution also referred to as a Land Management Solution (LMS) in the technology marketplace. The future solution is expected to fulfill the City’s permitting, inspection, and licensing objectives. This process involves a citywide needs assessment, a plan of action for solution implementation, a procurement process for a replacement solution, and the development of an implementation statement of work. Having previously engaged Plante Moran to conduct an Information Technology Assessment and Strategic Plan in 2008 and again in 2015, the City expects to build upon the strategic technology foundation it has established as it moves forward with this enterprise system deployment. 1.1.1 Scope and Key Objectives This project involves the development of an assessment, implementation plan of action, vendor selection support, and implementation of a replacement solution. Plante Moran conducted interviews and meetings with the following in-scope service areas involved in permitting, inspection, and licensing activities managed and coordinated throughout the organization. A summary of the activity areas identified by department are provided in the listing below. Community Development Department • Planning and Urban Design • Neighborhood Inspection • Permit and Development Center • Neighborhood Development • Neighborhood Conservation Services • Community Investment Administration City Clerk’s Office • Pet Licensing • Business Licensing • Special Purpose Permits City Manager’s Office • Street Event Permits City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 4 | Page Copyright 2017 Plante & Moran, PLLC Engineering • Right of Way Obstruction/Excavation Permits • Special Parking Permits • Sidewalk/Drive Approach Permits & Enforcement Public Works • Property Cleanup Fire • Business License Inspections • Construction Permits & Inspections Finance • Permit & Licensing Fee Processing Public Relations Coordinator • Permit Data Transparency Legal Department • Enforcement Processes • Property Assessments Information Technology • Applications Support • Geographic Information Systems • Network/Communications Management City Boards, Commissions, and Committees • Zoning Board of Adjustment • Planning & Zoning Commission • Urban Design Review Board • Historic Preservation Commission • Building and Fire Code Board of Appeals • Housing Appeals Board The following key objectives were identified: • Assessment of Existing Permitting, Inspection, and Licensing Systems: The assessment component will reveal the business and technology drivers necessitating the need for an upgraded enterprise permitting, inspection, and licensing solution. This will include a technical, functional, and process evaluation of the systems currently in use throughout the City Clerk’s Office, City Manager’s Office, Community Development, Legal, Engineering, and Fire Departments. This component will identify technical platform requirements for the new system. • Develop Procurement Plan of Action: The City will be evaluating its options to retain, replace, or integrate a future solution or pursue application alternatives. This will include the prioritization of solution requirements, a proposed sequence system component phases, anticipated implementation timeframes, and costs for potential replacement options. • Develop Request for Proposal (RFP): Based on the results of the Needs Assessment and the Plan of Action, the consultant along with City staff will create a request for proposal (RFP) for distribution to prospective vendors for the purchase, installation (if needed) and implementation of a solution. This will include assisting the City in identifying potential vendors and facilitating questions and responses throughout the RFP process. • Vendor Evaluation and Selection: A competitive market procurement will be conducted with the intent of identifying solution providers with capabilities addressing the business needs identified by the City. • Contract Negotiations and Statement of Work Development: The contract development and statement of work sets forth the performance expectations of the selected vendor. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 5 | Page Copyright 2017 Plante & Moran, PLLC 1.1.2 Alignment with Strategic Planning Initiatives The Des Moines Strategic Plan (2016 > 2021 > 2031) presents the City’s vision, plan, execution, mission and core beliefs for the coming years. Enhancing the City’s permitting, inspection, and licensing capabilities and corresponding service delivery can be aligned with specific value based principles, strategic goals, and outcome-based objectives, including: Des Moines Strategic Plan / GuideDSM (2016): Relevant Initiatives City Strategic Planning Initiative Associated Permitting Solution Strategy Alive Downtown • Range of modern urban housing options using innovative designs and construction techniques: types, prices, rent/ownership. • Well maintained buildings and structures adding value to downtown. • Well maintained public infrastructure: streets, sidewalks, traffic signals, street lights, bridges, water system, skywalks, trees. Convenience for Developers and Contractors • A modern application will allow for a streamlined experience for developers and contractors looking to do business with the City. • Enhanced reporting capabilities will allow departments to track and improve the level of service required to accommodate increases in permit volume. Great Neighborhoods • Quality, well maintained public infrastructure: streets, utilities, sidewalks, curbs/gutters, storm water, trees. • Quality, well maintained/modernized housing stock. • People feel and are safe and secure at home and in the neighborhood. Code Enforcement • Enhance the efficiency and responsiveness of the Neighborhood Inspection Zoning Division, which oversees the City’s Code Enforcement process. Allows greater access and immediate insight into historical violations and inspection workloads. Involved Community – Residents and Businesses • Using a variety of methods and technique to inform the community – residents and businesses. • Being open to new, creative ideas and feedback from residents. • Effectively using City boards, commissions and task forces. Online Resource Expansion • Citizen access to an online portal to apply and pay for permits and query status of records will greatly enhance transparency and engagement. • Staff efficiencies can be improved by referring citizens to online resources, especially for high volume, low complexity types of transactions. Financially Sound City • City services delivered in the most cost effective manner, data driven manner. Cost of Service Supporting Detail • Enhanced reporting capabilities will provide the City with tools to comprehensively track the true cost of providing LMS functions, allow the organization to optimize fees, and balance workloads among staff Thriving Regional Economy • State-of-the-art technology infrastructure serving the needs of current and future businesses. Modernized Technology Environment • A vendor supported LMS solution will allow the City to offer new and expanded capabilities to engage citizens, using popular technology resources and applications. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 6 | Page Copyright 2017 Plante & Moran, PLLC This project is also aligned with specific IT strategic goals highlighted in the Strategic Plan report prepared by Plante Moran in 2016: City of Des Moines IT Strategic Plan (2016): Relevant Recommendations 2008 Recommendation Current State (2016) 1. Replace the City’s permitting system. The City intends to develop an RFP (Request for Proposals) for a replacement for its current Accela Tidemark system within the year. 2. Procure a Customer Relationship Management (CRM) system. The City has purchased CitySourced to manage external requests for service in addition to other types of service request management solutions currently in use or being further deployed. 3. Update current website | Develop an e-Government strategy. Despite the availability of online interaction with several City departments through custom-developed web tools, core public functions such as permitting are not yet available online. 1.1.3 Project Organizational Structure Please see Appendix B for a complete index of project leaders and stakeholders. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 7 | Page Copyright 2017 Plante & Moran, PLLC 1.1.4 Project Approach to Assessing Business Needs Plante Moran’s team worked closely with the City’s business process leads and technology systems professionals. In accordance with the City’s expectations, this assessment was written to document significant findings and does not exhaustively document all of the issues within the existing business application environment. The comprehensive software needs required by the City in each of the functional areas will be further defined and evaluated on as part of Task #3: Developing the RFP document. The key process, technology, and personnel knowledge was collected firsthand from the business areas routinely using Tidemark and over 40 related applications. The ability of these systems as measured by the efficiency and effectiveness to transact the public’s business was evaluated along with future requirement considerations. A cost of ownership estimate was calculated using peer organizations conducting competitive permitting system procurements across the United States in the past five years. The City has an opportunity to align its future technology investments with a new strategic focus as it is relies upon current staff to assume broader responsibilities due to significant anticipate turnover in the organizations over the past five years. The project used a very participative approach that involved City staff in all departments. Staff interacted with the Plante Moran consultants to assess current City business processes and supporting software systems, identify the strengths and limitations in existing application systems and IT infrastructure, identify process improvements, realistic timelines and staffing impacts. Plante Moran and the City of Des Moines’ approach to evaluating the City’s business needs for prospective replacement of its Tidemark permitting system and developing this report encompassed the following key activities: • Develop a clear understanding of the business needs and strategy with participating project advisory team representatives. • Obtain and review relevant source documents to obtain relevant information on current and required permitting, inspections, licensing, and code enforcement activities • Validate the City’s technology infrastructure for its future permitting solution environment • Conduct key stakeholder/solution user interviews • Conduct interviews stakeholders impacted by the scope of the project Task 1 Needs Assessment Task 3 Develop RFP Document Task 2 Develop Plan of Action Task 4 Vendor Evaluation and Selection Task 5 Contract Negotiation and Statement of Work Development City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 8 | Page Copyright 2017 Plante & Moran, PLLC • Conduct process-owner interviews and document as-is processes • Compile a preliminary business needs assessment • Conduct validation sessions • Develop and deliver the final permitting business needs assessment report 1.2 BUSINESS CHALLENGES AND RECOGNIZED OBSTACLES The City of Des Moines as an organization places an emphasis on its departments’ high level of attentiveness to its constituents’ service needs. As represented below, the demand upon the City’s organization to administer services has been increasing over the past five years. According to data obtained from the Tidemark system, the aggregate of permits, inspections, and plan review activities conducted by the various departments of the City increased from 56,408 in FY 2012- 13 to 69,567 in FY 2015-16. This represents nearly a 7% increase in total community development activities year-over-year. Evidence suggests this trend is slated to continue for the foreseeable future as the area remains an attractive target for investment. The Des Moines Metropolitan Planning Organization projects that both the population and housing stock of Greater Des Moines area will increase by over 50% by 2050.1 The City of Des Moines must, in light of anticipated increases in volume with accompanying growth, strategically enhance its resource investments in terms of efficiency to sustain and/or improve its current service levels to fulfill public expectations. At present, the absence of any future upgrades to the Tidemark permitting system is preventing enhanced efficiency in the City’s present environment are greatly diminished. The lack of support for such capabilities as an online permit application portal, which would alleviate the burden of data entry and validation from the organization’s clerical staff, illustrate that departments have leveraged the functionality of Tidemark to its limits, and any further service improvements from a technology perspective would require a full replacement of Tidemark with a modernized solution. 1 “Forecasting Our Growth”; Des Moines Area Metropolitan Planning Organization, 2015 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 FY 12 FY 13 FY 14 FY 15 FY 16 Community Development Activity: FY12-FY16 Plan Reviews Permits Inspections City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 9 | Page Copyright 2017 Plante & Moran, PLLC 1.3 KEY OBSERVATIONS AND FINDINGS The information in this Needs Assessment report is the result of our research and findings from two groups of interviews with City Staff: Executive Stakeholder and End Process User. A high level summary from the Executive Stakeholder discussions is presented within three focus areas: 1) Executive Stakeholder Expectations 2) Stakeholder Project Awareness 3) Key Stakeholder Essential Business Requirements Executive Stakeholder Project Expectations Focus on Process Optimization Opportunities – The City has identified the business need to conduct a critical review of its internal processes to identify options to realize efficiencies and improved performance by effectively managing its technology and staff resources. The process evaluation techniques applied are summarized in the methodology section of this report. Executive stakeholders are expecting detailed documentation of current process area workflows allowing the assessment teams to identify functional, technical, and process related gap with specific opportunities to be considered for driving the specifications for the replacement permitting solution. Assessment of Marketplace and Ownership Costs – The true cost of ownership should include an analysis extending at least 5 to 10 years to properly determine the investment benefit of the replacement solution. This cost should factor in both internal and external (third-party) one-time and annually recurring costs. Land Management System (LMS) Solution Selection Process: Stakeholders are expecting the RFP evaluation process to be inclusive and involve stakeholders through the City through an objective RFP scoring process. Staff are anticipating the ultimate recommendation lead to the selection of permitting solution vendor and experienced implementation team. The solution should meet defined budgetary parameters. It should meet key business requirements and provide functionality for all relevant permitting process areas. The new system must also provide data analytics to deliver enhanced reporting and key performance metrics. Stakeholder Awareness Staff Development and Cross-Training – Upon selection of a replacement solution, stakeholders are anticipating extensive on-site training, including follow up training to be monitored and enforced through end user department trainers, dedicated ongoing champions, and product owners. The importance of building bench strength for maintaining necessary expertise through cross-training was a expressed by nearly all staff interviewed. Cross-functional Project Cooperation - Clear communication with functional experts and project sponsors will properly manage expectations and channel communication appropriately amongst all project participants from executive stakeholders to end user experts. The steering committee is responsible for focusing the organization on the mission, cheerleading and branding, removing roadblocks, supporting project managers where necessary. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 10 | Page Copyright 2017 Plante & Moran, PLLC Essential Business Needs COTS strategy – Refers to “Commercial Off-the-Shelf” to describe software and hardware products that are read-made and available for sale to municipalities. COTS software are designed to be user friendly and are an alternative to expensive in-house custom solutions. Provide Enhanced Mobile Access – Currently field access to permitting system is limited to laptops configured to city vehicles. Requirement for mobile interface capability to allow field access to all city staff is essential for selection of an effective solution. GIS-Centric – A recurring theme for end process users is the lack of location visibility in the permitting system. Currently, Tidemark activities are linked to parcel tax ID record as a 1:1 relationship, when in reality, there could be a one to many or many to many relationship with one permit activity associated with many different tax parcels. The difficulty in associating one or more parcels by permit com plicates queries requiring that can result in inconsistent and/or incomplete data. Additionally, not all permitting, licensing, and inspection activities associate to a specific tax parcel (e.g. right-of-way or special use functions). The replacem ent solution will need to incorporate location as a primary index in order to attach permitting and project details, as well as distinct addresses to a single GIS data point. Point of Sale Integration Opportunity with Tyler Munis® Cash Management Module – The process for generating, collecting and depositing permit, license, and inspection fees is a manually intensive process. Staff must manually calculate appropriate permitting fees, charge and balance multiple times for each type of permit funds were collected, and record revenues to the appropriate departmental revenue accounts once fees have been collected at the point of sale. The effort to balance receipts with the appropriate revenue accounts presents opportunities for error. A replacement solution should be integrated with the Munis Cash Management module to efficiently manage the permit fee process. Exploit Process Automation Opportunities – For example, scheduling for inspections is done by the inspector based off a voicemail queue as the public provides notification readiness for inspections. The developer is expected to reach out to correct inspector for their zone but does not always do so. This leads to miscommunication and inefficient routing. Additionally, the capability of automatically generating notifications for cyclical inspections is not available in some of the City’s permitting systems (e.g. Fire Prevention). This creates circumstances where the City has to reactively manage the inspection schedules through exception reporting, identifying past-due inspection events, instead of proactively identifying them for staff scheduling and assignment purposes. Multiple Systems of Record – Appendix C details 47 unique shadow and support systems to support permit process activities. There are documented cases of redundant data entry with each representing the potential for conflicting truths, and limits accurate and qualitative reporting for permit activity. Recommendations for maintaining, replacing, or integrating these systems are provided in Appendix C as part of the permitting solution evaluation process. Advanced Data Analytics – Performance measures do not represent an accurate picture of efficiency or effectiveness. Ability to recognize “big picture”-- trends, key performance indicators, customized reports etc. — is limited or non-existent. A “visual” system driven by data and location analytics is necessary to optimize the level of service the City delivers. Adapting location analytics practices used by business reveals insights to improve service delivery. This should be a top priority incorporated into the future permitting solution’s implementation action plan. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 11 | Page Copyright 2017 Plante & Moran, PLLC 1.4 RECOMMENDATIONS The following are summaries of findings represented from the individual service areas that were interviewed by Plante Moran. Detailed practices by service area follow with observations, opportunities, and recommendations to overcome any challenges identified. LOCATIONAL POSITION DRIVES PERMIT INDEXING / ANALYSIS • A modern permitting with tighter integration to the City’s GIS databases and spatial query functionality will assist the City tremendously in tying permit records to address and parcel records for historical referencing. • The availability of many modern permitting solutions to attach permit records to non-address locations would enhance visibility across permits affecting the City’s right-of-way. EXTEND GOVERNANCE FOCUS TO INCLUDE POST GO- LIVE ACTIVITIES • To complement the project-focused approach currently employed for enterprise technology deployments, the City should implement more formal governance to administer systems once operational. • Incorporating a strategic enterprise consideration to the system administration function would allow the City to maximize its long-term return on investment, both for its permitting initiative and for future technology deployments. ESTABLISH ONLINE CITIZEN ACCESS PORTAL • A portal accessible from the City’s website would greatly enhance citizen engagement at each step of the permitting lifecycle. • Configurable online application functionality for permits integrated to the permitting solution would allow the City to eliminate the duplicate entry of data characterizing paper applications. • An online payment portal for paying fees would enhance convenience for applicants and automate the confirmation of payment within the permitting application, which is currently updated manually. DEFINE PLAN OF ACTION FOR SELECTION AND IMPLEMENTATION • The City and Plante Moran will be reviewing the recommended Plan of Action to be included as a follow-up attachment to this report. It will outline the processes and key considerations to select and implement a permitting replacement solution. PLAN FOR STAFF DEVELOPMENT AND SUCCESSION BY TRAINING AND COSS- TRAINING • A focus on ongoing training will greatly enhance the City’s ability to onboard and develop staff backups as new staff seek to fully utilize the future permitting solution; this would include more comprehensive formal documentation of system configurations as well as formal remote or onsite sessions with the City’s future vendor where appropriate. • A replacement solution will require City staff (IT and non-IT business users) to test and implement periodic system upgrades including new functionality, a continuous commitment to training will allow the City to identify and scope further potential efficiency enhancements following the initial implementation of the solution. • The capability of modern LMS applications for supervisors to reassign specific tasks or to assign resources by geographic location and/or other parameters. Workload rebalancing will prevent risks to delay for permit activities in the event of staff unavailability (e.g. sick, vacation, leaves of absence, etc.). INDEX PERMITS BY EVENT TIMING / SCHEDULE • In addition to the spatial component, a modernized solution has the capability to represent activities according to pre-defined start and end dates. • This visibility will allow the City to identify conflicts between proposed uses of City right-of-way, such as a proposed street use event concurrent with a City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 12 | Page Copyright 2017 Plante & Moran, PLLC right-of-way excavation involving a private developer. It will also provide an opportunity to represent public capital funded projects so their impact can be represented in conjunction with private request activities. • Reporting of scheduled inspection dates and deadlines will allow individual inspectors and their supervisors much greater visibility into inspection workloads. TRANSITION FIRE PREVENTION PERMITTING ACTIVITY OUT OF FIREHOUSE AND INTO FUTURE PERMITTING SOLUTION • Implementing a replacement permitting application provides an opportunity to integrate the City’s fire prevention permit processes into its enterprise line- of-business system rather than a standalone solution which requires staff duplication of data entry. • Integrating these processes into a single application will allow for more automated approval and notification functionality as well as greater visibility into fire permit cases when performing historical queries. • Providing a way to trigger recurring inspections so they can be scheduled and planned in advance will overcome the limitations with the present system requiring manual reporting to identify past due inspections. LEVERAGE THE OPPORTUNITIES MOBILITY AFFORDS FIELD STAFF • Many modern providers offer mobile browser access or mobile apps offering real-time and offline access to the system database • Inspectors and other City staff at remote worksites would have the opportunity to access and populate inspection checklists, query the database for past activities, and initiate new cases where appropriate. ESTABLISH KEY PERFORMANCE INDICATORS THAT MEASURE EFFICIENCY AND EFFECTIVENESS • A replacement solution will provide greatly enhanced reporting functionality and will allow the City to track trends in its level of service delivery, both in aggregate and case by case. • Once expectations for each function’s service level are formalized, staff and supervisors will have ability to track performance in real time, facilitated by system reports and dashboards. • Reports representing turnaround time and responsiveness for each case type would allow the City to streamline its assessment of permit, inspection, and violation fees, as well as to balance staff workloads across multiple functions. • Locational analytics representing permitting cases and activity across the City’s geography can represent trends that can optimize service delivery and enable the City to effectively anticipate changes service demands in response to the City’s continued growth. • A set of sample measures used by communities across the United States is provided for review in Section 3.9 of this report. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 13 | Page Copyright 2017 Plante & Moran, PLLC 2 Needs Assessment Detail Findings 2.1 METHODOLOGY 2.1.1 Information Collected and Assessed Plante Moran requested and received the following key documents from the City of Des Moines, which informed its subsequent evaluation of the City’s Tidemark application and relevant processes: • The City’s budget for FY 2017 • The City’s Comprehensive Annual Financial Report (CAFR) for FY 2016 • Sample Software Hosting Agreement • Open and closed IT support calls placed by the Community Development Dept, 2015-16 • The City’s permit application forms available at dmgov.org • A specification for the current interfaces between Tidemark and outlying systems/database • Tidemark training materials prepared by the Neighborhood Inspection Division • Address Administration Guide prepared by the City’s GIS team • A draft of the City’s Open Data Policy • A sample tracking sheet currently used for the City’s Site Plan Review activities • The City’s manual for processing of tax abatement applications • The procedure for issuing a Certificate of Occupancy (CO) within Tidemark • An explanation of data fields required from the Polk County Assessor • Relevant City organizational charts • Examples of reports run out of Tidemark periodically for the City Clerk’s Office, Neighborhood Inspection Zoning Division, and the Permit & Development Center 1.1.1 Interview Sessions and Format On-site interviews were organized with staff representing key stakeholders who develop, support, or use the Tidemark system in addition to related support systems to conduct permitting, licensing, and inspection related activities. Over 100 staff members were identified in the stakeholder management plan and engaged in some fashion during the interview and information collection process including. • Executive stakeholders • Process owners • Cross-functional teams City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 14 | Page Copyright 2017 Plante & Moran, PLLC • Information technology support team Interview Focus Subjects of Discussion • Existing and relevant operational and technological processes and workflows • Relevant methodologies, policies and procedures • Interaction with the State, region, counties, and internal City operations • Plans for technology and process changes over the near-to-long term • Identification of deficiencies and limitations within existing LMS systems and processes Business processes involving Tidemark and associated business systems • Interactions process and data exchanges between Tidemark and other support systems including those involving service request management and asset management • Identification of future integration requirements between applications / technologies • Organizational limitations and barriers to change that may hinder the implementation of process re-designs and new / enhanced technologies • Hardware and operating system standards • Functional deficiencies in the legacy Tidemark permitting application environment • Customer service opportunities involving proposed new and/or upgraded technologies and services that the staff believes will be of benefit to their department’s operations and to the quality of customer services • Identifying staff concerns regarding the support of legacy processes and technologies • Identifying current and anticipated data sharing requirements between the City departments, with entities outside the City, and with customers 2.1.2 Business Process Evaluation Techniques Processes were mapped for each of the work activities identified. The interviews were structured to discuss current business workflows and related systems in order to further define the current systems and required system interfaces. Process improvements identified offer significant value, even prior to the implementation of a new system . Often times immediate business process improvements are implemented prior to the selection of a new system based on our recommended best practices for licensing and permitting processes. Further, facilitating the City’s stakeholders through multi-departmental process discussions promotes a proactive change management approach to ensure stakeholder buy-in throughout the project. The following considerations were taken when evaluating the efficiency of the City’s permitting, inspection, and licensing processes to identify opportunities for improvement in conjunction with the investment in a future permitting system. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 15 | Page Copyright 2017 Plante & Moran, PLLC City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 16 | Page Copyright 2017 Plante & Moran, PLLC The following activities constituted the most common components of the permitting, inspection, licensing management lifecycle. 1. Customer Represents Need / Renewal Trigger • Potential applicants can access the majority of the City’s permit forms on its website and complete them with payment submission • Informational material to clarify permit requirements is available for most case types Permitting, Inspection, Licensing Management Lifecycle 1 3 4 2 5 7 6 Customer Represents Need / Renewal Trigger Customer Application Process City Business Unit Application Evaluation Authorization to Commence Activity Customer Initiates Work Activity Inspection Activities Authorization to Finalize City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 17 | Page Copyright 2017 Plante & Moran, PLLC 2. Customer Application • Currently characterized in many process areas by emailed PDF fillable forms and paper entry • Clerical staff must manually enter application information into Tidemark at the present time 3. City Business Unit Application Evaluation • Evaluation criteria are often represented in Tidemark as individual activities for each case type • Reviews sent to external departments are configured into Tidemark case workflows and appear automatically in reviewers’ task lists 4. Authorization to Commence Activity • No notifications are currently generated out of the Tidemark system; staff email applicants directly with permit approvals and denials • Prior to the issuance of permits, applicants pay corresponding fees over the phone or at the counter • Permit forms are hard-coded reports generated out of Tidemark 5. Customer Initiates Work Activity • Customer performs work in compliance with permit conditions • Inspection staff monitor periodically to enforce when appropriate 6. Inspection Activities • Follow-up inspections appear in inspectors’ task lists with a defined deadline • Inspectors independently schedule, route, and conduct individual inspections outside of Tidemark • Very few permit cases have defined checklists due to lack of workflow functionality for inspection activities in Tidemark • Inspectors do not currently have access to Tidemark in the field through a mobile platform, although some inspectors travel with laptops equipped with the full Tidemark client application 7. Authorization to Finalize • Like permit approvals, notifications of inspection results to permit holders are generated external to Tidemark City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 18 | Page Copyright 2017 Plante & Moran, PLLC 2.2 DETAILED FINDINGS BY PERMITTING / LICENSING BUSINESS GROUP A series of process evaluation sessions involving stakeholders using the Tidemark system was conducted by general permit or licensing activity group. This provided an opportunity to organize findings by associating them to the processes City staff, who often work across multiple service areas and departments, are responsible for managing. A process area overview is provided along with the types of permitting activities involved followed by a summary of key strengths, weaknesses, and opportunities. For each summary item a suggested timing is represented according to the following criteria: • Implementation: This item is a strong candidate for the implementation stage • Immediate: This item can be addressed immediately but is not necessarily required for implementation • Selection: This item should be considered in the selection process. Each summary item will also include an improvement focus area denoted by the heading “area” which categorizes the improvement need into one or more of three components including: • Process – Improving the coordination and flow of activities (sequencing) in a predictable and consistent manner so resources and information are properly managed. • People – The staff expertise and knowledge to effectively manage information throughout the process lifecycle in appropriate systems of record • Technology – The resources designed to automate and facilitate the management of information throughout a process lifecycle. The items listed should not be viewed as a comprehensive list of all issues. Rather, it represents the issues and opportunities that were noted during the interview sessions with city staff as being of significant nature that will likely require discussion and focus during the development of system selection functional and technical requirements. When reviewing these, the City should give consideration to impact, priority, resource requirements, timing, and cost for each. 2.2.1 Address Administration and Management Process Area Overview The City’s official system of record for street map, street name, and address data is its enterprise Geographic Information System (GIS). The City’s GIS is used to update many secondary systems of record including the City’s Tidemark permitting system used by staff in multiple service areas to view, create, revise, and retire addresses and street names. Changes to the City’s street map and address assignments require coordination with multiple parties in different departments across the City. Processes established for changing, updating and managing new or existing addresses and/or street names are included in Exhibit #2 of this report. Since the majority of street map changes and address assignments originate from new private development, annexation, building permitting, or code enforcement processes, the City’s permitting system serves as a key resource for staff to access the most current and accurate information available. Department service areas involved in this process include: City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 19 | Page Copyright 2017 Plante & Moran, PLLC • Community Development, Address Administrators and Permitting System Administrator • Information Technology, GIS Analysts and Community Development Business Analyst • Engineering, Traffic and Transportation Division, Signage Coordinator, Real Estate • Public Safety, E-911 Dispatch System Types of Activities Involved • Building permit for new development requiring a new address triggers address creation process • Address changes to fix inconsistency in sequencing, assign addresses in duplexes or unassigned lots, eliminating ‘half’ addresses etc. • Proposed new street name and street name changes • Street Vacations & Conveyance • Filing of Minor/Major Plats • Site Plan Management • Parcel Combinations • Annexations • County, State, Federal Property Changes • Utility Addressing • Public Street Improvement Addressing • Neighborhood Inspection Division Case Review and Assignment City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 20 | Page Copyright 2017 Plante & Moran, PLLC Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Address Management County provides parcel ID table, outside of Tidemark with no validation and only tracks one “primary” address between parcel and address, when in reality it could be a one to many relationship. Store the geographic position of all addresses independent of parcel tax ID. Provide a one-to-many relationship between parcel ID and addresses. Confirm geographic locations exist for all addresses and sub addresses. Confirm city has ability to associate parcel ID with all addresses and sub addresses. Selection Technology Address Management No process enforced to validate addresses and street names match those in the addressing system of record (approved). Eliminate inconsistencies and invalid addresses that exist in permitting system Configure replacement system to validate addresses according to City addressing standard and system of record. Selection Technology Address Management No ability to monitor homeless camps. Store the geographic position of homeless camp independent of parcel tax ID. Set requirements for replacement permitting system to allow places/events to be recognized independent of parcel ID Selection Technology Address Management City staff are not consistently notified when new addresses or changes to existing addresses are issued. Establishing a master address database that ties to permitting solution will ensure all departments have the most accurate and timely access to current addressing records. Determine where master address database will reside and if interface with replacement permitting solution is necessary. GIS vs. New replacement system. Implementation Technology Address Management Change to sub addresses do not always trigger notifications to business licensing, approved uses, and other types of permitted activities. Establishing reporting or trigger notifications which allows the City to responsively investigate circumstances that may require a business license, permit, and/or inspection. Determine the types of activities that may require further investigation based upon changes to sub addresses (new, changed, and retired). Selection Process Address Management Buildings under construction do not have active address until Certificates of Occupancy are Establishing a master address database that ties to permitting solution will ensure all Determine if master address database will provide access to approved addresses during all Selection Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 21 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area issued. Many circumstances where addresses need to be issued during the construction phases prior to C of O authorization. departments have the most accurate and timely access to current addressing records. phases of construction (concept through issue of C of O) 2.2.2 Boards and Commissions Process Area Overview Boards and Commissions process to rule on appeals and proposed changes via board meeting and/or council ruling resulting in a n ordinance decision. Types of Activities Involved Boards/Commissions represented: • Building/Fire Code Board of Appeals - (1) The board has the authority to periodically review building, electrical, mechanical, plumbing, and fire codes (2) Acts as a board of appeals to hear grievances arising from a decision of the building official or fire chief; (3) Determine the suitability of alternate materials and types of construction (4) Waives building code requirements under certain circumstances. • Urban Design Review Board - Makes recommendations to the City Council on design of public projects and private development projects located downtown, in City business parks, and throughout the city that request tax increment financing assistance. It also serves, with the Historic Preservation Commission, as the Landmark Review Board. • Neighborhood Revitalization Board - The purpose of the Neighborhood Revitalization Board (NRB) is to advise City Council and Board of Supervisors on housing improvement and neighborhood revitalization efforts. • Planning & Zoning Commission - Oversees the preparation and administration of the Comprehensive Plan, zoning, long-range planning, subdivision, and public improvements as defined by codes; sets policy; and determines plan and zoning requirements • Zoning Board of Adjustment - Hears appeals of staff determinations of the applicability of the zoning ordinance, grants variances, special exceptions, conditional uses and special permits. The board exercises adjudicatory power and appeals from the board are heard by the state court. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 22 | Page Copyright 2017 Plante & Moran, PLLC • Historic Preservation Commission - Reviews and acts upon all applications for certificates of appropriateness; reviews and makes recommendations to the City Council on proposals for designation of historic districts, amendments to boundaries of existing historic districts, and repeal of existing historic districts; cooperates with property owners and City agencies and departments to develop preservation solutions and plans; furthers the historic preservation efforts in the city; makes recommendations for the listing of a historical district or site in the National Register of Historic Places. • Housing Appeals Board - Holds hearings, grants variances, mediates appeals, and recommends enforcement action in the administration of Housing Code Enforcement. • Citizen Odor Board - Members maintain log books provided by the city recording occurrences of odor nuisances including dates, times, descriptions of the odors, wind directions and any other information deemed necessary by the enforcement official. **** Below boards/commissions were not represented in discussions, need to confirm if process area review details apply: **** • Access Advisory Board - Implements and establishes handicap access to all City buildings and employment. • Airport Authority Board - Authority to govern the operation of the Des Moines International Airport. • Civil Service Commission - Recruits and examines applicants for civil service employment; maintains civil service employee records; hears and adjudicates employees' appeals utilizing City staff. • Des Moines Civil and Human Rights Commission - Receives and investigates discrimination complaints, formulates a comprehensive education program to eliminate discrimination, and recommends ways to discourage prejudice. • Des Moines Music Commission - Commission is an advisory board for promoting the development of live music performances, the music industry and musicians within the city, and providing an opportunity for input from the live music industry, musicians, and the public for ideas in support of live music. • Housing Services Board - Successor Commission to the Public Housing Board. All appointments shall be providers of low-income services concerned with one of the following: financial support, homeownership counseling, provision of rental units to low-income residents, tenant advocacy, and supportive or educational services. • Library Board of Trustees - Has charge, control, and supervision of all public libraries. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 23 | Page Copyright 2017 Plante & Moran, PLLC • Neighborhood Revitalization Board - Advises City Council and Board of Supervisors on housing improvement and neighborhood revitalization efforts. • Parks and Recreation Board - Advises City Council and oversees planning and administration of city parks, cemeteries, recreation centers, and various programs. • Power Engineers Examining Board - Holds examinations for licensing of Stationary Boiler Engineers and Stationary Boiler Firemen. • Sister Cities Commission - Created to further economic cooperation/cultural exchange between Des Moines and foreign cities, recommend cities appropriate for designation as Sister Cities, and to coordinate Sister City activities. • Skywalk Committee - A Subcommittee of the Urban Design Review Board; makes decisions and grant variances to skywalk codes. • Traffic Safety Committee - Advisory body to the City Council to address traffic and parking concerns, with an emphasis on school crossings, neighborhood traffic, and other transportation safety issues. • Water Works Board of Trustees - Oversees management and operation of the Des Moines Water Works, including setting water rates. • Youth Advisory Board - Study and coordinate youth activities for the Des Moines area and make recommendations to the City Council and City Departments. Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Boards & Commissions Inefficient and "clunky" process to upload crystal reports into recommendation. Remove crystal reports and select a replacement system with necessary reporting capabilities. Select permitting system with ability to integrate custom reports needed for preparing board agendas. Selection Technology Boards & Commissions No interface between agenda and Tidemark Since the City's agenda system will need to take into account various departments, opportunities for addressing this issue will be limited Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 24 | Page Copyright 2017 Plante & Moran, PLLC 2.2.3 Building Permitting and Projects Process Area Overview End to end procedure for residential developers applying for a building permit to authorization of Certificate of Occupancy. Types of Activities Involved • Application for building permit (walk-ins, phone calls, e-mails) • Multi department application review • Building milestone inspections • Contractor develops site • Certificate of Occupancy issued Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Building Permit Hard and soft holds are reviewed AFTER application has been reviewed and signed off on by necessary departments. Eliminate unnecessary time spent on reviewing applications with holds by reviewing for hard/soft holds before application process starts. Require hard/soft holds to be mandatory inquiry as soon as application is complete. Selection Process Building Permit Inefficiency in work flow for applications requiring additional review/signoff. Multiple reviews can be managed through work flow/better technology. Address requirements and rules for additional building permit application review and incorporate approval workflow in replacement permitting system. Selection Process Building Permit Through multiple handoffs between departments for reviews, there becomes a miscommunication on status of building permit, therefore the Provide status transparency to all appropriate parties for building permit applications Eliminate hard hand offs, track movement of application electronically so status of application is visible to all Selection Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 25 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area status of a permit approval may not be known. Building Permit For soft holds, generally nothing done to address the hold, permit authorized regardless if action is taken. If reviewing for soft-holds is not valued, consider removing process, or enforce consequence to applicant soft hold is found. Establish procedure for addressing soft holds, determine decision and action before additional reviews and sign offs Selection Process Building Permit No ability for applicant to start, monitor status, process fees or complete application online. Eliminate back log and waiting for on-site walk-ins. Establish online portal for residents to begin application process in order to efficiently manage requirements, status application and process online payment fees. Select permitting system with ability for online and web form portals for applications. Provide computer work stations for walk- ins. Selection Process/ Technology Building Permit Inspectors spending 1-2 hours a day focused solely on scheduling based on voicemails from developers saying they are ready for inspections. Free up time spent by inspectors burdened with scheduling their day allowing more time for them to be on the job, performing inspections, increasing overall efficiency. Developer could pull up phone and put in request for scheduling via web-form. Opportunity to outsource scheduling to developer. Select permitting system with ability to schedule inspections based on geography zones. Print appropriate inspector/zone on permit card Selection Process Building Permit Mobile Tidemark available for inspectors on site, but limited to laptop in truck. Duplication of efforts by taking notes in person, Provide tablets for inspectors so they are able to take notes directly on site. Provide tablets to inspectors with mobile access to permitting system of record. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 26 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area then re-entering data back in the truck. Building Permit After final inspection, up to developer to reach out to City and finalize process Improve number of open CO's (thousands) by implementing notification/trigger system to notify PDC of permits ready to be finalized. Select permitting system with ability to notify staff when CO's are ready to be finalized. Selection Process 2.2.4 City Clerk Licensing Process Area Overview The City Clerk’s Office administers the review and issuance of licenses for business owners operating within the boundaries of the City of Des Moines. In the case of liquor licenses, the office is responsible for Local Authority review and facilitation of Council approval of the license, which is itself issued by the Iowa Alcoholic Beverages Division (ABD). The office also issues licenses and tags annually for pets kept by City residents as well as annual admission to City-owned dog parks. Types of Activities Involved • Application processing (counter, email) • Staff review • Departmental review • Coordination with Iowa ABD • Processing of veterinarian vaccination records Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Pet License The calendar renewal cycle for pet licenses creates a backlog which requires 6-8 months to clear; license information is not housed in Tidemark until the backlog is processed, requiring pet owners to retain license numbers and A rolling basis for pet license renewal would assist in rebalancing the data entry backlog across the year and allowing for the entry of new license information more rapidly. Request a change to the current City Ordinance mandating a January 1 renewal date for pet licenses. Implementation Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 27 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area the Clerk's office to navigate paper records. Pet License Veterinarians send vaccination records to the City to enter into Tidemark and generate renewal notifications; the Clerk's office must enter the information on these records manually; this occasionally results in duplicate entry into the system. A modern LMS would have capability allowing for record search to identify duplicates prior to entering them. Select a system with more robust search functionality. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 28 | Page Copyright 2017 Plante & Moran, PLLC 2.2.5 Code Enforcement / Legal Services Process Area Overview The Neighborhood Inspection Zoning Division (NID) is responsible for identifying and remediating violations of the municipal code. The NID processes citizen complains (reactive) and patrols the City (proactive) to identify a violation and notify the property owner. Inspection staff must then schedule and conduct follow-up inspections following a prescribed correction timeframe. If violations remain unresolved, the City Attorney’s Office is responsible for filing a civil infraction against the property owner in violation in District Court. Types of Activities Involved • Processing of complaints • Periodic survey of neighborhood • Identification and documentation of violations • Ascertaining location of property owner (skiptrace) • Scheduling and execution of follow-up inspections • Filing of civil infraction Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Code Case Personally Identifiable Information (PII) is stored in Tidemark code cases; Tidemark does not offer encryption or the ability to mask fields by security role. Solutions available in the marketplace offer more robust security protections for citize n data, including at- rest encryption and role- dependent masking of fields. Select a system in compliance with cybersecurity best practices to prevent unauthorized distribution of sensitive data. Selection Technology Code Case The City is not currently using the mail merge functionality in Tidemark; all mailings are generated out of Word, which creates process inefficiencies. Mail merge native to Tidemark or a replacement application would eliminate the necessity of extracting or rekeying data between systems. Implement mail merge functionality within Tidemark or a replacement LMS system. Implementation Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 29 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Code Case Statuses within Tidemark do not provide sufficient information on timing for the City Attorney's office to file infractions in a timely and equitable manner. A replacement system could include an automated workflow step assigning cases to the City Attorney's office once default judgment deadlines have passed. Add legal enforcement deadlines as activities in the Tidemark code case or select a system with automated workflow. Selection Technology/ Process Code Case Scheduled, past due inspections drop off the assigned inspector's task list, requiring all inspectors to change dates or to manually flag past due tasks. A replacement LMS system could be configured to prioritize overdue activities for inspectors and in some cases escalate them to the supervisor level. Select a system with configurable workflow to reprioritize or escalate overdue tasks to ensure required inspections are not overlooked. Selection Technology/ Process All Tidemark does not have customizable field names for dates related to each system activity; all dates are displayed as "Date1", "Date2", and "Date3"; there exists no convention to standardize the use of these dates across Tidemark case types. Modern LMS systems offer customizable fields which can be named explicitly and reported on. Multiple date fields are available and can be associated with permit activities. Select a system with more robust data parameters designed to trigger activities based on date-driven requirements. Selection Technology 2.2.6 Fire Prevention Bureau Process Area Overview The City’s Fire Prevention Bureau is responsible for conducting commercial and fire safety inspections, issues certificate of occupancy and hazardous operations permits, testing of fire protection systems, installation and removal of underground and above ground storage tanks. Permitting for the Bureau’s activities involves the use of the Firehouse fire records management system for tracking permit issuance and fee collection activities. Tidemark is currently used for tracking the sign-off on building permits and certificates of occupancy. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 30 | Page Copyright 2017 Plante & Moran, PLLC Types of Permitting Activities Involved Cyclical Annual Inspections (Fee Based and Non-Fee Based Inspections) a. Hazmat Storage Inspections (storage of materials) | those involving significant biohazard information, combustible materials, restricted access, etc. b. Fire Alarm Inspections c. Kitchen Heads / Extinguisher Systems d. Company "Business" Inspections (Beer and Liquor) e. Vehicle repair garages f. Industrial “Baking” Ovens g. Lumber Yards h. Covered Malls i. Dry Cleaning Operations j. Aircraft Repair Hangers Construction / Installation & Temporary Activity Permitting a. Sprinkler and Fire Alarms b. Temporary Permits (Pyrotechnical, Temporary Tent, Propane, Temporary Heating, etc) c. Certificates of Occupancy Reinspections a. Follow-up After Violation of Fire Code b. Follow-up of Initial Permit Inspection Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Fire Firehouse was designed to serve as a records management system and not a permitting / licensing tracking system Evaluate the capabilities of an enterprise land management system to service the cyclical and non-cyclical permitting needs of the fire prevention bureau Identify options to interface the future LMS system with the existing fire records management system Selection Technology Fire Inability for inspectors to see inspection schedules or see overdue inspection commitments. Establish status dashboard to provide transparency of all permit inspections and provide opportunity to escalate and initiate action where necessary Identify rules for escalation of aging inspections. Determine escalation paths for priority re-assignment of activities when necessary. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 31 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Fire Inability to monitor inspection back log Establish status dashboard to provide transparency of all permit inspections and provide opportunity to escalate and initiate action where necessary Identify rules for escalation of aging inspections. Determine escalation paths for priority re-assignment of activities when necessary. Selection Process Fire No public real time status reporting available in permitting system of record. Duplicate entry into web based permit status Provide transparency to appropriate parties (i.e. applicants, contractors) of permit status and inspections Eliminate need for web database and represent current permit/inspection status in permitting system of record. Selection Technology Fire There is no way to accommodate the electronic submission of plans accompanying an application for a permit Electronic plan submission portals are frequently core functional components of modern LMS solutions Identify the types of electronic submission components accompanying different types of permits and inspections so they can be represented as requirements for future LMS system Selection Technology Fire No access to Firehouse from the field at this time Provide inspectors access to existing permit application and application history from the field. This includes on/offline capabilities to reference information including pre- planning documents. Incorporate mobile functionality for fire related permits as requirement for replacement system. Selection Technology Fire No inspection history in Tidemark to indicate or notify a cyclical follow up inspection is necessary Establishing auto renewal notifications for cyclical permits generated by Tidemark. Establish specified time based trigger to notify City of cyclical permits that require re-inspection for renewal in permitting system of record. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 32 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Fire Staff frequently forget to enter their approved inspections into Firehouse – Clerk often requests occupancy reports from Firehouse and these inspections may not appear. Configure a replacement system to auto-alert when inspections have passed their scheduling date and no result has been entered. Require inspection scheduling and decisions to be managed through permitting system of record. Selection Process Fire Permitting fees are separately batch receipted into Munis. Configure interface between permitting system and Munis to automatically accept and register permitting fees and deposits. Select permitting replacement system with capability to interface with Munis. Selection Process Fire The ability to search for permitting activity in Tidemark is very challenging in associating one-to-many parcel to structure relationships. The ability to link a permit to both a property to one or more structures with one or more occupant spaces is an unfulfilled business need of the current system Determine how the association between the occupant (subaddress) and primary address that can be supported in the future permitting system. Selection Technology 2.2.7 Geographic Information Systems Process Area Overview The City’s Geographic Information Systems (GIS) Division within the Information Technology Department supports key permitting, inspection, and licensing activities. The GIS Division operates as centralized services resource providing enterprise support for all City departments including those closely associated with LMS functions including: Community Development, Engineering, City Clerk, Police Department (E911), Fire Department, City Manager’s Office, and Public Works. The Division also coordinates with agencies external to the City including the Des Moines Area Regional GIS providing E-911 emergency response and the Assessor’s Offices of Polk and Warren Counties responsible for maintaining the property assessment database with the parcel identification numbering system. The Tidemark system associates all permitting, licensing, and inspection activities to property land descriptions using a tax parcel identification number. This number is used as the primary reference associating permitting records in Tidemark with property locations in the GIS parcel land ownership layer. The City’s GIS Team maintains the relationships between the parcel identification numbers in Tidemark with the Polk County Assessor’s Office who administers these numbers through bi-weekly data exchange. The Assessor’s Office may create, retire, or replace tax City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 33 | Page Copyright 2017 Plante & Moran, PLLC identification numbers as land divisions are recorded creating circumstances where parcel ID’s are subject to change. The association history between form er parcel numbers and their current designations must be maintained outside of Tidemark by the GIS team. Most departments have dedicated business analysts or support roles to represent their business needs. These business analysts also work with City GIS staff to manage and improve location based information including mapping data, applications, and products supporting the business needs across the City. Types of Data Management Activities Involved Supporting Permitting, Licensing, and Inspection Processes • Documenting and representing street map changes involving new, revised, or vacated streets. This includes the designation of permanent and temporary street names in addition to the assignment of address numbers on these streets. • Managing address points for primary address locations • Updates to subaddresses triggered from the Fire Prevention Bureau activities for non-occupied units, suites, and units • Maintaining an inventory of structure / building footprints to represent structure locations on parcels • Updates to impervious surface areas for public works and engineering calculations (e.g. storm water management and control) • Parcel land ownership boundaries and associated parcel centroids link permitting history activities in Tidemark to geographic location • Subdivision and lot boundaries provided through recorded documents at Polk and Warren Counties • Updates to City corporate limits and annexations representing the expansion of the City’s service delivery areas • Management of Community Development Inspector Districts used to identify parcel tax identification numbers that need to be updated in Tidemark to associate inspector coverage areas for responsibility • Updates and revisions to the City’s zoning and land use planning classifications • Updates to Des Moines Area Rapid Transit (DART) Routes to coordinate with street use permitting process • Maintenance of FEMA Flood Plain Boundaries for enforcement of building / construction code requirements for these areas • Maintenance of Liquor License Buffer Areas for identifying child care providers, schools, and churches in proximity to locations with liquor licenses City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 34 | Page Copyright 2017 Plante & Moran, PLLC Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area GIS Support Tidemark does not support location specific activity tracking and relies upon parcel tax identification numbers as a location proxy. Modern permitting systems are developed to natively support GIS integrations through platforms including: ArcGIS for Server, ArcGIS Online, and/or proprietary and open source browser based status dashboards. Evaluate the integration options available to tie the City’s GIS database and applications with the future LMS. Specifically, evaluate ways to integrate the LMS business database with Esri’s Local Government Data Model feature dataset for Land Use Operations. Selection Technology GIS Support Cases in Tidemark require a parcel number in order to be created. These parcel numbers may not always have addresses creating circumstances where the addresses cannot be readily added by PDC staff. It is common for LMS to validate entry of address information against an authoritative source upon entry. Since the City PDC is the addressing authority for addresses / street name changes, determine if the City’s addressing system of record (GIS SQL Database) can be interfaced with the future LMS to validate addresses at point of entry. Selection Technology/ Process GIS Support Parcel numbers are not available for right-of-way, special use permits in public spaces, and utility permitting situations. Representing the locations of these activities involves geographic areas that are typically defined within permit applications. Evaluate ways geographic areas can be used to define location independently of parcel number and/or street address. Selection Technology/ Process GIS Support Property ID numbers are not immediately available when new plats or land divisions are recorded. Avoiding the need to manage the lineage of parcel identification numbers as the primary reference to LMS cases will relieve administrative burden on the organization. Consider options to avoid or minimize the role parcel identification numbers serve in circumstances where property associations are not apparent or one-for-one situations. Selection Process GIS Support Code enforcement and permitting activity often involves occupant (non- property owners) involving subaddresses which may not be in the Tidemark system because they cannot be associated with parcel identification numbers. Recording activities and notifications for both property owners and occupants is expected for historic lookup capabilities involving today’s land management solutions. Identify the types of cases and activities involving subaddresses that can be validated against the City’s GIS master address database. Selection Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 35 | Page Copyright 2017 Plante & Moran, PLLC 2.2.8 Grading / Sidewalk Permitting Process Area Overview Process for application, site development, inspection and approval for sidewalk and grading permits. Types of Activities Involved • Permit application • Contractor work • Inspections for grading and sidewalk code enforcement • Civil infraction cases • Issuance of Certificate of Completion Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Grading/ Sidewalk Enforcement of grading code violations is not as responsive as ideally preferred. Establish training and awareness with private developers/contractors on voluntary compliance. Determine outreach opportunities to engage private parties and provide field access to code violation histories for inspectors while on site. Selection Process/ Technology Grading/ Sidewalk Insufficient tracking of grading inspections tied to permits prior to approval. Increase visibility and work flow by tying inspections related to permits to be easily accessible. Consider a replacement system with ability to tie all inspections and results to a specific permit. Selection Process/ Technology Grading/ Sidewalk State of Iowa requests records for grading permits, currently manually tracked on handwritten log. Reporting locations of grading permits with SWPP's, currently not accessible to staff. Responsive to the needs of the community and maintaining lowest risk of flooding. Improve or maintain the city's Community Rating System as recognized by the national flood insurance program. Select a permitting replacement system which incorporates SWPP reporting by location. Selection Process/ Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 36 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Grading/ Sidewalk Ability for contractors/public to pull permit history and related data does not exist. Contractors are able to pull a specific permit to see history of reviews, inspections, and any other pertinent details in order to more efficiently evaluate scope of work. Establish process to log inspections, contractor info and all related permit details to be attached to a specific site/permit in replacement permitting system. Selection Process 2.2.9 Mechanical, Electrical, Plumbing & Boiler Licensing Process Area Overview The Permit and Development Center is responsible for administering permits for mechanical, electrical, and plumbing improvements performed within the City. Staff process and validate applications and conduct follow-up inspections once property owners and contractors have completed relevant work. In addition, the Permit and Development Center administers the examination and licensing of boiler operators/power engineers active throughout Greater Des Moines. Types of Activities Involved • Processing and evaluation of permit applications • Scheduling and execution of follow-up inspections • Issuance of permits • Administration of power engineer examinations and issuance of licenses Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Mechanical/ Electrical/ Plumbing Permit Call volume from contractors and homeowners is high, often requiring clarification questions. Many permit requirements could be more clearly written, supporting documentation consumable by contractors with industry experience. The addition of a customer service portal may allow the applicant an option to obtain clarification independently. Publish and distribute sets of applicant guides for each type of permit on the City's website. Consider incorporating an FAQ document for permits involving more complex administrative review. Implementation Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 37 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Building Permit The Tidemark workflow for Certificates of Occupancy often requires sign-off from Plumbing, even in cases for which no plumbing work is performed. This review step can often be eliminated. In a new system, sign-off workflow could likely be configurable to allow for an automated validation that plumbing work was performed as part of the Certificate of Occupancy case prior to sending to the department for review. Select a system with potential for automated workflow configurable to the details of permit cases. For example, if fields relevant to plumbing work are not populated, the workflow will not send the permit to Plumbing for review. Selection Process/ Technology Mechanical/ Electrical/ Plumbing Permit Tidemark does not provide Inspection Checklist functionality, and the City has not implemented inspection checklists as a result; the absence of these defined checklists negatively impacts the City's Insurance Service Office (ISO) rating, which in turn impacts the City's Fire Insurance premiums. Modern LMS systems offer inspection checklist functionality integrated with permit cases, with mobile device access and/or printable forms allowing inspectors to complete at an inspection site; the implementation of a new system provides the department with an opportunity to streamline its processes and develop individual checklists. Select and implement a system with inspection checklist functionality and create checklists for activities with the highest volume and the highest impact to the organization. Implementation Technology Mechanical/ Electrical/ Plumbing Permit Supervisors have no day-to- day visibility into individual inspectors' workloads until backlogs accumulate. This makes leveling workloads difficult when individual inspectors are unavailable. Reporting capabilities in modern LMS systems allow for tracking inspection scheduling, completion, and backlog by inspector. Select a system with inspection backlog reporting capability to improve staff efficiencies and anticipate potential disruptions to service before deadlines are missed. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 38 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Mechanical/ Electrical/ Plumbing Permit The City does not contract inspection staff to balance workloads throughout busy periods of the year, resulting in periodic backlogs. Reporting capabilities of a modern LMS system would allow the City to establish service levels for inspection turnaround and engage contract staff when application volume impacts completion. Implement a system with the ability to report on completion times for permit cases individually and in aggregate. Implementation Technology/ Process 2.2.10 Neighborhood Conservation Services Process Area Overview The Neighborhood Conservation Services Division of the Community Development Department provides housing opportunities for low and moderate-income families and individuals, maintains and expands housing stock, and encourage neighborhood revitalization. These housing opportunities include the implementation of programs for technical assistance, construction management, home owner housing rehabilitation, (including emergency situations that affect the safety of the occupants), rental housing rehabilitation, and new home buyer construction. Types of Activities Involved • Actively provide housing opportunities for low and moderate income families and individuals to maintain and expand the housing stock and to encourage the revitalization of neighborhoods. . • Strives to implement affordable housing programs using a friendly, service oriented delivery system that maintains human dignity for low- mod income families and individuals while satisfying all federal requirements and being good stewards of public funding. Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Neighborhood Conservation Viable vendors for contract work are stored in a local spreadsheet that has to be referenced for each job requiring work. Opportunity to incorporate inventory of contractors/vendors in new permitting system Select new permitting system with ability to store and log inventory of vendor/contractors for work Selection Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 39 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Neighborhood Conservation Inability to track unpaid liens Proactively manage expiring and unpaid liens with tickler or notification functionality. Select new permitting system with tickler and establish rules for calling out expiring and outstanding liens Selection Process / Technology Neighborhood Conservation For soft holds, generally nothing done to address the hold, permit authorized regardless if action is taken. If reviewing for soft-holds is not valued, consider removing process, or enforce consequence to applicant soft hold is found. Select new permitting system with tickler and establish rules for calling out expiring and outstanding liens Selection Process / Technology Neighborhood Conservation Redundancy in paper work and physical application copies. Allow for transparency and reduce paper by implementing electronic inventory document management system. Eliminate any procedure requiring manual copying and storage of physical copies. Selection Process Neighborhood Conservation ERL tracker managed in offline spreadsheet Include spreadsheet functionality in requirements for new system Integrate spreadsheet functionality in requirements for selecting replacement system of record. Implementation Technology Neighborhood Conservation Recording inspector fees in RESPEC Include this functionality in requirements for new system Integrate the parameters and rules for fee calculations in requirements for selecting replacement system of record. Implementation Technology Neighborhood Conservation Tracking of inspection details (i.e. when inspector went out, customer inspected, effectiveness of inspection etc.) does not exist. Streamline inspection process and require documentation of visits to be recorded in replacement of permitting system. Make inspection process, scheduling and documentation of pertinent details a requirement in selection of new permitting system. Selection Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 40 | Page Copyright 2017 Plante & Moran, PLLC 2.2.11 Police Process Area Overview The City’s Police Department has several business areas utilizing the permitting and licensing systems to perform law enforcement and public safety activities throughout the City. These business units include: • Planning & Budget Office – Cost recovery for public safety at special events • Vice / Narcotics Control – Responsible for liquor license investigations and approvals • False Alarm Coordinator – Responsible for verified no false alarm cost recovery is due for businesses applying for liquor licenses • Property Management – Management of property confiscated, found, and/or seized within the City’s secure impound • Detective Bureau / Crimes Against Property Section – Evaluation of pawn shop renewals • Animal Control – Query of pet licenses • Communications Center – Sound and pet licensing information inquiries Types of Activities Involved • Sign off on liquor license applications including new liquor operations and renewals • Special events (e.g. street use) requiring police presence involving cost recovery are captured and forwarded to Legal for billing • Issuance of vehicle releases on Zoning impounds • Evaluation and sign-off on new pawn shop businesses or renewals • Query and verification of sound permits • Query and verifications of pet licensing • Query and verification of liquor licenses • Issue, manage and track false alarm permits in iLEADS • Pulling general information requested from dispatch in Tidemark Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Police No Address standardization or validation between CAD/Tidemark/Fire House/RMS Standardized addresses upon entry to improve efficiency by validating with an approved/certified address. Determine if replacement permitting system will be the system of record for address standardization Selection Technology / Process Police No interface exists between CAD/RMS and Tidemark permitting system for address validation. Establish consistent location references in order to tie permitting, code enforcement, Determine if a programmed data validation rule needs to be enforced when incident Implementation Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 41 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area and public safety activities to the same address. addresses are entered into either system. Police No capability for CAD/RMS user to retrieve permitting information outside of permitting system Provide means to report permitting activities from system of record so events can be identified Determine if address points can be used as an interface to link between CAD and permitting system to pull specific activities related to that point. Implementation Technology 2.2.12 Public Information Office Process Area Overview End user perspective on the City’s public relations and any permitting related activities Types of Activities Involved • Requests from public regarding liquor licenses, permit and development numbers, odor complaints, street safety concerns, neighborhood associations, mosquito control, abandoned vehicles, noxious weeds, public tree maintenance, etc. • Managing citizen complaints via social media • Press releases • Interacts with residents’ concerns via MyDSM mobile app City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 42 | Page Copyright 2017 Plante & Moran, PLLC Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Public Information Permitting / project activities that impact transportation systems are not directly available to the public including sidewalk, roadway, and public transit closures. By promoting major projects that could potentially disrupt traffic flow and transportation schedules, the City can limit citizen requests for navigating around construction activities. Determine the extent of the geographic area impacted by a project or event so it can be portrayed on a map. Define permitting solution requirements to represent event impact areas geographically so they are available online for the public and City staff. Implementation Technology Public Information There are multiple CRM applications and pathways for citizens to submit concerns that need to be managed in a coordinated manner. This includes My DSM Mobile, Facebook, HEAT, and email / web form inquiries that must be monitored by her team. Establish a customer service request management strategy across all City service areas to consolidate as many CRM channels as possible to simplify and improve efficiency in responding to public requests in the most responsive manner possible. Define interface requirements enabling the future permitting, licensing, and code enforcement solution to receive publicly submitted notifications so they can be tied to cases in the permitting database. Pre-Selection/ Selection Process/ Technology Public Information Public recognition of tools for submitting inquiries is not always clear and understood. Create a branding strategy that unifies the appearance, capabilities, and reporting outputs so citizens access an authoritative source of the truth. Identify the inputs for processes for capturing public information requests so they can be associated with the systems of record involved in responding (permitting, public works work order, code enforcement, licensing, etc.) Pre-Selection/ Selection Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 43 | Page Copyright 2017 Plante & Moran, PLLC 2.2.13 Public Works Operations Process Area Overview The Public Works Department is involved in many permitting and inspection activities and relies upon the City’s permitting and inspection systems to provide information regarding activities impacting the public right-of-way. The Street Maintenance Administrator coordinates activities with Public Works Staff by identifying permitting and enforcement cases based upon property address lookups throughout the City. Types of Activities Involved • Street Use Permits – Typically involves the placement of barricades / traffic control devices for temporary events. These also involve identification of any City initiated construction activities which may be in conflict with a pending street use application. • Right-of-Way Obstruction / Excavation Permits – Any physical impacts to public infrastructure (roads, curbs, public utilities, etc) will require the Public Works Team to review and inspect restoration activities (e.g. concrete / asphalt patching, curb replacement, etc). • Plumbing Permits (involving excavation activities in the right-of-way) – Any physical impacts to the right-of-way need to be identified at the time a Plumbing Permit Application is completed. These applications need to be reviewed by Public Works to determine if a Right-of-Way Excavation Permit is necessary. • Neighborhood Inspections Division (NID) Enforcement – Cases involving the cleanup of debris and refuse on a private property will be initiated by the NID. If a private owner fails to remedy the offense within 10 days of NID’s notification, NID staff will notify Public Works to perform cleanup activities. The costs incurred by the City directly associated with the cleanup are invoiced back to the property owner. A history of enforcement activities are captured within the current Tidemark system. • HEAT Customer Requests – Customer requests for service received by Public Works staff are entered into an internal application called HEAT which serves to document these requests. Some of these request are related to permitting and enforcement activities that are generated in Tidemark. • My DSM Mobile – Customer requests for service are captured in a separate system and routed to Public Works. Some of these requests are related to permitting and enforcement activities that are also captured in Tidemark. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 44 | Page Copyright 2017 Plante & Moran, PLLC Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Public Works There is no direct means to capture time involved in reviewing or responding to incidents within Tidemark. This is an issue especially when service fees need to be billed back to the applicant or property owner. Capturing time involved in permitting and enforcement activities for invoicing third parties provides performance metrics as well as improved cost recovery for the actual cost of delivering services. Identify the activities associated with permitting and enforcement that require time capture and represent these as requirements. Include the link to the Finance Department’s Accounts Receivable system to collect fees associated with invoices. Selection Process Public Works The opportunity to capture electronic plan submissions is not available at this time. This creates many paper chase and version management challenges as multiple City service areas must receive physical copies and share redlines. Today’s modern permitting systems incorporating e-plan submissions like those used at City of Springfield, MO can facilitate approval workflows in addition to capturing time involved in the application review process. Incorporate e-plan submission requirements into the RFP for the replacement LMS solution. Selection Process/ Technology Public Works There is no connection between multiple CRM systems (HEAT, MyDMSmobile, webform, etc) and the permitting system of record. This creates coordination challenges to manage a coordinated response to requests for service that may already be under review or service by the Public Works Team. Accessing requests for service across multiple service areas will ensure the most coordinated and efficient response possible. It also prevents answer shopping when the public makes requests for resolving the same problem through multiple service areas. Identify possible integration opportunities with the CRM systems of record and represent these in the RFP for a replacement LMS solution Selection Technology Public Works There is no universal address search capability within the business system that requires Search capabilities involving addresses in conjunction with geographic indexing will allow staff to identify activities with greater efficiency and consistency. Represent the expected search parameters as requirements within the RFP for the replacement LMS solution. Selection Technology Public Works There is no means to identify locations for driving directions for open plumbing and excavation permits for Public Works inspectors. The opportunity to use geographic indexing of activities to generate driving routes through GIS applications is possible and could be achieved in conjunction with coordination from the City’s IT/GIS Team. Represent the business benefits between the replacement LMS and City GIS as part of the integration strategy between these applications Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 45 | Page Copyright 2017 Plante & Moran, PLLC 2.2.14 Rental Certificate Management Process Area Overview The Neighborhood Inspection Zoning Division is responsible for managing the inspection and certification process for the rental of residential properties throughout the City. The group must proactively reach out to prospective landlords and react to citizen complaints in order to bring illicit rentals into compliance. Inspectors must independently manage their inspection workloads, coordinating with property owners to schedule and route their property inspections. Tidemark tracks statuses throughout this lifecycle as Types of Activities Involved • Processing of rental applications • Mailing of annual rental certificate renewals • Identification of property owners renting properties illicitly • Scheduling and execution of rental property inspection • Issuance of rental certificate • Issuance of annual renewals Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Rental Certificate Supervisors and clerical staff must run a report generated daily to see the scheduling of inspections for particular rental cases; when receiving queries from property owners, staff must access the cases directly. Modern LMS applications support integration to shared Outlook calendars for the scheduling of inspections; this would provide a m ore streamlined approach for supervisors and staff to find scheduled inspection events. Design and develop an interface between a replacement LMS application and the City's Outlook calendars. Implementation Technology Rental Certificate No native functionality exists within Tidemark to plan inspectors' routes for rental inspections; several inspectors enter their inspections for the day into a web tool for routing. Many modern LMS applications provide native routing functionality for inspections scheduled for the same date; implementing this functionality would prevent dual entry of inspection sites into an external application and Select and implement replacement LMS system with routing functionality Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 46 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area helps to facilitate efficiency for new staff and for inspectors who have been reassigned to a new territory within the City 2.2.15 Right-of-Way Obstructions Process Area Overview The Engineering Department is responsible for the review and issuance of permits affecting City right-of-way. Right-of-way Obstruction Permits are issued for commercial or residential development projects requiring the closure of sidewalks or lanes of City streets. The department issues Building Obstruction Permits for long-term projects requiring closures greater than two weeks in length. Contractors performing work on structures within the City right-of-way can apply at the department for Right-of-Way Excavation Permits, for which licenses are maintained by the City. The department additionally records the location and extent of public utility networks within Des Moines, and requires all contractors expanding one of these networks to submit a Utility Plan for City review. All of these activities are tracked using the same Tidemark case type. Types of Activities Involved • Processing of applications (counter) • Review of applications • Review, issuance, renewal, and validation of right-of-way excavation licenses • Inspection of worksites following right-of-way excavation • Engagement of Public Works for right-of-way cleanup • Review and maintenance of Utility Plans City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 47 | Page Copyright 2017 Plante & Moran, PLLC Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Right-of-Way Obstruction Permit Fee calculation functionality within Tidemark does not support the number of parameters required to calculate Right- of-Way Permit fees, and they are therefore calculated externally; this presents a greater risk of errors in the calculation. Modern LMS applications support more robust fee calculation functionality and would likely be able to accommodate the City's right- of-way permits. Select a system with fee calculation functionality able to support a high number and variety of parameters. Selection Technology Right-of-Way Obstruction Permit Tidemark does not support evaluation checklists for departm ental staff review of right-of-way applications; this prevents the department from enforcing a standard procedure for review. Replacing Tidemark with a modern LMS application would allow for a checklist to be linked to the corresponding application review activity. Select and implement a system with checklist functionality for permit evaluations. Selection Technology/ Process Right-of-Way Obstruction Permit Utility networks are currently maintained only in paper maps, preventing any ability to cross- reference utility work against a geographic network within Tidemark. Modern LMS systems allow for spatial queries tied to City- maintained GIS layers; functionality may be available to save and validate excavation requests against existing utility network maps automatically. Select and implement a system with support for spatial validation against GIS layers. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 48 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Right-of-Way Excavation Permit Finance currently maintains a "blacklist" of contractors with outstanding right-of-way cleanup fees, which Engineering currently validates against before issuing permits; storing this information outside of the system carries risk of issuing permits to delinquent contractors. A modern LMS solution could allow staff to place holds on applicants for specific permit types, preventing them from applying for future excavation permits until outstanding fees are paid. Select and implement holds within a replacement LMS system for delinquent applicants. Selection Technology/ Process Right-of-Way Excavation Permit Validation of insurance for holders of right-of-way excavation licenses is performed manually; this carries a risk of allowing an excavator with expired insurance to perform work in the City right-of-way. Tidemark or a replacement system could be configured so that all permit applications involve an automated license and insurance validation preventing issuance of any further permits. Implement automated license validation functionality in Tidemark or a replacement LMS solution. Implementation Process Right-of-Way Obstruction Permit The City must search Tidemark for all potential work sites to check for conflicts with special events with Street Use Permits GIS integration capability of current systems provides the ability to search for other specific permit cases spatially Establish spatial rules to notify users of conflicting street use and right-of-way permit applications Implementation Process/ Technology 2.2.16 Sign and Sound Permitting Process Area Overview The Zoning Department is responsible for the review and issuance of permits for the construction of signs within the City. The department must evaluate all sign applications to validate compliance with the City’s building code and confirm applicants have valid sign erector licenses with the City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 49 | Page Copyright 2017 Plante & Moran, PLLC City, which are maintained as a standalone table in Tidemark. For sound permits, the department must validate that applications are compliant with code and initiate the zoning variance process for denied applicants escalating cases to the Zoning Board of Adjustment. Types of Activities Involved • Processing and evaluation of permit applications • Issuance of permits • Facilitation of zoning variance process for referral to ZBA • Follow-up inspection of signs Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Sign Permit Sign erector licenses and bonds are not validated automatically within Tidemark, eliminating a crucial check to prevent issuance of permits to contractors with expired licenses or bonds. Modern permitting systems can accommodate automatic validation against a City- maintained license associated with each contact. Select a system with contact license validation available as an automated workflow step for one or more associated permit types. Selection Technology Sign Permit The sign erector license table is maintained by the City as a separate table within Tidemark without association to Tidemark contact records. As a result, data is not entirely clean. Contractor licenses should be linked to global contact records within Tidemark or a replacement system to avoid rekeying of data. Maintain licenses at the level of the contact record in Tidemark or a replacement system. Implementation Process Sign Permit There is no notification capability for sign erector license or bond expirations, presenting a risk for licenses to lapse. An automated licensing table will ensure that notifications to license-holders will be emailed prior to expiration. Select a system with automatic notification capability for licenses linked to global contacts. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 50 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Sign Permit The sign permit form is generic and has not been configured by Zoning to include more detailed information; staff must consult Tidemark to provide permit-holders with relevant information specific to each sign case. The implementation of the new system would provide an opportunity to redesign the Sign Permit form to include data elements which are not currently populated onto the form and would be useful for permit-holders and inspectors to review. Select a system with user- configurable form fields to allow the department to add data elements as appropriate. Selection Technology Sign Permit One year follow-up inspections must be assigned to a specific user within Tidemark, and will appear only in that user's task list. In cases of staff leave or turnover, these follow-up tasks may be missed. Modern permitting systems allow follow-up tasks to be assigned to a configurable, geographic inspection zone or territory rather than a specific user. Select a system which supports the ability to define activities to inspection zones or territories independent of specific users. Selection Technology/ Process Sign Permit Reviewers must reference sign ordinances included in the municipal code, for which they must consult a City shared drive; there is no ability to access codes within the system or to add them to permit forms. Modern systems may allow the City to save its municipal code in system tables and represent component sections of the code on permit documents. Select a system with the capability to save a municipal code and create references to sections on permit forms. Selection Technology All For some permit types, no review of land use holds associated with the property is performed as part of the review process. Tidemark or a replacement system could be configured so that all permit applications involve an automated land use check preventing issuance of any further permits. Configure Tidemark or a replacement system so that all permit applications involve an automated land use check preventing issuance of any further permits. Implementation Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 51 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Sound Permit The sound permit form can be printed by clerical staff from Tidemark even when reviewers deny the corresponding application. A replacement system could be configured to ensure that the printing function for a permit form is tied to the status of a workflow step. Configure a Tidemark replacement to limit the print function to permit records that have passed review. Implementation Process/ Technology 2.2.17 Site - Subdivision Plan Submission / Sidewalk Café Permitting Process Area Overview Processes, approval work flow and decisions involved for developers requesting to build where a site plan is necessary. Types of Activities Involved Meeting with traffic and transportation, legal and planning staff to review application/site plans. If alcohol is required, Board of Adjustment will meet to review and mend Conditional Use while Council will meet to approve vacation of Right of Way. Once license has been approved and signed off, developer can initiate work and development zoning inspects work when complete to ensure it was developed to according to code. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 52 | Page Copyright 2017 Plante & Moran, PLLC Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Sidewalk Café Permit Ability to track application process is limited in Tidemark. Minutes and decisions from review meetings are not logged into Tidemark, staff must utilize offline Excel tracker, Site Plan Matrix. Modern LMS have capability to track application review and approval work flow for site plan applications. Set Site plan tracking and spreadsheet functionality to be automated as a requirement in a replacement permitting system. Selection Technology/ Process Sidewalk Café Permit Sidewalk Café licenses are cyclical and renew every 3 years. There are currently no triggers or notifications in place to alert staff when a license is expiring and payments are due. Notifications of expiring licenses will save time retroactively chasing developers who have not renewed. Determine rules and parties to be notified as sidewalk care licenses begin to expire. Implementation Process Sidewalk Café Permit All decisions and actions related to mending of conditional use permit (Board of Adjustment), City Council approving vacation of ROW, as well as renewal of a license after 3 years - none are linked to original sidewalk café and completely new Tidemark cases are opened. Establish consistency and transparency by linking council and board cases for sidewalk café permits to original sidewalk café case. Select a replacement system with ability to link renewed sidewalk café cases and all related decisions through Board of Adjustment and City Council to be linked to original case. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 53 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Sidewalk Café Permit After application is approved, certificate for approval is sent out prior to any work being completed. City is essentially taking developer’s word they will build café to plan. Eliminate risk of developer not developing café to code. Establish inspection scheduling to be performed during site development and before certificate of approval is issued. Selection Process Sidewalk Café Permit Provision of proof of insurance is not tracked or enforced for licenses expiring. When insurance is sent, it is stored in the file and not monitored or documented. Reduce risk to City by ensuring all sidewalk café’s are properly insured. Determine notification and tracking process to monitor expiring licenses and proof of insurance. Selection Process/ Technology Site Plan Review Site plan submittals and reviews managed in offline Excel tracker, Site Plan Matrix. Consequently, No reporting exists to clarify status of approval from each department or provide any advanced metrics related to site plan submittals. Standardization of site plan submittal and review process will minimize risk of human error, eliminate manual process of checking dates and approvals and allow for more efficient and accurate tracking of site plan submittals. Select replacement system with Site Plan Matrix spread sheet functionality capability that will be able to provide approval status reporting. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 54 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Site Plan Review Permit fees are manually calculated outside of Tidemark. Eliminate manual process and risk of human error for determining site plan submittal related fees. Opportunity to generate consistent revenue. Determine standard rules for fees generated in submittal process. Make fee calculation requirement in selection. Selection Process/ Technology Site Plan Review Traffic study required for submittal is a separate process than pre-application meeting. Reduce total hours for site plan submittal process by including Traffic study in pre- application meeting Evaluate traffic study inputs and dependencies to determine if study can be conducted at pre- application meeting. Immediate Process Site Plan Review Pre-application meeting minutes and case info is not standardized. Requires multiple departments to provide necessary documentation to applicant, but many unaware of this responsibility. Many times applicants don't receive application minutes and proceed with submittal regardless. Provide all pertinent and relevant information to applicant before they begin submittal of site- plan to limit the number of incomplete and/or inaccurate submittals received. Save time for developers and city staff. Establish standard order of procedure for post task responsibilities from pre- application meeting. Require pre-application minutes and results to be part of submittal project in replacement permitting system. Selection Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 55 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Site Plan Review For departments reviewing site plan, no ability to upload comments directly to plan. Comments are e-mailed back to PDC and they must manually reformat into plan. Eliminate redundancy and manual process of transferring comments/notes to plan. Select permitting system with site plan management capability. Selection Technology Site Plan Review No capability for electronic submittals of site plans for reviews, only final plans. In addition, building plan reviews cannot be stored electronically due to size, stored physically in a closet. Eliminate manual handoffs and miscommunication from approval work flow. Free up physical space and manage site plans more efficiently. Set requirement for replacement system to consider electronic site plan submittal, scanning/storage, and approval work flow functionality. Selection Technology 2.2.18 Street Use Permitting Process Area Overview The City Manager’s Office oversees the process of reviewing and approving permits for special events requiring the closure of City streets, both residential and non-residential. Staff coordinate the review of the application to determine the effect on traffic flow and public transportation (in coordination with DART), ensure no conflicts exist with commercial use of the City right-of-way, and scope any additional permit requirements discovered during the process. Types of Activities Involved • Application processing • Referral of applicants to other required permit applications • Scheduling of discussions with all City stakeholders for a particular event • Engagement of Police and Fire for enforcement and provision of EMS assistance City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 56 | Page Copyright 2017 Plante & Moran, PLLC Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Street Use Permit The distributed nature of fee assessment and collection as part of the street use event process prevents adequate tracking of payment; the current aging report for fees does not track the permit fee or follow-up fees with Traffic Control. An LMS integrated with a Citywide-implemented Tyler Cashiering system would allow for centralization and enhanced efficiency of fee assessment and collection. Select a Tidemark replacement with sophisticated fee structure capabilities and process all payments through Tyler Cashiering. Selection Technology/ Process Street Use Permit The City Clerk's Office remains the issuing authority on the permit form, although the issuance of Street Use Permits was transferred to the City Manager's Office; a change in the form would require IT to recode the associated Crystal Report. A modern LMS would allow users to edit permit forms dynamically, and a change in language could be processed within the system . Select a Tidemark replacement with editable permit forms. Selection Process/ Technology Street Use Permit Occasionally, applicants are unable to see deadlines for required permits (e.g. tent permits) until they have passed prior to the event. Integrating the outlying required permits into the street use case is a capability of most modern systems and would provide additional visibility into required timelines for the applicant. Select a system with the ability to integrate multiple permit types into a single case. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 57 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Street Use Permit The City must search Tidemark for all potential event sites to check for conflicts with commercial right-of-way obstructions and excavations. GIS integration capability of current systems provides the ability to search for other specific permit cases spatially. Establish spatial rules to notify users of conflicting street use and right-of-way permit applications. Implementation Technology/ Process Street Use Permit Permit workflows currently route to individual users; no backups established if a departmental approver is unavailable. A replacement for Tidemark would have the ability to route approvals to a specified backup resource if an approver is unavailable or a configured deadline has passed. Select a replacement system with backup approver functionality. Selection Process/ Technology Street Use Permit The Street Use case in Tidemark does not allow users to flag applicants for prior delinquencies in enforcement during events or for cleanup. A Tidemark replacement would likely have functionality available to tag applicant contact records with information specific to each case type. Select an LMS with the ability to apply custom flags to applicant contact records. Selection Technology 2.2.19 Tax Abatement Process Management Process Area Overview The City’s Tax Abatement group administrates the City’s abatement programs, incentives for property owners to initiate new construction or improve existing City structures through a reduction in the owner’s property tax liability. Applications are processed, referred to Council for approval, and passed periodically to the Polk County assessor to reduce the owner’s tax bill. Each abatement case is also tracked in Tidemark. Types of Activities Involved • Processing and evaluation of applications City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 58 | Page Copyright 2017 Plante & Moran, PLLC • Coordination with City Council and Polk County Assessor’s Office Key Strengths, Issues, and Opportunities Process Area Issue Opportunity Action Timing Area Tax Abatement Commercial abatements are currently linked to site plans via an Excel document as site plans are not currently tracked independently in Tidemark; abatement applications must be manually reconciled once building permits/certificates of occupancy are created in Tidemark for these cases, creating a risk for missing data entry. A replacement LMS solution would likely have capability to support a linkage between a tax abatement case and a site plan review case and integrate the commercial abatement application into the case workflow. Design a case type and implement a workflow in a replacement LMS solution for site plan submissions which includes a linkage to a corresponding commercial abatement application. Implementation Process/ Technology Tax Abatement After partial tax abatements are approved, there is no functionality in Tidemark to notify property owners to reapply once improvement projects have been completed; this carries a risk for property owners to forgo their full approved abatement. Modern LMS solutions have workflow functionality allowing for automated email notification of permit- holders tied to specific permit milestones; following closeout of a building permit corresponding to a tax abatement, an email can likely be generated automatically for the holder of the corresponding tax abatement in the case when a partial abatement has been approved. Implement workflow in the tax abatement case in a replacement LMS solution generating automated notifications for holders of partial abatements. Implementation Process/ Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 59 | Page Copyright 2017 Plante & Moran, PLLC Process Area Issue Opportunity Action Timing Area Tax Abatement Property owners applying for tax abatements which are not determined to meet thresholds for improvement are not currently notified out of Tidemark; as such, the City does not have visibility into repeat applicants whose projects do not meet this requirement. Tracking these cases in Tidemark or a replacement LMS solution would allow the department to report more comprehensively on its review activities and would result the ability to identify property owners who frequently fail to meet improvement requirements. Configure the tax abatement case in a replacement LMS application so that all notifications are generated out of the application; track this specific failure using a status or additional field such that these cases are more visible in reporting. Implementation Process Tax Abatement The title holder of a property does not update automatically within Tidemark. A modern LMS solution could have a more comprehensive interface to the County assessor's table such that title holders for City properties populate to the application automatically. Select a system with the capability to interface property records, including title holder, to the County assessor's table. Selection Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 60 | Page Copyright 2017 Plante & Moran, PLLC 3 Plan of Action Recommendations 3.1 INTRODUCTION The key strengths, issues, and opportunities summary provided for each permitting and licensing business group was provided to the City for validation with the appropriate process owners and process users. These recommendations provide the basis for this Plan of Action and accompanying business process improvements. Each section in the following Plan of Action provides specific recommendations and strategies for the City. These considerations were formulated part of an internal effort to identify lessons learned and corresponding best practices from our involvement on numerous implementation projects, along with our LMS industry research. The goals of these strategies is to maximize resources, minimize risk and save time, thus enhancing the chance of success for the replacement permitting system selection and implementation phases for the City. Task 1 Needs Assessment Task 3 Develop RFP Document Task 2 Develop Plan of Action Task 4 Vendor Evaluation and Selection Task 5 Contract Negotiation and Statement of Work Development City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 61 | Page Copyright 2017 Plante & Moran, PLLC 3.2 PROCESS OPTIMIZATION RECOMMENDATIONS The City should evaluate and institute appropriate business process improvements in conjunction with the implementation of the new permitting solution. The mapping of “could be” business processes and certain high level process redesign can be performed in advance of the implementation, either prior to or during the time that the County is facilitating a RFP process. Along with process redesign, the City should select key performance indicators (KPIs) that will be used to measure the City’s performance. Ideally, the City will measure performance according to selected KPIs prior to implementation, six months after implementation, one year after implementation and quarterly thereafter. Some organizations evolve to monthly, especially once business intelligence and dashboard solutions are implemented. The City should keep in mind the following: • The earlier process redesign is performed in the selection process, the more information the City will have about the “could be” process improvements which can serve as a basis for selection for the most robust solution in addition to factors including cost, functionality, technology, implementation timeframe, etc. • If performed early in the process (e.g., prior to selection), management at the City will likely face trade-offs in terms of cost versus ability to support “could be” processes. • The City will need to remain flexible in terms of which parts of the “could be” processes that are actually implementable, given the prospective new system’s capabilities. In fact, the vendor solution may provide features resulting in a better, more efficient “could be” process. During the implementation phase of the project, there may be significant levels of review conducted by the selected vendor(s) to understand existing City processes and how their software can be used to improve the efficiency and effectiveness. While vendors may offer additional optional services to provide enhanced levels of implementation support to their customers, it is generally considered the responsibility of the client to develop the actual procedural documentation that defines exactly how these processes will operate with the selected system for use by process owning and process end-user staff. Documenting processes will also enable the organization to document the rationale supporting system configuration decisions as they may be reviewed and revised over time. Recommended Strategies: 1. During the RFP development and due diligence activities associated with reviewing vendor responses, ensure that process redesign decisions are provided to the vendors. 2. Consider the significant change management aspects associated with the large amount of process redesign that will likely occur on the project. 3. As part of the due diligence phase, ask the finalist vendors what process redesign activities they will conduct during the implementation phase of the project and the specific deliverables that will be produced during the configuration, testing, and system go-live rollout. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 62 | Page Copyright 2017 Plante & Moran, PLLC 3.3 PROJECT STRUCTURE AND GOVERNANCE Execution of the Plan of Action and Implementation of the new system will require a well-coordinated and well-organized governance structure in which to operate and manage the project. For the new system being considered by the City, many staff at the City will be impacted. Complex system implementations are most successful at organizations with structured project governance. The process and technology changes will be significant and will impact all departments. There will also likely be policy changes that will need to be considered and implemented to receive the full benefits. Strong project management is also critical for deployment, and becomes increasingly important with the new system investment. As a result, it will be critical to form a project structure that incorporates the following: 1. Considers the needs of a variety of stakeholders 2. Provides the ability to make decisions in the most efficient and effective manner 3. Ensures that project communication is flowing to the right individuals at the right time including those that are part of the project team and those external to the project team 4. The project team structure is empowered by management to enforce policies Recommended Strategies: 1. Confirm a formal governance structure to coordinate the selection of the new system using the current project steering committee (comprised of the legacy system Tidemark Super User Group) teams as a basis, with the intent that structure can be leveraged and specific roles can be re- defined for future design, implementation and maintenance phases of the system lifecycle. See the Sample System Selection Roles & Responsibilities section in Appendix H for further clarification. 2. As part of the RFP process, request information from vendors as to the optimal City staffing structure and time commitment required for a successful system implementation including on- going support and maintenance of the system. 3. Prior to launching the implementation phase of the project, establish expectations with the City staff as to the time commitment that will be required for a successful implementation. 4. With the assistance and advice from the selected vendor(s), institute an implementation governance structure that is well-staffed and supported by executive management within the City. 5. Establish policies to sunset legacy point solutions, supplemental applications and shadow systems, in conjunction with the new system implementation so that they do not perpetuate an environment of dual information tracking. 6. Establish data retention requirements to guide and manage the scope of required data conversion. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 63 | Page Copyright 2017 Plante & Moran, PLLC 3.4 CHANGE MANAGEMENT Project success comes from having a very clear idea of how management would like to run the City, and then using redesigned processes and a new system to facilitate the way the City has envisioned it. When process and software implementations do not meet expectations it is often due to people issues, and not necessarily the technology. Research indicates a correlation between the success of a change initiative and how well the people side is managed throughout the change. That is why applying a change management methodology is critical to the success of such an initiative. A rigorous change management methodology is critical to supporting the successful launch of new processes and systems. The purchase and implementation of a new system and related technology is done to assist in meeting organizational objectives and improving performance. Organizational performance is also impacted by the people of an organization and the processes used to complete work. Throughout the project, the goal is to balance these components. 3.4.1 Communication Planning As part of the first steps of change management planning, the City should develop communications plans intended to guide project communications from process redesign through post-implementation. By its nature, the project will affect many staff across the City. Acknowledging the diverse City audiences that will be involved and impacted by this project, a Communication Plan should be developed to create awareness and make the project relevant by effectively communicating the impacts to both internal and external stakeholders. Sample objectives for a Communication Plan may include: • Accurately distribute information in a timely manner concerning important project benchmarks and progress to employees. • Use various media to provide multiple sources from which information concerning the project can be accessible. • Ensure all information available is updated and accurate. • Reduce confusion among employees by providing a sole directive and source from which all project information originates. • Provide clear channels of communication within which City project staff can operate to lead to an expedited solution to issues that arise during the selection and implementation and after its completion. • Encourage feedback from employees across the City. People Process Technology City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 64 | Page Copyright 2017 Plante & Moran, PLLC Recommended Strategies: 1. Assign a communication coordinator. The City should assign a communications coordinator to the project management office to maintain and execute the communications plan. 2. Identify and empower change agents. A Communications and Change Management Team should recommend the appointment of key “change agents” within each Department to nurture 'buy in' and get Department staff committed to taking relevant actions. Such team members will be involved in educating Department staff about the impacts and benefits of the project and be “inspiration agents” by helping Department staff find ways to discover their potential, overcome barriers, and celebrate successes. These staff should monitor "what is working", "what isn't working" and "what do we need to change" – and provide regular feedback on progress to Department staff. 3.4.2 Staff Backfill Frequently, staff who are the most experienced and resourceful to lead a process redesign and/or new system a replacement project are also the ones who also have the most knowledge of the legacy environment and are viewed as integral in maintaining the integrity of the existing environment. Recommended Strategies: 1. Factor backfill costs in project budget. The City should consider the feasibility of additionally factoring backfill costs into the overall project budget that is presented to the City Council as part of the entire project budget. 2. Consider recent retirees to provide backfill. To the extent feasible, evaluate the opportunity of using any recently retired staff to provide backfill support for the project or to provide assistance in critical areas deemed important for the project due to their institutional knowledge. This may include areas such as data cleansing, where institutional knowledge is relevant, or for addressing day to day operational responsibilities, while current the City subject matter experts focus their attention on the new system implementation effort. 3. Consider workload sharing. Based on normal business cycles, certain City staff may become especially busy addressing operational requirements. During these times, to the extent that other City staff can re-focus their efforts to assist them in their operational duties, it can mitigate the bottlenecks which can result and increase staff availability to participate on the project. Additionally this can help with staff cross-training, and collectively “upgrade” staff skills in each work area. To the extent that the City can proactively initiate such approaches in advance of the new system implementation project, it can provide benefits to allow subject matter experts to more easily transition to their project roles. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 65 | Page Copyright 2017 Plante & Moran, PLLC 3.5 REQUEST FOR PROPOSAL DEVELOPMENT The Request for Proposal (RFP) for a new system will encompass a number of sections including a list of the scope of software modules to procure and a list of detailed software specifications supplemented by other tables including interface requirements and migration paths for existing systems. Recommended Strategies: The following strategies should be considered by the City as it continues through the RFP and due diligence activities leading up to the selection of a future LMS solution: 1. Vendor clarity in RFP. Ensure that software vendors are clear as to the strategy of the organization as it relates to the procurement of replacement software. 2. Open procurement process. The City should define both functional and technical requirements as part of the RFP process and allow both tier vendors propose their respective solutions. Then the City will be able to evaluate the solutions based on the selection criteria and conclude on the most appropriate level of investment. 3. Identify other vendor capabilities and solution scope. Within the RFP, include additional questions pertaining to the capabilities of vendors in other areas not considered as part of the initial scope of the project (i.e., system interface required modules) but which may be available from the vendors. 4. Progressive elaboration. As the City learns more about the work of the project, planning can progress, becoming more elaborate, over time. Using consultant templates and expert judgment can assist with leveraging lessons learned from other similar local public sector organizations; however specific implementation planning requirements will be increasingly defined throughout the project phases. 5. Evaluate financing options. As part of the RFP process, the City may wish to consider financing options that are available from the vendor or other third party to provide a more palatable payment stream to fund the capital cost of the project. 6. Software and services solutions. Ensure that information is gleaned from providers of new system solutions in areas of both product and service as part of the RFP and due diligence activities. Specifically, this would include the following: a. Review their product offerings as requested in the RFP. b. Identify and contact relevant references of a comparable size to the City. c. Develop vendor demonstration agendas that are geared towards identifying how the vendors will achieve specific the City outcomes. d. Develop a Total cost of ownership (TCO) and financial impact analysis over 5-10 years factoring in all internal and external costs. e. For multi-product solutions, assess the degree in which these various products have operated with each other at other clients. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 66 | Page Copyright 2017 Plante & Moran, PLLC 3.6 SYSTEM IMPLEMENTATION PHASING Due to the integration and data access that they can provide, many systems, particularly LMS systems, are complex and require organizational commitment to successfully implement them. It is not uncommon for organizations the size of the City to take between 18 to 24 months to implement such systems. The implementation of a new system presents a number of options as to when certain modules are deployed frequently based on when the various business cycles are executed within the City such as: • Fiscal year-end • Budget development • Construction season • Major special events Recommended Strategies: Although there is no perfect answer as to when certain modules should be deployed, the following best practices should be considered related to the implementation phasing set of activities: 1. Avoid “Big Bang Approach”. The deployment of a new system is a very significant project requiring a large amount of staff and vendor time to implement as it will impact people, process, policy and technology. Careful phasing of implemented components should be performed versus a “big-bang” approach of implementing all software at the same time to minimize overall project risk and to ensure optimal utilization of resources. The City may w ish to consider separating components based upon the organization’s ability to adapt and effectively deploy its solution. 2. Evaluate opportunities for “Quick-Win” implementations. There are a number of opportunities to obtain quick-win implementations of a new system that provide visible evidence of project success and minimize any risks. Opportunities for these quick-wins should be explored during the vendor selection phase of the project and more closely during system implementation. 3.7 DATA CLEANSING/CONVERSION Legacy systems frequently have data stored in a variety of formats either electronically within the system or in hard-copy format that is deemed as critical, and has data retention requirements. Vendors will generally provide two approaches towards the conversion of client data. • City Managed - Destination Template Loading Involving Multiple Sources: Vendors will provide a template format to the City and request that all data to be converted is provided in the requested format regardless of the number of data sources that currently house this information. • Vendor Managed - Iterative Process: In the second method, vendors will manage both the extraction and conversion of information into the template format. In both cases, the data conversion process will be iterative in terms of extracting, converting, reporting and reviewing. Likewise, cleansing of the data prior to the data conversion activity during implementation, though time consuming, will generally make this process occur more smoothly. Regardless of the methods taken, data conversion is considered a critical part of system implementation and one that can be a critical risk to the project if not managed correctly. A certain amount of data cleansing can occur after data is extracted using programming, however, it is always best to validate data inputs rather than manage the exceptions. Recommended Strategies: 1. Data conversion requirements. Define general data conversion requirements in the RFP and work with the tentative finalist vendor during the last stages of the selection to finalize the scope of conversion within the Statement of Work (SOW) with the vendor. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 67 | Page Copyright 2017 Plante & Moran, PLLC 2. Historical information. Avoid converting all historical information to the new environment whe practical. Apply or follow established data retention guidelines to drive the scope of conversion. Consider the conversion of summary information as a first course of action unless detail is needed. 3. Historical data access. Consider alternative options of accessing historical information other than electronically. This may include printing of reports to electronic files or the creation of a data mart or historic retrieval archive. 4. Design conversion specifications. Develop a cross-walk between legacy and new system data as part of the data conversion process. For example, this may include development of an interface that allows users to enter in an old account that then displays the same account in the new structure. Likewise, an old vendor number could populate a field in the new system to act as a cross-reference. 5. Data cleansing. Begin data cleansing activities as early as possible for data that will require conversion. Request vendors to provide specific instructions related to data cleansing activities they have facilitated on behalf of their clients. 6. Use of data mart or historic query/retrieval system. As a separate internal project, consider the use of a data mart for housing of legacy data for historical reporting purposes. If this route is chosen, clear responsibilities for separately acquiring and implementing the data warehouse will be required to consider both legacy vendor and the City staff involvement. 3.8 INTERFACE DEVELOPMENT Please see Appendix C for the Application Inventory and System Migration Considerations involving best practices for interface development along with the potential interfaces identified for the City’s future LMS solution. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 68 | Page Copyright 2017 Plante & Moran, PLLC 3.9 IDENTIFICATION OF KEY PERFORMANCE METRICS AND INDICATORS The selection and implementation objectives of an enterprise LMS solution should consider how the organization’s performance data is accessible to public stakeholders to support informed decision making. Using the data captured at the point of origination within the system of record is a best practice when generating performance metrics. Key Performance Indicators (KPIs) are crucial for increasing efficiencies and effectiveness of business processes related to land management systems. Through measuring outcomes, organizations can identify areas for, and pursue, improvements. In the absence of such measurements, organizations cannot gauge their performance objectively. In response, the public’s perception may be inaccurate and consume valuable public resources. Since organizations and people tend to manage what they measure, using KPIs enables an organization to represent its current-state and identify options to achieve a desired future state. This provides a planning tool for identifying continuous improvement and objectively measure progress toward achieving actual improvement. The chart below shows a hierarchy for determining indicators to measure. This hierarchy, referred to as a cascading system in A Performance Management Framework, aligns community needs with staff performance. Cascading Systems Aligned objectives, strategies, and measurement at all levels Priorities and objectives are set through a planning process along with high-level performance measures and targets. Strategies for achieving the objectives are then set through a strategic planning or budget processes. Program, service, or organizational unit objectives and measures are also developed that align with overarching objectives and strategies. Business unit performance objectives, strategies, and measures may also be part of a cascading system.2 22 A Performance Management Framework for State and Local Government: From Measurement and Reporting to Management and Improving. National Performance Management Advisory Commission. ©2010. www.pmcommission.org City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 69 | Page Copyright 2017 Plante & Moran, PLLC Unfortunately, widespread use of KPIs is not always a reality in the public sector. Although software vendors are beginning to create applications for business analytics (also referred to as “Business Intelligence” or “BI”), the majority of public sector organizations have not yet acquired such software. Those organizations that are using KPIs tend to track them manually. Fortunately, several organizations have already laid some groundwork and have begun reaping benefits as well. Those organizations beginning to use KPIs, or looking to further streamline or increase their use of KPIs, can look to these organizations for insight and comparisons. The following section presents sample Key Performance Indicators, which have been reviewed by Plante Moran. Other KPIs exist that would be better suited for comparing the success/effectiveness of particular programs or other outcomes. 3.9.1 Sample KPI Targets for LMS Systems The City currently measures and publishes a variety of output measures on the types of permits it issues each month. In addition to these, additional indicators were identified that could be easily measured and staff can directly impact. Rarely are two governmental organizations alike. Even if governmental organizations are grouped into their population sizes, we know that their operations can differ because of the types of services that their populations have sought from them over time. As a result, it is important to consider ratios for targets, especially for comparing results to another, somewhat different, organization. In addition, targets cannot necessarily be applied across the board to all organizations, for the following reasons: • Improving is a process, and takes several iterations over time. Too much complexity in a performance measurement system can be counter-productive. The City may find that metrics other than those listed here are important or even necessary in order to achieve overall desired outcomes as a result of process redesign. Organizations may have an idea of their long-term targets, but realistic targets need to be used in the short-term to guide the path to the long-term targets. This helps ensure that the goals are achievable and that staff are not overwhelmed during the process. • “Don’t let the perfect be the enemy of the good” – Voltaire: Many organizations would be better off striving for a modest target, and focusing any additional resources on achieving other targets that provide a greater return on their investment. The likelihood of achieving particular targets and the related costs and benefits will differ for each organization. Adjustments should be considered over time to reflect new realities such as changes in technology, regulatory landscape, policy changes, new strategic objectives, etc. The targets presented in this section are samples that the City should evaluate as a starting point as it looks at ways of redesigning its business processes. In order to appropriately utilize KPIs, the City should consider the following steps during process redesign: 1. Determine which measures the City wants to manage and determine which measures can be used as a composite of the key performance indicators to use. 2. Ensuring that these measures are linked to the City’s annual budget and strategic objectives. 3. Measure the current state for these KPIs 4. Determine short-term achievable targets based on the redesigned processes 5. Determine what changes can be made within the short-term to reach these targets 6. Regularly reassess the City’s performance and adjust its targets as necessary, as changes occur in technology, the regulatory landscape, etc. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 70 | Page Copyright 2017 Plante & Moran, PLLC Key Performance Targets 3 Permit Management Activities • Average valuation per building permit • Average turnaround time per building plan check • Percentage of plans reviewed / building inspections completed within target timeframes • Percentage of customer-requested inspections completed within two business days of requested date • Number of inspections completed by inspector by day (by permit type) • Cost per hour of operation • Number of permits submitted through online portal by type • Number of customers served | plans reviewed | inspections conducted over a defined time period • Percentage of submitted projects audited for quality assurance by supervisors Plan Review • Percentage of residential plan reviews completed within 14 days • Percentage of submitted permit applications routed to proper department within one business day • Average review time to process a public hearing-level land use application • Average number of days from application submission to first level hearing • Average number of days for application submission to special board decision Code Enforcement • Percentage of complaints investigated and closed within a predefined timeframe • Percentage of violations successfully closed within 14 days of violator notification • Percentage of code cases cleared within 3 months • Percentage of code cases remaining open for more than 3 months • Number of new cases per code officer per reporting period • Square footage of graffiti abated • Number of volunteer hours for neighborhood improvement activities Location Analytics • To be further developed in consultation with the City 3 Selected KPI’s were obtained from communities reporting performance measures online including: City of Dunwoody, GA (pop. 48,733), City of Corvallis, OR (pop. 55,298), City of Centennial, CO (pop. 100,377), City of Glendale, CA (pop. 200,167), City and County of San Francisco (pop. 837,442) City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment 71 | Page Copyright 2017 Plante & Moran, PLLC 3.9.2 Reporting Requirements Considerations Although the selected vendor will likely provide a significant number of reports and queries through their base system there will be a need for the City to have existing reports customized and to have additional reports developed that are not available as part of the core set of reports. The skill sets required for report development include not only the report development tools but also an understanding of the database and/or views which the reporting tools access. When software vendors demonstrate their solutions, the expectation of users being able to perform ad- hoc reporting themselves is heightened as the vendors will present the process as simply involving the point and click of a few buttons to generate the desired results. In realit y, the process of using the tool and developing an understanding of the database/view takes a period of time. Recommended Strategies: 1. Establish expectations around reporting. Reset staff expectations that traditional reporting should not necessarily be the first or most appropriate method towards producing the information they seek. Instead, as part of the overall training approach, ensure that staff understand the self- service, inquiry and portal functions available in the system, and when to use them. Reset staff expectations that not all reports will be available at the go-live transition and that all users will be able to generate ad-hoc reports. 2. Ad-hoc reporting tools team. Identify a joint team of process owners and technical support staff to be trained on the ad-hoc reporting tools during the implementation. These staff will likely be generating custom -developed reports for some time after the go-live period. 3. Assess ad-hoc reporting tools. Obtain a clear understanding during the selection process as to the reporting options available with each vendor solution and, for each reporting option, who typically is using the tool. 4. Custom reports. Work with the software vendor during the implementation phase of the project to develop a select set of custom reports, with their assistance, to improve knowledge transfer as to both the product and database structure. 3.10 LMS SYSTEM TRAINING The City should develop appropriate training plans in conjunction with the implementation of the new system. The City does not currently have any formalized training program for its existing Tidemark legacy system . Current training methods are primarily limited to informal, ad-hoc, one-on-one training provided by the City staff who support the individual systems at the time that an issue is identified. The process of providing training to on the new system should occur in in conjunction with the implementation of the new system . Training should be both functional and technical. Functional training should be for both process owners and process end users. It will also be critical to provide the necessary technical training to the City IT and departmental “power user” staff. Recommended Strategies: 1. Establish training expectations. During the RFP development and due diligence activities associated with reviewing vendor responses, ensure that any specific training expectations are articulated to the vendors. As part of the due diligence phase with the finalist LMS vendors obtain a clear understanding as to the level of training activities they will conduct during the implementation phase of the project and the specific training materials. 2. Training team. During the implementation of the new system , formulate a Training Team which will focus both on the implementation training requirements on the development of an ongoing internal training program for continued exploitation of the capabilities of the new system over City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page1 Copyright 2017 Plante & Moran, PLLC Exhibit 1: Process Maps by Process Evaluation Areas 1. Address Management a. Address Change Address Change Procedure Permit and Development CenterNeighborhood Inspection DivisionNotesGISStart Application for permit submitted to PDC for building/plumbing/ electrical or mechanical construction End Parties notified: IT, Traffic & Transportation, GIS staff, Engineering, utilities Real Estate, Community Development, USPS and property owner(s) Resident complaint activates NID to open inspection case for unaddressed lot Change needed to fix inconsistency in sequencing, assign addresses in duplexes, eliminate ‘half’ addresses etc. Is there a corresponding parcel ID with the address? Enter new address into Tidemark and associate with the existing Parcel ID number GIS staff makes any necessary changes to Address Point data County provides parcel ID table, outside of Tidemark Application entered into Tidemark Verify county parcel ID matches site address on application No Send out address notification letters to appropriate parties Complete the application in Tidemark Yes Correction received?Yes No City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page2 Copyright 2017 Plante & Moran, PLLC b. Street Change Permanent Street Name Changes City CouncilBoards & Commissions – P&ZNotesITEngineeringStart City Council receives requests from residents, business or staff Does City Council refer application to advisory body? End Ordinance, address assignment/ notification letters are distributed to appropriate parties Parties notified: IT, T&T, GIS staff, Engineering, Real Estate, CD and affected residents Planning & Zoning Commission evaluates request and presents recommendation Public hearing is convened for ordinance change Yes Is new street name approved?No Is change approved? City departments and other third parties are notified of change process City publishes adopted ordinance authorizing street name Recommendation for street name typically comes from P&Z Commission No No Yes Yes T&T Orders and installs street signage GIS staff makes any changes needed to Street Centerline data in GIS Engineering Real Estate staff updates street name card filing system Address Change Procedure to assign addresses on affected street City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page3 Copyright 2017 Plante & Moran, PLLC 2. Boards & Commission Boards and Commissions City ResidentBoardCity CouncilNotesBoard/Departmental StaffStart Application of appeal/request Added to board agenda, notification of appeal publicized Research to present official staff recommendation Staff provides recommendation to the board Follow up: meeting minutes documented and application scanned into Tidemark Need approval from City Council? Council Approval? Approve? Yes No Yes Would like potential report to aggregate total number of projects in the city Recommendation can include application, site sketch, photos, and/or crystal reports Board Meets Send council board recommendation Yes Appellate may appeal to District Court No Notify NID to monitor for enforcement Conditional approval? Yes No Application complete?Yes Notify applicant to complete additional prerequisite activities* No *Additional prerequisite activities include pre-application meeting, traffic study, consent of property owner City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page4 Copyright 2017 Plante & Moran, PLLC 3. Building Plan Review and Projects Building Plan Review Process DeveloperClerical StaffInspectorNotesReview StaffStart Submittal Complete? Multi Department Reviews Building, Engineering, Planning, Zoning, Fire, Structural, Sewers Hard/Soft holds exist? Page 2 Multiple ways for developers to request application, walk in/calls/e-mail (100+ a day) Review if any holds exist Approved? Yes Yes Developer addresses measures to clear hard hold Hard Once cleared of holds/reviews, clerical staff finalizes payment and issues permit Hard hold cleared? Yes No No None Soft Developer completes application and submits to the City No Building permits for single family homes involve fewer department reviews City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page5 Copyright 2017 Plante & Moran, PLLC Building Plan Review – Page 2 DeveloperClerical StaffInspectorNotesReview StaffOften, developers unsure of who to call to finalize process and are reaching out to inspectors. Inspections involve 7 points of contact. Developer initiates work Developer schedules inspections by calling inspector based on project milestones Inspector schedules work for the day Inspection Pass/fail?Fail Developer responsbile for reaching out to city to finalize C of O End Inspection Inspector is responsible for scheduling his daily inspections based on voicemail 1st come/1st served system Logs necessary info into correction doc, uploaded to TideMark Opens project and case in Tidemark, indicates CO approved Pass Opens project case in Tidemark, confirms details are complete and up to date Issue CO, print off hard copy and deliver to clerical staff. Electronic copies sent to appropriate staff Mail hard copy to developer Inspection process may involve numerous inspections by different inspectors throughout the course of the project CO inspections/ approvals must often be tracked down by review staff for CO issuance CO’s are not issued for all permits. When CO’s are not required, permit case is simply closed. Page 2 City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page6 Copyright 2017 Plante & Moran, PLLC 4. Cash Receipting Cash Receipting Process Permit HolderPermit & Development CenterFinanceNotesReceive notification of permit approval Start Enter or call Permit & Development Center Access relevant Tidemark case and press register key for permit type Investigative fee (work w/o permit)? Press key to double permit fee Yes Pay with cash/ check? No Key in payment amount Yes Swipe card or key payment card data at register Retain receipt and enter receipt number and payment amount in Tidemark Consolidate register tapes at end of day Run report from Comm2000 to reconcile all drawers Run Sub- Department report to present to Treasury Deliver cash/ checks to Engineering to walk to FInance Receive cash/ checks from Engineering daily Open, settle, and close batch in ePayNet (payment gateway) at end of day Run journal entry report by revenue account (Ent. Cashiering System) Import file as a journal entry batch to the City’s General Ledger (Tyler Munis) End Deposit cash/ checks via armored car pickup Approx 20% of payments processed as cash, 40% checks, and 40% credit/ debit Additional report from Enterprise Cashiering will reconcile payments with Tidemark records Pay with Visa/ MasterCard No City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page7 Copyright 2017 Plante & Moran, PLLC 5. City Clerk Licensing a. Business License Business License Application Process ApplicantCity ClerkCity CouncilStart Complete application form Rertrieve application form online or at City Clerk’s office Liquor license?No Submit online application to State of Iowa Alcoholic Beverages Division Yes Select City of Des Moines as relevant Local Authority on application Receive email from ABD listing applications ready for City review and enter in Tidemark Enter into Tidemark as a Special Purpose Permit or Business License case External review required? Await sign-off in Tidemark from external department Yes Council review required? Place case on Council agenda Approve? Yes Issue license Yes Snow/Solid Waste Hauler? Deny application No Issue accompanying vehicle sticker Yes No End No External review required? Await sign-off in Tidemark from external department Yes Council review required? Place case on Council agendaYes Approve? No End Pass Local Authority review in ABD system and update Tidemark status Receive copy of license from ABD and attach to Tidemark record Receive City’s portion of license fees from ABD Receive email from ABD listing permits 60 days from renewal deadline No City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page8 Copyright 2017 Plante & Moran, PLLC b. Pet License Pet License Application Process ApplicantLocal VeterinarianCity Clerk’s OfficeStart Scan and email vaccination records to City Enter pet and owner information into Tidemark Place in renewal queue Mail application at year end Complete application 6+ pets owned? High-risk breed? Yes Deny application Liability insurance? Fourth dog?No <20 lbs., spayed/ neutered? Yes Yes Yes No Approve applicationNo Yes Issue license and tag Enter case backlog into Tidemark (~8 mo) End Start Compliant fence? No No Current rabies certificate? Yes No Seeking dog park pass? Dog Park Permit Yes Seeking discount for spayed/ neutered? No Provide proof from veterinarian Yes Complete service animal application Service animal?No Yes No Cash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page9 Copyright 2017 Plante & Moran, PLLC c. Dog Park Permit Dog Park Permit Process ApplicantDepartmentEnd Start Complete application Dog licensed with City? Dog licensed with other municipality? No Dog License Process No Issue permit and lanyard Cash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page10 Copyright 2017 Plante & Moran, PLLC 6. Code Enforcement Code Enforcement Process – Page 1 CitizenNeighborhood Inspection Zoning Division – Customer ServiceNIZD InspectorStart Patrol assigned territory periodically (proactive) Initiate complaint online or by phone (reactive) Observe potential violation and document using photos and comments on paper notepad Enter into Tidemark as a Code case Perform skiptrace to locate property owner (Accurint) Mail notice of violation to property owner Set reasonable timeframe for resolution Violation identified? Yes Page 2 EndNo City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page11 Copyright 2017 Plante & Moran, PLLC Code Enforcement Process – Page 2 CitizenNeighborhood Inspection Zoning Division – Customer ServiceCity Attorney’s OfficeZoning Board of AdjustmentNIZD InspectorAppeal from homeowner? Zoning Appeal Yes Page 1 Assign follow-up inspection to inspector assigned to territory No Inspection passed? Independently schedule and conduct follow-up inspection within timeframe Mail invoice to property owner Print contents of case in Tidemark and send to City Attorney No Yes File civil infraction against property owner End Save all Tidemark content in CityLaw and retain for discovery Invoice paid? Initiate collections process contingent upon case type. No Yes City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page12 Copyright 2017 Plante & Moran, PLLC 7. Fire Operations a. Cyclical Inspections Generated by Tidemark Fire: Cyclical Inspections Generated by Tidemark TidemarkFire(Firehouse)Fire(Tidemark)InspectionsStart Beer, Liquor, Theater, and Salvage Yards Business Permitting Activies Initiated through Clerk’s Office City Clerk Enters a Renewal or New Liquor Permit Issue: There is no reinspection history in Tidemark to notify that an inspection was necessary Tidemark has a queue where incomplete inspections are noted Is the Due Date Accurate Change Due Date to Reflect Actual Completion Date NO Issue: Due dates are set for 2 weeks automatically today Inspector Assigned Inspector Schedules and Performs Inspection Pass Inspections? Enter into Firehouse & Provide Note for Reinspection Enter into Firehouse NO Close Inspection in Tidemark YES Issue: Staff frequently forget to enter their approved inspections into Firehouse – Clerk often requests occupancy reports from Firehouse and these inspections may not appear. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page13 Copyright 2017 Plante & Moran, PLLC b. Cyclical Inspections Generated by Firehouse Fire: Cyclical Inspections Generated by Firehouse ApplicantFire(Firehouse)StateInspectionsStart Inspector Manually Initiates Upcoming Monthly Report Issue: There is no reinspection history in Tidemark to notify that an inspection was necessary Inspectors will either go out or make appointments with businesses Pass Inspection Applicant Receives Violation Notice with Instructions with reinspection date NO Inspector Issues Permit via Tablet Computer with Moble Printer Hazardous Materials – All Annual Permits Entered into Firehouse – There is currently no autogenerate capability to launch the next permit unless inspector manually assigns the next annual inspection date. Applicant Corrects Violation Issue: Staff have difficulties transferring data or forget to transfer data network occasionally Issue: Disconnected Editing creates gaps in status and results in rework Additional Permit is Created Is Inspection State Affiliated Entity Permit is Emailed to State Fire Marshal’s Office Issue: State Fire Marhsal is not notified because second permit is not generated or emailed to State. End End City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page14 Copyright 2017 Plante & Moran, PLLC 8. Grading Permit Grading Permits Customer/ContractorEngineeringStateNotesInspector/Permit Development CenterStart End Permit required for site >= 20,000 sq ft or >=2500 sq ft & 2 ft depth Complaint triggers PDC to inspect site Work requires permit? Fill out application w plan for activities and submit to Engineering for review Reviews and issues grading permit Develop site according to code Site compliance inspection Pass inspection? If grading permits related to a building case, Certificate of Occupancy withheld for related building permit Site over an acre? Waivers for grading permits issued if developer performing limited site work Records of grading permits is a spreadsheet on shared drive Yes No No City issues Certificate of Completion, signed off by design offer. Tidemark case closed Yes No For commercial sites/subdivision plats owner is responsible for obtaining permit State requires NPDS and SWPPP permits issued by state of Iowa Triggered by Complaint? Yes No Yes (concurrent review) NPDES = National Pollutant Discharge Elimination System SWPPP = Storm Water Pollution Prevention Plan Work requires permit waiver? End Complete waiver and fileYes No Cash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page15 Copyright 2017 Plante & Moran, PLLC 9. Sidewalk Permit Sidewalk Permits Customer/ContractorEngineeringLegalNotesInspectorStart End Permit issued once review is complete. Only requires signature from applicant Remove old sidewalk/begin work. Form and grade site No license required for sidewalk work Before scheduling, inspector verifies permit has been issued Case notes added on Tidemark in the field (trucks) Pour and cure concrete Tidemark case is automatically closed Additional inspections performed if complaint about contractors work Complaint or request for permit? Condemnation program initiated. Notice runs through the case created by Engineering inspector Owner receives notice, has 180 days to remediate Permit applied for within180 days? Civil infraction case filed. 2 week deadline to perform work Complaint Request for Permit No Yes $200 court fees + $750 judgment assesed to infringer Work initiated within 2 weeks? Yes Lien applied to propertyNo Drive approaches associated with permits Schedule and conduct inspection Inspection passed? Yes No Cash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page16 Copyright 2017 Plante & Moran, PLLC 10. MEP permit Mechanical/Electrical/Plumbing Permit Application Process ApplicantPDCClerical StaffNotesInspectorPDC Review StaffStart Approx 400-600 per year via email, mail, or counter Receive Application, Enter into Tidemark as a MEP case Call City to scope work Application complete? Provide information missing from application No Approval? Deny application and notify applicant Confirm scheduling with applicant and conduct inspection Inspection passed? Complete corrections as necessary Mechanical inspectors have laptop access to Tidemark in their vehicles Joint inbox processes all emailed applications Yes Approx 400-600 per year via email, mail, or counter No No Issue permit Complete work Call assigned inspector to schedule follow-up inspection (voicemail) End Await external review (if required)Yes Final inspection for associated project? Yes Certificate of Occupancy Approval Yes End Cash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page17 Copyright 2017 Plante & Moran, PLLC 11. Neighborhood Conservation Emergency Repair Loan Process ResidentHousing Financial AnalystInspectorNotesClerical StaffStart Homeowner calls and requests ERL Housing Financial Analyst assists homeowner with application with income, assets and ID Application copied and stored in a manila folder. logged in ERL Tracker. Tidemark is basically only used as an electronic copy of application Tidemark case opened, new activity triggers e- mail to inspector. Prints off hard copy for them anyway Inspector fees generated in RESPEC Reviews property, submits an environmental write up ERL work approved? Send out bids/ select contractor for work Cross check with vendor spread sheet of all viable vendors Contractors do necessary repair Homeowner meets with inspector to fill and sign final documents. Close project and store hard copy of construction contract, lien warranty in physical folder Tara reqeusted tickler system to keep track of unpaid liens past expiration Yes Application includes income statements, assets and ID Do they qualify for ERL? End City schedules work time for contractor Pass fail In order for loans to get funded, log info/application into Housing/ Urban Development Reporting End Schedules appointment with inspector to inspect property No Yes Post work inspection Fail Pass No City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page18 Copyright 2017 Plante & Moran, PLLC 12. Rental Certificates Management Rental Certificate Process CitizenNeighborhood Inspection Zoning DivisionCustomer ServiceProperty OwnerNIZD InspectorStart Tidemark notification of new Certificate of Occupancy for residential building Perform skip trace on property owner Enter into Tidemark as a rental certificate case Submit complaint of potential illegal rental to City Mail rental application packet to property owner Occupant immediate family member? Complete rental applicationNo Send nuclear family occupied application and clone case in Tidemark Yes Schedule notification of property owner after three years End Inspection activity appears in task list for assigned inspector’s territory Independently schedule and conduct inspection Inspection passed? Schedule and conduct reinspection within 30 days No Reinspection passed? Yes Housing Appeal No Yes Issue certificateCash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page19 Copyright 2017 Plante & Moran, PLLC 13. Right of Way Obstructions a. Right-of-Way Obstruction/Excavation Permits Right-of-Way Obstruction/Excavation Permit Application Process ContractorEngineeringStart Identify work without permit underway in right- of-way Submit application via email or in person at Permit & Development Center Enter into Tidemark as ROW case Excavation performed? Enter as Right-of- Way Excavation Permit Yes Building activity >2 wks? No Enter as Building Obstruction PermitYes Enter as Right-of- Way Obstruction Permit No Contractor insured and bonded? Non-local street? ROW in use?No Deny application and reach out to applicant to resubmit Yes No End Consult Traffic & Transportation to review effect on traffic flow Yes Await review from Police and Water Works Public Works restoration required? Await Time & Materials information from Public Works Send to Finance to generate invoice and send to contractor Issue permit Inspect site following completion of work No Notify contractor to initiate right-of-way obstruction/ excavation permit Facility owner authorized? Yes No Complete Public Works fill-in form Yes Cash Receipting Process Yes City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page20 Copyright 2017 Plante & Moran, PLLC b. Areaway Permit Areaway Permit Application Process ApplilcantEngineeringTraffic & TransportationEngineering InspectorContact Traffic & Transportation for permit application Areaway Permit required? Start Refer to Real Estate No Other permits required?Yes Refer to relevant department Yes All payments current?No Pay outstanding fees No Schedule and conduct field inspection Yes Inspection passed? Sign and return original application form with payment Deny application No Yes Issue permit Update licensee spreadsheet Cash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page21 Copyright 2017 Plante & Moran, PLLC c. Right-of-Way License Right-of-Way License Application Process ApplilcantEngineeringTraffic & TransportationSubmit application (new/ addendum) via mail, e-mail, or in person Start Deny application Valid insurance? Send to City Engineer and City Attorney for signatures Issue license Bonded?Yes Plans signed?Yes Payments up to date?Yes No No No No Review and sign license Update licensee spreadshee End City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page22 Copyright 2017 Plante & Moran, PLLC 14. Sign and Sound Permitting a. Sign Permit Sign Permit Application Process ApplicantZoning StaffNotesZoning InspectorStart Approx 700 applications per year Complete Sign PackageClarification required? Review land use parcel tags in GIS and advise applicant 90% of applications origniate from licensed sign erectors Yes No Receive package. Key into Tidemark as a sign case Scan contents of sign package and attach to Tidemark case Parcel free of holds (GIS)? Receive Denial Email Fail case in Tidemark and email applicant denial Applicant licensed sign erector? Plan compliant with code? If an applicant begins work prior to submitting an application, double the permit fee is assessed Yes Yes Mark case ready to issue in Tidemark and email applicant with fee information Yes No No No Receive Approval Email Issue permit form Create activity in Tidemark for follow-up inspection (1 yr) Schedule and conduct follow-up inspecton Inspection passed? Close case in TidemarkYes Code CaseNo End Cash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page23 Copyright 2017 Plante & Moran, PLLC b. Sound Permit Sound Permit Application Process ApplicantZoningNotesStart Approx 700 applications per year 90% of applications origniate from licensed sign erectors If an applicant begins work prior to submitting an application, double the permit fee is assessed Request application form Email form to applicant Receive and complete sound permit application Receive application form. Enter as sound case in Tidemark Parcel free of land use holds (GIS)? Fail case in Tidemark and email applicant with denial Amplified sound permit? Is applicant property owner? Yes Yes Use permitted by lease? No Closure of adjacent street obtained? Yes No No Yes No Does sound level/duration meet code? No Yes No Mark permit ready to issue and email applicant Yes Receive Denial Email Variance requested? Receive Approval Email Request response from all property owners within 250 feet Yes Collect and count responses 20% response rate? Schedule and conduct hearing Issue permit form including any additional conditions Notify Police for enforcement End No When a lease from a tenant is requested, it is scanned and attached to the Tidemark case Cash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page24 Copyright 2017 Plante & Moran, PLLC 15. Site Plan Review a. Site Plan Review Site Plan Review Process DeveloperReview StaffBoards/CommissionsNotesPDCStart Developer inquires about submitting plans for development Pre-application meeting with developer to determine submittal requirements Multiple internal and external department reviews of submittal. Developer completes all necessary site plan requirements based on recommendations provided by the City Site plan & pre-application meeting is required for: a change of use, new building, reconfiguration of site, valuation of project > 50% (?), been vacant longer than 6 months, building additions, proposing a subdivision Site plan meeting post application involves Fire, building, plan and review, engineering water. On occasion: legal, economic development, real estate, parks Site plans and physical copy of application stored in closet Traffic Study Completed by Consultant Submittal requirements/ meeting info sent to developer Developer schedules time to meet with Traffic for traffic study Major siteplan: >10,000 sqft. Minor site plan: <10,000 sq ft Boards/ Commissions P&Z, BOA, UDRB Yes Note if P&Z rejects approval, developer has option to disregard and request for approval to Council on their own Department reviews include: Tax Abatement, Real Estate, DSMAA approval for FAA Permits, Administrative Waiver Request. Engineering, Traffic, Fire, Water Works, Public Works, Legal Building plan review required? No Building Plan Review Yes Yes Pre- application meeting required? No Approve Site PlanEnd Traffic Study Required? Board/ Commission Review Required? All Reviews Approved? No No Yes Approve Building Permit Sign Off Yes Boards/Commissions Include: ZBOA, Urban Design Review Board, Plan & Zoning Building Permit? Yes Developer completes site work & schedules inspection No Site Inspected & Approved End No City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page25 Copyright 2017 Plante & Moran, PLLC b. Plat of Survey Review Plat of Survey Review Process DeveloperReview StaffBoards/CommissionsNotesPDCStart Developer inquires about submitting plans for platting/ subdividing land Pre-application meeting with developer to determine submittal requirements Multiple internal and external department reviews of submittal. Developer submits plat of survey Boards of Adjustment Process Yes Department reviews include: Tax Abatement, Real Estate, DSMAA approval for FAA Permits, Administrative Waiver Request. Engineering, Traffic, Fire, Water Works, Public Works, Legal Yes Is pre- application meeting required? No Approve Plat of Survey Plat of Survey?No BOA Review Required? All Reviews Approved? No No Yes Send to GIS and Developer EndYes Subdivision Process Developer Records Plat with County Plat of Survey process is used for subdivisions of land that result in 5 or fewer parcels and do not involve infrastructure improvements such as roads and utilities. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page26 Copyright 2017 Plante & Moran, PLLC c. Subdivision Review Subdivision Review Process DeveloperReview StaffBoards/CommissionsNotesPDCStart Developer inquires about submitting plans for development Pre-application meeting with developer to determine submittal requirements Multiple internal and external department reviews of submittal. Developer Submits Preliminary Plat Subdivision process is used for subdivisions of land that exceed 5 new parcels or anything with infrastructure improvements such as roads and utilities. Traffic Study Completed by Consultant Submittal requirements/ meeting info sent to developer Developer schedules time to meet with Traffic for traffic study Planning & Zoning/Board of Adjustments Developers may build one home on a subdivision prior to Council approving final plat. Department reviews include: Tax Abatement, Real Estate, DSMAA approval for FAA Permits, Administrative Waiver Request. Engineering, Traffic, Fire, Water Works, Public Works, Legal Plat of Survey Process Yes Is pre- application meeting required? No Traffic Study Required? No All Reviews Approved? No Yes Yes P&Z approve all preliminary plats. BOA relief may be needed for relief from zoning district requirements such as lot width/area/ setback Developer Submits Final Plat Multiple internal and external department reviews of submittal. All Reviews Approved? Yes City Council Approval No Record with County End Developer has 270 days to submit a final plat following P&Z approval of preliminary plat. City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page27 Copyright 2017 Plante & Moran, PLLC 16. Sidewalk Café Permit Sidewalk Café Permitting Process DeveloperPlanning StaffCity CouncilNotesBoard of AdjustmentStart Request to develop sidewalk café Alcohol served? Gather necessary docs, submit application with site plan and survey Meeting with departments to review application Permit approved? Appeal? Development Zoning inspects site to confirm it is to code License sent to developer Board of Adjustment reviews to amend conditional use Case opened in Tidemark. Planning notifies real estate to initiate process of going to council to vacate Right of Way End Yes No No Yes Both processes of mending conditional use and vacating ROW can happen concurrently No Application fee ($100) must be processed before review can happen Meeting includes planning staff, traffic/ transportation, and legal Planning staff signs off for all departments Yes Appeal within 30 days to District Court Approved? Yes No Building Permit City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page28 Copyright 2017 Plante & Moran, PLLC 17. Street Use Permitting a. Street Use Permit Street Use Permit Application Process DeveloperCity Manager’s Office/Traffic ControlPoliceStart Receive Application, Enter into Tidemark as a street use case Complete Application Liquor served?Tent/ Pyrotechnics?NoGraffiti Graffiti Permit Yes No Liquor License (temporary) Yes Tent/ Pyrotechnics Permit Yes Use of City trail?No Trail Permit Yes Outdoor sound for event?No Amplified Sound Permit Yes Affects DART route? Schedule and hold planning meeting with applicant No Conflicting use of City ROW? No Yes No End Deny and notify applicant Notify DART to participate in Street Use Event meeting Yes More than 20 barricades required? Instruct applicant to rent barricades privately Yes Schedule barricade dropoff/ pickup with Public Works NoEMS presence required? Notify Fire to schedule EMT(s) Yes Notify Fire to schedule EMT(s)No Issue Street Use Permit Bag meters, tow vehicles, and inspect barricades and banners day of event Remain on-site for enforcement Inspect site and document clean- up Consolidate time and materials from Police, Fire, and send to Finance to generate invoice Initiate Special Parking Permit for affected City meters City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page29 Copyright 2017 Plante & Moran, PLLC b. Special Parking Permit Special Parking Permit Application Process ApplicantEngineeringStart Complete Application Meter locations correct? No Correct date range? No Enter case into Tidemark Mark permit Ready to Issue and notify applicant Pay for permit via phone or in person Issue permit End City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page30 Copyright 2017 Plante & Moran, PLLC c. Trail/Open Use/Shelter Permit Trail/Open Use/Shelter Permitting Process ApplicantPermit Development CenterCity ClerksNotesParks and RecStart Customers submit their request through Des Moines Active Alcohol served? E-mail sent to applicant with instructions to reach out to City Clerk for alcohol license Amplified Sound? Street Use Permit Required End Request sent to a holding file on Active Network Staff reviews Whole process is through Des Moines Active Network, nothing in Tidemark Applicant must get alcohol license approved Only about 20% of applicants requirinng trail permit solely use a trail permit, most of times need street use permit as well Sound Use Permit required? Applicant must get sound permit approved Permit e-mailed to applicant as a PDF attachment Yes No Applicant must get street use permit approved Permit approved? Yes No Yes Yes No No Yes No Active Network e- mails daily reporting with 12 month schedule of all reserved events Would like to have ability to standardize trail maps for staff and applicants Requesting Master Calendar for staff and applicants Cash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page31 Copyright 2017 Plante & Moran, PLLC d. Graffiti Permit Graffiti Permitting Process ApplicantCity Clerks OfficeNotesZoning/PoliceStartApplicant requests a graffiti permit Zoning Approves? End City clerk provides paper applicaton (in person/by e- mail) Applicant completes application and submits to City Clerk office Forward application to Zoning/Police for approval Police Approves Issue Permit End Yes No No Yes Cash Receipting Process City of Des Moines, IA Land Management DRAFT Release Date: January 6, 2016 System Needs Assessment Exhibit 1 | Page32 Copyright 2017 Plante & Moran, PLLC 18. Tax Abatement Tax Abatement Process DeveloperCityAssessingNotesCity CouncilStart Approx 400-600 per year via email, mail, or counter Receive Application, Enter into Tidemark as a tax case Scan Application, Send “Receive Letter” Receive “Receive Letter” Complete Application Location, sewer hookup, and targeted areas are evaluated Tentatively approve? Permit Required? Receive “Denial Letter” Clerk receives original; Council on agenda for approval Approve? Approve batch in Tidemark Copy Original and Roll Call, Forward to Assessor Receive Copies of Approved Applications EndYes Yes No No Yes Participants indicated that Council does not pull particular applications Approval process includes Tidemark and parcel research Staff spend up to 4 hours/ day on customer service inquiries {Thank You!} For more information contact: Adam Rujan, Partner 248-223-3328 adam.rujan@plantemoran.com Christopher Blough, Manager 248-223-3209 Christopher.Blough@plantemoran.com plantemoran.com For more information contact: Judy Wright, Partner 248.223.3304 judy.wright@plantemoran.com plantemoran.com Thank you