submitted by tammie grossman, director of development

Date Agenda Item ___O__ February 18, 2014 Village Manager’s Office Review CLP Submitted By Tammie Grossman, Director of Development Customer Services Agenda Item Title A Resolution Approving a Professional Services Agreement with Berry, Dunn, McNeil & Parker, LLC and Authorizing its Execution. Synopsis On March 19, 2013, the Village of Oak Park issued a Request for Proposals for Permitting System Replacement Professional Services to provide professional auditing services to the Village’s Development Customer Services Department to audit it policies and procedures, review and assist with drafting recommended processes and assist with the issuance of a Request for Proposals for a new software system that will ultimately upgrade the Village’s Permitting, Licensing and Inspection system. Staff is recommending that the Village engage the services of Berry, Dunn, McNeil & Parker, LLC (“BerryDunn”) for this project. Recommendation Approval. Fiscal Impact The Building and Properties Standard Division of the Development Customer Services Department included $50,000 in the approved 2014 Budget. Background On March 19, 2013, the Village of Oak Park issued a Request for Proposals for a firm to assist the Village’s Department of Development Customer Services identify a software solution for its permitting, licensing and inspection processes. Presently, the Department utilizes an outdated program for the permitting and inspection function and the Health and Fire Department utilize a different inspection software solution. Individual databases house the licensing databases. The software solutions do not effectively communicate between platforms. A staff committee consisting of members from IT, Finance, Village Manager’s Office, Fire, Health, and the four divisions of the Development Customer Services Department reviewed the initial submissions from four (4) firms and narrowed down its recommendation to three (3) firms. The bids did come in higher than anticipated. On August 15, 2013, the Reinventing Government Committee of the Board reviewed the scope of the project and requested that staff work with the Civic Information Systems

Commission to establish a mission statement for the initiative and general process of the project. Staff then met with the CISC and established a mission statement. On September 13, 2013, the CISC recommended the following Mission Statement: The mission of the Village’s permitting, licensing and inspection upgrade initiative is

to improve service, efficiency, consistency and transparency, for internal and external users, through technology and process reforms.

On October 8, 2013, the Reinventing Government Committee of the Board reviewed the Mission Statement and suggested that an appropriate budget was in the $50,000 range. The staff committee requested that the three (3) firms then review its proposal and resubmit a proposal within the recommended budget. The committee then reviewed the three (3) revised proposals and is recommending that the Village enter into a personal services agreement with Berry Dunn. Staff anticipates that review and revision of the current procedures will be completed and a Request for Proposals for software solutions will be released by the end of June. Staff believes that a vendor can be selected and configured by the end of 2014 and implementation and migration of data completed by the end of the first quarter of 2015. Alternatives The Board could choose to not approve the Agreement. Previous Board Action N/A. Citizen Advisory Commission Action The CISC helped to develop the Mission of the project and will be kept apprised of the project. Anticipated Future Actions/Commitments Approval of the software solution cost. Intergovernmental Cooperation Opportunities N/A. Performance Management (MAP) Alignment This action aligns with the Development Customers Services Priority #1: Increasing customer satisfaction with the permitting, licensing and inspection processes Attachments Exhibit A - Request for Proposals Exhibit B - Consultant Services Agreement Exhibit C - Berry Dunn Revised Proposal Exhibit D - Preliminary Project Timeline

RESOLUTION

A RESOLUTION APPROVING A PROFESSIONAL SERVICES AGREEMENT WITH BERRY, DUNN, MCNEIL & PARKER, LLC AND AUTHORIZING ITS EXECUTION

BE IT RESOLVED by the President and Board of Trustees of the Village of Oak Park, Cook

County, State of Illinois (“Village”), in the exercise of their home rule powers, that the

Professional Services Agreement with Berry, Dunn, McNeil & Parker, LLC (“Agreement”) to

provide professional services to the Village’s Development Customer Services Department to

audit its policies and procedures, review and assist with the drafting of recommended

processes and assist with the issuance of a request for proposals for a new software system

that will ultimately upgrade the Village’s permitting, licensing and inspection system is hereby

approved and the Village Manager is authorized to execute the Agreement in substantially the

form attached.

THIS RESOLUTION shall be in full force and effect from and after its adoption and

approval as provided by law.

ADOPTED this 18th day of February, 2014, pursuant to a roll call vote as follows:

Voting Aye Nay Abstain Absent President Abu-Taleb Trustee Barber Trustee Brewer Trustee Johnson Trustee Lueck Trustee Salzman Trustee Tucker

APPROVED this 18th day of February, 2014. ________________________________ Anan Abu-Taleb, Village President ATTEST: ___________________________ Teresa Powell, Village Clerk

Contact: James Harris, [email protected], (708) 358-5469

Village of Oak Park, IL Office of the Village Manager Request for Qualifications (RFQ) for Permitting System Replacement Consulting Services March 19, 2013 (Updated)

RFQ for Permitting System Replacement Consulting Services

i

Final (Updated) March 19, 2013

Table of Contents

Table of Contents ............................................................................................ i

1. Introduction ......................................................................................... 1

1.1. Background ....................................................................................... 1

1.2. Role of Building and Property Standards (BPS) ................................ 2

1.3. Statement of need and intent ............................................................ 4

1.4. Presentation of Request for Qualification .......................................... 4

1.5. Award of Contract ............................................................................. 4

1.6. Taxes Not Applicable ........................................................................ 4

1.7. Listing of Subcontractors and/or Sub consultants.............................. 4

1.8. Village Ordinances ............................................................................ 5

1.9. Term of Agreement ........................................................................... 5

2. Scope of Work .................................................................................... 6

2.1 Project Kick Off and Planning............................................................ 6

2.2 Business Needs Assessment ............................................................ 6

2.3 Business Process Analysis and Improvement ................................... 7

2.4 Requirements Development .............................................................. 7

2.5 Project Planning Analysis .................................................................. 7

2.6 RFP Development Support ............................................................... 8

2.7 Vendor Selection Activities ................................................................ 8

2.8 Negotiation Support .......................................................................... 9

3. Response Submission Requirements ............................................... 10

3.1 Sequence of Events ........................................................................ 10

3.2 Pre-Proposal Conference ................................................................ 10

3.3 Submittal of Questions .................................................................... 10

3.4 Time and Place of Submission of Responses ................................. 11

3.5 Proposal Format ............................................................................. 11

4. Evaluation Criteria ............................................................................. 15

4.1 Evaluation Team ............................................................................. 15

4.2 Evaluation Criteria for Vendor Selection .......................................... 15

RFQ for Permitting System Replacement Consulting Services

ii

Final (Updated) March 19, 2013

4.3 Vendor Selection Process ............................................................... 16

4.3.1 Selection Process ........................................................................... 16

4.3.2 Selection Interviews ........................................................................ 16

4.3.3 Reference Checks .......................................................................... 16

4.3.4 Other Terms and Conditions ........................................................... 17

RFQ for Permitting System Replacement Consulting Services 1

Final (Updated) March, 19 2013

1. Introduction

1.1. Background Village History and Structure The Village of Oak Park is a thriving community of about 52,000 people, located approximately 8 miles west of the City of Chicago and known for its architectural heritage and diverse population. Within its 4.5 square miles live one of the region's most diverse mixes of cultures, races, ethnicities, professions, lifestyles, religions, ages and incomes. The Village of Oak Park was incorporated in 1902 and operates under the council/manager form of government. This form of government was approved by referendum in 1953 and has been in effect since that time. The legislative body consists of the Village President and Board of six Trustees, all elected on an at-large basis to overlapping four-year terms. The Village Manager is responsible for the day-to-day operation of the Village. The Village provides a full range of general governmental services. Specifically, the Village provides police and fire protection, health services, water and sewer utilities, street construction and maintenance, code enforcement, planning and zoning, and general administrative services. Village Functional Environment Currently, the Village provides many of its government services through the use of various business and technical systems, which are managed by various Village departments and divisions. Functional and technical limitations within existing systems have contributed to the need of department staff to perform many business activities in manually, and to maintain Village data in various “shadow” systems (e.g, Excel, Access). As discussed within the Village’s 2013 Recommended Budget, the Village intends to update and/or replace a number of its legacy business systems to take advantage of the advanced functionality that contemporary business solutions possess, and to increase efficiency through the streamlining and integration of Village processes and data. Particularly, the Village intends to update business systems in the following business areas: financial management, document management, permitting and licensing, and parking enforcement. Concurrently, the Village is implementing a performance management initiative, to measure, analyze and improve performance among Village departments. As part of this initiative, the Village will analyze and improve its legacy business processes, so as to reduce inefficiencies, take advantage of industry best practices and maximize the value and potential of its business system investments. Our goal is to leverage our business



system investments to ultimately enable measurable process and performance improvements among Village services and functions. As the Village selects vendors with which to partner on its replacement initiatives, it will actively seek vendors with proven experience and expertise in aligning system selection activities with performance management and improvement. Legacy Permitting System Tidemark is the Village’s legacy permitting system. The system is used in conducting the following Village functions:

• Building Permit Issuance • Permit Submittal management

• Business Licensing • Property Development

• Construction Plan Review • Property Standards

• Fire Inspections • Real Estate Transfer Tax

• Health Code Inspections • Zoning

• Historical Preservation • Multi-Family Housing

The Village initially purchased Tidemark in 2000 and implemented the system in 2001, over a 3-6 month period. Given the short and aggressive implementation period, project staff members were limited in their ability to engage a broad spectrum of Village stakeholders or to gain extensive feedback related to Village permitting business rules or processes. Today, Tidemark currently addresses many of Building and Property Standards’ (BPS) operational needs for permitting, and there is no impending deadline by which Tidemark must be replaced and decommissioned. While the system has internal reporting functionality, BPS uses Crystal Reporting Version 7 and Microsoft Excel for its reporting and querying needs. Despite meeting many of its functional needs, BPS indicates that many of its permitting processes remain manual and paper-based. The division also indicates that the system is unable to accommodate desired functionality improvements such as On-line self-service and GIS capabilities. Because of functionality limitations and a lack of training in Tidemark usage, other Village departments with permitting functions use a variety of ancillary and shadow systems to perform permitting activities. Tidemark is supported jointly by an outside support vendor and by the Village IT Department. The IT Director has indicated that the system is approaching the end of its life-cycle, and that there is no upgrade or future development path for the system. The version of Tidemark that the Village operates must be maintained on an Oracle Database. While the IT department has sought to transition the Village’s infrastructure to a SQL Server environment, the incompatibility of Tidemark to function within this environment has hindered IT’s transition efforts.

1.2. Role of Building and Property Standards (BPS) Building and Property Standards (BPS) serves to ensure that the buildings, structures and properties within the Village of Oak Park are constructed, improved and preserved with regard for safety to life and property. While BPS has historically been structured as a department, the Village of Oak Park is currently making organizational changes to a number of its departments and divisions to increase integration and alignment among Village functions related to community and economic development activities. Effective January 1, 2013, the department will be reorganized as a division with the newly created Department of Community and Economic Development.



BPS is composed of three operations: Administrative, Property Standards and Building Inspection Services. Administrative Services: Administrative Services is responsible for the general administration and management of the department including:

• Property Standards Services,

• Building Inspection Services,

• Performance of plan reviews to verify proposed construction compliance with the Village’s building codes and ordinances and other pertinent laws and acts. Division staff coordinates and tracks plan review activities of multiple Village departments,

• Processing of permit applications, both in-house and on-line,

• Archiving of plan review, permit submittal and inspection documents, and

• Response to Freedom of Information Requests

• Costs associated with the general management and administration of the department as well as plan review and permit processing services are included in this division.

Property Standards: Property Standards is responsible for enforcement of the Village’s Housing Code and property maintenance ordinances through several programs including:

• Neighborhood Walk Program,

• Vacant Building Ordinance inspections,

• Annual Building Inspections of multi-family residential buildings with four or more rental dwellings units,

• Biennial Condominium Inspections of common areas of condominium properties,

• Annual Commercial Building Inspections for property maintenance and fire/life-safety,

• Business License Inspections,

• Special Events inspections,

• Sales inspections of multi-family residential buildings with four or more rental units, and

• Property complaint resolution inspections. Staff also provides services related to mitigating emergency hazards and board-ups or other temporary measures to expedite the abatement of nuisances and hazardous conditions to ensure the safety of the public. Costs incurred for emergency services are typically billed to the property owner. Building Inspection Services: Building Inspection Services is responsible for regulating all new construction, renovations and repairs to buildings and structures to ensure compliance with the Village's building codes and other pertinent laws and acts through the performance of on-site construction inspections and actively seeking out work being performed without permits. The division provides building inspections on an emergency basis in response to fire, wind or other damage to buildings or structures. Additional services are related to managing and tracking third-party inspectional services related to elevators and other conveyances, construction trade inspections and plan reviews. Building and Property Standards (BPS) is the primary owner and user of Tidemark, the Village’s legacy permitting and licensing system. Within their permitting and licensing function, BPS coordinates with other Village departments, such as Public Works, Fire, Health, Planning and the Clerk’s Office, to complete permitting reviews and investigations. Tidemark serves as the primary repository of permitting and licensing data. However, while Tidemark serves as the primary repository for permitting information, the permitting process among Village departments is relatively manual and decentralized. While departments with permitting responsibilities access Tidemark for permitting data, functional limitations within the system and a lack of training have led departments to maintain their own separate systems to manage their permitting data and activities. In the future, the Village would like to establish a permitting environment in which a new and more



robust permitting solution will enable departments to conduct permitting activities in a more integrated and streamlined manner.

1.3. Statement of need and intent The Village of Oak Park seeks a vendor with extensive experience in procuring and implementing government permitting systems to guide and support the Village in the acquisition of an enterprise permitting solution. The Village is interested in vendors with the following experience and expertise:

• Municipal Permitting and Licensing processes

• Business Process Analysis and Improvement

• Vendor solicitation and Selection Activities

• Vendor negotiations The permitting function within the Village impacts many departments. As such, it is critical that the Village select an enterprise permitting and licensing solution that accommodates the business needs of the entire Village’s impacted stakeholders. Therefore, the Village is seeking a vendor with proven experience in engaging with various stakeholders to successfully develop a Village-wide solution that incorporates the input and that promotes the ownership of the system among all impacted stakeholders.

1.4. Presentation of Request for Qualification The Village reserves the right to select a short list of Service Providers at its own discretion to present their qualifications, respond to questions, and supply supplemental information.

1.5. Award of Contract The contract will be awarded to that Service Provider whose response, conforming to the Request for Qualifications Document, is most advantageous to the Village. Refer to Section 4 of this document for information related to our evaluation approach.

1.6. Taxes Not Applicable The Village of Oak Park as a municipality pays neither federal excise tax nor Illinois retailer’s occupational tax.

1.7. Listing of Subcontractors and/or Sub consultants In order that the Village may be assured that only qualified and competent subcontractors and/or sub consultants will be employed on the proposed project, each Service Provider shall submit with their RFQ a list of subcontractors and/or sub consultants who would be called upon to perform the work. The consultant shall have determined to their own satisfaction that a listed subcontractor and/or sub consultant has been successfully engaged in this particular type of work for a reasonable length of time and is qualified both technically and financially to perform that pertinent phase of the work for which they are listed.



1.8. Village Ordinances The Service Provider will strictly comply with all Ordinances of the Village of Oak Park and laws of the State of Illinois.

1.9. Term of Agreement

The term of this agreement shall begin on the date that the Village has received executed copies of the service contract related to this project and shall end no later than 12 months after the date of execution. However, the Village, at its discretion, may extend the term of this agreement in a manner that serves the needs and interests of the Village.



2. Scope of Work

The following describes the Scope of Work for which the selected vendor will be responsible for this engagement:

2.1 Project Kick Off and Planning

The selected vendor will work with the Village to develop and conduct a Project Kick Off presentation, which will provide key stakeholders with a clear and concise understanding of the goals of the engagement, the activities that will be performed to meet those goals, how the stakeholders will be engaged, along with the timing and sequence of engagement activities.

Deliverables:

• Kickoff presentation; delivered electronically to the designated Village Project Manager in Microsoft PowerPoint (Version 2010)

• Approved project plan, delivered electronically to the designated Village Project Manager in Microsoft Project (Version 2010)

2.2 Business Needs Assessment

The selected vendor will work with Village stakeholders to conduct a Village-wide and stakeholder-specific assessment of the following permitting functional and technical needs:

• Building Permit Issuance • Permit Submittal management

• Business Licensing • Property Development

• Construction Plan Review • Property Standards

• Fire Inspections • Real Estate Transfer Tax

• Health Code Inspections • Zoning

• Historical Preservation • Multi-Family Housing

Through this assessment, the vendor will identify the shortcomings of the current permitting environment, and will summarize the Village’s functional, technical and reporting needs for a new permitting system. Business needs assessment activities will include:

• Village-wide and by stakeholder department/function: o Summarize the scope of permitting activities o Identify functional and technical shortcomings o Identify functional and technical needs for a new system



o Identify reporting and querying needs o Identify system interfaces

Deliverables:

• A Comprehensive Business Needs Assessment Document, submitted in Microsoft Word (Version 2010)

2.3 Business Process Analysis and Improvement

The Village seeks to make improvements to its permitting business processes, and to acquire a business solution that facilitates such improvements. As such, the selected vendor will guide the Village through the review, analysis and improvement of its permitting business processes. Business Process Analysis and Improvement activities will include the following:

• Identify key stakeholder agencies that are instrumental to the Village’s permitting activities

• Conduct process detailed sessions with identified stakeholders to understand current state permitting processes and activities

• Develop current state process maps that accurately reflect the manner in which permitting activities are performed

• Identify existing process redundancies and inefficiencies and present opportunities for improvements

• Develop recommended “to be” process maps that reflect the vendor’s recommendations for permitting process improvements.

Deliverables:

• Detailed “as-is” and “to-be” process maps for selected business processes, submitted in Microsoft Visio (Version 2010)

• Narrative process descriptions for “as-is” and “to-be” processes, submitted in Microsoft Word (Version 2010)

2.4 Requirements Development

The selected vendor will work with Village stakeholders to develop a detailed set of business and technical requirements that reflect the Village’s functional and technical needs for a new permitting system, and that align with the “to be” permitting process environment that the vendor and the Village have developed through the business process analysis and improvement activity.

Deliverable:

• Detailed inventory of Business and Technical requirements, submitted in Microsoft Excel (Version 2010)

2.5 Project Planning Analysis

As the Village prepares to acquire, select, implement and support a Village-wide permitting solution, the Village will need to proactively understand the costs and requirements for implementing and supporting a new permitting system. In this regard, the selected vendor will conduct and present analysis to help the Village to understand and anticipate the costs and requirement associated with successfully implementing and supporting the system. Project Planning analysis will include:



• Based upon an analysis of the Village’s business and technical environment, including its current human resource constraints, provide preliminary cost estimates for the replacement of the legacy permitting system environment, including: personnel, software, systems integration, hardware, consulting services, and other costs essential to implementation and ongoing support of the system.

• Identify Village-specific risks and issues that the Village should consider in selecting, implementing and supporting the new permitting system and present recommended mitigation strategies that the Village may consider.

• Identify viable alternatives for the operation and maintenance of the new system environment, such as hosted, cloud, in-house support, contracted, and others. Identify significant advantages, disadvantages, and cost estimates for each approach and provide a recommendation.

• Based upon the alternatives that are presented and understanding of the following technical and staffing environment, the selected vendor will provide a recommended operations and maintenance model, along with a cost and staffing estimate for the proposed model.

Deliverable:

• A report, documenting analysis and findings, delivered in Microsoft Word (Version 2010)

2.6 RFP Development Support

The selected vendor will work with the Village to develop a comprehensive RFP for Permitting software, implementation services and system support services. RFP Development Support services will include the following activities:

• Develop the RFP document, in consultation with Village staff

• Develop a recommended procurement strategy

• Review and analyse the Village’s terms and conditions to identify language that may potentially impact vendor responses; recommend revised language that serves the interests of the Village while promoting vendor competition.

Deliverables:

• Final RFP Document; delivered in Microsoft Word (Version 2010)

• Final RFP supplemental attachments; delivered in Microsoft Applications (Version 2010)

2.7 Vendor Selection Activities

The selected vendor will support the Village in evaluating vendor proposals and in selecting the vendor proposal that best serves the Village’s needs and interests. Vendor selection activities include:

• Develop proposal evaluation plan

• Develop a proposal assessment report, which identifies key proposal attributes and evaluates vendor responses based upon these attributes

• Facilitate the review and elevation of vendor proposals

• Work with business stakeholders to develop Demonstration Scripts, based upon core business needs

• On-site facilitation of vendor demonstrations, taking formal notes from vendor team demonstrations

• Conduct reference checks and develop a report of findings



Deliverables:

• Final Proposal Evaluation Plan, which clarifies the evaluation approach for the permitting system acquisition.

• Final Proposal Assessment Report; submitted electronically in Microsoft Word (Version 2010)

• A set of vendor demonstration scripts and scenarios; delivered electronically in Microsoft Word (Version 2010)

• A summary of demonstration notes for each vendor team; submitted electronically (in Word 2010)

• A completed Reference Report; submitted in Microsoft Word (Word 2010)

2.8 Negotiation Support As the Village engages in negotiations with prospective vendor teams for the selection and implementation of the permitting system, the Village may require negotiation support from an independent vendor with tested experience in the acquisition and negotiation of permitting solutions. The selected vendor will provide the following services:

• Development of Request for Clarification Letters- The selected vendor will work with the Village to compose Request for Clarification Letters (RFC) for those vendors that are elevated to the Discovery phase. The selected vendor will particularly work with Village stakeholders to identify functional issues that will require further demonstration, as well as contract terms and conditions that will require further discussion.

• Staffing of Discovery Sessions- The selected vendor will facilitate Discovery on behalf of the Village. In addition, the selected vendor will also take notes on vendor discovery presentations. The selected vendor will assess the degree to which vendor teams have fully responded to the Discovery items. The selected vendor will also identify issues and vendor responses that require further discussion, in the event that a vendor is elevated for further consideration.

• Facilitation of vendor elevations- The selected vendor will serve as an independent facilitator to support the Village as it selects a vendor team to elevate to final negotiations

• Development of Contractor Negotiations Checklist- The selected vendor will submit to the Village a contract negotiations checklist that provides the Village with a list of key negotiation items for both the Software License Agreement (SLA) and Implementation Services Agreement (ISA).

• Statement of Work (SOW) Development- The selected vendor will work on behalf of the Village to develop and refine the Statement of Work for the project engagement, in a manner that clarifies the roles and responsibilities of the Village and the vendor team.

Deliverables:

• Final Request for Clarification Letters for two elevated vendors; to be submitted electronically in Microsoft Word (Version 2010)

• Contract negotiations checklist, submitted electronically, in Microsoft Word (Version 2010)

• Final Statement of Work document, to be submitted electronically (in Microsoft Word 2010)



3. Response Submission Requirements

3.1 Sequence of Events

Action Date

1. Issue RFQ 3/8/2013

2. Pre-Proposal Conference 3/22/2013

3. Deadline to Submit Written Questions 3/29/2013

4. Responses to Written Questions Provided 4/5/2013

5. Submission of Proposals 4/12/2013

6. Proposal Evaluation 4/12/12- 4/26/2013

7. Short List and Interviews 4/26/2013- 5/10/2013

8. Selection of Finalist 5/13/2013

9. Final Negotiations, Best and Final Offer, finalize and contract award

5/13/2013- 5/27/2013

10. Engagement Begins 6/6/2013

3.2 Pre-Proposal Conference

The Village will hold a Pre-Proposal Conference at 10am (CST) on Friday, March 22nd in the Board Chambers of Village Hall, to provide prospective bidders with project- related information and to respond to any initial questions. Village Hall is located at 123 Madison Street, Oak Park, IL 60302. While vendors are encouraged to attend in-person, vendors are not required to attend. Upon request, the Village will make arrangements for vendors to attend via teleconference. During the Pre-Proposal conference, Village staff will provide an overview of the project, and will respond to vendor questions. All questions and Village responses will be recorded and submitted to all prospective bidders.

3.3 Submittal of Questions

Vendors will be permitted to submit written questions related to the project. All questions must be written and submitted via email. Please submit all questions to James Harris at [email protected]. The Village will respond to all questions that have been submitted by 3pm (CST) on Friday, March 29th. The Village will not respond to questions submitted after this deadline. The Village will plan to provide responses to all



questions by 5pm (CST) on Friday, April 5th. All questions and Village responses will be recorded and submitted to all prospective bidders.

3.4 Time and Place of Submission of Responses Vendor proposals and all related materials must be received by 12:00pm (CST) Friday, April 12, 2013. Proposals must be submitted by email in PDF format, unless otherwise noted. Responses may be addressed to: James Harris Budget and Finance Manager Village of Oak Park 123 Madison Street Oak Park IL 60302 [email protected] Responses submitted by fax will not be accepted. Late submissions may not be considered, including those submitted late due to technical issues or delivery issues.

3.5 Proposal Format

Introduction

These instructions prescribe the mandatory proposal format and the approach for the development and

submittal of the vendor proposal. Format instructions must be adhered to, all requirements and questions in

the RFQ must be responded to, and all requested data must be supplied. Proposals must be submitted via

email in PDF format as specified below.

Final Proposal-A final proposal is mandatory for all vendors who wish to propose for this project. It is the

vendor’s obligation to observe the steps of this procurement. It is the vendor’s responsibility to ensure its

proposal is submitted in a manner that enables Village staff to easily locate all response descriptions and

exhibits for each requirement of this RFQ.

Submissions must be identified as the Proposal and include the vendor’s name and return address. It is the

responsibility of the vendor to ensure that the Proposal is received by the designated Village Staff member by

the date and time specified in the RFQ, at the following location:

James Harris

Budget and Finance Manager Village of Oak Park 123 Madison Street

Oak Park, IL [email protected]

The withdrawal of a Proposal must be made in writing prior to the Final Proposal submission date and time,

and must be signed by an authorized officer of the vendor.



Proposal Format and Content-This section describes the format and content of the individual sections of

the Proposal. The vendor must organize its Proposal as specified below. Each section must be tabbed and

pages in each section must be sequentially numbered.

Softcopy submittals will be accepted only:

Proposals must be submitted under the signature of a person authorized to bind the proposing firm. The

vendor’s proposal must conform to all of the following format requirements:

• Submittals must be submitted electronically (e.g.- email). All materials must be submitted either in

Microsoft Office Suite (i.e., 2010) software (i.e., Word, Excel, Project, PowerPoint) and PDF formats

• Proposals must be sequentially numbered pages (either continuous or by major sections is permitted)

excluding the schedule (i.e., schedule can be page numbered sequentially within Microsoft Project);

• Proposer’s name in the header or footer of each page;

• Sequentially labeled exhibits (e.g., tables, graphs and graphics);

• Clearly legible;

• All proposals and related attachments must be submitted by the time and dates identified above

• Hardcopy submittals will not be accepted.



Proposal Organization- Vendor proposals must be organized in the following manner:

• Section 1 - Cover Letter: The Cover Letter must be on the vendor’s official business letterhead and be signed by an individual who is authorized to bind the bidding firm contractually. The signature must indicate the title or position that the individual holds in the firm. The cover letter must state that the vendor commits to fulfilling all requirements of the RFQ. Within the cover letter, the authorized signer must also attest that the firm is not in arrears or in default upon any debt or contract obligation.

• Section 2 - Corporate History: This section must contain a narrative of the Vendor’s corporate history including, but not limited to, the number years in business and number of similar engagements completed in the previous ten (10) years. This narrative shall be no more than ten (10) pages (i.e., 8½” .x 11”) in length using 12 point font.

• Section 3 – Technical Approach: This section must contain a detailed narrative and description of vendor’s technical approach to the project, including an overview of how the vendor proposes to meet the tasks and deliverables of this RFQ. This narrative shall be no more than forty-five (45) pages (i.e., 8½” .x 11”) in length using 12 point font, and address the following: • Project Management; • Business Needs Assessment; • Business Process Improvement; • Industry Analysis; • Requirements Development; • Vendor Selection; • Vendor Negotiations and Statement of Work Development; and • Quality Management.

• Section 5 – Proposed Staff: This section must contain a narrative of each of the staff members assigned to the project and the number of years staff members have been employees of the firm. Staff members that are subcontractors to the proposer company or firm must be clearly identified. This section must also provide a detailed listing of previous projects completed by each of the staff members of similar size and scope. This narrative shall be no more than twenty (20) pages (i.e., 8½” .x 11”) in length using 12 point font.

• Section 6 - Staffing Plan: This section must contain a detailed staffing plan that discusses how the vendor proposes to accomplish the tasks and deliverables associated with this RFQ. This plan should include staff members and all Subject Matter Experts (SMEs) needed on the Project. This narrative shall be no more than twenty (20) pages (i.e., 8½” .x 11”) in length using 12 point font.

• Section 7 - Resumes: This section must contain the resumes for all staff members proposed in the staffing plan. Three references are also required for each proposed staff member. References must be for projects that proposed staff members have worked on in the previous five (5) years. References must include the name, telephone number, and title of the person to be contacted and identify the project provided in the resume response.

• Section 8 - Cost Worksheet: Proposers must complete and submit Attachment II- Cost Summary. Submittals must be completed and submitted in Microsoft Excel format (Version 2010). Along with the submittal of the Cost Summary, Proposers must include within this section of the proposal a PDF copy of the Cost Summary. Proposers must provide “fully loaded” hours, and must explicitly and state cost driver assumptions. Number of hours associated with each deliverable must be entered based upon assumptions stated in this RFQ. Please recognize that, unless otherwise indicated, the proposed award shall be reimbursed on a deliverable basis and the number of hours is for informational purposes only.



• Section 9- Project Plan: This section must include a proposed project plan, which identifies the various tasks and the associated timeline for completing the project. The project plan must be submitted in Microsoft Project format, and may be submitted as a PDF.

• Attachments: In this section, proposers much complete and submit the following attachments:

o Attachment I- Staff Reference Form

o Attachment II Cost Summary

o Attachment III- Tax Compliance Certificate

o Attachment IV- EEO Report

o Attachment V- Decline to Propose- Explanation



4. Evaluation Criteria

4.1 Evaluation Team

A panel of the Village’s key permitting stakeholders will serve as the Evaluation Team responsible for evaluating and rating vendor responses. Departments and divisions that are represented on the Evaluation Team include: Building and Property Standards, Business Services, Community Planning, Finance, Fire, Public Health, Housing and CDBG Programs, Information Technology and the Village Manager’s Office.

4.2 Evaluation Criteria for Vendor Selection The following describes the criteria by which vendor proposals will be evaluated: Firm Qualifications

a) Respondent’s firm history and structure. b) Pending litigation or litigation related to systems implementation consulting services provided by the

firm. c) Client relationships severed for reasons other than convenience. d) Respondent’s capability and resources to provide the services under this RFQ.

Project-Specific Staff Qualifications- Qualifications and educational background of staff members, including subcontractor staff, if applicable, proposed to perform services for the Village. Staff members should have practical understanding of licensing and permitting operations within a complex, medium-sized municipality. Staff members must demonstrate the ability to work closely with mid-level and high-level department managers in complex, multi-departmental organizations. Approach and Cost

a) Client involvement or level of effort is appropriate, including (1) approach to providing consulting services to public sector clients, and (2) firm’s expectations and/or assumptions of the Village’s involvement or level of effort. Proposal narrative demonstrates the vendor’s experience with providing services to clients that are similar in size and structure to the Village of Oak Park.

b) Sufficient expertise or methodology to create competitive differences that will be beneficial to the Village is demonstrated.

c) Cost response is sufficiently detailed, reasonable and appropriate. d) Project plan is clear and well-constructed.



Completeness of Response Submission a) Response conforms with RFQ requirements and concisely but comprehensively addresses RFQ

requirements. b) Response is professionally presented and contains organized content and format.

4.3 Vendor Selection Process

The following describes the Village’s vendor selection process for this engagement.

4.3.1 Selection Process The Respondents receiving the top three (3) highest evaluation ratings will be elevated for further consideration.

4.3.2 Selection Interviews The Village will invite up to three prospective firms to interviews with the Village to further evaluate vendor qualifications and to discuss any outstanding questions related to vendor proposals. The Village may select, at its discretion, a specific elevated firm or firms directly for negotiations without additional selection processes. The Village has sole and absolute discretion over whether interviews will be conducted or not for contract negotiations. If interviews are conducted, interview ratings will be evaluated separately from the points awarded during the initial evaluation process. The firm's lead staff members, who would be responsible for the engagement on a day-to-day basis, should be present for the interview.

4.3.3 Reference Checks The Village may conduct reference checks to determine the applicability of a Respondent's experience to the services the Village requires and the quality of services and staffing provided to prior clients, such as adherence to schedules/budgets, the Respondent’s problem-solving, project management, and communication abilities, performance on deliverables and outcomes, and effectiveness in meeting or exceeding project objectives. The Village will make reasonable attempts to contact vendor references. Upon receiving notification from the Village that their proposal has been elevated for further consideration, vendors must coordinate with their proposed references to ensure that they are available for a teleconference discussion.



4.3.4 Other Terms and Conditions The elevation of a Respondent for contract negotiations shall not imply acceptance by the Village of all terms of the proposal, which may be subject to further negotiation and approvals before the Village may be legally bound thereby. If a satisfactory contract cannot be negotiated in a reasonable time with any elevated vendor, then the Village, in its sole discretion, may terminate negotiations and begin contract negotiations with any other remaining elevated Respondents. The Village, in its sole discretion, has the right to approve or disapprove any staff person assigned by a firm to the engagement before and throughout the contract term. The Village reserves the right at any time to approve, disapprove, or modify proposed project plans, timelines and deliverables.

PROFESSIONAL SERVICES AGREEMENT THIS PROFESSIONAL SERVICES AGREEMENT is entered into this _____ day of February, 2014, between the Village of Oak Park, an Illinois home rule municipal corporation (hereinafter referred to as the “Village”), and Berry, Dunn, McNeil & Parker, LLC, a Maine limited liability company registered to do business in the State of Illinois (hereinafter referred to as the “Contractor”).

R E C I T A L S WHEREAS, the Village intends to have professional services performed by the Contractor to guide and support the Village in the Village’s acquisition of an enterprise permitting solution pursuant to the Contractor’s “Proposal” dated January 27, 2014, and “Preliminary Project Timeline” dated February 7, 2014, both attached hereto and incorporated herein (hereinafter referred to as the “Project”). NOW, THEREFORE, in consideration of the mutual covenants hereinafter set forth, the parties agree as follows: 1. SERVICES OF THE CONTRACTOR AND TERM OF AGREEMENT. 1.1. The Project consists of the services to be provided by the Contractor as set forth in the Contractor’s Proposal (hereinafter referred to as the “Services”). After written authorization by the Village, the Contractor shall provide the Services for the Project. These Services shall include serving as the Village’s representative in all phases of the Project and providing consultation and advice as set forth in the Contractor’s Proposal. The Village shall approve the use of subcontractors by the Contractor to perform any of the Services that are the subject of this Agreement.

1.2. The Contractor shall submit to the Village all reports, documents, data, and information set forth in Contractor’s Proposal in a format customarily used in the industry. The Village shall have the right to require such corrections as may be reasonably necessary to make any required submittal conform to this Agreement. The Contractor shall be responsible for any delay in the Services to be provided pursuant to this Agreement due to the Contractor’s failure to provide any required submittal in conformance with this Agreement.

1.3. The Contractor shall complete the Services pursuant to the “Preliminary

Project Plan,” or as extended by mutual agreement of the parties. 1.4. In case of a conflict between provisions of the Contractor’s Proposal and this Agreement, this Agreement shall control to the extent of such conflict. 2. COMPENSATION FOR SERVICES. 2.1. The Village shall compensate the Contractor for the Services in an amount not to exceed $50,000.00 (hereinafter referred to as “Contract Price”) pursuant to the

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Contractor’s Proposal. The Contractor shall be paid installments not more frequently than once each month (“Progress Payments”). Payments shall be made within thirty (30) days of receipt by the Village of a pay request/invoice from the Contractor. Payments shall be due and owing by the Village in accordance with the terms and provisions of the Local Government Prompt Payment Act, 50 ILCS 505/1 et seq., except as set forth herein.

2.2. The Village may, at any time, by written order, make changes within the general scope of this Agreement in the Services to be performed by the Contractor. If such changes cause an increase or decrease in the amount to be paid to Contractor or time required for performance of any Services under this Agreement, whether or not changed by any order, an equitable adjustment shall be made and this Agreement shall be modified in writing accordingly. No service for which additional compensation will be charged by the Contractor shall be furnished without the written authorization of the Village.

2.3. The Contractor shall, as a condition precedent to its right to receive a progress

payment, submit to the Village an invoice accompanied by such receipts, vouchers, and other documents as may be necessary to establish costs incurred for all labor, material, and other things covered by the invoice and the absence of any interest, whether in the nature of a lien or otherwise, of any party in any property, work, or fund with respect to the Services performed under this Agreement. In addition to the foregoing, such invoice shall include (a) employee classifications, rates per hour, and hours worked by each classification, and, if the Services are to be performed in separate phases, for each phase; (b) total amount billed in the current period and total amount billed to date, and, if the Services are to be performed in separate phases, for each phase; (c) the estimated percent completion, and, if the Services are to be performed in separate phases, for each phase.

2.4. Notwithstanding any other provision of this Agreement and without prejudice

to any of the Village’s rights or remedies, the Village shall have the right at any time or times to withhold from any payment such amount as may reasonably appear necessary to compensate the Village for any actual or prospective loss due to: (1) services that are defective, damaged, flawed, unsuitable, nonconforming, or incomplete; (2) damage for which the Contractor is liable under this Agreement; (3) claims of subcontractors, suppliers, or other persons performing Services; (4) delay in the progress or completion of the Services; (5) inability of the Contractor to complete the Services; (6) failure of the Contractor to properly complete or document any pay request; (7) any other failure of Contractor to perform any of its obligations under this Agreement; or (8) the cost to the Village, including attorneys’ fees and administrative costs, of correcting any of the aforesaid matters or exercising any one or more of the Village’s remedies set forth in this Agreement. The Village must notify the Contractor of cause for withholding within fourteen (14) days of the Village’s receipt of an invoice.

2.5. The Village shall be entitled to retain any and all amounts withheld pursuant

to this Agreement until the Contractor shall have either performed the obligations in question or furnished security for such performance satisfactory to the Village. The Village shall be entitled to apply any money withheld or any other money due the Contractor under this Agreement to reimburse itself for any and all costs, expenses, losses, damages,

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liabilities, suits, judgments, awards, attorneys’ fees, and administrative expenses incurred, suffered, or sustained by the Village and chargeable to the Contractor under this Agreement.

2.6. The Contractor’s Services shall be considered complete on the date of final written acceptance by the Village, which acceptance shall not be unreasonably withheld or delayed. As soon as practicable after final acceptance, the Village shall pay to the Contractor the balance of any amount due and owing under this Agreement, after deducting therefrom all charges against the Contractor as provided for in this Agreement (hereinafter referred to as “Final Payment”). The acceptance by Contractor of Final Payment with respect to the Services shall operate as a full and complete release of the Village of and from any and all lawsuits, claims, demands, damages, liabilities, losses, and expenses of, by, or to the Contractor for anything done, furnished for, arising out of, relating to, or in connection with the Services, except for such claims as the Contractor reserved in writing at the time of submitting its invoice for final payment. 3. TERMINATION. 3.1. This Agreement may be terminated, in whole or in part, by either party if the other party substantially fails to fulfill its obligations under this Agreement through no fault of the terminating party. The Village may terminate this Agreement, in whole or in part, for its convenience. No such termination may be effected unless the terminating party gives the other party (1) not less than ten (10) calendar days written notice pursuant to Section 14 below of its intent to terminate, and (2) an opportunity for a meeting with the terminating party before termination. 3.2. If this Agreement is terminated by either party, the Contractor shall be paid for Services performed to the effective date of termination, including reimbursable expenses. In the event of termination, the Village shall receive reproducible copies of drawings, specifications and other documents completed by the Contractor pursuant to this Agreement. 4. INDEMNIFICATION. 4.1. The Contractor shall, without regard to the availability or unavailability of any insurance, either of the Village or Contractor, indemnify, save harmless, and defend the Village, its officers, employees, agents, and volunteers against any and all lawsuits, claims, demands, damages, liabilities, losses, and expenses, including reasonable attorneys’ fees and administrative expenses, that may arise, or be alleged to have arisen, out of or in connection with the Contractor’s performance of, or failure to perform, the Services or any part thereof, whether or not due or claimed to be due in whole or in part to the active, passive, or concurrent negligence or fault of Contractor, but only to the extent caused by the negligence of the Contractor or its subcontractors or their respective employees. 5. INSURANCE. 5.1. The Contractor shall, at the Contractor's expense, secure and maintain in effect throughout the duration of this Agreement, insurance of the following kinds and limits

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set forth in this Section 5. The Contractor shall furnish Certificates of Insurance to the Village before starting work or within ten (10) days after the notice of award of the Agreement, which ever date is reached first. All insurance policies, except professional liability insurance, shall be written with insurance companies licensed to do business in the State of Illinois and having a rating of at least A-VII, according to the latest edition of the Best’s Key Rating Guide; and shall include a provision preventing cancellation of the insurance policy unless ten (10) days prior written notice is given to the Village. This provision shall also be stated on each Certificate of Insurance: “Should any of the above described policies be canceled before the expiration date, the issuing company shall mail ten (10) days’ written notice to the certificate holder named to the left.” The Contractor shall require any of its subcontractors to secure and maintain insurance as set forth in this Section 5 and indemnify, hold harmless and defend the Village, its officers, employees, agents, and volunteers as set forth in this Agreement. 5.2. The limits of liability for the insurance required shall provide coverage for not less than the following amounts, or greater where required by law: (A) Commercial General Liability: i. Coverage to include, Broad Form Property Damage, Contractual

and Personal Injury. ii. Limits: General Aggregate $ 2,000,000.00 Each Occurrence $ 1,000,000.00 Personal Injury $ 1,000,000.00 iii. Cover all claims arising out of the Contractor's operations or

premises, anyone directly or indirectly employed by the Contractor.

(B) Workers’ Compensation: i. Shall be in accordance with the provisions of the laws of the State

of Illinois, including occupational disease provisions, for all employees who work on the Project, and in case work is sublet, the Contractor shall require each subcontractor similarly to provide Worker’s Compensation Insurance. In case employees engaged in hazardous work under this Agreement are not protected under Worker’s Compensation statute, the Contractor shall provide, and shall cause each subcontractor to provide, adequate and suitable insurance for the protection of employees not otherwise provided.

(C) Comprehensive Automobile Liability: i. Coverage to include all owned, hired, non-owned vehicles, and/or

trailers and other equipment required to be licensed, covering personal injury, bodily injury and property damage.

ii. Limits: Combined Single Limit $1,000,000.00

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(D) Umbrella: i. Limits: Each Occurrence/Aggregate $5,000,000.00 (E) The Village, its officers, employees, agents, and volunteers shall be

named as an additional insured on all insurance policies set forth herein except Worker’s Compensation. The Contractor shall be responsible for the payment of any deductibles for said insurance policies. The coverage shall contain no special limitations on the scope of protection afforded to the Village, its officers, employees, agents and volunteers.

5.3. The Village and the Contractor agree to waive against each other all claims for special, incidental, indirect, or consequential damages arising out of, resulting from, or in any way related to the Project. 5.4. The Contractor understands and agrees that any insurance protection required by this Agreement or otherwise provided by the Contractor, shall in no way limit the responsibility to indemnify, keep and save harmless, and defend the Village as herein provided. 6. SUCCESSORS AND ASSIGNS. 6.1. The Village and the Contractor each bind themselves and their partners, successors, executors, administrators and assigns to the other party of this Agreement and to the partners, successors, executors, administrators and assigns of such other party in respect to all covenants off this Agreement. Except as above, neither the Village nor the Contractor shall assign, sublet or transfer its interest in this Agreement without the written consent of the other. Nothing herein shall be construed as creating any personal liability on the part of any officer or agent of any public body that may not be a party hereto, nor shall it be construed as giving any right or benefits hereunder to anyone other than the Village and the Contractor. 7. FORCE MAJEURE. 7.1. Neither the Contractor nor the Village shall be responsible for any delay caused by any contingency beyond their control, including, but not limited to: acts of nature, war or insurrection, strikes or lockouts, walkouts, fires, natural calamities, riots or demands or requirements of governmental agencies. 8. AMENDMENTS AND MODIFICATIONS. 8.1. This Agreement may be modified or amended from time to time provided, however, that no such amendment or modification shall be effective unless reduced to writing and duly authorized and signed by the authorized representative of the Village and the authorized representative of the Contractor.

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9. STANDARD OF CARE. 9.1. The Contractor is responsible for the quality, technical accuracy, timely completion, and coordination of all designs, drawings, specifications, reports and other professional services furnished or required under this Agreement, and shall endeavor to perform such Services with the same skill and judgment which can be reasonably expected from similarly situated professionals. 9.2. The Contractor shall be responsible for the accuracy of its professional Services under this Agreement and shall promptly make revisions or corrections resulting from its errors, omissions, or negligent acts without additional compensation. The Village’s acceptance of any of Contractor’s professional Services shall not relieve Contractor of its responsibility to subsequently correct any such errors or omissions, provided the Village notifies Contractor thereof within one year of completion of the Contractor’s Services. 9.3. The Contractor shall respond to the Village’s notice of any errors and/or omissions within seven (7) days of written confirmation by the Contractor of the Village’s notice. Such confirmation may be in the form of a facsimile confirmation receipt by the Village, or by actual hand delivery of written notice by the Village to the Contractor.

9.4. The Contractor shall comply with all federal, state, and local statutes, regulations, rules, ordinances, judicial decisions, and administrative rulings applicable to its performance under this Agreement. 9.5. The Contractor shall give all notices, pay all fees, and take all other action that may be necessary to ensure that the Services are provided, performed, and completed in accordance with all required governmental permits, licenses, and other approvals and authorizations that may be required in connection with providing, performing, and completing the Services, and with all applicable statutes, ordinances, rules, and regulations, including, but not limited to, the Fair Labor Standards Act; any statutes regarding qualification to do business; any statutes prohibiting discrimination because of, or requiring affirmative action based on race, color, religion, sex, national origin, ancestry, age, order of protection status, marital status, physical or mental disability, military status, sexual orientation, or unfavorable discharge from military service or other prohibited classification, including, without limitation, the Americans with Disabilities Act of 1990, 42 U.S.C. §§ 12101 et seq., and the Illinois Human Rights Act, 775 ILCS 5/1-101 et seq. The Contractor shall also comply with all conditions of any federal, state, or local grant received by the Village or the Contractor with respect to this Agreement. 9.6. The Contractor shall be solely liable for any fines or civil penalties that are imposed by any governmental or quasi-governmental agency or body that may arise, or be alleged to have arisen, out of or in connection with the Contractor’s, or its subcontractors’, performance of, or failure to perform, the Services required pursuant to this Agreement or any part thereof.

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10. DRAWINGS, DOCUMENTS AND BOOKS AND RECORDS. 10.1. Drawings, plans, specifications, photos, reports, information, observations, calculations, notes and any other reports, documents, date or information, in any form, prepared, collected, or received by the Contractor in connection with any or all of the Services to be provided pursuant to this Agreement (“Documents”) shall be and remain the property of the Village upon completion of the project and payment to the Contractor all amounts then due under this Agreement. At the Village’s request, or upon termination of this Agreement, the Documents shall be delivered promptly to the Village. The Contractor shall have the right to retain copies of the Documents for its files. The Contractor shall maintain files of all Documents unless the Village shall consent in writing to the destruction of the Documents, as required herein. 10.2. The Contractor’s Documents and records pursuant to this Agreement shall be maintained and made available during performance of Project Services under this Agreement and for three (3) years after completion of the Project. The Contractor shall give notice to the Village of any Documents to be disposed of or destroyed and the intended date after said period, which shall be at least ninety (90) days after the effective date of such notice of disposal or destruction. The Village shall have ninety (90) days after receipt of any such notice to given notice to the Contractor not to dispose of or destroy said Documents and to require Contractor to deliver same to the Village, at the Village’s expense. The Contractor and any subcontractors shall maintain for a minimum of three (3) years after the completion of this Agreement, or for three (3) years after the termination of this Agreement, whichever comes later, adequate books, records and supporting documents to verify the amounts, recipients and uses of all disbursements of funds passing in conjunction with the Agreement. The Agreement and all books, records and supporting documents related to the Agreement shall be available for review and audit by the Village and the federal funding entity, if applicable, and the Contractor agrees to cooperate fully with any audit conducted by the Village and to provide full access to all materials. Failure to maintain the books, records and supporting documents required by this subsection shall establish a presumption in favor of the Village for recovery of any funds paid by the Village under the Agreement for which adequate books, records and supporting documentation are not available to support their purported disbursement. The Contractor shall make the Documents available for the Village’s review, inspection and audit during the entire term of this Agreement and three (3) years after completion of the Project as set forth herein and shall fully cooperate in responding to any information request pursuant to the Illinois Freedom of Information Act, 5 ILCS 140/1 et seq. by providing any and all responsive documents to the Village.

10.3. The Contractor shall have the right to include among the Contractor’s promotional and professional materials those drawings, renderings, other design documents and other work products that are prepared by the Contractor pursuant to this Agreement (collectively “Work Products”). The Village shall provide professional credit to the Contractor in the Village’s development, promotional and other materials which include the Contractor’s Work Products.

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11. SAVINGS CLAUSE. 11.1. If any provision of this Agreement, or the application of such provision, shall be rendered or declared invalid by a court of competent jurisdiction, or by reason of its requiring any steps, actions or results, the remaining parts or portions of this Agreement shall remain in full force and effect. 12. NON-WAIVER OF RIGHTS. 12.1. No failure of either party to exercise any power given to it hereunder or to insist upon strict compliance by the other party with its obligations hereunder, and no custom or practice of the parties at variance with the terms hereof, nor any payment under this agreement shall constitute a waiver of either party's right to demand exact compliance with the terms hereof. 12.2. This Agreement shall not prohibit the Contractor from providing services to any other public or private entity or person. In the event that the Contractor provides Services to a public or private entity or person, the Village, at its sole discretion, may determine that such Services conflict with a service to be provided to the Village by Contractor, and the Village may select another Contractor to provide such Services as the Village deems appropriate. 13. THE VILLAGE’S REMEDIES.

13.1. If it should appear at any time prior to final payment that the Contractor has failed or refused to prosecute, or has delayed in the prosecution of, the Services to be provided pursuant to this Agreement with diligence at a rate that assures completion of the Services in full compliance with the requirements of this Agreement, or has attempted to assign this Agreement or the Contractor’s rights under this Agreement, either in whole or in part, or has falsely made any representation or warranty, or has otherwise failed, refused, or delayed to perform or satisfy any other requirement of this Agreement or has failed to pay its debts as they come due (“Event of Default”), and has failed to cure, or has reasonably commenced to cure any such Event of Default within fifteen business days after Contractor’s receipt of written notice of such Event of Default, then the Village shall have the right, at its election and without prejudice to any other remedies provided by law or equity, to pursue any one or more of the following remedies:

13.1.1. The Village may require the Contractor, within such reasonable time as may be fixed by the Village, to complete or correct all or any part of the Services that are defective, damaged, flawed, unsuitable, nonconforming, or incomplete and to take any or all other action necessary to bring Contractor and the Services into compliance with this Agreement; 13.1.2. The Village may accept the defective, damaged, flawed, unsuitable, nonconforming, incomplete, or dilatory Services or part thereof and make an equitable reduction in the Contract Price;

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13.1.3. The Village may terminate this Agreement without liability for further payment of amounts due or to become due under this Agreement except for amounts due for Services properly performed prior to termination; 13.1.4. The Village may withhold any progress payment or final payment from the Contractor, whether or not previously approved, or may recover from Contractor, any and all costs but not exceeding the amount of the Contract Price, including attorneys’ fees and administrative expenses, incurred by the Village as the result of any Event of Default or as a result of actions taken by the Village in response to any Event of Default; or

13.1.5. The Village may recover any damages suffered by the Village as a result of the Contractor’s Event of Default.

14. NO COLLUSION.

14.1. The Contractor hereby represents and certifies that the Contractor is not barred from contracting with a unit of state or local government as a result of: (1) a delinquency in the payment of any tax administered by the Illinois Department of Revenue unless Contractor is contesting, in accordance with the procedures established by the appropriate revenue Act, its liability for the tax or the amount of the tax, as set forth in 65 ILCS 5/11-42.1-1; or (2) a violation of either Section 33E-3 or Section 33E-4 of Article 33E of the Criminal Code of 1961, 720 ILCS 5/33E-1 et seq. The Contractor hereby represents that the only persons, firms, or corporations interested in this Agreement are those disclosed to the Village prior to the execution of this Agreement, and that this Agreement is made without collusion with any other person, firm, or corporation. If at any time it shall be found that Contractor has in procuring this Agreement, colluded with any other person, firm, or corporation, then the Contractor shall be liable to the Village for all loss or damage that the Village may suffer thereby, and this Agreement shall, at the Village’s option, be null and void and subject to termination by the Village. 15. ENTIRE AGREEMENT. 15.1. This Agreement sets forth all the covenants, conditions and promises between the parties, and it supersedes all prior negotiations, statements or agreements, either written or oral, with regard to its subject matter. There are no covenants, promises, agreements, conditions or understandings between the parties, either oral or written, other than those contained in this Agreement. 16. GOVERNING LAW. 16.1. This Agreement shall be governed by the laws of the State of Illinois both as to interpretation and performance. 17. NOTICE. 17.1. Any notice required to be given by this Agreement shall be deemed sufficient if made in writing and sent by certified mail, return receipt requested, by personal service, or

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by facsimile to the persons and addresses indicated below or to such other addresses as either party hereto shall notify the other party of in writing pursuant to the provisions of this subsection: If to the Village: If to the Contractor:

Cara Pavlicek Timothy F. Masse Village Manager BerryDunn Village of Oak Park 100 Middle Street 123 Madison Street Portland, Maine 04101 Oak Park, Illinois 60302 Fax : 207-541-2323 Fax: (708) 383-9584

17.2. Mailing of such notice as and when above provided shall be equivalent to personal notice and shall be deemed to have been given at the time of mailing. 17.3. Notice by facsimile transmission shall be effective as of date and time of facsimile transmission, provided that the notice transmitted shall be sent on business days during business hours (9:00 a.m. to 5:00 p.m. Chicago time). In the event facsimile notice is transmitted during non-business hours, the effective date and time of notice is the first hour of the first business day after transmission. 18. BINDING AUTHORITY. 18.1. The individuals executing this Agreement on behalf of the Contractor and the Village represent that they have the legal power, right, and actual authority to bind their respective parties to the terms and conditions of this Agreement. 19. HEADINGS AND TITLES. 19.1. The headings or titles of any provisions of this Agreement are for convenience or reference only and are not to be considered in construing this Agreement. 20. COUNTERPARTS. 20.1. This Agreement shall be executed in counterparts, each of which shall be considered an original and together shall be one and the same Agreement. 21. EFFECTIVE DATE. 21.1. As used in this Agreement, the Effective Date of this Agreement shall be the date that the Village Manager for the Village of Oak Park executes this Agreement as set forth below.

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22. AUTHORIZATIONS. 22.1 The Contractor’s authorized representatives who have executed this Agreement warrant that they have been lawfully authorized by the Contractor’s board of directors or its by-laws to execute this Agreement on its behalf. The Village Manager and Village Clerk warrant that they have been lawfully authorized to execute this Agreement. The Contractor and the Village shall deliver upon request to each other copies of all articles of incorporation, bylaws, resolutions, ordinances or other documents which evidence their legal authority to execute this Agreement on behalf of their respective parties. 23. EQUAL OPPORTUNITY EMPLOYER.

23.1. The Contractor is an equal opportunity employer and the requirements of 44 Ill. Adm. Code 750 APPENDIX A are incorporated herein if applicable.

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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be signed by their duly authorized representatives on the day and date first written above. VILLAGE OF OAK PARK BERRY, DUNN, MCNEIL & PARKER, LLC __________________________________ ____________________________________ By: Cara Pavlicek By: Timothy Masse Its: Village Manager Its: Principal Date: ________________________ Date: ________________________ ATTEST ATTEST ___________________________________ ___________________________________ By: Teresa Powell By: Its: Village Clerk Its: Date: ________________________ Date: ________________________

January 27, 2014 Ms. Tammie Grossman Director, Department of Community and Economic Development Village of Oak Park 123 Madison Street Oak Park, Illinois (Submitted via email to: tgrossman@oak‐park.us) Dear Ms. Grossman: Following our discussion on January 15, we believe that we have a clear understanding of the consulting services that are most relevant to your needs for this project. In this document, we have provided the Village with an updated version of the key components of our original proposal. These include a revised statement of work and cost proposal, an updated account of our relevant experience, and resumes of our proposed team, including an additional resource with community development process expertise who has become available since we originally submitted our proposal.

Our Understanding of the Village’s Consulting Needs

The Village recently completed a significant restructuring of its community and economic development functions, with the end result being a consolidation of its building, business services, housing and planning departments into the newly formed Department of Community and Economic Development. This effort is a reflection of the Village’s broader goal of streamlining its economic development functions and encouraging growth within the community.

Prior to this reorganization, the Village issued a Request for Qualifications (RFQ) in an effort to identify a consultant to provide Permitting System Replacement Consulting Services. As a result of this procurement process, the Village had identified three finalist vendors. However, the system replacement was then put on hold: the Village recognized that the more pressing initiative was to bring cohesion and increased organizational efficiencies to its community and economic development management through the consolidation of each group into a unified department.

Having completed the restructuring of its community and economic development groups, the Village understands that selecting a new permitting system is still an important component of its efforts to serve the community’s development needs more efficiently. As a result, the Village is currently discussing alternative project approaches with the three finalist vendors identified during the previous procurement process. The revised scope of services now focuses on identifying the Village’s unmet system needs and defining corresponding requirements, the system selection/procurement process, and contract negotiations. The pressing need for a modern community development system has also resulted in a need to have the RFP for the system released by the end of June 2014.

Updated Description of BerryDunn’s Relevant Experience

BerryDunn has continued to expand our Community Development‐related consulting experience. We have provided on the following page in Table 1 a summary of our relevant experience, which is updated to include additional projects that have begun since the submission of our original proposal. For ease of reference, we have listed projects that are new or have additional components first and noted them in bold font.

Ms. Tammie Grossman January 27, 2014 Page 2

Table 1: Summary of BerryDunn Team’s Project‐Relevant Experience

Client Project Details

City of Alexandria, Virginia

(Current Client)

Needs Assessment and Replacement Consulting for the City’s Land Management, Plan Review, Permitting and Enforcement System

City of Bismarck, North Dakota

(Current Client)

Land records management study; included analysis and documentation of building permit and inspection processes

Land records management system RFP development and procurement assistance; includes evaluation of technical and administrative workflows and development of recommendations for a new permitting system

Independent Verification and Validation (IV&V) services during the implementation of their selected land records management system, CRW.

City of Bloomington, Minnesota

(Current Client)

Community Development System Needs Assessment and System Selection Consulting

City of Goodyear, Arizona

(Current Client)

Needs assessment relating to permitting and inspection business functions including business process analysis and vendor research

System selection consulting for community development system

City of Mesquite, Texas

(Current Client)

Community Development System Needs Assessment and System Selection Consulting

City of Midland, Texas

(Current Client)

Enterprise Resource Planning (ERP) System Selection Consulting Services (project scope includes the City’s Community Development functions)

City of Surprise, Arizona

(Current Client)



City of West Jordan, Utah

(Current Client)

Enterprise system RFP development to include permitting and inspections as a functional area; project includes requirements definition, RFP development, system selection facilitation, and contract negotiation assistance

City of College Station, Texas

(Current Client)

Enterprise RFP development to include permitting and inspections as a functional area; project includes RFP development, system selection facilitation, and contract negotiation assistance

City of Buckeye, Arizona

(Current Client)



City of Fairfax, Virginia Community development, public safety, and finance business process review and recommendations development; included review of permitting processes associated with the upgrade of the City’s existing system

City of Harrisonburg, Virginia Assessment and workflow diagramming of business processes related to Planning and Zoning


Client Project Details

City of Newport News, Virginia Business process review and recommendations related to Community Development, Permitting, and Land Management

Gap fit analysis of a proposed new Community Development system which focused on parcel management, assessing, taxation, maintaining property owner information, and integration to GIS and the City’s taxation system.

Included the development of functional system requirements for the City’s Building Permit Levy process.

City of Sioux Falls, South Dakota Needs assessment, requirements development, RFP development, vendor demonstrations, and system evaluation for a new Citywide Planning and Zoning, Code Enforcement, Permitting, and Licensing system.

Town of Herndon, Virginia Enterprise system RFP development to include permitting and inspections as a functional area; project includes RFP development, requirements definition, system selection facilitation, and contract negotiation assistance

Town of Leesburg, Virginia Development of business and technical requirements for Planning and Zoning, Plan Review, Permitting, Code Enforcement, and Inspections

Revised Project Approach

On the following pages, we have provided an updated Project Work Plan based on the Village’s revised service requests and our experience providing Community Development system consulting services for clients in the public sector.

Phase 1: Project Kickoff and Planning

1. Conduct Initial Project Planning. BerryDunn’s project team will conduct an initial project planning teleconference with the Village’s designated point of contact to review our proposed Plan of Services and Schedule, clarify goals and objectives, identify known project constraints, and refine dates and/or tasks as appropriate. As part of this meeting, we will discuss our approach for managing communications between BerryDunn and the Village, as well as our approach to scope, risks, and resource management.

At this point, we will request names and contact information for employees from the Village that will be involved in the project and schedule a project kick‐off meeting and initial interviews. We will also request the assistance of Village staff to coordinate on‐site meeting space, assist in scheduling interviews, facilitate the process of circulating deliverable documents for review, and assist in identifying appropriate employees from key user groups to interview.

2. Facilitate project planning teleconference. We will hold a project planning teleconference with the Village’s project leads and other appropriate staff to review the project scope and objectives to understand their priorities and potential challenges that may affect this project.

3. Develop Kickoff Presentation and Project Work Plan and Schedule. Based on our initial discussions, we will develop a draft Project Work Plan and Schedule for distribution to key project team members detailing the scope of work to be performed, phases of Village involvement and staff participation, and work schedule. We will also develop a draft Kickoff Presentation, which will


provide a clear and concise overview of the project and its goals, stakeholder roles in the process, and a summary of the work plan and schedule.

After providing draft versions of these materials in advance, two BerryDunn team members will then facilitate an on‐site meeting to review the drafts and solicit feedback from Village leadership. This feedback will be incorporated and then the Work Plan, Schedule, and Presentation will be submitted in final.

Deliverables: D1. Kickoff Presentation D2.Project Work Plan and Schedule

Phase 2: Business Needs Assessment

4. Request and review existing documentation. Prior to conducting our on‐site work, we will provide the Village with an Information Request Sheet to request available documentation that will be helpful to us during the project (e.g., organizational charts, documentation on the existing permitting systems and processes, standard operating procedures, and other relevant information). We respectfully request that the Village provide the requested information prior to the project kickoff meeting and interviews, as reviewing available information in advance of our on‐site work will enable us to be more efficient; become more knowledgeable of the current environment; and make best use of Village personnel’s time.

5. Develop and administer End‐User Web Survey. We will develop an End‐User Web Survey that will be used to collect information from Village staff members that interact regularly with the current Permitting systems and/or processes. This will help us evaluate the current software solutions and assist us in determining areas for improvement in the current state as well as desired features for the future state. We have found that soliciting input via a web survey allows us to collect input from a broad base while allowing staff members to provide their opinions at their convenience and with minimal disruption to day‐to‐day activities. BerryDunn will then administer the Village‐approved End‐User Web Survey to users of the Village's Permitting systems. We will review survey responses prior to our onsite fact‐finding efforts, and refine our onsite interview questions based on trends identified in review of the survey data. BerryDunn will also compile the survey results for review by the Village project team.

6. Facilitate Project Kickoff Meeting. We will conduct a project kick‐off meeting with Village leadership and other Village stakeholders. This will be used as an opportunity to introduce project team members, discuss the Village’s goals for this project, present our project approach and methodology in greater detail, review the schedule of key project dates, answer questions, and discuss any issues that may impact the nature or timing of this project.

7. Conduct On‐Site Fact‐Finding Meetings. We will conduct on‐site fact‐finding meetings with Village representatives that regularly participate in the key business processes most affected by the current Permitting systems, including those stakeholders responsible for Building Permit Issuance, Business Licensing, Construction Plan Review, Fire Inspections, Health Code Inspections, Historical Preservation, Permit Submittal Management, Property Development, Property Standards, Real Estate Transfer Tax, Zoning, and Multi‐Family Housing. In addition, we will meet with representatives from the IT Department who support the existing Permitting software/applications. The purpose of these meetings is to review, evaluate, and document the Village’s existing system


functionality and understand processes that are critical or unique to the Village so that these may be considered in our review of potential systems.

Deliverable: D3. On‐Site Meetings and Fact‐Finding Activities

Phase 3: Requirements Development

8. Develop preliminary functional and technical requirements. In order to develop a Request for Proposal document, BerryDunn will need to first develop Preliminary Functional and Technical Requirements based on the survey results, document reviews, and onsite fact‐finding meetings, and the Business Needs Assessment Report. BerryDunn has developed a database of general technical and functional requirements of permitting systems based on our experience with other government agencies and our knowledge of Community Development system functionality and best practices. Drawing from this database, we will make refinements and customize the preliminary list based on our understanding of the Village’s current business and technical environment, with consideration given to those processes that are critical or unique to the Village. Our Requirements Definition Methodology has been developed and refined to meet the unique needs of local government system planning projects. This methodology provides the Village with a proven, iterative, and collaborative process that promotes involvement of stakeholders from all levels of the organization. The benefits of BerryDunn’s methodology include:

Involvement of key stakeholders

Involvement of Village staff at the appropriate time in the process

Involvement of all levels of Village staff

Multiple opportunities for review

A collaborative approach

Requirements which are documented in a format that facilitates ease of tracking during implementation

Requirements are collected in a requirements gathering tool (Contour) in a format that can be used to develop test cases during user acceptance testing of the financial management system

9. Conduct Joint Requirements Planning (JRP) work sessions. Using the preliminary list of

requirements as a starting point, we will schedule JRP work sessions with groups of staff for each of the core business areas that require a list of functional requirements. The purpose of these meetings will be to review the preliminary list of requirements and facilitate additions, changes, and deletions. During these facilitated work sessions, BerryDunn will work collaboratively with participants and challenge staff to consider “desired” or “required” needs in the future environment. We will also ask stakeholders to identify whether or not the requirements exist in today’s environment. Following the JRP sessions, we will update the Preliminary Technical and Functional Requirements document to incorporate information gained from Village personnel. Prior to finalizing the document, we will provide a draft of the requirements list to the Village for review. We will collect a


single summary of changes from the Village and modify the draft report to include all desired document modifications.

Deliverable: D4. Final Set of Business and Technical Requirements

Phase 4: RFP Development Support

10. Develop Request for Proposal. BerryDunn will meet on‐site with the Village project team and a representative from the Purchasing Department to identify required standards for inclusion in an RFP (e.g., standard terms and conditions, required format, other language) and establish a timeline for the RFP development and procurement processes. This meeting will take place during the same week as the onsite JRP sessions.

We will then develop the RFP using a proven format that incorporates information on the history of the project, a high‐level description of the Village’s current environment, the Village’s desired approach to implementing a new ERP system, the Village’s functional and technical requirements, and a structured list of points for vendors to address in their response. Our consultants know how to structure procurement documents using a proven format that provides vendors with the necessary information (e.g., background information, requirements, evaluation criteria, terms and conditions, etc.) to prepare a structured and “apples to apples” response. In addition, our experience providing oversight and project management of large‐scale system implementations gives our team a unique perspective and insight into the development of RFPs that proactively address some of the risks and issues that can occur during system implementation projects.

Our team will also work with the Village to develop objective evaluation criteria to include in the RFP. We will then prepare a Scoring Matrix to track significant strengths and limitations of each proposal reviewed in terms of the established evaluation criteria. We will review the draft RFP and Scoring Matrix via teleconference with appropriate Village staff prior to finalizing the document. We will then incorporate the Village’s feedback and prepare the RFP for distribution.

Deliverable: D5. RFP Document and Supplemental Attachments

Phase 5: Vendor Selection Activities

11. Review vendor proposals. BerryDunn will facilitate the proposal review process by analyzing vendor proposals and developing an executive summary of each for Village staff to include in their review process. An executive summary will be prepared for each vendor’s proposal that identifies key points related to their experience, implementation approach and the system capabilities/functionality. The area related to their system functionality will include a detailed analysis of the vendor’s response to the functional and technical system requirements. In addition, a single executive summary memo in the form of a Proposal Assessment Report will be developed. This Report will also include analysis of the cost responses among all responding vendors.

Deliverable: D6. Proposal Assessment Report

12. Facilitate scoring meeting and demonstration planning meeting. BerryDunn will facilitate a

proposal review and scoring meeting onsite with the Village’s evaluation team. During this meeting we will review BerryDunn’s executive summaries of the proposals reviewed, facilitate discussions of


the proposals and facilitate a scoring exercise to rank the proposals received. Through this meeting, the Village will identify short‐listed vendors who will be invited to conduct onsite demonstrations. Shortly following the scoring meeting, BerryDunn will meet with the Village’s project team to review and confirm the planned demonstration schedule and associated logistics.

13. Design demonstration scripts and scenarios. BerryDunn will develop draft vendor demonstration scripts and scenarios as well as overall logistics memos related to the vendor demonstration process. BerryDunn offers the Village a unique set of qualifications in that our proposed Engagement Manager has not only assisted clients in facilitating vendor demonstrations, but has also demonstrated and implemented land management software for numerous local government clients. As such, we are well qualified to assist the Village in developing a demonstration script that incorporates proven techniques and tactics to elicit useful information during the demonstration process. BerryDunn will review draft versions of the demonstration scripts via teleconference with the Village, and once they are finalized to reflect any requested changes, we will provide the vendor demonstration scripts to vendors in advance of their on‐site demonstrations. We will also develop a scoring methodology and evaluation criteria for the demonstrations that will assist the Village in scoring each demonstration.

14. Facilitate vendor demonstrations. We will coordinate and facilitate vendor demonstrations for up to four vendors over two days each at Village offices. We have planned for two BerryDunn staff to facilitate the vendor demonstrations onsite at Village offices. We believe our active participation in vendor demonstrations is a differentiating factor in our approach, and our experience facilitating these activities is a key source of value added as we keep vendors on point and focused on the system features most relevant to the Village’s needs and environment. Our project team’s extensive background in the demonstration process provides the Village with a unique perspective on how to score, prepare, evaluate, and participate in vendor demonstrations. Immediately following the demonstrations, we will meet with the Village’s evaluation team to assess the vendors’ products utilizing the established evaluation criteria. We will then facilitate a second round scoring session to update vendor scores and ranking based on the results of the demonstrations. These results, as well as any additional observations, will be provided in a Demonstration Notes Summary.

Deliverables: D7. Vendor Demonstration Scripts and Scenarios D8. Demonstration Notes Summary

15. Facilitate teleconference to discuss vendor demonstration results. BerryDunn will facilitate a

teleconference to act as a debrief opportunity following the vendor demonstrations. This will provide an opportunity to discuss any outstanding issues, questions, or concerns that may be addressed during reference checks.

16. Arrange reference checks and develop reference check memo. BerryDunn will develop a memo for Village staff that describes how to prepare for reference checks. As part of the memo we will identify Village tasks that should be accomplished prior to meeting with each site. The memo will include a list of materials that should be reviewed and instructions for preparing for each meeting. We will meet with the Village’s project team to discuss the memo and approach for the reference checks and answer questions regarding the approach.


Phase 6: Negotiation Support

17. Develop Contract Negotiations Checklist. We have been involved in contract negotiations from the client’s, vendor’s, and independent consultant’s perspective, and are knowledgeable about how the contract impacts the implementation process. In conducting contract negotiations between the Village and the preferred vendor, we will draw on these experiences to ensure the Village’s best interests are being met. As part of that process, we believe it is critical to develop a positive relationship between the Village and the vendor, as this sets the foundation for a collaborative implementation process. We understand the roles of all parties involved in negotiations and will utilize our experience as facilitators to establish clear communication, trust, and good will between all involved. Prior to beginning negotiations, we will develop a draft Contract Negotiations Checklist, which will provide the Village with a list of key negotiation items for both the Software License Agreement (SLA) and the Implementation Services Agreement (ISA). We will provide this draft to the Village before facilitating a teleconference to review the document, which we will then update and submit in final. We will provide a draft version of the Statement of Work for review by the Village, and following a teleconference to discuss any recommended changes, will issue the document in final.

Deliverables: D9. Contract Negotiations Checklist Proposed Project Cost

BerryDunn’s fees to provide the revised Permitting System Replacement Services, as described in this proposal and inclusive of all expenses, are $49,890. A breakdown of these fees by project phase has been detailed below in Table 3. Please note that we do not charge for our time spent traveling, so the fees presented are based solely on the total hours BerryDunn consultants will spend working on this engagement.

Table 3: Project Costs by Phase

Task Cost Hours

Phase 1: Project Kickoff and Planning $2,640 12

Phase 2: Business Needs Assessment $12,635 96

Phase 3: Requirements Development $11,485 80

Phase 4: RFP Development Support $8,970 32

Phase 5: Vendor Selection Activities $8,760 56

Phase 6: Negotiation Support $5,400 26

Project Total: $49,890 302

Updated Resumes

We have provided here updated resumes of our previously proposed team members. Additionally, we have added to our team Peter Croswell, President and Lead Consultant of Croswell‐Schulte IT Consultants, an independent consulting practice. Pete is a frequent BerryDunn partner who specializes in GIS and community development systems, and we are excited that he is now available to be part of our proposed team. Pete will serve as a Subject Matter Expert and Business Analyst.


Chad Snow is a Senior Manager in BerryDunn’s Government Consulting Group. He has more than 17 years of experience working with local government agencies and extensive experience assisting government clients with project management, technology planning, business process improvement, system implementation and design, and Enterprise Resource Planning (ERP) systems.

Prior to joining BerryDunn in 2006, Chad worked for an ERP system vendor, where he implemented ERP, revenue, and public safety applications to municipal government clients.

Experience Highlights

City of Alexandria, Virginia. BerryDunn is currently working with the City of Alexandria to conduct a needs assessment and provide replacement consulting for the City’s land management, plan review, permitting and enforcement system. In this project, Chad is serving as BerryDunn’s Engagement Manager.

City of Bismarck, North Dakota. BerryDunn recently completed an assessment of the City’s Land Records Management System. The City identified the need to replace its existing system, and continues to work with BerryDunn throughout the requirements definition, RFP development, and system selection process. Chad is serving as BerryDunn’s Engagement Manager in this project.

City of Sioux Falls, South Dakota. Chad served as Project Manager when BerryDunn was hired to conduct a combined study of the City’s ERP and Community Development systems and processes; as a result of this study, the City identified the need to replace its current land management system. Chad then led the City through the requirements definition and procurement process. BerryDunn was also hired by the City to assess the City’s comprehensive financial software needs and assist City staff in selecting and implementing an ERP system. Chad led the process for conducting a needs assessment, facilitating joint requirements planning work sessions, developing functional and technical requirements for future system modules, and developing an action plan for the City moving forward. Following the selection of a preferred financial system vendor, the City hired BerryDunn to provide project management and change management services during the implementation. Chad also serves in the role of Project Manager for this ongoing engagement.

Education

B.A. in Criminology, University of Southern Maine

A.S. in Law Enforcement Technology, Southern Maine Technical College

Certifications

CFE – Certified Fraud Examiner, Association of Certified Fraud Examiners

PMP – Project Management Professional, Project Management Institute

Professional Affiliations

Associate Member, Government Finance Officers Association

Associate Member, International City/County Managers Association

Associate Member, American Water Works Association


CHAD SNOW (Continued)

Sussex County, Delaware. Chad served as Project Manager in BerryDunn’s engagement with the County to replace their Community Development systems, including Permitting, Planning and Zoning, Code Enforcement, and Licensing. In this role, he led the project team through the process of conducting a needs assessment, defining requirements for the future environment, developing an RFP, and evaluating and selecting a vendor.

City of Fairfax, Virginia. BerryDunn was hired by the City of Fairfax, Virginia to perform a workflow analysis and thereby develop recommendations that would assist the City in improving business processes in three areas of City operations: Community Development, Finance, and Public Safety. Chad was the Lead Business Analyst in this project, and assisted in interviewing stakeholders to document current processes and create business process maps, and identifying issues in the current environment. He also assisted in drafting the final recommendations report.

City of Mesquite, Texas. BerryDunn is currently providing project management services to the City of Mesquite for the implementation of a new integrated financial system to replace their outdated Performance Accounting system. BerryDunn’s involvement in this project covers the entire lifecycle of the replacement project, and began with conducting fact‐finding interviews and defining system requirements. BerryDunn also assisted the City with RFP development, vendor evaluation, and contract negotiation. Chad is BerryDunn’s Project Manager for this engagement.

Maryland Judiciary. Chad served as Project Manager in BerryDunn’s development of a comprehensive strategy for a new integrated financial system for the Maryland Judiciary. This project included developing functional requirements, developing an RFP and selection of a financial system vendor, and providing independent oversight of the implementation. In the course of this project, BerryDunn performed a number of change management activities, including evaluating readiness for go‐live, overseeing testing and training, and evaluating overall project quality to ensure the organization was ready for change.

City of Richmond, Virginia. Chad served as Lead Business Analyst for the City of Richmond’s planning and selection of a new ERP system. In this role, Chad led the requirements definition process involving City staff, business process review, and the RFP development and procurement process. Chad also led efforts to evaluate the current major business processes in the City related to its existing ERP functions and recommend improvements to increase efficiencies. In addition, BerryDunn conducted a comprehensive organizational impact analysis related to the implementation of the new ERP system. This included an assessment of the City’s staffing levels, staff readiness for change, and areas for consolidation and improvement.

Tyler Technologies, MUNIS Division. Chad worked for MUNIS, a vendor of government ERP, revenue, and public safety applications for six years, where he provided in‐depth demonstrations to over 25 municipal, county, and state agencies and school districts across the country. In addition, he assessed clients’ needs, conducted gap‐fit analyses, and recommended program modifications to meet the needs of clients implementing ERP and revenue systems.


Seth Hedstrom is a Senior Consultant in BerryDunn’s Government Consulting Group. He focuses on assisting public sector clients with technology planning, organizational needs assessments, system planning and procurement, and the implementation of information systems.


City of Alexandria, Virginia. BerryDunn is currently working with the City of Alexandria to conduct a needs assessment and provide replacement consulting for the City’s land management, plan review, permitting and enforcement system. Seth is BerryDunn’s Project Manager responsible for leading this engagement.

City of Bismarck, North Dakota. BerryDunn recently completed an assessment of the City’s Land Records Management System. The City identified the need to replace its existing system, and continues to work with BerryDunn throughout the requirements definition, RFP development, and system selection process. Seth is serving as BerryDunn’s Project Manager in this engagement.

City of Mesquite, Texas. Seth is currently serving as a Business Analyst as BerryDunn is providing consulting services to the City of Mesquite for the implementation of a new financial system. He also worked with the City as a Project Lead during the needs assessment, RFP development, and vendor selection process that resulted in the selection of the system that is currently being implemented.

City of Sioux Falls, South Dakota. Seth served as a Business Analyst when BerryDunn was hired to conduct a combined study of the City’s ERP and Community Development systems and processes; as a result of this study, the City identified the need to replace its current land management system. Seth helped to facilitate joint requirements planning work sessions, document functional and technical requirements for future system modules, and develop an action plan for the City moving forward. Following the selection of a preferred financial system vendor, the City hired BerryDunn to provide project management and change management services during the implementation. Seth serves in the role of Lead Business Analyst for this portion of the project, developing regular status reports and facilitates status update meetings which serve to keep City staff informed of project progress, potential risks, and risk mitigation strategies.

Education

B.S. in Business Management, Babson College

Certifications

CAPM – Certified Associate of Project Management, Project Management Institute


Associate Member, Association of School Business Officials


SETH HEDSTROM (Continued)

Sussex County, Delaware. Seth was part of BerryDunn’s team that worked with the County to conduct a land management system needs assessment. Seth assisted with onsite fact‐finding meetings, review of existing documentation, and industry research. BerryDunn then assisted with the requirements definition and procurement process for a replacement system.

City of College Station, Texas. BerryDunn was recently hired to assist the City in the assessment of their 20‐year old SunGard Public Sector (formerly HTE) software used for its Finance, Community Services, Utility Customer Billing, and Human Resources (HR) functions. This evaluation will include five major tasks: a Needs Assessment and Gap Analysis, development of a remediation and action plan, development of a request for proposal document, evaluation and selection of a vendor, and contract negotiations. Seth is serving as a Business Analyst in this engagement.

Town of Herndon, Virginia. BerryDunn is currently assisting the Town of Herndon in planning for the selection and implementation of a new financial/ERP system. As part of this project, we are leading the development of functional and technical requirements and developing an RFP for a new financial/ERP system. Seth is the Project Manager for this engagement.

Town of Buckeye, Arizona. Seth is the Project Manager in BerryDunn’s work with the Town of Buckeye, which includes identifying, defining, evaluating, and pricing potential replacement strategies and alternatives for replacing the Town’s existing ERP system.

City of Winchester, Virginia. Seth served as the Project Manager for BerryDunn’s work with the City of Winchester, where we developed a five‐year strategic technology plan. This involved conducting detailed fact‐finding meetings across all City departments, assessing the City’s technology needs, and developing and prioritizing recommendations for the City’s future use of technology. This information was distilled into a five‐year plan that provided the City with a roadmap for its future technology project and investments.

Scott County, Iowa. BerryDunn assisted Scott County with an IT needs assessment and the development of a five‐year strategic technology plan. As part of the strategic planning process, BerryDunn conducted an assessment of Enterprise application architecture, Internet access and development, LAN/WAN network, organization structure, and technology project management. Seth served as a Business Analyst on our team for this engagement and is currently assisting the County with an ERP systems planning engagement.


Jonathan Grace has over 13 years of experience working with public sector organizations through their financial system acquisitions. He has extensive knowledge of financial system functionality, having provided user support and assisted in system implementation of both Tier 1 and Tier 2 ERP products. Jon is located in our Portland office.


City of Harrisonburg, Virginia. BerryDunn provided consulting services to the City relating to the replacement of its Pentamation Open Series‐based revenue management system. After reviewing the City’s revenue‐related business processes and conducting detailed fact‐finding interviews, BerryDunn assisted the City with developing technical and functional requirements and completing a competitive procurement process for a replacement system. Jon served as BerryDunn’s Lead Business Analyst.

City of Buckeye, Arizona. Jon is currently the Project Manager on BerryDunn’s team providing ERP system selection consulting services to the City. Previously, Jon served as the Lead Business Analyst in BerryDunn’s ERP needs assessment work with the City, which included identifying, defining, evaluating, and pricing potential replacement strategies and alternatives for the City’s existing ERP system. After establishing that it would be best served by replacing the existing system, BerryDunn helped the City in developing a Business Plan to present to its council for approval to purchase a new system. After the plan was approved, the City has continued to work with BerryDunn during the procurement process.

Town of Herndon, Virginia. Jon served as a Business Analyst as BerryDunn assisted the Town of Herndon in planning for the selection and implementation of a new financial/ERP system. In completing this project, BerryDunn conducted interviews and joint requirements planning (JRP) sessions with stakeholders from all Town departments. Using the requirements and detailed understanding of the Town’s environment, we developed a customized RFP and evaluation criteria that the Town used in selecting an ERP system vendor. BerryDunn also facilitated the contract negotiation process and helped the Town plan for the implementation of the selected system.

Arlington Public Schools, Virginia. Jon served as a Business Analyst for BerryDunn in our work with Arlington Public Schools (APS) in planning for the selection and implementation of a new financial system. A key part of BerryDunn’s involvement in this project was evaluating current business processes and identifying areas for improved efficiencies that can be addressed through the use of a new system.

Education

B.S. Business Administration, Elon College

Certifications

MS Dynamics GP

Senior Consultant


JONATHAN GRACE (Continued)

City of College Station, Texas. Jon is the Lead Business Analyst in our work with the City of College Station, where we are assisting them with the evaluation of their 20‐year‐old SunGard (formerly HTE) ERP system. The City plans to continue working with BerryDunn in implementing the recommendations from this assessment, including the development of an RFP and vendor selection process in seeking a replacement ERP system.

City of Medicine Hat, Alberta. BerryDunn provided ERP system consulting services to the City of Medicine Hat. Jon is served as a Lead Business Analyst for this project, and in this role he worked with the City and other BerryDunn team members to facilitate fact‐finding and Joint Requirements Planning meetings, analyze the City’s needs, and assist in the vendor evaluation process.

City of Mesquite, Texas. As the City looked to replace its legacy financial system, it retained BerryDunn to provide consulting services for the purchase of a fully integrated ERP system. BerryDunn’s involvement in this project covers the entire lifecycle of the replacement project, starting with conducting fact‐finding interviews and defining system requirements. BerryDunn also provided the City with assistance in RFP development, vendor evaluation, and contract negotiations. Having finalized a contract with the selected system vendor, BerryDunn has continued its work with the City by developing an implementation and change management plan and providing project management during the implementation. Jon is serving as a Business Analyst in this project.

City of Bloomington, Minnesota. The City of Bloomington is currently working with BerryDunn to conduct an ERP needs analysis and assess its use of SunGard’s NaviLine system. BerryDunn will also assist with documenting requirements, developing an RFP, coordinating the procurement process, and assisting with contract negotiations with the selected vendor. Jon is serving as BerryDunn’s Lead Business Analyst, working closely with the Project Manager and in collaboration with our team members to facilitate fact‐finding meetings, conduct research, analyze the City’s needs, and develop project deliverables.

Harris Computer Systems. Jon was the Director of Business Development of the iONE Financial Management Information System within the company’s inHANCE Division. In this role, he had creative control of the product’s marketing materials and initiated the use of sales best practices for the sales team. Jon also provided pre‐sales product demonstrations of the iONE Financial System, a product based on the Microsoft Dynamics GP 2010 software. Prior to this role, Jon was the Regional Sales Manager for Harris Computer System’s Cayenta Division. In this role, he provided product demonstrations throughout his designated territory. Jon also worked with existing clients as a part time internal account manager and served as the internal Cayenta Project Manager for those Canadian clients migrating to Cayenta Financials from the NorthStar Financial Management System.

Lawson Software. Jon held the position of Account Executive at Lawson Software, where he provided both Tier 1 and Tier products in the public sector marketplace.

Tyler Technologies, MUNIS Division. Jon began his career with Tyler in the Support Department as a Technician on the Financials Management Application Team. In this role, he responded to customer calls and analyzed client issues, provided solutions, and trained clients migrating to the latest version of the product. From this role, he went on to become an Associate Sales Representative and later a Sales Representative, demonstrating and assisting in the implementation of their Financials Management applications.


Kevin Price is a Consultant in BerryDunn’s Government Consulting Group. He focuses on assisting public sector clients with technology planning and system planning and procurement.

Experience Highlights:

City of Alexandria, Virginia. BerryDunn is currently working with the City of Alexandria to conduct a needs assessment and provide replacement consulting for the City’s land management, plan review, permitting and enforcement system. Kevin is Business Analyst for this project, helping the BerryDunn team to facilitate fact‐finding meetings, conduct research, analyze the City’s needs, and develop project deliverables.

City of College Station, Texas. BerryDunn assisted the City of College Station, Texas with a gap analysis and needs assessment of its legacy ERP system as part of a broader system selection project. The City then elected to continue its relationship with BerryDunn during the procurement process, to provide services throughout the procurement process. Kevin is a Business Analyst for this engagement.

City of Buckeye, Arizona. Kevin is a Business Analyst on BerryDunn’s team providing system consulting services to the City of Buckeye. The City originally hired BerryDunn to conduct ERP system needs assessment. This needs assessment informed a business plan that BerryDunn helped develop and present to City leadership, which was a key component in getting budget approval for a new, fully‐integrated ERP system. BerryDunn continues to work with the City through the procurement process, providing services related to the activities of requirements definition, RFP development, vendor evaluation, and contract negotiations.

City of Goodyear, Arizona. BerryDunn is currently assisting the City of Goodyear, Arizona with an assessment of the current ERP system as well as the selection of a new system. Kevin is serving as a Business Analyst leading fact‐finding meetings and assisting with deliverables development.

City of Bloomington, Minnesota. Kevin is currently a Business Analyst supporting two projects with the City of Bloomington as they select and implement a new ERP system as well as a new Community Development system. Kevin is helping lead vendor demonstrations for the ERP project and requirements definition for the Community Development project.

Education

B.A. in Economics and Political Science, University of Maine

MPP, (Concentration in Financial Management) University of Southern Maine Edmund S. Muskie School of Public Service


KEVIN PRICE (Continued)

City of Prior Lake, Minnesota. At present, BerryDunn is providing project management oversight services to the City of Prior Lake during the implementation of its recently selected ERP system. Previously, BerryDunn assisted the City of Prior Lake, Minnesota with the selection of an ERP system. Kevin has served as a Business Analyst throughout both phases of our work with the City, having previously led fact‐finding and requirement planning meetings and continuing to support our implementation oversight efforts.

Cutler Institute for Health and Social Policy. Kevin worked as a Research Analyst assisting with the validation of the Maine Child Care Quality Rating and Improvement System. This project was a cooperative agreement with the Office of Child and Family Services in the Department of Health and Human Services to conduct an ongoing validation study of the State’s quality rating system.

Maine Department of Transportation. Kevin worked as a Policy Analyst in the Bureau of Systems Planning. He assisted with project planning, specifically stakeholder meeting facilitation and the application of cost sharing policies. Kevin also conducted a national best practices report and an analysis of the risks and opportunities associated with public‐private partnerships.

U.S. Senate Committee on Small Business. Kevin assisted in the material preparation for a variety of committee activities. He also prepared vote recommendations for amendments to pending legislation, and researched and identified issue area experts to testify at Committee hearings.

Senator Olympia J. Snowe. Kevin assisted with constituent services and material preparation. He answered constituent questions, documented constituent feedback, and assisted constituents visiting the Capital.


Peter Croswell is President and Lead Consultant for Croswell‐Schulte IT Consultants, an independent consulting practice and subcontractor to BerryDunn for this engagement. He has over 30 years of experience as a government employee and consultant and has led or played a major role in over 150 projects involving business process evaluation, GIS, and IT planning and design for local government and regional agencies. Prior to working as an independent consultant, Peter worked for the Kentucky Natural Resources Cabinet as GIS Analyst and Manager of the Kentucky Natural Resources Information System. He also served as Vice President and Executive Consultant for PlanGraphics, a leading GIS/IT consulting and systems integration firm.

Peter has an in‐depth understanding of municipal government programs, including property assessment, management of real property transactions, infrastructure asset management, land planning and development, and GIS program evaluation, design, and planning. He has authored several papers, special publications, and books on GIS and IT planning and implementation, including the recently published GIS Management Handbook, which covers concepts and best practices for GIS program and project planning, implementation, and operations.


City of Alexandria, Virginia. BerryDunn is currently working with the City of Alexandria to conduct a needs assessment and provide replacement consulting for the City’s land management, plan review, permitting and enforcement system. Pete is a Subject Matter Expert and Lead Business Analyst, making use of his extensive knowledge of municipal permitting, development, land management, and GIS to facilitate fact‐finding meetings, conduct research, analyze the City’s needs, and develop project deliverables.

Glynn County, Georgia. Pete is supporting BerryDunn’s team as a Business Analyst in an engagement to provide an IT Opportunities and Risk Assessment to Glynn County. In addition to helping with fact‐finding efforts and developing recommendations, he is serving as a Subject Matter Expert in the evaluation of the County’s GIS applications.

Education

M.A. in Geography and Geology, Western Illinois University

B.A. in Geography and Math, SUNY Albany, Magna cum Laude, Phi Beta Kappa

IT Professional Certificate, University of Louisville Certifications

Certified Project Management Professional (PMP)

ASPRS Certified Mapping Scientist

Certified Geographic Information Systems Professional (GISP)

Microsoft Certified Professional (MCP)

Master CIW Web Site Designer

Former Emergency Number Professional (ENP)


Former Board member and President of URISA

Member of ASPRS

Member of GITA


PETER CROSWELL (Continued)

City of Louisville, Colorado. Peter recently completed work with the BerryDunn team as a Subject Matter Expert in GIS and Business Analyst in our work with the City of Louisville. BerryDunn developed an IT Strategic Plan to guide the City’s Management Team and IT and GIS divisions in planning, procuring, implementing, and managing the current and future technology investments and resources related to IT and GIS provided to the City.

Dallas, Texas, Evaluation of Document and Records Management Requirements: Evaluated technical and administrative workflows and related documents for the Department of Development and provided recommendations on automated records management system design and implementation.

City of Rochester Hills, Michigan, Citywide Business Process Evaluation and Record Management Program Design: Conducted an evaluation of city business processes, document management system requirements, and formal records management policies for all city agencies and records, including document inventory, business process workflow analysis, business process improvement, technical evaluation and specifications, and implementation support.

City of Rio Rancho, New Mexico, GIS Needs Assessment and Planning: Conducted needs assessment and business program evaluation for a Citywide GIS, including evaluation of current operations, business process evaluation, enterprise IT/GIS technical and organizational design, strategic planning, and preparation of a detailed implementation plan.

Wood County, Ohio, GIS Parcel Data Improvement Project: Provided consulting support for database improvements for the Wood County real property program, including an evaluation of the current parcel database, development of specifications for data quality improvements, preparation of an RFP, and support for procurement of parcel database improvement services.

American Water, Standard GIS Data Conversion RFP: Worked with representatives from multiple state operations of the American Water Services Company to prepare a template RFP for procurement of GIS data conversion services for water and wastewater GIS databases for use by each American Water state organizations.

URISA GIS Program Management Workshop, Lead Author and Instructor: Designed and created instructional materials for workshop that addresses all aspects of enterprise GIS programs, including business process evaluation, strategic and business planning, financial management, human resource management, project planning and management, and management of on‐going operations.

Oregon Statewide GIS Utility Business Case, Design, and Plan: Managed a major design and planning effort for an improved statewide coordinating program for geographic information development and access affecting all levels of government and the private sector, including cost/benefit analysis, technical and governance design, implementation planning, and related work.

State of Ohio Department of Natural Resources (DNR), Real Estate GIS, Needs Assessment, Design, and Plan: Evaluated current resources and needs, land‐based business processes, technical requirements, and preparation of a conceptual design and plan for land records and real estate information to support DNR management of land transactions and stewardship.

ID Task Name Duration Start Finish Predecessors

1 Phase 1: Project Kickoff and Planning 26 daysMon 2/17/14 Mon 3/24/14

2 Conduct initial project planning. 10 daysMon 2/17/14 Fri 2/28/14

3 Facilitate project planning teleconference. 1 day Mon 3/3/14 Mon 3/3/14 2

4 Develop Kickoff Presentation, Project Work Plan and Project Schedule. 9 days Tue 3/4/14 Fri 3/14/14 3

5 Distribute Draft Presentation, Plan, and Schedule for Village review. 9 days Tue 3/4/14 Fri 3/14/14 3

6 Facilitate teleconference to review Draft Plan and Schedule and Kickoff

Presentation

1 day Mon

3/17/14

Mon 3/17/14 5

7 Update Presentation, Plan, and Schedule to final. 4 days Tue 3/18/14 Fri 3/21/14 6

8 D1. Kickoff Presentation 1 dayMon 3/24/14 Mon 3/24/14 7

9 D2. Project Work Plan and Schedule 1 dayMon 3/24/14 Mon 3/24/14 7

10 Phase 2: Business Needs Assessment 26 daysMon 3/24/14 Mon 4/28/14

11 Request and review existing documentation. 15 daysMon 3/24/14 Fri 4/11/14 7

12 Develop and administer End-User Web Survey. 15 daysMon 3/24/14 Fri 4/11/14 7

13 Facilitate project kickoff meeting. (onsite, Trip 1) 1 day Tue 4/15/14 Tue 4/15/14 12FS+1 day

14 Conduct On-Site Fact-Finding Meetings. (onsite, Trip 1) 3 days Tue 4/15/14 Thu 4/17/14 12FS+1 day

15 Conduct follow-up fact-finding activities. 5 daysMon 4/21/14 Fri 4/25/14 14FS+1 day

16 D3. Onsite Meetings and Fact-Finding Activities 1 dayMon 4/28/14 Mon 4/28/14 15

17 Phase 3: Requirements Development 25 daysMon 4/28/14 Fri 5/30/14

18 Develop preliminary functional and technical requirements. 10 daysMon 4/28/14 Fri 5/9/14 15

19 Distribute Preliminary Requirements for City review. 5 daysMon 5/12/14 Fri 5/16/14 18

20 Facilitate Joint Requirements Planning (JRP) work sessions. (onsite, Trip 2) 3 days Tue 5/20/14 Thu 5/22/14 19FS+1 day

21 Conduct follow-up requirements review activities. 5 daysMon 5/26/14 Fri 5/30/14 20FS+1 day

22 D4. Final Set of Business and Technical Requirements 0 days Fri 5/30/14 Fri 5/30/14 21

23 Phase 4: RFP Development Support 25 daysMon 4/28/14 Fri 5/30/14

24 Develop Draft Request for Proposal. 10 daysMon 4/28/14 Fri 5/9/14 15

25 Distribute Draft RFP for City review. 5 daysMon 5/12/14 Fri 5/16/14 24

26 Facilitate work session to review Draft RFP. (onsite, Trip 2) 1 day Tue 5/20/14 Tue 5/20/14 25FS+1 day

27 Update Draft RFP and prepare for issuance. 8 daysWed 5/21/14 Fri 5/30/14 26

28 D5. RFP Document and Supplemental Attachments 0 days Fri 5/30/14 Fri 5/30/14 27

29 Phase 5: Vendor Selection Activities 79 days Tue 6/3/14 Fri 9/19/14

30 Assist with issuing and distributing RFP. 1 day Tue 6/3/14 Tue 6/3/14 28FS+1 day

31 Assist with facilitating pre-proposal vendor teleconference. 1 dayWed 6/18/14 Wed 6/18/14 30FS+10 days

32 Assist with responding to vendor questions and issue addenda as needed. 10 days Fri 6/20/14 Thu 7/3/14 30FS+12 days

33 Receive vendor proposals. 1 day Wed 7/9/14 Wed 7/9/14 30FS+25 days

34 Review vendor proposals. 13 days Thu 7/10/14 Mon 7/28/14 33

35 D6. Proposal Assessment Report 0 daysMon 7/28/14 Mon 7/28/14 34

36 Facilitate Round 1 Scoring Meeting and Demonstration Planning Work Session.

(onsite, Trip 3)

1 day Tue 8/5/14 Tue 8/5/14 34FS+5 days

37 Design demonstration schedule and scripts. 9 days Wed 8/6/14 Mon 8/18/14 36

38 D7. Vendor Demonstration Scripts and Scenarios 0 daysMon 8/18/14 Mon 8/18/14 37

39 Facilitate vendor demonstrations. (onsite, Trip 4) 5 days Tue 9/2/14 Mon 9/8/14 37FS+10 days

40 Facilitate teleconference to discuss vendor demonstration results. 1 day Fri 9/12/14 Fri 9/12/14 39FS+3 days

41 Arrange reference checks and develop reference check memo. 5 daysMon 9/15/14 Fri 9/19/14 40

42 D8. Demonstration Notes Summary 0 days Fri 9/19/14 Fri 9/19/14 41

43 Phase 6: Negotiation Support 5 daysMon 10/6/14 Fri 10/10/14

44 Develop Contract Negotiations Checklist. 5 daysMon 10/6/14 Fri 10/10/14 41FS+10 days

45 D9. Contract Negotiations Checklist 0 days Fri 10/10/14 Fri 10/10/14 44

Village of Oak ParkPermittingt System Replacement Project

Preliminary Project Schedule

BerryDunn Last Updated: February 7, 2014