HomeMy WebLinkAboutOpening of Proposals - Utility Billing System - Infor - Part 1mm�
WI I � III I
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Submitted by:
Main Contact:
Barry Fisk, Senbr Account Executive
13560 Morris Road, Suite 4100
Alpharetta, GA 30004-8995
phone: 847.224.5204
ernail: barry,fisk@infor.com
Copyright � 2018 Infor, All rights reserved. The wordand design marks set forth herein are trademarks and/or registered trademarks of Infor and/or related affiliates
and subsidiaries. All other trademarks Bled herein are the Ixoporty of their respective owners. www.infor.co,m.
Table of Contents
1.
Letter of Transmittal.............................................................................................................1-1
2.
Firm Qualifications...............................................................................................................2-1
Proposal Form A — Vendor Background Form......................................................................2-5
3.
Proposed Solution...............................................................................................................3-1
1. Version Number ..................... ............................................. .........................................
...3-1
2. Installations................................................... ....... ...........................................................
3-1
3. Computing Environment..................................................................................................3-1
4. Delivery Options..............................................................................................................3-1
5. System Overview............................................................................................................3-2
6. Software Description.......................................................................................................3-2
7. Licensing Model..............................................................................................................3-6
8. Upgrades and Roadmap.............. .............................................................................
....... 3-6
9. Integration Approach.......................................................................................................3-7
10. Implementation Approach..............................................................................................3-8
4.
Optional Solutions ..................... ..........................................................................................
4-1
5.
Proposed Staffing and Project Organization.........................................................................5-1
Proposal Form F — Task and Effort Projections....................................................................5-2
6.
Related Experience and References....................................................................................6-1
Proposal Form B — References .................................................. ..........................................
6-1
7.
Responses to System Requirements .......................................... .........................................
7-1
Proposal Form C — Informational Items Tab.........................................................................7-1
Proposal Form D — All Requirements Tab .... ........................................................................
7-1
8.
Work Plan............................................................................................................................8-1
9.
Terms and Conditions.............................................................................................
..9-1
10.
Safety Requirements/Violations.......... ..........................................................................
10-1
11.
Affidavit 1 Attachment 3.................................................................................................11-1
12.
Appendices..................................................................................................................12-1
Resumes...........................................................................................................................12-1
1358UMorris Road
sude41O8
Alpharetta, Gn30$o4
January 1S.2O18
City ofSouth Bend
Attn: Linda Martin,
Board ofPublic Works, County Building
227VVJefferson B|vd,Ste. 1310
South Bend, Indiana 4O801
Dear Ms, Martin and Review Committee
In today'o competitive technology |amdscepm, we appreciate that you have choices when it comes
to the software and implementation services that will propel you into the future. On behalf of Infor,
thank you for the opportunity to present our team as one of those choices through our response
to City of South Bend, Utility Billing System Request for Proposals (RFP). We understand the
importance of this initiative, and the impact it will have on your operations and your 43,000 water
and wastewater customers,
For us, asuccessful project and implementation extends beyond just delivering meaningful
software experiences for your users. It also includes helping you achieve your goal of deploying a
COTS Utility Billing System and enhancing customer service, increasing revenue, and ultimately
leading to improved ne|adomm with your citizens and staff alike. With |nfnr, South Bend gains the
ability iotruly integrate its back -office operations, |nfor offers afuU suite of governmental
solutions like Finance, Operational Assets, Permitting and more, And, core tothese, the |nfor
solution isempowered byamEnterprise Bus called ION that will enable South Bend to integrate
not just Infor solutions, but other enterprise solutions currently deployed at the City oreven the
County.
We recognize that the City of South Bend and your operations are like no other — in size, scope,
and challenges. Infor is committed to a long-term partnership with City that extends beyond the
back office, Together, with the City.vxevxNUbeonehmamwithonegoa|—totmsnsforrnyoor
operations through the successful rollout, adoption and ongoing support of your Infor solution,
We are proposing our Infor Public Sector (IPS) Utility Billing suite, version 11. VVeonly have one
subcontractor included in our bid, GP Strategies Corporation, that will be handling the end user
training for this project, They are an official Infor service partner that we partner with on several of
our projacdn. Their contact information in on the Subcontractor form in Section 2. We
acknowledge receiving all addenda. Your main contact is:
Barry Fisk, Senior Account Executive
13SG0Morris Road, Suite 41DO
Alpharetta, GA3DOU4-8$A5
phone:847.224.5204
email: barry.fisk@infor.com
Sincerely,
2 F li Ir ri�, Quahlk':,atioris,
This section of the proposal should establish the ability of vendor(s) to satisfactorily perform the required work by
reasons of: experience in performing work of a similar nature for similar clients (size and account base) within the past
five years; demonstrated competence in, the services to, be provided; educational qualifications; strength and stability
of the firm; staffing capability; work load; record of meeting schedules on similar projects; and supportive client
references. Vendor shall complete Proposal Form A as part of this section. If the proposed solution is a packaged
partnership, then the significant sub contractors shall also provide information for this section. Vendor must provide
additional iinformation in this section that will:
(1) provide a brief profile of the firm(s), including the types of services offered; the year founded; form of the
organization (corporation, partnership, sole proprietorship); number, size, and location of offices; inumber, of
employees;
(2) provide a general description of the firm s,financial condition; identify any conditions (e.g., bankruptcy, pending
litigation, planned office closures, impending merger) that may impede vendoes ability to complete the project of
meet the vendors obligation during the first five years of maintenance and support;
(4) describe the firm's experience in performing work of a, similar nature to that solicited in this RFP within the past 5
years for clients of similar size and accounts, and highlight the, participation in such work by the key personnel i
proposed for assignment to this project; and
(6) identify sub -consultants by company name, address, contact person, telephone number, and project function;
describe vendors experience working with each sub -consultant.
Infor Response: Infor has responded to each of the required items below,
(1) provide a brief profile of the firm(s), includingi the types of services offered; the year founded; form of the organization
(corporation, partnership, sole proprietorship); number, size, and location of offices; number of employees;
Infer is the world)'s third largest provider of enterprise software, with approximately $2,9 billion in revenue
and is one of the fastest growing business software providers, with more customers than our two largest
competitors combined. Infor has experienced phenomenal growth during our history. We provide a full
complement of software and services including integration, technology, project management, and
business best practices consulting. We develop and support our own applications with an annual
development expenditure of approximately 16%.
Government agencies,, public authorities,, and educators face challenges that loom larger by the day. Your
constituents want expanded services, greater accountability, and more
I I
transparency,. Yet these demands come at a time when you are seeing a
consistent decrease in budgets and funding, stringent limits on federal and
state aid, and a physically and technologically aging infrastructure.
Built to specification, Infer Public Sector is designed to meet the needs of
Public Sector organizations like the City. We know that the responsibilities
of Public Sector organizations are unlike those of any private business. For
that reason, business -centric, generic software solutions, do not precisely
adapt to help you meet your unique operational needs. The need, is too
specific, too unique to pursue any other strategy.
Infer Public Sector, Inc. was founded in 1983. Through 30+ years of
experience in the Public Sector, Infer has developed the expertise to
engineer solutions that will produce fast, far-reaching results and! provide
system -wide transparency. Plus, Infor is committed to preserving the value
of your technology investment over the long haul, which will allow the City
to benefit from our aggressive investment strategy and continuous
innovation.
Global Headquarters - New York City
,90,000 Infor Customers
15,000+ Employees
5,430 Services and Support Professionals
1,15,9 Now Developers
168 Direct Offices in 41 Countries
Customers in 170 Countries
$2.913 Total Revenue (FY2017)
$800M+ in R&D Investment
193 New Products
9,179 New Features
1,147 New integrations
Infer is at work today providing fast, far-reaching results and system -wide transparency for over 4,100
government agencies. Many types of organizations, benefit from our Public Sector solutions, including
Ada iid; d''j" 2-1
Firal Qualifications
State, Provincial, Local, Federal, and Municipal governments. Our experience includes work with 3 of the
top 5transit authorities, 18ufthe 3O largest states, and 18ofthe 28largest US cities.
(2) provide ageneral description mKthe firm's financial condition; identify any conditions (m.g.,bankruptcy, pending
litigation, planned office closures, impending merger) that may impede vendor's ability to complete the project or meet
thmmemdm/s obligation during the first five years of mairinemance and support;
Infor is a leading provider of beautiful business applications specialized by industry and built for the cloud
with 15,000+ employees and customers in more than 170 countries and territories. Our FY17 revenues
were approximately $2.8 billion and our adjusted EB|TOA was over $765 nni||iom. or 26.8% of revenues.
These metrics demonstrate our customers' and prospects' continuing endorsement of our product
strategy and custom ar'cemthoapproach tosupport and services. Infer iaapublicly-traded debt fi'Uec
While wedonot trade stock, wedofile financials which can beaccessed at wwwsec.lovvwebade.
(4) describe the firm"s experience haperforming work wfmsimilar nature wnthat solicited in, this RFPuAkhimthe past 5
years for clients mfsimilar size and accounts, and highlight the participation imsuch work by the key pmmxmmneX
proposed for assignment wothis project; and
Infer Services along with the ouooem,fuU implementation of the projects referenced in this response (see
references), has also created long-term partnerships with our clients. The proof of a Successful
Implementation and Partnership comes from creating value and meeting the goals of our clients. The
following statements from the San Antonio Water System (SAWS) for our CIS deployment and the City of
Las Vegas for the CDR deployment in the following two Press Releases give an example of success not
from Infer perspective but from elong-time partner:
Please note that Jimi StricNin (Program Director) participated in all listed projects, as well as Gordon
BaQnoUd(Project Oirao\nr)endShaUnAganma|/DatoComvorniomLead\a|soprnpnondinthisnanponaewene
directly involved with the Gan Antonio Water System (SAWS) project.
San Antonio Water System
Modernizes Mission Critical Operations with Infor
Integrated Public Sector Suite Facilitates
Streamlined Billing, More Effective Asset Management and Automated Workflow
|nfor, a leading provider of business application software serving more than 73,000 customers, today
announced that San Antonio Water System (S/YWS).which services more than 1.@million consumers |n
the greater San Antonio metropolitan area, has upgraded their existing Infer applications and successfully
implemented |mfor's Public Sector Customer Billing Information System. SAWS originally selected Infer,
thnoughaoompctitivaoaa|edpnopoeaUpmooeae.duetoihaoffehngofanin1ogntadauiteofapp|icaiioma
and inherent public sector -specific functionality built for growth. Infor's system is designed to allow SAWS
to better manage essential assets, help fulfill regulatory permitting processes and provide a streamlined
billing experience for its citizens.
Infor's full suite of applications for the public sector, including specific modules for financials, budgets,
purchasing, human resources, payroll, procurement, utility billing, permitting and asset management,
have enabled SAWS toretire its previously existing legacy mainframe system and gives the organization
a single view of customers. This has helped to reduce processing time, provide employees with improved
usability and better address the growing needs of greater San Antonio metropolitan area residents.
News Points
|nfor'm Public Sector Customer Billing
Information System is intended to help SAWS increase billing speed by managing the complete payment
process and providing access to consolidated account information within personalized screens. Each
month, the application generates more than 500,000 utility bills and creates over 24,000 service requests.
Firm Oualifications
The IInfor applications integrate with existing third -party systems such as workload automation, print/ECG
software and the US, Postal Certification system, which allows the organization to receive discounts for all
mailed bills and content.
Additionally, SAWS has deployed'! the Infor Spatial Geographic Information System (GlIS) to employees lin
the field, including engineering and emergency operations staff. Together with lnfor's native ESRI
interface, this technology helps to reduce the number of duplicate work orders and facilitates faster
response time, providing SAWS with, the ability to fulfill work orders and service requests based on, easy
access to (location -based information.
Infor Public Sector delivers a comprehensive suite of solutions specifically designed for all levels of
government and public organizations. Currently used by more than 3,600 public organizations globally,
including 16 of the 20 largest US, cities and 19 of the 20 largest states, Infor Public Sector helps optimize
capital investments, maximize revenue, improve cross -agency collaboration, and help public sector
organizations to better serve the growing expectations of citizens. Learn more at
www.infor.com/publicsector.
San Antonio Water System, Quote
"This project completes the integration across the portfolio needed to derive the value from our Infor
investment, " said Joe Samples, chief of information systems, San Antonio Water System, "We now have
that single view of information to facilitate our daily tasks and customer interactions as well as unite the
organization with the same advanced user interface. "
Infor Quote
"Infor's Public Sector Customer Billing Information System is comprehensive application that provides
the necessary functionality to generate bills, receive and track payments, and maintain historical
information on accounts, " said Kevin Curry, senior vice president, Public Sector, Infor. "By integrating this
application with other systems, customers like San Antonio Water System can create a holistic view of
services and interactions, helping to speed the billing process from start to finish and enable better
service to citizens."
About San Antonio Water System
San Antonio Water System (SAWS) serves the City of San Antonio, which is the 7th largest city in, the US,
covering 460 square miles with more than 10,000 miles of water and sewer mains. SAWS is recognized
nationally as a leader in water resource management and sustainability. In addition to its highly
successful conservation programs, SAWS is home to the nation's largest direct recycled water system
and boasts one of the largest underground storage reservoirs in the US. For more information, please
visit www.saws.org/.
1: 1�A 2-3
Firin Qualifications
City of Las Vegas Transforms Community Development and Regulatory
Succeos/u//n/o/Public Sector Go -Live Increases Transparencyand Communication with the
Las Vegas Development Community
NEW YORh—July, 11'2O17—Infer, uleading provider ofbeautiful business applications specialized by
industry and built for the cloud, today announced that the City of Las Vegas, anInfer customer for 16
years, has successfully migrated their Permitting and Inspection functions to the latest version of Infer
Public Sector Community Development and Regulatory (CDR). |nfnrCDF< helps local governments
transform complex CDR processes tomeet financial and customer -service targets, andpnrYidesmodenn
tools toimprove permitting, code enforcement, business licensing, and related activities. Users are able
tomanage CDR requirements more intelligently with a solution that improves communication and
collaboration across departments, with vendors, and with the public.
"|nforhas been a longtime partner to the City ofLas Vegas, and we've been using an older version of
Infer Public Sector Suite for P|omning, Pennitting, Uoenoing, Code Enforcement and other ancillary
community development and regulatory functions. After over 1Oyears wahave now successfully
reengineered our business processes while taking advantage of the latest features in the Infer Public
Sector Suite to enable better online, mobile, |VR, and even Artificial Intelligence baae� engagement with
our citizens" said Rick Virmani, Systems Manager, City of Las Vegas. "We trust Infor's systems to help us
further streamline processes and improve overall collaboration and communications internally and with
the citizens, and ultimately increase customer satisfaction with more effective delivery of CDR services."
The City ofLas Vegas expects that expanding online permitting will result in higher satisfaction levels due
to fewer trips togovernment offices to apply and pay for permits. The organization is further extending
online permits tofully integrate with its existing document management system, resulting in efficiencies in
back office workflow processes by having all document reviews routed and approved electronically. The
City of Las Vegas also expects to streamline the collection of revenue by allowing citizens to add services
and fees from across multiple City departments into a single "shopping -cart" and check-ou:t with a single
pmymemt, rather than each department invoicing separately.
"It isparamount that local governments have modern technology processes |nplace to effectively
manage community development and regulatory processes as the economy fluctuates and teams
prepare for activity dips or increases in permit applications and license requests throughout any given
year," said Bill St. John, vice president, Infer. 'Y\ppUoe*iomo specifically designed by Infer for the Public
Sector, such as Infer CDR, help organizations meet compliance and enforcement nyqu|rennentm, and
ntnnam|inepnooesaemtobotbarmanogetheoompiexCDRneadmoftndoyondhmthefutune.^
kB identify sub -consultants bycompany name, address, contact person, telephone number, and
project function; describe vendor's experience working with each sub -consultant.
GP Strategies Corporation
7OCorporate Center
11OQQBroken Land Parkway, Suite 20O
Cm|unnbim, K4[}21044
Contact: Richard Yeomans
Email: Ryeomona@gpstmab*gies.com
Phone: 610-509-8205
GPStrategies [s anofficial service partner uf|mforthatperforms end user training services,
2-4
rinn 0112fifications
VENDOR INFORMATION:
Please complete all information as specified below.
Company Name
Chief Executive
Infor Public Sector, Inc.
Charles Phillips
Primary Street Address
City
State
Zip Code
13560 Morris Road, Suite 4100
Alpharetta
GA
30004-8995
Primary Contact Person for This
Solicitation.
Contact Email
Telephone Number
Barry Fisk, Senior Account
Executive
_ba_rry.fiskglnfor.com
847.224.5204
Years in Business
Number of Employees
34
15,.000+ Full -Time
-Part-Time
Website
http://www.infor.com
Please describe your US and Canadian based staff organization and resource levels, within the following
categories.
Resource Categorization
Total Full -Time Equivalent (FTE) Staff of the
Vendor
Business Analysis
Professional Services 27%
'Technical Support
10%
Training
Included in Professional Services
Custom Development
None
Quality Assurance
Included in R&D
Research and Development
32%
Total, FTE, Vendor Staff in Any/All Areas
G&A 17%
Marketing 1 %
Sales 13%
SUBCONTRACTOR INFORMATION:
Please list subcontractors who are include in the proposal. Complete the following tables for each
subcontractor.
Company Name
Chief Executive
GP Strategies Corporation
Scott Greenberg
Primary Street Address
City
State
Zip Code
7 , 0 Corporate Center
11000 Broken Land Parkway, Suite 200
Columbia
MID
21044
Primary Contact Person for This.
Solicitation
Contact Email
Telephone Number
Richard Yeomans
Ryeomans@gpstrategiies.com
610-509-8205
Years in Business
Number of Employees
:I � �" . 2-5
Firin qualifications
52 3378 Full -Time
Part -Time
Website
https://vvww,gpstrategies.com/
Please describe subcontractor US and Canadian based staff organization and resource levels, within the
following categories.
Resource Categorization
Total Full -Tune Equivalent (FTE) Staff of the
Vendor
Business Analysis
Technical Support
Training
GP Strategies is primarily a training company with
majority of our resources supporting this area
Custom Development
Quality Assurance
Research and Development
Total FTE Vendor Staff in Any/All Areas
1500 consultants
PENDING LITIGATION AND LIQUIDATED DAMAGES
Please complete the following two (2) tables regarding any/all litigations and damages, if applicable,
encountered in the past five (5) years.
on?
if Y,
Client Name/Project Name Date Description/Cause
Infor is a multinational corporation, with thousands (i'f not hundreds of thousands) of agreements in place.
As with any large commercial enterprise, over the course of I nfor's lengthy history there have been
contract disputes. Where such disputes arise, Infor's standard procedure is to achieve an amicable
resolution by directing its efforts to resolving disputes through communication and dialogue.
As of the date of this response, there is no pending litigation to which Infor is a party and for which it has
received service of process that would affect adversely its ability to enter into the engagement proposed
pursuant to this RFP or to perform the services proposed to be provided hereunder.
Has the Vendor Been Subject to Any Liquidated Damages? (Y / N)
If Y,
Client Name/
Project Name
Liquidated
Damages
Description/Cause
Imposed
Amount
Date,
Imposed
Colllecte
d
Amount
Date
Collecte
d
See statement above.
2-6
Proposed Sohition
I P i � �� IIp o �, mm d S of t i i6 it ri
Vendor must provide a narrative which addresses how the proposed software will meet the system requirements and
how the vendor will approach the implementation of the solution. This section shall:
(1) For all proposed software components, Vendor shall clearly indicate the proposed version number and software
name, the current version number and software name, the planned release date for the next version,.
(2) For the proposed software solution indicate the number of current installations and installations performed in the
past 5 years, by type of utility (water, wastewater, electric, gas, etc.);
(3) For proposed software, indicate all supported computing environments,, indicated support for, virtual/physical
servers, operating system, and database management software;
(4) Described on -premise versus cloudfhosted software delivery options.
(5) provide a system overview, including an overview of the technical architecture and the proposed, hardware
environment;
(6) describe each software module that is being proposed;
(7) describe the software licensing, model;
(8) describe the schedule of software upgrades and provide a current roadmap for the proposed solution;
(6) describe the proposed, integration approach;
(10) describe the proposed implementation approach;
(1) For all proposed software components, Vendor shall clearly indicate the proposed version number and software
name, the current version number and software name, the planned release date for the next version;
Infor Public Sector (IPS) Suite, Version 11 is being proposed. The next release date is scheduled for
Spring/Summer 2018.
"IrAMIM I•
(2) For the proposed software solution indicate the number' of current installations and installations performed in the
past 5 years, by type of utility (water, wastewater, electric, gas, etc.);
San Antonio Water System, City of Houston and City of Corpus Christi all meet the criteria for all the utility
types listed above.
(3) For proposed software, indicate all supported computing environments, lindicated support for virtuallphysical
servers, operating system, and database management software;
Infor has partnered with Amazon Web Services, AWS, as our infrastructure partner. The AWS
infrastructure team willl manage physical servers. The Infor Cloud applications run on Microsoft SQL. and
the Infor Cloud Operations team is responsible for managing all upgrades, patches and bug fixes in the
Cloud.
(4) Described on -premise versus cloud/hosted software delivery options.
When our applications are deployed OnlPrem our customers are responsible for managing how the
applications are deployed. In the Cloud, our team manages the deployment to our customers from a
Cloud deployment. All parts of the software support are handled by Infor including the computing,
environment, patches, fixes, and software upgrades. The application software is operated within Amazon.
Web Service. The client is responsible for their access points and the connection to the web/AWS.
Proposed Solution
5. System Overview
(5) provide msystem overview, including mmoverview of the technical architecture and the proposed hardware environment;
There are nohardware requirements for our Cloud applications. All application functionality isthrough a
modern web browser. Architecturally, |nfnr Public Sector (IPS) ooOwena solution is made up of three
layers: the data layer, the business layer, and the presentation layer. The purpose of the three -layer
architecture |stomake |PS aoopen mmpossible for configuration and extension. All data iastored inthe
data layer and kept separate from the system's business logic, which makes up the business layer, The
user interface is kept separate from both data and business logic in the presentation layer,
Data Layer: The main component of the data layer ieanOracle mSQL Server database that stores the
agency's data (which aaoSaaSoffering, the City does not have toworry about).What isimportant to
understand isthe data structure, which exists independently nfthe specific database application. Each
distribution of |PS |nn|udao afu|| description of the data structure, which the |PS Installer uses as a
blueprint tpbuild the actual database during the installation process.
Business Layer: The purpose nfthe |PSbusiness layer iobzmake the system's full range nfbusiness
logic accessible byisolating it from both the database and the user interface, The business layer begins
with an abstraction of the data structure, with a business object corresponding to each table and a
business object property for each column. Any additional logic that is needed can then be added directly
tothe business objects.
Presentation Layer: The presentation layer isthe simplest ofthe three layers —it iathe user interface.
Infor Public Sector is a browser -based application, so there is no separate client application toinstall on
the users' machines. Instead, users access the system by opening a web browser and logging into the
|nforPub||o Sector site over the network. On the oem/e[ the interface consists of standard Web files such
as .html, empx. .rss' and image files, as well a set ofopp|etm that contain code that the interface uses to
communicate with the business ob|ectn. During system setup the Installer also creates o site for |m[mr
Public Sector in Internet Information Services (IIS).
IoNed
oJect
Table
6.Software Description
(6) describe each software module that is being proposed;
Infor Public Secto�r Suite: Aaonapdication s-focmsedcompany, |nforainterest |naligned wi(h
customers; our goal is to mad|md|y simplify integration, minimize infrastructure ioveshnerKe, and think
:I ' i ,/v. xxx �m, o.00/ 3-2
Noposed Solution
beyond integration to a scalable, yet simple information architecture that enables collaboration and
normalllzes big data.
Infor Public Sector is a suite of related applications for local governments and municipal agencies. Infor
Public Sector's billing engiine can be used for utility billing, fees associated with CDR applications, and
miscellaneous billing.
Billing
Infor Public Sector CIS Billing provides a complete set of tools for managing accounts, generating bills,
receiving payments, and handling late payments and delinquency. The system has the power and
flexibility to meet the needs of any billing agency.
A billing account (as shown below) is the central record that stores and processes billingi information for
an individual customer. The account identifies the customer who is financially responsible for paying bills,
and stores the customer's complete billing, payment andl delinquency history.
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Cashiering
Infor Public Sector Cashiering provides the tools that your agency needs to accept and track customer
payments, manage the drawers and registers used by your cashiers, and monitor drawer balances.
.. .... ....
Meter Management
Proposed Solution
IF
is
Infor Public Sector gives you the tools you need to manage the infrastructure assets you are responsible
for. IPS includes modules for your various types of assets and allows you to build a complete inventory of
those assets in your network. An asset network consists of your agency's assets and the associations
among those assets. When creating or updating asset records, you establish these associations by
indicating how assets are related to each other. Each module provides a list of standard asset types with
the ability to create your own asset types if necessary,
Infor Public Sector Meter Management is used to record and analyze usage readings for water meters in
your agency's inventory. Meter readings are used to calculate customers' water bills in Infor Public Sector
Billing, so it is important to have complete and correct reading data.
Meter readings can be entered manually, but more often they are recorded by an external system and
then imported in a batch process. In most cases, you will first export one or more routes, providing the
external reading system with a list of meters to be read.
Work Management
Infor Public Sector provides the tools that you need to generate and track work orders for the assets in
your inventory, from the time the work order is created to the time it is completed. When an asset requires
routine maintenance or stops functioning properly, you can create a work order that records the type of
maintenance or repair work that is necessary, as well as schedule the work order and assign it to an
employee. I PS provides several tools that you can use to track work orders and enter information about
the failures experienced, work performed, and resources used for the repair.
MEE=
Dynamic Portal Responsive is a public -facing responsive design web portal for Infor Public Sector's suite
of solutions. It exposes a limited set of functionality through your website, allowing members of the public
to complete tasks such as paying bills and submitting service requests. The portal is connected to the
Infor Public Sector database, so agency employees can use I PS to look up the same records in the back
office,
3-4
Proposed Solution
TTBOTJI���
The Infor IFidd Inspector mobile app is designed for field inspectors who work with the IPS system. Using
an Android, Windows, or OS device, field workers can connect to the ZIPS database from their mobile
devices. Mobile users can then complete their assignments in the field, such as inspections, service
requests, and work orders. The mobile application can be used live in the field with direct connection to
the IPS database or it can used in store and forward mode to allow users to work offline in a case with no
or unreliable connectivity.
200 WINKLE ST L-Wq.. NV 89107
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Proposed Soffitiow
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At the core of the architecture, I nfor wants to run business processes in a distributed and loosely coupled
way. VVecall it the "Architecture ofthe |ntannat."
Infer ION is a standards -based middleware that unifies business processes by routing XMIL documents
between applications using a publish and subscribe model. It also retains copies of those doounnerdu in a
big data central repository,
mm����
Asing|e platform for more efficient business throughout your organization. Infer Ming]eiea
comprehensive platform for social collaboration,, business process improvement, and contextual analytics.
Giving you the most innovative social media concepts translated into a business environment, the
solution marries communications with business
processes to help you work smarter and faster.
Unlike information sharing technologies that are
disconnected from your core applications, Infer PN|nQ.Ue
iafully embedded with organizational systems. All
employees, regardless nftheir roles, can communicate,
collaborate, and share information, such as documents,
plans, photos, and videos, from ocentralized location,
with all activity captured and easily searchable.
You can put information atemployees' fingertips with
contextual intelligence, increase response times and
prevent problems with tasks and e|erte, get the full
picture ufany issue orquestion with driUbonk
capabilities, and change the way work isdone with the
use of social ob]ecta. Once you have Infer Ming]e' you
won't be able to imagine living without it.
7. Licensing Model
(7) describe the software licensing model;
|nforisproposing eSoftware moeService solution. Software |olicensed ooaper user solution. The
County licenses the number of named City users (employees and contractors) that will access the
system. Asa SaaS solution, the software |aleased and not owned. Yearly lease fees apply.
8. Upgrades and Roadmap
(8) describe the schedule ofsoftware upgrades and provide aourrent roadmapfor the proposed solution;
Product improvements (e.g. custom widgets, extension of services, etc.)are performed byInfer Product
Development and released as core functionality to the solution and made available tocustomers gepart
cfversion upgrades, Customers can influence the product development roadmap by submitting and
voting unenhancement requests using |nfor's Enhancement Request System. New product releases
contain functionality comprising mmix nfaccepted customer requested enhancements, new industry
related content and core functionality leveraging |nfor'stechnn|mgy and eireteglic corporate initiatives.
Historically major hsature/function releases are made ona 12-month release frequency with patches
released bi-monthly. The complete roadmap of future functionality cannot be provided in RFPs subject to
freedom of information act requests. Upon signature of a Non -Disclosure Agreement, Unforvvi|K work with
the City to deliver additional detail around Infor's specific product direction,
3-6
Proposed Solution
(ill) describe the proposed integration approach;
Infor uses industry leading architecture and development standards in the development of integrations
while leveraging past experience and catalog of integrations to reduce time and risk.
Process: Infor"s approach to integrations begins in the first project phase, Inception. Here we set the
foundation, organizing the strategy and governance rules for each integration. By the end of this exercise,
the project understands what and how systems will be integrated. We then elaborate on this through to
integration testing and final acceptance. The process its shown in more detail below.
Pules
tlrAuulloi,
• Syslem level
"AMMO . A'ttributes
Basic integration
InCegralion
between SOUrce
types, methods
requirements
and destination
and approach
• Technical
• Detailed
Complexity,
requirements
transformAons
transformation,
and implications
" Interaction
distribution and
Dependencies
diagram
OA for each
. I=aiilure modes
How integration
integration
and implications
will work
^ Inter-system
Valldall slobe
business rules
performed
Actions taken on
failed validation
data
Perform initial
integration unit
test
• Simulate tail
condWons
Assimitatomto
completed
System
Perform
integration tests
Perfamanre
benchmarking
Integration Options
The Infor solution is based on an object based, API driven architecture with multiple integration methods to
suit the application need.
• Infor Intelligent Open Network (ION) is an enterprise messaging system that integrates Infor
applications with each other and with non-Infor applications. Transactional and master data is
passed between applications as business object documents (BODs) that are routed through ION.
ION also enables customers to set up workflows, design and activate business event monitors, and
manage tasks and alerts across applications. Infor ION integrations are built using open, non-
proprietary standards like OAGIS (industry -standard XML format) to ensure that Infor applications
can talk to each other in the same common standards. Non-Infor applications are easily connected
and can also be configured to talk the same standards, even if they do not natively do so. Oracle
and Microsoft, along with Infor, are members of the Open Applications Group,
• The Infor solution also supports Web Services, flexible and widely used integration, including ERP
systems through common standards such as HTTP, XML, JavaScript, Java & .NET. The native
API layer is capable of generating a standard XML and can be utilized in conjunction with Simple
Object Access Protocol (SOAP) and Web ,Service Description Language (WWSDL) to define Web
Services that are capable of delivering integration over disparate systems
• REST Services are provided as an improved messaging based web service framework. The REST
Services framework implements and utilizes an Open Source framework as its REST architecture
and' framework. REST services are simpler, faster and more easily tested than traditional web
services and are completely decoupled from HTTP
• Other integration methods are provided,
a Messenger service, table based transfer of data in XML and mapped with XLST
a Excel integration for manual loading of flat data
,rat I JI I 3-7
Proposed$olulion
10.Implementatlon Approach
K10Ndescribe the proposed implementation approach;
Throughout all service lines, weensure quality through structured service approaches mnd active project
management. |nfo/o proprietary Implementation Methodology forms the framework for ennonth. fast, and
accurate implementations —a proven, disciplined approach backed by knowledgeable, experienced people,
and practical tools and processes.
km@mr Deployment Method Overview
At Infer, we recognize that m business applications software solution is a significant investment. It is one
that can raise perplexing questions during the implementation,
How will this solution impact productivity? What is the most efficient vvmy to implement the solution? Who
will train the core project team members? These challenging questions among others are why Infer created
the Infer Deployment Method, which has an exceptionally robust and progressive project management layer
embedded.
The key benefits nfInfer Deployment Method include:
* Business Process thinhhng—focumondhebusineeabenefha.not'uo the software
w Enterprise Architecture — designing osustainable [Tfoundation
* Global Rollouts — model company definition followed by repeatable global deployments
� Project and Program Management — provides structure and governance
� Flexibility — methodology tasks can be combined in different way to suite to the specific needs of
the organization
� Knowledge Transfer — built in training and organization change management disciplines
� Reduced Project Risk—eddreaa high risk items during early iterations, coupling with efocus on
risk mitigation and contingency strategies
The Infer Deployment Method will serve as the governing methodology for all project related work for the
Utility Billing Project. Infer Deployment Method: defines what is to bedelivered from the project, who ia
responsible for that work; and how the work is performed. Throughout the implementation there will be a
gradual transfer ofknowledge and ownership from Infer consultants to the City project team until the
members of the project team become the drivers and champions of the new system and business
processes.
|nforDeployment Method enables uato implement our solutions using aframework that delivers a smnn\h,
fast, and accurate project execution, Our implementation approach is a proven, disciplined, organized
methodology that iarepeatable from customer tocustomer. Our methodology isbased onyears nfrefining
and improving the steps and procedures that constitute implementation best practices.
Infer solutions are already hmi|(with functionality specific to your industry —helping reduce the complexity,
risk and coot of implementation, Our Infer Services team thrives on leveraging this functionality to solve
your toughest business issues, And we are constantly working to expandour ability to benefit your business
in ways that other software providers cannot.
Successfu|Executimm—ByDesigm
Even with the functionality that organizations want and the technical base that organizations need, systems
are still failing short nftheir potential. Research shows that most organizations recognize howimportant
execution methodology iowhen it's already too late,
Infer believes that u reliable and realistic implementation pUem may be one of the biggest factors toward
project success, With Infer Deployment Method, Infer takes the steps needed to avoid scope creep, and
2 r�n,m.,,'o."w.^3-8
Proposed Solution
schedule and budget overruns. Infer Deployment Method represents a significant step toward simplifying
and securing successful execution of your Infer solution.
Infor Deployment Method is designed to facilitate successful execution, every time. Developed and fine-
tuned over the course of 10 years of limplementations and based on best practices, Infer Deployment
Method is an approach that delivers lower -risk, rapid, repeatable implementations of Infor solutions, Plus,
it's scalable and flexible to accommodate a wide variety of project scenarios. It is an approach that ensures
that you get only the deliverables you need for the completion of your project. No more. No less.
Methodology Snapshot
Infor Deployment Method is comprised of five phases including: Inception, Elaboration, Construction,
Transition and Optimize. A key concept of the Infer Deployment Method is the separation of reusable core
method content from: its application in processes.
Infer Deployment Method can also be viewed from a Phase and Activity perspective with a critically
integrated Project Management layer, The following diagram shows the Implementation Deployment
Method with the Project Management layer acting as an overarching governance framework around the
Implementation components:
i1i iiil 11111liq 1111111 111111111111111111 1
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E
Phase Summary
Infor Deployment Method Wil be used as the overall governing methodology for all project related work for
the City project activities associated with implementing the scope. It defines what is to be delivered during
the project, who is primarily responsible for that work, and how the work is to be performed.
linfor Deployment Method is comprised of five phases: Inception, Elaboration, Construction,, Transition and
Optimize. These Phases are defined at a high level as follows: and represented bellow.
Inception is where the project team gathers or confirms the program requirements. Specific
activities that are part of the Inception phase include:
• Confirm Objectives and Scope
• Define Global Deployment Strategy
• Define Business Requirements
1 [,J 1, � � � fJ 3-9
o Define Supporting Requirements
m Project Team training
w Elaboration is where the project team completes the Business Process f|ows, builds the
prototypes, and validates the prototype through one or more iterations. The team also uses the
Elaboration Phase to define values for various master tables within the system.
Specific activities that are part ofthe Elaboration phase include:
o Define Project Strategy
o Build Prototype
o |niUe| and Final Prototype
o Gap Analysis
o Analysis and Design of Custom Extensions
w Construction is where the project team takes the confirmed business process flows, the results of
the Prototypw, to configure and build the final system prior ioTesting.
Specific activities that are part ofthe Construction phase include:
o Application Configuration
u Design and Implementation ofCustom Extensions
u Unit Testing for custom extensions
o System Testing for |nforapplications and custom extensions
n System Integration Testing for integration to external systems
o Data Conversion Rehearsals
o Use Acceptance Testing
o End User Training
� Transition involves data conversions and user acceptance testing and concludes with a Go -Live
event.
Specific activities that are part ofthe Transition phase include:
o User Acceptance Testing
o Final Data Conversion
o Go -Live support
m Optimize involves the period immediately after go -live where the project team supports the end -
user and IT organization as they take complete ownership of the system, planning for the future,
and winding down the project teom.
Specific activities that are port of the Optimize phase include:
o Monitor and Evaluate System Performance
m Plan for Future
o Transition toSupport
3-10
Proposelulion
Project Management and Team Approach
The Project Management process within Infor Deployment Method consists of the phases, activities, tasks,
work products, templates, and examples that are used to initiate, plan, manage, monitor and control, and
close all Infor projects.
The Project Management process is influenced by and rooted in the processes and best practices
presented in the Project Management Institute's A Guide to the Project Management Bodly of Knowledge
(PMBOK), Fifth Edition. Using PMBOK,as a base, the Project Management process of Infor Deployment
Method has transformed PMBOK's process areas into an actionable Project Management method that
should be followed for all Infor projects,
Infor's Project Management approach provides a robust capability to help facilitate the overall success of
large implementations such as the City's. Based on our extensive experience with large implementations,
we believe there are several common project challenges that our Project Management Approach is
designed to specifically address.
These challenges are highlighted below:
1 Controlling Scope Creep: Small adjustments to scope occur on every project. They come from
management, the customer, the Project Team, suppliers, or other stakeholders. Individually, they may
appear minor, but collectively these project demands can add up to a significant project expansion
(referred to as "scope creep") that can overrun the allotted budget.
Infor Project Managers understand that small scope issues add up to project delays and budget
overruns. That is why the Infor Project Manager will work closely with the City's Project Management
Team to establish a disciplined project change management process, and collaborate with, the City's
Team to execute that process. We know the warning signs to look for, and will consistently monitor
and communicate these for management decision (new reports, additional interfaces, "minor"
customizations).
2. Focus on the Solution: A Project Team can easily drift off schedule and spend too much, time on the
wrong tasks. This can result in a slip in project schedule and impact to overall project costs. Infor's
Project Managers strive to keep the Project Team focused by using a clear and concise project charter,
resolving barriers, and shieldingi the Team from unnecessary interference. The Infor Project Manager
will keep clear view to charter, scope, work plan and redirects when the Team is getting off target or
diving too deep in a given area.
The Infor Project Manager will have a close association with Infor development, product management
and support, and work to build effective team dynamics between the Infor and client resources. Team
chemistry between the City Project Team and Infor is an important focus for the Infor Project Manager
— therefore, the Infor Project Manager will ensure that the right team is in place to position, the project
for success, and that the right players are in place at the right time.
1 Define the Critical Path to Optimally Complete the Project. Every project is made up of a series of
connected activities, each of which has its own constraints,. The Infor Project Manager identifies the
critical path of activities — that is, the optimal sequence of actions that best facilitates the project's
successful completion. Infor Project Managers experience, and track record of success allows for
anticipation, of risks and their mitigation before they turn into issues. Learning from past challenges
allows for optimal use, of critical knowledgeable resources and minimizes the non-vallue add time spent
for critical client resources.
Using Infor's proven Project Management Methodology and years of similar project experience, the
Infor Project Manager will provide a clear path to the system Go -Live.
4. Obtain Project Buy -in from Disparate Groups: As President Lincoln once said, "Public sentiment is
everything. With it, nothing can fail; without it, nothing can succeed." The Infor Project Manager uses
the tools in the Initiating and Planning Phase of Project Management to collect user requirements and
C1,��!:„d ,f 1 )1; 3-11
Proposed Solution
project constraints to build astrong business case justification, Using input from various sources of the
project participants, the Uofor Project Manager strives to overcome dissent and obtains buy -in by
communicating the project bemefitaaathedifferenie&ekmho|dergnoupaseethmm.
|nfohaProeot Managers' access tomultiple levels ofmanagement enables effective escalation when
necessary. Alignment with the City Project and |nforeExecutive Management allows for identification
ofissues and solutions from all levels cfboth organizations.
5. Communicate Project Prmgreaa,Riake,andChangom: Aaaproject progrnssee,stakeho|dnrennust
be kept informed of the outcomes, changeo, stumbling bKonko, or euooeeeeo that the project
experiences, The Info, Project Team, with the guidance of the |nfor Project Manager, will create a
project Communication Plan to address these common communication oha||emgem, provide mfonmot
for discussion, and lay out aprocess for resolution.
The |nfor Project Manager should be the primary source of all project communications from the |nfnr
Project Team. The |nforcommunications plan iomproven medium for keeping all parties onthe "same
page~. |ncases where the |nfnrProject Manager works with epeer nnthe client side, the |nforProject
Manager is the one -stop shop for all |nfnrcomnnunimaUoon (from the Business Consultants to |ofor
Senior management, support and development teams aaneeded.
8. Prepare for Unexpected Project Issues: Every project runs into unforeseen issues. |nfor's
experienced Project Managers plan for the unexpected by lining up alternative ouuraoe of action gedy
— during the Initiating and Planning Phase! Based on our experience of implementing |nforeo|udono,
the VnforPnoject Manager has a Plan A' Band Cfor achieving project milestones.
|nfor'sva|un-add is being prepared to adjust based on the personal experiences ofthe |nfor Project
Manager and the community offellow |nforProject Msnagenm.
7. Deliver Project Results wnTime and on Budget: Project Planning starts with av*e|K thought out
business case justification that includes cost calculations associated with the potential return. Once
these measures are eatabUiohed, it is up to the Project Manager to mnauna that on -time, on -budget
performance is maintained; otherwise, the project will never produce the expected results. That's what
good Project Management imall about!
UnforProject Managers know the consultants and products and have experience implementing [nfnr'u
software successfully. Learning's from a|nnUar projects and challenges enable on time and on budget
results based on track records ofprevious success. Un addition tothe success ofthe project, |nfmr
Project Managers are also responsible for the success ofthe practice; thus, inaddition tomeeting client
expectations, the |nfor Project Manager w|UU need to meet |nfor KP|s. Schedule and Budget
performance and customer satisfaction are critical KPIs. Our future success in the market depends on
each client's success.
Project Management Phases
The Project Management process of|nfnrDeployment Method is organized into o hierarchy ofphases,
activities, and tasks. The phases for Project Management overlap and span the ohooeo used within the
Implementation process. The activities are logical, sequential groupings of tasks that are generally executed
in order. The tasks are where the bulk of the Project [Nmnagennemd work is performed. Within |nfor
Deployment Method. detailed guidance is provided for each of the Project Management tasks. Each task
creates anoutput, known asework product. Work products fall into three categories: deliverables, artifacts,
and outcomes.
m Project Initiating and Pbanning. The purpose of this phase is to formally start orinitiate the
project, plan the project, and establish the foundation hodeliver the projectobjectives. The project
iotnynsiUomed from the sales process, and the Project Manager establishes the project processes
and tools, confirms a collective understanding of expectations with the client, and corn prehensively
plans the p'ect^mexeouUomandmonagamonL
* Project Execution, Monitoring, and Control. |nthis phase, the project work ismanaged and
delivered. The Project Manager oversees the entire project and performs Project Management
:1 /` urvo�,���m| 3-12
Prolmsed Solulion
tasks to deliver each component of the project according to the plan, monitors the project for
deviations from the plan, and controls project performance. This includes measuring and reporting
on project performance, and controlling and correcting deviations from the plan.
• Project Closure. The purpose of this phase is to formally close, the project or any delivery phases
of the project. The Project Manager ensures client acceptance, of the project, closes out each
component of the project with the client, and completes, an internal transition to close and archive
the project for Infor.
Project Management Activities
The following diagram shows the three phases of the Project Management process, along with the key
Activities within each phase:
Project Marim eniet-it Discipline
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aia
Infor Adoption Strategy & Services
The Infor Adoption Services team focuses on, the "people" side of your Infor implementation. We have
deep expertise in driving user adoption and managing organizational risk. Integrated with the Infor
implementation team, we are client focused and offer value driven approaches and options that are
focused on business value, ROI and early success.
The core elements of Infor Adoption Services are:
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Proposed Solution
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Infer Education is staffed by professional instructional designers who work with our professional instructors
and Infer product and implementation experts to create our content as well as innovative and flexible
delivery options. Infer offers these convenient and cost-effective learning options to allow you to select the
blend that works best for you and your employees.
2 nlGlrn It I
11
Level I histaflation
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The Infer Education strategy for project team members starts knowledge transfer at the earliest stages of
the project. A well -trained' project team makes better implementation decisions and reduces the numiber
of customizations. We begin with fundamentals before progressing into application and technical training
where training is focused on preparing your functional and technical teams for the decisions they will face
in data mapping workshops and conference room pilots (CRPs). Throughout the implementation there is
a gradual transfer of knowledge from Infer consultants to, your project team until the members of the
project team become the drivers and champions of the new system and business processes.
IM il, 3-14
Proposed Solution
Your Project Team program will consist of a combination of public, private, formal, informal, in -person,
virtual, and online training. Formal training, or Education Events, (available in public and private
engagements) are designed to, provide detailed information on the technology platforms and functional
application features and functions in your Infor Solution. The courses include hands-on labs, in -class
exercises, and real -world examples to increase the effectiveness and relevance of the instruction. Cost
includes instructor fees, training materials, and access to a training environment. When applicable, Infor
defines and schedules Informal training, or Private Training Workshops. These workshops are delivered
by Infor Consultants in a consultative manner and use less formal materials and often use the Licensee's
training environment and data.
Project Team Training Scope
The, following table lists the courses applicable to your Infor Solution and the delivery mode recommended
for your project.
Infor's Approach to Organizational Change Management (OCM)
OCM provides a framework for identifying the business, organizational and end user risks associated with
system implementations and for developing actions to mitigate the risks. Proactively managing the new
business processes, new communications plans, and new organizational structures that impact employees
as a result of a systems implementation will minimize the depth and duration of productivity loss that occurs
after a major change event like impllementingi a new enterprise system.
OCIVI is a systematic approach to accelerate user adoption and acceptance of a new technical business
system. Typically, the focus is, on:
0 Getting the sponsoring leaders, to align on the benefits, goals, metri1cs and accountability
• Getting business process managers to own the success of the implementation and to drive the
realization of benefits
Preparing, training, and supporting the end users who will be using the system regularly to input
data and conduct business transactions
:I � � 11 � I ; fl "'H (, iI ��� , 3-15
Proposed Solution
OCM uses a set of tools and organizational interventions to, link the business with the new system and
increase the likelihood of a successful transition.
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Building the capability to perform within the new processes and technical environment requires active
leadership, engagement of a key group of stakeholders, communication of pertinent information, alignment
of roles and tasks, education and skill development for those who will use the system, and high performing
project teams. Below is an illustration of the Infor Deployment Methodology (IDM). As you can see, there
are change management activities that span the project lifecycle, and getting started as early as possible
ensures alignment with executives, project sponsors and ultimately, your end users.
. ... . ......
• Organizational Risk Assessment Assess and WAigate Change imports
Change Mgt. Strategy' & Roadmajo Manage Program & Revise
• Clarity Busdrrass Case & Vision KNd Perradc Leadership Seselons
• Facilitate Individual & Group Coach Leaders
Le adership Sessions Facilitate Leadershipilitessaging
• As "Ist PIAO in Establishing
Governance & Sponsor Program
-------------------------------------------------------------------
identill/lAnalyze Stakeholders • Executive Stat;eftold&Pfan - Engageilidarage Suder Users
• Nvelop Stakemrder & Execute Carnmunicabon Plan
communication Plans • Ergagelivanage Change
• Brand ProIi Charm Network
-------------------------------------------------------------------------------
identify HR job Data • Eslablpsh Job Design Approach - Outiotil Data to HR, Business
• AnaIy.,e HR Job Data Hold Workshops and Develop controls, Security and Training
• Perform Change Job Role roateei
Go -Live Readiness
Readiness Assessment, Identify Key Readiness Risk's
Assessment
Input Into Change Strategy Develop Risk Mitigation Action
implement Site Readmeas
Plan
Plans
----------------------------------------------------------
End User Training Detailed Course DesJ,gns
---------------------
• Translation Services
Assessment & Strategy • Training Material Development
Training Program Pilots
• Hior Level Cumculum (multiple modaid4s)
• Train -the -Trainer Sessions
Design Training Environment Plan
End User Training Delivery
EPAK Approach & Training Training Data and Classroom
• Training Evaluaticn
• Training Material Standards, Exercises
• Training Program Transition
Prototypes & Templates • Training Deployment Plan
-------------------------------------------------------------------------------
and Knowledge Transfer
Project Team Training Plan Apply Krovfiedge Sharing
Knovitedge Transfer Approach Techniques
& Plan ^ Measure Knovvledi Transfer
• Train Proji Team, e.9 Beet Bc"e Knowledge Transfer
Camp: Ki,V-ofl Events, etc. Pion
• Develop KrovAedge Checklists
3-16
Proposed Soltifion
Infor's, Approach to End -user Training
One of the most critical success factors in realizing the benefits of any new and integrated Enterprise
solution is training. Our mission is to enable our customers to lower their total cost of ownership and
realize the benefits of the Infor solution as soon as possible, and we do this by providing a
comprehensive training and on -going lear6ing and performance support solution for end users. Infer
believes that the following criteria are essential for the success of any end user training solution:
• Performance and outcome -based focus — an end user training solution must focus on the
business tasks the employees perform, not system functionality. The overall goal of the solution
should be to prepare individuals to do their jobs, or run, their organizations, leveraging the new
processes and tools, not focus on how the system works.
• Blended approach — today's learners expect to be able to access their learning when they want
it, how they want it, and when they need it, in easily digestible chunks. Our experience has shown
that there are significant benefits to a learning solution that offers a blend of traditional instructor -
led training augmented by online learning (eLearning) and micro -learning elements. Training can
be deployed in multiple modalities to meet the diverse learning needs of our customers'
employees.
• Instructional effectiveness — focusing on performance goals, the training content and activities
should be tailored to the achievement of those goals, to enhance the instructional effectiveness of
the materials for each user audience.
• Sustainable solution — the needs for end user training won't go away after Go -Live. There will
be an ongoing need to train new employees and to cross -train or re-train individuals as they
change jobs or their organization goals change.
Well trained users will drive higher productivity and reduced support costs. With this focus, we help our
customers increase return on their business and technology investments by reducing employee time -to -
competence and improving overall job performance.
End User Training Design & Development Methodology
In order to ensure a performance and outcome -based focus for an end user solution, Infor follows a
proprietary methodology to objectively assess the learning needs and provide recommended solutions
that are targeted on end user performance. We follow a proprietary methodology for the design and
development of our customers' training solutions making modifications as needed to align with customer's
project requirements and established methodologies.
PerformanceVisionO ensures a performance -based blended learning solution that meets the needs of all
users, from employees to managers to core system users. Continuously improved over more than 20
years, this methodology ensures clairity, consistency, and high quality in all of Infer's training services
through customer alignment, user -focused analysis, deliverable prototyping, stringent version control], and
an active (lessons -learned process. At the onset of an engagement, we partner with our customers to
conduct an analysis which will define the deliverables that make up the final end user training solution.
The figure below illustrates the major elements of PerformanceVision' that we apply to our engagements.
Proposed Solution
"�e.sure
the
Deliver final
effectiveness of
Validate key
learning and
the training
Create drafts of
element
performance
program using
moppi!p
Create a visual,
deliverables;
effectiveness of
support
tests/
e
physical
perform
training
materials to
evaluations,
information
example of the
peer/editor
solution and
customer and
Identify
Align the Infor
into detailed
training!
reviews for
conduct
obtain
continuous
training team
and customer
course designs
materials and
technical
knowledge
approval;
improvements
team, and
approved by
iflustrate the
accuracy and
transfer of
conduct
based on
produce a
the customer;
appropriate
editorial
training
knowledge
evaluation
training
design the
level of detail
standards.
materia I usage
transfer
results.
development
preliminary
that will be
Incorporate
to customer's
activities for
and defivery
document
found in the
revisions from
SMEs/trainers,
maintaining
plan. Determine
standard and
final output.
customer
materials.
user needs,
project
reviewers.
review/analyze
templates.
validate
curriculum, and
create summary
presentation.
Design and Development Methodology
Essential Elements of a Blended End -user Training Solution
This section provides additional detail on the essential elements of an end -user training solution. To assist
with the creation of several of these deliverable types, Infer recommends the use of a training development
tool. Infer will determine which tools are available during the training analysis phase to identify options and
determine the appropriate tool tuuse.
aLeam|nS(Self-Paoed Web -Based Tmdming).Large populations of users can effectively be trained on
business processes and basic system tasks using web -based training (eLearning). This web -based training
will be developed using on agreed upon development tool and present concepts related to the business
process. The eLemrn|mQ will include simulations so that users can practice system tasks and will include
knowledge checks as well an reference to other support documentation, such eawork instructions and
FA[Je.
Instructor -,Led Classroom Training (ILT). For smaller user populations that require in-depth training on
use of the system, such as payroll and time administrators, hands-on instructor -led training is most effective.
In instructor -led classroom training, instructors will present concepts related tothe bumUnaae processes and
system functionality. Referencing step-by-step procedures called work |motruot|ona, instructors will conduct
darnnmntraUmmn of key tasks in a ||vo training database. The database will be representative of the
production system the participants will see back on the job, including realistic data created in consultation
with the customer's project team. Participants them will complete hands-on exercises using the training
database. These exercises will provide basic practice as well as require the participant tmapply what they
have learned to rae| life situations. Participants will also learn how to support themselves back on, the job
using the online help system.
Instructor -Led Virtual Training (V|LT). Where classroom training is not appropriate or economical,
instructor -led classroom materials can be used for virtual training sessions. As in c|osnpoonn |LT. instructors
will introduce the concepts related to the business processes and system functionality. The instructors also
will conduct demonstrations of key tasks using the training database. In virtual |LT, participants will
complete hands-on exercises using system simulations (this is done to simplify the logistical requirements
ofthe training, both from a technical perspective and an instructional one). Finally, as in the |LT, the
participants will learn how to access performance support materials through the online help syotem.V|LT
Proposed Solution
cans also be effective in delivering "webinars" to present business process and system overview information
to a large and dispersed audience.
Performance Support. A key element of our solution is the use of a performance support site (or online
help system). Infor recommends our customers build an internal performance support website to host the
training documentation created during the development phase. Our customers are responsible for providing
and maintaining the website or similar SharePoint site. The performance support site also includes
conceptual presentations, links to simulations, job aids, FAQs, and other help materials identified by the
customer. This approach provides an ongoing support strategy that extends beyond the training event and
provides just -in -time information to the end -user's desktop whenever it is needed.
Tralin-the-Trainier Approach
Infor typically proposes a Train -the -Trainer approach to prepare customer SMEs/Traiiners to deliver the
instruictor-led and virtual training. Customers benefit by identifying resources who can serve as Trainers.
The advantages of using customer resources serving as Trainers are:
0 They have credibility with enid-users because "they understand our jobs"
* They are able to relate system tasks to real -world events
6 They are able to reinforce business processes and changes caused by the implementation
As part of the Train -the -Trainer program, Infor conducts workshops to introduce customer trainers to the
blend of training components, classroom materials, instructional activities, and online resources that have
been developed so the trainers become familiar with the structure of the courses and how each, course
element is used during the training event. Trainers also have the opportunity to "teach back" key sections
of the training and receive feedback on their performance, both to reinforce their understanding of the
system and to practice their teaching skills in a safe setting.
End -user Training Delivery
The Training Delivery Plan, which is developed with the customer during the Construction phase provides
the, details regarding the approach and resources required for end -user training delivery. While a significant
amount of the training can be deployed as self -paced learning, the delivery plan will address other ways to
train and support customer employees through VILT "webinairs" and coaching. Infor will develop Instructor
guidelines and checklists for delivering the Instructor -Led Training, which customer trainers can then use
to train their managers who in turn can train and support their employees as needed using the same
materials.
Infor Adoption Services Scope
Infor Adoption Services offers different engagement models depending on several customer factors. See
the illustration below:
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Proposed Solution
Advisory packages are called Jump Starts and range |nduration from four (4) weeks to eight (8) weeks
depending on the complexity of the solution, the number of customer locations, the number of end users,
etc. We do require an OCM Lead and a Training Lead from the customer for Change Management and
End User Training execution activities.
Our collaborative solution assumes the customer has the requisite resources to execute the strategy —
OCM and Training Leads, as well as training developers, and subject matter experts (SMEs) who can add
content and context to the training program. SMEs typically participate in Train -the -Trainer activities and
are responsible for training delivery totheir employees.
The Infer Ownership model still assumes the customer will provide Change and Training leads, but all the
development ofthe end user training program will be the responsibility oflnfVr. Infer will deliver Train -the -
Trainer services to designated SMEs who will then deliver end user training to their employees. I nfor can
do the training delivery-, however, we recommend as a best practice, that our customers deliver their end
user training aothis will pay dividends when you are in mumda|mment mode.
Proposed Organizational Change Management (OCK&) Jump Start
Infer proposes enOCMJump Start nf staffed bvomOCW1Principal Consultant,
beginning in, the Inception Phase. The Infor OCM Consultant will have the responsibility for key
strategy/approach work products and activities. This effort establishes a foundation for success for the
change initiatives and will provide an assessment of key organizational risks, challenges and cultural
barriers to integrate into an OCM Strategy, Approach and Plan, This effort includes the following activities
and works products:
OCMJunp StartQefiverables
w Change Management Strategy &Roadmep
• Change Readiness Risk Assessment
• Change Management Project Plan
w Project Kick-off Communications Plan & Cadence
° Leadership Action Plans
w High-level Project and End User Training Plan
Proposed End User Training (EUT)Jump Start
|niforproposes anBJTJump Start of six (6) weeks induration, staffed by anEUT Principal Consultant, to
begin following the OCIVI Jump Start. This effort helps the City of South Bend establish a foundation for
0000esowithitetnaininginitiativea.TheEUTJumpStadimo|udeoonemmeaomentofthetergededumeno`
learning ou|ture, existing learning practices, |oonn|mg infrastructure, and impacted business processes and
systems to formulate an overall End User Training Plan. The plan will establish the bestapproach for
content design, development and delivery and leverages activities and deliverables completed in the
OCM Jump Start.
End User Adoption Jump Start Program Deliverables
0 Proposed training strategy and overall approach
* Proposed training solution, including high level curriculum design byrole
w Training deployment and delivery recommendations
• Training assessment/evaluation recommendations
w Training risks and mitigation plans
• EWTPnoject Plan
* Team organization and estimated resource requirements
* Critical success factors
:1 ^x'`� o11,o^| 3-20
NUMMI=
4,, 0 at �, i, t a I S I i tfiwns
Describe any optional solutions that are not iincluded in Vendor's base proposal.
CDR
The Infor Public Sector suite of tools for Community Development and Regulation (CDR) helps regulatory
agencies manage their permitting, licensing, land management, and code enforcement processes —
across any number of departments — from a single, integrated platform. The various modules included in
this suite of tools track the activities and fees required by an, agency to complete its business processes
as well as enforce an agency's business rules at every step in those processes.
Billing for CDR is built upon a robust workflow engine (and toolset) for application activities and a
powerful billing engine (and toollset) for financial activities. This is the same billing engine supporting the
IPS CIS Billing product with enhancements to meet the unique needs of permitting, licensing, and
enforcement operations.
The I nfor Customer Service Module can be used in conjunction with the City existing 311. Infor Public
Sector Customer Service is designed to help you respond to requests from the public quickly and
effectively. Requests can take many different forms, such as reporting a problem, requesting a service
provided by the agency, or simply requesting information. The workflow begins when a customer contacts
the agency, whether by calling a customer service number, sending an email, or using an Open311 app.
The customer provides contact information and basic details about the request, such as the location of a
leak that must be fixed, and the agency then adds a service request to the database.
Call Center was designed to be an efficient and informative tool for taking information about a customer
service call. It provides a single screen that customer service representatives can use to search, for
related service requests while they're entering information about the call. This includes seeing a list of
similar addresses, jobs in the vicinity, and a history of jobs at the property. You can also view a request's
location on a map using Infor Public Sector GIS.
A key feature of the Call Center is the problem determination tool. Through the use of a guided script,
operators ask callers series of questions that help them to determine the correct service request type.
Infer Enterprise Asset Management — linfor EAM
The Infer EAM solution suite proposed is a comprehensive, integrated suite of functionality designed to
work searn[essly with not only its own branded modules, but those of your existing systems to support the
enterprise financial and procurement management. The modular architecture of the application
components provides organizations with a "plug and play" application set that integrates smoothly,
leverages a common "look and feel" user experience and integrates Infer and non-Infor application
components in a manner that is both economical and easy to maintain. The Service Orient Architecture
(SOA) design of Infer applications optimizes your flexibility to grow and expand your requirement set over
the coming years while optimizing your choices and reducing the total cost of ownership (TCO).
Inifor EAM is comprised of base modules and optional features that are designed to deliver the optimum in,
robust enterprise asset management capabilities and functionality.
Infor Advanced, Reporting - Infer EAM provides the ability for organizations to build custom reports, in
addition to using the predefined reports in the solution. Advanced Reporting is a web -based enterprise
reporting solution that helps organizations maximize the data gathered in the Infer EAM solution. The
module combines the power of Infer EAM with the flexibility of Cognos ReportNet to provide customers with
the ability to create fully -customized reports that best meet specific asset management needs.
P� i � �, ,, � , � ); 1 4-1
Optional Solutions
NnfxrEAK0Work Rmquast#r'Unfo,EAK4Requeshorieideally suited for users needing only Requisition and
Work Request funnUnno|ih/ including field selections for items such as store, suppliers, part numbers,
departments, individual pieces of equipment, coat codes, work prioriby, requested start/end date for the
work item, and associated, user -defined fields. Examples ofideal Requester users include administrative
workers with a need to submit purchase requisitions and occasional users of I nfor EAM needing only ability
bosubmit work requests for ageneral area ofobusiness.
Infor EAM Mobile - Infor EAM Mobile makes it possible to download work assignments from the Infer EAM
database using docking cradles nrdial-up and w|neUeooconnections tmhandheld devices, laptops, and
tablets. This automates virtually every aspect of maintenance and data collection and allows users tocreate
field -based work ordero, use drill -down menus to retrieve datm||ad information about piece of equipment
and capture actual "wrench time" omwork occurs. Mobile also supports*
• Attachment Upload
• Audit Trail
• Calibrations
w Electronic Signature (21CFR11)Support
• &1u|Upin Equipment Work Order
» Automatic Data Download
• Work Order and Equipment User Defined 8Custom Fields
w Supports InforEAMAdministrative Security
w Support for VV|ndoxve handhe|dn' tablets, and laptops as well as iPad�' iPhnne, and Android
Srnartphonep
|nfqr EAMI G|S ' XnfVr EAM's flexible architecture uUnvm; customers that operate and manage
geographically -dispersed assets to integrate Geographical Information System (GIG) mapping acfbmene
(ESR|) with |nforEAk4toaddress their unique environment.
With the |mforE/kM'o G|S module, organizations increase workforce efficiency and lower costs by:
• Pinpointing assets and accessing critical information prior to ann/|oing
w Enabling work order generation directly from the G|8display
w Streamlining workflow between departments for improved performance
* Forming sequential routes tncomplete work orders
• Creating a consolidated, easy -to -access view of asset history and location
m Leveraging seamless GIS and asset management integration community -wide
w Create multiple equipment work orders within G|S.
w Reducing administrative overhead by synchronizing oriUnm| tabular Infer EAM data with Qmn-spatial
layers and: attributes from ESR|{5|S
• Adhering to governmental reQuUadons, such as GASB 34 and CM[)K$, through linear asset
nnmnoQennent
* Focusing graphically on strategic sections of assets and related asset failures
Infor EAM Fleet Module - The Fleet module includes Vehicle Maintenance Reporting Standards (VMRS)
nodes, fuel management and additional customers' fields. Focusing on the orgamizaUon'n greatest
opportunities for productivity and'cost-per-mile savings, the Fleet module enables organizations to process
warranty claims, manage tires and fuel, and improve vehicle performance through preventive maintenance.
This module also provides functionality that will a||nvv for an organization to track Oen( vehicle use.
4-2
IMEME=
assignment and rental as welll as the associated maintenance, fuel usage and insurance billing that may
be required.
Infor Cloudsuite, Finance and Supply Chain
Within Infor CloudSuite Public Sector Finance & Supply Management, the financial focused-modulles
create a unified set of applications that helps
RA,
government organizations drive enterprise d
"WN
value with enhanced information for targeting
growth and a platform for sustainable
compliance. Infor Finance helps improve IUDGE r RECI'014) MU10",A)RE F, 0 P F/,,, �C A S T R E P 0 VIT
transparency of business, strengthens financial discipline, and helps improve business processes and
reduce costs.
All applications within the financial management suite work together and share common master data
where appropriate. They provide solutions for the full cycle of finance, from budgeting and forecasting,
through the management of grants, projects and activities, to the reporting of results.
Infor CloudSulte Financial & Supply Management is a unified software solution that helps the
government organizations reduce costs
through enhanced procurement processes
more effective supply management. 0 (9 CIDand
0
As the cost of goods and services climbs
unabated, so do the "hidden" costs REQUEST NEGOTIATE ORDER RECEIVE SETTLE
embedded in purchasing processes. Infor's procurement modules can, help you take control of prices
paid to vendors, white helping eliminate costs resulting from manual, paper -based, and often
disconnected processes, as well as from duplication of effort and off -contract buying.
All procurement related applications within the solution work in conjunction with financial management
and share common master data where appropriate. They provide solutions for the fulll cycle of
procurement activities, from requisition through payment, including links with, budgetary control, projects,
and grants.
Infor will be iresponding to the City's ERP RFP that has recently been released
Entities are spending millions of dollars developing and documenting their processes, policies and
controls, yet have little visibility into whether they are being followed because they cannot cost-effectively
monitor and test them. lnfor8'Risk and Compliance (Approva) automates the testing and monitoring of
these controls. Infor Risk and Compliance automatically identifies exceptions and control breakdowns in
key application systems. By finding andl correcting issues immediately organizations reduce risk,
automate compliance obligations, and eliminate waste.
:I hmpw: , J , C 1� J 4-3
Proposed Slaffing and Project Oiganization
This section of the proposal should'' establish the qualifications and time commitment to project of the proposed project
implementation and support staff. This section shall:
(1) provide education, experience, and applicable professional credentials of proposed project staff;
(2) furnish brief resumes for the proposed project Manager and other key personnel;
(3) indicate adequacy of labor resources, utilizing a table projecting the labor hour allocation to the project by indiividual.
task, see proposal Form F;
(4) identify key personnel proposed to perform the work in the specified tasks and include major areas of sub -
consultant work and their percent of time committed to other projects;
(5) include a project organization chart which clearly delineates communicationtreportingi relationships among the
project staff; and
(6) include a statement that key personnel will be on -site for go -live and available to the extent proposed for the
duration of the project plus ninety days after go -live, acknowledging that no person designated as "key" to the
project shall be removed or replaced without the prior written concurrence of the City.
Infor Response: Infer has responded to each of the required items below.
(1) provide education, experience, and applicable professional credentials of proposed project staff,
Infor has provided the following resources as representative of the level of resources that would be assigned
to the City of South Bend project. However, the proposed team member's participation will be dependent
upon the actual start date of the project, and their availability at that time.
Programw
Total 25
PMP Certified with successful
Years, •
Leadership in Delivery forover 25
w t
years.
Inferears
IPS
Project Director
Gordon Bagnell
10 Years with
Experience implementing infor
IPS product
Pu• • "'S) across various
levels of w for
Billing, Permitting and Asset
Experience providing
customerManagement.
r direct supportfor
all phases of r- w
including solution design,testing,
training, and wsupport.
Project Manager
25 Years of
����__Experience•
• + -
•
w
-r!,
LHighly
skilled,Architect
product
all aspectsor • r Design •
Delivery
Application i
�I components of the
Functional --•
IPS product
IPS CIS Billing solution. "Provide
the client's technical team, an• the
• project team with the strong
leadership, process, guidance, and
expertise required for successful
solution implementation.
Rick Monteiro
8 Years with
A certified GIS ?Frofessional (GISF)
IPS product . . ..........
managing large data systems,
1 5-1
Proposed Staffing and Project Organization
I
analyzing data 7andcreatfi7ng
'roc Is.
automated processing too
DataConversionShalinAgarwai
lnforrOver2O7Years
Migration,
Experience of Migration
Lead
with the IPS
Conversion, Configuration and
product
Implementation of different Modules
Of IPS
Integration Lead
John Trotter
Infar
Total 8 Years,
c4, vb.net, htm15, SQL server,
3 Years with
SOAP, REST, integration, IPS
IPS product.
Education i
Walter Nicolau
Infor
17 Years
Analyze, design, and deliver end
Training Lead
user solutions, including end user
training, post Go -Live performance
support, and other organizational
change management deliverables.
Manages training development
teams through the entire life cycle
of a project.
(2) furnish brief resurnes, for the proposed Project Manager and other key personnel;
Resumes have been placed in the Appendix.
(3) indicate adequacy of labor resources, utilizing a table projecting the labor hour allocation to the project by individual
task, see Proposal Form F;
The Vendor is expected to identify the estimated hours proposed for each major task identified in, the
table below. The Vendor should indicate which tasks will be sub -contracted, if any. In addition, the
Vendor is requested to identify the associated time expected for City staff This estimate will help the City
identify the number of FTE's to consider for the project.
Task Description
Vendor
Hours
Sub-
Contractor
Hours
City
Staff Hours
Project Management
1,200-1,400
NA
1
Fit Gap Analysis
80-120
NA
1
Functional Design
120-160
NA
.75
Non -Production Environment
80-120
NA
.5
Testing
120-160
NA
.75
Training
160-240
NA
1
Production Environment
120-160
NA
1
System Cut -Over to Production
80-100
NA
1
Final System AcceRtance
80-100
NA
1
16-24
NA
.5
Memos, Notes and Contact Records
Employees
16-24
NA
.5
Customers
16-24
NA
'5
Accounts
80-120
NA
'5
Premises and Service Points
10
NA
.5
Dunning
16-24
NA
.5
Pfoposeo Sidling and Project Organization
Task Description
Vendor
Hours
Sub-
Contractor
Hours
City
Staff Hours
Financial Hist2a - Payments, Billings, and Adjustments
800-1200
NA
.5
Rates
120-160
NA
.5
Meter and Device Inventory: Installed and Stores
24-32
NA
.5
Meter Reads and Consumption History
24-32
NA
.5
Service Order History
40-56
NA
.5
Deposits, Auto ay
Documents and Attachments
32-40
40-64
NA
NA
.5
.5
List any other data conversion objects proposed by vendor to
achieve the system requirements. Add rows as necessary.
NA
Interactive Voice Response.,(IVR— Outbound Dunning
32-48
NA
.5
Interactive Voice Response (IVR) — Outbound Leak
Notification
32-48
NA
.5
Interactive Voice Response IVR) — Customer Self -Service
32-48
NA
.5
Meter Reading
40-56
NA
.5
Bill Printing
100-120
NA
.5
Collections Letter
24-32
NA
.5
Payment File — FirstSource
32-40
NA
.5
Real -Time Payment Posting
640-800
NA
.5
Payment File — Metavante
64-80
NA
.5
Payment File — CheckFree/Fisery
64-80
NA
.5
Payment File — BillPay/MARS
64-80
NA
.5
Payment File — PayNearMe
64-80
NA
.5
ACH Withdrawal — FirstSource
40-48
NA
.5
Customer Relationship Management — Customer Contact
Information and Service Address Outbound
400-440
NA
.5
Customer Relationship Management — Customer
Activities/Interactions and Notes Outbound
100-120
NA
.5
Customer Relationship Management — Customer
Activities/Interactions and Notes Inbound
100-120
NA
.5
Customer Relationship Management — Service Order Interface
40-56
NA
.5
Customer Relationship Management —Account Information
64-80
NA
.5
Elemos Waste Management Software
40-56
NA
.5
County Property Records
64-80
NA
.5
Mailing Address Verification
32-40
NA
.5
List any other interface objects proposed by vendor to achieve
the system requirements. Add rows as necessary.
NA
.5
Vendor to List Proposed Modifications
NA
Vendor to List Proposed Modifications
NA
Vendor to List Proposed Modifications
NA
Vendor to List Proposed Modifications
NA
5-3
Proposed Staffing and Project Organization
(4) identify key personnel proposed to perform the work in the specified tasks and include major areas of sub -
consultant work and their percent of time committed to other projects;
Infor Response:
We have identified the proposed staffing for this project in response to Question 1 above.
It is important to understand that during the delivery of this project the Percentages will vary due to the
natural progression of the phases through to completion. This means that will the percentages the team
has committed to other projects over the lifecycle of the project won't reflect the fact they will be 100%
committed to the South Bend Project during the specific and correct times,
The Project Manager will Ibe 1010% fully committed to the South Bend Project from start to finish and wifl
deploy the resources and skillsets needed effectively and efficiently to ensure 100% focus from those
resource during their portion of the project for South Bend.
(5) include a, project organization chart which clearly delineates communicaflon/reporting relationships amongi the
project staff; .and
Infor Response:
U Organizational and Governance Structure
(6) include a statement that key personnel will be on -site for go -live and available to the extent proposed for the
duration of the project plus ninety days after go -live, acknowledging that no person designated as "key" to the project
shall be removed or replaced without the prior written concurrence of the City.
Infor Response: Infor acknowledges the City's requirement that no person designated as "key" to the
project shall be removed or replaced without the prior written concurrence of the City.
Should any replacement occur, suitable resources will be presented to the City as, replacements to
ensure we mutually agree upon the right replacement resource.
As your partner, Infor understandls the importance of Project resource continuity. Infer would ask the
same commitment from the City of South Bend regarding its Project Manager and key project resources.
Infor will also support Key Personnel will be On -Site for the Go -Live as well as available for support
during the 90 Days Post Go -Live as requested.
5-4
Related Expefionce and References
(3,,, R(c",'�,1,M'ed w fib
Proposal Form B — References
Reference Name
Organization
Position
Margarita Hubbard
San Antonio Water System
(SAWS)
Director of Applications
Address
City
State
Zip Code
2800 U.S. Hwy 281
San Antonio
TX
78212
Contact Email
Telephone Number
Mar arita.Hubbard@saws.org
210-233-3710
Project Name
Project Status, Start/End Dates
CIS Billing V.8.3
2008 — Current Client
Project Description
The City of San Antonio utilizes Infor Public Sector Suite for all its Water Utility Billing with over 525,000
plus accounts also supporting multiple counties. The project included moving San Antonio Water System
from a mainframe UB system to Infer IPS Utility Billing and automating the nightly billing tasks from
applying payments to printing and mailing bills.
Reference Name
Organization
Position
Vijay Vatturi
City of Houston
Application Manager
Address
City
State
Zip Code
4200 Leeland Street
Houston
TX
77023
Contact Email
Telephone, Number
832-785-9924
Project Name Project Status, Start/End Dates
CIS Billing V.8.3 2003-Current Client
Project Description
The City of Houston utilizes Infer Public Sector Suite for all its Water Utility Billing with over 650,000 plus
accounts. The system has been, in Production for over two years and has performed well for the city. The
project included moving San Antonio Water System from a mainframe UB system to Infor IPS Utility
B.illing and automating the nightly billing tasks from applying payments to printing and mailing bills.
Reference Name
Organization
Position
Robert Castro
City of Plantation, FL
Director of IT
Address
City
State
Zip Code
400 NW 73 Avenue
City of Plantation
Florida
33317
Contact Emaill
Telephone Number
rcastro@plantati Dn.org
954-797-2214
Project Name
I Project Status, Start/End Dates
CIS Billing 8.2.3
2010 — Current Client
Project Description
The City of Plantation utilizes Infer Public Sector Suite for all its Water Utility Billing with 30,000 plus
accounts. This system has been in place for over 5 years and has performed well for the city. The project
included moving San Antonio Water System from a mainframe UB system to Infer IPS Utility Billing and
automating the nightly billing tasks from applying payments to printing and mailing bills.
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