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Home My WebLink About20122061.tiff �` ACS Government Systems, Inc. SSA# 1 SUPPLEMENTAL SERVICES AUTHORIZATION New(N)or Revised(R):R Date. A C S Project Title: Technology Assessment Mission: Assess current technology used in all County Departments and recommend hardware changes, software upgrades, and process modifications as needed. Goals: . Propose solutions to meet business goals within each department and county-wide, using the latest technologies. ACS Deliverables: See attached proposal Weld County: Estimated Cost of the Project: Quantity Description Completion of kickoff meeting $31,920 Completion of Departmental meetings and Survey $44,688 Completion, Delivery,and County acceptance of $51,073 Findings Report Total $127,681 The above system is hereby approved by the following: vI ACS Approva : Date: 7444- Board of County Commissioners Approval: Date: Sean Cotes,Chair tLL. William Garcia, T t Barbara Kirk r c Davi E. Long Doug Ra emacher C C) aov -4 .�'. 1�✓11�� (Pr& 2012-2061 2004 MonsJ 8 -(-2L'(2 g-l5 a !)/'o0r4 Weld County Technology Tools Analysis Project Executive Summary The Weld County Technology Tools Analysis Project is focused on optimizing resources, both human and technology,by analyzing how the Weld County workforce completes their job duties with the technologies that are available to them. As Weld County's technology partner since 1993, Xerox State & Local Solutions, Inc. has nearly 20 years of history with the County and its IT environment. For this project,we have partnered with Cognitive Technologies, Inc., a leading solution consulting firm and co- author of the Performance DNA TM methodology we will use for the Weld County Technology Tools Analysis Project. The Performance DNA methodology is licensed and taught by the American Society of Training and Development(ASTD) in its prestigious Human Performance Improvement(HPI) Certificate program, and is recognized as the gold standard for defining and improving performance worldwide. This structured, outcome-based methodology has been employed in every environment and sector—including global Fortune 200 and government organizations. We propose a 14-week project undertaken in four phases during which we will analyze(1)the County as an organization, looking specifically at strategy and goals (e.g. mobility), gaps, and primary outcomes, (2) selected people in each department, focusing on key processes and current technology within each department, and across the County as a whole and (3) responses to a workforce survey on current technology and gaps. At the end of the project,we will provide findings and recommendations for improvement based on the proven methodology of Performance DNA. Xerox Executive Account Manager Anita Scrams will provide leadership and Jim Howard will provide daily oversight of the project. Over the years, Xerox and Weld County have built a successful partnership based on mutual goals and measurable success. Weld County has invested substantially in its IT environment and this project represents the next step in the County's journey of continual improvement and greater efficiency by mapping available and needed technology to job roles and outcomes in support of constituent services. We are excited to work with the County to bring the efficiencies and advantages of this specialized analysis to truly empower Weld County personnel with the technology best suited to their unique job performance requirements. Purpose of the Project The right technologies,applications,and strategies, such as technical mobility and cloud, can have a tremendous impact on individual and organizational productivity and operational efficiency, effectively changing the way that work gets done. Benefits can include: • Enhanced levels of connectivity between employees,constituents, and vendors • Improved channels that reduce time to access and obtain information,resulting in better-quality decision making • Improved communication and collaboration across people,teams,and departments • Shorter process cycle time achieved through online forms,automated workflows,and alerts Achieving real results, however,requires more than just technology. The best strategies ultimately rest on a solid understanding of how people in key job roles perform their responsibilities,how technology affects their work today, and how processes can be supported and refined by new technologies. xerox �� July 11, 2012 1 • • Weld County Technology Tools Analysis Project The purpose of this 14-week project is to analyze the key factors involved in optimizing technology and tools to enable Weld County to: • Identify desired County outcomes that could be achieved more efficiently via optimized technologies and tools • Identify the departments and critical roles within departments where an optimized technology strategy including technical mobility and cloud could have a high impact on productivity and operational efficiency • Determine the processes that could benefit the most from optimized technologies and tools • Identify process and technology changes that could have a quick, positive impact on departments and people • Examine the alignment of current organizational processes with optimized technologies, including mobile platforms Approach Successful technology optimization projects look first at the performance of people in key job roles and the processes they use to produce desired outcomes. Understanding people and process issues helps determine technology alignment and identify gaps. Exhibit 1 illustrates our approach. - People ti_ ' Strategic Vision & �7_ -1fi-,, . - ≤ r.�. ;r' Y Opdatla Plan - Hndip i Roles & ,�1e�, s Goals & Gaps Responsibilities ,� y , Stakeholder & Organizational y Outcomes & Constituent Needs Success Criteria Departmental Process-Tool Tool Competence Individual Alignment Information Access Adoption & Usage & Flow Importance & Barriers & Gaps Difficulty Barriers & Gaps Mobility Exhibit 1 . Approach. The team envisions a 14-week Technology Tools Analysis Project. During the project we capture County goals and gaps from key stakeholders as well as departmental goals, gaps, and outcomes from department managers. Individuals in field jobs may also be observed completing job processes. During these interviews we examine work processes, technologies that support processes and outcomes, and existing barriers and facilitators. Relevant questions concerning technology functionality, use, barriers, gaps, and mobile use will be presented via an online survey to enable response from the entire workforce. Responses are tabulated by department and tool, and integrated with findings from our interviews. ® The contents of this proposal are subject to the disclosure xerox statement on the title page of this proposal. July 11 , 2012 .2012 Xerox Stale S Local Solutions. Inc 2 Weld County Technology Tools Analysis Project Methodology We use the Performance DNA methodology to capture required information.Performance DNA is a systematic,results-based methodology designed to achieve organizational goals and close performance and process gaps. It has been used to improve human performance and capture requirements as well as optimize tools in both commercial and government organizations. As Exhibit 2 illustrates,this methodology enables us to"unlock"the blueprint for optimum performance in a way that can be transferred throughout the organization. • • • • • • •• • Organization's Analysis of Key • performance Current State Performers in Critical • Job Roles DNA Findings and Goals • S Ai IV • • • 401 Outcomes Organizational& Recommendations Individual Processes Blueprint for Optimal Performance Performance Influencers Exhibit 2. Performance DNA."' Methodology. Technical Approach Our technical approach is comprised of four phases following project kickoff. • Project Kickoff and Startup. The project begins with an alignment meeting with the project sponsors and stakeholders to ensure alignment of expectations,highlight important tasks, issues, and risks,and walk through the project plan. This is an on-site activity. • Phase 1: Business Analysis. The business analysis phase is critical for understanding the County's strategic vision and plan,active goals and current gaps,and specific stakeholder and constituent needs that should be addressed by the project. Early interactions with project sponsors ensures we establish a common baseline of knowledge for the team to understand current initiatives underway, existing definition of desired future state, and to receive key documents for review. Capturing this information is an on-site activity; materials and data collected are reviewed off-site. While the project team is reviewing data, the County schedules Performance DNA interviews and, in some cases, observations, with two communities: department managers and key performers. The project team provides a template to assist with scheduling. These interview sessions are conducted in Phase 2. • Phase 2: Organizational Outcomes and Performance Analysis. Interviews with department managers/stakeholders and key performers are conducted during Phase 2. Key performers represent a minimal set(one—three per department,depending on size of the department, likely xerox �� July 2012 Weld County Technology Tools Analysis Protect more for the Sheriffs Office, Department of Human Services,and the Department of Public Health and Environment)of individuals who consistently deliver at or above standards in job roles that are critical to achieving departmental outcomes. The team provides two teams of analysts to complete the following Performance DNA sessions: — Conduct individual one-hour interviews with the managers of the most critical(medium- large) departments — Conduct one and a half hour small group interviews with up to three managers of small departments — Conduct one and a half hour individual interviews(and,where feasible, observations)with up to three key performers in each of the three largest departments — Conduct one and a half hour individual interviews (and,where feasible,observations)with up to two key performers for approximately 16 medium-sized departments — Conduct one and a half hour individual interviews with one key performer for each of the 10 smaller departments — Document and consolidate findings, looking for patterns and trends, and identifying issues requiring further investigation In order to ensure that all employees have an opportunity to provide input concerning technologies, tools, alignment with processes, and the impact of mobility,the project team develops and hosts a workforce survey of role-based technologies. Upon completion of the survey,the project team integrates survey findings with findings from the interviews and document analysis. In this manner all County personnel will have the opportunity for input into the process. • Phase 3: Technology Analysis and Mobile Computing Requirements. During this phase the project team documents the requirements for mobile computing by department outcomes and key work processes. Finally,the team develops a mapping of key performer work processes and requirements to current technologies in order to identify solution alternatives that address gaps. • Phase 4: Findings and Report. The project team develops recommendations to address gaps. This phase includes the preparation of a findings and recommendations report that presents overall findings, sections that address individual departments, a summary of findings and recommendations for mobile computing,and an executive summary. After a review by the project sponsor, the team delivers the final report and presentation. 1 LV 0 CI.9//0 xerox It. July 11, 2012 4 Weld uountv T icy Tool-Analysis Protect Proposed Schedule Exhibit 3 illustrates the proposed schedule for this project. BS Task Name Oura,o n 0—se 9581551 September October Task W2 W3 gig WS W6 WI Wg W9 WIO W11 Wl2 W13 W5 W15 Weld County Technology Assessment Final 68 days 111/10 Project Awand O days 'f/B Kkkoff and stamp 3 days 0n Site r'• ftii Kickoff Ca mr mp . odays a7n1 Phase 1'.Business Analysis 16 days Interviewee Identification and Scheduling 10 days 1 Chem schedulinglnterviews for Dept Managers and Key Performers 2 Mks /16 Phase 3:Organizational Oslo times and Performer Analysis 28 days 1 Deparlmem Manager/Stakeholder interviews I wk On SIB, S/1 2 Mgr-Compile findings/Identity and assign issues for furtherlmeslil 2days 6/6 3 ConsolidateMgr/Stakeholder data,look for response patterns and ti 3 days 8/9 4 Key performer lnlely kws mot 2 mks On Site 8/13 5 M oepanmental interviewsromplete Odays azk 6 Key Performers.Compile findings/Identify and assign issues for 3days 0/2e further investigation 7 Consolidate Key Performer data,vend anal¢,: 5 days 9/4 Survey-Workforce Survey of Role eased Technologies 30 days abase:Technology Analysis nd Mobile Computing Requirements 17 days Phase n:Findings and Report 21 days • Delmer Final Report and Presentatys 2 days On Site .4430/9 1 u nw u.po,t ana nne,ngs Odays 1T30/n 2 M.Project Complete Odays ton 3 Project Management 60 days 10/10 Exhibit 3. Project Schedule. Deliverables Deliverables for the Weld County Technology Tool Analysis Project include: • Initial project start up materials (schedule, alignment, kickoff,etc.) • Interview protocols • Survey questions • Final report Project Team The Xerox project team includes: • I Project Manager • 2 Performance Analysts • 1 Performance Architect • Participation of the Weld County Functional Consultants, as appropriate for each department xerox �� July 11. 2012 5 Weld Ccu'.ty yy Joo s Al idlysis Project Pricing This project will be a fixed price labor plus travel. Travel will be billed monthly at actual cost incurred. We estimate that six weeks of onsite activities(translating to a maximum of 17 "person trips")would be needed for the project. We will attempt to eliminate one of the weeks and some of the travel by grouping the scheduling of the interviews where possible. Project cost. $127,681.00 The project cost will be separated into three milestones,each billed upon completion: • (3)Completion of Kickoff Meeting (25%) • (6.5)Completion of Departmental Meetings(35%) • (11)Completion and Delivery of the findings report(40%) Assumptions The following assumptions were made in estimating the work required to complete this project: 1. Access to the Weld County information and offices when on-site will be provided to the project team by the second week of the project. The County will make available the current strategies and initiatives during Phase 1 to the project team. 2. Any workspace and associated presentation equipment(e.g.,projection equipment, white boards, etc.)that are needed for technical and status meetings conducted on-site will be made available to accommodate the project team. 3. Project sponsors and stakeholders actively participate in kickoff, startup, and business analysis interviews during Phase I. 4. The County will provide access to a core team of subject matter experts, including departmental managers and key performers, on an as-needed basis for the duration of the engagement. 5. The County will take the lead in identifying the most appropriate key performers or business process owners to participate in interviews. 6. The County will be responsible for facilitating/scheduling interviews, inviting participation,and ensuring attendance of individuals in interviews and meetings. Each group of interviews will be completed in a two-week period. xerox �a July 11. 2012 6 . _ . Weld County Technology Tools Analysis Project July 11 , 2012 Submitted by Xerox State & Local Solutions, Inc. • -= — s MINISTRATION gUILDINC VI- I : WELD COUNTY ADM . i i - _ ► - - _ -r . .-. . . .- - - - r. --ate —4-- -- - - _ - _ ' , , ,. - _ ' : ; M _ . . 'tom' _�Ar - _ - �f IPPLIM' -..44 -- _ --- .. --"SICiiiiiiLaMIIM.C.' --'- —--.'-'''-- El. Q!D trademarks of Xerox Corporation in the xe ('OX O2012 Xerox Corporation.All Rights Reserved. XEROX® and XEROX and areDesign® � United States and/or other countries xerox Ji• Stacey H. Sellers Nugio,Lii'✓Ica Pres itloiII:u;d July 11, 2012 xo ox s.ecc x LOC,Ji illt _JFS.ti [1viriu,CIPiI'.I LY Ms. Monica Mika Director of Finance &Administration Weld County 1150 "O" ST Greeley, CO 80631 Dear Ms. Mika: Xerox State & Local Solutions, Inc. (Xerox)is pleased to submit our proposal to develop a roadmap for"next step"technology optimization for Weld County through the Technology Tools Analysis Project, a comprehensive evaluation of how County personnel perform their roles and how information technology(IT)enables desired outcomes. Our Proposed Solution is a comprehensive consulting study, envisioned over a fourteen-week period. We are collaborating with Cognitive Technologies, a proven technology and performance consulting organization with a specialty in organizational improvement. Beginning with an alignment meeting with you and other project sponsors and stakeholders, we will progress through a four-phase engagement that culminates in a final report and presentation. These deliverables will assist the County in realigning technology directions in support of County business objectives and assist in improving organizational productivity. It is a privilege to have the opportunity to continue our longstanding and highly valued relationship. The Xerox Team is dedicated to the success of this project, and combines a unique and unmatched understanding of the County's business philosophy, systems, business processes, and strategic direction with expertise and knowledge of critical technology trends such as cloud computing and mobility. Xerox offers the County a strong and proven project organization, a corporate support infrastructure that provides the project team with extensive IT and business process outsourcing (BPO) experience, a reputable commitment to investing in innovative technology, and industry-wide subject matter experts. Through the Technology Tools Analysis Project, we will continue to bring considerable value to the County by differentiating ourselves from other companies in IT consulting, BPO, and other IT services through: Our Experience. Because of our longstanding partnership with the County,we are familiar with the County's overall strategic IT direction, and experienced with the software and hardware infrastructure solutions that make up the County's environment. We know how these systems align with and support County business processes. Having participated in the County's last major IT architectural realignment,when server-based, best-in-class commercial-off-the-shelf applications replaced the mainframe and proprietary applications,we understand the implications of the current technology trends on how Weld County fulfills its mission. The strength of our team allows the County to remain focused on its core business without having to worry about IT. xerox j ji® Our People. Xerox has excellent technical and managerial expertise—subject matter experts who understand the unique challenges associated with supporting County systems and technical infrastructure. Our Executive Account Manager, Anita Scrams, will remain focused on current responsibilities, while providing leadership to our engagement team. Jim Howard,who organized the recent Technology Summit, will serve as our engagement lead. This approach enables us to continue striving to exceed the County's expectations. Our Financial Strength and Stability. Xerox is a strong and stable company, which allows us to implement reliable, value-added services for the County. Our financial strength and depth of resources ensures stability of staff, operational continuity, continuous fulfillment of all contractual obligations, and long-term commitment as the County's partner of choice. Should you have any questions or require further clarification on any portion of our proposal, please contact Anita Scrams, our designated official point of contact: Anita Scrams, Executive Account Manager Xerox State& Local Solutions, Inc. 1401 N. 17th Ave. Greeley, Colorado, 80631 tel: 970-304-6570, ext. 2550 cell: 970-302-4829 As Vice President, I am authorized to legally bind Xerox State & Local Solutions, Inc. to this proposal, and personally assure you that we are fully dedicated to providing industry leading consultative services that offer the best value to the County and further its objectives.Thank you for allowing us the opportunity to support this initiative. Sincerely, Stacey H. Sellers Page 2 Hello