Request for Proposal (RFP) No for. Software and System Integration Services and Managed Services for Oracle E-Business Suite ERP Software

Transcription

1 Forms, Worksheets and Exhibits can be downloaded at: ftp:// (User Name: ERPSIRFP Password: g!s2010) C O O K C O U N T Y G O V E R N M E N T Office of the Chief Procurement Officer Request for Proposal (RFP) No for Software and System Integration Services and Managed Services for Oracle E-Business Suite ERP Software Proposals must be delivered to: Office of the Chief Procurement Officer 118 N. Clark Street, Room 1018, Chicago, IL Attention: Shannon E. Andrews, Chief Procurement Officer Proposals are due no later than 3:00 P.M. on January 30, 2015 There will be a pre-proposal conference on December 8, 2014 at 10:00 A.M. Location: 118 N. Clark Street, 4 th Floor, Room 4S Chicago, IL Questions regarding the RFP should be directed to: Richard Sanchez, Senior Contract Negotiator Phone: (312) richard.sanchez@cookcountyil.gov Office of the Chief Procurement Officer website address for this procurement: Toni Preckwinkle Cook County Board President Shannon E. Andrews Chief Procurement Officer

2 Table of Contents Section I - Introduction Purpose Project Background... 6 Section II - Proposer Instructions Notice to Proposers Communications with County/FPD Availability of Documents Minimum Qualifications Pre-Proposal Conference Special Access to the Pre-Proposal Conference Clarifications Delivery of Proposal Package Uniformity Proposal Material Addenda Proposer s Responsibility for Services Proposed Errors and Omissions RFP Interpretation Confidentiality and Response Cost and Ownership MBE/WBE Participation Goals Proposer s Disclosure and Conflict of Interest County/FPD RFP Format County/FPD Rights Alteration/Modification of Original Documents Recycling Procurement Schedule Section III - Current Environment Stakeholders... 38

3 2. Functional Ownership Current Major Systems Ownership Data Center Other Current Projects Impacting ERP Section IV - ERP Project Planning/Governance Office of Enterprise Resource Planning (ERP) Software Acquisition Section V - Scope of Services Overview Functional Scope Section VI - Submittal Requirements General Submittal Requirements Detailed Submittal Requirements Include an estimate of project work effort estimates utilizing Worksheet 10 Project Plan Section VII Evaluation and Selection Process Period of Firm Proposal Responsiveness Review Acceptance of Proposals Evaluation Process Right to Inspect Best and Final Offer Selection Process Evaluation Criteria Forms Form 1 Statement of No Proposal Form 2 RFP Submittal Checklist Form 3 Company Profile Form 11 Deliverable Expectation Document (DED) Form 12 Roles and Responsibilities Form 14 Key Personnel Reference Form

4 Form 15 Implementation Reference Form Form 16 Software Reference Form Form 18 Economic Disclosure Statement (EDS) Form Worksheets Worksheet 4 Functional and Technical Requirements Worksheet 5 Proposed Reports Worksheet 6 Anticipated Interfaces Worksheet 7 Anticipated Conversions Worksheet 8 Enhancements Worksheet 9 Workflow Worksheet 10 Project Plan Worksheet 13 Estimated Staffing Plan Worksheet 17 Cost Proposal Exhibits Exhibit 1 Cook County Government Organization Chart Exhibit 2 Systems and Functional Highlights by Agency Exhibit 19 As-Is Process Maps Form 1 Statement of No Proposal Form 2 RFP Submittal Checklist

5 SECTION I - INTRODUCTION 1. Purpose Cook County, IL and the Forest Preserve District of Cook County are seeking proposals from qualified software integrator firms to implement Oracle s proposed Enterprise Resource Planning (ERP) software solution based upon the E-Business Suite (hereinafter referred to as EBS ) platform. Interested firms must also have the ability to provide managed services for the technical support of the EBS solution either on hardware maintained at the County Data Center or via a Private or Public Cloud hosting solution. The functional scope for this project includes Financials, Supply Chain Management, Human Resources and Payroll. The project will serve the entire Cook County Government County, including Cook County Health and Hospitals (hereinafter referred to as CCHHS ) and the Forest Preserve District of Cook County (hereinafter referred to as FPD ) which is a component unit of Cook County. (The entire group of participants will be referred to as County/FPD unless specified otherwise.) County/FPD plans to start the implementation project at the beginning of 2015 and have core functions in production by the First Quarter of Fiscal Year 2017 (which begins on December 1, 2016). Through this RFP, County/FPD seeks to procure the best services at the most favorable, competitive prices, and to give all qualified businesses, including Minority- and Women-owned Business Enterprises ( MBE/WBE ), an opportunity to do business with the County/FPD as prime contractors or subcontractors. Regarded as one of the most transformative projects that Cook County Government will embark upon over the next decade, the Countywide ERP Project will result in process improvements, and integrate County/FPD s financial, procurement, inventory management, supply chain management, human resources, payroll, and benefits in a common data repository that provides a single-source for all financial transactions. An integrated ERP system positions County/FPD to do more with less by aligning the business processes with best practices, streamlining workflows, improving employee productivity, and making it possible to perform analytics against agency-information, or consolidated information in realtime. These benefits support County/FPD s commitment to its constituents to elevate transparency and fiscal accountability. Cook County Government s commitment to the project is reflected in the fact that the Office of Enterprise Resource Planning was formed by the County in 2012 as a new business unit, under the Bureau of Finance, to provide dedicated support for the Countywide ERP Project. The Office of Enterprise Resource Planning is responsible for managing the implementation of ERP system and works in conjunction with the County s Bureau of Technology, the agency who will share responsibility for supporting the Countywide ERP system over its useful life. Page 5

6 2. Project Background 2.1. County/FPD Business Need The County purchased JD Edwards as its ERP software solution approximately fifteen years ago for financials, purchasing, human resources, and payroll. The County s original intent was to install a single ERP solution for the Cook County Government, CCHHS, and the County s Elected Offices. Early into the implementation, it was determined that it was going to be quite difficult to accommodate multiple organizations on the same platform. The County Treasurer s Office, for example, operated primarily on cash basis accounting while the majority of the County agencies operated on a modified accrual basis. Therefore, the County Treasurer made the strategic decision to implement its own instance of JD Edwards for general ledger, receivables, fixed assets, and other limited functions. Under the current environment, the Treasurer s instance of JD Edwards reconciles back to the general ledger on the County s instance of JD Edwards. However, the County intends for this to be an interim solution; migrating the Treasurer s JD Edwards application the new ERP solution is in scope for this project CCHHS Business Need The Cook County Hospital System (CCHHS) had similar issues as the County Treasurer. CCHHS operates as an enterprise fund and requires full accrual accounting. Since the County s JD Edwards application could not readily accommodate multiple accounting views, CCHHS procured its own ERP solution based upon the Lawson platform (now Infor Lawson). CCHHS currently operates a full accrual general ledger, which must be reconciled to the County general ledger monthly. Lawson is also highly integrated with GHX for hospital inventory management and an outsourced Siemens patient management and billing system Dependent But Unique Processes Within the County Although the County Treasurer and CCHHS have unique operating needs, they must follow central County operating policies. For example, all County departments are required to follow central budget, procurement and accounts payable policies. The central administrative departments also run payroll for all of the County Departments and the Elected Offices. However, since various agencies, such as Treasurer and CCHHS have unique needs, they operate their own administrative systems and reconcile their respective systems to the County s JD Edwards system as the financial system of record FPD Business Need The Forest Preserve District of Cook County was never part of the original JD Edwards installation. The organization has independent taxing authority, reports to a separate Board and follows its own accounting rules and policies. The Forest Preserve District of Cook County is participating in this project as a means to access discounted software and implementation prices and to take advantage of possible service efficiencies between FPD and the CCG in the future. Page 6

7 2.5. ERP Software Solution Selection Strategy County/FPD made the strategic decision to utilize a two-stage procurement for this project, first selecting the software solution and then selecting the associated implementation and managed services. County/FPD selected Oracle E-Business Suite (hereinafter referred to as EBS ) as the recommended ERP solution. An Evaluation Committee consisting of representatives from agencies across County/FPD is responsible for evaluating all proposals related to the County/FPD ERP project. The Evaluation Committee receives policy direction from a Steering Committee consisting of the CCG Chief Financial Officer and the CCG Chief Information Officer. Project direction is provided by the CCG Director of ERP. All project-related software contracts and associated implementation service agreements and managed service agreements will be brought before the Cook County Board for approval at the same time; meaning the County will not formally approve the software license contract until the services solution contract(s) are completed. All software contracts and related implementation service agreements and managed service agreements will be managed by the CCG Director of ERP Selection Consultants County/FPD has contracted with the Government Finance Officers Association (GFOA) to provide ERP readiness training, business process blueprinting, assistance with RFP development, guidance on proposal evaluation methods, and selection procedures. County/FPD is solely responsible for selecting evaluating and selecting the vendors associated with the County/FPD ERP project. County/FPD retains the right to engage other consultants for ERP advisory services Independent Verification and Validation (IV&V) Services To help mitigate project risks, County intends to contract with a separate consultant to provide Independent Validation and Verification (IV&V) Services. The IV&V vendor will assume responsibility for assisting to coordinate the County s deliverable acceptance procedures, identify project risks, and to conduct quality gate reviews on all lines of services. County/FPD retains the right to engage other consultants for ERP advisory services Summary of Scope County/FPD seeks proposals from experienced companies that have proven Oracle EBS experience implementing the following functions: Page 7

8 Table 1.1 Functional Scope Financials/Purchasing Accounts Payable Accounts Receivable Budget Control/Funds Management Budget Preparation Fixed Assets General Ledger Grants Accounting Inventory Purchasing Project Accounting Human Resources/Payroll Benefits Administration Certification/Training Tracking Employee Records Employee Relations Payroll Performance Evaluations Position Control Employee Risk Management The organizational scope for this project includes all Cook County agencies, including the offices under the Office of the Cook County President; Cook County Health & Hospitals System; the offices of the independently Elected Officials; and the Forest Preserve District of Cook County. A copy of the County/FPD organization chart has been included as Exhibit 1 Cook County Government Organization Chart to identify agency and reporting relationships. Also included is Table 3.2 which identifies the names of Cook County Government agencies and departments and their respective employee counts Cook County Background Formed on January 15, 1831 by an act of the Illinois State Legislature, Cook County is currently estimated to have 5.3 million residents, making it the second largest county and the 19th largest government body in the United States. It is a home rule county pursuant of Article VII, Section 6 of the Illinois State Constitution. It contains 128 municipalities, including the City of Chicago, 30 townships, 236 special districts, and 152 school districts. The County employs over 24,000 people, and has an annual operating budget of approximately $3.0 billion. As mandated by State law, County government has three principal responsibilities, which include the protection of persons and property, the provision for public health services and the maintenance of County highways. The Cook County Board of Commissioners is the legislative body of county government, and the President is the Board s Chief Executive Officer. There are eleven additional Cook County governmental offices, run by their independently Elected Officials. President of the County Board: The President is the Chief Executive Officer of the County and presides over the meetings of the County Board and directly supervises departments which Page 8

9 provide a variety of direct and support services. The President is elected to a four-year term by citizens of the County. Board of Commissioners: The Cook County Board of Commissioners is the governing policy board and legislative body of the county. It is comprised of 17 Commissioners, each serving a four-year term and is elected from single member districts. Each district represents approximately 300,000 residents. Elected Officials: Eleven independently elected officials run the additional Cook County governmental offices that oversee many functions and services of county government. Information about Cook County leadership can be found at: Page 9

10 Table 1.2 Cook County Summary Statistics (Including CCHHS) 2013 Population 5,240, Operating (General Fund) Budget $2.5 Billion 2014 Budget (All Funds) $3.5 Billion Fiscal Year December 1 November Full Time Equivalents 23, Cook County Health and Hospitals System Background The Cook County Health and Hospital System (CCHHS) was established by ordinance in CCHHS consists of the following: Cermak, Juvenile Temporary Detention Center Health, Health System Administration, Provident, Ambulatory & Community Health Network (ACHN), CORE, Public Health, Managed Care, Stroger Hospital, and Oak Forest Health Care Center. Although CCHHS receives its budgeted appropriation from the County, CCHHS has its own System Board. CCHHS is directed by a Chief Executive Officer that is appointed by the CCHHS System Board. Business processes between CCHHS and the County are intertwined. The CCHHS ordinance establishes that CCHHS may establish its own procurement and human resources policies as long as they are in line with the County s procurement and human resources policies and this system stays within the County s appropriation limits. The County is also responsible for issuing the accounts payable and payroll checks for CCHHS Forest Preserve District of Cook County Background Established in 1914, the Forest Preserve District of Cook County is the oldest and largest forest preserve system in the nation, maintaining more than 68,000 acres of open land for the education, pleasure and recreation of the public. The Forest Preserve District of Cook County is a separate body and political subdivision of the State of Illinois. The Forest Preserve District of Cook County has independent taxing powers and its boundaries are the same as those of Cook County. Although the Board is governed by a separate Board, the Board consists of the County President and the Board of Commissioners. The President and Commissioners are elected for four-year terms. The Forest Preserve District of Cook County is administered by a General Superintendent and Department Heads from each of ten departments: Finance and Administration; Human Resources; Resource Management; Conservation and Experiential Programming; Permits, Concessions and Volunteer Resources; Landscape Maintenance; Fleet and Facilities Maintenance; Legal; Law Enforcement; and Page 10

11 Planning and Development. (The Office of the General Superintendent serves as the eleventh Department and is headed by the General Superintendent.) Table 1.3 Forest Preserve District of Cook County Summary Statistics 2014 Operating (Corporate) Budget $57 Million 2014 Budget (All Funds) $179 Million Fiscal Year December 1 November Full Time Equivalents 604 Page 11

12 2.12. Project Vision The figure below expresses the future state for the County/FPD ERP solution Figure 1.1 Desired State for County/FPD ERP Page 12

13 2.13. Functional Vision County/FPD overall functional vision for the future is to have a single instance of the ERP application, if deemed feasible during implementation. The system should accommodate two different entities (with separate accounting rules, separate boards, and separate FEINs). It should accommodate unique security and workflow for Departments within each entity. The following describes the vision by each function (presented in alphabetical order). Figure 1.2 Overall Functional Vision for County/FPD ERP Accounts Payable The Forest Preserve District of Cook County and CCG will have a common Supplier Master File (for ease of administration and leveraging volume discounts) but will maintain separate vendor matching and payment approval processes. The Forest Preserve District of Cook County will be responsible for the entire accounts payable process, including issuing payments (via checks, electronic payment, etc.) to vendors within its organization. All Agencies within Cook County Government will match and approve payments for goods and services at their respective departments. Payments will be issued by the CCG Comptroller s Office. Vendors will maintain their records through a vendor self-service portal. Vendors will have the ability to view payment status. Page 13

14 Figure 1.3 Overall Functional Vision for Accounts Payable Function in ERP Accounts Receivable (Miscellaneous) County/FPD has made a business decision to keep specialized revenue systems (e.g., taxes, permitting, CCHHS patient billing, etc.) outside of the scope of this project. The accounts receivable transactions in the future system will address miscellaneous receivables only. The future system will share customer records to accommodate net payments related the shared vendor file in the accounts payable process. The Forest Preserve District of Cook County and CCG will follow the same internal miscellaneous receivables processes, however, the receivables will be accounted in separate business units. All Departments and Agencies within CCG will be able to create their own receivables and issue invoices. Departments and Agencies will be responsible for applying payments received at their offices against the receivable. The system should be able to accommodate shared cashiering or collections in the future. If CCG deploys customer counters that can be shared between Departments or Agencies in the future, cashiers should be able to match payments against the proper receivable. County/FPD should also be able to enjoy volume discounts offered by collection agencies if CCG and Forest Preserve District of Cook County share collection agency vendors. Page 14

15 Figure 1.4 Overall Functional Vision for Accounts Receivable Function in ERP Budget Control Future budget control will be maintained at two levels for CCG and the Forest Preserve District of Cook County. Legal budget level (i.e., line item control) will be used at both organizations. Both organizations should have the ability to allocate line item budgets throughout the year. The future budget control system is expected to give department managers flexibility to manage budgets below the line items; meaning they can transfer budget authority within their line items but transfers between line items will require central budget approval. The future budget system should also enable Agencies to manage their budgets based upon cash, modified accrual, or full accrual accounting views. Page 15

16 Figure 1.5 Overall Functional Vision for Budget Control and Budget Preparation Functions in ERP Budget Preparation Budget preparation for both Cook County Government and Forest Preserve District of Cook County organizations is expected to be decentralized. A central budget authority will be responsible for issuing budget instructions and budget policies but it will be the responsibilities of the Bureaus and Departments to prepare their own budget requests. Budget requests will be negotiated with the central department and changes to budget requests are expected to be tracked within the system. Budget Managers and Approvers should be able to monitor the budget preparation process throughout the year. Budget preparation includes real-time position control functionality Financial Accounting County/FPD requires that the future solution accommodate the following accounting views simultaneously: cash accounting, modified accrual, and full accrual accounting. Most revenue activities use cash accounting to account for daily activities. The primary government and other governmental funds use modified accrual accounting throughout the year. The business-type activities use full accrual accounting throughout the year, most notably including health and hospital administration; however, are required to reconcile to the corporate general ledger modified accrual accounting systems for most Page 16

17 transactions. The Elected Officials Offices vary on accounting procedures; the Forest Preserve District of Cook County follows modified accrual accounting. The Comptrollers for both the Forest Preserve District of Cook County and Cook County Government will continue to maintain their respective central general ledgers. Departments and Agencies will access detailed, subsidiary ledgers through normal business transactions. Summary level data will be posted to the County/FPD central general ledgers. Comprehensive reporting tools will be used to access detailed and summary data simultaneously. Reporting ledgers will be used to view transactions based upon multiple accounting views. CCG will establish a governance structure in the future to ensure that all stakeholder needs are being met in the future corporate general ledger. Figure 1.6 Overall Functional Vision for General Ledger Function in ERP Fixed Assets County/FPD wants to improve its fixed asset accounting. The future solution must integrate with the future project accounting system to determine when an asset should be placed into service. The future asset accounting system must be able to track assets tied to grant funding sources. County/FPD also desires a solution that facilitates the depreciation and year-end reporting process. Page 17

18 Finance and Administration will be responsible for asset accounting for the Forest Preserve District of Cook County. The County s Comptroller s Office will be responsible for asset accounting for Cook County Government. County/FPD require a system that can identify asset transactions at the earliest stages, such that Departments and Agencies will be responsible for entering the initial asset records. Central Accounting for both organizations will be responsible for running depreciation and recording the value of the assets. Improvements, sales, and other dispositions will be managed by the Departments and Agencies and accounted for in the central general ledgers. The overall business process design is to provide Departments and Agencies with the most flexibility to acquire and managed assets while allowing the central Accounting departments to track these items properly. Figure 1.7 Overall Functional Vision for Fixed Assets Function in ERP Grants Accounting All Departments and Agencies within the Forest Preserve District of Cook County and Cook County Government will be empowered to research and apply for grants. Before submitting the applications, the matching requirements will be reviewed by central administration in both organizations. Once awarded, central Accounting will assign a grant number but it will be the responsibility of the Department or Agency to set up the complete grant record. Activity tracking will be monitored by the Department or Agency. Page 18

19 Financial activities will be monitored by the Department, Agency, and central Accounting. Sponsor reporting will be the responsibility of the Department or Agency. Central Accounting will provide assistance, when necessary. It is expected that the future grants reporting system will be able to report by Sponsor fiscal year and by both Cook County Government s and Forest Preserve District of Cook County s fiscal year. Finally, all closing transactions will be managed in collaboration between the Department or Agency and Central Accounting. Figure 1.8 Overall Functional Vision for Grants Accounting Function in ERP Human Resources There are two business process models that the human resources system must accommodate. Cook County Government allows decentralized hiring and on-boarding processes. Conversely, Departments within the Forest Preserve District of Cook County follow more central policies. The future human resources system should accommodate both central and decentralized processes simultaneously. County/FPD anticipates the continued use of Oracle Taleo for talent management requiring integration with the future system. Future business processes will follow a standard set of rules established by a central human resources department. For example, the human resources department may enforce uniform job descriptions; however, the departments will have the flexibility to hire staff using their own processes, as long as they stay within the parameters set by central human resources. This model will also be used for other human resources Page 19

20 processes. For example, human resources may establish the policies and procedures for performance reviews; however, it is up to the Department or Agency to implement the reviews. Finally, the system should account for the funding source for each employee (including grant accounting if applicable) and provide managers with adequate tools and measures to ensure that there is adequate funding for these employees and for succession planning. Figure 1.9 Overall Functional Vision for Human Resources Function in ERP Inventory Inventory will be managed by the separate Departments and Agencies within Cook County Government and the Forest Preserve District of Cook County. Financial accounting and budget control will be managed by central and budget respectively for both organizations. The Siemens patient billing system for CCHHS is expected to co-exist with the future ERP solution and be highly integrated with the inventory functions since patient revenue is tied to this purpose. Page 20

21 Figure 1.10 Overall Functional Vision for Inventory Accounting Function in ERP Project Accounting The future system should accommodate capitalized projects and non-capitalized projects. Departments will be responsible for creating and managing their own projects. Projects can stay within departments or apply across the organization and funds. For example, County/FPD wants to track special projects, such as the ERP project or a FEMA project, which may require the participation of several Departments, Agencies and fund sources. Pre-project planning should also be tracked. Finally, the project system should be well integrated with other functions, such as fixed assets. Once a capital project is completed, it is expected that data will carry into the fixed asset record when the project is complete and the asset is placed into service. Page 21

22 Figure 1.11 Overall Functional Vision for Project Accounting Function in ERP Payroll Cook County Government will continue to run payroll for CCG. FPD will process its own payroll. Both County/FPD will utilize the WorkForce EmpCenter enterprise timekeeping application for time entry currently being implemented. Time entry, scheduling and leave management rules for all organizations will remain in that future time entry system. Payroll rules will remain with the ERP payroll solution. The future payroll solution is expected to maintain separate payroll rules between Cook County Government and FPD. Page 22

23 Figure 1.12 Overall Functional Vision for Payroll Function in ERP Purchasing Although the Forest Preserve District of Cook County and the County are expected to operate as separate business units within the future ERP solution, both organizations would like to share the Supplier Master vendor files to leverage pricing and volume discounts. As part of this process, both organizations would like to utilize the same supplier portal for access to vendor information and pricing. Departments and Agencies in both organizations will be responsible for issuing their own requisitions and purchase orders. These processes will be governed by the central purchasing departments for both organizations. The procurement offices for both the County and FPD will also continue to manage the solicitation process. Goods and services will be received by the Departments and Agencies; though the system should be able to accommodate central receiving for some departments as well as warehousing inventory management, as applicable. Page 23

24 Figure 1.13 Overall Functional Vision for Purchasing Function in ERP Technology Vision The future ERP solution for the Forest Preserve District of Cook County and Cook County Government will reside either in the County Data Center or in a Private or Public Cloud environment. CCG envisions the Software Integrator to manage all the proposed applications and supporting software on the County s infrastructure both during implementation and for post-implementation Production support. Once the system is stabilized, CCG may work with the Software Integrator to transition the system back from a managed services environment to self-supported environment managed by the County at its discretion Deployment Plan The beginning goal for this project is to complete the installation of a desired core solution by November 2016; meaning core functionality is readily available by FY A secondary goal is to deploy a base system template based on core functionality that can be readily deployed to Agencies that choose not to initially participate in the project and for future units of government that may wish to leverage County technology. The final goal is to establish a support organization based upon Center of Excellence principles that can be used to oversee the completion of noncore functions. Details about the desired deployment strategy are described in Section V - Scope of Services. Page 24

25 The following are the objectives for each ERP deployment phase: Deployment Phase 1 Implement core financials and procurement and standard reporting related to these core functions and establish a base functional template based on these core functions to serve as a stable functional platform for all other agencies and departments to use in subsequent deployments Deployment Phase 2 Continue to implement core and start implementation of extended financials and procurement functionality Deployment Phase 3 Continue to implement extended financials and implement inventory and asset management functionality Deployment Phase 4 and Beyond Implement continuous improvement functions such as cost accounting and earned value management functions. Note: Additional phases may be planned depending on the size and the overall complexity of each ERP deployment phase Project Success Factors Key indicators have been identified to make it possible to objectively measure the success of the Countywide ERP Project during each project deployment phase. A partial list of the indicators is included below: System-wide Indicators of Success Indicator 1: Reduction in the number of ERP systems Indicator 2: Reduction in the ERP operating costs Indicator 3: Use of ERP beyond back-office business functions Indicator 4: Increased number of ERP system users Page 25

26 Indicator 5: Trained County/FPD personnel to support/extend functionality after golive Indicator 6: Use of self-service portals to support employees and vendors Financials/Purchasing/Inventory Management Indicators of Success Indicator 1: Reduction in the number of general ledgers Indicator 2: Reduction in time to complete period-end and year-end closings Indicator 3: Reduction in time required to obtain approval on: solicitations; requisitions; invoices; and accounts payables Indicator 4: Improved ability to perform multi-year project accounting, grants, and contract management Indicator 5: Establishing an interface between the inventory management and clinical sub-systems that are revenue generating Human Resources/Payroll/Benefits Indicators of Success Indicator 1: Reduction in the number of human resources tracking systems Indicator 2: Reduction in time-to-hire after positions have been approved and budgeted Indicator 3: Automated the workflows between new hires and on-boarding Indicator 4: Tracking and reporting employee training and development Page 26

27 SECTION II - PROPOSER INSTRUCTIONS 1. Notice to Proposers This RFP provides potential proposers with sufficient information to enable them to prepare and submit proposals. This RFP also contains the instructions governing the submittal of a proposal and the materials to be included therein, including the County requirements, which must be met to be eligible for consideration. All proposals must be complete as to the information requested in this RFP in order to be considered responsive and eligible for award. Proposers providing insufficient details will be deemed non-responsive. The County is not obligated, either to purchase the full services or the products proposed by the proposer, nor to enter into an agreement with any one proposer. At this time, the County is not releasing the terms and conditions setting forth the contractual relationship, obligations and duties of the County and Proposer (the Contract Documents ). The County will issue an Addendum containing the Contract Documents together with instructions on how the Proposer may submit proposed deviations or exceptions to the Contract Documents. 2. Communications with County/FPD Attempts by or on behalf of a prospective or existing vendor to contact or to influence any member of the selection committee, any member of the Electoral Body, or any employee of the County or Forest Preserve District of Cook County with regard to the acceptance of a proposal may lead to elimination of that vendor from further consideration. If it is later discovered that a violation has occurred, County/FPD may reject any proposal or terminate any contract awarded pursuant to this RFP. 3. Availability of Documents The County will publish its competitive bid, RFP, and other procurement notices, as well as award information, at: Interested proposer should note that, unless otherwise stated in the bid or RFP documents, there is no charge or fee to obtain a copy of the bid documents and respond to documents posted for competitive solicitations. Proposers intending to respond to any posted solicitation are encouraged to visit the web site above to ensure that they have received a complete and current set of documents. Some procurement notices may provide a downloadable version of the pertinent documents and any amendments to them that will be available to proposer after they have completed a simple registration process. Additionally, some notices may permit a proposer to submit a response to a posted requirement in an electronic format. Any proposers receiving a copy of procurement documents from a bid referral service and/or other third party are solely responsible for ensuring that they have received all necessary procurement documentation, including addendums and schedules. The County is not responsible for ensuring that all or any procurement documentation is received by any proposer that is not appropriately registered with the County. Page 27

28 4. Minimum Qualifications The Proposer must meet the following prescribed minimum qualifications (MQs). The County reserves the right to waive any one or specific criteria in its sole discretion. The MQs apply to implementation services, managed services and Key Personnel. From within the Proposer s team, the MQs will apply to the specific firm that is taking the lead in the respective areas (for e.g. if the Proposer is leading the implementation services (implementation MQs will apply to the Proposer; and if Proposer s subcontractor is leading the managed services work, then the managed services MQs will apply to the Proposer s sub-contractor). Implementation Services Firm: Has a minimum of three years implementing Oracle EBS 11i+ in the public sector in the United States; Within the last five years, has successfully completed the implementation (in production) of Oracle EBS 11i+ at a minimum of three organizations. Of the three Oracle EBS 11i+ implementations, at least two must be for public sector agencies that are similar to County/FPD in employee size and operating budget. Public sector agencies can include local, state, federal, educational and other similar quasi-government agencies (e.g. public-private agencies). Managed Services Firm: o o o Key Personnel: o o 5. Pre-Proposal Conference Has a minimum of five years providing managed services on Oracle EBS and/or other ERP (Enterprise Resource Planning) Software Applications; Within the last five years, has been responsible for Oracle EBS and/or other ERP managed services for both application support and infrastructure management at a minimum of three organizations. Of the three managed services contracts, at least two contracts must be for organization (public or private) that are similar to County/FPD in employee size and operating budget. The person identified as the implementation Project Manager should have successfully managed at least three Oracle EBS projects that are similar in nature and scope to the what has been described in this RFP; and at least one of these projects must be within the public sector; and The person identified as the managed services Delivery Manager must demonstrate experience in managing ERP software, infrastructure and service level agreements (SLAs) for at least three organizations (private or public sector). The County will hold a Pre Proposal conference on the date, time and location indicated below. Representatives of the County will be present to answer any questions regarding the services requested or proposal procedures. Prospective Proposers will respond to the contact person listed on the front cover of the RFP at least one day prior to the Pre-Proposal Conference scheduled for Page 28

29 December 8, 2014 to confirm participation and number of representatives attending the meeting. A maximum of 2 representatives from each firm may attend the pre-proposal conference. Attendees are encouraged to bring a copy of the RFP to the Pre-Proposal conference. Date: December 8, 2014 Location: 118 N. Clark Street, 4 th Floor, Room 4S, Chicago, IL Special Access to the Pre-Proposal Conference If special accommodations are required for Proposer to attend the Pre-Proposal Conference or the proposal opening, contact the contact person listed on the cover page of this RFP via or by phone no later than three (3) days before the event. 7. Clarifications Questions regarding this RFP will be submitted in writing to the contact person listed on the cover page of this RFP no later than December 19, Delivery of Proposal Package The Proposal and the Pricing Proposal will be delivered either by hand or sent to the County, Office of the Chief Procurement Officer through U.S. Mail or other available courier services to the address shown on the cover page of this RFP. Include the RFP number on any package delivered or sent to the County Office of the Chief Procurement Officer and on any correspondence related to this RFP or the Proposal. The Proposer remains responsible for insuring that its Proposal is received at the time, date, place, and office specified. The County assumes no responsibility for any Proposal not so received, regardless of whether the delay is caused by the U.S. Postal Service, any other carrier, or some other act or circumstance. Proposals received after the time specified will not be considered. If using an express delivery service, the package must be delivered to the designated building and office and not to the County Central Receiving facilities. 9. Uniformity To provide uniformity and to facilitate comparison of Proposals, all information submitted must clearly refer to the page number, section or other identifying reference in this RFP. All information submitted must be noted in the same sequence as its appearance in this RFP. The County reserves the right to waive minor variances or irregularities. 10. Proposal Material The Proposal material submitted in response to the RFP becomes the property of the County upon delivery to the Office of the Chief Procurement Officer and will be part of any contract formal document for the goods or services which are the subject of this RFP. Page 29

30 11. Addenda Should any proposer have questions concerning conditions and specifications, or find discrepancies in or omissions in the specifications, or be in doubt as to their meaning, they should notify the Office of the Chief Procurement Officer no later than December 19, 2014 to obtain clarification prior to submitting a Proposal. Such inquires must reference the proposal due date and the County RFP number. Any clarification addenda issued to Proposer prior to the Proposal due date shall be made available to all proposers. Since all addenda become a part of the Proposal, all addenda must be signed by an authorized Proposer representative and returned with the Proposal on or before the Proposal opening date. Failure to sign and return any and all addenda acknowledgements shall be grounds for rejection of the Proposal. Interpretations that change the terms, conditions, or specifications will be made in the form of an addendum to the solicitation by the County. If issued, the County will post the addenda on the County website: In the event there are any conflicts between the general terms and conditions and any special terms and conditions, the special terms and conditions shall take precedence. 12. Proposer s Responsibility for Services Proposed The Proposer must thoroughly examine and will be held to have thoroughly examined and read the entire RFP document. Failure of Proposers to fully acquaint themselves with existing conditions or the amount of work involved will not be a basis for requesting extra compensation after the award of a Contract. 13. Errors and Omissions The Proposer is expected to comply with the true intent of this RFP taken as a whole and shall not avail itself of any error or omission to the detriment of the services or the County. Should the Proposer suspect any error, omission, or discrepancy in the specifications or instructions, the Proposer shall immediately notify the County in writing, and the County will issue written corrections or clarifications. The Proposer is responsible for the contents of its Proposals and for satisfying the requirements set forth in the RFP. Proposer will not be allowed to benefit from errors in the document that could have been reasonably discovered by the Proposer in the process of putting the proposal together. 14. RFP Interpretation Interpretation of the wording of this document shall be the responsibility of the County and that interpretation shall be final. Page 30

31 15. Confidentiality and Response Cost and Ownership From the date of issuance of the RFP until the due date, the Proposer must not make available or discuss its Proposal, or any part thereof, with any employee or agent of the County. The Proposer is hereby warned that any part of its Proposal or any other material marked as confidential, proprietary, or trade secret, can only be protected to the extent permitted by the Cook County Code of Ordinances and Illinois Statutes. Neither the County nor any of its employees or officers may be held liable for any expenses incurred by any Vendor responding to this RFP, including but not limited to preparation, delivery, or travel. 16. MBE/WBE Participation Goals Consistent with Code of Ordinances (Article IV, Section through 272), the County County has established a goal of 35% MBE/WBE participation for the total of professional services and consulting services utilized by the County. In an effort to continue to promote and expand the participation of certified MBE/WBE firms, the proposer shall make good faith efforts to utilize certified firms. In its response, the proposer shall state the name(s) of the MBE and WBE firms and the level of participation proposed for each firm to be awarded a subcontract by completing Section 1 and Section 2 under Form 16 Software Reference Form Form 18 Economic Disclosure Statement (EDS) Form and Schedule 8 of Worksheet 17 Cost Proposal. To receive MBE/WBE participation credit towards the MBE/WBE contract commitments, MBE/WBE firms must perform a commercially useful function (CUF). An MBE/WBE performs a CUF when the MBE/WBE is responsible for a clearly defined and distinct scope of work. MWBE firms must be responsible for the execution of the work by actually performing, managing, and supervising the work involved. Required Documents and Information Regarding MBE/WBE Participation Proposer shall document its commitment to meeting the Contract specific MBE and WBE participation goals by submitting a MBE/WBE Plan with the Proposal. The MBE/WBE Plan shall include (1) a Utilization Plan Form Section 1 under Form 18 EDS Forms; (2) one or more Letter(s) of Intent Section 2 under Form 18 EDS Forms from the relevant MBE and WBE firms executed by each MBE/WBE and the Proposer; and (3) current Letters of Certification as an MBE/WBE for each firm listed in the Utilization Plan. Alternatively, the Bidder or Proposer shall submit a written Petition for Reduction/Waiver with the Proposal, which documents its preceding Good Faith Efforts and an explanation of its inability to meet the goals for MBE and WBE participation. The Utilization Plan shall be submitted at the time that the proposal is due. Page 31

32 A. MBE/WBE Plan Each Proposal shall include a complete Utilization Plan - Section 1 under Form 16 Software Reference Form Form 18 Economic Disclosure Statement (EDS) Form. The Utilization Plan shall include the name(s), mailing address, address, and telephone number of the principal contact person of the relevant MBE and WBE firms. If the Proposer submits a Proposal, and any of its subcontractors, suppliers or consultants, are certified MBE or WBE firms, they shall be identified as an MBE or WBE within the Utilization Plan. 1. Letter(s) of Intent Except as set forth below, a Proposal shall include, as part of the Utilization Plan, one or more Letter(s) of Intent- Section 2 under Form 16 Software Reference Form Form 18 Economic Disclosure Statement (EDS) Form. The Letter(s) of Intent will be used to confirm that each MBE and WBE shall perform work as a subcontractor, supplier, joint venture, or consultant on the Contract. Each Letter of Intent shall indicate whether and the degree to which the MBE or WBE will provide goods or services directly or indirectly during the term of the Contract. The box for direct participation shall be marked if the proposed MBE/WBE will provide goods or services directly related to the scope of the Contract. The box for Indirect participation shall be marked if the proposed MBE/WBE will not be directly involved in the Contract but will be utilized by the Proposer for other services not related to the Contract. Indirect Participation shall not be counted toward the participation goal. Each Letter of Intent shall accurately detail the work to be performed by the relevant MBE/WBE firm, the agreed dollar amount, the percentage of work, and the terms of payment. Failure to include Letter(s) of Intent will render the submission not Responsive and shall be cause for the CPO to reject the Bid or Proposal. All Proposals must conform to the commitments made in the corresponding Letter(s) of Intent, as may be amended through change orders. The Contract Compliance Director may at any time request supplemental information regarding Letter(s) of Intent, and such information shall be furnished if the corresponding Bid or Proposal is to be deemed responsive. 2. Letter(s) of Certification Page 32

33 Only current Letter(s) of Certification from one of the following entities may be accepted as proof of certification for MBE/WBE status, provided that Cook County s requirements for certification are met: County of Cook City of Chicago Firms that are currently certified by the City of Chicago in any area other than Construction/Public Works shall also complete and submit a MBE/WBE Reciprocal Certification Affidavit along with a current letter of certification from the City of Chicago. This Affidavit form can be downloaded from The Contract Compliance Director may reject the certification of any MBE or WBE on the grounds that it does not meet the requirements of the Ordinance, or the policies and rules promulgated thereunder. 3. Joint Venture Affidavit In the event a Proposal achieves MBE and/or WBE participation through a Joint Venture, the Proposal shall include the required Joint Venture Affidavit, which can be downloaded from The Joint Venture Affidavit shall be submitted with the Bid or Proposal, along with current Letter(s) of Certification. B. Petition for Reduction/Waiver of MBE/WBE Participation Goals In the event a Bid or Proposal does not meet the Contract specific goals for MBE and WBE participation, the Proposal shall include a Petition for Reduction/Waiver, as set forth on Form 18. The Petition for Reduction/Waiver shall be supported by sufficient evidence and documentation to demonstrate the Bidder or Proposer s Good Faith Efforts in attempting to achieve the applicable MBE and WBE goals, and its inability to do so despite its Good Faith Efforts. Failure to include Petition for Reduction/Waiver may render the submission not Responsive and shall be cause for the CPO to reject the Bid or Proposal. 1. Granting or Denying a Reduction/Waiver Request. a. The adequacy of the Good Faith Efforts to utilize MBE and WBE firms in a Bid or Proposal will be evaluated by the CCD under such conditions as are set forth in the Ordinance, the policies and rules promulgated thereunder, and in the Petition for Reduction/Waiver of MBE/WBE Participation Goals Form 18 of the M/WBE Compliance Forms. b. With respect to a Petition for Reduction/Waiver, the sufficiency or insufficiency of a Bidder or Proposer s Good Faith Efforts shall be evaluated by the CCD as of the date upon which the corresponding Bid or Proposal was due. Page 33

34 c. The Contract Compliance Director or his or her duly authorized Waiver Committee may grant or deny the Petition for Reduction/Waiver based upon factors including but not limited to: (a) whether sufficient qualified MBE and WBE firms are unavailable despite good faith efforts on the part of the Bidder or Proposer; (b) the degree to which specifications and the reasonable and necessary requirements for performing the Contract make it impossible or economically infeasible to divide the Contract into sufficiently small tasks or quantities so as to enable the Bidder or Proposer to utilize MBE and WBE firms in accordance with the applicable goals; (c) the degree to which the prices or prices required by any potential MBE or WBE are more that 10% above competitive levels; and (d) such other factors as are determined relevant by the Contract Compliance Director or the duly authorized Waiver Committee. d. If the Contract Compliance Director or the duly authorized Waiver Committee determines that the Bidder or Proposer has not demonstrated sufficient Good Faith Efforts to meet the applicable MBE and WBE goals, the Contract Compliance Director or the duly authorized Waiver Committee may deny a Petition for Reduction/Waiver, declare the Bid or Proposal non-responsive, and recommend rejection of the Bid, Quotation, or Proposal. C. CHANGES IN THE UTILIZATION PLAN A Contractor, during its performance of the Contract, may not change the original MBE or WBE commitments specified in the relevant Utilization Plan, including but not limited to, terminating a MBE or WBE Contract, reducing the scope of the work to be performed by a MBE/WBE, or decreasing the price to a MBE/WBE, except as otherwise provided by the Ordinance and according to the policies and procedures promulgated thereunder. Where a Person listed under the Contract was previously considered to be a MBE or WBE but is later found not to be, or work is found not to be creditable toward the MBE or WBE goals as stated in the Utilization Plan, the Contractor shall seek to discharge the disqualified enterprise, upon proper written notification to the Contract Compliance Director (CCD), and make every effort to identify and engage a qualified MBE or WBE as its replacement. Failure to obtain an MBE or WBE replacement within 30 business days of the Contract Compliance Director's written approval of the removal of a purported MBE or WBE may result in the termination of the Contract or the imposition of such remedy authorized by the Ordinance, unless a written Petition for Reduction/Waiver is granted allowing the Contractor to award the work to a Person that is not certified as an MBE or WBE. D. NON-COMPLIANCE If the CCD determines that the Contractor has failed to comply with its contractual commitments or any portion of the Ordinance, the policies and procedures promulgated thereunder, the Contract Compliance Director shall notify the Contractor of such determination and may take any and all appropriate actions as Page 34

35 set forth in the Ordinance or the policies and procedures promulgated thereunder which includes but is not limited to disqualification, penalties, withholding of payments or other remedies in law or equity. E. PROHIBITED PROVISIONS Any agreement between a Contractor and a MBE or WBE in which the Contractor requires that the MBE or WBE not provide subcontracting quotations to other Contractors is prohibited. 17. Proposer s Disclosure and Conflict of Interest The Proposer must complete and return the enclosed "Economic Disclosure Statement & Forms" along with its proposal. In the event that further clarification is required on any of the information provided, the County reserves the right to make any necessary inquiry with a proposer for such purpose. Such inquiry, if made, may include a deadline by which time any necessary clarifying information must be submitted. 18. County/FPD RFP Format All proposers will use this solicitation format for submitting their proposal. Exceptions must be noted as per Submittal Requirements Section VI Failure to comply with this requirement may cause a proposer s proposal to be considered "nonresponsive." 19. County/FPD Rights The County reserves the right to reject any and all offers, to waive any informality in the offers and, unless otherwise specified by the Proposer, to accept any item in the offer. The County also reserves the right to accept or reject all or part of a Proposer s Proposal, in any combination that is economically advantageous to the County. 20. Alteration/Modification of Original Documents The Proposer certifies that no alterations or modifications have been made to the original content of this RFP or other procurement documents (either text or graphics and whether transmitted electronically or hard copy in preparing this proposal). Any alternates or exceptions (whether to products, services, terms, conditions, or other procurement document subject matter) are apparent and clearly noted in the Exceptions portion of the proposal Proposer understands that failure to comply with this requirement may result in the proposal being disqualified and, if determined to be a deliberate attempt to misrepresent the proposal, may be considered as sufficient basis to suspend or debar the submitting party from future County Bid and RFP procurement opportunities. Page 35

36 21. Recycling Packaging which is readily recyclable, made with recyclable materials, and designed to minimize potential adverse effects on the environment when disposed of by incineration or in a landfill is desired to the extent possible. Product(s) offered which contain recycled materials may be acceptable provided they meet all pertinent specifications and performance criteria outlined in this RFP. If the product(s) offered are manufactured utilizing recycled materials, identify the percentage composition and nature of the recycled content within. Page 36

37 22. Procurement Schedule The expected procurement schedule is listed below in Table 2.1. The County reserves the right to change the procurement schedule. If changes are made, proposers will be notified by the County in the form of an addendum to this RFP in accordance with Section II - Proposer Instructions (Subsection 5). Date Table 2.1 Procurement Schedule Activity 11/26/14 RFP released 12/08/14 Pre-proposal conference 10:00 AM (CST) 12/19/14 Last day to accept questions and requests for clarification on the RFP 3:00 PM (CST) 1/7/15 Answers to submitted questions provided 4:00 PM (CDT) 01/30/15 Proposals due 3:00 PM (CST) 02/15 03/15 Evaluation Period 4/15 Contract Negotiations 6/15 Contract Award Page 37

38 SECTION III - CURRENT ENVIRONMENT 1. Stakeholders County/FPD has defined five types of organizational stakeholders for this project. stakeholder is described in the table below. Table 3.1 Stakeholder Profile Each type of (1) (2) (3) (4) (5) Elected and Appointed Officials Agencies Reporting To Elected Officials Other Than The President Agencies Reporting to the President Business-Type Activities Component Units Follows central policies established by the Board President and impacting the County s general fund (e.g., Financials, Procurement, HR/Payroll) Requires separate internal approval processes Special revenue funds may or may not be in scope. Special revenue funds are completely autonomous and managed only by these Bureaus. May or may not follow central policies established by the Board President and impacting the County s general fund (e.g., Financials, Procurement, HR/Payroll) Requires separate internal approval processes Special revenue funds may or may not be in scope. Special revenue funds are completely autonomous and managed only by these Bureaus. Follows central policies established by the Board President and impacting the County s general fund (e.g., Financials, Procurement, HR/Payroll) Departments and Divisions Require separate internal approval processes beneath policy level All other Bureau and Department Funds follow central policies Follow full-accrual accounting rules. Follows central policies established by the Board President Manages profit and loss operations Separate unit of government Does not follow central policies Business rules and processes are completely autonomous Outsources some business processes to the Central Government (e.g., payroll) Page 38

39 Cook County Government consists of 27 Bureaus and Offices, plus the Forest Preserve District of Cook County as a distinct governmental body. The reporting relationship between Bureaus is summarized below. The profile represents the grouping referenced in Table 3.1 (Stakeholder Profile). Note that employee counts vary seasonally, generally adding part-time summer workers. Table 3.2 Bureau By Stakeholder Profile Profile Bureau No. Divisions/ Departments Estimated Employees 2 Offices of the President Bureau of Administration 15 1,304 3 Bureau of Finance Cook County Health and Hospitals Systems 8 6,216 3 Bureau of Human Resources Bureau of Capital Planning and Facilities Management Bureau of Economic Development Bureau of Technology County Auditor Office of the Independent Inspector General Public Administrator Administrative Hearing Board Cook County Board of Commissioners Assessor Board of Review Board of Elections Chief Judge 3 3,289 1 Clerk of the Circuit Court 5 2,028 1 County Clerk Recorder of Deeds Sheriff 12 6,814 1 State s Attorney 3 1,354 1 County Treasurer Cook County Forest Preserve District of Cook County Total 23,785 Page 39

40 2. Functional Ownership The following table identifies the ownership for each of the desired functions in scope for this project. County/FPD has defined ownership as the department primarily responsible and accountable for the particular function or serving as the official record of data for County/FPD. Table 3.3 Functional Process Ownership ID Function Owner Division Department Bureau 1 Accounts Payable Comptroller Comptroller Finance Offices of the President 2 Accounts Receivable (Misc.) 3 Accounts Receivable (Statute) Comptroller Comptroller Finance Offices of the President Treasurer Treasurer Treasurer Elected Official 4 Budget Budget and Management Services Budget Management Services and Finance Offices of the President 5 Fixed Assets Comptroller Comptroller Finance Offices of the President 6 General Ledger Comptroller Comptroller Finance Offices of the President 7 Grants Accounting Budget and Management Services Budget and Management Services Finance Offices of the President 8 Project Accounting Capital Planning and Capital Planning and Policy Economic Development Offices of the President Policy 9 Purchasing Office of Chief Procurement Officer Office of Chief Procurement Officer Finance Offices of the President 10 Inventory Various Various Various All 11 Human Resources Human Resources Human Resources Human Resources Offices of the President 12 Position Control Budget and Management Services Budget Management Services and Finance Offices of the President Page 40

41 13 Position Management Human Resources Human Resources Human Resources Offices of the President 14 Benefits Risk Management Risk Management Finance Offices of the President 15 Payroll Payroll Comptroller Finance Offices of the President 16 Performance Evaluations Various Various Various All 17 Employee Relations Human Resources Human Resources Human Resources Offices of the President 18 Risk Management Risk Management Risk Management Finance Offices of the President Page 41

42 3. Current Major Systems Ownership There are six primary enterprise systems providing the functionality described above in Table 3.3 Functional Process Ownership. Current ERP System(s) Table 3.4 Partial List of County/FPD Current ERP Systems System Owner System Location Implemented JDE One World Bureau of Technology On-premise 2001 (Financials and Procurement) JDE Enterprise One Bureau of Finance SaaS 2014 (Human Resources/Payroll) JDE Enterprise One County Treasurer On-premise 2013 Lawson Cook County Health & Remotely hosted 2010 Hospitals System MSI Cook County Forest Preserve District of Cook County Remotely hosted 2013 Exhibit 2 Systems and Functional Highlights by Agency provides a Systems and Functional Highlights by Agency County/FPD organizations that they impact. 4. Data Center The County owns and maintains a physical data center that is managed by the County s Bureau of Technology. The data room is a lights-out data room with limited, controlled access. The County s standard cabinet configuration is 42U, 19 inch locking cabinets with two 30A 208V feeds per cabinet (with capabilities of up to 50 amp circuits, if required). Each group of three cabinets is supported by an LIU with a 10 GB fiber feed from the data center s MDF. The data center has 50 tons of AC and is covered by a Sapphire fire suppression system. The data center is on raised floor, with power and network cable management underneath the floor. The floor is not used as a plenum for cooling; however, cabinets are arranged in a hot and cold isle configuration. The data center is supported by a 450KV UPS and 1000KV generator. Operational standards are maintained at Tier II. Page 42

43 5. Other Current Projects Impacting ERP Enterprise Time and Attendance Cook County is currently in the process of implementing the WorkForce EmpCenter time and attendance system for the Cook County Government and the Forest Preserve District of Cook County. The new system will consist of software and hardware for time entry. The system will also contain all of the time entry, scheduling and absence management rules. Once complete, enterprise timekeeping will interface to the new ERP solution. All manual entry time entry will be entered through the new time entry system. The new time entry system is scheduled to complete in the first quarter of Risk Management System The County s Department of Risk Management is currently in the process of product selection to consolidate the organization s risk management systems into a single, integrated solution. The expected completion for the project is the second quarter of This system will interface to the future ERP solution Work Order and Permit Management System The Department of Transportation and Highways has recently awarded a contract for software and services to implement Cityworks Permitting to create and manage Cook County Highway s permit process. This solution is projected to launch in the fourth quarter of Fleet Management System The Bureau of Administration is currently examining the possibility of using a fleet management system for management of County vehicles used by multiple using departments Project Accounting Software The Department of Capital Planning is considering possibilities for obtaining software that enable project-based accounting for capital projects Human Resources, Payroll & Benefits Management CCG has updated its payroll system in the third quarter of 2014 and is expected to continue working on enhancements and updates in the near future. The Human Resources, Payroll, and Benefits Management applications are currently provided via a temporary SaaS solution; this system will eventually be replaced by the new ERP solution. Page 43

44 SECTION IV - ERP PROJECT PLANNING/GOVERNANCE 1. Office of Enterprise Resource Planning (ERP) This project is being managed by the Cook County s Office of Enterprise Resource Planning. ERP is part of the Bureau of Finance; however, for this project will report to an Executive Steering Committee consisting of the Chief Financial Officer and the Chief Information Officer. A primary ERP responsibility is to ensure that organizational interests from the Offices of the President, Elected Offices, CCHHS, and the Forest Preserve District of Cook County are represented throughout the selection process and the implementation process Selection During selection process, ERP will assist the OCPO with the software selection process and the software integrator selection process. These duties include strategic planning, resource planning and scheduling, and provide negotiations assistance to the Cook County Office of the Chief of Procurement Officer Implementation During implementation, ERP will be responsible for identifying resources to be assigned to the implementation of the installation effort. It is expected that ERP will continue to grow during the ERP implementation. The ERP software and implementation contracts will be owned and managed by ERP Post Implementation Once the new ERP solution is moved into post production, ERP will be responsible for overseeing the ERP Help Desk in coordination with the Bureau of Technology and will also be responsible for coordinating system configuration and enhancements with the managed services provider Portfolio Management ERP is also responsible for managing a portfolio of administrative projects. In this capacity, ERP will be empowered to shift resources, as required, between projects to accommodate tasks and to meet deadlines Overall ERP Project Management Overall ERP project planning is being provided by a team consisting of County management, County subject matter experts, selection consultants, and industry analysts Project Governance During Selection The following governance structure has been established for this selection process: Executive Steering Committee (ESC) The ESC role is to review the recommendations of the Project Team and to recommend actions to the County Board. The ESC has the authority and responsibility to make all funding, resource, and policy decisions to ensure the success of the ERP project. The ESC consists of the Chief Financial Officer, the Chief Information Officer and the ERP Director Project Sponsor (PS) Page 44

45 The Project Sponsor(s) are the Cook County Chief Financial Officer and the Chief Information Officer, who jointly assume responsibility to oversee the progress of the project and to provide guidance and direction to meet the defined project objectives Software Integrator Evaluation Committee (SIEC) The evaluation committee will include individuals from each ERP functional area and individuals from across the County enterprise ERP Project Team (EPT) The ERP Project Team has been established within ERP to serve as internal experts on ERP best practices and the envisioned business processes. The project team s role during selection is to assist the ERP SIEC in validating that the software integrators meet defined expectations, to work with the cross-functional users to develop interview questions, and to manage user feedback related to the software integrator evaluation process Subject Matter Experts (SME) SMEs are business process owners that will provide deeper knowledge of functional processes. These employees will be asked to participate in implementation interviews, and to get involved on an as needed basis Contract Negotiator The Cook County Office of the Chief Procurement Officer has assigned a Buyer to this project. The Buyer will be responsible for overseeing the release of the RFP, pre-proposal conference, the vendor selection process, and coordinating resources during contract negotiations, in accordance with the County procurement code Project Governance During Implementation A different governance structure will be in place for the ERP implementation Executive Steering Committee (ESC) The ESC will remain to provide policy decisions and make all decisions regarding scope, schedule, and resource changes. The ESC will expand to include representatives of the group stakeholders described in Table 3.1 Stakeholder Profile Project Sponsor (PS) The Project Sponsor(s) are the Cook County Chief Financial Officer and the Chief Information Officer, who jointly assume responsibility to oversee the progress of the project and to provide guidance and direction to meet the defined project objectives ERP Project Team (EPT) County/FPD is forming an ERP project team that will be assigned full-time to the project. Project team members will consist of functional and technical leads representing the various organizational groups Subject Matter Experts (SME) Page 45

46 The ERP Project Team will be supported by part-time subject matter experts with deep knowledge of County processes. The SME will function as experts during design sessions and testing. The following table describes County/FPD s current vision for the project team composition, with specific project roles. Table 4.1 County Implementation Team Structure Project Role Anticipated Duties FTE for Project Duration Steering Committee ERP Project Director ERP Deputy Directors Provides resources to project Makes policy decisions Final authority on decisions related to project scope, schedule, and budget. Lead, manage, and direct the efforts of the County Project Team Manages project direction and overall plan to ensure that County expectations are fulfilled. Reports project status to the Steering Committee and other County stakeholders. Defines expectations and success indicators. Makes final project business planning decisions. Allocates project resources. Ensures project plan is managed to contract milestones Determines when milestones are met and approves deliverables associated with milestones. Monitors timely issue resolution and appropriate issue escalation. Under the direction of the County Project Director, manage scope, schedule and budget for project. Manage execution of the approved Project work plan Page 46

47 (Project Managers) Monitor progress and report Project status to the County Project Director. Assign project resources and priorities. Review and approve all project deliverables. Manage project risks and issues. Manage County project team staff Work with the ERP Contractor and the County to confirm the fit of business requirements with the ERP solution. Work with all project team members in coordinating project activities. Act as the day to day contact to the ERP Contractor. Manage issue resolution and ensures timely escalation process. Monitor compliance with standards for documentation, and training. ERP Project Administrator Functional Lead Performs administrative tasks to support the Project Management Office, including tracking statistics and performance measures; monitoring and reporting issues; and supporting and performing Project communication tasks. Maintains project calendar and schedules meetings. Maintains project documentation library. Keeps and updates issues tracking lists. Administers all invoicing, billing, reconciliations and discrepancies. Assists with preparing materials for Project meetings. Provide significant business process experience in relevant functional area. 1 1 Financial Lead Page 47

48 Technical Lead Coordinate multiple Project contributors from the business side In conjunction with ERP Contractor, oversee the integration of their particular functional area. Responsible for issue resolution management in their functional area. Respond to Project Management regarding progress and issues. Identify areas that provide opportunities for business process improvements and implements the best practice. Comply with Project change control procedures put in place to escalate issues, risks and change requests. Provides significant infrastructure and technical experience (e.g., technical architecture, interface/middleware technologies, database, operating systems, networks, coding). Works with ERP Integrator to determine hardware and infrastructure. Serves as central contact for ERP Managed Services Contractor. Coordinates County technical activities related to building ERP technical environment within County data center. Works with County Bureau of Technology to acquire needed hardware, software and related services for the ERP project. Works in conjunction with the ERP Contractor to develop a system integration plan for enterprise technical architecture components. Responsible for issue resolution 1 Supply Chain Lead 1 HR/Payroll Lead 1 Page 48

49 Change Management Lead Subject Matter management in technical area. Complies with Project change control procedures put in place to escalate issues, risks and change requests. Responds to Project Management regarding progress and issues. Coordinates all technical activities with ERP Contractor and County technical staff. Works with ERP Contractor to produce a comprehensive change management and communications plan. Leads the County team responsible for change management. Provides insight, County specific knowledge, and other information to the ERP Contractor Change Management Team. In conjunction with the ERP Contractor, implements the change management strategy, including communication and change management. Implements the ERP communications plan. Helps identify areas that provide opportunities for business process improvements and then implements the best practice. Complies with Project change control procedures put in place to escalate issues, risks and change requests. Provides administration and technical support for creating Project templates, communications and presentations. Provides knowledge and subject matter expertise of respective functional or technical area and 1 1 Accounts Payable Page 49

50 Experts Technical Development Resources System Administrator existing business processes to ERP Project. Participates actively in workshop sessions and other functional meetings. Assists in resolving business and system integration issues. Develops, validates, and tests functional design in ERP solution. Provides insight into the organizational change management requirements associated with the end users affected by the implementation of respective business areas. Serves as a communication point for the end user community as part of the change management process. Provides insight into the training requirements associated with the end users affected by the implementation of the ERP solution. Responds to Project Management regarding progress and issues. Participates actively in the technical workshop review sessions and other technical meetings. Develops technical specifications to meet reporting, interface, conversion, and enhancement requirements. Assist ERP Contractor with data conversion activities. Coordinates County legacy system tests with new ERP solution tests. Works closely with ERP Managed Services Contractor to enable skills transfer. Provides technical support to the ERP Contractor. Responsible for maintaining the 1 Accounts Receivable 1 Benefits 1 Budget 1 Capital/Fixed Assets 1 General Ledger 1 Human Resources 1 Payroll 1 Purchasing.25 System Administrator.25 Database Administrator.25 Middleware Administrator As Needed Page 50

51 Support Resources technical environment which may include application, database, and middleware support. Works closely with the ERP Contractor to enable skills transfer and effective shadowing. Facilitates resolution of legacy application technical problems. Performs checks and tasks within the technical environment. Administers backup and recovery procedures. 2. Software Acquisition County/FPD is in an active software acquisition phase with Oracle for Oracle EBS. County/FPD will seek approval from the Board to separately contract for the software prior to award of the services described herein (see also Section V - Scope of Services, Sub-section 2.2 Gap Software). County/FPD expects to complete negotiations with Oracle for the following products: Page 51

52 Table 4.2 Anticipated County Owned Oracle EBS Products Product Version Financials 12.2 iexpenses 12.2 Advanced Collections 12.2 ireceivables 12.2 Project Billing 12.2 Project Costing 12.2 Grants Management 12.2 iprocurement 12.2 isupplier Portal 12.2 Purchasing 12.2 Services Procurement 12.2 Procurement Contracts 12.2 Supplier Lifecycle management 12.2 Sourcing 12.2 Inventory 12.2 Order management 12.2 Human Resources 12.2 Payroll 12.2 Self Service Human Resources 12.2 Learning Management 12.2 Compensation Workbench 12.2 Advanced Benefits 12.2 Time & Labor 12.2 Performance Management 12.2 Vertex Payroll Tax -Q Series (PTQ1000) Vertex Payroll Tax Q Series (PTQ1000) Hyperion Planning Plus Hyperion Public Sector Planning and Budgeting Hyperion Project Financial Planning Hyperion Financial Data Quality Management Enterprise Edition Hyperion Financial Data Quality Management Enterprise Edition Adapter Suite Page 52

53 Hyperion Financial Management Plus Hyperion Financial Close Management Hyperion Financial Data Quality Management Enterprise Edition Adapter for Financial Management Oracle Business Intelligence Foundation Suite Oracle Business Intelligence Foundation Suite Data Integrator and Application Adapter for Data Integration Financial Analytics, Fusion Edition Human Resources Analytics, Fusion Edition Procurement and Spend Analytics, Fusion Edition Project Analytics User Productivity Kit Professional Developer User Productivity Kit Professional Employees Page 53

54 SECTION V - SCOPE OF SERVICES 1. Overview The Cook County Government and Forest Preserve District of Cook County are seeking all responsible proposers who can implement the Oracle EBS products described in Section IV - ERP Project Planning/Governance (Software Acquisition). County/FPD intends to implement the software in phases as described in Section V - Scope of Services. The goal is to begin Phase I of the implementation in the second quarter of Functional Scope This RFP has separated functional requirements into core requirements and enhanced requirements. Core requirements are defined by County/FPD as must have functional requirements since they serve as the basis for all desired functionality and also as a bridge between the future ERP solution and all other organizational enterprise systems that County/FPD plans to co-exist with ERP. Enhanced functions are functions that are considered important but also as non-critical functions necessary for business process improvement Software Functions Proposers should implement strategies and functions that will provide County/FPD staff with all the necessary tools and capabilities to efficiently transact, manage and report on all aspects of the following ERP business areas and processes (listed in alphabetical order): Table 5.1 Business Areas and Processes Scope ID Business Area Process 1 Accounts Payable Bank Reconciliation 2 Closing 3 Credit/Debit Memo 4 General 5 Invoice 6 Invoice Adjustment 7 Invoice Inquiry 8 Matching 9 Process Payment 10 Retainage 11 Tax Reporting 12 Unclaimed Property 13 Vendor Page 54

55 14 Vendor Self-Service 15 Void/Cancel 16 Accounts Receivable Closing 17 Collections 18 Create Invoice 19 Create Receivable 20 Customer 21 Interfaces/File Transfers 22 Issue Refunds 23 Benefits Beneficiaries and Dependents 24 Benefit Plan Costs 25 COBRA 26 Deductions 27 Eligibility 28 Open Enrollment - Self Service 29 Plan Administration 30 Budget Budget Approval 31 Budget Forecast 32 Budget Maintenance 33 Budget Publishing 34 Budget Request 35 Capital Budget 36 Central Budget Preparation 37 Control 38 General 39 Position Budgeting 40 Employee Relations Disciplinary Actions 41 Grievances 42 Work Improvement Plans 43 Fixed Assets Acquisition 44 Depreciation 45 Inventory 46 Retirement 47 Transfers 48 Warranty 49 General Ledger Closing 50 Cost Accounting 51 Funds Management 52 General Page 55

56 53 Journal Entry 54 Reporting and Inquiry 55 Structure 56 Grants Accounting Accounting 57 Activity Tracking 58 Award 59 Closing 60 Human Resources Employee Data 61 Onboarding 62 Personnel Actions 63 Self Service 64 Separation 65 Skills, Competencies, Licenses and Certifications 66 Inventory Cycle Count 67 General 68 Inventory Cost 69 Misc. 70 Receipt of Material 71 Requisition of Inventory 72 Payroll Acting Pay 73 Calculations 74 Check Printing 75 Deductions and Garnishments 76 End of Year Processing 77 Processing 78 Reporting 79 Retroactive Pay 80 Salary Administration 81 Self Service 82 Special Pay 83 Performance Evaluations Performance Evaluations 84 Performance Improvement Plans 85 Project Accounting Accounting Transactions 86 Define Project 87 Purchasing Bid/Quote 88 Amendments/Change Order 89 Contract Administration 90 General Page 56

57 91 Purchase Order 92 Receiving 93 Requisitions 94 Vendor 95 Vendor Performance 96 Vendor Self-Service 97 Risk Management Case Management 98 General 99 Restricted Duty 100 Technology Application Security (Privilege Capability) 101 Audit, Policy, and Control 102 Workflow 103 Reporting 2.2. Gap Software The Proposer will determine any software needed beyond what County/FPD has in its EBS Software portfolio to fill gaps to meet the functional requirements set forth in this RFP, including both EBS Software not listed in Table Anticipated County Owned Oracle EBS Products and will recommend this software to County/FPD and provide pricing for the software licenses, including maintenance fees. For software that is needed to complete the functional requirements as identified in Worksheet 4 Functional and Technical Requirements but is not part of the EBS Software (e.g. database, middleware, or other software proprietary to the Proposer or a third party), the Proposer is to recommend and provide pricing for that gap software. County/FPD, in its sole discretion, may procure any such recommended software or require the Proposer to furnish the software under the contract and license to County/FPD, as determined in discussions with the Proposer Functional Deployment Strategy County/FPD has identified the following three types of deployment: functional, organizational, and technology. Each are dependent upon each other are considered fully in scope. They are separated here for ease of definition. The last part of this section describes County/FPD Government s vision for all three types of deployment. Page 57

58 Figure 5.1 Deployment Strategy Figure 5.1 Deployment Strategy above displays a conceptual framework for the staggered rollout that County/FPD anticipates. The specific functions are representative and not prescriptive; County/FPD expects each Proposer to define its recommended rollout schedule. County/FPD generally intends to implement ERP in phases after establishing a stable, core set of ERP functions. The following are the conceptual objectives for each phase: Phase 1 (Core) Implement core financials, human resources, payroll, and standard, base reporting related to these core functions. Establish a base functional template based on these core functions to serve as the standard, stable functional platform for all Agencies and Bureaus to use. Integrate the new enterprise time entry system to the core payroll system Phase 2 (Core Extension) Implement employee self-service functions related to core human resources and payroll. Implement business intelligence functions related to core functions Page 58