HomeMy WebLinkAboutRes-2016-093Resolution 2016-Ot1 '2J
BOARD OF COUNTY COMMISSIONERS
COUNTY OF KITTITAS
STATE OF WASHINGTON
RESOLUTION NO. 2016 Oqa-
RESOLUTION TO AWARD THE BID FOR PERMIT TRACKING SOFTWARE AND TO
AUTHORIZE THE CHAIRMAN'S SIGNATURE ON THE TERMS OF SERVICE AGREEMENT
FOR PHASE I IMPLEMENTATION
WHEREAS: A Request for Proposal for Permit Tracking Software (KCIT 142-1) was approved
by the Kittitas County Board of Commissioners on 9/2/2014; and
WHEREAS: A Notice of Call for Bids for the request for proposal was published in the Daily
Record on 9/5/2014; and
WHEREAS: Sealed bids were opened 10/1/2014 at 8am in the Kittitas County Courthouse.
Nine (9) bids were received and all were deemed responsive; and
WHEREAS: A Permit Software Team comprised of representatives from Community
Development Services, Public Works, Public Health, Fire Marshall, Assessor,
and IT evaluated the responsive bids; and
WHEREAS: The Permit Software Team and the project sponsors: Community Development
Services Interim Director, Public Health Director, Public Works Director, and the
IT Director, having met with the 3 top scoring responsive bid vendors and viewed
their software demonstrations, recommends that the bid from Paladin Data
Systems Corporation (makers of SMARTGov) be accepted as the lowest bidder
to meet specifications;
NOW, THEREFORE, BE IT RESOLVED the Board of County Commissioners, in the best
interest of the public, hereby awards the bid for permit tracking software to Paladin
Resolution 2016-OC[~
Data Systems Corporation conditioned upon the terms and conditions specified in
the proposal.
ADOPTED the 19th day of July, 2016
BOARD OF COUNTY COMMISSIONERS
KITTI ~WASHIN I3T,o N
~®£-
Obie O'Brien, Chair
A~~$ENT
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A TG v DELIVERING LEAN CIVIC EXCELLENCE
800-532-8448 1 info@paladindata.com 119362 Powder Hill Place NE. Poulsbo . WA 98370 1 www paladindata.com
07/13/2016
Kittitas County Board of County Commissioners
Kittitas County Community Development Services
411 N. Ruby Street, Suite 2
Ellensburg, WA 98926
RE: Kittitas County Phase I SMARTGOV Implementation
Dear Board of County Commissioners,
Sales Order: 1801
Paladin Data Systems Corporation (Paladin) applauds your decision to invest in affordable innovation for your community.
We'll be with you every step of the way to ensure a successful and smooth transition to the SMARTGOV suite.
Quantity Units
143.75 Hour
Site
Site
ttem
-Requirements Elicitation for Phase II
Implementation
-Analysis and Migration of Legacy Data Into
SMARTGov
-Business Analysis and System
Configuration
SG SMARTConnect GIS
SG SMARTConnect Parcel
This contract funds the development of two SMARTGov
connectors (Parcel and GIS) and professional services up
to 143.75 hours of analysis, data migration, and
configuration to implement SMARTGOV Community
Development software for Kittitas County. Collectively this
work comprises Phase I of two phases of implementation.
As part of Phase I. Paladin will identify and document all
remaining connectors, configuration, training, and other
tasks necessary to provide the complete implementation of
SMARTGov and to inform the scope for Phase II . Note, the
contract total does not include applicable tax.
Term
Professional Services
One Time
One Time
Amount
$23,000.00
$3,500.00
$3,500.00
Total Investment = $30,000.00
file:IIIC:/Users/mike.flory/AppData/LocaI/MicrosoftlWindows/Temporary%20Internet%2 ... 7/14/2016
Page 2 of 2
Terms of Service;
• This Sales Order is valid until 08/12/2016.
• SaaS Subscription terms are one (1) year beginning upon signing this Sales Order.
• Pricing is based on the total number of full-time users.
• Subscription includes 0 "occasional users" which individually average < 2 hours of daily usage.
• Subscription and One Time fees, not including services, are billed upon signing this Sales Order.
• Professional Services are estimates only and will not be exceeded without your approval. Professional
Services are billed monthly on a time & materials basis.
• Payment terms are net 30 days.
• Applicable sales taxes are in addition to the quoted price. If your organization is tax exempt please email a copy of
your Tax Exemption Certificate to contracts@paladindata.com.
• Please address purchase orders to:
Contracts, Paladin Data Systems, 19362 Powder Hill Place NE, Poulsbo, WA 98370
• Supplemental training and startup assistance are available in an online format and through telephone support.
• Technical support is available from 5am to 5pm PST by calling (800) 532-8448 or email to
support@paladindata.com.
• This Sales Order is governed by the terms and conditions of SMARTGOV's Master SaaS Subscription and
Professional Services Agreement available at: www.paladindata.com/agreements/master-psa
Thanks for your order and your trust in SMARTGOV to help you save money, increase efficiency, and raise customer
service levels. We truly look forward to serving you and your community.
Sincerely,
Jeff Pavey
Yes! I accept these terms; let's get started today!
Authorized Signature and Title at Kittitas County, WA Date
file:IIIC:/Users/mike.flory/AppOata/LocaI/MicrosoftlWindows/Temporary%20Internet%2 ... 7/14/2016
Kittitas County Staff Report
Permit Software Recommendation
From: Permit Software Selection Team
Sponsors: Robin Read, Public Health Administrator; Doc Hansen, Interim Community
Development Services Director; Jim Goeben, IT Director
To: Board of County Commissioners
Date: June 13, 2016
Request: Award the Request for Proposal for Permit Tracking Software (RFP#: KCIT 14-1) to
SMARTGov, authorize staff to negotiate costs, and direct staff to return to the board
with a contract for services.
Background
Initial process
The Board of County Commissioners (BOCq directed a Permit Software Team (team) be formed to
investigate options for replacing Tyler Technologies' Eden permit tracking software; Eden will soon reach
end-of-life development and county staff doesn't use the software consistently because its functionality
does not meet their needs. The team utilized LEAN principals to manage the project. A charter
document was created which defined the scope of the project as "recommend to the BOCC to purchase
or build an in-house application to replace Eden permitting software for the efficient processing of
permits, effective communication with the public, and compliance with applicable regulations."
On August 15, 2014, the BOCC approved the team's recommendation to:
1. Conduct a survey of permit software users in local government agencies in WA
2. Issue a Request for Proposals (RFP) from qualified vendors
The team performed the survey of permit software users in Washington local government agencies, and
reviewed the Association of City and County Information Systems software survey. The combined
surveys showed there was little consistency in the software used by other counties and cities, and the
most frequently used vendor provided software was Paladin's SMARTGov.
An RFP to provide a comprehensive, fully integrated, permit tracking system was issued on September 2,
2014. Nine (9) vendors submitted qualified responses. The team rated each response and invited the
vendors with the top 3 scores to make in-person presentations. It also asked the Information
Technology (IT) department to respond to the RFP and present a plan to build a permit tracking software
in-house. The least expensive vendor-provided software was Paladin's SMARTGov.
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A more detailed description of the evaluation process, comparative costs, and team recommendations
can be found in the Permit Tra cking Software Project Plan presented to the BOCC on Ap ril 23, 2015 .
Initial recommendation
After completing an evaluation comparing purchasing with developing in-house, and considering the
related costs and resource requirements, the team recommended the BOCC reject all RFPs and direct
staff to build the application in-house.
Commissioner's direction
On April 23, 2015, the BOCC considered the team's recommendation and approved the following:
1. The RFPs would remain open;
2. IT may proceed developing permit tracking software; but first
3. The team must provide an acceptable response to the following questions:
Changes
1) Who is accountable for settling disputes that might arise over design, content, and
functionality ofthe application?
2) Provide a plan B in case the development of the application cannot be completed or
cannot meet the needs of the users.
3) Come up with 3 alternative names to Sasquatch.
4) There is a statement that hiring the web developer will save 60 calendar days of
development, is that accurate and if so does hiring the web developer provide
additional benefit to justify the $138,OOO?
5) Are there alternatives to hiring a web developer, and if so, what are they and what is
the cost?
6) Who in the departments will be assigned to work with IT in designing the application
and how will we ensure it is part of their job duties?
IT staffing and priorities
After April 2015, staff began to work on answers to the BOCC's questions posed. In the meantime, the IT
department's web developer resigned requiring other staff to shift priorities, and a higher priority was
given to the county's Laserfiche implementation. These factors all lead to a delay in follow-up on the
questions posed in April. When the group started to reconvene in October 2015, there were concerns
raised about the fact that we were far behind the initial timeline proposed and that IT staffing issues had
not yet been resolved. Additionally, CDS was under more and more of a time crunch for getting a fully
functioning system in place.
Exploring a new plan
Because of these concerns, staff no longer had a unified Plan A. It was proposed that we start pursuing
more aggressively our Plan B option which was to reexamine the off-the-shelf permit software products .
Paladin's SMARTGov software was of particular interest for several reasons . CDS staff had spoken to
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staff at the City of Ellensburg, who indicated that they were content with their transition to SMARTGov.
SMARTGov was the highest rated software by staff during the county's RFP process in 2015. Staff heard
that SMARTGov had made some improvements and updates to the software that would possibly
address some of the original concerns about it. And, it was thought that implementation of SMARTGov
could happen in a much more timely manner than the in-house option.
Between November 2015 and May 2016, staff continued to explore SMARTGov as a potential new Plan
A as well as consider different combinations of in-house solutions and SMARTGov among the various
departments. Four different meetings and demos with SMARTGov representatives took place to address
new developments, concerns, and questions; and the sponsors, Robin, Doc, and Jim, took the lead on
keeping the process moving forward. Additionally, staff reached out to other jurisdictions using
SMARTGov including the City of Ellensburg, Grant County, Island County, and the City of Fife. Questions
and concerns were resolved regarding data storage, on-site hosting versus cloud hosting, report and
query creation, remote accessibility, GIS integration, cost, and connectors with other systems.
New Recommendation
After the new research into SMARTGov, addressing staff questions and concerns, and weighing different
options and priorities, the sponsors reached a decision to move forward with a new recommendation to
the BOCC to award the original RFP to Paladin to use their SMARTGov software system. After meeting
with them several times and talking to other counties, we determined that SMARTGov's flexibility,
customizability, implementation timeliness, features, and accessibility for assistance will give the county
what it needs for a permit software system.
We are proposing a six month implementation timeline, an implementation plan that includes intensive
training for all staff users, and the sponsors serving as co-project managers during implementation as
well as ongoing usage. Community Development Services, Public Works, Fire Marshall's Office, Code
Enforcement, Public Health, and the Assessor's Office will all use and have access to the SMARTGov
software.
Our recommendation to the BOCC is to award the RFP to Paladin for the SMARTGov software and
instruct staffto work with Paladin on final cost estimates, implementation plan, and contracts.
Why SMARTGov
SMARTGov VS. other permitting software
The team re-examined the comparison of SMARTGov to the other RFP submissions and identified the
following pros and cons:
Pros
• Top rated by county staff of all RFP responses
• Least expensive off-the-shelf licenses and 5 year overall cost of software that meets staff's
requirements
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• Local company (Poulsbo, WA) and easily accessible; other vendors out of state or country
• Used in local agencies (City of Ellensburg, Grant County, City of Wenatchee, Chelan County,
Douglas County, City of Yakima, Spokane County, Island County) with good reviews and allows
access to tips from experienced end users
• 6 month implementation
• Can be integrated with GIS and Laserfiche, with custom developed add-ons
• Mobile inspections application
• Customizable
• Advanced querying
• Robust web interface for customers and stakeholders provides access to up-to-date and real
time information on their projects
• Flexible form development using a user friendly interface
Cons
• Expensive annual maintenance (Sa as; average cost of the three top-rated vendors)
• Will replace modules developed in-house for CAMAS (including Cappuccino) and the public
website for inspection scheduling
SMARTGov vs. in-house developed solution
The team re-examined the comparison of SMARTGov to developing a solution in-house and identified
the following pros and cons:
SMARTGov Pros
• Quicker implementation (6 months vs 12+ months)
• Implementation team is well versed in permitting process and workflows
• Used in local agencies (City of Ellensburg, Grant County, City of Wenatchee, Chelan County,
Douglas County, City of Yakima, Spokane County, Island County) so extended support from other
users is available
• System usage monitoring/auditing
SMARTGov Cons
• Has an annual maintenance fee
• Less customizable
• Technical assistance is off-site and limited to specific hours
On premises vs. software as a service (SaaS, or cloud based)
Paladin offers SMARTGov installed in the cloud (Sa as) or on premises (in our data center). Staff
recommends the county select the SaaS option for the following reasons:
• Less up-front cost
• Quicker installation (halfthe time)
• Software updates are applied immediately
• Server maintenance and backups are performed by the vendor using Amazon Web Services
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• No conflict with responsibility of functionality
• 24/7 staffed server administration
Cost
The costs provided by Paladin in the RFP (and again in April 2016) are :
(Sa as) (On Prem)
SMARTGov SMARTGov
First Year
Software licenses (30*) $ 22,437 $ 92,242
Connect external systems $ 14,000 $ 14,000
Software installation $ 16,320 $ 16,320
Data conversion $ 12,800 $12,800
Travel $ 5,400 $ 5,400
Training $ 16,000 $16,000
Tax ~ 1,795 ~ 7,379
Total $ 88,752 $ 164,142
Next 4 years
Maintenance year 2 $ 36,167 $ 17,290
Year 3 $ 36,167 $ 17,290
Year4 $ 37,975 $ 18,154
Year 5 ~ 39,874 ~ 19,062
Total $ 150,183 $ 71,796
5 Year Total, incl. tax $ 238,935 $ 235,938
*Includes 6 inspectors and 5 part-time «30% use per day)
Upon awarding the RFP, staff will work with Paladin to confirm license quantity and service
requirements.
Cost allocation
Year one costs for SMARTGov installation are currently estimated at $88,752. Based upon recent permit
numbers data, the proposed year one cost allocation is as follows:
51% Community Development (includes $45,264
Code Enforcement and Fire Marshall)
13% Public Works $11,538
36% Public Health $31,950
TOTAL $88,752
Because a decision about a permit software solution hasn't yet been made, none of the departments
have these funds in their 2016 budget.
The average costs for years two through five are $37,546 and the approximate annual allocations based
on year one allocations would be as follows:
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51% Community Development (includes
Code Enforcement and Fire Marshall) $19,148
13% Public Works $4,881
36% Public Health $13,517
TOTAL $37,546
The cost allocation will be reviewed annually at budget time by each department head. SMARTGov has
the capability to track user time in the application; therefore alternative methods of cost allocation for
future years may be explored. Additionally, in the future, other departments may participate in the cost
sharing as needs are identified in conjunction with existing business flows.
General implementation plan based on lessons learned from Eden
Roles and responsibilities
Implementing SMARTGov efficiently requires a working partnership between Paladin and the county. It
is important that individuals assigned to roles in the implementation effort are aware of their specific
responsibilities and are prepared to complete assigned activities based on the adopted schedule. Below
is a list of responsibilities and timelines for implementing the SMARTGov program. It is most important
to note that as issues develop and new ideas are created to fit the program to our needs, timelines and
procedures described below may change, though based upon our commitment in researching this
option, we do not expect them to change significantly.
Paladin will have a number of responsibilities in aiding the county in the implementation of the program.
They will be responsible for installing and configuring the program and scheduling and/or coordinating
training meetings and materials. They will work with departmental points of contacts to manage
implementation issues and implementation risks.
Co-project manager's
The directors of CDS, Health, and IT will co-manage the project and be responsible for communicating
with one another, the BOCC, Assessor, Auditor, Treasurer, and any other participating departments
regarding implementation progress and needed changes to complete the objective of having SMARTGov
fully functional by the beginning of 2017. The co-project managers will meet on a monthly basis to
discuss the issues that arise in training, implementation, usefulness within each department and
determine when and if Paladin is needed to solve larger issues which might involve additional costs .
They will monitor the staff in each of their departments to insure that the program installation
objectives are being met. They will also be responsible to report to the BOCC each month in a study
session during the implementation of the program, and quarterly during the first year of the program,
advising them on the progress and success of its implementation.
Staff participatioll, department and individual/eve!
Participation of county staff users, (e.g. Permit Specialists, Code Enforcement Officers, Inspectors, IT
support, property appraisers/staff, etc.) is critical to the success ofthe SMARTGov project. The
implementation process provides an opportunity for county staff to learn the basic functions and uses of
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SMARTGov as they work with Paladin's implementation team to jointly complete the tasks . The staff's
involvement will minimize the learning curve and expedite work including: data validation, system
configuration, and acceptance testing. IT will work with the vendor and county staff on the connection
to the online software and the continued connectivity between the software and county systems, e.g.,
GIS, Laserfiche, and COMPAS. The whole implementation process will be achieved through the
participation from the staff, and will require the eventual participation of all users . Paladin will work
with a users' group, staff participants representing the departments using the program. The users' group
will meet and work together with Paladin for data migration and in understanding the program. Post-
implementation the users' group will continue with representatives from participating departments who
will work and train together in learning to use the program .
Training
Staff will be trained, incrementally, during and after the implementation of the program . Initial training
will involve a main point of contact from each department and will involve the same individuals
throughout the initial training and implementation. This group will become the training users' group
who will function as a separate LEAN team advising managers for decisions being made .
An initial kickoff meeting will occur approximately 14 days after the program contract is agreed upon . At
this meeting the users' group and Paladin will establish a scope of work, deSignate county points of
contact, and establish a timeline, tasks and communication plan to bring back to the respective
departments.
Training commitment by the initial users' group is going to be essential. Schedul i ng conflicts, or
inconsistent attendance during training, will interrupt training and cause delays with the schedule . To
avoid these issues training times will be scheduled to enable all attendees' participation without
interruption. This may involve additional costs in overtime to coordinate schedules.
Six month time line
During the first month of the project, Paladin will work with county staff to review the scope,
schedule, and confirm all aspects of the Implementation Plan . Deliverables for Phase 1 include:
1. Kick -off Meeting
2. SMARTGov Demonstration Site (deployed for the County to begin familiarization)
3. Project Implementation Plan including:
a. Project Communication Plan including: list of roles, responsibilities, contact information,
status update procedures, and overall communication protocols
b. Project schedule, identifying work tasks and timelines
c. Task descriptions
d. List of on-site work requirements, including items such as work space, tra i ning room,
computer equipment, and network access rights
e. Training plan and schedule
f . Procedure for production deployment
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The next 120 days will include executing all tasks necessary to prepare the SMARTGov application for
user acceptance . This includes:
1. Configuring SMARTGov
2. Migrating and validating legacy data
3. Integrating SMARTConnectors to external systems (e .g., GIS, Laserfiche, Parcel Manager, Mobile
Inspector, and COMPAS)
4. Developing custom output documents and reports
5. Validating existing data as well as ensuring that legacy data format (e.g. permit types, contacts,
date format, GIS etc.) conforms to SMARTGov configuration settings
6. Setting up system administration, security and global system parameters
Typical configuration tasks include staff conducting an analysis of their department's business process to
collect information necessary in defining the configuration requirements for SMARTGov that will
support County workflows, terminology, application security, and information query specifications, as
well as identifying requirements that are not satisfied by the EDEN system.
Existing data will require extensive review and amendment by county staff to ensure accuracy and
integrity. Data migration duties of Paladin include migrating data from the County's legacy database into
SMARTGov; or as necessary, import data from Excel spreadsheets, Word documents, and any other
digital repositories currently used to manage permitting data. Once data is migrated, a temporary
validation database instance will be created and used to review, compare, correct, and verify that the
migrated data is complete and accurate in SMARTGov. The county staff team will assist Paladin in
providing the migrated data in a compatible format, providing technical assistance regarding our data
systems to Paladin during data migration, providing rules to Paladin for data migration, and reviewing
the data migration for accuracy and completeness.
The County will be involved in the validation process of SMARTGov including:
1. Participating in assignment sessions
2. Becoming familiar with SMARTGov application & basic functions
3. Identify document discrepancies and/or screen capture issues
4. Participating in data correction sessions with Paladin staff
5. Manually entering data in SMARTGov as required
6. Confirming data is valid and in application testing
The final 30 days of the timeline will involve comprehensive user training to prepare for the system go-
live date. This phase includes the following tasks and deliverables:
1. Final acceptance meeting with Paladin
2. Comprehensive training plan for all county staff who will use SMARTGov, which will involve
intense scheduling
3. Training documentation
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Once Paladin's implementation team and county users have validated the accuracy of the data,
configuration, application updates, and connector interfaces, the system is ready to be moved to the
production environment. Depending on the timing of the go-live date, Paladin staff may be on-site to
support county users through the transition into full production.
Baec communication to county staff about SMARTGov implementation
It is important to emphasize that for SMARTGov implementation and continued use to be successful, it
has to be operated consistently and constantly by all of the departments of the county using the
program. Without that commitment, this program, as well as any program developed, will have the
same result as EDEN . This commitment will have to be a directive from the BOCC to the department
managers resulting in the directive to staff by the managers.
Recommendation
The Permit Software Team recommends the board award the Request for Proposal for Permit Tracking
Software (RFP#: KCIT 14-1) to SMARTGov, authorize staff to negotiate costs, and direct staffto return to
the board with a contract for services.
Page 9 of 10
"'0
Dl
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I-' o
o .....
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Start
Sa les
Implementation Timeline -Phases, Tasks, and Milestones
Initiation &
Planning
Month 1
Start up Collect I Plan Confirm
(Kickoff) Data Imp Reqmts
' ......
Month 2 Month 3 Month 4
St>",,-- ----- ---5«>"" --Project Management ---SIotu, Starus
Validate data in SMARTGov
tJ:.1'I:1h1l
Setup Business Templates
Build interfa ees to GIS/Parcels,
Financials, Payment Gateway, Etc.
Build custom output
docs & reports
User validation of
output docs & reports
i~ -End User Education-----------~ ~ 04
Month 5
SMARTGov
Support
• Implementation
Close out
aMARTI
Deploy to
Production
Figure 1. Typical Implementation Phases, Tasks, and Milestones