Three-Question Matrix and Reference Checks R0866301R2...

Ranking 1 2 3 4

Company Name CedarCrestone, Inc. Ciber, Inc.Applications Software

Technology (AST) Corporation

Infor, Inc.

Questions1. Have the vendors taken any exceptions to the County's Standard Terms and Conditions?

Refer to Attached Refer to Attached Refer to Attached Refer to Attached

2. Do the vendors have comparable government experience?

City of Boston; City of Milwaukee; Port Authority of New York / New Jersey; State of Kansas

Indiana Department of Transportation; City of Tallahassee, FL; King County, WA

City of Chicago; Pinellas County, FL; Polk County, FL

Bexar County, Texas; Greenville County Schools; Geisinger Health System

3. Have the vendors’ references been checked?

YES (Attached)

YES (Attached)

YES (Attached)

YES (Attached)

Three-Question Matrix and Reference ChecksR0866301R2

Centralized Enterprise Resource Planning (ERP) Solution

Exhibit 5 of 30

ERP Vendor Exceptions

Vendor Total Exceptions Taken Non-negotiable exceptions

AST Exceptions 2 2 CedarCrestone Exceptions

63 24

Ciber Exceptions 24 (46 originally; reduced after 9/10/13 revisions by vendor)

10 (27 originally; reduced after 9/10/13 revisions by vendor)

Infor/Lawson Exceptions

123 (originally 139; reduced after 9/11/13 revisions by vendor)

49 (originally 64; reduced after 9/11/13 revisions by vendor)

Exhibit 5 of 30

AST EXCEPTIONS Section Title/Topic County response 16.37 Liquidated Damages Reject exception. New Limitation of Liability Reject exception.

Exhibit 5 of 30

CEDARCRESTONE EXCEPTIONS Section Title/Topic 1.3 "Assurance" Reject exception. 1.11 "Defect" Reject exception. 1.12 "Deliverables" Reject exception. 1.13 "Documentation" Reject exception. 1.15 "Enterprise License" Reject exception. 1.20 "Licensed Software" Reject exception. 1.21 "Maintenance" Reject exception. 1.24 "Release(s)" Reject exception. 1.27 "Sublicense" Reject exception. 1.30 "System" Reject exception. Hosting definitions 1-5 Reject exception. SaaS definitions 1-12 Negotiable. 4.2 Hosting and SaaS terms incorporate Negotiable. 5.1.4 Travel Negotiable. 5.2.1 Payment Negotiable. 5.2.2 Invoices Reject exception. 5.2.3 Prompt Payment Reject exception. 5.2.8 Disputes Reject exception. 6.3 Completion of System Timetable Reject exception. 6.4 Liquidated Damages Reject exception. 7.1 Indemnification Reject exception. 7.2 Limitations of Liability Reject exception. 8.1 Insurance Negotiable. 8.4 Insurance Negotiable. 8.8 Insurance Negotiable. 9.1 & 9.2 Goods Negotiable. 10.1 Termination Reject exception. 10.2 Termination Reject exception. 12.3 Testing Negotiable. 12.4 Testing Reject exception. 13.1 Resolution of Disputes Negotiable. 14 Date Standards Reject exception. 15 Works Made for Hire Reject exception. 16.6 Assignment and Performance Reject exception. 16.13 Priority of Provisions Reject exception. 16.16 Audit Reject exception. 16.17 Warranty as to IP and Software Reject exception. 16.19 Most Favored Nations Reject exception. 16.20 Time is of the Essence Reject exception. 16.22 Remote Access Reject exception. 16.24 References Reject exception. 16.29 Maintenance Support Services Negotiable. 16.37 Liquidated damages Reject exception.

Exhibit 5 of 30

CEDARCRESTONE EXCEPTIONS Section Title/Topic Software license Reject exception. Attachment C Maintenance Support Services for

Software Licensed Negotiable.

SaaS Exhibit Negotiable. BAA § 2.4 Notification Negotiable. BAA § 2.9 Records Negotiable. BAA § 2.10 Records Negotiable. Escrow Agreement Negotiable. Hosting § 1 Scope of Services Negotiable. Hosting terms generally Negotiable subject to further review. Hosting 1.G Non-Exclusivity Reject exception. Hosting 1.I Change Control Procedure Reject exception. Hosting 2.A Data Negotiable. Hosting 2.B Right to Transfer Agreement Reject exception. Hosting 2.C Other documentation Reject exception. Hosting 2.D Updates and Upgrades Reject exception. Hosting 2.E Warranty and Security Reject exception. Hosting 2.F County Responsibilities Negotiable. Hosting New provisions Reject exception. Hosting SLA Negotiable subject to further review. Software license Negotiable subject to further review.

Exhibit 5 of 30

CIBER EXCEPTIONS Section Title/Topic County response Software License Agreement Negotiable, provided that County

master agreement prevails over all third party software agreements.

ARTICLE 2 System Performance Requirement Negotiable Section 5.2.3 Reject exception. Section 5.2.4.2 Negotiable Section 7.1 Article 7 Indemnification Of County

And Limitation Of Liability Reject exception.

Section 7.2 Reject exception. Section 8.2 Article 8 Insurance Negotiable. Section 8.7 Negotiable. Section 8.8 Negotiable. Section 13.1 Article 13 Resolution Of Disputes Negotiable. Section 13.2 Negotiable. Section 16.6 Assignment And Performance Reject exception. Section 16.17 Warranty As To Intellectual Property

Infringement And Software Functionality

Reject exception.

Section 16.19 Most Favored Nation Pricing And Exclusive Arrangement

Reject exception.

Section 16.28 Rights In Documents And Works Negotiable. Section 16.29 Maintenance Support Services Negotiable. Section 16.30 Public Records Negotiable. Section 16.32 HIPAA Compliance Negotiable. Section 16.37 Liquidated Damages Reject exception. SLA Attachment A To Exhibit ___

Maintenance Support Services And Service Level Agreement (SLA)

Negotiable.

SLA Negotiable. SLA Negotiable other than as to the

exception to liquidated damages, which exception is rejected.

Responsiveness Criteria Section 5 (page 16-17 of 52 pages), Attachment S to RFP and ERP SERVICE AGREEMENT EXHIBIT BA

Bonding Requirements Reject exception.

Section 2.2 Business Associate Agreement Negotiable. Section 2.3 Business Associate Agreement Negotiable. Section 2.4 Business Associate Agreement Negotiable. Software License Terms Negotiable subject to further review.

Exhibit 5 of 30

INFOR EXCEPTIONS Section Title/Topic County response 1.1 "Agreement" Reject exception. 1.3 "Assurance" Reject exception. 1.10 "Custom Software" Reject exception. 1.11 "Defects" Reject exception. 1.12 "Deliverables" Reject exception. New "Delivery Date" Reject exception. 1.13 "Documentation" Reject exception. 1.14 "Enterprise License" Reject exception. New "Equipment" Reject exception. 1.15 "Event" Reject exception. 1.16 "Final Acceptance" Reject exception. 1.17 "Goods" Negotiable. 1.18 "Hardware" Reject exception. New "Infor Component System(s)" Reject exception. New "Intellectual Property Rights" Reject exception. 1.19 "License Terms" Negotiable. 1.20 "Licensed Software" Reject exception. 1.21 Maintenance Reject exception. 1.22 Maintenance Support Services Reject exception. New "Phase" Negotiable. 1.23 "Preliminary Review" Reject exception. 1.24 "Release" Reject exception. 1.25 "Services" Reject exception. 1.26 "Software" Reject exception. New "Software Supplement" Reject exception. New "Source Code" Reject exception. 1.29 "Support" Reject exception. 1.30 "System" Reject exception. New "Third Party Licensor" Reject exception. 1.33 "Third Party Users" Reject exception. New "User Restriction" Reject exception. New "Hosting Services" Negotiable. Hosting Definitions "Services"

"Support" "System"

Reject exception.

SaaS Definitions "SaaS" Negotiable. SaaS Definitions New Negotiable. SaaS Definitions "Ongoing Services Fee" Negotiable. SaaS Definitions Remaining Definitions 3-12 Negotiable. Software License Article 2 System Performance Requirement Reject exception. Article 3 Admin Code Testing Requirement Reject exception. 5.1 Compensation Reject exception. 5.1.2 Compensation Reject exception. 5.1.4 Travel Negotiable.

Exhibit 5 of 30

INFOR EXCEPTIONS Section Title/Topic County response 5.2.1 Payment Reject exception. 5.2.2 Invoices Reject exception. 5.2.3 Prompt Payment Reject exception. 5.2.4.1 Payments Reject exception. 5.2.5 Final System Acceptance testing Reject exception. 5.2.8 Disputes Reject exception. 6.1 Term Reject exception. 6.2 Notice to Proceed Negotiable 6.3 Completion of System Timetable Reject exception. 6.4 Liquidated Damages Reject exception. 7.1 Indemnification Reject exception. 7.2 Limitation of Liability Reject exception. 8.1 Insurance Negotiable. 8.2 Insurance Reject exception. 8.8 Insurance Negotiable. 8.9 Insurance Reject exception. 9.1 Goods Negotiable. 9.2 Goods warranty Negotiable. 10.1 Termination Reject exception. 10.2 Termination Reject exception. 10.4 Termination Reject exception. 10.5 Termination Reject exception. 11.3 Confidential Information Reject exception. 11.5 Confidential Information Reject exception. Article 12 Testing, Acceptance and Rejection Negotiable. 13.1 Resolution of Disputes Negotiable. 13.3 Resolution of Disputes Reject exception. Article 15 Works Made for Hire Reject exception. 16.1.2 CBE Reject exception. 16.2 Public Entity Crimes Act Reject exception. 16.4 Third Party Beneficiaries Reject exception. 16.6 Assignment and Performance Reject exception. 16.7 Conflicts Reject exception. 16.8 Waiver of Breach and Materiality Reject exception. 16.9 Compliance with Laws Negotiable. 16.12 Entire Agreement Reject exception. 16.13 Priority of Provisions Reject exception. 16.14 Applicable Law Negotiable. 16.17 IP Warranty Reject exception. 16.19 Most Favored Nations Reject exception. 16.20 Time is of the Essence Reject exception. 16.21 Offshore Limitation Reject exception. 16.22 Remote Access Reject exception.

Exhibit 5 of 30

INFOR EXCEPTIONS Section Title/Topic County response 16.23 Key Personnel Reject exception. 16.24 References to County Reject exception. 16.28 Rights in Documents and Works Reject exception. 16.32 HIPAA Compliance Reject exception. 16.36 Truth in Negotiation Reject exception. 16.38 Performance and Payment Bond Reject exception. 16.37 Liquidated Damages Reject exception. Software License Terms Reject exception. Maintenance Support for Software License

Negotiable.

Hosting 1.F Backup Negotiable. Hosting 1.H Subcontractors Reject exception. Hosting 1.I Change Control Procedure Reject exception. Hosting 2.A Data Negotiable. Hosting 2.B Right to Transfer Agreement Reject exception. Hosting 2.D Updates and Upgrades Reject exception. Hosting 2.E Warranty and Security Reject exception. Hosting New Reject exception. Hosting New Reject exception subject to

confirmation. SLA Sections 3 and 4 Reject exception. SLA Section 5 Reject exception. SLA Section 8, 10, 11 Reject exception subject to

confirmation. SLA Section 13 Reject exception. SLA Section 17 Reject exception. SLA Transition Reject exception. SLA System and Availability Negotiable. SLA System and Availability Reject exception. SLA System and Availability, II.G, Report

Execution Reject exception.

SaaS Negotiable subject to further review. Maintenance Support Services

Negotiable subject to further review.

Bonding Reject exception. BAA § 2.4 Notification Negotiable. BAA § 2.7 Access Negotiable. BAA § 2.9 Records Negotiable. BAA § 4.5 Notification Negotiable. BAA §§ 4.6 and 4.7 Notification Negotiable. BAA § 5.2 Notification Negotiable. Escrow Agreement Negotiable. Software license terms Negotiable subject to further review.

Exhibit 5 of 30

R0866301R2 Evaluation Matrix

Centralized Enterprise Resource Planning (ERP) Solution - References Updated August 2013

OVERVIEW OF PROPOSAL COMPONENTS

Software Solution Set

1. Oracle e-Business Suite a. Financials b. Human Capital Management2. Hyperion Enterprise Performance Management

Hosting Firm

Implementer Sub-consultants

Pre-Project Training

2.1 EVALUATION CRITERIA:

PROJECT-SPECIFIC CRITERIA

PAST PERFORMANCE

IMPLEMENTATION SERVICES PROVIDER:

Provide three (3) references, preferably from the public sector

that meet the following criteria:City of Chicago Pinellas County, FL Polk County, FL City of Boston City of Milwaukee Port Authority of New York /

New Jersey State of Kansas

Fully Implemented and live within the past five years:

ERP Financials

Supply Chain

Capital Project/Grants

Human Resources/Payroll

Portal

The City of Chicago’s Oracle implementation began in 2000 with original go-live Oct 2002 with AP, PO, HR & GL, with AST serving as implementation partner. The modules listed below were brought on within the last 5 yrs as indicated:Budget,HR/Payroll, Portal (Aug. 2012) No response Aug 2013

Financials, Projects, Budget, HR/PayrollMy answers refer to the implementation of HR related modules only.HR modules: Core HR, Self-services Employee and Manager, Oracle Learning Management, Oracle Advance BenefitsPayroll and Oracle Time and Labor (Aug. 2012)

Oracle eBusiness Suite:

Financials, HR/Payroll and Benefits, Supply Chain

(Purchasing, Inventory Management, Sourcing, iSupplier

Portal, Services Procurement, Procurement Contracts,

iProcurement), Hyperion Planning (Budgeting)

(Aug 2013)

FinancialsProjects/GrantsPSB BudgetingHuman ResourcesPayroll/Time and Labor (Aug. 2012)

Financials, Capital Projects/Grants, Budget, Inventory,

HR/Payroll, Portal (Aug. 2013)

FinancialsModules reimplemented- General Ledger, Purchasing, Accounts Payable, Accounts Receivables, Billing, Asset Management Module Implemented- eProcurement, Supplier Contracts, Strategic Sourcing (Aug. 2012)

Did an upgrade in the last 5 years not a new implementation.

Financials, Supply Chain, Portal (Aug 2013)

The following modules have been upgraded by the proposing firm:FinancialsSupply ChainHuman Resources/Payroll (Aug. 2012)

Financials, Supply Chain, Human

Resources/Payroll upgraded in the last 5

years. Not a new system (Aug 2013)

Upgrade from version 8.3 to 9.0 (all heavily customized), HRMS, North American Payroll,Time and Labor, Benefits Administration;New Implementations:ePerformance Management, ePay, eRecruit, eBenefits, eProfile (Aug. 2012) No response Aug 2013

Did not respond Aug 2012

No response Aug 2013

References should be for Client Firms of > 4000 employees and

Operating Budget > $1B.

How many full time staff are employed by your organization?

The City of Chicago employs over 32,000 persons (Aug. 2012)


2,865 (Aug. 2012) 3,000 (Aug 2013)

2,400 (Board and Clerk) Aug 2012

2,500 (Aug. 2013)

20,000 employees Aug 2012

18,000 (Aug. 2013)

7,300 employees (Aug. 2012)

7,300 employess (Aug 2013)

Approximately 7,000

No response (Aug. 2013)



What is the size of your Operating Budget?Over $8 million (Aug. 2012)

No response August 2013

Operating budget for FY2012 was $1,251,070,050 Aug 2012

Overall operating (all agencies) budget, tentative FY14:

$1,274,031,520; tentative FY14 Operating budget under

County Commission, $726,740,200 (Aug 2013)

$1.3 billion Aug 2012

$600 million (Aug. 2013)

$2.4 Billion Operating Budget Aug 2012

$2.3 billion (Aug. 2013)

>$1 Billion (Aug. 2012)

Total 2013 operationg budget for the city of

Milwaukee is $590 million (Aug 2013)

$2.6 Billion Aug 2012




Provide evidence of satisfactory completion, both on time and

within budget.

Was the completed work satisfactory?

Yes (Aug. 2012) No response August 2013

Yes (Aug. 2012) Yes (Aug 2013)

Yes Aug 2012

Yes (Aug. 2013)

Yes Aug 2012

Yes (Aug. 2013)

Yes Aug 2012 No response Aug 2013



Was the work completed on time?

Yes (Aug. 2012) No response August 2013


Yes Aug 2012

Yes (Aug. 2013)

Yes Aug 2012

Yes (Aug. 2013)




Was the work completed within budget?

Yes (Aug. 2012) No response Aug 2013


Yes Aug 2012

Yes (Aug. 2013)

Yes Aug 2012

Yes (Aug. 2013)




Provide your implementation cost for each of the three

references.

I am uncertain of the cost for the implementation (Aug. 2012)


$7,600.000 was the original contracted price. There have been change orders back and forth and I’m quite sure that we came in slightly under or at the original price. (Aug. 2012)

Approximately $17 million total including licensing,

consulting, maintenance; approximately $7.6 million for

AST services. (Aug 2013)

Oracle Software: 585,000AST Implementation: 4,164,320; Positive Pay/Other Interfaces: 74,000; Data Conv Fleet/Hansen/Util: 100,000; IT Server Hardware: 818,066Technical Training: 166,383; Functional Training: 92,250; PCs and Desktops: 46,000; Project Manager Consultant: 230,000; Contract Secretary: 25,324; Supplies / Printers/etc: 32,173; Maint -1st Year: 128,700; Contingency: 567,315 ; Total Cost: 7,029,531 Aug 2012

Don’t know – maybe the IT director would know (Aug.

2013)

$7.2 Million Aug 2012

Upgrade was approximately $6 million (Aug. 2013)

Financials/Supply Chain - $863,560 (in 2010)Human Resources/Payroll - $590,645 (in 2011) Aug 2012

Don’t know (Aug 2013)

Annual support costs of approximately $2.31 millionUpgrade (from 8.3 to 9.0) performed in 2008 for a cost of approximately $700,000. Aug 2012




Describe current projects similar to Broward County’s ERP

Project, and estimated date of completion.

List all projects, including project number, with Broward County

during the past five (5) years.

Location - Identify the Office Location responsible for this

project.

CEDARCRESTONE

CEDARCRESTONE

1. PeopleSoft (software)2. Oracle: a. Hyperion (Planning & Budgeting, Performance Management Software) b. Business Intelligence Software3. Perceptive Software (imaging software)4. HighJump (barcoding software)

SunGard (data center)1. A.L. Jackson & Company 2. Key Technical ResourcesTransAmerica Training Management (functional and technical team training)

AST

3. Oracle Business Intelligence4. myRevenue Collector (Cashiering solution from PCI)5. Insight Enterprise (eRecruitment and Civil Service Testing solution from NEOGOV)6. Vertex Payroll Tax Q Series software (Tax table updates)

Taken from Vendor Proposal Responses

Nassau County, NYHCM 9.1 Implementation – Human Resources, Benefits Administration, Payroll, Time and Labor, Absence Management, Recruiting, ePerformance, ELM, Workforce Scorecard, Expenses, ePay, eProfile, eCompensationFMS 9.1 Implementation – General Ledger and Commitment Control, Accounts Payable, Asset Management, Project Costing, Contracts, Grants, Treasury, Purchasing, Expenses, Accounts Receivable, Billing User Productivity Kit Hyperion – Planning and Budgeting, Performance ScorecardManaged Services -- All applications are being/will be hosted by CedarCrestonePeopleSoft HCM -- Go live December 2013PeopleSoft Financials – Go live July of 2014

N/A

The project team will be supported by our employees at CedarCrestone’s Corporate Offices in Alpharetta, just outside of Atlanta, GA. The back office team will provide support, including administrative, accounting, and technical.

Oracle on Demand1. RADISE International 2. NFJ Solutions

AST is currently engaged in three (3) ERP Projects of similar size and scope to Broward County’s Project: Hillsborough County/City of Tampa, FL (estimated date of completion March 2014)Loudoun County and Public Schools, VA (estimated date of completion May 2014)Port of Los Angeles, CA-estimated date of completion (estimated date of completion July 2013)

AST has not performed any projects with Broward County during the past five (5) years.

AST

2202 N. West Shore Blvd., Suite 200Tampa, Florida 33607

We went live July 5, on schedule. We had a fixed price contract, which was amended to expand the scope to include additional report writing beyond what had originally been planned. Aug 2012

Yes (Aug. 2013)

Yes (Aug. 2013)

Could Not answer (Aug. 2013)

Taken from Reference Response Taken from Reference Response


Exhibit 5 of 30



OVERVIEW OF PROPOSAL COMPONENTS

Software Solution Set

Lawson Software:1. Enterprise Financial Management Suite2. Supply Chain Management Suite3. Human Capital Management Suite

Hosting Firm

Implementer Sub-consultants

Pre-Project Training



PAST PERFORMANCE



that meet the following criteria:Indiana Department of Transportation City of Tallahassee, FL King County WA Bexar County, Texas Greenville County Schools Geisinger Health System

Fully Implemented and live within the past five years:

ERP Financials

Supply Chain



Portal

INDOT went live with CIBER in 2007: Financials, Capital Project/Grants, Budget (Aug. 2012) Financials, Capital Project/Grants, Budget, Supply Chain

(Aug 2013)

Upgrades for Financials (Aug. 2012)


Did not respond August 2012


Modules implemented: Financials, Capital Project/Grants, Budget, Supply Chain (consisting of Procurement, Strategic Sourcing, Contract Management, Requisition Center, and Punchout), Portals. We did not implement HR/Payroll but have begun the process of looking at staying with the current HR/Payroll (SAP) or implementing Lawson HR/Payroll. (Aug. 2012)


We implemented all of the modules listed. (Aug. 2012)

Financials, Budget, Supply Chain, Human

Resources/Payroll, Portal Did implement a grant

and activities module (Aug 2013)






35,000 – Statewide, not sure about INDOT specifically. (Aug. 2012)

Approx 3,500 for INDOT (Aug 2013)

2,853 (Aug. 2012)




Over 5,000 (Aug. 2012)


9,000 (Aug. 2012)

10,000 (Aug 2013)



What is the size of your Operating Budget?No August 2012

$3 Billion (Aug 2013)

$725 Million (Aug. 2012)




$489.4 million – operating appropriations for all funds; General Fund operating budget - $331.6 million. (Aug. 2012)


$469,613,000 (Aug. 2012)

Totally about $650,000,000. (Aug 2013)




within budget.


Yes (Aug. 2012)




Yes (Aug. 2012)


Yes (Aug. 2012)

Yes (Aug 2013)




Yes (Aug. 2012)




The first go-live date was pushed back because of both the County and Lawson. With the new go-live date, the answer is yes, with the exception of Strategic Sourcing, Contract Management, and Punchout. These modules were implemented later. (Aug. 2012)


Yes (Aug. 2012)

Yes (Aug 2013)




Yes (Aug. 2012)




Yes (Aug. 2012)


Yes, but we had contingency set aside for extra consulting as needed. (Aug. 2012)

Yes (Aug 2013)




references.

I can't say now. (Aug. 2012) Approximately $6-8 million Aug 2013







Approximately $13,000,000 which includes all costs. (Aug. 2012)

Total budget of $10,800,000 (Aug 2013)





List all projects, including project number, with Broward

County during the past five (5) years.

Location - Identify the Office Location responsible for this

project.

4. Enterprise Performance Management SuiteMHC (Software Laser Forms, Forms Management, Imaging and Content Management)PCI (Cash and Cashiering)Sympro (Treasury Management including Debt, Investment and Cash Management)v. BSI (Payroll tax calculations)

CIBER INFOR

INFOR

1. Oracle (software) a. PeopleSoft b. Hyperion c. Oracle BI

Oracle on Demand Amazon Web Services (AWS)


Ciber has performed no projects for Broward County in the last 5 years. None

This area intentionally left blank


The INDOT project was well run. The sheer size of the project inevitably led to a few bumps in the road. Overall, the project was delivered very successfully. (Aug. 2012)

Yes (Aug 2013)

Taken from Vendor Proposal Responses Taken from Vendor Proposal Responses

Sharpton, Brunson & Company (CBE – training and UPK development services 1. Ankh Marketing/Computer Technology 2. NFJ SolutionsMaverick Solutions

Ciber, Inc.201 East Pine Street, Suite 300 Orlando, Florida 32801

Our account executive responsible for the overall relationship with the County is based in Orlando. Our National Practice Director for Public Sector Consulting who will serve as our Project Executive is based in Chicago. Other executives with line responsibilities for aspects of the project are in other locations such as St. Paul, MN and Alpharetta, GA.

Montgomery County, MD – Financials, HCM, Hyperion; go-lives in 2012 District of Columbia – Financials and Hyperion; go-lives in 2012 Our Public Sector consulting team is engaged in a number of projects of varying scope and size. We have included an appendix providing a representative listing of

these active projects. We can provide additional details based upon the County’s specific interests upon request

CIBER

Exhibit 5 of 30




PROJECT-SPECIFIC CRITERIA CEDARCRESTONEAST

SOFTWARE PROVIDER(S):


that meet the following criteria:Pinellas County, FL City of Atlanta, GA Polk County, FL City of Boston Palm Beach County, FL City of Denver City of Milwaukee

Provided ERP software that covered the following within the

past five years:

ERP Financials

Supply Chain



Portal within the past five years



FinancialsHuman Resources/PayrolliProcurementiSupplier PortaliExpenseiReceivables Aug 2012

AST was used only between 2005-2007 – implemented the

eBusiness Suite. Procurement was highly customized.

Very few software problems since implementation (Aug.

2013)

No response in August 2012

Financials, Capital Project/Grants, Budget

Supply Chain Inventory (is that is what is meant by

Supply Chain?), Human Resources/Payroll, Portal

(Aug. 2013)

FinancialsModules reimplemented- General Ledger, Purchasing, Accounts Payable, Accounts Receivables, Billing, Asset Management Module ImplementedeProcurement, Supplier Contracts, Strategic Sourcing (Aug 2012)

Did an upgrade in the last 5 years not a new implementation.

Financials, Supply Chain, Portal (Aug. 2013)

Did not respond Aug 2012 Financials, Human Resources/Payroll (Aug

2013)

Did not respond Aug 2012 No response Aug 2013

Did not respond in Aug 2012

Financials, Supply Chain, Human

Resources/Payroll upgraded in the last

5 years. Not new system. (Aug 2013)






7,222 Aug 2012

7,200 (Aug. 2013)


2,500 (Aug. 2013)

20,000 employees Aug 2012

18,000 (Aug. 2013)


Approximately 700 (Aug 2013)




7,300 (Aug 2013)

What is the size of your Operating Budget?



$1,160M Aug 2012




$2.4 Billion Operating Budget Aug 2012 $2.3 billion (Aug. 2013)


Unsure (Aug 2013)




Total operating budget for 2013 for the

city is $590 million (Aug 2013)


within budget.




Yes Aug 2012

Yes (Aug. 2013)


Yes (Aug. 2013)


Yes (Aug 2013)




Yes (Aug 2013)




No, due to new requests, work had to be extended Aug 2012

No – project timeline pushed because of scope creep

(Aug. 2013)


Yes (Aug. 2013)


Yes (Aug 2013)




Yes (Aug 2013)




No, due to new requests, additional funding had to be requested (Aug. 2012)

No - Project overruns due to delays and changes in

requirements by City (Aug. 2013)


Yes (Aug. 2013)


Yes (Aug 2013)




Yes (Aug 2013)

At least one reference located in Florida?





We went live July 5, on schedule. We had a fixed price contract, which was amended to expand the scope to include additional report writing beyond what had originally been planned. Aug 2012

No answer (Aug. 2013)

PeopleSoft


State of Tennessee, State of Georgia, Palm Beach County Schools, City of Tallahassee

Yes (2 of 3)

Oracle America, Inc. is the global leader in Enterprise Resource Planning Software, and #1 ERP provider for the Public Sector. With over 20,000 implementation partners across the globe, Oracle America, Inc. has several current projects similar to Broward County’s ERP project. The list would be too numerous to include in this response. The following is a list of current implementations where Oracle America, Inc. served as the software vendor and AST Corporation as the certified implementation partner.Hillsborough County/City of Tampa, FL(estimated date of completion March 2014)Loudoun County and Public Schools, VA(estimated date of completion May 2014)Port of Los Angeles, CA-estimated date of completion(estimated date of completion July 2013)

Oracle America, Inc. is not aware of any projects with Broward County, FL during the past five (5) years.


Oracle America, Inc.

Yes (1 of 3)

N/A

Taken from Reference Response in 2012 where IndicatedTaken from Reference Response

Exhibit 5 of 30





PAST PERFORMANCE

CIBER INFOR

SOFTWARE PROVIDER(S):


that meet the following criteria:City of Boston City of Milwaukee City of Denver City of Palm Beach Hillsborough County (FL) School District

(2003 – present) State of New Hampshire (2006 -- present) Bexar County, Texas


past five years:

ERP Financials

Supply Chain




PeopleSoft FinancialsModules reimplemented- General Ledger, Purchasing, Accounts Payable, Accounts Receivables, Billing, Asset Management Module ImplementedeProcurement, Supplier Contracts, Strategic Sourcing (Aug. 2012)


FinancialsSupply ChainHuman Resources/Payroll (Aug. 2012)



Vendor provided contact number not in service

(Aug 2013)


Financials, Human Resources/Payroll,

Portal

(Aug 2013)

Financials BudgetHR/PayrollPortal (Aug. 2012)

Ongoing since 2003 Financials, Budget (partially), Human

Resources/Payroll (Aug 2013)

PHASE 12008: Budget via Affinity Global Solutions2009: Financials, Supply Chain, Grants

PHASE 22012: Time Management (Payroll/leave) via Account 42013: Human Resources & Payroll, Employee & manager Self Service; Strategic Sourcing & Asset Management (Aug. 2012)


Modules implemented: Financials, Capital Project/Grants, Budget, Supply Chain (consisting of Procurement, Strategic Sourcing, Contract Management, Requisition Center, and Punchout), Portals. We did not implement HR/Payroll but have begun the process of looking at staying with the current HR/Payroll (SAP) or implementing Lawson HR/Payroll. (Aug. 2012)

No response (Aug 2013)



How many full time staff are employed by your organization? 20,000 employees (Aug. 2012)No response August 2013

7300 (Aug. 2012)No response August 2013

Did not respond August 2012. Vendor provided contact number not in service

(Aug 2013)


700 (Aug 2013)

26000 (Aug. 2012)

25,000 (Aug 2013)

10,000 full time employees, 7,000 part time/seasonal employees: PHASE 1: 1000 users; PHASE 2: 12,000 users (from Aug. 2012)


Over 5,000 (Aug. 2012)


What is the size of your Operating Budget?$2.4 Billion Operating Budget (Aug. 2012)No response August 2013

>$1 Billion (Aug. 2012)No response August 2013



(Aug 2013)



Approximately 3B. (Aug. 2012)

$2.8 billion (for the district) Aug 2013

$5.5B (Aug. 2012)


$489.4 million – operating appropriations for all funds; General Fund operating budget - $331.6 million. (Aug. 2012)



within budget.


Yes (Aug. 2012)

Yes – for the most part. Lawson did not do the initial consulting

but came later. Aug 2013

Yes (Aug. 2012)



No. IBM was our implementer and we did not go live on time. (Aug. 2012)

Yes (Aug 2013)

Phase 1 delayed – used 3rd party implementation consultant (Aug. 2012)



No (Aug. 2012)

Yes (Aug 2013)

Phase 2 on schedule – using Lawson Professional Services (Aug. 2012)


At least one reference located in Florida?







(Aug 2013)

No response Aug 2012 Yes (Aug 2013)


Broward County Sheriff has implemented Oracle and PeopleSoft products with in the last five years. Project number not available. None

Our Public Sector consulting team is engaged in a number of projects of varying scope and size. We have included an appendix providing a representative listing of these active projects. We can provide additional details based upon the County’s specific interests upon request.


Oracle Corporation INFOR


Yes (1 of 4) Yes (1 of 3)

We went live July 5, on schedule. We had a fixed price contract, which was amended to expand the scope to include additional report writing beyond what had originally been planned. We purchased the software from Oracle but they did not play any significant role in our upgrade. (Aug. 2012) No response August 2013

We have not worked with Ciber/Oracle on any projects in the last 5 years. (Aug. 2012)


Yes. The first go-live date was pushed back because of both the County and Lawson. With the new go-live date, the answer is yes, with the exception of Strategic Sourcing, Contract Management, and Punchout. These modules were implemented later. Within budget – yes. (Aug. 2012)


There are many PeopleSoft systems being implemented today in Public Sector environments by different vendors. For current Ciber projects please see answers for the Implementation Provider.

Exhibit 5 of 30





HOSTING ENTITY:


that meet the following criteria:Arlington County Public Schools Cabot Microelectronics Corporation

( Referred to as CMC) Inc Research (recently acquired Kendle Inc.) Kentucky Community Technical College System City of Milwaukee Arizona State University 1. Chicago Public Schools 2. Scott and White

How long did your organization use the above named hosting

firm’s service?

Since 2007 Aug 2012

8 yrs with Oracle Managed Cloud Services. Just signed

contract for an upgrade using AST. No previous experience

with AST. (Aug. 2013)

10 Years Aug 2012


Did not respond August 2012.


From 2002 – current Aug 2012

Since 2001 – still using them. (Aug 2013)

We are currently in the 9th year of our hosting contract. Aug 2012

Since 2004 (Aug 2013)


Since inception in 2009 (Aug 2013)

What ERP software was hosted?

Oracle E-Business Suite Aug 2012

eBusiness Suite (Aug. 2013)

Oracle EBS, ASCP, Demantra, Hyperion Aug 2012




PeopleSoft HCM, Financials, Campus Solutions, EPM Aug 2012

PeopleSoft (Aug 2013)

Oracle/PeopleSoft Aug 2012

HRMS and FMIS application data base (Aug

2013)


PeopleSoft Campus Solutions – Human

Capital (Aug 2013)

Was this for fully implemented, live use of this ERP platform?

Yes. We have been hosted by Oracle On Demand and are live on this platform (since 2007). (Aug. 2012)

Yes (Aug. 2013)

Yes. It is our major global business backbone Aug 2012




Yes Aug 2012

Yes (Aug 2013)

Yes Aug 2012

Yes (Aug 2013)


Yes (Aug 2013)


within budget.


Yes Aug 2012

Yes (Aug 2013)

Yes Aug 2012 No response August 2013

Did not respond August 2012.No response August 2013

Yes (Aug. 2012)

Yes (Aug 2013)

Yes (Aug. 2012)Yes (Aug 2013)

Did not respond Aug 2012Yes (Aug 2013)


Yes Aug 2012

Yes (Aug 2013)

Yes Aug 2012


Did not respond August 2012No response August 2013

Yes (Aug. 2012)

Yes (Aug 2013)




Yes Aug 2012

Yes (Aug 2013)

Yes Aug 2012




Yes, under budget (Aug. 2012)

Yes, under budget (Aug 2013)



What years were these hosting services provided by the above

firm?

Since 2007 and continuing. Aug 2012

Continually since 2006 (Aug. 2013)

2002 - 2012 Aug 2012




2002 - current (Aug. 2012)

2001 to present (Aug. 2013)

2003 - current (Aug. 2012) 2004 to present (Aug 2013)

Did not respond Aug 20122009 to present (Aug 2013)




4,000+ FTE (Aug. 2012)

4,000 (Aug. 2013)

30 in IT, 950 overall ( Aug. 2012)




6,000 system wide (Aug. 2012)

4,800 (Aug 2013)

7,300 ( Aug. 2012)

7,300 (Aug 2013)


10,000 employees at the university (Aug

2013)


$493.8M (FY 2013 Budget) (Aug. 2012)


This is not public information. Our IT budget is consistent with IT budgets for companies of our relative size. (Aug. 2012)




967,000,000 (Aug. 2012)

About 920 million (Aug 2013)

>$1 Billion (Aug. 2012)

Total 2013 operationg budget for the city of

Milwaukee is $590 million (Aug 2013)


$1.8 billion for university $6.5 million for IT

(Aug 2013)





1. Did not respond Aug 20121. No response Aug 2013






N/A

Nassau County, NYHCM 9.1 Implementation – Human Resources, Benefits Administration, Payroll, Time and Labor, Absence Management, Recruiting, ePerformance, ELM, Workforce Scorecard, Expenses, ePay, eProfile, eCompensationFMS 9.1 Implementation – General Ledger and Commitment Control, Accounts Payable, Asset Management, Project Costing, Contracts, Grants, Treasury, Purchasing, Expenses, Accounts Receivable, Billing User Productivity Kit Hyperion – Planning and Budgeting, Performance ScorecardManaged Services -- All applications are being/will be hosted by CedarCrestonePeopleSoft HCM -- Go live December 2013PeopleSoft FMS – Go live July of 2014

Taken from Reference Response in 2012 where Indicated

CedarCrestone Data Center


Downtime performance has been very good.

Support is quite effective. SLA occasional

issues. Have had to negotiate because of

multitenant hosting. Overall service level

performance is good (Aug 2013)

Can you please summarize downtime performance, technical

support complaint history, hosting traffic throughput speed and

SLA performance experienced with the above named hosting

firm?

Performance, support, SLA, and throughput has been very good over the past 10 years. We have had 1 or 2 bumps in the road over the years, but if we hosted internally we’d have likely had many more. (Aug. 2012)

Over the past 11 to 12 years, four incidents have occurred. All

were resolved rather quickly. Three of these incidents

resulted in service refunds as per the Service Level

Agreement. (Aug 2013)

Taken from Vendor Proposal Response



Unscheduled downtime has been very infrequent; scheduled downtime is typically limited to a monthly Saturday evening through Sunday afternoon window for maintenance activities. No major complaints on technical support. Traffic throughput has been consistent with issues mainly with the VPN devices outside of hosting control. SLA exceptions have been limited to less than 5 over the nine year time period. (Aug. 2012)

No downtime except during scheduled times.

Throughput was good. SLA has improved

over the years but was never problematic.

(Aug 2013)

Oracle On Demand has not had any projects with BrowardCounty during the past five (5) years.

Oracle On Demand serves more than 485 managed applicationcustomers in the public and private sectors worldwide, including large national, regional, and local governmental and non-governmental organizations and multinational companies. Examples of recent or current hosting and O&M deployments of Oracle Public Sector On Demand for city, county and stategovernment departments and agencies can be found in Table 1, page 90.


Oracle on Demand

Taken from Reference Response

We have a close to 100% uptime. Except for planned maintenance windows, the application is always available; Technical Support is provided satisfactorily by a global team that works 24/7 with a tiered structure of escalation. Assigned local SDM (Service Delivery Manager) works with us to plan and escalate issues, as needed; Do not have any metrics around hosting traffic throughput speed. But generally there are no complaints around server performance. SLA metrics are met satisfactorily.Oracle supports us in the following manner:1) The Oracle Support service (provided by individual expert Oracle Product analysts) provides us expert knowledge needed to implement, support and troubleshoot (post go-live) the implemented functionality.2) The Oracle On Demand Service hosts the Oracle ERP platform and performs ongoing maintenance including mandatory patches. (Aug. 2012) No complaints. No SLA issues

99.9% uptime. Girish added that we may contact him again if

we need any additional information. (Aug. 2013)

Given the amount of services hosted by Oracle On Demand, it is difficult to summarize in this format without specifics. In general, Oracle On Demand has provided high quality services and met their SLAs consistently over a greater than 10 year period. (Aug. 2012)


Exhibit 5 of 30





PAST PERFORMANCE

CIBER INFOR

HOSTING ENTITY:


that meet the following criteria:Arlington Public Schools (www.apsva.us) North Shore LIJ Health System INC Research United States Department of Agriculture /

National Finance Center PDS Tech, Inc. Albuquerque Public Schools Virginia Commonwealth University Health / Medical College of Virginia

How long did your organization use the above named hosting

firm’s service?

Since 2007 (Aug. 2012)

Oracle on Demand from 2006-present (Aug 2013)

Since February 2009 (Aug. 2012)


4 years (Aug. 2012)




16 Months and continuing use. (Aug 2012)

Three years and three months. (Aug 2013)

Contract signed December 2011 (Aug 2012)

Since February 2012 (Aug 2013)



What ERP software was hosted?

Oracle E-Business Suite.(Aug. 2012)

Oracle eBusiness Suite (Aug 2013)

PeopleSoft Financials, Supply Chain, PeopleSoft HRMS & Payroll, PeopleSoft EPM – All hosted at Oracle on Demand (Aug. 2012)


PeopleSoft HRMS (already implemented)PeopleSoft Finance (implemented in hosted environment) (Aug. 2012)




Lawson ERP (HR, Payroll, Financials, LBP, LSO, LES, Project Accounting) (Aug 2012)

Lawson S3 product (Aug 2013)

Lawson (Aug 2012)

Currently using Lawson software and hosted in

the cloud. (Aug 2013)



Was this for fully implemented, live use of this ERP platform?

Yes. We have been hosted by Oracle On Demand and are live on this platform(since 2007). (Aug. 2012)

Yes (Aug 2013)

These were all live running systems at the time of migration to Oracle (Aug. 2012)


As part of the acquisition the in-flight PeopleSoft Finance project was dropped in lieu of INC’s already deployed Oracle EBS. INC will be moving our EBS environment to OOD in 2012 (Aug. 2012)




Yes (Aug 2012)

Fully implemented (Aug 2013)

Already using Lawson for 10 years or more; this was an upgrade. (Aug 2012)

Yes (Aug 2013)




within budget.


Yes (Aug. 2012)

Yes (Aug 2013)

Yes (Aug 2012)

Absolutely (Aug 2013)

Yes (Aug 2012)

Yes (Aug 2013)




Yes (Aug. 2012)

Yes (Aug 2013)

Yes - Completed early (Aug 2012)

Yes (Aug 2013)

Yes (Aug 2012)

Yes (Aug 2013)




Yes (Aug. 2012)

Yes (Aug 2013)

There were no cost overruns.(Aug. 2012)


Yes - Under Budget

Yes – below budget (Aug 2013)

Yes (Aug 2012)

Yes (Aug 2013)



What years were these hosting services provided by the above

firm?

Since 2007 and continuing

2006-present (Aug 2013)

Since 2009, in a 5 year contract and planning contract renewal negotiations now. (Aug. 2012)


2008 - present (Aug. 2012)


Spring 2011 – Present

2010 to present (Aug 2013)

Moved production system, development and testing to the Lawson Cloud (aka Amazon Web Services) on July 2, 2012. (Aug 2012)

Since February 2012 (Aug 2013)





How many full time staff are employed by your organization? 4,000+ FTE (Aug. 2012)4,000 employees (Aug 2013)

43,000 employees (Aug. 2012)


5000 (INC) 50 (enterprise solutions) 15 (ERP support)(Aug 2012)




6 (Aug 2012)

4,200 (Aug 2013)

106,000 employees, 14,000 Lawson end users, 3,000 Lawson power users. (Aug 2012)

12,000 (Aug 2013)



What is the size of your Operating Budget?$493.8M (FY 2013 Budget)Approximately $500 million (Aug 2012)



$7M (Aug 2012)




3.5-4M (Aug 2012)

$2.5 million for IT operations (Aug 2013)

$1.3B (Aug 2012)








Yes (Aug. 2012)




Note: Blank cells represent References contacted by the County one or more times but that have not provided a response. Vendor-supplied information about blank references is contained in the

proposals.

Note: Blank cells represent References contacted by the County one or more times but that have not provided a response. Vendor-supplied information

about blank references is contained in the proposals.

Oracle On Demand Amazon Web Services (AWs)

Can you please summarize downtime performance, technical

support complaint history, hosting traffic throughput speed and

SLA performance experienced with the above named hosting

firm?

• We have a close to 100% uptime. Except for planned maintenance windows, the application is always available.• Technical Support is provided satisfactorily by a global team that works 24/7 with a tiered structure of escalation. Assigned local SDM (Service Delivery Manager) works with us to plan and escalate issues, as needed.• Do not have any metrics around hosting traffic throughput speed. But generally there are no complaints around server performance.• SLA metrics are met satisfactorily.Oracle supports us in the following manner:1) The Oracle Support service (provided by individual expert Oracle Product analysts) provides us expert knowledge needed to implement, support and troubleshoot (post go-live) the implemented functionality.2) The Oracle On Demand Service hosts the Oracle ERP platform and performs ongoing maintenance including mandatory patches. (Aug. 2012)

No issues at all. Oracle On Demand is great. 99.99%

uptime (Aug 2013)

Very few incidents of downtime, full attention of Oracle when issues have occurred. They have always been very responsive. We do not have large complaint with their technical support. Application performance and speed have been excellent to date. (Aug. 2012)


Downtime almost non-existent beyond planned outages. Performance standards were established through load testing before going live – no post launch issues except for PeopleSoft portal and those were related to doubling workforce via acquisition. (Aug. 2012)




We have had minimal unscheduled down time. Primarily these outages occurred during initial production period while configurations where being tuned. Speed has been equivalent to on-premise use. The provider has been in compliance with all SLA’s throughout our engagement. (Aug 2012)

They have largely met Service Level Agreement. No downtown

has impacted operations. Help Desk support he would rate as

good to great. Timely support has been adequate. (Aug 2013)

Pre configuration, due to Lawson being acquired by a third party, they lost a Key Technical SME from Lawson who was spearheading their cloud migration. There were also some issues (pre config) related to sizing of scope. Post configuration (since July 2, 2012) no downtime issues to date. (Aug 2012)

N/A Question is too vague. (Aug. 2013)

The three references provided above are all active, current hosting clients. We have a number of other additional current hosting clients of varying scope and size. We can provide additional client engagement information based upon the County’s specific interests upon request.


None provided

Work was very smooth, completed on time as expected and promised. (Aug. 2012)




None provided None


Exhibit 5 of 30





ABILITY OF PROFESSIONAL PERSONNEL

PROJECT MANAGER:

Identify the Project Manager.

Provide three (3) full-life-cycle references, preferably from the

public sector as a Project Manager. Suncor Energy Inc. Yonkers Public Schools City of Yonkers

What was the role of the above referenced consultant in your

organization’s project?

Project Manager/Payroll Testing Manager for release one of Suncor Energy’s ERP (Aug. 2012)

Herbert was a project Manager during a corporate payroll

merger. Herbert was working for a company called Deloitte at

the time of this project. (Aug. 2013)


AST Project Manager (Aug. 2013)


Project Manager for AST (Aug. 2013)

Which modules were implemented under their direction or

leadership?

HR, Payroll (Aug. 2012)

HR/Payroll/Time Keeping (Aug. 2013)


General Ledger, Grants and Purchasing (Yonkers PS

purchased and will be implementing Budget Accounts

Receivable and Business Intelligence) (Aug. 2013)


Grants, Accounts Payable,

General Ledger, Oracle Business Intelligence,

iProcurement, Purchasing (Aug. 2013)

Was their involvement for a Full-Life-Cycle implementation

(defined as planning to post implementation support for one or

more project phases or for more than one module

Yes (Aug. 2012) Yes – Full-Life-Cycle (Aug. 2013)


Yes (Aug. 2013)


Yes – involved a Full-Life-Cycle for all of the above

modules (Aug. 2013)

If not, during which segments of work did they fill this role? N/ADid not respond August 2012.

N/A


N/A

Did they work full time across the life of the project as a fully

dedicated resource?

Yes Aug 2012

Yes he was a dedicated resource (Aug 2013)


Yes – he was AST’s main contact point for Joe on all

aspects of the implementations referenced above (Aug.

2013)


Yes – fully dedicated (Aug. 2013)

Number of years working as an employee of your firm.

Number of years working as a Project Manager for implementing

the software package proposed.

Confirm that the Project Manager will participate through the

entire project, start to finish, as proposed, as Project Manager.

If your reference is short-listed for presentations, the Project

Manager should be a key presenter at the Selection Committee

Presentation/Ranking Meeting.

Taken from Reference Response 2013

1. Reference provided did not respond, Aug. 2013




2 years

9 years

Confirmed

Confirmed

New proposed project manager was not a reference in 2012 proposal.

Taken from Reference Response 2012

Keith Pace (New Project Manager Referenced in 2013)

1. City of Fremont

2. King County

3.Lawrence Berkely National Labs







1. Financial – General Ledger, accounts payable, accounts receivable, projects, inventory; HCM – payroll, benefits admin Aug 2012 2. Did not respond August 2012.3. Did not respond August 2012.

1. Yes Aug 20122. Did not respond August 2012.3. Did not respond August 2012.




1. N/A2. Did not respond August 2012.3. Did not respond August 2012.




15 Years


Herbert Barnes

If AST’s reference is short-listed for presentations, we confirm that Mr. Barnes will be a key presenter and can be interviewed at the Selection Committee Presentation/Ranking Meeting.

AST confirms that Mr. Barnes will participate through the entire project, start to finish, as proposed as Project Manager for the Broward County, FL ERP Implementation.

Mr. Barnes joined AST in April 2011 (1 year, 3 months as of the date of this response)

Steven Rupp (Project Manager in 2012 Proposal)

1. State of North Dakota2. City of Boston

3. Bay Area Rapid Transit

1. Project Manager - Financials Aug 20122. Did not respond August 2012. 3. Did not respond August 2012.

1. YES. Steve did an excellent job for us. His performance was outstanding. Aug 20122. Did not respond August 2012.3. Did not respond August 2012.


Exhibit 5 of 30





PAST PERFORMANCE

CIBER INFOR

ABILITY OF PROFESSIONAL PERSONNEL

PROJECT MANAGER:

Identify the Project Manager.

Provide three (3) full-life-cycle references, preferably from the

public sector as a Project Manager. School District of Lee County King County State of New York State Of Michigan State of new Hampshire Department of

Administrative Services



Oracle Consulting Project Manager (Aug 2012)

Oracle Project Manager (Aug 2013)


Nate’s role was project manager. (Aug. 2013)

Did not respond, Aug. 2012

Nate’s role was project manager as an

employee of Oracle; he initiated the project and

finalized and coordinated the Statement of

Work (SOW). Dr. Kamya stated that the SOW

had been taking months until Nate was brought

in to work through it and to finalize it with

Legal. Before that the SOW was a real problem.

(Aug. 2013)

Bill served as a long-term expert Lawson consultant and Project / Engagement Manager at the State of Michigan. Bill was a part of the original implementation team and provided onsite Project Management support for 5 of his approximately 10 years on site. (Aug 2012)

Since Ms. Wilmore’s time at the company, Mr. Sulkanen was a

consultant primarily with the LBI product. (Aug 2013)

Project Manager (Aug 2012)



leadership?

Core Financials – General Ledger, Accounts Payable, Budget, Accounts Receivable, Fixed Assets, Expenses. Core Human Resources – Personnel Administration, Payroll, Applicant Tracking, Benefits, Employee Self-Service, Manager Self-Service. Other – Project Costing, Grants, Purchasing, Time and Labor, Absence Management, Learning Management, Work Orders, Inventory, and Fleet Management. (Aug 2012)

General Ledger, Accounts Payable, Purchasing,

Commitment/Control, Project Costing, e-Procurement,

Billing, Expenses, Accounts Receivable, Grants, Asset

Management, Maintenance Management, Cash

Management, HR Base Benefits, Payroll, Benefits

Administration, Time and Labor, Absence Management,

Profile Manager, Learning Management, Talent

Acquisition, Candidate Gateway and Self-Service Group.

(Aug 2013)


Financials – GL, AP, AR, Payroll, Time and Labor,

HR as part of PeopleSoft implementation which

turned out to be the same time as the Oracle eBS.

Not intended to have been a “big bang”

implementation, but due to delays with Oracle eBS

project centered accounting, it worked that way.

(Aug. 2013)


Learning Management System as part of

PeopleSoft HCM. (Aug. 2013)

Initially, the HR/Payroll/Benefits and various supporting modules. Bill was also the vendor lead for the team(s) that implemented many of the “new technology tools” that we continue to use today, (e.g., Smart Notes, Process Flow) and for multiple product upgrades (point release, cyclical and version). (Aug 2012) Mr. Sulkanen was in the role long before Ms. Wilmore’s time

which was prior to 2011 in various forms: HR, self-service,

process flow, smart notes and LBI. (Aug 2013)

2012: Time & Leave using Lawson/Account 4Underway for January 2013Global HR/Payroll, Employee & Manager Self Service, Asset management, strategic Sourcing (Aug 2012)



(defined as planning to post implementation support for one or

more project phases or for more than one module

Yes (Aug 2012)

Full life-cycle for the entire project (Aug 2013)


Overall the project was within budget and within

overall schedule. Nate was brought in by Ciber to

get the project on track. He was brought into the

project in July 2011 and stayed through go-live in

January 2012 through post go-live support in May,

2012. (Aug. 2013)


The LMS needed to be enterprise wide for 62

State of New York agencies. Involvement was

from start to finish. (Aug. 2013)

As project manager Bill was involved in all aspects of planning Lawson Upgrades, from long term planning and concept development through post implementation support. This included coordination of resources, local and remote technical support. Due to the length of services provided to the State additional detail and specifics can be provided if necessary. (Aug 2012)

Unsure about initially as she only started in 2011. She believes

he came on after they went live in 2001. He has assisted in

various upgrades that were critical. (Aug 2013)

Yes (Aug. 2012)


If not, during which segments of work did they fill this role?

N/A (Aug 2012)

N/A (Aug 2013)


Implementation of all modules except HCM (which

was implemented already, except HR, Payroll, Time

& Labor). (Aug. 2013)


N/A (Aug. 2013)

N/A (Aug 2012)

N/A (Aug. 2013)

N/A (Aug 2012)

N/A (Aug. 2013)


dedicated resource?

Yes (Aug. 2012)

Nate Holley was not there all the time, but multiple

people were there all the time. (Aug. 2013)


Nate was a fully dedicated resource during the time

he was involved on the project. (Aug. 2013)

Did not respond Aug. 2012.

Full time. Nate was the guy in charge of the

project. One of the best – still calls Nate for

questions. (Aug. 2013)

Yes, as required. (Aug. 2012)

Yes, full time and onsite. Highly recommends Ms. Sulkanen.

Expert in tools and technology. Aware of business owners and

company issues. He straddles the line of both well. (Aug 2013)

Yes (Aug. 2012)



Number of years working as a Project Manager for

implementing the software package proposed.

Confirm that the Project Manager will participate through the

entire project, start to finish, as proposed, as Project Manager.

If your proposal is short-listed for presentations, the Project

Manager should be a key presenter at the Selection Committee

Presentation/Ranking Meeting.






Nate Holley


The project manager will be a key presenter. Ciber believes that the project manager should participate throughout the RLI process to craft the project response as well as interview and meet the Broward County Selection Committee and project representatives. We plan to have Mr. Sulkanen participate in a presentation and be available for an interview on a mutually acceptable schedule.


Mr. Holley has over 17 years of ERP project management experience, and over 8 project-years managing specific PeopleSoft implementations. 6 years as a Project Manager - multiple years as a principal/lead consultant leading projects.

Mr. Holley will be the Project Manager for the entire life cycle of the proposed Broward County project.


Bill Sulkanen

It is our intent to have Mr. Sulkanen serve as the Project Manager for the entire project based on the assumption that the project starts in March, 2013 as stated in the RLI.


Mr. Holley has over 23 years of project management experience and has been a member of the Ciber team for 1 year. 13 years

Exhibit 5 of 30





PRE-PROJECT TRAINING SERVICES

Provide 3 reference, preferably from the public sector, for the

firm or persons proposed to provide pre-project training

services.

City of Burbank Pinellas County, FL Polk County, FL Florida International University Miami Dade Water & Sewer School District of Lee County Clerk & Comptroller Palm Beach County

Indicate whether training was delivered on-site or at an external

site. If external, identify training location(s).

Training was delivered on-site. Aug 2012


Pre-project training was delivered on-site Aug 2012


External Oracle Universities all over U.S. Aug 2012

Both - AST – on-site / Oracle Training in Boston and she thinks some people may had specific Oracle training in Orlando (Aug 2013)

Both. The core team went off site to get them away from distractions. The extended team, we did on-site training. Off site was TAM locations in Coral Gables. On-site were FIU training rooms. Aug 2012


External in Coral Gables (Aug. 2012)

Both onsite and externally. TransAmerica

had an office one street from their office that

they used. (Aug 2013)


Onsite and Offsite (Aug 2013)

Both onsite and at the TransAmerica training facility in Coral Gables Florida depending on the number of people requiring training. Larger classes were onsite. (Aug. 2012)


Specify software and modules that apply to the referenced pre-

project training.

Pre-project training was provided for Oracle Financials and Procurement R12 delta functionality and full suite Oracle HRMS R12 including HR, Payroll, Advanced Benefits, Self Service, Learning Management, and UPK (Aug. 2012)


Pre-project training was provided for the full suite of OracleEBS R12 modules including Financials, HR/Payroll, Projects,Grants, Procure to Pay, Hyperion Public Sector Planning andBudgeting, Self Service, OBIEE, and UPK (Aug. 2012)


DBA, Apps Admin, Linux Red Hat, Finance Core, Procurement, HR Core, Adv. Benefits, Payroll (Aug. 2012)

Assets, General Ledger, Desktop Integration (Aug 2013)

HRMS 9.1 Suite, Human Resource, Base Benefits, Payroll for North America, Time & Labor, ePerformance, Absence Management, Recruitment Solutions, Query, ePerformance, PeopleTools I & II (Aug. 2012)


I attended a general ERP walkthrough class, introducing the product in a general way. (Aug. 2012)

Financials 88

Executive Overview that they found very

valuable. (Aug 2013)


UPK – which was used to provide high level

technical training.

High level training on HR and FMS side.

Training was done for very specific pieces.

(Aug 2013)

This is a list of courses taken by members of the project team. Training was part of our implementation plan and we did not have “pre-project” training. End user training was done in-house. Not all was actually conducted by TranAmerica.- Intro to PS/HR/Benefits Accelerated PRV; Intro to PS for FMS and SCM PRV; PeopleTools I/PeopleTools II - Accelerated PRV; Query/Crystal Power Combo PRV; PeopleCode/SQR: Accelerated PRV; Absence Management ILT;Benefits Administration ILT; Payroll-U.S ILT; General Ledger ILT; Purchasing / Payables Accelerated ILT; PS/nVision for General Ledger ILT; Commitment Control ILT; PS Server Administration and Installation ILT; Data Administration and Upgrade ILT; Integration Tools ILT; PS Security ILT; Enterprise Portal Administration ILT; Application Engine ILT; Workflow ILT; UPK Developer Rel 2.7 ILT (Aug. 2012)

No response Aug. 2013

Provide the cost for Pre-Project Training

Training Total: $258,633 + Travel Expenses (Aug. 2012)

Unknown (Aug 2013)

~$250K + $14,440 for Instructor Travel and Per Diem Fees. This amount is only for the HR Implementation. TAM has provided training for Financials and Campus Solutions as well. (Aug. 2012)


I do not remember. (Aug. 2012)

Previously purchased 400 to 500 credits from

Oracle University that they used for this

purpose. (Aug 2013)


Did not remember the cost. This was about

four years ago. (Aug 2013)

Estimated budget was approximately $170k (Aug. 2012)

No response Aug. 2013

Taken from Vendor Response

Indicate whether you are willing to provide training on site at

Broward County.

TRAINING SERVICES

Provide 3 references, preferably from the public sector, for the

firm or persons proposed to provide training services.Polk County, FL Pinellas County, FL City of Burbank, CA The Port Authority of New York and New Jersey State of Mississippi Pension University Of Maryland University College

Please indicate whether training was delivered on-site or at an

external site. If external, identify training location(s).

On Site (Aug. 2012)

On Site (Aug. 2013)



Training was delivered on-site. (Aug. 2012)


On-Site (Aug. 2012)

On site (Aug 2013)


On site (Aug 2013)

Mostly on site. Some on-line training. Have 2,000 employees, 5,000 if include adjunct faculty. (Aug. 2012)


Please specify software and modules that apply to the referenced

training.

FinancialsProjects/GrantsPSB BudgetingHuman ResourcesPayroll/Time and Labor (Aug. 2012) Every module needed (Aug. 2013)



Pre-project training was provided for Oracle Financials and Procurement R12 delta functionality and full suite Oracle HRMS R12 including HR, Payroll, Advanced Benefits, Self Service, Learning Management, and UPK. (Aug. 2012)


HR, Time and Labor, Payroll, Benefits (Aug. 2012)

Time & Labor, Core H.R., Payroll, Benefits. Performance

Management & some reporting (Aug 2013)


On site (Aug 2013)

PSFT Upgrade to 9.0 for Campus Solutions and HCMS. More like an implementation than an upgrade. Relooked at business processes to be sure were using system appropriately. Went Live April 2012.


Provide the cost for Training

Part of the total AST Implementation: $189,600 (Aug. 2012)

Don’t know (Aug. 2013)

Approximately $250,000 (Aug. 2012)

Not able to. They were on their 3rd contract, each lasting 6

years. (Aug 2013)


On site (Aug 2013)

TBD (Aug. 2012)



Broward County.



Yes



AST will perform all pre-project training for the proposed Oracle E-Business Suite solution on site at Broward County.

AST will perform all project training for the proposed OracleE-Business Suite solution on site at Broward County.

Training is included in all AST Oracle EBS implementation projects and is bundled with our implementation services cost.We do not charge separately for Training. (Aug. 2012)


Pre-project training is included in all AST Oracle EBS implementation projects and is bundled with our implementation services cost. We do not charge separately for pre-project training (from reference Aug. 2012)




Training will be performed on-site at Broward County.




TransAmerica Training Management (TAM)

Exhibit 5 of 30





PAST PERFORMANCE

CIBER INFOR

PRE-PROJECT TRAINING SERVICES

Provide 3 reference, preferably from the public sector, for the

firm or persons proposed to provide pre-project training

services.

Census Bureau Intermountain Healthcare MedStar Health State of New Hampshire Department of Administrative Services City of Savannah Bexar County, Texas

Indicate whether training was delivered on-site or at an external

site. If external, identify training location(s).

Delivered on-site. (Aug 2012)



On site – 32 different courses (Aug 2013)



On-site (Aug. 2012)


Specify software and modules that apply to the referenced pre-

project training.

• PeopleSoft Recruiting Solutions - US Rel 9.1• PeopleSoft/HR/Benefits Accelerated - US Rel 9.1• PeopleSoft North America Payroll - US Rel 9.1• PeopleSoft Time and Labor (North America) - US Rel 9.1• PeopleSoft Workflow - Rel 8.50• PeopleSoft Integration Tools - Rel 8.50• PeopleSoft Application Engine - Rel 8.50 (Aug 2012)



18 modules. Some were General Ledger, Accounts

Payable, Inventory, eProcurement, Purchasing,

eSupplier, Contract Management, People Tools, etc.

(Aug 2013)



Global HR/Payroll, ESS/MSS, Strategic Sourcing and Asset Management


Provide the cost for Pre-Project Training

$138,000 (Aug 2012)



Not allowed to share cost. But very affordable

option. They offer discounts on volume (Aug 2013)



Project team training on Lawson software and configuration: $112,000 (Aug 2012)



Broward County.

TRAINING SERVICES


firm or persons proposed to provide training services.Pennsylvania Turnpike Commission City of Spokane University of Buffalo City of Savannah Community Unit School District 300 Bexar County, Texas



Vast majority was delivered on site. The training materials job specific presentation materials were partially developed off site. In addition to face to face delivery of content, we developed “project university” web content for quick training and refresher aids. (Aug. 2012)



Training was provided onsite by Ciber functional

consultants. August 2013



Technical training was delivered at Lawson’s training facilities. All other training was delivered on-site. (Aug 2012)

End user training was on site. IT technical training was off site.

(Aug 2013)

Depends on what modules, it was on site for the Lawson learning accelerator I have a full Lawson erp system and all mhc products. I have taken training in MN and IL (Aug 2012)

On site (Aug 2013)



Please specify software and modules that apply to the

referenced training.

We implemented the full suite of functionality. Training occurred at all levels of the organization. GL/AP/AR, Fixed assets, treasury mgt, operating expense and budgeting, purchasing, inventory control, materials management, plant maintenance, fleet maintenance, contracts, project systems, time entry, personnel administration, benefits, organizational management, payroll, work flow, employee self service, manager self service, business warehouse, portals. (Aug. 2012)



Absence Management, North American Payroll,

Benefits; may have been others, did not recall.

August 2013



We had training classes on all modules. (Aug 2012)

Lawson software, general ledger, accounts payable and asset

management (Aug 2013)

Learning accelerator, landmark, lbi, 90 security, installation and support of the software (Aug 2012)

Benefits, personnel, procurement, finance,

human resources, accounts payable, general

ledger, payroll (Aug 2013)



Provide the cost for Training

Total 2.5 year implementation cost was $58M, training only portion was approximately $2M. (Aug. 2012)



An item in contract but did not recall amount.

August 2013



Included in total SOW. This was not broken out as a separate line item. Based on the number of hours, I would guestimate $140,000 not including travel expenses. (Aug 2012)

It was on a fixed fee and was included in the project fee (Aug

2013)

Anywhere from 3000-5000 depending on days (Aug 2012)

A few hundred dollars an hour (Aug 2013)




Broward County.

None – Pre Project (Aug 2012)

Does not apply, they did not have any pre-project

training. (Aug 2013)


External for IT folks and on site also. It

was a long time ago. Reference

requested a call back; staff left two

messages (Aug 2013)


Maverick Solutions


Ciber has proposed to provide all Pre-Project and end user training onsite. On site training delivery at Broward County is included in our proposed Learning Plan.


On site training delivery at Broward County is included in our proposed Learning Plan.


Ciber will provide exclusively onsite training. We believe there are several inherent benefits to this model:Onsite training saves our client money. If you have more than four people who need a particular class, it is more cost effective to do onsite training. This model is more cost effective and only the instructor has to travel.Onsite training saves our client time. Having the training delivered at the client’s site means the attendees don’t have to travel to a public training facility and are able to attend to an important issue at work if needed.Onsite training guarantees your schedule. With onsite training, we mutually agree on a training schedule. There is no wondering if your public class is going to run or cancel. Onsite training helps keep your project from being delayed during pre-implementation training.Onsite training is more focused for attendees. With onsite training, we are able to focus the training to our clients’ industry and their specific needs. Going to public training means that you will be attending class with students from higher ed, healthcare, commercial and other areas that don’t have the same concerns as a public sector client. With onsite training we can focus on your specific business.



Exhibit 5 of 30





CHANGE MANAGEMENT SERVICES


firm or persons proposed to provide Change Management

services.

Polk County, FL Pinellas County, FL City of Burbank, CA City of San Jose City of Boston City of Peoria, AZ

Please indicate whether change management was delivered on-

site or at an external site. If external, identify location(s).

On-Site. We are assuming your definition of Change Management is turning over the system to the County before the consultant leaves. (Aug. 2012)

On Site (Aug 2013)



Change Management was delivered on-site. (Aug. 2012)


On-site (Aug. 2012)

Upgraded from 8.1 to 8.9 on-site. (Aug 2013)

Assuming Change Management refers to introducing change within the organization and employee training, change management was delivered on site. Over the course of the project, communication and outreach took place with monthly updates and periodic meetings. End User training was conducted onsite as well. Aug 2012

On site and a combination of a change

management lead and a business process

reengineering lead. (Aug. 2013)



Please specify software and modules that apply to the referenced

change management.

FinancialsProjects/GrantsPSB BudgetingHuman ResourcesPayroll/Time and Labor (Aug. 2012)

Every Module (Aug 2013)



Change Management was provided during Oracle Financials and Procurement R12 delta functionality and full suite Oracle HRMS R12 including HR, Payroll, Advanced Benefits, Self Service, Learning Management, and UPK. (Aug. 2012)


PeopleSoft 8.9 – Talent Acquisition Manager and Candidate Gateway (Aug. 2012)

PeopleSoft HR Payroll and recruiting and Candid Gateway, 5

applications, tax changes, direct deposits (Aug 2013)

In addition to PowerPoint etc. we used Oracle UPK ( User Productivity Kit) for training delivery. We attempted to use Oracle’s Tutor product, but we did not have time to roll it out as we would like. Aug 2012

PeopleSoft financials version 9.1

procurement, accounts payable, strategic

solving, supplier contracts, asset

management, accounts receivable, billing,

general ledger, commitment control. (Aug.

2013)



Provide the cost for Change Management

Change Management was a part of doing business and I do not believe we have a separate dollar amount allocated for these activities. (Aug. 2012)


Total project implementation cost was $299,200 billed in phases. Change Management was included in the total cost and was not itemized. (Aug. 2012)

Don’ t know. (Aug 2013)

Change Management was incorporated into the cost of the overall project and cannot be identified separately. Aug 2012

$8.5 million for consulting, don’t know the

cost for only the change management. (Aug.

2013)




From Vendor response: Change Management Services are included in all AST Oracle EBS implementation projects and is bundled with our implementation services cost. We do not charge separately for Change Management Services. (Aug. 2012)

Unknown (Aug. 2013)


Exhibit 5 of 30





PAST PERFORMANCE

CIBER INFOR

CHANGE MANAGEMENT SERVICES


firm or persons proposed to provide Change Management

services.

Pennsylvania Turnpike Commission City of Spokane University of BuffaloFor CBE NFJ Solutions Inc.

Broward County Tax CollectorFor CBE NFJ Solutions Inc.

Miami Dade County Tax CollectorFor CBE NFJ Solutions Inc.

JM Family Enterprises - JM&A Group

Please indicate whether change management was delivered on-

site or at an external site. If external, identify location(s).

Vast majority was delivered on site. The document and presentation materials were developed off site, face to face delivery of content (Aug 2012)

On site & off site training at remote location throughout

the state of Pennsylvania. They have 52 separate

locations. (Aug 2013)


On site (August 2013)



On site (from proposal Aug. 2012) No response August 2013


referenced change management.

We implemented the full suite of functionality, change management occurred at all levels of the organization, from the Commissioner level all the way to maintenance workers in the field locations. Change management project leadership was also responsible for the training component. (Aug 2012)

Suite of SAP products, financials, purchasing, project

management tools, payroll, accounting. (Aug 2013)


Don’t remember (Aug 2013)



Business Tax and ongoing support/maintenance (Aug. 2012) No response August 2013

Provide the cost for Change Management

Total 2.5 year implementation cost was $58M, change management only portion was approximately $1.5M. (Aug 2012)

Entire project was $58 million (Aug 2013)


Don’t remember (Aug 2013)






NFJ Solutions unknown to reference (Aug. 2013)

Requested phone call for clarification. County staff will follow-up. (Aug. 2012)

NFJ Solutions unknown to reference.

(Aug 2013)

This area intentionally left blankTaken from Reference Response Taken from Reference Response

Change Management Services Ciber, Inc.

Exhibit 5 of 30



TEAM LEAD REQUIREMENTS



FINANCIAL TEAM LEAD:

Identify the Financial Team Lead. Ray Baez (Lead from 2012) Jed Tan

(New financials lead for 2013)

For the Financial Team Lead, provide two (2) full-life cycle

references, preferably from the public sector. Pinellas County, FL Polk County, FL State of Tennessee City of Kansas City, MO 1. State of Indiana

2. City of Tallahassee1. Wyoming Dept. of Transportation

2. Memorial Health ServicesCity of Savannah Greenville County Schools



Financial Team Lead (Aug. 2012)

Headed the implementation of General

Ledger and took over the implementation of

Accounts Receivable. Later assisted with

Cash Management (Aug 2013)

FSCM Lead Manager for vendor (Aug. 2012)

Financial Supply Change Manager (Aug

2013)

Financial Team Lead, Maximus (Aug. 2012)

Clint Burnett oversaw 6 – 7 people who were module

experts. He handled the general ledger. (Aug 2013)

1. Project Manager-co

2. Project Manager and Financials Lead

1. Financial lead on general ledger and financial

implementation

2. This is going back about seven years ago

and he is having trouble recalling. He thinks it

was a GL implementation. He no longer works

for the company. He has to pass on this.

Lead Financial Consultant (Aug. 2012)

Financial consultant for general ledger,

accounts payable and asset management.

(Aug 2013)

Finance Consultant (Aug. 2012)

She was not the lead. She assisted with the financials

(Aug 2013)


leadership?

General Ledger, Accounts Receivable, Fixed Assets (Aug. 2012)

General Ledger, Accounts Receivable, Cash

Management (Aug 2013)

GL, AP, AR, Billing, Projects, Cash Management, Commitment Control, Travel, Inventory, assets, Purchasing, eProcurement, and eSupplier. (Aug. 2012)

General Ledger, Accounts Payable, Cash

Management, Cashering, Travel, Grants,

projects, Accounts Receivable, Billing, Asset

Management, Inventory, Procurement,

eProcurement (Aug 2013)

PeopleSoft General Ledger, Commitment Control, Accounts Payable, Accounts Receivable, Purchasing, Cash Management, Projects/Grants (Aug. 2012)

General ledger, commitment control, accounts payable,

accounts receivable, purchasing, cash management,

project (grants), billing (Aug 2013)

1. AP, GL, Inventory, TL/HR side, AR/Billing, Travel, GL Allocations, Projects, and a custom module

2. General Ledger, Project Costing, Accounts Payable, Purchasing, Accounts Receivable, Asset Management

1. General Ledger and Financials mainly

2. N/A

General Ledger, Asset Management, Activities (project accounting). She worked on Grant Management and Billing & Revenue but we decided not to implement at this time. (Aug. 2012)

General ledger, accounts payable and asset

management (Aug 2013)

Finance Suite, GL, AP, AR, AC, FB, BL, AM (Aug. 2012)

Financials, once again, she was not the lead. (Aug 2013)


(defined as planning to post implementation support for one

or more project phases or for more than one module)?

Yes (Aug. 2012)

Full Life Cycle for General Ledger, Cash

Management (Aug. 2013)

Yes: 100% involvement for the Clerk’s general ledger; Lucy assisted in the BoCC’s implementation. (Aug. 2012)

No (Aug. 2013)

Yes (Aug. 2012)

Yes (Aug 2013)

Yes (Aug. 2012)

Yes (Aug 2013)

1. Yes, but the leads on some modules left right after go-live.

2. Full Life Cycle of implementation and post go-live support.

1.Yes

2. N/A

Yes (Aug. 2012)

From start to finish for more than one

module. (Aug 2013)

YES, Kerry provided excellent service. (Aug. 2012)

Yes – for as long as necessary. (Aug 2013)


N/A (Aug. 2012)

Accounts Receivable – middle to post

implementation (Aug 2013)

N/A (Aug. 2012)

Lucy arrived @ 1/3 of the way into the project

and stayed through post implementation

(Aug 2013)

N/A (Aug. 2012) N/A (Aug. 2013)

N/A (Aug. 2012) N/A (Aug. 2013)

1. N/A

2. N/A

1. N/A

2. N/A

N/A N/A


dedicated resource?

Yes (Aug. 2012)

Yes – on –site 4 days a week (Aug 2013)

Yes. Lucy also was on premises for the County’s first year-end rollover. (Aug. 2012)

Yes (Aug 2013)

Yes (Aug. 2012)

Yes (Aug 2013)

Yes (Aug. 2012)

Yes (Aug 2013)

1. No, at times, he had other implementations that he was responsible for.2. Yes. Deep product knowledge, Great customer service and responsiveness. Able to thoroughly answer all questions, provide options and recommendations related to our use of modules.

1. Yes

2. N/A

At the City’s request, we had consultants on site approximately two week each month. She was dedicated to our project from the beginning. (Aug. 2012)

By Joy Wilkinson’s choice she did not work

full time. Kerry Smith worked every other

week so Joy Wilkinson’s staff could continue

to work on their regular duties. (Aug 2013)

Yes (aug. 2012)

Yes, until it was time for her to move on.

A very good implementer. The cream of the crop. (Aug

2013)


Number of years working as an employee of your firm.Started with Ciber in 1998 with an 18 month hiatus in 2004/5.

Number of years working as a Financial Team Lead for

implementing the software package proposed.14 years of PeopleSoft financials experience.

Confirm that the Financial Team Lead will participate through

the entire Financial Phase implementation, start to finish, as

proposed, as Financial Team Lead.

Ciber’s resourcing practice is to provide the most highly skilled and experienced consultant that best fits the needs of our clients. While we source for the life cycle of an engagement, and strive to maintain staff continuity. We also understand that individuals have a choice in their employment options and life changing situations may result in a resource replacement. To mitigate turnover, Ciber continuously strives to provide our consultants with project options matched to their interests, skill sets and career goals to retain the highest caliber consultants.

AST CEDARCRESTONE CIBER INFOR

Taken from Reference Response Taken from Reference Response Taken from Reference Response Taken from Reference Response

AST confirms that Ms. Montana will participate through the entire Financial Phase implementation, start to finish, as proposed as Financial Team Lead for the Broward County, FL ERP Implementation.

ConfirmedIt is our intent to have Ms. Smith serve as the Financial Team Lead for the entire Financial Phase on the assumption that the project starts in March, 2013 as stated in the RLI and also based on the Project Phasing as described in Exhibit 1.

Lucy Montana Clint Burnett Kerry Smith

Implementer for the entire Clerk’s Office’s general ledger; assisted in the implementation of the BoCC’s general ledger, fixed assets, accounts payable, and accounts receivable. Among her many implementation skills, Lucy is also excellent in the writing of FSG reports. Also, it is my understanding that Lucy has implemented additional type modules (e.g., Purchasing) after her work with Polk County. (Aug. 2012)

Financial Lead from AST Financials,

Assests Modules were implemented (Aug

2013)

Ms. Montana has been employed by AST since March 2006 (6 Years). 1 year 6 ½ years

10 Years 6 years 3 years

Taken from Vendor Proposal Response Taken from Vendor Proposal Response Taken from Vendor Proposal Response

Exhibit 5 of 30





PROJECT-SPECIFIC CRITERIAAST CEDARCRESTONE CIBER INFOR

SUPPLY CHAIN TEAM LEAD:

Identify the Supply Chain Team Lead.

For the Supply Chain Team Lead, provide two (2) full-life cycle

references, preferably from the public sector. County of Loudoun, Virginia Pinellas County, FL City of Milwaukee, Wisconsin City of Boston Wyoming Department of Transportation Oklahoma Department of Transportation Tucson Unified School District Bexar County, Texas



AST lead for the Procurement implementation of Oracle EBS R12 (Aug 2012)

Project Manager from AST during

Procurement implementation (Aug 2013



Upgrade consulting for Financials 9.1 Upgrade, providing assistance in discovery, fitgap, Purchasing and Contracts specifications and upgrade tasks. (Aug. 2012)

She was the project leader in 2010 or 11 and

she was a very strong and skilled manager.

(Aug 2013)



Functional lead for Accounts Payable, Inventory , Purchasing and e-procurement (Aug. 2012)

Primarily responsible for the Peoplesoft

implementation purchasing supply, accounts

payable, inventory and procurement modules. (Aug

2013)

Jim worked with Inventory, Purchasing and Payables. (Aug. 2012)

Attempted an ERP. He helped with the

Purchasing Module on PeopleSoft. (Aug 2013)

Conducted initial Lawson overview training. Provided advice for setup and processing for PO, IC, WH and AP modules. Provided basic reference scripts and testing logs. (Aug. 2012)

Main consultant (Aug 2013)

Ms. Lundeen was the Supply Chain Team Lead. She assisted with the Procurement Modules implementation, data transfers, patch activities, and configurations. (Aug. 2012)



leadership?

Procurement (Purchasing, iSupplier) – currently being implemented with a go-live date of July 1, 2013 for Purchasing and mid-2014 for iSupplier. (Aug 2012)

Purchasing and all related procurement

modules (Aug 2013)



Purchasing (Aug 2012) They were upgrading to version 9.1, billing,

inventory, accounts receivable, accounts

payable, general ledger, asset management,

commitment control (Aug 2013)



Accounts Payable, Inventory , Purchasing and e-procurement (Aug. 2012) Purchasing, Inventory, GL, Accounts Payable, e-

Procurement, Fixed Assets, Time and Labor,

Accounts Receivable and HR Modules. (Aug 2013)

None at this time. (Aug. 2012)

Asset Management was implemented. None of

the other modules attempted were

implemented. (Aug 2013)

Purchasing (PO), Inventory Control (IC), Warehouse (WH), Accounts Payable (AP) (Aug. 2012)

Procurement, Financials, Requisition, Asset

Management (Aug 2013)

(1) Contract Management, (2) Strategic Sourcing,(3) Punch-out, (4) S3 – Requisition & PO Processing (Aug. 2012) No response August 2013




Yes Aug 2012 No Aug 2013



Yes (Aug 2012) Yes, they stayed for upgrade and up to 3

weeks after. (Aug 2013)



Discovery, Implementation and go live for AP, Inventory, purchasing and e-procurement. (Aug. 2012)

Yes, for the entire implementation. (Aug 2013)

No. (Aug. 2012)

No because the implementation was not

complete. (Aug 2013)

Yes (Aug. 2012)

For the most part. From start to after go-live.

(Aug 2013)

Ms. Lundeen was brought to assist Bexar County after we went live to assist with the procurement module(s) issues. Ms. Lundeen was very effective in the post-go-live of the ERP. This involved four (4) procurement modules. (Aug. 2012)



N/A Aug 2012

Ganesh left the project before testing Aug

2013



N/ADid not respond August 2012.


N/A (Aug. 2012)

Jim provided assistance with conversion of legacy encumbrance and claims data, as well as interfaces from 3rd party software to convert to PS Purchase Orders and Vouchers. He also worked with PS Inventory module, which received transactions from a 3rd party software. (Aug. 2012)

N/A N/A


dedicated resource?

Yes, up to this point (we have just reached Conference Room Pilot 1 and the design phase). It is expected that Ganesh will remain full-time for the remainder of the Financials implementation. (Aug 2012)

Yes for the time he was there he was a

really good consultant. Went over and

above and was a very hard worker. Aug

2013



Yes (Aug 2012)

Yes (Aug 2013)



Yes (Aug. 2012)

Yes (Aug 2013)

Jim became part of the project team about a year after project start-up, due to the need to replace a previous member of the team. (Aug. 2012) For the duration of the time that they were

doing the implementation, but the

implementation was not completed across the

life of the project as the implementation was not

complete.

James Crockett was a good guy. (Aug 2013)

Yes (Aug. 2012)

Yes (Aug 2013)

Ms. Lundeen was on-site full time after our go live date to assist with the procurement module issues. Bexar County was able to correct the post go live issues with Ms. Lundeen’s assistance. (Aug. 2012)



Number of years working as a Supply ChainTeam Lead for


Confirm that the Supply Chain Team Lead will participate

through the entire Supply Chain implementation phases, start

to finish, as proposed, as Supply Chain Team Lead.

Mr. Gurumurthi has been employed by AST since November 2010 (1 year, 8 months) 13 years 12 years 15 years

Taken from Vendor Proposal Response Taken from Vendor Proposal Response Taken from Vendor Proposal Response Taken from Vendor Proposal Response

Ganesh Gurumurthi Mary Ellen Pfaller Jim Crockett Susan Lundeen


AST confirms that Mr. Gurumurthi will participate through the entire Supply Chain implementation phases, start to finish, as proposed as Supply Chain Team Lead for the Broward County, FL ERP Implementation.

Acknowledged


It is our intent to have Ms. Lundeen serve as the Supply Chain Team Lead for the entire Supply Chain implementation on the assumption that the project starts in March, 2013 as stated in the RLI and also based on the Project Phasing as described in Exhibit 1.

10 years 16 years 16 years 15 years

Exhibit 5 of 30






HR/PAYROLL TEAM LEAD:

Identify the HR/Payroll Team Lead.

For the HR/Payroll Team Lead, provide two (2) full-life cycle

references, preferably from the public sector. City of Burbank Greater Cleveland RTA, OH Broward County Sheriff’s Office King County WA (Seattle) City of Spokane King County State of New Hampshire Department of

Administrative Services Greenville County Schools


leadership?

HR/Payroll/Advanced Benefits/Oracle Time Entry (Aug. 2012)




PS 8.9 both HCM and FIN. All core modules to include ESS modules, Position Management, Time and Labor, Payroll for N. America and Ben Admin. (Aug. 2012)


HCM Project: PeopleSoft HR v9.0

PTL Project: PeopleSoft Payroll, Time and Labor v9.0 and PeopleSoft Labor Distribution integrated with Oracle R12 Financials (Aug. 2012)


HR (Aug. 2012)


Did not respond August 2012 No response August 2013

Underway for January 2013: Global HR/Payroll, ESS/MSS (Aug 2012)


Did not respond Aug 2012.

HR/Payroll (Aug 2013)

Was their involvement for a Full-Life-Cycle implementation ?

Yes Aug 2012 (Aug. 2012)




She was responsible for training SME and business owners as well as overseeing pre-planning, implementation and post go-live success. Ms. King oversaw all end to end testing and pre go-live parallel testing. (Aug. 2012)


HCM: Testing, Implementation, Post Production Support and Knowledge Transition phases

PTL: – all phases from Feasibility and Planning, through Development, Testing, Implementation, Post Production Support, Knowledge Transition and Close Out. (Aug. 2012)


Yes (Aug. 2012)


Did not respond August 2012. No response August 2013

Yes (Aug. 2012)



Yes (Aug 2013)


N/A Aug 2012




N/A


N/A


N/A




N/A (Aug. 2012)



N/A (Aug 2013)


dedicated resource?




Full time, plus. She was always available at any time of the day and/or evening to work on all tasks necessary throughout the project. (Aug. 2012) No response Aug 2013

Yes (Aug. 2012) No response Aug 2013

Yes (Aug. 2012)




Yes (Aug. 2012)



Yes (Aug 2013)


Number of years working as a HR / Payroll Team Lead for


Confirm that the HR / Payroll Team Lead will participate

through the entire HR / Payroll implementation phase, start to

finish, as proposed, as HR / Payroll Team Lead.


She was not the lead. She was there for implementation

of the HR /Payroll module and then moved on. (Wished

she was the lead). (Aug 2013)

All Human resource functions including centralized Personnel, agency-based HR, employee & manager self service, and benefits (Aug. 2012)


Larry Simmons Suzanne King Cindy Northrop Bethany Holland

Mr. Simmons has been employed by AST twice. Mostrecently, he joined AST in January 2011. Prior to that Mr. Simmons worked for AST from 2006-2009 (3 Years).

1 year 19 years 4 years


Note: Blank cells represent References contacted by the County one or more times but that have not provided a response. Vendor-supplied information about blank references is contained in the proposals.

15 years 19 years 18 years 13 years

AST confirms that Mr. Simmons will participate through the entire HR/Payroll implementation phases, start to finish, as proposed as HR/Payroll Team Lead for the Broward County, FL ERP Implementation.

Confirmed


It is our intent to have Ms. Holland serve as the HR/Payroll Team Lead for the entire HR/Payroll implementation on the assumption that the project starts in March, 2013 as stated in the RLI and also based on the Project Phasing as described in Exhibit 1.




Payroll and System Security consultant for HCM Project

Systems Integrator Project Manager for the PeopleSoft 9.0PTL project and Labor Distribution integration:- Managed SI consultants and technical team; - Partnered with County PM to build cohesion and collaboration across SI and County project resources;- Partnered with County PM to manage and control the project- Applied PMI best practices, tools and techniques to manage the project to scope, schedule and budget;- Interacted with County operational managers and KC senior executives to report on progress, escalate and resolve issues and risks- Responsible for quality of SI deliverables- Provided consulting and knowledge expertise on payroll policies and legislation to County’s senior management team, program management team, project team and payroll operations (Aug 2012)


Mr. Simmons was one of the lead for our HRMS implementation (managing the HR and Advanced Benefits area) as well as acting AST project manager. (Aug 2012)






CIBER HR Lead & backup CIBER Project Manager (Aug. 2012)




Exhibit 5 of 30






TECHNICAL TEAM LEAD:

Identify the Technical Team Lead.

For the Technical Team Lead, provide two (2) full-life cycle

references, preferably from the public sector.King County Yonkers Public Schools, NY State of MN State of Tennessee

Department of Finance and Administration District of Columbia State of Indiana Greenville County Schools First National Bank of Omaha



Mohit primarily worked on our BPEL implementation creating interfaces. (Aug 2012)


Technical Lead for all Modules (Aug 2012)

Technical Lead for Oracle Aug 2013

Consultant Technical Lead (Aug 2012)


Jason worked for the company responsible for assisting the State of Tennessee with our ERP implementation. He was the lead developer on many HCM development assignments. We worked together on tasks that involved Payroll and conversion of the legacy data to the ERP system. He helped me with just about any development question I had during our implementation. (Aug 2012)

Technical Developer - Aug 2013

Technical Manager (Aug 2012) No response August 2013

Al was a technical resource/lead. (Aug 2012)

The most recent time he worked with him was

2006 or 2007. He stepped in as the team lead.

(Aug 2013)

Technical Consultant (Aug 2012) Don worked on the technical interfaces and

other technical issues at the beginning of the

project. (Aug 2013)

Did not respond August 2012. (Aug 2012)

He wrote a lot of interfaces and also answered questions

on the technical piece. (Aug 2013)


leadership?

GL, AP, PO, INV, AR, AME, Projects & Grants, iSupplier, iProcurement, Procure to Pay, OE and iExpense Aug 2012


General Ledger, Purchasing, iProcurement, Payables, Grants Accounting for tracking projects/grants, Shared Human Resources Aug 2012

Grants Administration, iProcurement,

General Ledger, Payables, Inventory Aug

2013

All FMS- although technically Jason was not around for the implementation. He was here for the development. (Aug 2012)


I can only speak for the module that I was responsible for and that was Payroll. (Aug 2012) Full PeopleSoft, Payroll, H.R., Benefits, Learning Module,

Portal, Purchasing, Inventory, Projects, Contracts Aug

2013

GL, AP, AR, CM, FA, PO, PnG (Aug 2012)


Project Costing (Aug 2012) He was more of a technical resource.

Project costing, travel, time and labor. (Aug

2013)

Don worked in a technical support function. Don coordinated the development of specifications for the Lawson developed reports and interfaces. He also developed Lawson 4GL interface programs. (Aug 2012)

Financials, HR/Payroll, Supply Chain. He

worked on the technical aspects of the

project. (Aug 2013)


Core S3 products. Human Resources, payroll, benefits,

personnel actions, Lawson Business Intelligences (Aug

2013)

Was their involvement for a Full-Life-Cycle implementation?

The developers were rolled on and off depending on what phase we were at during the implementation. They worked on more than 1 module. We did have functional consultants from AST here from the beginning through implementation, go live and post implementation support. Aug 2012


Yes Aug 2012

Yes Full-Life-Cycle Aug 2013

No (Aug 2012)


Jason’s involvement was for Full Life Cycle implementation. (Aug 2012)

Yes - Aug 2013

Yes


Not sure. (Aug 2012)

Doesn’t think that he was there from the

beginning, but for a good portion of the

implementation. (Aug 2013)

No (Aug 2012)

As long as was necessary. (Aug 2013)


Yes, Don Riddle understood it all. (Aug 2013)


N/A Aug 2012


N/A Aug 2012

N/A Aug 2013

Planning/Development No response August 2013

N/A (Aug 2012) N/A (Aug 2012)


As I recall, Al was involved in the development and implementation, though I'm not sure he was here for the initial scope/requirements. (Aug 2012)

Yes (Aug 2013)

Don worked with us at the beginning of the project for three days a week until the reports and interfaces Lawson developed were delivered. He then worked as needed to make changes and updates to the Lawson developed interfaces until in-house staff was train to support the interfaces. (Aug 2012)

At the beginning and once that was

completed he moved on. (Aug 2013)


N/A (Aug 2013)


dedicated resource?

Yes Aug 2012


Yes, we would not have been able to achieve the project’s success without Mohit’s technical knowledge of the Oracle integrated system. Aug 2012

Yes, fully dedicated. Mohit was very

knowledgeable, even under difficult

circumstances. He worked side by side even

on Sat & Sun. Very pleased with AST and

the assistance of their technical lead. Can

email him questions post implementation.

Wished Broward luck. Aug 2013

He was fully dedicated for the time period he was here. (Aug 2012)


Jason worked full time on the State of Tennessee’s project. We began in July 2006 and he rolled onto the project shortly thereafter. I cannot recall his roll off date but the HCM implementation was complete. (Aug 2012)

Yes, on HCM Team Aug 2013

No. Al came on board after the project was underway. (Aug 2012)


As I recall, Al was involved in the development and implementation, though I'm not sure he was here for the initial scope/requirements. (Aug 2012)

No. (Aug 2012)

No, he moved on after the beginning of the project was completed.

A very good implementer. (Aug 2013)


Yes, mostly on site for the first phase. If you have him

high level questions he could answer them. (Aug 2013)


Number of years working as a Hosting Provider / Technical

Team Lead for implementing the software package proposed.

Confirm that the Technical Team Lead will participate through

the entire project, start to finish, as proposed, as Technical

Team Lead.

Taken from Reference ResponseTaken from Reference Response Taken from Reference Response Taken from Reference Response

Taken from Vendor Proposal ResponseTaken from Vendor Proposal Response Taken from Vendor Proposal Response Taken from Vendor Proposal Response

9 years 6 years12 years Technical Lead/Manager/Project Manager5 years purely Technical Lead roles 5 years

AST confirms that Mr. Saini will participate through the entire project, start to finish, as proposed as Technical Team Lead for the Broward County, FL ERP Implementation. Confirmed


It is our intent to have Mr. Riddle serve as the Technical Team Lead for the entire project based on the assumption that the project starts in March, 2013 as stated in the RLI.


Mr. Saini has been employed by AST since January 2007 (5 Years).

2 years

15 years 8 years

Mohit Saini Jason Bruorton Al Klena Don Riddle

Exhibit 5 of 30






PORTAL TEAM LEAD:

Identify the Portal Team Lead.

For the Portal Team Lead, provide two (2) full-life cycle

references, preferably from the public sector.

National Association of Boards of Pharmacy, IL City of Chicago, IL State of Minnesota State of Tennessee Bed Bath & Beyond State Of Michigan



He acted as a senior istore developer leading istore development team Aug 2012

Shibu was one of many AST consultants.

He was the training Team lead Aug 2013

Reference on vacation until 07/23/12. Will follow-up when returns. (Aug 2012)

No response August 2013.

Portal Team Lead (Aug 2012)


He was lead application administrator for the consulting group. Coordinated with development and DBA’s in the process of install and configuring PeopleSoft applications (Aug 2012) Application Administration (Aug 2013)

Arvella’s project was to implement LBI, setup reporting services, automate our PO email delivery system, and create smart notifications as requested. She was also tasked with training our IT staff to learn LBI. (Aug 2012)

She did some project management and did

some investigative stuff for LV Intelligence.

Worked on PO issuance. (Aug 2013)

Arvella was a part of the initial implementation team and has provided support to the State Of Michigan on a number of different projects since then. She has been a valuable resource both in terms of designing and implementing solutions (e.g. Process Flow, LBI) as well as training users in both basic and advanced use of the full suite of Lawson tools and modules. (Aug 2012)

Since Ms. Wilmore’s time at the company, Ms. Garcia was

a consultant primarily with the LBI product. (Aug 2013)


leadership?

Istore customizations Aug 2012

Every application was custom – they sat on

the Oracle Platform Aug 2013



PeopleSoft Portal (Aug 2012)


PeopleSoft FSCM, HCM, ELM, Portal and Enterprise Performance Management (EPM). In addition we installed Enterprise Service Bus to coordinate interface activity with other applications. (Aug 2012) Portal, HCM including Payroll, Time & Attendance, Payroll,

Financials & projects. Compensation package and all SCM

Procurement (Aug 2013)

LBI – all modules including technical training. (Aug 2012)

General ledger, accounts payable, asset

management, purchase orders, requisitions,

inventory control, loss of business

intelligence (Aug 2013)

Arvella has participated in or led teams that implemented various Process Flows and Crystal reporting solutions at the State Of Michigan and for other clients. (Aug 2012)

Ms. Garcia was in the role long before Ms. Wilmore’s time

which was prior to 2011 in various forms: HR, self-

service, process flow, smart notes and LBI. (Aug 2013)

Was their involvement for a Full-Life-Cycle implementation?

New development to replace legacy applications

Shibu would come in just before the app

would launch – Learn the app and then plan

the training and teach the classes to

employees



No (Aug 2012)


There was a life cycle that included requirements gathering, project plans created at install and implementation levels, with an over-arching knowledge transfer process. We then defined and documented the operational processes and incorporated monitoring and change control, to name two processes in the operational model. We also defined and established a DR process. (Aug 2012)

There were multiple phases and they were involved from

implementation to knowledge transfer ( Aug 2013)

Yes, Arvella lead this project from start to finish. (Aug 2012)

Yes - Aug 2013

Arvella has been a part of multiple full cycle implementations at the State Of Michigan, as well as being brought in as a subject matter expert or trainer as needed on many others. (Aug 2012)

Unsure about initially as she only started in 2011. She

believes she came on after they went live in 2001. She

has assisted in various upgrades that were critical. (Aug

2013)


N/A Aug 2012

As needed Aug 2013



Up to May 2011, extended support for and after go-live July 2011 for a short period of time. Phase II, support and other modules came on-line after go live. EPM and ELM


The contractors were involved at all steps of the project and were responsible to help populate change control, problem management and training processes to name three elements they worked with the State of TN on. (Aug 2012)

N/A - Aug 2013

N/A - Aug 2012

N/A - Aug 2013

N/A - Aug 2012

N/A - Aug 2013


dedicated resource?

Yes Aug 2012

Dedicated for training only. Overall AST

was very good to work with. Aug 2013



Yes

No response August 2013.Absolutely – on site. Aug 2013

Yes

Aug 2013 - Yes

Yes, as required.

Aug 2013 - Yes, full time and onsite. Highly recommends

Ms. Garcia. Expert in tools and technology. Aware of

business owners and company issues. She straddles the

line of both well.


Number of years working as a Portal Team Lead for


Confirm that the Portal Team Lead will participate through the

entire project, start to finish, as proposed, as Portal Team

Lead.

New Jersey City University

Technical Lead for 8.50 Tools and Infrastructure upgrade. Technical Lead for Portal 9.1 Upgrade.(Aug 2012)

He was the leader for Ciber. He worked on a couple of projects with them including a PeopleSoft

upgrade. He was a technical resource and provided assistance with programming as needed. (Aug

2013)

No new modules implemented. (Aug 2012)

Enterprise portal; Financials; HR upgrade (Aug 2013)

Yes (Aug 2012)

Not for the full life cycle as PeopleSoft was already ready in place. His involvement was purely for

the infrastructure (application/tools) upgrade. (Aug 2013)

N/A - Aug 2012

N/A - Aug 2013

Yes

Yes, for the upgrade. Mr. Husain is a very beneficial resource. (Aug 2013)

Taken from Vendor Proposal Response Taken from Vendor Proposal Response Taken from Vendor Proposal Response


It is our intent to have Ms. Garcia serve as the Portal Team Lead for the entire project based on the assumption that the project starts in March, 2013 as stated in the RLI.

11 Years 3 years 2 years 11.5 years

Shibu Kunneth Jose Molina Omer Husain Arvella Garcia

Mr. Kunneth has been employed by AST since September 2001 (11 years). 1 year 6 ½ years with Ciber 11.5 years

AST confirms that Mr. Kunneth will participate through the entire project, start to finish, as proposed as Portal Team Lead for the Broward County, FL ERP Implementation. Confirmed




Exhibit 5 of 30






TRAINING TEAM LEAD:

Identify the Training Team Lead.

For the Training Team Lead, provide two (2) full-life cycle

references, preferably from the public sector. City of Burbank Pinellas County, FL City of Boston Illinois State University California State Teachers Retirement System Brown Shoe South Jersey Industries St. Olaf College



In charge of the Training Documentation and also Train the Trainer instructor.





She was the change management lead and

worked on all the training. (Aug 2013)


Implemented Human Resource Information System.

CedarCrestone was their consulting partners for the

implementation. They provided technical and functional

support. (Aug 2013)

Training Developer (Aug 2012) Matt was on the training team (Aug 2013)



Provided training and support during our implementation of Lawson Security

Aug 2013 - Consultant – Security upgrade


Aug 2013 - Trainer


leadership?

HR/Payroll/Advanced Benefits/Oracle Time Entry. Fatima was also involved during our 10.7 to 11i upgrade as well as to 12.0 upgrade.





Financial suite which included AP,

purchasing, accounts payable, accounts

receivable/billing, asset management,

strategic sourcing, supplier contracts,

eProcurement (Aug 2013)

Did not respond August 2012. Human Resources implementation which included payroll,

HR, time and labor. (Aug 2013)

We are still in development-Integrated Accountability, Cash to Investment, AP/AR, Procurement, Acquire to retire, Financial Plan to Report, Billing to Collections (Aug 2012) SRM, PPS, Procure to Pay, ECC were the main

ones (Aug 2013)



Lawson Security

Aug 2013 - Cash Management, Upgrade to

Lawson Security


Aug 2013 - All General Ledger; All Human Resources




No No response August 2013




Yes, more than 1 module from business

analysis to post production for all modules.

(Aug 2013)

Did not respond August 2012. Their involvement was for the entire project. They also

created a bridge between an Accounting System that was

not part of the implementation with the HR System that

was implemented. (Aug 2013)

We are still in development- so far no. (Aug 2012)

Yes (Aug 2013)



Involvement in the project from start to finish. Also provided excellent support when needed after implementation.

Aug 2013 - Yes


Aug 2013 - Yes


For the Training Documentation and Train the Trainer training.




Did not respond August 2012. Did not respond August 2012. Development Phase (Aug 2012) Did not respond August 2012.


N/A N/A


dedicated resource?

No





Yes (Aug 2013)

Did not respond August 2012. Most of the implementation was full time but certain roles

did not need full time. They worked long hours Monday

through Thursday. (Aug 2013)

No, since he has only been here for the Development phase and has not yet completed or delivered training materials or training. (Aug 2012) Yes (Aug 2013)



Full time with the training. She was available when needed after.

Aug 2013 - For the security part. “She is an

awesome resource even after the project”.


Aug 2013 - Yes


Number of years working as a Training Team Lead for


Confirm that the Training Team Lead will participate through

the entire project, start to finish, as proposed, as Training

Team Lead.

3 years 6+ years

4 ½ years 11 years

Matt Wahl Shannon Herman


13 Years 4 years

Ms. Beach has been employed by AST since September 2001 (11 years). 5 years


Ciber’s resourcing practice is to provide the most highly skilled and experienced consultant that best fits the needs of our clients. While we source for the life cycle of an engagement, and strive to maintain staff continuity. We also understand that individuals have a choice in their employment options and changing situations may result in a resource replacement. To mitigate turnover, Ciber continuously strives to provide our consultants with project options matched to their interests, skill sets and career goals to retain the highest caliber consultants.

It is our intent to have Ms. Herman serve as the Training Team Lead for the entire project based on the assumption that the project starts in March, 2013 as stated in the RLI.

Fatima Beach Nancy Grimshaw


Taken from Reference Response Taken from Reference Response Taken from Reference Response

AST confirms that Ms. Beach will participate through the entire project, start to finish, as proposed as Training Team Lead for the Broward County, FL ERP Implementation. Acknowledged

Exhibit 5 of 30






CHANGE MANAGEMENT TEAM LEAD:

Identify the Change Management Team Lead.

For the Change Management Team Lead, provide two (2) full-

life cycle references, preferably from the public sector.

Johns Hopkins University, Applied Physics Lab Loudoun County, VA Garland Independent School District Emerson Process Management, Fisher Controls Pinellas County Government Municipality of Anchorage Broward County Tax Collector Miami Dade County Tax Collector



Business Application Change and Communication Manager (Aug 2012)


Did not respond Aug 2012 Tom is the Change Management Team Lead

and is assigned to Loudoun County through

at least Jan 2014 (Aug 2013)

Jan is currently serving as the Training Lead for this engagement. We purchased the UPK tool and she is responsible for creating training content as well as helping our communication effort. (Aug 2012)


She served as CCI’s lead (Aug 2012)

Jan Edwards assisted with change management and had

oversite to do some training. Aug 2013

Change Management/Training Team Lead (Aug 2012) Change Management Lead (Aug 2013)



Business Analysis, Change Management, and support (Aug. 2012)

Liaison from tax software system vendor,

Grantstreet, to the Tax Collector’s office.

(Aug. 2013)




leadership?

Oracle Project Costing/Mgmt, Procurement, Financials, OBIEE with Proc/Fin/Proj Analytics, UPK (Aug 2012)



Phase 1 Core Financials went live in early

July 2013.

Phase 2 – HR/Benefits begins in September

(Aug 2013)

User Productivity Kit (UPK) is being implemented under her leadership. (Aug 2012)


We use most of Oracle’s modules, but not all (Aug 2012)

They didn’t direct module implementation. They trained.

Aug 2013

SAP for Utilities: Billing, FICA/Collections, Device Management, Customer Service, Material Master Maintenance, Service Notification (SVN) and Service Order Processing. (Aug 2012)

SAP for utilities/Customer Information Systems.

Financials, billing, collections, customer service,

service order Management, device management

(Aug 2013)



Occupational License to Business Tax Module conversion; going monthly promotions, updrages, support/change analysis (Aug. 2012)

Tax system software (Aug. 2013)






Yes, given the size of this project we started the change mgmt. activities prior to kick-off and continued well past deployment (for all modules) Aug 2012 No response August 2013

Did not respond Aug 2012 No – Tom is not involved in post

implementation (Aug 2013)

We are performing an upgrade from 11i to Release 12 and her involvement is for the full life-cycle. We aqre scheduled to go-live on September 17th. (Aug 2012)


Yes (Aug 2012)


Yes, full time dedicated to the project from implementation kick-off thru training delivery. (Aug 2012)

Yes. Full time for the life of the project. (Aug 2013)



No (Aug. 2012)

The first liaison was Phyllis King, who

worked on the project for about a year, after

which she brought in Natalie Foster Johnson

to continue the liaison work. The system

installation was stated to be clearcut so it

was a liaison role. (Aug. 2013)




N/A (Aug 2012)


Did not respond Aug 2012 Planning to “Go-live” implementation (Aug

2013)

N/A (Aug 2012)

N/A (Aug 2012)

They were responsible for training and change

management. Aug 2013

N/A (Aug 2012) Did not respond August 2012.


Her involvement was during the TaxSys Occupational License to Business Tax Module Conversion and going monthly promotions, updrages, support/change analysis (Aug. 2012)

N/A (Aug. 2013)




dedicated resource?

Yes, Tom was dedicated to the change management role for the entire life cycle


Did not respond Aug 2012 Yes – Wendy added it was a very tough

implementation for everyone and that the

amount of resources and staff time needed

cannot be understated. (Aug 2013)

Yes (Aug 2012)


No. We had a team from CCI that did work the project in its entirety. Jan as CCI’s lead, brought resources to bear as required per the agreed upon project plan/schedule. She had complete project oversight, but we did not utilize her on a full-time basis throughout the project (Aug 2012)

No Aug 2013

Yes, full time dedicated resource for the life of the project. Worked side by side with me every step of the way.Amy is extremely knowledgeable in the Organization Change Management discipline. We could not have done this without her. She brought many tools and techniques to the project that really helped us to focus on the people side of change. Great resource! (Aug 2012)

Yes, Amy did. She was great and she would look

forward to working with Amy again! (Aug 2013)



No, Natalie joined the team later in the process, first as a full time resouce, then part-time (Aug. 2012)

Yes, Natalie Foster Jones worked full time as

the liaison for approximately 1 ½ years. (Aug.

2013)




Number of years working as a Change Management Team

Lead for implementing the software package proposed.

Confirm that the Change Management Team Lead will

participate through the entire project, start to finish, as

proposed, as Change Management Team Lead.


Taken from Reference ResponseTaken from Reference Response Taken from Reference Response Taken from Reference Response

7 Years 14 years 10 years 3 years change management experience

AST confirms that Mr. Grubb will participate through the entire project, start to finish, as proposed as Change Management Team Lead for the Broward County, FL ERP Implementation.


It is our intent to have Ms. Johnson serve as the Change Management Team Lead for the entire project based on the assumption that the project starts in March, 2013 as stated in the RLI.

Mr. Grubb has been employed by AST since December 2011 (6 months) 3 years 1 year CBE Sub consultant - NFJ Solutions Inc.

Tom Grubb Jan Edwards Amy Anzalone Natalie Foster Johnson


Exhibit 5 of 30



2.1 EVALUATION CRITERIA: PROJECT-SPECIFIC CRITERIA

SUB-CONTRACTORS

PAST PERFORMANCE



that meet the following criteria:BSO SFWMD – South Florida Water

Management District Stanley Consultants Broward County Sheriff’s Office/CherryRoad Technologies School Board of Palm Beach County Palm Beach County Clerk of the Court Miami-Dade County Public

SchoolsMiami-Dade Water & Sewer

Department South Florida Water Management District

Miami-Dade County Aviation Department

Byron & Aliyah Computer Solutions Southern Supplies Ltd. Port Consolidated

Implemented within the past five years:

ERP Financials

Supply Chain



Portal

RADISE was not the implementation firm, however they provided temp individuals from 2007 through 2011 including PeopleSoft Applications Programmer Analysts, Database Administrators and PeopleSoft Administrators.Financials, Capital Projects (Fixed Assets), Grant Projects, Budget, HR, Payroll, Benefits Admin, Portal and Self Service were all implemented. Aug 2012

Aug 2013 - Two temporary employees of RADISE

helped implement all of the modules below:

Financials


Budget

Supply Chain


Portal


Went Live 2006 – She thinks all

modules except Grants were

implemented - Aug 2013


Capital Projects - Aug 2013

Firm provided resources across Financials and HR (Aug. 2012)


All of these modules were implemented and we went live in July 2006. Since that time additional functionality has been implemented in most of these areas as the business has progressed using the system efficiently. (Aug. 2012)


The proposing firm provided assistance post implementation in implementing functional areas and maintenance of the following modules:

FinancialsSupply ChainHuman Resources/PayrollPortal (Aug. 2012)

Mostly for post implementation on

the technical side. He did some

consulting on the e-performance

module.

Financials

Human Resources Payroll - Aug

2013


Financials, Capital

Projects/ Grants, Budget,

Human

Resources/Payroll, Portal

(Aug 2013)

Response from reference -Please be advised that Mr. Ross was not involved in the ERP Project. (Aug. 2012)


FinancialCapital Project/GrantsHuman Resources/Payroll (Aug. 2012)

Financials, Human

Resources / Payroll (Aug

2013)



Microsoft Dynamics ERP Implementation for several of our clients (Aug 2012)

Reference says they do

not have an ERP in place

(Aug 2013)

Daceasy, Micropay, and Counterpoint;Financials, Payroll, Budget (Aug 2012)

Financials, Capital

Project/Grants, Budget,

Supply Chain, HR/Payroll,

Portal (Aug 2013)

Financials – Ascend software by Firestream WorldwideCustomized application designed for Oil and Petroleum companies.

Ankh also provides ongoing management and support of our IT Infrastructure. (Aug 2012)

Financials, Capital

Project/Grants, Budget,

Supply Chain, HR/Payroll,

Portal (Aug 2013)

References should be for Client Firms of > 4000 employees

and Operating Budget > $1B.


Approx 5,000 Aug 2012 5,500 - Aug 2013


1,600 - Aug 2013


1000 - Aug 2013

200 (Aug. 2012)


21,361 (Aug. 2012)


759 (Aug. 2012)

Approximately 700 (Aug 2013)


40,000 (Aug 2013)



~1,600 (Aug. 2012)

1,600 (Aug 2013)



10 (Aug 2012)


150 (Aug 2012)

200 (Aug 2013)

200 (Aug 2012)

170 (Aug 2013)

What is the size of your Operating Budget?No response Aug 2012

Millions , do not know exact amounts - Aug 2013


$567.3.million


$130 million Aug 2013

Private Company (Aug. 2012)


$2.3 Billion (Aug. 2012)


$9M (Aug. 2012)

Unsure Aug 2013


3 billion (Aug 2013)



$525 Million (Aug. 2012)

Approximately $530

million (Aug 2013)



No answer (Aug 2012)


8 Million (Aug 2012)

Approx $40 million (Aug

2013)




Yes Aug 2012

Yes Aug 2013


Yes - Received many evaluations

and all at least satisfactory and

some very good - Aug 2013


Yes Aug 2013

We were satisfied with the resources supplied. (Aug. 2012)


Yes (Aug. 2012)



Yes (Aug 2013)



Yes (Aug. 2012)

Yes (Aug 2013)



Yes (Aug 2012)


Yes (Aug 2012)

Yes (Aug 2013)

Yes (Aug 2012)

Yes (Aug 2013)


Yes Aug 2012

Yes Aug 2013


Yes Aug 2013


Yes Aug 2013


Yes (Aug. 2012)



Yes (Aug 2013)



Yes (Aug. 2012)

Yes (Aug 2013)



Yes (Aug 2012)


Yes (Aug 2012)

Yes (Aug 2013)

Yes (Aug 2012)

Yes - ahead of time (Aug

2013)


Yes Aug 2012

Yes Aug 2013

Did not respond Aug 2012 Yes

Aug 2013


Yes Aug 2013


Yes (Aug. 2012)



Yes (Aug 2013)



Yes (Aug. 2012)

Yes (Aug 2013)



Yes (Aug 2012)


Yes (Aug 2012)

Yes (Aug 2013)

Yes (Aug 2012)

Yes (Aug 2013)


references.

N/A Aug 2012

Project total was @ $8 million – RADISE share was

$75,000 for 1 temp and $24,525 for the other - Aug

2013


Don’t know - Aug 2013


Yes Aug 2013

Information not readily available. Estimate to be several hundred thousand. (Aug. 2012)


This vendor served as one of the minority sub-contractors providing staff augmentation to the implementer, eVerge. He also provided additional staff for post go-live stabilization efforts January 2007 thru June 2009 directly. The direct efforts totaled $258,900 plus sub-contractor payments from eVerge.


Cost incurred was not part of the original implementation cost. (Aug. 2012)

Unsure off the top of his head – but

approximately 9 million. Aug 2013





Total Contract amount - $865,188ERP related work - $100,000 (Aug. 2012)

Around $100,000. (Aug

2013)



$100,000 (Aug 2012)


$200,000 (Aug 2012)

Over $100,000 (Aug 2013)

$300,000 (Aug 2012)

Over $2 million with

hardware & software

(Aug 2013)

AST




Note: Blank cells represent References contacted by the County one or more times but that have not provided a response. Vendor-supplied information about blank

references is contained in the proposals.

Yes. Assignments were completed on time and within budget.(Aug. 2012)

Yes to all three - Aug 2013

ANKH Marketing / Computer Technologies

CIBER

AL Jackson Sharpton Brunson

CEDARCRESTONE INFOR

Note: Blank cells represent References contacted by the County one or more

times but that have not provided a response. Vendor-supplied information


Note: Blank cells represent References contacted by the County one or more times but that have not

provided a response. Vendor-supplied information about blank references is contained in the proposals.

Note: Blank cells represent References contacted by the County one or more times but that have not provided a response.

Vendor-supplied information about blank references is contained in the proposals.

RADISE International

Taken from Reference ResponseTaken from Reference Response Taken from Reference Response

Exhibit 5 of 30



PAST PERFORMANCE AST

Note: Blank cells represent References contacted by the County one or more times but that have not provided a response. Vendor-supplied information about blank

references is contained in the proposals.

CIBERCEDARCRESTONE INFOR

Note: Blank cells represent References contacted by the County one or more

times but that have not provided a response. Vendor-supplied information


Note: Blank cells represent References contacted by the County one or more times but that have not

provided a response. Vendor-supplied information about blank references is contained in the proposals.

Note: Blank cells represent References contacted by the County one or more times but that have not provided a response.

Vendor-supplied information about blank references is contained in the proposals.SOFTWARE PROVIDER(S):

Provide three (3) references, preferably from the public

sector that meet the following criteria:State of Hawaii County of Santa Clara County of San Diego

Cook County (Illinois) Treasurer’s Office

Orange County (Florida) Tax Collector

City of Norfolk, VA Treasurer’s Office


past five years:

ERP Financials

Supply Chain




Human Resources Aug 2012


Test Management System was implemented within the last 5 years. The Enterprise Applicant Tracking System was implemented in 2001. Aug 2012

Implemented in 2002 – Used for

Applicant Tracking Only Aug 2013

Neogov was implemented effective 2/29/2008 by the County of San Diego, and is administered therein by the Department of Human Resources. It is an independent module, which does interface with our Human Resources / Payroll application (PeopleSoft, v9.0). (Aug 2012)



No response Aug

2013


No response Aug

2013



References should be for Client Firms of > 4000 employees

and Operating Budget > $1B.


Staffing – 20; Classification – 8; Compensation – 3; The State of Hawaii, Executive Branch has 17,000 employees and 1600 classification of jobs. Aug 2012


15,000 Aug 2012

15,000 Aug 2013

Currently, there are 15,159 Regular employees with County of San Diego. Of those, 152 work less than full-time (ie, less than 40 hours per week). Aug 2012



No response Aug

2013


No response Aug

2013




Dept.’s budget 22.5 million


$4 Billion Aug 2012

$4B Aug 2013

$4,651 Billion Aug 2012



No response Aug

2013


No response Aug

2013




Yes! Outstanding. Aug 2012


Yes Aug 2012

Yes Aug 2013

Yes Aug 2012



No response Aug

2013


No response Aug

2013




Yes! NEOGOV met our project team’s goal and implementation deadline date. We took our old system down on May 16, 2006 and went into live production on July 2, 2006. (Aug 2012)


Yes Aug 2012

Yes Aug 2013

Yes Aug 2012



No response Aug

2013


No response Aug

2013




Yes! We came within our budgeted amount. A large part of our budget was utilized to pay overtime to staff to shut down the old recruitment system and phase in the implementation of NEOGOV, Insight system. (Aug 2012)


Yes Aug 2012

Yes Aug 2013

Yes Aug 2012



No response Aug

2013


No response Aug

2013



At least one reference located in Florida? Yes (1 of 3)





TRAINING SERVICES FIRM

Provide 3 references, preferably from the public sector, for

the firm or persons proposed to provide training services.Broward County Tax Collector Miami Dade County Tax Collector JM Enterprises/JM&A Group Miami-Dade County Public Schools

Randstad (formerly Spherion Corporation)




Aug 2013 - Reference responded that he has never

heard of the firm NFJ Solutions


Aug 2013 - Reference responded

that he has never heard of AST or

NFJ Solutions


Aug 2013 - Reference responded that

she is not familiar with the firm NFJ

Solutions

Most training on site. Some off site for select personnel. (Aug 2012)


There was no specific training involved. This PeopleSoft consultant converted enterprise and legacy systems to PeopleSoft implementation. He consulted on PeopleSoft’s Enterprise HRMS modules for time and labor, and integrated it with Payroll and PeopleSoft Payables and Expenses. This implementation was conducted onsite at Spherion’s location. (Aug 2012)




referenced training.No response Aug 2012 No response Aug 2012 No response Aug 2012

PeopleSoft HRMS/HCM, HR Payroll, Time & Labor and Financial Systems, PeopleTools and PeopleCode. (Aug 2012)


Provide the cost for Training No response Aug 2012 No response Aug 2012 No response Aug 2012

There was no specific training involved. Consultant managed the PeopleSoft project and worked with Spherion personnel to complete the PeopleSoft implementation. (Aug 2012)


NFJ Solutions - CBE Subcontractor


PCI, LLC

Taken from Vendor Proposal Response Taken from Vendor Proposal Response

PCI is currently implementing myRevenue Collector software at Loudoun County, VA, where AST is serving as the prime Oracle E-Business Suite implementer. The Loudoun County project has not yet gone live, but is expected to interface with Oracle E-Business Suite Financials in mid 2013.

PCI, LLC has had no projects with Broward County during the past five years.


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Note from reference via email: I had a very small role in the ERP project and not in a position to answer a couple of the questions. Key Technical is a company in good standing with the District and is currently on our IT Consultant Bid (071-LL04). (Aug 2012)



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No

As noted above, for this project, NEOGOV is providing is Insight Enterprise system to meet all applicant tracking and recruitment functionality.NEOGOV also offers standard integrations to external systems for new hire data exports and position control numbers (PCN). Additionally, because Insight Enterprise can integrate with virtually any system, this represents a tremendous advantage to your organization should you decide to migrate to another backend system at a later date. All NEOGOV integrations are conducted by NEOGOV Professional Services and are offered on a per integration basis at an additional cost. The scope and requirements for all integrations adhere to a straight forward process that allows customers begin integration steps at any time during the overall project implementation. Once notified by your organization, an integration resource will be allocated by NEOGOV who will provide all required documentation, standard file tables, etc and will assist with integration configuration and testing.For your consideration, we have included a listing of current organizations that are undergoing a standard integration (New Hire and/or Position Control) similar to what Broward County could experience as part of its ERP Project.Municipality of Anchorage – PCN IntegrationEstimated date of completion – August 2012

State of North Carolina – New Hire IntegrationEstimated date of completion – September 2012

City of Jacksonville – New Hire IntegrationEstimated date of completion – August 2012

State of Nebraska – New Hire IntegrationEstimated date of completion – July 2012

City of Boise – New Hire IntegrationEstimated date of completion – July 2012

Key Technical Resources Reference

Not applicable. NEOGOV has not had any projects with Broward County over the past 5 years

NEOGOV


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Three-Question Matrix and Reference Checks R0866301R2...

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