Enterprise Resource Planning (ERP) System and System Integrator (SI) Selection Addendum 1

Agency: District of Columbia Water and Sewer Authority
State: District of Columbia
Type of Government: State & Local
Category:
  • D - Automatic Data Processing and Telecommunication Services
Posted: Sep 20, 2018
Due: Oct 19, 2018
Solicitation No: 18-PR-CFO-56
Publication URL: To access bid details, please log in.
Solicitation Number: 18-PR-CFO-56
Solicitation Title: Enterprise Resource Planning (ERP) System and System Integrator (SI) Selection
Solicitation Description: ADDENDUM 1. Issued September 19, 2018 to provided the following: 1. Round 1 - Questions and Answers (File: RFP 18-PR-CFO 56_ADDENDUM 1_Questions and Answers Round 1_20180918) 2. RFP Main Document - Amendment 1 (File: DC Water RFP# 18-PR-CFO-56 ERP and SI Selection_Amendment 1_91918) 3. Attachment D - Price Schedule - Amendment 1 (Attachment D - Price Schedule_Amendment 1_91918) Please see attached files referenced for details. ============================================================================================ DC Water is in search of a comprehensive software solution for Enterprise Resource Planning (ERP) system that will replace the suite of legacy tools and systems that are currently being used to support a variety of operational business functions in the areas of financial, human capital and supply chain management. Please see attached Solication documents for detail.

Solicitation Type: Request for Proposal (RFP)
Commodity Codes: 918--04 - Accounting/Auditing/Budget Consulting
208--10 - Accounting/Financial: Bookkeeping, Billing and Invoicing, Budgeting, Payroll, Taxes, etc.
208--11 - Application Software, Microcomputer
958--16 - Business Management Services
958--23 - Computer Management Services
918--29 - Computer Software Consulting
208--00 - COMPUTER SOFTWARE FOR MICROCOMPUTERS (PREPROGRAMMED)
918--00 - CONSULTING SERVICES
208--36 - Data Processing Software, Microcomputer
208--46 - E-Commerce Software (Microcomputer)
946--00 - FINANCIAL SERVICES
208--51 - Human Resources Software
208--53 - Integrated Software
208--56 - Logistics and Supply Chain Software
208--68 - Project Management
958--77 - Project Management Services
209--73 - Purchasing and Accounting Codes for use with Mini/Mainframe Software
918--97 - Utilities: Gas, Water, Electric Consulting
Procurement Type:
  • Open Market with Preference Points for Certified Local and Small Business Enterprises
Contract Type: Fixed Price
Release date of Solicitation: September 10, 2018
Close Date/Time or IFB Bid Opening Date/Time: October 19, 2018 5:00 PM
Procurement Contact: Tina Vel (Sr. Sourcing Specialist, Procurement)
Technical Contact: Tina Vel (Sr. Sourcing Specialist, Procurement)
Email Questions To: Tina Vel (Sr. Sourcing Specialist, Procurement)
Last Date for Questions: October 05, 2018 12:00 PM
RFQ or Bid Document Information
RFQ or Bid Document Fee:

- not specified -

Documents located at:

- not specified -

Estimated Project Cost:

- not specified -

Pre-Bid / Pre-Proposal Conference
Conference Date/Time

- not specified -

Conference Address

- not specified -

Conference Description

- not specified -


RFQ Document - You will need the Adobe Acrobat Reader to view the PDF file below. (get Adobe Reader)
Solicitation Documents
18-PR-CFO 56 ERP and SI Selection_ Main Document
18-PR-CFO ERP and SI Selection_Attachment A
18-PR-CFO 56 ERP and SI Selection_Attachment B
18-PR-CFO 56 ERP and SI Selection_Attachment C
18-PR-CFO 56 ERP and SI Selection_Attachment D
Addedum 1_Q&A Round 1
Addendum 1_RFP Main Document_Amendment 1
Addendum1_Attachment D_Pricing Schedule_Amendment 1
18-PR-CFO_56 Addendum 1 Notice
DC Water Documents - No Documents Attached -

Attachment Preview

Test Title


AMENDEMENT 1

Changes are shown in redline.

RFP Number:

18-PR-CFO-56

Proposal Due Date and Time:

October 19, 2018

2:00 PM EST

Date Issued:

September 10, 2018

Description:

Enterprise Resource Planning (ERP) System and System Integrator (SI) Selection

This RFP is subject to Prevailing Wages:

Yes (under the Service Contract Act)

Vendor Portal Commodity Codes:

208-00, 208-10, 208-11, 208-36, 208-46, 208-51, 208-53, 208-56, 208-68, 209-73, 918-00, 918-04, 918-29, 918-97, 946-00, 958-16, 958-77,958-23

DC Water Point of Contact (POC):

Submission Instructions:

Name: Tina Vel

Submit your proposal by email only to DC Water POC. Do not submit printed paper copies.

Title: Sr. Sourcing Specialist

Email: Tina.Vel@dcwater.com

Timeline (Estimated)*

RFP Advertised

September 9, 2018

RFP Published

September 10, 2018

Deadline to Submit Questions – Round 1

September 14, 2018 12:00 PM EST

Deadline to Submit Questions – Round 2

September 21, 2018 12:00 PM EST

Deadline to Submit Questions – Round 3

September 28, 2018 12:00 PM EST

Last Deadline to Submit Questions – Round 4

October 5, 2018 12:00 PM EST

Proposals Due

October 19, 2018 2:00 PM EST

Vendor Presentation

November 26 - 30, 2018

Vendor Selection

February 2019

Contract Start Date

June 2019

*Dates may change at DC Water's Convenience

PAGE INTENTIONALLY LEFT BLANK

1 INTRODUCTION, OVERVIEW 5

1.1 District of Columbia Overview 5

1.2 History of D.C. Water and Sewer Authority 7

1.3 DC Water Overview 8

1.4 DC Water Service Territory 8

1.5 DC Water Operational Overview 9

1.6 Mission, Vision, Values, and Goals 12

1.7 Overview of Solicitation (RFP) Document 12

2 SCOPE OF WORK 14

2.1 Project Goals 14

2.2 Implementation Approach and Timeline 16

2.3 ERP Solution 16

2.4 Functionality 16

2.5 Current Information Technology Systems 20

2.6 Data Conversion 26

3 DEFINITIONS, SUBMISSION INSTRUCTION, EVALUATION, SELECTION, AWARD, AND CONTRACTING PROCESS, TERMS AND CONDITIONS 28

3.1 Definitions 28

3.2 Submission Instruction 29

3.2.1 DC Water Point of Contact (“POC”) 29

3.2.2 Intent to Respond (not required but strongly recommended) 29

3.2.3 Proposal Due Date and Time 29

3.2.4 Questions and Answers 30

3.3 Evaluation, Selection, Award, and Contracting Process 31

3.3.1 Technical Response Evaluation 31

3.3.2 Oral Presentation and Software Demonstration 31

3.3.3 Negotiation and Best and Final Offer 32

3.3.4 Award 32

3.3.5 Contracting 32

3.3.6 Additional Information 33

3.4 Additional Terms and Conditions 33

4 PROPOSAL WRITING INSTRUCTION AND REQUIRED CONTENTS OF YOUR PROPOSALS 38

4.1 Proposal Preparation 38

4.2 Additional Considerations for the proposal: 38

4.3 Formatting Instruction 40

4.4 Required Proposal Contents and Size 42

4.4.1 Main Proposal: Contractor’s Qualifications and Scope of Work 42

4.4.2 Attachment A - Requirement Traceability Matrix 54

4.4.3 Attachment B - Application Security Capabilities Questionnaire 54

4.4.4 Attachment C - Required Forms 54

4.4.5 Attachment D -Price Schedule 55

4.4.6 Attachment E - Contracts 55

4.4.7 Attachment F - Executable Statement of Work for System Integration 55

4.5 Proposal Document Naming Convention 55

5 ATTACHMENTS 56


1 INTRODUCTION, OVERVIEW

The District of Columbia Water and Sewer Authority (“DC Water” or “Authority”) is seeking proposals from Respondents (“Vendors” or “Proposers” or “Respondents”) that are able to provide software and professional consulting services in order to implement an Enterprise Resource Planning (ERP) system as either a Software as a Service (SaaS) or vendor-hosted solution. This document provides Respondents with instructions for submitting their proposals, evaluation and selection criteria, and contractual terms that will govern the relationship between DC Water and the awarded vendor(s). In addition, the document provides detailed instructions for Respondents to provide their responses.

It should be noted that DC Water reserves the right to modify, incorporate all, or selected sections of the Proposal response to this RFP into the final executed contract resulting from this solicitation. For the purposes of addressing conflicts or ambiguity of terms or conditions, DC Water will apply the “highest or greatest quality standard performance.”

The following instructions to Respondents are important and should be read carefully prior to submitting a proposal. DC Water is not responsible for any information relating to any DC Water solicitation document, which is not obtained directly from DC Water.

1.1 District of Columbia Overview

Washington, D.C. lies midway along the eastern seaboard of the United States, about 90 miles inland from the Atlantic Ocean, south of Maryland, north of Virginia and 233 miles south of New York City. Situated on the northern bank of the Potomac River, its size is approximately 68 square miles, carved out of land donated by the state of Maryland. Divided into four quadrants: Northwest, Southwest, Northeast, and Southeast. The U.S. Capitol building marks the center where the quadrants meet.

It was founded in 1791 and named after President George Washington. "Columbia" in "District of Columbia" refers to Christopher Columbus. Washington, the District of Columbia is not a state, nor is it part of any state. It is a unique "federal district" created specifically to be the seat of government. The actual population in D.C. is approximately 600,000, but if you include the entire Metro area, the population is around 5.8 million. The "Washington Metropolitan Area" refers to the District of Columbia plus seven Maryland counties (Anne Arundel, Charles, Calvert, Frederick, Howard, Montgomery, and Prince George's), five Virginia counties (Arlington, Fairfax, Loudon, Prince William, and Stafford) and five Virginia cities (Alexandria, Falls Church, Fairfax City, Manassas, and Manassas Park).

Washington, D.C. is unique among American cities because it was established by the Constitution of the United States to serve as the nation’s capital. From the beginning, it has been embroiled in political maneuvering, sectional conflicts and issues of race, national identity, and compromise and, of course, power.

The choice of Washington’s site along the Potomac and Anacostia Rivers resulted from a compromise between Alexander Hamilton and northern states who wanted the new federal government to assume Revolutionary War debts and Thomas Jefferson and southern states who wanted the capital placed in a location friendly to slave-holding agricultural interests.

George Washington chose the site and appointed three commissioners to help prepare for the arrival of the new government in 1800. In 1800, the federal government consisted of 131 employees. Pierre Charles L’Enfant designed the city as a bold new capital with sweeping boulevards and ceremonial spaces reminiscent of Paris of his native France. Benjamin Banneker, a self-taught African-American mathematical genius, provided the astronomical calculations for surveying and laying out the city. The full development of Washington as a monumental city, however, did not come until a hundred years later when the McMillan Commission updated its plan to establish the National Mall and monuments that most visitors come to see in its 200 years as the nation’s capital. Washington has developed as a complex and layered city with multiple personalities. As home to the federal government, it has attracted a diverse mix of government workers, members of Congress from every state, foreign emissaries, lobbyists, petitioners, and protestors.

Washington has always had a significant African-American population. Before the Civil War, the city was home to a growing number of free blacks who worked as skilled craftsmen, hack drivers, businessmen and laborers. It also included enslaved African-Americans and was the site of slave auctions before they were outlawed in the city in 1850. Slaves owned in Washington were emancipated on April 16, 1862, nine months before Lincoln’s Emancipation Proclamation of January 1, 1863. Washington remained home to a large African-American population who created vibrant communities and championed civil rights despite racial segregation and prejudice. Duke Ellington was born and raised in Washington’s Shaw neighborhood and played in his first band there.

Washington, D.C. was envisioned by its founders as a commercial center as well as the seat of government. The location on the Potomac River was chosen, in part, because it already included two existing port towns of Georgetown and Alexandria that served as regional shipping centers for tobacco and wheat. When Alexandria returned to Virginia in 1846, residents argued that inclusion within the District of Columbia had hurt business, and that the city of Washington would never need that much room to grow.

However, after the Civil War, Washington did grow, eventually absorbing Georgetown and the surrounding farms and rural areas beyond L’Enfant’s original plans for the city. The initial boundary of Washington City was Florida Avenue, originally called Boundary Street. The first neighborhoods were those that grew up around the Capitol (Capitol Hill), the Center Market (Downtown) and the White House (Lafayette Square). The expansion of streetcar lines in the mid-19th century spurred creation of new suburbs. Two early suburbs, LeDroit Park and Anacostia, both began as developments that excluded African-Americans and later became predominantly African-American communities.

Wars and national events have always resulted in the growth of the federal government and increases in population. During the Civil War, Washington was an armed encampment with soldiers bivouacked everywhere and public buildings serving as hospitals. Bread for soldiers was baked in ovens located on the White House grounds. During World War II, “government girls” were recruited to fill office jobs to replace men who had gone to war.

Washington is also a cosmopolitan city. While it has always had foreign delegations from the countries of the world, it also boasts an increasingly diverse ethnic population. A growing Latino population represents every Central and South American country with a particularly large community of Salvadorans. A large Ethiopian population has resulted from the political turmoil there. New ethnic groups have brought new restaurants, as well as new residents. While D.C. lost residents to surrounding suburbs in the 1990s, new housing and urban revitalization is now attracting people back to the city for a downtown renaissance of housing, offices, entertainment, and nightlife.

As the capital of the world’s most powerful democracy, it is ironic that residents of Washington lack full self-government, and limited self-government was only restored in 1974 after nearly 100 years with an appointed commissioner system. Representation in Congress is limited to a non-voting delegate to the House of Representatives and a shadow Senator. 1964 was the first Presidential election in which Washington residents were able to vote.

After 200 years as the nation’s capital, Washington is a place brimming with a unique history of its own. While elected and appointed officials come and go, giving the city its reputation as a transient community, many of the city’s residents have called Washington home for multiple generations. Their stories give Washington its distinctive character as both a national and local city.

1.2 History of D.C. Water and Sewer Authority

In 1996, the District Government initiated the creation of the District of Columbia Water and Sewer Authority (DC Water), an independent authority of the District of Columbia providing services to the region. On April 18, 1996, following a 30-day Congressional review period, the District Council enacted DC Law 11-111, "The Water and Sewer DC Water Establishment and Department of Public Works Reorganization Act of 1996."

DC Water is governed by a Board of Directors consisting of 11 principals and 11 alternate members. The Board is composed of six District of Columbia representatives, two each from Montgomery and Prince George’s counties in Maryland, and one from Fairfax County in Virginia.

At DC Water, we care about our community. We often travel throughout our city, meeting those who live or work in Washington, D.C., so we can better understand their concerns and share our latest news on neighborhood water and sewer services.

DC Water's service area is approximately 725 square miles providing retail water and wastewater (sewer) service to the District of Columbia. Additionally, DC Water provides wholesale wastewater treatment service to Montgomery and Prince George's counties in Maryland and Fairfax and Loudoun counties in Virginia.

The Blue Plains Advanced Wastewater Treatment Plant is the largest advanced wastewater treatment plant in the world, with a capacity of 370 million gallons per day (MGD), a peak capacity of 1.076 billion gallons per day and covering 150 acres.

To distribute water and support the distribution system, the DC Water operates over 1,200 miles of pipes, five pumping stations, five reservoirs, four elevated water storage tanks, 36,000 valves and more than 9,000 public hydrants.

To collect wastewater, the DC Water operates 1,800 miles of sanitary and combined sewers, 22 flow-metering stations, nine off-site wastewater-pumping stations, and 16 storm water pumping stations within the District.

For more information about DC Water, please visit www.dcwater.com .

1.3 DC Water Overview

DC Water is an independent, multi-jurisdictional regional utility that provides retail drinking water distribution and wastewater conveyance and treatment services to approximately 140,000 residential, commercial and governmental customers in the District of Columbia, and wholesale wastewater conveyance and treatment to approximately 1.6 million users in Montgomery and

Prince George’s Counties in Maryland and Fairfax and Loudoun Counties in Northern Virginia and approximately 21.3 million annual visitors.

DC Water has weathered an unprecedented recession well. DC Water serves a diverse client base supported by a core base of Federal employees but not concentrated in any one-customer type. Approximately 33% of revenues are derived from highly rated customers, including the Federal Government, Fairfax County, Washington Suburban Sanitary Commission, and Loudoun County Sanitary Commission. Federal and wholesale customers pay for services on a quarterly basis in advance based on estimates provided by the Authority.

Washington’s unemployment rate is among the lowest for America’s large metropolitan areas. Employment in the metro area has risen by about 84,000 over the past year—roughly 6.0% of America’s job growth, in a region with just 2.0% of its population.

Although DC Water is responsible for management of the treated water distribution system serving the District and certain Department of Defense and other small customers outside the District, the water itself is treated by the Aqueduct. DC Water purchases its water from the Aqueduct and transmits and distributes the water through four pumping stations, six distribution reservoirs, and two elevated tanks. The Aqueduct’s water treatment and transmission system consists of the Great Falls Intake on the Potomac River; two parallel nine-mile long raw water conduits from Great Falls to the Dalecarlia Reservoir; the Little Falls Intake and Pumping Station on the Potomac River; the Dalecarlia and McMillan Reservoirs and Water Treatment Plants; the Dalecarlia Pumping Station; the Georgetown conduit and reservoir; the Washington City Tunnel; the East Shaft Pumping Station; several treated water transmission lines; and three ground storage reservoirs.

On October 12, 2011, DC Water broke ground on its twenty-year, $2.7 billion DC Clean Rivers Project which aims to reduce combined sewer overflows to the Anacostia and Potomac rivers and the Rock Creek by 96 percent, thereby improving the health of the Chesapeake Bay.

1.4 DC Water Service Territory

Prior to the establishment of the Washington Aqueduct Division of the United States Army Corps of Engineers (the “Aqueduct”) in 1858, residents of the District obtained their drinking water from springs and wells. The distribution system consisted primarily of bored logs and some cast iron pipes. Water from the Potomac River was tapped into the system in 1863. By 1905, the Washington City Tunnel, McMillan Reservoir and Filtration Plant, and the Bryant Street Pumping Station were completed. The Dalecarlia Filtration Plant and Pumping Station and all other major components of the present water supply and distribution system were in operation by 1928.

Figure 1: DC Water Service Territory

1.5 DC Water Operational Overview

DC Water’s organizational structure is a key tool for ensuring that the organizational mission is achieved. The structure consists of twenty-six departments that are defined primarily along functional roles and further grouped along service lines (Operational or Administrative) or reporting clusters of authority.

Operational departments include Water Services, Sewer Collection, Water Quality and Technology and Wastewater Treatment services (including maintenance of these facilities). These departments are responsible for the day-to-day operations of the DC Water’s extensive infrastructure and facilities that provide direct services to our customers.

Similarly, the Customer Service Department is classified as an operational department due to the integrated nature of their work to operations (i.e., customer care, metering, and billing). Provision of first-line customer care to our customers includes 24-hour emergency service.

Engineering and Technical Services, Wastewater Engineering, Clean Rivers, and Permit Operations departments are responsible for ongoing reinvestment of the system infrastructure, compliance with various mandates and provide services to the development community throughout the District of Columbia.

All other departments provide critical administrative and technical support to ensure the safe and reliable continuity of our vital services through short and long-term planning, asset management, leadership, and all financial and human capital support requirements. The figure below provides a high-level view of the organizational structure for the approximately 1,100 people employed at DC Water and work at various facilities across the district.

Figure 2: DC Water Organizational Chart

DC Water has three primary business operations: Retail, Construction-in-Progress (CIP) and Inter Municipal Partners (IMA). The following section provides a high-level operational overview of each.

Capital Improvement Program

DC Water’s Capital Improvement Program (CIP) supports the continuation of major capital asset investment in programs and projects that will upgrade the District’s water distribution system, improve the coordination of local waterways, and create clean energy. The CIP program includes all mandated projects as well as rehabilitation of assets required to meet permit and other regulatory requirements and all immediate needs necessary to maintain existing service levels. These projects are managed by the Departments of Engineering and Technical Services (DETS) and Wastewater Engineering and have an average life of 30 years. A typical DC Water capital project includes construction, installation, upgrade, or expansion of any facilities, which are built to manage wastewater, other than Captured Stormwater Flow, that is treated at Blue Plains. The costs for capital project are allocated between DC Water and our Blue Plains Inter Municipal Partners (IMA), the District, Washington Suburban Sanitary Commission (WSSC), Fairfax and Loudoun County. In addition, the financing of DC Water’s capital program is financed by long term debt which is primarily provided by four primary sources: 1) EPA and CSO Grants; 2) Wholesale Capital Payments; 3) permanent financing (Revenue Bonds/Commercial Paper/EMCP); and 4) interim financing and Pay-GO.

The diagram below provides a visual presentation of the Capital Partners and Grants.

Figure 3: Capital Partners and Grants

Retail Customers

DC Water’s water division serves approximately 140,000 water customers, including residential, non-residential accounts, and additional services such as fire hydrants, backflow, fire protections services, special services, and temporary meters. Approximately 10,000 accounts are impervious only and are unmetered. Approximately 4,000 of the impervious only accounts are billed semi-annually with the remainder billed monthly. The As-Built accounts are for tracking contributions from customers in aid of construction activities and subsequent construction costs. Approximately 1,200 of the DC Housing accounts serve small buildings housing (e.g. 1-3 families) and are classified as single family residential. The others are for large multi-family apartment buildings and central office administration and maintenance facilities. Recurring monthly billing and payment processing is for approximately 125,000 customers per month.

DC Water’s Department of Distribution and Conveyance Systems oversees the entire water distribution system serving the District. DC Water’s water distribution system includes 1,300 miles of pipes and mains ranging from 4 to 78 inches in diameter. The system includes cast iron, ductile iron, reinforced and pre-stressed concrete, and steel pipe, and contains more than 36,000 valves and hydrants. DC Water also operates and maintains four (4) pumping stations: Bryant Street, Fort Reno, 16th and Alaska, and Anacostia. All four (4) pumping stations have adequate pumping capacity to meet peak demands.

1.6 Mission, Vision, Values, and Goals

Vision – To be a world-class utility.

Mission – To exceed expectations by providing high quality water services in a safe, environmentally friendly and efficient manner.

Values:

1. Respectful – Serve with a positive attitude, courtesy, and respect that engender collaboration and trust.

2. Ethical – Maintain high ethical standards, accountability, and honesty as we advance the greater good.

3. Vigilant – Attend to public health, the environment, quality, efficiency, and sustainability of our enterprise.

4. Accountable – Address challenges promptly, implement effective solutions, and provide excellent services as a committed team.

Focus areas - Where DC Water must succeed in order to execute our mission and achieve our vision.

1. Leadership – DC Water will advocate and lead local, regional, and national collaborations, while internally developing the workforce of the future.

2. Value – DC Water will be recognized for the value it delivers by protecting public health and the environment, supporting community sustainability, and providing for economic vitality.

3. Innovation – DC Water will achieve international prominence in development and adoption of science, technology and processes in support of a culture of innovation.

1.7 Overview of Solicitation (RFP) Document

This RFP document consists of following contents.

RFP Documents

Description

Main RFP Document

Contains the introduction, scope, response instructions, terms and conditions, and required contents of your proposal and also following Appendix:

Attachment A - Requirement Traceability Matrix

Contains DC Water Functional Requirements

Attachment B – Application Security Capabilities Questionnaire

Application Security Capabilities Questionnaire which contains a series of questions that must be addressed related to the Respondent’s security capabilities.

Attachment C - Required Forms

Consolidated list of all required forms and contains the following sections:

• Required Forms

• General Provisions

• Special Provisions

• Certifications and Representations, Acknowledgements, and Affidavits

• Local Small Business Enterprise Program

• EEO Packet/Affirmative Action Plan

• DC Water Works Program

• Mid-Atlantic Purchasing Team Rider Clause

Attachment D – Price Schedule

Contains pricing template and other price information requested by DC Water. Respondents must use this template to submit the pricing proposal.


2 SCOPE OF WORK

This section describes the scope of work that the Respondent shall provide to DC Water. The work as it is defined below will become part of the contract resulting from this procurement, and it will be the responsibility of the successful Respondent to ensure that it is performed to completion in accordance with the terms and conditions of the contract.

2.1 Project Goals

DC Water is in search of a comprehensive software solution(s) that will replace the suite of legacy tools and systems that are currently being used to support a variety of operational business functions in the areas of financial, human capital and supply chain management. DC Water is seeking to address several challenges in the current environment to improve productivity, streamline processes, and reduce administrative costs. These challenges include, but are not limited to the following items:

• Lack of full integration across key systems in support of tracking and maintaining the core business functions related to financials, human capital, and supply chain

• Legacy systems do not provide standard functionality available to provide standard functionality in the current ERP systems

• Lack of automated workflow resulting in reliance on repetitive data entry and manual processes

• Lack of a single source of information to reduce activities associated with manual data entry and reconciliation

• Maintaining multiple redundant independent systems, including MS Excel and Access Databases

• Lack of robust query, workflows and reporting tools to support data analytics, strategic planning, and forecasting activities to meet business and regulatory requirements

• Lack of a centralized storage location to maintain sensitive source documentation

• Lack of business processes and workflows that reflect leading industry practices

• Lack of tools such as self-service portals for external customers or end users

• Lack of transparent real-time visibility to view data at the transactional level through the use of drill down capabilities

• Lack of user friendly and intuitive system interface that includes tool tips, help menus, FAQs, alerts and notifications to support automated workflows and approvals

• Lack of detailed audit trail to manage data changes in the system

• Redundant data stored in multiple locations in both hardcopy and electronical formats inhibits ability to determine source of truth resulting in numerous reconciliations

• Inability to perform both cost and activity-based accounting within a single system

• Lack of robust security roles to limit unauthorized access to departmental budgets, purchasing documents, Accounts Payable (AP) invoices, General Ledger transactions, etc.

• Performance of repetitive administrative tasks resulting in decreased efficiency and performance

• Inability to track and manage capital assets and inventory across the lifecycle (e.g. procurement, Construction In-Progress, Depreciation, Refurbishment and Retirement) for the purposes of the financial system

• Inability to easily generate reports in order to meet business and regulatory requirements

In addition, DC Water is looking to automate multiple activities that are currently handled manually. The primary objective of the project is to procure, implement, and maintain a single system that will:

• Eliminate or mitigate the challenges detailed above

• Streamline business processes and data collection in order to reduce manual processes and cycle times

• Incorporate industry leading business practices

• Reduce the number of legacy systems, including “shadow” MS Excel and Access Databases

• Provide dashboards, robust reporting, and business intelligence (BI) in order to perform analytics

• Provide real-time visibility at the detailed transactional and summary levels to improve decision making

• Provide a solution that has an intuitive and user-friendly interface

• Provide a single point of entry for data collection

• Provide a secure role-based environment to maintain data integrity

• Provide a solution that meets financial and human resource federal government regulatory reporting requirements, including, but not limited to

o Governmental Accounting Standards Board (GASB)

o Generally Accepted Accounting Principles (GAAP)

o International Financial Reporting Standards (IFRS)

o VETS-100 / VETS 100A Reporting

o EEO-100 Reporting

• Provide a solution that meets DC Water, the District of Columbia, and other regulatory reporting requirements (e.g. number of employees residing within the District and the EEO 4 Reporting Requirements)

• Seamless integration between the human capital and payroll functions

• Provide the ability to perform Disaster Recovery activities quickly and easily

• Maintenance of single Chart of Accounts across all operational departments in order to track financial information easily and accurately

• Provide a solution consistent with DC Water’s data and information security policies and procedures

• Provide an ERP solution that incorporates industry leading training documentation and “best in class” business processes.

Overall, DC Water’s goal is to procure a software solution that is either SaaS or vendor hosted (include managed services: vendor is responsible for maintenance of the environment, updates to the solution, etc.), as well as implementation services that will provide a single cohesive application that will meet the business needs as described above.

2.2 Implementation Approach and Timeline

The implementation approach for the solution should be phased, if it is determined that will be the most advantageous without causing operational disruptions. The full implementation period should be no longer than two years, with an additional post go-live 6-month stabilization and warranty period.

Respondents shall include potential phase start and go-live dates as part of their proposal. The detailed work plan shall provide sufficient information in order to determine the activities, roles, responsibilities, and durations in order to meet the Respondent’s proposed targeted go-live dates.

2.3 ERP Solution

DC Water will only consider the following ERP solutions:

• Infor

• Oracle

• SAP

• Workday

DC Water will not consider any other ERP solutions proposed or any on-premise solution.

2.4 Functionality

Descriptions, requirements, and other information in this section are not intended to be completely exhaustive and the Respondent is expected to perform the function or assist in the performance of the function to the satisfaction of DC Water regardless of whether or not a specific detail is included or omitted in this outline of the scope of work.

The table below provides a high-level summary of the key business processes for which the future ERP solution should address.

ERP Functional Modules

Key Business Processes for Future ERP Solution

Financial Management Processes Area

Human Capital Management Processes

Supply Chain Management Processes

• Accounts Payable*

• Recruiting, Applicants, and Hire Process +

• Inventory Control and Warehousing *

• Capital Accounting and Budgeting, Capital Accounts Payable*

• Compensation, Incentives +

• Requisitions, Purchasing, and Vendor Management*

• Fixed / Non-Fixed Assets (Additions, Disposal & Depreciation, Inventory) *

• Employee Benefits and Pensions +

• Supplier Portal

• General Ledger (Chart of Accounts, Funds, Allocations, Journal Entries, Period End, Reporting, Journal Controls) *

• Performance Management, Skills, and Succession Planning +

• Contracts and Sourcing

• Account Receivable (Customers, Accounts, Wholesale Billing, Integration) *

• Workforce Administration+

• Supplier Relationship Management (SRM)

• Treasury (Payments, Transfers, Forecasts, Cash Management, Investments, Debt Management) *

• Learning Management +

• Payroll (including Absences, Time and Attendance, Union Pay Rules) +

• Travel & Expense

• Budget (Development, Projections, Maintenance), Chart of Accounts, Funds

• Budget Control*

• Project Accounting, Grants Management, (Budgeting, Revenue, Reporting) *

System – Non-Functional

• Approval Workflows, Security, Mobility, and Interfaces*

• Reporting including Queries, BI, Dashboards, Ad Hoc Reporting*

• Interfaces with existing Oracle Primavera P6, IBM Maximo, SAP VertexOne Customer Information System (CIS), Bank Portals and Point of Sale Portal, Vertical Lift Machines (VLM) proprietary software, * Scales, Dayforce, Zycus (some document management solution)

Technical

• Solution Architecture

• Technical Architecture

• Integration Techniques

• System Performance and Scalability

• Information Security

• Disaster Recovery

Services

• Project Management

• Software Installation

• Data Conversion

• Report Development

• Integration and Interface Development

• Implementation and Training Services

• Change Management

• Knowledge Transfer

• System Documentation Development

• End User Training

* Priority functionality that should be deployed as part of Phase I

+ Functionality that can deployed in Phase II or beyond

Note: Functionality or modules that have not been identified for Phase I or Phase II or beyond have been purposely left blank and DC Water expects Respondents to use their expertise to propose a logical grouping of modules by Phase as part of their implementation deployment plan.

For further details on the functional requirements being sought, please refer to Appendix A: Functional Requirements.

The following is a summary of the major functionality, which DC Water is seeking to have in an integrated solution. This list is not all inclusive of the functions that will require replacement. Potential ERP shall ensure any proposed system(s) meets the functionality stated herein.

1. Wholesale Billing

Calculate revenue and create invoices for diverse customer agreements for both capital construction / equipment and operating; use customer defined attributes at time of supplier payment (not at time of supplier commitment/accrual) to determine customer allocations, customer invoicing at different intervals and per different accounting treatments (cash and accrual-based); ability to issue “advance” invoices and subsequent true-ups; ability to incorporate attributes such as square-footage, number of employees by department and number of computers by department for cost allocations on customer invoice.

2. Grant Billing

Separate solution from wholesale billing; calculate revenue and create invoices for diverse capital construction federal funding agreements (EPA, FEMA, Congressional Appropriations); ability to easily remove ineligible transactions from reimbursement request based on construction contract bid items; built-in Federal Standard Form 270; use customer defined attributes at time of supplier payment (not at time of supplier commitment) to determine funding allocations.

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