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City of Santa Ana RFP 17-072 1 Statement of Qualifications (Revised 11/9/17) relevant overheads. This tool is effective in highlighting differences and gaps between different operating divisions performing the same function. It also provides the baseline cost for determining the effort required to operationalize the desired future end state and for measuring future efficiencies. The ABA will be particularly useful to the Agency to identify overlap in current Finance and Administrative Services effort and to help drive an organizational design based on teams with clarified roles and responsibilities. Leading practices recommends moving from a dlstributed/generalist model towards specialist teams where transactional and administrative services are provided by a Shared Services Organization, with documented processes and service standards that are agreed to, and to which the providers (and clients, for inputs) are accountable. This frees up your professional and technical staff to provide more strategic, business partnering, and proactive services, without day-to-day operational demands crowding out these value-added roles. The attachments provide an example description of potential roles for specialist teams on page 33. The Project will deliver a new operating model and organization design to support and enable the recommended future state. These will be directly linked to the financial business case and implementation to provide prudent and achievable performance targets. Specifications for Software System We will develop a technology landscape through Interviews with IT subject matter experts and review of available documents, such as records management workflows (to be developed in the Digital Records Management project, as relevant). The Technology Landscape reviews and catalogues the City's Enterprise Management System (EMS) and other supporting technology environment, including feeder systems and workarounds, to help the project team understand how each of the processes is supported by the EMS platform or alternative technology. We will assess and make recommendations on technology. Initial considerations will come from assessing and making recommendations around what functionality the EMS has, but for whatever reason, has not been made available. To the extent possible Chazey will look at technologies that the City already owns but perhaps does not yet fully leverage. Where there are repetitive tasks, we will look for opportunities for Robotic Process Automation, which can provide effective automation with a very short return on investment. In addition, we will consider what additional technology enablement may support the Agency in streamlining processes to facilitate data collection, reporting and budgeting. We will provide specifications and recommendations sufficient to allow the Agency to determine if procurement of a new software system is necessary. This report will link to the process documentation and the recommendations for process optimization and standardization. A key requirement will be financial, compliance and performance reporting capabilities that are interfaced with the City's Enterprise Management System, enabling seamless reporting to external agencies. Lastly, we will assist the Agency in writing the RFP for vendor selection and will work with the selected software vendor to ensure that the objectives of the recommended process changes are met. Implementation Strategies The final major area of the Roadmap will identify Implementation strategies for all recommendations. We will provide the actionable roadmap for in -scope services, including a definition of how each component of the proposed operating model will be delivered, the sequencing of the recommended rollout, and actions/deliverables agreed in the final plan. This roadmap will define the tasks, deliverables, timeline, workdays, estimating assumptions, staffing requirements and approach for the Project. We will recommend changes where appropriate to the existing governance framework to ensure it is robust and provides strategic leadership, enables effective decision making, approves key decisions, drives progress, supports quality and secures commitment. The implementation plan will be based on a phased approach that will consider quick wins, various strategies for the scope for each wave, and any technology constraints that may dictate certain go -live dates. Chazey Partners Revised per email communication request 10/31/17 417 - .