26-8698_Solicitation_.pdf

(Template Version 1)

COLLIER COUNTY

BOARD OF COUNTY COMMISSIONERS

REQUEST FOR PROPOSALS (RFP)

FOR

COLLIER COUNTY ENTERPRISE ASSET MANAGEMENT

SOLUTION

SOLICITATION NO.: 26-8698

VALESKA ESCOBAR, PROCUREMENT STRATEGIST III

PROCUREMENT SERVICES DIVISION

3295 TAMIAMI TRAIL EAST, BLDG C-2

NAPLES, FLORIDA 34112

TELEPHONE: (239) 252-2220

Valeska.Escobar@collier.gov

SOLICITATION PUBLIC NOTICE

REQUEST FOR PROPOSALS

(RFP) NUMBER:

26-8698

PROJECT TITLE: COLLIER COUNTY ENTERPRISE ASSET MANAGEMENT

SOLUTION

PRE-PROPOSAL

CONFERENCE:

SEPTEMBER 30, 2026, at 1:00 PM EST

LOCATION: PROCUREMENT SERVICES DIVISION, CONFERENCE ROOM A,

3295 TAMIAMI TRAIL EAST, BLDG C-2, NAPLES, FLORIDA 34112

and VIRTUAL MEETING

DUE DATE: OCTOBER 23, 2026, at 3:00PM EST

PLACE OF RFP OPENING: PROCUREMENT SERVICES DIVISION

3295 TAMIAMI TRAIL EAST, BLDG C-2

NAPLES, FL 34112

All proposals shall be submitted online via the Collier County Procurement Services Division Online Bidding System: https://procurement.opengov.com/portal/collier-county-fl.

INTRODUCTION

As requested by the Information Technology Division (hereinafter, the “Division or Department”), the Collier County Board of County Commissioners Procurement Services Division (hereinafter, “County”) has issued this Request for Proposals (hereinafter, “RFP”) with the intent of obtaining proposals from qualified and experienced Proposers in accordance with the terms, conditions and specifications stated herein, in the Solicitation and/or attachments. The Proposers, at a minimum, must achieve the requirements of the Specifications, Scope of Services, or Scope of Work stated herein. All references to “Proposer” are also referred to as “Proposer,” “Firm,” “Offeror,” “Contractor,” and “Proposer.”

BACKGROUND

Collier County manages a large, diverse portfolio of public infrastructure that spans water and wastewater treatment facilities, reclaimed water systems, wells, lift stations, extensive utility networks, solid waste operations, pollution control programs, transportation assets, traffic signals and lighting, stormwater systems, walkability infrastructure, parks and recreation amenities, bridges, sidewalks, roadway features, landscaping, and other critical community assets. These systems support essential public services and regulatory compliance across the County, yet their increasing age, scale, and complexity present significant operational, financial, and technological challenges.

The County’s Divisions oversee highly regulated and capital-intensive systems that require continuous monitoring, proactive maintenance, and long-range- planning to ensure reliability and resilience. These systems do not share standardized asset hierarchies, taxonomies, or condition and criticality ratings, and they lack comprehensive asset histories or integrated risk data. As a result, the County faces limitations in coordinating maintenance, analyzing lifecycle costs, prioritizing renewal needs, and integrating operational information with its financial management system (SAP).

The County recognizes that modern, data-driven asset management is essential to sustaining service levels, improving cost- effectiveness, complying with regulatory requirements, and supporting informed capital decision- making. To meet these needs, Collier County is initiating a long-range strategic effort to modernize and unify its enterprise business systems, asset management operations, and field workflows. The County requires a comprehensive asset management framework that establishes consistent asset attributes, standardized hierarchies, business processes, data governance structures, and methodologies for preventative maintenance, repair and replacement scheduling, condition assessment, risk analysis, and capital improvement forecasting.

The County currently supports approximately 1,100 users across its operational divisions engaged in asset data entry, field operations, work order management, supervisory review, financial integration, and reporting.

This modernization effort represents a critical evolution in Collier County’s asset and financial management https://procurement.opengov.com/portal/collier-county-fl capabilities and is essential to ensuring efficient service delivery, strong financial accountability, regulatory compliance, and sustainable stewardship of public resources. Ultimately, the initiative will position Collier County to operate a unified, data-driven, and strategically managed asset management system that enhances performance across all utility, transportation, and public infrastructure programs.

AWARD AND TERM OF AGREEMENT

Collier County reserves the right to select one, or more than one Proposers for award as deemed the best value to the County; however, it is the intent to:

• Single awardee

The results of this solicitation may be used by other County departments/divisions once awarded.

The agreement term is intended to be for 5 years and three (3) one (1) year renewals.

Prices shall remain firm for the initial term of the awarded Agreement.

DETAILED SCOPE OF WORK

Collier County has historically relied on multiple systems and manual processes to support its asset management, maintenance operations, geospatial workflows, and related administrative functions. As the County’s infrastructure network has expanded encompassing transportation assets, traffic signals, stormwater systems, parks and recreation amenities, public facilities, neighborhood enhancement assets, and extensive water and wastewater infrastructure the limitations of fragmented technologies and siloed operational data have become increasingly evident. These challenges hinder real-time visibility into asset conditions, restrict data driven maintenance planning, complicate tracking of labor and material expenditures, and impede the County’s ability to link operational activities to financial accountability. The increasing demand for mobile field operations, regulatory reporting, and GIS-integrated workflows further underscores the inefficiencies of the current environment.

Accordingly, the County seeks to modernize its enterprise business and asset management ecosystem through the implementation of a robust, cloud-based Enterprise Asset Management (EAM) platform capable of managing the entire lifecycle of County assets. This modernization initiative is essential to improving lifecycle planning, standardizing cross-departmental workflows, strengthening financial transparency, supporting field mobility, and enabling consistent, data-driven operations across key Divisions such as Public Utilities, Transportation and Traffic Operations, Walkability, Parks and Recreation, Facilities Management, Public Transit, and Stormwater Management.

The County intends to consolidate its systems by establishing uniform asset taxonomies, data governance structures, maintenance standards, and performance frameworks aligned with nationally recognized asset management best practices.

The Proposer shall furnish all labor, supervision, technical expertise, equipment, materials, software, cloud hosting services, and professional services necessary to deliver, implement, configure, and support a fully integrated Enterprise Asset Management (EAM) system for Collier County. The required solution must be a modern, cloud-based (Software as a Service) platform specifically designed to support comprehensive asset lifecycle management across the County’s diverse infrastructure portfolio. The system shall support transportation infrastructure, walkability assets, traffic signals and signal controllers, parks and recreation amenities, public facilities, stormwater systems, Public Transit assets, and water and wastewater treatment and conveyance systems.

The Proposer shall deliver an EAM solution capable of maintaining and updating GIS-integrated asset registries, enabling work order and preventative maintenance management, supporting mobile field workflows with offline capability, and providing advanced asset planning, forecasting, and scenario analysis functionalities. The system must enable the direct alignment of labor, materials, equipment usage, and maintenance costs with asset condition tracking, renewal decisions, and lifecycle reporting to support regulatory, financial, and operational requirements.

The Proposer shall provide comprehensive implementation and professional services, including but not limited to:

discovery workshops; current state assessments; business process analysis and redesign; solution blueprinting;

configuration and setup of all EAM modules; quality assurance and testing; user acceptance testing; training for superusers, system administrators, and end users; go-live preparation and cutover support; and post implementation stabilization. The Proposer shall ensure the EAM solution incorporates native or API-based integrations with the

County’s financial, permitting, GIS, space management, and operational systems; supports full ESRI ArcGIS compatibility, which includes both ArcGIS Enterprise and ArcGIS Online; and includes secure mobile application capabilities, role-based user access, multifactor authentication, audit logs, and real time reporting and dashboards, and provides a monthly copy of the database for reporting purposes.

The EAM system shall provide unified visibility, standardized asset structures, mobile field workflows, GIS integrated asset information, robust work order and maintenance management capabilities, and analytic tools for informed capital planning and performance management.

1. Core System Requirements

The Proposer shall implement an EAM system that supports:

• Asset Registry and Hierarchy Development.

• Creation of standardized taxonomies, asset classes, and asset hierarchies.

• GIS linked asset records with spatial location, attributes, condition, and history.

• Support for linear assets, vertical assets, ESRI Utility Network and distributed network infrastructure.

• Custom asset class creation.

• Field customization for all record sets.

• Highly configurable custom automation capabilities built around workflows, triggers, and data-driven actions.

• Inventory and material management capable of stocking and issuing materials, work order–driven material planning, material cost tracking, and material location management.

• Bar code scanning and auto-identifying assets.

• Integration with 311 citizen requests.

• Modern user-friendly User Interface with built-in AI capabilities.

• Work Order and Maintenance Management.

• Event driven preventive, predictive, and condition-based maintenance workflows.

• Automated scheduling with triggers based on usage, condition, or time.

• Ability to associate labor, materials, equipment, and contractor costs with assets.

• Ability to assign materials from inventory.

• Ability to show cost of maintenance per facility.

• Mobile and Field Operations.

• Offline capable field applications for inspections, work orders, and condition assessments.

• Photo/video capture, barcode/RFID support, GIS map integration, digital signatures.

• Real-time updates synchronized to central system upon connectivity.

• Ability to Auto-time tracking (stopwatch feature).

• Planning, Analytics & Forecasting

• Capital planning and renewal forecasting tools.

• Scenario modeling for repair/replacement decisions.

• Risk and criticality modeling includes consequences and likelihood of failure.

• Ability to automatically update asset condition after inspections.

• Integration Capabilities

• Native or API based integrations.

• ESRI ArcGIS native compatibility and map visualization tools.

• Secure data exchange with other County systems as required.

• API-based automation and synchronization.

• Security & Compliance.

• Must support Microsoft Entra ID via SAML/OIDC.

• Enforce access through role-based security groups.

• Audit trails for all changes to assets, work, and financial data.

• Compliance with cybersecurity and public-sector regulatory requirements.

• Reporting & Dashboards.

• Realtime dashboards for operational KPIs, backlog, asset performance, and costs.

• Exportable reports for regulatory compliance, budget planning, and financial accounting.

• Built-in reporting module and software to be able to design and distribute reports.

• Access to a copy of database for reporting purposes.

2. Functional Requirements The Proposer shall ensure the EAM system supports the specific operational and regulatory needs of each County department, as detailed below.

A. Transportation & Roadway Infrastructure Includes, but not limited to roads, bridges, swales, sidewalks, pathways, roadway lighting, traffic signs, pavement markings, guardrails.

The system shall support:

• Pavement condition inspections and PCI-based scoring.

• Work order management for potholes, resurfacing, striping, and concrete repairs.

• Asset tracking and maintenance for bridges and structural components.

• Sidewalk and trail inspection workflows, ADA compliance management.

• Maintenance cost forecasting and roadway lifecycle modeling.

• Integration with 311 citizen reporting requests.

• Adopt-A-Road information management/tracking.

• Traffic Accident Reports tracking (guardrail and other damaged assets).

B. Traffic Operations / Traffic Signals Includes, but not limited to traffic signals, controllers, cabinets, Intelligent Transportation System (ITS) devices, flashing beacons, school zone lights, detection systems, and supporting electrical and communication components.

The EAM system must fully support the specialized operational, maintenance, safety, and regulatory needs associated with Traffic Operations assets.

Requirements:

• Inspection Workflows for traffic signal controllers, cabinets, mast arms, ITS devices, conflict monitors, detection equipment, communication equipment, and associated signal infrastructure.

• Automated Preventive Maintenance (PM) Schedules, including PM cycles for signal timing, conflict monitor testing, cabinet maintenance, mast arm painting, and aerial preventive maintenance activities.

• Bar Code Scanning to support accurate asset identification and tracking

• Tools to support short and long-range budgeting, capital forecasting, and replacement program planning for signals, cabinets, controllers, and other key ITS components.

• Accident Data Reporting and Tracking, including damage incidents, billed replacement information, payment status, and the ability to link accident events to affected assets for cost recovery and budget planning.

• GIS-Linked Intersection Maps displaying asset configurations, controller types, detection layouts, cabinet locations, communication networks, and signal pole inventory with full integration into ESRI mapping environments.

• Construction Project Coordination, allowing Traffic Operations to track signal upgrades, controller replacements, timing plan updates, new installations, and modifications associated with County capital projects, developer projects, and grant-funded improvements. This includes the ability to store Proposer information, contract data, payment records, and project-related asset attributes.

C. Stormwater Infrastructure Includes, but not limited to storm pipes, culverts, manholes, swales, retention ponds, outfalls, pumps, Inlets, Channels, Facilities as well.

Requirements:

• Condition and CCTV assessment data ingestion.

• Event driven maintenance such as storm prep and post storm inspection workflows.

• Sediment removal tracking for ponds, ditches, and canals. Storm Pipes are suctioned/vacuumed for debris removal which is tracked in tonnage on tasks as well.

• Asset criticality scoring for flood prevention and risk reduction.

• Integration with hydrologic modeling tools.

• Drone data will need to be monitored/tracked.

D. Public Transit Includes, but not limited to bus stops, shelters, benches, signage, transit amenities.

Requirements:

• Inspection and cleaning cycles for transit shelters and stops.

• Vandalism, repair, and graffiti work order tracking.

• Scheduling of amenity replacement and capital improvements.

• GIS visualization of transit assets and conditions.

• Integration with Faster TMA EAM Systems

• Integration with Internal CATHUB designer EAM system

E. Parks & Recreation Includes, but not limited to playgrounds, athletic fields, courts, irrigation systems, lighting, aquatic facilities, park structures.

Requirements:

• Playground safety inspections and deficiency workflows.

• Automated turf, field, irrigation, pumps, motors, and facility maintenance scheduling including preventative maintenance scheduling.

• Asset and equipment tracking, including lifecycle management, condition assessments, and replacement planning.

• Bar Code scanning for asset/equipment identification.

• Inventory management and tracking of materials, parts, and supplies.

• Budget reporting & scenario builders for the planning of asset replacement programs.

• Tracking special event setups and recurring tasks.

• Project management and work order management for maintenance tasks, repair projects, renovations, and large capital improvement projects.

• Project planning.

• System integration with Procurement, Clerk & SAP for acquisition purchases and disposition of assets, “Procurement POs, Work Order requests linked to purchase data for materials and assets by fund type and useful life.”

• SCADA integration of aquatic facilities (data summary). Integration with 311 citizen reporting requests.

F. Facilities Management Includes, but not limited to buildings, HVAC equipment and systems, electrical systems, plumbing systems, fire/life safety systems, security cameras, card readers, hardscapes, AEDs, roofing, generators, elevators and other supporting building infrastructure.

Requirements:

• Preventive maintenance schedules for building systems.

• Document storage for warranties, service manuals, and compliance certificates.

• Work order management for custodial services, repairs, capital improvements, and associated grounds and landscaping activities.

• Energy consumption tracking and reporting (if applicable).

• Inventory management and tracking of materials, parts, and supplies.

• Asset and equipment tracking, including lifecycle management, condition assessments, and replacement planning.

• Asset and Request tracking for reactive maintenance and projects.

• Ability to map/plot asset locations using GIS coordinates.

• Priority based work assignments (low, medium, high).

• Recurring work orders (daily, weekly, monthly, quarterly, annually and triennially).

• Ability to assign work orders to Proposers, allowing them to receive the request via email.

• Email communications sent to county as status changes are made to work orders.

• Asset Change-outs and replacements.

• Comprehensive building envelope inspections.

• Integration with the Space Management system to be able to assign work orders to buildings, floors, and spaces.

• Integration with Power Automate, Survey123 (Webhooks).

• Ability to assign labor and material costs to work orders, along with pictures, invoices, travel time, etc.

• Ability to charge other departments for Special Services (ability to custom design the functionality that includes tracking funds and cost centers for each building and produce custom invoices).

• Equipment usage tracking.

• Manage Facilities Inventory, including inventory of materials on vehicles and remote locations.

• Comprehensive reporting for assets, work orders, materials, labor, hurricane related activities, aging reports and performance measures.

• Automatically generate and send comprehensive reports and notifications based on roles and actions.

• Automatically scheduled work based on specific configurations.

G. Landscaping & Right-of-way Management Includes, but not limited to medians, roadside vegetation, mowing zones, irrigation, beautification elements.

Requirements:

• Route based maintenance scheduling.

• Tracking of mowing cycles, trimming, and invasive removal.

• Inventory and maintenance of irrigation systems and landscaping features.

• Traffic Accident Reports tracking (Landscaping damage, Irrigation damage).

H. Water & Wastewater Treatment Includes, but not limited to treatment plants, odor control, labs, deep injection, SCADA:

• Preventive maintenance of plant assets in accordance with O&M manuals.

• Process based Vertical hierarchy support.

• FOG inspection, follow-up lifecycle support, reporting FDEP and Utility Billing.

• Plant asset inspection and work order workflows (valves, mixers, safety, motor, drive units, etc.).

• Power BI and SSRS reports (Power Systems, Odor Control, Plant Scrubber, Wastewater Plant Dashboard, etc.).

• Customize activity templates and reporting.

I. Water, Wastewater, Irrigation Quality, and Wellfield Networks Includes, but not limited to pressurized mains, gravity mains, wells, repump stations, cross connections, laterals, hydrants, system valves, control valves, meters, backflows, lift stations

• Compliance inspections and FDEP/DEP/EPA reporting (valves, hydrants, backflows, meters, etc.).

• Bulk creation of compliance inspections.

• Auto population of backflow license numbers, test kit serial numbers, and test kit calibration date.

• Routing for meter locks.

• Serialized asset changeouts through GIS inventory tables.

• Problem, Cause, Remedy (PCR) custom fields for reporting for all repair work orders.

• Inspection, Service Request, and Work Order templates, workflows, and SOPs for all existing asset classes.

• Tracking of ordinance and FEMA rate codes for vehicles, equipment, and labor.

• Generation of chargeback invoices based on equipment, material, and labor for contractor damages.

• Pre and post storm damage assessments of critical infrastructure.

• Integration with Impresa (Utility Billing and County Service).

• Integration with Sentryx.

Integration with SAP for inventory receipt and costing using FIFO Inventory control and barcode scanning for asset transfers between warehouses and trucks

• Integration with GraniteNet.

• Integration with Qscend (311).

• Integration with DataVoice/Notify Now.

• Integration with SCADA (summary data only no direct control).

• Geographically selectable work activities within a time frame.

• Power BI and SSRS reports (Full-Time Employee Work Log, Odor Control, Compliance Completion Map, Stationary and Portable Generator Fuel Levels, Inventory, etc.).

J. Solid Waste Includes, but not limited to waste reduction, education and compliance, landfill operations, hazmat/SQG, recycling centers, waste hauler Proposers, hurricane cleanup:

• Work activity auditing/immutable history for court reporting.

• Specific exports for Small Quantity Generator (SQG) reporting to FDEP compatible with Chaz system.

• External Proposer access.

• Cross Division access for Education & Compliance and Hazmat investigations.

• Separation of work activity for hurricanes or special events.

• Power BI and SSRS reports (Tanks Inspection, Sludge Trailer Inspection Summary, Education and

Compliance, etc.).

3. Proposer Implementation Responsibilities The Proposer shall:

3.1 Project Planning & Discovery

• Conduct workshops and interviews with all domain-specific stakeholders.

• Document AS IS and TO BE processes for each department.

• Develop a comprehensive implementation plan and solution blueprint.

• Maintain a requirements traceability matrix mapping business requirement to system configurations, integrations, and testing scenarios.

3.2 Configuration & Deployment

• Configure asset hierarchies, workflows, user roles, dashboards, and GIS layers.

• Implement mobile applications and field tools.

• Set up preventive maintenance templates for all domains.

• Validate system performance and scalability, including mobile/offline behavior for field users.

• Configure standard and custom reports and dashboards to support operational KPIs.

• Allow for limited view of specific fields and ability to save different templates of field visibility based on a user type. Allow for ability to merge assets on the fly as needed (while still retaining original assets) for work order needs and keep a history of these mergers for work order history. This should include the ability to merge assets of different types.

3.3 Data Migration

• Perform a data quality assessment across all source systems.

• Cleanse, map, transform, and migrate asset and work history data.

• Validate migrated data with County SMEs.

3.4 Integrations

• Integrate the EAM system with GIS, SAP, 311, and Utility Billing System.

• Provide support for API configuration, validation, and end-to-end testing.

• Develop test scripts and support County SMEs through System Integration Testing (SIT), User Acceptance

Testing (UAT), and defect resolution prior to go-live.

• Provide a mechanism that allows the County to extract and download its data from the EAM system.

3.5 Training & Change Management

• Provide training for superusers, administrators, and field users.

• Deliver SOPs, job aids, reference guides, and process documentation.

• Support change management strategies across all departments.

• Deliver configuration documentation, integration design documentation, and data mapping/data quality reports.

3.6 Go Live & Stabilization

• Support cutover and production deployment.

• Monitor system performance and user adoption.

• Provide post go live stabilization services.

• Provide a comprehensive go-live readiness checklist covering data, integrations, security roles, cutover tasks, and contingency procedures.

• Define stabilization KPIs and success metrics and provide a structured support window with response expectations.

4. Data Ownership Collier County will be the owner of the data and will retain all rights, title, and interest in and to all Data at all times.

County Data shall not be used for analytics, product development, training, or any other secondary purposes without express written authorization from the County.

5. Warranty Period The Proposer shall provide a warranty of twelve (12) months following final acceptance of the EAM solution and all associated implementation services. During this warranty period, the Proposer shall correct, at no additional cost, any defects, errors, or non-conformities in the software, configurations, integrations, or services delivered. The warranty covers functionality, performance, and any issues arising from work performed by the Proposer and shall not limit any other contractual remedies available to the County.

6. Service Level Agreement The Proposer shall provide ongoing service levels that ensure reliable system performance and support. The Proposer shall maintain a minimum system uptime of 99.5%, excluding scheduled maintenance, and shall adhere to defined response and resolution times based on issue severity. The SLA shall include continuous monitoring, timely delivery of patches or updates, and prompt escalation and support for any service disruptions or performance issues.

7. Cybersecurity The Proposer shall maintain an information security program with administrative, technical, and physical safeguards that protect County Data from unauthorized or accidental access, loss, alteration, or disclosure. These safeguards must comply with all applicable Laws. County will maintain similar protections for data within its control.

The Proposer shall follow industry-standard practices for data classification and handling, ensuring County Data is properly isolated, securely processed, transmitted, stored, and disposed of. County Data shall not be used for analytics, training, or any secondary purpose without explicit written consent.

All County Data must be encrypted at rest and in transit using current industry-standard technologies, with secure key management and prohibition of outdated or insecure cryptographic methods.

The Proposer shall enforce strong access control measures, including multi-factor authentication, role-based permissions, privileged account management, comprehensive logging, and least-privilege/zero-trust principles.

Security testing and vulnerability management must be built into the Proposer’s development and operational processes, including regular scanning, annual third-party penetration testing, timely remediation of high-risk issues, and disclosure of any findings that may affect County systems or data.

The Proposer shall maintain an incident response plan capable of promptly investigating security events, notifying County within agreed-upon timeframes, providing detailed incident documentation, and fully cooperating in any response, mitigation, or recovery activities.

8. Exit Strategy The Proposer shall support a smooth and secure transition upon termination or expiration of the Agreement, ensuring continued system access during the transition period, full cooperation with County or a successor Proposer, and timely delivery of all County Data in a complete and usable format. The Proposer shall provide all necessary documentation, assist with knowledge transfer, and securely delete all County Data after confirming the County’s migration efforts are complete. No additional fees shall be charged for reasonable exit activities, and all obligations shall survive termination to ensure uninterrupted protection of County interests.

9. Price Modification

9.1. Price increase requests may be submitted after the initial term of the contract. Retroactive price adjustments are not authorized. All requests must be submitted to the County Representative or designee. Any requested adjustment shall be fully documented and submitted to the County no less than sixty (60) days prior to the contract anniversary date. Any approved cost adjustments shall become effective as of the anniversary date or upon Procurement Director.

9.1.1. Contractor shall provide supporting documentation justifying price increases (examples: Contractor’s material agreements, distributor invoices, proof of fuel increases, etc.).

9.1.2. County Representative or designee shall analyze prices to determine if increases are fair and reasonable using the following methods: price competition (reviewing competitive bids or offers), market prices, historical prices, or independent estimates.

9.1.3. Contractor shall continue to fill all purchase orders received at the current agreement prices during the review process.

9.1.4. The Procurement Director has the authority to approve price adjustments in accordance with the Procurement Ordinance, as amended. The bid tabulation shall be modified with the price increases and uploaded into the County’s Finance system.

1.5. Price increase requests are not guaranteed. If approved, the Procurement Director or designee will notify the Contractor in writing with the effective date of any approved price increases. Retroactive price adjustments are not authorized.

9.2. The County may, after examination, refuse to accept the adjusted costs if they are not properly documented, are considered to be excessive, or if decreases are considered to be insufficient. In the event the County does not wish to accept the adjusted costs, and the matter cannot be resolved to the satisfaction of the County, a contract termination will have to be processed.

RESPONSE FORMAT AND EVALUATION GRADING CRITERIA FOR DEVELOPMENT OF

SHORTLIST:

1.1 Proposers are encouraged to review the Request for Proposals Instructions, which includes the evaluation process.

1.2 For the development of a shortlist, the following Evaluation Criteria will be utilized by the County’s Selection Committee to score each proposal. Proposals must address all the following criteria:

No. Evaluation Criteria Maximum Points

1 Certified Woman and/or Minority Business Enterprise

5 Points

2 Implementation Approach and Ongoing Support 25 Points

3 Functional and Technical Fit 20 Points

4 Integration Capability 15 Points

5 Experience & Past Performance on Comparable Public Sector Implementations

15 Points

6 Cost of Servies to the County 10 Points

7 Local Proposer Preference 10 Points

TOTAL 100 Points

Detailed Criteria Descriptions are further described below. Proposals must be assembled, at minimum, in the order of the Evaluation Criteria listed or the proposal may be deemed non-responsive.

EVALUATION CRITERIA NO. 1: CERTIFIED WOMAN AND/OR MINORITY BUSINESS

ENTERPRISE (5 Total Points Available)

Submit certification with the Florida Department of Management Service, Office of Supplier Diversity as a Certified Woman and/or Minority Business Enterprise.

EVALUATION CRITERIA NO. 2: IMPLEMENTATION APPROACH AND ONGOING SUPPORT

(25 Total Points Available)

Proposers will be assessed on the clarity, structure, and feasibility of their project plan, including project management approach, discovery and requirements validation, configuration, workflow development, data migration, planning, testing procedures, training programs, and change management strategy.

The County will also review the proposer’s cutover methodology, go-live preparation, stabilization support, and long-term maintenance and support model.

Proposals should demonstrate the proposer’s ability to deploy a scalable, sustainable, and secure solution capable of serving a multi-department enterprise environment with approximately 1,100 users.

Proposers should provide a detailed, low-risk roadmap supported by proven tools, experienced personnel, and a mature long-term support framework.

EVALUATION CRITERIA NO. 3: FUNCTIONAL AND TECHNICAL FIT (20 TOTAL POINTS

AVAILABLE)

This criterion assesses how well the proposed solution meets the County’s functional, operational, regulatory, and technical requirements across all participating departments.

Evaluation includes:

• The strength of the system’s native capabilities.

• Alignment with the County’s detailed asset management, maintenance, GIS, mobility, reporting, and planning requirements.

• Configurability and flexibility.

• Adherence to modern cloud-based architecture standards; and,

• Ability to scale with growth in asset portfolios and operational needs.

The County will evaluate whether the proposed solution supports asset hierarchies, taxonomies, inspections, preventative and predictive maintenance, permitting, work order management, field mobility, GIS-linked records, and advanced analytics. Systems requiring minimal customization and demonstrating strong native alignment with the County’s requirements, including compatibility with ESRI ArcGIS and modern API frameworks.

EVALUATION CRITERIA NO. 4: INTEGRATION CAPABILITY (15 Total Points Available)

This criterion evaluates the proposer’s demonstrated ability to deliver robust, secure, maintainable, and well-documented integrations between the proposed EAM solution and key County enterprise systems, including but not limited to:

• GIS (ArcGIS Enterprise and ArcGIS Online),

• SAP,

• 311 systems,

• Utility Billing,

• SCADA,

• permitting systems, and

• other critical operational platforms.

Proposers will be assessed on the maturity of their integration tools, API frameworks, data exchange methods, reliability, error handling processes, synchronization strategies, and experience in past public sector integration projects of similar complexity.

The County will review proposed integration architecture diagrams, interface descriptions, data mapping approaches, testing strategies, and long-term maintenance plans. Solutions that demonstrate proven, repeatable integration success using secure and modern API-based patterns.

EVALUATION CRITERIA NO. 5: EXPERIENCE & PAST PERFORMANCE ON COMPARABLE

PUBLIC SECTOR IMPLEMENTATIONS. (15 Total Points Available)

This criterion evaluates the proposer’s demonstrated experience delivering enterprise asset management solutions for public sector agencies comparable in size, scope, and complexity to Collier County.

Evaluation includes the proposer’s history of completing large-scale implementations, depth of experience with multi-department and multi-discipline asset portfolios, and proven success integrating GIS, financial, operational, and regulatory systems.

Proposers will be assessed based on the quality and relevance of submitted references, past project outcomes, adherence to schedules and budgets, and overall client satisfaction.

The County will also evaluate the proposer’s organizational capacity, stability, and ability to allocate qualified personnel throughout the duration of the project.

References:

The Proposer shall submit a minimum of three (3) and a maximum of ten (10) references using the County’s Reference Form 5. All sections of Form 5 must be completed in their entirety.

The Proposer must demonstrate a minimum of five (5) years of verifiable experience implementing Enterprise Asset Management (EAM) systems for governmental or public-sector agencies. Relevant experience shall include the successful implementation of projects involving, at a minimum, GIS integration, asset hierarchy design, condition and criticality modeling, and large-scale system data migration.

The references provided must be for comparable governmental or public-sector agencies EAM implementations completed within North America. Referenced projects should be similar in nature, size, scope, and complexity to the services required under this solicitation.

For each referenced project, the Proposer may include up to two (2) additional pages of supporting information to demonstrate relevant experience, project scope, implementation approach, and successful project outcomes.

EVALUATION CRITERIA NO. 6: COST OF SERVICES TO THE COUNTY (10 Total Points Available)

This criterion evaluates the proposer’s complete, transparent, and fully itemized Cost Proposal, including all fees associated with the acquisition, implementation, and long-term operation of the proposed Enterprise Asset Management (EAM) solution.

The County will assess the reasonableness, clarity, and completeness of all costs and supporting documentation, with emphasis on total cost of ownership, cost transparency, and alignment with the County’s scope and expectations.

Proposers shall provide a comprehensive and fully itemized Cost Proposal detailing all costs associated with the delivery of the services described in this RFP.

The Cost Proposal must identify the projected total cost for the complete engagement, including all software, implementation services, integrations, data migration activities, testing, training, project management, ongoing support, subscription or licensing fees, warranty and any optional modules or enhancements.

The Proposer shall provide the estimated calendar day duration required to complete the project, including the projected number of hours by role and task category necessary to perform the work in accordance with the County’s requirements.

EVALUATION CRITERIA NO. 7: LOCAL PROPOSER PREFERENCE (10 Total Points Available)

Local business is defined as the Proposer having a current Business Tax Receipt issued by the Collier or Lee County Tax Collector prior to proposal submission to do business within Collier County, and that identifies the business with a permanent physical business address located within the limits of Collier or Lee County from which the Proposer’s staff operates and performs business in an area zoned for the conduct of such business.