The file's text, extracted by GovTribe without its formatting.
Instructions for Respondents
| Instructions for Respondents |
| Reminder to respondents: This is a qualification request about your services. Please note that response to this qualification does not constitute a contract for services. |
Structure of this answer template
| Instructions for Respondents (this sheet) |
| Section 0: Functional Scope |
| Section 1: Provider Information |
| Section 2: Product Knowledge |
| Section 3: Industry Experience |
| Section 4. Implementation Experience |
| Section 5: Resource Capability |
| Section 6: Accelerators |
| Section 7. Data Conversion |
| Section 8. Integration Tools, Knowledge and Capability |
| Section 9. Hypercare and Transition Services |
| Section 10. Organization Change Management (OCM) Capability |
| Section 11. Commercial Proposal |
| Guidance for completion |
| Respond to numbered points in each area. If you do not offer a capability as part of your response to this Qualification, mark it as "Not Offered." |
| Pay attention to the section labeled "Section Overview and Guidance" at the top of each sheet with specific instructions. Some cells are highlighted yellow where additional instructions must be followed within the sheet. |
| Adhere to the subpoint structure where used. Do not place all information into a single section. |
| Submit responses in blue cells only. |
| Note that some cells next to section headers are marked in gray as no response is strictly required because responses are expected to be answered in subpoints. However, if required, you can use this space. |
| Level of detail required |
| Avoid lengthy narrative when responding. Cells containing word counts beyond 3000 words may be disregarded. |
| Supply further information using supporting appendixes where service offerings extend beyond the capabilities listed and where appropriate to do so. |
| Address each point as directly and factually as possible. |
| State clearly wherever partners deliver a capability listed in part or whole. |
| Note that case studies are welcomed as a separate appendix. Do not insert full case studies into responses. |
Raw Product Knowledge
| Section 2. Product Knowledge |
| Guidance for IT sourcing, procurement and vendor management leaders: Update any areas where the text is red. Please add your organization-specific questions in the "Client-specific questions" subsection. |
| Section overview and guidance: |
| This section is designed to help us better understand your specific expertise in implementing [ERP/HCM/CRM] and its modules in scope. |
| Category | Domain | Module | Questions |
| ERP/HCM | Finance | General ledger and financial closing | What is your expertise in implementing general ledger and financial closing? |
| ERP/HCM | Finance | Fixed asset management | What is your expertise in implementing fixed asset management? |
| ERP/HCM | Finance | Vendor invoice management and accounts payable | What is your expertise in implementing vendor invoice management and accounts payable? |
| ERP/HCM | Finance | Billing and accounts receivable | What is your expertise in implementing billing and accounts receivable? |
| ERP/HCM | Finance | Treasury and cash management | What is your expertise in implementing treasury and cash management? |
| ERP/HCM | Client orders | Client accounts | What is your expertise in implementing client accounts? |
| ERP/HCM | Client orders | Product/item pricing and promotions | What is your expertise in implementing product/item pricing and promotions? |
| ERP/HCM | Procurement | Spend analytics | What is your expertise in implementing spend analytics? |
| ERP/HCM | Procurement | Supplier contracts and vendor master data | What is your expertise in implementing supplier contracts and vendor master data? |
| ERP/HCM | Procurement | Direct and indirect purchasing | What is your expertise in implementing direct and indirect purchasing? |
| ERP/HCM | Supply chain | Supply chain planning | What is your expertise in implementing supply chain planning? |
| ERP/HCM | Supply chain | Supply fulfillment | What is your expertise in implementing supply fulfillment? |
| ERP/HCM | Supply chain | Warehouse management and logistics | What is your expertise in implementing warehouse management and logistics? |
| ERP/HCM | Supply chain | Transportation | What is your expertise in implementing transportation? |
| ERP/HCM | Production | Production master data | What is your expertise in implementing production master data? |
| ERP/HCM | Production | Production processes/MRP | What is your expertise in implementing production processes/MRP? |
| ERP/HCM | Production | Quality | What is your expertise in implementing quality? |
| ERP/HCM | Production | Asset life cycle | What is your expertise in implementing asset life cycle? |
| ERP/HCM | Production | Manufacturing cost accounting | What is your expertise in implementing manufacturing cost accounting? |
| ERP/HCM | Projects | Project management | What is your expertise in implementing project management? |
| ERP/HCM | Human resources | Administrative HR | What is your expertise in implementing administrative HR? |
| ERP/HCM | Human resources | Talent management | What is your expertise in implementing talent management? |
| ERP/HCM | Human resources | Workforce management | What is your expertise in implementing workforce management? |
| ERP/HCM | Human resources | Integrated HR service management | What is your expertise in implementing integrated HR service management? |
| ERP/HCM | Human resources | Employee experience and engagement management | What is your expertise in implementing employee experience and engagement management? |
| CRM | CRM marketing technologies | B2B marketing automation platform | What is your expertise in implementing B2B marketing automation platform? |
| CRM | CRM marketing technologies | Multichannel marketing hub | What is your expertise in implementing multichannel marketing hub? |
| CRM | CRM marketing technologies | Marketing data management | What is your expertise in implementing marketing data management? |
| CRM | CRM sales technologies | Salesforce automation | What is your expertise in implementing sales force automation? |
| CRM | CRM sales technologies | Sales enablement | What is your expertise in implementing sales enablement? |
| CRM | CRM sales technologies | Seller action hub | What is your expertise in implementing seller action hub? |
| CRM | CRM client service technologies | Client engagement center | What is your expertise in implementing client engagement center? |
| CRM | CRM client service technologies | Field services management | What is your expertise in implementing field services management? |
| CRM | CRM client service technologies | Contact as a service | What is your expertise in implementing contact as a service? |
| CRM | CRM digital commerce | Digital commerce platform | What is your expertise in implementing digital commerce platform? |
| CRM | CRM digital commerce | Digital commerce marketplace | What is your expertise in implementing digital commerce marketplace? |
| CRM | CRM digital commerce | Digital commerce payment and tax | What is your expertise in implementing digital commerce payment and tax? |
| CRM | CRM digital commerce | Digital commerce logistics and fulfilment | What is your expertise in implementing digital commerce logistics and fulfilment? |
| CRM | CRM cross-CRM technologies | Voice of client | What is your expertise in implementing voice of client? |
| CRM | CRM cross-CRM technologies | Client data platform | What is your expertise in implementing client data platform? |
| CRM | CRM cross-CRM technologies | Digital adoption solutions | What is your expertise in implementing digital adoption solutions? |
Section 0. Functional Scope
| Section 0. Functional Scope | | |
| Response (Yes / No) | Description - Exceptions (if any) |
| Please confirm that your submission complies to the entire scope listed below (A4:O51). If you have exceptions please describe in the exceptions in description | | |
| Pinellas County requests to implement Workday in a Phased Approach: | | |
Phase 1 - HCM and Payroll, preferred Go-Live date Jan 1, 2027.
Phase 2 - Phase 2 Financial, Procurement & Planning, preferred Go-Live date Oct 1, 2027.
| Pinellas County will like to utilize the Workday Launch Flex as the deployment approach for the program. | | | | | | | | | | | | | | | |
| During the deployment, following business processes will be in scope for the Pinellas County Workday deployment. As part of Launch Flex methodology, tailored and extended design assumptions should be incorporated into the response and estimates for complex business processes requiring additional configuration considerations. | | | | | | | | | | | | | | | |
| Reports & Dashboards: Workday delivered reports, dashboards, and analytics with customized reports for all the in scope functional areas. Please estimate 250 hours each for the custom reports in each of the 2 phases. | | | | | | | | | | | | | | | |
| AI & Automation: Workday delivered AI features aligned with Workday release for all of the in scope functional areas. Example: Phase 1 - 2026 R2 | Phase 2 - 2027 R2 | | | | | | | | | | | | | | | |
| Extend: Use cases will be defined during the deployment. Please estimate 200 hours of effort for the scope. | | | | | | | | | | | | | | | |
| Data Conversion : We plan to convert legacy employee data from Oracle EBS to Workday Prism in accordance to the legislative requirements. | | | | | | | | | | | | | | | |
| Integration Scope: Please refer to Integration tab for the scope. | | | | | | | | | | | | | | | |
| Phase 1 HCM and Payroll | | | | | | | | | | | | | | | |
| Foundation Data Model | Talent Acquisition | Core Human Capital Management | Payroll | Absence & Time Tracking | Candidate Engagement | Talent Management | Benefits | Scheduling | Messaging | Journey Paths | Learning | Messaging | Workday Help | Workday Prism | Workday Extend |
| Foundation Features | Job Application Management | Compensation | Banking | Work Schedules | Talent Acquisition Campaign | Performance | Benefits for Employees | Worker Scheduling Settings | One way Messaging Setup | Journey Paths (First Time Mgr, | Learning Dashboards | One way Messaging Setup | Help Setup | Employee History Conversion as per legislative needs | 2 Simple to moderate complexity apps will be will be identified and incorporated during the discovery and design phases |
| Organizations | Career Site Configuration | Job Families | Payment Elections | Worklets / Dashboards | Notification Design / Branding | Succession | Core Connector Benefits | Worker Schedule Preferences | Business Process Communication | Onboarding, Open Enrollment) | Lesson Management | Business Process Communication | Service Team | Discovery Boards | |
| Security | Candidates | Jobs and Positions | Prenote | Holiday Calendars | Landing Pages | Career and Development Planning | | Worker Availability | Messaging for Talent Acquisition | Journey Groups | Course Management | Messaging for Talent Acquisition | Knowledge Management | | |
| Mobile Setup | Job Requisitions | Onboarding | Checks and Payslips | Leave of Absence Types | Event Registration | | | Shift Management | (two way) | | Enrollments | (two way) | Help Dashboard | | |
| Worker Data | Notifications | Organization | Costing Allocations | Time Off Plans | | | | Schedule Management | | | Learning Reports | | Workday Guidance | | |
| Standard Reporting | Workday Documents (offer letters) | Security Groups | General Ledger | Time Tracking Templates | | | | Mass Change Shift Events | | | Learning Certifications | | | | |
| Data Conversion | User and Role based security | Worker Types | Pay Components | Time Tracking Rules | | | | | | | | | | | |
| Coverage for multiple constitutionals | | Worker Profiles | Pay Frequency | Shift Differential | | | | | | | | | | | |
| | Modifiable Business Processes | Pay Groups | | | | | | | | | | | | |
| | Custom Fields for capturing data like Accident Claims, Benefits Disability Claims, Benefits Disability Payments, Disaster Preparedness, Drug & Alcohol Testing, Equipment Certifications and Safe Driver Award | Payroll Processing | | | | | | | | | | | | |
| | Discipline Management | Audit Report Configuration | | | | | | | | | | | | |
| | | Reporting and Auditing | | | | | | | | | | | | |
| | | Command Center | | | | | | | | | | | | |
| | | Year End Dashboard | | | | | | | | | | | | |
| | | Period Schedules | | | | | | | | | | | | |
| | | Tax Reporting | | | | | | | | | | | | |
| Phase 2 Financial, Procurement & Planning | | | | | | | | | | | | | | | |
| Accounting and Finance | Expenses | Financials Users | Asset Management | Accounts Payable | Grants Management | Budgetary Controls | Accounts Receivable | Inventory | Cash Management | Projects | Procurement | Financial Planning | Strategic Sourcing | Contract Lifecycle Mgmt. | |
| Accounting Structure | Expense Reports | Organizations and Supervisory Orgs | Asset Accounting | Suppliers | Awards | Plan Setup, Worktags | Customer Invoices | Inventory Management, Fulfillment, | Banking Setup | Project Setup | Suppliers | Structure, Budget and Forecast | Rfx Management | Contract Intelligence | |
| Book Codes and Books | Expense Rate Tables | Employee and Manager Self Service | Asset Maintenance | Supplier Invoices | Awards Budgeting | Budget Hierarchy | Customer Collections | Replenishment | Settlement | Project Plans | Procurement Setup | Revenue | Supplier Onboarding | Policies and Regulations | |
| Interfund and Inter-entity accounting | Expense Credit Cards | | Asset Tracking | 1099 Processing, Reporting, Adjustments | Sponsor Billing | Budget Approvals | Cash Sales | Inventory Counting | Bank Reconciliation | Project Resources | Purchase Orders | Operating, Personnel and | | Supplier Contract Integration | |
| Journals | Instructions | | | Supplier Events | Sponsor Payment Processing and | Budget Checking | Customer Payments | Stock Requests | | Project Labor Costing | Requisitions | Capital Expense | | | |
| Allocations | Mobile Enablement | | | Supplier Requests | Application | Plan Templates | Deferred Payments | Pick List | | Capital Projects | Receipts | | | | |
| Statistics | Expense Report Payment | | | Alerts – Missing Supplier Forms, | Effort Certification | Loading Plans | Deferred Revenue | | | | Supplier Contracts | | | | |
| Commitment Accounting (Encumbrance) | Expenses Hub | | | Supplier Certificates | Award Events, Amendments | Project Budgeting | Retiree Insurance Billing | | | | | | | | |
| Accounting Adjustments | | | | OCR and Automation | Spend Restrictions | | | | | | | | | | |
| Audit Agents* | | | | | Grant Hierarchies, Assignments | | | | | | | | | | |
1. Provider Information Section 1. Provider Information
| Section overview and guidance: |
| This section is designed to help us better understand your organization and gain an overview of the services you offer in support of Workday Deployment |
| Ref # | Question | |
| 1.0 | Organization name and contact details | Description |
| 1.0.1 | Organization name. | |
| 1.0.2 | Organization address. | |
| 1.0.3 | Location of your organization's HQ (if different than 1.0.2). | |
| 1.0.4 | Respondent name and role. | |
| 1.0.5 | Respondent contact details. | |
| 1.0.6 | Confirm that the respondent is authorized to make representations on behalf of the company. | |
| 1.1 | Organization history and culture | Description |
| 1.1.1 | Indicate the total number of years you have been in business and, if applicable, the number of years under the present organization name. | |
| 1.1.2 | Indicate the number of years you have been providing the services offered as part of this RFP. | |
| 1.1.3 | Provide high-level milestones that demonstrate how the Workday services practice has evolved over time (e.g., 2017 launch, 2019 partnership status X reached, 2022 acquired xyz). | |
| 1.1.4 | Provide a brief description of your overall business and objectives, total number of employees, as well as number of employees aligned to each practice. Where headcount covers more than one practice, please indicate. | |
| 1.1.5 | Describe your organization's culture. | |
| 1.2 | Workday expertise | Description |
| 1.2.1 | Are you a certified vendor for Workday launch services deployment for state and local governments? | |
| 1.2.2 | How long have you been delivering services for Workday? Specifically, how long have you been delivering the Launch or Launch Flex approach? | |
| 1.2.3 | State the current (formal) overall partnership level reached. | |
| 1.2.4 | Are you a Workday certified (validated) services provider (validation must be current, not lapsed)? | |
| 1.2.5 | If you answered "yes" to 1.2.4, when did you achieve this status? | |
| 1.2.6 | List any other accreditations specific to Workday, such as competencies, specializations, awards/accolades. Relate this only to the provider named in this section. Do not expand to ecosystem partners, which are covered separately in Section 8. List ONLY those accreditations that have been validated by the provider. | |
| 1.2.7 | How many certified resources do you have for Workday (distinguish between certifications and between full-time equivalents [FTEs] versus contractors) assigned to this project? | |
| 1.2.8 | With respect to 1.2.7, are the majority of these certified resources located in USA? | |
| 1.4 | Appendix items requested | |
| 1.4.1 | Provide a high-level service portfolio summary. | Provide relevant URL. Optionally provide separate attachment in PDF format. |
2. Product Knowledge Section 2. Product Knowledge
| Section overview and guidance: | |
| This section is designed to help us better understand your expertise in implementing Workday and its functional areas in scope. | |
| Ref # | Question |
| 2 | Workday Product Knowledge | Response (Yes / No) |
| 2.0 | For the following, indicate both if you have expertise in each area, and how many years experience. | |
| 2.0.1 | Workday Foundation Data Model? | |
| 2.0.2 | Workday Talent Acquisition? | |
| 2.0.3 | Workday Core Human Capital Management? | |
| 2.0.4 | Workday Payroll? | |
| 2.0.5 | Workday Absence? | |
| 2.0.6 | Workday Candidate Engagement? | |
| 2.0.7 | Workday Talent Management? | |
| 2.0.8 | Workday Benefits? | |
| 2.0.9 | Workday Scheduling? | |
| 2.0.10 | Field services management? | |
| 2.0.11 | Workday Journey Paths? | |
| 2.0.12 | Workday Learning? | |
| 2.0.13 | Workday Messaging? | |
| 2.0.14 | Workday Help? | |
| 2.0.15 | Workday Accounting and Finance? | |
| 2.0.16 | Workday Expenses? | |
| 2.0.17 | Workday Financial Users? | |
| 2.0.18 | Workday Assets Management? | |
| 2.0.19 | Workday Accounts Payable? | |
| 2.0.20 | Workday Grants Management? | |
| 2.0.21 | Workday Budgetary Controls? | |
| 2.0.22 | Workday Accounts Receivable? | |
| 2.0.23 | Workday Inventory? | |
| 2.0.24 | Cash Management? | |
| 2.0.25 | Workday Projects (capital and non-capital) ? | |
| 2.0.26 | Workday Procurement? | |
| 2.0.27 | Workday Adaptive Financial Planning? | |
| 2.0.28 | Workday Strategic Sourcing? | |
| 2.0.29 | Workday Contract Lifecycle Management? | |
| 2.0.30 | Workday Prism? | |
| 2.0.31 | Workday Extend? | |
3. Industry Experience Section 3. Industry Experience
| Section overview and guidance: |
| This section is designed to help us better understand if you meet industry best practices, benchmarks and typical implementation strategies. |
| Ref # | Question | |
| 3.0 | Industry experience | Response - (Yes / No) |
| 3.0.1 | Have you implemented Workday Core HCM & Financials for a County government with a population of at least 500,000 with multiple revenue sources (e.g., general tax revenues, utility billing, permitting, solid waste, parking, etc.) in the past three years? If yes, please provide the names of the Counties. | |
| 3.0.2 | Tell us about any unique processes in which you specialize, relevant to state, local, and county government? | |
| 3.0.4 | Is there additional cost for use of state, local, and county government industry reference models? | |
| 3.0.6 | Do you have a state, local, and county government-industry-specific solution? If yes, describe in the Appendix requested at the end of this section. | |
| 3.0.7 | Do you have predefined business process maps/state, local, and county government blueprints? If yes, provide overview. | |
| 3.2 | Appendix items requested |
| 3.2.1 | Provide a short summary of vertical-industry-specific experience relevant to our organization. |
tc={962AB39D-D1B6-47D9-ABFF-B6F05D2D42FE}: [Threaded comment]
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Comment:
What do you mean by "vertical-industry-specific experience relevant to our organization"? Our organization is not vertical at all, so I think it must mean something else. Provide as separate attachment in PDF format What do you mean by "vertical-industry-specific experience relevant to our organization"? Our organization is not vertical at all, so I think it must mean something else.
4. Implementation Experience Section 4. Implementation Experience
| Section overview and guidance: |
| This section is designed to help us better understand your organization and the services you offer in support of Workday. |
| Ref # | Question | |
| 4.1 | Implementation Process | Response - (Yes / No) |
| 4.1.1 | Are you certified to implement Workday launch/Workday launch flex projects? | |
| 4.1.2 | Does your implementation process align with the Workday Launch approach? | |
| 4.1.3 | Do you completely embrace Workday Launch flex Methodology for this submission? | |
| 4.2 | Reference clients | Description |
| 4.2.1 | Please provide at least three similar State and local government client contacts (scope, size, geographic coverage, implementation effort and duration) that we can reach out to for reference. | |
| Provide three examples of projects where you acted as prime vendor for Workday implementation services, preferably using Workday Launch: | |
| Client 1 | |
| 4.2.2 | Client’s name and overview. | |
| 4.2.3 | Project name and brief description. | |
| 4.2.4 | Project scope overview. | |
| 4.2.5 | What were the challenges faced by you and your client? | |
| 4.2.6 | How were those challenges overcome? | |
| 4.2.7 | List project outcomes. | |
| Client 2 | |
| 4.2.8 | Client’s name and overview. | |
| 4.2.9 | Project name and brief description. | |
| 4.2.10 | Project scope overview. | |
| 4.2.11 | What were the challenges faced by you and your client? | |
| 4.2.12 | How were those challenges overcome? | |
| 4.2.13 | List project outcomes. | |
| Client 3 | |
| 4.2.14 | Client’s name and overview. | |
| 4.2.15 | Project name and brief description. | |
| 4.2.16 | Project scope overview. | |
| 4.2.17 | What were the challenges faced by you and your client? | |
| 4.2.18 | How were those challenges overcome? | |
| 4.2.19 | List project outcomes. | |
| 4.2.20 | Can we speak to prior clients for whom key named resources have worked? | |
| 4.3 | Appendix items requested | |
| 4.3.1 | Provide a list of reference clients that align to our industry and requirements. Provide URLs to public case studies where available. | Do not insert here. Include as an appendix to submission, referencing this question number. |
| 4.3.2 | Provide a summary of your proposed solution, including your assumptions and expectations from the Pinellas County. | Do not insert here. Include as an appendix to submission, referencing this question number. |
5. Resource Capability Section 5. Resource Capability
| Guidance for respondent: |
| This section is intended to identify your talent management capability, attrition rates and team structure for the proposed solution. Pinellas County needs to understand your knowledge and experience in Workday integration tools/applications. |
Ref # Question
| 5 | Workday Dedicated resources | Reponse | Description |
| 5.0.1 | How many Workday resources do you have? | | |
| 5.0.2 | Do you plan to use resources outside of the USA? If yes, add details in the description. | | |
tc={C02C4F0E-1F3D-4EBC-A178-5029FDD59301}: [Threaded comment]
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Check with procurement on this - I don't know what our rules about resources providing services outside the US.
| 5.0.3 | What is the average tenure/years of experience in implementing Workday? |
| 5.0.4 | Can you commit to named resources for the project duration? |
| 5.0.5 | Are all proposed resources existing employees of your organization? |
| 5.1 | "A" team resources | | | | |
| Identify by name, location and level of experience the individuals you propose to allocate to this program. | | | | | |
| Team member Profiles | Name | Key responsibility | Location | Level of experience |
| 5.1.1 | Project partner/Account Lead | | | | |
| 5.1.2 | Project Manager | | | | |
| 5.1.3 | FDM Consultant | | | | |
| 5.1.4 | HCM Core Lead | | | | |
| 5.1.5 | Recruiting Consultant | | | | |
| 5.1.6 | Learning Consultant | | | | |
| 5.1.7 | Benefits Lead | | | | |
| 5.1.8 | Payroll Lead | | | | |
| 5.1.9 | Integration Consultant | | | | |
| 5.1.10 | Data Conversion Consultant | | | | |
| 5.1.11 | Reporting/Prism Consultant | | | | |
| 5.1.12 | Absence Management Consultant | | | | |
| 5.1.13 | Time Tracking Consultant | | | | |
| 5.1.14 | Talent Management Consultant | | | | |
| 5.1.15 | Financial Lead | | | | |
| 5.1.16 | Accounting/Finance Consultant | | | | |
| 5.1.17 | Accounts Payable Consultant | | | | |
| 5.1.18 | Accounts Receivable Consultant | | | | |
| 5.1.19 | Business Assets Consultant | | | | |
| 5.1.20 | Cash Management Consultant | | | | |
| 5.1.21 | Grants Management Consultant | | | | |
| 5.1.22 | Projects Consultant | | | | |
| 5.1.23 | Procurement Lead | | | | |
| 5.1.24 | Strategic Sourcing Consultant | | | | |
| 5.1.25 | Contract Management Consultant | | | | |
| 5.1.26 | Planning and Budgets Lead | | | | |
| 5.1.27 | Adaptive Consultant | | | | |
| 5.1.28 | Expenses Consultant | | | | |
| 5.1.29 | OCM Consultant | | | | |
| 5.1.30 | Please provide resumes/project experience for key positions including, but not limited to, those listed above. | Do not insert here. Include as an appendix to submission with reference to question number. | | | |
| 5.2 | Pinellas County roles | |
| Identify Pinellas County roles required to be assigned to this program. Add more rows as necessary. | | |
| Team member | Role description |
| 5.2.1 | List here | |
| 5.2.2 | List here | |
| 5.2.3 | List here | |
| 5.2.4 | List here | |
| 5.2.5 | List here | |
| 5.2.6 | List here | |
| 5.3 | Delivery model | Description |
| 5.3.1 | Within the scope of your response in this document, describe where subcontractors are typically used to provide Workday implementation services. If applicable, please list the subcontractors. | |
| 5.3.2 | Please describe the nature of the third-party relationships and how often you have worked on a similar project. | |
| 5.3.3 | Will Pinellas County require a separate statements of work or purchase from the third-party vendor or do you assume all responsibility for the third-party work? | |
| 5.3.4 | Do you have a network of global delivery centers? | |
| 5.3.5 | Where are they located? | |
| 5.3.6 | How are they relevant to this project? | |
| 5.3.7 | What portion of work do you expect to have delivered from each of these centers? | |
Check with procurement on this - I don't know what our rules about resources providing services outside the US.
6. Accelerators Section 6. Accelerators and Automation Capability
| Guidance for respondent: | | | | | |
| This section is intended to clarify the automation capabilities respondents can provide during implementations to reduce labor costs. Please highlight the primary accelerators like automation tools that simplify complexity, remove manual and repetitive tasks, and create more time for higher-value activities. Add as many lines as you need to list all accelerators. | | | | | |
| Ref # | Information sought | | | | |
| 6.0 | Accelerators | Response (Yes / No) | Tool name | Tool description in terms of time, cost and quality benefits | Partnership details with tools vendor |
| Do you have functional or technical tools/frameworks to support your implementation? For example, but not limited to: | | | | |
| 6.0.1 | Project governance and communication | | | | |
| 6.0.2 | Data Conversion | | | | |
| 6.0.3 | Application integration | | | | |
| 6.0.4 | Reporting & Analytics | | | | |
| 6.0.5 | Testing | | | | |
| 6.0.6 | Knowledge management and training | | | | |
| 6.0.7 | Change management | | | | |
| 6.0.8 | Service management during post-go-live period | | | | |
| 6.0.9 | Security | | | | |
| 6.0.10 | Do you use an automation, robotic process automation (RPA) powered tools do you use (like process mining, etc.)? If so, describe the tool's name. | | | | |
| 6.0.11 | Do you use any AI/generative AI (GenAI) powered tools? If yes, describe the tool's name. | | | | |
| 6.0.12 | Is there any additional cost for tools? If yes, please add in the commercial proposal | | | | |
| 6.0.13 | Do the tools integrate with Workday-supplied tools? | | | | |
| 6.0.14 | Do you provide functional and technical toolkits for training? If yes, please provide overview. | | | | |
7. Data Conversion Section 7. Data Conversion
| Guidance for respondent: |
| This section is designed to solicit understanding of data migration services offering. |
| Ref # | Question | | |
| 7.0 | Converting data from existing applications | Response (Yes / No) | Description |
| 7.0.1 | What data conversion services will you provide as part of this submission? | | |
| 7.0.2 | Do you have experience in data migration from Oracle EBS platform to Workday. If yes, please describe. | | |
| 7.0.3 | Will you provide a data conversion strategy and associated data validation needs? | | |
| 7.0.4 | Will you play a role in the data validation process? If yes, provide details in the description. | | |
| 7.0.5 | Are there any proprietary data conversion tools utilized / proposed by the service provider? If yes, is there an extra cost for the use of these tools? | | |
| Pinellas County will convert the following data elements from EBS to WD. | | |
| Employees and employee data | | |
| Benefits elements | | |
| Jobs, job families, positions, paygrades, pay ranges | | |
| Organizations structures and supervisory relationships | | |
| payroll banking lists |
| Payroll payment elections |
| Payroll costing allocations |
| Payroll pay elements |
| Payroll pay groups and schedules |
| Timekeeping--approved future leave requests |
| Recruitments in process at go-live |
| Courses in learning management |
| current enrollments in learning courses |
| Learning certifications for active employees |
| General ledger balances |
| Expenses rate tables |
| Expenses credit cards and holders |
| Expenses banking lists |
| Fixed Asset lists and attributes |
| Fixed Asset depreciation balances |
| Suppliers and attributes |
| Open supplier invoices |
| Supplier banking data |
| Invoice attributes |
| Open Grants and all balances |
| Active Grantors |
| Grants attributes |
| Adopted Budgets |
| Customers and attributes |
| Open customer invoices |
| Customer invoice attributes |
| Customer banking data |
| Cash management banking data |
| Active projects, both capital and non-capital |
| Open project balances |
| Project attributes |
| Open Purchase orders |
| Purchase order atributes |
| Open Supplier contracts |
| Contracts in process prior to award |
| Contracts attributes |
| Financial Planning set-up |
8. Integration Section 8. Integration Tools, Knowledge and Capability
| Guidance for respondent: |
| This section is intended to clarify the partner ecosystem that the respondent leverages to deliver integration services. Please highlight the primary partners you would use to support the requirements described in this file, and highlight any other partners you see as relevant to this response. |
| Ref # | Question | | |
| 8.1 | Application/Data integration | Response - (Yes / No) | Description |
| 8.1.1 | Do you offer this service as part of this submission? | | |
| 8.1.2 | Do you follow Workday prescribed integration approach by prioritizing connectors, EIB's, and orchestrate over custom studio integrations? | | |
| 8.1.3 | Are any of the planned integrations offered as standard from an integration library? | | |
| 8.1.4 | Do you have experience in using Workday integration platform and have dedicated Workday integrated resources? | | |
| 8.2 | Integration List | Description | | | | | |
| | A representative list of integrations is provided on the basis of current project landscape; it is anticipated that an additional 7-8 integrations will be identified and incorporated during the discovery and design phases | | | | | | |
| Integration # | Application (Sender) | Application | | | | | |
| (Receiver) | Application Description | Primary Business Stakeholder | Vendor | Integration Type (Scheduled Job etc.) | Inbound / Outbound | | | |
| 1 | SAP/HANA/HHS | Workday | Accounts Payable Invoices for Utility | Utilities/Clerk Finance | Vertex / SAP | Scheduled Job | Inbound |
| 2 | Duke Energy | Workday | Duke Ebery Invoices | ORAM/Clerk Finance | Duke Energy | Scheduled Job | Inbound |
| 3 | SAP/HANA | Workday | GL SAP Journals | Utilities/Clerk Finance | Vertex | Scheduled Job | Inbound |
| 4 | Accela | Workday | GL Accela Journal Import | BCC Departments/Clerk Finance | BTS | Scheduled Job | Inbound |
| 5 | Tyler/MUNIS | Workday | GL Clerk Accounting Journal Import Interface | Clerk Finance | BTS | Scheduled Job | Inbound |
| 6 | Workday | Carescope | PO HHS Vendors Interface | Human Services/Clerk Finance | BTS | Scheduled Job | Outbound |
| 7 | Workday | Stars | HR Risk STARS Interface File | Risk Management | BTS | Scheduled Job | Outbound |
| 8 | Workday | Cigna | Cigna Dental Interface | Enterprise | Cigna | Scheduled Job | Outbound |
| 9 | Workday | ARAG | ARAG Voluntary Benefits Interface | Human Resources/Benefits | ARAG | Scheduled Job | Outbound |
| 10 | Workday | AIP | AIP Voluntary Benefits Interface | Human Resources/Benefits | AIP | Scheduled Job | Outbound |
| 11 | Workday | Itedium | COBRA Interface | Human Resources/Benefits | Itedium | Scheduled Job | Outbound |
| 12 | Workday | UHC | FMLA and Disability Interface | Human Resources/Benefits | UHC | Scheduled Job | Outbound |
| 13 | Workday | TASC | FSA Census Interface | Human | TASC | Scheduled Job | Outbound |
| 14 | Workday | TASC | FSA Enrolled Interface | Human Resources/Benefits | TASC | Scheduled Job | Outbound |
| 15 | Workday | Securian | Life Insurance Interface | Human Resources/Benefits | Securian | Scheduled Job | Outbound |
| 16 | Workday | UMR | PIN BEN Medical Interface | Human Resources/Benefits | UMR | Scheduled Job | Outbound |
| 17 | Workday | EyeMed | Vision Interface | Human Resources/Benefits | EyeMed | Scheduled Job | Outbound |
| 18 | Workday | Aflac | Voluntary Benefits Interface | Human Resources/Benefits | Aflac | Scheduled Job | Outbound |
| 19 | Workday | You Decide | Youdecide Interface | Human Resources/Benefits | You Decide | Scheduled Job | Outbound |
| 20 | Bank of America | Workday | Credit Card Statement for Expenses | Purchasing/Clerk Finance | B2GNow | Scheduled Job | Inbound |
| 21 | Workday | B2GNow | PIN CON B2GNow Contract Interface | Economic Development | BTS | Scheduled Job | Outbound |
| 22 | Workday | DHSMV | Driver Interface - OPUS to DHSMV Java Application | Risk Management/Fleet | BTS | Scheduled Job | Outbound |
| 23 | Workday | Cityworks | Employee Interface - OPUS to ESB/Cityworks | Utilities/Public Works/ORAM | BTS | Scheduled Job | Outbound |
| 24 | Workday | Cityworks | Vendor Interface - OPUS to ESB/Cityworks | Utilities/Public Works/ORAM | BTS | Scheduled Job | Outbound |
| 25 | Workday | ESRI/GIS | Projects to GIS | Public Works/eGIS | BTS | Direct/Realtime | Outbound |
| 26 | Workday | GivePulse | Volunteer Services App | Human Resources | BTS | | Outbound |
| 27 | Okta / Entra | Workday | OKTA | Enterprise | BTS | Direct/Realtime | Inbound |
| 28 | Workday | Payroll / Retirement Vendors | Multiple files to various vendors: 457, HSA, FSA, FRS, | Various Agencies Payrolls | Vendors | Scheduled Job | Outbound |
| 29 | Workday | Payment Works | Invoices and Vendor Files | Clerk Finance Payable | Payment Works | RealTime/Schedule ed Job | Outbound |
| 30 | Wells Fargo | Workday | Bank Statement for Bank Reconciliation | Clerk Finance | Bank | Intraday / End of the Day | Inbound |
| 31 | Workday | Wells Fargo | Payroll & Payments ACH | Clerk Finance | Bank | Intraday / End of the Day | Outbound |
| 32 | Workday | Wells Fargo | Payroll & Vendor Payments- Positive Pay for Checks | Clerk Finance | Bank | Intraday / End of the Day | Outbound |
| 33 | Workday | 3 Other Banks | Payroll - Positive Pay for Checks | Clerk Finance | Bank | Intraday / End of the Day | Outbound |
| 34 | BCC Applications | Workday | Invoice Interface for payment from Workday | Clerk Finance | Various | Scheduled Job | Inbound |
| 35 | PaymentWorks | Workday | New Vendor Setup, ACH Payment Setup, Tokenized Account Data | Clerk Finance Accounts Payable | Payment Works | Scheduled Job | Inbound |
| 35 | Workday | Tax Collector | Benefits | Human Resources/Benefits | | Scheduled Job | Outbound |
| 35 | Workday | UMR | Non-medical population for Wellness | Human Resources/Benefits | UMR | Scheduled Job | Outbound |
9. Hypercare Section 9. Hypercare and Transition Services
| Guidance for respondent: |
| This section is intended to evaluate your capability to provide ongoing application management services postimplementation. When highlighting the standard service levels offered, you can optionally refer to an appendix item that describes service levels in detail, instead of summarizing services available in the cells on this sheet. |
| Ref # | Question | | | | | |
| 9.0 | Hypercare and transition services | Response - (Yes / No) | Offering description | Included as standard in all managed service offerings? Or is it an optional offering (e.g. one requiring a premium SLA or add-on service)? | Which tools and technologies are used? | Client engagement options |
| 9.0.1 | Do you offer hypercare services as part of this submission? | | | | | |
| 9.0.2 | Will your services ensure a smooth transition and address the issues that may arise during the early stages of the application's use? | | | | | |
| 9.0.3 | How long does your proposed hypercare and stabilization period last post go-live? | | | | | |
| 9.0.4 | Do you provide the dedicated support during this period? Provide SLAs proposed during this period. | | | | | |
| 9.0.5 | Do you create documentation, user guides, FAQs, and a knowledge base to provide Pinellas County with self-service resources to address common and specific issues or questions? | | | | | |
| Pinellas County needs 30 days post-go-live hypercare after each phase. | | | | | |
| Pinellas County needs 60 days of stabilization care after each go-live. | | | | | |
10. OCM
Section 10. Organization Change Management (OCM) Capability
| Guidance for respondent: |
| This section is designed to solicit understanding of how you propose to manage application adoption to ensure the delivery of business outcomes. |
| Ref # | Question | | |
| 10.0 | Organizational change management (OCM) | Response - (Yes / No) | Description |
| 10.0.1 | What OCM services are provided as part of your submission? | | |
| 10.0.2 | Do you provide change readiness assessment guidance as part of your submission? | | |
| 10.0.3 | Do you provide stakeholder engagement assessment and guidance as part of your submission? | | |
| 10.0.4 | Do you provide change management and communications planning and guidance as part of your submission? | | |
| 10.0.5 | Do you provide change management communication services as part of your submission? | | |
| 10.0.6 | Do you plan to provide training (one on one or train the trainer) as part of your submission? | | |
| 10.0.7 | Are your OCM practitioners part of your implementation practice or an independent consulting group within your organization? | | |
| Pinellas County requests the following OCM services as part of this implementation: |
| --Change readiness assessment |
| --Train-the-trainer services for each product |
| --OCM and communications planning and guidance to the Pinellas County OCM team |
| --Develop end user training materials |
| --Deliver end user training. |
11. Commercial Proposal Section 11. Commercial Proposal
| Guidance for respondent: |
| This request is to clarify the policies associated with your commercial proposal, so that the basis of charges can be understood. |
For each service described in this response file, explain fee structures and associated policies. Please respond with yes or no in column C.
| Ref # | Question | | |
| 11.0 | Pricing model | Response - (Yes / No) | Description |
| 11.0.1 | Is your pricing model fixed fee? | | |
| 11.0.2 | Have you defined the scope of work for the fixed-price model so that it is constrained inside a specified timeframe? | | |
| 11.0.3 | Are you proposing time and material pricing model? | | |
| 11.0.4 | This question is for time and material pricing model. -Have you clearly stated the unit/hourly cost (rate card) and anticipated completion date? | | |
| 11.0.5 | Have you made assumptions while making commerical proposal? Please state them in the description column. | | |
| 11.1 | Other expenses | Description |
| 11.1.1 | What is your plan for remote vs. onsite delivery? | |
| 11.1.2 | Will it require resources to travel? | |
| 11.1.3 | Will the travel and expense be included in the rates provided? | |
| 11.1.4 | Do you have any non-labor costs or expenses that must be accounted for, such as the need to set up and licensing fees for third-party software programs, teamwork tools, and cloud usage and consumption? If yes, provide details in the description. | |
| 11.1.5 | Do you agree to the preapproval of submitted expenses and to follow Pinellas County's travel policy (Travel expenses must conform to Florida Statutes)? | |
| 11.1.6 | Are you open to using Pinellas County's negotiated lodging agreements? | |
| 11.2 | Payment terms | Description |
| 11.2.1 | Please confirm that payment terms align to the Florida Prompt Payment Act - Net45 days, unless a discount is given. | |
| 11.2.2 | Are the payments aligned to the acceptance criteria or milestones? | |
| 11.3 | Delivery deadlines | Description |
| 11.3.1 | Do you have a defined project timeline? | |
| 11.3.2 | Have you defined the key deliverables and milestones of the project? | |
| 11.3.3 | Have you considered holiday periods within the proposed timeline, and if the delivery timeline may be impacted? County might have some blackout periods, please provision for those in the proposed timeline. | |
| 11.3.4 | Is the timeline fixed or flexible? | |
| 11.3.5 | Do you have assumptions about the timeline? If so, list them in the description. | |