Attachment_B_-_Services_Proposed.docx

ATTACHMENT B – SERVICES PROPOSED

Implementation Approach

This exhibit is presented to Vendors to solicit a detailed response that addresses the areas covered within and requires a corresponding section within Vendor’s proposal indicating it is the response to this exhibit.

Project Approach and Proposed Services

Vendors should provide a detailed description of all implementation services to deploy the CAD/MDS system that covers project management, software and interface configuration, testing, training, and cutover needs.

This section outlines the County’s expectations regarding implementation services and best practices to deploy the mission critical CAD/MDS solution. This outline is not meant to delineate all the tasks expected to complete the implementation. Vendors should consider all factors when developing their approach, implementation plan and, subsequently, their cost proposal to deliver the services described. Specific detailed examples that include a coherent methodology for aligning these services with the CAD/MDS deployment is a critical success factor. The County places a high value on the delivery of these services and the collaborative effort between the selected Vendor and the County.

Critical components of this acquisition include solution design and development, County specific configuration of the software, migration of available configuration data into the new software, business requirements gathering, guidance on business process reengineering, integration with external systems, acceptance testing, and project management of these responsibilities and activities. These services should be delivered in accordance with industry standard best practices.

Implementation and Cut Over The County understands that a great deal of planning must be undertaken to ensure the transition to the new CAD/MDS is as seamless as possible for the County’s emergency communications and field operations. Vendors should provide their experience with developing an implementation approach that addresses the County’s seamless transition goal, which includes:

· Seamless transition to ensure no incoming calls are missed.

· Avoiding typical periods where availability of key resources may be limited, such as June, July and August, and call volume is high. The County is not interested in a go-live event during this timeframe.

The County assumes that the Vendors have demonstrated experience with CAD/MDS deployments of similar size and scope and is open to other recommended approaches. Providing other implementation alternatives based on Vendor’s experience and knowledge gained from past CAD implementations is encouraged to ensure this significant public safety project for the County is a success. It is expected that the Vendor will present their best anticipated approach to cut over for the County and provide the rationale for this approach within their proposal.

The Vendor shall:

· Provide a comprehensive, notional implementation schedule at the conclusion of their Implementation and Cut-Over response that includes tasks and timelines to complete all the implementation services for the project. Include a Gantt chart for the Vendor’s project schedule that includes high-level tasks, milestones, deliverables, required resources (County or vendor) and estimated timeline to implement the solution.

· Describe the Vendor’s reasoning for its cutover approach, whether it be a single cutover (preferred) or a phased transition. Examples of other implementations that include the methodology employed, whether concurrent or phased implementation approach, would be beneficial information to the County.

· The County assumes that vendor personnel will be available, both remote and onsite, to troubleshoot issues that may occur for a period of not less than seventy-two (72) hours or until any issues perceived as severity level one or two are rectified. Please address this expectation in your response to this section.

Design, Development, Integration, and Installations Services Vendors must describe their approach to implementing the CAD/MDS system from design, server infrastructure build-out, software installation, system provisioning and configuration, integration, and readiness for system testing. The Vendor is to provide a concise narrative response that explains your plan for delivery of the implementation services necessary for system build-out and what Vendor’s expectations are of County personnel in this process. Where applicable, Vendor is encouraged to provide illustrations, diagrams, and/or attach sample material to provide additional clarity as to how the various steps in the build-out process are executed.

The Vendor should use this narrative response as an opportunity to convey their experience in implementing an integrated CAD/MDS system of the size and complexity required by the County. This narrative should also convey the Vendor’s understanding of any County-specific requirements and how their overall approach and implementation services will best meet the County’s needs.

Mobile Deployment The Vendor will serve a vital role in ensuring that the mobile data software implementation is performed efficiently and with little operational impact. To that end, the Vendor must work with the County Project Manager to ensure there is coordination and an implementation plan is formulated that meets the County’s needs. It is assumed that those vendor personnel assisting in this effort will have the requisite background checks performed to participate. The Vendor will be responsible for providing an image that can then be loaded by County personnel with detailed instructions as to how the mobile data software is loaded, configured, and tested to ensure the mobile data client communicates with the test system. Vendors should describe whether the mobile software can be loaded with existing mobile software resident on the mobile computer and then activated at a later date. Installation of mobile software will be conducted by County personnel at pre-determined install facilities provided by the County.

The Vendor should include the number of County designated facilities that they would recommend aligning with their implementation schedule and describe their rollout timeframe and approach. The Vendor will be required to assist with the initial testing of mobile data system installations until it is determined that County personnel are sufficiently trained to complete the installs independently. It is the County’s expectation that all mobile computer software is finalized prior to the go live of CAD. All costs associated with mobile data software implementation, as described above, are to be included within the pricing proposal response. Additionally, it is the desire of the County that mobile data software upgrades can be performed remotely (i.e., wirelessly). If Vendor’s solution cannot be updated wirelessly, Vendors shall indicate so and identify the frequency with which non-wireless upgrades must be performed. At this time, Vendors should not include pricing for the install of non-wireless mobile upgrades in their pricing proposal as it will be addressed during contract negotiations with the selected Vendor.

Functional and Integration Testing Vendors shall describe their approach to quality assurance and testing to ensure that all solution components and configuration settings will meet the County’s expectations from both a functionality and performance perspective. As part of this approach, clearly identify control tasks and testing performed to validate that the system functions as designed, interfaces with other systems, properly exchanges data, and presents that data within the Vendor’s applications correctly. Describe the Vendor’s functional acceptance testing (“FAT”) of individual system components, integration testing with all sub-systems and interfaces. The County intends to utilize County personnel throughout the testing process and will work with the Vendor’s project team to collaborate as to how personnel will be engaged. County personnel will play an instrumental role in determining whether the software functions in accordance with the County’s specifications.

The Vendor should describe how their test plan and approval process will engage County personnel in the testing process, how testing results are documented, punch lists are managed and how certificates of successful completion are generated. Further, Vendors must provide documentation as to how the as-built system will be stress tested to handle loading of the system prior to go live. It is anticipated that approximately five thousand (3,000) events will be generated during load testing. This event volume, along with the transactions that occur concurrently (e.g., CAD event transmitted to unit), will serve to emulate approximately one hundred fifty percent (150%) of a high-volume day experienced by the County. The system must be capable of handling this event volume while being taxed by mobile environment transactions, potential browser-based CAD users requesting data, as well as inquiries and data exchanged from tablet/smart phones deployed in the field. It should be noted that the County current CAD system is capable of handling very high transaction volumes with sub-second responsiveness and no degradation in performance. The new CAD solution must be capable of handling very high transaction volumes with sub-second responsiveness, in most cases. There should be no degradation of performance during high transaction volume testing, and this must be demonstrated through rigorous stress testing of the system prior to cutover to production.

County-specific use case and business process scripts will be utilized to the greatest extent possible to exercise the systems. The County will require that Mock Go-Live Testing be conducted with County personnel using business and use case scripts prior to the issuance of a System Go-Live Authorization. It is the County’s expectation that the Vendor shall be responsible for overseeing all system testing activities with County personnel and County designated subject matter experts and that issues discovered during testing will be tracked by the selected Vendor. The Vendor will be required to produce a comprehensive Acceptance Test Plan that will incorporate a phased testing approach as described below.

1. Unit Level Testing – Testing each data field, drop down table, etc. to ensure the CAD/MDS is configured to meet County operational parameters and can be advanced to the next phase of testing.

2. Interface Integration Testing – This testing will be performed by the selected Vendor as interfaces are developed to ensure network connectivity is established and it is being exchanged between systems. This testing will likely occur prior to and possibly in parallel with the unit level testing. All unit level testing and interface integration testing must be completed prior to the initiation of functional testing of the system in the next phase.

3. Functional Scenario-Based Testing: Testing scripts will be developed and employed to test the functional capabilities of the system and ensure all contracted capabilities work as designed. These scripts and the associated testing will constitute the FAT for each system delivered with the Vendor’s solution.

4. Peak Load/System Stress Testing Procedure: The stress test shall accommodate up to one hundred fifty percent (150%) of the system’s peak load, currently approximately five thousand (5,000) events per day based on available peak load statistics. The stress test shall include all local area network (LAN) connected applications initially, then incorporate the entire suite of applications (i.e., CAD, Mobile Data, browser- based CAD, handheld applications, mapping, etc.).

In addition to the above listed testing cycles, the Vendor should include provisions within the test plan that address:

· Security testing

· Hardware and network capacity testing

· Fail-over and fail-back testing – to be performed before system go-live

· Data Conversion testing The County envisions that the Acceptance Test Process will include three milestone events, they are:

1. System Readiness Acceptance

2. Thirty (30) Day Reliability Period

3. Final System Acceptance Details regarding the Reliability Period and Final System Acceptance are included in the section that follows.

30-Day Reliability Period and Final System Acceptance The County will require that a thirty (30) day reliability test commence after system cutover to serve as a system burn-in period. Should the systems have a critical failure (e.g., inoperable components) or several significant failures (e.g., those that cause severe disruption or materially interferes with the County’s use of the systems) during the reliability period, the test will be terminated until the issue has been resolved. A new thirty (30) day reliability test period will commence after the Vendor and the County have agreed that the software error causing the failure has been successfully resolved. A restart of the system may not be required if both the County and Vendor mutually agree that the issue(s) encountered do not meet the above criteria. Successful completion of the thirty (30) day reliability test is a condition for Final Acceptance.

Project Management The successful Vendor shall assign a project manager (PM) as a primary point of contact who has the necessary qualifications and staffing support to assure the successful performance of the project tasks and to ensure that the project schedule and milestones are met. The County expects that the successful Vendor will assign an experienced PM with exceptional verbal and written communication skills as well as a thorough knowledge of the system to be installed by the Vendor. The successful Vendor’s PM shall possess a Project Management Professional (PMP) certification or similar agile certification such as Certified Scrum Professional-ScrumMaster (CSP-SM) or Advanced Certified Scrum Master (A-CSM). This PM will report to a County PM, or designee, and will be required to be onsite during project events, such as installation of the core system, configuration sessions, system testing, system go-live or other critical events as deemed necessary by the County. The County is an adherent of the Project Management Institute’s methodologies, standards, and best practices for project management. As such, the County expects that during project implementation lifecycle all issues will be tracked, and all risks identified will be mitigated or eliminated to the greatest extent possible. Any downtime during project implementation will be minimized to adhere to the contracted project schedule as agreed. Along with an issue and action item tracker, a risk management plan shall be developed to identify all known risks with likeliness of occurrence, magnitude and mitigation strategy identified.

The responsibilities of the successful Vendor’s PM shall include the management and timely execution of all tasks and activities required, based upon an agreed-upon statement of work (SOW), project plan, and project schedule that will result in the successful completion of the design, configuration, integration, testing, cutover, and acceptance of the proposed system and related services, as defined in this RFP and resulting contract. Project management shall include at a minimum: Project coordination

· Task oversight and milestone completion

· Project meetings with minutes

· Schedule updates

· Progress reports

· Risk Management The County will designate a team consisting of a PM, and key stakeholders to work with the successful Vendor’s PM. The successful Vendor’s PM shall coordinate and assign project tasks identified as key to the success of the project with County staff and stakeholders. In addition, the successful Vendor’s PM shall coordinate all technical project tasks between Vendor’s technical personnel and those of Clay County Information Technology or other engaged County departments.

The successful Vendor’s PM shall be responsible for consensus building among the various stakeholders and for obtaining design approvals, system inputs, agreements, etc., from all agencies and stakeholders involved in or affected by the implementation of this system. This task requires close and continuous liaison with dispatch operations staff, emergency responder representatives, and supporting IT personnel from the County. The ability of the successful Vendor’s PM to collaborate among all stakeholders will ensure that the requirements of the system and the needs of the participating agencies are met in all phases of the project.

Project Kickoff The project kick-off meeting shall be held within 20 business days after contract execution, or mutually agreed date thereafter. The successful Vendor’s PM must collaborate with the County PM prior to the kick-off meeting to ensure that the content of the kick-off meeting meets expectations. Within 10 business days following the kick-off meeting, the successful Vendor’s PM shall provide a project plan that includes project communications, issue tracker, action item workbook, risk registry and a working project schedule that sets forth the various project phases, tasks, and milestones, with definitive start and completion dates. In addition, the successful Vendor’s PM shall be responsible for providing weekly updates for approval by the project core team.

Project Schedule A tentative project schedule shall be included in the proposal with an anticipated start date six months from the RFP submission due date. The project schedule must be submitted as Section 3A of your proposal in a Gantt Chart format (an appendix to your Section 3 response). This project schedule shall include, at a minimum, the following major milestones:

1. Hardware readiness

2. Software installation and configuration

3. System administrator training

4. Unit level testing

5. Functional testing

6. Interface Integration testing

7. Stress testing

8. Failover/failback testing

9. Delivery of system and training documentation

10. Training timeframes

11. 30-day reliability testing

12. System acceptance

13. Milestone Payments Prior to contract execution the Vendor shall be required to create and submit for approval by the County, a detailed project schedule with Gantt chart that sets forth the various project phases, tasks, activities, and milestones, with definitive start and completion dates. The schedule shall encompass the period beginning with contract execution through the conclusion of the warranty period. The schedule shall be provided in Microsoft Project (.mpp) format and Portable Document Format (.pdf). Fields for the project schedule shall include at a minimum:

· Task name

· Start/finish dates

· Duration

· Predecessors

· Dependencies

· % complete

· Resources County approval of the project schedule is a requirement for contract execution and the approved schedule shall become part of the contract.

In addition, the successful Vendor’s PM shall be responsible for managing the schedule for the lifecycle of the project and will provide weekly updates for approval by the County PM and project core team. At every update the PM shall provide a copy of the project schedule in Microsoft Project (.mpp) format and Portable Document Format (.pdf).

Project Meetings and Reporting The successful Vendor’s PM shall have full responsibility for organizing, scheduling, and conducting technical and management meetings required for the successful completion of the work defined in the scope of services. Additionally, Ad Hoc meetings may be scheduled when requested by the successful Vendor’s PM or the County PM to resolve critical issues that cannot wait until the next regularly scheduled meeting.

At a minimum, one project management (progress) meeting shall be held every week or as otherwise mutually agreed upon. The successful Vendor’s PM shall work with the County PM to mutually agree upon a regular date and time for project status meetings.

Project Status reports will be provided on a weekly basis or as otherwise mutually agreed upon. Project Status reports shall include, at a minimum, tasks completed since the last progress report, upcoming or outstanding tasks and their estimated date of completion, items requiring resolution with estimated completion dates, risks and issues, milestones achieved to date and outstanding milestones. The successful Vendor’s PM shall work with the County PM to mutually agree upon an acceptable format for the project status report. The first project status report is due within ten (10) business days following the kick-off meeting.

The successful Vendor’s PM shall provide written minutes of all meetings no later than five (5) days after the meeting.

Document Storage The successful Vendor’s PM shall archive all project documentation in a centralized, internet cloud-based location that is accessible 24x7x365 to all designated County staff members. All archived correspondence shall also be digitally supplied with final system documentation.

Master Project Plan The successful Vendor’s PM shall present to the County for approval at the kick-off meeting, a Master Project Plan. Elements of the Master Project Plan include but are not limited to:

Issue Management Plan The successful Vendor’s PM shall create and manage an Issue Management Plan to track action items and mitigate issues that may impact. An issue is an event that is impacting the project scope, budget, schedule, deliverables, milestones, etc. and must be acted upon and resolved.

Risk Management Plan The successful Vendor’s PM shall create and manage a Risk Management Plan to track risks to the project and formulate mitigation strategies and mitigate issues that may impact implementation. A risk is an event that has not happened yet but may happen in the future and has the potential to impact the project scope, budget, schedule, deliverables, milestones, etc. Risks must have a remediation plan so that they can be addressed before they materialize. The Risk Management Plan shall include a Risk Register that will be managed by the PM for the lifecycle of the project.

Communications Management Plan The successful Vendor’s PM shall create and manage a Communications Management Plan that identifies with whom it is critical to communicate, the method of communications and the frequency and timing of communications. The plan shall identify how information and documentation will be shared and exchanged between the successful Vendor and the County throughout the project lifecycle. The Communications Management Plan shall describe any communications management tools that the successful Vendor will use such as portals, shared drives, video conferencing, etc.

Change Management Plan The successful Vendor’s PM shall create and manage a Change Management Plan that identifies how system changes will be tracked, managed, and approved by the County. The Change Management Plan shall also address the method managing SOW modifications and the Change Order process.

Quality Management Plan The successful Vendor’s PM shall create and manage a Quality Management Plan that identifies how the successful Vendor will ensure the quality of all software, hardware, and services.

Implementation Staff The successful Vendor’s implementation staff shall be fully trained and certified by the manufacturer(s) of the system(s) proposed; training shall be current. In addition, all key implementation staff shall have experience with projects of similar size, scope and complexity if serving a critical role on the County’s project. Resumes shall be provided for all key implementation staff, including references for recent customer sites. The County reserves the right to reject the resumes and request additional resumes prior to the commencement of activity on the project to ensure satisfaction with equivalency of skills and experience.

The personnel assigned to this project as identified in the Vendor’s proposal will remain on the project for the duration, which includes during go-live and a reasonable time thereafter. If for any reason the individual(s) identified are no longer employed by the company, the successful Vendor will be responsible for ensuring that any substitute personnel have comparable skills and experience and be approved by the County.

If problems occur with the successful Vendor’s personnel, the County PM will notify the successful Vendor in writing and shall specify the reasons for dissatisfaction. If the successful Vendor does not resolve the problem within seven days from the date of notice, the Vendor shall remove such person and shall promptly provide a qualified replacement. The County will be liable for payment of services only up to the time of removal. If the removal occurs within a two-week period after project commencement, there will be no cost incurred by the County.

The County shall be entitled to remove individuals working on any project for any of the following grounds: (i) unsatisfactory performance that causes negative operational impact at 911 Communications, Clay County Sheriff’s Office, Clay County Fire/Rescue Department, Clay County Information Technology Services, Orange Park Police Department, Green Cove Springs Police Department, or Clay County Corrections Facility, and causes the project team to commit additional resources to avoid operational impact; (ii) dishonesty or belligerent conduct; (iii) lack of compatibility with County staff, or (iv) violation of County rules or policies. Upon such written request, the County PM and the successful Vendor shall decide on a course of action to resolve any problems within categories (i) and (iii) above. There shall be no opportunity to resolve problems involving categories (ii) or (iv) above.

The successful Vendor is responsible for ensuring that any substitute personnel have comparable skills and experience. Resumes for substitute personnel must be submitted, in advance, for approval by the County, which reserves the right to interview substitute personnel prior to commencement of activity on the project.

The Vendor shall maintain continuity of project personnel throughout this project. The Vendor will be obligated to keep personnel assigned to the project and not transfer or replace the PM or other individuals designated as “key personnel” for the duration of the project assignment unless such transfer or replacement is at the request of the County or due to a bona fide illness, family leave, disability, termination of employment, or other reasonable circumstance. Prior to any permitted transfer of “key personnel” to another position, the Vendor shall provide the County with at least thirty (30) days’ notice of such transfer. The County will approve all replacement personnel and will require a resume and interview prior to assignment.

Executive Sponsor and Escalation Hierarchy The Vendor should name a senior member within the Vendor’s organization to serve as Executive Sponsor for the project. This individual shall provide executive oversight to the Vendor’s work on this project and resolve any issues that may arise that cannot be resolved through the designated PM. This individual will be expected to be on-site during significant project events, such as kickoff and executive level briefings, conflict resolution sessions, and at other significant events as mutually agreed (e.g., system go-live). The County will also designate an Executive Sponsor for the implementation.

Training The County seeks specific Vendor’s CAD and MDS training services that are targeted to the appropriate audience, be it telecommunicator (i.e., call taker and dispatcher), system administrators, IT and GIS staff, field personnel or supervisory/management staff. The training approach should efficiently deliver hands-on, practical knowledge about the use of the new CAD/MDS solution and gauge the effectiveness of training through proficiency testing of end users. It is the County’s expectation that telecommunicator and system administrator training will be delivered by the Vendor’s trainers who will be shadowed by County trainers during these sessions. For Mobile Data training, the County expects that a sufficient number of police and fire trainers will be enlisted, along with the current training staff that will serve as the County’s in-house trainers. The joint project team, Vendor and County, should make the best use of these resources throughout the implementation as available.

The Vendor will provide trained and experienced instructor(s) who are certified on the software proposed. The Vendor must ensure that they do not perform other duties during the training period that will interfere with instruction. Instructors will provide a survey to trainees to evaluate presentation and course materials for effective feedback to the County and the Vendor.

Training will be conducted in County provided facilities. Training by County and Vendor trainers may occur at multiple geographically dispersed locations throughout the County to minimize travel. The exact locations and logistical specifications of these rooms/locations will be determined and will be incorporated into the mutually agreed upon master training plan.

The Vendor should define a training environment that allows users to access all system applications, and associated databases, including the integrated geospatial/mapping system. All training should use County data, configuration settings, terminology, business processes, and scenarios. Users logged into the training environment must utilize the same commands, forms and system features as users logged on to the live system. After go-live, data entered, and commands invoked while logged into the training environment must not corrupt or impede the performance of the production system.

County end user personnel utilize shifts that are considered twenty-four seven (24/7). The training plan must consider shift work, day, and evening, as well as the likelihood that weekend shifts will be necessary. Training for emergency communications personnel should be conducted on a just-in-time basis and be scheduled for no sooner than thirty (30) days before go-live for telecommunicators and supervisors. Training timeframes for administrators, field users, field supervisors and management personnel will be determined during development of the master training plan. If the go-live date gets pushed back due to a Vendor delay, refresher courses will be provided by the Vendor at no expense to the County.

End-user training will be focused on functional positions and workflow processes. All personnel comprising a specific functional position in a department will be trained on the system’s use specific to their needs. This must occur with hands on training with the software in a simulated environment that mimics what they would encounter during normal, day-to-day operations. This simulated environment must include interfaces with other systems, such as, 9-1-1 call handling equipment, FCIC/NCIC, emergency medical dispatch software, etc.

The Vendor should provide direct classroom instruction in County identified computer training lab(s) for all telecommunicators and supervisors, as well as various system administrative staff and emergency communications management to ensure their complete understanding of the functional and operational use of the CAD system, mapping, and other integrated systems.

The Vendor should provide a detailed outline of each training session’s objectives and content at least sixty (60) days prior to the training session for the County to review. The County team and Vendor’s staff will mutually agree upon the length of each class.

Adequate training is defined as that level of training that enables the end user to proficiently perform the duties associated with the utilization of the system or, for system administrators, maintenance of the system.

The new system will offer opportunities for operational improvement and efficiencies not previously available to the County due to enhanced reporting and statistical analysis capabilities. Management staff will need to understand how to effectively employ and utilize these capabilities. Management reporting and statistical analysis training should cover:

1. Standard management reports

2. Custom report creation and ad hoc query

3. Dashboard creation and maintenance At the completion of training, staff must be capable of proficiently operating the system at a level that allows them to confidently use the system to perform their job functions effectively. The Vendor’s training program should include proficiency testing of trainees to ensure that they have learned the course content and can perform all necessary functions on the system. The Vendor will notify the County of any employees that do not pass proficiency testing and remedial training will be scheduled, as required. The Vendor will repeat a training session at no additional cost to the County if a majority of the trainees (greater than fifty percent (50%)) have not attained sufficient skills or failed to pass proficiency testing at the conclusion of a particular training session.

The Vendor shall provide trainees with access to a centralized electronic workbook that can be updated by training staff, as necessary, if modifications take place during training or thereafter. The workbook must provide screenshots and be searchable for ease of use. Other training aids typically employed by the Vendor will also be considered. The Vendor should provide online video tutorials and imbedded help screens that can be accessed for refresher training by an employee, if necessary. Just as electronic training manuals are needed for end users, access to functional or technical system manuals by administrative staff is needed prior to, during and after the training session at no additional cost. As noted, the training material provided needs to be dynamic to account for modifications to the material as time progresses. Training material should be updated, as needed, up to system cutover and then continuously as new version releases of the software occur.

End user training and corresponding training material must be designed for the intended target audience, that is, call takers (if not cross-trained as dispatchers), dispatchers, management personnel and system administrators, as well as mobile data system and browser-based CAD end users. This will include training end users and trainers on the functions and features of each module applicable to their position to assure they can effectively utilize the system or train other personnel on the use of the system.

Supplemental training and training aids may include:

1. Online content

2. Video instruction

3. Interactive classes

4. Off-line exercises, simulations, and modules to practice skills learned in training.

Warranty, Maintenance and Support

Warranty Period The vendor shall provide a minimum one (1) year, no-cost warranty period from the date of the County's go-live. The vendor shall warrant that all software supplied will be free from defects in material, design, and workmanship for the warranty period and any extended warranty or maintenance period purchased. This warranty shall cover all parts, labor, and travel related to all software supplied under the Contract. Vendors must include twenty-four hours, seven days a week, three hundred sixty-five days a year (24/7/365) maintenance and support services during the no-cost warranty year. Consequently, the first full year of paid maintenance will not be due until the first anniversary of system go-live.

The warranty, including vendor maintenance and support, will not commence until the application has been placed in production and accepted by the County in writing. All warranty and system maintenance/support must provide ongoing system support and maintenance, including upgrades, bug fixes, and patches, and other technical support necessary for County staff to operate the solution, including help desk support on general system use, configuration settings, reporting, etc.

The vendor shall provide maintenance services to the County throughout the term of the contract, including any optional renewal periods. Maintenance and support services should include updates and upgrades to the proposed solution. Such updates and upgrades shall include correction of substantial defects, fixes of any minor bugs, any fixes due to any conflicts with mandatory operating system security patches, enhancement to solution functionality, as well as upgrades to new version releases, which must maintain compatibility with all customizations and interfaces. Any additional costs for services to deploy upgrades, or for the upgrades themselves, must be clearly delineated within the pricing proposal. Upgrades and the services to implement, if not delineated separately, are assumed to be included in the standard maintenance and support agreement.

Updates to the solution must be provided as determined by legally mandated requirements, such as amendments to local, state, or federal laws. Upgrades and updates must pass thorough regression testing before delivery to the County. Upgrades and updates to the solutions may be provided via remote server access to pre-determined County server(s) providing the application services either by VPN or encrypted connection.; access will require prior approval from the appropriate County authority. Maintenance of other non-production environments, such as test and training shall be included as part of the maintenance services provided.

Detailed Requirements and Definitions The following section provides the County’s expectations of the vendor in delivering services under both the warranty period and any maintenance and support period.

During the warranty period, the vendor should provide support services twenty-four hours, seven days a week, three hundred sixty-five days a year (24/7/365). This service shall be available any hour of the day via a toll-free number. Names, addresses, telephone numbers and contact person for all service facilities should be identified in the proposal. The vendor or its authorized subcontractors and suppliers shall have the ability to access the system remotely for troubleshooting and to perform system diagnostics. It is anticipated that most of the maintenance performed by the vendor will be via remote access.

For all critical system problems, major system failures or critical priority software errors reported, the vendor shall provide an immediate response to the incident (i.e., contact with help desk initiated) and shall acknowledge that the appropriate technical representative has been notified no more than 30 minutes from time of the initial call. Within one (1) hour of any critical system problem, major system failure or critical priority software error, vendor personnel shall be logged into the system to analyze the cause of the problem and to affect corrective action. Equipment or components required on-site for emergency maintenance shall be specified and provided.

In all instances of a critical system problem (defined as Severity Level 1 and 2 below), major system failure or critical priority software error, the vendor, and/or the provided support partner, shall affect corrective action within three (3) hours of problem reporting or escalate the problem to their senior support staff for immediate resolution at no added cost to the County.

All critical system problems, major system failures and critical priority software errors are defined by the County as the inability of call takers/dispatchers to log calls for service or officer initiated incident details into the CAD, transmit incident data to emergency responder’s mobile CAD, the inability of field units to access local/state/national criminal justice databases, and/or transmit service/status notifications. Additional detailed definitions are as follows:

Severity Level 1 - is defined as a problem which renders the system or a major component of the software inoperative, causes a significant and on-going interruption to the end user's activities or causes an unrecoverable loss or corruption of data.

Severity Level 2 - is defined as a problem which causes the system to be inoperative, disrupted or malfunctioning and which materially interferes with County's use of the system. If a reliable and suitable workaround, which does not impact the system's intended work or process flow, is delivered to the County in order to temporarily fix or patch a Severity Level 1 issue, the Service Request shall be downgraded to a Severity Level 2.

Severity Level 3 - is defined as any problem in the system which causes the system not to function in accordance with applicable specifications, including the documentation, but which causes only a minor impact on County's use of the system and for which an acceptable "workaround" is available.

Severity Level 4 - is defined as (a) any general question or request pertaining to the system and (b) all malfunctions in the system which are not included in the other Severity level classifications not outlined above.

Workarounds A "workaround" is defined as a temporary procedure, routine, solution or fix that restores operational capability without substantially compromising the performance of the system or integrity of the operating system or data. A workaround will not require recurring system or workstation downtime. A workaround gives the County the ability to achieve substantially the same functionality as would be obtained without the programming error. Workarounds may include changes to configuration parameters or operational processes. To be acceptable, it must be an action, or series of actions, that can reasonably be accomplished by an average user without excessive impact to other capabilities and/or impeding work or process flow.

All workarounds shall be documented on a comprehensive workaround list that describes: a) the workaround developed, b) the native functionality that this workaround is temporarily resolving, c) the date the workaround was activated in the system, d) the County and Vendor representatives who approved it and e) the expected length of time this workaround is expected to exist. This list will be discussed in the regularly scheduled project meetings until each workaround is permanently accepted or resolved.

Hardware Refresh During Maintenance Cycle As the current hardware infrastructure ages, the County will need to replace certain components of the hardware or the hardware infrastructure entirely. The vendor will be responsible for coordinating with County personnel to ensure hardware refreshes over the life of the contract pose no disruption to County operations. The vendor will provide hardware specifications for hardware refreshes and certify that the system software will operate on that specified hardware for a period of five years.