LMMS_RFP_FINAL.pdf

STATE OF ALASKA

REQUEST FOR

PROPOSALS

OFFERORS ARE NOT REQUIRED TO RETURN THIS FORM.

IMPORTANT NOTICE: IF YOU RECEIVED THIS SOLICITATION FROM THE STATE OF ALASKA’S

“ONLINE PUBLIC NOTICE” WEB SITE, YOU MUST REGISTER WITH THE PROCUREMENT OFFICER

LISTED IN THIS DOCUMENT TO RECEIVE NOTIFICATION OF SUBSEQUENT AMENDMENTS. FAILURE

TO CONTACT THE PROCUREMENT OFFICER MAY RESULT IN THE REJECTION OF YOUR OFFER.

ISSUED BY:

DEPARTMENT OF LAW

CIVIL DIVISION

PRIMARY CONTACT:

JED SMITH

PROCUREMENT OFFICER

JED.SMITH@ALASKA.GOV

(907) 465-4337

LEGAL MATTER MANAGEMENT SYSTEM (LMMS)

RFP 2026-0300-0265

ISSUED APRIL 7, 2026

MODERNIZE THE CIVIL DIVISION’S LMMS BY IMPLEMENTING A SECURE, SCALABLE, CLOUD BASED SYSTEM

TAILORED TO THE UNIQUE REQUIREMENT OF PUBLIC SECTOR LEGAL OPERATIONS—INCLUDING

INTEGRATED TIMEKEEPING, BILLING, AND FINANCIAL MANAGEMENT CAPABILITIES.

STATE OF ALASKA – REQUEST FOR PROPOSALS RFP 2026-0300-0265

LEGAL MATTER MANAGEMENT SYSTEM

2 Rev. 8/24

TABLE OF CONTENTS

SECTION 1. INTRODUCTION & INSTRUCTIONS

SEC. 1.01 PURPOSE OF THE RFP

SEC. 1.02 BUDGET

SEC. 1.03 DEADLINE FOR RECEIPT OF PROPOSALS

SEC. 1.04 PRIOR EXPERIENCE

SEC. 1.05 REQUIRED REVIEW

SEC. 1.06 QUESTIONS PRIOR TO DEADLINE FOR RECEIPT OF PROPOSALS

SEC. 1.07 RETURN INSTRUCTIONS

SEC. 1.08 ASSISTANCE TO OFFERORS WITH A DISABILITY

SEC. 1.09 AMENDMENTS TO PROPOSALS

SEC. 1.10 AMENDMENTS TO THE RFP

SEC. 1.11 RFP SCHEDULE

SEC. 1.12 ALTERNATE PROPOSALS

SEC. 1.13 NEWS RELEASES

SECTION 2. BACKGROUND INFORMATION

SEC. 2.01 BACKGROUND INFORMATION

SECTION 3. SCOPE OF WORK & CONTRACT INFORMATION

SEC. 3.01 SCOPE OF WORK

SEC. 3.02 REQUIREMENTS

SEC. 3.03 TECHNICAL REQUIREMENTS

SEC. 3.04 CONTRACT TERM AND WORK SCHEDULE

SEC. 3.05 DELIVERABLES

SEC. 3.06 CONTRACT TYPE

SEC. 3.07 PROPOSED PAYMENT PROCEDURES

SEC. 3.08 CONTRACT PAYMENT

SEC. 3.09 CONTRACT PRICE ADJUSTMENTS

SEC. 3.10 LOCATION OF WORK

SEC. 3.11 SUBCONTRACTORS

SEC. 3.12 JOINT VENTURES

SEC. 3.13 RIGHT TO INSPECT PLACE OF BUSINESS

SEC. 3.14 CONTRACT PERSONNEL

SEC. 3.15 INSPECTION & MODIFICATION - REIMBURSEMENT FOR UNACCEPTABLE DELIVERABLES

SEC. 3.16 CONTRACT CHANGES - UNANTICIPATED AMENDMENTS

SEC. 3.17 NONDISCLOSURE AND CONFIDENTIALITY

SEC. 3.18 INDEMNIFICATION

SEC. 3.19 INSURANCE REQUIREMENTS

SEC. 3.20 TERMINATION FOR DEFAULT

SECTION 4. PROPOSAL FORMAT AND CONTENT

SEC. 4.01 RFP SUBMITTAL FORMS

SEC. 4.02 SPECIAL FORMATTING REQUIREMENTS

SEC. 4.03 FUNCTIONAL & TECHNICAL REQUIREMENTS (SUBMITTAL FORM A)

SEC. 4.04 OFFEROR INFORMATION & CERTIFICATIONS (SUBMITTAL FORM B)

SEC. 4.05 EXPERIENCE AND QUALIFICATIONS (SUBMITTAL FORM C)

SEC. 4.06 UNDERSTANDING OF THE PROJECT (SUBMITTAL FORM D)

SEC. 4.07 MANAGEMENT PLAN & METHODOLOGY USED FOR THE PROJECT (SUBMITTAL FORM E)

SEC. 4.08 SUBCONTRACTORS (SUBMITTAL FORM F)

SEC. 4.09 COST PROPOSAL (SUBMITTAL FORM G)

SEC. 4.10 MANDATORY OFFEROR DEMONSTRATION

SECTION 5. EVALUATION CRITERIA AND CONTRACTOR SELECTION

SEC. 5.01 SUMMARY OF EVALUATION PROCESS

SEC. 5.02 EVALUATION CRITERIA

SEC. 5.03 SCORING METHOD AND CALCULATION

SEC. 5.04 FUNCTIONAL AND TECHNIAL REQUIREMENTS (250 POINT MAXIMUM)

SEC. 5.05 EXPERIENCE AND QUALIFICATIONS (125 POINT MAXIMUM)

SEC. 5.06 UNDERSTANDING OF THE PROJECT (125 POINT MAXIMUM)

SEC. 5.07 MANAGEMENT PLAN & METHODOLOGY USED FOR THE PROJECT (125 POINT MAXIMUM)

SEC. 5.08 CONTRACT COST (150 POINT MAXIMUM)

SEC. 5.09 ALASKA OFFEROR PREFERENCE

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SECTION 6. GENERAL PROCESS AND LEGAL INFORMATION

SEC. 6.01 INFORMAL DEBRIEFING

SEC. 6.02 ALASKA BUSINESS LICENSE AND OTHER REQUIRED LICENSES

SEC. 6.03 SITE INSPECTION

SEC. 6.04 CLARIFICATION OF OFFERS

SEC. 6.05 DISCUSSIONS WITH OFFERORS

SEC. 6.06 EVALUATION OF PROPOSALS

SEC. 6.07 CONTRACT NEGOTIATION

SEC. 6.08 FAILURE TO NEGOTIATE

SEC. 6.09 OFFEROR NOTIFICATION OF SELECTION

SEC. 6.10 PROTEST

SEC. 6.11 APPLICATION OF PREFERENCES

SEC. 6.12 ALASKA BIDDER PREFERENCE

SEC. 6.13 ALASKA VETERAN PREFERENCE

SEC. 6.14 ALASKA MILITARY SKILLS PROGRAM PREFERENCE

SEC. 6.15 STANDARD CONTRACT PROVISIONS

SEC. 6.16 QUALIFIED OFFERORS

SEC. 6.17 PROPOSAL AS PART OF THE CONTRACT

SEC. 6.18 ADDITIONAL TERMS AND CONDITIONS

SEC. 6.19 HUMAN TRAFFICKING

SEC. 6.20 RIGHT OF REJECTION

SEC. 6.21 STATE NOT RESPONSIBLE FOR PREPARATION COSTS

SEC. 6.22 DISCLOSURE OF PROPOSAL CONTENTS

SEC. 6.23 ASSIGNMENT

SEC. 6.24 FORCE MAJEURE (IMPOSSIBILITY TO PERFORM)

SEC. 6.25 DISPUTES

SEC. 6.26 SEVERABILITY

SEC. 6.27 SUPPLEMENTAL TERMS AND CONDITIONS

SEC. 6.28 SOLICITATION ADVERTISING

SEC. 6.29 FEDERALLY IMPOSED TARIFFS

SECTION 7. ATTACHMENTS

SEC. 7.01 ATTACHMENTS

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SECTION 1. INTRODUCTION & INSTRUCTIONS

SEC. 1.01 PURPOSE OF THE RFP

The Alaska Department of Law, Civil Division, seeks to implement a secure, scalable, cloud‑based Legal Matter Management System (LMMS) tailored to the operational needs of public‑sector legal services. To support this effort, the Division requires an experienced Offeror to lead the modernization initiative, including full system replacement, extensive data migration, workflow redesign, enterprise‑level integration, and long‑term support across 19 sections and 2 specialized working groups.

SEC. 1.02 BUDGET

The Civil Division has allocated a total budget of $8 million for the project.

Approval or continuation of any contract resulting from this RFP is contingent upon legislative appropriation. Proposals exceeding the allocated budget of $8 million will be considered nonresponsive.

SEC. 1.03 DEADLINE FOR RECEIPT OF PROPOSALS

Proposals must be received no later than 2:00 p.m. prevailing Alaska Standard Time on May 8th, 2026, as indicated by postmark or email received timestamp and late proposals will not be considered.

SEC. 1.04 PRIOR EXPERIENCE

In order for offers to be considered responsive, the Offeror must complete Submittal Form C and provide sufficient evidence demonstrating that the Offeror meets or exceeds the following prior experience requirements:

• A minimum of 3 years of experience providing cloud-based systems to public-based entities with 289 plus active users.

• A minimum of 3 years’ experience supporting enterprise‑scale, cloud‑based systems for at least 5 state or federal agencies, each with 289 or more active users.

• A minimum of 3 years of demonstrable experience migrating data from highly customized, interconnected LMMS platforms and designing, implementing, and operating enterprise‑wide LMMS solutions for the public sector. Experience must include multiple full implementation cycles; support for task‑based approval workflows; and direct responsibility for integrated financial workflows, including timekeeping, cost ingestion, rate‑table logic, monthly pre‑billing and billing processes, and matter‑level financial reporting delivered as fully system‑integrated capabilities.

• Experience migrating data from ProLaw is highly desirable.

An Offeror’s failure to meet these minimum prior experience requirements may cause their proposal to be considered nonresponsive.

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SEC. 1.05 REQUIRED REVIEW

Offerors should carefully review this solicitation for defects and questionable or objectionable material.

Comments concerning defects and questionable or objectionable material should be made in writing and received by the procurement officer at least 10 days before the deadline for receipt of proposals. This will allow time for the issuance of any necessary amendments. It will also help prevent the opening of a defective proposal and exposure of the Offeror’s proposals upon which award could not be made.

SEC. 1.06 QUESTIONS PRIOR TO DEADLINE FOR RECEIPT OF PROPOSALS

All questions must be in writing and directed to the procurement officer. The interested party must confirm telephone conversations in writing. Questions that seek confirmation of requirements already stated in Submittal Form A: State of Alaska, Department of Law, Civil Division Functional and Technical Requirements Matrix (Submittal Form A) or the Submittal Forms will be directed back to the published materials.

Two types of questions generally arise. Some may be answered by directing the questioner to a specific section of the RFP; these may be answered over the telephone. Other questions may be more complex and may require a written amendment to the RFP. The procurement officer will determine the appropriate response.

PROCUREMENT OFFICER: JED SMITH – PHONE: 907-465-4337 – EMAIL:

JED.SMITH@ALASKA.GOV

SEC. 1.07 RETURN INSTRUCTIONS

Proposals must be submitted via email, the technical proposal and cost proposal must be saved as separate PDF documents and emailed to JED.SMITH@ALASKA.GOV as separate, clearly labeled attachments, such as “Vendor A – Technical Proposal.pdf” and “Vendor A – Cost Proposal.pdf”. The email must contain the RFP number in the subject line.

The maximum size of a single email (including all text and attachments) that can be received by the State is 20 MB (megabytes). If the email containing the proposal exceeds this size, the proposal must be sent in multiple emails that are each less than 20 MB, and each email must comply with the requirements described above.

Please note that email transmission is not instantaneous. Similar to sending a hard copy proposal, if you are emailing your proposal, the State recommends sending it with enough time to ensure the email is received by the deadline for receipt of proposals.

It is the Offeror’s responsibility to contact the issuing agency at 907-465-4337 to confirm that the proposal has been received. The State is not responsible for unreadable, corrupt, or missing attachments.

SEC. 1.08 ASSISTANCE TO OFFERORS WITH A DISABILITY

Offerors with a disability may receive accommodation regarding the means of communicating this RFP or participating in the procurement process. For more information, contact the procurement officer no later than 10 days prior to the deadline for receipt of proposals.

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SEC. 1.09 AMENDMENTS TO PROPOSALS

Amendments to or withdrawals of proposals will only be allowed if acceptable requests are received by the deadline that is set for receipt of proposals. No amendments or withdrawals will be accepted after the deadline unless they are in response to the State’s request in accordance with 2 AAC 12.290.

SEC. 1.10 AMENDMENTS TO THE RFP

If an amendment is issued before the deadline for receipt of proposals, the amendment will be posted on the State of Alaska Online Public Notice (OPN) website. The link to the posting of the amendment will be provided to all who were notified of the RFP and to those who have registered with the procurement officer after receiving the RFP from the OPN.

After receiving receipt of proposals, if there is a need for any substantial clarification or material change in the RFP, an amendment will be issued. The amendment will incorporate clarification or change, and a new date and time established for new or amended proposals. Evaluations may be adjusted as a result of receiving new or amended proposals.

SEC. 1.11 RFP SCHEDULE

RFP schedule set out herein represents the State’s best estimate of the schedule that will be followed. If a component of this schedule, such as the deadline for receipt of proposals, is delayed, the rest of the schedule may be shifted accordingly. All times are in Alaska Standard Time.

ACTIVITY TIME DATE

RFP Issued Date April 7, 2026

Deadline for Written Questions April 24, 2026

Deadline for Receipt of Proposals / Proposals Opened May 8, 2026

Scheduled Demonstration (by invite only) May 11–20, 2026

Notice of Intent to Award Issued May 27, 2026

Contract Signed June 10, 2026

This RFP does not, by itself, obligate the State. The state’s obligation will commence when the contract is approved by the Attorney General of the Department of Law, or the Attorney General’s designee. Upon written notice to the contractor, the State may set a different starting date for the contract. The State will not be responsible for any work done by the contractor, even work done in good faith, if it occurs prior to the contract start date set by the State.

SEC. 1.12 ALTERNATE PROPOSALS

Offerors may only submit one proposal for evaluation. In accordance with 2 AAC 12.830 alternate proposals (proposals that offer something different than what is asked for) will be rejected.

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SEC. 1.13 NEWS RELEASES

No news releases related to this RFP will be made without prior approval of the Attorney General or the Attorney General’s designated representative.

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SECTION 2. BACKGROUND INFORMATION

SEC. 2.01 BACKGROUND INFORMATION

The following narrative is provided for contextual and informational purposes only. It is intended to help offerors understand the environment in which the LMMS will operate and the factors that informed the State’s objectives. This narrative does not create or modify any requirements. All binding requirements appear in Section 3 and Submittal Form A.

Department of Law

The Department of Law is part of the executive branch of state government. The Attorney General, appointed by the Governor, serves as the principal executive officer and legal advisor to the Governor and state officials, prosecutes violations of state criminal law, and enforces consumer protection and unfair trade practices statutes. The Attorney General’s duties and authority are defined in Alaska Statute 44.23.020.

Civil Division

The Civil Division of the Alaska Department of Law provides comprehensive legal counsel to the executive branch in all civil matters. The Civil Division represents the State of Alaska in both defensive and affirmative civil litigation and advises the Governor, executive branch agencies, boards, and commissions. Upon request, the Civil Division also supports the legislative and judicial branches.

Core responsibilities include:

• Defending and prosecuting civil litigation involving the State.

• Providing legal advice and representation to executive branch entities.

• Reviewing administrative regulations proposed by executive agencies.

• Drafting legislation for introduction by the governor.

• Conducting legal review of all legislation prior to gubernatorial action.

Budget Components, Sections, and Workgroups

The Civil Division operates under 7 budget components and is comprised of 19 sections, 2 specialized working groups, and our tribal liaisons. These sections are distributed across 7 offices located in the communities of Juneau, Anchorage, Fairbanks, Bethel, Kenai, Nome, and Palmer. Each section is aligned with one of the Civil Division’s budget components as outlined below:

• Budgetary Component: Legal Support Services o Division Operations Manager

Case Management Workgroup Internet Specialist

9 Rev. 8/24 o Administrative Operations Manager

Paralegals Legal Office Assistants Administrative Staff

• Budgetary Component: Government Services o Professional Development and Public Service o Legislation, Regulations, and Legislative Research o Information and Project Support

• Budgetary Component: Health, Safety, and Welfare o Child Protection o Human Services o Regulatory Affairs and Public Advocacy

• Budgetary Component: Labor, Business, and Corporations o Public Corporations and Governmental Services o Commercial, Fair Business, and Child Support o Labor and State Affairs o Labor Relations

• Budgetary Component: Resource Development and Infrastructure o Natural Resources o Oil and Gas o Environmental o Transportation

• Budgetary Component: Civil Defense Litigation o Torts o Workers’ Compensation o Corrections Litigation

• Budgetary Component: Special Litigation and Appeals o Opinions, Appeals, and Ethics o Tribal Liaison o Special Litigation o Consumer Protection Workgroup

Civil Division Personnel

As of this writing, the Civil Division is comprised of 289 staff, including 148 attorneys, 55 paralegals, 9 fiscal staff, 2 IT professionals, 53 administrative and legal support staff members, 1 chief consumer

10 Rev. 8/24 protection investigator, 3 consumer protection investigators, 1 labor relations manager, 4 labor relations analysts, 4 public advocate utility analysts, and 9 accounting and fiscal staff.

The Division includes a mix of full‑time, fully remote, and partially remote personnel, ensuring flexibility while maintaining operational effectiveness.

In addition, the Division supervises 10–25 interns during a 10‑week summer program, and 1–3 legal externs during the spring and fall semesters for periods of 3 to 4 months.

Funding for the Division

The Civil Division operates within a multifaceted funding structure supported by appropriations from the Alaska State Legislature. These include General Fund allocations, interagency receipts administered through Reimbursable Services Agreements (RSAs), and other specialized funding sources. Each professional section within the Civil Division maintains its own funding profile, which must be accurately reflected in the system to ensure proper resource alignment.

A core principle in calculating the Civil Division’s legal services rates is the allocation of allowable direct and indirect costs divided by billable hours. This methodology ensures rates that are equitable, transparent, and aligned with actual resource utilization.

The integrity of this model relies on rigorous timekeeping and precise allocation of case‑related fees and costs to individual matters. Misallocations—particularly involving RSAs—can lead to funding shortfalls, reporting inaccuracies, and reduced financial transparency.

RSAs define the scope of legal services provided to client agencies and establish the related budgetary provisions. Each matter is tied to a designated funding source, with financial data automatically populated across multiple reporting fields within the LMMS. Timekeepers record hours against designated matters, while cost data is extracted from the State’s Integrated Resource Information System (IRIS) and imported into a third‑party application. Within that application, fees and costs are validated against predefined criteria. Once validated, billing is executed, and the approved costs and statement information are posted to the current LMMS.

This data generates billing statements for each client agency and their associated funding streams and populates the LMMS to support accurate matter‑level financial tracking and reporting.

Given the diversity and complexity of funding sources and profiles, the Civil Division’s operational sustainability requires disciplined fiscal oversight, including:

• Accurate matters-to-funding alignment.

• Systematic validation of billing data.

• Timely pre-billing and billing cycles.

• Proper cost allocation.

• Full integration of professional- and section-level funding profiles in the system.

• Detailed reporting.

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Administrative Services Division (ASD)

The Administrative Services Division (ASD) of the Alaska Department of Law, located in Juneau and Anchorage, provides the administrative infrastructure that enables the Civil Division to deliver legal services to state agencies. ASD maintains the Civil Division’s operational integrity through centralized functions including timekeeping, billing, financial management, procurement, IT support, and contract administration.

Within ASD, the Timekeeping, Billing, and RSA Units manage the Civil Division’s monthly billing and reconciliation cycle for legal services and related case costs.

Core responsibilities include:

• Ensuring the fiscal accuracy of the Civil Division’s timekeeping system.

• Establishing RSAs with client agencies.

• Reconciling timekeeping discrepancies and generating monthly billing to client agencies.

• Uploading and validating monthly cost data from the State’s Integrated Resource Information

System (IRIS).

• Preparing detailed cost and fee billing statements and other fee and cost reports.

Current State

Since 2006, the Civil Division’s LMMS has operated as an on‑premises system distributed across three servers in three cities, with data replicated between them. This legacy environment has supported matter management and timekeeping needs for many years. To accommodate the Division’s diverse practice areas, the system has been heavily customized through tailored tabs, document templates, docketing events, complex reports, and other workarounds built to meet unique operational requirements. These features rely on a wide array of SQL stored procedures, triggers, and user‑defined functions that deliver targeted functionality aligned with complex workflows and automation requests.

Over time, however, the system’s limitations have become increasingly apparent. It no longer meets evolving operational needs or the State’s shift toward modern, secure, cloud‑based technologies.

Extensive manual data entry, limited validation, and the absence of true matter and task workflows have created inefficiencies and increased the risk of reporting inaccuracies. Most significantly, the lack of integration with the State’s accounting platform has made it difficult to synchronize case costs, financial data, and reconciliations, resulting in delays, data mismatches, and redundant manual processes.

Productivity is further hindered by limited interoperability with other State applications and a non‑intuitive interface that complicates navigation and information retrieval. Maintaining the multi‑server, replicated environment also requires technical expertise the Division does not have internally, meaning even small updates depend on outside support. Combined with the cost and administrative burden of legacy remote‑access infrastructure, the environment has become increasingly unsustainable

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Ideal State

The Civil Division envisions a secure, cloud‑based LMMS that modernizes current capabilities and delivers comprehensive, integrated functionality across matter management, contacts, Reimbursable Services Agreement (RSA) oversight, contract tracking, collection activities, timekeeping, pre‑billing, billing, and both professional and financial management operations.

The LMMS supports precise, auditable, and automated workflows for accurate time entry, reliable cost ingestion, and consistent monthly pre‑billing and billing cycles—enabling cost recovery, RSA stewardship, and clear financial reporting. It follows the full lifecycle of a legal matter—from initial consultation through litigation, appeals, and final resolution—while offering intuitive dashboards, intelligent workflow automation, and robust reporting.

To reduce friction in daily work, the LMMS operates seamlessly with familiar Microsoft Office 365 applications (Outlook, Word, Excel, OneNote, PowerPoint). Users can launch legal templates, draft documents, analyze data, and prepare presentations within the LMMS, minimizing context switching and maintaining consistency across platforms. Embedded tools streamline document workflows, improve collaboration, and accelerate service delivery.

Automation streamlines repetitive tasks, reduces manual entry, and improves data accuracy through validations. Task workflows include approval routing and role‑based access so only authorized users make changes. Security and accountability are reinforced through encryption, audit trails, and section‑level permissions.

Records governance is supported by configurable mechanisms for lawful deletion, disposition, and retention aligned with the State of Alaska, Department of Law, Civil Division Records Retention and Disposition Schedule (Attachment 4). Automated and manual deletion workflows preserve auditability of disposition actions and are future‑ready for updates to retention schedules without redevelopment or custom coding.

Granular access controls—based on user role, section membership, and legal practice area—uphold ethical walls, protect client confidentiality, and support compliance with legal and regulatory standards.

Access to sensitive information aligns with defined responsibilities and legal boundaries, reinforcing integrity, transparency, and professional responsibility.

The LMMS integrates with the State’s Integrated Resource Information System (IRIS) for accounting, financial, procurement, payroll, and HR functions, and with other critical systems, including the Alaska Court System’s TrueFiling platform (Attachment 5) and third‑party platforms such as Jotform and Adobe. These connections enable real‑time data exchange, reduce manual processes, and streamline

13 Rev. 8/24 ingestion of case‑related, financial, and intake data for accurate, matter‑level reporting. Consistent terminology throughout the LMMS promotes alignment, clarity, and efficiency.

A modern, user‑friendly interface provides customizable dashboards, simplified data entry, and powerful search and filter capabilities. Integrated validation and approval mechanisms support accurate monthly pre‑billing and final billing and reliable financial reporting. Accessibility is embedded from the outset, following WCAG 2.2 AA (or successor) standards with screen reader compatibility, keyboard navigation, and adjustable visual settings.

Secure external portals serve as interfaces for public submissions—such as Consumer Complaints and Alaska Public Records Act requests—and for document exchange with client agencies. Portals support multilingual access, role‑based permissions, and self‑service features that enable direct, traceable, policy‑aligned interactions. They also auto‑populate matter creation based on submission type and content, including custom tabs and metadata, to minimize manual entry, reduce intake errors, and accelerate case triage and assignment.

Full mobile responsiveness and offline functionality allow staff to securely access, update, and manage matters from any location, including low‑connectivity or field environments—supporting operational continuity and responsiveness.

With an emphasis on intuitive design, embedded guidance, and streamlined workflows, the LMMS reduces training burden on limited staff. By pairing modern technology with established operational practices, this future‑state LMMS empowers staff, enhances service delivery, and advances the Civil Division’s mission with greater efficiency, agility, and insight.

Goals

• Modernize Legal Technology Infrastructure Transition from a legacy, on‑premises system to a secure, cloud‑based LMMS that is sustainable, integrates with statewide systems, and can evolve with future legal, financial, operational, and technological needs.

• Boost Operational Efficiency and User Experience Use intelligent automation to streamline workflows, reduce manual entry, and improve data quality through validations and role‑aware workflows. Provide intuitive, role/section/practice‑based interfaces with seamless navigation across matters, contacts, documents, and timekeeping—supported by smart linking, personalized dashboards, predictive suggestions, and responsive design.

• Strengthen Data Security and Ethical Compliance

Apply granular access controls by role, section, and practice area with automated and

14 Rev. 8/24 user‑defined categorization (e.g., PII, PHI under HIPAA, CJIS) to uphold ethical walls, protect sensitive information, and support compliance.

• Advance Financial Accuracy and Workload Transparency Support accurate time and cost ingestion, comprehensive RSA and budget tracking, and reliable pre‑billing/billing cycles. Enable authorized adjustments, cost imports, and direct integration with source systems. Automate validations, reminders, and reconciliations, with real‑time visibility into billable/non‑billable work aligned to RSAs, appropriations, and contractual commitments. Provide drill‑down reporting and analytics for audit readiness, fiscal accountability, and data‑driven decisions.

• Enhance Litigation Support and Case Management Equip teams to manage complex litigation workflows (pleadings, discovery, motions, trial prep), track deadlines, appearances, and filings, and integrate calendaring, document management, and timekeeping for accurate billing, workload balance, and procedural compliance. Ensure litigation data is easily searchable and reportable for planning and performance evaluation.

• Support Advice‑Focused Professionals Provide a dedicated experience for advice matters, enabling efficient logging, categorization, and retrieval of prior legal advice. Use robust search and tagging to quickly surface relevant guidance, strengthening consistency, institutional memory, succession planning, and knowledge transfer.

• Enhance Reporting, Forecasting, and Decision‑Making Deliver dynamic, role‑based reporting with actionable insights on operations, workload distribution, section‑level and practice‑specific metrics, individual performance, and compliance trends. Include tools for financial projections and forecasting, plus customizable dashboards, scheduled reports, and real‑time analytics.

• Improve Financial and HR Transparency via IRIS Integration Integrate with the State’s Integrated Resource Information System (IRIS) for professional and real‑time financial data exchange, automated reconciliations, and matter‑level cost tracking.

• Increase Reliability and Automation in Pre‑Billing/Billing Streamline pre‑billing and billing with automated validations, reconciliations, and approvals to reduce manual steps and deliver prompt, accurate, transparent cycles.

• Strengthen RSA and Outside Contract Tracking Improve tracking and management of RSAs and outside contracts to ensure billable work aligns with funding sources, contractual obligations, and reporting requirements.

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• Expand Access and Usability Provide a modern, intuitive UI with accessibility features and mobile/offline functionality to support inclusive, responsive service delivery.

• Empower External Engagement and Streamline Intake Offer secure, self‑service external portals for public submissions, document exchange, and auto‑populated matter creation—reducing intake friction and improving responsiveness.

• Enable Efficient Search and Knowledge Retrieval Provide robust search to quickly locate prior legal advice, documentation, and key matter/contact data—supporting institutional knowledge retention, informed decisions, and effective succession planning beyond staff transitions.

• Minimize Training Burden and Maximize Adoption Emphasize embedded guidance, intuitive workflows, and low complexity to support rapid onboarding and reduce reliance on external support

16 Rev. 8/24

SECTION 3. SCOPE OF WORK & CONTRACT INFORMATION

SEC. 3.01 SCOPE OF WORK

This section outlines the system requirements that the Selected Offeror must meet for the Civil Division’s LMMS. To help Offerors understand the structure of the requirements, Section 3 describes the work the Selected Offeror must perform, while all specific functional, technical, and nonfunctional requirements are provided exclusively in Submittal Form A and must be completed by all Offerors.

From the outset, the LMMS must be designed to proactively address existing limitations and deficiencies, with built‑in flexibility to expand functionality over the life of the contract.

To ensure long‑term success, the Selected Offeror is responsible for delivering an LMMS in which all components function cohesively and sustainably. The Selected Offeror must deliver a fully operational LMMS that meets all requirements in Submittal Form A. The system must function cohesively and sustainably across all components and must match or exceed the capabilities of the legacy LMMS to ensure long‑term operational success.

In addition to initial delivery, the Selected Offeror must consistently provide and maintain all required services throughout the entire term of the agreement. The scope of services described in this section is intended to support the Civil Division’s ideal future state for the LMMS, as well as the goals and objectives defined in this document.

While this scope serves as a foundation for proposal development, Offerors are encouraged to propose additional services that further advance the Civil Division’s objectives. This flexibility allows Offerors to present innovative approaches that enhance the LMMS and strengthen long‑term program success.

To support effective planning and execution, the Civil Division anticipates that the project will begin after contract signing and will be completed within a 5‑year timeframe.

SEC. 3.02 REQUIREMENTS

To ensure the Civil Division selects an LMMS capable of meeting statewide, operational and financial needs, this RFP includes a comprehensive set of functional and technical requirements (Submittal Form A) that all Offerors must address. These requirements form a core component of the Civil Division’s evaluation process and will be use access each proposed system’s fit, configurability, and alignment with the Division’s long-term goals.

1) To demonstrate how their proposed system satisfied these requirements, each Offeror must complete the All-Requirements worksheet of Attachment 6, State of Alaska, Department of Law, Civil Division Functional and Technical Requirements Matrix,

2) Offerors must provide responses in all designated fields to ensure a complete evaluation of system capabilities, configuration needs, and overall suitability. Specifically, Offerors must

17 Rev. 8/24 complete the Offeror’s Response, Delivery Method, and Gap / Comments columns in the All- Requirements Matrix.

To ensure consistency across all submissions, Offerors must assign one of the following response values:

• Fully Meets

• Partially Meets

• Does Not Meet

• Future Roadmap

• Not applicable

In addition, Offerors must indicate how the requirement is met. Acceptable delivery method descriptions include:

• Standard Configuration

• Workflow/Rules

• Report/Dashboard

• Integration

• Custom Development

• Third-Party Component

• Process/Service

Following proposal submission, the Civil Division will evaluate responses using the Eval Score (0-5) fields. The matrix will automatically calculate each requirement’s Weighted Score, Max Score, and Fit Percentage.

All requirement designated as “Demo Priority = Required” in Submittal Form A must be fully demonstrated by the Selected Offeror during the presentation required under SEC. 4.10 MANDATORY

OFFEROR DEMONSTRATION.

If there is any conflict between this narrative and Submittal Form A the requirements matrix governs.

SEC. 3.03 TECHNICAL REQUIREMENTS

All technical requirements—including performance, security, scalability, accessibility, usability, integration, configuration, reporting, availability, auditing, and system administration expectations—are contained exclusively in Submittal Form A. Offerors must review and complete all applicable fields within Submittal Form A in accordance with the instructions provided in Sec. 3.02 and Section 4 of this

RFP.

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SEC. 3.04 CONTRACT TERM AND WORK SCHEDULE

It is the Civil Division’s expectation that the LMMS will be fully implemented within 5 years following contract approval by the Attorney General or by the Attorney General’s designee.

Unless otherwise provided in this RFP, the State and the successful Offeror/contractor agree: (1) that any extension of the contract excluding any exercised renewal options, will be considered as a month-to-month extension, and all other terms and conditions must remain in full force and effect and (2) the procurement officer will provide notice to the contractor of the intent to cancel such month-to-month extension at least 30 days before the desired date of cancellation. A month-to-month extension may only be executed by the procurement officer via a written contract amendment.

SEC. 3.05 DELIVERABLES

The Selected Offeror is required to develop a comprehensive implementation plan that clearly outlines timelines, milestones, phases, modules, assumptions, requirements, dependencies, and explanations for the Civil Division. The plan must also identify opportunities to leverage internal Civil Division resources to support a part of the implementation work, minimizing reliance on external support wherever feasible.

The final implementation plan must be submitted to the Civil Division no later than 90 calendar days after the contract’s approval.

Implementation Plan

(i) Scoping and Collaboration

The Selected Offeror must provide comprehensive support across all phases of the LMMS implementation, beginning with initial scoping and continuing through system development, data migration, testing, and post-implementation. This includes a collaborative planning phase with the Civil Division’s management and project leads at the outset, as well as sustained engagement throughout the project lifecycle. The Offeror will be expected to work closely with legal, technical, accounting/fiscal, and administrative sections to ensure alignment, continuity, and a smooth transition.

Throughout the development process, the Selected Offeror will partner with the Civil Division’s project leads to iteratively refine system requirements, gather feedback, and tailor functionalities to meet the operational needs of management and various practice areas. This collaboration will include the creation of prototypes, facilitation of testing cycles, and support for user validation to ensure the system meets both technical specifications and business objectives.

Acceptance Criteria:

The Scoping and Collaboration Deliverable will be accepted only when the Selected Offeror has:

• A complete initial scoping phase is conducted with project leads and management, and the resulting scope documentation is reviewed and approved by the Civil Division.

• A collaborative project plan is developed and maintained, reflecting agreed‑upon timelines, workflows, dependencies, and responsibilities.

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• The Selected Offeror consistently engages with legal, technical, fiscal, and administrative sections throughout the project, and participation is documented in project records.

• System requirements are iteratively refined in partnership with project leads, and requirement updates are documented, traceable, and approved prior to development.

• Prototypes or design previews are delivered as scheduled and incorporate Civil Division feedback before advancing to development.

• Testing cycles (unit, system, UAT) are planned, executed, and documented with issue logs, resolutions, and retest results.

• User validation confirms that delivered functionality meets documented technical specifications and operational requirements.

• Communication is timely, accurate, and consistent, with status updates provided at the frequency agreed upon by the Civil Division.

(ii) Proposed Project Plan and Timeline Overview

The Civil Division anticipates that implementation of the LMMS will require a comprehensive, multi-phase effort. The following illustrative timeline is provided to assist Offerors in developing their implementation strategy. Offerors may propose alternate sequencing, methodology, or resourcing approaches that achieve the required objectives within the five-year project period. Any such alternatives must be supported by demonstrated implementation experience and must ensure timely, cost-effective, and high-quality delivery.

Final timelines, milestones, and phase durations will be established during contract negotiations.

Adjustments will be based on the Selected Offeror’s proposed methodology; resource availability;

integration and data-migration requirements; and other operational considerations. The Civil Division recognizes that the scope of work—including configuration, workflow development, data migration, integrations, financial processes, testing, training, and statewide deployment—necessitates flexibility.

Phases may proceed concurrently or be reordered where appropriate, provided that project dependencies are maintained and risks are jointly managed.

Implementation will require coordination among multiple State entities, including the Administrative Services Division and the Office of Information Technology. The Selected Offeror will be responsible for working with these stakeholders to confirm resourcing, environment availability, security activities, legacy-system access, and integration readiness. This coordination is intended to ensure that the finalized timeline is realistic and aligned with statewide operational capacity.

Upon finalization of the implementation sequence, the Selected Offeror will collaborate with the Civil Division to refine scope, confirm phase-level deliverables, and maintain consensus regarding timeline assumptions. This process shall support accurate planning, proactive risk management, and consistent project communication.

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Illustrative Timeline:

• Project Initiation and Governance – 5 Weeks: Establish project charter, governance structures, stakeholder alignment, and risk/compliance planning; provision necessary State email accounts.

• Core System Configuration – 10 Weeks: Configure core LMMS functionality, including matters, contacts, collections, payment plans, calendaring, templates, custom tabs, and time-entry automation.

• System Architecture and Security Design – 9 Weeks: Define system architecture, access controls, audit trails, encryption, and retention requirements; develop documentation required for the State’s security plan.

• Section and Work Group Requirements – 20 Weeks: Conduct detailed requirements sessions across legal, fiscal, administrative, and management functions.

• Legacy Data Assessment – 5 Weeks: Evaluate legacy data; determine mapping, cleansing, and validation strategies.

• Phased Data Migration – 12 Weeks: Execute phased migrations; perform validation, reconciliation, and obtain user acceptance.

• IRIS Integration and Financial Processes – 65 Weeks: Assess billing and timekeeping structures; design IRIS integration or ingestion methodology; define validation rules; develop required billing and financial reporting.

• Document Template Development – 7 Weeks: Develop templates and integrate with Microsoft Word and Excel 365; implement version-control processes.

• Docket Event Design – 6 Weeks: Define event types, rules, deadlines, notifications, and Outlook 365 integration.

• Microsoft 365 Integration – 6 Weeks: Integrate LMMS with Outlook, Teams, Word, Excel, and OneDrive.

• Additional Integrations – 12 Weeks: Build APIs for court calendars, filings, and docket updates, including Alaska Court System and TrueFiling integrations.

• Custom Development and Automation – 12 Weeks: Implement custom functionality and automations supporting program areas.

• Reporting and Metrics – 12 Weeks: Develop standardized reports and metrics, including legislative, regulatory, workload, and program-specific outputs.

• Functional, Integration, and Security Testing – 7 Weeks: Conduct full testing cycles across workflows, templates, financial components, and compliance requirements.

• System Security Plan Completion – 2 Weeks: Finalize required security documentation.

• Training and Change Management – 10 Weeks: Deliver role-based training to approximately

300 users; establish helpdesk processes; support system adoption.

• User Acceptance Testing – 10 Weeks: Conduct scenario-based testing across all roles and sections.

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• Go-Live Preparation – 4 Weeks: Complete cutover readiness, communications, and contingency planning activities.

• Go-Live and Hypercare – 4 Weeks: Provide post-implementation support, issue resolution, and performance monitoring.

• Post-Implementation Review – 4 Weeks: Conduct lessons-learned assessment and develop enhancement roadmap.

• Audit Assistance – 4 Weeks: Provide support for audit-related activities as needed.

Acceptance Criteria

The Proposed Project Plan and Timeline Overview Deliverable will be accepted only when the Selected Offeror has:

• Include a comprehensive, detailed implementation timeline with phase descriptions, dependencies, staffing assignments, and milestone dates.

• Demonstrate the ability to complete the LMMS implementation within the five-year project window.

• Provide justification for any proposed alternative sequencing or phasing, demonstrating how objectives, capacity requirements, and dependencies will be satisfied.

• Reflect realistic resource planning and identify required participation from the Civil Division, Administrative Services Division, and the Office of Information Technology.

• Incorporate all required project components, including configuration, workflow development, data migration, integrations, testing, training, security activities, financial processes, and statewide deployment.

• Be finalized in collaboration with Civil Division leadership during contract negotiations.

• Be maintained and updated through standard project-management communication practices, including status reports, change-control requests, and governance meetings.

• Ensure that any modifications during implementation follow formal change-control procedures and receive written approval from the Civil Division.

(iii) Project, Governance, and Staffing

The Selected Offeror must establish a comprehensive project management and staffing structure that supports all phases of the LMMS implementation, including system development, data migration, testing, deployment, and ongoing operations. This structure must include a dedicated System Project Manager, an appropriately staffed project team, and coordinated collaboration with the Civil Division’s designated project lead and back‑up project lead.

To ensure clear governance and effective communication, the Selected Offeror will assign a System Project Manager who will serve as the primary liaison with the Civil Division. The Civil Division will

22 Rev. 8/24 identify both a project lead and a back‑up project lead, and these individuals will work closely with the System Project Manager to ensure alignment throughout planning, execution, and decision‑making.

The System Project Manager will provide overall leadership for the LMMS project, directing planning, scheduling, coordination across stakeholders, and management of project activities through each implementation phase. The System Project Manager will maintain comprehensive project documentation and coordinate communication to ensure the project progresses according to established goals and timelines.

In collaboration with Civil Division leadership and practice areas, the System Project Manager will guide the definition of workflows, configuration requirements, security structures, and system components. The Manager will oversee the development and validation of system configurations, workflows, and customizations, ensuring that all components meet functional and technical expectations and reflect the operational needs of the Civil Division.

The Selected Offeror will plan and implement knowledge‑transfer efforts to prepare Civil Division system administrators for long‑term system operations. These activities will include the development of supporting documentation, reference materials, and hands‑on training opportunities. The System Project Manager will also coordinate project communications with Civil Division leadership and participate in scheduled project management meetings.

The Selected Offeror will support all data‑related aspects of the LMMS implementation, including preparation, conversion, validation, and migration of legacy data. This support includes coordinating testing and pilot activities and ensuring system readiness for deployment. If the performance or responsiveness of the System Project Manager does not meet expectations, the Civil Division may request a replacement.

Beyond the System Project Manager, the Selected Offeror will furnish a qualified project team with expertise in system design, data migration, system architecture, application development, and public‑sector legal operations. This team will perform the work necessary to design, develop, enhance, and sustain the LMMS, provide technical support, and assist with issue resolution throughout the duration of the contract.

The Civil Division’s project lead and back‑up project lead will coordinate access to subject‑matter experts, oversee the provision of necessary system and data access, facilitate testing and training participation, review project deliverables, and engage in joint planning activities with the System Project Manager to ensure consistent alignment with Division needs.

Throughout the contract, the Selected Offeror must provide the resources required to support ongoing system growth, future enhancements, and performance optimization. Continued collaboration with Civil

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Division leadership and project leads will be essential to ensuring that the LMMS evolves in step with operational requirements.

Acceptance Criteria:

The Project, Governance, and Staffing Deliverable will be accepted only when the Selected Offeror has:

• A dedicated System Project Manager and qualified project team are assigned, vetted, and approved in writing by the Civil Division.

• All staffing assignments remain stable, and any proposed changes are submitted in advance with resumes and justification for Civil Division approval.

• The System Project Manager demonstrates expertise in project management, system development, workflow design, public‑sector legal operations, and data migration through documented qualifications or interviews.

• A project management plan—including timelines, milestones, communication structure, risk management, and change‑control procedures—is submitted and approved by the Civil Division.

• Required project management artifacts (risk logs, decision logs, change logs, schedules, status reports) are maintained, current, and accessible to the Civil Division.

• Monthly project summary reports and all required OMB‑related updates are delivered accurately and on schedule.

• Bi‑weekly project status meetings occur as scheduled, and meeting documentation (notes, action items, decisions) is delivered within agreed timeframes.

• Workflows, configurations, and system components are built, tested, and validated collaboratively, and receive formal written approval from Civil Division stakeholders.

• Knowledge‑transfer activities for system administrators are completed, documented, and validated by the Civil Division as adequate for operational readiness.

• End‑user and administrator support requests are resolved within agreed‑upon service levels and documented through support logs.

• No system changes, deliverables, or configurations are implemented without written approval from the Civil…