RFP IT-2026-01 ERP Software and Services.pdf

PROPOSAL DUE DATE: 11-12-26

BIDDING INQUIRIES:

Cliff Chroust, Purchasing Manager

Cchroust@burbankca.gov (818)238-5450

ENTERPRISE RESOURCE PLANNING (ERP)

SOFTWARE AND SERVICES

RFP NO. IT-2026-001

mailto:Cchroust@burbankca.gov

TABLE OF CONTENTS

1. INTRODUCTION

1.1 PURPOSE

1.2 CITY PROJECT VISION

1.3 ABOUT THE CITY

2. PROJECT SCOPE

2.1 OVERVIEW

2.2 SCOPE

2.3 FUNCTIONAL REQUIREMENT OVERVIEW

2.4 FUNCTIONAL REQUIREMENTS – FINANCE

2.5 FUNCTIONAL REQUIREMENTS – HR/PAYROLL

2.6 FUNCTIONAL REQUIREMENTS – BUDGET AND FINANCIAL PLANNING

2.7 FUNCTIONAL REQUIREMENTS – SYSTEMS, ADMINISTRATION, & INFORMATION

TECHNOLOGY

2.8 ORGANIZATION SCOPE

2.9 PROJECT TIMELINE

2.10 IMPLEMENTATION AND ONGOING SERVICE SCOPE

2.11 REQUIRED DELIVERABLES

2.12 INTERFACES

2.13 MIDDLEWARE

2.14 DATA CONVERSIONS AND WAREHOUSING

2.15 REPORTING

3. MINIMUM QUALIFICATIONS

3.1 FIVE YEARS ORGANIZATIONAL EXPERIENCE

3.2 PUBLIC-SECTOR ERP IMPLEMENTATION EXPERIENCE

3.3 CURRENT ACTIVE ERP IMPLEMENTATION EXPERIENCE

3.4 DATA CONVERSION AND INTEGRATION EXPERIENCE

3.5 PROJECT LEADERSHIP EXPERIENCE

3.6 THREE REFERENCES AND VERIFICATION

3.7 ELIGIBILITY TO CONTRACT

4. PROCUREMENT RULES AND PROCEDURES

4.1 CONDITIONS

4.2 THE CITY’S RIGHTS RESERVED

4.3 PROTEST PROCEDURE

4.4 RFP COMMUNICATIONS AND QUESTIONS

4.5 ADDENDA AND NOTICES

4.6 PRE-PROPOSAL CONFERENCE

4.7 PROCUREMENT SCHEDULE

4.8 EVALUATION PROCESS

4.9 EVALUATION CRITERIA

5. PROPOSAL SUBMISSION REQUIREMENTS

5.1 GENERAL PROPOSAL REQUIREMENTS

5.2 DEFINITIONS AND COMMON ACRONYMS

5.3 SINGLE POINT OF CONTACT (CONE OF SILENCE)

5.4 ACKNOWLEDGEMENT OF TERMS OF RFP

5.5 COMPLIANCE WITH LAWS AND REGULATIONS

5.6 TITLE VI SOLICITATION NOTICE

5.7 CONTRACT AWARD/PERFORMANCE TERM

5.8 PUBLIC RECORDS AND DISCLOSURE

5.9 INSURANCE

5.10 PROPOSAL SUBMISSION

5.11 OPENING OF PROPOSALS - CONFIDENTIALITY

5.12 ORGANIZATION OF PROPOSAL

5.13 SUBMISSION PACKAGE I – PRIMARY SUBMISSION

5.14 SUBMISSION PACKAGE II – PRICE PROPOSAL

5.15 SUBMISSION PACKAGE III – MINIMUM QUALIFICATIONS

6. LEGAL PROVISIONS

6.1 MINIMUM CONTRACT REQUIREMENTS

6.2 OFFEROR’S TEMPLATE CONTRACTS

6.3 LAWSUITS AND CLAIMS

7. ATTACHMENTS LIST

7.1 ATTACHMENT 1 – ACKNOWLEDGEMENT OF TERMS OF RFP

7.2 ATTACHMENT 2 – SOFTWARE BACKGROUND

7.3 ATTACHMENT 3 – PROFESSIONAL SERVICES BACKGROUND

7.4 ATTACHMENT 4 – REFERENCE FORM

7.5 ATTACHMENT 5 – ACCEPTANCE REQUIREMENTS

7.6 ATTACHMENT 6 – INTERFACES

7.7 ATTACHMENT 7 – REPORTING

7.8 ATTACHMENT 8 – DETAILED SOFTWARE PRODUCTS

7.9 ATTACHMENT 9 – SYSTEM-WIDE CAPABILITIES

7.10 ATTACHMENT 10 – SAAS CYBER VENDOR QUESTIONNAIRE

7.11 ATTACHMENT 11 – STAFFING LEVEL OF EFFORT

7.12 ATTACHMENT 12– PROJECT MANAGEMENT EXPECTATIONS

7.13 ATTACHMENT 13 – DELIVERABLE EXPECTATIONS

7.14 ATTACHMENT 14 – DATA CONVERSIONS

7.15 ATTACHMENT 15 – PROPOSED SERVICE LEVEL AGREEMENT

7.16 ATTACHMENT 16 – MANAGED SERVICES EXPECTATIONS

7.17 ATTACHMENT 17 – MINIMUM CONTRACT REQUIREMENTS

7.18 ATTACHMENT 18 – PRICE PROPOSAL SPREADSHEET

7.19 ATTACHMENT 19 – MINIMUM QUALIFICATIONS FORM

RFP# IT-2026-01

Enterprise Resource Planning (ERP)

Software and Services

1. INTRODUCTION

1.1 PURPOSE

The Government of the City of Burbank, CA (“City”) seeks proposals from qualified suppliers for an Enterprise Resource Planning (“ERP”) system (the “ERP System”) including any necessary services to implement and support the system (collectively, the “Solution”) for the City’s ERP Project (“Project”).

a) This Request for Proposals (“RFP”) is designed to provide qualified and interested suppliers with sufficient information to submit proposals. The term “Offeror” or “Vendor” refers to each person, entity, or combined team that submits or considers submitting a proposal in response to this RFP.

b) A COPY OF THE RFP MAY BE OBTAINED AT: PLANETBIDS. The website is located at: https://pbsystem.planetbids.com/portal/14210/portal-home

c) The City expects that this RFP will result in a contract(s) awarded to one or more Awarded Contractors whose proposals are determined to provide the best value for the City based on the evaluation criteria. The term “Awarded Contractor” or “Contractor” refers to any person or entity to which a contract is awarded from this

RFP.

d) Failure to carefully read and understand this RFP may cause the proposal to be out of compliance, rejected by the City, or legally obligate the Offeror to more than it may realize. Information obtained by the Offeror from any officer, agent or employee of the City shall not affect the risks or obligations assumed by the Offeror or relieve the Offeror from fulfilling any of the RFP conditions or any subsequent contract conditions.

e) Attempts by or on behalf of Offeror to contact or to influence any member of the City’s evaluation committee, or any other City officers, employees, agents, or representatives with regard to a proposal and/or the acceptance of a proposal outside of the processes listed in this RFP may lead to elimination of that Offeror from further consideration.

f) Only the format described in the RFP and the attachments included with this RFP will be accepted as compliant for the submitted proposal. Failure to completely fill out all required attachments may result in disqualification.

1.2 CITY PROJECT VISION

Through this RFP, the City of Burbank desires to purchase or otherwise acquire rights to use a modern, fully cloud-based, Software-as-a-Service (“SaaS”) Enterprise Resource Planning System to replace its current administrative systems, including Oracle EBS 12.2.10 (Finance, HR, Supply Chain). The proposed ERP System must provide an integrated, unified platform supporting Finance, Human Resources, Payroll, Procurement, Supply Chain, Asset Management, Budgeting & Planning reimplementation or replacement, and Enterprise Reporting & Business Intelligence, meeting the requirements identified in this RFP.

The City requires an ERP Solution designed on modern cloud architecture with a strong security model, configurable business workflows, built-in analytics, modular extensibility, and robust data https://pbsystem.planetbids.com/portal/14210/portal-home

Software and Services governance. The ERP Solution must eliminate reliance on custom code, reduce technical debt, improve security posture, and support future scalability.

The City recognizes the benefits of a Solution where Finance and HR/payroll are tightly integrated and is therefore seeking proposals where these functions are fully integrated. Other functional areas such as CRM, budgeting, recruiting and/or treasury, etc. can be either native to the ERP, or best of breed. In addition, the City requires proposals for professional services necessary to implement the system and train City staff on the new software.

1.3 ABOUT THE CITY

The City of Burbank is not one thing, one group, one reality, but rather a city that represents multitudes. It has many different and distinct populations everyday: those that work in Burbank;

those that live in Burbank; those that visit Burbank; those that come to Burbank for entertainment;

those that shop in Burbank; those that create content in Burbank streets and studios; those that travel through Burbank, and sometimes an individual is a member of more than one of these groups. Burbank has different demands from each of these groups and responsibilities to each and all of them. The City acts as a regional leader and hub for power, water, and transportation with Burbank Water and Power (“BWP”) and the aviation hub for multiple cities. This is a city with large demands and responsibilities.

The City is a media capital of the world, an aviation hub with a fantastic national airport, regional shopping vitality with a number of districts, and residential housing mix of multiple types and a diversity of population.

Burbank is a dynamic city that is bigger than its components based on the sum of its parts.

a) CURRENT CITY STATISTICS

City Statistical Summary Current Population 105,833 Budget (All Funds) 2026 $1 billion Full-Time Employees (FTE) 1,298 Part-Time/Temp Employees 255 Total Retirees 1,227 Fiscal Year July 1st – June 30th

b) CURRENT STATE DESCRIPTION – FINANCE The Finance team is a highly experienced group of public-sector professionals whose effectiveness is constrained by the workarounds required to operate within Burbank’s legacy ERP system. Outdated processes and systems consume significant staff time and limit the team’s ability to focus on higher value analytical and strategic work.

A modern ERP solution will streamline core financial and operational processes, reduce manual effort, and enable staff to redirect their expertise toward process improvement and innovation that benefit internal and external stakeholders. Current and future state process mapping confirms that a modern ERP platform provides a clear path to improved efficiency, service quality, and long term operational resilience.

Software and Services

Financial functions for the City include the central finance core functions of accounting, payroll, treasury, budget, accounts payable, expense management, accounts rec eivable, grants management, purchasing, sales tax and risk management. This includes support of financial functionality, reporting and analysis for all of the City’s service areas, as well as the financial aspects of multiple union agreements (MOUs) and the complicated reporting and functional partnership with the State of California for insurance, retirement, reporting, and compliance.

c) ANNUAL FINANCIAL TRANSACTIONAL VOLUME ESTIMATES

Annual Financial Transaction Volume Estimates Bank Accounts 18 Funds 40 Current Grants 49 Current Suppliers (active within last 3 years) 2,333 Invoices Processed 59,500 Supplier Payments 18,814 1099-MISC Issued 701 1099-NEC Issued 358 1099R Issued Issued by Mission

Square Customers Paid $60,854,281 Accounts Receivable Invoices Processed $62,694,489 Purchase Orders 2538 Manual Journal Entries 1,508 W-2s issued 1,859 941s issued (4 per Tax Entity) 4 945s issued 0

d) CURRENT STATE DESCRIPTION – HR/PAYROLL

The HR team is a seasoned group of public-sector professionals whose effectiveness is limited by the workarounds required to operate within Burbank’s legacy ERP system. Inefficient, outdated processes consume substantial staff time and constrain the team’s ability to focus on strategic HR and payroll initiatives.

A modern ERP solution will streamline core HR and payroll workflows, reduce manual effort, and allow staff to redirect their expertise toward process improvement and innovation that enhance service delivery for internal and external stakeholders.

Burbank currently uses NeoGov for recruitment, iVos for workers compensation, and has multiple interactions with CalPERS for medical insurance and retirement.

The work of current and future state process mapping shows a path to a better tomorrow through the utilization of a modern ERP solution.

Software and Services

e) HR TRANSACTIONAL VOLUME ESTIMATES:

HR Transactional Volume Estimates Average number of employees 1,550-1,650 Current number of retirees 40 Average number of retirees per year 42 Current number of dependents 1,540 Personnel Actions per year 1,785 Unemployment Claims per year 26 Employment Verifications per year 260 Benefit Qualified Life Event Changes per year

2,134* (*Please note: one Benefit Qualified Life Event Change could include multiple transactions (reporting) to various vendors).

Retirement Plans CalPERS Other Post Employment Plans Burbank Employees’ Retiree

Medical Trust (BERMT), Utility Retiree Medical Trust (URMT), Retiree Health Savings (RHS) Plans, Voluntary Employees’

Beneficiary Association (VEBA), Post Employment Health Plan (PEHP), 457 Plan, 401(a) Plan

Job Applications per year 28,901 Personnel Requisitions per year 453 New Hires per year 228 Terminations per year 387 Number of annual Citywide and Safety training classes and attendees

Total Number of Annual Citywide and Safety Training Classes: 102

Total Number of Annual Attendees:

5,775 (Note: One employee can participate in multiple trainings a year).

1095 Issued per year 1,424

Software and Services

2. PROJECT SCOPE

2.1 OVERVIEW

The City seeks to replace its existing administrative systems with a modern ERP System. The key objectives of this Project and multi-year contract supporting use of the ERP System include, but are not limited to, the following:

a. Deliver an integrated ERP Solution that aligns with the City’s strategic business needs.

b. Enable successful adoption through a comprehensive organizational change management (OCM) program, including communication, training, and stakeholder engagement.

c. Ensure compliance with applicable accessibility, privacy, data protection, and cybersecurity requirements.

d. Implement core financial, human resource, and other complimentary modules to meet the requirements defined in this RFP.

e. Migrate pertinent historical data in accordance with regulatory requirements for each class of data.

f. Enhance the granularity and completeness of the data exchanged across interfaces with connected systems to support robust business process execution, operational accuracy and future scalability.

e. Standardize business processes using leading practices, prioritizing system configuration over customization to promote sustainability and ease of future upgrades.

f. Enhance reporting, analytics, and internal controls to improve transparency, compliance, and decision support.

g. Define and achieve measurable outcomes and performance indicators.

h. Provide Go Live Support of the ERP System.

2.2 SCOPE

a) FUNCTIONAL SCOPE – The City expects the ERP System will provide functionality to satisfy City needs for the administrative functions listed in the table below.

Functional Scope Summary

Finance

• Chart of Accounts

• Burbank Water and Power

• Accounting / Project and Grant

Accounting

• Purchasing and Contracting

• Accounts Payable

• Accounts Receivable

• Treasury

• Capital Assets

• Financial Reporting

• Inventory

Human Resources/Payroll

• Position Management

• Personnel Management

• Learning Management

• Recruitment, Onboarding, and

Separation

• Performance Management /

Disciplinary Management

• Benefits Administration

• Compensation Management

• Absence Management

• Time Entry

• Payroll

• Payroll Tax Compliance

• Unions and Employment Groups

• Risk Management

Budgeting and Financial Planning

• Budget Planning and Preparation

• Capital Budget / Capital Improvement Planning

• Budget Amendment

• Budget Reporting

System, Administration, and Information Technology

• Operations/Infrastructure

• Security

• Integrations

• Data Migration

• End User & Device Support

• Reporting & Analytics

• Workflow

• System Administration

• All State and Federal reporting

• All State and Federal updates

• Incorporation of all MOUs and Union

Contracts

2.3 FUNCTIONAL REQUIREMENT OVERVIEW

See full requirements lists in Attachment 5 and Attachment 5 spreadsheet.

The overall Project scope is defined by the City’s Functional Requirements, which include goals, business process expectations, and detailed functional requirements.

a) GOALS - The activities undertaken in preparation for this RFP have culminated in several high-level goals the City wishes to achieve. Goals represent major outcomes or improvements the City desires to achieve as a result of using the system and improvements to policy, process, organizational structure, or improved efficiencies.

Software and Services

b) BUSINESS PROCESS EXPECTATIONS - The major functions the City will use the system for, represent the processes. Processes are defined by transactional processes, outputs, or overall groupings of system features the City will use to achieve its goals.

c) ACCEPTANCE REQUIREMENTS - Each process is further defined by acceptance requirements that will serve as a service to communicate expectations for the system and acceptance. The full requirements list for each process can be found in the Attachment 5 spreadsheet.

2.4 FUNCTIONAL REQUIREMENTS – FINANCE

a) Chart of Accounts - The City is looking to retain a standardized chart of accounts that is consistent across all tax entities supported by the ERP System. It is expected that the City’s future chart of accounts provide organization-wide classification of financial information. The City plans to evaluate and work on improving the existing chart of accounts with assistance from the Government Finance Officers Association (GFOA) prior to the beginning of implementation.

Project Goals

• Provide standard chart elements such as Fund, Department/Division, Program, Object (Asset, Liability, Fund Equity, Revenue or Expense)

• Automate object assignment to cost centers such that cost centers will automatically have the standard objects without manual creation

• Improve financial reporting for internal and external audiences

• Align and leverage the chart of accounts across the entire system

Related Process

• Chart of Accounts

b) Burbank Water and Power - The City is looking to fully merge the financial, HR, and Reporting functions of BWP into the City’s ERP system.

• Alignment of all process of BWP fully integrated into the City’s ERP system.

• All necessary legal requirements for accounting.

• Ability to capture holding costs for equipment while inventoried before put into service based on shared costs and use agreements with the other participating cities/governments

Related Process

• BWP

• ERP Interoperability

c) Accounting/Project and Grant Accounting - The City is looking forward to using the new system to help automate and streamline processes, eliminate use of shadow systems to track project/grant data, and leverage reporting tools that

Software and Services provide current, accurate, relevant data to managers and generally modernize the functions of General Accounting and all Project and Grant Accounting in the new City ERP system.

• Provide system produced reporting that is consistent with the GASB & GAAP reporting requirements to produce the Annual Comprehensive Financial Report (ACFR)

• Reduce the use of spreadsheets at department level to track capital projects, budget availability, actuals, grants, and other reporting needs

• Use the system for accurate and timely reporting on budget

• Provide a standard general ledger interface to record financial transactions from multiple point of sale systems

• Provide grant tracking, accounting and project management: pre-award through appropriation and post-award through closeout

• Intercompany billing methodology to end the City’s practice of writing checks to itself between departments

• Ability to define org units and personnel hierarchy separate from financial reporting based on the chart of accounts

• Automated encumbrance rollover process at the end of the year to roll open PO’s into the new year

Related Process

• Journal Entries

• Recurring Journal Entries

• Budget Monitoring

• Project Set-Up

• Project Budget

• Project/Grant Tracking

• Revenue (Grants)

• Grants Management

• Project/Grant Billing

• Project/Grant Reporting

d) Purchasing and Contracting - The City’s procurement and contracting functions have matured and the City requires a new system that supports automation to enforce the City’s purchasing policies, purchasing card-integration, and vendor accessibility tools. The City will use this Project as an opportunity to modernize purchasing thresholds that will require a more formal approach to purchase requisitions, purchase orders, RFPs/bids, contracts, and purchasing card usage and provide operational efficiencies from streamlined approvals and better coordination with accounts payable and budget functions. The City plans to continue to utilize PlanetBids for solicitations.

• Automate retainage management

• Reporting and Analytics that identify purchasing policy compliance, spend per supplier/department, AP aging etc.

Software and Services

• Automated Year End processing – PO Close, encumbrance rollover, PO Carry Forward, etc.

Related Process

• Supplier Registration

• Supplier Self Service

• Supplier Relationship Management

• Requisition

• Purchase Order

• Purchase Order Change

• Purchasing Card

• Competitive Solicitation

• Contract Management

e) Accounts Payable – The City understands the importance of having an integrated purchasing and accounts payable with automated workflows that support centralized invoicing and the City’s purchasing policy. The City will enhance and improve current processes of electronic payments, modern security and internal controls, Employee Expense Management, and AP Automation.

• Increase percentage of payments made electronically

• Reduce average time to process invoices and accounts payable transactions

• Continue and improve Automation of accounts payable (invoice processing) process

• Continue and improve Employee Expense Management (Travel, General Reimbursement, P-cards)

• Leverage vendor payment terms

Related Process

• Invoice Approval

• Receiving and Matching

• Retainage

• Employee Expense Reimbursement

• Recurring Payments

• Refunds, Rebates

• Payment Process

• End of Year Process (1099)

f) Accounts Receivable - Having an integrated system that all departments can use to manage customers and cash receipts functions will allow the City to take an enterprise approach to accounts receivable. Departments will standardize processes via the ERP System for miscellaneous billing, aging, cash receipts, and reporting.

• Implement accounts receivable system that provides accurate reporting

Software and Services

• The City will have one customer file for all customers including systems with miscellaneous customer billing.

• Issue electronic invoices

• Standardize processes miscellaneous billing, aging, cash receipts, and reporting

• Develop interface to automate exchange of information from third-party billing systems

• Provide debt management, debt capacity modeling, forecasting, budgeting

• Provide the ability to enter amortization schedules and budget for current and future debt

Related Process

• Miscellaneous Billing

• Integration Billing

• Recurring Billing

• Aging

• Collections

• Point of Sale

• Customer Management

g) Treasury - The ERP System will be used to track and report on cash, banking and investments managed by the City’s treasury function.

• Provide Cash/ACH management to strengthen data security, protecting against data breaches

• Reduce the use of spreadsheets and provide systematic functions within bank reconciliation, Bloomberg data integration

• Provide forecasting of liquidity needs, cash balances, existing and future loan need, from multiple banks

Related Process

• Cash Management/ACH Management

• Debt Management

• Back Office Payment Receipt

• Bank Reconciliations

h) Capital Assets - Capital asset functions are managed together between the finance department and departments that control the assets. The City has implemented multiple asset management systems for work order and infrastructure asset management, vehicle asset management as well as Utilities asset management. There is a need within an ERP System for tracking and reporting on assets across the entire City. With all assets, the City would need a system to identify assets (and non-capital assets), track basic information, and perform necessary financial reporting, including accounting requirements for leases (GASB 87).

Software and Services

• Track all assets in one system

• Automated asset capitalization to ensure that upon project completion, the software automatically triggers a transfer of costs from Construction-in- Progress (CIP) accounts to fixed assets.

• Provide functionality for departments to track both capitalized and non-capitalized assets.

• Interface with key asset management systems to assist with coordination of city-wide asset list and cost updates of assets.

• Utilize system to process and update asset changes (location, transfer, etc.)

Related Process

• Asset Acquisition

• Project Capitalization

• Depreciation

• Physical Asset Inventory

• Work Orders

• Transfer, Disposal, and Retirement

• Non-Capitalized Asset Tracking

• Asset Enhancement

i) Financial Reporting – Ability to do real time, on demand reporting and standardized reports. Also ability to do state and federal reporting with more standardization.

• Produce static, ad-hoc reporting, analytics and dashboards at various levels of the organization and chart of accounts

• Integrated Reporting & Analytics: Establish a single source of truth across the organization to replace manual data assembly with automated, cross-functional reporting that supports timely, data-driven decisions.

• Financial Reporting

j) Inventory – Ability to integrate and perform costing of inventory across the City and all Enterprise departments.

• Produce transparent availability and costing

• Integrated reporting

• Inventory Management

2.5 FUNCTIONAL REQUIREMENTS – HR/PAYROLL

a) Position Management – The current system environment is comprised of heavy manual data entry, where reporting, auditing, and tracking positions is highly

Software and Services cumbersome. An external drive serves as the primary repository for shared documents, with Excel spreadsheets regularly used to track and manage position updates.

• Track all positions natively throughout the organization and establish a dynamic, true operational hierarchy that reflects reality, business units, and personnel reporting lines without manual record duplication.

• Simplify position control tracking to eliminate time-consuming administrative maintenance by establishing an integrated, system-driven repository for position change requests (such as regrades or repurposes), eliminating the need to save backups.

• Support complete, system-enforced future-dated changes across all position data, allowing users to enter upcoming actions—such as future end-dating or closing a position upon an employee's separation date—to automatically execute in the system and eliminate manual reminder logs or trackers.

• Provide robust, system-driven reporting and auditing tools that automatically handle position changes, manager changes, and common data entry errors.

• Capture and track full labor distribution data for vacant positions to ensure accurate financial and workforce planning.

• Integrate seamlessly with the organization’s budgeting tool to facilitate automated, bi-directional data updates, entirely eliminating manual data reentry and ensuring both systems remain continuously reconciled.

• Create a centralized, searchable repository for creating, storing, and maintaining the organization’s official job descriptions and classification specifications, supporting clear history tracking and multi-user collaboration tools to update descriptions as roles evolve.

Related Process

• Position Structure

• Position Control

b) Personnel Management - The current system is comprised of fragmented processes across different employee classifications, lacks electronic workflows for routine updates, and requires the data management team to manually engage in multiple ways relative to the existing ERP. There are paper forms that need to be converted and captured in the new ERP Solution. The Learning Management System is also a multiple system solution with multiple manual processes.

Finally, there are multiple leave factors and status that need to be captured in the next City ERP System.

• Minimize manual data entry and drastically reduce the average time required to process employment transactions by standardizing and automating personnel workflows across all classifications and entities.

Software and Services

• Support robust tracking for complex staffing models, including employees with multiple concurrent positions, funding streams, and job-sharing arrangements.

• Automate accrual calculations natively based on job specifics, FTE, and business rules to eliminate manual entry by the data management team

• Provide an intuitive self-service workspace that enables managers to view team data, monitor real-time dashboards, and initiate personnel transactions directly via dynamic, conditional approval paths.

• Embed automated validation rules and business logic to flag policy exceptions or structural errors at the point of data entry, drastically reducing auditing workloads and ensuring total data integrity before requests route to

HR.

• Deliver a secure, restricted workspace for HR to document, track, and manage employee relations cases, grievances, performance improvement plans (PIPs), and investigative notes.

• Deliver an intuitive ERP solution that minimizes manual data entry and complex administrative maintenance. The system must offer the flexibility and role-based configuration to support either a centralized or a distributed service model. This agility will allow the City the option to securely decentralize routine personnel data entry, benefits enrollment, and recruitment workflows to departments over time, while keeping core compliance, reporting, and auditing functions centralized.

• Establish a unified, identity-centric ERP solution architecture that creates a single, lifelong 'Person Object' (also referred to as a universal person record, master individual record, or party record) with an immutable unique identifier for all constituent types, serving as the definitive Authoritative Source of Truth to track complex multi-role relationships, granular lifecycle statuses, and context-specific assignments that trigger cross-departmental administrative workflows.

• Deliver an accessible, mobile-responsive, and inclusive learning experience that supports recognized accessibility standards and allows field employees to easily complete training on any device.

• Offer an intuitive, visually appealing course catalog that simplifies self-enrollment and tracks registrations across diverse learning formats, including e-learning, virtual classrooms, and in-person events.

• Establish a robust competency and career pathing framework that maps core skills directly to job classifications, allowing employees to visually chart internal advancement pathways and bridge skill gaps.

• Automate mandatory compliance training administration by dynamically assigning learning paths based on role, department, or classification, backed by proactive reminders to prevent compliance lapses.

• Empower managers and training coordinators with intuitive self-service tools to upload content, monitor team compliance gaps, assign department-specific learning, and manage policy acknowledgments without HR intervention.

• Provide centralized credential and certification lifecycle management to systematically track external licenses, professional credentials, and renewal workflows in a single employee learning record.

• Furnish robust learning analytics and audit-ready reporting that tracks real-time completion rates, training hours, and compliance metrics across individuals, departments, and job classes.

• Employee Records

Software and Services

• Employee Seniority

• Certification

• Learning Management

• Personnel Actions

• Succession Planning

• FMLA/CFRA/PDL/PPL

• STD/LTD

• Course Listing

• Registration

• Attendance

• Tracking

• Certification and Training Notifications

c) Recruiting, On boarding, and Separation - The current system environment is comprised of manual and fragmented workflows. The City currently utilizes NeoGov for the candidate selection and management process. There is a gap with interface into the ERP system which leads to a challenge on the full timing for on-boarding. Managing or updating documents is now in between paper and electronic. A system administrator manually enters through a Personal Action Form (PAF) for many transactions across the life of an employees career in Burbank. While the NeoGov system currently provides good customer service there is a lack of integration with the ERP that gaps the new employee experience. There is also an off-boarding process that needs to be addressed as we look at the full lifecycle of an employee in the system.

• Provide a cohesive requisition management system with an easy portal for hiring managers to independently submit and track personnel requisitions through a single platform, ensuring approvers have a comprehensive, transparent view of the job and position details throughout the workflow cycle.

• Carry forward the ADA-hiring status to the full employment post offer without manual copy-pasting or formatting adjustments.

• Secure a unified hire-to-onboarding pipeline that establishes an unbroken workflow from the initial personnel requisition request through posting, offer management, and onboarding to eliminate historical gaps between systems while natively triggering employee benefits enrollment upon hire.

• Facilitate guided onboarding journeys that escort new hires and managers through a modern, visually appealing experience utilizing clear, sequential digital checklists, self-service portals, and single-point submission dashboards for hiring managers to complete all pre-hire and day-one obligations.

• Support extended new-hire acclimation process including in person and self-paced learning portal that delivers targeted, just-in-time information to new hires as they comfortably adjust to their roles.

• Offer real-time tracking and secure integrations to enable onboarding managers to monitor new employees as they complete their steps, while maintaining core connections to background check providers or job boards and delivering embedded e-signature capabilities.

Software and Services

• Applicant Tracking

• Candidate Selection

• New Hire

• Separation

d) Performance Management and Discipline Management – The current system offers basic goal and rating functionality, supports manager input, and allows reviews to be rolled back to employees, the administrative execution is highly time-consuming. Part of the challenge is a calendar based on the starting date of the employee which becomes a rolling annualize process for the department, manager, and the City. There is also a lack of systemized notifications and “ticklers” to remind employees and managers to complete their parts of the process. These uneven and often late performance reviews have payroll and promotion implications that can result in retro payment components and performance conversations. Looking ahead, the organization may desire to change its evaluation format, meaning the future solution must easily adapt to evolving performance philosophies.

• Streamline and simplify the review launch process, minimizing screen navigation and manual field updates to reduce administrative overhead and eliminate data entry errors.

• Support distinct, configurable evaluation workflows tailored to different employee populations, including initial/introductory periods, hourly roles, MOUs, and semi-annual cycles.

• Maintain and improve collaborative review capabilities, including automated email notifications, flexible rating scales, goal tracking, multi-manager input, and seamless step-rollback functionality.

• Deliver modern, real-time completion dashboards that allow HR and leadership to easily configure, track, and analyze performance metrics, goal setting, check-in frequency, and review completion rates.

• Provide integrated calibration tools that empower HR and leadership to compare ratings across teams and departments to ensure consistency and equity in how performance is assessed.

• Provide an integrated discipline management tracking mechanism that links corrective actions or performance improvement plans (PIPs) directly to employee records with appropriate security controls.

• Connect performance milestones to compensation workflows to automatically trigger or inform actions for pay increases related to step moves, training advancements, or the successful completion of new hire probationary periods.

• Establish a centralized case intake and logging engine that automatically generates unique case numbers from multiple sources—including direct HR entry, online forms, ethics hotlines, and manager referrals—alongside an anonymous intake process.

• Provide structured complaint categorization to classify cases by type (emergency, health, policy violations, etc.) and by protected class where relevant for legally defensible reporting.

Software and Services

• Maintain an unalterable chronological case timeline to secure a complete, time-stamped legal record of every investigation step, action taken, and outcome.

• Deliver secure document and outcome tracking to link case-related files (interview notes, statements, PIPs, letters) to the record, documenting final findings (substantiated, unsubstantiated, inconclusive) and follow-ups.

• Enforce strict, role-based access controls to ensure data isolation (e.g., HRBPs view their service area, investigators view assigned cases, department directors are restricted) while providing anonymization options for reports shared outside of HR.

Related Process

• Performance Evaluations

• Employee Relations

e) Benefit Administration - The City administers a comprehensive benefits program across multiple employee groups, and primarily with the State of California through CalPERS, with varying eligibility rules, employer contributions, payroll deductions, and vendor integrations. Benefits administration currently requires significant manual processing across HR, Payroll, Benefits, vendors, and employee self-service due to multiple data entry points, disconnected systems, and limited automation. The ERP Solution should provide a single system of record that automates eligibility, enrollment, payroll deductions, vendor communications (incoming and outgoing files), qualified life event processing, compliance, and reporting while providing a seamless employee experience through an employee self-service portal and reducing manual administrative effort.

• Establish a single source of truth by centralizing all data for employee benefits, payroll deductions, eligibility history, and life events into a single, secure architecture supporting future-dated transactions and native document management.

• Coordinate benefit administration throughout the employee leave lifecycle, including benefit continuation, premium collection, benefit reinstatement, payroll integration, and coordination with Leave Management.

• Maximize administrative automation by replacing manual HR intervention Personnel Action Form (PAF) with a robust, configurable rules engine that automatically determines eligibility, pre-populates benefit offerings based on complex employee attributes, and triggers targeted lifecycle alerts.

• Deliver an intuitive, decision-supported employee experience by providing a modern, mobile-friendly Employee Self-Service (ESS) portal featuring digital document uploads and advanced decision-support tools like "What-If" modeling and paycheck estimators to guide enrollment.

• Achieve seamless, bi-directional system integration to eliminate duplicate data entry by ensuring benefit elections and updates flow flawlessly across Core HR, Payroll, Time, Leave Management, and external third-party vendors.

• Automate advanced payroll and financial processing by supporting complex, automated payroll calculations including retroactive adjustments, Software and Services arrears tracking, premium changes, and specialized Leave of Absence (LOA) financial management.

• Enforce proactive compliance and risk mitigation to protect the organization through automated ACA tracking, native vendor file discrepancy resolution, and real-time pre-payroll auditing to catch eligibility or contribution limit errors before payroll is finalized.

• Empower data-driven decisions and dynamic administration by providing administrators with self-service, "no-code" tools to reconfigure workflows and forms without vendor development, backed by robust dashboards for cost forecasting, compliance, and plan utilization.

Related Process

• Self Service

• Benefit Eligibility

• Benefit Set Up

• Benefit Plan Administration

• Benefit Deductions

f) Compensation Management – The City's current compensation environment is supported by an older ERP system which serves as the system of record for foundational job classifications, pay grades, and salary ranges. There are also a few outside the system manual processes that are required to manage job descriptions, classification specifications, merit planning, salary administration, market pricing, and pay equity analysis. Because these systems are part manual and not integrated, compensation data must be manually synchronized throughout the year and manually transferred into the ERP system. This approach creates significant administrative effort, increases the risk of data discrepancies, and frequently requires manual corrections when employee or position changes are not consistently reflected across systems. The current environment also limits reporting capabilities, ability to do analysis, reduces operational efficiency, and constrains the City's ability to manage compensation through a single, authoritative source of data.

• Establish a single source of truth for job architecture, including job descriptions, classification specifications, career levels, pay grades, salary ranges, position information, and compensation rules.

• Eliminate manual processes and disconnected systems by enabling real-time integration between compensation, payroll, positions, budgeting, and employee records.

• Support configurable, end-to-end compensation workflows that allow HR to administer merit, promotional, market, equity, and supplemental pay programs without relying on custom development.

• Provide robust reporting, dashboards, and analytics that support strategic decision-making, including pay equity, market competitiveness, workforce planning, and fiscal forecasting.

• Increase transparency and self-service for both managers and employees through intuitive access to compensation information, career architecture, Total Compensation Statements, and related policies.

Software and Services

• Provide a highly configurable platform that allows HR to evolve compensation structures, business rules, workflows, and career architecture over time without vendor customization.

Related Process

• Salary Administration

• Premium / Special Pays

• Garnishment

g) Absence Management – The City provides comprehensive leave administration for protected and disability-related leaves through a combination of manual processes, third-party administrators, and limited system automation. The City provides earned leave banks (Vacation, Sick, Award, Holiday, Compensatory Time), and Benefits Leave Management which focuses on qualifying life events, regulatory compliance, eligibility determination, job protection, income replacement, and coordination of multiple concurrent leave programs.

The City administers Family and Medical Leave (FMLA), California Family Rights Act (CFRA), Paid Disability Leave(PDL), Paide Pregnancy Leave (PPL), American Disability Act (ADA), Short-Term Disability (STD), Long-Term Disability (LTD), Military Leave, Caregiver Leave, and other protected leave programs while coordinating with internal teams and third-party administrators and ensuring accurate payroll processing. These processes are highly manual today and require significant case management, reconciliation, and communication between Benefits, Payroll, HR, managers, employees, and third-party vendors.

The City's leave programs include concurrent administration of all these leaves. Year-end rollover processes are both systematically and manually managed.

• Systematically manage multiple leave banks and Paid Time Off pay types with variation for employee groups (Fire, Police, multiple MOUs, full time, hourly, etc.)

• Automate leave front loaded balances upon hire or job change without impacting the standard pay period accrual.

• Automate eligibility determination for leaves such as FMLA, CFRA, PDL, PPL, ADA, STD, LTD, etc.

• Automate and pre-populate timecards based on life events and leave schedule in accordance with City Policy, and allow multiple leave types to process or run concurrently. For example, FMLA and STD run at the same time.

• Integrate with the City’s Third-Party Administrators (TPAs).

• Systematically manage and automate year end rollover processes.

• Establish a single source of truth for leave data by centralizing effective-dated employee statuses, tracking histories, and comprehensive audit trails across Core HR, Payroll, and Benefits.

• Isolate leave tracking from standard timekeeping to ensure earned leave accruals remain structurally separate from active benefit-related absences.

• Enforce secure, role-based workforce visibility by providing managers and HR with operational leave schedules and return timelines while strictly safeguarding confidential medical information.

Software and Services

• Standardize cross-department workflows that seamlessly adapt to unique public sector labor rules, including specific provisions for Police, Fire, Full- Time, and Hourly groups

• Automate compliance and entitlement tracking to systematically calculate complex statutory rules, concurrent leave types, and multi-tiered pay transitions without manual HR intervention.

• Centralize medical case management by securely housing electronic certifications, doctor-defined restrictions, and unalterable audit records in a dedicated repository.

• Streamline intermittent and reduced-schedule absences through automated timecard integrations that dynamically deduct exact hours from remaining entitlement balances.

• Achieve seamless external data synchronization by establishing robust, bi-directional interfaces to sync real-time claim updates and statuses directly with TPAs.

• Facilitate structured return-to-work processing using automated lifecycle workflows that guide employees from initial restrictions through transitional duty and final case closure.

Related Process

• Leave Accrual

• Leave Balance

• Leave Payout

h) Time Entry – The City will use the Solution and related time entry devices to collect time entry information from employees across all departments and consolidate most time entry (potentially excluding Police and Fire) and scheduling systems to a single system. The City expects the Solution will allow employees to track time worked efficiently and accurately based on complex City business rules and departmental processes.

• Record time spent working on grants and projects.

• Comply with all overtime (FLSA) reporting requirements, State of California, MOUs, OBBB, and City included overtime rules.

• Deploy tools for departments to manage scheduling and workforce tasks.

• Standardize time entry functions to a single system, with functional support of variable and standard workforces.

• Standardize shift scheduling and bidding functions to a single system, with functional support of variable and standard workforces.

• Provide system calculated overtime on the timesheet – standard and weighted average scenarios, with ability to select compensatory time categories in lieu of overtime.

• Provide robust auditing, such as missing hours, excessive hours such that employees and managers are alerted and must fix discrepancies before the time is approved.

Related Process

• Scheduling

• Leave Request

• Time Entry

• Time Approval

Software and Services

• Time Validation

i) Payroll – The City processes full cycle payroll with multiple aspects of the bi-weekly process manually executed. The highly manualized payroll process requires precise procedures executed by the department, a tightly sequenced process internal and external to payroll, and multiple check points to do quality assurance. These procedures require multiple lock downs of the system and precise sequencing of process. This is both cumbersome and stressful for all parties involved. Payroll processing is integrated with all aspects of human capital management for employee data, employee rates, jobs, benefits, accruals, and deductions. The City expects the new Solution to contain modern payroll processing that realigns accountability to employees and managers, eliminates redundant work, automates auditing, with full cycle biweekly payroll processing, monthly payroll processing, quarterly and annual tax form preparation.

• Provide employee self-service and access via secure, mobile accessible portals.

• Utilize the system for improved leave management and reporting.

• Provide support for multiple Pay scenarios - shift, on-call, standby, overlap, supplemental pay, etc., with and without percentage differentials.

• Provide deductions (pre-tax, post-tax), benefits, accruals, pay types configuration and functionality to support multiple pay schedules (monthly, bi-weekly, etc.), with integrated HR Benefits, employee data.

• Provide system functionality for Garnishments, Tax Levies, Support orders, Dues, etc., resulting in employee deductions, NACHA files and automatic reporting/forms as required by garnishers.

• Provide systematic variance analysis to identify pay discrepancies real-time.

Related Process

• Payroll Processing

• Payroll Self Service

• Retro Pay

• CalPERS Pension Reporting

• Garnishments

• Payroll Tax Compliance

• Payroll Integration, Reporting and Analytics

j) Payroll Tax Compliance – The system will automate and integrate any required payroll tax compliance responsibilities for both the State and the federal government.

• Provide OBBBA (One Big Beautiful Bill Act) Overtime calculation, pay period display/tracking and annual consolidation on W-2 reporting.

• Automated generation of tax documents including W-2, W-2C, 1099R, and all required California State Reporting.

Software and Services

• Provide automated biweekly, monthly tax payment calculations for federal and state(s).

• Provide Garnishment compliance.

Related Process

• End of Year Process

• Payroll Taxation

• Garnishments

k) Unions and Employment Groups – Burbank has a number of negotiated agreements with Unions and Employment Groups that take the form of MOUs.

The conditions and standards in these MOUs must be translated into the ERP System and have the ability to evolve and integrate when changed in the future.

• Provide system wide batched changes when MOUs are renegotiated.

• Support the multiple rules and benefits associated with each of the MOUs, Unions, and Employment Groups.

• MOUs, Employee Benefits, and Compensation Resolutions

l) Risk Management – The City has a number of areas of Risk Management that are managed through multiple systems and manual processes.