Administrative Software and

Implementation Services

Administrative Software and Implementation Services RFP #END032598 March 25, 1998 Table of Contents
I.	Overview of This Request for Proposal . . . . . . . . . . . . . . . . .	6
II.	Background Discussion and Goals of the University . . . . . . . . . . A. University Background B. Relationship Vision C. Strategic Directions for Administrative Services	8
III.	Scope of Goods and Services . . . . . . . . . . . . . . . . . . . . . . A. Software B. Implementation Services C. Educational and Training Services	13
IV.	Evaluation of Proposals . . . . . . . . . . . . . . . . . . . . . . . . . A. Mandatory Contractual Provisions B. Basis of Selection	17
V.	Contents of the Proposal . . . . . . . . . . . . . . . . . . . . . . . . . Cover Letter and Signature Page Response to Mandatory Contractual Provisions Response to Relationship Requirements Response to Software Requirements Response to Implementation Services Requirements Response to Educational and Training Requirements Response to Technical Requirements Response to Preferred Contractual Provisions Pricing Proposal Financial Statements Customer Lists and References Additional Technical Documentation Site Visits Contract Administrator	19
VI.	Information about This RFP . . . . . . . . . . . . . . . . . . . . . . . A. Procurement Schedule B. Issuance of RFP and Questions C. Pre-Preproposal Conference D. Proposal Deadline and Number of Copies E. Communications between the University and Proposing Firms Regarding This Request for Proposal, the Firms' Proposals and this Procurement Transaction 1. Informal Communications 2. Formal Communications 3. Failure to Adhere to Communication Provisions F. Formation of the Agreement with the Selected Firm 1. Contractual Provisions Deemed Included In the Proposal 2. Mandatory Contractual Provisions 3. Preferred Contractual Provisions 4. Virginia Freedom of Information Act G. Rejection of Proposals	24
	Attachment 1 - Mandatory Contractual Provisions . . . . . . . . . . . A. Nondiscrimination B. Conflict of Interests C. Assignment D. Amendments E. Notices F. Independent Contractor G. Worker's Compensation and Employer's Liability H. Drug-Free Workplace	29
	Attachment 2 - Relationship Requirements . . . . . . . . . . . . . . . A. Relationship Vision B. General Information C. Software Firm Information D. Implementation Firm Information	31
	Attachment 3 - Strategic Direction Statements . . . . . . . . . . . . .	35
	Attachment 4 - Software Requirements . . . . . . . . . . . . . . . . . Administrative Applications Reporting Tools Application Development Tools Other Tools and Technologies	36

	Attachment 5 - Implementation Services Requirements . . . . . . . . Project Management Process Reengineering Chart of Accounts Redesign Organizational Restructuring Application Implementation Infrastructure Development IT Organizational Strategy Outsourcing of Legacy System Maintenance Data Warehouse Design and Implementation Electronic Forms and Automated Workflow Design and Implementation Change Management/Facilitation	40
	Attachment 6 - Educational and Training Services Requirements . .	48
	Attachment 7 - Technical Requirements . . . . . . . . . . . . . . . . . A. General Information B. Software Firm Information C. Implementation Firm Information	50
	Attachment 8 - Preferred Contractual Provisions . . . . . . . . . . . . A. General Contractual Provisions 1. Goods and Services 2. Term of Agreement 3. Contract Administrator 4. Waiver 5. Indemnification 6. Governing Law 7. Termination for Cause 8. Termination for Convenience 9. Non-Appropriation 10. Right of Audit 11. Contractual Claims 12. Insurance 13. Use of Agreement by Third Parties 14. The University's Authorized Representatives 15. Purchasing Manual 16. Copyrights 17. Solicitation of Employees 18. Right to Select Personnel 19. Right to Remove Project Personnel 20. Right to Execute Confidentiality Agreement 21. Current or Pending Litigation 22. Training Material 23. Third Party Liabilities B. Provisions Applicable Only To the Software Firm 1. Software Price and Payment 2. Software License 3. Software Warranty and Maintenance 4. Software Documentation 5. Year 2000 Compliant	53
	Attachment 9 - Price Proposal . . . . . . . . . . . . . . . . . . . . . . A. Software Firm Price Proposal Application and Tool License Fees Maintenance and Technical Support Fees Software Firms Educational and Training Product Costs Price for Software Documentation B. Implementation Firm Price Proposal High-level Implementation Planning Price Average Daily Price for Implementation Services Implementation Firms Educational and Training Services Price	59
	Attachment 10 - Procedure for Resolution of Contractual Claims . .	67
	Attachment 11 - Technical Environment . . . . . . . . . . . . . . . .	69
	Attachment 12 - Definition of Integrated System . . . . . . . . . . .	71
	Attachment 13 - Glossary of Terms . . . . . . . . . . . . . . . . . . .	74

I. Overview of this Request for Proposal

The Rector and Visitors of the University of Virginia (University), a Virginia public corporation and agency of the Commonwealth, seek experienced firms to provide integrated administrative systems software (financial, human resource, and student), assist the University with system implementation, and reengineer University business processes if deemed necessary by the University. With this combined software and implementation services Request for Proposal (RFP), the University is seeking:  

1. Software proposals from integrated administrative software firms,
2. Implementation services proposals from consulting firms, and
3. Proposals for both software and implementation services from firms who offer both or want to team with another firm to submit a joint proposal.

As noted in "c" above, the University is interested in receiving joint proposals from software and implementation firms who believe that together they are able to offer an exceptionally good solution to University needs. Such proposals must clearly detail the benefits to the University of awarding the contract jointly to those particular firms. However, the University must have the flexibility to select any implementation firm it chooses, regardless of whether that implementation firm submitted a joint proposal with the selected software firm. Firms are encouraged to submit creative proposals which provide the University with multiple options. Following are explicit instructions for submitting proposals:

• Software firms that do not offer or do not wish to propose implementation services for their software should submit a proposal for software only. This proposal should address the general and software-related requirements and questions in this RFP.
• Software firms that offer and wish to propose implementation services for their software should submit two separately bound proposals, one for software only and the other for both software and implementation services. The "software only" proposal should address the general and software-related requirements and questions in the RFP. The combined proposal should address general, software-related, and implementation services-related requirements and questions in this RFP.
• Implementation firms should submit a generic implementation services proposal that will be valid regardless of the software firm the University selects. This generic proposal should address the general and implementation services-related requirements and questions in this RFP. The proposal should also clearly identify the integrated administrative software products in which the firm has deep expertise.
• Software and implementation firms wishing to submit a joint proposal should address all requirements and questions in this RFP. In addition to the joint proposal, the two firms must also individually submit separately bound proposals as noted above.

It is important to understand that the University is seeking long-term relationships with the firms it selects through this RFP. Firms are strongly encouraged to elaborate on the manner and the extent to which they are positioned to assist the University in realizing its vision as outlined in Section II.B: Relationship Vision.

This Request for Proposal (RFP) is part of a competitive procurement process which helps to serve the University's best interests. It also provides firms with a fair opportunity for their services to be considered. The process of competitive negotiation being used in this case should not be confused with the different process of competitive sealed bidding. The latter process is usually used where the goods or services being procured can be described precisely and price is generally the determinative factor. With competitive negotiation, however, price is not required to be the determinative factor, although it may be, and the University has the flexibility it needs to negotiate with firms to arrive at a mutually agreeable relationship.

For ease of reference, each firm receiving this RFP is referred to as a "firm" and the firm selected to provide services for the University is referred to as the "Selected Firm," wherein the singular includes the plural. This RFP states the instructions for submitting proposals, the procedure and criteria by which a firm may be selected, and the contractual terms by which the University proposes to govern the relationship between it and the Selected Firm. "Agreement" means the contract between the University and the Selected Firm that governs the initial planning phase and any subsequent phase, as described elsewhere in the RFP. Attachment 13: Glossary of Terms describes words and phrases, some in the vernacular of the University, that appear in this RFP and in the referenced Strategic Direction Statements.

It is the policy of the Commonwealth of Virginia and the University of Virginia to contribute to the establishment, preservation, and strengthening of small businesses and businesses owned by women and minorities, and to encourage their participation in State procurement activities. The Commonwealth and the University encourage firms to provide for the participation of small businesses and businesses owned by women and minorities through alliances, joint ventures, subcontracts, or other contractual opportunities.

An electronic copy of this Request For Proposal can be obtained from the following URL:

II. Background Discussion and Goals of the University

 

A. University Background

About the University. The University of Virginia, founded by Thomas Jefferson in 1819, is located in Charlottesville, Virginia. As a public institution of higher education, the University’s strategic directions focus on teaching, research, public service and patient care. As a leader among public institutions, the University supports research and scholarship in many academic disciplines, including the professional fields of medicine, law and business administration. The University has a total student enrollment of 19,152 full time students. In addition, Continuing Education teaches credit and non-credit courses to 30,000 students at its eight locations throughout the state and the University's Clinch Valley College serves the academic needs of 3,300 students in Southwest Virginia. The University employs approximately 2,300 full-time faculty and 8,400 full-time classified staff members. For the fourth year in a row, U.S. News and World Report has ranked the University as the number one public institution among the nation's top 25 research universities, and among the "best buys" in higher education. The University was awarded $160 million total research dollars in Fiscal Year 1997.

Administrative Processes and Systems. In the past, administrative applications were either purchased or developed in-house as separate entities to serve the needs of specific central administrative units. While these systems worked well as initially conceived, designed and implemented, the University’s changing needs and expectations have exceeded the practical limits of these systems for continual enhancements. Because the applications were purchased from multiple vendors, they utilize a variety of programming and data structure platforms and, thus, are difficult and expensive to modify. A description of the University's current technical environment can be found in Attachment 11: Technical Environment.

Three years ago, the University began a restructuring initiative to improve the efficiency and effectiveness of its business processes. At the heart of this effort was the desire to broaden and delegate responsibility and accountability for operational functions, to simplify administrative processes, and to broadly apply technology in all administrative areas, especially the schools, departments, and other program-delivery units outside central administration. To support this restructuring initiative, the University will replace its core financial, human resources, and student services applications. This replacement strategy relies on the purchase of integrated systems software from a single firm, implementation assistance from the Selected Firm that is experienced in the purchased software, the major reengineering of affected business processes, and a phased implementation schedule. The result will be streamlined and intuitive processes supported by a set of applications having a common user interface. The new business processes will also incorporate business rules that can be easily modified as determined by a dynamic business environment. A more detailed description of the University's strategic directions for administrative services can be found in Section II.C: Strategic Directions for Administrative Services and in Attachment 3: Strategic Direction Statements.

B. Relationship Vision

The University seeks to create working relationships with the Selected Firms that will propel the University toward attainment of its goals to successfully implement the procedural, organizational, and systems changes defined in this RFP. While the procurement of specific goods and services outlined in this RFP will form the basis for the University's contractual relationship with Selected Firms, and while the University does not seek or intend to form a joint venture or partnership, the University encourages firms to be creative in identifying potential points of interaction that could expand and strengthen this relationship. For example, the University may consider assisting a Selected Firm with development of certain required software in consideration for better pricing from the Selected Firm on existing software. Firms should identify in their proposals the perceived incentives of doing business with the University in the manner set forth in this RFP and also in ways that are not explicitly stated.

In support of its strategic directions and in an effort to maintain the highest quality services for its stakeholders (e.g., faculty, staff, and students), the University seeks to work with experienced firms who will provide:

1. Software, training, and support that facilitates the University's administrative activities;
2. Process and organizational reengineering expertise that has produced stellar results in other institutions of higher education; and
3. Implementation experience and capabilities that will result in the effective implementation of the administrative software.

The University will evaluate each firm's experience and approach to achieving definable operational improvements, as well as each firm's approach to the relationship, in order to select the firms most closely aligned with the University’s objectives. Elements of the envisioned relationships include:

1. Developing beneficial procurement and implementation goals based upon the strengths and capabilities of each party;
2. Capacity and commitment to deliver the right resources and technologies to support the University in maintaining leading-edge capabilities to the satisfaction of all key stakeholders;
3. Experience in managing multi-year relationships;
4. Capability and commitment of the parties to be flexible in addressing issues and concerns and in anticipating a changing environment;
5. Sustained enhancements to products and services, appropriate to higher education, to ensure long-term viability of these products and services;
6. Ability of each party to contribute unique attributes and strengths to the relationships; and
7. A willingness to develop an organizational and administrative framework to manage the relationships and to address issues and opportunities that may arise.

The following expectations will define the success of these process changes, organizational changes, and systems changes:

1. Implementing systems that meet or exceed the needs of the University, as determined by the University;
2. Allowing users to reduce significantly the need to collect and maintain redundant data in shadow systems;
3. Being on time and within budget;
4. Creating an environment in which users are satisfied and feel they have a stake in the process, organizational and systems changes;
5. Providing proper training and communication so that users are prepared to use the new systems when they are implemented;
6. Developing efficient and effective business processes that support the strategic directions of the University; and
7. Creating an environment of trust, information sharing, and the expectation of success.

C. Strategic Directions for Administrative Services

As part of the Integrated Systems Procurement project, three task forces (i.e., Finance, Human Resources and Student Services) met to discuss future directions for systems and processes at the University of Virginia. These groups developed Strategic Direction Statements to capture their vision of how services could be provided and work could be performed in the future. Drawing upon those documents, the following section summarizes the major strategic drivers and beliefs that were identified. The complete Strategic Direction Statements for each area are included as Attachment 3: Strategic Direction Statements.

• The University seeks to maintain its position as one of the country’s leading public universities and to sustain its ability to attract and retain top quality faculty, staff, and students. The quality of administrative services must support this goal. Specifically, the University believes that administrative processes and systems must change to respond to increasing stakeholder demands, the realities of decentralization from the Commonwealth of Virginia as well as within the University, innovations in the external environment, and competition for faculty, staff and students. To further this goal, the University has initiated a broad-based process simplification effort to review and re-engineer key business processes. Therefore, the University seeks to implement systems that support, and enhance, our current Process Simplification program.
• Today’s faculty, staff and students are more technically sophisticated than ever before and have significantly higher expectations for service. Therefore, to meet these demands, the University seeks to implement systems that provide easy and flexible access to on-demand information, services and support.
• As a major research university with over $160 million in sponsored grants and contracts, the University is committed to providing administrative services and systems that enhance and support the research mission of the University. As the competition for research funding becomes ever more intense, the University must continually improve the tools available to the research community to seek out, secure, and administer research funds. To achieve this goal, the University seeks to implement sophisticated financial and grants management applications that meet the needs of our research faculty.
• The University conceives of itself as a true community of learners - a place where students, faculty, and staff of varied backgrounds, interests, and aspirations are supported and encouraged in their common pursuit of thoughtful and creative inquiry, mastery of skills, and acquisition of appropriate values, all in the service of individual improvement and societal betterment. To meet this goal, the University seeks to create and support a learning culture for all employees, provide greater focus and attention to training from all levels of the institution, and create a formal structure for collaboration among those most active in training. This learning culture, which would include classes, manager support, help desks, information updates, and other training opportunities, should surround and support employees in their jobs. Therefore, the University seeks to implement systems where technical and operational supports are readily available. Applicants, students, faculty, staff, and other stakeholders should have the ability to answer most of their own questions through training and on-line help. Where necessary, however, in-person support and counseling should also be available and be easy to access.
• By necessity and design, the University of Virginia has a highly decentralized operating environment. This model allows the University to achieve its mission of research, teaching and public service in a manner that is most effective for all University stakeholders. However, while the majority of business units continue to request greater decentralization of responsibility and accountability, there continues to be a need for a high level of central coordination of certain services. Also, there is an increasing need to share information and practices across academic units engaged in interdisciplinary activities. To support this organizational philosophy, the University seeks to support and enhance capabilities for decentralized business management and accountability while at the same time ensuring commonality across business units as appropriate. Therefore, the University seeks to implement systems that support a variety of operating models that can be tailored to meet the unique needs of the various departments, schools and colleges, while still providing a common integrated architecture.
• The University’s relationship with the Commonwealth continues to change as the Commonwealth moves towards greater delegated authority for state supported higher education agencies. In order to continue to receive delegated authority from the Commonwealth, the University must demonstrate that it is strengthening internal management through improved automated controls and higher quality management of information. Also, as the University grows in both complexity and financial resources, there is an increasing need to provide the senior management and the Board of Visitors of the institution with more sophisticated demographic, performance, and financial information about the operations of the University. In order to further the goals of decentralization and information based management, the University seeks to implement systems that satisfy all internal, state, and federal compliance, control, and accounting requirements, and which provide sophisticated data analysis and management reporting capabilities.
• Technology will continue to evolve at a rapid pace and the University must continuously enhance its systems to take advantage of new developments. Specifically, the University must be prepared to adapt to and leverage changes in the external business environment. For example, electronic commerce holds the promise to dramatically change the way goods and services are purchased and paid for, sponsored programs are administered, and banking relationships are managed. Therefore, the University seeks to implement systems that are flexible and open in their design, and to work with a firm that is committed to incorporating proven best practices into their products.
• Changes in the workforce occurring at the state and national level (i.e., a decline in the number of skilled workers) increase the challenges of attracting and retaining top quality faculty and staff. The University will need to implement innovative human resource management ideas in order to recruit, develop and retain high quality faculty and staff. To accomplish this goal, the University supports a move along the strategic continuum to an employee/employer relationship characterized by trust and a focus on customized service for individuals and teams, while continuing to support more traditional HR practices. Therefore, the University seeks to implement systems that support the evolution of human resource practices that is underway nationally and at the University.
• Changes in the demographics of individuals seeking an experience in higher education are causing the University to evaluate the models whereby instruction is delivered to students and the types of student related services that are provided by the institution. For example, non-traditional, summer session and continuing education students are demanding the University offer them the same level of service and convenience as the traditional student body. The University must change services and use technology to meet the needs of all students so they have the same opportunities to apply, register for courses, and receive instruction and other services regardless of geographical location or physical condition. At the same time, there will continue to be a need for an appropriate level of human contact and oversight. Therefore, the University seeks to implement systems that provide comprehensive and flexible access to information and services for students.

III. Scope of Goods and Services

It is the University's intent to enter into an agreement with the Selected Firms for the purchase of:

• software, training, and other support that facilitates the University’s integrated systems implementation;
• expertise in process reengineering and project management; and
• implementation experience and capabilities that will result in the optimal implementation of the administrative software.

The agreements will include those goods and services necessary to help the University achieve its goals as outlined in this RFP. Since the implementation of software will be phased, goods and services included in the scope of this RFP will be procured in an incremental fashion.

The following sections define the general scope of services sought from the software and/or implementation firm(s). More details are provided in referenced attachments. Upon completion of its evaluation of responses to the RFP, the University will make a preliminary selection of the firms with which it will work, and will form an Agreement which will govern the initial planning phase. The Selected Firms and the University will work together in an initial planning phase to define:

• a clearer scope for the project,
• the specific modules to be installed,
• the order of software installation,
• the level of effort required by the University and the Selected Firm to complete each phase of the project,
• the software acceptance criteria, and
• an appropriate distribution of tasks, effort, and responsibility for each phase of the project between the University and the Selected Firm.

While the duration of the initial planning phase will remain at the University’s discretion, it is currently estimated to take eight to twelve weeks. Upon conclusion of the initial planning phase to the University’s satisfaction, the University will form an Agreement with the Selected Firms to complete the first phase of the project and tentatively to complete all remaining phases. Completion of the first phase will trigger a review by the University and the Selected Firms of their working relationships. Assuming the University and the Selected Firms wish to continue working together, planning for the next project phase will occur and a written amendment to the Agreement will be formed to complete that phase. This Agreement reconfirmation process will continue until all project phases are completed. The University retains the right to terminate the project, select another firm, or reissue the RFP, if for any reason it is dissatisfied with the results of the initial planning phase.

A. Software

As is apparent from Section II.C Strategic Directions For Administrative Services, the University will require a wide-ranging set of full-featured software products to meet its administrative service goals. It will need many new applications falling under the general headings of Financial, Human Resources, and Student services. The University will also require new tools to satisfy diverse reporting needs, address application customization and development needs, and ease the burden of ongoing production support of these applications and tools. Attachment 4: Software Requirements provides details regarding these needs.

Additionally, at a major research university such as the University of Virginia, many users receive access to information that crosses all of the application modules and that crosses traditional administrative and/or academic boundaries. For this reason, both the integration between modules and a common user interface are important as users navigate within and through different modules. Desired integration characteristics are briefly described below and in greater detail in Attachment 12: Definition of Integrated System.

• Data integration across applications using a common data model, common data definitions, single points of data collection, and universal (cross-application) data availability;
• Application features which allow sharing of derived data values, minimal reconciliation between modules, shared customization tools, and shared code and business rules;
• Consistent presentation of data and headings in on-line screens and batch reports across applications;
• System operations that enable single sign-on, centralized (single-point) security and distributed rights administration, common job scheduling and others as defined in Attachment 12: Definition of Integrated System.

B. Implementation Services

The University will require the services of an outside firm to assist in the pursuit of administrative service goals. The University is particularly interested in identifying an implementation firm with demonstrated ability to:

• Understand key processes in higher education administration and provide expert guidance on the reengineering of these processes;
• Understand the modules and applications provided by the software firm and understand and have experience solving the issues that arise implementing the software firm’s administrative systems in a higher education research institution;
• Effectively mentor and provide knowledge transfer on the specific administrative applications and implementation techniques;
• Implement process and organizational change with minimal stress and negative impact on the institution, its employees and its students;
• Competently and quickly identify and solve the technical issues that arise in a complex client-server environment and provide adequate guidance to minimize implementation and operational risks;
• Provide project management experience capable of meeting schedule and budget objectives and facilitating the proper level of project controls, communication strategies and change management/facilitation activities to ensure project success; and
• Integrate their methods and philosophies with those of the University and develop relationships that match the culture of the institution.

Each organization and each industry develops methods and philosophies for conducting business. The University of Virginia seeks an implementation firm that is both an experienced provider of these types of services, as well as one that can develop project plans, communication strategies, project controls and, in general, conduct business in a manner that is consistent with and complimentary to the University’s modus operandi.

Procurement of the following services is being considered to supplement the knowledge and skills of University staff.

• Project Management
• Process Reengineering
• Chart of Accounts Redesign
• Organizational Restructuring
• Application Implementation
• Infrastructure Development
• IT Organizational Strategy
• Outsourcing of Legacy Maintenance
• Data Warehouse Design and Implementation
• Electronic Forms and Automated Workflow Design and Implementation
• Change Management/Facilitation

 These services are explained in Attachment 5: Implementation Services Requirements.

C. Educational and Training Services

In addition to the services noted above, the University will require outside help from software and implementation firms to provide initial and ongoing educational and training services for the development, implementation, management, maintenance, and use of the new processes and software. In addition to training on the software application, the University is interested in understanding the firm's recommended training to support the implementation project. These services are needed for technical and professional staffs, managers, and end users. Some of the options that the University would be interested in include the following:

• On-site classroom training
• Off-site classroom training
• Training packages that allow University staff to provide the training (Train-the-trainer)
• Computer-based training
• Distance learning options
• User support documentation
• Instructional materials

These are only a few possible training options that would be of benefit to the University. Firms are encouraged to propose all education options available to the University that firms believe will assist the University in meeting its strategic directions for administrative improvements. Attachment 6: Educational and Training Requirements list specific questions the University has at this time regarding firms’ proposed service offerings.

IV. Evaluation of Proposals

 

A. Mandatory Contractual Provisions

The University will conduct an initial screening of the proposals. Firms are cautioned that failure to follow the requested format for responses or to provide the information required may lead to elimination.

Proposal responses meeting the requirements defined above will be reviewed by the University to determine if all mandatory contractual provisions have been met by the firm. Proposals that fail to demonstrate adequately the ability of the firm to meet the mandatory contractual provisions will be eliminated. The mandatory contractual provisions are detailed in Attachment 1: Mandatory Contractual Provisions.

B. Basis of Selection

Proposals meeting the mandatory contractual provisions will be evaluated by the University based upon how well the response meets the basic needs of the University.

Implementation firms will be evaluated in greater detail after a software firm has been selected so that the implementation firms may be evaluated on their ability to implement the selected software firm’s applications. The University will evaluate proposals and, if a firm is to be selected, select the firm based on:

1. The firm's long-term strategic plan for application development, proposed approach to meet the University's needs, and ability to work with the University over an extended period, as outlined in Attachment 2: Relationship Requirements;
2. Software firm's planned approach and demonstrated ability to provide the University with integrated administrative systems software to achieve the objectives and needs outlined in Section III: Scope of Goods and Services, Attachment 3: Strategic Direction Statements, and Attachment 4: Software Requirements.
3. Implementation firm's planned approach and demonstrated ability to provide the University with implementation services to achieve the objectives and needs outlined in Section III: Scope of Goods and Services, Attachment 3: Strategic Directions Statements, and Attachment 5: Implementation Services Requirements.
4. The firm's planned approach and demonstrated ability to meet the educational and training needs of the University outlined in Section III: Scope of Goods and Services and Attachment 6: Educational and Training Requirements;
5. The firm's planned approach and demonstrated ability to meet the technological requirements identified in Attachment 7: Technical Requirements;
6. The firm's response to the University’s preferred contractual terms which would govern the relationship between the University and the Selected Firm, as outlined in Attachment 8: Preferred Contractual Provisions;
7. The firm's financial proposal including, but not limited to, discounts, service charges and other charges, as outlined in Attachment 9: Price Proposal;
8. The quality of the proposal, specifically, responsiveness to requirements, adequacy of information and the appropriate use of tables, graphics, and bulleted lists to insure clear and concise information delivery; and
9. Any other factors relevant to the firm's capacity and willingness to satisfy the University.

V. Contents of the Proposal

Proposals must include the information outlined in this section. The firm’s response must contain a separate section for each of the outlined items; the sections must be in the order outlined below; and each of the sections must be preceded by a visible divider tab. Each section must contain answers to the questions in the corresponding Attachments. The response to each question must be clearly identified by its corresponding RFP item number. Where references are requested, list the name of the institution and the reference with the firm's response, and be sure to list all of the following: name, title, telephone, institution, and department or college.

Firms are encouraged to submit creative proposals which provide the University with multiple options. Please refer to Section I of this RFP for instructions on responding with more than one proposal.

All firms should respond to all sections of the RFP not otherwise designated as applicable only to software firms or only to implementation firms. Where sections define questions or requirements specific to a software firm, only the software firm should respond. Where sections define questions or requirements specific to implementation firms, only the implementation firms should respond. Firms proposing to provide both software and implementation services must answer all questions posed within the body and attachments of the RFP.

Firms are strongly encouraged to use tables, graphics, and bulleted lists, where appropriate, in their responses. Lengthy, narrative responses should be kept to a minimum. Clarity and conciseness of information will be considered when evaluating proposals.

Firms should organize their proposals using the following outline:

1. Cover Letter and Signature Page
2. Response to Mandatory Contractual Provisions
3. Response to Relationship Requirements
4. Response to Software Requirements
5. Response to Implementation Services Requirements
6. Response to Educational and Training Requirements
7. Response to Technical Requirements
8. Response to Preferred Contractual Provisions
9. Pricing Proposal
10. Financial Statements
11. Customer Lists and References
12. Additional Technical Documentation
13. Site Visits
14. Contract Administration

 A brief description of the major sections follows.

 A. Cover Letter and Signature Page

A cover letter must be bound into the proposal and must include the signature of an authoritative representative of the firm. Each firm must indicate the party responsible for developing its RFP response and primary contact during the initial phases of this evaluation.

 B. Response to Mandatory Contractual Provisions

Each firm must certify it meets the qualifications set forth in Attachment 1: Mandatory Contractual Provisions.

 C. Response to Relationship Requirements

This section provides an opportunity for the proposing firms to respond to the University's vision of a business relationship. The firms should communicate a clear approach and demonstrate an ability to devise creative strategies for ensuring the success of the University’s strategic initiatives. The firms must clearly and succinctly describe how they will meet such goals. In addition to evaluating each firm’s approach and ability to meet requirements, the University will also evaluate each firm’s understanding and apparent ability to work compatibly in the University’s environment. In Attachment 2: Relationship Requirements, the University has provided questions to be answered by the proposing firms.

D. Response to Software Requirements

In this section software firms should describe the software products they are proposing to the University based on requirements detailed in Attachment 4: Software Requirements. Firms should respond to specific questions listed in this attachment and clearly communicate how their offerings will help the University address its administrative service goals, which are articulated in Attachment 3: Strategic Direction Statements and summarized in Section II.B: Strategic Directions for Administrative Services. This section should be left blank by implementation firms, unless the proposal is a jointly prepared proposal with a software firm.

 E. Response to Implementation Services Requirements

In this section implementation firms, and software firms that are also proposing implementation services, should describe the implementation services they are offering to the University based on requirements detailed in Attachment 5: Implementation Services Requirements. Firms should respond to specific questions listed in this attachment and clearly communicate how their offerings will help the University address its administrative service goals, which are articulated in Attachment 3: Strategic Direction Statements and summarized in Section II.B: Strategic Directions for Administrative Services. This section should be left blank by software firms, unless they are proposing their own implementation services or the proposal is a jointly prepared proposal with an implementation firm. 

F. Response to Educational and Training Requirements

In this section firms should provide information about their capacity to address the University's educational and training needs described in Attachment 6: Educational and Training Requirements. Firms should respond to specific questions listed in this attachment.

G. Response to Technical Requirements

The information firms provide in this section will assist the University in evaluating the current and strategic technical viability of the proposed software and/or implementation solution. Attachment 7: Technical Requirements requests software firms to answer questions concerning the technical architecture of their products and their long-term technology strategy and requests implementation firms to answer questions on implementation issues such as infrastructure preparation, application customization, application interfaces, and data conversions.

 H. Response to Preferred Contractual Provisions

Please provide the following items as part of this section:

1. Provide the University with any form or agreement the University may be requested to sign.
2. State the firm's acceptance, with any proposed modifications, of the statements provided in Attachment 8: Preferred Contractual Provisions.

   I. Pricing Proposal

In this section, firms should provide information that will assist the University in evaluating and comparing the costs of alternative solutions. The format of the cost proposal and specific information that must be provided are described in Attachment 9: Price Proposal.

J. Financial Statements

In this section, firms should provide a copy of their most recent audited annual financial statements including the auditor's notes and/or opinions on these statements. 

 K. Customer Lists and References

In this section, firms should provide a complete list of higher education customers and must provide references for up to six higher education institutions, preferably large research universities, using the proposed software or implementation services. The contact name, title, and telephone number at each referenced institution must be provided, along with the software and implementation services being used. The University may contact and/or visit any of these reference institutions.

Specifically, software firms should provide references who have recently purchased and installed one or more major (financial, human resources, student) components of the firm's applications. The University's strong preference is for references who have not only installed one or more components, but have also committed to implementing all three components.

Implementation firms should provide references from higher education institutions that can attest to the ability of the firm to implement integrated administrative software in a complex research institution comparable to the University of Virginia. The University will be asking references about capabilities in areas such as:

• staying within project budget and schedule;
• making organizational changes that produce effectiveness and efficiency;
• reengineering processes that produce effectiveness and efficiency;
• resolving critical resource and project management issues;
• setting and maintaining proper expectations;
• performing Chart of Accounts redesign;
• correcting technical client/server problems;
• meeting critical training needs;
• creating ownership of the project and systems among users;
• achieving user acceptance of changing roles and responsibilities;
• facilitating cultural change in the institution; and
• working in cross-functional teams with an emphasis on decision making by consensus.

  L. Additional Technical Documentation.

In this section, software firms should provide white papers or other written materials concerning the technical architecture of their current products and the firm's future technical direction. Additionally, software and implementation firms are asked to provide any other information that the University should consider in evaluating the firm's proposal.

M. Site Visits.

It may be necessary or desirable for the University's evaluation team of less than ten people to travel to a site chosen jointly by the firm and the University to view its operation. Each firm will indicate whether it will reimburse the University for the reasonable and actual expenses (travel, lodging, meals, etc.) incurred by the University for its travel.

N. Contract Administrator

In this section, the firm must identify an individual to serve as a point of contact for day-to-day operations. It is not expected that this person would be authorized to approve amendments to the Agreement or to approve price changes.

VI. Information about this RFP

A. Procurement Schedule

The following is a brief schedule for this procurement, specifying important dates and milestones. Prospective software and implementation firms should ensure all critical personnel (e.g., account managers, functional specialists, etc.) are available during the dates listed to complete responses to the RFP.

Major events and activities of the procurement process include the following:

The University will evaluate proposals and determine preliminary proposal rankings. Two or more potential software firms will be asked to make functional demonstrations and technical presentations tentatively scheduled during the months of July and August, at a time and place to be scheduled by the Issuing Office. The detailed demonstrations, which will be based on scripts developed by the University, and presentations are anticipated to last up to four (4) business days for each software firm invited by the University. These demonstrations and presentations will be delivered to a large cross section of faculty, staff, administrators, and top executives throughout the University. Each firm should be prepared to discuss and substantiate any of the areas of the proposal it submitted, its own qualifications for the services required and any other area of interest relative to its proposal.

Two or more potential implementation firms will be asked to make presentations during the month of August. Negotiations with two or more firms will be conducted by the University in September. These dates are subject to change; however the University is committed to providing as much lead time as possible to firms requested to make presentations, to allow time for preparation and so that firms can ensure that critical personnel are available during these periods.

B. Issuance of RFP and Questions

The Issuing Office for this RFP is:

Eric Denby	Phone: (804) 924-4019
Purchasing Department	FAX Number: (804) 982-2690
University of Virginia
1001 North Emmet Street	TDD Number: (804) 982-4327
P.O. Box 9008	E-mail: end@virginia.edu
Charlottesville, Virginia 22906

Any questions concerning this RFP will be directed to Eric Denby, Director of Purchasing at (804) 924-4019, or Gary Nimax, Assistant Director of Purchasing at (804) 924-4220, and not to any other person at the University. The University will determine whether any addenda should be issued as a result of any question or other matters raised.

C. Pre-proposal Conference

A conference for firms receiving this RFP will be held April 16, 1998, 9:00 A.M. - 4:00 P.M. in Newcomb Hall, Cavalier Room (University map enclosed). Parking is available in the parking garage located behind Newcomb Hall. Attendance at this conference is strongly advised if the firm wishes to raise any questions about this RFP. The University intends to present general information, which may be helpful in the preparation of proposals and to offer firms the opportunity to ask questions concerning this RFP.

The University anticipates that the pre-proposal conference will last from 9:00 A.M. until 4:00 P.M. There will be a one-hour break from noon to 1:00 P.M. Lunch will not be provided as part of the pre-proposal conference, but Newcomb Hall contains several locations at which lunch may be purchased.

In recognition of the inherent interdependencies between the issues, concerns, and questions regarding the applications software and implementation services, the agenda for the pre-proposal conference will prescribe a comprehensive and methodical review of the RFP contents. Consequently, all firms are encouraged to attend the entire pre-proposal conference to better understand the University’s intent.

Firms planning to attend the Pre-proposal Conference should notify Becky Sims, (804) 924-1346, (sims@virginia.edu) no later than 3:00 p.m. EST on April 10, 1998 of the names and titles of the individuals that will attend.

D. Proposal Deadline and Number of Copies

Sixteen bound copies of proposals must be sent to the Issuing Office, to the attention of Eric Denby, at the address listed in Section VI.B: Issuance of RFP and Questions. Firms must also include an electronic copy of the proposal on 3.5" diskette, excluding any pre-printed materials such as financial statements. The electronic copy should be formatted as a Microsoft Word 6.0 document. All proposals must be received at the Issuing Office by 3:00 P.M. May 6, 1998.

E. Communications between the University and the Firms Regarding This Request for Proposal, the Firms' Proposals and this Procurement Transaction

1. Informal Communications

From the date of receipt of this Request for Proposal by each Firm until a binding contractual agreement exists with the Selected Firm(s) and all other Firms have been notified, or when the University rejects all proposals, informal communications regarding this procurement will cease. Informal communications will include but not be limited to:

1. Requests from the Firms to any departments at the University with the exception of Purchasing and Materials Services (see Section VI.B: Issuance of RFP and Questions) for information, comments, speculation, etc.; and
2. Requests to the Firm from any departments at the University, or any employee of the University, with the exception of the Purchasing Department for information, comments, speculation, etc.
   1.  2. Formal Communications

From the date of receipt of this Request for Proposal by each Firm until a binding contractual agreement exists with the Selected Firm(s) and all other Firms have been notified, or when the University rejects all proposals, all communications between the University and the Firms will be formal, or as provided for in this Request for Proposal, or as requested by Purchasing. Formal communications will include but not be limited to:

1. Pre-Proposal Conference;
2. Oral presentations;
3. Site visits, etc.

   3. Failure to Adhere to Communication Provisions

ANY FAILURE TO ADHERE TO THE PROVISIONS SET FORTH IN (E.1.1) AND (E.1.2) ABOVE MAY RESULT IN THE REJECTION OF THE FIRM'S PROPOSAL OR CANCELLATION OF THIS REQUEST FOR PROPOSAL.

F. Formation of the Agreement with the Selected Firm

The University will conduct negotiations with two or more firms based on the evaluation criteria described in this RFP. After negotiations have been conducted, the University will make a preliminary selection of the firms with which it will work, and will form an Agreement which will govern the initial planning phase. As described in Section III: Scope of Goods and Services, this Agreement entered into between the University and each of the Selected Firms will be amended as needed for each of the subsequent project phases, conditional upon the University’s satisfaction with the initial planning phase.

If the University determines in writing and in its sole discretion that only one software and one implementation firm is fully qualified, or that these firms are clearly more highly qualified than the others under consideration, it may decide to negotiate and award an agreement to those firms.

Firms should also note that, as described below, certain matters will automatically be deemed part of the proposal.

1. Contractual Provisions Deemed Included in the Proposal

The University will consider each proposal to include not only the matters expressly stated in the proposal as requested in Section V: Contents of the Proposal, but also other provisions which consist of two different types: those which are "mandatory" and cannot be changed by a firm in its proposal; and those which are "preferred" by the University, but which a firm may wish to alter by expressly and specifically so stating in its proposal.

The University includes mandatory provisions so that all proposals will be governed by the same contractual terms. The University encourages any firm which feels that a mandatory contractual provision is unreasonable to contact the University before proposals are due so the University can consider amending the provision. The University includes preferred provisions so that any difference between the firm and the University's preferred contractual provisions can be considered during the University's evaluation of proposals.

2. Mandatory Contractual Provisions

Each proposal received by the University in response to this RFP will automatically be deemed to include the firm's agreement to the provisions of (a) and (b) below. Although such provisions will govern the firm's proposals as submitted, the University and one or more firms may later mutually agree to amend such provisions, such as when additional time is needed to consider proposals, or when contractual negotiations or performance indicate that such amendments are appropriate.

1. The proposal constitutes an offer by the firm which will remain open and irrevocable for a period of 180 days from the deadline for submitting proposals as stated in Section VI.D: Proposal Deadline and Number of Copies.
2. If selected by the University, the provisions governing the firm's performance will include all the provisions of Attachment 1: Mandatory Contractual Provisions.

   3. Preferred Contractual Provisions

Unless a firm expressly and specifically provides otherwise in its written proposal, the proposal received by the University in response to this RFP will automatically be deemed to include the firm's agreement to these provisions:

1. The firm consents to the University contacting and obtaining any information relevant to this RFP from the references and others identified by the firm in its proposal, as well as from any other persons, firms, or organizations which the University wishes to contact; and
2. If selected by the University, the provisions governing the firm's performance will include all the provisions in Attachment 8: Preferred Contractual Provisions.

   1.  4. Virginia Freedom of Information Act

Except as provided below, all proposals and related information submitted by firms in response to this RFP will be open to the inspection of any interested person, firm or corporation, in accordance with the Virginia Freedom of Information Act. Trade secrets or proprietary information submitted by firms as part of its proposal will not be subject to public disclosure under the Virginia Freedom of Information Act; however, the firm must invoke the protections of this section prior to or upon submission of its proposal, and must identify the specific data or other materials to be protected and state the reasons why protection is necessary. Firms may not request that its entire proposal be treated as proprietary information.

G. Rejection of Proposals

The University reserves the right to reject any or all proposals received. Non-acceptance of a firm's proposal will mean that one or more proposals were deemed more advantageous to the University or that all proposals were rejected. Firms submitting proposals that are not accepted will be notified after a binding contractual agreement between the University and the Selected Firm(s) exists, or when the University rejects all proposals.

H. Incorporation of RFP Proposal

The Agreement governing the initial planning phase and all subsequent phases will be deemed to incorporate this RFP, the proposal submitted in response, and all negotiations concerning these.

A. Nondiscrimination.

During the performance of this Agreement, the Selected Firm(s) will comply with the contract provisions contained in Section 11-51 (1) & (2) of the Code of Virginia or any successor provisions which may be applicable to this Agreement.

B. Conflict of Interests.

The Selected Firm(s) represents to the University that its entering into this Agreement with the University does not entail any violation of the Virginia State and Local Government Conflict of Interests Act.

C. Assignment.

Neither party to this Agreement will have the right to assign this Agreement, in whole or in part, without the prior written consent of the other.

D. Amendments.

No amendment of this Agreement will be effective unless it is reduced to writing and executed by the University's Chief Contracting Officer and by the individual signing the Selected Firm's proposal or by other individuals named by either party as specified in Attachment 1: Mandatory Contractual Provisions. If the Selected Firm(s) deviates from the terms of this Agreement without a written amendment, it does so at its own risk.

E. Notices.

All notices will be given in writing and deemed given when delivered to, or deposited in the U.S. Postal Service mail, certified mail return receipt requested, and addressed to the other party as shown below.

If to the University:

Dolly Prenzel
Chief Contracting Officer
Carruthers Hall
University of Virginia
1001 North Emmet Street
P.O. Box 9008
Charlottesville, Virginia 22906

  

If to the Selected Firm:

The person signing the Selected Firm's proposal in response to the University's RFP, at the Selected Firm's address indicated in such proposal; or to such other person or address as either may designate for itself in writing and provide to the other.

F. Independent Contractor.

The Selected Firm(s) will not be an employee of the University, but is an independent contractor. The Selected Firm(s) will indemnify and hold harmless the Commonwealth of Virginia, the University, and the employees and agents of each with respect to all withholding, Social Security, unemployment compensation and all other taxes or amounts of any kind relating to employment of the persons providing services to the University with respect to this Agreement. Nothing in this Agreement will be construed as authority for the Selected Firm(s) to make commitments that will bind the University, or to otherwise act on behalf of the University, except as the University may expressly authorize in writing.

G. Worker's Compensation and Employers Liability.

The Selected Firm(s) will comply with all federal regulations pertaining to Worker's Compensation Requirements for insured or self-insured programs.

H. Drug-Free Workplace.

The Selected Firm, its agents and employees are prohibited, under the terms of this Agreement and the Commonwealth of Virginia, Department of Personnel and Training Policy Number 1.02 executed by Governor Lawrence Douglas Wilder on July 1, 1991, from manufacturing, distributing, dispensing, possessing, or using any unlawful or unauthorized drugs or alcohol while on University property.

This section provides an opportunity for the proposing firms to respond to the University's vision of a business relationship. The firms should communicate a clear approach and demonstrate an ability to devise creative strategies for ensuring the success of the University’s strategic initiatives. The firms must clearly and succinctly describe how they will meet such goals. In addition to evaluating each firm’s approach and ability to meet requirements, the University will also evaluate each firm’s understanding and apparent ability to work compatibly in the University’s environment. In Attachment 2: Relationship Requirements, the University has provided questions to be answered by the proposing firms.

A. Relationship Vision

The University seeks to create working relationships with the Selected Firms that will propel the University toward attainment of its goals to successfully implement the procedural, organizational, and systems changes defined in this RFP. While the procurement of specific goods and services outlined in this RFP will form the basis for the University's contractual relationships with Selected Firms, and while the University does not seek or intend to form a joint venture or partnership, the University encourages firms to be creative in identifying potential points of interaction that could expand and strengthen this relationship. For example, the University may consider assisting a Selected Firm with development of certain required software in consideration for better pricing from the Selected Firm on existing software. Firms should identify in their proposals the perceived incentives of doing business with the University in the manner set forth in this RFP and also in ways that are not explicitly stated.

In support of its strategic directions and in an effort to maintain the highest quality services for its stakeholders (e.g., faculty, staff, and students), the University seeks to work with experienced firms who will provide:

1. Software, training, and support that facilitates the University's administrative activities;
2. Process and organizational reengineering expertise that has produced stellar results in other institutions of higher education; and
3. Implementation experience and capabilities that will result in the effective implementation of the administrative software.

The University will evaluate each firm's experience and approach to achieving definable operational improvements, as well as each firm's approach to the relationship, in order to select the firms most closely aligned with the University’s objectives. Elements of the envisioned relationships include:

1. Developing beneficial goals based upon the strengths and capabilities of each party;
2. Capacity and commitment to deliver the right resources and technologies to support the University in maintaining leading-edge capabilities to the satisfaction of all key stakeholders;
3. Experience in managing multi-year relationships;
4. Capability and commitment of the parties to be flexible in addressing issues and concerns and in anticipating a changing environment;
5. Sustained enhancements to products and services, appropriate to higher education, to ensure long-term viability of these products and services;
6. Ability of each party to contribute unique attributes and strengths to the relationships; and
7. A willingness to develop an organizational and administrative framework to manage the relationships and to address issues and opportunities that may arise.

The following expectations will define the success of these process changes, organizational changes, and systems changes:

1. Implementing systems that meet or exceed the needs of the University, as determined by the University;
2. Allowing users to reduce significantly the need to collect and maintain redundant data in shadow systems;
3. Being on time and within budget;
4. Creating an environment in which users are satisfied and feel they have a stake in the process, organizational and systems changes;
5. Providing proper training and communication so that users are prepared to use the new the systems when they are implemented;
6. Developing efficient and effective business processes that support the strategic directions of the University; and
7. Creating an environment of trust, information sharing, and the expectation of success.

B. General Information

Please provide responses to the following questions:

1. Contrast the firm's view of a business relationship with the University of Virginia with the University’s vision provided above. The firm's response should be explicit.
2. Describe how the firm works with an institution to provide successful solutions. How does the firm propose to work with the University of Virginia? Does the firm have relationships with other institutions of higher education? If so, please describe the nature of each one. Highlight any unique aspects of the firm's relationship proposal to the University relative to these existing relationships.
3. How will the firm assist the University in developing a realistic and timely installation process and plan?
4. What distinguishes the firm from its competitors?
5. Provide a brief history of the firm and the products and services it provides. Indicate if the firm has a separate Higher Education sector. If so, how long has this Higher Education sector been in existence? Is the Higher Education sector a separate business? If so, explain the benefit of this structure to the firm's customers.
6. What is the mission statement of the firm? How successful is the firm at performing this mission? How does the firm measure this success? If the firm has a Higher Education sector or business, include its mission statement in this response and describe the successful performance and measurement of it as well.
7. How does the firm identify best practices and how are they incorporated into its products and services? Please identify a few of the firm’s best practices in Finance, Human Resources, and Student applications.
8. What business relationships does the firm have with other technology companies? How do these relationships expedite the resolution of difficult multi-firm problems? Please provide examples of how these have been resolved. For example, if an application were not working correctly and components of that application were acquired from different vendors, how would the firm coordinate a resolution to this problem? How do these relationships affect the direction of the firm’s technical offerings?
9. How does the firm keep its employees current on a) technology and b) emerging higher education trends? Please quantify the firm’s answer or indicate the percentage of employee’s time spent on this activity.
10. What is the firm’s policy and record of accomplishment concerning the continuity of staff assignments to accounts?

 C. Software Firm Information

1. What does the firm do, beyond just a pure provision of software, that assures the success of the firm’s client's implementations?
2. Describe the processes and structures used to enhance the firm's products and services, including, but not limited to, user groups, development alliances, and consortia.
3. With which implementation firms has the firm worked before? Please indicate and explain any preferences the firm has towards particular implementation firms. Also indicate those implementation firms that were involved in implementations with the firm at research universities.

D. Implementation Firm Information

1. Describe how methodologies utilized by the firm will be sustained and updated by the University of Virginia’s staff once the implementation engagement is completed.
2. How would the firm manage an implementation process to set proper expectations throughout the process and help University personnel embrace the project?
3. What products and services is the firm developing or planning to develop for the higher education market?

As part of the Integrated Systems Procurement project, three task forces (i.e. Finance, Human Resources and Student Services) met to discuss future directions for systems and processes at the University. These groups developed Strategic Direction Statements to capture their vision of what and how services will be provided to constituencies and how work will be performed in the future. The University’s primary goal for this project is to successfully implement as many of the features and requirements contained in the Strategic Direction Statements as possible.

As stipulated in Section V. Contents of Proposal, firms should communicate how its proposed software and/or implementation services will result in the implementation of new administrative processes and systems that will move the University toward realization of the vision articulated in the Strategic Direction Statements.

The Strategic Direction Statements are comprehensive in character and their 100-page length reflects the inherent complexity of these administrative areas. To reduce the printing and mailing costs associated with distribution of this RFP, the Strategic Direction Statements have not been embedded within the RFP. Instead, they have been published on the World Wide Web for the firm’s viewing and downloading through the Internet. A Web site has been established for this purpose at the following URL:

Should any firm require a hard copy of these Strategic Direction Statements, they may receive one by contacting Becky Sims at (804) 924-1346.

This attachment provides information about the software needs of the University and lists questions to which software firms must respond. Implementation firms should not respond to requirements in this attachment. Software firms should describe the software products they are proposing and clearly communicate how their offerings will help the University address its administrative service goals, which are articulated in Attachment 3: Strategic Direction Statements and summarized in Section II.B: Strategic Directions for Administrative Services.

The University will require a wide-ranging set of full-featured software products to meet its administrative service goals. It will need many new applications falling under the general headings of Financial, Human Resources, and Student services. The University will also require new tools to satisfy diverse reporting needs, address application customization and development needs, and ease the burden of ongoing production support of these applications and tools. These needs are further described below. Please respond to questions following each section.

A. Administrative Applications

The University has considerable interest in acquiring and implementing applications related to the following administrative areas:

Financial	Student	Human Resources
General Ledger Budgeting Financial Reporting Accounts Receivable Student Accounts Receivable Purchasing Accounts Payable Asset Management Inventory Management Grants Management (pre and post award) Project Accounting Endowment Accounting Cash Management Departmental Financial Management All Treasury Functions	Recruitment and Admission Student Records Degree Audit Academic Advisement Student Financials Financial Aid Campus Activities Event Scheduling Student Life Services Alumni Relations Student Enrollment and Registration	Classification Job Posting Benefits Administration Payroll Deductions Time Tracking and Leave Reporting Student Work Study Tenure / Compensation Management Non-Resident Aliens Human Resource Management Training and Career Development Affirmative Action / Diversity Grievances and Disciplinary Actions Employee Safety Applicant Tracking Retiree Tracking Federal Reporting

 

These are general categories of capabilities/functions the University is interested in acquiring. These categories may be defined differently by each software firm. Firms are encouraged to propose all modules and components that will assist the University in meeting its strategic directions for administrative improvement contained in Attachment 3: Strategic Direction Statements. [Please note: patient care applications are NOT included in the scope of this RFP.]

1. Which of the above application software products are currently offered by the firm?
2. What additional products is the firm developing or planning to develop for the Higher Education sector and what are their expected release dates.

B. Reporting Tools

The University is interested in applications to address diverse reporting needs in the following basic categories:

• Queries and Ad Hoc Reporting
• Modeling (e.g. Budget, Position Control, Benefits)
• Basic On-line Analytical Processing (OLAP) Decision Support
• Departmental Data Marts
• Enterprise Data Warehouses
• Executive Information Systems

These are only broad categories of reporting capabilities the University may be interested in procuring. These capabilities may be defined differently by each software firm. Firms are encouraged to propose all modules and components that will assist the University in meeting its strategic directions for administrative improvement and better access to meaningful information.

1. Which of the above reporting tools are currently offered by the firm.
2. What additional reporting tools is the firm developing or planning to develop and what are their expected release dates.

C. Application Development Tools

The University is interested in development tools to address application customization and development needs. These tools may be defined in the following categories:

• Common tools for modifying and maintaining screens, reports, data files, menus, business rules and processes across all applications without hindering installation of future upgrades
• Rapid Prototyping
• Database Design
• Three Tier Code Generation (including web applications)
• Development tools to write applications not related to the software firm’s administrative application suite

These are only broad categories of tools the University may be interested in procuring. Firms are encouraged to propose all tools it believes will assist the University in meeting its strategic directions for administrative improvement.

1. Which of the above application development tools are currently offered by the firm.
2. What additional application development tools is the firm developing or planning to develop and what are their expected release dates.

D. Other Tools and Technologies

The University is interested in other tools and technologies that support the automation of otherwise manual and low-level tasks and, thereby, enhance its ability to manage business more efficiently or to provide better services. Some examples are:

• Integration with commercial imaging systems
• Integration with commercial e-mail systems
• Web-based technologies
• Electronic workflow for process automation, approvals and notifications
• Security and authentication tools and technologies
• Bi-directional automatic data import and export between the firm’s software and third-party applications
• Electronic commerce capabilities such as full integration with a vendor’s systems or databases or integrated tuition payment capabilities via the Web
• Transaction monitor and system management tools integrated with the firm’s software applications
• Field sensitive help applications that the University can tailor to its needs
• Help desk applications linked to the firm’s customer service database, giving the University current information regarding problems and fixes

These are only a few possible tools and technology areas that would be of benefit to the University. The University encourages firms to propose all integrated tools and technologies that the firm believes would assist the University in meeting its strategic directions for administrative improvement.

1. Which of the above tools and technologies are currently offered by the firm.
2. What additional tools and technologies is the firm developing or planning to develop and what are their expected release dates.

This attachment provides information about the implementation services needs of the University and lists questions to which implementation services firms, or software firms who also offer implementation services, must respond.

The University is particularly interested in identifying an implementation firm with demonstrated ability to:

• Understand key processes in higher education administration and provide expert guidance on the reengineering of these processes;
• Understand the modules and applications provided by the software firm and understand and have experience solving the issues that arise implementing the software firm’s administrative systems in a higher education research institution;
• Effectively mentor and provide knowledge transfer on the specific administrative applications and implementation techniques;
• Implement process and organizational change with minimal stress and negative impact on the institution, its employees and its students;
• Competently and quickly identify and solve the technical issues that arise in a complex client-server environment and provide adequate guidance to minimize implementation and operational risks;
• Provide project management experience capable of meeting schedule and budget objectives and facilitating the proper level of project controls, communication strategies and change management/facilitation activities to ensure project success; and
• Integrate their methods and philosophies with those of the University and develop relationships that match the culture of the institution.

Each organization and each industry develops methods and philosophies for conducting business. The University of Virginia seeks an implementation firm that is both an experienced provider of these types of services, as well as one that can develop project plans, communication strategies, project controls and, in general, conduct business in a manner that is consistent with and complimentary to the University’s modus operandi.

Procurement of the following services is being considered to supplement the knowledge and skills of University staff.

• Project Management
• Process Reengineering
• Chart of Accounts Redesign
• Organizational Restructuring
• Application Implementation
• Infrastructure Development
• IT Organizational Strategy
• Outsourcing of Legacy Maintenance
• Data Warehouse Design and Implementation
• Electronic Forms and Automated Workflow Design and Implementation
• Change Management/Facilitation

The University will work jointly with the Selected Implementation Firm, and to a possibly lesser extent the Selected Software Firm, to ascertain the scope of and to estimate at a high level the entire reengineering and software replacement project and to develop more specific plans for the first project phase. This planning effort is expected to include these work steps:

• Development of strategies and assumptions for implementation. For example, deciding which application and which module(s) will be implemented first, what schedule will be followed per project phase, how the team will be structured, and how the Selected Firm's approach will be tailored to be the University’s needs;
• Process analysis. For example, performing an assessment of how much effort will be expended during the implementation on process reengineering, and prioritizing the business processes to be reengineered;
• Project personnel analysis. For example, developing an approach for training University technical and administrative staff for effective deployment on the project, and development of an overall plan for maintaining the most effective balance between the use of University staff and the use of services from the implementation firm;
• Technical infrastructure review. For example, conducting a high-level assessment of the infrastructure components and an assessment of the effort, timing and cost of infrastructure preparation;
• Application integration review. For example, conducting a high-level assessment of integration issues that will be faced and determining the level of effort that will be required during the project in order to interface the new systems with legacy and miscellaneous systems;
• Enabling technologies analysis. For example, comparing the University's current enabling strategies, such as data warehousing, workflow, and Interactive Voice Response, to those proposed by the software firm and determining which strategies should change, if any, and at what effort and cost.

The initial planning phase is envisioned as an eight to twelve week planning effort that will produce the following deliverables and will be input into an overall project budget:

• Project plan
• Resource plan
• Redesign priorities
• Project budget
• System Acceptance Plan and System Acceptance Criteria

The following sections describe the services under consideration at this time. For each service, please provide the following information:

1. Does the firm provide this service?
2. Describe the methodologies the firm will use in providing these services.

1. A. Project Management

The University will require the firm to provide a full-time project manager, reporting to the University's project director, to assist the project director in:

• developing an overall project plan, project schedule and communication plan;
• structuring and guiding work efforts and communication activities;
• monitoring progress against the plan;
• managing project scope changes;
• institutionalizing a standard methodology for implementing the chosen software package;
• developing the necessary project management skill set of those individuals selected to lead sub-projects;
• acting as an advocate for the University by resolving implementation issues with the software firm;
• facilitating organizational change; and
• performing other activities as determined by the project director.

   B. Process Reengineering

The University strongly desires the implementation firm to have experience in process reengineering within a higher education research university. This experience includes high-level assessments to determine the most critical processes as well as those processes with the greatest number of deficiencies. The firm should provide documented best practices for each major process identified and be able to advise the University on reengineering processes that are efficient and effective and take advantage of advances provided by the administrative software. The firm should be able to develop an implementation strategy and assess the impact the new process will have on the current operation. The firm should also be able to define new measurements and benchmarks that can be used to monitor process performance and continuous process improvement activities. The firm will be expected to work cooperatively with the University’s existing Process Simplification organization.

C. Chart of Accounts Redesign

The University will require assistance assessing the chart of accounts, determining the need for redesign, and if necessary, providing the necessary redesign experience to the University. The implementation firm must be able to advise the University:

• on approaches for standardizing object codes;
• in determining which account elements should be included in the General Ledger to support management and statutory reporting while minimizing the usage of the general ledger as a sub-ledger;
• on the proper placement of additional information elements in sub-ledgers and the data warehouse to support the University’s reporting and inquiry requirements;
• on chart of accounts designs used by other universities; and
• on how reorganization of the general ledger can meet the changing, increasingly complex, reporting demands in the University’s operating units.

• D. Organizational Restructuring

A major goal of the University's implementation project is to improve the efficiency and effectiveness of administrative processes to the point that end users and their departments see direct and tangible benefits. In order for these direct and tangible benefits to occur, the University expects the implementation and software firms to develop meaningful activities that will facilitate the occurrence of tangible change. The following types of services are required to support this effort.

1. Restructuring Activities. The University will require experience from the implementation firm in restructuring organizations within the University to support new processes and best operational and governance practices identified across various industries. The Firm’s experience should include developing communication programs for promoting the changes among various stakeholders and organizations within the University and building consensus around those changes.

As part of any implementation, many activities requiring specialized skills are needed to complete the project successfully. Following are the services and skills the University believes are necessary to achieve successful implementation:

1. Application Interfaces. Interfaces will need to be developed to/from the new administrative software package and legacy systems, entities at the State and Federal levels, external vendors such as banking and insurance companies, University Medical Center applications, and applications within departments and schools of the University.

The Selected Firm should be prepared to provide the following services related to assessment, planning, design, and implementation of enhancements to the University's technical infrastructure required to support the new administrative systems across the institution. Areas of expertise that may be required are described in the following sections.

1. Technical Environment Readiness Assessment. A gap analysis of the University's technical infrastructure and operational and support tools and processes is needed to ensure that the necessary technical environment exists to successfully maintain the new enterprise-wide administrative software. The assessment may include such areas as: hardware platforms, network capacity, software change management, disaster recovery, security, network management, storage management, output management, etc.

The University is currently redefining roles and responsibilities for technical support of the new software. Certain aspects of software support will be distributed to user departments, while others will be retained by the central information technology organization. The Selected Firm should be prepared to provide advice and to assist in the review of organizational plans for technical support in order to verify the most efficient and effective distribution of responsibilities has been identified.

H. Outsourcing of Legacy System Maintenance

The University will use as many of its existing staff as possible on the enterprise software implementation project so that expertise remains at the University when the Agreement with the Selected Firm ends. . Continuing to staff ongoing support of existing systems while implementation takes place, however, is essential. To address this need, the Selected Firm should be prepared to augment the current software development staff responsible for supporting existing systems in the following areas:

• software development,
• data base administration,
• technical infrastructure support, and
• departmental and central administrative support.

• I. Data Warehouse Design and Implementation

The University currently has a data warehouse that utilizes Sybase for the data base structure, Platinum's Repository Open Enterprise Edition software for the information catalog and, ODBS-compliant software such as BrioQuery for customer developed queries. The Selected Firm should be prepared to provide advice and to assist in assessments of the tradeoffs between the continued use of this solution and creating a replacement solution.

J. Electronic Forms and Automated Workflow Design and Implementation.

The University has been successful in developing and deploying electronic forms that feed several legacy applications. The electronic forms system has forms designer capabilities, security, workflow for routing and approvals, and the ability to generate output files for loading into legacy or other applications. The Selected Firm should be prepared to provide advice and to assist in assessments of the tradeoffs between the continued use of this tool and creating a replacement solution

K. Change Management/Facilitation.

The Selected Firm should be prepared to provide advice and to assist in capitalizing on the opportunities occasioned by the implementation of new administrative systems and in anticipating the impacts of change on organizational processes and structures. Firms experienced in leading and guiding organizational change within higher education are needed to help ensure the success of this project.

This attachment provides information about educational and training services needs of the University and list questions to which software and implementation service firms must respond.

The Selected Firm should be prepared to provide initial and ongoing educational and training services for the development, implementation, management, maintenance, and use of the new processes and software. In addition to training on the software application, the Selected Firm should be prepared to identify training requirements for technical and professional staffs, managers, and end users. Some of the options that the University would be interested in include the following:

• On-site classroom training
• Off-site classroom training
• Training packages that allow University staff to provide the training (Train-the-trainer)
• Computer-based training
• Distance learning options
• User support documentation
• Instructional materials

These are only a few possible training options that would be of benefit to the University. Firms are encouraged to propose all education options available to the University that firms believe will assist the University in meeting its strategic directions for administrative improvements.

It is expected the University will need training in a broad range of topics and may look to both the selected software and implementation firms to provide this training.