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Home My WebLink AboutITCmteAgenda03032026 AGENDA BOS IT Committee Tuesday March 3, 2026 9:00 AM FIRST FLOOR-CONFERENCE ROOM 1006 FREDERICK COUNTY ADMINISTRATION BUILDING WINCHESTER, VIRGINIA 1. Welcome and Introductions 2. BerryDunn – Current State of Software Evaluation & Needs Assessment 3. Memorandum of Understanding between County IT and Northwest Regional Adult Detention Center 4. Adjournment Item 2: BerryDunn – Current State of Software Evaluation & Needs Assessment Topic Synopsis County Administration formed the Integrated Management Systems (IMS) Committee in April 2025 to engage key stakeholders, assess business needs, and review existing systems and processes to ensure the County is equipped with appropriate enterprise software solutions. In August 2025, a Statement of Need was issued to solicit proposals from qualified firms. Following a competitive interview process, BerryDunn was recommended by the committee. Recommended Action Staff recommend that the IT Committee forward this item to the Board of Supervisors with a recommendation that the Board authorize the County Administrator (or designee) to execute the Phase 1 Current State Evaluation & Needs Assessment agreement with BerryDunn and approve the carryforward of any funds appropriated to this project that remain unspent at the conclusion of the fiscal year. COUNTY of FREDERICK Department of Planning and Development 540/ 665-5651 Fax: 540/ 665-6395 107 North Kent Street, Suite 202  Winchester, Virginia 22601-5000 MEMORANDUM TO: Frederick County Board of Supervisors FROM: Wyatt Pearson, AICP, Director of Planning and Development Patrick Fly, Director of Information Technology Karen Orndorff, Purchasing Manager RE: County Government Software Evaluations & Needs Assessment DATE: January 16th, 2026 The purpose of this memo is to describe the activities and deliberations of the Integrated Management Systems (IMS) Committee in support of staff’s request for funding to conduct a Phase 1 Current State Evaluation & Needs Assessment of the County’s software and systems with BerryDunn. County Administration formed the IMS Committee in April of 2025 and provided the following direction for the group to aspire towards: “to identify an Integrated Management System (IMS) solution that aligns with the strategic goals of Frederick County. To engage all stakeholders, analyze their business needs and review all systems and processes to ensure the County is equipped with the best software to move forward. Ensure the system selected fosters process improvement, has a comprehensive and fully integrated reporting system and integrates with existing systems. Through collaboration, transparency and a focus on innovation, select an IMS that support the County’s vision and fosters a culture of continuous improvement while serving the needs of staff, elected & appointed officials and the residents of Frederick County.” The group was comprised of staff and constitutional office representatives and made decisions on a consensus basis. Throughout the process other staff and individuals were included on an ad hoc basis for participation in the deliberations. The core members of the Committee included: Patrick Fly, Information Technology (Co-Chair) Wyatt Pearson, Planning & Development (Co-Chair) Jay Tibbs, Administration Bill Orndoff, Treasurer Derek Brill, Commissioner of Revenue’s Office Sharon Kibler, Finance Michael Marciano, Human Resources Karen Orndorff, Public Works The Committee met multiple times between April and December of 2025. Discussions included but were not limited to; education on the use and potential capabilities of existing system (BAI Municipal Software), review of all software licenses current in County Government, shared or common data sets, interdepartmental processes and current integrations or lack thereof, examples from vendor presentation or colleagues elsewhere on capabilities of other systems available in the market. Early in these discussions the majority of the group concluded that third party assistance would be necessary to map out the existing integrations and potential overlaps, and most importantly provide an informed and impartial opinion on whether the existing system should be enhanced, supplemented, replaced, or some combination of those approaches. Accordingly, on August 6, 2025, a Statement of Needs was distributed with the intent of soliciting proposals from qualified firms to provide comprehensive evaluation, advisory, and implementation planning services related to an Enterprise Resource Planning (ERP) system. Three consulting firms—BerryDunn, Plante Moran, and Luna Data Solutions—submitted proposals for the committee’s review. Based on the initial evaluation, BerryDunn was selected for an interview. Following the interview process, the committee unanimously agreed to move forward with BerryDunn as the recommended consulting firm. Staff is requesting authorization for the County Administrator to execute a contract with BerryDunn for consulting services in the amount of $55,000 for a Phase 1 Current State Evaluation & Needs Assessment, which will include but not be limited to the following tasks and deliverables: Tasks:  Conduct kickoff meetings and develop a detailed project work plan.  Inventory all current ERP-related and department-specific systems/software.  Analyze current business processes, workflows, data management, and reporting practices.  Conduct interviews and workshops with stakeholders across all major departments.  Document functional and technical requirements.  Conduct a gap analysis comparing the current state with identified needs.  Facilitate a review session with stakeholders to validate requirements and findings. Deliverables:  Project work plan and schedule  Software inventory report  Functional and technical requirements document  Gap analysis report  Provide a recommendation on whether to maintain the existing system as is, enhance the existing system, supplement the existing system, or replace it  Stakeholder validation summary Depending upon the results of the Phase 1 effort, the County could but is not obligated to continue working with Berry Dunn on Phase 2 System Evaluation and Selection, and Phase 3 Implementation Planning. Based upon BerryDunn’s estimates the total cost associated with having a consultant’s assistance throughout this process is likely to reach $150,000. As always, should you have any questions regarding this matter, please do not hesitate to contact us. berrydunn.com PROPOSAL FOR: County of Frederick IN RESPONSE TO AN RFP FOR EVALUATION OF ERP AND IMS CONSULTANT SEARCH SERVICES SUBMITTED BY: Berry, Dunn, McNeil & Parker, LLC 2211 Congress Street, Portland, ME 04102 Jonathan Grace, Project Principal Berry, Dunn, McNeil & Parker, LLC jgrace@berrydunn.com Charline Petit Homme, Engagement Manager Berry, Dunn, McNeil & Parker, LLC charline.petithomme@berrydunn.com Proposal Submitted On: October 1, 2025 at 5 p.m. EST BerryDunn is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide services. Berry, Dunn, McNeil & Parker, LLC provides tax, advisory, and consulting services. BDMP Assurance, LLP, a licensed CPA firm, provides attest services. 1. Cover Letter October 1, 2025 County of Frederick, Virginia Attn: Missi Neal, Purchasing & Contracts Manager 107 N. Kent St. Winchester, VA 22601 Dear Missi Neal and Members of the Selection Committee: On behalf of Berry, Dunn, McNeil & Parker, LLC (“BerryDunn,” “we,” “our”), I am pleased to submit this proposal in response to the County of Frederick’s (the County’s) request for proposals (RFP) for its Evaluation of Enterprise Resource Planning (ERP)/Integrated Management System (IMS) Consultant Search. We have read the County’s request and reviewed its terms and conditions and the contents presented therein. Our proposal is a firm and irrevocable offer valid for 120 calendar days from the proposal deadline of October 1, 2025, at 5 p.m. EST. BerryDunn is a nationally recognized professional services firm headquartered in Portland, Maine, with 10 office locations. We are focused on inspiring organizations to transform and innovate and have preserved our reputation for excellence throughout our 51-year history. Our firm’s culture is centered on a deep understanding of our clients’ commitment to serving the public. We proudly tailor each of our projects to recognize the work our clients do every day. We care about what we do, and we care about the people impacted by our work—including the County’s staff and constituents. As it relates to the County’s requested services, we would like to highlight the following unique attributes offered by our proposed team: Demonstrated success delivering BAI assessments in the Commonwealth, with deep understanding of county landscapes Proven track record executing similar scopes of work for neighboring regional governments Experienced, scalable team of subject matter experts with extensive county government consulting expertise Independent, vendor- neutral advisors with comprehensive ERP market insight through the BerryDunn Bridge program October 1, 2025 Page ii We appreciate the opportunity to propose and the time and consideration taken by the County to review our submission. As a principal in BerryDunn’s Local Government Practice Group, I can attest to the accuracy of our materials, and I am legally authorized to bind, negotiate, make presentations on behalf of, and commit our firm and our resources. If you have any questions regarding our proposal or updates on the evaluation process, please consider me your primary point of contact and feel free to contact me directly. Sincerely, Jonathan Grace, Prosci® CCP, Principal Berry, Dunn, McNeil & Parker, LLC 2211 Congress Street, Portland, ME 04102-1955 t: 207-541-2260 | e: jgrace@berrydunn.com 1. Cover Letter i TABLE OF CONTENTS SECTION PAGE 1. Cover Letter .............................................................................................................................................. i 2. Firm Overview and Qualifications ......................................................................................................... 1 3. Experience with Local Government ERP Projects .............................................................................. 3 4. Qualifications of Project Team ............................................................................................................ 12 5. Approach, Methodologies, and Work Plan ......................................................................................... 22 6. Pricing and Payment ............................................................................................................................. 40 7. Client References .................................................................................................................................. 41 Appendix A: Requested, Negotiable Exceptions ................................................................................... 43 2. Firm Overview and Qualifications 1 2. Firm Overview and Qualifications Firm Overview BerryDunn is a nationally recognized professional services firm focused on inspiring organizations to transform and innovate. Formed in 1974 with 78 principals, 36 owners, and 10 office locations, we have experienced sustained growth throughout our 51-year history. We employ more than 950 staff members—including more than 400 in our Consulting Services Team. From extensive project experience for more than 900 state, local, and quasi-governmental agencies, our team brings valuable perspectives to every engagement. Additionally, our team has prior experience serving state and local government agencies, providing them with an in-depth understanding of government operations, staffing needs, budgetary constraints, and the business processes required to provide necessary services to the internal divisions and the constituents the County serves. Our firm provides a full range of professional services that support our ability to complete tasks outlined by the County. These include:  Software Planning and Procurement  Software Implementation Project Management and Oversight  Business Process Improvement, Reviews, and Redesign  Organizational Change Management (OCM)  Organizational, Operational, and Staffing Analyses  Performance Analyses  Enterprise and Departmental Strategic Planning  Leadership and Organization Development  Master Planning  Cost of Service and Fee Studies  Project Assessments and Remediation  IT Assessments  IT Strategic Planning Figure 1 illustrates the overall organization of BerryDunn's Local Government Practice Group. We provide unparalleled expertise and unique insights across these practices, supporting more than 500 local government clients in solving some of their biggest challenges and addressing opportunities to improve and plan. Figure 1: Local Government Practice Group Specialization 2. Firm Overview and Qualifications 2 Our Highly Specialized Enterprise Digital Transformation Practice Of note to the County, we have a dedicated Enterprise Digital Transformation (EDT) Practice that focuses on providing advisory services that address clients’ technological and business process modernization needs. The EDT Practice offers more than 30 years of relevant consulting experience, as well as firsthand insights gained from team members’ prior experience serving within local government organizations. Leadership and subject matter experts (SMEs) within the EDT Practice are aligned with focus areas that allow them to specialize and offer customized approaches based on a client's geographic area and community, size and resources, technical environment, stakeholder groups, and industry. For instance, our experience with ERP projects, our experience with assessing BAI/AS400 for clients in the Commonwealth, and work with clients of similar size will benefit the County on this work effort. Having conducted more than 200 projects that span the system replacement life cycle or include business process improvement as a core focal point or part of a larger initiative, we bring unique insights and industry best practices to every engagement. We understand the functionality of local government organizations, and we understand the processes, policies, people, and technology that support it. It is through this and our independence and objectivity that we serve as trusted advisors to our clients and strong proponents to the projects they conduct. BerryDunn Bridge and Our Independence BerryDunn Bridge is a program facilitated by our Local Government Practice Group. This program was developed to promote information sharing between public-sector software providers and our consultants and helps continually expand our own—and our clients’—understanding of the public-sector software landscape. BerryDunn Bridge provides opportunities to share our clients’ needs with the software vendor community and gain knowledge of upcoming technological trends, recent product developments, and find target markets for software providers. Public-sector software providers opt into this program to establish a cadence of meetings between their team members and our own to keep up to date on industry and client trends. This includes knowledge- sharing opportunities ranging from focused discussions between management teams to software demonstrations with a broader audience of consulting staff. As a result of this program, we can best serve our clients and pass on our knowledge gained—including modern software system capabilities not currently being utilized or perhaps even previously contemplated by our clients. BerryDunn is not affiliated with any specific vendor, allowing us to provide truly independent advisory services to our clients. In that respect, we recognize the importance of networking and continuous market research to help ensure we are apprised of industry best practices, emerging trends, and updates in the software vendor community. 3. Experience with Local Government ERP Projects 3 3. Experience with Local Government ERP Projects Commitment to Commonwealth With BerryDunn, the County will be served by a firm and project team members who have demonstrated their commitment to the Commonwealth. We have completed more than 60 projects for nearly 50 clients in the Commonwealth, including those listed below. We have bolded the projects with similar scopes of work to the County’s project.  Albemarle County  American Association of Motor Vehicle Administrators (AAMVA)  Arlington County  Arlington Public Schools  Averett University  Chesterfield County  City of Alexandria  City of Danville  City of Fairfax  City of Fredericksburg  City of Hampton  City of Harrisonburg  City of Lynchburg  City of Manassas  City of Manassas Park  City of Newport News  City of Norfolk  City of Richmond  City of Roanoke  City of Suffolk  City of Waynesboro  City of Winchester  County of Dinwiddie  Fairfax County  Falls Church City Public Schools  Fauquier County  George Mason University  Gloucester County  Goochland County  Henrico County  King George County  Loudon County  Middlesex County  New Kent County  Pittsylvania County  Powhatan County  Reston Association  Stafford County  Town of Christiansburg  Town of Front Royal  Town of Herndon  Town of Leesburg  Virginia Department of Behavioral Health and Developmental Services  Virginia Employment Commission  Virginia Polytechnic Institute and State University  Warren County  Washington and Lee University  Washington County  York County Schools We also take pride in our local presence, as we have several employees who reside in the Commonwealth and/or have worked in the regional local government landscape. Systems Consulting BerryDunn has extensive experience in providing a variety of system consulting services to clients similar in size and complexity to the County. In Table 1, on the following pages, we have included a summary of public-sector system consulting projects with which our firm has assisted. We have also provided population data for additional context. 3. Experience with Local Government ERP Projects 4 Table 1: Systems Consulting Experience BerryDunn’s Involvement Needs Assessment Requirements Definition RFI/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Assistance Counties and Regional Governments Albemarle County, Virginia (107,000)  Adams County, Colorado (519,570)        Berks County, Pennsylvania (415,000)       Calumet County, Wisconsin (53,000)    Carver County, Minnesota (102,100)   Chesterfield County, Virginia (353,000)       Clark County, Washington (488,000)        Coconino County, Arizona (140,000)   Doña Ana County, New Mexico (218,000)       Ellis County, Texas (185,000)        Fauquier County, Virginia (75,600)   Goochland County, Virginia (23,000)        Hamilton County, Indiana (338,000)        Henrico County, Virginia (325,000)      Imperial County, California (180,000)    Kaua’i County, Hawai’i (72,000)      King George County, Virginia (28,000)       Maui County, Hawai’i (167,000)       McLean County, Illinois (170,000)       Mesa County, Colorado (162,000)        Middlesex County, Virginia (10,900)       3. Experience with Local Government ERP Projects 5 BerryDunn’s Involvement Needs Assessment Requirements Definition RFI/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Assistance Minnehaha County, South Dakota (183,000)        Mobile County Health Dept, Alabama (415,000)        Monroe County, Florida (74,000)        Montgomery County, Pennsylvania (831,000)        Morrow County, Oregon (12,000)        New Kent County, Virginia (18,000)       Outagamie County, Wisconsin (184,000)        Peoria County, Illinois (179,000)        Person County, North Carolina (39,000)  Powhatan County, Virginia (30,000)       Saginaw County, Michigan (191,000)        Scott County, Iowa (166,000)        Sheboygan County, Wisconsin (118,000)   Stearns County, Minnesota (164,000)       Sussex County, Delaware (200,000)        Wake County, North Carolina (1,129,000)        Warren Country, Virginia (42,000)        Waukesha County, Wisconsin (407,000)       Yamhill County, Oregon (107,000)        Municipalities City of Alameda, California (79,000)  3. Experience with Local Government ERP Projects 6 BerryDunn’s Involvement Needs Assessment Requirements Definition RFI/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Assistance City of Alexandria, Virginia (150,000)       City of Amarillo, Texas (199,000)        City of Aurora, Colorado (369,000)        City of Avondale, Arizona (85,000)        City of Beaverton, Oregon (97,000)        City of Bettendorf, Iowa (40,000)        City of Boca Raton, Florida (91,000)        City of Boulder, Colorado (105,000)  City of Brighton, Colorado (40,000)  City of Broken Arrow, Oklahoma (112,000)        City of Burlington, Vermont (43,000)  City of Cedar Falls, Iowa (41,000)        City of Cedar Park, Texas (77,600)   City of Cleveland, Ohio (365,000)        City of Coral Springs, Florida (128,000)        City of Danville, Virginia (41,000)       City of Denton, Texas (170,000)       City of DeSoto, Texas (53,000)       City of Detroit, Michigan (675,000)        City of Dover, Delaware (37,453)        City of Duncanville, Texas (40,000)  City of Edina, Minnesota (52,000)        City of Fairfax, Virginia (24,000)       City of Fargo, North Dakota (122,000)       City of Farmers Branch, Texas (35,000)        3. Experience with Local Government ERP Projects 7 BerryDunn’s Involvement Needs Assessment Requirements Definition RFI/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Assistance City of Fredericksburg, Virginia (27,000)       City of Fort Collins, Colorado (165,000)   City of Fountain Valley, California (56,000)        City of Frisco, Texas (177,000)        City of Gahanna, Ohio (35,000)        City of Gaithersburg, Maryland (68,000)  City of Garland, Texas (238,000)  City of Glendale, Arizona (237,000)        City of Grand Prairie, Texas (193,837)  City of Helena, Montana (32,000)        City of Independence, Missouri (117,000)        City of Irvine, California (273,000)        City of Irving, Texas (230,000)        City of Jacksonville, North Carolina (73,000)       City of La Mesa, California (60,000)  City of Lakeville, Minnesota (64,000)        City of Lawrence, Kansas (96,000)        City of Livermore, California (90,000)       City of Long Beach, California (470,000)  City of Manassas, Virginia (37,000)        City of Manassas Park, Virginia (17,000)       City of Mansfield, Texas (70,000)       3. Experience with Local Government ERP Projects 8 BerryDunn’s Involvement Needs Assessment Requirements Definition RFI/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Assistance City of Midland, Texas (119,000)        City of Minot, North Dakota (48,000)   City of Newport News, Virginia (183,000)    City of Ormond Beach, Florida (42,000)  City of Pasadena, California (140,000)       City of Philadelphia, Pennsylvania (1,581,000)    City of Plano, Texas (287,000)        City of Puyallup, Washington (41,000)   City of Redding, California (92,000)        City of Richland, Washington (53,000)        City of Richmond, Virginia (233,700)    City of San Leandro, California (90,000)        City of Santa Fe, New Mexico (70,000)        City of Simi Valley, California (126,000)  City Spokane Valley, Washington (98,000)        City of St. Charles, Missouri (70,000)       City of Stillwater, Oklahoma (50,000)       City of Sugar Land, Texas (89,000)      City of Surprise, Arizona (121,000)        City of Tampa, Florida (388,000)        City of Toledo, Ohio (265,000)       City of Tucson, Arizona (525,000)        City of Waynesboro, Virginia (21,000)        City of Weatherford, Texas (31,000)        3. Experience with Local Government ERP Projects 9 BerryDunn’s Involvement Needs Assessment Requirements Definition RFI/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Assistance City of Wheat Ridge, Colorado (31,000)       City of Wilmington, North Carolina (117,000)        Town of Front Royal, Virginia (16,000)      Town of Herndon, Virginia (22,000)       Village of Oak Park, Illinois (52,000)        Regional and Special Purpose Coachella Valley Association of Governments, California (represents 10 cities, one county, and four Native American tribes)        Chicago Metropolitan Agency for Planning, Illinois (CMAP) (2,710,000)        City-County Information Technology Commission (CCITC), Wisconsin (serves Marathon County, the City of Wausau, three counties’ healthcare, four police departments, and Marathon public library system)       Consumnes Community Services District, California (210,000)   Lafayette Consolidated Government, Louisiana (242,000)       Louisville/Jefferson County Metro, Kentucky (740,000)        Loveland Housing Authority, Colorado (organization assists 1,200 households)       Madison Metropolitan Sewer District, Wisconsin (429,000)       Metropolitan Government of Nashville and Davidson County, Tennessee (684,000)     3. Experience with Local Government ERP Projects 10 BerryDunn’s Involvement Needs Assessment Requirements Definition RFI/RFP Development Evaluation Criteria Development Vendor Selection Contract Negotiations and Approval Implementation Assistance Omaha-Council Bluffs Metropolitan Area Planning Agency, Nebraska (968,000)       Tri-County Health Department, Colorado (1,400,000)        Waste Commission of Scott County, Iowa (175,000)       K-12 Public Education Arlington Public Schools, Virginia (26,000 students)   Chesterfield County and Public Schools, Virginia (62,000 students)       City of Worcester and Public School Department, MA (23,000 students)        Jefferson County School District, Colorado (69,000 students)      Laramie County School District One, Wyoming (14,000 students)       Metro Nashville Davidson County Schools, Tennessee (86,000 students)      Newport School District, New Hampshire (1,000 students)  Syracuse City School District, New York (20,000 students)     ERP Systems and Functional Area Familiarity BerryDunn has extensive experience assisting clients in every stage of the enterprise system planning, selection, and implementation life cycle; experience and familiarity with most systems and their associated modules in the marketplace; and lack of affiliation with any specific vendor. Our experience assessing a wide variety of vendors means that we understand the capabilities and limitations of today’s systems. Enterprise systems that we have reviewed as part of system planning engagements and those that clients have selected for implementation are included in Figure 2 below. While BerryDunn does not 3. Experience with Local Government ERP Projects 11 recommend particular systems, we provide clients with the information, education, and tools needed to feel confident in the decision they make for moving forward with future solutions. The County will be pleased to notice that we have experience with multiple modules, also described in Figure 2, thereby helping ensure a thorough and insightful process. Figure 2: ERP System Vendor and Functional Area Experience 4. Qualifications of Project Team 12 4. Qualifications of Project Team Organizational Structure At BerryDunn, we believe in the synergy that accompanies a team approach. That said, we have carefully assembled a project team with unique and specialized qualifications that coincide with the needs and desired outcomes of the County. These project team members will remain committed, available, and assigned to perform the County’s requested work effort. Figure 3 describes the organizational structure of our project team, followed by a listing of project staff. It should be noted we do not intend to subcontract any portion of the County’s desired scope of work. 4. Qualifications of Project Team 13 Figure 3: Organizational Structure About 70% of our consulting work comes from repeat business with clients. This speaks to our team’s ability to build strong working relationships that drive client satisfaction with our services and work products. Roles, Responsibilities, and Qualifications Below and on the following pages, we list our project team members’ experience, qualifications, and expertise as it relates to projects of this nature and work with comparable public-sector clients. Jonathan Grace, PMP®, Prosci® CCP | Project Principal Jon is a principal in our Local Government Practice Group with over 25 years of experience assisting public-sector agencies with project management, technology planning, business process improvement, software system selection, implementation and design. He has managed every step of the systems planning process and leverages his extensive knowledge of systems functionality and business process best practices to help ensure his clients experience successful selection and implementation outcomes. He also has experience serving BerryDunn’s K-12 public education clients. Prior to joining BerryDunn, he provided user support and assisted in system implementation of ERP products. Jon serves as project principal for projects across the country, and he has managed every step of the procurement process—from assessing the current environment to leading contract negotiations and large-scale system implementations. As the project principal, Jon will have overall responsibility for the services we have proposed to the County. He will help ensure commitment of our firm and appropriate resource allocation and will review and approve all deliverables in accordance with BerryDunn’s quality assurance processes. 4. Qualifications of Project Team 14 Charline Petit Homme, MPA, PMP®, Prosci® CCP | Engagement Manager Charline is a manager in BerryDunn’s Local Government Practice Group with six years of public-sector experience. She is a Certified Project Management Professional® (PMP®) and has several years of experience with engagement and project management, business process diagramming, conducting research, data collection, organizational reporting, gap analysis, and recommendations development. Her experience also includes organizing and leading groups through the adoption of new ideas and concepts and promoting buy-in. As the engagement manager, Charline will oversee project progress, the initiation and completion of tasks and milestones, meetings and information-gathering activities, project deliverable development, and the work of the project team. Ross DeFalle, MBA, ITIL, LSSBB | Project Manager Ross is a senior consultant in our Local Government Practice Group. He has more than three years of IT project management and systems implementation leadership and over seven years in client relationship building and account management. Ross is an experienced change agent for enterprise systems and leading concurrent projects following best practices, tracking scope, milestones, and deliverables. His experience includes providing strategic leadership for complex IT strategic plans, cultivating client relationships, and consistently achieving functionality goals. Ross has provided business process improvement services to many BerryDunn clients during enterprise system selection. His experience includes fact-finding, recommendations development, and requirements definition. He draws on experience and industry best practices when assisting clients with business process recommendations. As the project manager, Ross will be responsible for maintaining a constructive and clear line of communication between the County’s staff and BerryDunn, maintaining communication and documentation in accordance with County standards, monitoring the progress of the project, tracking the initiation and completion of tasks and milestones, conducting regular status meetings, providing detailed progress reports, facilitating meetings and information-gathering activities, and helping ensure all deliverables are timely, accessible, and reviewed with stakeholders. Allisha Ouellette, MBA, LSSGB | Lead Business Analyst Allisha Ouellette is a senior consultant with BerryDunn’s Local Government Practice Group. She leverages her eight years of project management and coordination experience to develop high-quality deliverables, monthly aggregate reporting, and project management support for state and local government clients. Allisha understands small, local governments with competing resources as well as large, complex organizations. As the lead business analyst, Allisha will provide business analysis support to the project team as it relates to facilitating meetings, preparing status reports, and developing project deliverables in a timely manner. She will also help assess the County’s current environment, develop requirements, and form recommendations across functional areas. Ashley Aaron | Business Analyst Ashley is a consultant in BerryDunn’s Local Government Practice Group. She specializes in public policy, research, data analytics, and data visualization. Prior to joining BerryDunn, Ashley served as a constituent liaison intern for a Salt Lake City, Utah, council member. 4. Qualifications of Project Team 15 She also has experience as a research and data analytics intern with the U.S. Department of Housing and Urban Development (HUD), Office of General Counsel. As the business analyst, Ashley will provide general business analysis support to the project team as it relates to facilitating meetings, preparing status reports, and developing project deliverables in a timely manner, and she will help assess the County’s current environment, develop requirements, and form recommendations across functional areas. Kate Offerdahl-Joyce, NIGP-CPP | Procurement SME Kate is a manager in our Local Government Practice Group who focuses on procurement and contract analysis—having led more than 30 municipal clients through comparable system selection projects. They bring more than 15 years of procurement, process improvement, and recommendation implementation experience. With a strong background in project management, Kate has hands-on experience working with a wide array of teams and organizations to improve business processes to be more efficient, user-friendly, and time and cost-effective. Kate is also a National Institute of Governmental Purchasing Certified Procurement Professional. As the procurement SME, Kate will oversee the RFP processes with the County as well as provide perspective on procurement process, contract negotiations and approval process, and best practices. 4. Qualifications of Project Team 16 Resumes Jonathan Grace, Prosci® CCP PRINCIPAL / PROJECT PRINCIPAL Berry, Dunn, McNeil & Parker, LLC EDUCATION AND CERTIFICATIONS BS, Business Administration, Elon College Prosci® Certified Change Practitioner SELECT CLIENTS Albermarle County and Schools, VA Henrico County, VA King George County, VA Chesterfield County, VA City of Danville, VA City of Manassas Park, VA Gloucester County, VA Goochland County and Schools, VA Middlesex County, VA New Kent County and Schools, VA Powhatan County, VA Warren County, VA Jon is a principal who has more than 25 years of experience assisting public-sector agencies with project management, technology planning, business process improvement, system implementation and design. Prior to joining BerryDunn, he provided user support and assisted in system implementations of ERP products. PROJECT EXPERIENCE Project Management: Jon has extensive experience in managing, planning, and implementing ERP systems. This perspective and insight benefits our ERP consulting clients across the country. He has led many business process improvement activities, strategic planning sessions, and assisted with OCM, supporting his ability to deliver large-scale implementation projects successfully. Enterprise Systems Planning: Jon is an expert in the full life cycle of planning for and procuring a new ERP system, having assisted cities, counties, and school districts across the country with their ERP replacements initiatives. He has managed every step of the process— from assessing the current environment to conducting a needs assessment, defining functional and technical requirements, developing an RFP and scoring methodology, assisting with evaluation of proposals, and leading contract negotiations. He is knowledgeable about the functionality and limitations of various ERP systems available in the market as well as best practices in ERP business processes. Commonwealth Familiarity (Virginia): Jon has served a number of Commonwealth public-sector clients, providing him with familiarity related to its Commissioner of Revenue and Treasurer functions—including personal property tax, business license, meals tax, vehicle decal, payment of property taxes, permits, licenses, fines, and pet tag requirements. This experience provides Jon with an understanding of the Commonwealth’s cities, counties, and schools. Operational Efficiency: Jon has led many business process improvement activities and assisted with OCM. This experience includes facilitating and developing as-is and to-be business process diagrams and has resulted in his ability to identify challenges with existing processes and provide recommendations. 4. Qualifications of Project Team 17 Charline Petit Homme, MPA, Prosci® CCP, PMP® MANAGER/ENGAGEMENT MANAGER Berry, Dunn, McNeil & Parker, LLC EDUCATION AND CERTIFICATIONS MPA, Clark University BA, Political Science, Clark University Prosci® Certified Change Practitioner (CCP) Certified Project Management Professional® Institute of Cultural Affairs (ICA) Technology of Participation® (ToP®), Certified SELECT CLIENTS Chesterfield County and Public Schools, VA City of Danville, VA City of Wilmington, NC Fauquier County and Public Schools, VA Henrico County, VA King George County and Public Schools, VA Wake County, NC Charline is a manager in our Local Government Practice Group and is particularly skilled in leading clients through complex transformational initiatives, including strategic planning projects. She is a strong facilitator and is certified in the ICA ToP® facilitation methodology. Her experience also includes organizing and leading groups through the adoption of new ideas and concepts, and promoting buy-in. She brings in-depth knowledge and involvement with strategic planning, change management, and relationship building through her strong communication, leadership, and project management skills. She is especially skilled at facilitating stakeholder engagement efforts and synthesizing outcomes to optimize results for her clients. Prior to joining BerryDunn, Charline spent multiple years serving the public-sector, supporting and conducting field research, data collection, organizational reporting, gap analysis, and recommendations development. RELEVANT EXPERIENCE Project Management and Support Charline is a Project Management Professional® (PMP®) and has served as engagement manager and project manager for a number of our projects in the Commonwealth. In these roles, Charline maintains a constructive and clear line of communication between the client and BerryDunn. In addition, she monitors the progress of the project, tracks the initiation and completion of tasks and milestones, and facilitates status update meetings and information-gathering activities. Business Process Improvement: Charline has in-depth experience with an international perspective conducting field research. This involved collecting data and developing reports, as well as identifying gaps in policies and processes. These gaps translated into developing ways to streamline processes and increase efficiencies. OCM: Charline helps her clients embrace change and prepare for a future environment through effective communication. Charline has assisted clients in developing timely and consistent communication to promote buy-in and project success. 4. Qualifications of Project Team 18 Ross DeFalle, MBA, ITIL, LSSBB SENIOR CONSULTANT/PROJECT MANAGER Berry, Dunn, McNeil & Parker, LLC EDUCATION AND CERTIFICATIONS MBA, Marketing, Arizona State University BA, Economics, Lenoir- Rhyne University Professional Certificate – Leading Smart Communities, Pepperdine University ITIL 4 Foundation Certificate Lean Six Sigma Black Belt Certified SELECT CLIENTS Athens-Clark County, GA City of Charlottesville, VA Fauquier County and Public Schools, VA King George County and Public Schools, VA Middlesex County, VA New Kent County, VA Pittsylvania County, VA Town of Front Royal, VA Union County, NC Warren County, VA Ross DeFalle is a senior consultant in our Local Government Practice Group and has more than three years of IT project management and systems implementation leadership and has over seven years in client relationship building and account management. Ross’ experience includes providing strategic leadership for complex IT strategic plans, cultivating profitable client relationships, and consistently achieving functionality goals. PROJECT EXPERIENCE Project Management: Ross’ client work includes working alongside client staff to help understand workflows and align enterprise systems to improve operational performance. He helps ensure projects are completed on time by estimating project duration, costs, and projected return on investment while creating implementation plans to seamlessly facilitate software transitions. Ross acts as a change agent to identify client needs, resolve quality/functionality issues, and present client-side stakeholders with actionable insights for scaling ERP systems with organizational growth. Ross is instrumental in leading multiple concurrent projects by establishing best practices and meticulously tracking scope, milestones, and budgets to achieve objectives. Business Process Improvement: Ross has provided business process improvement services to many BerryDunn clients during enterprise system selection. His experience includes fact-finding, recommendations development, and requirements definition. He draws on experience and industry best practices when assisting clients with business process recommendations Account Management: As the IT Project Manager of Enterprise Systems, Ross worked with C-suite executives, community leaders, and key decision-makers within a wide range of client organizations including city governments and housing authorities. Ross drove substantial year- over-year revenue growth as an IT consultant by fully understanding technical and functional requirements, presenting clients with industry- leading software solutions, and negotiating favorable contracts 4. Qualifications of Project Team 19 Allisha Ouellette, MBA, LSSGB SENIOR CONSULTANT/LEAD BUSINESS ANALYST Berry, Dunn, McNeil & Parker, LLC EDUCATION AND CERTIFICATIONS MBA, Thomas College BS, Legal Studies/Pre- Law, Husson University Lean Six Sigma Green Belt SELECT CLIENTS Athens-Clarke County, GA Chicago Metropolitan Agency for Planning, IL City of Aventura, FL City of Cedar Falls, IA City of Gainesville, FL City of North Lauderdale, FL King George County and Public Schools, VA Marion County, FL Middlesex County, VA Town of Front Royal, VA Warren County, VA Allisha is a senior consultant in our Local Government Practice Group. She leverages her eight years of project management and coordination experience to develop high-quality deliverables, monthly aggregate reporting, and project management support for state and local government clients. Allisha has provided project management services for clients such as Syracuse City School District, New York, Coachella Valley Association of Governments, California, and Washington County, Oregon. PROJECT EXPERIENCE Business Analysis: Allisha provides high-quality business analysis services to a mix of large and small-scale clients in local and state government spaces. Not only does Allisha understand small, local governments with limited and competing resources, Allisha also provides deep knowledge of large, complex, specialized clients with complicated scopes of work including Jefferson County Public School District, Colorado; Denton County Transit Authority, Texas; Madison Metropolitan Sewerage District, Wisconsin; and Syracuse City School District. Business Process Improvement: Allisha is experienced in assisting with current state (as-is) and future state (to-be) process diagramming and mapping for local government clients amid planning for large-scale ERP projects. For clients such as Athens-Clark County, Georgia and Chicago Metropolitan Agency for Planning Allisha provided multifaceted research and effective recommendations across processes, policies, organization, and technological scopes. Project Coordination: Allisha brings strong communication, leadership, critical thinking, and analytic skills while overseeing and assisting on multiple selection and implementation projects. Her skills include creating and disseminating project schedules, preparing, and distributing key project documentation, and working cross-functionally to provide quality project management services to clients and vendors. 4. Qualifications of Project Team 20 Ashley Aaron CONSULTANT/BUSINESS ANALYST BERRY, DUNN, MCNEIL & PARKER, LLC EDUCATION AND CERTIFICATIONS BA, Public Policy Studies, Vanderbilt University SELECT CLIENTS City of Beverly, MA Warren County, VA Village of Royal Palm Beach, FL Ashley Aaron is a consultant in BerryDunn’s Local Government Practice Group with experience in public policy, research, and data analytics. She is proficient in data visualization and content creation software including Excel and Stata. RELEVANT EXPERIENCE Research and Analysis: Ashley served as a research and data analytics intern for the U.S. Department of HUD, Office of General Counsel, where she coded a program in R to translate 7,000+ addresses to counties to locate their Housing Authority in a civil rights lawsuit. She created and presented a PowerPoint with revisions to the HUD’s AFFH-T Mapping Tool to the Associate General Counsel and guided research on HUD’s protected characteristics to inform a 10-page recommendation presented to the office’s attorneys. Additionally, Ashley reviewed 25,000+ individual tenant files to identify discrimination and propose legal action to uphold the Civil Rights Act. Constituent Communication: As a consultant liaison intern for Salt Lake City Council, District 2 (D2), Ashley managed all direct inquiries to Council Member Puy, serving as the first point of contact for nearly 29,000 constituents. She planned programming and conducted community outreach with the U.S. Environmental Protection Agency (EPA) to execute brownfields educational event for D2. In addition, she developed a policy memo on homelessness along the Jordan River Trail to assist the Director of Homeless Policy’s agenda. Ashley also tracked and analyzed annual cost changes for 45+ projects to devise $58M+ budget for FY25 Capital Improvement Program. 4. Qualifications of Project Team 21 Kate Offerdahl-Joyce, NIGP-CPP MANAGER / PROCUREMENT SME Berry, Dunn, McNeil & Parker, LLC EDUCATION AND CERTIFICATIONS BA, History, University of MN – Twin Cities Master’s Certificates in Government Contracting, Commercial Contracting, and IT/Information Security Project Management, Villanova University National Institute of Governmental Purchasing Certified Procurement Professional (NIGP-CPP) SELECT CLIENTS Athens-Clark County, GA City of Aventura, FL City of Jacksonville, NC City of Manassas Park, VA City of Tampa, FL City of Wilmington, NC Coachella Valley Association of Governments, CA Douglas County, CO Fauquier County, VA Middlesex County, VA Town of Front Royal, VA Warren County, VA Kate Offerdahl-Joyce is a manager in the Local Government Practice Group who focuses on procurement and contract analysis. They bring more than 15 years of procurement, process improvement, and recommendation implementation experience. With a strong background in project management, Kate has hands- on experience working with a wide array of teams and organizations to improve business processes to be more efficient, user-friendly, and time- and cost-effective. Kate is also a National Institute of Governmental Purchasing Certified Procurement Professional. RELEVANT EXPERIENCE Government Procurement: Kate has over 13 years of experience with state and local government procurement. This experience includes RFP writing, vendor evaluation, and response development. They also are well-versed in eProcurement, reporting, and process improvement. While the IT Project Manager for National Association of State Procurement Officials (NASPO) ValuePoint, they worked with many public-sector offices, departments, and organizations, leading the implementation of a national eProcurement software as a service (SaaS) solution, improving business processes, and supporting onboarding and training activities. System Selection: Kate has assisted numerous BerryDunn clients with market research and benchmarking, RFx development analysis, spend analysis and cost reduction, and contract management and negotiation. They are all well-versed in supplier performance evaluation and vendor management and relationship building. Business Process and Operational Assessment: Kate helps both small and large-scale local government clients with procurement process analysis, procurement policy review and development, and process mapping and workflow optimization. Their work assessing procurement policies, procedures, and workflows identifies strengths to capitalize on, areas for improvement and increased efficiencies, and promotes enhanced service delivery. Project Management: Kate’s project management experience is extensive and wide-reaching. They have worked in various capacities, including across departments, with IT and supporting sales and product development. In their project management engagements, Kate has led all aspects of project management, including inception, discovery, planning, implementation, and execution. In all that they do, they seek to identify opportunities to improve, implement effective change, and help ensure successful partnerships. 5. Approach, Methodologies, and Work Plan 22 5. Approach, Methodologies, and Work Plan Understanding of the County’s Environment and Objectives The County is a vibrant and growing community whose operational complexity has outpaced the capabilities of its current ERP system. While the County’s existing platform—BAI Municipal Software (AS400 / IBM® iSeries Power9)—has served its purpose, the County now relies heavily on supplemental systems to meet evolving needs. This approach has introduced inefficiencies and limited the County’s ability to fully align its technology with its long-term goals. BerryDunn understands that the County is ready to take a forward-looking, strategic step forward. This initiative is not simply about replacing software—it’s about reimagining how technology can support the County’s mission, empower its workforce, and prepare for future demands. The County seeks a trusted partner to guide a comprehensive evaluation of its ERP and related systems, helping determine whether modernization means maintaining, enhancing, supplementing, or replacing its current environment. As the County’s consulting partner, we would begin by assessing the current state. We would explore the full technology ecosystem, analyze business processes and data practices, and engage stakeholders to identify gaps and needs. This phase would culminate in a clear, actionable recommendation that reflects both the County’s operational realities and its vision for its future ERP/IMS state. Should the County choose to move forward with procuring a new system, BerryDunn is prepared to support the next phases of system evaluation and implementation planning. We would help craft a request for information (RFI) and RFP, facilitate vendor demonstrations, and guide system selection activities with an eye toward long-term value and alignment with the County’s mission. Our team will also develop a roadmap for implementation, including strategies for data migration, integration, change management, and training, helping ensure that the County is equipped to adopt a new solution. This initiative represents a cornerstone of Frederick County’s digital transformation. It is an opportunity to streamline workflows, improve data reliability, and foster cross-departmental collaboration. BerryDunn recognizes that ERP modernization is more than a technical upgrade; it is also a chance to reduce manual effort, empower staff, and build a foundation for future capabilities such as cloud-based solutions and enhanced reporting. We are committed to helping the County realize these goals through a thoughtful, results-driven engagement. How BerryDunn Can Help With the County’s goals and objectives in mind, we feel certain that we are well-positioned to partner with the County on this engagement. Below, we outline several attributes that we hope the County will consider as it determines the best path forward. Extensive and proven experience with assessing BAI in the Commonwealth. We have developed a strong understanding of the Commonwealth’s public-sector landscape through recent and/or ongoing engagements with more than 30 public- sector clients on recent or ongoing consulting engagements in the Commonwealth, including Chesterfield County, Fauquier County, Goochland County, Henrico County, King George County, Middlesex County, Powhatan County, Warren County, and more. Many of these projects share similarities to the one requested by the County, including assessments of BAI systems. In addition, we are well-versed in complexities with revenue and tax processes. This 5. Approach, Methodologies, and Work Plan 23 experience will help ensure we bring firsthand insights, as well as industry, regional, and national best practices to this project. Team of SMEs with local government experience. With BerryDunn, the County will be served by a firm and a project team that are well-versed in local governmental operations and the functional and technical areas that support service delivery to internal and external stakeholders alike. Notably, our Local Government Practice Group is dedicated to serving public-sector clients, and 75% of our team members are former public-sector employees. Our team leverages their backgrounds, project experience, and knowledge of local government best practices to best identify ways in which to improve their clients’ current environments and provide exceptional value. We also have a pool of 400 consultants to draw from should the need arise. Resources and depth of experience of a large firm, with the ability to scale our services appropriately. With BerryDunn, the County will be served by a firm with extensive experience assisting clients in every stage of the enterprise system planning, selection, and implementation life cycle. In fact, we have conducted more than 200 comparable engagements for a variety of public-sector clients, and more than half were ERP-specific. Our clients find that their outcomes justify their long-term investment and result in smart operations. As a result of this and our independence from the vendor marketplace, we have become familiar with all major ERP vendors and the functionalities their systems provide. This includes familiarity with the County’s current systems as well as those ERP systems it may consider in this process. Our team members have seen market changes and trends over the years, earning the trust of clients while assisting them in finding the best solution for their needs. Independent, vendor-neutral advisors with comprehensive ERP market insight through BerryDunn Bridge. Central to our identity is the preservation of our independence and objectivity. Our team has many years of large-scale enterprise business process, system advisory, and implementation experience, but our firm does not sell, develop, or provide staff augmentation services for software, hardware, or implementation vendors. Further, we do not have any preferred vendors and the County will not find our name listed as partners, affiliates, or sponsors of any vendor, nor does BerryDunn sell hardware or software products. This—along with our BerryDunn Bridge program—allows us to provide unbiased system consulting services and share in the County’s values of fiscal responsibility and transparency at all times. Guiding Methodologies Project Management To help ensure that project objectives are met and initiation and completion of project work are conducted in a timely manner, each BerryDunn project is led by an experienced project manager who understands and utilizes project management best practices. Our Consulting Services Team employs project management best practices from PMI®’s A Guide to the Project Management Body of Knowledge Guide (PMBOK® Guide). Figure 4 illustrates the standards of project management as defined by performance domains and project delivery principles that are critical for effective delivery of project outcomes. 5. Approach, Methodologies, and Work Plan 24 Figure 4: Performance Domains and Project Management Guiding Principles | PMBOK® Guide Change Management Stakeholders’ willingness to adopt new processes and tools plays a significant role in the success—or failure—of system transformation projects. BerryDunn has observed resistance to change in virtually all our engagements. As such, our project management approach is carefully integrated with change management methodologies to promote buy-in and consensus for the project. We will work with you to proactively address resistance by:  Engaging stakeholders at the right level throughout the project—from initial planning through implementation—to build understanding for the need for change and gain support from the people who will be using the future solutions and who are most familiar with current processes  Developing and executing a communications plan that considers the information needs of each stakeholder group  Documenting business processes and working with stakeholders to understand how their work will be performed in the future environment  Monitoring training activities to help ensure that users will be prepared on day one 5. Approach, Methodologies, and Work Plan 25 We have adopted the Prosci® change management methodology and trained over 100 consultants to become Prosci® Certified Change Practitioners (CCPs). A central focus of the Prosci® change management approach is the belief that, in order for change to work in an organization, individuals must be willing to change and understand change. Based on this belief, Prosci® developed the ADKAR change management approach, defined in Figure 5. Consistent with the Prosci® methodology, the County can expect our change management approach to involve three stages, as described on below. 1: Preparing for Change Involves developing change management strategies, based on input from the County stakeholders on the existing environment. 2: Managing Change Involves overseeing assigned roles and tasks, providing training and coaching, using tools effectively, and executing a clear communication plan. 3: Reinforcing Change Involves evaluating action plans, reviewing the sustainability of change management activities, and promoting individual and team successes. The County can be confident in our flexibility while developing and executing our change management approach. We understand that no two engagements are exactly alike, and we believe that one of the primary reasons we have been successful with similar projects is our willingness to be flexible in adapting to our clients’ unique needs. Additionally, according to research conducted by Prosci®, the likelihood of project success increases significantly and in alignment with the level of change management focus applied to the project. Figure 6, below, shows that even small increases in focus on change management, from “poor” to “fair,” are likely to have a positive impact on system adoption and project success. Figure 6: Change Management’s Impact on Project Success . Figure 5: ADKAR Change Management Approach 5. Approach, Methodologies, and Work Plan 26 Work Plan Work Plan Overview BerryDunn strives to be flexible when it comes to development and execution of an effective work plan. We understand that no two projects are exactly alike and believe that one of the primary reasons we have been successful with similar projects is our willingness to be flexible in adapting to our clients’ unique needs. The overarching benefits the County can expect of our approach include:  A methodology based on our extensive experience conducting similar projects  Quality assurance processes that incorporate the County’s review and approval of all deliverables and key milestones  Built-in project management and change management best practices—focused on keeping the project on time, on budget, and progressing at a healthy pace—for the County’s stakeholders to understand why and how findings and recommendations will improve the current environment  A System Needs Analysis that focus on how functional areas interact with each other and integrate with existing systems  Thorough business process improvement activities, helping the County identify root causes of process and/or system deficiencies  A focus on taking full advantage of the newest technology and harnessing efficiencies by reviewing business practices or implementing technology to enhance existing business processes performed by individual departments and those performed across the County  An ability to satisfy all requirements set forth in the County’s scope of work Figure 7 presents an overview of our work plan intended to achieve the County’s goals and objectives for this important initiative. Figure 7: Work Plan Overview Work Plan Details On the following pages, we provide details of our work plan to conduct the County’s project effectively and efficiently as described in Figure 7. We have changed the order of some deliverables based on best practices and previous experience. 5. Approach, Methodologies, and Work Plan 27 PHASE 1: PROJECT PLANNING AND MANAGEMENT  We will:  Conduct initial project planning activities with the County’s project management team to identify stakeholders, in-scope functional areas and departments, and identify key dates in the project timeline to help ensure the project stays on time and on budget  Issue a web survey to gain stakeholder insight and encourage feedback and collaboration  Inventory all ERP-related and departmental systems to understand the full technology ecosystem  Analyze business processes, workflows, data management, and reporting practices across departments  Conduct interviews and work sessions to gather insights and validate findings  Document functional and technical requirements and perform a gap analysis  Deliver a strategic recommendation that aligns with the County’s long-term goals Phase 1 is not just about technology—it’s about understanding how systems support people, processes, and priorities. Our approach helps ensure that the County’s unique operational context and stakeholder perspectives are central to the evaluation. 1.1 Initial Project Planning We will conduct an initial project planning work session with the County’s project management team in order to:  Introduce key team members  Clarify project scope, goals, and objectives  Identify known project constraints  Refine dates and/or tasks, as appropriate  Schedule and plan for a project kickoff meeting and introductory meetings with departmental staff We will discuss our approach for managing communications between BerryDunn and the County, as well as our approach to scope, risk, and resource management. We will also assist the County in identifying stakeholders and/or stakeholder groups to include in the assessment process. These discussions will help us to refine our currently proposed Project Work Plan and Schedule, as well as inform introductory meetings with departmental staff. 1.2 Project Work Plan and Schedule◄ Deliverable 1 Based on the information gathered from our project planning and introductory meeting, as well as from those details enclosed in this proposal, we will develop a Project Work Plan and Schedule, which will outline the tasks and timelines for the review process. The Project Work Plan and Schedule will also include agreed-upon procedures between BerryDunn and the County related to project control, including quality management and deliverable submission/acceptance management. After providing draft versions of these materials in advance, we will facilitate a work session with the County ’s project team to review the drafts and solicit feedback. This virtual meeting will introduce the County’s project team to our document review process and provide an opportunity for the County to share input on a critical step in the process. We will incorporate the County’s feedback and finalize the documentation before distributing it in final form. 5. Approach, Methodologies, and Work Plan 28 1.3 Biweekly Project Status Meetings◄ Deliverable 2 We will provide biweekly progress updates to the County’s project management team to help ensure alignment with project goals. We will use these meetings to describe the activities and accomplishments for the reporting period; plans for the upcoming reporting period; risks or issues encountered during the reporting period; and anticipated problems that might impact project deliverables. We will also use these meetings to highlight any work products and approaches that will contribute to deliverable development. 1.4 Information Request and Web Survey We will develop both an information request and a strengths, weaknesses, opportunities, and threats web survey to help us gather applicable information and gain a foundational understanding of the County’s current state. The information request will be provided to the County’s project team to list desired available documentation that will be helpful to us during the project. Examples include but are not limited to the following:  Standard operational procedures  Organizational charts, including reporting lines and cross-functional collaboration within and between departments  Documented workflow processes  Training materials  Software agreements  Existing technology systems and tools used within the applicable departments  Strategic planning documents for the organization and/or departments These documents should not be created to fulfill this request; only existing documents would be needed. The web survey will be provided to County project participants to better understand their perspectives and experiences. The web survey will be composed of thought-provoking questions, intended to inform project efforts. We will review the documents and data received in the information request process and the outcomes of the web survey to inform our efforts in this phase, as well as inform the remaining phases. We will create interview guides and survey questions tailored to the participants in the stakeholder engagement process, focusing on assessing the County’s current state, strategic readiness assessment for the ERP/IMS future state, and barriers to success. We understand the importance of asking the right questions and, as a result, will meet with the County to review the draft questions and incorporate feedback before finalizing the survey for administration. 1.5 Kickoff Meeting We will prepare for and facilitate an on-site project kickoff meeting with all project participants that will serve as an opportunity to introduce our project team members, discuss goals, present our project approach and methodology, review the schedule of key project dates, and answer questions. As part of this presentation, the County’s project sponsor is expected to participate and speak to the goals and objectives of the initiative. 1.6 Fact-Finding Meetings Following the project kickoff meeting, we will conduct a series of interviews with the County’s departmental representatives by functional area. We will provide County staff with an outline of topics to be prepared to discuss during the fact-finding meetings, prompting staff to discuss system functionality that may not exist in the current environment but they feel should exist in the future environment; impediments created by the current system; potential opportunities for improvement in the use of 5. Approach, Methodologies, and Work Plan 29 technology as well as policies and procedures, and other topics. Our team is experienced in examining business processes through the lens of identifying root cause factors that contribute to an end-user’s perspective of a legacy software product—delineating between technology and process or policy factors. This provides us the opportunity to reimagine and discuss streamlined future state business processes with our clients while also allowing for sound approaches to current work to be appropriately brought forward into the future ERP/IMS solution. We will explore a multitude of business processes and practices, data management, reporting practices, County policies, and procedural topics with County staff. These discussions will inform our analysis of the current environment and lay the groundwork for identifying high-impact opportunities and prioritizing future system requirements that align the County’s operational objectives, strategic vision, and available resources. Where appropriate, we will observe staff conducting business process routines. This can include, but not be limited to, observing back-office and front-office processes, daily and monthly processes, and process workflows in action. This will help identify areas where policies, procedures, and updated workflows are needed. When necessary, the BerryDunn team will accommodate unanticipated scheduling challenges of County personnel to make the best use of time. Our approach is to do what we can to accommodate such needs, providing the opportunity for all stakeholders to contribute their thoughts and ideas. 1.7 Software Inventory Review During the initial fact-finding process, we will facilitate a software inventory review with technical staff and department power users. This session is to inventory all ancillary and departmental software to determine opportunities for integration or consolidation. We will review the third-party systems in place today and review the potential integrations to the future environment. In our experience, the procurement of technology may replace multiple existing solutions in use today. In areas where best-of-breed systems are in place, BerryDunn will review the functionality needed to inform leadership about these potential integration needs and how they will be incorporated into a future RFP. 1.8 Gap Analysis and Software Inventory◄ Deliverable 3 Drawing on the information gathered through our review of documentation, web survey results, and fact- finding sessions, we will prepare a draft Gap Analysis and Software Inventory report. This report will compare the current ERP state with identified needs. It will provide a summary of the processes and inputs that contribute to the County’s current business processes, use of technology as well as future state functionality needs, and identify process-related challenges and opportunities for improvement that should be addressed through the adoption of moving to a new ERP/IMS solution. This report will include but not be limited to:  A high-level summary description of the current state and future state processes  Gaps between current state and future state; current state and future state integration, conversion, and reporting needs  Primary challenges and areas for improvement provided by an upgraded or new ERP/IMS solution Additionally, key items in the report will confirm technology and system utilization and identify options for the future systems environment. 5. Approach, Methodologies, and Work Plan 30 We will provide a draft of the Gap Analysis and Software Inventory to the County’s project team for review and facilitate a work session to discuss the report, gain feedback, and build consensus related to the presented decision points. We believe that it is important to obtain the County’s validation and approval of these findings, as this information will serve as the basis for future requirements. We will then revise the report and update it to final. 1.09 Action Plan Recommendation Memo ◄ Deliverables 4 Based upon the work completed to date, we will draft a System Needs Analysis that considers all potential options, including maintaining the existing system as-is, enhancing the existing system, supplementing the existing system, or replacing the existing system. The analysis will include suggested time frames and strategies for solution implementation, necessary County resources, allocation of staff time, ERP/IMS success factors, and change management strategies. The goal of the analysis is to provide the County with enough information to determine which option would best meet its current and future operational needs. We will collect feedback on the draft from the County’s project team before updating to final. 1.10 Stakeholder Validation Summary◄ Deliverable 5 We will facilitate a stakeholder validation session to review the Action Plan Recommendation Memo to help the County’s project team validate recommendations and findings and reach consensus for moving forward with a chosen option. We will then develop a final Stakeholder Validation Summary containing the County’s option and distribute it to stakeholders. OPTIONAL PHASE 2 : SYSTEM EVALUATION AND SELECTION  We will support:  Market research and development of RFI/RFP materials  Facilitation of vendor demonstrations and evaluations  Scoring, selection, and due diligence activities  Delivery of a final system recommendation report We bring deep expertise in ERP procurement and vendor evaluation, helping ensure that the County attracts proposals that reflect best-in-class functionality and long-term value. 2.1 RFP Planning Meeting Our team will meet with County procurement representatives to review and confirm the approach to planning for and developing a potential RFP Package and get up to speed on County policy, process, and templates. We recognize that each RFP process and software planning project is unique, and the County can expect our team to speak directly to the unique considerations that come along with a large initiative such as that of an ERP/IMS RFP process. 2.2 RFI Document and Vendor Response Matrix◄ Deliverable 6 We will develop an RFI Document and Vendor Response Matrix using a proven format that incorporates information pertaining to the history of the project and a high-level description of the County’s desired 5. Approach, Methodologies, and Work Plan 31 features and functions. The RFI will focus on how vendors are able to address system and process challenges, the related system modules and functionality, implementation project timelines, and estimated costs. The matrix will help ensure that vendors’ responses are easy to compare as all responses will follow a particular format and provide like information. We will review the draft RFI and response template with the County’s project team, collecting any feedback or additional terms for inclusion, before updating to final and administering it. We will then facilitate vendor outreach sessions for ERP/IMS vendors to provide information on the capabilities of the systems on the marketplace for two hours each. We will provide these vendors with a format to follow for ease of comparison. By holding these sessions, the County will be better informed when finalizing requirements for the future ERP/IMS solution. At the conclusion of these sessions, we will conduct a debrief survey to solicit feedback from participants of desired functionality to be included in the RFP for a future system. 2.3 Preliminary Functional and Technical Requirements◄ Deliverable 7 BerryDunn has developed a database of functional and technical requirements based on our experience with other governmental agencies and our knowledge of software system functionality and best practices. Drawing from this database, we will make refinements for business processes and policies that are critical or unique to the County in order to help formally and thoroughly capture the functions that will need to be addressed using a new ERP/IMS. These requirements will be a critical component to translating the County’s current and future needs effectively and allow vendors to accurately scope and price proposal responses. These preliminary system requirements will include reporting needs, potential interfaces, and data conversion objects that must be converted from the legacy system to the new software. In our recent experience, those areas have significantly differentiated vendors’ solutions and required a specific focus in the selection activities. Requirements will be provided to the County in a draft format using Microsoft Excel, along with tailored guidance on how to review the requirements, how the requirements will fit into the process, and how to prepare for sessions to review the requirements with our project team. 2.4 Final Functional and Technical Requirements◄ Deliverable 8 We will facilitate a series of joint requirements planning (JRP) work sessions with County stakeholders and our project team members to review the preliminary requirements. We will reconvene many of the same stakeholders, organized by business process and/or functional area who met during fact-finding activities to discuss the future system capabilities. These sessions will also include one focused on the technical aspects involved with the County’s project. Using the preliminary list, we will review and confirm each item and assign a relative criticality to communicate to vendors responding to the list as part of their RFP responses. We will also facilitate similar meetings to review potential interfaces and data conversion objects. Requirements for inclusion in the RFP will include budget estimates and staffing plans and data migration and integration plans. Once these have been reviewed, we will update the list to final. Our role in facilitating the JRP work sessions is to contribute our focused knowledge of the vendor marketplace and align the items requested in the list with the goals and objectives of the project. For example, we might comment that functionality being requested is beyond the core capabilities of vendors and might represent a cost increase. Conversely, we can help recommend requirements to include that might be commonplace today, but beyond the familiarity of County stakeholders. 2.5 Develop an RFP Package and Scoring Criteria◄ Deliverable 9 5. Approach, Methodologies, and Work Plan 32 We will develop a draft RFP Package using a proven format that incorporates information pertaining to the history of the project; a high-level description of the County’s current environment, desired approach to implementing a new ERP/IMS solution, functional and technical requirements, and a structured list of points for vendors to address in their responses. Our project team will also work with the County to develop objective evaluation and scoring criteria to include in the RFP. We will then prepare a scoring matrix to track significant strengths and limitations of each proposal reviewed. Upon completion, we will coordinate a work session with the County’s project team to review the draft RFP Package and collect any feedback or additional terms for inclusion before updating to final. We will provide the final RFP to County’s project team for distribution through standard channels. For added guidance in distribution, we will provide a list that includes most of the major vendors in the market. 2.6 Vendor Questions, Addenda, and Pre-Proposal Conference Our project team will assist the County’s project management team in responding to vendor questions and developing corresponding addenda. Our project team will also coordinate, plan, and lead a pre- proposal session for interested vendors, facilitating the question-and-answer portion of the meeting. We will compile a list of questions raised and prepare suggested responses. These will be provided in a format that the County’s project management team can review, revise, and publish as an addendum to the RFP, as determined by procurement staff. 2.7 Proposal Executive Summary Memo and Short-List Identification◄ Deliverable 10 We will facilitate the proposal review process by analyzing vendor proposals to identify issues, risks, exceptions, omissions, and objections and identifying items for clarification. We will facilitate the proposal review process, compiling them into a single Proposal Executive Summary Memo. The memo will identify key areas for consideration by the County’s evaluation team related to each vendor’s ability to meet the RFP requirements and their alignment with the evaluation criteria within the RFP. This memo will also include a comparison of vendor responses to the functional and technical requirements. We will facilitate a round-one scoring meeting to identify short-listed vendors and items needing clarification. We will meet with the evaluation team to review the proposal summaries, discuss each proposal received, assist in the scoring process, and collect scores to identify the top preferred vendors to invite for demonstrations. We will clarify any open items with these short-list vendors before issuing invitations for demonstrations. 2.8 Vendor Demonstration Agenda and Evaluation Templates◄ Deliverable 11 We will assist the County’s project team in planning demonstrations and writing demonstration scripts and developing an evaluation template. We will meet with the County’s project team to discuss the format of vendor demonstration scripts. We will develop draft demonstration script and evaluation templates and provide it to the County’s project team for review. After finalizing an approved version, we will provide the appropriate scripts to each vendor in advance of their demonstrations. 2.9 Vendor Demonstrations One of our project team members will attend demonstrations and assist the County’s project team with facilitation for a period of 10 days. Our project team’s extensive background in the demonstration process will provide the County’s project team with a unique perspective on how to score, prepare, evaluate, and participate in vendor demonstrations. 2.10 Round 2 Scoring 5. Approach, Methodologies, and Work Plan 33 We will participate in the second round of vendor scoring immediately following the final demonstration to identify the vendor or vendors that the County’s project team should perform its reference checks on. 2.11 Reference Check and Site Visit Preparation We will assist the County’s project team with identifying tasks that should be accomplished prior to meeting at each site visit. We will also coordinate with the County’s project team to discuss the suggested approach for the reference checks. 2.12 Vendor Evaluation and Scoring Report◄ Deliverable 12 We will participate in the final scoring meeting following the completion of reference checks and site visits. The objective will be to identify a preferred vendor and a second-choice vendor should contract negotiations with the first be unsuccessful. 2.13 ERP/IMS System Recommendation Report◄ Deliverable 13 We will facilitate a work session with the County’s project team to review how the evaluation committee scored each vendor. It is important to note that BerryDunn will not be a scoring member or recommend software vendors; however, we will have open and honest discussions with the County about past experiences with potential software vendors. We will draft an ERP/IMS Systems Recommendations Report with the evaluation committee’s findings and review it with the County’s project team before updating to final. OPTIONAL PHASE 3 : IMPLEMENTATION PLANNING  We will:  Assist the County with contract negotiations and approval assistance  Help the County prepare for a successful implementation by developing a high- level roadmap and timeline This phase will empower County staff with the tools and support needed to successfully implement a new solution and navigate change confidently and effectively. 3.1 Contract Negotiations and Approval Assistance◄ Deliverable 14 At the conclusion of final scoring activities, we anticipate supporting the County with the contract negotiations and statement of work process when and where it will benefit the County most. We have been involved in this process from the client, vendor, and independent consultant perspectives and understand how the associated support needs vary and how the contract impacts the eventual implementation process. In conducting contract approval and negotiations activities, we will draw on these experiences to help ensure the County’s best interests are met and project goals and objectives are achieved. Working collaboratively with the County’s project team, legal counsel, and preferred vendor, among other stakeholders, we will take part in various activities, including but not limited to:  Developing a draft contract, using the County’s contracting procedures and the vendor’s proposal as starting points 5. Approach, Methodologies, and Work Plan 34  Reviewing the contract documents with the County’s project team to help ensure that requirements are clearly defined and to establish that the County agrees to the schedule, implementation process, fee arrangement, scope of services, staff resources needed, vendor resources, data migration and integration plan, deliverables, costs, acceptance criteria, and terms and conditions  Participating in negotiations with the preferred vendor  Supporting presentation development and delivery to County leadership as it relates to receiving approval and contract execution Should it become clear at any point during contract approval and negotiations that the preferred vendor’s solution or contract terms will not meet the needs of the County, we might recommend halting the process with that vendor and commencing efforts with the second-choice vendor. In recognition of the many variables not yet known related to the contract approval and negotiation timeline and work effort, we plan to commit up to 40 hours, billed as incurred. 3.2 Implementation Roadmap and Timeline ◄ Deliverable 15 We will develop an Implementation Roadmap and Timeline that includes a summary of work completed during the selection process and provides an outline for stakeholder management and project governance; communication management; and decision, risk, and issue management for the implementation process. The overall objective of this Roadmap and Timeline is to establish an initial framework for the implementation based upon the work performed during the system selection phases. We will then facilitate a remote session to review the Roadmap and Timeline before incorporating the County’s feedback and edits and updating it to final form. While the RFP did not request these services, we are prepared to offer two potential project management assistance service options for the County’s implementation. We describe these two potential service options below for further review and consideration. We are happy to customize our approach to providing implementation assistance with the County at the appropriate time to help ensure we provide its desired level of support. 3.3 Develop Project Charter 5. Approach, Methodologies, and Work Plan 35 Based on our initial project planning discussions, we will draft a Project Charter that encompasses the full scope of the County’s implementation. This governance document will include a change management plan, stakeholder register, communication plan, risk and issues register, and status report templates. We will provide the Project Charter in draft version to the County and facilitate a remote session with the County’s project team to discuss the documents and collect feedback. We will then update the documents and submit them to the County in final form. 3.4 Project Plan Review We will provide an in-depth review of the vendor’s implementation plans, including the Management Plan and Project Plan. We will discuss our recommended changes and considerations with the County’s project team before communicating requested changes to the vendor. The goal is to collaboratively discuss preferred changes based upon the County’s, vendor’s, and BerryDunn’s collective experience and perspective for the most advantageous end products. 3.5 Project Management Documents Following the review of the vendor’s plans, we will develop any necessary supplemental materials we believe to be critical to the County’s implementation. These may include further definition of stakeholders, joint risk management plan, project documentation, and other items. The content areas will be determined by what is included in the vendor’s plans with the goal of removing any redundancy that might cause confusion to project stakeholders. This documentation will be reviewed and confirmed with the County’s project team before being put into use. 3.6 Implementation Activities One of the keys to project success is enabling the County’s teams to take on appropriate roles and responsibilities and to make informed decisions for both implementation and long-term operational success and ownership of the software. Our project management approach is designed with this in mind. We will provide specialized expertise throughout the project. Throughout the implementation, we will bring our prior implementation and local government experience to provide a forward-looking perspective, reduce risk, and promote the achievement of the goals and objectives for the project. We anticipate being involved in the following key project management or oversight activities of the implementation, as shown below and on the following page. As seen below, these activities include working with the vendor on a data migration and integration plan, change management and training framework, and risk mitigation strategy. Table 2: Implementation Activities Project Management Project Oversight No Key Implementation Activity Lead Assist Lead Assist 1 Reviewing the Project Plan and Schedule in conjunction with other County project team members ✓ ✓ 5. Approach, Methodologies, and Work Plan 36 Project Management Project Oversight No Key Implementation Activity Lead Assist Lead Assist 2 Managing the project scope, deliverables, and timeline with assistance from other project team members ✓ ✓ 3 Helping to ensure that the project team stays focused, tasks are completed on schedule, and that the project stays on track ✓ ✓ 4 Coordinating project tasks with assistance from other project team members ✓ ✓ 5 Functioning as the main point of contact for the vendor’s project manager, participating in daily project activities (when applicable), and tracking project tasks ✓ ✓ 6 Facilitating an implementation kickoff meeting ✓ ✓ 7 Holding monthly meetings with the County’s Executive Committee to update project status and budget status, and to research a verdict on any escalated process decisions that need to be made ✓ ✓ 8 Reviewing the project budget, including change orders, and the vendors’ contract compliance ✓ ✓ 9 Facilitating the County’s staff’s development of workflow processes for each department ✓ ✓ 10 Facilitating the data conversion process with the vendor and County staff ✓ ✓ 11 Facilitating the development of software interfaces/integrations with the vendor and County staff ✓ ✓ 12 Working with the vendor and County staff and helping to ensure vendor accountability by: • Identifying any opportunities to leverage technical enhancements to improve the products and services delivered to the County ✓ ✓ 5. Approach, Methodologies, and Work Plan 37 Project Management Project Oversight No Key Implementation Activity Lead Assist Lead Assist • Facilitating the gathering and sharing of any technical information requested by the vendor 13 Providing risk management, including the following: • Identifying project risks • Developing mitigation strategies • Communicating project risks to County and vendor staff • Assigning key activities to mitigate or resolve project risks ✓ ✓ 14 Providing weekly or biweekly tracking of the following: • Reporting of project risks and issues • Recently completed tasks and upcoming project activities ✓ ✓ 15 Providing change management oversight, including the development and maintenance of a Change Management Plan that may include the following: • Target State Definition • Change Structure and Governance Approach • Change Impact Assessment • Stakeholder (or User) Analysis • Communication Plan • Behavior Change Plan ✓ ✓ 16 Managing the user acceptance training (UAT) process, including: • Reviewing the vendor’s test plan and any applicable test scripts ✓ ✓ 5. Approach, Methodologies, and Work Plan 38 Project Management Project Oversight No Key Implementation Activity Lead Assist Lead Assist • Providing on-site assessment of testing activities • Providing recommendations for modifications to the testing plan to increase the likelihood of success • Directing County staff in the development of tailored test scripts • Managing logistics related to scheduling UAT activities • Providing analysis of test results • Overseeing regression testing and required configuration changes 17 Facilitating oversight of vendor training activities, including: • Reviewing the vendor’s training plan and training materials • Overseeing vendor training activities • Providing recommendations for modifications to the training delivery • Providing feedback on the vendor’s training documentation ✓ ✓ 18 Providing go-live support ✓ ✓ 3.7 Project Closeout Memo We will conduct a project closeout work session that involves discussing project lessons learned, measuring achievement of project goals and objectives, discussing incomplete implementation tasks, and conducting transition planning for moving to long-term operation of the ERP/IMS solution and associated policies and processes. We will document all the items discussed in a Project Closeout Memo. 5. Approach, Methodologies, and Work Plan 39 Timeline and Deliverables by Phase Below, we provide our proposed project timeline and deliverables by phase for the County’s requested work effort. We are happy to adjust this schedule to best accommodate the County’s needs, as appropriate. Months Phase 1 2 3 4 5 6 7 8 9 10 11 12 1 ● ● ● ● ● ● ● ● 2 ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● 3 ● ● Deliverable Biweekly Project Status Meetings 6. Pricing and Payment 40 6. Pricing and Payment Table 3 presents the fixed-fee costs associated with our proposed work plan. These fees are based on our experience conducting projects of similar size and scope and the assumption that satisfying a deliverable is based on County of Frederick, Viriginia’s signed acceptance. That said, the County will not incur any additional costs associated with the process of reaching deliverable acceptance. We will submit monthly progress invoices based on the work completed toward each deliverable. Hourly rates for staff roles can be found in Table 4. Table 3: Fixed-Fee Project Costs for Phases Phase Fixed-Fee Cost Phase 1: Current State Evaluation and Needs Assessment $55,000 Optional Phase 2: System Evaluation and Selection $82,850 Optional Phase 3: Implementation Planning $5,000 Total Cost $142,850 Travel expense estimated allocation* $9,500 *Travel expense will only be billed as incurred. Table 4: Hourly Rates per Proposed Project Team Member Project Team Member Actual Hourly Billing Rate Proposed Hourly Billing Rate Jonathan Grace, Project Principal $540 $459 Charlien Kirongozi, Engagement Manager $360 $306 Ross DeFalle, Project Manager $320 $272 Allisha Ouellette, Lead Business Analyst $300 $255 Ashley Aaron, Business Analyst $170 $144.50 Kate Offerdahl-Joyce, Procurement SME $360 $306 7. Client References 41 7. Client References The greatest testament of our high-quality work is the expressed satisfaction shared by our clients. Below, we describe and provide contact information for several recent projects for the County’s consideration. These clients can speak well to the quality and satisfaction we deliver on comparable engagements. King George County and Schools, Virginia Financial Management Software Consulting Services (07/2022 – 10/2023) Lavita Cobb, Director of Finance 540.775.8568 | lcobb@co.kinggeorge.state.va.us King George County contracted with BerryDunn to evaluate its BAI ERP system and select a more modern system to meet its needs. The County sought upgraded features and functionality to support increased automation and operational efficiencies and desired a consultant to educate staff on functionality available in modern systems. BerryDunn helped the County adhere to its schedule, identify efficiencies, and assist in defining future system needs. The County selected Tyler Munis as its new ERP system to meet its needs. Fauquier County, Virginia ERP System Selection and Due Diligence (01/2024 – present) Mary Wyckoff, MPA, Policy, Risk, and Compliance Manager 540.422.8310 | mary.wyckoff.adm@fauquiercounty.gov As part of its ERP replacement project, Fauquier County retained BerryDunn to conduct due diligence and perform a current environmental analysis and level-of-fit analysis with its vendor of choice. After conducting current environment fact-finding meetings and meeting with the County’s procurement team to review, evaluate, and document the County’s existing functionality and understand its processes, we developed a proposal summary memo comparing the vendor of choice proposal and demonstration outcomes with requirements previously developed to confirm responsiveness. expand on its requirements to verify the accuracy of what processes were needed in the new system. We then developed an action plan memo to capture our findings and help the County determine next steps. Based on our analysis, the County was comfortable moving forward with its vendor of choice, with some adjustments, and we are currently assisting the County with contract negotiations. Middlesex County, Virginia ERP Consulting Services (12/2024 to Present) AnnMarie Ricardi, Assistant County Administrator 804.758.4330 | a.ricardi@co.middlesex.va.us Middlesex County contracted with BerryDunn to modernize the County and Schools' legacy ERP environment. BerryDunn met with County and School staff to analyze current critical business processes. We mapped current state business processes, identified process improvement opportunities, and confirmed the accuracy of the mapped processes with County and School process owners. Business process improvement activities included identifying causes of process and/or system deficiencies and providing recommendations for solutions. In addition to process mapping, BerryDunn developed a needs assessment outlining current technology, current pain points, and gaps in 7. Client References 42 functionality and developed an RFP and functional and technical requirements to replace the County and Schools' legacy software. BerryDunn will assist in reviewing proposals, developing demonstration scenarios for vendor demonstrations, facilitating on-site vendor demonstrations, and assist with contract negotiations with the preferred vendor. Town of Front Royal, VA Finance System Selection (03/2024 to present) B.J. Wilson, Director of Finance 540.631.2788 | bwilson@frontroyalva.com The Town of Front Royal contracted BerryDunn to assist in developing a strategy for the long-term management of updated processes that would eliminate inefficient or redundant systems no longer serving their needs. As a result, the Town desired a centralized solution rather than using separate software for each of their departments. BerryDunn’s plan of approach for this project included a needs analysis report, review of documentation, a web survey, fact-finding sessions, vendor selection, and contract negotiations and approval with the selected vendor. Currently, we are in the vendor evaluation phase and will soon be assisting the Town with vendor demonstration facilitation. Appendix A: Requested, Negotiable Exception 43 Appendix A: Requested, Negotiable Exception We have one negotiable, requested exception to language in the County’s General Terms and Conditions for Contractual Agreements. We believe in being fully transparent about any potential conflicts at the time of proposal. To this end, we have our Compliance Team perform a thorough review. As consultants focused on government clients, we are aware of the limitations on exceptions and additional constraints. If selected, we fully expect to work with the County to reach an agreement on these terms that is fair and beneficial to both parties. Page 9, Section 16, Hold Harmless and Indemnification: BerryDunn’s legal team may request minor changes to the contract terms at the time of award, to meet our Firm’s risk standards and make sure our work is insurable. berrydunn.com “BerryDunn” is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide professional services in an alternative practice structure in accordance with the AICPA Code of Professional Conduct. BDMP Assurance, LLP is a licensed CPA firm that provides attest services, and Berry, Dunn, McNeil & Parker, LLC, and its subsidiary entities provide tax, advisory, and consulting services. BDMP Assurance, LLP will lease professional and administrative staff, both of which are employed by Berry, Dunn, McNeil & Parker, LLC, in performing its services. These individuals will be under the direct control and supervision of BDMP Assurance LLP, which is solely responsible for their performance under any engagement with BDMP Assurance, LLP. The entities falling under the BerryDunn brand are independently owned and neither entity is liable for the services provided by the other entity. Our use of the terms “our firm” and “we” and “us” and terms of similar import denote the alternative practice structure of Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP. This proposal is the work of Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP and is in all respects subject to negotiation, agreement, and signing of specific contracts. ©2025 BerryDunn | All rights reserved. Item 3: Memorandum of Understanding between County IT and Northwest Regional Adult Detention Center Topic Synopsis The purpose of this MOU is to formally define the roles, responsibilities and expectations between County IT staff and NRADC IT staff. Recommended Action Staff recommend that the IT Committee forward this item to the Board of Supervisors with a recommendation that the Board authorize the County Administrator (or designee) to execute the Memorandum of Understanding. Page 1 of 4 MEMORANDUM OF UNDERSTANDING This Memorandum of Understanding (MOU) is entered into on the _____ day of ______ in 2025 (herein referred to as the “Effective Date”) by and between: The County of Frederick (the “County”), Virginia, 107 N. Kent Street, Winchester, VA 22601 and Northwestern Regional Adult Detention Center (the “Jail”), 141 Fort Collier Road, Winchester, VA 22603 . Parties may be referenced individually as “Party” and collectively as “Parties.” SCOPE OF SERVICES The County agrees to provide the following Information Technology (IT) Support Services to the Jail: NETWORK SERVICES: 1. Wireless Internet Access Points configuration 2. Adding exceptions and blocking websites for GED classroom. 3. All switching and network hardware configuration. 4. Routing/configuration of network needs. 5. Gateway to the Internet. 6. Secure Sockets Layer/Transport Layer Security certificates. 7. Manage and Maintain County Business Phone system. SYSTEM ADMINISTRATION: 1. Office 365 user account creation. 2. Active Directory/Group Policy Objects to manage access to network locations. 3. Server and Server Operating Systems configuration and management to include: a. Patching b. Upgrading c. Monitoring d. Troubleshooting e. Repairing f. Backups 4. Anti-virus/threat detection monitoring and clean-up. 5. Laserfiche access 6. BAI/AS400 access Page 2 of 4 Security and Threat Management: 1. Provide Help Desk level access to County security suite for Jail IT. IT PROCUREMENT: 1. Provide Quotes and IT Purchase Order approvals 2. Ordering 3. Receiving shipments from IT vendors. 4. Jail shall be responsible for all costs associated with hardware (including but not limited to network switches, servers, and virtual environment infrastructure) and software (including but not limited to subscriptions and stand-alone programs) necessary for the use and benefit of its employees, contractors, and residents. DURATION OF MOU This MOU becomes effective on the date it is signed by both parties. It remains in force unless explicitly terminated, in writing, by either party. ROLES AND RESPONSIBILITIES The County agrees to: a. Provide qualified personnel with expertise in IT support services to perform the agreed tasks. b. Ensure that all services are performed with reasonable care, skill, and professionalism in accordance with industry standards. c. Maintain the confidentiality of any sensitive or proprietary information obtained during the provision of services, as allowed under the Freedom of Information Act. d. Respond promptly to any inquiries, issues, or requests for support from the Jail, as resources and staffing permit. e. Coordinate work with the Jail as appropriate to minimize downtime and involve Jail IT. The Jail agrees to: a. Provide the necessary access to relevant data, systems, and facilities required for the County to perform the services. b. Provide clear and accurate instructions, requirements, and feedback to the County. c. Cooperate with the County in a timely manner and provide any additional information or resources necessary for the successful completion of the services. d. Provide the County with access to their vendor contacts. Page 3 of 4 RESOURCES The Parties agree to provide the following resources. The County will provide: a. Staff necessary to fulfill the scope of services outlined above. b. On-call support to assist in addressing after hours emergencies limited to Network, Server and Cybersecurity. c. IT Staff will provide an updated list of training platforms and courses used. d. Staff will inform the Jail IT of tools used by the County so that Jail can purchase the necessary licensing. The Jail shall provide: a. Trained IT staff to assist with the following: a. Maintain and support all Laptops, Desktops and associated software application. To include support for the GED classrooms. Ensuring the devices are up to date with industry standards. b. Manage NRADC Granicus contract c. Manage websites for NRADC d. Maintain and share accurate documentation of the Jail IT environment. b. IT staff certified in the following disciplines, or equivalent experience: a. CompTIA A+ b. CompTIA Network+ c. CompTIA Security+ d. Information Technology Infrastructure Library (ITIL) e. Nutanix Foundations for Correctional Systems Officer Parties agree to provide the resources above at a minimum. The Parties may agree to provide additional resources in future agreements by amendments to this MOU or by another MOU. Each party agrees to bear their own financial burden of resources committed in this MOU unless otherwise specified. COMMUNICATION BETWEEN PARTIES The parties agree to use the County’s IT Helpdesk for standard support requests. For emergencies, Jail staff shall use the on-call phone number (540-323-4406) to reach County IT staff. Both parties agree to share a staff schedule and contact information Page 4 of 4 AMENDMENTS The terms of this MOU may be amended upon written approval by both [all] original parties and their designated representatives. TERM AND TERMINATION Either party may terminate this MOU by providing written notice to the other party 90 days prior to the proposed termination date. The undersigned Parties acknowledge and agree to this MOU: SIGNATURES FOR County of Frederick, Virginia ____________________________________________ _______________________ [Signature] DATE Michael Bollhoefer County Administrator FOR Northwestern Regional Adult Detention Center ____________________________________________ ________________________ [Signature] DATE Clay Corbin Superintendent ____________________________________ Approved as to Form County Attorney