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Home My WebLink AboutAgenda - 05-19-2015 - 7bORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: May 19, 2015 Action Agenda Item No. 7 -b 1 SUBJECT: Land Management Central Permitting System (LMCPS) Software Purchase and Support Agreement DEPARTMENT: Information Technologies PUBLIC HEARING: (Y /N) No ATTACHMENT(S): Sample Decision Matrix INFORMATION CONTACT: Jim Northrup, Information Technologies, 919- 245 -2276 Craig Benedict, Planning and Inspections, 919- 245 -2592 Colleen Bridger, Health Department, 919- 245 -2412 Dwane Brinson, Tax Department, 919 -245- 2726 PURPOSE: To purchase a new Central Permitting software system that replaces a 14 -year old software system. BACKGROUND: Although the current LMCPS system has been updated over the years, new technology has outpaced the base system. The existing software vendor is phasing out its original product. Through an intensive, two year -long Request for Proposals (RFP) and demonstration process, key stakeholders have identified the Energov land management system as the system best able to meet the County's centralized permitting process needs. In order to promote an interactive and transparent system of governance that reflects community values, implement planning and economic development policies which create a balanced, dynamic local economy and which promote diversity, sustainable growth and enhanced revenue while embracing community values and at the same time continue to invest in quality technology to achieve a high performing County government, replacing the current land management permitting system has become necessary. The County provides cross - departmental services as related to land development and management, including planning inspections and permits, subdivision inspections and permits, building inspections and permits, trade inspections, life safety inspections and permits, well construction inspections and permits, septic inspections and permits, erosion control permits, stormwater inspections and permits, and recyclable materials permits. These services also interface with services provided by the municipalities. Orange County currently provides land development professionals and residents cross - departmental services through the use of Accela PermitsPlus, which is an automated permitting system developed approximately 12 years ago, and implemented on a server that has reached its end -of -life. The system no longer meets the emerging online needs of customers, and has become increasingly more difficult for staff to support. These challenges have become more pronounced as processes have changed, system integration points have been added, and technology expectations have expanded. This recommendation is based on an evaluation of software and implementation services for migrating and enhancing the existing system, including processes and data, to a robust software platform that takes advantage of current technologies to support storage, workflow, access and integration. It seeks to leverage the functionality of newer technology in meeting the following project objectives: • Improve customer relations, • Efficiently support new and changing State statutes and local government regulations in a timely manner, • Reduce manual processes and increase productivity with clearly- defined business rules, • Improve inter - departmental workflow integration as well as inter - departmental application integration, and • Improve resident's /customer's ability to interact and do business on -line with Orange County. Upon full evaluation of the scope of the processes to migrate and add functionality to the system, the review team from three departments led by stakeholders Craig Benedict (Director of Planning & Inspections), Colleen Bridger (Health Director), and Jim Northrup (Chief Information Officer) defined a due - diligence process for requirements definition and product selection. This is in line with the "Shared Accountability and Authority Model" described in the Board of County Commissioners' approved Orange County Information Technologies 2012 Strategic Plan and is supported by the County Manager as the Project Sponsor. A Core Team was established, which included primary stakeholders from Planning, Building & Inspections, Engineering /Stormwater /Erosion Control, Environmental Health, and Information Technologies, as well as secondary stakeholders from Tax Land Records /Geographic Information Systems, Emergency Services /Fire Marshal and Solid Waste. Input was also gathered from the County's municipal partners - the Towns of Hillsborough, Carrboro and Chapel Hill — as well as local builders and private land developers. Since initiating this project in February 2013, the process yielded: • An approved multi - department Support Model for pre- and post - implementation of the system. • An evaluation of the next generation of product offerings by the parent company of the current system (Permits Plus) as well as the implementations of similar systems in other North Carolina counties. • Contracted with an independent vendor for software selection consulting services in June 2014. The vendor provided experienced support with similar systems in identifying and K articulating requirements, evaluating proposals and vendor demonstrations, and conducting post -demo follow -up to prepare for contract negotiations. • Meetings with partner jurisdictions regarding the objectives and process to gain feedback and additional insight. • Exacting project definition and requirements analysis detailed in RFP 5202 released August, 2014. (See Electronic Attachment: Orange County NC LMCPS RFP 5202 with Appendices - http..11 ww.orangecountync. ov /150519 7b 2.p • Careful evaluation of proposals received in September, 2014, with the outcome of a short -list of two vendors for further evaluation. • Detailed Proof -of- Concept (POC) scenarios including workflows, sample screens and reports, which were provided to the short- listed vendors in November 2014. • Two 2 -day vendor demonstrations in December 2014, attended by over 40 reviewers, including staff from 7 departments (Planning & Inspections, Health, Information Technologies, Tax Administration, Finance /Purchasing, Emergency Services, Solid Waste), home builders, and representatives from the Towns of Hillsborough and Carrboro. Over 250 evaluation feedback forms were collected from the 12 demo sessions for each vendor. • Contact with over 30 general and peer references in 13 jurisdictions between December 2014 and April 2015. • Technical and cost follow -up calls and on -line functionality demos with the vendors for further clarification. • A summary decision matrix quantifying the results of the evaluation. (See Attached: LMCPS RFP 5202 Sample Decision Matrix) By this process and for these reasons, Energov, a product of Tyler Technologies, is the recommended solution. Energov scored highest on the majority of the most heavily- weighted criteria: • process workflow; • mobile inspections; • parcel management and GIS integration; • system navigation and ease of use; • company positioned to take advantage of upcoming technologies; • company prospects going forward; • vendor responsiveness, e.g., understanding of objectives • and expectation of future support. FINANCIAL IMPACT: The following is the summary of budget impacts, and estimated contract and yearly operating costs. The software licensing, hardware, implementation, first year maintenance and support costs are not to exceed $1,300,000 with recurring maintenance and support costs not to exceed $100,000 per year in years two through five. Funding for this project is one component of the Final Financing Resolution agenda item being considered at tonight's meeting. RECOMMENDATION(S): The Manager recommends the Board of Commissioners authorize the Manager to execute the contract with Tyler Technologies and any amendments thereto for a County- hosted, vendor implemented system subject final review by the County Attorney. Sample LMCPS RFP #5202 Functionality Decision Matrix Ranking Scale 0 -5 (1 -5) y L W C E a) L c s #5202 Section 3 Defined Evaluation The evaluation of functionality is based on functionality demonstrated during December, 2014, Proof -of- Concept Demos and March, 2015, follow -up demos Project Tracking and Routing (Workflow) 5 1, 11, 14 View Project status information (back office and citizen access) 3 1, 2, 14, 15 Planning /Development Projects and Zoning Processes 4 1,14 Building & Inspections Processes 4 1,14 Erosion Control /Storm Water Processes 4 1,14 Environmental Health Processes 4 1,14 Electronic Plan Submittal and Reviews 2 1,14 Inspections Back - office Scheduling and Tracking 4 1, 2, 14 Mobile Inspections (overall) 5 1, 14, 15 Mobile Inspections: Access to attachments in the field 5 1,15 Inspections Checklists 5 1, 14 Framework to support annual inspections (e.g., WTMP) 3 1,14 Licenses and Registrations 2 1, 14 Code Enforcement 3 1, 14 Code Violation Case Types 1 1,15 Parcel Management & GIS Integration 5 1,2 Conversions 3 12 Cashiering and Fees 4 1,14 Online Citizen Access Portal 5 1, 14, 15 Correspondence Management 2 1,14 Permissions and Audit Trails 5 1, 11 Alerts and Notifications 3 1, 11 Ranking Scale 0 -5 in (1 -5) y L b0.p a) L M s #5202 Section 3 Defined Evaluation The evaluation of functionality is based on functionality demonstrated during December, 2014, Proof -of- Concept Demos and March, 2015, follow -up demos Reporting 5 1, 2, 11, 14 Integration /Interfaces 4 13 ESRI Integration 5 1,15 System Navigation and Ease of System Maneuverability 5 1, 2, 14, 15 Form Development /Maintenance 2 1 Case Chronology 4 1,2 Historical Owner and Address Management 2 1 GIS Map drill down 4 1, 2, 14, 15 Documentation and context - sensitive help 2 14 Positioned to take advantage of upcoming technologies 5 6,10 Government experience 4 5 Implementation Strategy 5 3 Financial stability, company prospects going forward 5 5, 6, 8, 9 Vendor responsiveness, understanding of objectives, expectation of future support 5 3, 7 SUM Weighted Rank: