HomeMy WebLinkAboutRESPONSE - RFP - 8333 UTILITIES RECORDS MANAGEMENTFORTENBERRY
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CITY OF FORT COLLINS
8333 Utilities Records Management
Consulting Services
Proposal
Proposal Number: 8333
Submitted To:
City of Fort Collins
Purchasing Division
215 North Mason Street
2nd Floor
Fort Collins, CO 80524
Submitted By:
Kathleen Fortenberry, CRM
Fortenberry &Associates, Inc.
3235 South Granby Way
Aurora, CO 80014
Submitted On:
July 11, 2016
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Table of Contents
1 EXECUTIVE SUMMARY 5
2 SCOPE OF PROPOSAL 5
2.1 Project Understanding 5
2.2 Project Assumptions 6
2.3 Project Scope 6
2.4 Project Deliverables 9
2.5 Meetings 10
2.6 Status Reports 10
2.7 City Responsibilities / Resources 10
2.8 Project Management 10
2.9 Verifying Value Delivered 10
3 ASSIGNED PERSONNEL 11
3.1 Primary Contact Information 11
3.2 Project Team 11
4 AVAILABILITY 12
4.1 Availability for Project Work 12
4.2 Proposed Project Schedule 12
4.3 Availability for Onsite Proposal Interview 13
5 SUSTAINABILITY/TBL METHODOLOGY 13
6 COST AND WORK HOURS 14
6.1 Hour / Cost Breakdown by Project Activity 15
6.2 Schedule of Rates 15
6.3 Direct Costs for Project 15
6.4 Terms and Conditions 15
7 FIRM CAPABILITY 16
7.1 Company History 16
7.2 Project Organizational Chart 16
7.3 Firm's Qualifications 17
7.4 References 18
ATTACHMENT A - PROPOSAL ACKNOWLEDGEMENT 22
ATTACHMENT B - KATHLEEN FORTENBERRY, CRM (Resume) 23
ATTACHMENT C - BRADLEY FURLOW (Resume) 24
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We are pleased to submit to the City of FortCollins Utilities Service Area (the "City") this proposal to
provide Records Management Consulting Services. We believe that the successful completion of this
project will allow the FortCollins Utilities ServiceAreatomoreeffectivelymanage their records in a
compliant and effective manner as they move away from paper and towards electronic records.
This proposal is developed utilizing the format and structure identified and requiredbytheRFP. Every
attempt has been made to ensure that all information is provided in the order requested.
1 EXECUTIVE SUMMARY
The City's desire fora comprehensive recordsassessment to allow for the developmentofa final project
plan detailing the needs and recommendations to move forward with digitizing records and their Records
Management Program and identifying the priority order for digitizing records is commendable. F&A has
extensive experience with this type of project and our project team members have "practitioner"
experience in handling records offices including conducting this type of work internally.
We propose a simple three-phase project with the majority of the work performed during Phase 1, the
assessment phase. This is the part of the project that all the pertinent information will be gathered and
assessed. This is the foundational portion for the City's plan to move forward. A combination of initial
online survey questions, in-person assessment interviews and in-person review of collections will be
utilized to ensure that complete and accurate information is gathered during the assessment phase of this
project.
We have developed and proven online survey capabilities and will provide the City with a secured portal
on our website for access to the online survey form and instructions for using the form. This is a process
that has been utilized with great success in the past with several of our clients.
Developing strategic plans such as the final project plan for the City is an item that is provided with the
majority of our consulting projects. We provide the information needed to accomplish the
recommendations. Since practitioner experience is available with the project team, all recommendations
must pass the "real world" test to ensure that they are obtainable within the client's resources or
recommended future resources.
Finally, the recommendation presentation workshop will be developed and conducted to ensure that the
City understands the information provided in the final project plan and how to move forward. It provides
the avenue where the City can receive in-depth knowledge of the recommendations.
We feel that we are the best choice for this project and hope to have the opportunity of working with the
City to make this project a huge success.
We will be available to participate in an onsite proposal interview / demonstration during the weeks of July
25 or August 1.
We have no exceptions to the standard agreement for this project.
2 SCOPE OF PROPOSAL
2.1 Project Understanding
It is our understanding that the City desires to have a comprehensive records assessment of their 40
functional work groups accomplished to identify the current state and recommended prioritization of
digitizing records, an assessment of Central Records Office operation and development of a final project
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plan to provide the City with the recommendations formoving forward with the digitalization of their
records and Records Management Program goals. This project will cover all records and documents,
regardless of format, kept by Utilities including records and documents instorageconsideredtobe in an
inactive state.
It isourunderstanding, from the responses to questions to the RFP, that if the project is more complex
and in-depth thanassumedfrom the RFP (andthe$30,000 project cost limitation), additional money to
expand the required to collectinformation may be possible. It will be determined very early during the
assessment interviews whether or not the 3.25 hours estimate per functional work area is realistic or not
(see below for more detail on the 3.25-hour estimate).
2.2 Project Assumptions
The following assumptions were used for this proposal:
• Prompt and accurate responses and approvals from the City's Project Manager and staff are
required
There will be a City Project Manager assigned to this project
The City will schedule all meetings required for the project
No more than 40 functional work groups will be included in this project
Assessment time for each functional work group is limited to 3.25 hours to include interview
meetings; identification of systems, repositories, key business processes and characterizations
and volumes; and any required follow up
All onsite meetings will be scheduled by the City in cooperation between F&Aand City schedules
Consultants will be scheduled for full days while onsite (full day is a minimum of six (6) hours of
meetings, interviews, reviews, etc.)
In order to accomplish the project within the timeframe requested (by December 1, 2016), only
one (1) consultant will meet with a functional business area and both consultants will be
scheduled for meetings concurrently
Functional business area onsite interview meetings will be conducted via "group" format with 3 to
8 attendees per business area
Maximum time allocated for all information collection, review and survey is limited to 3.25 hours
per functional business area
Each functional business group has a "pre-populated" records inventory in spreadsheet format
The City can provide an estimate or actual volume (documents / size) for electronic information
stores
City employees will come prepared to all meetings
All meetings will be held when initially scheduled
Additional assumptions may be included in each portion of Section 2.3, Project Scope, below.
2.3 Project Scope
This project will be conducted in three (3) phases:
• Phase 1 - includes project start up and comprehensive records assessments (Task 1 activities
from the RFP)
• Phase 2 - includes the Central Records Office conversion assessment (Task 2 activities from
RFP)
• Phase 3 - includes the development of the final project plan and recommendation presentation
workshop
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2.3.1 Phase 1
This phase involves project start up and the activities associated with the comprehensive records
assessments (Task 1 activities from the RFP).
Major steps / tasks include:
• Conduct initial project kick off meeting with the City Project Manager and other staff as required
or recommended to ensure all project expectations are identified.
• Gather information from the City Project Manager, Records Management Coordinator and
necessary staff to develop the initial information required by assessment interview attendees,
estimated timeframes and any other information required for the project.
• Develop assessment meeting schedule.
• Develop assessment and survey tools (standard forms, questions, reporting format, online survey
forms, etc.).
• Send out online survey forms to selected employees.
• Review online survey information received.
• Conduct onsite assessment interview meetings for each functional business area
o Initial meeting utilizing the "group" format - estimated at 1 hour each
o Onsite reviews of collections, systems, additional follow up - estimated at 1 to 1Vz hour
(each time)
o Remote follow up (telephone or email) - as needed
• Conduct in-depth interviewwithInformation Technology (IT) - estimated at 2 hours
• Conduct in-depth interviewwithUtilities Records Management (RM) - estimated at 2 hours
• Draft and provide client preliminary report
During this phase the following information will be gathered for use later in the project:
• Current state information:
o Systems and repositories where information is stored
o "Owner" group for each system and repository
o Characterization an estimated volumes of records collections stored in each system and
repository
o All records collections considered by the work group to be essential to disaster recovery
and continuity
o Key business processes and/orStandardOperating Procedures (SOPs) that are related
to or contained within each collection
o Anysystemsor repositories that are in the process of being replaced
• Future state of systems / repositories information:
o Recommendation for any collections to be housed in a different (currently existing)
system or repositorythanwheretheyare currently housed and why?
o Considerations and recommended steps to achieve future state (type of work involved,
estimated staffing levels and production time involved to accomplish, etc.)
• Recommend prioritization (in sequential order) of records collections to be digitized (for all
collections that carry priority for digitization, provide):
o Name of record owner / group
o Whether collection is paper or electronic, or both, and estimated volume
o Size(s) of originals (large or regular format)
o Physical location
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o Basis or business case forbeing a priority collection to digitize, i.e. essential to disaster
recovery or continuity of operations or other basis
o Estimated "bottom line" total volume of all collections deemed as priorities for digitization
o Time estimate to accomplish digitizing (accordingtostaffing leveloptions)
o Protection concerns based upon: Principle of Protection: Assess whetherany priority
business records currently available in paper format onlyare subject to any
environmental risk factors (fire, flooding, rodents, decomposition due to age, etc.)
o Recommended system or repository to digitize to
o Once digitized, whether the paper copies should be retained or destroyed (with inputfrom
record owner)
• Records collections not recommended to be digitizedwith details (owner and basis, etc.)
The client preliminary report will be a "telling picture" ofwhathas happened to date in the project to
include:
• Status of records assessment to date
• Details of expected or unexpected challenges being encountered
• Whether or not the work will need to be extended into 2017
• Any emerging elements that will be included in the final project plan (those items that are not
expected to change)
NOTE: We propose the use of online collection for the initial assessment information (survey). The
online form will be developed based on information required. The use of online collection streamlines the
overall process and allows onsite meeting time to be utilized more effectively. The online form will be
available to the individuals identified to provide the information. This information will be housed on our
website in a restricted client portal set up just for this project.
NOTE: It is our understanding, from the responses to questions to the RFP, that ifthe project is more
complex and in-depth than assumed from the RFP (and the $30,000 project cost limitation), additional
money to expand the required to collect information may be possible. It will be determined very early
during the assessment interviews whether or not the 3.25 hours estimate per functional work group is
realistic. The City Project Manager will be notified as soon as possible if it is determined that additional
time will be required. We are unable at this time, without seeing the information to date, if the 3.25 hour
per functional business area will work.
NOTE: Actual information to be collected throughout the assessments and information for inclusion into
the preliminary report and final project plan will be determined during the project kick off and subsequent
meetings.
ASSUMPTIONS / LIMITATIONS:
• Each functional business group is limited to no more than 3.25 hours to collect and identify all
information about their records and information stores
• Each functional business group has a "pre-populated" records inventory in spreadsheet format
• Each consultant will meet with functional business areas concurrently to reduce the overall time
required to complete the project
• In order to meet the project cost requirement ($30,000 maximum for entire project), the limitation
of time required to collect and gather information for each functional business area is required
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2.3.2 Phase 2
Phase 2 of the project encompasses Task 2 from the RFP, the Central Records Office conversion
assessment. This includes the assessment of the factors and steps that would be required to convert the
focus and operation of the existing Central RecordsOffice (which contains paper collections) to fully
digitized collections, resulting in potential physical changes to the space and change of focus of the
Coordinator'srolefrom that of managing the paper collections to coordinator of digital collections and
potential scanning center operation if recommended.
Major steps / tasks include:
• Onsite meeting to assess the current status
• Review of potential recommendations
2.3.3 Phase 3
Phase 3 or the final phase of the project is the development of the final project plan (report) and the
recommendation presentation workshop with City staff.
Major steps / tasks include:
• Develop initial recommendations / suggestions
• Develop the Final Project Plan
• Develop presentation materials and facilitate onsite recommendation presentation workshop (half
to full day)
The Final Project Plan will include, at a minimum, components from Phases 1 and 2:
• Executive Summary
• Results of records assessment in detail as described in Section 2.3.1 above
• Results of Central Records Office assessment as described in Section 2.3.2 above
• Depiction of a phased approach to program growth: how Utilities can achieve progress toward
program goals as additional resources and funding become available
• Recommended training and awareness components which are realistic to maintain (new
employee, annual refresher for existing employees using technology such as briefaudioorvideo
refresher training, Utilities intranet presence, etc.) and content for training components
• Recommended Utilities governance structure through which the emergence of all future systems
and repository tools may be vetted for use within the Utilities structure
• Recommended future staffing levels to maintain the program and type of lead position needed to
supervise records staff
• Availability to provide onsite scanning and indexing help to expedite completion of priority
collections to digitize and estimated cost break-out by each prioritycollection
2.4 Project Deliverables
The deliverables for this project are:
• Preliminary Report to City
• Final Project Plan
• Recommendation Presentation Workshop
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2.5 Meetings
The following meetingsare recommended and included for this proposal:
• Project kick-offmeeting
• Assessment interview meetings (see Section 2.3.1 above for details)
• Central Records Office assessment meeting'
• Bi-weekly project status meetings with the City's Project Manager to reviewthe project and
ensure that all parties are in agreement with the direction and attainment of the milestones.
Status meetings will be held via telephone and are expected to last no more than one (1) hour.
• Recommendation presentation workshop (expected to be an off-site workshop lasting half to full
day)
The request to have these meetings does not suggest that there will not be open dialog with the City's
Project Manager during the project.
2.6 Status Reports
Written bi-weekly status reports detailing the activities, project completion status by major task and issues
or problems requiring the City's assistance will be provided to the City's Project Manager via email.
Although a bi-weekly status report will be provided to the City's Project Manager, if any circumstance
arises that may or will cause a delay in the agreed upon timeline for the project, the City Project Manager
will be notified in writing via email immediately.
2.7 City Responsibilities / Resources
There are several tasks within this project that the City will be expected to provide information, access or
guidance in order to ensure that complete and accurate information is received and the project limitations
as to time and price are met. We have identified within each project phase what will be required from the
Cityand its employees. Specifics will be determined during the project kick off meeting.
In addition to the requirement of City participation, the following will be required for the consultants
conducting onsite work:
• Work area to allow for phone calls, use of their own lap top computers, etc.
• Internet access
2.8 Project Management
Kathleen Fortenberry will be the F&A project manager for this project. She will be responsible to ensure
that the project is completed in a timely manner and project deliverables are complete and on time. Since
a two-person project team is proposed for this project, the team works in tandem with each other to
reduce or eliminate issues and miscommunications. A weekly internal F&A project meeting is conducted
to ensure that all aspects of the project are progressing as expected.
2.9 Verifying Value Delivered
A standard project management review method will be used on this project. This method verifies what is
expected and confirms that the basic requirements are met (including quality and time frames). All
deliverables are developed in the manner that F&Awould want the information if it was being provided to
them. All requirements are reviewed and confirmed to ensure that the client, in this case the City, is
receiving the information they need and require.
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Constant communication between F&A and the City isa requirement to ensure that this project is a
success and the City receives the information it requires.
3 ASSIGNED PERSONNEL
3.1 Primary Contact Information
All questions or requests concerning this proposal should be addressed to:
Kathleen Fortenberry, CRM
President
Fortenberry &Associates, Inc.
3235 South Granby Way
Aurora, Colorado 80014
Office: 303-617-3633
Mobile (Cell): 720-272-0475
Email: kfortenberrv(5).recordtamers.com
Exhibit A to the RFP, Proposal Acknowledgement, has been completed and is included as Attachment A
to this proposal.
3.2 Project Team
For this project, the project team will consist of Kathleen Fortenberry, CRM and Bradley Furlow. This two-
person team will ensure that the project is completed in a timely manner. We will not be utilizing any sub
consultants for this project. Our proposed team has worked on several projects together for both clients
and internal to F&A.
3.2.1 Kathleen Fortenberry, CRM
Kathleen Fortenberry, CRM, will be the principal consultant and project manager for this project and be
the contact person. As project manager, Ms. Fortenberry will be the primary contact point and ensure
that the project is progressing as promised along with providing all status updates and reports. As
principal consultant, she will be managing the entire project including determination of actual information
to be gathered, conducting assessment interviewsand reviews of systems and repositories, conducting
the review of the Central Records Office, developing the preliminary report and final project plan and
developing and presenting the recommendation presentation workshop.
Ms. Fortenberry has over 35 years of information governance and records and informationmanagement
and technical experience in federal and local government and private industry with expertise in the
development, implementation and management of records programs from single entities to multi-national
organizations for both hard copy and electronic records and systems. Ms. Fortenberry has been a
Certified Records Manager (CRM) in good standing since 1992 and is currently a grader for Part VI of the
CRM Exam and a mentor to CRM candidates. She holds a B.A. in Business with a minor in Economics
and a Certificate in Information Resource Management from the Graduate School of Librarianship and
Information Management, University of Denver. She has worked closely with SEC, Sarbanes Oxley,
DOD 5015, FERC, ISO 15489 and other state, national and international laws, regulations and
requirements.
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The majority of her positions and projects have included the requirement to identify information sources
and repositoriesacross various organizations and systems and to report of those findings including
development of strategic plans.
Ms. Fortenberry has extensive experience with utilities and oil and gas companies and government
agencies. She was the CityClerkand Records Administrator for the CityofAurora,Colorado, and
managed the records program for Western Area Power Administration (WAPA) for ten years.
Her resume is included as Attachment B.
3.2.2 Bradley Furlow
Bradley Furlow will be a records analyst for this project. As such, he willconduct assessment interviews
and gather required information for use within the reports and plans. He will also assist in the
development of interview tools, the project reports and the recommendation presentation.
Mr. Furlow has extensive information governance and records and information management experience
spanning over 13 years. In addition to developing and managing records programs, he has developed
electronic tracking systems for hardcopy records; designed, implemented and administered multi-user,
web accessible relationship databases. His experience also includes conducting assessments and
analyzing the gathered information. Mr. Furlowholdsa Bachelor of Education from Southern Illinois
University, Carbondale.
In his previous positions and on projects with F&A, Mr. Furlowhas been required to identify information
sources and repositories across various organizations and systems and report his findings.
His resume is included as Attachment C.
4 AVAILABILITY
4.1 Availability for Project Work
Forthisproject, the two persons proposed forthe project team will have the availability to complete this
project in the timeframereferenced inthe RFP. At F&A, once a contract is awarded, we verify the
schedules forthe project team and block theirwork time to be able to complete the projectwithin the time
frames in the contract. Our upcoming work schedule allows forthisprojectteam to devote theirtimeto
this project.
4.2 Proposed Project Schedule
Without knowing exactlywhatwill be provided for this projectand how long itwill take to gather and
collectthe information from the assessment meetings for the deliverables, a high level project schedule is
provided. Amoredetailed projectschedulewill be provided afterthe projectkick offmeeting and
additional information is received.
This project schedule is based on a start date ofSeptember6,2016 and completion date of December 1,
2016. It is understood that the project may be able to extend into 2017 with advance notice and approval
by the City.
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Project Phase / Activity Estimated
Hours
Estimated
Time
Estimated Dates
Phase 1 - Project start up /
comprehensive records assessments
229 6 to 9
weeks
Option 1-6 weeks
Sep 6 to Oct 18
Option 2-9 weeks
Sep 6 to Nov 8
Phase 2 - Central Records Office
conversion assessment
8 1to3
days
Same as Phase 1
Phase 3 - Final project plan and
presentation workshop
46 2 to 3
weeks
Option 3-2 weeks
(short Phase 1)
Oct 19 to Nov 2
Option 4-3 weeks
(short Phase 1)
Oct 19 to Nov 9
Option 5-2 weeks
(long Phase 1)
Nov 9 to Nov 23
Option 6-3 weeks
(long Phase 1)
Nov 9 to Nov 30
Linear Time Line:
Sep 6 Oct 18 Oct 19 Nov 8 Nov 9 Nov 23 Nov 30
Project
starts
Phase 1 Phase 2 Phase 1 Phase 2 Phase 2 Phase 2
ends Opt 1 begins Opt 3/4 ends Opt 2 begins Opt 5/6 ends Opt 5 ends Opt 6
NOTE: The time frames depicted above are based on no additional time needed to collect information, all
meetingsare conductedwheninitiallyscheduledandallindividualsareavailableas needed.
4.3 Availability for Onsite Proposal Interview
We will be available to participate in an onsite proposal interview / demonstration during the weeks of July
25 or August 1.
5 SUSTAINABILITY / TBL METHODOLOGY
At F&A, we try to be as green and environmentally friendly as possible. As a small business, we
incorporate manyactivities into our daily lives and request that our associates do the same. To this end,
we have incorporated the following decisions and policies for use within the company.
Offices: F&A utilizes home offices for all associates. This decision was made to eliminate, to the extent
possible, the carbon footprint of the company. With fewmeetingsheldwithin F&A offices (most meetings
tend to be witha client or potential client at their site or a location near them), itwas determined that the
use of a brick and mortar office was unnecessary, expensive and required the use of automobiles for
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associates to commute to work. The use of home officesreduces utilities needed and gasoline for daily
commuting.
Since most workand many meetings can be accomplished remotely today, we have developed online
tools for the remote collection of assessment information (where its use is appropriate) and the use of
video, online and telephone meetings.
Much of our work is electronic. We endeavor to maintain as much of our records and business
informationelectronically as possible. This decision reduces the amount of paper used and the physical
storage required.
Travel: Wherever possible, F&Aassociates carpool to client offices. Ifassociates live in different parts of
Denver, a meet up location is determined and the carpool begins at that point. When traveling to any out
of state clients, the use of public transportation is utilized when onsite such as buses, light rail, shuttles,
etc.
Recycling: Since each F&A associate works from their home, all are encouraged to practice the
philosophy of reuse or recycle. Anything that can be reused should be and if it cannot be reused, then it
is recycled. Onlywhen something cannot be reused or recycled is it "thrown" away. With this philosophy,
we are attempting to help the environment by reducing the amount of trash.
Social Impact: F&A gives back to our communities by volunteering. We make an effort to support local
charities and causes not only in Denver but also those communities where are clients reside.
6 COST AND WORK HOURS
The estimated hours for this project are 283. They were developed in good faith based on the RFP,
responses to questions to the RFP and this proposal.
We feel we have been able to keep the estimated hours lowdue to our experience in providing
assessments. We will utilize our existing tools, processes and procedures wherever possible to ensure
the best product at the lowest cost to the City.
Forthisproject, we are providing the City with our local government / non-profit rates. These rates are a
considerable savings over our standard consultant rates. Administrative and invoicing times are not
included in consultant hours. We do not charge our clients for these activities.
Weproposethis project as a Time and Expensescontract. Basedontheinformation provided and our
experiencewith similar engagements, we have given a careful analysis of tasks and hours that we
believe are appropriate and sufficient to successfully complete the objectives. Use ofthis typeofcontract
allows that iffewer hours are used on the projectthanestimated, the City will not be billed for them,
thereby, saving money.
Itisour understanding, from the responses to questions to the RFP, that ifthe project is more complex
and in-depth than assumed from the RFP (and the $30,000 projectcost limitation), additionalmoneyto
expand the required information forcollectionmaybe possible. Itwill be determined very early during the
assessment interviews whether or not the 3.25 hours estimated per functional work area is realistic.
If additional time is required to gather the information needed or ifthe scope of this project changes, F&A
and the City will need to agree in writing on any additional pricing before the additionalworkin
accomplished.
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6.1 Hour / Cost Breakdown by Project Activity
Project Phase / Activity Total
Estimated
Hours
Estimated
Hours by
Person
Estimated
Cost*
Phase 1 - Project start up / comprehensive
records assessments
229 $23,575
• Kathleen Fortenberry 128
• Bradley Furlow 101
Phase 2 - Central Records Office
conversion assessment
8 $1,000
• Kathleen Fortenberry 8
Phase 3 - Final project plan and
recommendation presentation workshop
46 $5,400
• Kathleen Fortenberry 39
• Bradley Furlow 7
TOTAL 283 283 $29,975
*NOTE: Pricing has been calculated based on the limitation of no more than 3.25 hours per functional
business group to collect and gather the required information from assessment interviews and provide the
desired preliminaryreportand final project plan (both deliverables). Ifthe required information cannot be
gathered and collected within that time limitation, the City Project Manager will be notified as soon as
possible.
6.2 Schedule of Rates
Below is a table identifying each project team memberand theirrespectivehourly rate. These rates will
remain in effect for one (1) year from the date of the Agreement for this project.
Project Member Position Hourly Rate
Kathleen Fortenberry,
CRM
Principal Consultant / Project Manager $125
Bradley Furlow Records Analyst $75
6.3 Direct Costs for Project
The only directcosts anticipated for this project is mileage from the Denverarea to the projectsite(s).
Mileage for this project has been calculated into the hourly rates.
6.4 Terms and Conditions
Invoicing for hoursworked and expenses incurred will be on a monthly basis beginning at the end ofthe
first month of commencement of the contract work. Invoice terms are NET 30 days.
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7 FIRM CAPABILITY
7.1 Company History
Fortenberry &Associates, Inc. (F&A) is an Aurora, Colorado-based woman-owned corporation
specializing in providing all aspects of information governance and records and information management
services for businesses and government organizations of all sizes. F&A is certified as a Disadvantaged
Business Enterprise (DBE); Woman-Owned Business and Historically Underutilized Business (HUB)with
various governmental agencies across the country.
Specific company history includes:
• F&A was incorporated on May 1, 2005, in the State of Colorado
• It is a privately held corporation fully owned by Kathleen Fortenberry
• Company office (headquarters) is located at 3235 South Granby Way, Aurora, Colorado 80014
• There are two employees. Remaining consultants are contracted as needed on a 1099 basis.
7.2 Project Organizational Chart
The project organization is simple since we are proposing a two-person project team.
Kathleen Fortenberry, CRM
Principal Consultant / Project Manager
Project task assignment includes: project
management activities, consulting
(assessments, Central Records Office
review), report development, presentation
(workshop) development, facilitation of
recommendation workshop, point of
contact for client.
Bradley Furlow
Records Analyst
Project task assignment includes:
consulting (assessments), assistance with
data compilation, assistance with report
and presentation development.
Itisunderstood that any change in personnel on the projectteam will need to be approved by the City
ProjectManager. Information regarding any changes will be provided to the City as soon as possible to
reduce any delays in project completion.
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7.3 Firm's Qualifications
We are also pleased and proud to have been awarded honorable mention for Information Governance
(IG) Service Provider of the Year for 2015.
Since 2005, we have provided clients with a full range of services and solutions for information
governance and records and information management needs. Services include strategy, development,
implementation, technology, support and training. We listen to each client to diagnose their unique
situation and build a solution that allows each client to successfully manage their records and information
now and into the future. We work with our clients to achieve optimal success.
Kathleen Fortenberry, CRM, Founder and President of F&A, has over 35 years of experience in
information management, information governance and records and information management. She has
experience as both a consultant (for the past 11 years) and also a practitioner within governments and
companies. Project teams include members with the expertise required for each specific project. The
needs of the client are the guiding foundation for the expertise required on the project.
We feel that our relationship with our client is the foundation for a successful project. We take a team
approach and workwithourclienttoachieveoptimalsuccessinour interactions. We believe that a team
approach results in a win-win situation for all. We do not believe in providingonlya project deliverable to
a client but provide the knowledge behind our deliverables to allow you to be successful into the future.
We provide the "how" not just the "what" or "why" something should be changed.
Our clients include small and large companies and corporations (start up and micro-businesses to multi
national corporations) and small to large governments (small government entities to municipalities to the
UnitedNations). Since the two project members for this project have experience as "practitioners"
working within companies and governments, the way projects are handled and the information gathered
and provided is vettedagainstthe"real world" needs and not just the high level ideals of consulting.
We provide a wide range of consulting services specializing in information governance and records and
information management. These include:
• Strategic Services
o Scoping Consultation
o Strategic Planning
o Audit / Assessment
o M&A RIM Requirements Planning
o Process Review and Mapping
o Maximizing Current Resources
• Development Services
o Policies / Procedures
o Records Inventory
o Defensible Retention Schedules
o Vital Records Programs
o Legal Hold Process
o Digitization Recommendations
o Training Development
• Implementation Services
o Implementation Oversight / Services
o Training Development and Facilitation
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•• ^ASSOCIATES
• Support Services
o Discovery and Litigation Support
o Short-term Contract RIM Staffing Support (onsite or offsite)
• Technology Services
o ERMS / ECM Requirements Development
o Technology Tools / Software Assessment and Acquisition
Please explore our website at www.recordtamers.com for more information on the services we provide.
7.4 References
7.4.1 City of Longmont, Colorado
Project Title: Records Inventory and Strategic Plan Assessment for City Clerk's Office
Project Description: This project encompassed the entire City including their airport and the Utilities
Department.
• Conducted current practices assessment including identifying all information locations, formats
including repositories
• Conducted records inventories
• Developed a Records Management Strategic Plan and Roadmap that included findings, impact of
findings, tasks to correct issues and priority order for recommendations
• Reviewed their SIRE system and recommended methods or tasks to enhance the use of the
system including management responsibilitystructure, SIRE master plan for design and structure
of the solution and training requirements for staff
Bid Price: $57,775
Ending Price: $57,775
Change Orders: No change orders for the project
Project Dates: November 2011 to July 2012
Contact Information:
Sara Rusher
Records Manager
Phone: 303-651-8648
Email: Sara.Rusher(5).ci.lonqmont.co.us
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7.4.2 Platte River Power Authority
Project Title: Records Management Consulting Services
Project Description: Work included several projects over multiple years
• Initial project was to determine ECM (electronic content management) requirements for the
Authority and assist in the selection of a system
• Data discovery was a part of the initial interviews with each department to identify their
information, locations and formats including repositories and specific needs for an electronic
solution
• Identified data sources holding organization information and records
• Additional projects included;
o Reviewed and revised retention schedules
o Researched retention requirements
Bid Price (initial project): $31,792
Ending Price (includes all additional projects): $61,963.50
Change Orders: No change orders for the initial project. Additional work orders were provided to include
additional projects.
Project Dates: September 2009 to December 2015
Contact Information:
Please note, the Platte River project manager that was involved withthe majorityofthese projects left the
organization in 2014.
Amy Meger
Records and Business Manager
Phone: 970-229-5629
Email: Meqera(5),prpa.orq
7.4.3 Delta Montrose Electric Association
Project Title: Records Management Consulting Services
Project Description: Work included several projects over multiple years.
• Initial project was an assessment oftheir electronic information / records practices including
identifying the location, format (media) and processes fortheirinformation. This included
identifying all repositories for storing their records. The initial project included the development of
a records management strategic plan.
• Additional projects included developing a recordsmanagementprogramandretentionschedule
• Data discoverywas conducted to identify where records / data / information was stored and how
it was used throughout the organization
• Additional retention research and retention schedule revision projects have been accomplished
Bid Price (initial project): $34,125
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Ending Price (includes all additional projects): $40,907
Change Orders: No change orders for the initial project. Additional work orders were provided to include
additional projects / work.
Project Dates: March 2007 to July 2015
Contact Information:
Please note, the DMEA project managers that were involved with these projects retired in 2014 and 2015.
Shawnita Caswell
HR & Records Specialist
Phone: 970-240-6828
Email: Shawnita.Caswell@dmea.com
7.4.4 South Adams County Water and Sanitation District
Project Title: Records Management Consulting Services
Project Description: Work included several projects over two years.
• Conducted a current practices assessment, records inventory and data discovery to identify the
location of their information including identifying repositories for information
• Developed a records management strategic plan including reviewand assessment of their
current capabilities with email, electronic records and storage locations and capabilities
• Conducted a review of their current electronic records solution and provided recommendations for
a system to meet the needs of the District
• Additional projects included:
o Drafted policies and procedures
o Researched alternatives to their electronic records management solution
o Revised and updated the retention schedule
Bid Price (initial project): $23,000
Ending Price (includes all additional projects): $27,375
Change Orders: No change orders for the initial project. Additional work orders were provided to include
additional projects.
Project Dates: June 2012 to December 2013
Contact information:
Sandra Schrawder
Executive Assistant
Phone: 720-206-0509
Email: Sschrawder@sacwsd.org
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7.4.5 Urban Drainage and Flood Control District
Project Title: Records Management Consulting Services
Project Description: Work included several projects over several years.
• Conducted a high-level current practices assessment including identification of information
locations, formats and repositories
• Developed a records management strategic plan and roadmap
• Additional projects included:
o Assisted with development of policies and file structures for their server migration
o Developed business reguirements for a new electronic records management system and
assisted in selection of new system
Project Dates: July 15, 2009 to December 31, 2012
Bid Price: $14,000
Ending Price: $36,900
Change Orders: No change orders for the project. Additional work orders were provided to include
additional projects.
Contact Information:
Please note, the original UDFCDprojectmanager retired just before the end of the project. The contact
information for the person who handled records management at the end of the project is provided.
Amelia Deleone
Administrative Services Manager
Phone: 303-455-6277
Email: adeleone(5)udfcd.orq
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ATTACHMENT A - PROPOSAL ACKNOWLEDGEMENT
Consultant hereby acknowledges receipt of the City of Fort Collins Utilities' Request for Proposal and
acknowledges that it has read and agrees to be fully bound by all of the terms, conditions and other
provisions set forth in the RFP. Additionally, the Consultant hereby makes the following representations
to Utilities:
a. All of the statements and representations made in this proposal are true to the best of the
Consultant's knowledge and belief.
b. The Consultant has obtained all necessary authorizations and approvals that will enable the
Consultant to commit to the terms provided in this proposal.
c. This proposal is a firm and binding offer, for a period of 180 days from the date hereof.
d. I further agree that the method of award is acceptable to my company.
e. I also agree to complete the proposed Agreements with the CityofFortCollinswithin 30 days of
notice of award.
f. Ifan Agreement is not completed and signed within 30 days, City reserves the right to cancel and
award to the next highest rated firm.
g. I acknowledge receipt of 1 addenda.
Consultant Firm Name: Fortenberry &Associates, Inc.
Physical Address: 3235 S. Granby Way, Aurora, CO 80014
Remit to Address: 3235 S. Granby Way, Aurora, CO 80014
Phone: 303-617-3633
Authorized Agent of Firm Name Kathleen>. / Fortenberry J V(/ / //^/ 7
Signature of Authorized Agent: ^rOMI^V ^^^'>f
Primary Contact for Project: / /Kajnleen Fortenberryy KJ
Title: President
Email Address: kfortenberrvPrecordtamers.com
Phone: 303-617-3633
Cell Phone: 720-272-0475
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FORTENBERRY
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ATTACHMENT B - KATHLEEN FORTENBERRY, CRM (Resume)
Experience
President & Principal Consultant, Fortenberry & Associates, Inc., Aurora, Colorado (2005 to present)
• Some current / past clients: United Nations; Nelnet, Inc.; City of Westminster, Colorado; City of Lakewood,
Colorado; City of Longmont, Colorado; Leapfrog Enterprises; Entriq; MillerCoors Brewing Company;
Colorado Water Resources and Power Development Authority; Delta Montrose Electric Association; Platte
River Power Authority and Tri-State Generation and Transmission Association, Inc.
• Client work includes: developing organizational and information strategies and corporate acquisition
requirements; conducting program and current practices assessments: identifying information sources and
repositories; developing and implementing organization-wide programs and information or process
solutions: recommending electronic records and destruction solutions; conducting records inventories;
developing legally defensible retention schedules, policies and procedures and electronic data maps;
identifying vital records; and developing and facilitating training
• Develop and provide online training courses (eLearning opportunities)
Corporate Records & Information Manager, Janus Capital Group (2000 to 2005)
• Responsible for all aspects of the records and information program within the company and its domestic
and international subsidiaries; developed and implemented a corporate-wide records management
program including determination of records retention schedules and implementation of an electronic
records system to manage archived and electronic records; handled records requirements when company
went public including compliance with Sarbanes-Oxley and SEC requirements; ensured compliance with all
aspects of records and information based on applicable laws, rules, regulations and business practices.
City Clerk / Records Administrator, City of Aurora, Colorado (1997 to 2000)
• Responsible for all aspects of the City Clerk's Office including elections, preparation of the agenda and
minutes from City Council meetings, recording documents and legal publications; planned, developed and
implemented city-wide records management programs, plans, policies and immediate and long-range
objectives and plans; coordinated records and information creation, receipt, storage, retrieval and
disposition city-wide; and developed and maintained records retention schedules and manual.
Records Manager, Source One Management, Inc. (1988 to 1997) Contracted to Western Area
Power Administration (Department of Energy)
• Developed, implemented and managed records management programs and plans for client; researched
and recommended electronic records systems and assisted in the implementation and management of the
systems; oversight of research and determination of records retention schedules; development and
implementation of the structure and management of a client-wide 15-state records inventory and schedule
program; and developed and conducted records management training courses.
Records Management Officer, OCHAMPUS, Department of Defense (1982 to 1988)
• Responsible for the Records Management, Forms Management, Correspondence Management, Reports
Management, Directives Management, Privacy Act and Freedom of Information Act Programs for the
agency world-wide; developed, designed and implemented programs including written policy and standard
procedures for use worldwide including retention and disposition of hardcopy and electronic records and
training programs; evaluated new technologies for use within the agency.
Education / Certification
• B.S., Business Administration (minor in Economics), 1992, Regis University, Denver, Colorado
• Certificate in Information Resource Management, 1985, Graduate School of Librarianship and Information
Management, University of Denver, Denver, Colorado
• Certified Records Manager (CRM), 1992, Institute of Certified Records Managers
References (All references are from work with F&A. Contact information for references provided upon request.)
• Ms. Fortenberry has worked on all the projects for F&A
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FORTENBERRY
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ATTACHMENT C - BRADLEY FURLOW (Resume)
Experience
Associate RIM Consultant, Fortenberry & Associates, Inc. (2013 to present)
• Participated in project team(s) on multiple projects across varied industries; conducted research into RIM
program essentials including policies, procedures, and conducted trade studies for various RIM-related
topics; led and participated as consultant team in client assessment interviews using both onsite and
remote interview processes to identifyclient information on information repositories, processes and
information use needs; developed and gave input on internal F&A assets such as websites, products and
marketing media; and provided onsite client records management development and implementation
support as the lead consultant for a high profile US Government client in a highly-regulated field.
National Records Manager / Manager of Office Administration, MDC Holdings, Inc. (2008 to 2013)
• Completed design and distributed implementation of enterprise-wide data system for detailing,
categorizing, maintaining and auditing of company paper-based records; negotiated 30% savings for
nationwide archival and secure destruction services related to paper-based records; conducted in-depth
trade study for implementation of enterprise-wide digitation of company records including process,
hardware and software requirements; developed and delivered compliant records training to all company
employees; managed five (2) direct records employees and provided leadership to all records coordination
personnel distributed nationwide; managed (4) direct employees as part of the corporate office
administration department including mailroom activities and external vendors; provided litigation support to
internal and external counsel and Risk Management; managed the Office Services group consisting of
three (3) full-time employees; and conducted enterprise-wide discovery process to identify information
repositories.
RIM Research Assistant / Associate, Fortenberry & Associates, Inc. (2007 to 2008)
• Assisted with in-depth researching into Federal, State and local requirements; supported client-focused
needs assessment; and participated in development of marketing materials.
Title Assistant / Title Records Library Management, Land America, Inc. (2007 to 2008)
• Quality checked real estate title reports prior to release to customer; designed integrated tracking system
for local group management of the Northern California Team; developed and delivered training for new
employees; and managed and researched land title records for title review, utilizing a variety of electronic
and microfilm technologies.
Archive Records Coordinator, Luzenac American, Inc. (2004 to 2007)
• Managed proprietary documentation and confidential records, incorporating ISO Standards and corporate
legal requirements; designed, administered and maintained Microsoft Access records database software;
provided company-wide support to all users with regard to retention of company information; directed
archival and cataloging of all hardcopy documentation; provided in-depth research into corporate records
with regard to current and pending litigation; responsible for development and delivery of all training with
regard to corporate records management and its processes; and provided records support to internal and
external counsel during current and anticipated litigation.
Education
• Bachelor of Education, 2002, Southern Illinois University Carbondale,
References (All references are from work with F&A. Contact information for references provided upon request.)
• City of Irvine, California
• Port of Portland, Oregon
• NREL (National Renewable Energy Laboratory), Denver, Colorado
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