HomeMy WebLinkAboutCAO 14-22Report to Council
Report Number: CAO 14-22
Date: September 6, 2022
From: Marisa Carpino
Chief Administrative Officer
Subject: Consulting Services for the Digital Readiness Assessment and Strategy
- File: A-1440
Recommendation:
1. That the proposal submitted by MNP Digital Inc. dated April 13, 2022 in response to RFP
2022-2, regarding the selection of a consultant to provide a Corporate Digital Readiness
Assessment and Strategy, be accepted in principle, with the final terms and conditions of
the contract to be satisfactory to the Chief Administrative Officer and Director, Finance &
Treasurer;
2. That Council authorize the Director, Finance & Treasurer to finance the gross project cost
of $179,670 (HST included) and the net project cost of $161,798 (net of HST), as
approved in the 2022 Current Budget; and
3. That the appropriate City of Pickering officials be authorized to enter into any agreements
to give effect hereto, and take the necessary actions as indicated in this report.
Executive Summary: The City of Pickering strives to become a municipal leader in
customer-centred digital services and is retaining a consultant to help guide its digital
transformation process. To that end, RFP 2022-2 Digital Readiness Assessment and Strategy
was issued by City staff on March 9, 2022 and closed on April 13, 2022 at 12:00 pm. The City
received ten submissions.
The proponent that received the highest overall score from the Evaluation Committee was
MNP. As a result, the Evaluation Committee staff have selected MNP Digital Inc. (MNP) as the
consultant to enter into contract negotiations with. The consultant will prepare a digital
readiness assessment and comprehensive, multi-year-term strategy, which will identify the
City’s current service state, as well as determine the correct approach to maximizing value
from current and future technology investments as we continue with our digital transformation
journey.
In particular, the City has identified the following projects of priority to help it reach its goal:
a new corporate website
a new Live Chat or Customer Experience tool
an eCommerce platform that can integrate with the new website, and new financial system,
SAP
explore a Citizen’s Portal solution with self-serve municipal service options
automation of manual tasks, services and/or processes where feasible
CAO 14-22 September 6, 2022
Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 2
MNP understands that the purpose of this project is to develop a Digital Strategy which will
provide short and long-term recommendations, including a clearly defined set of projects and
actions related to technology architecture, selection , and implementation of technology
solutions, digital governance, and technology investment that will enable the City to achieve its
business objective of becoming a leader in citizen-centred digital services. The City's vision, to
conduct an assessment and create a multi-year strategy, will address the needs and potential
of digitally enabling and transforming City services to be available to its customers, online and
24/7. As such, this process will seek to enhance operational efficiencies for both citizen-facing
services and associated internal business processes, some of which are manual, with an
emphasis on digitization, automation, and improved produc tivity.
Pickering is growing and it is important that technology play an important role in helping
Pickering scale to the needs of an evolving community. Customers expect to be able to
interact with organizations online, and complete many municipal service requests, 24/7, from
any device, anywhere. COVID-19 has highlighted the need for digital services and
municipalities have the potential to fulfil this need. There is an increased demand and
expectation for modernized and efficient technology solutions to provide an improved, digitized
user experience for our residents. Although we have adapted to provide short-term technology-
enabled solutions, the City lacks a coordinated, long-term corporate vision to meet the digital
service demands of our residents, businesses, and visitors, now and into the future.
Today, all businesses rely on technology. Whether a firm is in the business of selling products,
delivering packages, or providing healthcare – people, processes, and technology need to
work together for those services to be delivered effectively. Municipalities are no different.
Technology is increasingly central to the City’s ability to deliver services. Services as diverse
as collecting taxes, dispatching fire trucks, planning a sub -division, communicating and
engaging the community, checking out library books, and managing recreation program
registration all rely on technology to operate effectively and safely.
While email and smartphones keep every part of the organization connected and
communicating, it is the back-office systems that allow managers and staff to track permit and
planning applications, to manage customer requests, or monitor budgets. These are the tools
that will enable the City to maximize its operational efficiency.
Looking to the future, technology will continue to grow in importance. More customers will
expect to use their computers and smartphones to make an inquiry, report a problem , or
submit an application. Increasingly, sensors will be used to monitor critical infrastructure
throughout the City and notify staff where problems are anticipated, or have occurred. Cities
need to invest in infrastructure to attract/retain business investment, and meet the diverse
needs of a growing population.
Financial Implications: The recommended proposal from MNP Digital Inc., for the net
project cost of $161,798 (net of HST), falls within the funds allocated in the approved 2022
Current Budget at $180,000 for the Digital Readiness Assessment and Strategy. Staff will
continue to negotiate with the highest ranked proponent until the terms and conditions are
satisfactory to the Chief Administrative Officer and Director, Finance & Treasurer.
CAO 14-22 September 6, 2022
Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 3
1. Proposal Amount
RFP 2022-2 $159,000.00
Subtotal $159,000.00
HST (13%) 20,670.00
Total $179,670.00
2. Estimated Project Costing Summary
RFP 2022-2
$159,000.00
Subtotal – Costs $159,000.00
HST (13%) 20,670.00
Total Gross Project Cost $179,670.00
HST Rebate (11.24%) (17,872.00)
Total Net Project Cost $161,798.00
3. Approved Source of Funds – Development Projects Capital Budget
Expense Code Source of Funds Budget Required
502230.10010 Property Taxes $180,000.00 $161,798.00
Total $180,000.00 $161,798.00
Under/(Over) Approved Funds $18,202.00
Discussion:
Successful Bid
MNP has experience working with over 750 municipal clients across Canada in a number of
service areas, including Digital Transformation Strategy and Solutions. MNP has developed a
Municipal Technology Framework that outlines leading practices for how munic ipalities can
leverage modern technology to achieve excellence in program and service delivery. Citizens
are increasingly asking for digital, interactive, and user-friendly services in fast, efficient and
user experience-driven environments and MNP has gathered extensive knowledge in
understanding how a municipality can meet these needs.
CAO 14-22 September 6, 2022
Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 4
MNP’s clients in the digital solutions space include the City of Ottawa, City of Vaughan, County
of Peterborough and City of Grande Prairie, to name a few.
MNP has a team of technology experts that cover off the entire spectrum of skills that are
required to develop an outstanding Digital Strategy, including individuals who are Canadian
subject matter experts in privacy, cyber-security, data analytics, cloud technologies, system
integrations, hosting, technology vendor management and all aspects of application
management.
Overview of Current State
The City currently operates several independent technology applications, each having the
potential to face challenges in terms of functionality, reporting and vendor support, in the
future. Moveover, the City’s website is approaching its 12th year of operation, with the average
website having an approximate shelf life of about 3 years. While it can vary, this is the typical
time during which the website is seen as new, functional, and convenient for users.
The City has already made significant investments in various major systems, like SAP for
Finance and Human Resources, ActiveNet for program registration and management, Amanda
for building, planning, and customer relationship management, to name a few, but we must
understand how these existing solutions fit into the City’s long-term strategic plan. To date,
there has been a siloed approach to acquiring the necessary digital tools and technology to
suit Department and customer needs. The City intends to take a step back to look broadly at
service delivery and customer expectations, and see what changes, leveraging technology, are
possible to improve systems integration, outcomes, user experience, efficiencies, and
effectiveness.
As well as the design and implementation of a new corporate website, the City also intends to
pursue an eCommerce platform that can integrate with the new website, along with the City’s
financial system SAP. From an ecommerce perspective, the goal is to also integrate 100
percent of the back office operations so that all of the accounting transactions and
corresponding work flows are fully automated.
Technology has become essential to effective and efficient municipal operations. In today’s
municipal environment, a Digital Strategy is a critical instrument to help cement the City’s
commitment to modernize digital service and highlight accountability and responsibility for
digital service delivery, with a clear set of priorities that will move the City forward.
With the guidance of MNP, the City intends to modernize and enhance the internal and
external customer experience, and foster an innovative and transformational culture that aligns
with the City’s Strategic Plan. MNP will evaluate the City’s current state against broader
industry technology and digital trends in other levels of government, in other countries and in
other sectors – identifying what emerging practices and solutions the City could incorporate.
MNP’s People, Process and Technology Framework brings together the three foundational
elements of successful digital transformation. Guided by this Framework, MNP will ensure that
the development of the Digital Strategy is holistic, reflective of the diverse needs of the
CAO 14-22 September 6, 2022
Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 5
community, and prioritizes purposeful business transformation as much as it looks at leading
technology.
Request for Proposal
RFP 2022-2 Digital Readiness Assessment and Strategy was issued by City staff on March 9,
2022 and closed on April 13, 2022 at 12:00 pm. The City received ten submissions.
All submissions were checked for compliance to the Mandatory Submission Requirements
(Stage I) to proceed to Stage II of the evaluation process. Scores from Stage II, Stage III were
added together and proponents were ranked based on their total scores. The proponent that
received the highest overall score was MNP.
MNP is a market leader in Digital Strategy and Solutions in Canada and experts in Municipal
Transformation with extensive experience developing practical, leading edge digital strategies
with and for municipalities.
Staffing and Engagement
Implementing a project of this magnitude will require staff participation from multiple
Departments and needs to align with the City’s long term strategic vision.
The proposed project team includes senior staff from across the corporation including:
Chief Administrative Officer
Director, City Development & CBO
Director, Corporate Services & City Solicitor
Director, Finance & Treasurer
Director, Operations
Division Head, Information Technology
Division Head, Public Affairs & Corporate Communications
Project Manager, SAP
Supervisor, Public Affairs & Corporate Communications
MNP will work with the project team and leadership to define roles and confirm which
stakeholder groups, internal and external, to engage with based on their engagement
methodology and framework outlined in their proposal. As well, to gain alignment on the future
state vision of what the City is hoping to accomplish through process and service
modernization.
MNP will focus their analysis on how citizens, stakeholders, and partners interact with the City
of Pickering, and explore how they choose to do so, as well as their motivations, needs, and
challenges. Internal consultations will include Mayor and Members of Council, senior
management, and a broad spectrum of business units within the organization.
CAO 14-22 September 6, 2022
Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 6
Readiness Assessment
The Readiness Assessment is an exercise to evaluate the current state of the City’s
technology environment and identify opportunities to further utilize technology to improve
service-related outcomes and identify where costs and efficiencies can be achieved. This will
include a people, process, and technical assessment and will identify the City’s digital goals
and gaps between the current state and desired future state. In it will also be a review of
industry trends to support the summary of current state and future opportunities.
Concurrently, the consultant will identify opportunities for early, and high level public
engagement, utilizing a variety of digital tools, including the City of Pickering’s online
engagement platform, LetsTalkPickering.ca. Feedback and insights derived from community
engagement will be key towards developing and shaping the Digital Strategy.
To summarize, this stage will include the following:
Stakeholder Engagement Sessions
Raw and Distilled Engagement Data
Industry Trend Analysis
Current State Assessment Report
Digital Strategy
This digital strategy (the strategy) will be a comprehensive, multi-year-term strategy to look
closely at the needs and potential associated with the technology enablement and
transformation of City services to digitally enabled services, available online for customers
24/7. The phase will include enhanced community, partner, and organization -wide
consultation to identify community priorities, and will identify the key people, process, and
technology requirements for becoming a more digitally savvy, digitally capable organization.
The phase will identify efficiencies and benefits alongside the investment required to become
more service oriented and meet community expectations.
The strategy will include a year-by-year budget/investment plan and implementation plan for
technology. MNP will develop a prioritized list of capabilities that can help drive digital
transformation in our organization, as well as a list of possible service changes, service
expansions and service improvements for our various business units.
The strategy will be designed to help execute on future digital transformation projects and
identify areas of focus for IT investment (technology and business solution/process),
people, funding, and timing necessary to achieve these recommendations .
The strategy will identify guiding digital principles, practices and standards, as well as
digital and data literacy requirements.
The strategy will include a clearly defined set of projects and actions related to technology
architecture, selection and implementation of technology solutions, digital governance and
technology investment that will enable the City to achieve its business objective of
becoming a leader in citizen-centred digital services.
CAO 14-22 September 6, 2022
Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 7
The strategy will outline strategic direction setting and alignment recommendations for
achieving the City’s digital government vision.
The strategy will include potential cost savings related to digital modernization and the
identification of operational efficiencies for both citizen-facing services and internal
business processes.
The Digital Strategy must offer a clear, realistic, and actionable approach that can be executed
over a three-five year timeframe with corresponding budget investments; an approach that
supports internal and external service delivery improvements.
The City is forecasting that technology and staffing investments will be required post -strategy
in preparation for the digital implementation work identified , and these resources will be
brought forward for approval in future budgets.
To summarize, this stage will include the following:
External Stakeholder Sessions
Future State Vision including Cyber Security Posture
Prioritized Initiatives List
Digital Strategy Report
Final Report and Presentation
MNP estimates that, from project kick-off, it will take about 26 weeks to complete the project.
At that time, the consultant will summarize the strategy and develop a report to present to
Council, and be prepared to answer Council and audience-related questions.
MNP will:
Prepare and present a key findings report to the staff project team, consisting of
representation from Corporate Services, Communications and Finance.
Prepare and present a draft report based on feedback, to the project team.
Refine and present a draft report to CAO and Senior Management.
Finalize and resubmit the report to CAO who will be responsible for bringing this report to
Council for review and adoption.
Attachment:
1. RFP Proposal and Vendor Selection
CAO 14-22 September 6, 2022
Subject: Consulting Services for the Digital Readiness Assessment & Strategy Page 8
Prepared By: Approved/Endorsed By:
Mark Guinto Stan Karwowski
Division Head, Public Affairs & Director, Finance & Treasurer
Corporate Communication
Dale Quaife
Division Head, Information Technology
MG:sm
Recommended for the consideration
of Pickering City Council
Marisa Carpino, M.A.
Chief Administrative Officer
Original Signed By
Original Signed By
Original Signed By
Original Signed By
Wherever business takes you
Wendy Gnenz, Partner, MNP Digital Inc.
330 - 340 King Street East
Toronto, ON M5A1K8
Wendy.Gnenz@mnp.ca
Response to Request for Proposal
Digital Readiness Assessment
and Strategy
April 13, 2022
Attachment #1 to Report CAO 14-22
Wherever business takes you 2
Table of Contents
Cover Letter
Section 1: About MNP Digital
Section 2: MNP Municipal Qualifications,
Experience and Methodology
Section 3: Our Project Team
Section 4: Our Approach to Delivery
Section 5: Appendices
Schedule B
Schedule C
Schedule E
03
04
10
23
30
41
42
45
47
Wherever business takes you 3
Dear Kayla Horne,
MNP Digital Inc. (MNP) is pleased to present this proposal for services to partner with the City of Pickering to develop a best-in-class Digital Readiness Assessment and Strategy. We
would welcome the opportunity to work with you and your community to leverage best practices from across the globe to create a Digital Strategy, Key Findings Report and Summary
Feedback Report that upholds your digital goals and stands out as unlike any Digital Strategy in North America.
AT MNP, we are passionate about digital transformation and see the development of a Digital Strategy as a key strategic initiative that will guide your community forward on your digital
journey. We are a market leader in Digital Strategy and Solutions in Canada and experts in Municipal Transformation; we have extensive experience developing practical, leading edge
digital strategies with and for municipalities. Through our work across the country, we have learned what will propel you into the digital future – including the identification and
implementation of essential technology solutions, digitization projects, and our experience in using innovation frameworks in order to maximize value with existing and future
technology investments. We will start our work by first understanding your current state, current strategic plans and your future goals. We recognize the City of Pickering has previously
identified projects: new corporate website, eCommerce platform and integration with other technology platforms, and review of the existing Citizen’s Portal to be more self-serving. We
will ensure these projects are part of the overall Digital Strategy and are included during our prioritization of initiatives exercise.
We know that creating a strategic Digital Strategy that will exceed your expectations relies on meaningful engagement with your staff, executive leadership, elected officials and your
community. We have assembled a team of creative thinkers that possess the passionate and energetic qualities in order to effectively engage with key stakeholders throughout the
duration of this project. Our team includes talented, experienced facilitators who care about enabling collaborative, creative engagement processes. We also understand that engaging
with the community is essential for successful execution of a Digital Strategy and will therefore create a Digital Governance framework as part of the overall Digital Strategy.
Our team has significant experience leading public engagement initiatives, and we would leverage our MNP Stakeholder Engagement Approach for engagement with internal and
external stakeholders throughout the duration of the project. Our approach includes design thinking methodology and a wide variety of facilitation techniques to encourage and enable
blue sky thinking and divergent thinking, and we will employ our diverse range of data analysis techniques which we will tailor to meet the specific needs of this engagement.
MNP is home to a broad range of experts, and we have multiple service lines that are complementary to digital transformation related projects such as this one. We will bring in key
subject matter experts (SMEs) from our firm to augment our project team, as well as research and key findings from a scan of global municipalities to ensure the City of Pickering Digital
Strategy is truly exceptional.On behalf of our entire team, we want to thank you for considering us for this project and express our excitement about the opportunity to work with the
City of Pickering.
Yours truly,
Wendy Gnenz
Partner, MNP Digital
780.733.8605 | Wendy.Gnenz@mnp.ca
330 - 340 King Street East
Toronto, ON M5A1K8
Coverletter
Rated Criteria D.1Section 1: About MNP Digital
4
•Introduction to MNP
•Company Experience and Qualifications
•Our Team
Wherever business takes you
About MNP
5
A history rooted in collaboration
We customize every engagement to meet the specific needs of our clients.
Our team provides world-class expertise, industry understanding and
depth of knowledge, personalized service with “hands-on” partners, and
significant value for your invested dollars.
We understand how to balance the need for expert opinion and informed
facilitation. And by having local, regional, and national expertise in all our
markets, we can provide clients with partner-led engagements resulting
in the highest caliber of deliverables, produced in the most effective and
efficient manner.
Our professionals are the driving force behind our success. They
continually demonstrate our culture and values, which is integral to the
way we conduct business, both internally and externally. As such, MNP has
been proud to be recognized for 12 consecutive years as one of the Best
Employers in Canada.
At MNP, we have a client-centered philosophy and take pride in what we
do. This is clearly reflected in the way we deliver services. Our mission is
straightforward:
For 60 years, MNP has proudly served and responded to the
needs of clients in the public, private and not-for-profit
sectors.
1000+
Partners
1958
Founded in Brandon MB
125+
Offices across Canada
7100+
Team members
400+
Digital consultants
Serving a diverse range of
industries in the public, private,
and not-for-profit sectors,
MNP advises organizations of
all sizes.
Introducing MNP Digital, the fastest
growing service line of MNP’s advisory
practice.
MNP Digital is a group of highly skilled and
curious problem solvers who are committed to
guiding, protecting, and enabling our clients
along their digital journey. We combine
inspiration and expertise to deliver purpose-
driven strategies and solutions across a diverse
range of industries.
From meeting fast-changing customer
demands to streamlining operations, being
driven by the right digital strategy and fueled
by the right technology is critical for
organizations that are eager to get ahead –
and stay ahead.
Made up of over 400 professionals located
across Canada, MNP Digital provides a unique
mix of strategic advisory and technical
expertise to help accelerate digital
transformation and deliver long-term value for
our clients.
At MNP we assist our clients in achieving their goals by
identifying needs and providing solutions with timely,
professional services.”
Wherever business takes you
Digital
Advisory
Understand, anticipate, and
accelerate with confidence.
Applied Data
& Analytics
Harness your data to fuel digital
transformation.
Application
Development
Upgrade the way you work and
captivate your customers.
Digital
Platforms
Boost your growth and productivity
using modern platforms and tools.
Cyber Security
& Privacy
Minimize threats and proactively
protect your most valuable assets.
Cloud
Services
Gain efficiencies and amplify
innovation by leveraging the cloud.
Managed
IT Services
Simplify your IT mandate and focus
on what you do best.
What we do
6
We combine inspiration and expertise to deliver purpose-driven strategies and solutions.
Wherever business takes you
Wherever business takes you
Diversity, Equity &Inclusion at MNP
7
For more than 60 years, our commitment to
diversity, equity and inclusion has spanned our
entire firm and is woven into our values, culture and
business strategy. We have watched this nation
grow and mature - inviting people from all
backgrounds to pursue their dreams and create a
prosperous life. Over that time, our firm has also
grown significantly. Extending from the smallest
rural communities to the largest metropolitan
centres, every region we serve and every person we
connect with offers valuable perspectives, insights,
wisdom and values that make our business stronger.
We believe that bringing together people with
unique perspectives from diverse backgrounds
creates a collaborative, innovative and diverse
workplace that inspires team members to achieve
their career aspirations.
We understand there is no single path toward
inclusion, nor is there a clear destination. The social
and cultural makeup of our national and local
communities is constantly changing. With new
people come new points of view and new
opportunities to see and do things differently — to
embrace our differences and develop our strengths
together, ensuring our team members and clients
feel understood, accepted and represented in the
work we do.
While we are proud of the progress, we've made in
nurturing a diverse and inclusive workplace over the
past six decades, we acknowledge it is a journey.
Understanding where we are today is integral to our
success as a top employer across Canada and in
creating an environment where everyone feels
respected, embraced and supported. The efficacy of
our diversity, equity and inclusion framework
requires continually reviewing our workplace
demographics. Our framework empowers our team
members by providing a meaningful and respectful
environment for all clients, co-workers and
stakeholders in the community.
MNP is a home-grown Canadian firm.
With offices from coast to coast, our team members are
as diverse as the communities where we live and work.
Our
Values
Regardless of who we are, where we're from or what we
believe, everyone at MNP shares one thing in common. We are
an organization of deeply held convictions and uncompromising
values - from executive leadership to all team members. These
foundational tenets are transcendent and instrumental to our
firm's success. Everyone at MNP is committed to conducting
themselves with humility and respect, delivering quality client
service and acting with integrity. Equally, everyone at MNP values
diversity. That's non-negotiable. It's embedded in the fabric of
who we are.
Our
Culture
It's one thing to declare that diversity, equity and inclusion are
important. Quite another to realize their practical expression.
Diversity, equity and inclusion reach far beyond tolerance and
accommodation. It is a process of seeking and finding the right
person for every role — actively pursuing team members and
clients who represent different ages, cultures, religions, ethnicities,
genders, sexual orientations and lifestyles. And then amplifying
the strengths these differences naturally afford to reinforce the
core structure of our business. That doesn't mean merely
acknowledging the qualities that make people unique. It
means celebrating them, too. By surrounding everyone with
an atmosphere of empathy and respect, we empower our
team members to contribute the best of their whole selves
every day — not just in work but in life.
Wherever business takes you
MNP and the Municipal Sector
8
MNP has experience working with over 750 municipal clients across Canada in the following service areas: Assurance, Enterprise Risk,
Consulting, Taxation and Valuations, and Digital Transformation Strategy and Solutions.
500+ MNP team members
working with municipalities
MNP works with municipal clients in
everything from policy development, digital
strategy and organizational design to service
reviews, enterprise risk management, audits
and financial services.
Digital Transformation and
Innovation Leadership
We have a dedicated MNP Digital
community of practice with 50+ team
members who have worked on digital
transformation and innovation projects
with municipalities.
Municipal Sector Experience
and Expertise
MNP has a national community of
practice that brings together
municipality expertise across service
areas. MNP’s dedication to the municipal
sector is evident in the more than 100%
growth over the past 5 years in
providing services to municipal clients.
Respected Thought Leader in
the Municipal Sector
MNP is actively involved in
collaborative entities such as Municipal
World, the Public Sector Network and
MISA. Our team members have been
speakers and provided papers and
podcasts on digital transformation in
municipalities.
Wherever business takes you
Why MNP
99
Leadership in Technology Strategy &
Roadmaps
In today’s increasingly complex world, being driven by
the right technology strategy is critical to helping any
organization make better business decisions. We will
work closely with you to create a Digital Strategy that
will align with your digital trans.
Municipal Technology & Innovation
Framework
MNP has developed a Municipal Technology
Framework that outlines leading practices for how
municipalities can leverage modern technology to
achieve excellence in program and service delivery.
Citizens are increasingly asking for digital, interactive
and user-friendly services in fast, efficient and user-
experience driven environments. MNP has gathered
extensive knowledge in understanding how a
municipality can meet these needs. We have gained
a unique perspective on digital government and
leading digital transformation initiatives and
activities.
MNP has become an experienced leader in the municipal space.
MNP has extensive expertise in the municipal space throughout a variety of projects, including but
not limited to strategy development, digital transformations, process redesign and technology
implementations. Our identified project team members are experts in the digital space and the
municipal government environment, and will provide the City with the guidance needed to create a
Digital Strategy that will enable organization-wide digital transformation in alignment with your
overarching digital goals.
Extensive Experience in the Municipal
Sector
MNP has provided services across various industries
for many years resulting in a high level of expertise
pertaining to the public sector including
engagements for municipalities, municipal districts,
townsites, counties and villages.
Our experience includes working with a number of
Canadian municipalities on innovative, strategic and
transformative technology engagements.
Our municipal leadership has been formalized in
the following frameworks, documents and
speaking engagements:
•MNP’s Smart Communities White Paper
•MNP’s Municipal Technology & Innovation
Framework
•MNP’s Digital Maturity Framework
•Public Sector Network Conference - Local
Government Digital Transformation Presenter
•Overcoming Digital Transformation Challenges
in Local Government
•Digital Transformation in Municipalities – live
podcast on Municipal World-
https://www.municipalworld.com/podcasts/mnp
-wendy-gnenz/
The following pages further outline MNP’s Innovation Thought Leadership and our Municipal Technology and Innovation
Framework. This framework can be utilized throughout the development of the Digital Strategy, in combination with other
related MNP frameworks.
Rated Criteria D.1Section 2: MNP Municipal Qualifications, Experience and Methodology
10
Wherever business takes you
Our Digital Transformation & Innovation Thought Leadership
11
MNP is a thought leader in the technology space in Canada. Our team of technology experts covers off the entire spectrum of skills that are required to develop an outstanding
Digital Strategy, including individuals who are Canadian subject matter experts in privacy, cyber-security, data analytics, cloud technologies, system integrations, hosting, technology
vendor management and all aspects of application management. Wendy Gnenz, the Engagement Partner for this project, will leverage this extensive expertise as required for this
project. Outlined below are key learnings we have captured over the years regarding digital transformations, innovation, cyber security, and artificial intelligence (AI).
Getting
Digital ID
Management Right
While digital IDs pose privacy concerns, they
can be an excellent enabler for the broader use
of digital systems and services. Undoubtedly,
digital IDs open up a world of opportunities to
streamline operations for organizations with
multiple authentication requirements.
Increased Cyber Risks in an
Age of Digital
Transformation White Paper
Almost every organization has blind spots when
it comes to cyber security. Key processes and
systems are required to identify potential
vulnerabilities and cyber threats. MNP’s
approach to cyber security helps organizations
to mitigate risks.
Implementing AI
Responsibility with
an Ethics Framework
Virtually every big organization now has
multiple AI systems. That’s why it’s critical for
organizations to have a framework for building
ethical AI. A framework helps to ensure that AI
systems perform in a safe, secure, and reliable
way, and that there are safeguards to prevent
unintended adverse impacts.
MNP Digital’s AI & ML
Prioritization Framework
Delivers Results
At MNP Digital, we use a seven stage AI/ML
project delivery process to help our clients avoid
obstacles, manage risks, and get the results they
want. With proper strategy and opportunity
assessments, the risk of an overall program, and
program costs, can be effectively managed
allowing organizations to achieve their goals.
4 = Tools are fully digitized with the
option for human interaction
3 = Partially digital tools with human
dominant processes
2 = Human driven process with ad hoc
digital tools
1 = Human interaction required with
no digital tools available
Pre-Approval Average: 3.2 Application Average: 2.4 Closing Average: 1.8
Wherever business takes you 12
MNP’s Municipal Technology & Innovation Framework
Municipalities are faced with operating in a period of rapid change and a call by citizens for more
open, digital and interactive services. Every city also has significant amounts of valuable data,
business solutions and diverse technologies. To better leverage these assets, MNP’s Municipal
Technology and Innovation Framework provides a strategic plan for how to meet organizational
goals and support technology implementation with a corresponding governance structure. The
Framework helps ensure municipalities can meet the technology expectations of today and
tomorrow through the utilization of available data to make data-driven decisions.
Expectations for municipalities around the world have changed.
Citizen Centric
Enhance Citizen Experience
Municipalities exist to serve the people who
live, work and play there. Actively listening to
community and consistently examining
decisions and options from their perspective
will give confidence that municipalities are
focused on the right things.
Integrated
Think Enterprise-wide
Business technology provides the most value
when the needs and wants of the community
and organization are considered collectively.
The municipality’s business technology
resources are planned, approved, and
implemented with an enterprise view in order
to achieve strategic and operational objectives.
Usable Information
Provide Reliable Information
Information is a public asset. Municipalities
steward this asset for the public good – sharing
it transparently, using it for the benefit of all
citizens, and managing and protecting it
responsibly. The integrity of information is a
priority in order to improve strategic and data-
driven decision-making.
Partnerships
Promote Collaboration
Municipalities develop partnerships to leverage
and enhance the information and
technological capabilities of citizens, academic
institutions, non-profit organizations,
businesses and the community. A thriving and
collaborative environment leads to greater
opportunity to achieve collective benefit.
Innovation
Learn And Grow Through Innovation
Municipalities create and foster new
approaches to business technology that
support effective processes and improve
where, how, and why citizens interact with local
government. Disruptive technology is viewed
as an opportunity to learn, grow, and enable
the positive transformation of the municipality.
Digital Transformation, Technology Governance,
and Data and Analytics elements are discussed
further on page 13.
Wherever business takes you 13
MNP’s Municipal Technology & Innovation Framework
Elements of this framework include:
Digital Transformation
The adoption of innovative digital technology within a
municipality to transform the delivery of programs and
services for citizens. This involves replacing manual
processes with digital processes or replacing older digital
technology with newer digital technology.
Technology Governance
The processes that ensure the effective and efficient use
of information technology that enable a municipality to
achieve its goals.
Data & Analytics
The management of data analytics to drive data-driven
decision-making. This involves protecting data from
unauthorized access and data corruption.
MNP understands how business technology is at the core of digital transformation.
To achieve progress, municipalities must embrace new ways of delivering programs and services. MNP’s Municipal Technology and Innovation Framework outlines leading practices for leveraging
modern technology to continuously improve municipal services. This includes guides, strategies and processes for developing endorsement for open government practises, embracing data-driven
decision-making, improving digital citizen engagement and digitizing service delivery.
•Data Governance
•Digital Strategy &
Roadmap
•Enterprise Resource
Planning (ERP)
•Municipal Investment &
Prioritization Model
•Municipal Technology Risk
Management
•Organizational Change
Management
•STEM Partnerships &
Internships
•Technology Project
Management
•Artificial Intelligence
•Civic Innovation
•Design Thinking
•Digital Citizen Experience
•Hackathons
•Integrated Service Delivery
•Internet of Things
•Robotic Process
Automation
•Smart Community
Strategy
•Special Interest Groups &
Meet Ups
•Analytics Centre of
Excellence
•Citizen Crowd Sourcing
•Cybersecurity
•Data Architecture
•Data Science & Advanced
Analytics
•Data Storytelling
•Open Data Strategy
•Open-Source Framework
•Privacy Impact
Assessments
•Route Optimization
Wherever business takes you
Cyber Security – Maturity Threat Assessment Framework
14
In an environment of increased digitalization, many organizations
find it challenging to protect against many of today’s emerging
threats that can originate from various sources, utilizing numerous
avenues of attack.
Our approach focuses on identifying your key cyber security
exposures and reporting on your organization’s overall posture. This
includes providing prioritized recommendations to reduce your risk,
based on industry accepted practices tailored to your environment.
The results of our assessment will enable management to
collaborate when making risk management decisions, see the
organization from an attacker’s perspective and foster
management’s commitment to allocate resources and implement
reasonable security solutions.
Benefits
At the end of this engagement, you will
have the following:
•Benchmark against cyber security
standards
•Identification of your key cyber security
risks
•High-level cyber threat modeling
•Prioritized and practical
recommendations to reduce your risk
The Maturity Threat Assessment component of the Current State Assessment will include the observations from
our analysis, a discussion of identified risks, a threat and maturity dashboard (illustrated below), and prioritized
recommendations for improvement.
Wherever business takes you
MNP’s Clients in Digital Solutions (1 of 2)
15
Client
Summary of Engagement
Engagement Challenge Solution Results
City of
Ottawa
Implementing Data &
Analytics to Drive
Insight and Optimize
Program Delivery
Unable to optimize its service
delivery or provide the level of
insight needed on its stakeholder
needs.
•Develop a data analytics strategy
•Identify high-priority analytics use cases
•Address data governance and quality needs through a strategy and
plan for data quality and categorization
•Developed an enterprise data and analytics platform
•Migrated significant data stores through combining agile and low-code
development
•Knowledge transfer and training were done to set the client
departments up for continuous innovation with reporting,
dashboarding, and advanced analytics use cases
•Long-running analytics issues were addressed
City of
Vaughan
Citizen Experience
Transformation Through
Digital Strategy
Improve the services it provides to
its citizens and other members of
the community.
•Perform an assessment of the current state of citizen services
•Establish a foundation for a digital strategy and implementation
plan
•Provide a vision for the future state of the citizen experience
•Developed a roadmap for the deployment of initiatives aimed to
enhance citizens’ digital experience
•An Innovation program that allows the city to follow a formal and
structured approach to innovation
City of
Ottawa
Mobile App Helps Better
Engage and Connect
Today's Citizens
Revisit mobile application strategy
and technology to be securely and
readily integrated into City
systems and data.
•Conduct a mobile strategy and technology assessment
•Map out options for re-platforming the existing mobile application
•New mobile application developed
•Better maintainability and support, and ease of adding new services
•City services can be scaled based on geo-location
City of
Lloydminster
Business Needs and
Current ERP Assessment
Conduct a comprehensive review
of their Enterprise Resource
Planning system to support the
organizations’ business
technology development.
•Review business requirements to understand where challenges with
implementation occurred
•Evaluate the people, process, and technology impacts of their ERP
system and technology strategy and governance
•Identified improvement opportunities and MNP is currently building an
implementation roadmap for the City of Lloydminster
•Improved ERP functionality
City of Grande
Prairie
ERP Assessment and
Selection
Full assessment and selection of
an ERP solution and
transformation.
•Fuse the City’s procurement process with detailed information
previously gathered to co-author the RFP documentation
•Complete a financial analysis and develop a model to identify cost-
saving estimates
•Provided leadership in the selection of an ERP system
•Assisted with process and organization design by leveraging experts
from other service lines across MNP
A sample of MNP’s Digital Solution clients in the Municipal Sector
Wherever business takes you
MNP’s Clients in Digital Solutions (2 of 2)
16
Client
Summary of Engagement
Engagement Challenge Solution Results
County of
Peterborough
Service Delivery and
Organizational Review
Required a service delivery review
to identify efficiency and
effectiveness improvements to the
services that the County provides.
•Develop a Technology Strategic Plan that specifies a set of projects
and initiatives, laid out year by year
•The Technology Strategic Plan and the overall Service Delivery and
Organizational Review recommendations assisted the County of
Peterborough in becoming more operationally effective and efficient
•Enhanced the organization's focus on excellence in quality customer
service and alignment of organizational capacity to ongoing strategic
priorities
County of
Peterborough
Operational Excellence
Through Digital
Transformation – 5-Year
IT & GIS Strategic Plan
Establish a structured approach to
digital transformation and develop
a 5-year IT and GIS Strategic Plan
as part of an overall service
delivery and organizational review.
•Assess the current state of systems, processes and technology
Develop a vision for the future state of technology
•Develop a 5-year IT and GIS Strategic Plan that specifies a set of
projects and initiatives, laid out year by year, focusing on key areas
identified by the County
•A 5-year roadmap was developed to improve technology governance,
develop staff capacity, leverage GIS more broadly across the
organization, enhance systems to improve financial management, and
improve functions such as asset management and land development
•The County has subsequently engaged MNP to assist with change-
facilitation and software selection
City of
Ottawa
Digital Strategy and
Smart City Roadmap
The City’s approach to innovation
was siloed by department and
focused heavily on operational
improvements versus the desired
move to digital services and
innovation.
•Establish a Smart Cities 2.0 strategy
•Develop Digital Services and Data Analytics Strategies to guide their
decision-making and find areas that would have the largest impact
on citizens
•The City confidently makes impactful and efficient investment decisions
•The path to innovation is clear
•The City is in the process of implementing new digital solutions for their
agencies on a new digital cloud platform
Township of
Cavan
Monaghan
Digital Modernization
Review and Plan
Conduct a Technology
Modernization Review and
develop a 4-year technology
modernization plan.
•Develop a current state assessment, a future state definition, and a
plan to get from the current state to the desired future state
•A Modernization plan that specifies a set of projects and initiatives
scheduled year by year, including costs
•The Township adopted the Modernization Plan with a focus on risk
mitigation, operational effectiveness, and improved citizen service
•Three overarching strategies were recommended: upgrading
infrastructure; rebalancing the application portfolio and strengthening
governance
A sample of MNP’s Digital Solution clients in the Municipal Sector
Wherever business takes you 17
People
•Citizen Experience
•Civic Partners’ and Stakeholders’
Experience
•Employee Experience and Culture
•Change Management
•Employee Training and
Communications
Process
•Business Processes
•Roles and Responsibilities
•Reporting
•Policies, Procedures, Standards and
Directives
•Leadership, Management and Governance
Digital Innovation and Planning Initiatives
MNP’s People, Process and Technology Framework
brings together the three foundational elements of
successful digital transformation –People, Process,
and Technology. Guided by this Framework, MNP
will ensure that the development of your Digital
Strategy, is holistic, reflective of the diverse needs of
the community, and prioritizes purposeful business
transformation as much as it looks at leading
technology.
Technology
•Existing Systems, Applications and Technical
Tools
•Functionality and Integration
•Data Governance and Records Management
•Business Intelligence and Data Analytics
•Security and Privacy
ProcessPeople
Technology
Our Methodology |People, Process & Technology Framework
Wherever business takes you 18
01 |Identify
Strategic and meaningful engagement is fundamental to the
success of this project. MNP will work with you to identify and
confirm a comprehensive engagement participant list, and
determine the means and frequency of engagement based on
the perspectives and information or idea contribution needed
from each identified group. In this step, an engagement map
is created to determine which individuals and groups to
engage with based on the methodology shown below.
•Their scope of influence and impact will determine the
type and amount of engagement questions each group
will be asked to reflect and provide input on.
•Engagement sessions are focused on leveraging the
materials and methodologies that will result in active and
meaningful participation. Session Plans will be created for
each engagement to ensure they are appropriately
tailored to the group being engaged.
Consult
Keep Satisfied/Meet Needs
Monitor
Gather & Share Information
Dialogue
Engage Closely
Inform
Provide Information
HIGH
HIGHLOW
LOW
Interest of Stakeholder
Influence of
Stakeholder
02 |Engage
MNP uses a variety of methods to engage with people. This
variety gives us flexibility to keep participants engaged
throughout the entire process.
MNP focuses on collaboration. Our approach is inclusive,
authentic, treats stakeholders as equals, and focuses on root
problem identification. MNP develops engagement activities to
best suit the needs of unique stakeholder groups and make use
of a diverse array of tools to ensure meaningful engagement.
These tools provide the vehicle with which to inform, generate
and obtain input, gain acceptance, and onboard engagement
participants to a direction forward.
03 |Analyze & Interpret
Data is analyzed to understand themes, trends and issues. This
includes rating/categorizing responses to identify
commonalities or relationships between trends. Results are
extrapolated to identify causality and understand correlations,
variations and outliers.
MNP employs a diverse range of data analysis techniques
which we will tailor to meet the specific needs of this project.
Sample of Data Analysis Techniques
•Cluster Analysis
The grouping of observations based on similarities to
identify structures.
•Cohort Analysis
The categorization of data into related groups to measure
user behaviour and engagement over time.
•Data mining
The identification of common themes and patterns within a
large set of data, transforming raw data into useable and
meaningful information.
Sample Engagement Types
•Interviews
•Individual Reflection
•Focus Groups
•Workshops
•Surveys
•Process Mapping
•Requirements Gathering
Sample Facilitation Methods
•Question & Answer
•Brainstorming & Reverse
Brainstorming
•Prototyping
•Empathy Mapping
•Role Playing
•Focused Conversation
Model
•Group Consensus Model
•RACI Responsibilities Matrix
MNP’s Stakeholder Engagement ApproachMNP’s Stakeholder Engagement Approach
MNP’s Stakeholder Engagement Approach is our formal strategy to engage with people in a meaningful way.
MNP will use this methodology, to obtain input into the current state assessment and to facilitate ideation that
will contribute to the development of the City’s Digital Strategy.
Municipalities often have a complex web of stakeholders, internally and externally. MNP will work with your project
team and leadership to confirm which groups, internal and external, to engage with based on the methodology
outlined in this framework. Our engagement approach ensures we maximize the value from each encounter to
optimize time.
Stakeholder Methodology |Engagement Approach
Wherever business takes you
Stakeholder Methodology |Journey Mapping
19Wherever business takes you
User journey mapping and service blueprints
allow us to focus our analysis on how citizens,
stakeholders and partners interact with the
City of Pickering.
User journey maps and service blueprints are used to illustrate
the citizen and stakeholder experience within the service
delivery model. Fundamental to defining the user’s journey is
first to understand the user. Persona analysis, empathy
mapping, and journey mapping exercises allow us to identify
key stakeholder groups engaged with the City and explore
how they choose to interact, as well as their motivations,
needs, and challenges.
We follow a human-centered design approach to design that
focuses on engagement, collaboration, and iterative design to
define and optimize experiences.
Why Human-Centered Design Matters
•It teaches you to ask the right questions
•It helps you break free from “the way we’ve always
done it” approach
•It makes user feedback routine
•It treats design as a team sport
•It focuses on building minimum viable prototypes
Empathize
Learn about the audience
& their needs
Ideate
Brainstorm & collaborate
Test
Test ideas & iterate
Define
Ask the right questions
Prototype
Create interactive designs
01 03 05
02 04
Wherever business takes you
Stakeholder Methodology |Journey Mapping
20Wherever business takes you
User journey maps will give us insight into how and why customers engage with the City of Pickering.
Our Approach
•Existing service delivery documentation review (personas, user journey maps, etc.)
•Persona analysis and empathy mapping
•User journey mapping (current state and future state analysis)
•User needs analysis and research
•Prototyping the future service design model
Engagement Techniques
•Interviews
•Focus Groups
•Workshops
•Ideation Sessions
Facilitation Tools
•Persona Analysis
•Empathy Mapping
•Journey Mapping
•Prototyping
Example: Persona Analysis Example: Journey Map
Wherever business takes you 21
Leading threat
globally
•Cyber crime is a critical
organizational risk
•Cyber crime affects all
industries both small and
large
•Every organization has unique
risks and vulnerabilities
Knowledge of
the industry
•We advise on a broad range
of cyber and privacy risks
•Built up expertise through
more than 20 years of
experience working with
clients
•Local expertise and support
across Canada
Practical
approach
•Continuous client involvement
and communication
•Collaboration with client to
ensure understanding and
proper assessment of risks
identified
•Phased approach if necessary
to address key concerns and
areas of risk
Tailored
scope
•Scope is customized for each
client, no two are the same
•We provide tailored cyber
security and privacy strategies
that put the client in control
Understanding
top threats
•Organizations are moving
to digital environments to
capitalize on new technologies and
innovations to deliver business
results
•They need to ensure that they build
and maintain customer trust
•We have the experience and insight
to identify top threats and define
mitigation approaches
Wherever business takes you
Cyber crime is one of the leading threats globally, making it a critical
business risk. A blanket approach to cyber security and privacy is no
longer viable; you need to be proactive and prepared. We provide
tailored cyber security and privacy strategies to keep you in control
by identifying threats early and defining mitigation approaches to
effectively protect against them.
Methodology |Cyber Security and Privacy
Wherever business takes you 22
Strategy & Governance
Enable secure digital transformation and innovation
What’s at risk?
•Brand and reputation
•Service commitment fulfillment
•Regulations and compliancy
•Legal damages (liability/lawsuits)
•Intellectual property (IP)
•Internal audits
•Supply chain/vendor management
(third party)
Offensive
Security
Proactively identify and
manage vulnerabilities
Incident & Threat
Management
Prepare to respond to
threats and incidents
with confidence
Security
Architecture
Implementation of cyber
technology including
managed service in MNP’s
Security Operation Center
(SOC)
Privacy & Data
Protection
Get insights from data
while maintaining customer
trust
Risk
Management
Actively identify and
manage cyber risks
(Health Check)
Managed Services
Methodology |Cyber Security and Privacy
The Power of an Integrated Cyber & Privacy Resiliency Program
Rated Criteria D.2Section 3: Our Project Team
23
Wherever business takes you 24
Project Team
We’ve assembled the best for this project, with each team
member
an expert in their own right.
By clearly understanding your needs, we have assembled a team of
professionals with demonstrated work experience and knowledge. Our
proposed team brings the relevant experience and expertise in municipal
service delivery and digital transformation leadership needed to design and
develop an exceptional Digital Strategy.
Note: Team member availability depends on the timeliness of contract
negotiation processes. If the timelines change, some team members may no
longer be available for the project. If this becomes the case, these team
members will be replaced by other team members with equivalent or greater
experience for the duration of the engagement.
Wendy Gnenz
Engagement Partner
Paul Witherow
Quality Assurance Partner
Anne Harvey
Project Manager
Team
Member
Municipal
Experience
Digital
Strategy eGovernment
Platforms
(Amanda,
ESRI, SAP)
Cyber
Security
Citizen
Engagement
Wendy Gnenz
Paul Witherow
Lisa Prentiss
Vivek Baijal
Anne Harvey
Drew Buhr
Kim Cable
Kunal Jain
Lisa Page
Project Team
Lisa Prentiss
User Experience SME
Vivek Baijal
GIS/ Asset Management
SME
Kim Cable
SAP SME
Drew Buhr
Cyber Security SME
Kunal Jain
Project Analyst
Lisa Page
Project Analyst
Wherever business takes you
Wendy Gnenz CMC, CPA, CA
Engagement Partner
Edmonton, Alberta
Wendy Gnenz is a proven innovative strategist and transformation leader with over 25
years of progressively responsible expertise in setting innovative, practical strategic direction for numerous
organizations in technology strategic planning, data governance, analytics and artificial intelligence. As a
visionary leader, she drives digital transformation through developing, motivating and leadings teams.
Described as inspirational, collaborative and intuitive, Wendy is known for her ability to be a growth change
catalyst who infuses productive energy to strategically drive transformation and deliver measurable results.
With her unique combination of financial and technology expertise, Wendy is able to provide practical
business advice to improve and transform businesses. Wendy has experience developing strategies for Digital
Transformation Programs including at the following organizations – ATB, Government of Alberta, City of
Edmonton, AGLC, Alberta Health Services, Alberta Medical Association.
Wendy will act as the primary point of contact for City of Beaumont and will coordinate the supporting team
as tasks are completed. She will be accessible to provide strategic technology advice on a broad range.
Relevant Experience
Digital Transformation Strategy and Business Case (Engagement Partner)
Catholic Social Services:July 2021 – December 2021
Service Counter Redesign and Experience Transformation (Engagement Partner)
City of North Vancouver: August 2021 – February 2022
ERP Review (Engagement Partner)
City of Lloydminster: February 2021 – July 2021
Budget Transformation Assessment and Zero-Based Budgeting Pilot (Engagement Partner)
City of Kelowna:October 2020 – August 2021
Financial Management Assessment and Roadmap (Engagement Partner)
City of North Vancouver: April 2021 – August 2021
Technology Transformation (City of Edmonton CIO and Digital Transformation Leader)
City of Edmonton:October 2017 to September 2019
Led the creation of the City of Edmonton’s Business Technology Strategy, Open Data Program, Smart City
Initiatives, Analytics Centre of Excellence and Digital Action Plan 25
Project Team
Paul Witherow PMP, CSM, MCP, P2RP
Quality Assurance Partner
Ottawa, Ontario
Paul is a Partner with MNP Digital in Ottawa. He brings over 25 years of industry experience
and specializes in leading strategic change initiatives and technology-enabled transformation, largely in the
public sector. He works with Federal, Provincial/State and Municipal clients to create digital government
experiences that engage citizens, streamline and automate case management processes, enable data-driven
decision-making and ultimately make public services more efficient and effective.
As MNP’s National Technology Innovation Lead, Paul identifies growth opportunities for new technologies,
blending proven experience, vision and strong customer experience focus to develop new products or services
for the firm. He is also responsible for the Digital Practice’s Customer Platforms Centre of Expertise which
delivers the firm’s Digital Experience, Digital Commerce, Web Content Management, Customer Relationship
Management, Customer Analytics and Low Code Application Development and RPA offerings.
Relevant Experience
Mobile App Development
City of Ottawa: January 2021 – present
Dynamics 365 Implementation of the Social Eligibility Reporting Vendor Information System (SERVIS)
Replacement
City of Ottawa: February 2020 – present
D365 Grants Management Solution Implementation
City of Ottawa: October 2020 – present
COVID-19 Facilities Pre-Screening Portal
City of Ottawa: March 2021 – May 2021
COVID-19 Case and Contact Management (CCM) Solution
City of Ottawa: June 2020 – October 2020
Data Analytics Platform Implementation
City of Ottawa: January 2020 – April 2021
COVID-19 Analytics Dashboards
City of Ottawa: July 2020 – October 2020
Wherever business takes you 26
Project Team
Vivek Baijal
GIS/ Asset Management SME
Ottawa, Ontario
Vivek Baijal is a Senior Manager with MNP’s Technology Solutions group in MNP’s Ottawa
office. Drawing on more than 25 years of technology experience, Vivek helps clients improve business
performance by implementing technology solutions that are aligned with business strategy and stakeholder
interests.
Vivek has extensive knowledge and experience in the areas of Technology Solutions and Consulting. He helps
client organizations develop and implement technology strategies that enable change by managing the
development or selection and implementation of enterprise software.
With deep knowledge and experience in requirements definition, systems analysis, software/vendor selection,
custom application development, project management and program management, Vivek develops practical
solutions and delivers results for his clients. His cross-industry expertise includes Forestry, Natural Resources,
Environmental Management, Sustainability, Manufacturing and Distribution, Indigenous, Agriculture, Food
Processing, Not-for-Profit, Public Sector, and Utilities.
Relevant Experience
Work Order/Asset Management and Land Development Permitting Software Selection
County of Peterborough: September 2021 – January 2022
Service Delivery Review and Technology Master Plan
County of Peterborough: February 2020 – June 2020
Software Procurement SOP & IT Policy Handbook
Township of Cavan Monaghan: April 2021 – June 2021
Website and IT Modernization Review
Township of Cavan Monaghan : October 2020 – December 2020
Vote Counting Technology Options Analysis
City of Toronto: August 2019 – January 2020
Project and Portfolio Management Requirements Analysis
Canada Post Corporation: September 2019 – December 2019
Project and Portfolio Management Future State Phase 2
Export Development Canada: May 2018 – October 2018
Lisa Prentiss
Citizen Engagement SME
Ottawa, Ontario
Lisa Prentiss is a Director in MNP’s Digital team MNP’s Ottawa office and leads the
Digital Experience solution area. Drawing on more than 20 years of technology experience, Lisa leads clients
through digital transformation initiatives, helping them explore the opportunities being digitally focused
can bring, finding operational efficiencies, creating new digital experiences, and developing new services
and products. Lisa helps simplify the complexity of the changing digital technology landscape to identify
solutions that best support the achievement of the organization’s goals and address their stakeholders’
needs and expectations. Lisa applies design thinking approaches to engage stakeholders to explore and
understand the challenge the client is trying to solve, looking at it from many perspectives.
Lisa has extensive knowledge and experience in the areas of digital marketing strategy, user experience
design, customer experience strategy, management consulting, advanced analytics, and Agile project
management. Lisa has led numerous large-scale complex technology integrations, specifically related to
implementing digital experience platforms, advanced analytics solutions, collaboration environments,
Microsoft Dynamics solutions, and enterprise resource planning (ERP) solutions. She melds her strengths in
corporate strategy and marketing with her love for technology to bring clients a holistic perspective to
digital transformation. She also helps organizations understand the customer journey, define new service
delivery models, establish the digital experience and technology roadmap, and implement solutions using
agile methods to realize their strategy.
Relevant Experience
Digital Modernization Roadmap
York Region Court Services: March 2021 – October 2021
Drupal Website Implementation Planning
City of Ottawa: August 2019 – October 2019
My ServiceOttawa/Digital Services Hub Technology Architecture and Implementation Plan
City of Ottawa: December 2018 – June 2019
Service Vaughan Strategy & Implementation Plan
City of Vaughan: November 2016 to April 2017
Ottawa.ca & My ServiceOttawa User Experience Design
City of Ottawa: July 2017 – December 2017
Wherever business takes you 27
Project Team
Kim Cable
SAP SME
Ottawa, Ontario
Kim Cable is a senior consultant in MNP Digital. She has over 25 years consulting
experience both in the private sector and in public sector, focused primarily on business process and
technology improvement.
Kim’s experience and training focuses on process re-design; she has helped transform traditional corporate
and government operations to more focused value-added activities, often using technology. Kim helped
manage several large engagements requiring her to advise on and execute new business processes,
architect and guide change initiatives, then coach and advise senior executives on proposed changes to
their organizations. Her experience in business design came through her work with Canada Post
Corporation, the Department of Public Works and Government Services Canada, the U.S. Department of
Defense, the Treasury Board Secretariat of Canada, and the United States Postal Service.
Kim has also worked on numerous SAP projects over the past 25 years and is currently conducting business
analysis work on multiple SAP implementation projects with the Canadian Federal Government.
Relevant Experience
Change Request Management (ChaRM) Project
Agriculture and AgriFoods Canada: July 2021 – Present
Service Management Business Process Review
City of Ottawa: July 2021 – October 2021
SAP Options Analysis
Canadian Radio and Telecommunications Commission: December 2020 - present
SAP Onboarding Project
Veterans’ Affairs Canada/Elections Canada: November 2020 – June 2021
Business Consulting and Web Development
Various Small Business Organizations: September 2010 - November 2020
Business Transformation Project
Canada Post: June 2000 - December 2002
ePOST International
Canada Post: December 1999 – February 2000
Drew Buhr CISSP, CISA, ISO 27001 LA, PCI QSA
Cyber Security SME
Edmonton, Alberta
Drew is the national cyber security assessments lead for MNP. With over 15 years of
practical experience, he specializes in cyber security risk assessments, security audits, penetration testing,
security strategy and governance, as well as network security architecture, design and operations. He tackles
difficult technical security challenges while effectively communicating results to senior management in
understandable business language. Drew has a strong technical networking and infrastructure background
but focuses his attention on helping clients solve their cyber security challenges related to strategy,
governance, risk management as well as compliance.
Drew works extensively with clients in the public and private sector to help them better understand their
cyber security risk posture, increase their security maturity and reduce risk. This includes clients in a variety of
industries, including post-secondary, financial institutions, provincial and municipal government, oil and gas,
professional, healthcare, property management, insurance and construction.
Relevant Experience
Penetration Test
Peoples Trust: 2021 - present
Cyber Security Assessment and Roadmap
CPA Alberta: 2021 - present
Cyber Security Risk Assessment
Gibson Energy: 2021
Cyber Security Review
British Columbia Automobile Association (BCAA): 2021
Cyber Security Strategy and Roadmap
ATB Financial: 2021
Penetration Testing and Network Security Architecture Review
City of Edmonton: January 2021 – July 2021
Stakeholder and Employee Engagement Leadership
Service Alberta: 2020
Maturity Threat Analysis
City of Lethbridge: 2018
Wherever business takes you 28
Project Team
Anne Harvey MA, BAST
Project Manager
Edmonton, Alberta
Anne Harvey is a Manager with MNP Digital in Edmonton. She is a relationship-oriented
leader with extensive experience in the public sector leading multi-disciplinary high-performance teams and
managing transformation projects and processes. Anne is passionate about facilitating inclusive engagement
to spark collaborative innovation.
Anne’s areas of expertise include business strategy, people-centred service delivery design, process
development and continuous improvement, change and people management, public and employee
engagement, communications management and community development. She is a trusted change and
innovation leader and an experienced facilitator and public speaker.
Anne has worked in multiple business areas within municipal government, with a constant focus on people
and leadership through times of change. From developing a neighbourhood-based community development
model in Edmonton to directing corporate wide service design strategy with customer experience top of
mind, Anne has gained significant knowledge and experience in working alongside diverse stakeholders and
partners, enabling them for future growth and success.
Relevant Experience
Technology Review
Calgary Municipal Land Corporation (CMLC): January 2022 – present
Digital Transformation Roadmap
Calgary Health Foundation (CHF): December 2021 – present
Strategic Communications Management for Culture, Process Change and Engagement
Organization:March 2020 – December 2020, August 2021 – December 2021
Service Design, Innovation and Customer Experience Strategy Leadership
City of Edmonton: January 2021 – July 2021
Stakeholder and Employee Engagement Leadership
City of Edmonton: October 2017 – March 2020
Engagement Design and Facilitation
City of Edmonton: October 2011 – December 2021
Lisa Page
Project Analyst
Edmonton, Alberta
Lisa Page is an Analyst in Edmonton’s Digital Advisory practice. Her prior experience
includes municipal and non-profit work focusing on customer relations and logistical management. Since
joining MNP, Lisa has worked on various engagements in the public and non-profit sector, including Digital
Transformation, Technology Modernization, Policy Development, Solution Selection, ERP Evaluation,
Financial Management Assessment, and Process Redesign, for mid-scale organizations across Canada.
Relevant Experience
Digital Transformation Strategy and Business Case
Catholic Social Services:July 2021 – December 2021
Service Counter Redesign and Experience Transformation
City of North Vancouver: August 2021 – February 2022
ERP Review
City of Lloydminster: February 2021 – July 2021
Financial Management Assessment and Roadmap
City of North Vancouver: April 2021 – August 2021
Low Value Purchasing Review
City of Kelowna: November 2021– January 2022
Edmonton’s Smart Cities Challenge (Business Analyst)
City of Edmonton: May 2017 – November 2017
Wherever business takes you 29
Project Team
Kunal Jain
Project Analyst
Toronto, Ontario
Kunal Jain is a Consultant in Toronto’s Technology Advisory practice, joining MNP in
May of 2021 following with completion of his Master of Science, Management degree from Ivey Business
School. Kunal has a bachelor’s degree in Electronics Engineering with internship experiences in telecom
and software development industries. His prior experience includes public and private sector work focusing
on data analytics, data modeling, data validation, software selection, business analysis, process flows &
operations management. Since joining MNP, Kunal has been involved in data analytics dashboard design,
cloud migration, ERP evaluation, financial management assessment, and solution selection engagements
for mid-scale organizations across Canada.
Relevant Experience
Requirements Analysis for Key Performance Indicators and Power BI Analytics Dashboard Design
Work Safe New Brunswick: June 2021 – September 2021
Business Requirements Analysis and Custom Power BI Analytics Dashboard Design
Palliser Insurance: August 2021 – October 2021
Digital Transformation-Vendor Response Analysis
City of Toronto: July 2021
Digital Transformation-Asset Management and Land Development Tracking System Process Analysis
and System Selection
County of Peterborough: September 2021 – January 2022
Financial and Asset Management Analysis and System Selection
Delivery Ink – Globe & Mail and Toronto star partnership company: October 2021 – Ongoing
Rated Criteria D.3Section 4: Our Approach to Delivery
30
•Our Understanding of Your Requirements
•Approach, Workplan and Timeline
Wherever business takes you
31
Objectives
Modern information technology is a key enabler of transformation initiatives for municipal governments. As such, the City has determined that the
development of a City Digital Strategy is required to enable the City to improve service delivery to citizens as well as organizational effectiveness.
MNP understands that the purpose of this project is to develop a Digital Strategy which will provide short- and long-term recommendations,
including a clearly defined set of projects and actions related to technology architecture, selection and implementation of technology solutions,
digital governance and technology investment that will enable the City to achieve its business objective of becoming a leader in citizen-centred
digital services. The Strategy will include a year-by-year budget/investment plan and implementation plan for technology and will be based on
best practices and benchmarking of similar municipalities.
MNP’s approach leverages the methodologies presented on the previous pages and will:
•Focus on real requirements, opportunities or “pain points” as articulated by the business and by external stakeholders and on addressing those
critical issues.
•Ensure that the Strategy is focused on digitization, automation and improved productivity to enhance citizen experience and achieve
operational efficiencies.
•Ensure that currently planned projects (new website; eCommerce platform, Citizen’s Portal) are funded, designed and aligned to deliver tangible
improvements in citizen experience and operational effectiveness;
•Ensure that both strategic level issues articulated by “business” stakeholders and operational or system level issues articulated by “functional”
users are addressed by the Strategy.
•Ensure that the recommended Strategy comprises specific, costed, achievable actions that the City can complete within an agreed upon time
horizon.
•Establish a digital governance framework that will ensure the successful execution of the Strategy.
•Establish a process at the City for maintaining the Strategy on an on-going basis.
Our Understanding of Your Requirements
Background
MNP understands that the City of
Pickering strives to be a municipal
leader in delivering citizen-centred
digital services. In pursuit of this goal,
the City is soliciting assistance in the
selection and implementation of
technology solutions, digitization
projects and maximizing value from
current and planned technology
investments.
The City has identified some key
technology priorities to enable its
digital transformation. These include:
the design and implementation of a
new corporate website;
implementation of an eCommerce
platform to integrate with the
corporate website as well as its other
platforms such as SAP; and potential
implementation of a Citizen Portal
with self-service capabilities.
MNP understands that digital
transformation requires the
enhancement of IT services that
support citizen service as well as
internal operations for all nine line of
business departments.
Wherever business takes you
Value Added Services
32
MNP will provide the City with the following value-added services (at no additional cost) to support the development of
the City Digital Strategy:
Tech Talk – Smart Cities Framework for Engagement and Planning
MNP will provide a Smart City seminar for internal and external stakeholders or partners at the City, focused on
establishing a strong foundation for leading locally in a digital world. This seminar is designed to provide
municipal leaders and their partners with a framework for smart city engagement and planning.
The objectives of this informal session will be to provide general technology knowledge and information to staff
and executives with a focus on emerging technologies, leading practices and industry trends
Leveraging MNP’s Frameworks
MNP’s Municipal Technology and Innovation Framework is an accelerator and provides a proven foundation
for Municipal digital strategies. It will enable the City and the MNP project team to quickly focus on key issues,
design effective governance and align projects in support of the City’s overall objectives.
.
Wherever business takes you
Proposed Approach & Timeline
33
This section (pages 29-36) detail how
MNP will complete this project based
on the requirements and deliverables
outlined in the RFP.
MNP is prepared to commence work
any time after mid-April.
The plan highlights our commitment to
developing an effective governance model
and managing the project in a
collaborative and focused manner in order
to provide the greatest value to the City of
Pickering and its stakeholders.
Foundational to our approach is forming a
true partnership with you – a strong
working relationship that is rooted in
open, honest, and transparent
communication and collaboration.
We are invested in your success and
enabling a project culture of shared
innovation, learning and development.
Your team’s ability to meaningfully
contribute to the development of the
Digital Strategy, at every stage, is critical to
the overall success of this transformative
initiative.
Project Phases and Timeline
MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY
Stage 4: Final Report and
Presentation
Stage 2: Digital Readiness
Assessment
Stage 1: Kick
off and
Engagement
Strategy
Stage 3: Digital Strategy and
Report
November 2022
Final Presentation to Council
Mid-April 2022
Engagement Start Date
Ongoing Project Management
September 2022
Digital Strategy Report
October 2022
Key Findings Report
July 2022
Current State Assessment Report
November 2022
Key Findings Report
Wherever business takes you
Proposed
Approach
&Timeline
34
Our proposed approach is centered
around a methodology that is tailored
to provide service excellence while
remaining flexible in its execution. The
approach looks at four major Stages
(outlined on the right).
Within our approach, we will move
systematically between the stages in
order to ensure all project objectives
are effectively delivered and are
grounded in the unique attributes of
the City of Pickering.
Within our methodology, we place a
distinct focus on ensuring shared
learning and understanding is
achieved. We will remain agile in our
approach and navigate between
stages as needed in order to ensure a
focus on collaboration with identified
key stakeholders and engagement
groups.
Note that activities can occur
simultaneously to ensure timelines
stay on track and are effectively met.
Stage 1 1–2
WEEKS
Kick Off and Engagement
Strategy
1.Conduct external stakeholder
sessions (e.g., key community
members, partners) to identify
initiatives
2.Develop future state definition
including cyber security posture
3.Create weighting system and
prioritized initiatives
4.Develop Digital Draft Strategy Report
which includes:
•Efficiencies, benefits and
investment required
•Key areas of focus
•Digital guiding principles,
practices, standards and data
literacy requirements
•Digital governance framework
5.Review Draft Digital Strategy Report
with Key Stakeholders.
6.Revise and finalize Digital Strategy
Report
External Stakeholder Sessions
Future State Vision including Cyber
Security Posture
Prioritized Initiatives List
Digital Strategy Report
Stage 3 8–10
WEEKS
Digital Strategy and Report
1.Develop Digital Strategy Key Findings
Report
2.Present Key Findings Report to
selected Council members
3.Present Key Findings Report to
project team staff including:
•Corporate Services
•Communication
•Finance
4.Obtain feedback from project team
staff and create Summary Feedback
Report
5.Present Summary Feedback report to
project team
6.Revise and refine Key Findings and
Summary Feedback reports to
present to CAO and Senior
Management
Key Findings Report
Summary Feedback Report
Presentations to Council members,
project staff and project team
Stage 4 3–4
WEEKS
Final Report and Presentation
1.Develop and validate key stakeholder
questions to assess digital readiness,
digital goals, current strengths and
areas for improvement.
2.Execute engagement with key
stakeholder groups (to obtain an
understanding of current state
environment and areas for
improvement in order to align with
the City of Pickering digital goals.
3.Conduct Cyber Security Maturity
Threat Assessment
4.Provide and present stakeholder
engagement raw and distilled data
with key themes.
5.Conduct industry trend analysis to
support the summary of the current
state and future state opportunities.
6.Develop Current State Assessment
report based on raw and distilled
data
Stakeholder Engagement Sessions
Cyber Maturity Threat Assessment
Raw and Distilled Engagement Data
Industry Trend Analysis
Current State Assessment Report
Stage 2 8–10
WEEKS
Digital Readiness Assessment
1.Conduct a Project Kick-Off Meeting.
2.Prepare Project Charter and detailed
Project Schedule (GANTT) identifying
key dates and milestones.
3.Establish Project Governance.
4.Review and analyze existing
background documentation, reports
and plans.
5.Prepare project kick-off
Communications
Plan (internal and external) and draft
initial communications.
6.Confirm the Stakeholder
Engagement Approach and prepare
the Engagement Plan, including the
identification of cross functional
groups within the city such as Senior
Management, the Mayor and
Members of Council.
7.Within the Stakeholder Engagement
approach, identify opportunities to
engage with the public using digital
tools including LetsTalkPickering.ca
Project Kick-Off and Governance
Detailed Project Schedule (GANTT)
Communications Plan
Stakeholder Engagement Approach
and Plan
Ongoing Project Management
Estimated total project hours (MNP hours) = 900
Wherever business takes you
Stage 1 Kick Off and Engagement Strategy
Detailed Proposed Approach
35
Purpose
The objective of Kick Off and Engagement
Strategy is to confirm project objectives,
scope, resources and approach resulting in a
detailed work plan and an understanding of
the purpose and execution of the project.
This stage will also include the development
of a stakeholder engagement plan and
project communication plan.
Deliverables
Project Kick-Off
Project Schedule
Project Governance
Communications Plan
Stakeholder Engagement Plan
Major Activities &Key Milestones
1.Conduct a Project Kick Off meeting in order to confirm scope of
engagement, identify roles and responsibilities and obtain any relevant
existing documentation/context.
2.Prepare detailed Project Schedule identifying key dates, activities
and milestones.
•Determine any internal or external constraints that may adversely
impact the project and develop strategies to overcome them.
3.Establish Project Governance.
•An effective governance model will be determined to manage the
project in a collaborative and focused manner in order to provide
the greatest value to the City.
•Determine frequency of meetings with Project Committee, Project
Sponsor and Project Manager.
•Confirm frequency and format of written status reports that will
include summary of progress; activities completed; remaining
activities and expected delivery of each; and risks, issues, concerns
and decisions affecting any aspect of the project.
4.Review and analyze existing background documentation, reports
and plans.
5.Confirm Stakeholder Engagement Approach and prepare the
Engagement Plan, including the identification of a cross functional
group to engage with across the City’s internal and external
stakeholders, such as Senior Management, the Mayor, and Members of
Council, and various Citizen groups.
•Work with Steering Committee to identify key stakeholders to
participate in stakeholder engagement for current state
understanding and future state vision.
•Develop facilitation plans, including identifying effective methods /
channels for engagement.
•Schedule engagement with key internal and external stakeholder.
•Identify opportunities and stages to engage with the public using a
variety of digital tools such as Let’sTalkPickering.ca
6.Prepare Communications Plan (internal and external) and draft
required materials.
•Prepare and deliver any required project communication materials,
including Project Introduction, Key Messages, Stakeholder
Invitations, etc.
•Incorporate the usage of Let’sTalkPickering.ca into the
communication plan
Supporting Activities &Dependencies
Maintain ongoing project management activities.
•Ensure alignment with Steering Committee on timelines and
interdependencies between the stages.
•Ensure timely scheduling of stakeholder interviews and/or focus groups.
•Prepare and deliver ongoing written status reports (bi-weekly frequency
or as required by Steering Committee). Timeline 1 - 2
WEEKS ~24 HOURS
Wherever business takes you
Stage 2 Digital Readiness Assessment
Detailed Proposed Approach
36
Purpose
The objective of Digital Readiness Assessment
is to interact with key individuals and groups
both internal and external to the City obtain
an understanding of current state
environment and areas for improvement in
order to align with digital goals.
Major Activities &Key Milestones
1.Develop and validate key stakeholder questions to assess digital
readiness, digital goals, current strengths and areas for
improvement.
•Key questions will be developed and utilized to help stakeholders
create and collaborate on their own ideas. ‘Brain jogger’ questions
will be developed in case groups are inactive.
•Questions will be framed in order to capture readiness around
People, Process and Technical assessments and gaps.
•Focus will be on current state technical architecture as well as
digital service capabilities
•Questions will be tailored towards the specific stakeholder groups,
so they are most relevant.
2.Execute engagement with key internal focused stakeholder groups
(to obtain an understanding of current state environment and
areas for improvement) in order to align with the City of Pickering
digital goals.
•Sessions may occur in a variety of methods, both in-person and
online, to best fit the stakeholder group needs.
•This engagement will look for operational efficiencies with citizen
facing services, and internal business processes which emphasize
digitization, automation and improved productivity.
•Examples of methods may include Zoom, polls, email, City
website, meetings, boards, digital kiosks and other creative /
innovate channels as identified in the stakeholder engagement
plan.
•Sessions will be held with all 9 departments and the CAO’s office
3.Conduct Cyber Security Maturity Assessment. Conduct a cyber-
security assessment to assess gaps in firewalls, equipment
configuration, and the presence of depreciated protocols.
4.Provide and present stakeholders raw and distilled data with key
theme and opportunities.
•MNP will remove personal identifiers from raw data, to a
reasonable extent, to maintain stakeholder privacy and
confidentiality.
4.Conduct industry trend analysis to support the summary of the
current state and future state opportunities.
Research and review other City digital strategies at the global
level.
5.Develop Current State Assessment report based on raw and
distilled data.
•Review Current State Assessment report with key stakeholders and
make revisions based on stakeholder feedback
Supporting Activities &Dependencies
Stakeholder availability.
•Successful completion of this stage of work is dependent on the
availability and participation of key stakeholders identified by the City.
Deliverables
Stakeholder Engagement Sessions
Raw and Distilled Engagement Data
Industry Trend Analysis
Current State Assessment Report
Timeline 8 –10
WEEKS ~260 HOURS
Wherever business takes you
Stage 3 Digital Strategy and Report
Detailed Proposed Approach
37
Purpose
The objective of this stage of the project is to
conduct external stakeholder sessions,
develop future state definition and complete
a Digital Strategy Report which will include
efficiencies, benefits, investments required
and key areas of focus.
Major Activities &Key Milestones
1.Conduct external stakeholder sessions (e.g., key community
members, partners) to identify initiatives
•Includes extensive community, partner and organization-wide
consultation to identify and highlight community priorities.
•Identify initiatives towards Digital Strategy goals through
stakeholder sessions
•Identify possible services changes, services expansions and service
improvements based on stakeholder session feedback
•Examples of methods may include Zoom, polls, email, City
website, meetings, boards, digital kiosks and other creative /
innovate channels as identified in the stakeholder engagement
plan.
2.Develop Future State Definition
•Based on stakeholder sessions, clarify and define the future state
definition towards becoming a more digital savvy and capable
organization.
•Design future Cyber Security Posture
3.Create Weighting System and Prioritized Initiatives
•Include previously identified projects in list of initiatives which are:
new corporate website, eCommerce platform that integrates with
new website and other platforms (e.g. SAP), and explore
opportunities for new Citizen Portal solution with self-serve
municipal service options.
•Identify prioritization criteria and apply to initiatives
4.Develop Draft Digital Strategy Report
•Includes future digital transformation projects and focus areas for IT
investments as well as overall efficiencies, benefits related to digital
goals
•Includes recommendations related to network infrastructure and
security
•Digital guiding principles, practices, standards and data literacy
requirements
•Outlines strategic direction as well as potential cost savings related
to digital modernization and identification of operational efficiencies
for citizen and internal business processes.
•Includes a Digital governance framework which will outline key roles
and responsibilities as well as change management needs to support
the City’s future digital presence.
5.Review, validate and Draft Strategy Report with key stakeholders.
6.Revise and Finalize Digital Strategy Report.
•Digital Strategy Report to be completed September 2022.
Supporting Activities &Dependencies
Review, validate and finalize Digital Strategy Report.
•MNP will facilitate one review cycle of Digital Strategy report and make
revisions as required before moving into the next stage of work.
Deliverables
External Stakeholder Sessions
Future State Vision including Cyber
Security Posture
Prioritized Initiatives List
Digital Strategy Report
Timeline 8 – 10
WEEKS ~524 HOURS
Wherever business takes you
Phase 4 Final Report and Presentation
Detailed Proposed Approach
38
Purpose
The objective of this phase of the project is to
draft and finalize a Key Findings Report based
on the Digital Strategy as well as a Summary
Feedback report which is based on input from
the project team and Council members. The
final reports will be delivered to the CAO for
presentation to Council.
Major Activities &Key Milestones
1.Develop a Summary Key Findings Report
•The Summary Key Findings Report will be a summary of the
most relevant points of the Digital Strategy report and will be
completed in Microsoft PowerPoint.
•The intent of the Summary Key Findings Report is to be used as
a communication tool for presenting over all Digital Strategy
concepts and results.
•The Summary Key Findings Report can be customized based on
the audience for presentations.
2.Present Key Findings Report to Council Members
•This will be done in a dynamic presentation style to the Council
Members who were identified as part of the stakeholder
engagement plan
3.Present Key Findings Report to Project Team
•The Project Team will include staff members from Corporate
Services, Communications and Finance
4.Obtain feedback from project team staff and create Summary
Feedback Report
•Facilitate an easy mechanism to receive feedback on the Key
Findings report (e.g. survey or questionnaire)
•A Summary Feedback report will be created based on
survey/questionnaire results
5.Present Summary Feedback to Project Team
6.Revise and Refine Feedback Report
7.Presentations to CAO and Senior Management
•Present Key Findings Report and Summary Feedback Report to CAO
and Senior Management in order obtain their feedback
•Conduct one round of revisions based on feedback from the
presentation
•Finalize the Key Findings and Summary Feedback reports and deliver to
CAO who will be presenting to Council for final review and adoption.
Supporting Activities &Dependencies
Review, validate and finalize Reports.
•MNP will present Key Findings Report to Council and Project team members.
MNP will look to the City for support in ensuring members are available for
these presentations.
•MNP can support the City with the final review and adoption with Council as
needed.
Deliverables
Key Findings Report
Summary Feedback Report
Presentations to Council members,
project staff and project team
Timeline 3 – 4
WEEKS ~90 HOURS
Wherever business takes you 39Wherever business takes you 39
What we need from you
Designate a Project Authority
The City will designate a Project Authority who will be the main point of contact for MNP and will be responsible
for organizing and scheduling City resources for this project.
Participate in Designated Meetings and/or Interviews
MNP will be scheduling interviews/meetings and focus groups as part our stakeholder engagement plan. These
meetings will be cross-organizational wide within City staff. The key assumption is that City Staff will be able to
participate in scheduled sessions in order to adhere to project timelines.
Provide Background Supporting Documentation As Required
MNP will request background documentation in order to complete a comprehensive Current State Assessment
Report.
Communicate and Share information as Requested
MNP will create a project communication plan and will draft up key messages. MNP will request assistance from
City stakeholders in order to help share key communication messages.
Review and Provide Feedback on Draft Deliverables
MNP will request feedback be provided in a timeline manner in order to meet key project deadlines.
Key Assumptions and Responsibilities regarding City Staff
Wherever business takes you
40
Meaningful: Communications contain only the information that
is essential to deliver the objective of the message.
Open: Communications need to be open and transparent, or
we risk missing out on the real objectives.
Balanced: There is such a thing as too much communication.
We will need to strike the right balance between
communicating effectively and reducing productivity.
Fundamentals of Communications
Quality Assurance
Our approach ensures these through:
Weekly meetings to review project status and issues
Daily “stand-ups” with all project teams during iterative phases to
set the tone, review progress, highlight blocking issues
All levels of project leadership in the governance model are aligned
with a Perth County counterpart to facilitate frequent conversations
and touchpoints that ensure all groups remain on the same page
MNP assigns a Quality Assurance Partner to all projects
They are responsible for the quality of deliverables and the processes
used to achieve those deliverables. Our approach focuses on assessing
process quality to identify ineffective processes. This approach reduces
risk and cost for Perth County by identifying process strengths and
weaknesses and facilitating action plans to improve.
At a high level, quality assurance includes:
Assessments of project plans
and charters
Compliance reviews
Final sign-off on the relative
proposed scope, approach,
plan, and project resources
Periodic reviews of project
schedule and progress
Risk management
Conducting formal quality
assurance process (QAP)
review sessions
Follow-up to ensure the QAP
risk mitigation strategies and
action items have been
executed
Review and sign-off on
significant deliverables
Traditional Methods
Steering Committee Meetings
MNP will conduct weekly progress reporting across the entire project
to ensure all stakeholders have frequent checks on its overall status. A
progress report provides a high-level view into the status and health of
the project.
MNP’s standard progress report includes the following:
Summary of activities completed last week
Activities planned for next week
Risks, Actions, Issues, or Decisions that need to be made for the
team to move forward
Status check on all major deliverables and activities per project
phase
Through regularly scheduled Steering Committee meetings we will be
able to review the progress made towards each deliverable and
received ongoing input and feedback into their development to ensure
the final output aligns with the overall strategic goals and vision for the
organization.
Managing Risk
Risk Profiles
Managing risk is a critical element of laying the foundation for success
in a project. It is integral to identify, assess, and mitigate risk to
achieve organizational priorities, goals, and objectives.
As part of the project planning and in its delivery, MNP will identify,
anticipate, and manage areas of actual and potential risk.
Rigorous project management activities will address any challenges
encountered
Risks and issues will be reported as part of regular status reporting
and will be presented with mitigation strategies and owners
Within the project manager’s set of duties, a formal Action, Issue,
Risk, Change, Decision log will be kept current for effective
reporting and health checks
The following groupings are used to profile risks:
Strategic
Stems from poor strategic decisions, substandard
decision execution, inadequate resource allocation,
or failure to respond to changes in the business
environment
Financial Leads to potential monetary cost to the organization
Operational Associated with inefficiencies in business processes
which incur added cost and work effort or may
hinder the provision of services
Employee
Employee behaviours exposing risks which lead to a
lack of knowledge management and
counterproductive practices
Reputational Impact the organization’s image and its critical role
within society or with stakeholders.
Risks are profiled, evaluated, and assigned an inherent risk rating based
on Likelihood and Impact. Perth County will determine their risk appetite
and any risks that exceed this will require a mitigation strategy.
Progress Reporting Risk ManagementCommunication and Quality Assurance
Appendices
41
Wherever business takes you 42Wherever business takes you 42
Appendix B: Form of Submission
Full Legal Name of Proponent:MNP Digital Inc.
Any other relevant name under which
Proponent carries on business N/A
Street Address:MNP Tower, Suite 1600, 10235 101 Street NW
City, Province/ State:Edmonton, AB
Postal Code: T5J 3G1
Phone number:780.451.4406
Fax number:N/A
Company Website (if any): https://mnpdigital.ca/
Proponent Contact Name and Title: Wendy Gnenz, Partner
Proponent Contact Phone:780.733.8605
Proponent Contact Fax:N/A
Email Address:Wendy.Gnenz@mnp.ca
1. Proponent Information
Please fill out the following form, naming one person to be the Proponent’s contact for the Request for Proposal
process and for any clarifications or communication that might be necessary.
2. Acknowledgement of Non-binding Procurement Process
The Proponent acknowledges that the Request for Proposals process will be governed by the terms and conditions of the
Request for Proposals, and that, among other things, such terms and conditions confirm that this procurement process does
not constitute a formal, legally binding bidding process (and for greater certainty, does not give rise to a Contract A bidding
process contract), and that no legal relationship or obligation regarding the procurement of any good or service will be
created between the City and the Proponent unless and until the City and the Proponent execute a written agreement for the
Deliverables.
Wherever business takes you 43Wherever business takes you 43
Appendix B: Form of Submission
3. Ability to Provide Deliverables
The Proponent has carefully examined the Request for Proposals documents and has a clear and comprehensive knowledge
of the Deliverables required. The Proponent represents and warrants its ability to provide the Deliverables in accordance with
the requirements of the Request for Proposals for the rates set out in the completed Pricing Form (Appendix C).
4. Non-binding Pricing
The Proponent has submitted its pricing in accordance with the instructions in the Request for Proposals and in the Pricing Form
(Appendix C). The Proponent confirms that the pricing information provided is accurate. The Proponent acknowledges that any
inaccurate misleading or incomplete information, including withdrawn or altered pricing, could adversely impact the acceptance of
its proposal or its eligibility for future work.
5. Addenda
The Proponent is deemed to have read and accepted all addenda issued by the City prior to the Deadline for Issuing Addenda. The
onus is on Proponent to make any necessary amendments to their bid based on the addenda. The Proponent is requested to
confirm that it has received all addenda by listing the addenda numbers, or if no addenda were issued by writing the word “None”,
on the following line: #1, #2
6. No Prohibited Conduct
The Proponent declares that it has not engaged in any conduct prohibited by this Request for Proposals.
7. Conflict of Interest
For the purposes of this Request for Proposals, the term “Conflict of Interest” includes, but is not limited to, any situation or
circumstance where:
(a) in relation to the Request for Proposals process, the Proponent has an unfair advantage or engages in conduct, directly or
indirectly, that may give it an unfair advantage, including but not limited to (i) having, or having access to, confidential
information of the City in the preparation of its proposal that is not available to other proponents, (ii) communicating with any
person with a view to influencing preferred treatment in the Request for Proposals process (including but not limited to the
lobbying of decision makers involved in the Request for Proposals process), or (iii) engaging in conduct that compromises, or
could be seen to compromise, the integrity of the open and competitive Request for Proposals process or render that process
non-competitive or unfair; or
(b) in relation to the performance of its contractual obligations under a contract for the Deliverables, the Proponent’s other
commitments, relationships or financial interests (i) could, or could be seen to, exercise an improper influence over the
objective, unbiased and impartial exercise of its independent judgement, or (ii) could, or could be seen to, compromise, impair
or be incompatible with the effective performance of its contractual obligations.
Wherever business takes you 44Wherever business takes you 44
Appendix B: Form of Submission
If the box below is left blank, the Proponent will be deemed to declare that (a) there was no Conflict of Interest in preparing its
proposal; and (b) there is no foreseeable Conflict of Interest in performing the contractual obligations contemplated in the
Request for Proposals.
If the Proponent declares an actual or potential Conflict of Interest by marking the box above, the Proponent must set out below
details of the actual or potential Conflict of Interest:
8. Disclosure of Information
The Proponent hereby agrees that any information provided in this proposal, even if it is identified as being supplied in confidence,
may be disclosed where required by law or by order of a court or tribunal. The Proponent hereby consents to the disclosure, on a
confidential basis, of this proposal by the City to the advisers retained by the City to advise or assist with the Request for Proposals
process, including with respect to the evaluation this proposal.
The Proponent declares that there is an actual or potential Conflict of Interest relating to the preparation
of its proposal, and/or the Proponent foresees an actual or potential Conflict of Interest in performing the
contractual obligations contemplated in the Request for Proposals.
Signature of
Witness
Name of Witness Vivek Baijal
Signature of Proponent
Representative
Name of Proponent
Representative Wendy Gnenz
Title of Proponent
Representative Partner
Date April 08, 2022
I have the authority to bind the Proponent.
Wherever business takes you
As a professional services firm, MNP understands your need to maximize value for the fees that you pay. We strive to keep fees at the
lowest possible level consistent with high professional standards and top-quality service. These fees are based on the professionals
assigned to the engagement and our commitment to timely and efficient service delivery. Our fees include travel costs. Based on our
current understating of your requirements, MNP’s estimated professional fees to conduct this engagement are $159,000. Our fee
estimate is presented in Canadian dollars and excludes any applicable taxes.
MNP’s Timeline/Milestones for Billing
MNP will provide the City with a monthly invoice that reflects milestones achieved as well as progress made towards the completion of
project milestones in alignment to the Key Activities and Project Milestones identified in this proposal.
45Wherever business takes you 45
Appendix C: Pricing Form
Pricing Table #1: Professional Fees- Principal, 1st, 2nd and 3rd Associate
Team Member Proponent to indicate title Estimated
Hours Hourly Rate ($)
Extended Price
Estimated
Hourly Rate x
Hourly Rate
Principal - Anne
Harvey
Project Manager &
Municipal SME 384 $170.00 $65,280
1st – Associate - Lisa
Prentiss User Experience SME 200 $170.00 $34,000
2nd Associate - Vivek
Baijal
GIS/ Asset Management
SME 200 $170.00 $34,000
3rd Associate – Kunal
Jain Project Analyst 200 $128.60 $25,720
Additional Staff Proponent to Indicate title Hourly Rate
4th Associate – Drew Buhr Cyber Security SME $170
5th Associate – Kim Cable SAP SME $170
We do not want fees to be a barrier preventing our selection as your
service partner.
If our fee proposal differs significantly from your expectations, we
would be pleased to meet with you to reconcile the differences in
detail so that fees are not a factor in your decision to engage us for
this project.
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Assumptions
MNP Team. In addition to the individuals named in the Pricing Table #1, effort will be put in by the Engagement
Partner, our SAP SME and our Cyber Security SME.
MNP Hours and Price. MNP will deliver this engagement for an all-inclusive price of $159,000 plus taxes. The effort
for each of the MNP team members may differ from the hours listed in the pricing form.
Designate a Project Authority. The City will designate a Project Authority who will be the main point of contact for
MNP and will be responsible for organizing, scheduling and providing access to City resources for this project.
Level of Detail.The deliverables we produce will be at a level of detail sufficient to support policy decisions regarding
technology directions and a program of technology transformation. The deliverables are not intended to be a software or
equipment specification to be used for development, configuration or installation activities.
Timeline dependent on availability of City stakeholders.The timeline for the completion of the engagement is
dependent on the availability of City and External stakeholders for interviews, workshops and deliverable reviews. If City
and External stakeholders are unavailable, project timelines will be adjusted accordingly.
Access to Information and Infrastructure.MNP has assumed that the City shall provide, in a timely manner, all
supporting information necessary for MNP to perform its responsibilities. This will include reviews of existing systems and
processes and documentation. The City will be responsible for leading the identification of external stakeholders and
assisting MNP contact them for information.
Travel. Travel by the MNP team to the City will be limited to the following: Engagement Partner – 2 trips/3 days on-site;
Project Manager/Municipal SME – 2 trips/6days onsite. One of our Project Analysts can be available for on-site work as
needed.
Interviews and Workshops. MNP has assumed that some of the interviews and workshops will take place remotely via
Web conferencing in keeping with the number of on-site visits listed above.
Scope Management.MNP will manage the scope of the project closely. We will proactively communicate any perceived
issues that may impact the scope of the project through a Scope Change Request form and seek City approval prior to
undertaking any further work related to the issue.
Wherever business takes you 47
Appendix E: References
Wherever business takes you
Company Name Peterborough County City of Guelph Township of Cavan Monaghan City of Edmonton
Company Address 470 Water Street
Peterborough ON
K9H 3M3
1 Carden Street
Guelph ON
N1H 3A1
988 County Road 10
Millbrook ON
L0A 1G0
1 Sir Winston Churchill Sq
Edmonton AB
T5J 2R7
Contact Name SHERIDAN GRAHAM
Chief Administrative Officer
DAVID BOYLE
Manager of IT Infrastructure
Operations- Corporate Services
BRIGID AYOTTE
Economic & Community
Development Co-ordinator
DARYL CROFT
Chief Information Officer
Contact Telephone Number 705-743-0380 ext. 2500 519-822-1260 ext. 2311 705-932-9339 780-293-8910
Date Work Undertaken February 2020 – June 2020 10 years October 2020 – December 2020 October 2017 to September 2019
Nature of Assignment Service Delivery Review and IT
Master Plan
PCI Compliancy, Security
Assessments and Solutions, Data
Roadmap and Data Migration
Pilot
Website & IT Modernization
Review & Plan, Software
Procurement SOP & IT Policy
Handbook
Business Technology Strategy
Artifacts •Organizational and Service
Delivery Review
•IT & GIS Five Year Strategic
Plan
•Public Works Service Delivery
Review
•Software Selection
Due to the nature of the client
agreement, we are unable to
share artifacts at this time.
•Website and IT Service Delivery
and Modernization Review
•Smart City Strategy
•Open Data Strategy
•Edmonton's Digital Action Plan
•Business Technology Strategy