Police Records Management System

The vendor is required to provide police record management system (RMS) with applications implemented between 1983 and 2025.
- Police relies heavily on data for resource allocation, a commercial RMS is needed to improve efficiency, provide real-time data access, ensure accurate data collection, and offer advanced analytics to meet reporting requirements at all levels.
- The complexity of such a large system replacement and the lack of in-house expertise in understanding every business practice, integration, and modern RMS landscape, police are seeking to partner with an expert to identify the best solution for the next RMS.
- Project planning and management
1. Governance support
•    Lead the development of a governance structure for the project. 
•    Lead the development of a project charter, communications plan, decision making matrix, and other planning documents. 
•    Identify the model for a steering committee, project team, and any business process improvement functions. 
•    Utilize recent research to help inform the governance structure and change management function for the project.
2. Project team
•    Work directly with the county’s office, department, police, fire marshal, sheriff and department of emergency communications (“DEC”). 
•    Help initiate teams and begin planning for overall involvement throughout the county’s project. 
•    Actively participate with office, it, police, fire marshal, sheriff, dec, and internal departmental personnel and facilitate process discussions.
3. Project plan
•    This document shall identify all the detailed tasks for the project, the estimated time required to complete them, and any dependencies that a given task may have relative to other tasks.
4. Project documentation
•    A website with collaboration tools specifically for this project and shall provide training on how it can be used for sharing documents and information across the larger project team.
5. Project management
•    Use resources and (research and collaboration with county staff) to gain a strong understanding of the business of the county and organizational culture and norms. 
•    Manage the project in accordance with county organizational culture and norms. 
•    Lead in regular project management meetings and provide a regular status report for the project at a cadence to be determined based on project need. 
•    Provide a project manager that will serve as a coach, guide, and advisor throughout the project. 
•    Maintain regular communication to address issues, point out risks, provide lessons learned, and ultimately work to help the project be a success. 
•    Prepare any communications, attend any and all necessary county meetings pertaining to the project including but not limited to county office meetings, internal departmental meetings, county board of supervisor meetings, and help deliver key messages to county stakeholders.
- Needs assessment and process analysis
1. Needs assessment
•    Take a lead role in identifying business process requirements and changes prior to and along with preparing a needs assessment and the development of an action plan for moving forward. 
•    Interview county staff to prepare options, recommendations, and strategies for moving forward. 
•    Work with county staff to improve business process and overall policies.
2. Process analysis
•    Facilitate business mapping sessions to document the county’s business process requirements. 
•    Facilitate a mapping process that is highly collaborative involving the participation of a wide variety of stakeholders, including the county’s office, county’s IT department, division of police, fire marshals, office, department of emergency communications, and internal departmental personnel as established.
3. Process and system flow mapping
•    Provide process and system flow mapping to include but not limited to the processes demonstrated.
•    Process mapping includes identification of waste, inefficiency, and pain points. 
•    System mapping to include system flow between transactional and source systems of record, batch process instances, manual integration points (file uploads) that could be automated, etc.
4. Benchmarking 
•    The successful offeror shall conduct analysis to benchmark the existing county processes against recognized public safety sector best practices RMS functionality, other organizations, and the county’s overall project goals.
5. Workshops 
•    The successful offeror shall facilitate all process improvement workshops to discuss improvement strategies with county staff.
6. Process map improvement
•    The successful offeror shall apply process improvement strategies to the county’s current process and mark up or revise the process maps as part of discussions and meetings to communicate potential business process improvements, changes, and future state options. 
•    This documentation shall also highlight potential change impacts and identify change management strategies and success factors for moving forward.
- Develop plan of action
•    Facilitate meetings of county stakeholders to define goals for the system, business process, policies, or other organizational improvement. 
•    Produce a report identifying recommendations on a strategy for moving forward. 
•    This report shall go beyond the high-level recommendation of a new system and address specific issues with scope, timing, vendor competition, and risk identification, including several options with pros and cons of each. 
•    Gather information on costs and benefits on alternatives that would satisfy the project goals. taking key considerations around schedule, phasing, and specific requirements of procurement of a new system into account. 
•    Review estimated costs, risks, and best practices, and provide a plan of action detailing the recommended option. 
•    Provide an overall procurement strategy that is designed to accomplish the county’s requirements and business goals and mitigate risks during the project. 
•    After discussion with the county, the county shall determine how to proceed with the procurement of a new system. 

- Contract Period/Term: 5 years
- Questions/Inquires Deadline: September 15, 2025