The Vendor is required to provide to gather and evaluate information from public safety inventory management system (IMS) vendors with the intent to replace the current IMS system used by the department.
- Some examples of consumables that are not tracked by assignment, but by quantity on-hand at singular or various locations include: gloves, filters, taser cartridges, munitions, ammunition, etc.
- Total departmental assets currently tracked in the existing system: approximately 14,000 with scores of asset classes and hundreds of unique asset types.
- All members are issued a departmental cell phone that is available to be leveraged with any inventory management mobile solution.
- The need for improved ease of navigation and intuitive, user-friendly functionality. 
- Many users frustrated by the current system have resorted to spreadsheets vs using the system.
- The system's data did not always correlate correctly, resulting in difficulty in determining asset assignments. For example, a system report showed a less lethal shotgun assigned to a lieutenant, however the lieutenant's asset report shows that the shotgun had been returned. 
- The quartermaster identified similar assignment issues with other assets in the system.
- Completed inventories were not always stored and were lost.
- Accurate asset reporting. 
- Currently some assets do not appear on reports even using descriptions and keywords.
- The IMS solution to address the internal audit findings include:
• Provide standardization of procedures to manage district inventory
• Provide accurate inventory tracking of all district inventory types, quantities, locations, assignments and other information
• Ability to assign items using “parent / child” concept or similar methodology / nomenclature.
• Support assignment of items to individual members, responsible bureaus, sections or units, and vehicles or locations.
• Provide adequate system controls for documenting and archiving the trading, transferring or disposal of items necessary to meet policy, approval and documentation requirements of the city.
• Ability to track the entire lifecycle of an asset from purchase to disposal.
• Ability to utilize the same application functionality on mobile and tablet devices to streamline inventory management.
• Aligned with documented aurora police department directives and standard operating procedures for inventory handling at the department, district and unit level.
• Automate and standardize the receipt and assignment of purchased inventory into the IMS allow district staff to conduct accurate, efficient periodic inventory by divisions, teams and units within district
• Assist with ensuring that policy and procedure requirements for completing an inventory and sending the results to the assigned or other responsible unit.
• Document signature for receipt of high-risk accountable items via signature pad or other electronic means
• Be configurable to meet changing policies and procedures required by internal audit recommendations and the consent decree
• Provide reporting and dashboard functionality
• Provide strong security of information
• A complete project management plan and team that leads and coordinates a successful go-live with all divisions involved using the product within the agreed schedule.
• A complete data migration plan of existing QueTel data to the selected vendor system to include validating items and standardizing diverse naming conventions. Please describe any experience you have in migrating from the QueTel solution.
• An assessment of current processes and the introduction of best practices in inventory management. 
• The city is interested in adopting new business processes and industry best practices that would improve productivity as part of this transition.
• QueTel data to selected vendor system to include validating items and standardizing diverse naming conventions
• A training program that recognizes the city’s requirements and is developed, agreed to by the city, and executed and delivered by the vendor.
• A service agreement and security requirements that recognize reliability and state-of-the art product as company goals.
• The requirements of the city for support requests based on the urgency and priorities of the city.
• Timely support of additional work requests with statements of work, deliverables and cost and timing quotations.
• A long-term, two-way, positive partnership with the vendor in support of the city’s use of the product and reciprocity from the city to the vendor through effective communication.
- Contract Period/Term: 5 years
- A Non-Mandatory Pre-Proposal Conference Date: June 9, 2025
- Questions/Inquires Deadline: June 20, 2025