ADMINISTRATIVE INFORMATION

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					Request for Proposal                                                 Development of Strategic Plan



ADMINISTRATIVE INFORMATION

INTENT OF THE REQUEST FOR PROPOSAL

The intent of this Request for Proposal (RFP) is to define the general specifications for a Strategic
Plan for Information Resources at The University of Texas Southwestern Medical Center at
Dallas (UT Southwestern). With information provided herein, vendors should be able to prepare a
response to this RFP, leading to preparation of a usable and useful Strategic Plan.

KEY DATES

Bidder Conference                         Friday, February 8, 2002, 10:30 AM
                                          The University of Texas Southwestern Medical Center
                                          Data Center; 6333 Harry Hines Boulevard, Dallas
                                          Building DC, Room 204

Proposal Due                              Friday, February 22, 2002, 3:00 PM Central Time

Vendor Selection                          Friday, March 8, 2002

First Draft of Strategic Plan Due         Friday, May 3, 2002

Final Plan Due                            Friday, May 17, 2002

PRE-BID CONFERENCE

All prospective bidders must attend the Pre-Bid Conference at 10:30 AM on Friday, February 8,
2002 at UT Southwestern’s Data Center, Room 204, 6333 Harry Hines Boulevard, Dallas, TX.
The Pre-Bid Conference will provide an opportunity for vendors to increase their understanding
of the RFP as to the objectives and requirements of the project. Proposals submitted by vendors
who do not attend the Conference will not be considered.

SUBMISSION OF PROPOSALS

Six (6) copies of the proposal are to be submitted to the Office of the Vice President for
Information Resources, UT Southwestern, 6333 Harry Hines Boulevard, Dallas, TX 75390-8595,
Data Center, Room 102 on or before 3:00 PM on Friday, February 22, 2002. It is the
responsibility of the vendor to insure the proposal is received on time. Late proposals, if properly
identified, will be returned unopened. Late proposals will not be considered. Proposals are to be
valid for a period of sixty (60) days to allow for evaluation and selection.


VENDOR SELECTION

All vendors who submit a proposal in response to this RFP will be notified of selection results.
Vendor selection will be made as quickly as possible to adhere to the tight time line. Selection
criteria will include the following:



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Request for Proposal                                                  Development of Strategic Plan


       Approach to Project
       Description of Deliverables
       Vendor Qualifications
       Personnel Qualifications
       References
       Cost

UT Southwestern will not consider late, incomplete or non-responsive proposals. Upon
completion of initial review and evaluation, selected vendors may be invited to participate in oral
presentations.

PROJECT CONTACT

Questions about the project proposal should be submitted in writing to UT Southwestern’s Project
Contact:

        Valerie D. Meyer
        Information Resources
        UT Southwestern Medical Center
        5323 Harry Hines Boulevard
        Dallas, TX 75390-8595
        Phone: 214/648-1718
        E-mail: valerie.meyer@utsouthwestern.edu

E-mail is the preferred form of contact. General information of interest to all bidders, resulting
from a question from one vendor, will be made available to all.

CONTRACTUAL INFORMATION

REJECTION OF PROPOSALS

UT Southwestern reserves the right to reject, in whole or in part, any and all proposals received, to
take exception to these RFP specifications or to waive any requirement(s). UT Southwestern
reserves the right to eliminate any proposal from further consideration without providing
justification to the vendor.

The vendor is cautioned that failure to fully comply with the specifications of this RFP may result in
the proposal being excluded from further consideration. This includes deviating from the requested
format, not supplying the requested level and detail of information, or failing to submit the proposal
by the indicated due date.

VENDOR CONFIDENTIAL INFORMATION

This RFP and the vendor response will become part of the agreement between UT Southwestern
and the selected vendor.

The vendor must understand that UT Southwestern makes no guarantee to preserve the
confidentiality of material submitted in response to this RFP, and that all responses submitted will
be made available to UT Southwestern employees involved in the project. UT Southwestern

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Request for Proposal                                                   Development of Strategic Plan

expressly reserves the right to share with any contracted vendor the responses to this RFP as well as
any subsequent information or contractual documents. All proposals received are subject to public
disclosure under the Texas Public Information Act (Texas Government Code, Chapter 552) once a
contract is awarded.

UT SOUTHWESTERN CONFIDENTIAL INFORMATION

Information contained within this RFP is confidential to UT Southwestern. A vendor shall not
provide any of this information to any other vendor or any other individual or organization without
the express written consent of the Project Contact. Unauthorized release of information will be
cause for a vendor’s disqualification, in addition to other legal remedies that UT Southwestern may
choose to pursue.

CONTACT LIMITATION

Communication with UT Southwestern is to be directed to the Project Contact. By submitting a
proposal, the vendor agrees not to contact other UT Southwestern employees during the bidding
period without prior approval from the Project Contact. Any vendor who fails to comply with this
limitation may be eliminated from the selection process.

AMENDMENTS AND WITHDRAWAL

UT Southwestern reserves the right to amend the RFP prior to the due date of the proposals. If the
RFP is amended, an addendum will be provided to all potential vendors. All vendors are required to
acknowledge all addenda as part of their written proposal. UT Southwestern also reserved the right
to withdraw this RFP from any or all vendors at any time. Such withdrawal is effective upon
issuance of such notice.

CONTRACT NEGOTIATIONS

UT Southwestern reserves the right to make an award, based solely on the proposals, or to negotiate
further with one or more of the vendors. The option selected will be chosen on the basis of greatest
benefit to UT Southwestern and not necessarily on the basis of lowest price. UT Southwestern will
not obligate funds until all applicable state and federal review requirements have been met and
appropriate permission obtained.

CONTRACT TERMS AND CONDITIONS

Vendors acknowledge that any contract awarded pursuant to this RFP will include the following
terms:

Payment. Vendor will be required to submit invoices to UT Southwestern and payment will be
made within thirty (30) days after receipt of invoices.

Franchise Tax Certification. The selected vendor is required to certify that, to the extent applicable,
all corporate franchise taxes imposed by the laws of the State of Texas that are due and payable as
of the date of the agreement have been paid. In the event that such taxes have not been paid, UT
Southwestern shall have the right to either suspend or cancel this contract without recourse on the
part of the vendor and shall have the further right to pursue all available civil or penal remedies
against vendor.

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The University of Texas Southwestern Medical Center at Dallas                                    Page 3
Request for Proposal                                                  Development of Strategic Plan



Dispute Resolution. To the extent that Chapter 2260, Texas Government Code, is applicable to this
contract and is not preempted by other applicable law, the dispute resolution process provided for in
Chapter 2260 and the related rules adopted by the Texas Attorney General pursuant to Chapter
2260, shall be used by UT Southwestern and vendor to attempt to resolve any claim for breach of
contract made by vendor that cannot be resolved in the ordinary course of business. The Chief
Business Officer of UT Southwestern shall examine vendor’s claim and any counterclaim and
negotiate with vendor in an effort to resolve such claims. The parties hereto specifically agree that
(i) neither the occurrence of an event giving rise to a breach of contract claim nor the pendency of a
claim constitute grounds for the suspension of performance by vendor; (ii) neither the issuance of
this contract by UT Southwestern nor any other conduct, action or inaction or any representative of
UT Southwestern relating to this contract constitutes or is intended to constitute a waiver of UT
Southwestern’s or the state’s sovereign immunity to suit; and (iii) UT Southwestern has not waived
its right to seek redress in the courts.

Confidentiality. The parties may wish, from time to time, in connection with the work contemplated
under this agreement, to disclose confidential information to each other. Each party will use
reasonable efforts to prevent the disclosure of any of the other party’s confidential information to
third parties for a period of three (3) years from receipt thereof, provided that the recipient party’s
obligation shall not apply to information that:
         1. is already in the recipients party’s possession at the time of disclosure thereof;
         2. is or later becomes part of the public domain through no fault of the recipient party;
         3. is received from a third party having no obligations of confidentiality to the disclosing
              party;
         4. is independently developed by the recipient party; or
         5. is required by law or regulation to be disclosed.

Governing Law. The agreement shall be governed by and interpreted in accordance with the laws of
the State of Texas.

HISTORICALLY UNDERUTILIZED BUSINESSES

UT Southwestern supports and encourages the participation of Historically Underutilized
Businesses (HUBs) in responding to this RFP.

In accordance with State legislation (Article IX, Section III, H.B. 1; 74th Legislature), each State
agency, including UT Southwestern, is required to make a good faith effort to assist HUBs in
competing for, and receiving, contracts awarded by the agency.
A Historically Underutilized Business is defined as, (1) a corporation formed for profit in which
at least 51% of the equity is owned by one or more women or Black, Hispanic, Asian Pacific, or
Native Americans, (2) a sole proprietorship 100% owned, operated, and controlled by such
person(s), (3) a partnership in which such person(s) own at least 51% of its assets and interests
and have proportionate control of partnership affairs, (4) a joint venture of HUBs, or, (5) a
supplier contract between a HUB and a prime vendor under which the HUB manufactures,
distributes, or warehouses and ships the supplies.

Additional information regarding a HUB Subcontracting Plan (HSP) is found in the PDF file
named HUB Appendix B at http://outside.utsouthwestern.edu/rfp/hubappendixb.pdf and on the
RFP CD, which will be available at the Bidder Conference.

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Request for Proposal                                                 Development of Strategic Plan



ENVIRONMENT AND BACKGROUND

CAMPUS ENVIRONMENT

UT Southwestern is a multi-specialty teaching, research and patient care facility. A component of
The University of Texas System and a medical school, UT Southwestern has about 5,000
employees, 800 medical students, 450 graduate students, 300 Allied Health students, and about
1,600 fellows, post doctoral students and residents. Most personnel are located at or near the main
campus located at Inwood Road and Harry Hines Boulevard, but UT Southwestern also has several
off campus research, administrative and clinic locations.

In order to assist in preparation of an adequate strategic plan, the vendor must also understand the
relationships between UT Southwestern and its affiliated entities, most notably UT Southwestern
Health Systems (UTSHS), University Medical Center, Inc. (UMC), Parkland Health & Hospital
System (Parkland) and Children’s Medical Center at Dallas (Children’s). With the exception of
Children’s, all are linked by a campus wide area network and use a common e-mail system. UTSHS
is the medical practice plan corporate arm of UT Southwestern, created to manage the practice plan
in which university physicians participate. UMC operates two hospitals. Zale Lipshy University
Hospital (UH) is a referral hospital, staffed by UT Southwestern physicians. St. Paul Hospital (St.
Paul) is a Catholic hospital, owned and maintained by UT Southwestern but operated by UMC. St.
Paul was acquired within the past year and has significant infrastructure needs. Parkland is a Dallas
County entity staffed by UT Southwestern physicians and is the university’s primary teaching
hospital. Children’s is a private, not-for-profit pediatric hospital, staffed in part by university
physicians, and providing a pediatric teaching environment.

The firm chosen will also be asked to review the Information Technology operations of the UT
Southwestern Moncrief Cancer Center (Moncrief.). Moncrief operates under the umbrella of
UTSHS and is a nonprofit cancer care institution with facilities in Fort Worth, suburban Tarrant
County, and Weatherford, Texas. Moncrief has 73 FTEs, with all but ten located at the Fort Worth
site. The IR staff consists of a director and three other employees. Moncrief has some interface with
computing systems at UT Southwestern, but is generally self-sufficient in its computing operation.
Moncrief wishes the consultant to evaluate its infrastructure and operations for efficiency and to
review the feasibility of outsourcing its IR functions to UT Southwestern versus continuing its own
operation. If the outsourcing option is viable, the consultant should perform a feasibility study of
that option and provide a cost estimate.

PLANNING REQUIREMENTS

As an agency of the State of Texas and a component of The University of Texas System, UT
Southwestern has multiple external planning requirements. The Texas Legislative Budget Board
(LBB) requires a biennial strategic plan for state agencies to be submitted in even numbered years.
Until the 2000-2001 biennium, the Texas Department of Information Resources (DIR) has required
a biennial strategic plan for Information Resource departments within state agencies, also submitted
in even numbered years. In fiscal year 2000, the oversight for IR strategic plans was moved from
DIR to the LBB.

IR last prepared and submitted a strategic plan for fiscal years 2001-2005 in June 2000, under the
auspices of the LBB. This IR Strategic Plan was prepared as an appendix to the Agency Strategic
Plan, and consisted of tables summarizing goals and objectives, policies and practices, platforms

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Request for Proposal                                                 Development of Strategic Plan

and systems, major applications and major databases. A copy of that plan will be available at the
Bidder Conference.

INFORMATION RESOURCES SERVICES

Information Resources (IR) provides computing resources, network connectivity and telephone user
support service to UT Southwestern campus employees and students. A large and complex service
component, IR has 200 employees and an annual operating budget of $18,000,000.

Although IR provides many centralized technology based services to its UT Southwestern
customers, the university itself is a highly de-centralized organization. Academic and administrative
departments frequently make decisions about hardware and software purchases and configurations
without consulting IR Staff. Once the hardware or application is in place, IR may be called upon for
support.

METHODOLOGY

PART ONE – EARLY PLANNING

A successful Information Resources strategic plan must have support from the larger
organization. The early planning effort should:

1. Identify and state scope and objectives of plan
   The scope and objectives of strategic planning will vary with the effort required to move from
   the starting point to desired IR goals. The wider organization climate and IR’s perceived role
   within it must be identified and understood. The planning process is important but cannot
   occur at the expense of ongoing activity and satisfactory service. IR hopes to identify
   resources within UT Southwestern that can be leveraged for the IR planning process. The IR
   planning process should be supported by the larger organization.

2. Identify, notify and secure support of stake holders
   Although the strategic planning process will benefit Information Resources, there are many
   groups within UT Southwestern that have a vital interest in IR activity. Administrators must
   be assured IR will continue to meet its operational obligations. Users will be concerned about
   ongoing service levels. Some administrators and users can be valuable contributors to the IR
   planning process. Their cooperation, including time to participate in the process, must be
   secured.

3. Define roles and responsibilities of IR staff, university staff and vendor personnel
   The organization to manage the planning process must be identified. Before the effort begins,
   the roles of all participants, internal and external, should be identified and clearly
   communicated to and understood by all involved. For instance, IR wants to determine at the
   outset if an outside facilitator should manage the project or if it should be run by an internal
   steering committee.

4. Specify methods and logistics of planning process
   Information Resources will consider the option of using a packaged planning process versus
   building the plan. The pros and cons of either option should be clearly understood. Only then
   can IR identify appropriate resources to dedicate to the project.


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Request for Proposal                                                Development of Strategic Plan

PART TWO - THE UNIVERSITY PLAN

This phase of the project will identify university-wide changes requiring action or contributions
from Information Resources.

An effective IR strategic plan must dovetail with the UT Southwestern Strategic Plan and Six-
Year Plan. UT Southwestern’s 2001-2005 Strategic Plan identifies “. . the central mission of the
institution is to educate health professionals whose lifelong career objectives will be to provide
the best possible care, apply the most appropriate treatment modalities, and continue to seek
information fundamental to the treatment and prevention of disease." The Information Resources
strategic plan must support this mission.

Before the IR plan can take shape, the selected vendor and the IR planning team should perform
an enterprise review, including an examination of current UT Southwestern planning documents.
This will promote an understanding of the university’s vision, mission and values along with its
goals and objectives. Interviewing the UT Southwestern Planning Officer will be helpful. This
effort will foster a better understanding of the internal and external environments impacting the
university, identify UT Southwestern’s prioritized strategies and its critical success factors.

PART THREE – THE INFORMATION RESOURCES PLAN

This phase of the engagement will identify significant changes or growth required by Information
Resources to implement UT Southwestern’s strategic initiatives. Examining IR’s structure and
functions is an essential step in the process.

A. Information Resources Assessment
   1. Internal. Information Resources is a large, complex organization. In many cases,
       operating divisions have grown, morphed and changed focus within IR’s historical
       structures. Information Resources identifies two big needs here: reviewing IR's current
       organization structure to better align function and staffing to optimize outcomes;
       identifying IR's current lines of business and determining if these activities are
       appropriately supported. A copy of the current Information Resources organization chart
       is attached as Appendix A.

    2. Inter-departmental. Information Resources operating divisions have customer service,
       business and advisory relationships with many other university departments and
       functions. One goal in examining these relationships is to find better ways for
       communication to flow between IR and its partners. Users’ groups and Listservs in
       various formats have been used as communication tools with only limited success. IR
       wants a way to get reliable feedback from users to assist in measuring effectiveness.

    3. Inter-institutional. IR has various service and business relationships with UT
       Southwestern’s affiliated institutions. These relationships should be examined to find out
       if the relationships are yielding satisfactory results for both parties. UT Southwestern is
       especially interested in the feasibility of managing the computing functions of the
       Moncrief Cancer Center.

B. Information Resources Architecture
   A high-level schematic of UT Southwestern’s Campus Wide Area Network will be available
   at the Bidder Conference.

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Request for Proposal                                               Development of Strategic Plan



C. Information Resources Goals and Objectives
   The 2001-2005 IR strategic plan identified five goals, each with supporting objectives. These
   goals, though important to Information Resources, are very broad and not easily measured. IR
   desires to identify goals in a more focused manner and in a way that permits progress
   evaluation. The previous goals and their supporting objectives are:

    1. Support UT Southwestern in meeting its mission of pursuing high standards of
       achievement in instruction, research, clinical activities and University administrative
       functions.
       1.1 Provide information technology based solutions and support for education activities
           of UT Southwestern’s Medical School, Graduate School and Allied Health Sciences
           School.
       1.2 Provide information technology based solutions and support for UT Southwestern’s
           basic science research efforts.
       1.3 Provide information technology based solutions and support for UT Southwestern’s
           clinical efforts.
       1.4 Provide information technology based solutions and support for UT Southwestern’s
           administrative units.

    2. Promote communication and collaboration within UT Southwestern and with community
       organizations, University partners and UT System; provide effective management of
       information technology resources.
       2.1 Collaborate with UT Southwestern affiliated hospitals and institutions sharing our
           campus environment to find functional solutions and alternatives for common issues
           and concerns.
       2.2 Enhance services to the desktop for both local and remote users.
       2.3 Maintain active and ongoing relationships with other UT System organizations.
       2.4 Cooperate with State of Texas requirements for E-Commerce.

    3. Create a secure Information Technology environment.
       3.1 Create usable procedures to accommodate potential disaster situations.
       3.2 Establish a security system to authenticate users and provide for digital signatures
       3.3 Devise additional secure access capabilities to UT Southwestern networks, systems
           and databases.

    4. Create an environment that fosters employee commitment, growth, and accomplishment.
       4.1 Establish a staff development program and provide for career development
           opportunities.
       4.2 Review and evaluate organizational structure to achieve operational efficiencies and
           maximize employee effectiveness.
       4.3 Document Information Resources policies and procedures.

    5. Address emerging trends by investigating and recommending new processes and
       technologies.
       5.1 Identify and monitor new industry trends and evaluate impact on the University.
       5.2 Where feasible, partner with other institutions and vendors in research and
           development efforts.



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Request for Proposal                                                 Development of Strategic Plan

D. Information Resources Portfolios
   IR goals and plans should support the missions and goals of the wider UT Southwestern
   operations. The university generally states its missions as education, research and public
   service. The later translates into patient care. So IR's planning process needs to support the
   missions of
   1. Education – by supporting UT Southwestern’s teaching efforts. Two examples of
       supporting the education mission are the enhanced capability for Internet video
       conferencing and the computerized student curriculum project.
   2. Research – by supporting UT Southwestern’s Basic Science department efforts. Leading
       campus researchers are the primary backers of UT Southwestern’s Internet 2 efforts.
   3. Patient Care – by supporting UT Southwestern’s Clinical department efforts. The
       electronic medical record, document imaging, clinical documentation and implementing
       the Health Insurance Portability and Accountability Act of 1996 (HIPAA) requirements
       are IR projects supporting patient care.
   4. Prudent Management of University Resources – by supporting administrative and
       business functions of UT Southwestern with reliable hardware and software systems.

E. Plan Review and Finalization
   Before the IR strategic plan is accepted, it should be evaluated to determine its success in
   specifying the integration of business and information technology functions within UT
   Southwestern. This evaluation might focus on:
   1. Design. Does the plan make good use of Information Resource’s infrastructure and its
       systems? Does it identify ways to modify existing structures to improve use of IR
       resources? Does it ask for additional resources that are not readily available? Does the IR
       plan design fit into the UT Southwestern structure?
   2. Actions. Does the plan identify technology implementation opportunities? Does it
       challenge Information Resources to consider organizational changes? Does it ask IR to
       consider investing in new technology?
   3. Performance. Does the plan identify specific measurement tools to evaluate progress in
       its execution?

PART FOUR – COMMUNICATING THE PLAN

We have already noted the diverse nature of the UT Southwestern community. In this
environment, getting Information Resource’s various constituents to buy into the plan will require
careful consideration. Each group having an interest in IR will require a different view of the
plan.

Identification of the interested parties will be available from early planning activities. Having
created a plan with stakeholders in mind, our marketing strategy should flow logically from the
planning process. IR will need a readily identifiable process to present the strategic plan to its
constituents.

The IR strategic plan is submitted every two years. There are frequent opportunities to update the
plan within that two-year period. Our final plan should lend itself to periodic updating as goals
are met or priorities change.




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The University of Texas Southwestern Medical Center at Dallas                                 Page 9
Request for Proposal                                                 Development of Strategic Plan

PART FIVE – IMPLEMENTING THE PLAN

There is a school of thought that supports strategic planning as an important activity, but implies
the plan itself is not a usable document. IR wants a useful and usable plan to emerge from its
planning effort. Hence, implementation of the IR strategic plan is a final, critical step.

Implementing the IR strategic plan will require identifying short term and long term goals and
establishing a time line for each. The implementation plan should identify specific action items
and the person responsible for the action. It should have built-in monitoring points to measure
progress.

PROJECT DELIVERABLES

In addition to meeting the specific requirements of the LBB planning directions, the IR strategic
plan should include:

1. Organizational Review – The vendor should review the IR organization structure with
   recommendations for improved functional alignment. The evaluation of the Moncrief IT
   functions and option to outsource operations to UT Southwestern should be included here.

2. Independent Customer Satisfaction Survey – The vendor should identify or develop a tool to
   get timely and reliable information from IR customers that will permit accurate evaluation of
   all services provided.

3. IR Public Relations Campaign – IR’s functions, responsibilities and services are not clearly
   understood by users across UT Southwestern’s campus. The vendor should provide a
   systematic plan to inform users of the services IR provides.

4. Plug Into Department Planning – The vendor should identify ways for IR to be involved in
   department information technology planning before a decision point is reached.

5. Progress Reporting – The IR strategic plan should have measurable objectives that permit
   evaluation of progress in meeting goals. These measurement tools should be easily
   understood and convenient to use.

The strategic plan developed in cooperation with the vendor must be well organized, readable and
in harmony with the IR organization. The plan must be a useful tool for a minimum of one year
and should lend itself to easy updating.




RESPONDENT QUESTIONNAIRE

Respondents are requested to submit a complete response to each of the below listed
items. Responses requiring additional space should be brief and submitted as an
attachment to your proposal package. Please reference each response by its item number
indicated below.


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The University of Texas Southwestern Medical Center at Dallas                               Page 10
Request for Proposal                                            Development of Strategic Plan


Company Profile

1.     Legal name of the company:
       __________________________________________________
       Address of office, which would be providing service:
       ________________________________

       ________________________________

       Number of years in providing strategic planning services: __________

       Type of Operation:      Individual: _____ Partnership: _____ Corporation: _____
                               Government: _____

       Number of Employees: __________

2. Is Respondent privately or publicly held?

4. Is your company currently for sale or involved in any transaction to expand or to
   become acquired by another business entity? If yes, please explain the impact both in
   organizational and directional terms.

5. Provide any details of all past or pending litigation or claims filed against your
   company that would affect your company's performance under a Contract with UT
   Southwestern.

6. Does any relationship exist whether by relative, business associate, capital funding
   agreement or any other such kinship exist between your company and any UT
   Southwestern employee or officer? If yes, please explain.

6. Provide a reference list of no less than three individuals or organizations that can
   attest to the respondent's ability to develop a strategic planning process for use in
   government or nonprofit organizations. The reference list should include the
   individual or organization’s name and address, contact person if an organization,
   telephone number, and type of working relationship with that individual or
   organization. UT Southwestern may contact these references.

5. Identify the personnel who will be assigned to this project and described their
   qualifications for accomplishing the goals of the project.

6. Description of experience of key personnel with the political, economic, and cultural
   environment within which the UT Southwestern operates.

7. Description of experience of key personnel with higher education policy issues.



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The University of Texas Southwestern Medical Center at Dallas                        Page 11
Request for Proposal                                            Development of Strategic Plan


8. Propose a work-plan, including a schedule, for completing the project, if the schedule
   differs from that presented by UT Southwestern.

9. List the minimum and maximum costs for completing this project and identify the
   factors that would determine the cost.


Remember the pre-bid conference set for 10:30 AM on Friday, February 8, 2002.




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The University of Texas Southwestern Medical Center at Dallas                        Page 12
Request for Proposal                                                                                          Development of Strategic Plan




Information Resources
                                                        Dr. John McConnell
                                                        Executive Vice President
                                                        For Administration




                                                          Kirk Kirksey
        Dr. Ron Peshock                                   Vice President for
        Assistant Dean of
                                                          Information Resources
        Informatics



                                Valerie Meyer                                         Karen Kupke
                                Special Projects                                      Information Security
                                Coordinator                                           Officer

                                Diane Polk                                            Vacant Position
                                Sr. Admin Staff Asst                                  Financial Affairs
                                                                                      Manager



          Vacant Position        Hal Lindholm               Elwyn Hull             Andrea Marshall        Dewayne Jennings     Darnell Walker
          Director               Director                   Director               Director               Director             Director
          Medical TV             Development & Ops          Telecommunications     Clinical Info Svcs     Client Services      Network Services
_______________________________________________________________________________________________________________
The University of Texas Southwestern Medical Center at Dallas                                                                      Page 13

				
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