HomeMy WebLinkAbout12/05/1995, 5 - AWARD OF CONTRACT FOR EVALUATING AND SELECTING PUBLIC SAFETY AND FINANCIAL MANAGEMENT INFORMATION SYSTEMS II�h���►���uIIIIIIIIII�IIUIII / MEETING DATE:
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COUNCIL AGENDA REPORT 01194 ITE'" NUMBER:
FROM: Bill Statler, Director of Finance
SUBJECT: AWARD OF CONTRACT FOR EVALUATING AND SELECTING PUBLIC
SAFETY AND FINANCIAL MANAGEMENT INFORMATION SYSTEMS
CAO RECOMMENDATION
Award a contract to The Warner Group for consultant assistance in evaluating and selecting public
safety and financial management information systems in the amount of$84,700.
REPORT-IN-BRIEF
In accordance with the information technology master plan and the 1995-97 Financial Plan, on
September 19, 1995 the Council approved a request for proposals (RFP) for consultant assistance in
evaluating and selecting public safety and financial management information s stems. Based on an
in-depth evaluation of the proposals we received by a review team composed 3representatives from
the Police, Fire and Finance Departments as well as representatives from Information Systems and the
MIS Steering Committee, it is recommended that the contract for this work be awarded to The Warner
Group in the amount of$84,700. While this is greater than the current budget of $50,000 for this
component of the information technology improvement CIP project, we believe that this a reasonable
cost for this work as discussed in greater detail later in this report. Based on the current budget for
the information technology improvement CIP project in total, no additional appropriation is required;
this increased cost can be accommodated through internal project budget transfers.
DISCUSSION
Overview
As set forth in the adopted information technology master plan and the 1995-99 capital improvement
plan, the City will be making significant investments in our public safety and financial management
information systems - almost $700,000 for hardware and software acquisition and installation for both
of these "mission-critical" systems over the next four years. As with other kinds of major
infrastructure improvements such as water and sewer line replacements or treatment plant
improvements, it is essential that these improvements be well-planned and designed if the full benefits
of making them are to be realized.
In the case of information systems, this means: fully evaluating current operations to identify
opportunities to more effectively use technology in improving services and productivity; analyzing and
determining the technical resources necessary to achieve these improvements; based on these
assessments, specifying system requirements in sufficient detail so that competitive proposals can be
solicited from leading vendors; and then evaluating and selecting the systems that will best meet our
needs at a reasonable cost.
In recognition of these planning and design needs, the 1995-97 Financial Plan appropriated $25,000
in 1995-96 for each system ($50,000 in total) for consultant assistance in performing this work. As
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discussed more fully in this report, the proposals we received - and the one we are recommending for
Council approval - will cost significantly more than this. Because of this large discrepancy, we have
reconsidered the workscope, the market for this type of work, the reasonableness of the proposals, and
the reasonableness of the budget. Based on this additional review, we have concluded the following:
■ Workscope. We have revisited the workscope, and we have reaffirmed our initial conclusion
that the tasks set forth in the request for proposals (RFP) are necessary in ensuring a successful
system selection and installation process, and that this work is most appropriately done with
the assistance of an independent, professional consulting firm that specializes in municipal
information systems.
■ Market for this type of work. In contacting several other cities and consulting firms that have
performed this type of analysis recently, it is clear at this point that KPMG Peat Marwick and
The Warner Group are the leading firms in California in performing this type of work for cities
our size. While there are other firms that were included in our proposers list that do this type
of work, follow-up contacts indicate that they are either focussed primarily on financial systems
(such as Wise Consulting or the Newport Group) or they typically work on much larger
projects for larger organizations (such as The Gartner Group or Deloitte Touche). In short, for
cities our size that are interested in a broader look at their information systems, KPMG Peat
Marwick and the Warner Group are typically the two firms that show up on the "short list" of
candidate proposals.
■ Reasonableness of the proposal cost Given that the proposed costs by these two leading
firms are relatively close ($73,000 for KPMG Peat Marwick and $84,700 for The Warner
Group) and that we believe the work has been scoped appropriately, we have concluded that
the problem is not the proposed cost, but rather, the project budget itself(which was developed
by the firm that prepared our information technology master plan - KPMG Peat Marwick).
Background
On September 19, 1995, the Council approved the RFP for this workscope. The agenda report
submitted to the Council at that time detailing the project background, budget, tasks, schedule,
selection process and potential proposers is provided in Exhibit A. In response to this RFP, we
received four proposals by the October 18 closing date sun,tnnarized as follows:
Firm Public Safety Financial Management Total
KPMG Peat Marwick $37,000 $38,000 $73,000
The Wainer Group 48,000 42,000 90,000
Coopers & Lybrand 1 35,000 1 26,000 1 61,000
Infovision International not responsive
As noted above, only three "responsive" proposals were received. The proposal from Infovision
International did not address the RFP workscope: it only offered to provide the City with undefined
services on an "as needed" basis, and accordingly, it did not provide any cost quotes for the requested
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COUNCIL AGENDA REPORT
work. It should also be noted that the cost of The Warner Group's proposal has been reduced to
$84,700 based on subsequent negotiations with them.
Proposal Evaluation and Selection Process
Using the criteria set forth in the RFP, the proposals were evaluated by a review committee composed
of representatives from Police, Fire, Finance, Information Systems and the MIS Steering Committee.
Review team members included:
Public Safety Information Systems
Cliff Chelquist, Police Captain Teri Maa, Information Systems Manager
Tom Stewart, Police Support Services Manager
Lew Schmutz, Fire Marshal
Finance MIS Steering Committee
Carolyn Dominguez, Accounting Manager Mike McCluskey, Director of Public Works
Linda Asprion, Revenue Manager Bill Statler, Director of Finance
Vi Sheldon, Accounting Supervisor
Bernie Ries, Customer Services Supervisor
The proposal evaluation process included detailed "desk top" reviews of the written proposals, oral
interviews and presentations by the firms, and extensive background and reference checks. As set
forth in the RFP, proposals were evaluated based on the following criteria:
■ Understanding of the work required by the City
■ Quality and responsiveness of the proposal
■ Demonstrated competence and professional qualifications necessary for satisfactory
performance of the work required by the City
■ Recent experience in successfully performing similar services
■ Proposed approach in completing the work
■ References j
■ Background and related experience of the specific individuals to be assigned to this project
■ Proposed compensation
Since there were only three responsive proposals, all three firms were invited for follow-up interviews,
even though it appeared from their written proposal that Coopers & Lybrand had very limited relevant
experience, especially in the public safety area. However, Coopers & Lybrand did not make their
scheduled interview (which they explained - on the day of the interview - was due to a timing
conflict), and as such, serious proposal consideration focussed on the two remaining firms - KPMG
Peat Marwick and The Warner Group. As discussed above, the fact that only these two firms were
under serious consideration is not a cause for concern per se, since they are the two leading
information technology consulting firms in California for cities our size.
After careful consideration of the proposals and the alternatives available to us, the review team
unanimously recommended that the Council award the contract to The Warner Group: not only are
they one of the premier firms in this field, but their written proposal and oral presentation were
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outstanding - demonstrating an excellent understanding of our needs - and they received excellent
references from their previous clients. And their willingness to reduce their fees without reducing
services demonstrates their strong interest in working with the City.
Consultant Workscope
The proposed workscope applies to both the public safety and financial management systems. As set
forth in the RFP and The Warner Group's proposal, the following describes the workscope for this
project:
Phase A - System Evaluation and Selection
There are three key tasks for the consultant to accomplish under the first phase:
Task I
Determine business needs and identify related system requirements
Building on the work completed as part of the information technology master plan and working
closely with City staff, this task includes reviewing and evaluating the City's current operations in
these two areas, determining system requirements in achieving "business" goals and objectives, and
identifying specific improvements that the City should make to improve productivity and services
based on available technology. In short, how can we best target our use of technology to address
already-identified deficiencies, improve our current operations, and to meet the challenges of the
future?
Specific consultant subtasks under Task 1 include:
■ Interview City management staff and other key users
■ Assess current system environment
■ Determine system needs
■ Prioritize system needs
Task 2
Develop acquisition and implementation strategies
This task includes evaluating system options, preparing detailed system feature requirements, and
recommending best acquisition and implementation strategies. While there are many issues to be
addressed under this task, there are two key areas that will need to be addressed by the consultant once
we have developed a clear understanding of business goals and system requirements:
■ Operating systems - is Netware enough? As identified in the information technology master
plan, one of the key strategic issues facing the City is the possible need to expand our use of
operating systems. Can we continue to rely solely on Netware as our operating system?
Should we consider introducing at least one other "open systems" operating system to the
City's information systems environmental such as OS/2, Windows N/T or Unix? Should we
consider introducing a proprietary operating system if it is packaged with what we may
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consider to be the best application software? Will we have to consider introducing multiple
operating systems in order to best meet our diverse application needs? From a resource
perspective, our primary concern in this area is that expanding our operating system (such as
Unix or Windows N/T) will require adding at least one additional full-time equivalent to our
technical staffing levels. As such, it is critical that the City receive the best possible advice
in this area.
■ Can current systems - if upgraded - meet our requirements? Both the existing public
safety and financial management systems have upgrade paths available to them from our
current vendors. Can these upgraded systems meet our requirements, and if they can, would
it then be easier, quicker and less costly to simply implement upgrades rather than prepare an
RFP, solicit and evaluate proposals, and then select and implement a new system?
Specific consultant subtasks under Task 2 include:
■ Consider technical alternatives
■ Recommend and prepare specifications for new (or significantly upgraded) systems
■ Develop selection and evaluation strategy
Task 3
Prepare RFP, evaluate proposals and select system
Depending on the outcome of the above analysis, this task includes preparing an RFP that details
system requirements and then assisting the City in evaluating proposals, selecting the system, preparing
an implementation plan and finalizing contract provisions. The workscope assumes that this task will
be necessary. However, in the event that we determine that upgrading existing applications is our best
improvement strategy, the agreement calls for renegotiating the contract to reflect this change in
workscope, with the expectation that the scope of services and related compensation would be lower
in this case.
Specific consultant subtasks under Task 3 include:
■ Prepare and issue RFP
■ Analyze vendor proposals
■ Prepare economic analysis
■ Recommend most appropriate vendors
Phase B - Project Management Assistance During System Implementation
As discussed in the information technology master plan and approved in the 1995-97 Financial Plan,
it is likely that the City will need project management assistance during system installation (whether
upgraded or new systems are selected). Depending on our needs and our satisfaction with the results
of the consultant's work on the first phase, the consultant may be requested to provide this service.
However, the workscope and compensation for this second phase has not been finalized at this time;
this will be determined once City needs are better known as a result of the system selection and
evaluation process. _
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Project Schedule
As outlined in the following tentative schedule, we plan to complete this phase of the public safety
and financial management technology upgrade by May of 1996, leading to installation of the selected
public safety system by April of 1997; and installation of the first phase of the financial management
system - payroll - by January of 1997 (the start of a new payroll year).
Public safety and financial management system evaluation and selection
■ Award contract to The Warner Group 12/95
■ Complete systems requirements analysis - issue RFP 3/96
■ Receive and analyze vendor proposals; select system 5/96
■ Award system contracts 6/96
Public safety system implementation
■ Begin system installation 7/96
■ Complete system installation 4/97
Financial management system implementation
■ Begin system installation 7/96
■ Complete payroll application installation 1/97
■ Complete core financial application installation (general ledger,
accounts payable, financial reporting, budget preparation and
control, project accounting, purchase order/encumbrance accounting) 2/98
■ Complete utility billing, accounts receivable and business tax installation 4/99
CONCURRENCES
The proposal review team and the MIS Steering Committee concur with this recommendation.
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FISCAL IMPACT
Funding for these services has been approved in the 1995-97 Financial Plan (page E-12 and pages 154
through 158 of Appendix B - Capital Improvement Plan) in the amount of $25,000 for each system,
or $50,000 in total. The proposed contract award is for $84,700.
No additional appropriation for implementing this component of the information technology master
plan is recommended at this time. Instead, it is recommended that the additional $34,700 required for
this work be transferred from the records management portion of this overall CIP project. With the
recent resignation of the City Clerk, it is unlikely that significant progress will be made during 1995-
96 on the imaging component of the technology master plan. Aside from this important project
management consideration, there are significant planning benefits in deferring this project until 1996-
97. As discussed above, one of the key tasks for The Warner Group is to evaluate the need to
introduce another operating system into the City's technology environment such as Unix or Windows
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N/T. Selecting the best match for the City's imaging system would be significantly enhanced if we
knew our strategic direction in this area before proceeding with an electronic imaging system like
optical disk .
Additionally, CD-ROM technology (vs optical disk) is emerging at this time as a strong alternative
technology, and we would benefit from the opportunity to more fully evaluate this option in the
context of our overall technology strategy and operating environment.
ALTERNATIVES
■ Do not begin implementing these improvement projects. Given the deficiencies noted in these
applications in the information technology master plan and the need for improvement in
meeting critical organization-wide service needs, this option is not recommended.
■ Use in-house resources only. Even with consultant assistance, this will be a major work effort
for City staff in Police, Fire and Finance (including Information Systems staff); using outside
assistance will enable us to focus resources on this project in order to accomplish it in a timely
manner. Additionally, given the significant investment we will be making in these systems,
we believe it is prudent to ensure that we benefit from the added professional knowledge and
independent judgement that a consultant will bring to this very important planning process.
In short, we do not have the staff resources alone to devote to completing this project without
seriously jeopardizing our ability to deliver day-to-day basic services while trying to achieve
other important Council goals. Further, we will be making a number of critical - and
expensive - strategic technology decisions as part of this process, and it is essential that the
Council and senior management be confident in the planning process used making
recommendations to them, and in the professional judgements that will have to be made in
developing these recommendations.
■ Rely more heavily on consultant assistance. As noted above, City staff will have significant
involvement in this planning process. It would be possible to rely more heavily on consultant
assistance in performing this work. However, since staff will ultimately be responsible for
implementing and using these systems, it is important that they play a key role in system
planning efforts.
■ Reissue the RFP. Based on our follow-up contacts with other cities and firms that have
recently done this type of analysis, we do not believe that this would result in a different
outcome - but it would significantly delay completing the project.
■ Select KPMG Peat Marwick to perform the work Based on the review team's in-depth
evaluation of the proposals, we believe that The Warner Group's proposal offers the City the
best overall value in performing this work. KPMG Peat Marwick is certainly capable of doing
this work, and we were satisfied with their final product in preparing the information
technology master plan: However, there were timeliness problems with their preparation of
this plan, and concerns with their approach at the start of plan process, although these were
corrected during the project. Further, the current $50,000 budget for this work was based
solely on their cost estimates, and their own proposal cost was $23,000 more than this amount.
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ATTACHMENTS
N Proposed agreement with The Warner Group
ii Council agenda report dated September 19, 1,995 approving the RFP for this project
H:PSFMA WRD.CA R
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AGREEMENT
THIS AGREEMENT is made and entered into in the City of San Luis Obispo on this [ ) day of
[ ) by and between the CITY OF SAN LUIS OBISPO, a municipal corporation,
hereinafter referred to as City, and THE WARNER GROUP, hereinafter referred to as Consultant.
WITNESSETH:
WHEREAS, on September 20, 1995 the City requested proposals for consultant services to assist in evaluating
and selecting public safety and financial management information systems per Specification No. 9662-542-552; and
WHEREAS, pursuant to said request, Consultant submitted a proposal which was accepted by City for said
services.
NOW THEREFORE, in consideration of their mutual promises, obligations, and covenants hereinafter contained,
the parties hereto agree as follows:
1. TERM. The term of this Agreement shall be from the date of this Agreement is made and entered, as
first written above until completion of said services.
2. INCORPORATION BY REFERENCE. City Specification No. 9662-542-552 and Consultant's
proposal dated October 18, 1995 and revised work plan and compensation dated November 6, 1995 are hereby
incorporated in and made a part of this Agreement.
3. CITY'S OBLIGATIONS. For providing services as specified in this Agreement, City will pay and
Consultant shall receive therefor compensation in a total sum not to exceed $84,700. Progress payments shall be made
in accordance with the schedule set forth in Exhibit I attached hereto and incorporated into this Agreement.
4. CONSULTANT'S OBLIGATIONS. For and in consideration of the payments and agreements
hereinbefore mentioned to be made and performed by City, Consultant agrees with City to do everything required by this
Agreement and the said specifications.
5. AMENDMENTS. Any amendment, modification, or variation from the terms of this Agreement shall
be in writing and shall be effective only upon approval by the Council of the City.
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6. COMPLETE AGREEMENT. This written Agreement, including all writings specifically incorporated
herein by reference, shall constitute the complete agreement between the parties hereto. No oral agreement, understanding,
or representation not reduced to writing and specifically incorporated herein shall be of any force or effect, nor shall any
such oral agreement, understanding, or representation be binding upon the parties hereto.
7. NOTICE. All written notices to the parties hereto shall be sent by United States mail, postage prepaid
by registered or certified mail addressed as follows:
City City Clerk
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Consultant The Warner Group
5950 Canoga Avenue, Suite 600
Woodland Hills, CA 91367
8. AUTHORITY TO EXECUTE AGREEMENT. Both City and Consultant do covenant that each
individual executing this agreement on behalf of each party is a person duly authorized and empowered to execute
Agreements for such party.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first
above written.
ATTEST: CITY OF SAN LUIS OBISPO,
A Municipal Corporation
By.
City Clerk
Mayor Allen Settle
APPROVED AST ORM: CONSULTANT
By:
me
sto
PROGRESS PAYMENT SCHEDULE Exhibit 1
In performing the workscope pursuant to Specification 9662-542-552,payments will be made by the City to The
Warner Group in the following amounts upon successful completion of the following tasks as described in The
Warner Group's proposal dated October 17, 1995 and presentation materials dated October 30, 1995:
INFORMATION SYSTEM
Financial Public
Management Safety
Task 1 — Establish Needs and Priorities
1.1 Interview City management and key users
1.2 Assess current systems environment
1.3 Determine system needs
1.4 Prioritize system needs
Payment Upon Completion of Task 1 11,400 12,800
Task 2 — Analyze and Specify Technical Requirements
2.1 Conider technical alternatives
2.2 Prepare technical specifications for new system
Payment Upon Completion of Task 2 10,600 12,600
Task 3 — Select Systems: Steps 1 and 2
3.1 Prepare request for proposal
3.2 Release request for proposal
Payment Upon Completion of Task 3 — Steps I and 2 6,700 8,100
Task 3 — Select Systems: Steps 3 through 5
3.3 Analyze vendor proposals
3.4 Prepare economic analysis
35 Recommend most appropriate vendors
Payment Upon Completion of Task 3 — Steps 3 through 5 10,400 12,100
TOTAL PAYMENTS 39,100 45,600
TOTAL COMPENSATION FOR SUCCESFUL
COMPLETION OF ALL TASKS FOR BOTH SYSTEMS 84,700
MCOMPSCHD
MEETING DATE:
i� U city of San LUIS OBISpo 9-i9- 9s
'TEM t�lyM
COUNCIL AGENDA REPORT
FROM: Jim Gardiner, Police Chief
Bill Statler, Director of Finance
SUBJECT: RFP FOR CONSULTANT SERVICES IN EVALUATING
AND SELECTING PUBLIC SAFETY AND
FINANCIAL MANAGEMENT INFORMATION SYSTEMS
CAO RECOMMENDATION
Approve request for proposals (RFP) for consultant services in evaluating and selecting public
safety and financial management information systems and authorize the CAO to award the contract
if the best overall proposal is within budget.
DISCUSSION
Overview
As recommended in the information technology master plan and approved in the 1995-97 Financial
Plan, we are seeking Council approval to request proposals from qualified consultants to assist us
in evaluating our information technology requirements for our public safety and financial
management applications and in preparing an implementation program for meeting them. While
it is possible that existing systems can be upgraded to meet these needs, it is likely that the
implementation program will include preparing a request for proposals for system hardware and
software, reviewing proposals, and selecting a new system.
Depending on City needs and satisfaction with the results of the consultant's work on this first
phase (system evaluation and selection), the consultant may be requested to provide project
management assistance to the City in implementing the new applications. However, formal
proposals for this second phase (system implementation/project management) are not being
requested at this time; the scope of services and compensation for this work will be determined at
that time when City needs will be better known.
Background
In April of 1995, the Council adopted an information technology master plan to guide the City's
acquisition, use and management of its information systems through the year 2000. As part of the
plan, a comprehensive assessment of our current information systems was performed summarized
as follows:
Areas where the City is doing an excellent or good job
N developing data communications infrastructure
■ establishing and adhering to desk-top application standards
■ defining strategy for radio and telephone systems
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COUNCIL AGENDA REPORT
Areas where improvements could be made
• acquiring, developing and supporting applications
• supporting users
• organizing information systems support and operations
• keeping systems and applications current with technology
Areas where significant improvements need to be made
• training users
• supporting radio and telephone communications
Applications with the most serious deficiencies are
• public safety dispatch and records
• payroll
As a result of this assessment, presented below in priority order are the seven strategic initiatives
identified in the plan where an organization-wide approach will be necessary if the City's goal of
using technology as a key strategy in improving productivity, customer service and public access
to City information is to be achieved:
• Windows/workstation technology upgrade
• Public safety system
■ Financial management system
• Geographic information system
• Radio and telecommunications
• Records management
• Public access/electronic village
As reflected above, improving the City's public safety and financial management applications are
high priorities in the plan, with public safety records/dispatch and payroll noted as the most
seriously deficient applications.
Adopted Improvement Plans
budget and implementation schedules as part of the 1995 In implementing the information technology master plan, the Council adopted the following project
-97 Financial Plan and 1995-99 Capita]
Improvement Plan for our public safety and financial management applications:
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Public Safety Records/Dispatch System
Project Budget
Project Costs 1995-96 1996-97 1997-98 1998-99 Total
Requirements analysis 25,000 25,000
Application software 175,000 175,000
Workstation upgrades 64,800 64,800
System hardware 95,000 95,000
Training 10,000 10,000
Project management 40,500 40,500 11
TOTAL 89,800 320,500 1 1 $410,300
Tentative Project Schedule
■ Select firm to assist with system requirements analysis 11/95
■ Complete system requirements analysis; issue RFP for new system (if applicable) 6/96
■ Evaluate and select new (or upgraded) system; begin system installation 10/96
■ Complete system installation 6/91
Financial Management System
Project Budget
Project Costs 1995-96 1996-97 1997-98 1998-99 Total
Requirements analysis 25,000 25,000
Application software
Payroll 25,000 25,000
General ledger 60,000 60,000
Utility billing 30,000 30,000
Business tax 15,000 15,000
System hardware 25,000 60,000 85,000
Training' 5,000 5,000 5,000 15,000
Project management 12,500 9,000 7,000 28,500
TOTAL 50,000 102,500 74,000 57,000 $283,500
Tentative Project Schedule
■ Select firm to assist with system requirements analysis 11/95
■ Complete systems requirements analysis; issue RFP for new system (if applicable) 2/96
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COUNCIL AGENDA REPORT
• Evaluate and select new (or upgraded) system; begin system installation
• Complete payroll application installation 7/96
• Complete general ledger/accounts payable application installation 1/974/98
• Complete utility billing and business tax applications installation 4/98
6/99
As reflected above, it is our goal to complete system selection for the public safety system by
October of 1996, and to fully complete system implementation by June of 1997; and to complete
system selection for the financial management system by July of 1996, and to complete payroll
application installation by.January of 1997.
Consultant Workscope
The proposed workscope applies to both the public safety and financial management applications.
While we have a general preference to use a single firm in performing this work, we may select
separate firms for each of the two major systems if we believe that the particular strengths of the
two firms will result in a better overall outcome for the City. As set forth in the RFP, the
following describes the proposed workscope:
Phase A - System Evaluation and Selection
There are three key tasks for the consultant to accomplish under the first phase:
Task 1
Determine business needs and identify related system requirements
Building on the work completed as part of the information technology master plan and working
closely with City staff, this task includes reviewing and evaluating the City's current operations in
these two areas, determining system requirements in achieving "business" goals and objectives, and
identifying specific improvements that the City should make to improve productivity and service
based on available technology. In short, how can we best target our use of technology to address
already-identified deficiencies, improve our current operations, and to meet the challenges of the
future?
I
Task 1
Develop acquisition and implementation strategies
This task includes evaluating system options, preparing detailed system feature requirements, and
recommending best acquisition and implementation strategies. While there are many issues to be
addressed under this task, there are two key areas that will need to be addressed by the consultant
once we have developed a clear understanding of business goals and system requirements:
• Operating systems - is Netware enough? As identified in the information technology
master plan, one of the key strategic issues facing the City is the possible need to expand
our use of operating systems. Can we continue to rely solely on Netware as our operating
System? Or should we consider introducing at least one other "open systems" operating
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MIRZO COUNCIL AGENDA REPORT
system to the City's information systems environmental such as OS/2, Windows NT or
Unix? Should we consider introducing a proprietary operating system if it is packaged with
what we may consider to be the best application software? Will we have to consider
introducing multiple operating systems in order to best meet our diverse application needs?
■ Can current systems - if upgraded - meet our requirements? Both the existing public
safety and financial management systems have upgrade paths available to them from our
current vendors. Can these upgraded systems meet our requirements, and if they can, would
it then be easier, quicker and less costly to simply implement upgrades rather than prepare
an RFP, solicit and evaluate proposals, and then select and implement a new system?
Task .3
Prepare RFP, evaluate proposals and select system
Depending on the outcome of the above analysis, this task includes preparing an RFP that details
system requirements and then assisting the City in evaluating proposals, selecting the system,
preparing an implementation plan and finalizing contract provisions. The RFP assumes that this task
will be necessary. However, in the event that we determine that upgrading existing applications
is our best improvement strategy, we will renegotiate the consultant services contract to reflect this
change in workscope, with the expectation that the scope of services and related compensation
would be lower in this case.
Phase B - Project Management Assistance During System Implementation
As discussed in the information technology master plan and approved in the 1995-97 Financial
Plan, it is likely that the City will need project management assistance during system installation
(whether upgraded or new systems are selected). Depending on our needs and our satisfaction with
the results of the consultant's work on the first phase, the consultant may be requested to provide
this service. However, formal proposals for this second phase are not being requested at this time;
the scope of services and compensation will be determined at that time once City needs are better
known as a result of the system selection and evaluation process.
Proposal Evaluation and Selection Process
Proposals will be evaluated by a review committee based on the following criteria:
■ Understanding of the work required by the City
■ Quality and responsiveness of the proposal
■ Demonstrated competence and professional qualifications necessary for satisfactory
performance of the work required by the City
■ Recent experience in successfully performing similar services
■ Proposed approach in completing the work
■ References
■ Background and related experience of the specific individuals to be assigned to this project
■ Proposed compensation
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MGM COUNCIL AGENDA REPORT
As reflected above, the award of contract will not be based solely on price, but on a combination
of factors as determined to be in the best interest of the City.
Proposal Review and Award Schedule
The following is an outline of the anticipated schedule for proposal review and contract award:
■ Issue RFP 9/20
■ Conduct pre-proposal conference 10/6
■ Receive proposals 10/18
■ Complete proposal evaluation 10/25
■ Conduct finalist interviews 10/30
■ Finalize staff recommendation 11/2
■ Award contract 11/6
■ Execute contract 11/13
■ Start work 11/20
Prospective Proposers
Attached is a listing of prospective proposers for this work which is largely based on the search
we conducted in requesting proposals for preparation of the information technology master plan.
In addition to sending the RFP to these firms, a formal notice requesting proposals will be
published in the Telegram Tribune.
CONCURRENCES
The RFP has been reviewed and approved by the MIS Steering Committee as well as by key staff
in the Police, Fire and Finance Departments.
FISCAL IMPACT
Funding for these services has been approved in the 1995 97 Financial Plan (page E-12 and pages
154 through 158 of Appendix B - Capital Improvement Plan) in the amount of$25,000 for each
system.
ALTERNATIVES
■ Do not begin implementing these improvement projects. Given the deficiencies noted in
these applications in the information technology master plan and the need for improvement
in meeting critical organization-wide -service needs, this option is not recommended.
■ Use in-house resources only. Even with consultant assistance, this will be a major work
effort for City staff in Police, Fire and Finance (including Information Systems staff); using
outside assistance will enable us to focus resources on this project in order to accomplish
it in a timely manner. Additionally, given the significant investment we will be making in
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COUNCIL AGENDA REPORT
these systems, we believe it is prudent to ensure that we benefit from the added professional
knowledge and independent judgement that a consultant will bring to this very important
planning process.
■ Rely more heavily on consultant assistance. As noted above, City staff will have
significant involvement in this planning process. It would be possible to rely more heavily
on consultant assistance in performing this work. However, since staff will ultimately be
responsible for implementing' and using these systems, it is important that they play a key
role in system planning efforts.
ATTACHMENT
Proposers List
ON FILE IN THE COUNCIL OFFICE
Request for proposals for consultant services in evaluating and selecting public safety and financial
management information systems
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PROPOSERS LIST
Consultant Services for Evaluating and Selecting
Public Safety and Financial Management Information Systems
Arthur Anderson \
WISE Consulting Services
Attention: Jim Warren Attention: J. Edward Reed
1 Market Plaza ,
�116 Fox Creek Drive
San Francisco, CA 94105 Danville, CA 94506
(415) 546-8701 (510) 736-8534
Coopers & Lybrand Executive Consulting Group
Attention: Lyn Edelson Attention: Kathy Kearny
350 S. Grand Avenue 1111 Third Avenue, Suite 2700
Los Angeles, CA 90071-3405 Seattle, WA 98101-3201
(213) 356-6000 (206) 689-2000
Deloitte & Touche IDC/Technology Investment Strategies
Attention: Dave Bowen Attention: Kristan Kleinhans
1000 Wilshire Blvd, Twentieth Floor 2131 Landings Drive
Los Angeles, CA 90017 Mountain View, CA 94043
(21 )) 688-0800 (415) 962-6462
Ernst & Young Newport Consulting Group
Attention: Norman Kyle Attention: Doug Potter
18400 Von Karman Avenue 1971 West 190th Street
Irvine, CA 92715 Torrance, CA 90504
(714) 252-2439
(310) 366-1305
KPMG Peat Marwick IBM Consulting Services
Attention: Russ Singer Attention: Peggy Patton
1 World Trade Center, Suite 1700 600 Anton Blvd
LongLong Beach, CA 90831
Beach, C Costa Mesa, CA 92626
(800) 426-4968
Price Waterhouse The Warner Group
Attention: J.. Michael Patterson Attention: Howard J. Goodman
150 Almaden Blvd, Suite 1200 5950 Canoga Avenue, Suite 600
San Jose, CA 95113 Woodland Hills, CA 93167
(408) 282-1200 (818) 710-8855
The Gartner Group
Attention: Linda Moffat
300 N. Sepulveda Blvd, Suite 2010
EI Segundo, CA 90245
((310) 414-8516
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