HomeMy WebLinkAbout09/19/1995, C-6 - RFP FOR CONSULTANT SERVICES IN EVALUATING AND SELECTING PUBLIC SAFETY AND FINANCIAL MANAGEMENT INFORMATION SYSTEMS �INNNII�I�IIWMEETING DATE:
city of San I s OBISPO
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COUNCIL AGENDA REPORT n"me
FROM: Jim Gardiner, Police Chief
Bill Statler, Director of Finance W
SUBJECT: RFP FOR CONSULTANT SERVICES IN EVALUATING
AND SELECTING PUBLIC SAFETY AND
FINANCIAL MANAGEMENT INFORMATION SYSTEMS
CAO RECOMAMNDATION
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
■ 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
In implementing the information technology master plan, the Council adopted the following project
budget and implementation schedules as part of the 1995-97 Financial Plan and 1995-99 Capital
Improvement Plan for our public safety and financial management applications:
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Public Safety RecordVDispatch 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
TOTAL 89,800 320,500 $410,30011
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 6/97
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 1 1 12,500 1 9,000 1 7,000 1 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 7/96
■ Complete payroll application installation 1/97
■ Complete general ledger/accounts payable application installation 4/98
■ Complete utility billing and business tax applications installation 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?
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? Or should we consider introducing at least one other "open systems" operating
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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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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 IM PACT
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 Waren Attention: J. Edward Reed
1 Market Plaza 3116 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
(213) 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
Long Beach, CA 90831 Costa Mesa, CA 92626
(310) 499-4000
Price Waterhouse
Attention: .J.. Michael Patterson
150 Almaden Blvd, Suite 1200
San Jose, CA 95113
(408) 282-1200
The Gartner Group
Attention: Linda Moffat
300 N. Sepulveda Blvd, Suite 2010
El Segundo, CA 90245
((310) 414-8516