HomeMy WebLinkAbout1999-188
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Resolution No, 1999-188
RESOLUTION OF THE CITY OF SAN BERNARDINO AUTHORIZING AN
AGREEMENT AND PURCHASE ORDER BETWEEN THE CITY OF SAN
BERNARDINO AND DMG MAXIMUS TO CONDUCT A FLEET OPERATIONAL
EFFICIENCY REVIEW.
BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL OF THE
CITY OF SAN BERNARDINO AS FOLLOWS:
SECTION 1.
The Purchasing Manager is hereby authorized to execute an
agreement between the City of San Bernardino and DMG Maximus to conduct a Fleet operational
efficiency review; pursuant to this determination, the Purchasing Manager is hereby authorized to
award a Purchase Order to said DMG Maximus, the total amount "not to exceed" $49,600,
SECTION 2.
The authorization to execute the above referenced agreement
is rescinded if it is not issued within sixty (60) days of the passage of this resolution.
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July 14, 1999
1999-188
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RESOLUTION OF THE CITY OF SAN BERNARDINO AUTHORIZING AN
AGREEMENT AND PURCHASE ORDER BETWEEN THE CITY OF SAN
BERNARDINO AND DMG MAXIMUSTO CONDUCT A FLEET OPERATIONAL
EFFICIENCY REVIEW.
I HEREBY CERTIFY that the foregoing resolution was duly adopted by the Mayor and
5 Common Council of the City of San Bernardino at a joint regular meeting thereof, held on
6 the 2nd
August
day of
, 1999, by the following vote, to wit:
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Council Members:
Abstain
Absent
Ayes
Nays
ES1RADA
x
LIEN
x
McGINNIS
x
SCHNETZ
x
VACANT - 5th Ward
ANDERSON
x
MILLER
~
~1~iW~
City of San Bern~rdino
~h-...
The foregoing resolution is hereby approved this
day of
August
,1999.
2{ (' {I~
, Valles, Mayor
ity of San Bernardino
Approved as to form and
Legal content;
James F. Penman, City Attorney
.~
July 14, 1999
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1999-188
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3 THIS AGREEMENT is entered into this 2nd day of AUgUst, 1999,
4 between DMG-Max imus, Inc. (CONTRACTOR) and the City of
SERVICES AGREEMENT
5 San Bernardino (CITY),
6 WITNESSETH:
7
A.
WHEREAS, CITY has need for consulting services to perform a Fleet
8 operational efficiency review and,
9
B.
WHEREAS, CONTRACTOR IS competent, experienced and able to
10 perform said services: and,
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C.
WHEREAS, CONTRACTOR has provided the most advantageous and
12 best responsible proposal for the providing of such services;
13 NOW THEREFORE, the parties hereto agree as follows:
14 1. CONTRACTOR shall furnish consulting services in accordance with Proposal
15 Specification F-OO-01, and CONTRACTOR'S best and final offer
16 dated July 12, 19.99_
17 2. Over the term of this Agreement, CONTRACTOR shall be paid for such services an
18 amount in accordance with Proposal Specification F-OO-01 and CONTRACTOR'S
19 best and final offer dated July 12, 1999_
20 3. CONTRACTOR shall provide CITY with a monthly invoice in arrears and shall be
21 provided payment within thirty (30) days therefrom. CITY retains the right to
22 challenge all or any part of an invoice,
Page 1 of4
1999-188
1 4. The initial term of this Agreement shall be ninety (90) days from the date first shown
2 above and is subject to termination by either party upon thirty (30) days written notice
3 to the other.
4 5. CONTRACTOR shall indemnify, defend and hold CITY, its officers, employees and
5 agents harmless from any claim, demand, liability, suit, judgment or expense
6 (including, without limitation, reasonable costs of defense) arising out of or related to
7 CONTRACTOR's performance of this agreement, except that such duty to
8 indemnify, defend and hold harmless shall not apply where injury to person or
9 property is caused by CITY's willful misconduct or sole negligence,
10 6, While not restricting or limiting the foregoing, during the term of this Agreement,
11 CONTRACTOR shall maintain in effect policies of comprehensive public, general,
12 and automobile liability insurance, in the amount of $1,000,000 combined single
13 limit, and statutory worker's compensation coverage, and shall file copies of said
14 policies with the CITY's Risk Manager prior to undertaking any work under this
15 Agreement. The policies shall name the CITY as an additional insured, and shall
16 provide for ten (10) day notification to the CITY if said policy is terminated or
17 materially altered.
18 7, CONTRACTOR shall perform work tasks as directed by the Public Services
19 Department, but for all intents and purposes, CONTRACTOR shall be an
20 independent contractor and not an agent or employee ofthe CITY.
21 8, In the performance of this Agreement and in the hiring and recruitment of employees,
22 CONTRACTOR shall not discriminate on the basis of race, creed, color, religion,
23 sex, physical handicap, ethnic background or country of origin,
Page 2 of 4
1999-188
1 IN WITNESS WHEREOF, the parties hereto have executed this Agreement on
2 the day and date first above shown,
3 CONTRACTOR
4 Date: q ( ~I , 0, by: DMG MAXIMUS, INC.
, I
5 :f;::m-T LwvwJ~
6
7 Signature
8 CITY OF SAN BERNARDINO
9 / 0tutd/~cUk
10 Date: q /7l11 by:
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11 David Batson
12 Purchasing Manager
13 City of San Bernardino
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15 APPROVED AS TO FORM AND LEGAL CONTENT::
16 James F. Penman
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1999-188
Any notice to be given pursuant to this Agreement shall be deposited with the United
States Postal Service, postage prepaid and addressed as follows:
TO THE CITY: Lynn Merrill, Director of Public Services
City of San Bernardino
300 North 'D' Street
San Bernardino CA 92401
TO THE CONTRACTOR
DMG MAXIMUS, INC.
1350 Piccard Dr., Suite 100
Rockville, MD 20850
Nothing in this paragraph shall be construed to prevent the giving
of notice by personal service,
Page 3 of 4
1999-188
AXIMUS
July 12, 1999
Mr. David Batson
Purchasing Manager
City of San Bernardino
Ciry Hall 4th Floor
300 North D Street
San Bernardino, CA 92418
Reference: Proposal Specification F -00-0 I
Dear Mr. Batson:
DMG-IvfAX]MUS, INC. is pleased to submit this revised cost proposal to conduct an evaluation
of the Fleet Maintenance Division for the City of San Bernardino,
Based on our conference call on July 12, 1999, we understand that our original proposal needs to
be scaled to fit within the City's budget for this project. Therefore, we propose the following
changes to our original proposal:
I, The benchmarking subtasks of Task I (Identify and Develop City Fleet Services Costs,
Service and Staffing Level Indicators) ""ill be defered. We ""ill perform Subtask 1.1,
(Develop Standard Pricing Indicators) and also provide a comparison of the City's costs to
industry standards based on our experience with other clients.
2, Task 2 (Data Trend Analysis) will be limited to an analysis of data provided by the City. We
will provide an appropriate presentation format for the results of our analysis,
3, Completion of Task 3 (Evaluate Current Service Levels) will become the focus of our study.
The basic technical approach that we ""ill use is the same as that described in our proposal of
June 15, 1999,
4, With this reduced scope of services we can complete the project ""ithin 90 days of receiving
a signed contract.
On the basis of these clarifications to our understanding of the level of effort required to meet the
City's objectives, we wish to revise our proposed cost for performing this study to a firm fixed
price of $49,600. This amount includes all professional fees and out-of-pocket expenses.
1350 Piccard Dr.. Scite 100 . Rockville, MD 20850 . 301,869.2002 . Fax: 301,869,1494
1999-188
~Ir. David Batson
July 12, 1999
Page 2
Thank you for giving us the opportunity to revise our proposal. We look forward to working
....ith you.
Very truly ygurs,
P~l~~
Paul T. Lauria
Vice President
I^xIMUS
1999-188
Proposal To Conduct A
Fleet Operational
Efficiency Review
for the
City of San Bernadino, California
Specification Number F-OO-Ol
June 1999
DMG-MAXI:\IUS, INC.
Fleet Management Consulting Group
1350 Piccard Drive. Suite 100. Rockville, MD 20850
301-869-2002. Fa. 301-869-1494
I^xIMUS
r----
1999-188
Helping Gmernmenl Sen'e The People
June \5. 1999
Mr. Dayid Batson
Purchasing Manager
City of San Bernadino
City Hall 4th Floor
300 North 0 Street
San Bernadino, CA 92418
Dear Mr. Batson:
The Fleet ~Ianagement Consulting Group of DMG-MAXIMUS, INC is pleased to submit this
proposal to conduct an evaluation of the City of San Bernadino's Fleet Maintenance Division.
As you review the proposed scope of services, we hope that you will keep in mind the follo\ving
points about the DyIG-ylA,XI\fl]S project team:
· Our Experience in Every Facet of Fleet Management and Operations. Our project team
members have provided consulting assistance in every facet of fleet management, including
broad-based organization and operations reviews; rationalization of fleet size and
composition; deyelopment of long-term fleet replacement funding plans; consolidation of
fleet management organizations and maintenance operations; development and
implementation of cost charge-back systems; master planning and design of fleet
maintenance facilities; determination of outsourcing feasibility and evaluation of contractor
performance; and development of management information system enhancements and
specifications for the purchase of off-the-shelf systems.
· Our Experience in Benchmarking Fleet Costs and Performance Levels.
DMG-MAXIMUS is the primary provider of benchmark data for public sector fleets to the
National Association of Fleet Administrators. In 1993, we were engaged by the NAF A
Foundation to conduct a nation-wide benchmarking study of public sector fleets and to
develop a benchmarking database, which Association members can access to evaluate cost
and other attributes of their fleets' performance. We also have conducted fleet benchmarking
studies for specific clients such as the cities of Los Angeles and New Orleans.
· Our Experience Working with State and Local Government Fleets. No other consulting
firm has worked \\ith the fleet management organizations of as many states, cities, counties,
and metropolitan-area authorities as has DMG-MAXIMUS. For example, our Fleet
Management Consulting Group has recently conducted comprehensive reviews of fleet
management and operations for the cities of Los Angeles, Minneapolis, Kansas City, and
1350 Piccard Drive, Suite 100 . Rockville, MD 20850 . 301.869.2002 . FAX 301,869.1494
1999-188
\11', D.lvid Batson
June 15, 1999
- Page 2
Washington. DC. as well as Lynchburg, \ VA,). \Ianchester r.-;H), and Port Arthur (TX), A
compkle list of our past clients is included as an attachment to this proposal.
· Analytical Tools Wc Havc Dcnlopcd to Facilitate Our Work. We use several proprietary
computer programs to address particular fleet management issues including a life cycle
costing model to determine optimal \ehicle and equipment retention cycles; an assel
replaceme~t program for projecting and managing fleet replacement needs over time; a
program for examining the relative merits of leasing versus buying vehicles and equipment; a
program for calculating charge-back rates for fleet services; and a program for examining the
trade-offs between individually assigned versus pool vehicles and for determining optimal
motor pool sizes, Sanlple oUlputs of our motor pool, charge-back rate development, and our
replacement programs are included in Appendix C.
In sum, our knowledge of fleet management practices rests on an exceptionally broad foundation
of experience, We are contident that this experience will enable us to perform a highly
successful review of fleet management and operations for the City of San Bernadino,
The RFP also states that the City prefers lhat the selected firm not have any economic ties to
firnls primarily involved in the privatization of municipal Fleet operations. DMG-MAXlMUS is
not tied to any of these firms.
We appreciate very much being given the opportunity to submit this proposal and look forward
to hearing from you.
,~ely,
tiLlV ~ chu;v~
Paul T. Lauria
Vice President
o..J.,
J
IAXIMUS
1999-188
('in ufScm Banudino
Flel't Operational EJ}it'iency RI'I'!e.,..
Ol'R l':\DERSTA:\DI:"iG Of THE SITLHIO:'ll
Th<: City of San Bernadino's Fleet \bintenance Di\ision maintains 677 \Chides from 17
dltTer<"nt agencies and the City's motor 1'001. The City wishes to perform an e\aluation of the
Division's practices that will document the historical Ie\'el of resources consumed and measure
its perfonnance and cost competitiveness relati\C to industry standards and that of other
comparable, municipal tleet operations in the region, In addition, the Cit)' wants to develop an
operations plan that spells out how it should go about implementing any proposed changes or
improvements to its management and operating practices,
Ol'R APPROACH
The City has outlined very specific tasks that are to be accomplished within the scope of this
project, We are proposing to accomplish these tasks using a variety of data gathering techniques,
our proprietary analytical models, and our extensive knowledge of tleet management operations,
The development of standard pricing indicators, data trend analysis, and benchmarking analysis
require that substantial amounts of data be collected early in the project. The data collection
process is not only central 10 the identification of recent trends in budgeting, expenditures, and
staffing, but also provides the foundation for measuring the City's and the Fleet Management
Division's perfonnance in quantitative tenns,
If we are successful respondent, we will conduct an initial site visit soon after the contract is
signed and begin interviewing key Fleet Maintenance Division personnel and customer
organization representatives to begin familiarizing ourselves with the current operation. In
addition, we will also provide the City with an infonnation request to begin our analysis. We
vvill work with the Di\'ision to identify the sources of operating data and clarify any questions
resulting from the data request.
The infonnation requested will cover the Fiscal Years 1987 through 1999 and include vehicle
specific data such as: the year, make. model. class code number, vehicle ID number, agency
name, in-service date, original purchase price and/or current book value, life-to-date mainlenance
and repair cost, current meter reading, utilization during a recent 12-month period, maintenance
and repair costs during a recent 12-month period (broken out by labor, parts, and subeontractor
charges), and gallons of fuel consumed in a recent 12-month period; and personnel complements
including staff names, position titles, and salary and benefit costs; a list of annual vehicle
replacements including the year. make, model, and equipment identification nwnber of both the
replacement vehicle and the vehicle being disposed; and operating and capital budgets that
identify all tleet related costs,
The data request will also include such items as hours charged to work orders by each mechanic,
the dollar value of parts in inventory, and the total nwnber of vehicle accidents and accident
repair costs, Other ad-hoc reports may be necessary throughout the project. We ",ill work ",ith
the Division to devise ways to develop or to proceed without particular types of data that may
not be available.
Our approach for completing the specific tasks outlined in the RFP is outlined in the work plan
below.
I^xIMU;
1999-188
("ir."'.' 0(50n Bi...'rnuditlfJ
Fleet O!,erational Efficic'I1'".l Rt'\'iew
WORK PL.-\:\'
Task 1: Idcntify and Dcnlop City Flect Sen"iccs Costs, Scnice, and Staffing Level
Indicators
Subtask 1.1: Dcvelop Standard Pricing Indicators
In this task, we will conduct a cost of service analysis to detemline the Division's current cost of
providing flee; management services such as a full-cost hourly labor rale, and the full-cost
recovery rates for both fuel and parts, We will use the results of this analysis to compare the
Division's performance to similar public and private fleet service providers in the region,
Our methodology for perfomling the cost of service analysis is outlined below,
/del1tify Costs to be Recovered
The cost of service analysis should include all avoidable direct and indirect costs associated
with the provision of fleet services. In identifying these costs we will use the Division's
actual Fiscal Year 1999 expenditure information, if available, or actual FY 1998
expenditures. We will compare lhe expenditures with the previous two years' budgets, by
object code, to detemline the consistency of the latter with the former.
Define the Services Provided by Fleet Operations
We will work with representatives of the Division to determine what services are currently
being provided, We will determine the cost of the providing each service based on the costs
of the goods and services that Fleet Operations provides and the volume in which the
services are provided - for example, an hour's worth of labor, a dollar's worth of parts, a
gallon of fuel, and so forth. The analysis \\ill result in the development of unit costs for
vehicle maintenance and repair labor, parts procurement and supply, commercial repairs,
fuel procurement and supply, and fleet management and administration to establish an
overall cost of providing fleet services in the City.
Allocate Costs to Pools Corresponding to the Services Provided
Cost allocation is lhe process of assigning all costs to pools which correspond to the specific
goods and services the Division provides. The objective of this task is to determine the total
costs that are incurred by the Division to provide each type of good or service.
We will allocate costs either directly where line-item costs can be attributed directly to the
provision of specific services, or indirectly using appropriate allocation statistics, primarily
each service delivery activity's share of salary costs. The allocation statistics ""ill be
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1999-188
('::y ,,{Sun Bc'mlldino
Fleet Ol'erational Ejjieienc,\ Re\'il'll'
dewlop<:d through the conduct of a salary and wage analysis which determines the levd of
effort devoted by each person in the Di,'ision to the pro, ision of each service,
The information needed to allocate costs will be obtained through interviews of one or more
individuals in the Division who are knowledgeable about the organization's operating costs
and s<:rvice delivery practices, In these meetings, we will examine every line item in the
budget to determine the nature and purpose of lhe expenditures represented, If necessary.
we also will sUl'\'ey each employee, or their immediate supervisor, to determine how they
typically allocate their time among different activities such as general management and
administration, fleet maintenance. parts management, and so forth.
Determine Units of Service and Calculate Costs of Each Service
In this task, we will utilize information provided by the Division on the number of units of
each service provided in the fiscal year we are analyzing, Once the total annual cost of
providing each type of good and service has been established and the total units of service
have been determined. we will calculate the per unit cost for each service. We will do this
by dividing the total cost of each service by the estimated units for that service. A sample
output of this process is included in Appendix C.
Subtask 1.2: Compare Cost, Productivity Measures, and Service Provision Strategies to
Industry Standards and Other Regional Service Providers
Although we are prepared to complete this portion of the project, we feel that the City sho~~:-rl
aware that our experience with fleet benchmarking suggests that even when the development of <
benchmark data is carefully controlled to ensure consistent measurement of performance among ."
organizations participating in a formal benchmarking survey,~ering data collection practices'
and environmental factors - physical, institutional, managerial, political, financial, ana"sO forth -I
make it difficult to interpret survey results anoassess' their'applicability to a particular,
'junsdictloD::-rAs a result, we feel that Ihe City should be cautious in its approach to, and use of, ~
benchmarking data, .. . "
We have contacted the following five public sector service providers we feel provide for a
reasonable comparison to the Fleet Maintenance Division about participating in the analysis. If
these organizations are acceptable to the City, we 'Will contact them again to negotiate for the use
of their data. If one of the organizations chooses not to allow us to utilize their information, we
will work with the City to identify other comparable organizations to contact. The follo'Wing
table summarizes the jurisdictions and organizations we are proposing and the general
characteristics of their operation.
IAXI/IIlUS
3
1999-188
Ciry o(Stln Bt!nwdino
F/,'C{ Operational E[ficicn,) RCI'icH'
PCBLIC SECTOR SER\'lCE PROVIDERS
I :'lame : Fleet Size Composition ,
,
, City ofPas~J~na i 900 piec~s \li:\~J municipal with Fir~, I
: I Police and Public Works
, i
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i Glendale 833 pieces Mi:\~d municipal with Fire'l
I Polic~ and Public Works
i Huntington B~ach 700 pieces Mi:\~J municipal with Fire,
I - Police and Public Works
; Ontario 600 pieces I Mi:\~d municipal with Fire,
I
i Police and Public Works
I \ loreno Valley 120 pieces Public \Vorks and
i administrative v~hicles
We are also in the process of contacting five private sector service providers to be used in the
survey. We will provide the City a list of those who we have contacted for approval if we are the
se lected respondent.
We will collect infomlation from each of these organizations regarding cost, productivity,
staffing levels, outsourcing programs, and charge-back rates using a slandardized infonnation
request. In addition, we \\ill contact key individuals within each organization in order to
understand dala collection methodologies, the reasons for the services being provided, and other
operational dala that will allow us to more accurately and completely interpret the infonnation
that is received.
Subject to the quantity and quality of the data provided. we \\ill calculate and interpret
quantitative measures of fleet perfonnance and compare the Division's perfonnance in key
functional areas, Specifically, we will compare total fleet spending, staffing levels, established
charge-back rates, and the nature of in-house versus outsourced services, We will also review
the current technician job descriptions and classifications and calculate perfonnance indicators
relative to technician staffing levels, productivity, efficiency, and effectiveness. Where existing
data is available from outside organizations, we ""ill compare levels of customer satisfaction ""ith
the results ofa customer survey we will conduct for the Fleet Maintenance Division, In addition,
we ""ill utilize an extensive list of industry benchmarks we have developed during previous
client engagements to develop an understanding of the Division's perfonnance relative to
industry standards and the perfonnance of other jurisdictions. We have included sample
benchmarks in Appendix C.
We will provide the City with a summary table of the benchmarks developed and ""ill include an
explanation of the calculation methodology and the resulting program statistics from each
organization involved in the survey. We \\ill also incorporate the results of this survey in our
overall review of the operation, where we will comment on any particular strengths or
weaknesses exhibited by the Fleet Maintenance Division relative to the industry standards and
surrounding service providers.
IAXIMUS
4
1999-188
('ify (~lSun B{!nwdino
Fleet Ope'rational E/liciC/1L'Y Rel'icw
Suhtask 1.3: Compare Current Outsourcing Program Against Industl)' Standards
\I/e \\ill use the results of our benchmarking survey to compare the outsourcing programs of the
five public sector tleet operations \\ith the Fleet Maintenance Division, We will identify the
types of services being outsoureed, the reasoning behind the use of outsourcing. and the volume
of each service, In addition, we will consult industry publications to develop an outsourcing
reference library,
Task 2: Develop Data Trend Analysis
Subject to the availability of the data requested, we will develop trend indicators that will
provide a general picture of the resources allocated to, and utilized by, the Fleet Maintenance
Division, This trend analysis \\ill include a review of tleet size, composition, and assignment;
staffing levels; operaling and capital expenditures; volume and cost of vendor services; and fuel
use and charges,
We will provide the trend indicators to the City in tabular and graphical format. We will also
work with the City to determine the best format in which to present the results, In the areas
where the quantity or quality of data will not allow for meaningful analysis, we will work \\ith
the City in order to determine other potential sources of data necessary to perform the analysis
requested, and/or to formulate certain conclusions without conducting such analyses
Task 3: Evaluate Current Service Levels
We will evaluate each of the functional areas of fleet management in which the Division
engages, We have grouped several of the subtasks included in the RFP into a larger category, In
particular, we have included our review of the preventive maintenance and repair programs and
the evaluation of productivity standards, reports, and benchmarks in our review of the
maintenance program,
We will complete this Task using a variety of methods including I) review of documentary
material on fleet management and operations 2) interviews of Division officials and personnel,
representatives of fleet user departments. and other appropriate officials 3) surveys of fleet
maintenance personnel, 4) site visits to motor pool, maintenance, and fueling facilities, and 5)
observation of shop operations. The following sections describe the manner in which we ....ill
review each of the functional areas.
Organizational Structure and :\Ianagement. We will examine the current organizational
structure focusing on the functional responsibilities; staffing requirements; job definitions and
classifications; standard operating policies and procedures; workload management systems; and
personnel management.
Vehicle Replacement and Control. We \\ill review the following areas of vehicle replacement
and control and make specific findings and recommendations in each area.
IAXI/VlO~
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1999-188
Cil." ,,(SUIl Be'nwdinn
Fle'e'/ Opaa/ional Efficiellcy Rcriew
l'"hicle Acqllisilion (lnd Disposal, \\'~ will examine the specification development and
\ ehicl~ acquisition and disposal process~s including:
. How user department requir~ments are determined:
· The development of bid specitications. including the use of Functional wrsus
lechnical specifications, and the inclusion of enhancements such as operator and
mechanic lraining in the specifications;
· The potential for bundling purchases to caplure economies of scale;
. Vehicle acceptance procedures;
. Vehicle upfining procedures and costs;
. Vehicle deconunissioning procedures; and
. Disposal procedures and costs,
Vehicle Opera/ion. We will examine the definition and enforcement of driver
responsibilities in areas such as pre-trip inspections and defect reporting; driver certification
and training programs; and accident management procedures,
Vehicle Assignment and Csage, We \\ill review how vehicles are assigned to departments
and the monitoring of vehicle utilization. including:
. How new whicles (additions to the fleet) are justified;
. The use of pool vehicles versus pennanently assigned vehicles;
. The effect of take-home policies; and
. The reporting and monitoring of utilization infonnation
To the extent that available data penn it, we will evaluate the utilization of assigned and
pooled vehicles and make a preliminary detenninationl.l.S_t9...!he appropriateness of the size
and composition of the fleet. In addition. ~.~ ,iIDp3Cilhe current cost ch~g~
.back system. and budgeting process has on"":encouraging Jleet users to maximizeth4
. utilization oJ assigned vehicles. I
Vehicle Replacement, We will examine how the City detennines when a vehicle should be
replaced. We will review the follo\\ing areas:
.
Replacement policies or guidelines for the various types of units in the fleet;
Actual replacement practices based on funding levels over the last several years;
Long tenn replacement planning efforts;
Short-tenn replacement decision-making procedures; and
.
.
.
lAX I Nlli 5
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1999-188
Cil) "j'San Bernadino
Fleel Or,'ralional Efficiency Re"i",!'
· Proccdurcs for handling rcplacement contingencies such as wrecked and stolen
vchiclcs.
;\Iaintcnancc Programs, Wc will evaluatc the City's maintenance program and make
recommendations rcgarding productivity and efficiency improvements. We \\ill use the
. information gathered as part of the outsourcing rcview to g~terrnine if the mix of in-house and
vendor provided services is appropriate and cost effective, In addition, we will incorporate the
results of the benchmarking analysis to provided ongoing performance indicators where
appropriate, Specifically, we will investigate the following aspccts of the maintenance program:
Fleet Maintenance, We will investigate all aspects of the management and control of fleet
mainlenance and repair activities, including:
· Preventive maintenance programs and pre-trip inspection procedures;
· Defect reporting and service writing;
· Warranty purchasing and claims management;
· Work scheduling. assignment, and control;
· Road calls and field service;
· Mechanic supervision;
· Quality assurance;
· Use and control of vendor-performed servIces (i,e, outsourcing versus in-house
services );
· Customer communication and feedback mechanisms;
· Maintenance performance measurement;
· Shop safety management;
· Maintenance personnel management (e,g" supervision, training, certification, etc,);
. Staffing levels; and
· Maintenance facilities and equipment.
Parts Procurement and Supply. We will examine all aspects of parts supply including:
.
Specifications development;
Establishment, use, and renewal of parts contracts and blanket purchase agreements;
The adequacy of the stock mix and level (dollars and line items);
The balance between parts retrieved from stock as opposed to those purchased as
needed.
.
.
.
~XIIV\DS
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1999-188
eil) olSdn Bernudino
Fieel ()rl'rational EfficientY R",'iell'
· The ad~quacy of inventory control procedures;
· E.'\r~nditur~ authorization. bid solicitation. and purchase order issuance for as-ne~ded
purcl13S~S:
· Parts running and ddivery, receiving and confirmation;
· Parts picking and disbursement (i,e" counter service),
· Feasibility of consignment-based procurem~nt operations;
· Th~ numb~r and frequency of stock-out situations:
· The range of obsolete parts existing in the parts inventory; and
· Altemative policies and practices that could better support the repair operation.
Fleet Fueling. We will investigate all aspects of the acquisition, storage, and dispensing of
fuel. including establishment and renewal of fuel purchase contracts; fuel ordering and
ddi\'ery acceptance; capacity, condition, accessibility, and ulilization of fueling facilities;
capture of fuel dispensing and consumption data; monitoring and control of fuel inventories;
and issuance and control of fleet fuding cards. We \\ill also examine the current state of
compliance of the City's fuding facilities \\ith environmental regulations, and the impact of
these regulations on fleet operations and costs,
Technological Support, We will examine the adequacy of the systems themselves, and the data
capture, input, verification, processing, analysis, and reporting methods in each of the functional
areas in which such processes are applicable, including fleet inventory management (e,g"
equipment master file. utilization monitoring, and vehicle replacement analysis); maintenance
management, parts management, tinancial management, and fuel management.
Fleet Funding and Financial Management, As part of the cost of service analysis, we will
examine the methods used to allocate the costs to the user departments, If the current
methodology is not appropriate, we will recommend a rate structure that ensures the full-cost
recovery of fleet operations and encourages users to efficiently use fleet resources. In addition,
we will review the follo\\ing aspects of the funding and financial management of the fleet;
.
Budgeting and cost control;
Billing, collections, and cash management;
Fund management and balances; and
Policies and procedures regarding accident damage and situations of operalor
abuse/misuse.
.
.
.
ri1
iAX1MOS
8
1999-188
Citl' ,,(Seltl Bernuditlo
Fie.:! Operu! iutlul !ejficiency Re'l'ie\l
Task.4: Prepare Project Report and Implementation Plan
We will prcscnt our lindings and rccommcndations in a fi.1nllal projcct report, Thc rcport \\'ill
contain a discussion of each majl)r tinding and the nature of any associatcd improvcmcnt
rccommcndation, The rcport will bc submitted in drati lann for review and comment and We
will make rcvisions as necessary, We \vill provide any reasonable number of bound copies of
the final document to the City,
We will also develop a plan to implement our recommendations, We will work with the Fleet
Maintenance Division to establish the goals. objectiws, and actions lhat need to occur to
implement our proposed recommendations, \Ve will detennine current staffing expertise and
availabilily in order to assign specific tasks and establish clear timelines for each accomplishing
each action, In addition, we will work with the Division to define a series of perfonnance
indicators that measure progress toward an established goal. 'VIe will present the implementation
plan in a wnnen document or, at the City's option, through the use of our proprietary strategic
planning program for fleets, FleeISJ/ARTTM, which we would be pleased to demonstrate to the
City for possible inclusion in the work plan, .
PROJECT SCHEDULE, ST AFFI:\'G, A:\'D SUPPORT
We would be able to begin the project within 30 days of receiving a signed contract. The RFP
calls for compleling the work in just over 60 days" Due to the amount of data collection and '
analysis the City is seeking, and the need to obtain a great deal of infonnation from outside'
organizations over which neither the City nor DMG-MAXlMUS has any control, we feel that a
'more realistic time frame for completing this project is 120 days, Vie realize that the City may
need some study results by a certain time in order to accommodate budget preparation deadlines.
We would welcome the opportunity to discuss how me can meet such deadlines without
compromising the quality of the benchmarking process which is dependent on the collection of
data from multiple external sources,
Mr. Paul Lauria, Director of the DMG-MAXIMUS Fleet Management Consulting Group, will
serve as senior technical advisor to our project team.. Mr. Randy Owen, a Manager in the Fleet
Group, will serve as project director. Mr, Les Rucker, a Senior Manager in the Fleet Group, and
Mr. Tim Ammon, a Senior Consultant in the Fleet Group, will also be involved in all phases of
the project. Other members of the Fleet Group will be used to evaluate different functional areas
of the operation as necessary, Selected project team member resumes are attached.
","-,,-..~..~
We will require basic administrative support from the City to complete this project including
appropriate office space with access to a phone capable of dialing long distance and a fax
machine, Fleet Maintenance and user department personnel will need to be available for
interviews and other data collection. We will make every attempt to schedule interviews but
may need to see some staff on an unscheduled basis, In addition, we will require the data
outlined in the RFP and this proposal in order to complete the work plan as described,
,
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IAXIJ\I\U~
9
1999-188
Cin nfS,m Bemadino
Fleel (her(/(ional E'Iicienn' Rel'iew
I jj.
APPENDIX A
PROJECT TEAM RESUMES
IAXIMIlS
1999-188
Paul T. Lauria
Vice President
\lr. Lauria is "-'ational Director of Fleet Management Consulting Sef\ices for DMG-\IAXIMUS,
I~C. He specializes in fleet management program evaluation. strategic planning, and re-
engineering; funding and financial management of fleet operations; and development and use of
management information, Mr, Lauria has provided consulting assistance to state and local
government, investor-ov\ned utility, and corporate fleet operations in every facet of fleet
mJnagement. and has conducted numerous workshops and presentations on fleet management
topics, Prior to joining D\IG, he was a Senior Manager in the National Transportation
Consulting Group of Ernst & Young,
SELECTED PROJECT EXPERIE:'ICE
· Directing comprehensive review of fleet management and operations for Harris Count}'
(TX), the nation's third largest county, encompassing eight separate fleet operations, This
engagement also involves providing project planning and other technical assistance in
implementing a new !leet management information system; developing a fleet replacement
pl3.Il and financing strategy; and developing new cost charge-back rates.
· Serving as senior technical advisor on the development of a fleet renewal and replacement
program and the reengineering of fleet management and maintenance processes for the
District of Columbia Department of Public Works,
· Serving as senior technical advisor on the conduct of a management audit of the City of
Calgary Police Department Fleet Sef\ices Unit.
· Directing the provision of quality assurance services to the City of :'Iew York Department of
Citywide Administrative Services in connection with the implementation of a new fleet
management information system in II City departments and 7 private transit bus companies
that manage and maintain more than 26,000 vehicles and pieces of equipment.
· Directed the development of an internal service fund and cost charge-back system and fleet
replacement plan and financing strategy for the Metro :'Iashville and Davidson County
Department of Public Works.
· Directed comprehensive review of fleet management and operations for the State of New
Jersey Department of the Treasury, encompassing a state\\ide fleet of 12,500 vehicles and
pieces of equipment managed by the Central Motor Pool, the Department of Transportalion,
and the State Police,
· Directed review of fleet maintenance management and operations, the development of new
operating cost charge-back rates, and the development of a long-term fleet replacement plan
and financing strategy for the Office of Fleet Operations of the State of Connecticut
Department of Administrative Services, which manages a fleet of 4,900 units, Previously
assisted the Department in identifying opportunities to rationalize fleet size and in responding
to a management audit of Fleet Operations conducted by the Auditors of Public Accounts,
1999-188
· Directed several projeds for the Cit)' of Chicago Department of Fleet Management and
Oftlce of Budget and Management:
An operations review of the Department of Fleet :--Ianagement, which manages,
maintains, andlor fuels a fleet of9.000 units, focusing on the areas of fleet
maintenance, parts procurement and supply, and fueling;
The design of a cost charge-back system for recovering $80 million in annual fleet
operating costs; and
- Th-e development of a request for proposals to detemline the feasibility of privatizing
the Department's $11 million-per year parts procurement and supply functions.
· Directed the development of a new cost charge-back system for the State of Illinois
Department of Central Management Services to recover $30 million in operating costs
incurred annually by the Division of Vehicles to manage. maintain, and fuel 12,000 vehicles
and pieces of equipment statewide,
Also directed the development of a request for proposals for a new fleet management
information system for the Di vision,
· Directed two major projects for the State of Utah:
A comprehensive review of fleet management and operations encompassing four
departments (Administrative Services, Transportation, Public Safety, and Natural
Resources) and nine colleges and universities that manage and operate 9,500 vehicles
and pieces of equipment; and
The de\'elopment of a stale-wide fleet replacement plan and debt repayment and
replacement financing strategy,
· Directed several major projects for the City of Los Angeles, including:
- A comprehensive review of fleet management and operations for the City
Administrative Office encompassing seven tleet management organizations (with
combined capital and operating budgets of $200 million per year) that manage,
maintain, and fuel more than 23,000 vehicles and pieces of equipment;
A benchmarking study of refuse truck operating and maintenance practices for the
Board of Public Works;
- The development of a plan to consolidate the City's network of 250 fuel sites
(resulting in the closure of 130 facilities) for the City Administrative Office, and the
development of a request for proposals for fuel procurement and supply services; and
The provision of project management and implementation assistance for a new fleet
management information system to the Fleet Services Division of the General
Services Department, which manages and maintains a fleet of 10,000 vehicles and
pieces of equipment.
· Directed study of feasibility of outsourcing patrol car financing and maintenance and review
2
1999-188
of m~nagement and oper~tions of the Fleet Mamgement Di\'ision of the Washington
Count)' (OR) Support Services Dep~rtment. Also devclopcd new cost charge-back system
and replaccment plan and fimncing str~tegy for the Division. which manages and m~intains
the County's 500-unit tleet.
· Directed the dcvelopment of new cost charge-back system and fleet replacement plan and
tinancing slratcgy for the City of San Antonio Department of Purchasing and General
Services, The Department's Automotive Operations Division manages, maintains, and
ovcrsces the replacement of the City's 3,200-unit fleet.
· Directed assessment of parts management practices of the Equipmenl Services Division of
the City of Charlotte Business Support Services Department, in order to identify ways to
improve the Division's competitiveness preparatory to submitting a formal bid to continue
providing parts support in house, The Division maintains the City's 3,400-unit fleet.
· Dirccted performance audit of the HiIlsborough County (FL) Fleet Management
Dcpartment for the Board of County Commissioners, The Department manages and
maintains the County's 3,700-unit fleet. Subsequently directed the development of a fleet
replacement plan and financing strategy for the County,
· Directed in-depth study of the management and operation of the Cit), of Long Beach Fleet
Services Bureau, which manages and maintains the City's I ,500-unit tleet; the development
of new cost charge-back rates; and the development of a long-term fleet replacement plan and
financing strategy,
· Directed fleet management and maintenance facility review for the City of Kansas City
Parks and Recre~tion Department. Project involved identifying opportunities for
improvement in lhe management, operation, and maintenance of, and developing a
maintenance facility master plan for, the Department's 800-unit fleet, Also provided
technical guidance to the City Auditor on an investigation of the feasibility of consolidating
the City's tleel management organizations,
· Directed study of the feasibility of consolidating fleet maintenance operations for the State of
South Carolina Office of General Services, The review encompassed approximately 150
facilities state wide, operated by 15 departments, servicing 27,000 vehicles and pieces of
equipment.
· Participated in evaluation of fleet maintenance contractor performance for Fairfax County
(V A) Board of Supervisors, Assisted Auditor to the Board in identifying causes of poor
performance with respect to maintenance and repair of 1,000 County vehicles, assessing
contractor's ability to improve performance, and developing recommendations regarding
continuation versus termination of 3-year, $11 million contract.
· Directed several projects for the City of New Orleans Chief Administrative Office and
Equipment Maintenance Division:
A study of the size, composition, and utilization of the I ,300-unit Police Department
fleet;
3
1999-188
The development of a fleet replacement plan and fimncing strategy for the 4,000-unit
City fleet:
The development of specitications for the purchase of an integrated fleet management
information s: stem; and
An assessment of the feasibility of privatizing the maintenance of the City fleet.
· Developed vehicle assignment guidelines for a mid-sized manufacturing company. Project
involved surveying managers of comparably sized, composed, and deployed corporate flects
to develop information on industry practice, focusing on criteria and principles on which
company car assignment policies typically are based,
· Directed reviews of fleet management and operations and/or development of fleet
replacement plans and tinancing strategies for several small municipalities and counties:
TO\\TI of Chapel Hill (NC);
City of Boulder (CO);
City of Ormond Beach (FL);
James City County (VA);
City of M'ada (CO);
Escambia County (FL);
City of West Des Moines (IA);
City of Hudson Village (OH);
City of Largo (FL);
City of Fredericton (NB, Canada); and
City of Concord (';C),
· Directed study of fleet status, deployment. and condition for the District of Columbia
Department of Public Works and development of request for proposal to privatize
maintenance of2,200 light-duty (out of 7,000 total) vehicles.
· Directed diagnostic review of fleet management and operations, and the development of a
fleet internal service fund and cost charge-back system for the Pinellas County (FL) Fleet
~fanagement Department, which manages and maintains the County's 3,100-unit fleet.
· Directed review of fleet maintenance and technical review of design for a new central
maintenance facility for Southern Indiana Gas and Electric Company. Reviewed
maintenance practices and procedures for the 600-unit fleet and proposed facility design.
Recommended improvements in shop layout and assisted architects in developing
specifications for shop equipment.
· Directed several projects for the State of Nevada Department of Transportation:
A review of the deployment, utilization, and application of heavy trucks and
specialized equipment;
An assessment of fleet management information system needs and capabilities, and
the development and implementation of enhancements to the equipment management
information system; and
4
I
1999-188
An cvaluation of the mission and pcrfomlance of the Equipment Division focusing on
the appropriateness of centralizing control o\'C[ equipmcnt assignment and
deployment.
· Dirccted review of fleet managcment and operalions and evaluation of fleet management
information systems for Hanaiian Electric Company Automotive Division, which manages
the Company's 600-unit fleet. Also conducted brief assessment of fleet management
practices for sister company Hawaii Electric Lighting Company.
· Directcd brief assessment of managemcnt infonnation systems and needs for the State
V chicle ~lanagement Division of the State of 1'iew York Office of General Services. The
Division ov.ned and managed a state-wide fleet of approximately 7,000 units,
· Directed development and implementation of a new cost charge-back system for the Bureau
of Municipal Equipment of the City of Milwaukee Department of Public \Vorks, The
Burcau manages and maintains the City's 3,OOO-unit tleet.
· Provided technical guidance on an audit of state-wide tleet management conducted by the
State of South Carolina Legislative Audit Council. Assisted the LAC in developing a
methodology for analyzing the use of 11,000 passenger vehicles and identifying
opportunities to rationalize the size and composition of this component of the State fleet.
· Conducted comprehensive review of fleet management and operations for lhe City of
Albuquerque General Services Department, encompassing the tleet management programs
of the departments of General Services, Parks, Police. Fire, Solid Waste, Public Works, and
Transit and Parking,
· Co-directed, with Texas Tech University, the development and conduct of20 two-day
workshops on energy-efficient tleet management for the State of Texas Energy Management
Center. The workshops addressed all functional areas of fleet management and maintenance
and were attended by more than 700 managers of public and private fleets of all types and
SIzes,
· Directed benchmarking study of tleet maintenance costs for Public Service Electric and
Gas Company (NJ). Surveyed several investor-ov.ned electric and gas companies to obtain
data for benchmarking the costs of specific vehicle and equipment types, and organizational
and operational information 10 interpret cost differences among companies.
· Directed detailed study of tleet size and composition for the Port Authority of New York
and New Jersey as part of a comprehensive fleet management and operations review.
Identified opportunities to rationalize size and composition of the Authority's 2,000-unit
fleet.
· Directed the development of fleet maintenance management guidelines and procedures and
an assessment of the adequacy of fleet maintenance resources for the State of North
Carolina Department of Public Instruction. Guidelines and procedures governing functional
areas of maintenance management ranging from mechanic supervision to maintenance
5
1999-188
performance measurement were implemented in 100 county school bus garages that maintain
19.000 vehicles, Assessment ofmaintenal1l:e resources identified deficiencies in staffing
Ie\els. facility size and condition. and shop equipment availability in each of county garage,
· Participated in a review of fleet management and operations for St, Louis County (MO),
Assisted Emerson Electric Company, a member of the County's "blue ribbon" Civic Progress
Committee, in reviewing all aspects of the management. operation, and maintenance of the
County's I ,OOO-unit fleet,
· Conducted audit of equipment management practices for the State of Connecticut
Department of Transportation, Reviewed the management and maintenance of the DOTs
1,500-unit fleet. focusing on the adequacy of fleet management information systems, parts
inventory management procedures, and maintenance facilities and manpower levels,
· Directed the development of a comprehensive fleet management program for the V,S. Virgin
Islands Department of Property and Procurement. Project involved rationalizing fleet size
and composition; developing and implementing new fleet funding and financial management,
purchasing, parts management, maintenance management, and fuel dispensing policies and
procedures; determining mechanic training needs; and training all Central ~lotor Pool
employees in use of new policies and procedures,
· Evaluated contractor proposals to privatize the mainlenance of 3,000 vehicles and pieces of
equipment for the Orange County (CA) General Services Agency, In a separate project,
provided technical and analytical guidance on the development of a long-range fleet
maintenance facility plan for the County,
· Co-directed national research study on comparative costs of company and employee
provision of business cars for the National Association of Fleet Administrators, Economic
analysis of company leasing of vehicles versus reimbursement of employees for private
vehicle use involved developing a national cost database with over 80,000 records to estimate
vehicle capital and operating costs by region and vehicle type,
· Developed and conducted workshops on energy-efficient fleet management for the State of
Texas Public Utility Commission and the State of Hawaii Department of Business and
Economic Development.
· Conducted audit of fleet management and operations of New Orleans Public Seryice, Inc,
for the State of Louisiana Public Utility Commission.
· Conducted diagnostic review of state fleet management program for the State of Minnesota
Department of Administration. Review examined all functional areas of management and
operation of 3,200-vehicle fleet.
· Conducted comprehensive fleet management and operations review and developed
maintenance facility and manpower plan for Walt Disney World Company, Forecasted
future fleet gro\'oth; identified associated manpower, equipment, and facility needs; and
developed and evaluated alternative fleet maintenance configurations for servicing the
Company's I ,300-vehicle fleet.
6
1999-188
· Evaluated tleet size. composition, and utilization, and tlee! maintenance practices for the
State of Ohio D.:partment of AdministrJ.tive Scnic.:s, D.:vdoped and analyzed dctailed
utilizJ.tion datJ. on 7,000 vchicles to identify opportunities to rationalize tleet size and
composition,
· Directed assessmcnt of the feasibility of expanding the role of lhe state tleet management
program of the State of :\lissouri Office of Administration, Identified opportunities to
improve fleet managemcnt and operations in 13 cabinet-level departments through
consolidation of tlcet management functions; quantified potential cost savings; and
developed operating plan for consolidated program,
· Conducted diagnostic review of tleet maintenance for the Chicago Park District. Review of
the maintenance of the 4,000-unit fleet focused on assessing the adequacy of maintenance
praclices, maintenance facilities, and statling levels.
· Conducted study of fleet size and composition for Georgia Power Company, Developed
and analyzed detailed utilization data for 800 vehicles of the Atlanta Division to identify
opportunities to rationalize the fleet, and developed procedures for justifying new vehicle
purchases and for sharing specialized equipment among line crews.
· Directed detemlination of maintenance facility, manpower, and equipment requirements for
the City and County of Honolulu Department of Public Works to support the design of a
new central fleet maintenance facility, Project involved detennining the feasibility of
consolidating the fleet maintenance operations of several departments -- Public Works,
Police, Fire, Parks, and Water -- in a single facility; detennining staffing requirements;
developing the conceptual design for a new facility; and identifying shop equipment
requirements,
· Provided technical guidance on an operations audit of statewide fleet management for the
State of Colorado State Auditor's Office, Assisted the SAO in developing and conducting a
comprehensive review of the 9,000-vehicle State fleet.
PRESENT A nONS AND ARTICLES
1\.1r. Lauria has made presentations and published articles on a vvide array of fleet management
topics including pri vatization of fleet maintenance; funding and financial management of fleet
operations; benchmarking fleet perfonnance; employer versus employee provision of vehicles for
business use; and maintenance facility planning. He has published articles in such periodicals as
Fleet Executive, Automotive Fleet, and American City and County magazines and has spoken at
the annual meetings of many associations of fleet management, public administration, and public
finance professionals, including:
· National Association of Fleet Administrators;
· National Conference of State Fleet Administrators;
· American Public Works Association;
7
1999-188
· Federal Fleet Policy Council:
. ~ational Vehicle leasing Association;
· Contract Services Association of America;
· Equipment Maintenance Council;
· National Association of State Treasurers;
· National Association of State Directors of Administration and General Services;
· The'Innovation Groups;
· Rocky Mountain Fleet Management Association;
· General Services Association of Virginia;
· Florida Sheriffs Association;
· Government Finance Officers Association of Alabama; and
· Control Software, lnc, User Group
EDUCATION
M.R,P" Transportation Planning, University of North Carolina at Chapel Hill
B,A., History, Guilford College (Greensboro, NC)
g
1999-188
Leslie C. Rucker, Jr.
Senior .\Ianager
\Ir, Rucker is a senior manager with the neet management consulting practice of DMG-
M,-\XI\IUS. INC. He works in all areas of neet management consulting including maintenance
management, staffing, resource management, procurement, financing, outsourcing/privatization
considcrations, information management, funding. and charge back arrangements. He joined
D\IG in 1994 after retiring from Bell Atlanlic, At Bell Atlantic, he was responsible for directing
thc opcration and maintenance of a 23.000-vehicle neet. He has experience in developing and
executing organizalional rcalignmcnts resulting in improved efficiencies, Functional leadership
experiences include neet consulting, operation of a large utility neet, and providing full range of
telecommunications services to customers. Mr. Rucker is also a certified facilitator for large and
small group discussion and learning experiences,
SELECTED PROJECT EXPERIEl'iCE
· Directed a review of the neet maintenance in the Town of Flower :\Iound, TX, A rapidly
growing suburb of the Cities of Dallas and Fort Worth, the To\\n is at a point where it needs
to make some long-term decisions regarding the maintenance of its equipment fleet. Assisted
the To\\n with identif)'ing current strengths and opportunities for improvement and \\ilh
assembling a strategic plan that addresses these strengths and opportunities for the next ten
years.
· Led and managed a study for l'iew Haven, Connecticut, New Haven desired assistance in
de\ eloping a computerized inventory of its 300 vehicle and related equipment !leet, The City
also wanted a long-range capital replacement strategy for these assets and assistance with
acquiring a comprehensive !leet management information system,
· Determined the appropriate economic life cycles for the ambulance fleet of the Province of
British Columbia. Developed a long-term replacement plan for the Ambulance Service's
fleet.
· Directed the evaluation of competitive proposals for the maintenance of the fleet for the City
of Winston-Salem, North Carolina, The Mavor and Board of Alderman directed that major
functional service areas of the City government be subjected to managed competition from
commercial providers. The Fleet Services Division was the first City organization to
undergo this process, Facilitated and assisted the City's internal evaluation committee in
evaluating the competitive proposals. submitted an independent analysis with
recommendations and provided formal feedback to the in-house proposer.
· Served as an expert witness in an arbitration case between PHHffECOM and
Southwestern Bell Telephone Company. The case involved in excess of five million
dollars of disputed charges as the result of a vaguely worded maintenance outsourcing
contract.
1999-188
· Directed a project for the City of Washington, DC, i'1\0Iving the development of a plan to
cc'nsolidate the City's network of 54 fuel sites, Project resulted in the closure of 42 facilities
and consolidation of the management of the centralized fuel sites under the Fleet Services
Division of the Department of Public Works, Project included assistance with requests for
proposals, bidding documents, automation, security of sites, policies, practices and
procedures,
· Directed a ,re\'iew of the 533 vehicle fleet of the City of 'Ianehester, New Hampshire, The
City's fleet includes police, tire, airport, parks and recreation, water works, highway
construction and maintenance, traffic control, schools, health department and other
administrative organizations' vehicles and equipment. The objectives of the review were to
identify opportunities to improve current fleet operations, to evaluate alternatives to the
current organizations which are providing fleet services, and to review and recommend
standards and measures for fleet management which should be used to evaluate the service
and cost perfomlance of the City's fleet.
· Project manager for the review of the light vehicle fleet of the State of Rhode Island, The
state uses approximately 1,700 sedans, police vehicles, pickup trucks, vans, and other light
duty vehicles in the delivery of services to the residents of the State, The State is questioning
the sizing of the fleet, the specifications for the fleet, its approach to financing the fleet, and
the way in which it is maintaining its fleet.
· The British Columbia Ambulance Service provides all ambulance service within the
Province, It owns and operates more than 400 ambulances over every kind of terrain. A
network of commercial vehicle maintenance shops maintains its fleet of ambulances. It uses
\\hat it believes to be an aggressive preventive maintenance program and supplements the
program with inspectors who periodically inspect the vehicles and then meet with the service
providers to give feedback and training as appropriate, Managed the review of the preventive
maintenance and inspection program,
· Project manager for assistance to Localiza Rent-a-Car, an Argentinean firm, in helping it to
understand the way that full service fleet management companies operate, Localiza was
considering the possibility of developing a business plan to enter the fleet leasing and
maintenance provisioning lines of business. Accordingly, Localiza was seeking information
as to how such businesses are structured, how they market their services and what steps need
to be taken to ensure the long term success before the introduction of the new lines of
bus iness.
· At the request of the US Congress' appointed Control Board, directed maintenance
operations review for the 3,500 vehicle Department of Public Works and Public Works
maintained fleet of the City of Washington, DC,
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1999-188
. Conduct~d a revi~w of th~ D~partment of Administration's tle~t maintenance operation for
the State of Arizona. The Arizona Department of Administration has the I~gislative
mandat~ to be the pro\ ider of tleet resources for all but the exempt fleets (basically the
Arizona Department of Transportation and Department of Public Safety) for the State,
Maintenance services arc provided for approximatcly 2,000 vehicles.
· Project manager for the review of the 5.000 vehicle tleet of the Province of British
Columbia, The Province was interested in alternati\e financing arrangements for the tleet
and the possibility of using a contractor to coordinate maintenance and repair services rather
than the then existing, in-house approach,
· Participated in the review of the State Police for the State of New Jersey. Conducted the
review of operator training, operator responsibilities and safety matters including accident
handling, investigation of accidents and claim handling,
· Project director for the l'ninrsity of California, Los Angeles (UCLA), Project involves
the determining of the appropriate sizing for the University's daily rental vehicle pool;
de\.e1oping fully allocated operating cost charge-back rates for the University's tleet;
reviewing replacement planning parameters and developing a long-range replacement fund
strategy; assisting the University in defining the requirements for, developing the request for
proposals for and in determining implementation requirements for a new fully integrated tleet
management information system: and in assisting the University with tleet maintenance
space requirements and facility upgrading plans,
· Directed the review of vehicle justification, assignment. utilization, standardization, and life
cycle management for the State of Iowa and for The l'niversil)' of Iowa. Project involved
other state institutions of higher education including Iowa State University and the University
of 0:orthern Iowa, General Services, lOOT. public safety and natural resources.
· Managed project for the Cil)' of Lynchburg, V A, involving an evaluation of ways to
improve the City's decentralized tleet including the possibility of combining some or all of
the operations, developing specifications for a tleet maintenance facility at the Public
Services complex, updating the Master Plan for the Public Services complex, and exploring
outsourcing as an alternative to in-house provisioning of tleet services. Involved tleets
included public works, school transportalion, waste management, police. fire, social services.
sheriff s department and others,
· Led the tleet maintenance review of the State of Utah. Review included Departments of
Administrative Services, Public Safety, Natural Resources, and Transportation, As part of
this project, conducted comprehensive tleet reviews of nine state universities and colleges
including The Universil)' of Utah, Utah State University and Weber State University,
· Directed the evaluation of the size and utilization of the 1,750 vehicle tleet of the City of
Minneapolis.
3
In
1999-188
· Led mJinknance operations team for operations review of the se\en department, 25,000
\ehi,1e fleet of the City of Los Angeles,
· Conducted comprehensive evaluation of fleet maintenance practices for the City of
Fredericton, New Brunswick, Canada,
· Directed the evaluation of outsourcing as a fleet maintenance alternative for Exxon Refinery
and Exxo!l Chemical Plants, Developed Request for Proposals. assisted in evaluating
competitive proposals and assisted in contract negotiations,
· Co-developed the curriculum for, and is a co-facilitator of, the jointly sponsored DMG and
National Association of Fleet Administrators (NAF A) seminar in which participants have
the opportunity to explore oUlsourcing as a strategy for providing fleet services, This
seminar has been presented in New York, Chicago, Dallas, Atlanta, San Diego, Toronto,
1\lontreal, Nashville, New Orleans, and Seattle,
· Directed operations review of the 326 vehicle fleet of the City of Kamloops, British
Columbia, Canada,
· Direcled efforts of Southern New England Telephone in evaluating maintenance
management contractors as an alternative to the continued use of payroll mechanics,
· Lead consultant in work performed for Exxon Company, USA, a major US petroleum and
chemical company, Assisted Exxon in examining its specifications, assignment, utilization,
maintenance, and life cycle policies and practices for its 4,500 vehicle fleet while helping
them develop their capital budget for 1996 and developing a capital budgeting strategic
direction for the future, Conducted benchmarking v.ith other major petroleum companies on
behalf of Exxon,
· Directed examination of vehicle purchasing procedures, re-marketing of vehicles and
centralized management and administration of fleet functions for 4,000 vehicle fleet for
Phillips Petroleum Company.
· Lead consultant with Wisconsin Electric and Natural Gas, a 2,500 vehicle mid-west
electric and gas utility. This project involved outsourcing its fleet management function,
including assisting with RFP preparation, evaluation of responses, incumbent employee
issues including labor relations matters, and organizational issues to ensure success of
contractor relationship,
4
1999-188
RELATED EXPERIE;-;CE
· Has consulted in the areas of team development, impro\'ing interpersonal relationships
and ehange management in the not-far-profit industry segment.
· While Director fleet Operations for Bell Atlantic Corporation, Mr. Rucker managed
capital studies, specitications, selection and procurement, up-filting, technical support,
maintenance, warranly issues, disposal, mechanization, legal compliance (DOT, OSHA,
EPA. state, and local), tax issues (tax advantaged programs and imputed income). and
slrategic planning as supplier of vehicles to Bell Atlantic (;";ew Jersey Bell, Bell of PA,
Diamond State Telephone Co" and four C&P Telephone Companies). Investment:
$360,000,000. Average annual operating and maintenance expense: $75,000,000, Team
size: 240.
· Merged three separate companies' operations into one standardized operation.
Utilizing client input. developed standardized vehicles for similar functions across
region, Standardization will save $20,000,000 over five year planning cycle,
Reduced fleet from 23.000 to 17,500 through improved utilization and elimination of
discretionary assets, Directed study of combining three administrative centers into
one, Effected consolidation, saving $3,500,000 per year. Annual operating and
maintenance budget reduced from $90,000,000 to $60,000,000 over two year period,
.
Undertook responsibility for corporate compliance
Transportation Federal Motor Carrier Safety Regulations,
full compliance,
v.ith Department of
Brought corporation into
· Initialed study of tax advantaged vehicle usage policies, Directed study to determine
economic cross over point for vehicle usage. Developed and implemented policy,
working with and through client representatives.
· Directed study of underground vehicle fuel storage tanks, Determined and
implemented course of action for compliance with EP A requirements.
· Facilitated corporate culture change seminars for over 500 management leaders,
Other assignments with Bell Atlantic included strategic issue formulation at the
headquarters level, and field assignments in virtually every operating discipline in the
industry (installation, maintenance, construction, interoffice facilities, central office
maintenance, traffic services, business offices, and personnel).
5
1999-188
I'RESE:\'T A TIO:"S
"Resource Allocation for 'Iaintenance Aeti\'ities" before the Salional Associalion of
Fleel Adlllinislralors (Y~FA) at its annual Fleet Management Institute in New Orleans, LA,
May 1999,
"Preparing for the 21" Centul)'" before the Vehicle Assel .\fanagelllenl Conference in
Atlanta, GA, November 1998.
,
"Fleet :\Ianagcment in the 21" Centul)'" before The Jll/ernalional Public Works
Conference and Exposilion in Las Vegas, NV, September 1998,
"Vehicle Life Cycles, Replacement Planning and Denloping Charge-Back Rates" and
"Ad\'anccd Fleet Management" before FedFleel '98, the first national Federal fleet
manager workshop and infonnation fair in Scottsdale, AZ. July 1998,
"Outsourced or Underutilized?: Where does the Professional Fleet Manager Fit into
the Future Organizational Structure of Corporate America?" before the Vehicle Assel
Jfanagemen! Conference in Los Angeles, CA, November 1997.
"Understanding Costs Associated with Outsourcing" before the Virginia Municipal
League in Hampton, V A, October 1997.
EDUCA TION
Washington and Lee Cniversity, B,5, (Commerce)
6
1999-188
Randy Owen
,\fanager
Mr. Owen recently joined the Fleet \lanagement Group of D\IG-MAXI\1US, INC from
his position as Equipment Management Director for the City of Charlotte, He has over
15 years of experience in operating and analyzing public sector organizations, His areas
of expertise include evaluations of outsourcing programs and general operations analysis,
RELATED EXPERIENCE
· Equipment Management Director for the City of Charlotte, NC. Responsible for 92
employees and a budget of over $20 million per year. Major accomplishments
include the winning of a managed competition resulting in over $1 million per year in
cost avoidance and the development of a strategic plan for the Equipment
Management Department.
· Chief of Fleet \lanagement, Los Angeles County, Responsibilities included
supervision of the vehicle acquisition, disposal, and maintenance functions and fleet
policy coordination, Managed a staff of 150 people and a budget of $20 million per
year.
EDUCATION
M.A., University of California at Los Angeles
B,A" University of California at Los Angeles
1999-188
Timothy M. Ammon
Senior Consultant
Mr, Ammon is a Senior Consultant in the Fleet Management Group of D\fG-
\1.-\XI\IUS. INC. His areas of expertise include charge-back rate development and
replacement planning, Prior to joining DMG-\fA,\:JMUS. he held a position as a
Program Analyst in the United States Department Of Justice, Office of the Inspector
General.
PROJECT EXPERlE:\CE
· Managing the operations review of the Cit), of Port Arthur, TX Equipment Services
Division. This project includes a rev'iew of all the functional areas of fleet
management as well as the development of a strategic implementation plan,
· Participating in the needs assessment being perfonned for the Cit), of San Diego
Water Department to detennine the siZe and make-up of anew maintenance facility,
· Participating in the operations review for Harris Count)., TX focusing on fleet
replacement policies and procedures,
· Leading the evaluation of the appropriateness of the Sarasota County, FL fleet
replacement fund.
· Participating in the review of the l'nified Government of Wyandotte County, KS
Department of Public Works fleet operation analysis focusing on the maintenance and
repair activities of different City fleet operations,
· Developing a charge-back system and replacement planning methodology for the
Cit), of Lynchburg, V A Department of Public Works.
· Developed charge-back rates for the City of Washington D.C. Department of Public
Works, Fleet Management Administration.
. Participating in the operations review of the City of Calgary, Alberta Police fleet
operation focusing on benchmarking and cost of service analysis.
· Developed a fleet replacement plan for approximately 10,000 vehicles in the State of
Utah.
· Developed a charge-back rate structure for the City of Fayetteville, NC Public Works
Commission.
· Developed a fleet replacement plan for the Department of Public Works of the City of
St. Louis Park, MN.
· Developed a fleet replacement plan and charge-back rate system for the City of
NashvillelDavidson County Department of Public Works
I
1999-188
· Assisted in the review of the Saginaw, Michigan Department of General Services
!leet operations program,
· As a member orthe New :\Iexico Department of Education project team, researched
alternative school transportation funding formulas and Statewide program audit
procedures.
EDlfCATION
"
M,P,A.. American L'niversity
B,A., History, Salisbury State University
PRESENTATIONS
Keys to Successful Fleet Management - The Innovations Group
Making Equipment Replacement Decisions - Department of Engineering Professional
Development, University of Wisconsin - Madison
jAXIMIJS
1999-188
City olSan Bernadino
F1L'ct Operatio//a! Efficiency Rev;e\!'
APPENDIX B
STATEMENT OF QUALIFICATIONS AND
CLIENT LIST
1999-188
Cit\ of Sun flemudll/o
F/,'c'I Operutiunal Efficient)' Rel'ie\r
ABOUT D:\IG-:\IAXnIl'S, I:\C.
D\!G-\I.-\XI\llS, I\'C. (fl)rmerl1 David \1. Griftith & A.ssoeiates, Ltd,) is a 2]-year
,'Id. ll1an~ge!1lent consulting firm that specializes in the provision of services to
gl)\wnmental c1icnts, The tirm originally was founded to provide services in the areas of
cost accounting. cost allocation. and user fee development, Fomlerly an employee
owned firm. D\IG was acquired in :Vlay 1998 by MAXI\1US, lNC. of McLean, Virginia,
another consulting firm that also specializes in the provision of services to government
clients. DMG-MAXI\1US, headquartered in Northbrook. IL. employs approximately
375 professionals located in 34 oftices in the United States.
ABOUT THE FLEET MA:\'AGEMENT CONSULTING GROUP
D\.IG-MAX1\1US is the leading provider of fleet management consulting services in the
lnited States, Our consulting practice consists of professionals with well over 100 years
of fleet management and consulting experience, Our clients have fleets of vehicles and
equipment ranging in size from 50 to 300.000 unils, The fleets we work with include
cars and pickup trucks, vans and minivans. police, fire, and emergency response
equipment, transit and school buses, heavy-duty trucks, and specialized on-road and off-
road construction and maintenance equipment.
The members of our Fleet \Ianagement Consulting Group have served more than 200
state and local government jurisdictions and private companies. Our experience with
fleet operations in large cities and metro-area authorities and special districts is
particularly strong, Past clients include 7 of the 10, and 20 of the 40, largest cities in the
country, In the last few years alone, we have provided assistance in the cilies of New
York, Los Angeles, Chicago, San Diego, San Antonio, Long Beach, Washington, DC,
Minneapolis, and Calgary, among others,
We also have provided consulting assislance to dozens of small Cities including,
Wilmington (DE), Lynchburg (V A), Ormond Beach (FL), Manchester (NH), Boulder
(CO), An'ada (CO), Port Arthur (TX), Concord a--;C), West Des Moines (IA), Largo
(FL), and Fredericton (NB, Canada),
Although our parent firm is kno....n primarily as a provider of consulting services to the
public sector, our Fleet Management Consulting Group also has considerable experience
serving the private sector. One dimension of this experience is our work with the fleet
operations of investor-owned utility companies, including New Orleans Public Service,
Inc,; Public Service Electric and Gas Company (New Jersey); Commonwealth Edison
Company (Chicago); Tampa Electric Company; Hawaiian Electric Company; Southern
California Edison; and Wisconsin Electric and Natural Gas. Another is our work with a
diverse mix of corporate fleets, including those of Exxon USA; McDonald's Corporation;
Siemens Medical Systems, Inc,; Media General Corporation; Phillips Petroleum; Walt
Disney World Company; and Giorgio Foods.
IAXIMlJS
1999-188
City ,,{SUII RcnllldillO
nL'e/ Ol'c'I'uliona! Elficicllcy Rnic\l'
We h:lve :lssisted clients in virtu:llly every f:lcet of fleet man:lgement and operations,
including:
. Development of funding processes. tinanci:ll management procedures, and
cost charge-back rates.
· Financing fleet acquisitions.
· Performance measurement and productivity improvement.
· Rationalization of neet size, composition, and deployment.
· Development of inventory conlrol procedures.
· Development of vehicle retention guidelines and replacement analysis
proced ures,
· Reorganization of fleet management functions and maintenance
operations,
· Programming of maintenance facilities (sizing, shop layout, equipment
requirements, site planning, etc,),
· Benchmarking operations wilh peer groups and other "best in class"
operations,
· Logistics planning, including the routing and scheduling of school buses,
· Definition of management information requirements and implementation
of automaled management information systems, and
· Evaluation of privatization opportunities. de\'elopment of bid
specifications. evaluation of bids. negotiation of contract terms, evaluation
of contractor performance. and contract administration,
The attached table summarizes our fleet management consulting experience for both
public and private-sector fleets by clienl and functional areas addressed. As this table
and the above project descriptions suggest, D\lG-1'"fAXIMUS' experience in reviewing,
evaluating, and re-engineering fleet management, maintenance, and operating processes
is both extensive and diverse, encompassing every geographic area of the country, every
functional area of fleet management and operations, and public and private fleets of all
sizes and types.
For information regarding similar projects we have completed within the last five years,
please contact the following references:
Mr. John McCorkhill
Fleet Services Director
City of Lynchburg, VA
(804) 847-1626
IAXIMUS
1999-188
('ily ,,{SUIl BCI'I1udil10
Fh'''1 OpCraliol1al Efficienty RniclI
Deputy Chid Dave McKay
Calgary Police Services
Calgary. ,\!ber1a, Canada
(403) :68-590 I
Mr. Ron Flowers
Fleet Administrator
City of Washington, DC
(202) 576-5799
I\lr. Richard Houle
Director
Depar1ment of Public Building Services
City of Manchester. NH
(603) 624-6555
Mr. Dave Sonnenburg
City Engineer
City of Minneapolis, MN
(612) 348-8240
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1999-188
Fuel Mark-Up Explanation
The Fuel Mark-Up is SO.08 Per Gallon
Indirect Cost
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Non-Personal
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Cost Elements Costs to Rate of Total
Personnel Services $15,236 $0,01 16%
Supplies and Maintenance $5,250 $0,00 6%
Energy, Building and Rent $0 SO,OO 0%
Other Services and Charges $49,364 SO,04 53%
Non-Personal Services S11,024 $0.01 12%
Indirect Cost Allocation $12,625 $0,01 14%
Other $0 $0,00 0%
Total S93,498 $0.08 100%
Rate Determination
Total Cost of Providing Fuel Services
S93,498 (A)
1,148,650 (B)
Total Gallons Sold
Mark-Up Necessary for Recovery of Total
Costs (AIB)
SO.08
(e) OMG-MAXlMUS, INC, 1998
1999-188
Commercial Repair Rate Explanation
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Personnel Services $124,336 12% 81%
Supplies and Maintenance $1,181 0% 1%
Energy, Building and Rent $0 0% 0%
Other Services and Charges $11,104 1% 7%
Non-Personal Services $2,480 0% 2%
Indirect Cost Allocation $15,026 1% 10%
Other 0% 0%
Total $154,126 15% 100%
Rate Determination
Total Cost of Providing Commercial Repair
Services
$154,128 (A)
Total Operating Cost
$1,015,024 (B)
Mark.tJp Necessary for Recovery of Total Costs
(A/B)
15%
(0) DMG-MAXlMUS, INC, 1998
1999-188
Parts Mark-Up Explanation
The Parts Mark-Up is 11 %
Indirect Cos1 AlIoution
"..
',,-
Other Services
and Charv-s
,...
.
Non-P.rsonal S.1V1cu
... ------
Personnel SeMen
....
SuppUn and
MaintenallU
2"4
Total
Allocated Contribution Percent
Cost Elements Cos ts to Rate of Total
Personnel Services $125,341 7% 64%
Supplies and Maintenance $3,850 0% 2%
Energy, Building and Rent $0 0% 0%
Other Services and Charges $36,205 2% 18%
Non-Personal Services $8,085 0% 4%
Indirect Cost Allocation $22,351 1% 11%
Other 0% 0%
Total $195,833 11% 1000,4
Rate Determination
Total Cost of Providing Parts Services
$195,833 (A)
$ 1,724,541 (B)
Total Cost of Parts Sold
Mark-up Necessary for Recovery of Total
Costs (AIB)
11%
(e) DMG-MAXlMUS, INC, 1998
1999-188
Parts Mark-Up Explanation
The Parts Mark-Up is 11%
IndlrKt Cost Allocation
"..
Other S.rvlus
and Charges
,...
HoB-P_tsonal Servlc.n
...
Supplin and
lII.1intenolf'lCe
....
Total
Allocated Contribution Percent
Cost Elements Costs to Rate ofT otal
Personnel Services $125,341 7% 64%
Supplies and Maintenance $3,850 0% 2%
Energy, BUilding and Rent $0 O"A. 0%
Other Services and Charges $36,205 2% 18%
Non-Personal Services $8,085 0% 4%
Indirect Cost AJlocaUon $22.351 1% 11%
Other 0% 0%
Total $195.833 11% 100%
Rate Determination
Total Cost of Providing Parts Services
$195.833 (AI
Total Cost of Parts Sold
$ 1,724,541 (B)
Mark-up Necessary for Recovery of Total
Costs (AIB)
11%
(0) DMG-MAXJMUS, IHe, 1998
1999-188
Commercial Repair Rate Explanation
The Commercial Repair Mark-tJp is 15%
~rs.l"Iieet.
and Chug., _
""
Non-Pet$OtUl1
"Men
n.
lndirKt Cost
A~bon
,...
S"pplU and
M.lnbnan~
'...
Total
Allocated Contribution Percent
Cost Elements Costs to Rate ofTotal
Personnel Services $124,336 12% 81%
Supplies and Maintenance $1,181 0% 1%
Energy, Building and Rent $0 0% 0%
Other Services and Charges $11,104 1% 7%
Non-Personal Services $2,480 0% 2%
Indirect Cost Allocation $15,026 1% 10%
Other 0% 0%
Total $154,126 15% 100%
Rate Determination
Total Cost of Providing Commercial Repair
Services
$154,126 (A)
Total Operating Cost
$1,015,024 (8)
Mark-tJp Necessary for Recovery of Total Costs
(A18)
15%
(0) DMG-IoIAXlMUS, INC, 1998
1999-188
Parts Mark-Up Explanation
The Parts Mark-Up is 11 '.4
Indirect Cost Allocation
"...
Other Services
3 nd Charges
,...
NofW'enonal S.ervlcas
4% ------ __~~
Supplies ilnd
Il.iintenanc.
....
Total
Allocated Contribution Percent
Cost Elements Costs to Rate of Total
Personnel Services $125,341 7% 64%
Supplies and Maintenance $3,850 0% 2%
Energy, BUilding and Rent $0 0% 0%
Other Services and Charges $36,205 2% 18%
Non-Personal Services $8,085 0% 4%
Indirect Cost Allocation $22,351 1% 11%
Other 0% 0%
Total $195,833 11'.4 100'.4
Rate Determination
Total Cost of Providing Parts Services
$195,833 (A)
Total Cost of Parts Sold
$ 1,724,541 (B)
Mark-up Necessary for Recovery of Total
Costs (A/B)
11'.4
(e) OMG-MA.XJMUS, IHe, 1998
1999-188
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1999-188
City a/San BeTl1adino
Fleel Operatiollal Efficiency Review
APPENDIX D
STATEMENT OF EXCEPTION TO GENERAL
SPECIFICATIONS
IAXIMOS
1999-188
('it,\' olSun Bl'/'Iludino
Fleet Operational Efficient)' RL'\'in..
Paragraph 18 of the General Specifications indicates that the acceptance of a successful
proposal constitutes a contract with the City, As a result. we feel it is necessary for us to
detai lour requested changcs to the General Specifications should we be the successful
respondent.
I. On Page I of the cover memo two types of insurance requirements are referenced that
are to be maintained - "professional liability" and "comprehensive liability", O:VIG-
MAXIMUS maintains both types of insurance, Howewr, we cannot name the City as
an additional insured on the professional liability policy, but we can name the City as
an additional insured on the comprehensive liability policy, We would request that
the City allow O~IG-MAXIMUS to name the City as an additional insured on the
comprehensive liability policy only,
")
We would also request that the indemnity clause on Page 2 of the cover letter be
changed to read as follows:
"Consultant agrees to indemnify and hold City harmless from all claims,
demands. causes of action or suits of whatever nature. arising out of the
negligence, recklessness or misconduct of the Consultant or its
subcontraclors in its performance hereunder, and from all laborers',
material providers', and mechanics' liens upon the real property upon
which the work is located or any property of the City,"
3, Paragraph 8 of the General Specifications requires the respondent to provide a
guaranteed response time, We would like to request the follo\\ing language be
included as part of that requircment:
"The Consultant shall not be liable for delays in performance that are
caused in whole or in part by the City, third parties that the Consultant
does not have the legal right to control or forces de majeur,"
4. Paragraph 12 of the General Specifications suggests that one payment for services
\\ill be made upon "acceptance of the specified services of the City." For
clarification we would like to request the following language also be included:
"Provided however, in the absence or ....Titten notice from the City to the Consultant
within 30 days of receipt of the applicable deliverable, the deliverable shall be
deemed accepted,"
IAXIMU~
1999-188
l'\ON - COLLUSIO:\' AFFIDAVIT
TO: THE CO~DION COu~CIL, CITY OF SAN BERNARDINO
In accordance with Title 23, United States Code, Section] 12, the undersigned hereby states,
under penalty of perjury:
That he/she has not, either directly or indirectly, entered into any agreement,
participatea in any collusion, or otherwise taken action in restraint of free
competitive bidding in connection with such contract.
Business Name D'!G-'!~X I~US. I '<C.
Business Address 1350 Piccard Drive, Suite 100
Roc\{v'Ye, ~ 20850 \
Signature of bidder X 7 o:..;J f ~ ,;.....
Rccl<:ville, MIl
Place of Residerce
Su bscribed and sworn before me this 1 ~ t"
1999.
day of
,111"" ("::l
Notary Public in and for the County of
'~('}-''''-{,1710r'J
- .
, State of E,;;3.h~l:I~~,
Maryland
My commission expires Januarv 29th
, rqxxx.
2003
QJ~]J~
~y '. .........~h.~.. ""::::.,, ~!:
.<( " ~..,.".. :'- :'-.-;'.
1999-188
WORKER'S COl\lPE:\SA TIO.\' I:\'SliRA,:\'CE CERTIFlCA TE
The CONTRACTOR shall execute the following fonn as required by the California Labor Code,
Sections 1860 and] 861:
I am aware of the provisions of Section 3700 of the Labor Code
which require every employer to be insured against liability for
workmen's compensation or to undertake self-insurance in
accordance with the provisions of that code, and I will comply with
such provisions before commencing the performance of the work of
this contract.
DATE: June l~th, 1999
BY:
D~~-~~XI~US, I~C,
(CONTRACTOR)
p~~~~
(SIGNATURE)
Vice President
(TITLE)
ATIEST:
ByQk?\ .(},{1,c~ ,
(SIGNATURE) -"'-----
O:fice Manacer
(TITLE)
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APPENDIX C
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1999-188
Fuel Mark,Up Explanation
The Fuel Mark-Up is $0.08 Per Gallon
Indlfed Cost
Alloc~Jon
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Personnel Service.
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Non-PefS~1
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Cost Elements Costs to Rate of Total
Personnel Services $15,236 $0,01 16%
Supplies and Maintenance $5,250 $0,00 6%
Energy, Building and Rent $0 $0,00 0%
Other Services and Charges $49,364 $0,04 53%
Non-Personal Services $11,024 $0,01 12%
Indirect Cost Allocation $12,625 $0,01 14%
Other $0 $0,00 0%
Total $93,498 $0,08 100%
Rate Determination
Total Cost of Providing Fuel Services
$93,498 (A)
Total Gallons Sold
1.148,650 (B)
Mark-Up Necessary for Recovery of Total
Costs (AIB)
$0,08
(0) DMG-MAXlMUS, INC, 1998
1999-188
Commercial Repair Rate Explanation
The Commercial Repair Mark-Up Is 15%
Non.....f"SOl't.al
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Cost Elements Costs to Rate of Total
Personnel Servlces $124,336 12% 81%
Supplies and Maintenance $1,181 0% 1%
Energy, Building and Rent $0 0% 0%
Other Services and Charges $11,104 1% 7%
Non-Personal Services $2,480 0% 2%
Indirect Cost Allocation $15,026 1% 10%
Other 0% 0%
Total $154.126 15% 100.4
Rate Determination
Total Cost of Providing Commercial Repair
Servicu
$154,126 (AI
Total Operating Cost
$1,015,024 (B)
Mark-Up Necessary for Recovery of Total Costs
(AIB)
15%
(oj DMG-tAA)(JMUS, INC, 1998
1999-188
Parts Mark-Up Explanation
The Parts Mark-Up is 11 '10
Indirect Cost Alloe..tlon
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Cost Elements Costs to Rate ofT otal
Personnel Services $125,341 7% 64%
Suppiies and Maintenance $3,850 0% 2%
Energy, Building and Rent $0 0% 0%
Other Services and Charges $36,205 2% 18%
Non-Personal Services $8,085 0% 4%
Indirect Cost Allocation $22,351 1% 11%
Other 0% 0%
Total $195,833 11'10 1 00'10
Rate Determination
Total Cost of Providing Parts Services
Total Cost of Parts Sold
$195,833 (A)
$ 1,724,541 (B)
Mark-<lp Necessary for Recovery of Total
Costs (AIB)
11'10
(e) DMG-MAXJMUS, INC, 1998
1999-188
Parts Mark,Up Explanation
The Parts Mark-Up is 11%
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Cost Elements Costs to Rate of T 0131
Personnel Services $125,341 7% 64%
Supplies and Maintenance $3,850 0% 2%
Energy, Building and Rent $0 0% 0%
Other Services and Charges $36,205 2% 18%
Non-Personal Services $8,085 0% 4%
Indirect Cost AJlocation $22,351 1% 11%
Other 0% 0%
Total $195,833 11% 100%
Rate Determination
Total Cost of Providing Parts Services
$195,833 (A)
Total Cost of Parts Sold
S 1,724,541 (B)
Mark-<Jp Necessary for Recovery of Total
Costs (A1B)
11%
(e) DMG-MAXlMUS, INC, ,_
1999-188
Commercial Repair Rate Explanation
The Commercial Repair Mark-Up is 15%
Ottl.rSer.nc.s
and Chug" _
""
Hon--Pers.on..,
s.--..
no
1nd1rK1~
0-
,...
$upplin and
"iintln~nce
,..
Total
Allocated Contribution Percent
Cost Elements Costs to Rate of TotaJ
Personnel Services $124,336 12% 81%
Supplies and Maintenance $1,181 0% 1%
Energy, BUilding and Rent $0 0% 0%
Other Services and Charges $11,104 1% 7%
Non-Personal Services $2,480 0% 2%
Indirect Cost Allocation $15,026 1% 10%
Other 0% 0%
Total $154,126 15% 100."
Rate Determination
Total Cost of Providing Commercial Repair
Services
$154,126 (A)
Total Operating Cost
$1,015,024 (B)
Mark-Up Necessary for Recovery of Total Costs
(AIB)
15%
(e) DMG-MAXlMUS, INC, '998
1999-188
Parts Mark,Up Explanation
The Parts Mark-Up is 11%
IndltKt Cost AJIOQtion
"...
Other $ervlces
and Charges
,...
Personnel Servlc"
.....
Hon-Penonal Sel"lt~$
4"4 -----_____
Supplin and
M.alntenance
2'lC.
Total
Allocated Contribution Percent
Cost Elements Cas ts to Rate of Total
Personnel Services $125,341 7% 64%
Supplies and Maintenance $3,850 0% 2%
Energy, Building and Rent $0 0% 0%
Other Services and Charges $36,205 2% 18%
Non-Personal Services $8,085 0% 4%
Indirect Cost Allocation $22,351 1% 11%
Other 0% 0%
Total $195,833 11% 100%
Rate Determination
Total Cost of Providing Parts Services
$195,833 (A)
Total Cost of Parts Sold
$ 1,724,541 (B)
Mark-up Necessary for Recovery of Total
Costs (AlB)
11%
(<j DMG-MAXJMUS, INC, 1998
1999-188
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1999-188
elly olSan Bernadino
Fleel Operalio/hIi Efficiency Review
APPENDIX D
STATEMENT OF EXCEPTION TO GENERAL
SPECIFICATIONS
.
IAXIMUS
1999-188
('il\' o(Sall Rc'I'lIadillo
Fh'c! Operatiollal E!ficiellt)' Rel'iew
Pamgraph 18 of the General Specifications indicates that the acceptance of a successful
proposal constitut~s a contract with the City, As a result, we feel it is necessary for us to
d~tC\il our r~q\l~stcd chC\ngi:s to thi: Gen~ral Specifi~ations should we be the successful
respondent.
1, On Page 1 of the cover memo two types of insurance requirements are referenced that
ar~ to be maintained - "professional liability" and "comprehensive liability". DMG-
MAXIMUS mC\intC\ins both types of insurance, However, we cannot name the City as
an additional insured on the professional liability policy, but we can name the City as
C\n additional insured on the comprehensive liability policy, We would request that
the City allow DMG-MAXIMUS to name the City as an additional insured on the
comprehensive liability policy only,
..,
We would also request that the indemnity clause on Page 2 of the cover letter be
changed to read as follows:
"Consultant agrees to indemnify and hold City harmless from all claims,
demands, causes of action or suits of whatever nature, arising out of the
negligence, recklessness or misconduct of the Consultant or its
subcontractors in its performance hereunder, and from all laborers',
material providers', and mechanics' liens upon the real property upon
which the work is located or any property of the City."
3. Paragraph 8 of the General Specifications requires the respondent to provide a
guaranteed response time, We would like to request the follo\\ing language be
included as part of that requirement:
"The Consultant shall not be liable for delays in performance that are
caused in whole or in part by the City, third parties that the Consultant
does not have the legal right to control or forces de majeur."
4, Paragraph 12 of the General Specifications suggests that one payment for services
\\ill be made upon "acceptance of the specified services of the City." For
clarification we would like to request the follov.ing language also be included:
"Provided however, in the absence or written notice from the City to the Consultant
within 30 days of receipt of the applicable deliverable, the deliverable shall be
deemed accepted."
IAXIMl)~
1999-188
l"ON - COLLUSIO;-'; AFFIDAVIT
TO: THE CO;\nlON COUNCIL, CITY OF SAN BERNARDIl\O
In accordance with Title 23, United States Code, Section 112, the undersigned hereby states,
under penalty of perjury:
That he/she has not, either directly or indirectly, entered into any agreement,
participated in any collusion, or othern'ise taken action in restraint of free
competitive bidding in connection with such contract.
Business Name D~!G-'~~XI'IUS, I'<C.
BusinessAddress 1350 Piccard Drive, Suite 100
ROC1(v'~e, '1D-. 20850
Signature of bidder X 1 ~ f ~ t-...
Roc,<ville, 1'1D
Place of Resideflce
Su bscribed and sworn before me this 14 t ~
1999.
day of
JU"'"lr:;l
Notary Public in and for the County of "n~ +- ::-n.,-Q ~ y
, State of (;iiM~ "-~It..
Maryland
My commission expires J3nuarv 29th
, :rqxxx.
2003
QJeJi-]J&
~l' -. .....,.....4l"',;...-,. .-::.:'t~f.:
.y< " ~,~,.. :"- :'..-:.
1999-188
WORKER'S CO:\lPEl'\SA TIO\' I\'SliRAJ\CE CERTIFICATE
The COl\'TRACTOR shall execute the following form as required by the California Labor Code,
Sections 1860 and 1 S61 : '
I am aware of the provisions of Section 3700 of the Labor Code
which require every employer to be insured against liability for
workmen's compensation or to undertake self-insurance in
accordance with the provisions of that code, and I will comply with
such provisio~s before commencing the performance of the work of
, this contract,
DATE: June 14th. 1999
BY:
D'13-'1'.XI'lUS. P:C.
(CONTRACTOR)
p~ ~~ k-
(SIGNATURE)
Vice Presicent
(TITLE)
ATTEST:
By.Qkt-<~,(b~,
(SIGNATURE) ------..
Office Manacer
(TITLE)