HomeMy WebLinkAbout1988-400
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1 RESOLUTION NO. 88-400
2 RESOLUTION OF THE CITY OF SAN BERNARDINO AUTHORIZING THE
EXECUTION OF AN AGREEMENT WITH PEAT MARWICK MAIN & COMPANY
3 RELATING TO THE RETENTION OF PEAT MARWICK MAIN & COMPANY TO
PERFORM A COMPREHENSIVE STUDY OF THE CITY'S DATA PROCESSING NEEDS
4 AND DEVELOP A 5-YEAR MASTER PLAN.
5 BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL OF THE CITY
OF SAN BERNARDINO AS FOLLOWS:
6
SECTION 1:
The Mayor of the City of San Bernardino is
7
hereby authorized and directed to execute on behalf of said City
8
an Agreement with Peat Marwick Main & Company relating to the
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retention of Peat Marwick Main & Company to perform a
comprehensive study of the City's data processing needs and
develop a 5-Year Master Plan, a copy of which is attached hereto,
marked Exhibit "A" and incorporated herein by reference as fully
as though set forth at length.
I HEREBY CERTIFY that the foregoing resolution was duly
15
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adopted by the Mayor and Common Council of the City of San
Bernardino at an~~~~~e~_~~~~~___meeting thereof, held on the
_2~1.~_ day 0 f _____~...t~~...r___________ 1 9 _813___ , by the follow in 9
vote, to wit:
AYES:
COUNCIL MEMBERS -~~~~_~~~~~~~~~~~L______
Minor
NAYS:
None
ABSENT:
Council Members Estrada, Pope-Ludlam, Miller
~??~~----------
Ci~y Clark
JFW:ss 1
October 11, 1988
ATTACHMENT "G"
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, 't
RESO: AUTHORIZING THE EXECUTION OF AN AGREEMENT WITH PEAT
MARW'rCK AAIN & COMPANY RE COMPREHENSIVE STUDY OF CITY'S DATA
PROCESSING NEEDS AND DEVELOP A 5-YEAR PLAN
The foregoing resolution is hereby approved this ~~~~
day of
~ 19 88. '7j
/
...-.:> /
", /J' .' "
~~-t"j .~d
Ev yn Wi1~bX, Mayor' ~
City of San Bernardino
October
Approved as to form and
1 gal content:
.~
JFW:ss 2
October 11, 1988
: .
.' .. 'r
PROFESSIONAL SERVICES AGREEMENT
CITY OF SAN BERNARDINO
and
PEAT MARWICK MAIN & CO.
INLAND EMPIRE OFFICE
701 North Haven Avenue
ONTARIO, CALIFORNIA 91764
for
THE PROVISION FOR CONSULTING SERVICES
FOR A COMPUTER NEEDS ASSESSMENT
EXHIBIT "A"
TABLE OF CONTENTS
Section I
Payment and Fee Schedule
Section I
Basic Services of the Consultant
Section III
The City's Obligation
Section IV
Mutual Obligations of the City and the
Consultant
Section V
Payment and Fee Schedule
Section VI
Charter, Laws and Ordinances
Section VII
Termination of Contract
Section VIII
Change Order or Extensions
Section IX
Equal Employment Opportunity
Section X
Special Conditions
i
A G R E E MEN T
This AGREEMENT, made as of the
~~- ~A
day of
mJ:kv
, 1988, by and
between the City of San
Bernardino, hereinafter called the CITY, and PEAT MARWICK MAIN &
CO., 701 North Haven Avenue, Ontario, California 91764,
hereinafter called the CONSULTANT,
WIT N E SSE T H
That WHEREAS, the City intends that Consultant, upon written
authorization as hereinafter specified, shall perform services as
hereinafter provided; which are in accordance with the project
scope and any addenda thereto, as set forth in the Proposed Work
Plan, which Proposed Work Plan by this Consultant together with
addenda, if any, is hereby made a part of this agreement.
NOW, THEREFORE, the City and the Consultant for the
consideration hereinafter set forth agree as follows:
SECTION I -- PAYMENT AND FEE SCHEDULE
It is understood and agreed by and between the parties
hereto, that the City shall pay the Consultant for services
furnished, and the Consultant shall accept as full payment for
such services, amounts of money computed as follows:
JFW:ss
October 10, 1988
1
, ,
AGREEMENT BETWEEN CITY AND
PEAT MARWICK MAIN & CO.,
Page 2
A. The City agrees to pay, and the Consultant
agrees to accept, for the technical and
professional services contained in Section
II hereof, a sum not to exceed $66,150.
B. The City agrees to pay, and the Consultant
agrees to accept, all out-of-pocket expenses
outlined in the Consultant's Proposal dated
September 6, 1988.
C. Under no circumstances shall payments made
pursuant to the agreement exceed the
aggregate sum of $77,000, which sum shall
include costs for production of multiple
RFP's under Phase IV and preparation and
mailing of such RFP's, for attendance at
vendor conferences as required, for out-of-
pocket expenses and, for any other costs and
fees specified or contemplated under this
agreement.
D. The Consultant shall maintain hourly records
of time worked by its personnel to support
any audits the City may request, and shall
bill the City twice monthly for costs accrued
during the proceeding period. Billings shall
be separated as necessary to show direct
charges to specific Project or jobs. Upon
submission of such billings to the City, and
approval by the City project coordinator,
payment shall be issued. It is understood
and agreed that the City may require a
maximum of twenty-one (21) days to process
payment after receiving it in proper form or
on forms provided by the City.
E. City shall withhold ten percent (10%) of each
payment made hereunder, except for out-of-
pocket expenses, as a retention to be paid 30
days following date of acceptance of the
project by action of the Mayor and Common
Council of the City.
JFW:ss
October 10, 1988
2
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AGREEMENT BETWEEN CITY AND
PEAT MARWICK MAIN & CO.,
Page 3
SECTION II RESPONSIBILITIES AND BASIC SERVICES OF THE CONSULTANT
A. The Consultant agrees to perform professional services in
connection with project as hereinafter stated.
B. The Consultant shall serve as the City's professional
consultant for phases I through V as defined in the
Proposed Work Plan, and shall give consultation and
advice to the City during the performance of their
services.
C. Except as otherwise provided herein, any work to be
performed by the Consultant shall be first authorized
in writing by the City's designated Project
Coordinator. Said authorization shall set forth all
special conditions and requirements not otherwise
provided for in the Agreement.
D. Time of Performance: The service to be performed by
the Consultant under this Agreement shall be commenced
within thirty (30) days after the date of the Notice to
Proceed from the City and shall be completed as
indicated in the Proposed Work Plan for Phases I
through V, unless extended by the City in writing.
E. Scope: The fOllowing documents, which comprise the
scope of the Agreement between the City and the
Consultant, are hereby incorporated into this Agreement
by reference.
1. The Peat Marwick Main & Co. proposal, dated
September 6, 1988, entitled Proposal to
Perform a Computer System Analysis for the
City of San Bernardino, and specifically the
Proposed Work Plan for Phases I through
V, and addenda thereto, incorporated therein.
F. The Consultant providing services under this Agreement
will be required to procure and maintain, at their own
expense and without cost to the City, until final
acceptance by the City of all work covered by the
Agreement, the following types of insurance. The
policy limits required are to be considered to be
minimum amounts:
JFW:ss
October 10, 1988
3
~
, I
AGREEMENT BETWEEN CITY AND
PEAT MARWICK MAIN & CO.,
Page 4
1. COMPREHENSIVE GENERAL LIABILITY INSURANCE
policy with minimum limits of $1,000,000
Combined Single Limit for each occurrence.
This policy should have a Broad Form
Endorsement and include the following
coverages; Blanket Contractual Liability,
Broad form Property Damage, Completed
Operations and Personal Injury.
2. WORKER COMPENSATION AND EMPLOYER'S LIABILITY
INSURANCE shall cover the obligations of the
Consultant in accordance with the provisions
of the Workers Compensation Act, as amended,
by the State of California.
3. The Consultant agrees to defend, save and
hold the City harmless from any and all
claims, causes of action, suits and
liabilities which arise in connection with
the Consultant's negligent performance
hereunder, or for any breach of the covenant
to recognized propriatory interest, maintain
security and privacy, and for non-
discrimination.
SECTION III -- THE CITY'S RESPONSIBILITIES
The City shall:
A. Assist the Consultant by placing at his
disposal all available information pertinent
to the Project including previous reports and
any other data requested by the consultant
which is within the City's possession and
control.
B. Except as otherwise specified herein, give
notice to the Consultant within ten (10) days
whenever the City's Project Coordinator
observes or otherwise becomes aware of any
defect in the project.
C. Obtain approval of all governmental
authorities having jurisdiction over the
JFW:ss
October 10, 1988
4
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. I
AGREEMENT BETWEEN CITY AND
PEAT MARWICK MAIN & CO.,
Page 5
Project and such approvals and consents from
other individuals or bodies as may be
necessary for completion of the Project.
D. Provide suitable work space including
telephone.
E. Assign a City Project Coordinator to assist
the Consultant in data collection, scheduling
meetings and other duties as specified
herein.
SECTION IV -- MUTUAL OBLIGATIONS OF THE CITY AND THE CONSULTANT
A. This agreement does not guarantee the
Consultant any work except as authorized in
accordance with Section II above, or create
an exclusive consulting contract. Should
City determine to use a consultant for
performance of tasks identified as Phase VI
of Consultant's proposal, City reserves the
right to seek new and additional proposals
through an RFP process or any means as shall
seem reasonable to the City in its sole
discretion.
B. All of the services contemplated under this
Agreement are personal and shall not be
assigned, sublet or transferred without the
prior written consent of the City. All
persons specifically identified by Consultant
in its Proposal of September 6, 1988, as
being assigned to the performance of tasks
to be performed under this agreement shall be
so assigned by the Consultant and shall at
all times during the performance of this
agreement be assigned to and responsible for
the performance of the tasks specified in the
agreement.
C. The Consultant and any and all of its
personnel utilized by the City under the
terms of this agreement shall remain the
agents and employees of the Consultant and
JFW:ss
October 10, 1988
5
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I
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, .
AGREEMENT BETWEEN CITY AND
PEAT MARWICK MAIN & CO.,
Page 6
are not, nor shall be construed to be, agents
or employees of the City.
D. All plans and specifications prepared by the
Consultant are the product of their training,
experience and professional skill;
accordingly, they remain their property, and
they shall maintain them in their bid
condition for future reference. The City
shall receive a reproducible copy for use
solely in connection with this Project. Any
re-use will be only with Consultant's written
permission.
SECTION V -- CHAPTER, LAWS AND ORDINANCES
The Consultant, at all times, agrees to observe all Federal
and State Laws, Ordinances, and Charter Provisions of the City
and all rules and regulations issued pursuant thereto, which in
any manner affect or govern the planning and construction of work
contemplated under the Agreement.
SECTION VI -- TERMINATION OF CONTRACT
Termination of Contract for Cause
If, through any cause, the Consultant shall fail to fulfill
in timely and proper manner its obligations under this Agreement,
or if the Consultant shall violate any of the covenants,
agreements, or stipulations of this Agreement, the City shall
thereupon have the right to terminate this Agreement by giving
written notice to the Consultant of such termination and
specifying the date thereof, at least five (5) days before the
effective date of termination. In that event, all finished or
unfinished documents, computer programs, data, studies, surveys,
drawings, maps, models, photographs and reports or other material
prepared by the Consultant under this Agreement shall, at the
option of the City, become the City's property and the
Consultant shall be entitled to receive just, equitable
compensation for any satisfactory work completed on such
documents and other materials. If the City determines not to
accept any of such documents, Consultant shall not be entitled to
any payment.
JFW:ss
October 10, 1988
6
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AGREEMENT BETWEEN CITY AND
PEAT MARWICK MAIN & CO.,
Page 7
Termination for Convenience
The City may, for reasons of its own convenience, cancel
all or a portion of this contract upon thirty (30) days prior
written notice to Consultant. Upon such cancellation, Consultant
shall be entitled to just and equitable compensation for all
satisfactory work completed to the effective date of cancellation
and a reasonable sum for costs incurred as a direct result of
such cancellation not to exceed 20% of the pro-rata cost of the
unfinished portion of the agreement.
SECTION VII -- CHANGE ORDERS AND EXTENSIONS
The City may, from time to time, require changes in the
scope of the services of the Consultant to be performed herein,
such changes shall first be approved as required by Section
II (c) .
Such changes, including any increase or decrease in the
amount of the Consultant's compensation, which are mutually
agreed upon between the City and the Consultant, shall be
incorporated in written Change Orders or extensions to this
agreement.
SECTION VIII -- EQUAL EMPLOYMENT OPPORTUNITY
A. The Consultant will not discriminate against any
employee or applicant for employment because of race,
color, religion, sex or national origin. The
Consultant shall adhere to acceptable affirmative
action guidelines in selecting employees and shall
ensure that employees are treated during employment
without regard to their race, color, religion, sex or
national origin. Such action shall include, but not be
limited, to the following: employment, upgrading,
demotion, transfer, recruitment or recruitment
advertising, layoff or termination, rate of payor
other forms of compensation, and selection for
training, including apprenticeship. The Consultant
agrees to post in conspicuous places, available to
employees and applicants for employment, notices to be
provided by the local public agency setting forth the
provisions of this nondiscrimination clause.
JFW:ss
October 10, 1988
7
"
AGREEMENT BETWEEN CITY AND
PEAT MARWICK MAIN & CO.,
Page 8
SECTION IX -- SPECIAL CONDITIONS
PROFESSIONAL OPINION
The Consultant warrants that all recommendations, plans and
specifications provided the City are in compliance with the
professional standards of the industry. The City reserves the
right to accept, decline or require modifications to
recommendations, plans and specifications if deemed in the City's
best interests.
PROJECT DELAYS
The Consultant shall not be held liable for Project delays
caused by the City's failure to perform its obligations in a
timely manner if Consultant gives the project coordinator notice
of such delay within three (3) days of date Consultant first
becomes aware of such delay. The Project schedule agreed upon by
the City and the Consultant shall specify the critical time
periods during which a delay in the City's performance can
negatively affect the Consultant's overall time schedule for
completion of the project.
Consultant shall pay $25.00 per day for each day of delay in
the completion of the Project which proximately results from
Consultant's failure to maintain proper staffing levels, expend
sufficient time towards the completion of the work, or from other
causes of delay which are within the exclusive control of the
Consultant. It is agreed that City's actual damages due to such
delay are difficult to calculate, but will be in excess of the
sum specified herein and, that the amount agreed on shall be paid
as liquidated damages and not as a penalty.
FORCE MAJURE CLAUSE
The parties to the Agreement shall be excused from
performance hereunder during the time and to the extent they are
prevented from obtaining or performing the service, by reason of
an act of GOD, fire, or commandeering of material products plant
8
JFW:ss
October la, 1988
, '
AGREEMENT BETWEEN CITY AND
PEAT MARWICK MAIN & CO.,
Page 9
facilities by the government, when satisfactory evidence is
presented to the other party, provided it is reasonably
established by the presentation of facts, that the non-
performance is not due to the fault or neglect of the party who
is not performing.
RECOGNITION OF PROPRIETARY INTEREST
Consultant understands and acknowledges that during the
performance of its obligations hereunder, it will review computer
programs which are used under non-assignable, non-transferable
and non-exclusive license by the City. Said software is used
subject to the proprietary interest of Creative Computer Systems
(CCS), Planning Research Corporation (PRC) and Ray Morrow.
Consultant agrees that it shall not knowingly, without prior
written consent of the City, CCS, PRC or Ray Morrow directly
disclose, proliferate, provide or otherwise make available, or
permit, any disclosure, proliferation or provision of or making
available of, the software in any form, in whole or in part, to
any other person, firm, corporation, government agency,
association or other entity.
NOTICES:
Any notices required to be given by the terms of this
agreement shall be deemed to have been given when the same is
mail by certified mail, return receipt requested, postage pre-
paid, addressed to the respective parties as follows:
AS TO CONSULTANT
AS TO CITY
Peat Marwick Main & Co.
701 North Haven Avenue
Ontario, California 91764
City of San Bernardino
300 North "0" Street
San Bernardino, CA 92418
Attention:
Attention: Stephen Hale
Data Processing Manager
JFW:ss
October 10, 1988
9
AGREEMENT BETWEEN CITY AND
PEAT MARWICK MAIN & CO.,
Page 10
SECURITY AND PRIVACY
Consultant agrees that none of their officers or employees
shall use or reveal any research or statistical information
furnished by any person and identifiable to any specific private
person for any purpose other than the purpose for which it was
obtained. Copies of such information shall not, without the
consent of the person furnishing such information, be admitted as
evidence or used for any purpose in any action, suit or other
judicial or administrative proceedings, unless ordered by a court
of competent jurisdiction. City shall be notified immediately
upon receipt of any such order of court, pertaining to production
of such information.
IN WITNESS WHEREOF, the parties hereto have executed
Agreement as of the day and year first above written.
~~r~p CO.
name:
15,c/c- L. aPtrAJJN4v
title: ~,,,.J'u'A '"
ATTEST:
this
City of
ATTEST:
~//?t?.4$
/ City Clerk
JFW:ss
October 10, 1988
10
_Peat Marwick
Certified Public Accountants
Peat Marwick Main & Co.
Inland Empire Office
701 North Haven Avenue
Ontario. CA 91764
Telephone 714 9452511
Telex 683481
Telecopier 714 944 7993
September 6, 1988
Mr. Mark I. Sutton
Director of Building and Safety
City of San Bernardino
Building and Safety Department
300 North D Street
San Bernardino, California 92418
Dear Mr. Sutton:
Peat Marwick Main & Co. (Peat Marwick) is pleased to present our proposal to
perform a Computer System Analysis. As detailed in your Request for Proposal,
we are proposing a five-phase project approach to include a computer needs
assessment, development of an RFP and evaluation and recommendation consulting
services.
We believe Peat Marwick is uniquely qualified to perform this project for a
number of key reasons. First, our User Oriented Approach. Peat Marwick's
approach to needs assessments and system requirements definition stresses
client involvement. We also stress the project team's true understanding of
your needs. Our methods are aimed at insuring that an open dialogue takes
place between the users, project coordinator, and the Peat Marwick project
team.
Second, Peat Marwick's Qualifications. Our Firm's experience and expertise in
public systems definition and implementation are well documented within this
proposal. We have assisted numerous clients of all sizes, all across the
country. Peat Marwick professionals are able to draw upon this expertise via
our own internal network of project information and resources. Our past
successes have formed the basis for the methods that we are now proposing.
Third, our Project Team. The key staff assembled for this project bring a
wealth of personal experience to the team. We propose to staff this project
with recognized public sector and computer systems expertise from our Los
Angeles and Inland Empire offices.
Finally, Our Commitment to Client Service. The selection of a professional
consulting firm from among a number of well-qualified firms is a truly
difficult task. Analyzing and evaluating approaches and qualifications in a
quantitative manner, while useful, often fails to properly weigh the critical
intangibles that produce the most successful effort. These intangibles
include:
The consulting firm's culture or style, which impacts the consulting
team's interaction with the client
I. III Member Firm of
Klynveld Peat Marwick Goerdeler
ATTACHMENT "E"
~Peat Marwick
Mr. Mark I. Sutton
City of San Bernardino
September 6, 1988
2
The consulting firm's track record for on-time, on-budget project
completion, which impacts the client resources available for other
purposes
The consulting firm's commitment to client service, which determines
how willing the firm will be to go the extra mile to get the job
done without constant reliance on its professional time clock.
We at Peat Marwick believe that what distinguishes us from most of
competitors is the emphasis we place on these intangible factors.
proud of this emphasis and want to share our record in this regard
you consider this and other proposals.
our
We are very
with you as
Each consulting firm has a culture or outlook that colors everything it does.
This culture is reflected in the personality of its staff, their commitment to
professional service, the warmth and openness of their interaction with the
client, and their productivity. Peat Marwick values and therefore fosters the
type of individual who can effectively interact with others, who is concerned
with the quality of their work, who has deeply ingrained standards of
excellence, and who works hard to achieve their goals. In our recruitment
efforts, we look for people with these traits. We believe that staff with
these characteristics offer the best service to our clients and therefore to
our Firm.
The ability of the Firm to deliver a quality product under tight deadlines is
perhaps one of the most critical intangibles, especially on complex projects,
such as the one the City contemplates. Our record in this area speaks for
itself. As an example, our work developing the Sacramento County Sheriff's
Department Information Master Plan was performed on time and within budget.
We encourage the City to verify this fact relative to each of the engagements
we list in this proposal or any others the City may identify. You will find
that the same thing is true of ~ach of them. When we bid a scope of work for
a specified budget, we start with tne premise that we have made a commitment
to complete the project on time a~d stay within this budget.
In the final analysis, we 'believ~ that our greatest intangible asset is our
commitment to client service. W~en conducting our work, we were always
willing to hold an extra meeting to explain something. We work the extra
hours, weekends and evenings required to meet the deadlines to which we agree,
and we do not ask for additional compensation for these services. We will
provide these services to the City on our own time because we believe it is
important to our client and a true reflection of our commitment to service.
Peat Marwick prides itself in being a firm that delivers comprehensive
products on time and within budget. We have earned this reputation as a
result of our preliminary planning and realistic assessment of the
professional time required to perform project tasks, manage our project
responsibilities, and efficiently respond to project issues.
~Peat Marwick
Mr. Mark I. Sutton
City of San Bernardino
September 6, 1988
3
We appreciate this opportunity to describe how we can assist the City of San
Bernardino in this most important project. We look forward to the opportunity
to demonstrate our skills and commitment, and we are confide~t that the
results will give the City a sound basis for meeting its current and future
system needs. If you have any questions regarding this proposal, please
contact me in our Los Angeles office at 213-955-1501.
As a Principal at Peat Marwick, I am authorized to sign for and contractually
bind the Firm.
Very truly yours,
PEAT MARWICK MAIN & CO.
.~1c1?
~~ Openshaw
Principal
ELO:tr
94/INFSYS
TABLE OF CONTENTS
Page
INTRODUCTION
I-I
Understanding of the City's Requirement.
Project Approach
1-2
1-3
PROPOSED WORK PLAN
11-1
Scope
Objectives
Work Plan .
11-1
11-2
11-2
Phase I
Phase II
- Conduct Computer Needs Assessment
- Define Departmental
Requirements and Applications.
- Analyze Alternatives
- Prepare Request for Proposal .
- Evaluate Vendor Responses
and Recommended Vendor .
- Provide Vendor Negotiation
and Implementation Support (Optional) .
11-2
Phase III
Phase IV
Phase V
11-4
11-4
11-5
11-6
Phase VI
11-7
Project Schedule
Deliverables .
11-8
11-8
PROJECT TEAM
111-1
Project Organization
The Peat Harwick Project Team
111-1
111-2
QUALIFICATION OF PEAT MARWICK .
IV-l
Description of the Firm
Project Experience .
IV-l
IV-6
FEES AND EXPENSES .
V-I
Personnel Cost
Estimated Miscellaneous Expenses
V-I
V-2
i
EXHIBITS
11-1
111-1
111-2
111-3
111-4
IV-l
V-I
V-2
APPENDIX
, .
TABLE OF CONTENTS, CONTINUED
City of San Bernardino Project Schedule
Project Organization Chart
Government Experience
Technical Skills Matrix
Skills Matrix Functional Areas
Summary of Selected Prior Engagements
Computer System Analysis Fees and Hours
Automated Information System Study Miscellaneous Expenses
Project Team Resumes
ii
, .
I - INTRODUCTION
This proposal is submitted by Peat Marwick. The proposal offers consulting
services in the computer needs assessment, departmental requirements and
applications, alternative analysis, development of a Request for Proposal (RFP),
and evaluation and vendor recommendation of a Comprehensive Information System
for the City of San Bernardino.
The proposal responds fully to all of the City's requirements and requests as it:
Responds to all of the information requested in the City's Request for
Proposal
Addresses the City's requirements with a detailed work plan for each
project phase
Provides Peat Marwick's qualifications for both proposed staff and
previous client references.
We recognize that selecting a consultant from a number of several competing
firms can be a difficult process. To assist the City in this selection effort,
we have identified key factors that we believe differentiate us from our
competition.
Peat Harwick has extensive experience with local
government applications and public information systems.
Section III of this proposal lists and describes numerous prior
engagements in local governments, almost all of which involve
information systems. In addition, we have an exceptionally strong
practice in the specialty field of public safety telecommunications
and computer-aided dispatching (CAD) systems.
Peat Harwick offers a well-balanced and well-qualified en~a~ement team.
Our Information Technology practice is staffed with more than 1,000
computer and data processing professionals. Section III lists the
specific professionals having city information systems and public
safety systems experience who are available for assignment to this
engagement. They have designed and developed numerous large-scale
information systems of all types for city and county governments and
other public and private organizations.
I-I
Peat Marwick has experience in governmental procurement
processes for complex information and telecommunications systems.
We have extensive recent experience in assisting government sector
organizations with the procurement of CAD systems, information
systems and telecommunications systems. These engagements involve
analyzing requirements; preparing technical specifications;
developing the procurement strategy; preparing the RFP; assisting
with evaluation of vendor bids; and monitoring installation,
training, testing and conversion. Recent examples include
procurement" support for a $30 million command and control system for
the Los Angeles County Fire Department, and procurement assistance
for voice and data communications systems for seven campuses of the
California State University system.
Peat Marwick is stable and well established.
We are one of the largest consulting and accounting firms in the
world, with an excellent reputation in the field of local" government
and public safety information systems. We have the financial and
staff resources to ensure successful completion of the proposed
engagement and will be available to provide any desired level of
follow-up assistance.
Peat Harwick is independent and impartial.
As a Big Eight consulting firm, we are required to meet very
stringent independence requirements of the American Institute of
Certified Public Accountants. We are not a vendor, nor are we
affiliated with any vendors of computer hardware or local
government/public safety systems. Peat Marwick wishes to assure the
City that our Firm performs services on a fee basis only and that we
have not, nor will we ever participate in, a commission arrangement
with any software or hardware vendor.
We trust that as you review the remainder of our proposal, you will agree that
Peat Harwick's approach, personnel and resources are not only sufficient to
meet your requirements, but exceed your expectations. We urge you to contact
our references or conduct whatever research you feel is appropriate to confirm
our credentials. We are convinced that when you have done so, you will find
that Peat Harwick is eminently qualified to assist the City of San Bernardino
in conducting this very important project.
UNDERSTANDING THE CITY'S REQUIREMENTS
The City of San Bernardino, California is seeking the services of a consultant
to perform a Comprehensive Information Systems Study. It is the City's desire
that this comprehensive study begin with an assessment of the information
needs and continue through the evaluation and selection of the most advanced
and Comprehensive Information System at the lowest possible cost to the City.
1-2
The request for the study and implementation of a Comprehensive Information
System arises from the City's current need to complete or modify information
services. Functional deficiencies in the current Citywide Information System
have led to user frustration, as well as constraints in the City's overall
ability to deliver the highest possible computer services.
We were retained by the City of San Bernardino to provide an overview of the
effectiveness of its data processing operations, including the software
implementation conducted by the Facilities Management Organization Creative
Computer Solutions, Inc. (CCS). The results of our previous limited-scope
administrative review of your Data Processing operations confirmed the
deficiency of the current Information System. The results of the study
identified several recommendations for improvement available to the City. The
City has decided to release this Request for Proposal to obtain the services
of an experienced consultant to assist in defining, identifying and
implementing the progressive solution which the City desires.
This is where Peat Marwick enters the picture. Peat Marwick's goal is to
assist you in meeting your automation goals. Peat Marwick's mission is to
assist the City in the following:
Identifying and quantifying current and long-term automation
requirements
Defining various alternatives
Analyzing cost/benefits of various alternatives
Prioritizing and developing a solution implementation plan
Preparing an RFP indicative of the City's requirements
Identifying qualified vendors with the correct solutions
Selecting the most cost-effective solution consistent with the
City's requirements.
In addition to the services identified above, Peat Marwick is prepared to
provide consulting support in negotiating a contract with the selected vendor
and in monitoring the vendor's performance throughout the system's
implementation.
PROJECT APPROACH
Peat Marwick has assembled an engagement team from our Los Angeles and Orange
County offices for this project. The personnel selected to participate on
this project are specialists in the analysis, design and implementation of
public information systems.
Our experience has led us to create a detailed methodology for conducting
needs assessments, as described in Section II of this proposal. Our approach
to complex projects such as yours is outlined in the work plan and consists of
a series of major phases.
1-3
The first three phases will consist of an evaluation and prioritization of
your computer needs, determination of specific automation applications by
department and an analysis of available alternatives. These phases of our
work plan will focus specifically on the requirements of the existing system
users. We will review the operations of the current system, examine each
portion of the system, determine functional requirements for improvement or
replacement systems, define and evaluate alternatives for meeting those
requirements, develop recommendations for a specific technical approach, and
assess the impact of the recommendations on the current division. We will
identify, evaluate and prioritize future computer applications. These
applications will be compared to current systems and those planned for future
implementation. We will then present a comprehensive report of our Data
Services findings and recommendations. This report builds upon the
deliverables of the first two phases.
We will identify both positive and negative aspects of the current system as
part of our assessment of your automation needs. A cost versus benefit
analysis will be an integral part of our conclusions.
Our proposed work plan for Phases I through III, Needs Assessment, is detailed
in Section II of this proposal.
Peat Marwick has found that the natural progression from needs assessment to
development of a request for proposal and on through project implementation is
best conducted by the same consultant. The consultant who reached the
conclusions is naturally the best qualified to see them through implementation.
Based upon our conclusions determined during the Needs Assessment phases, we
will proceed with Phase IV of the engagement, the creation of a Request for
Proposal.
Phase IV will first consist of a review of the City's procurement procedures
and presentation of a number of procurement strategies. These include
Requests for Proposal (most "responsive" bid wins) and mixed strategies, such
as a two-step procurement.
We will then prepare a draft RFP that accurately reflects your procedural as
well as technical requirements. A draft of the RFP will first be submitted to
the City for review and modification prior to release.
Phase V will provide consulting services during the proposal evaluations. We
will specifically provide support to the City.
Once a vendor baa been selected, Peat Harwick is available, on an optional
basis, to conduct Phase VI of the project which would include contract
negotiations and system implementation. This phase offers monitoring and
evaluation of the system installation, acceptance testing, review of training,
development of a physical installation plan and post implementation review.
Our proposed work plan for Phase VI, Contract Negotiations and Implementation,
may be found in Section II.
1-4
, J
II - PROPOSED WORK PLAN
SCOPE
The scope of our engagement will include the following City Departments or
Functional Areas:
- Risk Management
- Fire Department
- Perso~nel
- Finance
- Building and Safety
- Parks, Recreation and Community Services
- Treasurer
- Public Works
- City Administrator
- Police
- Emergency Services
- Library
- Planning
- Business License.
We have proposed an expanded scope to this project to include an evaluation of
the City's information system applications and telecommunication systems
requirements.
We believe that it is critical that the City examine both, voice and data
communications and information processing requirements in a joint process.
These two resources are so closely linked that it would serve the City well to
include this evaluation in the scope of this project.
We also offer, at the City's option, to continue services to the City in
implementation planning and support. While this work has not been included in
the proposed fees, we strongly urge the City to consider the benefits that may
be delivered from this ongoing technical support.
We have, at the City's discretion, outlined a work plan that assumes a single
RFP vendor selection process. However, based upon our knowledge of the
present technology, the software vendor marketplace, and subsequent to our
alternatives analysis of City information requirements, we may recommend that
the City examine multiple vendor avenues. We suspect that this may be
necessary because some applications could be more suitable for stand-alone
systems, which could be procured through separate processes. We will work
closely with the City in examining these alternatives and selecting an
acquisition strategy that will meet the City's requirements. Should more than
one RFP be necessary, this will require adjustments to the project schedule
and fees.
11-1
OBJECTIVES
The objectives for this project are to accomplish the following:
Provide City departmental management and staff with the opportunity
to define their information requirements and priorities
Identify cost-effective solutions, available from present
technology, that may be implemented within reasonable timelines
Provide technical guidance and support to the City in refining
information requirements and selecting a qualified vendor.
WORK PLAN
Peat Marwick's proposed work plan for this engagement closely follows the
City's five major project phases. The commensurate phases are listed below:
Phase I Conduct Computer Needs Assessment
Phase II Define Departmental Requirements and Applications
Phase III - Analyze Alternatives and Outline Recommended System
Solutions
Phase IV Prepare the Request for Proposal
Phase V Evaluate Vendor Responses and Recommend Vendor.
Phase VI Provide Vendor Negotiation and Implementation Support
(Optional)
In addition, we have outlined tasks from an optional Phase VI to Provide
Vendor Negotiation and Implementation Support. While we have not included the
work for Phase VI within our proposed fees, we believe the City should
consider including this Phase within the contract, as it will provide the City
with ongoing technical support in the critical implementation phase.
Each phase will be performed as a series of subtasks and steps, and will
result in the completion of a discrete product or deliverable.
Phase I - Conduct Computer Needs Assessment
Before we are able to make any recommendations to the City on alternative
solutions, we must thoroughly understand your current situation, operating
environment and applications. Phase I is intended not only to kick off the
project but also to allow us to gain an in-depth understanding of your
requirements, as detailed below.
11-2
I .
Task 1.1 - Initiate the Engagement
The first task of the engagement will include an orientation for City
staff who will be involved with the study. During this orientation
meeting, we will introduce the Peat Marwick Project Team, review and
finalize the project work plan and schedule, and clarify project
responsibilities. This task will include the following steps:
Conduct Orientation Meeting
This meeting will represent the first opportunity for the Peat
Marwick Project Team to discuss the project work plan and schedule
with City staff in a noncompetitive environment. It will afford us
the opportunity to clarify phases and tasks, obtain City input on
key issues, and identify City personnel to be involved in subseq~ent
steps. We anticipate that at the conclusion of this meeting, all
input necessary to finalize the work plan and schedule will be made
available, and that the work plan schedule and reporting
requirements will be finalized.
Finalize Project Work Plan and Schedule
During this step, we will update and finalize the work plan and
schedule based upon the City's input. In addition, we will confirm
meeting dates and times and will begin the process of notifying City
staff of scheduled meetings.
Task 1.2 - Evaluate Current System
The primary objectives of Task 1.2 will be to identify and assess the
current system capabilities. During this task, we will document current
capabilities, hardware utilization, and documentation, and will assess
the current work environment. This task is divided into two steps,
described below.
Assess Current Environment
Members of the Peat Marwick Project Team will work with City
personnel to document the current automated system environment. The
team members will inventory all hardware used by the system, list
current features, and determine specific system strengths and
weaknesses.
From interviews with your staff from various user departments, we
will determine the status of the present application development and
implementation. Further, we will examine which departments require
further automation, and also will review the general requirements
for office automation and telecommunications systems support.
Develop Current System Overview
The current system overview document will provide a description of
the current system capabilities, their use, the data maintained, its
source and disposition, the status of available documentation,
hardware utilized, and interactions with other systems.
II-3
. .
The overview will summarize, by department, the present
applications, the applications requiring enhancements and the future
applications desired. The overview will also identify the overall
goals and objectives for system development for each department and
will allow each department to assign rank order priorities to the
application development.
Deliverable:' User Department Needs Assessment Document, which
provides a profile of the existing environment hardware and software
and identifies information requirements defined by users.
Phase II - Define Departmental Requirements and Applications
The primary objectives of Phase II are to identify needed operational and
functional requirements. Upon completion of this phase, we will have
sufficient information regarding current information requirements to identify
specific functions of the system in need of new automation, procedural
changes, or modification of existing capabilities. The information needs
assessment task will consist of the steps described below.
From the Computer Needs Assessment conducted in Phase I, we will derive
general application requirements applicable to the needs defined by the
users. Further, for each application, we will assign the priority ranking
that is appropriate for implementation. Departmental interface requirements
will also be defined.
Deliverable: Department Requirements Document, which extends the User
Department Needs Assessment to a listing of applications, which we deem will
satisfy the requirements defined by users.
Phase III - Analyze Alternatives
After reviewing the City's current environment and defining functional
requirements. We are now ready to evaluate alternative application
solutions. In this task, we take a "reality-approach" 'to examining the
requirements defined with respect to our knowledge of the available technology
and reasonableness for cost-effective implementation. As such, it is possible
for us to identify selected applications that are more appropriate for
stand-alone systems implementation, or personal computer or office automation
solutions.
We will identify and evaluate technical alternatives for meeting those
requirements and will begin to formulate our conclusions and recommendations
based upon specific application needs. We will also begin to assess the
impact and cost/benefit of potential alternatives to the City, and will
prepare a summary of draft recommendations and impact assessments.
This task will also consider the potential for fulfilling the functional
requirements through improving the existing system or implementing new systems.
11-4
, .
Task 3.1 Evaluate Technical Alternatives
We will define alternatives for meeting the City's functional
requirements. Where significant alternatives exist, we will evaluate the
alternatives in terms of cost and benefits. This will include developing
specific recommendations and implementation priorities.
During this task, we will also-identify and provide the City with a list
of qualified vendors to receive the RFP.
Task 3.2 Assess Impact
We will assess the impact of our recommendation on the City in terms of
cost, implementation, timeliness, level of benefit, ability to maintain
the system, and potential organization and staff impact. Based upon the
results of this task, we will prioritize the recommendations and finalize
the implementation approach.
Deliverable: Alternatives Analysis Document, which details, by
application, the cost/benefits for implementation and the best technology
suited for cost/effective implementation.
Phase IV - Prepare Request for Proposal
The finalized Needs Assessment Study and Alternatives Analysis will provide
the basis of the technical requirements of the Request for Proposal. This
phase will consist of several tasks, as described below.
As discussed in Phase III, we may recommend that certain applications be
developed as stand-alone systems. This may imply a separate acquisition
process for these stand-alone systems.
Our schedule and fees, however, have been designed with the assumption, as
required by the City's RFG for this project, that a single vendor acquisition
process will occur. Should multiple RFPs be required, commensurate
adjustments to the schedule and fees probably would be necessary. We will
address this issue with the project director should it be necessary.
Preparing an RFP that accurately reflects the City's technical, contractual
and budgetary requirements, while maintaining clarity and independence to a
vendor, requires a coordinated effort between the Peat Marwick Project Team
and the City staff. In order to ensure this coordination, we will undertake
the following tasks:
Task 4.1 Define Procurement Strategy
We will review procurement strategies with City Police and Purchasing
Department staff. The type of procurement (single or two-phased), bid
schedule and decisions on vendor conferences will also be determined at
this time.
The City Purchasing Department will be called upon to provide bid bond,
insurance, vendor nonperformance, and other contractual requirements.
The results will be a specific "boilerplate" of City terms and conditions
to govern this project.
11-5
Task 4.2 Develop Request for Proposal
Pertinent portions of the Needs Assessment Study will be modified to
become the Technical Requirements section of the RFPs.
At the end of this task, the procurement strategy, boilerplate, and
technical requirements will be integrated and presented to the City as
the draft RFP for final review and modification. Once updated, the
finalized RFP will be released to previously identified, qualified
vendors.
Task 4.3 Conduct Vendors Conference
If the City so desires, we will conduct the vendor conference. We
recommend that a vendor conference be held, since it will provide an
excellent opportunity to identify any possible inconsistencies or
inaccuracies in the RFP. It also provides an opportunity to meet with
the vendors in a formal, controlled environment.
Task 4.4 Respond to Vendor Inquiries
It is anticipated that over the course of the bid cycle, clarifications
will need to be provided. We will work with the City to respond to
vendors' requests for additional information or clarification.
Deliverable: The Request for Proposal.
Phase V - Evaluate Vendor Responses and Recommend Vendor
The vendor evaluation process requires careful planning and thorough analysis
of vendor proposals. We accomplish a complete and fair assessment of vendor
qualifications through establishing vendor rating standards. These standards
for evaluating the vendors are based upon the City's information processing
priorities and cost/effective technological solutions.
This Phase involves the following tasks:
Task 5.1 Prepare Proposal Review/Evaluation Strategy
Prior to the due date of the proposal, we will define our evaluation
matrix. We will also prepare a compliance checklist for City personnel
to determine immediate disqualification for nontechnical reasons (i.e.,
unable to provide bonding and the like). During this task, we will work
with the City to determine if vendor demonstrations, reference checks, or
installed site visits would be advantageous to the evaluation process.
Once the proposals have been submitted, they will be evaluated using an
evaluation matrix. The evaluation matrix will be used primarily to
define technical compliance. Other factors, such as implementation
schedules, vendor reputation and cost, will also factor into the
evaluation.
II-6
Task 5.2 Conduct Vendor Evaluation
During this task, we will compare vendor proposals with the evaluation
criteria, and will participate in vendor reference site visits,
demonstrations and/or presentations, as deemed appropriate by the City.
(The duratt~of this task is variable, depending upon the number of
proposals received.)
Task 5.3 Presentation of Final Results and Conclusions
Evaluation results will consist of a ranking of the vendors and a summary
of our findings and conclusions. We will be available to report our
findings and conclusions to the City Council, if so desired.
Phase VI - Provide Vendor Negotiation and Implementation Support (Optional)
At the City's option, Peat Marwick will be prepared to assist the City in
review and negotiation of the contract, project implementation, project
management and post-implementation review. The types of service available,
should the City determine a need for continued support, are defined in the
following tasks. We will submit a proposed work plan, schedule and fees for
this work, at the City's request, upon vendor selection.
Task 6.1 - Support Contract Negotiations
We will assist the City in negotiating a contract with the selected
vendor. (Note, however, that Peat Marwick is not a law firm and is
precluded by law from offering legal guidance or advice.) We will assist
the City with specific vendor performance issues, such as training, terms
and conditions, warranty, payment schedule, licenses, modifications, and
documentation.
Task 6.2 - Implementation Support
After contract signing, we are prepared to work with the City and vendor
to develop a detailed project work plan and schedule. We will also
assist the City in monitoring equipment installation, acceptance testing,
training, phaseover and initial system operation. This is a critical
Task, which provides system implementation management support in the
following areas:
Create Deliverables Checklist
This checklist will be used to compare deliverables against the
project implementation schedule to assist in monitoring vendor
performance.
We will assist in system and equipment inspections as delivered
prior to installation. We will also conduct a series of periodic
inspections during installation.
II-7
Monitor Acceptance Testing
We will review the acceptance test plan submitted by the vendor and
advise the City as to their adequacy. We will monitor the
acceptance test (including any necessary retest or restarts) and
will review the results with the City.
Monitoring Training
We will review training plans and materials submitted by the vendor
and advise the City as to their adequacy. We will evaluate vendor
training sessions and advise the City of any need for follow-up or
retraining.
Monitor System Phaseover
We will review the vendor plans for cutover or phaseover to the new
system and contingency plans for possible reversion to the old
system in the event of cutover problemat or natural or man-made
disasters. We will advise th City of any needed revisions of the
plans. We will monitor the cutover and advise the City of any
necessary follow-up.
Conduct Post-Acceptance Review
We will prepare a post-implementation review of the system and will
submit it to the City for review. We will advise the City of any
potential problems or deficiencies in the system prior to the City's
final acceptance.
Monitor Initial Operations
We will remain available to the City during the first few months of
system operations to assist with any problems that may arise during
this period.
PROJECT SCHEDULE
Peat Marwick is committed to providing our clients with as timely an
engagement schedule as possible. The overall engagement schedule is depicted
in Exhibit II-I. The schedule is shown by phase.
DEL IVERABLES
The following pages in this section will briefly outline the deliverables for
this project. These deliverables closely follow the City's five major and one
optional phases.
11-8
DELIVERABLE NUMBER 1
USER DEPARTMENT NEEDS ASSESSMENT DOCUMENT
PURPOSE
To inventory existing hardware and software and identify user-defined
information requirements.
DEP ARTMENT NAME
Hardware inventory
Software inventory.
Process (Existing)
Description
Strengths
Weaknesses
Department rank order priority.
Future Requirements
Description
Department rank order priority.
11-9
DELIVERABLE 2
DEPARTMENT REQUIREMENTS AND APPLICATIONS
PURPOSE
To equate the information requirements defined in Deliverable 1 with computer
system applications.
FORMAT
The format will be the same as in Deliverable 1, but will add the application
descriptions and update implementation priorities based on our knowledge of
system implementation needs.
DEPARTMENT
Hardware inventory
Software inventory.
Process (Existing)
Description
Strengths
Weaknesses
Suggested priority*
Application requirements*
Interfaces.*
Future Requirements
Description
Suggested priority*
Application requirement*
Interfaces.*
* Added or updated sections.
II-lO
DELIVERABLE 3
ALTERNATIVES ANALYSIS
PURPOSE
To examine the application requirements with respect to our knowledge of
available to our knowledge of available technology, costs and perceived
benefits, and to suggest cost-effective methods for developing and
implementing the defined application requirements.
FORMAT
The format is the same as in previous deliverables, but will add the
cost/benefit description and recommended implementation method as well as
general hardware requirements.
DEPARTMENT
Hardware requirements*
Software requirements.*
Application requirement
Description
Cost/benefit*
Implementation method recommendation*
Implementation priority.*
* Added or updated sections.
II-II
DELIVERABLE 4
REQUEST FOR PROPOSAL
PURPOSE
To define application and hardware requirements to enlist proposals from
qualified vendors.
FORMAT
The format will derive the applicable sections from the alternatives, analysis
to describe hardware/software requirements and will add the appropriate City
purchasing administrative information.
INTRODUCTION
City purchasing requirements
Instructions to vendors
Hardware requirements: by department
Software requirements: by department.
11-12
DELIVERABLE 5
VENDOR RESPONSE EVALUATION AND RECOMMENDATION REPORT
PURPOSE
To provide the City with an analysis of the vendor products and capabilities
and the reasoning behind the recommended vendor selection.
FORMAT
The format will be adapted to the needs of the vendor selection process.
Vendor A:
Cost/benefit.
Vendor B:
Cost/benefit.
Vendor C:
Cost/benefit.
Vendor Recommendation:
11-13
DELIVERABLE 6
(Optional)
IMPLEMENTATION PLAN
PURPOSE
To provide guidelines for managing and monitoring the vendor performance
throughout the implementation process.
FORMAT
As described in the work plan, the Implementation Plan includes a series of
deliverables.
Deliverables checklist
Acceptance testing standards and schedule
Training plan requirements
System phaseover plans
Post-implementation support requirements and review
Operations Review Report.
11-14
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III - PROJECT TEAM
This section presents Peat Marwick's proposed project team. We are confident
that the project team Peat Marwick has assembled for this engagement has the
skills and experience required to effectively assist the City of San
Bernardino in the assessment and implementation of an automated information
system. The project team is comprised of highly skilled professionals who
have successfully performed projects directly relevant to the specific work to
be performed under this RFP.
The remainder of this section discusses the project organization, roles and
responsibilities. Detailed resumes for each member of the project team are
included in the Appendix.
PROJECT ORGANIZATION
The project team organization will be comprised of individuals from the City
of San Bernardino and from Peat Marwick. Exhibit III-l presents the
organization chart. Project roles and responsibilities of the City and of the
Peat Harwick team members are discussed below.
Roles and Responsibilities
Peat Harwick believes that an important ingredient to the success of this type
of engagement is the active participation of client personnel in a project
Steering Committee. Peat Marwick has traditionally emphasized this type of
participation to a larger degree than most other consulting firms. The use of
a Steering Committee on this project has two advantages including:
Client input to the activities of the project team
Review of deliverables as they are being developed.
Deliverables prepared by the project team will be more accurate and
understandable by Ci.ty personnel because of the active involvement of the
Steering Committee with the project team.
In addition to the Steering Committee, the City's Project Coordinator will
playa key role. The Project Coordinator will be in frequent contract with
the project team, and will work with Peat Marwick's engagement partner and
manager to ensure the timely completion of all tasks. The Project Coordinator
will also serve as our primary contact for the Steering Committee.
Exhibits 1II-2 through 1II-4 present the project team's skills sets in the
form of skills matrices.. The following paragraphs present a more thorough
discussion of the roles and responsibilities of the Peat Marwick project team.
III-l
, .
THE PEAT MARWICK PROJECT TEAM
Our project team has been chosen to provide the City with the skills necessary
to effectively perform this engagement. The team has demonstrated expertise
in the following areas:
Law enforcement and criminal justice systems
A variety of computer hardware, operating systems and utility
software
Needs assessment and requirements analysis
RFP development
Vendor coordination
Proposal evaluations
Project implementation and phaseover plans.
Peat Marwick believes that these are key areas of experience to this project.
In addition, the team is experienced in the unique processing requirements of
the law enforcement environment.
Thomas Snow - Client Partner - San Bernardino
Mr. Snow will act as our liaison. He has extensive experience with the City
of San Bernardino in many departments. In addition, he has many years of
governmental accounting experience. He is the Partner in charge of the local
Government Audit practice for the Los Angeles office of Peat Marwick.
Eric Openshaw - Engagement Partner
Mr. Openshaw will act as the partner ultimately responsible for the conduct of
the engagement. He will be involved in the preparation and review of all
documents prepared by the consulting staff, and will assist in the
presentation. Mr. Openshaw is a Principal in the Firm, and is in charge of
the Middle Market Consulting practice.
Robert Smith - Quality Assurance
Mr. Smith will act as the overall quality assurance review person, and will
ultimately be responsible for the quality of the engagement. He will be
involved in the quality review of all documents prepared by the consulting
staff. Mr. Smith is the Principal in charge of the Firm's Western Region
Information Technology Consulting practice, and has over 20 years of
professional experience in computer and communications systems.
Holly Richards - Technical Advisor
Ms. Richards will act as a technical resource to the consulting team. She has
extensive experience in government systems and software. Ms. Richards is the
head of the Los Angeles Peat Marwick Information Systems group.
111-2
Ken Benson - Project Mana~er
Mr. Be~~iiMII.~~~the project manager with the responsibility for the
day-to~a,~'u"""'G'O'fc,tbe engagement. In addition, he will provide a large
portion of the technical review, system design and procurement tasks.
Mr. Benson is the Senior Manager responsible for the Firm's Telecommunications
Consulting practice in the Southwestern Region. He has over 11 years'
experience in the design and implementation of large voice and data switching
systems, including engagements for many state and local governments.
Tom Mann - Manager
Mr. Mann has considerable experience on government and higher education
projects. He specializes in needs definition and requirements for library
systems and networks.
Julia Kirwan - Senior Consultant
Ms. Kirwan has extensive experience in information systems analysis 'projects.
She has worked in both the public and private sector in all aspects of needs
assessment, design of specifications, RFP development and business planning.
Valerie A. Woodburn - Senior Consultant
Ms. Woodburn has over eight years of consulting practice experience in
telecommunications, data communications, electronic mail and office
information systems. She is experienced in strategic planning; feasibility
studies; cost analysis; requirements definition; and technical design for
voice, data and radio systems.
Mary Bilotta - Consultant
Ms. Bilotta has a background in information systems analysis in governmental
agencies. Her expertise includes interviewing and data gathering, definition
of procedures, and data processing and requirements development.
Michael Surface - Consultant
Mr. Surface has considerable experience on governmental agency projects. He
specializes in needs definition, research and implementation support. He has
served on various operations and computer systems projects, from initial
planning to the implementation phase.
111-3
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Exhibit 111-2
GOVERNMENT EXPERIENCE
Master Needs System Implementa-
Name plans Audits assess requirements RFP Evaluation tion
Tom Snow X X X X X
Eric Openshaw X X X X X X X
Holly Richards X X X X X X X
Robert Smith X X X X X X X
Ken Benson X X X X X X X
Julia Kirwan X X X X X X
Valerie Woodburn X X X X X X
Tom Mann X X X X X X
Mary Bilotta X X X X X X X
Michael Surface X X X X
Exhibit 111-3
TECHNICAL SKILLS MATRIX
Main- Micros PBX
Name frames Minis systems systems LANs Conununications
Tom Snow X X
Eric Openshaw X X X
Holly Richards X X X
Robert Smith X X X X X X
Ken Benson X X X X X X
Julia Kirwan X X X X
Valerie Woodburn X X X X X
Tom Mann X X X
Mary Bilotta X X X X
Michael Surface X X X X
Exhibit 111-4
SKILLS MATRIX
FUNCTIONAL AREAS
Financial Library Utility Public Land use Business Public
Name systems systems systems works permits license safety
Tom Snow X
Eric Openshaw X X
Holly Richards X X X X X X
Robert Smith X X X X X
Ken Benson X X X X X
Julia Kirwan X X X X X
Valerie Woodburn X X
Tom Mann X
Mary Bilotta X X
Michael Surface X
IV - QUALIFICATIONS OF PEAT MARWICK
This section of our proposal provides information on the general background of
Peat Harwick, and our experience with city as well as other public and private
sector information systems.
DESCRIPTION OF THE FIRM
We welcome the opportunity to describe the breadth of services our firm can
offer the City of San Bernardino.
Peat Harwick Background
Peat Marwick provides professional services worldwide for more than 65,000
industrial, commercial, financial, governmental and institutional clients.
Financial management information services, data processing, employee benefits
and industrial engineering are major consulting services provided by Peat
Harwick.
We serve 105 of the Fortune Service 500 companies, and 56 of the Fortune
Industrial 500 companies. Within the Fortune Service 500, we provide services
to 32 of the top 100 banks and diversified financial companies, and 19 of the
top 100 diversified service companies. In these three categories, we lead all
other accounting firms. Of the top 100 life, property and casualty insurance
companies, Peat Harwick provides professional services to 24, more than any
other accounting firm.
Additionally, Peat Marwick has long provided consulting services to Federal,
state and local governments, including the design and implementation of
systems for virtually every state in the country and the trust territories.
Peat Harwick is dedicated to providing a full range of professional services
to meet the diverse needs of our clients. To accomplish this goal, we develop
and continually build upon highly specialized expertise in the private and
public sectors of our practice. Peat Harwick is committed to excellence and
the highest standards of integrity in all its work. At Peat Marwick, the
objectives for the future are molded from strengths of the past, in order to
provide our clients with the best professional services possible, in an
atmosphere of problem solving that brings forth a new level of innovation.
Peat Harwick Organization
Klynveld Peat Harwick Goerdeler (KPMG) is a multinational partnership offering
. services in three primary practice areas: auditing, tax and management
consulting. There are over 300 KPMG offices on six continents in 120
countries with over 29,000 professional staff. KPMG's worldwide revenue was
over $2.5 billion for the fiscal year ended 1986. In the United States, Peat
Marwick Main & Co. (Peat Marwick) has over 130 operating offices and over
18,000 professional staff.
IV-l
Peat Marwick is organized to serve our clients by functional discipline and
industry. The four functional disciplines are:
Information Systems Services (155) - systems analysis and custom
system development services
Operations Management - worker productivity studies, organizational
reviews and ~nagement studies
Management Accounting - feasibility study reports, cost analysis
studies and requirements studies
Human Resources - benefits planning, executive compensation studies
and executive search.
Peat Marwick serves a wide variety of industries, including government,
financial institutions, health care and many others. Because of the size and
importance of the government industry, Peat Marwick further segments our
practice into the government information systems and government resources
management sub~pecia1ties. '
Management Consu1tin~ Practice
Over 70 years ago, Peat Marwick was the first professional accounting firm to
offer management consulting services to its clients. In the United States,
Peat Marwick's resident consulting staff of more than 2,000 professionals are
fully devoted to the management consulting activities and are based in 30 of
our U.S. office locations.
Members of our professional consulting staff average in excess of 10 years'
practical business and consulting experience. The majority of the staff hold
advanced degrees in business administration, finance, economics, engineering
and business management. Many have specialized training in the management
sciences, the behavioral sciences, physics, mathematics" accounting, computer
and data processing services, marketing, and statistics - all of which provide
an additional dimension to the staff.
The three major consulting practice areas relevant to this qualifications
statements are:
Government Services Consulting practice
Information System Services Consulting practice
Operations Management Consulting practice.
Each of these services are described in the following pages.
Government Services Consulting Practice
Peat Marwick's Government Services Consulting practice provides a wider range
of consulting services to state and local governments than any other
accounting firm, and serves more than 400 government entities each year.
These services range from feasibility study reports and cost analysis studies,
to organizational reviews of entire state governments.
IV-2
Peat Marwick places major emphasis on governmental information management
systems. They have been designed to operate in a variety of organizational
entities. The flexible accounting structure used by these systems provides
the ability to adapt to a variety of reporting requirements. The modular
structure allows the client the flexibility to tailor an integrated system
using components for specific management purposes.
The diversity of our Government Services Consulting practice demonstrates the
total service capability that is available to our government clients.
Information Systems Services Consulting Practice
Peat Marwick maintains a significant ISS practice across the United States
with an annual accountancy income exceeding $70 million. Our 1,000 ISS
specialists bring to their engagements a wide range of functional, industry
and technical data processing skills, and a firm understanding of the
relationship of technology to information services applications.
The industries in which these professionals are specialists include state and
local government, criminal justice, public safety, insurance, health care,
education, banking and manufacturing. Technically, they are proficient in the
following specific disciplines: project management, applications systems
development, data base systems design, systems planning, hardware and software
evaluations, package software systems implementation, security and control
procedures development, data processing productivity analysis, and operating
systems analysis.
Operations Management Consulting Practice
Productivity and quality of service activities are generally performed by Peat
Marwick's Operations Management Consulting practice, composed of more than 150
professionals with industrial engineering and related degrees.
Our services include design of the quality and productivity programs;
identification and conduct of high-visibility pilots; development of
management, employee training and involvement programs; and measurement
quality improvement from changes in office, facility technology or work
Peat Marwick often performs these evaluations as a separate team or in
conjunction with an organization's own internal consultants and staff.
some instances where a highly skilled internal consulting department is in
place, Peat Marwick can license its products and methodologies to the
organization.
of
flow.
In
Support Tools
In 1984, Peat Marwick was the first accounting firm to make a national
commitment to incorporating personal computers into the standards by which
audits are conducted. Through a special arrangement with Apple Computer,
5,500 Macintosh computers have been delivered by Peat Marwick's staff. More
importantly, prior to the release of the Macintosh, Peat Marwick worked with
Apple in the development of the user-friendly software which eventually made
the Macintosh famous. Peat Marwick supplemented the software available on the
Macintosh with internally developed software designed specially to support
certain types of engagements.
IV-3
Peat Marwick's consultants use many tools and techniques to diagnose
producti~ity and quality problems and opportunities. Some of the tools used
and a brief description of each follow:
SPANS (Structured Productivity Analysis System) - SPANS is a new,
flexible approach to productivity analysis in government and public
educational institutions. SPANS is a microcomputer-supported
methodology which points out high-cost activities, job
fragmentation, misplaced activities, spans of control issues, and
unnecessary and redundant activities. SPANS is an excellent tool
for examining overhead, facilitating the merger of two similar
activities and general productivity diagnosis.
PEAT (Productivity Evaluation and Analysis Techniques) - PEAT is a
four-module methodology and approach that identifies opportunities
for improvement. It is an excellent tool for an organization that
is just entering into productivity or quality improvement and needs
a broad scope, as well as some immediate results.
TARGET - examines an organization's white-collar head count and pay
levels, comments on which populations are susceptible to which kinds
of productivity or quality improvement, and suggests where to
conduct pilots for an organization's new productivity and quality
improvement programs.
PAPER (Professional and Administrative Productivity Evaluation
Report) - PAPER is a self-review process to improvement from over 20
different productivity techniques. It helps managers commit to an
improvement goal. In addition, the organization learns the patterns
of individual shortfall areas in various departments.
CAPE (Computer-Assisted Productivity Evaluation) - CAPE is a survey
methodology incorporating College Board-type score sheets, which are
read directly into a personal computer for immediate analysis. The
questionnaires can be generic, but the current process is aligned
around identifying office activities, which can be improved through
office automation or by identifying perceptions of the quality of
office support systems.
EQUIP (Employee Quality Improvement Process) - EQUIP teaches
employee teams over 50 techniques that they can use to improve
productivity, quality of work and the quality of their work lives.
EQUIP is a sophisticated employee involvement program which changes
the blockages in corporate culture, and is designed specifically to
unlease creativity.
TECH SCAN (Technical and Social Communication Analysis) - TECH SCAN
is a methodology and family of tools that analyze first the physical
work flow, and then the way the formal and informal organization
structure enhance or impede the process. The resultant redesign has
a better chance for acceptance, longevity, and flexibility than
either a purely technical or an organizational approach can achieve
alone.
IV-4
MICROSTEP (Micro Self-Logging Time Evaluation Program) - MICROSTEP
is a microprocessor-supported data gathering technique that
automates time ladders and assigns standard times to tasks or group
activities on the basis of modal analysis.
MODAPTS (Modular Arrangement of Predetermined Time Standards) - The
MODAPTS methodology utilizes highly simplified but accurate standard
time values so that industrial engineers, supervisors, or led clerks
can assign time standards to actual or proposed jobs. MODAPTS is
also a powerful but simple tool for use in assigning standards for
repetitive activities.
Staff Training
Peat Harwick recognizes that the training provided by most colleges and
universities provides a good foundation of conceptual knowledge, but does not
provide graduates with a working knowledge of the corporate and government
world and the information needed to be effective in the business advisory
environment. To address this gap in knowledge, Peat Marwick developed a
formalized training program.
Our Professional Development Department, responsible for developing Peat
Marwick training programs, is staffed by 65 full-time professionals and has an
annual budget of $40 million. In the United States, Peat Marwick offers over
150 training courses to our people, and more than 500 Peat Marwick
professionals participate as instructors.
All of our systems development professionals have had a significant number of
years of experience prior to joining Peat Marwick. Our training program has
been built with this in mind. Our training does not need to focus on basic
data processing principles, because our philosophy of using experienced
professionals on analysis and development engagements. Our training hours are
for the seasoned professional and are of a very high quality. They are not
intended for basic learning. This experience factor is critical in the
success of systems analysis engagements.
Highlights of the important training offered by Peat Marwick include:
Systems Development Life Cycle
Systems Development Project Management
Consulting Skills Workshop
Consulting Management Skills
Effective Oral Presentation
Effective Written Communications.
In addition to these internal courses, Peat Marwick supplements its formalized
program for staff training from vendor organizations, universities and
technical institutes. All Peat Marwick employees are required to participate
in continuing professional education, regardless of whether or not they are
Certified Public Accountants.
IV-5
The primary objective of all of this training is to provide our clients with
services of the highest possible quality.
Practice Guides
Each of our specialized industry practices uses practice guides to provide
professionals with information unique to the industry. The Office Information
System Practice Guide is a multivolume publication intended to be used as a
guide by Peat Marwick's management consultants supporting office systems
analysis. Specifically supporting custom software development engagements are
two manuals produced by Peat Marwick's Information Systems Services practice.
These two manuals, the System Development Manual and the System
Development Project Manual, provide Peat Marwick professionals with a
structured approach to software development. These manuals and supporting
documentation contains Peat Marwick standards for custom software development
engagements.
PROJECT EXPERIENCE
Exhibit IV-l at the end of this section, summarizes some selected prior
engagements in the area of governmental information systems. The engagements
are listed alphabetically by client, with the type of engagement and type of
client summarized by category.
We have provided name and telephone number references for the more recent and
relevant engagements.
City of San Bernardino, California -
Financial Audits and EDP Review
Peat Marwick is fortunate to have served the City of San Bernardino on several
recent engagements, including an assessment of data processing operations. We
are dedicated to providing ongoing service to the City, and believe this
current knowledge of various departmental operations provides the best
possible expertise to the City on this important project. Among our recent
projects with the City include:
Financial Audit
Currently, the Firm serves as the financial auditor for the City, in
which we have had the opportunity to familiarize ourselves with the
budget accounting and funding systems and mechanisms.
IV-6
Data Processin~ Administrative Review
Performed a recent review of the City's organization and
administration of the date processing resource. We reviewed systems
documentation, interviewed selected users and City management staff,
and examined the status of the facility management firm's system
implementation effort. Through this project, we have become most
familiar with, the City's concerns with the delays in implementation,
and the needs for a more reliable information processing resource
that will meet the City's management, accounting and operations
needs.
Redevelopment Agency Procedures
Currently developing special audit procedures for the agency to
process travel expense and equipment purchase transactions.
Reference: Mr. Jim Robbins
Acting City Administrator
Cupertino, California, City Manager -
Communications Center Feasibility Study
Peat Marwick conducted a study of the technical and cost feasibility of
establishing a new communications center for the city. The options reviewed
included an independent city-operated center, city operation of a Sheriff
Department regional center, and establishment of a joint center with three
neighboring cities.
Reference: Mr. Robert Quinlan
City Manager
408-252-4505
King County and Pierce County,
Washington - 9-1-1 Implementation Assistance
King and Pierce counties cover, respectively, the Seattle and Tacoma
metropolitan areas. Peat Marwick assisted both counties in the development of
their plans for enhanced 9-1-1 systems, and in negotiations with Pacific
Northwest Bell for procurement and implementation of the systems. Both
systems are now operational.
Reference: Mr. Richard DeFaccio
(Former) 9-1-1 Director
206-682-7637
Los Angeles County, California,
Fire Department - Development of Command and Control System
The Fire Department is developing a command and control system which includes
a new communications center; a triple-redundant computer-aided dispatch
system; 700 mobile data terminals; 150 radio-operated fire station data
terminals; interfaces to E9-l-l, alarms, master time base and other related
IV-7
systems; and a complex radio and microwave infrastructure. In 1985 to 1986,
Peat Marwick carried out the requirements analysis and system design,
developed a two-step procurement strategy, and wrote the 500+ page RFP. We
recently completed the evaluation of proposals from major system integration
contractors, computer vendors and computer-aided dispatch vendors. We will
follow through with support during procurement, installation, testing,
training and phaseover.
Reference: Assistant Chief John Cummings
Communications Support Services
213-267-2451
Placer County, California, Communications -
Improvement of Communications Systems
In a series of two contracts, Peat Marwick first conducted an overall radio
system requirements analysis and master plan study for the county, and then
assisted in development of specifications for a dispatch console, radio site
and microwave link. The improvements have since been implemented.
Reference: Mr. Carroll Rice, Jr.
Communications Officer
916-823-4596
Riverside County, California,
Communications - EMS Communications Study
Peat Marwick is currently conducting a review and devaluation of the
communications systems serving all of the emergency medical services agencies
in the county. We are developing recommendations for improvements in the
equipment, technical configuration, organization and management of the systems.
Reference: Mr. James Rothrock
Communications Director
714-787-2722
Sacramento County, California,
District Attorney - Development of Automation Plan
Peat Marwick conducted an extensive analysis of automation of the Domestic
Relations Division. We determined accounting and system interface
requirements, developed a conceptual systems design, evaluated system
alternatives and determined costs, conducted a cost-benefit analysis, and
developed an implementation plan. The result was a FOCIS system planning
document fully compliant with Federal standards.
Reference: Mr. Frederick S. Schroeder
Assistant Chief Deputy
District Attorney
916-440-6023
IV-8
Sacramento County, California, Sheriff -
Development of Information System Master Plan
Peat Harwick was engaged to review and analyze the entire scope of the
department's information processing needs, and to develop a master plan to
guide the development of application systems and the acquisition of hardware
to support those systems. We reviewed and assessed the department's
management information systems and prepared a systems requirements summary;
analyzed the communications system and identified alternatives for satisfying
the needs of its components; and analyzed the records system and developed
recommendations for its improvement.
Reference: Mr. Dee Reynolds
Undersheriff
916-440-7166
Sacramento, California, Police -
Development of CCAP Management Information System
Peat Harwick has been retained to direct the analysis and implementation of
the department's Career Criminal Apprehension Program MIS. As part of this
engagement, we has developed a long-range information processing plan that
addresses the interrelationships between patrol, investigations, crime
analysis and records. We analyzed and refined the information flow within the
department; assisted in the development of crime solvability factors and case
prioritization of assignment standards; and defined a mechanism for case
tracking and monitoring.
Reference: Mr. Jerry Finney
Assistant Chief of Police
916-449-5491
City of Fontana, California, Police -
Installation of Voice and Data Communication Systems
Mr. Benson and Ms. Woodburn assisted the city of Fontana in acqu1r1ng and
installing an integrated voice and data communications system to replace their
current Centrex telephone system. We prepared and released a RFP for the new
system, evaluated the vendor response, and are assisted in the implementation
of the chosen system.
Reference: Mr. Frank Scialdon
Captain
714-350-7740
California State University, San Bernardino - (CSUSB)
Telecommunications Needs Assessment and Procurement Project
As part of the needs assessment project sponsored by the CSU Chancellor's
Office, Peat Marwick conducted an evaluation of CSUSB's communications needs.
Currently, the university obtains telephone service from a GTE 311 central
office (CO)-based Centrex system with 800 CO lines. A Micom 600 port selector
with 64 ports occupied supports low-speed data switching needs. Our analysis
IV-9
of these systems was documented in a Needs Assessment Report (NAR) which
included the following areas: analysis of existing voice, data, and video
communications needs and systems; identification of performance/functional
problems and growth limitations of these systems; analysis of communications
alternatives from a functional and cost perspective; development of
recommendations (including a system configuration); and preparation of
preliminary technical specifications and an implementation strategy.
Peat Harwick is currently involved in the procurement phase of this project.
In this phase, we are responsible for refining the technical specifications
and preliminary system requirements for inclusion into the RFPs. After
release of the RFP, Peat Marwick will assist with vendor's questions, the
evaluation of technical proposals and the vendor selection process. Contract
negotiations with the selected vendor will complete this phase of the project.
Peat Harwick's responsibilities in Phase II include assisting with system
implementation management, providing technical and engineering assistance to
the university, and monitoring the system implementation and acceptance
testing process.
Reference: Mr. Don McKenzie
Director of Business Affairs
714-887-7645
San Jose, California, Communications -
Development of Communications Systems
In 1985, Peat Marwick completed a detailed review of the current city/county
radio and computer-aided dispatch systems, and an analysis of the city's
emergency communications alternatives. We recommended that the city withdraw
from the county-operated joint communications center and reestablish its own
systems. The city accepted that recommendation, and subsequently retained us
to help implement the new systems. We are currently completing the RFP for a
large police/fire computer-aided dispatch system which includes 13
call-answering positions, 18 dispatch positions of various types, 50 other
terminals, a 2-channel mobile data terminal system and interfaces to numerous
external systems. We are also assisting with design of the mobile radio,
microwave, alarm, and E9-l-l systems and communications center facility. We
will provide support during procurement, installation, training, testing and
phaseover.
Reference: Mr. John Atkinson
Communications Manager
408-277-5766
IV-lO
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v - FEES AND EXPENSES
This section of our proposal presents the cost for the services discussed in
Section II, "Proposed Work Plan." The fees presented represent the total cost
for conducting the Needs Asessment, Phases I through III; and Development of
the City's Request for Proposal and Evaluation and Vendor Recommendations,
Phases IV and V.
We reeognize tbat,;~~~t,.~'will require implementation support and assis tance
i~, ~f~.t~tiations . Therefore, we have identified and discussed the
'type "ot:~"'."rv1ces that we could provide within Phase VI of our work plan. At
the p~esent time, however, we are unable to fully determine the nature of the
services 'required or the amount of time needed. Therefore, we propose to
provide continued support to the City in terms of the staffpersons presented
within this proposal at the fixed hourly rates defined below. These
individuals would be available to the City on a time and materials basis, and
the City would only be billed for the implementation support services rendered~
To avoid any potential confusion regarding the fixed fee nature of our
proposal, we reiterate that we are prepared to conduct all the tasks outlined
in Phases I through V of our work plan for a fee of $66,150. This fee is a
"not-to-exceed" price regardless of whether or not we exceed the estimate of
hours involved. We will bill, at our cost, all out-of-pocket expenses such as
long-distance telephone, report preparation and travel. These expen.... are f.
normally 15% of the professional fees.
In terms of implementation support, we offer our staff at the fees described
in this proposal to perform any duties deemed appropriate by the City. In
either case, our fees will be billed twice monthly for the services rendered
and the expenses incurred in the preceding period. Should the City wiah'. to',
retai9..a portion of the fee, we are prepared to accept up to a 101 withholding
until the project is completed.
The following pages provide the hourly rates, total hours and estimated
expenses for completing Phases I through V of the work plan described in
Section II.
PERSONNEL COST
Exhibit V-Ion the following page presents our fees for professional
services. It identifies staff classifications, the hours by classifiction and
the fees by classification we propose for the City of San Bernardino; and the
total hours and cost for performing Phases I through V of our project work
plan.
V-I
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ESTIMATED MISCELLANEOUS EXPENSES
Exhibit V-2 provides our estimate of the miscellaneous expenses associated
with completion of Phases I through V of the project. It presents costs for
administrative support; report and RFP production; mailing the RFP; telephone
charges related to vendor inquiries; and an estimate for travel, lodging and
per diem expenses for our staff. Charges for these expenses will be billed as
incurred. Should the City be able, or willing, to produce and mail the
Request for Proposal, these expenses could be reduced.
V-3
Exhibit V-2
SUMMARY OF MISCELLANEOUS EXPENSES
(ESTIMATED)
Phase III - Needs Asses.sment
Administrative support $ 2,100
Report production 1,050
Meals and lodging 1,750
Travel 1,050
Miscellaneous expenses (mailings, telephone and the like) 200
Total Phase I-III expenses 6,150
Phase IV-V - Prepare Request for Proposal
Administrative support 1,470
RFP production 1,350
Meals and lodging 850
Travel 450
Miscellaneous expenses (mailings, telephone and the like) 375
Total Phase II expenses 4,495
Total estimated project expenses $ 10..645
APPENDIX
PROJECT TEAM RESUMES
ERIC L. OPENSHAW
Mr. Openshaw is a Principal in the Los Angeles office of Peat Marwick. A
specialist in the areas of data processing systems design, he has 13 years of
experience in the development of requirements definitions, conceptual design,
preparation of request for proposals, system selection and implementation
assistance. Mr. Openshaw's experience and emphasis has been primarily in the
wholesale distribution and construction industries. Specifically related
experience includes:
Developed requirements and a conceptual model of an equipment
maintenance system for an oil pipeline service company. This
included analyzing available software/hardware packages and
developing recommendations for short- and long-term MIS objectives.
Performed a data processing feasibility study for an asphalt paving
and grading contractor. This included vehicle and heavy equipment
maintenance and costing, accounts payable, general ledger and
financial reporting, job costing and job bidding, inventory control
of gravel, sand, and the like, as well as supplies inventory such as
gas, oil and tires.
Assisted in the selection of data processing hardware and software
for the above-mentioned contractor.. This included requirements
definition, preparation of a request for proposal, proposal
evaluation and contract negotiation assistance.
Assisted in the selection of data processing hardware and software
for several large residential developers and provided implementation
assistance. Applications included accounts payable, general ledger,
financial reporting, fixed asset accounting, equipment maintenance
and costing and job bidding.
Provided implementation assistance to a framing subcontractor.
Applications included job costing, equipment maintenance and
costing, accounts payable and general ledger. Assistance included:
detailed project planning and control, acceptance testing, parallel
run requirements, user sign-off, user training, and the like.
Developed requirements for a major manufacturer of heavy equipment
components. Applications included project scheduling and control,
inventory management, machine and heavy equipment scheduling,
maintenance and costing, and fixed asset control.
Mr. Openshaw is currently participating in a nationwide survey of application
software available for the construction industry. Prior to joining Peat
Marwick, he was a systems engineer and sales manager for a major computer
manufacturer.
Mr. Openshaw received a bachelor of arts degree in marketing and accounting
from California State University, Fullerton. Additionally, he has completed
postgraduate work at California State Polytechnic University, Pomona.
HOLLY A. RICHARDS
Ms. Richards is a Principal in the Western Region of the Systems Development
Group of Peat Harwick. She specializes in the proje~t management and control
aspects of large systems development engagements. Her experience prior to
joining the Firm was with Ohio Medical Indemnity Mutual as Manager of Systems
and Programming. Ms. Richards has also worked for Chemical Abstracts Service
and Denison University in various data processing capacities from programmer
to systems analyst.
Ms. Richards' work experience since joining Peat Marwick has included:
Engagement manager for the design and development of the Oil
Accounting System at the City of Long Beach.
Engagement manager for the Requirement Definition Study for the
Fleet Management System for the City of Los Angeles.
Engagement manager for the Requirements Definition and Conceptual
Design Study for the Property Records and Hazardous Materials
Information System (PRHMIS) for the City of Los Angeles Fire
Department.
Team leader, responsible for the customization and implementation of
the accounting systems for the Southern California Rapid Transit
District. Accounting systems were implemented using McCormack and
Dodge's general ledger, accounts payable and purchasing software
packages. Peripheral customization was done to address the unique
client requirements. In addition, customized interfaces are being
developed to the project control and tracking system and the
inventory control system.
Team leader, responsible for the design, development and implementa-
tion of modifications to all of the accounting systems, for a
division of FMC to satisfy government cost accounting standards.
Accounting systems modified included general ledger, accounts
payable, labor distribution, system control file update, cost of
production, and budget and forecasting.
Project leader, responsible for the design, development and imple-
mentation of the accounts receivable, delinquency processing and
aged outstanding balance reports for the water and sewer utility
billing system for the City of Columbus, Ohio. In addition,
Ms. Richards was responsible for the design, development and
implementation of the revenue reporting by fund and the automatic
interface to the City's general accounting system.
Development of a detailed computer system design for a life and
health insurance claims payment and check writing system for a
self-administered union contract
Feasibility study of the computer processing alternatives for the
budgeting, fund accounting and general ledger requirements for a
county mental health and mental health retardation board
Computer hardware and software evaluation and selection for a local
manufacturer and distributor. Software systems evaluated included
general ledger, accounts receivable, accounts payable, payroll,
order entry, invoicing, inventory control and sales analysis.
Ms. Richards' work experience prior to joining Peat Marwick included:
Management of a staff of 10 systems analysts and programmers at a
Blue Shield plan. The staff was responsible for the following:
Development and maintenance of the teleprocessing interface to
Ohio Blue Cross Plans to obtain membership eligibility data
Design, development and maintenance of the on-line claims
adjudication systems for basic Blue Shield, combined Blue Cross
and Blue Shield major medical, and Blue Shield dental claims.
Design and implementation of a student information and grade
reporting system
Hands-on programming experience with COBOL, FORTRAN, PL/l, and
Assembler programming languages in both large- and small-scale
computer environments
Design and programming experience with CICS and IMS/VS-DL/l on IBM
hardware
Development of systems and programming standards and procedures
Development of a systems and programming training program.
Ms. Richards graduated Phi Beta Kappa from Denison University with a bachelor
of science degree in physics and mathematics. She is a Certified Data
Processor (CDP).
ROBERT J. SMITH
Robert J. Smith is the Principal in charge of the Information Technology
Consulting group in Peat Marwick's Los Angeles office. He has more than 20
years' management and professional experience, primarily in the management and
use of computer resources.
In addition to his Los Angeles office responsibilities, Mr. Smith directs the
Firm's national Security and Control Services Consulting practice, coordinates
the Far West Information Technology Consulting practice and serves as a member
of the Peat Marwick National Information Technology Steering Committee. He
previously established and directed the Firm's Advanced Technology Services
practice and was Principal-in-Charge of the Minneapolis Management Consulting
Department.
Mr. Smith has managed and participated in a wide. variety of computer-related
engagements, including operations reviews, security evaluations, operating
system and computer system conversions, capacity planning and computer
performance measurement studies, communication system evaluations and network
designs, application assessments, and long-range and disaster recovery
planning projects.
His specific security and control services experience includes:
Directing and conducting numerous control assessments in support of
the Firm's audit services for clients with technologically complex
environments in a wide variety of industries
Developing and supporting the implementation of a security review
and improvement plan for a worldwide backbone network
interconnecting multiple host environments and many local area
networks
Conducting comprehensive security and control assessments for
organizations as diverse as a large midweste~ county, a major life
insurance company, and several financial institutions
Directing third-party review engagements for organizations such as a
major multibank holding company, several large savings and loan
servicing operations, a nationally known commercial service bureau
and a regional service bureau specializing in support of retirement
housing operations
Developing disaster recovery plans addressing both data processing
services and other high-risk service areas for large enterprises in
the insurance, education, finance, manufacturing and publishing
industries, and government
Planning and supporting the installation of security software for a
nationally known foods business and a high tech manufacturer.
Mr. Smith's experience in providing advanced technology and related consulting
services includes:
Directing the development of computer performance measurement
systems and capacity plans for organizations as diverse as a
national fast food company, a major news organization, several
manufacturers and hospitals, and a regional brokerage firm
Developing plans and supporting operating system and vendor
conversions for companies in the insurance, manufacturing,
agribusiness, and services industries
Directing the evaluation and selection of communication facilities
for a large convention facility, several universities and hospitals,
mortgage and insurance companies, and manufacturers
Developing data center layouts and relocation plans in the
insurance, agribusiness and health care industries, and government
Directing the design of local and wide-area networks for a major
government contractor and a regional agribusiness company
Developing performance measurement and reporting systems for large
data centers in the insurance, banking and food industries.
His specific MIS planning and management consulting experience includes:
Developing strategic systems plans for organizations in computer
leasing, thrift, brokerage, transportation, manufacturing and
utilities industries, and government
Conducting MIS effectiveness assessments in insurance, education,
banking and thrift, health care, foods and manufacturing industries,
and government
Assessing organizational structure, staffing and development needs
for a major insurance company, a large food processor and
distributor, and several manufacturers and financial institutions
Developing standards and procedures, including system development
life cycles, for a health care service, several major life and
health insurance companies, and an agribusiness concern
Assessing production applications and applications under development
for many organizations in education, government health care, food
processing and manufacturing.
Mr. Smith received his bachelor of science degree in business from the
University of Minnesota. He is a frequent speaker on technology planning,
data center performance management, disaster recovery planning, and
information security and control.
KENNETH L. BENSON
Mr. Benson is a Senior Manager in the Los Angeles Peat Marwick
Telecommunjcations Consulting practice. He has 11 years' professional
experience, focusing on the control, planning and implementation of
information and communications management systems. He also specializes in
communications' impact upon the management, financial and organizational
control aspects of our local government clients. Prior to joining Peat
Marwick, Mr. Benson was partner-in-charge of a Los Angeles-based management
consulting Firm's telecommu~ications practice. In addition, he has held
management positions at AT&T and was western regional manager at a well-known
consulting firm.
Mr. Benson has provided consulting assistance encompassing the following:
Communications planning
Centrex
Electronic private branch exchange
Electronic tandem switching networks
Distributed communications systems
Centralized attendant service systems
Public safety systems
Emergency communications systems
Microwave communications systems
Automatic call distribution systems
Electronic.mail and office automation
Local area networks
Mobile digital terminal communications.
Some of the specific public sector information and communications systems
projects in which Mr. Benson has participated include the following:
Assisted in the development of a strategic technology master plan
for a rapidly growing city, which included financial reporting, land
use planning, building permits, business licenses, risk management,
public safety, library, public works and communications systems
Participated in developing a detailed technology update plan for a
large metropolitan county justice system, which included video
teleconferencing, electronic mail for court calendars, and audio
teleconferencing for administrative hearings and management meetings
Directed and assisted in the development of a communications
improvement and computer-aided dispatch study for a joint powers
authority providing dispatch and communications services for six
combined fire districts
Designed, evaluated and implemented a telephone system for a police
department, including the application of voice mail to support both
investigative functions and to act as a message center for officers
on patrol
Assisted in the design and implementation of an office automation
network for a large metropolitan district attorney's office
Provided network planning expertise to a large metropolitan police
department, implementing a S-district and 20-precinct network
Developed a portable terminal application for a utility to better
record electrical consumption and streamline billing procedures
Designed and implemented a communications system for a regional
mental health center
Participated in the implementation of an integrated voice and data
switching network allowing for the interconnection and electronic
message switching of up to 200 IBM-PCs or compatibles in a
twisted-pair local area network scheme.
Mr. Benson attended Whitman College in Walla Walla, Washington, obtaining a
bachelor of arts degree in American studies. He received a master of science
degree in administration from the University of California, Irvine.
He has spoken at numerous public sector meetings and has been a keynote
speaker at many Computer and Telecommunications Trade Shows.
JULIA L. KIRWAN
Ms. Kirwan is a Senior Consultant with a background in information systems
analysis projects. She has assisted both public and private sector clients in
evaluating system requirements, analyzing work flows and procedures, and
selecting package software. She has also conducted numerous management and
operations analysis projects, and participated in various business planning
engagements. Her related experience is described below.
Information Systems
Managed the selection of a packaged software system for accounting
and public safety applications. Defined information requirements,
developed the request for proposal, evaluated vendor responses and
recommended vendor selection
Served as team leader on a comprehensive analysis of information
requirements for a public safety department, including criminal
justice and administrative applications
Prepared requirements analyses for countywide accounting and
financial system and assisted in vendor selection
Assisted in the requirements analysis of a major county municipal
courts department to define information needs in the areas of court
calendaring, 'docket preparation, citation processing, presentence
preparations, cashiering, civil processing and other applications
Conducted needs analyses and participated in the strategic planning
processes for data processing developments for large public safety
departments
Performed comprehensive evaluations of records management functions,
including image processing systems, data processing input and
retrieval, and interrelated indexes
Served as liaison between data processing and departmental personnel
to troubleshoot system problems and identify new system
requirements. Wrote user procedures and maintenance documentation
Performed audits of system files to verify the accuracy of records,
to identify file errors, and to develop methods to control data
integrity
Defined requirements for geographic data base systems. Served as a
member of a citywide geographic data base committee. Developed
recommendations for administering the citywide resource, preparing
data inputs and maintaining consistency among the multiple data base
records
Gathered and evaluated address and location information for entry to
geographic data base systems, including U.S. Census DIME files,
simple block face files, and traffic analyzing geographic system
files
Identified payroll and personnel information requirements to improve
the efficiency of selection and hiring processes, to ensure timely
payment to employees, and to maintain accurate and accessible
personnel records
Assisted in identifying information requirements for a major school
district's student data base
Participated in defining the information requirements for a hospital
and medical services organization.
General Management
Performed management audits of numerous public entities, assessing
stra~egic direction, organizational relationships, policies and
procedures, mechanisms for controlling management and operations,
utilization of personnel, and necessities for computer system
support. These studies resulted in full analyses of the
organizations' strengths and weaknesses and tangible recommendations
to achieve improvements
Served as lead consultant to evaluate internal controls procedures
and determine potential risks in acquisition and purchasing
management, contract management, cash handling, trustee, fee
collection, and payroll operations
Evaluated program compliance for an air pollution control program to
determine if activities of the organizations operated within
mandated guidelines and if program designs facilitated compliance
Conducted comprehensive analyses of a personnel and administrative
services organizations within both public and private sector
entities. These projects involved identifying and documenting work
flows and procedures, assessing departmental organization structure
and interfaces with payroll, accounting, benefits, and user
departments
Conducted a business office review to determine work flow and
procedures, and to assess staffing requirements
Responsible for monthly state and Federal mandated reporting for a
public safety entity. Evaluated information requirements for
investigative and management needs and prepared necessary reports
Assisted in business planning engagements for public and private
industry organizations to identify company mission, evaluate
competitive environment, assess distribution channels, and evaluate
strategic position. Developed detailed strategic plans consisting
of action plans for implementing recommendations
Developed policies and procedures for personnel and payroll
administration, identifying functional roles and responsibilities,
work flows and document requirements
Performed personnel analysis projects to develop job classification
structures for the entire range of labor and clerical and management
positions. Developed job classifications, compensation guidelines,
and organization structure for 54 management positions in a middle
market company
Developed, coordinated, administered, and evaluated testing
instruments and results for structured selection processes,
including written examinations, practical and in-basket exercises,
oral interviews, and physical agility courses
Participated in salary survey and compensation administration
projects to assess salary structures against benchmarked positions.
Determined total compensation cost data for use in labor negotiations
Performed staff allocation studies to evaluate management to staff
ratios, deployment of public safety personnel, and balance of work
load
Assisted in departmental budget development for a public organi-
zation. Developed budget justifications and evaluated budgets
submitted by divisional supervisors
Participated in the comprehensive analyses of the feasibility for
developing a World Trade Center, including a convention facility,
business park, retail facilities, a premium hotel and a Toy Mart.
Developed survey instruments to assess user response and evaluate
project potential. Researched and analyzed demographic data to
assess proposed World Trade Center operations against potential
competition
Served on several real estate and company valuation engagements,
assisting in the review of commercial real estate loan packages,
comparable company analysis and building valuations. Used PC-based
models and spread sheets in information development.
Ms. Kirwan received a bachelor of science degree with honors in business
administration from the California State University, Sacramento.
VALERIE A. WOODBURN
Ms. Woodburn is a Senior Consultant in the Los Angeles Management Consulting
Department of Peat Marwick. She has extensive experience in long-range
planning, project management, network design, technical support, systems
requirements, training, and vendor negotiations for voice and data
communications.
Prior to joining Peat Marwick, Ms. Woodburn was a telecommunications systems
consultant for two well-known consulting firms. Also, her experience includes
internal consulting for Hughes Aircraft Company and technical consulting
positions at AT&T and Pacific Bell.
A representative selection of Ms. Woodburn's applicable telecommunications
system experience includes:
Project management for over 7S telecommunications systems ranging in
size from 20 to 13,000 station lines. Responsibilities included:
Needs assessment
System design
Network design
Implementation planning
Voice/data integration
Complex campus cabling specifications
Messaging systems
Telemanagement
Vendor oversight
Training/staff.
Preparation of a competitive analysis of three major PBX vendors,
detailing their technical strengths and weaknesses as well as each
vendor's relative advantages and disadvantages. Included in this
was a comparison of PBX versus Centrex alternatives
Redesign of' a public safety network for a large government client
Design and installation of a call distribution system for a large
multinational fund-raising organization
Formation of an internal user group for AT&T equipment users at a
high technology company
Participation in a major study evaluating Centrex service for a
lS,OOO-line site. Reviewing outside vendor materials and verified
conclusions
Preparation of a cabling specification request proposal for a
midsize city
Evaluation of and making recommendations about improving network
design of a midsize city's voice and data networks
Assessment of the feasibility of using microwaves for voice and data
transmission at a large fire dispatch center
Conduction of an in-depth review of a large telecommunications
department to determine telemanagement requirements. These needs
were used in developing a specification package to be used to select
telemanagement software.
Representative engagements that had an emphasis in data communications include
the following:
Designed a multisite work group computer network for broadcasting
race results
Designed a data network connecting over 150 personal computers to an
IBM System 36 for use in compiling overnight box office statistics
Designed multiple data networks for cross-country services.
Transmission media included Tl backbones, X.25 public networks, and
both dial and private line systems
Prepared a local and wide area network plan for a multisite
corporation connecting personal computers, multiple hosts,
terminals, PBXs and X.25 gateways
Designed a local area network utilizing fiber and twisted pair for a
large utility
Provided alternatives for interface with a large SNA network from a
Digital-based public safety system
Developed design for an automated inventory package to track a voice
and data network for a public safety.dispatch center.
MS. Woodburn also has been active in consulting in the area of office
automation. Some of her engagements in this area of expertise include the
following:
Designed an office automation plan for a large health care insurance
provider
Developed an electronic mail and document exchange plan, and
standards for an aerospace firm
Developed an office automation a and records management system plan
and specification for a large California city
Automated season box sales and box allocation system for a major
racetrack.
Given her experience and background, Ms. Woodburn has been asked to provide
long-range planning for many projects. Representative planning
accomplishments include:
Preparation of the networking, telecommunications, office
automation, video and radio portions of a long-range technology plan
for a midsize city
Development of a financial model to compare Centrex to PBX and PBX
to PBX. with multiple financing alternatives to provide a cash flow
analysis for 3, 5, 8 and 10 years.
Incorporation of statistics from site surveys, demographic materials
and network studies to develop a five-year plan that included
forecasts for growth, budgetary estimates and manpower requirements
Assistance in developing a strategic voice, data and video wiring
plan for a large Southern California utility.
Ms. Woodburn is a candidate for a master of business administration degree
from the University of Southern California. She completed her undergraduate
studies at the University of Southern California, receiving a bachelor of
science degree in business administration. Her training also includes
extensive voice, data, local area network, system design methodology,
information processing and project management courses from various
institutions and corporations.
Ms. Woodburn has published articles on the subjects of "PC Local Area
Networks" and "Local Area Networks". She also has addressed professional
seminars on subjects such as project management and integrated voice and
data. Ms. Woodburn is active in her community and serves as a director on the
Pasadena Community Access Board.
MARY K. BILOTTA
Ms. Bilotta is a Consultant in the Management Consulting Department of Peat
Marwick. Her background and experience includes work flow and information
system analysis for both criminal justice and private industry clients.
Ms. Bilotta has expertise in interviewing and data gathering skills, and has
assisted clients in the definition of procedures, processing and form
requirements.
Her professional experience includes the following:
Served on an engagement for a large county municipal courts
organization to define work flow and information flows for case
management operations. Developed detailed work flow charts that
depicted the flow of information throughout the case initiation,
update and disposition process
Currently, Ms. Bilotta is serving on a continuing engagement for a
muo1cipal court operation in preparing detailed process and
procedure definitions for case management operations, identifying
the specific forms requirements for each process. The project will
involve implementation planning and evaluation of resource
requirements necessary to implement an automated courts system.
Assisted in the operational review for a county department to
document processes and procedures in work flow diagrams
Served as an analyst on a major systems implementation project for a
large transit district to define fixed assets, purchasing and
inventory control processes. Developed detailed process flow
diagrams and defined process requirements
Conducted an administrative review of a large county data processing
operation to assess the sufficiency of staffing and management
practices, and the adequacy of systems operations and controls
Acted as lead consultant on several systems evaluation projects to
determine the effectiveness of processes and automated controls
functions.
Ms. Bilotta has a bachelor of science degree in business administration and
management information systems.
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MICHAEL J. SURFACE
Mr. Surface is a Consultant in the Management Consulting practice of Peat
Marwick who has served on numerous information systems projects and criminal
justice engagements.
His project experience has included the following:
Served as consultant to the the Statewide Task Force on Gangs and
Drugs for the Office of Criminal Justice Planning. Conducted
interviews with gang and narcotics investigators throughout the
State to define methods for investigating and managing these
specialized cases cases and personnel and equipment requirements
needed to improve the investigations process. Summarized the
profiles of gangs operating in the various areas in a profile
worksheet. Compiled research findings and assisted in the
development of the Briefing Document submitted to the task force
members
Assisted several private industry clients in defining the needs for
computer tracking systems. Developed user procedures for system
operation. Assisted in the implementation of new computer systems
Served as consultant on various operations and computer system
projects, assisting clients in the implementation and training on
computer system use
Provide software implementation support for a specialized computer
system for apparel industry clients on a 800 number hotline. Helped
clients troubleshoot system problems, and provided direct support in
resolving system and operator errors.
Mr. Surface has a bachelor of science degree in business administration, and
is currently obtaining his master of business administration degree from the
University of Southern California.
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Peat Marwick
Certified Public Accountants
Peat Marwick Main & Co.
725 South Figueroa Street
Los Angeles. CA 90017
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Telephone 213 972 4000
Telex 6831572 PMMLA
Cable Address VERITATEM
Telecopier 213622 1217
Mr. Stephen D. Hale
Data Processing Manager
City of Bernardino
300 North "D" Street
San Bernardino, California 92418
Dear Mr. Hale:
We enjoyed meeting with you to discuss
questions. It was a pleasure learning
and projects.
September 22, 1988
our proposal and
more about your
to answer your
current systems
As you requested, we have enclosed a copy of our standard agreement. It
has been tailored to fit the City's RFP and our proposal.
We look forward to working with you on this all important project. If
you have any questions, please feel free to call me at (213) 955-8944.
KLB:rbc:002
IIII Member Firm of
Klynveld Peat Marwick Goerdeler
ATTACHMENT IIFII
Very truly yours,
PEAT MARWICK MAIN & CO.
Kenneth L. Benson
Senior Manager