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Cle, OF SAN BERNARaaO - REQUAT FOR COUNCIL A~ON
From:
Raymond D. Schweitzer, Acting
City Administrator
Administrative Office
Subject:
Approve RFP and authorize
solicitation of proposals for
Management Audit of Central
Garage
Dept:
Daw: June 23, 1986
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Synopsis of Previous Council action:
At the meeting of the Mayor and Common Council held June 9,
1986 the Deputy City Administrator, Raymond D. Schweitzer
informed the Mayor and Council that an RFP was in the process
of completion for the purpose of soliciting proposals for a
management audit of the Central Garage.
Racommended motion:
That the Request for Proposals for the purpose of conducting
a management audit of the Central Gar~ge be approved and that
the Acting City Administrator be authorized to solicit proposals.
Conwct person: Raymond D. Schweitzer
Phone:
5122
Supporting daw attached:
Yes
Ward:
FUNDING REQUIREMENTS:
Amount:
N/A
Sou rce:
Finance:
Council Nows:
75.0262
Agenda Item No.
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CI. OF SAN BERNARD.O - REQU.T FOR COUNCIL dON
STAFF REPORT
It is respectfully requested that the city Council approve
the attached RFP and that it be submitted to the proper
consulting firms for their submittals. Once the proposals
are received, it is anticipated that the city Council may
wish to, once again, appoint a special committee from among
its members to review the work process in a similar manner as
the recently conducted Parks, Recreation and Community
Services Department audit.
RDSjdjn
Attachment
15-0264
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CITY OF SAN BERNARDINO
REQUEST FOR PROPOSAL
TO CONDUCT A MANAGEMENT AUDIT
OF THE CITY CENTRAL GARAGE,
A DIVISION OF THE PUBLIC WORKS DEPARTMENT
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~NTRODUCTION .
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The Central Garage of the City of San Bernardino provides
vehicle and equipment repair services to the City's user
departments with an operating bUdget of $2.3 million dollars.
The equipment fleet in 1985-86 consists of 564 vehicles and
heavy equipment. The Garage also supports 14 annual work
orders for repairs on miscellaneous equipment. There are 30
full time employees assigned to the Garage. Additional
background information regarding the Central Garage is con-
tained in the attachments.
SECTION I
SCOPE AND OBJECTIVES
The functions and services performed by this internal support
organization are critical to the success that other City
departments have in delivering their services in an efficient
and effective manner. In an effort to control the rising
costs of governmental services, the City of San Bernardino
wants an objective review of the Central Garage's operations
and management. The two basic objectives of this study are:
Determine whether or not the Central Garage is
organized, equipped and managed to achieve maximum
efficiency and effectiveness.
Develop recommendations that the City can implement
where appropriate for improvement of the Central
Garage' operations and/or alternative methods of
service delivery.
SECTION II
STATEMENT OF WORK AND STUDY AREAS
The following describes specific areas to be studied by the
consultant. The consultant may and is encouraged to suggest
additional work areas in the submitted proposal if deemed
appropriate. It is the city's intent that the consultant
concentrate on those areas described below which have the
greatest impact on the quality and cost of fleet maintenance
services.
Within each study area, the consultant shall identify
significant areas for improvement, unmet needs and areas of
commendable performance. The consultant shall appropriately
document and formulate specific recommendations for each
specific work area with estimated costs and timetables to
implement.
WORK AREAS
1.
Analyze and evaluate the
structure, operations and
Central Garage including
overall organization
administration of the
an evaluation of the
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staffing p~terns, supe~isor-worker ratios,
functional groupings, reporting relationships,
lines of authority and spans of control for manage-
ment and supervisory personnel, and provide an
appraisal of the overall efficiency and effective-
ness of the current organization.
2. Review the extent to which the organizational
structure and methods promote employee accountabil-
ity, productivity and performance.
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Review current personnel practices. such as
descriptions, hiring practices, training,
training and personnel evaluation procedures.
4. Identify the extent to which work standards are or
should be used for the tasks performed and their
accuracy. This evaluation should examine the
existence of criteria and records for evaluating
and monitoring employee productivity, the adequacy
of work order systems and scheduling and the
existence of management approved service levels.
3.
job
cross
5. Evaluate the number, types and adequacy of the
department's equipment and equipment replacement
program. This assessment should examine the
adequacy, availability and assignment of equipment,
the appropriateness of equipment for the task per-
formed, the sufficiency of the equipment for the
number of people utilizing it. The adequacy of
equipment usage standards and records should be
evaluated along with the extent of down-time.
6. Evaluate the present layout and location of the
facilities and indicate how they can be best
utilized and/or additional requirements.
7. Review the parts ordering procedures, materials
management and inventory control.
8. Develop a profile of the work load activities and
look at opportunities for expanding the operation
into multi-shifts.
9. Evaluate the policies and practices for equipment
and vehicle replacement and procurement.
10. Evaluate the adequacy of the current preventative
maintenance program.
11. Review the records system for sufficiency of
vehicle operational data.
12. Identify cost saving opportunities.
13. Evaluate the current contracting policies and
practices and identify areas where contracting out
will be more efficient and cost effective.
14. Review vehicle downtime statistics and indicate
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causes.
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15. Evaluate fuel dispensing practices and monitoring
through the Gas-Boy system.
16. Review the ability of the Equipment Maintenance
Program - a new computer program that will generate
repair orders, schedule preventative maintenance,
interface with store inventory and gas-boy to
capture and analyze relevant management information
needed to control the operations of the repair
shop, analyze trends in repair activities and aid
in determing the life cycle costs of different
vehicle types and makes.
17. Review the accounting systems and methods used to
allocate cost to the user departments. Included in
this should be an analysis of the charges to the
users and whether all necessary fixed and variable
costs are properly allocated.
18.
Review safety procedures,
equipment and vehicles,
safety on the shop floor.
both in the testing of
as well as employee's
SECTION III
CONTRACT REOUIREMENTS
A. Contract Responsibilities
The consultant will provide technical expertise and
the appropriate number of experienced personnel to
complete the management audit within the agreed
upon time period.
All records and information of the Central Garage
which are necessary and appropriate to the audit
will be made available to the consultant for review
and evaluation. The City will not make available
any clerical, stenographic or office services.
B. General Reauirements
1. While a firm fixed cost for the proposal shall
be submitted, the actual dollar amount of the
contract award, the specific scope and details
of the work to be performed under the contract
and terms and conditions of compliance are
subject to negotiation.
2. The consultant shall include in the proposal a
practical work schedule delineating the names
of personnel assigned to the project, their
responsibilities and a timetable for expected
work progress.
3. Method of payment of consultant fees are
negotiable but 10% of the total fee shall be
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retained t the
final report by
city U~il acceptance
the City Council.
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of the
4. The consultant shall designate one person with
authority to act for the firm in the resolution
of all matters related to the study and con-
tract for services.
5. The consultant shall be accountable to the city
Administrator's Office whose representative
will serve as primary liaison to the consult-
ant.
C. Deliverable Items
The following
the consultant
posed study:
deliverable items are required
to successfully complete the
from
pro-
1. A detailed, practical work schedule which
contains anticipated accomplishments for the
study period.
2. Twenty five copies of the final report shall be
submitted including a detailed statement of
findings with documentation, a detailed listing
of recommendations with cost estimates and an
implementation plan.
D. Selection Process
1. All responses to this request for proposal
become the exclusive property of the City of
San Bernardino. Upon receipt of said propos-
als, the City will select a consultant from
among those submitting proposals. After the
consultant has been selected by the city, he
City and consultant will negotiate a contract
for submission to the City Council for their
consideration and approval. If a satisfactory
contract cannot be negotiated, the City may, at
its own discretion, begin contract negotiations
with the remaining best qualified consultant as
determined by the City.
2.
The contractor shall
letter of response
information:
submit five copies of a
including the following
a. The name, address and telephone number of
the contact person or persons for the firm.
b. The number, names, level, capability,
skills, technical background, education,
training and experience of personnel to be
assigned to the project and the relevance
of their experience to the project.
c. The number of hours per week and the number
of weeks each person will be assigned to
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to
the
d.
the pI ect
project.
The fixed hourly
assigned to the
maximum cost for
project.
and
the~relationshiP
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rate for each
project and the
the completion
person
total
of the
e. A description of prior consultant exper-
ience in conducting similar diagnostic
management audits of a fleet maintenance
operation in a city comparable to the size
of San Bernardino. (Population 137,000)
f. A listing of all projects relevant to this
RFP completed in the last five years
including dates of completion and brief
description of study results.
g.
References of former users (project
tor) of like contracts including
names, titles and phone numbers.
direc-
their
h.
A proposed project schedule
time frame for each task to
and the total time required.
outlining the
be performed
E. Submission Schedule
The following timetable will be followed in review-
ing the RFPs:
1. The last date on which proposals
will be accepted. The proposals should be
submitted by 10:00 a.m. to Mr. Dean Meech,
Purchasing Agent, 250 West Cluster Avenue, San
Bernardino, CA 98408.
2. Oral interviews of the finalists.
3. Recommendation of the selected firm
to City Council and request for approval of
contract.
4. Execution of contract and initia-
tion of the project.
F. Questions concerning the RFP should be addressed to
Mrs. Susan Chow, Assistant to the City Administra-
tor, City Administrator's Office, 300 North "0"
Street, San Bernardino, CA 92418 (714) 383-5122.
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PROFILE OF CENTRAL GARAGE
As a division of the Public Works Department, the Central
Garage operates with an annual budget of $2.3 million and has
30 full time positions.
The positions are classified as follows: Equipment Superin-
tendent (1); Equipment Mechanic Foreman (2); Fleet Mainten-
ance Supervisor (1); Equipment Mechanic Leadman (2); Equip-
ment Mechanic (11); Equipment Mechanic Helper (4); Welder II
(1); Welder I (1); Auto Body Repairman (1); Tire Repairman
(1); Automotive Serviceman (3); and Intermediate Typist Clerk
(2) .
The Garage is responsible for the maintenance and repair of
564 City-owned vehicles and heavy equipment operated by all
City departments (See Attachment 1), plus 14 annual work
order for repair on miscellaneous equipment (approximately
200 units). This includes lawnmowers, lawn edgers,
weedeaters, portable concrete saws, compressors, generators
and refuse bins (about 2,800 bins). In addition, the Garage
does welding work on city-owned buildings and properties. The
Fire Department is responsible for all maintenance of its
vehicles including firefighting apparatus.
41% of our fleet is 0-5 years old.
36 % of our fleet is 6-10 years old.
23% of our fleet is 10 years or older.
The Garage is set up as an Internal Service Fund and charges
user departments for the cost of maintaining the assigned
equipment. A new computer program, Equipment Maintenance
Program, will replace the Mainstem Report to generate work
orders, schedule preventative maintenance and allocate costs.
Certain work that the Garage is not equipped to perform is
contracted to outside vendors. $30,000 was budgeted in 85-86
for front end alignments, engine machine work and brake drum
machine work. $6,000 was budgeted for CAL-OSHA required
inspections and repair for certification of personnel lifting
devices and cranes.
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ATTACHMENT I
FLEET INVENTORY
The following is a detailed breakdown of the 564 city-owned
vehicles and heavy equipment:
16 Motorcycles
14 Scooters
95 Sedans
59 Police Patrol Cars
12 1/2 Ton pick Ups
49 Compact pick Ups
79 3/4-1 Ton Trucks
51 Refuse Trucks
19 Large Construction Trucks
26 Heavy Trucks
13 Small Construction Trucks.
47 Trailers
17 Mowers
14 Street Sweeprs
11 Lift Trucks
3 Graders
18 Vans
1 Bus
3 Backhoes
10 Brush Chip/Log Split
2 Forklifts
1 Ton Truck
4 Misc. Equipment
564 Total