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C-3341 - Fire Department and Police Department Dispatch Consolidations Study - Metro Cities
CO PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT, entered into as of the 5th day of July, 2000, by and between CITY OF NEWPORT BEACH, a Municipal Corporation (hereinafter referred to as "City "), and RCC Consultants, Inc., a Delaware corporation, whose address is 100 Woodbridge Center Drive, Suite 201, Woodbridge, New Jersey 07095 (hereinafter referred to as "Consultant "), is made with reference to the following: RECITALS A. City is a municipal corporation duly organized and validly existing under the laws of the State of California with the power to carry on its business as it is now being conducted under the statutes of the State of California and the Charter of City. B. City is planning to conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan Study ( "Project "). C. City has solicited and received a proposal from Emmack Cronan Group, Inc. ( "ECG "), which was subsequently acquired by Consultant, has reviewed the previous experience and evaluated the expertise of ECG and Consultant, and desires to contract with Consultant under the terms of conditions provided in this Agreement. NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows: 1. TERM The term of this Agreement shall commence on the 6th day of July 2000, and shall terminate on the 8th day of October 2000, unless terminated earlier as set forth herein. 2. SERVICES TO BE PERFORMED Consultant shall diligently perform all the duties set forth in the scope of services, attached hereto as Exhibit "A" and incorporated herein by reference. 3. COMPENSATION TO CONSULTANT City shall pay Consultant for the services in accordance with the provisions of this Section and the scheduled billing rates, attached hereto as Exhibit "A" and incorporated herein by reference. No rate changes shall be made during the term of this Agreement without prior written approval of City. Consultant's compensation for all C71 0 work performed in accordance with this Agreement shall not exceed the total contract price of Seventy -Four Thousand Five Hundred Fifty -Nine Dollars ($74,559). 3.1 Consultant shall maintain accounting records of its billings which includes the name of the employee, type of work performed, times and dates of all work which is billed on an hourly basis and all approved incidental expenses including reproductions, computer printing, postage and mileage. 3.2 Consultant shall submit monthly invoices to City payable by City within thirty (30) days of receipt of invoice subject to the approval of City. 3.3 Consultant shall not receive any compensation for extra work without prior written authorization of City. Any authorized compensation shall be paid in accordance with Exhibit "B ". 3.4 City shall reimburse Consultant only for those costs or expenses which have been specifically approved in this Agreement, or specifically approved in advance by City. Such cost shall be limited and shall include nothing more than the following costs incurred by Consultant: A. The actual costs of sub - consultants for performance of any of the services which Consultant agrees to render pursuant to this Agreement which have been approved in advance by City and awarded in accordance with the terms and conditions of this Agreement. B. Approved computer data processing and reproduction charges. C. Actual costs and /or other costs and /or payments specifically authorized in advance in writing and incurred by Consultant in the performance of this Agreement. 4. STANDARD OF CARE 4.1 All of the services shall be performed by Consultant or under Consultant's supervision. Consultant represents that it possesses the professional and technical personnel required to perform the services required by this Agreement, and that it will perform all services in a manner commensurate with the community professional standards. All services shall be performed by qualified and experienced personnel who are not employed by City nor have any contractual relationship with City. Consultant represents and warrants to City that it has or shall obtain all licenses, permits, qualifications and approvals required of its profession. Consultant further represents and warrants that it shall keep in effect all such licenses, permits and other approvals during the term of this Agreement. 4.2 Consultant shall not be responsible for delay, nor shall Consultant be responsible for damages or be in default or deemed to be in default by reason of strikes, 2 (0 lockouts, accidents, or acts of God, or the failure of City to furnish timely information or to approve or disapprove Consultant's work promptly, or delay or faulty performance by City, contractors, or governmental agencies, or any other delays beyond Consultant's control or without Consultant's fault. 5. INDEPENDENT PARTIES City retains Consultant on an independent contractor basis and Consultant is not an employee of City. The manner and means of conducting the work are under the control of Consultant, except to the extent they are limited by statute, rule or regulation and the expressed terms of this Agreement. Nothing in this Agreement shall be deemed to constitute Consultant or any of Consultant's employees or agents, to be the agents or employees of City. Consultant shall have the responsibility for and control over the details in means of performing the work provided that Consultant is compliance with the terms of this Agreement. Anything in this Agreement which may appear to give City the right to direct Consultant as to the details of the performance of the services or to exercise a measure of control over Consultant shall mean that Consultant shall follow the desires of City only with respect to the results of the services. 6. COOPERATION Consultant agrees to work closely and cooperate fully with City's designated Project Administrator, and any other agencies which may have jurisdiction or interest in the work to be performed. City agrees to cooperate with the Consultant on the Project. 7. PROJECT MANAGER Consultant shall assign the Project to a Project Manager, who shall coordinate all phases of the Project. This Project Manager shall be available to City at all reasonable times during the Project term. Consultant has designated Donald S. Emmack to be its Project Manager. Consultant shall not bill any personnel to the Project other than those personnel identified in Exhibit "A" without City's prior written approval by name and specific hourly billing rate. Consultant shall not remove or reassign any personnel designated in this Section or assign any new or replacement person to the Project without the prior written consent of City. City's approval shall not be unreasonably withheld with respect to removal or assignment of personnel. Consultant, at the sole discretion of City, shall remove from the Project any of its personnel assigned to the performance of services upon written request of City. Consultant warrants that it will continuously furnish the necessary personnel to complete the Project on a timely basis as contemplated by this Agreement. 3 i a 8. TIME OF PERFORMANCE Time is of the essence in the performance of the services under this Agreement and the services shall be performed by Consultant in accordance with the schedule specified in Exhibit "A" hereto. The failure by Consultant to strictly adhere to the schedule may result in termination of this Agreement by City. Notwithstanding the foregoing, Consultant shall not be responsible for delays which are due to causes beyond Consultant's reasonable control. However, in the case of any such delay in the services to be provided for the Project, each parry hereby agrees to provide notice to the other parry so that all delays can be addressed. 8.1 Consultant shall submit all requests for extensions of time for performance in writing to the Project Administrator not later than ten (10) calendar days after the start of the condition which purportedly causes a delay, and not later than the date upon which performance is due. The Project Administrator shall review all such requests and may grant reasonable time extensions for unforeseeable delays, which are beyond Consultant's control. 8.2 For all time periods not specifically set forth herein, Consultant shall respond in the most expedient and appropriate manner under the circumstances, by either telephone, fax, hand delivery or mail. 9. CITY POLICY Consultant will discuss and review all matters relating to policy and project direction with the Project Administrator in advance of all critical decision points in order to ensure that the Project proceeds in a manner consistent with City goals and policies. 10. CONFORMANCE TO APPLICABLE REQUIREMENT All work prepared by Consultant shall conform to applicable city, county, state and federal law, regulations and permit requirements and be subject to approval of the Project Administrator and City. 11. PROGRESS Consultant is responsible to keep the Project Administrator and /or his /her duly authorized designee informed on a regular basis regarding the status and progress of the work, activities performed and planned, and any meetings that have been scheduled or are desired. 12. HOLD HARMLESS Consultant shall indemnify, defend, save and hold harmless City, its City Council, boards and commissions, officers and employees from and against any and all loss, damages, liability, claims, allegations of liability, suits, costs and expenses for damages of any nature whatsoever, including, but not limited to, bodily injury, death, personal 8 • 0 injury, property damages, or any other claims arising from any and all negligent acts or omissions of Consultant, its employees, agents or subcontractors in the performance of services or work conducted or performed pursuant to this Agreement, excepting only the active negligence or willful misconduct of City, its officers or employees, and shall include attorneys' fees and all other costs incurred in defending any such claim. Nothing in this indemnity shall be construed as authorizing, any award of attorneys' fees in any action on or to enforce the terms of this Agreement. 13. INSURANCE Prior to commencement of work, Consultant shall obtain and provide and maintain at its own expense during the term of this Agreement policy or policies of liability insurance of the type and amounts described below and satisfactory to City. Certification of all required policies shall be signed by a person authorized by that insurer to bind coverage on its behalf and must be filed with City prior to exercising any right or performing any work pursuant to this Agreement. Except workers compensation, auto, and errors and omissions, all insurance policies shall add City, its elected officials, officers, agents, representatives and employees as additional insured for all liability arising from Consultant's services as described herein. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance in the State of California, with an assigned policyholders' Rating of A (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Bests Key Rating Guide: unless otherwise approved by the City Risk Manager. A. Worker's compensation insurance covering all employees and principals of Consultant, per the laws of the State of California. B. Commercial general liability insurance covering third party liability risks, including without limitation, contractual liability, in a minimum amount of $1 million combined single limit per occurrence for bodily injury, personal injury and property damage. If commercial general liability insurance or other form with a general aggregate is used, either the general aggregate shall apply separately to this Project, or the general aggregate limit shall be twice the occurrence limit. C. Commercial auto liability and property insurance covering any owned and rented vehicles of Consultant in a minimum amount of $1 million combined single limit per accident for bodily injury and property damage. D. Professional errors and omissions insurance which covers the services to be performed in connection with this Agreement in the minimum amount of $1 million. Said policy or policies shall be endorsed to state that coverage shall not be canceled by either party, except after thirty (30) days' prior notice has been given in 5 r • writing to City (except in the event of non - payment of premiums, in which case ten (10) days' prior written notice of cancellation shall be given). Consultant shall give City prompt and timely notice of claim made or suit instituted arising out of Consultant's operation hereunder. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work. Consultant agrees that, in the event of loss due to any of the perils for which it has agreed to provide workers compensation insurance, Consultant shall look solely to its insurance for recovery and Consultant hereby grants to City, on behalf of any insurer providing such insurance to Consultant with respect to the services of Consultant herein, a waiver of any right of subrogation which any such insurer of said Consultant may acquire against City by virtue of the payment of any loss under such insurance. City hereby approves of Contractor's insurance coverage, and acknowledges the receipt and sufficiency of the certificate of insurance annexed hereto as Exhibit "B ". 14. PROHIBITION AGAINST TRANSFERS Consultant shall not assign, sublease, hypothecate or transfer this Agreement or any for the services to be performed under this Agreement, directly or indirectly, by operation of law or otherwise without prior written consent of City. Any attempt to do so without consent of City shall be null and void. 15. OWNERSHIP OF DOCUMENTS Each and every report, draft, work product, map, record and other document reproduced, prepared or caused to be prepared by Consultant pursuant to or in connection with this Agreement shall be the exclusive property of City. Documents, including drawings and specifications, prepared by Consultant pursuant to this Agreement are not intended or represented to be suitable for reuse by City or others on any other project. Any use of completed documents for other projects and any use of incomplete documents without specific written authorization from Consultant will be at City's sole risk and without liability to Consultant. Further, any and all liability arising out of changes made to Consultant's deliverables under this Agreement by City or persons other than Consultant is waived against Consultant and City assumes full responsibility for such changes unless City has given Consultant prior notice and has received from Consultant written consent for such changes. 16. CONFIDENTIALITY The information, which results from the services in this Agreement, is to be kept confidential unless the release of information is authorized by City. 17. CITY'S RESPONSIBILITIES E 0 0 In order to assist Consultant in the execution of his responsibilities under this Agreement, City agrees to provide the following: A. Access to, and upon request of Consultant, one copy of all existing record information on file at City. Consultant shall be entitled to rely upon the accuracy of data information provided by City or others without independent review or evaluation. City will provide all such materials in a timely manner so as not to cause delays in Consultant's work schedule. B. Blueprinting, CADD plotting, copying and other services through City's reproduction company for each of the required submittals. Consultant will be required to coordinate the required submittals with City's reproduction company. All other reproduction will be the responsibility of Consultant and as defined above. C. Usable life of facilities criteria and information with regards to deficient facilities. D. Street base digital file in AutoCAD (DXF) compatible format. 18. ADMINISTRATION This Agreement will be administered by the Fire Department. Terence J. Ulaszewski shall be the Project Administrator and shall have the authority act for City under this Agreement. The Project Administrator or his /her authorized representative shall represent City in all matters pertaining to the services to be rendered pursuant to this Agreement. 19. RECORDS Consultant shall keep records and invoices in connection with the work to be performed under this Agreement. Consultant shall maintain complete and accurate records with respect to the costs incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City to examine, audit and make transcripts or copies of such records during normal business hours. Consultant shall allow inspection of all work, data, documents, proceedings and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 20. WITHHOLDINGS City may withhold payment of any disputed sums until satisfaction of the dispute with respect to such payment. Such withholding shall not be deemed to constitute a failure to pay according to the terms of this Agreement. Consultant shall not discontinue work as a result of such withholding. Consultant shall have an immediate right to appeal to the City Manager or his designee with respect to such disputed sums. Consultant shall be entitled to receive interest on any withheld sums at the rate of seven percent (7 %) per annum from the date of withholding of any amounts found to have been improperly withheld. 21. CITY'S RIGHT TO EMPLOY OTHER CONSULTANTS City reserves the right to employ other consultants in connection with the Project. 22. CONFLICTS OF INTEREST A. The Consultant or its employees may be subject to the provisions of the California Political Reform Act of 1974 (the "Act "), which (1) requires such persons to disclose financial interest that may foreseeably be materially affected by the work performed under this Agreement, and (2) prohibits such persons from making, or participating in making decisions that will foreseeably financially affect such interest. B. If subject to the Act, Consultant shall conform to all requirements of the Act. Failure to do so constitutes a material breach and is grounds for termination of this Agreement by City. Consultant shall indemnify and hold harmless City for any and all claims for damages resulting from Consultant's violation of this Section. 23. SUBCONSULTANT AND ASSIGNMENT Except as specifically authorized under this Agreement, the services included in this Agreement shall not be assigned, transferred, contracted or subcontracted without prior written approval of City. 24. NOTICES All notices, demands, requests or approvals to be given under this Agreement shall be given in writing and conclusively shall be deemed served when delivered personally or on the third business day after the deposit thereof in the United States mail, postage prepaid, first class mail, addressed as hereinafter provided. All notices, demands, requests or approvals from Consultant to City shall be addressed to City at: City of Newport Beach (FD) 3300 Newport Boulevard P. O. Box 1768 Newport Beach, CA, 92658 -8915 (949) 644 -3352 Fax (949) 644 -3378 All notices, demands, requests or approvals from City to Consultant shall be addressed to Consultant at: 9 RCC Consultants, Inc. 100 Woodbridge Center Drive, Suite 201 Woodbridge, New Jersey 07095 Attention: Michael W. Hunter, President and CEO (732) 404 -2400 Fax (732) 404 -2585 With a copy to: Emmack Cronan Group, Inc. 1335 H East Republic Road, Suite 104 Springfield, Missouri 65804 Attention: Donald S. Emmack (417) 823 -7434 Fax (417) 823 -7444 25. TERMINATION In the event either part hereto fails or refuses to perform any of the provisions hereof at the time and in the manner required hereunder, that party shall be deemed in default in the performance of this Agreement. If such default is not cured within a period of thirty (30) days, or if more than thirty (30) days are reasonably required to cure the default and the defaulting party fails to give adequate assurance of due performance within thirty (30) days after receipt of written notice of default, specifying the nature of such default and the steps necessary to cure such default, the non - defaulting party may terminate the Agreement forthwith by giving to the defaulting party written notice thereof. 25.1 City shall have the option, at its sole discretion and without cause, of terminating this Agreement by giving fourteen (14) days' prior written notice to Consultant as provided herein. Upon termination of this Agreement, City shall pay to the Consultant that portion of compensation specified in this Agreement that is earned and unpaid prior to the effective date of termination. 26. WAIVER A waiver by either party of any breach, of any term, covenant or condition contained herein shall not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant or condition contained herein, whether of the same or a different character. 27. INTEGRATED CONTRACT This Agreement represents the full and complete understanding of every kind or nature whatsoever between the Parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions herein. Any modification of this E 0 i Agreement will be effective only by written execution signed by both City and Consultant. 28. OPINION OF COST Any opinion of the construction cost prepared by Consultant represents his judgment as a design professional and is supplied for the general guidance of City. Since Consultant has no control over the cost of labor and material, or over competitive bidding or market conditions, Consultant does not guarantee the accuracy of such opinions as compared to contractor bids or actual cost to City. 29. PATENT INDEMNITY Consultant shall indemnify City, its agents, officers, representatives and employees against liability, including costs, for infringement of any United States' letters patent, trademark, or copyright infringement, including costs, contained in Consultant's drawings and specifications provided under this Agreement. 30. EXHIBITS The following is the list of Exhibits specified above: Exhibit "A" Emmack Cronan Group, Inc. Proposal "City of Newport Beach Emergency Dispatch Services. Technology and Management Information Systems Strategic Plan" dated March 17, 2000. Exhibit "B" RCC Consultants, Inc. Certificate of Liability Insurance, dated June 2, 2000. 10 a IN WITNESS WHEREOF, City and Consultant have caused this Agreement to be executed on the day and year first written above. APPROVED AS TO FORM: By: (1)61- —1--- R in auson Assistant City Attorney for the City of Newport Beach ATTEST: LaVonne Harkless City Clerk CITY OF NEY4PORT BEACH A Municipal Corporation 0 for the City cVNewport Beach RCC CONSULTANTS, INC. By: �r Michael W. Hunter President and Chief Executive Officer 11 Exhibit A COPY City of Newport Beach: Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan Requesting Agency: City of Newport Beach Fire and Marine Department March 17, 2000 TABLE OF CONTENTS EXECUTIVE SUMMARY & TRANSMITTAL LETTER 1 UNIQUE PROJECT APPROACH 3 PROJECT TEAM AND ORGANIZATION ENGINEERING PHILOSOPHY PROGRESSIVE PHILOSOPHY 5 CONSULTANT FIRM INFORMATION & SERVICES 6 LEGAL NAME OF FIRM TYPE OF ORGANIZATION SERVICES CORPORATE PROFILE 7 THE ASSIGNMENT 8 PROJECT METHODOLOGY 8 PHASE I - PLANNING & ANALYSIS 10 PROJECT INITIATION SESSION 10 CURRENT SYSTEMS REVIEW AND NEEDS ASSESSMENT 10 TECHNOLOGY ARCHITECTURE CONCURRENCE 11 ALTERNATIVES AND OPTIONS ANALYSIS 11 MANAGEMENT PLAN AND ANTICIPATED COSTS 12 PREPARE FINAL REPORT 13 PHASE H - PROCUREMENT & NEGOTIATION 14 SPECIFICATION DEVELOPMENT & RFP 14 PROPOSAL ANALYSIS & VENDOR SELECTION 14 SERVICES CONTRACT NEGOTIATION 15 0 0 DETAILED SYSTEM DESIGN AUDIT 16 SYSTEM PURCHASE CONTRACT ASSISTANCE 16 PHASE III - IMPLEMENTATION 17 DEVELOP AND MAINTAIN PROJECT SCHEDULE PROJECT ASSISTANCE/AUDITING POST - IMPLEMENTATION REVIEW 17 17 17 OPTIONAL PROFESSIONAL SERVICES/TASKS 18 RFP DISTRIBUTION AND VENDOR MANAGEMENT DEVELOP STANDARD OPERATING PROCEDURES REVIEW AND ASSESS ASSOCIATED TECHNOLOGIES 18 18 18 PROFESSIONAL FEES 19 PROPOSAL AND SERVICES CONDITIONS: 19 REFERENCE SUMMARY 21 DETAILED CLIENT REFERENCES 23 CITY OF MOUNTAIN VIEW FIRE DEPARTMENT 23 CITY OF HUNTINGTON BEACH POLICE DEPARTMENT 23 LUCAS COUNTY OHIO 24 CITY OF RENO /COUNTY OF WASHOE, NEVADA 24 COUNTY OF LARIMER SHERIFFS DEPARTMENT 25 COUNTY OF SANTA BARBARA SHERIFF AND FIRE DEPARTMENTS 25 CITY OF HENDERSON UTILITY SERVICES DIVISION 26 APPLIED MATERIALS 27 WASHOE COUNTY REGIONAL RADIO SYSTEM 27 CITY OF TORRANCE POLICE DEPARTMENT 28 CITY OF SANTA CLARA POLICE DEPARTMENT 28 CITY OF HENDERSON JUSTICE AGENCIES 29 CITY OF SANTA CLARA COMMUNICATIONS DEPARTMENT 29 COUNTY OF SANTA BARBARA COMMUNICATIONS DEPARTMENT 30 CITY OF HENDERSON UTILITY SERVICES DIVISION 30 CASE STUDIES 31 COUNTY OF LARIMER, COLORADO 31 COUNTY OF SANTA BARBARA, CA. 32 STAFF PROFILES 33 STUART B. CRONAN 33 DONALD S. EMMACK 34 GWEN BRANDENBURG 35 WILLIAM L. DOOLITTLE 36 OTHER PERSONNEL 37 BENEFITS OF OUR PROFESSIONAL TEAM 38 ATTACEMENTS 39 March 17, 2000 Chief Timothy Riley Newport Beach Fire and Marine Department 3300 Newport Blvd., PO Box 1768 Newport Beach, CA 92658 Dear Chief Riley: Our firm was pleased to receive an invitation to submit our proposal to provide the Newport Beach Fire and Marine Department with consulting services to prepare a dispatch services delivery plan, a technology plan, and an information management strategic plan. Our firm has substantial experience with the analysis, planning, and enhancement process for computer aided dispatch (CAD) and adjunct systems that support dispatch services. The Emmack Cronan Group (ECG) is a specialized consulting firm that has provided assistance to public safety and utility agencies in many areas. Our firm is located in Reno, Nevada and maintains a satellite office in Springfield, Missouri. The Emmack Cronan Group, Inc. (ECG) is a highly skilled consulting firm that specializes in project management, telecommunications and strategic planning for government and utility agencies. Our Project Teams are comprised of full-time consultants who have accumulated substantial knowledge of technological and management solutions for government and utility enterprises. For your review, we have provided a summary of our services, references, engagement background descriptions and detailed personnel resumes. In the following sections, you will find that our references include the following clients: ❑ Huntington Beach, CA. ❑ Lucas County, OH. ❑ County of Santa Barbara, CA. ❑ Tacoma Public Utilities ❑ City of Santa Clara, CA. ❑ Washoe County, NV. ❑ City of Reno, NV. ❑ Puget Sound Power & Light ❑ City of Signal Hill, CA. ❑ City of Torrance, CA. ❑ City of Mountain View, CA. ❑ Larimer County, CO. Cl City of Henderson, NV. ❑ City of Estes Park, CO. ❑ Applied Materials, Inc. ❑ Washington Natural Gas ❑ Douglas County, KV. ❑ City of Ft. Collins, CO. ❑ TRW Credit Reporting ❑ Washoe County, NV. ❑ Redwood City, CA. ❑ Western Washington Utility ❑ Truckee Meadows Fire ❑ EKONA Architecture +Planning Radio Association Protection District ECG is a highly qualified firm with dedicated personnel and significant experience with public safety, government, business and utility agencies. Our team members have conducted technical and strategic planning projects in telecommunications, information systems and facility planning and design reviews. We have established a successful record of accomplishment and 9855 Gateway Drive 1335H E RepuDNc Rd. Suite B Suite 104 Reno, NV 89511 Spr(nglleid, MO 85804 Fax: (775) 852 -9445 Fax: (417) 823 -7189 Voice: (775) 852.9444 Voice: (417) 823 -7434 CHIEF RILEY • • PAGE 2 NEWPORT BEACH FIRE AND MARINE DEPARTMENT MARCH 17, 2000 we are well regarded by all of our current and previous clients. Our action oriented approach strives to move all projects forward in a timely and effective manner. The team of consultants proposed for projects of this nature will take advantage of our multi- disciplined backgrounds and blend unique perspectives from experience in government agencies and business settings. We strongly believe that mixing modern business philosophies in this type of engagement provides a refreshing viewpoint from traditional studies. Again, we appreciate your consideration in this engagement. If you have any questions regarding our firm, please contact Mr. Stuart Cronan or Mr. Donald S. Emmack at (775) 852 -9444. Sincerely, EMMACK CRONAN GROUP, INC. UNIQUE PROJECT APPROACH ECG is experienced in a variety of project development settings and is capable of working in a multi- faceted role. Typically, we orchestrate our team members to provide "as needed" assistance to our clients depending on project complexity, organization goals and objectives and vendor relationships. However, for an assignment of this nature we prefer to present our resources as a consolidated team capable of providing assistance to your agency throughout the project life cycle. This approach has several substantial benefits: ❑ Continuity of personnel ❑ Cost - effective services ❑ A "center of knowledge" group Project Team and Organization ❑ Improved project direction • Multi- disciplined assistance • Minimized learning curve of personnel The focus of the Emmack Cronan Group is to provide quality, in -depth service through an action- oriented approach. For projects of this nature, ECG provides experienced consultants with a substantial history in strategic planning, communications and information systems. Our firm is comprised of employees and specialist subcontractors that are dedicated to our projects. We feel that our organizational structure is best suited to provide specific assistance based on client demand. Once we learn more regarding this assignment we will further define our personnel resources to meet the objectives of the assignment. More Figure 1 Page 3 0 detailed qualifications of our personnel are presented in the following pages. A typical Project Team organization is depicted above in Figure 1. We anticipate that Mr. Donald Emmack will be the Partner -In- Charge of this assignment. Mr. Emmack would be assisted by Ms. Gwen Brandenburg, Mr. Stuart Cronan and Mr. William Doolittle. At this time, we have determined that project on -site time and research time would be equally distributed between our team members. Engineering Philosophy ECG understands the critical nature of information and communication systems. To this extent we are particularly aware of any situation that may minimize a selected vendor's responsibilities to "stand behind" their proposed product and /or service. At all times, we will strive to leverage the vendor's position, gaining greater advantage for our clients. If required, we may utilize our legal resources to codify terms and conditions in an effort to protect your interests during this engagement. Page 4 PROGRESSIVE PHILOSOPHY Based on our diverse experience, ECG has determined the significant benefits obtained by blending business insight with the reality of government operations. Typically, we utilize our services to coordinate unique approaches and recommendations that draw from our experience with government and business operations. The following diagram emphasizes this tactical approach. • H H H Page 5 f, 0 0 CONSULTANT FIRM INFORMATION & SERVICES Legal Name of Firm Emmack Cronan Group, Inc. 9655 Gateway Drive, Suite B Reno, Nevada 89511 (775) 852 -9444 Springfield Office 1335H E. Republic Road Suite 104 Springfield, Missouri 65804 (417) 823 -7434 Type of Organization Nevada C Corporation Registered Missouri Foreign Corporation Registered California Foreign Corporation Services Our firm is capable of providing complete consulting services throughout the entire lifecycle of a project. Typically, we have provided services in each of the following areas: ♦ Identification & Definition of Objectives ♦ Strategic Technology Plan ♦ Technological Budget Forecast ♦ Evaluation of Bids or Proposals ♦ Contract Assistance ♦ Implementation & Project Management ♦ Technology Seminars ♦ Needs Assessment ♦ Product Education & Familiarization ♦ Development of Specifications • Grant Assistance ♦ Cost Analysis ♦ Transfer of Knowledge Page 6 CORPORATE PROFILE 0 The Emmack Cronan Group (ECG) is a professional consulting firm that provides information systems and communications consulting services to business, industry, utilities and public safety. The Emmack Cronan Group is a Nevada corporation with offices in Reno, Nevada and Springfield, Missouri. ECG has municipal, county, utility and business clients throughout the United States. Our firm offers outstanding service to the public sector community due to our extensive background and experience. We have assisted corporations in planning for and implementing new and improved communications and information systems. We have guided agencies with the development of 800 and 900 MHz trunked and conventional radio systems, computer aided dispatch (CAD) systems, records management systems (RMS), mobile data systems, wide and local area networks, microwave and fiber optics. In addition, we have significant experience with business process re- engineering to enhance organizational infrastructures. Our full-time personnel have extensive experience in the communications and information systems fields. For each project, we assemble an interdisciplinary team to ensure comprehensive service to our clients. Therefore, we are able to consider the operational and functional issues with all assignments. The Emmack Cronan Group is not associated in any manner with vendors or service providers of information systems, hardware or software. Due to our independence, we are able to provide objective viewpoints and alternatives that are most beneficial to the client's needs. An important service of the Emmack Cronan Group is to emphasize an action - oriented approach. Our project tasks and phases are specifically designed to ensure that consistent progress is made for all assignments. One of the dynamic facets of our firm is to engage quality personnel with significant experience in industry, business and government. Clients of ECG anticipate and receive direct contact, supervision and guidance from all members of our assigned teams. Further details on our firm may be found on the Internet at httpV /www.ecginc.com Page 7 �0 • THE ASSIGNMENT The City of Newport Beach Fire Department currently relies on the Metro Cities Fire Authority (MCFA) to provide complete dispatch services for it's Department. The Fire Department elected to join MFCA in 1996 and has determined that its association with MFCA is no longer suitable for the needs of the agency and community. In an effort to reevaluate operations, the Department drafted a high -level plan to improve services to the Newport Beach community by undertaking its own dispatch services. It is anticipated that recovering the responsibility for dispatch services will: ❑ Shorten call processing times • Improve information and communications for field personnel • Remain cost effective when compared to a 3rd party service provider (e.g. MFCA). Recognizing the need to plan carefully, the Department has observed the success enjoyed by the Police Department after conducting a Management Information Systems Strategic Flan aimed at improving their emergency operation systems. As a result, the Fire Department has decided to retain the services of an experienced management consulting firm to assist and make direct recommendations regarding strategic and technical operations. PROJECT METHODOLOGY This section of our proposal responds directly to the services outlined in the Fire Department's Statement of Work. However, we have taken the liberty to provide a services proposal that departs from the suggested tasks within the City's Statement of Work. Our proposed methodology will enable the Department to conduct a discrete analysis of the dispatch proposal, technology alternatives and strategic planning issues in a consolidated work plan. In summary, ECG fully supports the Fire Departments efforts to identify and plan for systems prior to selection and acquisition. We recommend that the Department consider merging the statement of work into one task of developing a Strategic Technology Plan for fire services. This Strategic Technology Plan would include all of the tasks and objectives identified in the City's Statement of Work. In addition, the plan would also identify: • Projected budgetary costs for system improvements • Management plan for systems upgrades or enhancements • Phased approach for any systems selection objectives • Target architecture components for technology • Risk analysis of reasonable alternatives ❑ Tangible and intangible benefits summary. Page 8 r. -0 Once the Strategic Technology Plan is complete, the Fire Department may elect (based on plan recommendations) to pursue upgrades, enhancement or shared systems through a two phased procurement process. ECG believes that we were the first consulting firm to design a multi- phased procurement process that significantly protects our client's interests. We have included a report related to this process in our Attachments. To review, ECG has proposed services for Phase I of the following. ❑ Phase I - Planning and Analysis (Strategic Technology Plan) • Phase ll -Procurement and Negotiation (Actual upgrade/ enhancement process) • Phase III -Implementation of Upgrades or Enhancements. Page 9 i /-* PHASE I - PLANNING & ANALYSIS In this section, we present our work plan based on the statement of work items identified in the City's RFP. Project Initiation Session Tasks As a first step in this project, we will conduct a project kick -off meeting and strategic Planning session with the Project Team. The key reasons for this meeting is as follows: • Introduce ECG Project Team members and staff • Review the overall project objectives, approach, and timetable • Formulate recommendations from your Project Team on the composition of focus groups for initial data gathering and needs analysis. We propose to maximize on -site time and suggest that research on functional objectives and technical systems and the Departments Proposed System commence immediately after the kick -off meeting. Therefore, we suggest that our first focus group sessions occur during the afternoon following a morning kick -off meeting. Goal At the completion of this task our personnel should have a complete understanding of the team members interview schedules, and an action item list for the Current Systems Review. Completion Criteria Conclusion of kick -of meeting. Current Systems Review and Needs Assessment Tasks Building upon our preliminary work, the next step in the project will be to conduct the remaining focus group sessions and a technical assessment to estimate system needs based upon functional requirements. The focus of each meeting will be to document the needs of each group for comparison to available strategic and organizational objectives. We propose to organize each facilitated session as follows: • Review of project • Review and discussion of new dispatch proposal & present operations • Target operational and functional goals • Interface requirements for each area • Volume statistics • Technical concerns • Staffing issues • Training requirements • Coverage limitations and necessities by agency • Growth patterns and capacity requirements • Division and agency interdependencies • Maintenance provisions • Financial limitations and goals U Page 10 Goal '* • Facility requirements and backup systems • Other issues In addition, we anticipate that each focus group will include a high -level discussion on the current trends in technology and a review of some of the following items: • Enhanced Information Access • Internet Access and Resources • Document Imaging • Database Design and Related Issues • Network Management Issues We anticipate that our personnel will be on -site to conduct approximately 8 to 12 sessions with groups of 6 to 8 participants. We will schedule the sessions based upon the availability of your personnel. As is our usual practice, we suggest no more than 4 or 5 sessions per day. Concurrent with the focus group sessions, our personnel will review all available data regarding existing systems. As a result of this task, our team members will strive to have a workable understanding of existing systems and user requirements. Our firm will use this information to craft our internal measures of existing needs and the potential alternatives available to meet current and future needs. Completion Criteria Completion of above interviews. Technology Architecture Concurrence Tasks The purpose of this task will be to document the needs and functional objectives of the Project Team. We will carefully examine our analysis of existing systems and the knowledge we acquired during our focus group sessions to create the strategic technology architecture for the Project Team. During this task, our personnel will draft high -level objectives, a proposed implementation approach, necessary high -level configuration diagrams and interface frameworks. Goal At the completion of this task, our firm will submit a Status Report and summary of the potential Technology Architecture Definition to the Project Team. We will obtain user comments and incorporate changes by your Project Team before pursuing our next tasks. Completion Criteria Submission of Status Report to Project Team. Alternatives and Options Analysis Tasks The purpose of this task will be to document the alternatives available to the Fire Department. We will carefully examine our analysis of existing systems and the knowledge we acquired during our focus group sessions to develop and analyze the potential alternatives. We anticipate that there may be several alternatives to consider as part of this plan. Therefore, our team will review and document the most feasible Page 11 Goal options for presentation to the Project Team. Our assessment will include the strategic direction and planning that includes: • Fire dispatch proposal • Business needs • Future program changes • Retention and use of existing components • Risk elements of reasonable solutions • Integration with networks • Maintenance and support • Interface requirements for appropriate systems • CAD /RMS • Inspections • Field Reporting (patient care reports) • Reuse of existing systems • Shared systems and licensing • Third party systems • Backup and redundant systems • Privatization opportunities • Financial considerations • Facility relocation and suitability • Opportunities for phased implementations • Licenses /Permits • Alarm Processing • Storage & Retention As part of our analysis we will include a discussion of the pros and cons associated with each primary approach, costs that could be anticipated and other pertinent items that are necessary to make an informed decision. The result of this project task will assist in leading our team towards the clear assessment of reasonable alternatives. Completion Criteria Submission of Status Report indicating primary project direction and options considered. Management Plan and Anticipated Costs Tasks Producing the Strategic Technology Plan and estimated cost summary is one of the primary underpinnings of this project. During this task, our firm will carefully describe the methodology that should be undertaken, the reasons for recommendations as well as the costs that should be expected for any systems procurement. In addition, we will carefully document any issues related to changes in dispatch processes and management issues that need immediate attention. Since we are familiar with the implementation of information and communications systems we are able to account for many "hidden' costs that arise in many projects. We find that carefully documenting the plan for systems improvements dramatically increases the success of a project and minimizes unexpected problems during procurement and implementation. Goal Upon completing this task our personnel will have the foundation from which to craft a meaningful plan to move forward in the selection and implementation of a sound approach. Completion Criteria Submission of projected Management Plan with cost projections for selected alternative. Page 12 . . . 0 Prepare Final Report Tasks The final task in this phase of the project will be to develop a Strategic Technology Plan for the Newport Beach Fire and Marine Department. At a minimum, the high level final report will contain the following elements: • Executive Summary • Alternatives Analysis and Solution Objectives • Anticipated Cost Analysis • Management Plan • Estimated Timeline • Functional Configuration Diagrams • Anticipated Benefits (Tangible and Intangible) • Backup and Redundant Systems • Privatization Opportunities • Maintenance and Support • Financial Considerations • Risk Elements for Reasonable Solutions The final report will be designed to support the organizational goals and directives of the Project Team. Typically, our strategic planning documents are designed to provide only necessary detail while focusing on long -term planning related to technological issues and objectives. For the purposes of this proposal, we have included pricing for the production of a written report and one formal presentation. ECG is highly skilled at delivering seminars and project guidance and we urge the Fire Department to consider receiving our final report through an on -site Study Session with complete presentation materials. This process significantly reduces project costs, provides an opportunity for shared information exchange with City Management and contains all of the elements of our written reports. Furthermore, the City may choose to videotape the Study Session to formally record project team and management decisions. We would be pleased to discuss this option with the Fire Department. Completion Criteria ECG requests that client comments and changes regarding the final report be consolidated into one document for our review and modification. Submission of final report with user modifications shall indicate successful completion of Phase I. ECG will also prepare and deliver a high -level presentation summarizing report results. :. •... • n:a .r ��� n.. Page 13 PHASE II - PROCUREMENT & NEGOTIATION Following the adoption and approval of the Strategic Technology Plan, ECG may provide procurement and implementation assistance. We have included a description of our proposed process for your review. In summary, ECG may assist in the following activities: • RFP and Specification Development • Proposal Analysis & Vendor Selection • Contract Negotiation(s) • Project Planning & Scheduling • Project Auditing & Management • Post Implementation Review • Operating Policy Definitions These tasks are defined in greater detail below. Specification Development & RFP The first phase of implementing the Strategic Technology Plan may involve the development of the Functional Specifications for use in a Request for Proposal (RFP). If desired as a result of Phase I, ECG will prepare a RFP with Functional specifications for the review and approval of the City. Typically, our RFPs contain the following elements. • Proposed Systems Approach • System Flexibility and Modularity • Documentation to be Provided • Interfaces to Existing Dispatch Equipment • Proposed Hardware Specifications • System Security Features • Training to be Provided • One -time and Maintenance Costs • Implementation Plan • Vendor Expertise • Center and Vendor Responsibilities • Advantages of Proposed System • Proposed Contract Terms In addition, we develop our documents to contain specific coded response sections that attempt to isolate and examine vendor software capabilities based on user requirements. Proposal Analysis & Vendor Selection Once the proposals have been submitted by potential vendors, our firm will assist with the evaluation and analysis of vendor responses. We will validate the vendors' presentation of their proposed solution and conduct an economic comparison of the potential solutions. Some of the important features we would consider in our assistance would be: Page 14 • 0 • Vendor references and record of performance • Corporate stability • Technical considerations (e.g. coverage, reliability etc.) • Objective and subjective review of contractual, and performance responses • Comprehensive review of their coded responses to the functional specifications • Technical compliance A feature of our services is to work with the Project Team to conduct on -site demonstrations of the most qualified vendor's proposed solution. We strongly suggest that all ECG clients undertake a detailed assessment of the proposed solution through operational "scenarios' which can elicit the peak performance and potential difficulties for many systems. Based on this research, analysis, and vendor presentations, the Project Team should be able to select a finalist vendor for contract negotiations. At the conclusion of this task, our firm will produce a final Recommendations Report that summarizes the findings of the Project Team and details all selection steps and data. This report will be designed to codify the process and selection for presentation to Management. Services Contract Negotiation ECG has conducted numerous contract negotiations for the acquisition of information technology in public safety and local government settings. We strongly believe that coordination, command structure, and control of resources is paramount to streamlining the process. Therefore, ECG will work with the Communications Center to establish a Project Committee that will serve from contract negotiations through implementation of systems. The Project Committee should include representatives from each technology discipline and include appropriate managerial resources. We encourage our clients to maintain this organization and reporting structure until project completion as an aid to historical information. At times, this is critical to personnel acceptance and integration of new technologies. During the contract negotiation phase, ECG would serve as a primary point of contact for technology questions and work/ performance issues related to the vendor. We would strive to craft measurable performance objectives into the vendor contract and statement of work. ECG often encourages our clients to not purchase new technology systems without conducting a detailed system design (DSD) before complete procurement of the product. It has been our experience that complex procurements are often plagued by cost overruns, unanticipated customizations and other unforeseen difficulties that may have been avoided if a DSD had been conducted prior to purchase. Drawbacks to this approach include increased time for implementation and additional resources necessary for multiple service contracts. However, in some circumstances this approach can lead to greater project control, user awareness, and isolated cost variance. A DSD used with other tools such as performance based contracts, payment holdbacks, and functional acceptance testing may provide added security for project control. Page 15 0 0 Detailed System Design Audit During this process, ECG team members will attend and audit the Detailed System Design (DSD) sessions facilitated by the selected vendor(s). Our attendance is designed with the intent of ensuring that the vendor manages the process with appropriate detail and business acumen. Project Team decisions are largely the responsibility of the assigned Project Team members. After completion of the DSD sessions, ECG will review the vendor deliverables and comment on compliance and suitability for the engagement. System Purchase Contract Assistance The tasks included in this phase assume that the vendor has delivered an appropriate DSD to the client with all necessary information for the client to make an informed decision. At this time, ECG will assist in the negotiation process from a technological viewpoint. Page 16 PHASE III - IMPLEMENTATION Develop and Maintain Project Schedule ECG has served on several large scale implementation committees in recent years and has successfully worked with vendors and our clients to secure a process for managing project details. Our personnel typically utilize a combination of tools such as Microsoft Project, bi- weekly and monthly status reports, action item databases and monthly financial summaries to guide the project We believe that project meetings should be conducted at intervals that are appropriate to the pace of the engagement. In addition, we suggest that the dissemination of information through pre - defined project channels enhances personnel awareness and gains project support. Typically, we suggest that the overall project schedule and status reports be posted to City Intranets and potentially to local web pages for community access to view vendor progress. In addition, it is critical to institute a sign -off process within the project team to review vendor accomplishments as they relate to milestone payments and deliverables. Carefully managing the delivery and acceptance of vendor work is a significant tool that can be used to monitor progress payments. Project Assistance/Auditing Our business philosophy is to effect a transfer of knowledge to our clients during the implementation of a project. We have found this to be particularly beneficial when the client's internal Project Manager is not able to be designated full-time to the project. To assist, ECG reviews all correspondence, detailed design sessions, vendor assignments, and works at the direction of the client Project Manager. In this capacity, ECG is often capable of providing objective insight into activities while remaining very cost effective for our clients. Typically, we provide our own status reports to the client Project Manager and make every effort to provide suggestions garnered from our experience. Post - Implementation Review ECG views post - implementation review as a two phased process. This first phase includes a concerted effort to complete system acceptance testing for contractual liability of the selected vendor. The second phase incorporates follow -up of remaining "punch list" items and an assessment of issues that have arisen since the development of the original specification documents and needs assessments. We have found that some of our clients purchase systems and then require additional functionality after the first system has been designed and implemented. While it is not possible to eliminate this situation, it is important to meet with end users and document future needs and requirements that may be incorporated into the recently installed systems via an enhancement process or general software release. Page 17 0 0 OPTIONAL PROFESSIONAL SERVICES/TASKS RFP Distribution and Vendor Management Frequently, ECG clients request assistance for RFP distribution and management of vendors. ECG is capable of serving as a primary point of contact at this time. We would release the RFP, coordinate responses to vendor questions and facilitate on -site reviews if required. Develop Standard Operating Procedures Standard operating procedures for a new mobile data system are integral to the continued success of any implementation project. This task must be carefully coordinated and often led by internal technology support groups. ECG believes policies for contacting support, maintaining backups, purge criteria and similar items must be jointly developed and codified as part of this project. If a third party MIS organization will maintain the ongoing systems, it is often necessary to negotiate a Service Level Agreement to clarify user and service personnel responsibilities. Our role would primarily be related to assisting internal technology groups with the development of practical procedures. Documentation to be managed by the client. Review and Assess Associated Technologies We understand that the cornerstone to the implementation of new core applications such as CAD and RMS must be carefully integrated into existing and planned ancillary applications and systems. Therefore, our proposed methodology would be to incorporate vendor understanding into the planning process as early as possible. In order to minimize integration and interface costs, we would attempt to secure the mobile data vendors' assistance during the planning phases to identify costs and plan for technical difficulties. This process may be appropriately suited for a DSD phase before final contract purchase. At all times, we would seek to encourage a "partnership" atmosphere with the vendor and the Project Team. ECG anticipates no more than two days of additional assistance with limited follow -up research. Page 18 PROFESSIONAL FEES 0 Our personnel would like the opportunity to meet your team and discuss specifics regarding our statement of work. We are aware of limitations imposed due to budget restrictions, grants and other financial considerations presented to public agencies. Therefore, we strive to provide quality, cost - effective services for each client. Our service fees range from $125 to $225 per hour, plus actual out -of- pocket expenses. The rate is based on the level and complexity of work performed. Our average rate is $131 per hour, plus expenses. We must stress that these costs are based on our experience with other clients and projects. We have provided fixed fees with the understanding that our hourly commitment shall not exceed 5 % beyond the time allotted for any task. In good faith, we understand that the City will endeavor to remit payment to our facility in 30 days or less from invoice presentation. Proposal and Services Conditions: • ECG also provides assistance to other local agencies, we will leverage our travel schedule to the best extent possible. • ECG's travel expense estimate assumes that our firm has ample time to pre -book cost effective travel arrangements. In addition, we may request a formal letter from the City indicating that we are providing service to a government agency. • Total project hours may be determined by multiplying the FTEs by the number of hours. • Focus group sessions and needs assessment anticipates 12 interviews, scheduled concurrently. • Expenses based on an estimate of 21% of professional services. Only actual out -of- pocket expenses will be billed. ■ FTE's will vary between assignment and represent a combination of on -site and off -site work. Personnel assignment based on task, complexity and ECG discretion. • ECG CAN PROVIDE SUBSTANTIAL SERVICES DISCOUNTS (APPROX. 7!0) FOR FAVORABLE PAYMENT SCHEDULES. WE WOULD WELCOME THE OPPORTUNITY TO DISCUSS OPTIONS WITH THE CITY. Page 19 u 0 ' I •• ��1.1i IC'�.ir. ' ' 11 �: ✓.li IP�.u: I Epims Einmwdat2l% $ Ij Total $ Page 20 MOMERM, • "• t1AIL• :U • .1 ':•• 0 of •I -• aid, L '• G '�I Y GS ' I •• ��1.1i IC'�.ir. ' ' 11 �: ✓.li IP�.u: I Epims Einmwdat2l% $ Ij Total $ Page 20 0 0 REFERENCE SUMMARY • Radio Communications Planning • Information Systems Planning & Procurement Citv of Anderson Police Department • Countvwide Mobile Data Communications Fort Collins Citv of Henderson Communications Committee • Radio systems Strategic Plan & Acquisition of Henderson City of Henderson Police Department • Radio Communications Strategic Plan & Acquisition • Information Systems Plan and Procurement • CAD /R'MS • GIS Systems Integration • Mobile Data Communications Citv of Henderson Utilitv Services Division • Meter Readine Plan and Procurement City of Huntington Beach Police Dept. • Mobile Data Strategic Plan and Procurement City of Mountain View Fire Department • Information Systems Strategic Plan & Procurement • CAD /RMS • :Mobile Data Svstem Selection and Procurement City of Mountain View Police Department • Information Systems Strategic Plan & Procurement City of Redding Police Department • Countvwide Mobile Data Communications City of Redwood City Police Department City of Reno Fire Department • Information Systems Plan & Procurement • CAD /RMS City of Reno Information Systems • Information Systems Plan & Procurement • CAD /RMS /CMS City of Reno Police Department • Information Systems Plan & Procurement • CAD /R'MS City of Santa Clara Fire Department • IS Procurement and Contract Assistance • CAD /RMS City of Santa Clara Police Department • Information Systems Plan & Procurement • RMS • Mobile Data Communications City of Signal Hill Police Department • Radio Systems Assistance • Information Systems Plan & Procurement • CAD /RM.S • Mobile Data Communications South San Francisco City of Torrance Police Department • Radio Systems Implementation • Mobile Data Communications County of Latimer Sheriffs Department • Countywide Strategic Communications, Data & IS • CAD /RMS • Communications Center Staffine Analysis Page 21 • Coup of Santa Barbara Communications Dept • Countywide 800 MHz Strategic Pis County of Santa Barbara Sheriffs Department • Information Systems Procurement County of Shasta Sheriffs Department Countywide 'Mobile Data Communications County of Washoe MIS • Information systems Plan & Procurement County of Washoe Sheriffs Department • Information systems Plan & Procurement • Competitive Practice Analysis • Frame Remo A .I—ie umversfty of Nevada, Keno • Information Systems Plan and Procurement ' CAD /RMS Tacoma Public Utilities 900 MHz Implementation Page 22 0 0 DETAILED CLIENT REFERENCES The following list provides a detailed explanation of the services provided by ECG. We have included telephone numbers and addresses of representatives where we have conducted similar assignments. City of Mountain View Fire Department The City of Mountain View conducted an evaluation of their current dispatch and records management requirements for the Fire and Police Departments. ECG was retained to assist in this endeavor and provided a Public Safety Technology Needs Analysis report. In addition, we have been retained to assist the Fire Department with the acquisition of upgrades to current systems. Contact•. Ms Sheryl Contois Communications Manager City of Mountain View 500 Castro Street Mountain View, CA 94039 (650) 903 -6824 City of Huntington Beach Police Department ECG has assisted the City of Huntington Beach Police Department with the procurement and implementation of new field reporting, mobile data communications and the negotiation and implementation of a year 2000 CAD /RMS system upgrade. ECG will also assist with the development of a CAD/ RMS request for proposal and the selection and implementation auditing of new systems. Contact: Mr. Jim Moore Manager, Budget and Research Huntington Beach Police Department 2000 Main Street Huntington Beach, CA 92648 (714) 536 -5943 Page 23 Lucas County Ohio Recently, the Lucas County Board of Commissioners selected ECG through a competitive procurement process to assist with the development and implementation a countywide mobile data communications system Our personnel are currently in the process of procuring a Countywide Mobile Data System with the Participating Agencies in the County. Contact: Mr. Dennis Cole Director Lucas County 911 2144 Monroe St Toledo, Ohio 43624 (419) 213 -6532 City of Reno /County of Washoe, Nevada ECG conducted a detailed staffing study for the City of Reno Communications Center. Our firm was assigned to evaluate scheduling practices and the effects of the current operating environment in an attempt to reduce overtime and plan for operations that are more efficient. The Reno Communications Center provides dispatch services for many agencies in the region and successfully implemented our technique to reduce overtime on a monthly basis. In addition, ECG is currently assisting the following agencies with the procurement and implementation of a joint CAD /RMS and JMS information systems project. City of Reno Police and Fire Departments County of Washoe Sheriff's Office Truckee Meadows Fire Protection District In addition, we are assisting the City of Reno with a joint County/ City public safety radio communications system Contact: Mr. Ron Glensor Deputy Chief of Police City of Reno Police Department P.O. Box 1900 Reno, Nevada 89505 (775) 334 -3860 Page 24 0 County of Larimer Sheriffs Department 0 The County of Larimer Sheriffs Communication facility provides dispatch service for over 10 agencies within the County. ECG was retained to conduct an evaluation of current staffing requirements for the Center. We reviewed telephone and information systems data to develop over 10 staffing formulas for the Sheriffs Department to consider. Contact: Lt. Steve Bebell Larimer County Sheriffs Office 200 West Oak Street Fort Collins, CO 80522 (950) 498 -5122 County of Santa Barbara Sheriff and Fire Departments The Santa Barbara County Sheriff and Fire Departments are currently undertaking an upgrade to communications and dispatch systems. The Emmack Cronan Group assisted the County with the design of the request for proposal, vendor analysis and selection and a review of the County's new dispatch facilities design. Contact Mr. Malvin Parr Lieutenant County of Santa Barbara 4434 Calle Real Santa Barbara, CA 93110 (805) 681 -4144 Page 25 9 0 City of Henderson Utility Services Division The City of Henderson is currently in the process of implementing new information systems to support the Utility Services Division. This important project is key to the future growth of the City and its ability to support the necessary resources to provide for community needs and development. At a minimum, the City envisions that the Utility Services Division will implement new and upgraded information systems to support • Utility Billing (water and sewer) ❑ Interface to General Ledger • Service Order Management ❑ Cash Receipts ❑ Manual( Automated Meter Reading ❑ Accounts Receivable At the direction of the City, our firm developed a comprehensive proposal to lead the Utility Services Division in the Implementation and Project Management of this important system. Contact: Mr. Wayne Robinson Manager Utility Services City of Henderson 240 Water Street Henderson Nevada, 89511 (702) 565 -2111 Page 26 0 0 Applied Materials Applied Materials (AMAT) is the world largest manufacturer of semiconductor development machines. AMAT has retained ECG to provide assistance with the procurement and implementation of a highly specialized Incident Management System to assist with the coordination of emergency operations in their California Facilities. Contact. Mr. Jim McMahon Director of Global Security Applied Materials 2881 Scott Blvd. Santa Clara, CA 95050 (408) 563 -5118 Washoe County Regional Radio System Emmack Cronan Group has participated in all aspects of this regional trunked 800 MHz radio system and microwave infrastructure, intended to serve all public safety, School District, and Public Works voice radio communications for Washoe County, City of Reno, City of Sparks and the State Department of Transportation. ECG has performed as an active and member of the project team including developing technical design requirements, Request for Proposal, vendor selection, final design review and contract negotiations. The County has recently approved moving forward with implementation of this $15 Million project. ECG will continue in a technical and project management role through final acceptance. Contact Mr. Ralph Jaeck, Assistant City Manager City of Reno Reno City Hall P.O. Box 1900 Reno, Nevada 89505 (775) 334 -2204 It Page 27 City of Torrance Police Department The City of Torrance upgraded its Departmental communications systems. The Emmack Cronan Group has worked with the City and Department Project Team to identify and select the most appropriate radio communications and mobile data system upgrade for their department. We assisted the Department with contract negotiations, service level agreements and detailed design sessions for the implementation of new systems. Contact. Mr. Jim Herren Chief of Police Police Department City of Torrance 3300 Civic Center Drive Torrance, California 90503 (310) 618 -5717 City of Santa Clara Police Department The City of Santa Clara Police Department is presently in the process of implementing a new state -of- the -art records management system. This system will integrate with the City's Communications Department CAD systems and other citywide networks. The Emmack Cronan Group is currently assisting the Department with the re- engineering of the information systems, RFP development, technical specifications, contract negotiations and implementation of systems. Contact., Mr. Charlie Aroua Chief of Police City of Santa Clara 1541 Civic Center Drive Santa Clara, California 95050 (408) 261 -5330 2 Page 28 0 City of Henderson Justice Agencies 9 The Emmack Cronan Group (ECG) served as the overall project management consultant for the City of Henderson Public Safety and Justice System implementation. ECG conducted vendor negotiations, contract costing and assisted with the technical development of new systems. Contact: Mr. Tommy Burns Chief of Police City of Henderson 223 Lead St. Henderson, NV 89511 (702) 565 -2003 City of Santa Clara Communications Department ECG assisted the City of Santa Clara with the post implementation review of their citywide 800 MHz trunked radio backbone, the development of a citywide local and wide area network and the upgrade to existing mobile data systems. Contact: Mr. George Wood Director of Communications City of Santa Clara 1990 Walsh Avenue Santa Clara, California 95050 (408) 984 -3212 Page 29 r� u County of Santa Barbara Communications Department ECG worked with the County to conduct a needs assessment and technical review of all government communications for the County. This project was directed at evaluating the costs and impact of a multi-user shared communications system supporting public safety as well as local government. Contact: Mr. Dennis Kirby Communications Mgr. County of Santa Barbara 4568 Calle Real Santa Barbara, CA 93110 (805) 681 -5580 City of Henderson Utility Services Division The Emmack Cronan Group (ECG) assisted the City Utility Services Division in the development of an RFP, selection and contract negotiation of an Automated Meter Reading system. The system will be comprised of a combination of touch -to read and radio based meter reading. Contact: Mr. Wayne Robinson 240 Water Street Henderson, NV 89511 (702) 565 -2111 Page 30 CASE STUDIES County of Larimer, Colorado The County of Larimer Colorado provides emergency law enforcement, fire and medical services in the un- incorporated areas surrounding Fort Collins, Estes Park and Loveland Colorado. In 1995, the County of Larimer retained the Emmack Cronan Group to conduct an in -depth evaluation of its communication and call center facilities. Previously, the County of Lorimer had experienced significant growth in calls for service and demand for the personnel in the communications center. As a result, there were personnel problems and a lack of resources to assign to the existing call load. The Emmack Cronan Group was retained to conduct an in depth evaluation of this problem and identify potential alternatives for the County to consider. As a first step in this engagement, our personnel conducted an on -site evaluation of the communication facilities and detailed interviews with many personnel. In addition, we evaluated telephone call loading, typical call scenarios, existing equipment and other issues that could be a factor in this situation. As part of the analysis, our firm developed over twenty mathematical scenarios to evaluate call for service demand and available personnel hours in this particular communication center. Each of these models included sample data from peak activity periods measured in the previous six months. In addition, our firm factored in assumptions for contention, personnel time and other issues that could effect the results. Asa result of our research, the County determined that the inability to handle 1: F projected call loads was due to the following factors: • Age of existing equipment • Limited number of personnel • Staffing levels during Peak activity periods Our firm was retained by the County of Larimer and three adjacent cities to prepare a communication and information system strategic plan to assist their agencies into the year 2000. Consultants: • Mr. Donald S. Emmack • Mr. Stuart B. Cronan • Mr. Steven Bandler Scope of Project . Communications Center Analysis Mr. Steven Bebell Lieutenant County of Lorimer Sheriffs Department 200 West Oak Street Fort Collins, CO 80522 (970) 498 -5122 Page 31 E County of Santa Barbara, CA. The Emmack Cronan Group has been retained by the County of Santa Barbara since 1994 to assist their agencies with several different engagements including, Communication Center analysis and planning, CAD /AVL RFP evaluation, CAD /AVL procurement and analysis, CAD/RMS implementation and Countywide Radio Communications Study. In 1994, the County of Santa Barbara conducted an internal review of their existing operations and communication systems. It was decided to procure new automated systems to meet the emerging needs of the County. Based on projections for call volumes and workload the County determined that a new communication and call center must be developed to support future operations. As part of this process, the County of Santa Barbara conducted various site surveys and configuration evaluations to determine the most appropriate location for the new facility. The County retained the Emmack Cronan Group Inc. (ECG) to provide assistance with the design, procurement, contract negotiations and implementation of new systems and equipment. As a first step, our firm conducted a detailed review of all architectural and engineering diagrams prepared for the building. Our charter was to analyze building diagrams for the following: • Floor space for existing . Problems with hardware equipment locations • Ingress and egress in . Interface points and equipment rooms demarcations • HVAC system . Disaster recovery plans operations • Potential points of . Electrical loading failure • Mobile command post operations In addition, our firm worked diligently with members of the County Communications Department to study the details of cable chase ways, antenna system design, inter facility telecommunications and other associated 0 issues. in the third quarter of 1996, the County of Santa Barbara opened its new facility to support the law enforcement, fire and emergency medical services communications center. This communications center provides dispatch for the County of Santa Barbara government agencies in addition to several contract cities in the surrounding areas. The County of Santa Barbara is continuing its effort at implementing new automated systems. Presently, the County Project Team with assistance from ECG is working to complete Detailed specification reviews, Systems integration and Training and cutover to live operations. Consultants: • Mr. Donald S. Emmack • Mr. Stuart B. Cronan • Communications Center • CAD .RMS • County -Wide Radio Contact Representative: Mr. Dennis Kirby County of Santa Barbara 4434 Calle Real Santa Barbara, CA 93110 (805) 692 -5580 Page 32 0 0 STAFF PROFILES Stuart B. Cronan Calif. State University Northridge I Mr. Cronan is a Principal of the Emmack Cronan Group, Inc. He B.A. Radio & Television Atlantic Richfield Manager, Nationwide Networks Ernst & Young Senior Manager FCC Licensed Radio Technician specializes in large wireless communications, data communications and facility planning assignments with an emphasis on project management and data networking. His experience spans the public sector, utilities, energy, banking, insurance and other private industry areas. With Emmack Cronan Group, Mr. Cronin has assisted several utilities, cities and counties develop improvements to their communications systems. He has also assisted in the design and selection of a trunked radio system for a large utility with a service area over 4,500 square miles in the Northwest. Prior to founding Emmack Cronan Group, Mr. Cronan was a manager with The Warner Group, a management consulting firm. At the Warner Group Mr. Cronan was Project Manager for several large projects including a radio communications plan for the entire State of Oklahoma. Mr. Cronan presented the results of the study to a State legislative committee on telecommunications. He also performed contract negotiations, disaster recovery planning and organization studies for several clients including The City of Los Angeles. For five years he was with Ernst and Young where, as a senior manager was the practice leader for their Telecommunications Consulting Group specializing in strategic planning, business process re- engineering and network design. Earlier, he was Manager of Network Operations for Atlantic Richfield Company's private, nationwide voice, data, and video network where he was employed for eleven years. Recent Clients: County of Santa Barbara, CA. Mr. Cronan is actively participating in several professional com- City of Reno, NV. munications organizations and has spoken at many conferences and City of Henderson, NV. seminars including the Energy Telecommunications and Electrical County of Larimer, CO. Association (ENTELEC), Utility Telecommunications Committee City of Santa Clara, CA. (UTC), National Emergency Number Association (NENA) and Applied Materials TRW Association of Public Safety Communications Officers (APCO). He is Washington Natural Gas a graduate of California State University, Northridge with a Bachelor of Arts degree in Radio and Television. F Page 33 Donald S. Emmack University of Southern California Mr. Emmack is a Principal of the Emmack Cronan Group, Inc. He is a former Watch Commander, Senior Police Officer and computer Master of Public Administration Directed Research, Government manager for a Southern California Police Department where he was Information Systems responsible for the installation of department information systems, Calif. Lutheran University and designed and coded applications. Mr. Emmack also has Bachelor of Science experience in designing and programming micro and minicomputer Maj. - Administration of Justice systems for municipal government and business. Minor - Computer Science Mr. Emmack's areas of expertise with the Emmack Cronan Group The Warner Group include defining communications and information systems Senior Consultant requirements, performing system selection studies far fully integrated Forster Senior Police Officer and systems and assisting to ensure successful implementation. Most recently Mr. Emmack has assisted several California cities and Reserve Officer counties plan, design and implement state -of- the-art communica- tions, computer aided dispatch and records management systems. In addition, he has assisted Applied Materials (an international computer corporation) plan for new information systems. Mr. Emmack has significant experience with consulting for government agencies. Prior to joining the Emmack Cronan Group he worked for five years as a Senior Consultant and Project Manager for The Warner Group. Mr. Emmack is a frequent speaker before organizations on the topics of public safety technology and communications systems. He has been requested to present seminars on mobile data communications and GIS interfaces at APCO conferences. Most recently, Mr. Emmack has worked on the production of a seminar for ENTELEC and UTC regarding Contract Recent Clients: Negotiations and Risk Management. He has also conducted County of Santa Barbara, CA. seminars on emergency management communications for the City of Reno, CA. Emergency Management Exposition. City of Henderson, NV. County a La rimer, CO. City of Santa Clara, CA. He is a graduate o California Lutheran University with a Bachelor o � f � h✓ of Applied Materials Science degree in the Administration of Justice and minor in TRW Computer Science. He also received his Master of Public Washington Natural Gas Administration degree from the University of Southern California with directed research into the management of government computer systems. Page 34 9 Gwen Brandenburg 0 University of Nevada, Reno I Ms. Brandenburg is a Consultant based in the Reno office of Bachelor of Arts Major - Psychology Minor - Criminal Justice Truckee Meadows Community the Emmack Cronan Group, Inc. (ECG). She has experience with mobile data, radio, E911, and dispatch projects. Ms. Brandenburg spent over a year working as an intern for the Clayton Police Department, Clayton, California. She was also an Colleee Fire Science intern with the Washoe County Parks Service, and with the Reno office of the National Forest Service. In addition, Ms. Clayton Police Department Brandenburg was the Nevada representative for Range Management Internship at the 1994 National Convention. At the convention, she made a presentation to the leaders of the Society far Range Management. In ice Park Service attendance was Bruce Babitt, Secretary of the Interior. Ms. Internship nternship Brandenburg was ranked fourth in the nation, among all of the state National Forest Service representatives, based on this presentation. Internship With ECG, Ms. Brandenburg worked as lead consultant on an E911 enhancement Project for Washoe County, Nevada including multiple agencies within The County. The Emmack Cronan Group was contracted to assist with the enhancement, including migration to Phase I and II of the FCC's wireless E911 mandate. This included an RFP and Vendor selection process for a regional Selective Router. ECG assisted Douglas County, Nevada with the Enhancement of the radio system for the East Fork Fire and Paramedic District that serves the entire county. Ms. Brandenburg was instrumental in the interviews of all the fire and paramedic personnel, as well as the RFP process. Recent Clients: Regional Dispatch/ Ms. Brandenburg is currently working as a consultant on a large EOC,TrainingCenter: scale CAD/RMS project in Washoe County, Nevada. This project Reno Fire Department includes multiple agencies and will encompass the entire process from Reno Police Department RFP to implementation. Washoe County Sherif j's Office Truckee Meadows Fire Sparks Police Department ECG was hired to assist Lucas County, Ohio With the selection, Sparks Fire Department purchase and implementation of a large mobile data system. East Fork Fire and Paramedic Ms. Brandenburg participated in the interviews and data collection of District (Douglas County) 22 agencies. She is presently tracking the RFP process and the Washoe County 911 Vendor communications. Lucas County, Ohio: Sheriffs Office Ms. Brandenburg graduated from the University of Nevada, Reno 22 Regional Police/Fire Departments with academic distinction. Her areas of specialty include criminal justice and psychology. In addition she attended Truckee Meadows Community College Fire Science Program. Page 35 William L. Doolittle Claremont Graduate University William L. Doolittle, a dedicated subcontractor, brings over twenty years of experience in state and local public safety and government Master of Business Administration operations. His areas of expertise include strategic technology University of Alaska Fairbanks planning, defining information technology and telecommunications Bachelor of Business Administration requirements, performing selection studies for hardware, software, Business Management and vendor services, and implementing information systems, radio, William L Doolittle & Associates and telecommunications capabilities. He was previously affiliated with The Warner Group, a GartnerGroup Company, in both the Chief Executive Officer Information Technology and Communications Practice areas. The Warner Grouv Manager Mr. Doolittle has extensive experience with public safety applications, law enforcement and criminal justice records management, mobile data computing, automatic vehicle location, geographic information systems, local and wide area networks, trunked and conventional radio communications and paging, computer system interfaces, information security, disaster recovery planning, and the design and installation of low voltage facility systems, including security, audio /visual, CCTV and voice and data telecommunications. Recent projects involved the strategic planning for countywide telecommunications services, a project which eventually expanded to reach the decision to outsource all information technology for the client. He has assisted in the implementation ofseveral Enhanced 9 -1 -1 and PBX systems across the nation, (including central office upgrades) with projects ranging from two position PSAPs to 60 position communications centers, with up to five dispatch centers in the 9 -1 -1 routing network Additional projects have included the migration to Recent Clients: Advanced Intelligent Networking (SS7) and coordinate -based City of El Segundo Police location information, as well as an assessment of 3 -1 -1 technologies. Department Fairbanks North Star Borough Mr. Doolittle is a graduate of the University of Alaska with a BBA in San Diego County Sheriff Management. During this time, he worked for the University's San Diego County Regional Department of Safety and Security as a Fire Fighter, Emergency Communications System Medical Technician -A Dispatcher and Security Officer. He also State of California Department of holds a Masters degree in Finance from The Claremont Graduate General Services, University. Mr. Doolittle is a Certified Professional in Emergency Telecommunications Division Communications (ENP), Computing (CCP), Project Management State of Montana (PMP), and Information Systems Audit (CISA), and holds FCC Santa Cruz Consolidated Commercial and Amateur Radio Operator licenses. He has also Emergency Communications Center earned certificates in Disaster Recovery Planning and Computer and Network Security. He is a frequent presenter at national conferences on the topics of technology, project management, strategic planning and contract negotiations. He has been published in Communications Magazine, 9 -1 -1 Magazine, and the APCO Bulletin, submitting articles on mobile data and integration issues, communications center consoles, ergonomics, and CAD system interfaces. Page 36 Other Personnel In addition to the above individuals, ECG may include the services of the following consultants if required or as needed based on project scope: Ms. Julia Mandeville Damasco - Ms. Mandeville Damasco is an Attorney at Law who works with ECG during contract negotiations for information technology systems. She is a former Assistant City Attorney who specializes on procurement Agreements in the high technology field. Page 37 BENEFITS OF OUR PROFESSIONAL TEAM Experienced Personnel All personnel we would assign to this engagement have significant experience with similar types of projects. Each team member is a full-time consultant, thoroughly knowledgeable in the consulting field and familiar with similar assignments. Cost Effective Services The Emmack Cronan Group is able to provide cost effective services by maintaining only experienced consultants. Consequently, there is only a minimal learning curve for our personnel. Our firm is flexible and continues to provide quality services through the insight and depth of our Project Teams. We have the experience and strength to provide dedicated resources based on client needs and requirements. Action Oriented The Emmack Cronan Group is committed to moving Approach projects forward in a confident and sure - footed manner. For each project, we strive to make consistent and noticeable progress to provide your agency with information as rapidly as possible. In this manner, our clients can more effectively make business decisions. Quality Service Each client engagement is acted upon with diligence from our qualified personnel. We leverage our comprehensive technical ability and management knowledge for each project phase. Useful Documentation A focus of the Emmack Cronan Group is to create useful documentation. We emphasize a teamwork approach with our presentation reports and design each document for continued reference. Through this approach, we are able to consistently move projects forward while accounting for as much technical detail as possible. Comprehensive We strive to ensure that there are no hidden surprises or MethodolM costs. In addition, we consistently validate and obtain your approval with each assignment in an effort to account for all project details. Page 38 E ATTACHMENTS ❑ ENTELEC Report ❑ Letters of Recommendation 0 F Page 39 Exhibit B C A RDn eE"F o 6lozi o1 PRDDUCER THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE Herbert L. JaBi son 6 HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR Co., L.L.C. ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. 100 Executive Drive COMPANIES AFFORDING COVERAGE Nest Orange NJ 07052 1 COMPANY 1973) 731 -0806 A Atlantic Mutual Ins. Co. INSURED COMPANY RCC Consultants, Inc. B Atlantic Mutual Incur. 100 Woodbridge Center Drive COMPANY Suits 201 C Centennial Ins. Co. Woodbridge, NJ 07095 -1125 COMPANY Evanston Insurance Coe an 'i °. THISIS TO CERTIFY THAT THEPOLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSUREDNAMED ABOVEFOR THEPOLICYPERIOD IN1D) CATED, NOTWITHSTANDINGANYREOU) REMENT ,TERMORCOND1T10NOFANYCONTRACT OROTHERDOCLIMENT WITHRESPECTTOWHICHTHIS CERTIFICATE MAYBE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. TYPE OF INSURANCE POLICY NUMBER POLICY EFFECTIVE POLICY EXPIRATION LIMfTB LTR DATE (MMIDDIYY) DATE IMMIDMY) A GENERALLIABLIfY 486405793 5107100 5107/01 GENERAL AGGREGATE s 2,001,100 PROOUCTS-CCMP /OP AGO f 11000,109 % COMMERCIAL GENERAL LIABILITY I CLAIMS MADE a OCCUR PERSONAL & ADV INJURY S 1,000,000 EACH OCCURRENCE $ 1,000,000 OWNER'S& CONTRACTOR'S PROT FIRE DAMAGE (Any one lire) f 100,000 MED EXP (Any one person) f 5.1000 A AUTOMOBLELIABLITY 486405793 5101/00 5/07101 i COMBINED SINGLE LIMIT S 8 X ANY AUTO 744502277 i 5/07/00 1 5107101 110001000 8001LY INJURY f ALL OWNED AUTOS SCHEDULED AUTOS '(Per person) BODILY INJURY f —� j HIRED AUTOS : I^I NOMOWNED AUTOS (Per accident) F— •PROPERTY j DAMAGE S GARAOELIABLITY IAUTO ONLY - EA ACCIDENT f ANY AUTO I OTHER THAN AUTO ONLY: EACH ACCIDENT f • •EYCEge AGGREGATE It A LIABILITY 486405793 5107100 5/07/01 EACH OCCURRENCE f 5,000,000 'AGGREGATE 4 51000,000 UMBRELLA FORM f 1 OTHER THAN UMBRELLA FORM C WORKERS COMPENSATION AND 1 401534936 5/07/00 5/07/01 _ % WC YTATU OT EMPLOYERS' LIABILITY :EL EACH ACCIDENT S 500,000 THE PROPRIETOR! INCL EL DISEASE-POLICY LIMIT f SD0,000 PARTNERS /EXECUTIVE EL DISEASE-EA EMPLOYEE f 500,001 OFFICERS ARE: EXCLI OTHER D i Miscellaneous E & 0 1 AES01535 5/07/00 5/07/01 S2,001),000 Each Claim S2,00D,000 Annual Aggregate OESCRIPTION OF OPERAYMNSILOCATioNSIVEhil SISPECIAL ITEMS As respects General Liability, Certificate Holder is included as an add t i anal insured if required by lease or contract and subject to policy terms and candi t1 ons. Location: CERTIFICATE HOLDER •. 'CANCELLATION Ci ty of Newport Beach ( FD) SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE 3300 Newport Boulevard EXPIRATION DATE THEREOF, THE ISSUING COMPANY DULL ENDEAVOR TD MAL P.O. Box 1768 31 DAYS WRITTEN NOTICE TO THE CERTIFIC HOLDER NAMED TO THE LEFT, Newport Beach, California 92658 -8915 R ALURE TO MAL SUCH NOTICE SMALL O NO OBLIGATION OR LIABILITY Attn: Terence J. Ula$zew$ki OF A Y KIM UPON COMPANY, 1 A TS`VII REPREs"TATntEe, A 0REPR NTATI lit AiROLn: t��.� V CERTIFICATE: 155/001/ 06199 C- 33Q1 ( C-". q (as Ioo) CITY OF NEWPORT BEACH Fire and Marine Department Tim Riley, Fire and Marine Chief 949/644 -3101 Request for Proposals EMERGENCY DISPATCH SERVICES, TECHNOLOGY AND MANAGEMENT INFORMATION SYSTEMS STRATEGIC PLAN The Newport Beach Fire and Marine Department is seeking proposals from qualified firms to prepare a dispatch services delivery plan, a technology plan, and an information management strategic plan that will guide the organization for the next several years. I. BACKGROUND The Newport Beach Fire and Marine Department is currently a member of the Metro Cities Fire Authority (MCFA); a Joint Powers of Authority agency that provides emergency dispatch services to seven member city fire departments. Prior to joining the MCFA in 1996, the Department was a member of the Central Net Operations Authority (CNOA); a Joint Powers of Authority agency whose member agencies included the Fire Departments of Fountain Valley, Huntington Beach, Newport Beach, and Westminster. In 1994, Westminster contracted with the Orange County Fire Authority for fire services. Westminster's resignation from the CNOA and the recession of the early 1990s made the continuing operation of their Communications Center financially unfeasible. In 1978, the North Net Fire Communications Center was established by the Fire Departments of Anaheim, Garden Grove and Orange. Over the next several years Stanton, Buena Park and Fullerton joined the Center. Stanton and Buena Park left North Net as each city contracted with the Orange County Fire Authority for fire services. On September 1, 1994 the four remaining North Net agencies were Anaheim, Fullerton, Garden Grove, and Orange. In the winter of 1995, the fire chiefs of the seven agencies began discussions on the possibilities of merging the two communications operations. Through informal negotiations they formed a Joint Powers Authority Agreement. On June 17, 1996 the three Central Net agencies' dispatch operations were cut over to the Anaheim site where the four North Net agencies' dispatch facility was located. It was agreed that the newly named Metro Cities Fire Authority would operate on the "equal voice" approach. Each of the seven cities would retain their own fire departments with local identity incorporated into the dispatch operation. Through programming, the computerized dispatch system would provide the appropriate levels of response and service citizens were accustomed to receiving from their city. Merging the two dispatch centers produced a combined savings for the seven cities of more than $882,000 in their first year's budget. Further exacerbating this problem is the Fire and Marine Department's lack of a comprehensive information management and technology plan. Due to the recession of the early 1990s, the Fire and Marine Department eliminated our sole information management position as a budget reduction measure. Our sole support was to be provided by a newly created management information division of a newly created Administrative Services Department. In support of this new division, a Management Information Strategic Plan was prepared by an outside management consultant. This plan was to provide the framework for the support for all city departments except the Police Department, who had developed and was implementing their own comprehensive strategic technology plan. As a result of a comprehensive plan well supported by the City Council, the Police Department now enjoys a well - managed, information management and technology system. Many of the Fire and Marine Department information management and technology issues have not been satisfied due to a lack of financial and personnel support and the absence of a clear plan of action. 11. CURRENT ISSUES AND PROJECT GOALS Since joining the MCFA in 1996, the staff of the Newport Beach Fire and Marine Department has worked exhaustively to create new partnerships with the other member agencies with the end goal of obtaining high quality, reliable dispatch services at minimal cost. Unfortunately, our experience has been less than satisfactory. Alarm processing times are not to our desired standard. Our alarm system has been fraught with significant problems, rendering it unreliable and at times not functional. Our mobile data computer system is old and in need of replacement; difficult to do when other member agencies are financially unable or do not use them as we do. These situations have resulted in decreased emergency response times. We possess a desire to continually improve our dispatch services while other member agencies are satisfied with their current level of service. It is this differing sense of value that leads us to the conclusion that we will never reach the level of service we feel appropriate for the citizens of Newport Beach. Before making decisions on a change of service, the Newport Beach Fire and Marine Department wishes to obtain professional assistance in evaluating.our plan to create a new partnership with our Police Department to create a new emergency dispatch system. Therefore, a professional review of our plan is the first goal of this project. The information gained from the review will be used to determine performance standards as well as staffing needs for management and operation of the dispatch center. The second part of the project is a technology study and plan to analyze the current technology being used by the Police Department and the feasibility of the Fire and Marine Department to take advantage of their technological advances. The Department operates an aged mobile computing system that is unreliable and obsolete. The Police Department has installed a new system that is current with today's technology and is looking towards the future. They have also embraced other advanced technology concepts, such as video recording of public contacts that could be beneficial to our operations. This part of the study will look at the feasibility of our 2 Department using these and other technology available to enhance emergency response and operations. Finally, the project includes the development of an information management strategic plan. This plan will evaluate the Fire and Marine Department's current and projected information management needs. The plan should identify the long -term capitalization required to support our operation, make recommendations as to the level of support needed to meet these demands, and evaluate the feasibility of expanding the management information staff at the Police Department to provide these needed services. M. SCOPE OF WORK A. Dispatch Services The consultant will review the Department's proposal to provide emergency dispatch and communication services (attached.) The program description will: a. Define the work/services to be performed b. Review workload statistics c. Describe current goals, objectives and performance measures d. Identify the staffing and organizational structure e. Outline a budget structure including personnel, maintenance and capital costs B. Technology Plan The consultant will prepare a technology plan that satisfies the criteria of reliability, redundancy and sufficient capability to support the level of service established by the Department. The plan also should assess current systems for the need to replace, enhance, update or expand them to meet current or future service requirements, deal with technological obsolescence and take advantage of technological advances. The scope of work in this area will include: 1. Review existing hardware and software solutions used by the Police Department and their related operating policies to determine how effectively they provide for existing service levels, how well they may provide for future service level increases or enhancements, and their remaining effective service life. The intent of this review is to determine the feasibility of their use by the Fire and Marine Department. This will include but is not limited to: current mainframe computers, uninterrupted power supply hardware, computer workstations, mainframe and workstation operating system software, Computer Aided Dispatch/Records Management software, workstation productivity software, local and wide area network hardware and software, data back -up and archiving solutions, mobile data computer systems, telecommunications solutions, alarm processing systems, existing maintenance agreements, etc. 2. Make recommendations on necessary hardware and/or software replacements or upgrades to the Police Department system that are critical to the delivery of current service levels, to include cost estimates for each recommendation or make recommendations on necessary hardware and/or software purchases that are critical to the delivery of current service levels if the Police Department systems are unable to meet department needs. 3. Make recommendations regarding the number, classification and qualifications of personnel needed to support the current and recommended technological solutions. 4. Make recommendations on technological solutions that will enhance current service levels, including but not limited to: global positioning systems, vehicle locator systems, incident management software, radio - network mobile data device systems, personnel accountability systems, hand -held telecommunication devices, etc, with cost estimates for each recommendation. C. Strategic Plan The consultant will conduct a comprehensive assessment of the information management needs of the department and develop a well- conceived plan to assist in effecting a smooth and orderly implementation. The plan should include: A comprehensive assessment of the business needs of the Fire and Marine Department that would be supported by the implementation or upgrade of a management information system solution. 2. A list of recommendations, in order of most urgent to least urgent, of management information solutions that need to be implemented by the Fire and Marine Department, including recommendations on the means and methods for achieving said solution(s). A analysis of the existing management information systems capabilities of Fire and Marine Department and the Police Department to assess their ability to meet the needs of the Fire and Marine Department. 4. A recommendation on any proposed staffing changes necessary to meet the needs of the Department(s). D. Schedule of Completion The Fire and Marine Department wishes to cease dispatch operations at Metro Net and begin operation in its new dispatch system on January 1, 2001. Therefore, the target for completion of this report is July 1, 2000. IV. PROPOSAL CONTENTS The proposal should contain the following information: A. Statement of Understanding the Approach and Scone of the Proiect: This statement should summarize your understanding of the scope and purpose of the study, including a brief overview of the methodology you would employ to accomplish the study. The statement should also include any recommended changes to the Scope of Work presented above that, based on your knowledge and experience, seem appropriate to best meet the goals of this project. B. Experience and Qualifications: Please provide descriptions of at least three similar projects or studies that you have prepared, including the names and telephone numbers of client references that can be contacted to discuss the work. In addition, please describe any other related experience you have that contributes to your qualifications for this project. C. Project Personnel and Management: List the names, specific qualifications and level of effort of each person, including sub - contractors, who would be assigned, to the project. For each person, identify the specific tasks he or she would be undertaking. Designate the person who would have overall responsibility for the project and the person who would be primarily responsible for contact with the Department. All subcontractors should also be identified along with their relevant experience. D. Availability and Ability to Perform: For each key staff member, please describe the estimated percentage of the person's total time that would be dedicated to this project. E. Schedule of Completion: Please submit a proposed schedule for the completion of the project, including a time line with target dates for completion of each task. F. Budget: Please provide a budget showing costs by task as well as a "not to exceed" total for the entire project. The budget should include costs for the time of the prime contractor's staff, sub - contractors, and costs for reimbursable expenses such as reproduction, materials, travel, etc. Please submit the budget in a sealed envelope, separate from the other proposal contents. Approximately $75,000 is available for this project, but the City intends to select a consultant based on the proposals submitted, and negotiate a mutually acceptable contract. V. PROPOSAL SUBMITTAL REQUIREMENTS Five copies of the proposal must be received by 5:00 p.m., March 17, 2000. Late submittals will not be accepted. Proposals should be mailed, e- mailed or delivered to: Chief Timothy Riley Newport Beach Fire and Marine Department 3300 Newport Blvd., PO Box 1768 Newport Beach, CA 92658 -8915 E- MAIL: triley @city.newport- beach.ca.us VI. SELECTION PROCESS The proposals will be evaluated and the consultants deemed most qualified will be invited to an interview. This evaluation will be based on the consultant's experience with similar projects and level of understanding demonstrated in the proposal, as well as a realistic time line and budget. It is estimated that interviews for the most qualified consultants will be conducted the week of March 13, 2000, with the final selection estimated by the end of the week. The City will negotiate a contract with the selected consultant, based on the proposal and budget submitted. 9 Proms 5y stem A Fire & Marine Department dispatch/ communications -center will allow direct control over the quality of our dispatch and communications services. The proposed system takes advantage of the investment in technology the city has made to improve police services with a minimum of changes to police operations. The operational design provides optimum response times and significant improvements to our ability to develop a continuous quality improvement process. The proposed system will: • Improve response time • improve Firefighter Safety • 1prove Customer Service • hnprove system reliability Concept of Operation All 911 calls are received at the Public Safety Answering Point (PSAP) which is in the police department communications center. Instead of transferring the caller who needs fire, paramedic or lifeguard services to the JPA, the police call taker will enter the information in a joint police/ fire Computer Aided Dispatch system (CAD). The CAD will immediately alert the appropriate responders and the Fire & Marine communications center. Fire & Marine dispatchers will broadcast the call, provide pre - arrival instructions to the reporting party and manage the tactical communications. This operational design will: • Re- establish direct operational control over the services we provide. • Allow us to establish and achieve the standards that reflect our values. • Eliminate the need to convince other agencies of needed improvements. • Provide direct Fire & Marine supervision of those responsible for providing the service. • Allow the implementation of simple improvements with a minimum of effort. • Reduce delays due to the unfamiliarity of city geography and landmarks. • Eliminate the need to transfer the reporting party during an emergency before getting an address and providing assurance that help is on the way. • Allow the implementation of local standards of care. C c E m L J I ma w a m r� CL W m a m Z U a � m C 7 m m COL- °'aoCj -I - d a o �y ~(n W ¢ °-' ��a. WS I U E I p I U I I ® O E I I $, c w EmoN I WIZ t mL I I I (D -r i r2a ----- - - - - - -- F- U) I ii I I I C D m m Y N j l0 C O I z Y ] ` C N V C L) p F 'C Q —` .. U .0 F- m¢ Of O O U `y op CL (n U a c U O c W p W¢ of `m aH `m am V E1 p C O'« E ; �O v m E m o ` WIZ C C d � a d cQ U) cQ CO ca m 3a z 3°: z 2 c a' a m L m m a 0 ma ma = a m r� CL W m a m � a � CL • Provide better utilization of technical infrastructure currently used by the Police Department. • Provide a secondary PSAP for the city. • Improve EOC /DOC operations during disasters and extremely high activity. • Provide faster response by first responders to requests for services. • Utilize the existing lifeguard communication center and maxim;ze the necessary improvements to be made. • Use dispatchers that have local knowledge resulting in better utilization of resource and more complete knowledge given to first responders. • Provide dynamic deployment of resources to improve response time. • Provide our customers with assistance in a more timely manner and not place them on hold as a first step. • Build upon quality assurance and quality improvement and principles. • Allow for more rapid problem solving. • Improve customer relations with more public information. • Eliminate the need to staff lifeguard communications center with lifeguards year round resulting in more efficient use of resources. • Provide critical infomiation management resources. • Utilize existing Police/Lifeguard infrastructure. • Keep the number of new employees to a minimum h 11 • • 7.0 BUDGET' Schema Systems proposes to perform the tasks described in the City's RFP, and elaborated upon in this proposal, for a total, firm fixed price of $67,760. Our work effort describes an interview and data gathering effort. This time was averaged across the three formal tasks to develop the estimated task cost breakdown: Dispatch Services: $31,680 Technology Plan: $20,240 Strategic Plan: JL5L840 $67,760 Billings will be made on the basis of percent of task completed. -20- Nk.j i 0 `i PROPOSAL TO THE CITY OF NEWPORT BEACH FIRE AND MARINE DEPARTMENT TECHNICAL CONSULTING SERVICES FOR EMERGENCY DISPATCH SERVICES TECHNOLOGY AND MANAGEMENT INFORMATION SYSTEMS STRATEGIC PLAN 8 c'I'M lvf Tat P. O. Box 5307, Whittier, CA 90607 -5307 03/17/2000 i E TABLE OF CONTENTS 1.0 DESCRIPTION AND QUALIFICATIONS OF FIRM ........................... .1- 1.1 THE COMPANY ...................... ............................... -1- 2.0 STATEMENT OF WORK ................................................... .5- 2.1 TASK 1: IDENTIFY USER REQUIREMENTS ............................. .5- 2.2 TASK 2: DEVELOP DISPATCH SERVICE ALTERNATIVES ............... .7 - 2.3 TASK 3: DEVELOP APPROVED DISPATCH SERVICES APPROACH ...... .9- 2.4 TASK 4: DEVELOP TECHNOLOGY PLAN(s) ............................ .9- 2.5 TASK 5: DEVELOP A STRATEGIC PLAN(s) ............................ .11- 3.0 EXPERIENCE AND QUALIFICATIONS .................................... .12- 4.0 PROJECT PERSONNEL AND MANAGEMENT .............................. .15- 5.0 AVAILABILITY AND ABILITY TO PERFORM .............................. .17- 6.0 SCHEDULE OF COMPLETION ............. ............................... -1& 7.0 BUDGET ...................................... ............................20- APPENDIX A - MASTER PROJECTS LIST APPENDIX B - CONCEPT DRAWING OF PRIOR TECHNOLOGY PLAN APPENDIX C - PROJECT REFERENCES AND DESCRIPTIONS APPENDIX D - RESUMES • I -i- U 1.0 DESCRIPTION AND QUALIFICATIONS OF FIRM 1.1 THE COMPANY Schema Systems Inc. (Schema) is an independent, professional consulting firm specializing in the analysis and design of computer and communications systems, and other technology support for public agencies. We are a California corporation established in 1983, headquartered in the Los Angeles area (Whittier, California). We have regional offices in the Boston area (Quincy and Sharon, MA) and in the Hawaiian Islands (Kihei, Maui). Our 24 hour answering service telephone number is 562/861 -1443. As an organization of highly qualified technical staff, we use a matrix management structure in which expertise, not arbitrary title„ dictates structure. For any given client, this structure may change depending on the phase of the project and the expertise required. However, the president of the company, Glenn A. Marin, is always ultimately responsible for the overall quality and performance of staff. In addition to our own staff, we also make extensive use of a select group of independent sub - consultants. All of these persons work closely with Schema on a daily basis, typically working on several of our projects simultaneously. Most of this group have been associated for 20 years or more. In the reverse situation and when their unique Areas of Expertise Include: Communications Systems Engineering Computer Aided Dispatch Design and Specification Communications and Tnmked Radio Computer Modeling Programs Computer Systems Engineering Data Processing Management Electronic Imaging For Documents and Photographs Facility Development/ Architect Support FCC Licensing and Frequency acquisition Support Mobile Data Terminal /Computer Design and Specification Networks Design Project Management Radio and Microwave Communications Engineering Records Management System Design and Specification expertise is appropriate, Schema's principals occasionally work on projects that are contracted directly to these sub - consultants as primes. This approach allows us to apply expertise where it is required rather than to assign staff based on their availability. The components of our name describe the nature of our work: -1- 0 • Schema - An outline, diagram, plan. Systems - Sets or arrangements of things that are related or connected to form a unity. We believe that the technical systems that are used to support normal and emergency operations must be molded to the task to be done. The task should not be molded to the technology unless it is in the best interest of the overall operation. Technology should be used to improve efficiency or productivity in operations, not just because it is available. For this reason, we propose to use a project staff with a broad range of skills in both technical and operational areas. Only with a firm understanding of operational requirements and goals is it possible to specify and build the technical systems that will best support our clients' operations. HOW DO WE BEST SERVE OUR CLIENTS? Schema brings both operational and technical expertise to our projects. A staff balanced between backgrounds in technical design and implementation as well as field operations in the public safety community ensures that our designs work from all technical and application -level considerations. Schema Systems' role is: • To act as technical consultants providing system engineering and technical management skills • To represent the client — we are your staff • To be impartial - We do not have any vendor or product affiliations • To maintain a wide breadth of consulting skills through the use of independent sub- consultants who are applied as needed. Our primary business is supporting our clients in any or all of the technical and operational considerations that lead to a successfully operating system. This means that we can provide consulting services from the earliest requirements analysis and system concepts stages through to final acceptance testing and user training. We do this by providing the impartial technical • 1 . -2- • • �J and management expertise required for the specific project, and by using our expertise gained from many similar projects to supplement your staffs expertise in your operations. Appendix A provides a general list of our clients over the years and the subject areas of our tasks. OUR METHODOLOGY We believe that the most consistent and reliable method to ensure the successful implementation of any system is to apply proven techniques of system analysis and design. These techniques have been developed by refining modem project design and management theory over the past forty years. They define a methodology for developing a project through the following steps: 1) Formally document the environment in which the system must function. 2) Identify system needs and requirements. A crucial component of this effort is to recognize the organizational and operational impacts of the systems to be implemented. 3) Specify measures of performance, expected results, and estimated costs with associated benefits. 4) Identify alternative systems approaches and determine the phasing by which the selected alternative should be developed and implemented. 5) Prepare hardware and software specifications that meet the requirements of the functions and duties that are to be performed. 6) Exercise strong management control and review during implementation. This listing does not imply a rigorous, sequential series of time- consuming steps. On the contrary, in any practical project there is considerable overlap in the timing of the first four steps. The purpose of the list is to enumerate the elements of good system design. A design process that omits one or more of the steps does so at the client's peril. Combining the discipline of a systems approach and the focus of functionally oriented solutions defines the essence of Schema's approach to communications project perform the detail engineering and performance analysis first rather than to be left as a component for the vendor in a procurement specification. This means both documenting the user's needs and expectations, and performing appropriate analytical tasks such as field coverage studies that document real results. Our goal is to ensure that the user understands cost and performance before the specification is prepared, not after the system is built. -3- • • This approach ensures that solutions to problems match the job that needs to be done, not the capabilities of specific hardware and software. Once the tasks to be accomplished by the systems are defined, it is then possible to identify the specific technology applicable to solving deficiencies and providing the appropriate functional support. Schema is aware that the operational conversion endeavor can be more difficult for an organization than the technical aspects of system installation and operation. For that reason, we anticipate substantial involvement with operational considerations, making recommendations directed at minimizing these predictable problems. F! 0 • • 2.0 STATEMENT OF WORK Schema is proposing an integrated body of work that builds on itself culminating in three separate, but closely linked, products that incorporate both sound engineering and analysis practices as well as ensuring solutions fully consistent with the needs of the Fire and Marine Department. This will be accomplished by perforating general system requirements activities that initially that overlap all the product subject areas, followed by detailed development of the individual subject areas. It is our view that close interaction and participation by the client is essential to a successful plan. On that basis, we anticipate numerous presentations and discussion of viable alternatives, allowing the Department to "pick and choose" based on the evidence for and against each choice. In each case, Schema will make recommendations and justify our position. The final decision, however, needs to be made in concert with, and ultimately, by the client agency. 2.1 TASK 1: IDENTIFY USER REQUIREMENTS This beginning subject will encompass all topic areas of the three product deliverables; a dispatch services plan, a technology plan, and a strategic plan. Aspects of each deliverable topic are integrated among the other topics. By beginning with a broad view, these relationships can be identified and appropriately considered in the individual plan development. Specific activities associated with this task include: * Conduct individual and group interviews with all relevant staff, ranging from 911 call takers to the leadership of the Departments. Information gathered will range from detail operating policies and practices to philosophies of operation. A general list of the initial subject areas to be addressed follows. Additional subject areas will be added as necessary. ✓ Telephone communications system configuration (business and E911) ✓ Two-way voice radio communications systems ✓ Present radio sites ✓ Emergency Operations ✓ Cellular telephone use and support ✓ Dispatch operations and management structure ✓ Personnel staffing _L 11 • • ✓ Training policies and practices of The volume and handling of calls for service ✓ The dispatching process ✓ The adequacy to which present systems support required functions ✓ Backup dispatch center operations and capabilities ✓ Console configuration and condition ✓ Computer Aided Dispatch system(s) ✓ Mobile Data Computer system(s) ✓ Dispatch support provided for other agencies ✓ Maintenance policies and procedures ✓ Facility power support systems (commercial, emergency, UPS) ✓ Facility space and expansion requirements ✓ All costs, including operating, maintenance and capital ✓ Departmental information flow processes with supporting manual and automated systems. ✓ Service level goals and standards ✓ Prioritization of problem areas ✓ Activity levels for all organizational units in the Department. ✓ Identification of each business function performed by the Department. To support the data gathering process, Schema Systems will provide a list of features and functions subject to automation that may be typically found in any Fire Department operation. This will be provided prior to interview so that staff may have time to contemplate the value of these, as well as any other subject areas that arise. The Request for Proposal (RFP) paints an environment in which people, personalities, and organizational cultures will define the degree of success much more than any technology approaches. Schema Systems has performed projects in all forms of the environment described in the RFP; such as creating separate dispatch centers, joining agencies to a common dispatch center and separating agencies from a common dispatch center; as well as developing complex technology and strategic plans. The complexity of developing a dispatching operation and an agency -wide technology and strategic plan that may have differing levels of integration with other city agencies brings all the great potentials and downside risks to bear. These requirements present a most challenging political, organizational and technical task. 0 E • 0 1 Schema's approach to the challenges of this type of project is to present our findings in a completely candid manner identifying strengths, weaknesses, impacts on organizations and being completely analytical in our technical analysis. Schema will present, from our experience, documentation of successes and failures of various approaches in other jurisdictions. These can aid the Department in both understanding subtle, but crucial, issues as well as selecting among the alternatives that will be presented for decisions and direction. Directly addressing issues that will impact the success of the overall goal during this formation stage is critical for future efforts. Our company's experience of 16 years in the public safety technology engineering business, combined with extensive earlier public safety experience, provides a very comprehensive awareness of the many factors. * Deliverable: A summary of.the findings, observations, constraints, goals, and requirements will be provided. We will make an on -site presentation and make any necessary changes. The purpose of this document will be to ensure a complete understanding between the consultant and the client that we are all talking about the same needs and requirements. 2.2 TASK 2: DEVELOP DISPATCH SERVICE ALTERNATIVES This task will focus on the subject of the radio dispatching function. It is predicted that more than one viable solution will be identified. Each solution will have operational, fiscal and organizational impacts. These will be developed in sufficient detail that a knowledgeable decision can be made by the Department as to which option best fits their environment. Specific efforts that will be directed to this goal are: * Identify radio message and telephone activity volumes. This data is crucial to identifying staffing and configuration plans. Schema Systems uses mathematical modeling programs that relate activity levels and staffing to service levels. Clear graphic presentation of the information provides a ready tool for the layperson to fully understand staff versus performance relationships. From this information, very detailed recommendations can be made regarding staffing. * Identify specific staffing recommendations. Based on the activity levels identified above, detailed staffing levels at a shift and job -title specific task level will be developed. Service level impacts based on varying staff levels will be documented. The impact of various schedules will be developed as such options are described in the Task 1 effort. E • * Identify the radio system requirements. This will include radio coverage, transmitter and receiver access and controls, radio consoles, tape loggers and replay equipment and so forth. All the technical issues associate with providing an adequate 2 -way voice mobile and portable radio system for the Fire and Marine Department will be developed. * Identify facility requirements. This will develop both technical and architectural requirements. Such subjects as dispatch center and equipment room layouts will be prepared, heating, ventilating an air conditioning requirements will be identified, equipment lists will be developed, a complete power budget will be developed and uninterruptible, emergency and commercial power needs identified, room and individual dispatcher comfort controls and lighting will be identified, equipment grounding, and other important considerations that often overlooked in specialized area of design. An important component of this aspect of the study is the dispatch center relationship to the entire City emergency services dispatch and emergency operations concept. Where the Fire and Marine dispatching would best fit into the existing environment is a complex constraint, but one which Schema has addressed many times before. As described above, several alternatives can be expected. * Identify dispatch computer automation needs. The use of a computer aided dispatch (CAD) system is considered a fundamental requirement in modem public safety dispatch centers. The choice of a new system, enhancing an existing system, sharing another system, and so forth are all alternatives that will be examined. The information gathered in Task 1 will provide the constraints on the scope of this examination. Schema has experience in the development of CAD system for more than 50 individual fire and police agencies as well as integrated, combined operations. Although it is a specific stand -alone component, a CAD system must be considered as only one component in an overall technology plan for the Department. Such factors will be included in this analysis. * Identify an overall design approach that provides the required level of redundancy and reliability. The robustness of a public safety dispatch center, combined with a backup environment and a City (and potentially, County) emergency operating environment are critical. Combining all the multiple facets of this subject into a coherent, acceptable -s- • • • design is a specific task effort that stands apart from the individual component subject areas. * Identify the viable alternatives in which a dispatch center can be configured. As each of the subject areas offer alternatives, so the larger subject area will provide many opportunities for different configurations. A specific task effort will be to develop viable alternatives and present the information in a manner consistent with decision making by the Department. * Identify the budget impacts of the various alternatives. An important component of the above task is developing realistic cost scenarios for the viable alternatives. This task will prepare this information to a high degree of detail. * Deliverable: A written document with the viable dispatch services designed to a budget and selection decision level of detail. 2.3 TASK 3: DEVELOP APPROVED DISPATCH SERVICES APPROACH This task involves the presentation of the dispatch services alternatives information to the Department. On selection and direction by the Department, the details of the chosen approach will be completed. Schema has an experienced -based opinion of what is involved in the detail design effort. However, the Department will be the determiner of the completeness of the detail design effort. When approved, the design will be considered complete. A dispatch system design will be the deliverable for this Task. 2.4 TASK 4: DEVELOP TECHNOLOGY PLAN(s) This Task will repeat the effort of Task 2, albeit in a different technology direction and in a different form. This effort will extrapolate from the information from Task 1 to form a conceptual plan. Refer to Appendix B for an graphic example of the conceptual detail this Task will provided. An entire report elaborates on each item, develops costing, and presents implementation phases. Please note that this information does not suggest what may be appropriate for Newport Beach. * Identify the capabilities of current equipment, systems and organizational structures to meet the documented needs. This activity is directed at the capabilities of existing equipment, technology and organizational structures to accommodate the Department's -9- • 11 needs. Specific attention will be directed at the existing and proposed Police Department systems. Schema's prior experience with shared Police /Fire systems suggests over 75 percent of the Police functions also support fire operations. The degree of enhancement or modification (if any) to meet specific Fire and Marine Department needs will be identified. The Task 2 effort will, in parallel with this effort, address the CAD system aspect of the overall automation program. * Identify a schema of adding new equipment or enhancing current systems to meet the Departments needs. A general plan or plans will be developed that are both viable and consistent with requirements. All of the technology subjects described in the RFP or added from the Task 1 interview information will be considered in the plan Dependent relationships of technology as related to implementation (which must be implemented before another) will be identified. Combined with other information from the Strategic plan, this data will be the foundation for identifying the implementation phases. * Project the staffing requirements to support the technology plans. This will include both infrastructure support staff (technical maintenance and operations) and departmental operations support staff (e.g., data entry staff). Single individuals may fill both roles depending on the projected workloads. Existing civil service positions will be used for the definition of roles to be filled. * Develop budget projections for the viable approaches. Budget detail will be to equipment and staff levels and will include both capital and operating cost considerations. * Review the alternative schemes with the Department. As choices are made by the Department, the design will be expanded to provide a high level of detail. Specific time and budget phase considerations will be included in this design effort. Each phase will be focused on being capable of funding within a single budget, so that subsequent funding is not a prerequisite for completing a defined activity. Subsequent funding will either add functionality to prior phases or add entirely new features. • I -10- • The impact of each technology item will be measured, to the extent possible, in tangible enhancements in the Department's capabilities, service levels or performance levels. A cost -benefit relationship will be prepared for each of the technology items. Because cost and performance in public safety is not always a dollars and cents issue, a more complex discussion may be appropriate. For example, technology that improves response time may save a life, whose dollar value cannot quantified. However the decreased response times can be quantified and reasonable interpretations of positive consequences can provide a measure of cost benefit. * Deliverable: A document with the comprehensive and phased technology plan with cost benefit analysis in a time and budget phased structure. This document will be a component of a larger report that will include the Strategic Plan. 2.5 TASK 5: DEVELOP A STRATEGIC PLAN(s) This Task is a continuation of the Task 4 effort, extending away from the specifics of equipment, technology and the staff necessary to operate them, to a macro view of relative levels of importance of systems vis -d -vis each other, the Departments needs and the benefits derived. This information will be a critical component of the development of system phasing recommendations. Tasks that will support the development of a strategic plan are: it Identify the information flow processes for each organizational unit. A Department - wide documentation of this data flow will be developed in a suitable graphic form (e.g., Visiol). it Map the information flow, the relationship to department priorities (Task 1), the applicable technology solutions (Task 4) and the phase relationships of the technology plan to an overall Department strategy for service enhancement. * As with the preceding Tasks, it is expected that more than single approach will become evident. These alternatives will be presented to the Department for decision and direction. On final review, a integrated, final report will be delivered containing the technology and strategic plan. * Deliverable: A combined Strategic Plan and Technology Plan as a single, integrated report. This document will provide subject details, operational details, staffing impacts, and costing in a phased implementation consistent with fiscal year budgeting. • I .rr_ • • • 3.0 EXPERIENCE AND QUALIFICATIONS Schema has a breadth of experience in the many technology and organizational considerations required, and described in the above Statement of Work. A specific discussion develops the various subject areas. Systems Engineering and Integration: Technical systems, although usually purchased and implemented as independent systems, are collectively part of the tools designed to assist people in doing their jobs better. The better these separate parts work together, the better the support available to the end user. Schema's background and formal training is to view these many pieces as a collective whole intended to support a common goal. Development of new communications systems should be viewed in this perspective, and design criteria must address impacts on associated systems. The development of a strategic plan is the classic implementation of a systems approach to problem resolution. Integrating the many factors of technology, organization, staffing, maintenance and operations, suitability for purpose, cost effectiveness, and mapping to service levels is the essence of our skill sets. Radio and Microwave System Design: Schema has many years of radio system design experience. Schema has recently completed the design of five very large systems with extensive propagation coverage. These systems use the latest technology in trunking, digital voice, and digital microwave. The largest of these is a $45,000,000 system for the island of Oahu, which is served by the Honolulu Police Department. Our design for the University of California provides them a single, integrated system for all 13 campuses (including the medical centers), with detailed designs for each campus. The Northampton County, Pennsylvania 500 MHZ bunked radio project represents the latest expansion of the trunking technology. Operational Integration Design: Schema staff have designed PSAPs and other dispatch centers from as small as a single- position center in California City, CA.; to the over 50- position centers of Los Angeles County Sheriff and Boston Police and EMS, and over 60- position Los Angeles Police Department Center. We are very operations- oriented. Glenn Marin, as a member of the Los Angeles County Sheriffs Department, was responsible for the design of their very large radio and dispatching system. Al Wallace was the Telecommunications Director for the city of Boston and Diane Brandt - Schwartz was the Executive Director of the Washington County Communications Center in Oregon. All of us have worked in the public safety communications field almost exclusively for many years. -12- • is Backup Emergency Operations. Schema's President Glenn Marin was a member of the Los Angeles County Emergency Operations Group, participating in numerous real -life fire and earthquake emergencies. Schema Systems (Jim Garvey as project manager) designed and supported the installation of the public safety emergency backup capabilities (for Fire, Police and EMS) for the city of Boston, Massachusetts. Jack Campbell was chief engineer for 7 years on a federally funded Emergency Operations Research Center. Computer Aided Dispatch Systems. Schema systems has been involved in the requirements for, preparing justifications for, design of, writing specifics for, implementing, integrating with, enhancing, testing and accepting, and operating more than 50 CAD systems. We have in -depth knowledge of all the major CAD system products and vendors commercially available today. We have been recognized as experts in this subject area in State and Federal Courts. Architectural Support. Schema has provided communications consulting support on over 30 public safety communications buildings. We work for either the user or the architect in major upgrades or new facility construction. In either case, our role is to ensure that the final configuration not only meets the defined requirements, but is also easy and straightforward to use. In addition, we often design and deliver training programs on the new capabilities to the present staff, and leave any necessary materials for on -going training of future hires. Bid Document Preparation: Schema has written numerous bid specification documents for consoles and for radio and microwave systems. This has been done for both analog and digital systems, including those using the latest digitized voice technology. We have never had a specification successfully protested as being biased or otherwise invalidated. This has included a Court ruling supporting our procurement specification as being vendor - neutral. Contract Negotiation Skills and Experience: Schema staff has supported contract negotiations in many local and federal government procurements, the largest exceeding $600 million dollars. Support for multi- million dollar contract negotiations are common for many of our clients. In the federal government area, the Federal Acquisition Regulations (FARs) have been the guidelines. Project Management: Schema has provided both general management support and technical management support for many projects of considerable range in size. We are currently tasked as a technical manager overseeing a very large communications system upgrade for the New York Police Department. We were the E -911 implementation Project Manager for the city of Boston. We have filled project management roles for numerous smaller organizations as well. • 1 -13- C� • • Additionally, Glenn Marin has testified as an expert witness in several technology cases. Our background provides us with hands -on experience in areas where legal interpretations of technical issues were critical to the success or failure of a case. Appendix C contains detailed descriptions and references of various projects that comprise our experience base. -14- • • r� U 4.0 PROJECT PERSONNEL AND MANAGEMENT Schema is proposing five staff members to support this project. The project manager will be Glenn Marin. A brief staff description and areas of responsibility are described in this section. Refer to Appendix D for detailed resumes. Glenn A. Marin: Mr. Marin, the President of Schema Systems, will be the Project Manager for this project. He will both coordinate the efforts of other staff members and perform a substantial amount of the work directly. Mr. Marin will be primarily responsible for the data analysis and computer modeling and interpretations, CAD and radio system analysis and leading the development of the technical and strategic plans. He will be the primary interviewer during the Task 1 efforts. Mr. Marin will contribute 50% of his time to this project. Diane Brandt-Schwartz: The former Director of the Washington County (Oregon) Consolidated Communications Authority (WCCCA), Ms. Brandt - Schwartz has extensive expertise in all aspects of communications center operations. As a member of our staff, Ms. Schwartz has worked numerous consulting projects that have further broadened her skill sets. Her primary focus will be development of the dispatch center scheme. This will include evaluation of operational factors, staff scheduling and ensuring that the technical data interpretations are correct for the proposed dispatch center operations and environment and budget development. Ms. Brandt - Schwartz will utilize skills of other team members to support her overall responsibility. Ms. Brandt - Schwartz will contribute 50% of her time to this project. Jim Garvey: A former aerospace engineer and former Executive Director of the South Bay Regional Communications Authority (SBRCA), Mr. Garvey has extensive expertise in both the technology and application of public safety communications systems. Mr. Garvey will support the interview process and the gathering of basic requirements data. He will be significantly involved in development of alternatives for all the plans. As an expert in network design and engineering, he will be responsible for all issues falling into this technical area. Mr. Garvey will contribute 35 percent of his time to this project. Jack Campbell; Mr. Jack Campbell will be primarily responsible for the facility aspects for this project. Mr. Campbell has worked extensively on numerous public safety communications facilities over the past 40 years, including such major agencies as New York Police Department, Boston Police Department, Los Angeles Police Department, and Los Angeles County Sheriff. He has contributed to more than 15 such projects. Mr. Campbell will also provide a major -15- • • 0 input to the development of alternatives for both the technical and strategic plans. Mr. Campbell will contribute 40% of his time to his project. Al Wallace: Mr. Wallace, (Schema's Vice President of Operations) will apply his expertise in telecommunications to evaluation the gathered information and assist in development of alternatives and recommendations. He will be a major contributor to the development of both the technical and strategic plans. Mr. Wallace will contribute 10% of his time to this project. Bernard (Jerry) Campbell (no relation to Jack): Mr. Jerry Campbell will support all the work in the radio communications area, includes remote site access, console design, developing solutions to all identified radio communications problems, and budget development. With over 40 years communications engineering experience and National Past President of the Association of Public Communications Officials, International (APCO), his expertise is unexcelled. He will also support the development of alternatives for both the technical and strategic plan Mr. Campbell will contribute 25% of his time to this project. -16- • E 5.0 AVAILABILITY AND ABILITY TO PERFORM Schema is just finishing a major project of designing a new radio system for the Boston Fire Department. With the submittal of the final design this month, a substantial body of staff time has come available. Schema has no major new projects starting between now and the July time frame. Three of the major staff members proposed for this project live in the Los Angeles area so we are readily available with minimal constraints. The size of this project, while substantial, is well within the scope of our experience. Performing major projects for such large cities as Honolulu, Boston and New York demonstrates our ability to perform projects of this complexity. -17- r- IL • 6.0 SCHEDULE OF COMPLETION Schema Systems is proposing the following schedule. The required schedule is tight. The schedule identifies an appropriate relationship of tasks to calendar to ensure the tasks may be completed by the required delivery date. It is emphasized that this schedule is tentative. Both city staff schedule constraints and the adjustments required by the actual effort will result in some modification. The first effort of the project will be to develop a more accurate schedule in cooperation with the Departments staff. -18- IL • 0 m d • • • 7.0 BUDGET Please refer to separate sealed envelope for this information. _2D- 0 APPENDIX A 0 MASTER PROJECTS LIST 0 C� • • PARTIAL LIST OF CONTRACTS AND EXPERIENCE CLIENT RADq/ mM iRUr+� Mxxo cwD /RMS/ eaa auca exoRe ARamRrr a�R D6PAlCH RADA RADA WAW MDT N4T. StMORr Alhambra ✓ ✓ ✓ ✓ ✓ ✓ ✓ Police Dept. Anaheim ✓ ✓ ✓ ✓ ✓ J J Police Dept Carlsbad ✓ ✓ ✓ Police Dept Clackamas ✓ ✓ ✓ ✓ ✓ ✓ County OR Chula Vista ✓ ✓ ✓ ✓ ✓ Fire/Police Boston Fire /Police/ ✓ ✓ ✓ ✓ ✓ ✓ J ✓ EMS City of ✓ ✓ ✓ ✓ J ✓ Burbank Califonria City or ✓ ✓ J Police /Fire ' Coronado ✓ ✓ ✓ ✓ ✓ J ✓ Police /Fire Fremont ✓ ✓ J Police Dept City of ✓ ✓ ✓ ✓ ✓ ✓ J ✓ Glendale City of ✓ J ✓ Irvine Naperville (IL) ✓ ✓ ✓ J ✓ Police Fire ✓ City of ✓ ✓ J K ✓ ✓ A -1 • CJ • CUEM mm/ mN IRUMI® lOOlO GD /RMS/ PA0. WAGE P11OrA AW7DIA.T Onf61t D6PAl mm aADiD WAW! MDT MGf. SUrtGRr Hawaii County Civil Defense ✓ ✓ ✓ Hawaii ✓ ✓ ✓ ✓ County Fire Dept Hawaii ✓ ✓ County Police Dept Honolulu ✓ ✓ ✓ ✓ ✓ ✓ Police Dept Irvine Ranch ✓ Water District Kauai County ✓ ✓ ✓ ✓ ✓ ✓ Las Vegas ✓ ✓ ✓ ✓ ✓ Fire Dept Los Angeles ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ County Sheriff Los Angeles County Transp ✓ ✓ ✓ Authority LA Intl Airport ✓ ✓ ✓ ✓ Police /Five Maui County ✓ ✓ ✓ ✓ ✓ Police Dept. Oceanside ✓ ✓ ✓ ✓ ✓ ✓ Police Dept Portland (OR) ✓ Police Dept Riverside County ✓ Commun. Riverside County Fire ✓ ✓ ✓ ✓ Dept San ✓ ✓ ✓ ✓ Bernardino Police t A -2 • • • CLHM EAGO/ OW I TFUM® w G Jms/ P mutes PHOX6 AEGQIYT GIf@R DEiPATCH mm WAVE MUT MGT. SUWOET San Diego Co. ✓ ✓ ✓ ✓ Sheriff San Diego ✓ J ✓ Unified Schools Santa Monica ✓ Fire t Snopac/ Snocom ✓ ✓ Common. Ctrs A State of California ✓ ✓ J J State of Hawaii - Dept of ✓ Tmnsptn State of Hawaii J ✓ Commun.. State of ✓ ✓ Nevada Sweetwater ✓ Authority Torrance ✓ ✓ ✓ ✓ Police Dept Valley ✓ ✓ ✓ Common Center A Verdugo Fire ✓ Duipatch Cntr Washington County ✓ ✓ Consolidated Comm Ctr OR WRlaunster ✓ FF J ✓ A -3 0 APPENDIX B 0 CONCEPT DRAWING OF PRIOR TECHNOLOGY PLAN r� • • 4m LL� s O Za 9 LL � � Q a ;= v LL T Q m VN IL m � z � ® a IL C c U. O ® o e U v c a c 1 ma0i°'i wed c . d�E � t « iri W a » Q WWN �'O u G ?L MEH .j CL y O U OG c� � �o APPENDIX C 0 PROJECT REFERENCES AND DESCRIPTIONS 0 • Schema Systems is submitting the following information for references of our previous work. These references include both clients for which radio engineering services were provided and clients for which technical project management services were provided. Specific details of the work performed for these various clients is provided in Appendix B. Client: City of Boston Fire Department Contact Person Name: Joe Clougherty Title: Fire Alarm Superintendent Phone: 808/244 -6305 Public Safety Contact Person Name: Willie Bradley Title: Deputy Superintendent Phone: 617/343 -5087 Budget Analyst Contact Person Name: Sheila English Title: Senior Budget Analyst (during period with City) Phone: 617/570 -9413 (New employment) Client: Lincoln County, OR. Name: Lynne Iverson Title: Director of Communications Phone: 503/265 -4911 Client Oxnard, CA Name: James Willis Title: Administrative Services Manager Phone: 805/385 -7612 Client: Tuolumne /Calaveras County, California • I Name: Maureen Frank C-1 J • • Title: Assistant to the County Executive Phone: 209/533 -5511 Client: City and County of Honolulu, HI Name: Clifford Morikawa Title: Division Chief, Design and Construction Phone: 808/527 -6350 Client: City of Ogden and Weber County, Utah Name: Brad Dee Title: Director of Finance Phone: 801/399 -8623 Name: Richard Brookins Title: Director, Fleet and Communications Division Phone: 801/629 -8280 Client: City of Yuma, AZ Address: 1500 First Ave. Yuma, AZ 85364 -4794 Name: Debby Kasmata Title: Communications Manager Phone: 520/343 -8805 Client: Clackamas County, OR Name: Ms. Dana Robinson, Title: Communications Director Phone: 503/655 -8371 C-2 A • Client: San Francisco Police Department Name: E. Prentice Sanders Title: Assistant Chief of Police Phone: 415/553 -7930 Client. City of Medford, Oregon Name: Ron Norris Title: Deputy Chief of Police Phone: 541 /774 -2260 Name: Paula Gibson Title: Communications Manager Phone: 541 /774 -2280 Client: Jackson County, Oregon Name: Pam Johnston Title: Communications Director Phone: 541 /776 -7205 Client: Washington County Consolidated Communications Center (WA) Name: Larry Hatch Tide: Assistant Communications Director Phone: 503/ 690- 4911,ext.207 C -3 • • • Client: City of Boston: Location: Boston, MA. Address: City Hall Boston, MA. 02201 Dates of Service Month /Yr 2/91 to Month /Yr current Project Description Schema has performed a wide variety of job for the City of Boston, serving a population of about 600,000, since 1991. This is a synopsis of the major tasks. These have included computer aided dispatch design and implementation management, new facility development, remodeled facility development, radio communications engineering and support, E9-1 -1 project management, backup E9 -1 -1 system design, Fire Department radio system design, and consulting by task on a retainer basis. CAD System: In 1992, Schema Systems performed a needs analysis and wrote the procurement specifications for a CAD system supporting the Police, Fire and EMS departments of the city. Since that time, Schema has been the project manager for the initial project plus an on -going enhancement project. This project includes an MDT system. Schema supported the design and cut over from the communications in the old police headquarters building to the new communications center. The system is specifically designed to accommodate a move to the new facility with a minimum of disruption and no break in service. This includes designing an interface to a new E -911 emergency telephone system enhancement that is being implemented by the State in the old building. We conducted frequent design reviews of the software development work being done by the contractor (PRC), and review their performance to ensure that the product and results were consistent with the contract requirements. Schema prepared and maintained the master project schedules for these several activities New Police Facility Development: Schema provided communications engineering and design support to the architect for the new Boston Police Headquarters Facility. The building is the single PSAP for the City, and includes a separate police and EMS dispatch center. Schema's support included documenting technical equipment requirements and specifications for approximately $10,500,000 of equipment including 51 dispatch center consoles, radio equipment layouts, radio communications design, radio and microwave tower requirements, room space and HVAC requirements, and a development of a migration plan from the present to the new facility. CA u �J Detail design activities included identifying radio equipment requirements for the new facility such as: console design, performing a detailed engineering plan for the use of combiners to minimize radio antennas, use of control stations to supplement wireline remote transmitter access, placement of radio and microwave antennas on the radio tower, and interface connections to a voted receiver system supporting approximately 800 remote receivers. Other radio systems supported by the Center, such as radio paging, external agencies, and other city radio systems. A Schema signature was required on vendor invoices before the City paid them. The cost of the Facility is about $72,000,000. The headquarters building became operational in June, 1998. Remodeled Facility Development Schema supported an architect who remodeled the current Fire Alarm Center to support a city-wide backup 139-1 -1 center as well as an enhanced Fire Alarm Center. The cost of this project is about $3,200,000 E9 -1 -1 Backup Design: A concept and detail design for a public safety backup communications center the Police, Fire and EMS Departments was performed. This included a cost benefit versus functional performance analysis of the several alternatives. Radio Communications engineering: prepared a radio system operational concept document to assist the users in defining their requirements. The report documented the manner in which each of the 65 Police and 39 EMS radio channels are to be used in both normal and backup operations. It served as a baseline document for system design. Schema assisted the City departments in identifying their needs and priorities by discussing functions that could or should be accommodated in the new facility. Combined with the E9 -1 -1 backup design, these two plans provided assistance to the city in understanding the relationship between current communications needs and operations, and those that must be accommodated by the new facility. MBTA Fire Communications Su1312ort: Schema provided technical support to the Fire Department in reviewing and monitoring an upgrade of the Fire radio system in the subway tunnels. This upgrade is being done by the MBTA. Fire Department Radio System: Schema developed a detailed design for an upgraded and enhanced Fire Department UHF conventional radio system. This involved a detailed radio coverage survey of the City from proposed sites to document actual coverage that may be expected. Monthly meetings were held with a Steering Committee who identified functional c -s LI • • requirements and selected among the design options developed by Schema. Schema is the Project Manager for the implementation of this system C -6 • �J • Client Weber County and Ogden, Utah Location: Ogden, UT Address: 2380 Washington Blvd., Suite 346 Ogden, UT 84401 Dates of Service Month/Yr 7/97 to Month/Yr Present Project Description This job presently has two components. One component was providing technical support to the architect responsible for building a new public safety facility for the city of Ogden, Utah. Our tasks involved providing technical direction and specifications for the communications center and selected electronic systems within the building. We also supported the architect in designing and construction a new communications building on a remote mountain top. The second component of the job examined the feasibility of combining the city of Ogden dispatch center, the city of Roy dispatch center, and a regional dispatch center operated by the State of Utah. This task involved preparing a complete cost (in the form of an operational budget) and performance picture of the current independent operations, and for each of several alternatives. Additionally, several viable organizational forms for a consolidated operation were prepared and developed in detail, describing the pro and con aspects of each option. Subsequent to this report, a separate contract was signed with Weber County to provide technical and operational support for the implementation of the recommendations for a consolidation. Activities associated with this work included writing operating policies and practices for a consolidated center, developing various budget scenarios, and making presentations to various elected officials. This work is ongoing. C-7 • C� L J Client: City and County of Honolulu Address: 675 So. King St., T' Floor Honolulu, M. 96813 Dates of Service Month /Yr 10/90 to Month /Yr Current Project Description Schema Systems has supported the City and County of Honolulu since 1990 in a number of technical projects. These have the justification, design and procurement of an island -wide bunked radio system, a Mobile Data Terminal System, and a City-wide automatic vehicle location system The trunked radio system projected started with a comprehensive study of requirements and justification of a new radio system for Honolulu P.D, which provide police services to the Island of Oahu with a population of about 870,000 persons not counting tourists. This included identifying funding requirements and presenting supporting documentation to the State Legislature. The very detailed analysis of the user requirements included extensive on -site radio coverage calculations, and field surveys. The complexity and high cost of the system required very sophisticated trade -off analyses with the users in order to ensure that function, cost and requirements were properly balanced. This was especially true in predicting a grade of service under all conditions. The conventional Erlang queuing techniques are not adequate to model the performance of a modem trunked radio system — particularly for wide -area systems that contain both urban and rural areas. Schema wrote a special computer program to provide an evaluation tool that models the quantity of trunked. transmitters (channels) at each site versus the performance levels with different load conditions. On approval of the project, a complete design was done for a trunked 800 MHz system and a digital looped microwave system Included in this design was a identifying requirements for new and upgraded sites, and providing complete architectural support for this work (provided by an architect under subcontract to Schema). The system supports trunked voice, data and microwave radio equipment at 25 sites for 3,000 mobile, portable and data radios. C-8 • • • The system is an all- digital system that also supports analog modulation. It was designed for eventual APCO 25 compatibility. Selective use of simulcast is being employed, as well as zone sites using intelligent repeaters. Extensive environmental reports and permits required by state and federal agencies were coordinated by Schema Systems and submitted by the City. Reports were prepared that identified coverage and exposure levels based on Federal standards. Schema then developed detailed bid specifications for each of the sites, including transmitter combiners and receiver multicouplers and antennas, bunked and conventional transmitter and receiver interfaces, radio frequency identification, and radio console design. The overall design accommodates future expansion for other service users, such as the Fire Department and local government service agencies. Schema supported the City Attorney's office in preparing and presenting a successful defense to an unsuccessful vendor's challenge of the legality of the procurement process. The support included preparing the City's responses to the plaintiff's interrogatories, and testifying as an expert witness in court. The Court upheld the City's defense. In 1998, Schema prepared a mobile data terminal system design and supported the City in selecting a vendor who is currently installing the system Schema has recently been awarded a contract to prepare a design for a city-wide automated vehicle location (AVL) system. This system will install equipment in a variety of city vehicles and support information presentation at numerous dispatch locations. C -9 • I— L-1 • Client: Tuolumne /Calaveras County, California Location: Sonora, California Address: County Office Building Sonora, California Dates of Service Month /Yr 3/96 to Month /Yr 6/97 This job required Schema to examine the operational and financial feasibility of joining the dispatch centers of two counties and two cities within the Counties. An additional task was to examine the feasibility of modifying and expanding the radio systems to a common radio band that would allow for common interoperatability. The location of these counties, in the Sierra foothills, resulted in radio propagation, both sending and receiving, all the way to the San Francisco Bay area. This produced a particularly difficult frequency sharing problem. Schema's report identified specific performance deficiencies in the current operations, their current complete cost and performance picture, and several alternatives for improving service to the citizens. The study also evaluated the cost effectiveness of incorporating a regional fire dispatch center into a consolidated center. Computer programs developed by Schema Systems were used to prepare analytical measures of performance among the various alternatives so that there was a common basis of comparison among the alternatives. C-10 • • • Client. Lincoln County, Oregon Location: Newport, Oregon Address: 810 S. W. Alder Newport, OR. 97365 Dates of Service Month /Yr 2/97 to Month /Yr 6/97 This job required Schema to examine the operational and financial feasibility of consolidating an existing regional center (LinnComm) serving the City of Newport and Lincoln County, and the two other cities in the County into a single center. The scope of this project included a review of consolidation options such as a single regional center, as well as a plan for the consolidation of the smaller centers only. Task efforts included identifying the costs of operating and maintaining (both short- and long- term) each of the existing operations, and comparing that with the cost of developing and operating a consolidated center. A key component of the analysis was the use of Schema SystenWs proprietary computer modeling programs to develop a common basis for evaluating service levels that could be provided by each alternative. Combined with the cost data, this service level analysis provided a means for a common comparison between the various options. Additionally, Schema evaluated the proposed plan submitted by the local telephone companies to migrate the seven -digit telephone number system to the State - mandated E9 -1 -1 emergency telephone system upgrade. Significant improvements to this design were made by Schema and accepted by the State of Oregon. c -u • • Client: Clackamas County, OR. Address: 2200 Kaen Road Oregon City, Oregon City 97045 Dates of Service Month /Yr 6/97 to Month /Yr Current Project Description This is a project that has has several iterations over a number of years, all directed at developing a tnmked 800 MHz radio system for the County. The initial effort in this project was to develop a public safety regional radio communications system supporting the fire, police and emergency medical service in Clackamas County, Oregon. A independent legal body called the Clackamas Regional Elected Group (GREG), composed of selected Police and Fire Chiefs, and the Sheriff represented all County public safety agencies. The project consisted of two separate components. One component was the development of a short term plan (defined as up to five years in duration) to enhance the present radio system to meet minimum operational standards and reliability. The second component was the development of a long -term master radio plan. For the first component, Schema Systems did an extensive VHF channel search, selected site engineering analysis, and coverage projections. This identified a means to add a small number of VHF channels at selected sites, and to develop a selective use wide -area coverage in a multicast mode. The second component involved an extensive and detailed interviews with all the Fire and Police Chiefs in the County, as well as selected interviews with dispatch and field personnel. Because Clackamas is a very rapidly growing County adjacent to Portland Oregon, they presented a complex mix of rural, urban, and high- growth requirements. All four radio bands were represented among the various users (VHF low and hi -band, UHF and 800 MHZ). Schema developed a design configuration for three alternatives (VHF, UHF, and 800 MHZ) which include a looped microwave system for interconnection of all sites. The microwave design anticipated use of 960 MHZ, 6 and 10 GHZ. The 800 MHZ alternative had several options because of other trunked radio system users in the greater metropolitan area. The design included 19 tnmked radio sites and 20 microwave sites. The design was based on three separate simulcast systems interconnected through the master tnmking controller. The design included C-12 • • • detailed site considerations including space, tower, power, combiner and multicoupler requirements, and antenna configurations. The design included the use of custom, proprietary trunked radio modeling programs used by Schema Systems that identified specific performance measures for each site and each talk group. Detail cost sheets were prepared for each alternative and option, and extensive advantages and disadvantages for each possible choice were prepared. A specific recommendation was identified. The CREG body selected an alternative and presented a bond issue for submission of the voters. Subsequently the voters refused to support the bond issue. The County then identified a small selection of County geography and agencies for the implementation of an initial phase of the trunked radio system. Schema developed and priced a sub -set of the larger system designthat was fully compatible with the general design but specific to the requirements of the subset of agencies and geography. Preliminary funding has been supported by the Board of Commissioners. The project has been authorized and Schema is providing on -going consulting support by reviewing technical design documentation provided by the vendor. C -13 • • • Client Jackson County and the city of Medford OR. Address: Southern Oregon Regional Communications Center 10 S. Oakdale St. Medford, OR. 97501 Address: Medford Police Department 411 W. 8`h St. Medford, OR. 97501 Dates of Service Month /Yr 1/94 to Month /Yr Current Project Description There are several separate projects that has been in concert for these two agencies. The first project was the examination of functional and cost justification for a regional, shared computer aided dispatch system (CAD), a records management system (RMS) and a jail information management system QIMS). The region contained approximately 13 police, 13 fire, 2 ambulance and 4 local government service agencies. Schema worked with a Steering Committee containing representatives of the various agencies. The outcome of the first study was that Schema was retained to write specifications for and support the region in purchasing a regional fire and police CAD, RMS and JIM systems. Working through the Steering Committee, a comprehensive set of specifications were developed, approved, and bid. A vendor was selected. Schema is supporting the implementation of this system The city of Medford has contracte with Schema to support the development of a mobile data terminal system (using CDPD) that interfaces with the CAD and RMS systems. This system will initially support the Fire and Police Department, and later other city agencies and possibly a regional extension. This is an ongoing project and Schema has been selected to provide project management support for the implementation of this system C -14 0 • Client Address: Oxnard, CA. 251 So. C St. Oxnard, CA. 93030 Dates of Service Month /Yr 2/99 to Month /Yr Current Project Description: This project was for was police and fire computer aided dispatch (CAD) , system and records management system (RMS). Schema wrote the requirements specifications, supported the bid process and vendor evaluation effort. After a vendor was selected, Schema has been acting and the technical project manager. c -is 0 0 APPENDIX D RESUMES E • RESUME OF GLENN MARIN EXPERIENCE Glenn A. Marin, the President of Schema Systems, Inc. has over 30 years experience in the application of automated systems to public safety organizations with specific emphasis on telephone and radio communications systems. This includes all the technologies associated with the design of Computer Aided Dispatch (CAD), Records Management (RMS), Mobile Data Terminal (MDT) systems and two-way radio systems, both bunked and conventional. SCHEMA SYSTEMS INC. As president of this company, his responsibilities have encompassed the breadth of all technologies associated with the public perception of "911 ". This has included identifying needs, preparing feasibility studies, performing systems designs, writing system procurement specifications, and providing project management services. He has worked with hundreds of police and sheriff's departments, fire departments, emergency medical departments, and local government organizations. These have ranged in size from small organizations to the largest fire department and some of the largest police departments in the United States, as well as a large international police departments. Mr. Marin has had extensive experience in the design, development, and coordination of multiple, very large information system projects. Specific tasks assignments have included Senior Systems Engineer to a major aerospace corporation working on the Federal Aviation Administration's Advanced Automation System (AAS), a continental U.S. air traffic control upgrade program. Additional consulting engagements have included several audits and reports involving County Jails, including assignments as a technical consultant for the National Institute of Corrections. Mr. Marin has provided technical support for State and Federal Judges who are responsible for overseeing operations of County Jails due to litigation. Mr. Marin as testified in several trials as a technical expert. D -1 • P LOS ANGELES COUNTY SHERIFF Mr. Marin is a retired Lieutenant from this organization. He was responsible for significant involvement in the building of a comprehensive radio system for the County and an automated personnel system for over 8000 personnel, as well as other automation projects. EDUCATION Graduate Courses in Computer Science California State University, Fullerton (1982 -1984) Fullerton, California Master of Public Administration University of Southern California (1972) Los Angeles, California Bachelor of Science, Police Science and Administration California State University, Los Angeles (1968) Los Angeles, California Chemical Engineering Courses Antioch College (1963) Yellow Springs, Ohio TECHNICAL SCHOOLS AND SEMINARS Structured Systems Design and Analysis (Yourdon Techniques), Structured Systems Design and Analysis (general techniques), Design and Development of Distributed Data Processing Systems, Design and Development of Automated Personnel and Payroll Systems, Data Base Management Systems for mainframe computers, Data Base Management Systems for micro- computers. Internet Systems and Protocols Microwave Systems Engineering Radio Systems Engineering D -2 0 • • PROFESSIONAL ORGANIZATIONS AND LICENSES California State Commission on Peace Officers Standards and Training: - Advanced Certificate - Supervisory Certificate - Management Certificate Member, Association for Computing Machinery Member, Associated Public Safety Communications Officers Member, IEEE D -3 \J • • RESUME OF ALBERT WALLACE EXPERIENCE SCHEMA SYSTEMS INC. Mr. Wallace joined Schema in early 1995 as the Director of Eastern Operations. Mr. Wallace has managed a variety of voice and data projects. These include County-wide PBX and data networks, E -9 -1 -1 switch installation, and two-way radio systems, both conventional and tnmked. Mr. Wallace is Schema's project manager for numerous projects under contract to MCI Communications. These have included: Fort Wayne, IN Halifax, Nova Scotia Livingston County, MI New York City Fire Department Northampton County, PA St. Mary's County, MD TELECOMMUNICATIONS DIRECTOR, CITY OF BOSTON, MA Between 1986 and 1995, Mr. Wallace served as the Telecommunications Director for the City of Boston. Mr. Wallace was responsible for the design, procurement, implementation and management of all major communications projects for Boston. These included: Design, installation and management of the largest municipal communications network in New England. This included the installation of over 12,000 telephone lines in 450 buildings including the Boston Police, Fire and Emergency Services departments, the school department and various other government functions. Directed the system design, procurement and installation of all PBX installations as well as over 150 electronic key systems throughout Boston. All procurements were administered under the provision of Chapter 30B of the Massachusetts General Laws. Served as project manager for the Computer Aided Dispatch system for the Boston Police, Fire and EMS agencies. Mr. Wallace was responsible for the implementation of the system from the initial bid design phase up through the installation and operation of all D -4 • • • project activities, including interfaces to E9 -1 -1, and the Commonwealth of Massachusetts NCIC information service. This system is one of the largest combined Computer Aided Dispatch systems. It was the first CAD system of its size to utilize a fast - packet network topology in the United States. Coordinated the design and installation of various local area network and fiber based data communications networks including Boston City Hospital, Boston Police and City Hall, which serves 2,800 users. Designed and implemented a frame relay wide -area network for Boston. Implemented a class B IP address system for all wide -area network communications including standard network protocols. Mr. Wallace was responsible for the design, implementation, and management Boston s 800 MHZ bunked two-way radio communications system, including 12 channels used by over 850 users in various city departments. Managed the operation of the City's paging system with over 700 active units. COMMONWEALTH OF MASSACHUSETTS Prior to working for the city of Boston, Mr. Wallace was the Director of Administration for the Board of Regents Computer Network. (1985 - 1986). He also worked as a Senior Budget Analyst for the Massachusetts Senate Committee on Ways & Means (1981 - 1986). EDUCATION Bachelor of Science University of Massachusetts Boston, MA Engineering classes in telecommunications Northeastern University Boston, MA Telecommunications courses Cabletron, Cisco D -5 • • Radio Systems Engineering George Washington University Washington, D.C. D -6 RESUME OF DIANE BRANDT- SCHWARTZ • EXPERIENCE SCHEMA SYSTEMS INC. 1995 - Current is • Provide consulting services to public safety dispatch agencies. Provide expertise in organization, staff, project management, policies and procedures, and technical systems implementation. Major activities have included: Consolidated communications center studies for Lincoln County OR, and Weber County UT. Wrote the policies and procedures for a new consolidated center formed out of over one dozen separate dispatch centers in Pennsylvania. Identified new practices necessary to integrate both old and a new radio system into coherent 911 processes. Monitored implementation of these new policies. Wrote the policies and procedures for various scenarios requiring City of Boston the use of the backup E911 center by Fire, Police or EMS agencies. This required extensive investigation of current policies and practices, and the technical details by which the backup operation work. WASHINGTON COUNTY CONSOLIDATED COMMUNICATIONS AGENCY Beaverton, Oregon April, 1987 -April 1995 — Director Responsible for the administration of an independent governmental entity providing 911 and emergency communications services to 19 jurisdictions. Responsible for personnel management (64 full-time employees), labor contract management, and staffing requirements. Administrated an Operating Budget of $4M. Administrated a property tax levy of $16.6M, for the upgrade of communications systems New Facility Enhanced 9 -1 -1 Computer Aided Dispatch and Mobile Data Terminals, and GIS System Public Safety Radio System (bunked 800 MHz) D -7 • • • Responsible for implementing the consolidation of two fire dispatch centers; one 9-1 -1 answering point, and one police dispatch center into an independent agency. Responsible for administration of Technical Support, Operations, and Data Support Divisions of the communications agency. Directed a new technology project involving new bunked 800 MHz radio system, CAD, and new facility from inception, funding, bid and contract award, and through implementation, including obtain voter approval of a bond issue. Directed a technical team in identifying requirements, preparing technical specifications, and conducting a competitive procurement. Was responsible for implementation and operation of the new systems in 19 police and fire agencies. B & B COMMUNICATIONS SPECIALISTS West Linn, Oregon 1980 -1989 - Principal Consultant and 'trainer for dispatch operations. Designed and conducted training classes for supervisors, train - the - trainer, and communications dispatchers. TETRA-TECH/HONEYWELL WELL Portland, Oregon May, 1986 - April 1987 - Analyzed computer problems and provided customer support Completed on -site training for customer Installations Assisted team members in technical design, and reviewed proposals for computer aided dispatch and records management system requests. TUALATIN FIRE DISTRICT Tualatin, Oregon March, 1983 - May, 1986 - Managed Communications and Computer Sections. Administration of a $IM budget. GLADSTONE POLICE DEPARTMENT Gladstone, Oregon D -B • • L J January, 1972 - March 1983 - Supervised Records, Communications, and Municipal Court Operations. D -9 LJ • RESUME OF JACK CAMPBELL EDUCATION B.A. in Business Administration University of California Los Angeles Los Angeles, California Graduate Courses in Computer Science University of California Los Angeles Certificate in Program Management and Control, UCLA PROFESSIONAL BACKGROUND Mr. Campbell has over 35 years of broad experience in developing advanced - technology, large - scale, computer -based systems for a wide variety of federal, state and local government customers. He has specialized in requirements analysis, concept definition, proposal and contract development, and program management. He was continuously employed from 1954 through 1989 with The RAND Corporation and its business line successors System Development Corporation (SDC), Burroughs and Unisys in Santa Monica, CA. SCHEMA SYSTEMS Mr. Campbell joined Schema Systems as Executive Vice President in 1990. Since that time, he has worked on all of the company's major projects such as Honolulu, LAX, University of California and Boston, and on numerous smaller efforts. He performs multiple roles, including project manager, design engineer, and systems analyst. His major recent role wis as the principal consultant to the City of Boston for the design and construction of a new $70,000,000 Police and EMS headquarters and dispatch center. Mr. Campbell was responsible for the design and specification of approximately $10,000,000 worth of radio, consoles, and other supporting equipment. He is currently the project manager for upgrading the Boston Fire Department's consoles to Motorola's Gold Elite product line. • 1 D -10 • • • UNISYS CORPORATION 1988 -1989 — Operations Manager for the $10 million Strategic Air Command Intelligence Network (SACINTNET) contract. An application of the new Fiber Distributed Data Interface (FDDI) standard, SACINTNET is a fiberoptic 100 megabit /second FDDI Local Area Network (LAN) backbone with multi-user servers. It is connected via bridges and gateways to 30 Ethernet LANs with a total of 300 workstations for Intelligence users in a high - security environment. Mr. Campbell was responsible for business operations, contract administration, project planning and control, configuration and data management, and security administration. 1986 -1987 — As a Senior Staff Systems Engineer, Mr. Campbell led a small team in developing a Five Year Strategic Plan for the company's new Network Systems business unit. He identified and prioritized marketing opportunities and the required technologies, then developed Bid and Proposal budgets, R &D plans, and annual staffing and financial plans. SACINTNET was the first contract won by Unisys using this Strategic Plan. He also managed the Local Communications Network portion of the company's $5.5 Billion proposal to the FAA to replace the nation's present Air Traffic Control system. BURROUGHS/SDC 1985 -1986 — Responsible for the digital and voice communications portions of the proposal to the Los Angeles County Sheriff's Department for a $60 Million computer - assisted dispatch and communications system including 1,000 mobile digital terminals. 1978 -1984 — Deputy Program Manager for the $40 Million Emergency Command Control Communications System (ECCCS) For the Los Angeles Police Department. Also had primary responsibility for negotiating and managing an $11 Million subcontract for the mobile digital and voice communications subsystems. SYSTEM DEVELOPMENT CORPORATION (SDC) 1977 — Director of SDC International Marketing. Stationed in Tehran and Tokyo to market major Public Safety programs. 1965 -1976 — Manager of all telecommunications projects for the Public Systems Division, specializing in Public Safety applications requiring new uses for computer systems. Developed the market area; sold, negotiated, and managed to completion for many important customers including: D -11 • Los Angeles County Sheriff — Architect and Program Manager of the first large -scale computer - assisted dispatch and communication system. Houston Police Department — Design of the first large -scale integrated dispatch and records system. Illinois Telecommunications Commission — Made recommendations to the State legislature on alternative plans to meet the communications needs of all State agencies. President's Office of Telecommunications Management — Investigated the impact of federal assistance programs on state and local communications policies and practices. Office of Civil Defense — Multi-year research on computerized communications technology and national warning systems. 1957 -1965 — Group Head in the Engineering Department. Established and managed the digital, optical and mechanical laboratory staffs and equipment as the company grew from a few hundred to nearly 4,000 employees. THE RAND CORPORATION 1954 -1957 — Engineering Associate. Member of the team that designed and built JOHNNIAC, the fourth stored - program digital computer in the United States. Also responsible for field testing and installation of the AN /GFS -T2 Radar Signal Simulators at 125 Air Force bases as part of a nationwide training program for the Air Defense Command. • 1 D -12 • • • RESUME OF JERRY CAMPBELL EXPERIENCE Mr. Campbell has been a consulting radio engineer for over 20 years. He has over 45 years of management, engineering, and operational experience in public safety radio and telecommunications services. Mr. Campbell has extensive experience throughout the United States and Hawaii on a wide variety of public safety systems, including analysis, design, specifications, and implementation of mobile radio, mobile digital terminals, microwave, computer -aided dispatch, 911 telephone, telemetry, and facilities development for police, fire, and EMS. He has served as a member of several local, state, and national committees dealing with public safety communications. He is a national past - president of the Associated Public -Safety Communications Officers, Inc. (APCO) and has participated in numerous APCO projects, such as Project 16, "Application of the 900 MHZ Band to Law Enforcement Communications" and Project 16A, "900 MHZ Tnulked Communications System Functional Requirements Development". COUNTY OF SAN BERNARDINO, CALIFORNIA (1967 -79) As Communications Manager and Communications Engineer, Mr. Campbell was responsible for planning, engineering, integrating and administering the County's communications and electronics systems and programs for an area of more than 20,000 square miles. During his 12 years with the County, he was responsible for several major programs to upgrade and expand the telecommunications systems and functions. His tasks included the establishment of the first comprehensive electronics maintenance facility, installation of the first long -haul microwave backbone system, installation of the first County wide emergency medical communications system, and implementation of the County's first coordinated communications center. STATE OF CALIFORNIA DISASTER OFFICE, (now OES) (1961 -1967) Mr. Campbell served as Communications Coordinator in Regions I and IV, which are comprised of the Southern California counties. His responsibilities included the implementation and coordination of the State's emergency communications and warning plans. He also assisted local agencies with contingency planning for a broad spectrum of emergencies. D -13 0 U • CONSULTING EXPERIENCE The following is a partial listing of client agencies where Mr. Campbell provided consulting services. State of Hawaii - Highways Division, Hilo, Hawaii - UHF Radio System State of Nevada, Emergency Response Commission - 800 MHZ Study State of Nevada, EMS - Statewide UHF System County of Hawaii, Police Department - Microwave System County of Hawaii, Fire Department - Radio /Microwave /Dispatch Center County of Hawaii, Civil Defense Agency - EOC Communications System County of Washoe, Nevada, Sheriffs Department - Radio Study Yorba Linda Water District, Yorba Linda, California - 800 MHz System Irvine Ranch Water District, Irvine, California - 900 MHZ Telemetry James M. Montgomery, Consulting Engineers, Pasadena, California - 900 M-IZ Telemetry City of Whittier, California, Police Department - Radio /Microwave /Dispatch Center City of Downey, California - Police Radio /MDT City of Irvine, California - Police Radio /Microwave /Dispatch Center City of Glendale, California - Radio /CAD /MDT /Dispatch Centers City of Los Angeles, Fire Department - 800 MHZ Master Plan City of Upland, California, Police Department - Radio System Upgrade City of Montclair, California, Police Department - Radio/ Dispatch Center City of Fontana, California, Police Department - Radio/ Dispatch Center City of Redlands, California, Police Department - Radio/ Dispatch Center The projects generally consisted of complete system engineering and design, bid specifications and documents, bid and bidder evaluation, vendor recommendations, and project supervision during installation. EDUCATION Bachelor of Arts, Administration and Management University of Redlands Redlands, California Masters, Public Administration, University of Southern California D -14 • • • Los Angeles, California TECHNICAL SCHOOLS AND SEMINARS Electronics Engineering and Technology, Solar Electronics Microwave Systems Seminar, Radio Corporation of America (RCA) PROFESSIONAL ORGANIZATIONS AND LICENSES Institute of Electrical and Electronic Engineers (IEEE) Califomia Public Safety Radio Association (CPRA) - President 1972 Associated Public Safety Communications Officers, Inc. (APCO) - National President 1977/78 International Municipal Signal Association (IMSA) - Former IMSA Fire Frequency Coordinator for Southern California, Wyoming, North and South Dakota. Radio Club of America, Fellow Member American Radio Relay League, Member California Fire Chiefs' Association, Honorary Life Member San Bernardino County Fire Chiefs' Association, Honorary Life Member FCC Radiotelephone License, No. P2 -11 -25888 FAA Pilot License No. 1724819 D -15 • r 1 U RESUME OF JAMES B. (JIM) GARVEY PROFESSIONAL BACKGROUND Mr. Garvey has over 30 years of experience in communications and communications -based systems. His experience includes the requirements definition, conceptual design through implementation, and operational management of systems involving telephone, voice radio, digital radio systems, and data networks. His systems analysis, engineering, and management experience includes operational readiness states, and fallback processes for graceful degradation in operational states in the event of simultaneous catastrophic failures in the systems. Systems applications in which he has had significant responsibilities have ranged from basic voice requirements through public safety command, control, communications systems, to worldwide intelligence data networks. The operating environments have included both highly centralized structures where one organization or agency has control over the total system, and decentralized or distributed systems where multiple organizations provide equipment and services for a portion of the overall system. CURRENT PROJECT EXPERIENCE Mr. Garvey has prepared master automation plans, master radio plans, requirements analyses, system conceptual designs, and procurement specifications for a variety of projects, primarily in the public safety sector. These projects include Radio Systems (both trunked and conventional), Mobile Data systems, Records Management, Computer Aided Dispatch, Optical Imaging and Office Automation, and general purpose Local Area Networks (LANs). He also provides general project management planning and support for project implementations. Most recently, he was the city of Boston's Project Manager for upgrading their 9 -1 -1 telephone system to E9 -1 -1. He was also responsible for designing and implementing the City's backup facilities for Police, Fire and EMS dispatch. PRIOR EXPERIENCE Implementation Manager for a Local Area Network (LAN) and supporting software for a departure control system for the airlines using a new terminal at Singapore's Changi Airport. This is a real time system that supports operations 24 hour per day, 7 days per week, thus having D -16 0 • multiple operational levels. The network is a two segment installation with 40 nodes supporting 250 workstations, plus connections to external systems and remote hosts. Implementation Manager for a program involving the development and implementation of a secure backbone LAN. The backbone is a high bandwidth LAN using FDDI (Fiber Distributed Data Interface) technology. Responsible for equipment specification, procurement, installation, and acceptance; software testing; security accreditation; training; and maintenance planning. Also responsible for testing and integration of multiple component systems into a total system with multiple operational states and capabilities, and coordination of final customer acceptance testing. Program Manager for a worldwide defense intelligence network. This program required the design and baseline implementation of a worldwide data communications network for classified information. Program Manager, responsible for the management of a two year program to maintain and make hardware and software modifications to the Emergency Command, Control, Communications System (including Computer -Aided Dispatch) for the Los Angeles Police Department. As the Project Engineer, responsible for the implementation and customer acceptance of the Mobile Digital Communications and Voice Radio segments of this system during the development contract. Executive Director responsible for the development of a regional public safety communications system for seven cities in Southern California. Involved in both the technical aspects and political /legal aspects of creating and staffing an agency and a system to be the 9 -1 -1 PSAP and provide dispatching services for Police, Fire, and EMS for the participating cities. EDUCATION Bachelor of Art, Political Science University of California at Irvine Irvine, CA. Engineering Studies Cornell University Ithaca N.Y. • 1 D -17 1 0 I 7 CO GartnerGroup 7676 Hazard Center Drive Suite 500 San Diego, CA 92108 +1- 619-497 -2572 +1- 619 -497 -2573 hftp: / /www.gartner.com 16 March 2000 Chief Timothy Riley Newport Beach Fire and Marine Department 3300 Newport Boulevard, PO Box 1768 Newport Beach, CA 92658 -8915 Our professional fees are based upon the amount of time required to complete the assignment in a thorough and professional manner. Below is a detailed. breakdown of our project costs by task. Based upon the tasks identified below our total cost for professional fees is $99,460. We would cap our expenses at 8% for reimbursement of out -of- pocket expenses such as travel and materials. Dear Chief Riley: Task Description GartnerGroup is pleased to submit our cost proposal to assist the City of Newport Beach, Fire and Marine Department in developing the Emergency Dispatch Services, Collect and Review Documentation Technology and Management Information Systems Strategic Plan. This cost proposal is based upon our work plan provided in response to your Request for Proposal. Conduct Project Planning and Kick -off Review Department's Proposal for Joint Dispatch with the Police $6,930 $18,616 PROFESSIONAL FEES Our professional fees are based upon the amount of time required to complete the assignment in a thorough and professional manner. Below is a detailed. breakdown of our project costs by task. Based upon the tasks identified below our total cost for professional fees is $99,460. We would cap our expenses at 8% for reimbursement of out -of- pocket expenses such as travel and materials. Step Task Description 1 Collect and Review Documentation $3,624 2 3 Conduct Project Planning and Kick -off Review Department's Proposal for Joint Dispatch with the Police $6,930 $18,616 Department 4 5 Prepare Technology Plan Prepare Information Management Strategic Plan $35,348 $28,964 6 Prepare and Deliver Final Presentation $5,978 Total $99,460 Plus Reimbursable Expenses $7,597 Total Project Cost (Not to Exceed) $107,057 G7 GartnerGroup I Newport Beach Fire and Marine Department J16 March 2000 Page 2 We recognize that the Fire and Marine Department, like most public sector agencies, may be operating under budgetary constraints governing this project. We would be happy to work with the Department to ensure that our scope and project approach meet the Department's business and financial requirements. We would like to note that the staffing, organizational and budgetary information requirements are addressed in step 4 and not in step 3. It is our practice to bill as follows: • On an ongoing basis, we will bill you monthly for professional fees and expenses. • Invoices are payable 30 days from the date of invoice. • While we do not itemize billing for professional services, we agree and will comply with any reasonable requests for records substantiating our invoices. Proposal Validity Period Our proposal and quoted fee is valid for 90 days from the date that this proposal is due to the Fire and Marine Department. If you have any further questions or need additional information, please contact me or Mr. John C. Green at 619 - 497 -2572. Very truly yours a Irma Fabulaz Director (rl GartnerConsulting cc: Steve Buckley r. it J LJ G7 GartnerGroup 7676 Hazard Center Drive Suite 500 San Diego, CA 92108 +1- 619 -497 -2572 f�L +1- 619 -497 -2573 http: / /www.gariner.com 16 March 2000 Chief Timothy Riley Newport Beach Fire and Marine Department 3300 Newport Boulevard, PO Box 1768 Newport Beach, CA 92658 -8915 Dear Chief Riley: GartnerGroup is pleased to submit our proposal to assist the City of Newport Beach, Fire and Marine Department (Department) in developing the Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan. This proposal is based upon the information provided to us in your Request for Proposal, our extensive knowledge of public safety 911 dispatch operations and communications and information management systems and our experience in assisting other state and local agencies in similar engagements. We are proud that, as a result of GartnerGroup's recent acquisition of The Warner Group, GartnerGroup is now regarded as one of the leading consulting firms in the nation assisting public safety agencies in improving the effectiveness of their operations and programs. We earned this leadership distinction as a result of superior performance and outstanding qualifications. These qualifications include: ' • Objectivity and Independence — Our firm would bring a completely objective and independent viewpoint to all aspects of the project. GartnerGroup is able to objectively assess and provide independent insights to best meet the needs of the Department. ' • Pertinent Experience — GartnerGroup is fully experienced with the unique operational requirements and issues that exist within public safety agencies. This experience includes aiding in facility planning, and the design, selection and implementation of ' systems including E9 -1 -1 telephone, Computer Aided Dispatch (CAD), Records Management Systems (RMS), mobile data computers, automatic vehicle location and conventional and trunked radio systems. In addition, we have worked with several public safety agencies in transiting their dispatch center operations and defining requirements for communications infrastructure, staffing requirements, operational performance metrics and long -term project capitalization. Our firm has successfully completed or has underway similar projects for many agencies. Some of these engagements are fully described in our proposal, and we encourage you to contact the individuals indicated. 'I 11 11 G7 GartnerGroup Newport Beach Fire and Marine Department 16 March 2000 Page 2 • Interdisciplinary Team — GartnerGroup can provide the interdisciplinary skills and experience that are necessary to successfully evaluate the proposal to form a joint dispatch partnership with the Newport Beach Fire and Marine Department, develop a Technology Study of the current communications systems and prepare an Information Management Strategic Plan. Our project teams consist of industry specialists with expertise in public safety operations, 9 -1 -1 emergency reporting systems, telecommunications, program management, wireless communications, and information systems for both voice and data applications. This team also possesses considerable experience in working with multi- agency projects • Understand Unique Public Safety Operations and Systems Requirements — As a result of our extensive experience, we are very familiar with the unique applications that exist within law enforcement and fire agencies. This experience includes aiding in the planning, design, selection and implementation of a variety of systems including: Enhanced 9 -1 -1 systems, mobile data computing, wide area voice and data communications, computer aided dispatch, interfacing and network integration systems and microwave networks. In addition, GartnerGroup has worked with many agencies to develop regional solutions for sharing resources and information. • Total Project Management — GartnerGroup helps to manage the entire systems project from inception through completion. By working closely with project staff, end users, personnel from software companies, integrators, equipment providers, site preparation contractors and others, GartnerGroup can help ensure that the entire project is a total success. We can assist during subsequent phases of the project including the implementation of recommended solutions. • Contract Negotiation Skills — GartnerGroup has considerable experience assisting public safety agencies with the negotiation of technology contracts that fully protect your interests. Such items as guarantees of system adequacy, performance standards, cut -over and acceptance testing methodologies, and other contract provisions can help to ensure the vendor's attention and commitment to the project. • Outstanding Personnel — Our firm would assign only its principals and experienced consultants to this engagement. They are exceptionally well - qualified to provide the competence and expertise that the Department requires, as evidenced by their experience in performing similar engagements. • GartnerGroup Stability — We are particularly proud of the long -term relationships that we have developed with our clients. We have been repeatedly selected for additional assignments by most clients. Furthermore, it is our policy to maintain the same personnel throughout all stages of an engagement. We believe this ensures the continuity and stability the Department desires. ICOGartnerGroup II 11 Newport Beach Fire and Marine Department 16 March 2000 Page 3 • Quality Assurance and Technical Review — We ensure that we provide our clients with excellent service and sound business and technical advice through a rigorous quality assurance and technical review process. A VP or Director who is not directly involved with the engagement conducts this review. • Responsive Client Service — As with all of our clients, we will commit to providing an extremely high level of service to the Department. We can make this commitment based upon the fact that our consultants are successfully performing assignments throughout the nation. Thus, we believe we will be extremely responsive to the Fire and Marine Department's desire for quality and timeliness. • Value -Added Resources — As a GartnerGroup company, we have access to GartnerGroup's unique intellectual capital and robust proprietary databases. As a leading authority on information technology and measurement services, GartnerGroup provides cutting -edge advice and targeted insights to support competitive decision making across the IT spectrum. Our unparalleled expertise provides you with value added support with research, analysis, consulting, measurement, decision evaluation, and product and vendor selection. As a result of our qualifications, we believe that GartnerGroup is best qualified to assist in this important assignment and we wish to assure you that we are fully committed to its successful completion. If you have any questions regarding our qualifications, please contact me or Mr. John C. Green ' at 619 - 497 -2572. We wish to thank you for the opportunity to submit our proposal and we look forward to working with you on this challenging and important project. Very truly yours, �/ Y� Irma Fabular Director GartnerConsulting cc: Steve Buckley G7 GartnerGroup CITY OF NEWPORT BEACH FIRE AND MARINE DEPARTMENT Proposal to Develop a Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan 16 March 2000 Engagement: #020212210 7676 Hazard Center Drive, Suite 500 San Diego, CA 9108 ' GartnerConsulting City of Newport Beach I Engagement #020212210 Fire and Marine Department I , Proposal to Develop a Emergency Dispatch Services, Technology and. Management Information Systems Strategic Plan City of Newport Beach Fire and Marine Department PAGE OUR UNDERSTANDING OF THE PROJECT ....................................................................... ............................... 1 APPROACH AND METHODOLOGY ..................................................................................... ............................... 3 PROJECTSCHEDULE .............................................................................................................. ............................... 8 PROJECTSTAFFING ................................................................................................................ ............................... 9 TERMSAND CONDITIONS ..................................................................................................... .............................10 PROFESSIONALFEES ........................................................................................................... ............................... I1 AGREEMENTS AND APPROVALS ...................................................................................... ............................... 12 ATTACHMENTS • About GartnerGroup • Professional Profiles • References • GartnerGroup Financial Statements GS) GartnerGroup Entire contents O 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page i Proposal to Develop a Emergency Services, Technology and Management Information Systems Strategic Plan Table of Contents SECTION PAGE OUR UNDERSTANDING OF THE PROJECT ....................................................................... ............................... 1 APPROACH AND METHODOLOGY ..................................................................................... ............................... 3 PROJECTSCHEDULE .............................................................................................................. ............................... 8 PROJECTSTAFFING ................................................................................................................ ............................... 9 TERMSAND CONDITIONS ..................................................................................................... .............................10 PROFESSIONALFEES ........................................................................................................... ............................... I1 AGREEMENTS AND APPROVALS ...................................................................................... ............................... 12 ATTACHMENTS • About GartnerGroup • Professional Profiles • References • GartnerGroup Financial Statements GS) GartnerGroup Entire contents O 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page i GartnerConsulting City of Newport Beach Engagement: 4020212210 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan' OUR UNDERSTANDING OF THE PROJECT The Newport Beach Fire and Marine Department (Department) is currently a member of the Metro Cities Fire Authority (MCFA) which is a Joint Powers Authority consisting of seven member city fire departments. Despite the diligent efforts of the Department's staff to create new partnerships and enhance dispatch services within MCFA, the Department has fallen short of meeting their desired objectives. In addition, the Department has concerns with the alarm processing times and critical communication components including the alarm system and mobile data systems are aging and becoming unreliable. As other MCFA member agencies are confronted with budget constraints, the ability to upgrade critical communications systems have been impacted. Newport Beach residents rely on the Fire and Marine Department's emergency services on a daily basis. The effectiveness of dispatch services and communications systems reliability largely impacts the Department's ability to respond promptly to its citizens. In order to maximize the effectiveness of fire protection and marine safety services to its citizens, the Department is seeking the expertise of a qualified consultant to assess its plan to create a new partnership with the Newport Beach Police Department (Police Department) taking into consideration their current dispatch operations and communications infrastructure and develop a long -term strategic plan. In particular, the Department seeks a consultant that will: • Evaluate the Department's current plan to create a joint emergency dispatch system through partnering with the Police Department and focus on: — Defining the work/services to be performed by the Fire and Marine, and Police Department personnel — Reviewing current and future workload statistics — Understanding current goals, objectives and performance measures — Identifying the required staffing and organizational structure — Providing a high -level budget structure which includes personnel, maintenance and capital costs • Develop a Technology Study that assesses the Police Department's current technology and focus on: — Assessing the current communications systems including system reliability, redundancy, coverage, age of fixed and user equipment — Addressing the current system's voice and data capabilities to support additional Fire and Marine personnel now and in the future — Reviewing the Police Department's operating policies and address their ability to meet the Department's service levels — Developing recommendations for the necessary communications and information management systems to support the Department's service level requirements ,1 CO GartnerGroup Entire contents O 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page 1 GartnerConsulting City of Newport Beach Engagement H020212210 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan ' — Identifying other technology solutions including global positing systems, automatic vehicle locator, incident management software, mobile data computers wireless hand- held device, etc. — Developing five year cost estimates for system infrastructure and maintenance including one -time and recurring costs for any communications ' • Develop an Information Management Strategic Plan and focus on: — Developing the information management needs of the Fire and Marine Department that is supported by the recommendations of the technology study ' — Prioritizing the information management needs based upon the most immediate requirements of the Department ' — Recommending the staffing level requirements necessary to meet the needs of the combined Fire and Marine, and Police Departments The Fire and Marine Department realize that to fully assess all of the elements involved in this project, organizational, operational and fiscal issues must be addressed. To skillfully evaluate these issues and to ensure that a comprehensive and objective analysis is performed, the consultant must possess extensive relevant experience and outstanding interdisciplinary resources. GartnerGroup's proposal outlines how we would assist the Fire and Marine Department meet these objectives. I' I, 1 W GartnerGroup Entire contents m 200D Gartner Group. Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page 2 Gartner-Consulting City of Newport Beach Engagement: #020212210 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan' Step 1: Collect and Review Documentation Prior to the kickoff meeting, GartnerGroup would review all available documentation from the Fire and Marine, and Police Departments. These documents would include the Fire and Marine Department's current proposal to develop joint dispatch operations with the Police Department, current communication/information systems documentation, policies, recent city budget information and past strategic plans. We would rely on the Department to provide this documentation and would ask for it no later than one week prior to the kickoff meeting to ensure the most effective kickoff meeting possible. Step 2. Conduct Project Planning and Kick -off The GartnerGroup project team will meet with the Department's core team to ensure a consistent, mutual understanding of the objectives and scope of this project, to agree on a schedule for all activities and to identify roles and responsibilities for all participants. The kickoff meeting will include discussions of the Department's business drivers for joint dispatch operations with the Police Department and an overview of the Fire and Marine, and Police Department's emergency dispatching and communications /technology environments. We would also present a draft survey that will facilitate the collection of information regarding the current technology, staffing and workload statistics. Finally, any additional background documentation will be identified, interview and focus groups participants determined and a preliminary schedule established. Deliverable(s): Finalized project statement of work with a schedule of all activities and milestones. Deliver draft survey requesting technical and operational information. Department's Responsibility: Schedule and coordinate meetings /interviews and meeting facility. Participate in finalizing statement of work and project schedule. Review and comment on draft survey and disseminate to appropriate Fire and Marine, and Police Department personnel for completion. Step 3. Review Department's Proposal to Develop Joint Dispatch Operations with the Police Department During this step, we would review the Department's proposal to form a joint partnership with the Police Department to support emergency dispatch and communication services. We would obtain a thorough understanding of the key business drivers and issues related to the Department's desire to partner with the Police Department for dispatch and communications services. This information would be obtained by facilitating up to five one -on -one interviews with management. The management interviews will focus on obtaining the following information: G) GartnerGroup .1 Entire contents ® 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page 3 GartnerCo nsu Iti ng City of Newport Beach Engagement: #020212210 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan' Defining/refining the Department's vision, mission, goals and objectives for developing a joint dispatch with the Police Department for emergency dispatch and communications services Thoroughly understand key business drivers, priorities and performance measures to validate the proposed partnership for the joint Fire and Marine, and Police Department dispatch operations • Review current workload and statistics relevant to the Police and Fire and Marine Departments This step is critical to the overall process as it substantiates the business decision to develop a joint dispatch operation with the Police Department and forms the basis for the development of the Technology and Information Management Strategic Plan discussed in steps 4 and 5. Deliverable(s): Summary of the Department's business drivers and key strategies for consideration of joint dispatch operations with the Police Department. Summary of the Fire and Marine, and Police Department's current and estimated future workloads. Summary of the current and future goals, objectives and performance measures for the Fire and Marine Department. Deliverable would be presented in Microsoft PowerPoint presentation format with necessary attachments. ' Department's Responsibility: Coordinate and schedule up to five interviews with appropriate Fire and Marine, and Police Department management. Participate in the identification of business drivers and key strategies. Schedule operations and systems walkthrough at the Police Department dispatch center. Provide input on draft and final review of GartnerGroup's summary of the Department's proposal. ' Step 4. Prepare Technology Plan Based upon the information in Step 3, we will perform a detailed analysis to determine any inconsistencies between the current operating policies and communications and IT infrastructure and the overall objectives and performance measures for the joint dispatch operations. Consideration would be given to the current policy and systems ability to support current and future service levels necessary for the combined Fire and Marine, and Police Department dispatch operations. Technology obsolescence and effective service life of equipment would also be considered. The information obtained in this step would be provided through the results of the survey distributed in step 1 and by facilitating up to five one -on -one interviews with staff members familiar with the current operations and communications /information systems. In addition, we would facilitate one focus group to identify the current staffing and organizational structures and conceptualize changes necessary for the joint Fire and Marine, and Police Department's dispatch operations. Specific areas to be addressed in this step include: Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. CO GartnerGroup 16 March 2000 —Page 4 GartnerConsulting City of Newrort Beach Engagement: #02 021 22 10 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan • Current wireless voice and data infrastructures including mobile data, voice system capacity, available frequencies, alarm processing and paging • Existing hardware including legacy systems, computer workstations and backup power • Software including operating systems, CAD/RMS and productivity software • Local and wide area networks, including supporting hardware and software • High -level facility requirements, including additional space, cabling, and HVAC • Data backup and archiving ability and policies • Telecommunications and IT maintenance agreements • Staffing and organizational structure necessary to support the combined Fire and Marine, and Police emergency dispatch operations • Developing a long -term budget structure that considers one -time and recurring costs for staffing requirements, maintenance, and projected capital costs Based upon the information obtained above, we would be positioned to make recommendations regarding the number, classification and qualifications of personnel to support the joint dispatch operations. In addition, we would recommend any required upgrades and/or replacement of the Police Department's communications or IT systems that are critical in supporting the current and future joint dispatch service levels and performance requirements. During this step, specific attention would be given to reusing equipment, where appropriate, in order to reduce the overall costs. Technology solutions such as global positioning systems, automatic vehicle locator, mobile data computers, hand -held communication devices and other technologies will be evaluated for fulfilling the current and future service levels and performance requirements. Based upon the necessary upgrades and/or replacements, we would develop "order of magnitude" cost estimates for the recommended systems. We would evaluate the long -term capital requirements, such as expenditures over a five -year period. This analysis would include both staffing and one -time and recurring costs for the communications and IT infrastructure. Deliverable(s): Summary of analysis identifying requirements for staffing and communications and IT infrastructure upgrades and/or replacements necessary to support current and future service levels and performance measures. Summary of "order of magnitude" costs for additional staffing and communications and IT infrastructure requirements necessary for supporting joint dispatch operations. Deliverable would be presented in Microsoft PowerPoint presentation format with necessary attachments. ' Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. OO GartnerGroup 16 March 2000 —Page 5 GartnerConsulting City of Newport Beach Engagement: N020212210 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan Department's Responsibility: Schedule interviews and focus group. Provide input on draft and final deliverable. Step 5. Prepare Information Management Strategic Plan Concurrently with the preceding step, we would develop a detailed assessment of the current and future information management needs of the Fire and Marine Department. Prioritization of the information management needs as it relates to the Department's goals and objectives, staffing requirements and capital costs would be analyzed. To obtain specific information relating to the Department's Information Management Strategic Plan, we would facilitate a focus group identify and prioritize the needs and requirements. Detailed analysis incorporated in the Information Management Strategic Plan include: • Comprehensive assessment of specific Departmental business needs that are supported by the management information system recommended for the combined Police and Fire and Marine dispatch operations • Prioritization of the Department's management information needs to achieve no less than the minimum service levels and performance requirements while taking into consideration overall costs • Analysis of the ability of the current capabilities of the Fire and Marine Department and Police Department's management information systems as it relates the to the needs of the Fire and Marine Department • Propose final recommendations for any necessary staffing changes to meet the needs of the Fire and Marine, and Police Departments • Detailed action plan to support the efficient transition of the Department's current dispatch operations to the joint dispatch with the Police Department Deliverable(s): Summary of the Department's prioritized business needs to be supported by the recommended management information system. Summary of the current capabilities of the combined management information systems and its overall ability to meet the needs of Department. Summary of action items necessary to complete an effective transition from the Department's current dispatch operations to the Police Department. Deliverable would be presented in Microsoft PowerPoint presentation format with necessary attachments. Department's Responsibility: Provide input regarding management information needs and requirements. Review and comment on final deliverable. 1 COGartnerGroup Entire contents B 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page 6 iGartnerConsulting City of Newport Beach Engagement: #020212210 Fire and Marine Department ' Proposal to Develop a Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan ' Step 6. Consolidate and Deliver Final Report Combining the results of the all deliverables enumerated in the previous five sections, the ' GartnerGroup would deliver the final presentation to the Department's project team. The consolidation of the previous work steps and presentation material will provide the Department with a comprehensive working document to support management decision making and approval. 1! It I1 I 1-J L, Ir7 L _� Cg GartnerGroup Entire contents C) 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page 7 GartnerConsulting City of Newport Beach Engagement: #020212210 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and, Management Information Systems Strategic Plan PROJECT SCHEDULE We estimate that the project will require approximately 10 weeks to complete. GartnerGroup will initiate the project on a mutually agreeable date, subsequent to final signoff of this proposal. Steps/Tasks Schedule In Weeks 1 2 3 4 5 6 1 7 8 9 10 t. Award Contract A 2. Collect and Review Documentation 3. Conduct Project Kick -off Ak 4. Review Department's Proposal for Joint Dispatch Operations with the Police Department 5. Prepare Technology Strategic Plan 6. Prepare Information Managment Strategic Plan 7. Present Final Emergency Dispatch Services. Technology and Management Information A Systems Strategic Plan Figure 1. Project Schedule CZ GartnerGroup Source: GartnerConsulting (Much 2000) Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page 8 GartnerConsulting City of Newport Beach Engagement: #020212210 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and; Management Information Systems Strategic Plan ' PROJECT STAFFING For this engagement, we propose a senior team of consultants with relevant experience to meet the needs of this very important project. Ms. Irma Fabular, a Director with the firm will serve as Project Director. She will have ultimate responsibility for the success of the engagement. Mr. Steven Buckley, a Vice President with the firm, will serve as Tectmical Reviewer, performing an I' independent quality assurance review on written deliverables. The Project Director and Technical Review will contribute approximately 5 percent of the total effort necessary to successfully complete the project. Mr. John Green, a Senior Consultant with the firm, will serve as Project Manager. The Project Manager will have responsibility for coordinating and overseeing day -to -day activities. As a result, the Project Manager will contribute approximately 40 percent towards the total work necessary to complete the engagement. Mr. Jonathan Kashare, Ms. Deborah John, and Mr. Brian Ayres will be involved as consultants on the project as necessary. They will be assisted by other qualified personnel from GartnerGroup as appropriate. It is anticipated that two project consultants will contribute approximately 56 percent of the total project effort. The qualifications of our proposed project team members are detailed in the attached resumes. The resumes of other consultants who could assist on this project are also included in the attachment. Fire and Marine Department Project Director Irma Fabular Project Manager Technical Reviewer John Green n Steven Buckley -------- -----------r------------------. Project Consultant Project Consultant Project Consultant JonaNan Kashare Deborah John Brian Ayres GD GartnerGroup I Figure 2. Project staffing Source: GartnerConsulting (March 2000) Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page 9 GartnerConsulting City of Newport Beach Engagement. #020212210 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and, Management Information Systems Strategic Plan TERMS AND CONDITIONS Confidentiality The City agrees not to use the GartnerGroup name, either express or implied, in any of its advertising or sales materials. This report is being prepared for the internal use of the City of Newport Beach and will not be distributed, in whole or in part, outside the City without the prior written consent of GartnerGroup. GartnerGroup agrees not to publish or make known to others the subject or results of this research without prior consent. GartnerGroup reserves the right to reuse the nonproprietary data and the analysis of industry- related information in its continuing analysis of the industries covered. GartnerGroup retains all title and interest to the data and report associated with the Agreement. Limitation of Liability If GartnerGroup, its employees or agents, fail for any reason, whether or not negligent, to fulfill the conditions as contained in this contract, the only remedy shall be to receive a refund of all monies paid for the project. In no event will GartnerGroup be liable for any lost profits, special, punitive or consequential damages or damages in excess of the amounts received by GartnerGroup under the terms of this Agreement. Year 2000 Compliance Nothing in this proposal represents or guarantees in any manner that the City is, or will be, protected against issues arising from Year 2000 compliance, or lack of, attributed to computer systems, hardware, software, documentation, or processes based on work performed by GartnerGroup under this proposal or any subsequent work that GartnerGroup may be retained to perform. Entire Agreement This agreement shall constitute the entire agreement between GartnerGroup and the City with respect to the subject matter of this agreement and shall not be modified or changed without the express consent of the parties. The provisions of this agreement supersede all prior oral and written quotations, communications, agreements and understandings of the parties with respect to the subject matter of this agreement. W GartnerGroup I Entire contents © 200D Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page 10 Gartner-Consulting City of Newport Beach Engagement: #020212210 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and Management Information Systems Strategic Plano PROFESSIONAL FEES As request, we have provided our professional fees in a separate sealed envelope. C) GartnerGroup Entire contents m 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. 16 March 2000 —Page 1 I GartnerConsulting City of Newport Beach Engagement: #020212210 Fire and Marine Department Proposal to Develop a Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan AGREEMENTS AND APPROVALS SUBMITTED ON BEHALF„OF GARTNER GROUP, INC. Irma Fabular Director GartnerConsulting ...,..air, nwaaarai Managing Vice President GartnerConsulting Date 4at /G , o20od AGREED TO ON BEHALF OF CITY OF NEWPORT BEACH FIRE AND MARINE DEPARTMENT Signature Date Name and Title Attachment Entire contents O 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. M GartnerGroup 16 March 2000 —Page 12 G7 GartnerGroup The Voice of IT ATTACHMENTS • About GartnerGroup • Professional Profiles • References • GartnerGroup Financial Statements Entire contents ® 26W Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. CO GartnerGroup The Voice of IT ' ABOUT GARTNERGROUP GartnerGroup's State and Local Government Consulting Services group, headquartered in Woodland Hills, California, with a local office in Portland, Oregon, is a professional firm that provides management consulting services to State and Local Government agencies throughout the nation. ' We are part of an organization that is the center of a global community of.. ...more than 35,000 individual clients, representing over 11,000 organizations... ' ...served by more than 1,000 GartnerGroup analysts and consultants... ...supported by over 3,000 full -time professionals in 80 locations around the world. As a part of this unique global community, we possess the distinctive ability to provide our clients with unparalleled expertise and a rich set of "value added" resources to draw from. Our expertise derives from one of the largest in- house, full -time public sector consulting staffs in the ' nation which has assisted several hundred cities, counties, state and other public agencies in a variety of information and communications systems projects. Furthermore, we obtain our set of "value added" resources from our extensive research, analysis, measurement, decision t evaluation, and product and vendor selection specialty capabilities. These resources originate from the uncompromised integrity of GartnerGroup's unique intellectual capital and robust proprietary databases, constantly refreshed by hundreds of client interactions and controlled by ' our rigorous processes and methodologies. ert.... �te� Gd„ Only GartnerGroup can provide you with end - 1 aa' t to -end support throughout the IT decision life cycle— measurement, analysis, consulting, o a planning and implementation. Join with 1 « GartnerGroup to improve your effectiveness, `o fT Decisions o make the best possible IT decisions, cut costs 0 `c' and plan for the future. GartnerGroup: The Voice of IT .Cer `i`oA ��arConsu ' MANAGEMENT CONSULTING APPROACH AND SERVICES GartnerGroup is fully committed to the successful completion of each important assignment. This commitment is based upon the extensive consulting assistance we have provided to hundreds of agencies, our insight into the goals and technology needs of each public agency, and our extensive knowledge base and resources available to assist our consultants and clients throughout our engagements. ' Entire contents O 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. G7 GartnerGroup Vertical Market The Voice of IT Our firm serves a nationwide vertical market of state and local government agencies. This vertical market consists of: • General Government Market — Including tax, treasury, finance, payroll, human resources, public works, utilities, transportation, and administrative services. • Public Safety Market — Including law enforcement, fire, and emergency management services. • Justice Market — Including state and local courts, district attorney offices, and correctional facilities. • Health and Human Services Market — Including child and family services, public assistance, health services and employment services. Because of our focus in these markets, you will receive attention from a team of consultants who understand the management and technology challenges unique to your governmental service area. Functional Specialties Within our Markets In addition to the focus you will receive from our market teams, our teams will provide you with interdisciplinary expertise in information technology, communications, facility planning, performance improvement, and project management. Therefore, our focused market teams have the ability to provide you a wide range of value added services designed to meet the needs of your particular type of organization. These services include: • Information Technology Consulting — We employ an interdisciplinary approach, utilizing performance improvement and communications specialists as well as system architecture and business application experts; and we provide services covering the full project life - cycle, including assistance in strategic technology planning, system design, procurement, contract negotiations, staffing/support analysis, and implementation. We have assisted in the planning, design, development, and implementation of hundreds of information systems. • Communications Policy and Planning — We have assisted dozens of public agencies in developing improved communications systems. As a result, we are uniquely familiar with the diverse communications approaches in use. We work with city, county, and multi jurisdictional agencies in a variety of radio, wired, and wireless communications systems. • Facilities Planning — We have assisted many public agencies in planning and implementing new municipal facilities. We have extensive experience in communications facilities design. • Management and Organizational Consulting — We are a recognized leader in strategic planning and performance improvement, having assisted clients in defining missions, objectives, strategies and measures of performance. We have conducted management audits and organizational assessments, examining such issues as roles and Entire contents ® 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. G7 GartnerGroup The Voice of IT responsibilities, decision - making processes and organizational structure in light of stated objectives. We have analyzed workflow and core business processes and have made recommendations for incremental improvements or for complete business process reengineering in order to improve efficiency and effectiveness. We also have assisted many clients in training their personnel in strategic planning, quality initiatives and organizational change. CONSULTING RESOURCES Throughout our engagements, consultants have the unique ability to obtain leading edge IT analysis, measurement, decision evaluation, and product and vendor selection capabilities through GartnerGroup specialty groups. These groups include GartnerMeasurement and GartnerAdvisory. GartnerMeasurement provides a dynamic suite of management tools that allows you to achieve continuous improvement in every segment of your IT investment. Critical to improving the bottom line and increasing value is the concept that "If you don't measure IT, you can't manage IT." Our expertise in Measurement Services, Benchmarking, and Best Practices Group services gives you information and tools for executing measurement, comparative analysis for assessing performance, and strategies and tactics for improving performance to get the most from your IT investment. • Measurement Services provide you with valuable knowledge about how world -class companies put measurement practices to work. As a client, you benefit by having access to research derived from our extensive measurement database combined with the powerful insights of GartnerGroup analysts. With these resources, you can add more value to your business internally by using metrics to manage IT cost - effectiveness and productivity. Externally, our research allows you to better measure alignment and value to the business. Measurement Services demonstrate how to make IT investments that are better aligned with overall strategic business initiatives. • Benchmarking combines powerful comparative analysis tools with proven, rigorous processes that highlight your areas of competitive strength and weakness compared to the most up -to -date, comprehensive and reliable database in the industry. The result is a meaningful picture of your organization's true productivity and an indispensable tool for continuous improvement. Through this cyclical process, we help you understand exactly what you're getting from your IT investments through time, and whether your IT resources are allocated to provide the best return. • Best Practices GroupsM services generate continuous leaming for continuous improvement through facilitated forums of noncompeting, world -class organizations with similar interests, compatible philosophies and comparable IT environments. Participants "drill down" on issues crucial to improving performance and maintaining their competitive advantage, focusing on management and technology practices that drive "best in class" results. Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department ony. CO GartnerGroup The Voice of IT GartnerMeasurement gives you the tools to evaluate and implement improvements throughout your IT decision life cycle. GartnerAdvisory is the heart and strength of GartnerGroup, housing and controlling the formal methodologies and processes that give you the assurance of our uncompromised integrity. This powerful collaboration of processes and the world's most c ^mprehensive repository of IT disciplines, capabilities and experience generates the consistency, predictability and objectivity that result in unsurpassed clarity for IT business decision making. The confidence and risk reduction resources reside in two unique product families: GartnerAnalytics and GartnerMarket Dynamics. The quality of GartnerAnalytics' advice accelerates your competitive advantage and technology payback by mapping the unsurpassed expertise of GartnerGroup analysts, the world's most timely and robust databases, and rigorous research methodologies to your cross - functional IT requirements. GartnerAnalyties has the breadth to support you across all phases of the IT decision life cycle with strategic advice, tactical insights, cost evaluation tools, vendor and product selection models, and personal executive services — each given additional depth by a client network involving hundreds of thousands of IT interactions from around the world. The GartnerAnalytics portfolio of offerings includes: – Research and Advisory Services —the comprehensive, worldwide resource for long- term, strategic advice on how to put IT to work for your business. Mapped to your specific business issues, bottom -line analysis is combined with our in -depth knowledge of technology trends and developments. Our services enhance your decision making through a continuous stream of predictive information, helping you implement sound technology decisions and migration paths. – Datapro Services — providing the worldwide information and insights you need for understanding the technologies that drive computer systems, communications and software, as well as for evaluating specific products against current business needs. Our services deliver tactical analysis, data and reliable, unbiased product information to optimize product planning and IT needs assessment. – Decision Drivers — providing faster, better, more cost - effective IT procurement decisions. Our quantifiable objective data, customized to meet your selection criteria, features the industry's foremost interactive, user -driven software models. – Executive Programs — consisting of a family of personal services for senior IT executives that delivers tailored advice, forums for peer interaction and one -on -one preferential access to GartnerGroup analysts. GartnerMarket Dynamics and the Dataquest family of products provide market intelligence for IT manufacturers, service providers and high - technology investors. Our clients receive market data, statistical market analysis, competitive information, and growth and trend projections supported by independent, objective advice. Dataquest strategic guidance helps you make informed regional and global marketing decisions. Our worldwide network of research analysts collects and interprets the critical IT business Entire contents ® 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. G7 GartnerGroup The Voice of IT ' information you need for identifying market opportunities, planning products and producing winning marketing strategies. With an unbiased perspective that is not available from any other source, GartnerAdvisory ' enables you to make the best decisions on how to use, manage and apply IT throughout the IT decision life cycle. ' BENEFITS OF GARTNERGROUP ' There are a number of benefits our clients receive from unparalleled consulting services and the unequaled breadth and depth of IT research and analysis we provide. Many of these benefits include: • Objectivity, intellectual analysis, evaluation and product selection support that are increasingly difficult and costly to generate internally. We can help you extend your staff resources to better utilize your time and budget. • Relevant experience gained from over a decade of similar engagements around the country • A comprehensive and structured methodology to develop Information Technology, Communications, Organizational, and Management strategic objectives and tactical strategies • Experience in all aspects of the Information Technology project life cycle, including adherence to the Project Management Institute's (PMI) methodologies • Comprehensive review of contractual issues to augment perspective of client's legal resources • Identification and realistic assessment of risks and development of risk mitigation strategies early in the project • Close monitoring of project progress and early warning of system issues • Acceptance from the whole organization for the systems implementation • Maximum benefit from new systems due to change management and business process reengineering activities • Ability to extend the value of IT budgets with GartnerGroup products and services that set new standards for rigorously evaluating areas for improvement, alternatives for investments, and opportunities to negotiate and leverage purchases. • Ability to maximize results and minimize risk with the assurance that your IT decisions are made with information and planning assumptions built on the uncompromised integrity of the IT industry's leading analysts and their access to the most robust and current databases. Rigorous methodologies from a world -class resource means that you can be confident of end -to- ' end strategic advice and tactical insights that are woven into a single seamless vision of the latest market forces, trends and vendor strategies. ' Entire contents O 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting ' PROFESSIONAL PROFILES ' Our firm has made a clear commitment to strategic planning for 9 -1 -1 dispatch operations, wireless voice and data communications and information technology as evidenced by the ' following brief biographical sketches of the personnel that could be assigned to this project. Steven L. Buckley Mr. Buckley is a Vice President with GartnerGroup. He has over fifteen years of experience with the full range of services ranging from strategic planning and feasibility studies to systems design, engineering, procurement and contract negotiations, and finally to the full I' implementation, training and acceptance testing phases of telecommunications projects. He specializes in public safety communications systems and has extensive experience in implementing 9 -1 -1 emergency response systems. Mr. Buckley has extensive experience with the design, development and implementation of wireless voice and data communications networks and public safety dispatch centers. He has been responsible for the planning and development of some of the nation's leading edge public safety and public service radio communications networks, including large scale regional and Statewide systems. He is experienced with conventional, trunking and microwave technologies as well as commercial services including satellite, SMR, cellular and PCS. Mr. Buckley also is experienced with all forms of wired telecommunications including voice, data and video local area networks (LAN) and wide area networks (WAN). This experience includes the development of new telephone networks including PBXs, hybrid and key systems, Centrex, public safety E9 -1 -1 systems as well as voice processing systems. He is experienced with data and video communications technologies including the development of enterprisewide networks based on switched and dedicated approaches. Mr. Buckley is a nationally recognized expert in strategic planning and the analysis of evolving telecommunications technologies for government agencies. This includes the analysis of regulatory and government issues as well as participation in the development of national telecommunications policy. In addition, Mr. Buckley has played a leading role in the development of multi- agency government agreements and telecommunications systems. Education: Mr. Buckley graduated from California State University, Long Beach with a Bachelor of Science degree in Business Administration specializing in Computers and Information Systems. Mr. Buckley is a frequent speaker on emergency communications systems and voice and data integration. He has addressed groups ranging from the National Association of Public Safety Communications Officers (APCO) to Technical Support Managers of AT &T on these important topics. Irma J. Fabular Ms. Fabular is a Director with GartnerGroup and specializes in information systems strategic planning, needs assessment, design, selection, implementation, and project management. She Entire contents O 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting has worked extensively with multi - platform state -of -the -art systems for emergency dispatch and response planning, records management, message switches, mobile data communications, satellite -based automatic vehicle location, and geographic information. Ms. Fabular has extensive experience in all aspects of public safety operations and systems planning, procurement and implementation including Enhanced 9 -1 -1, computer aided dispatch (CAD), and mobile data. Some of her recent assignments include a statewide feasibility study and needs assessment for improvements to the California Highway Patrol's 24 communications centers, including emergency response and dispatching systems. She assisted the County of San Diego in implementing a $3.5 million CAD system with interfaces to E9 -1 -1, mobile data, automatic vehicle location, and mapping. Prior to joining GartnerGroup, Ms. Fabular managed complex multi - platform computer systems for the San Diego Fire Department and the San Diego Sheriffs Department, each serving a population of over 1.4 million. In those capacities, she was responsible for the entire systems' development lifecycle and operational maintenance, including software, hard ware, network, and staff resource allocation. In addition, Ms. Fabular held other positions with Computer Sciences Corporation, UCSD Medical Center, and IMED Corporation where she specialized in systems analysis and design, database management, and software engineering for various automated systems for health care, finance, human resources, and manufacturing. Education: Ms. Fabular has a Master of Science in Systems Management with emphasis in Information Systems from the University of Southern California and a Bachelor of Science in Business Administration from San Diego State University. Ms. Fabular has been a member of the National Emergency Number Association (NENA) and is a frequent speaker in various public safety conferences, including the Association of Public Safety Communications Officials (APCO). John C. Green Mr. Green is a Senior Consultant with GartnerGroup. His areas of expertise include wireless voice and data strategic planning, E9 -1 -1 communication center planning, systems selection and project management. ' Mr. Green has recently assisted a large Midwestern state complete a strategic planning study to provide statewide voice and data communications to over 10,000 public safety and local government users. He has also assisted in developing the Request for Proposal and vendor selection and is currently participating in contract negotiations with the vendor. Mr. Green has recently completed the development of an E9 -1 -1 dispatch facility programming ' plan for a county agency that is the primary safety answering point for over 20 agencies supported through its joint powers authority. This transition plan addressed the needs and requirements of the new communications center and detailed equipment room rack space, ' workstation layout and electrical and HVAC loading requirements. ' Entire contents O 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting In other engagements, Mr. Green has worked with various Public Safety agencies in developing strategic plans that address current communications systems, enhanced voice radio system design and development of CAD, E9 -1 -1 and RMS requirements. He also has assisted a major U.S. utility company in enhancing its voice radio and mobile data communications. The strategic plan for this project addressed the evaluation and development of several technology solutions including PCS, 800 MHz trunking systems, conventional radio, microwave and fiber optics. A business -case development for each solution was developed ..hich required detailed financial analysis. Prior to joining GartnerGroup, Mr. Green was employed as an Engineer/Project Manager for the Los Angeles County Department of Public Works. Mr. Green's primary responsibilities included assembling and managing cross - functional project teams to complete the design phase of complex capital improvement projects. Additional responsibilities included contract development and negotiations, and budget and project cost analysis. Mr. Green also acted as a County liaison to various cities and frequently presented project presentations at city council and public community meetings. As an eight -year government employed professional, he has a firm understanding of Federal, State and local government organization and processes. Education: Mr. Green received his Masters of Business Administration degree from California State University Long Beach, with a Management emphasis. He also earned a Bachelor of Science in Civil Engineering from North Dakota State University. Mr. Green is a licensed Professional Engineer in the State of California. Jonathan A. Kashare Mr. Kashare is a Consultant II with GartnerGroup. His areas of specialization include communication system strategy, business process reengineering, organizational analysis and project management. He has experience with technology strategic planning, enterprise resource planning tools and general research methodologies. Prior to joining GartnerGroup, Mr. Kashare worked with a consulting firm specializing in growth industry clients. His project experience includes: business process development, analysis and redesign, strategic technology planning, business planning and information system implementation. Mr. Kashare also worked for a film location management firm. During his four years as managing partner, Mr. Kashare developed marketing strategies for hundreds of industrial and commercial locations used as film sites for the entertainment industry. He also performed contract negotiations with major motion picture studios throughout Southern California. Education: Mr. Kashare graduated from the University of California at Los Angeles with a Bachelor of Arts degree. He earned a Masters of Business Administration degree from the University of Southern California specializing in information systems and management consulting. Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting Deborah John Ms. John is a Consultant II with the GartnerGroup. Her areas of specialization include IT strategic planning, organizational assessment, outsourcing implementation, and project ' management. Ms. John is currently assisting a client in implementing one of the largest public sector IT outsourcing efforts in the country. She is assisting in monitoring the contractor's progress against the program plan, managing various transition activities between the client and the contractor, and in developing new procedures for service request, training, and procurement. Ms. John previously assisted this client in developing an overall outsourcing strategy, which included identifying services that should remain in- house, and identifying critical employees that should be retained throughout the transition period. Ms. John also assisted in developing the Request for Proposal (RFP) for the client to obtain a full range of IT and telecommunications services. Ms. John has been involved in strategic planning efforts, where she assisted in assessing clients' technical, organizational and economic environments, identifying long -term goals, and in developing strategies to achieve these goals. Ms. John has also been involved in Enterprise Resource Planning (ERP) projects where she assisted with integrating information technology solutions to improve fiscal reporting and human resource management. She assisted clients in identifying their business needs, developing functional requirements, and developing the RFP to acquire a suitable system. Ms. John has also assisted a large private sector client in improving their inter - departmental func- tions. This assignment focused on improving communication, coordination and support between 49 internal departments, and assessing the management team's ability to support the rapid development of a multi - million dollar technology company. Prior to joining GartnerGroup, Ms. John worked in the organizational effectiveness divi -sion at the U.S. Office of Personnel Management (OPM). At OPM, Ms. John worked with federal clients to improve their organizational climate. Ms. John also worked for the Em -bassy of Australia where she performed job evaluations to determine the appropriate compen - sation for employees. Education: Ms. John has a Masters of Philosophy degree in industrial/organizational psychology from George Washington. Ms. John also holds a BA in psychology from the University of Southern California. Brian J. Ayres ' Mr. Ayres is a Consultant I with GartnerGroup. His areas of expertise include marketing, finance, real estate, independent verification and validation, vendor and system selection assistance and project management assistance. ' Entire contents © 2000 Gartner Group. Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting Recently Mr. Ayres has been involved in independent verification and validation (IV&V) conducting project oversight, independent project assessment and identification of project risks and risk mitigation measures. Such projects that he has conducted N &V on consist of the City of San Diego Risk Management Information System and Job On -line Tracking System, the San Diego Police Department Criminal Records Management System and the San Diego County Health and Human Services GIS/MPR and Regional Justice Information System. Mr. Ayres has been involved on an assignment with the County of San Diego in which he assisted in vendor and system selection, and RFP evaluation for a Countywide IT and Telecommunications outsourcing project. He also assisted in project management as well as creation, development and measurement of evaluation tools and materials. Prior to working with GartnerGroup, Brian was a Marketing Representative at John Hancock Mutual Life, where he was involved in personnel financial consulting. He was a Coordinator for a General Motors Marketing internship and Promotional Group program. He also was a financial intern at Merrill Lynch in San Diego where he assisted in business development and research. Education: Mr. Ayres earned his Bachelor's degree with honors from the University of San Diego. His degree is in Business Administration with emphasis in Marketing, Finance and Real Estate. Larry A. Bacharach Mr. Bacharach is a Consultant II with GartnerGroup. His areas of specialization include quality ' control, organizational effectiveness and strategic planning, as well as public policy, legislative analysis and facilitation. He is experienced in benchmarking, surveying, and various statistical and general research methodologies. Prior to working with GartnerGroup, Mr. Bacharach led the State of Connecticut's Office of Policy and Management in developing a vision of customer -driven state government. Mr. Bacharach's work included consensus - gathering and formulation of a program mission, a ' strategic vision document and an implementation plan to modemize service delivery between state permitting agencies and the regional business community. Mr. Bacharach also worked as a Program Director in Governmental Affairs for the Los Angeles Area Chamber of Commerce. As a Program Director he represented the southern California business community before regional, state and federal agencies on issues of air quality and water reliability. He also participated in the formation and writing of the nation's first multi- industry pollution trading market — the Regional Clean Air Incentives Market (RECLAIM), and created and directed a statewide initiative to streamline three -way communication between the environmental community, the business community and the EPA. Education: Mr. Bacharach received a Master of Business Administration degree from the Yale School of Management with emphases on management of the public sector, management of the non - profit Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting sector and strategy. Mr. Bacharach also holds a B.A. in Quantitative Economics and Decision Sciences from the University of California at San Diego. ' Amy C. Lesch I' Ms. Lesch is a Consultant II with GartnerGroup. Her areas of expertise include telecommunications strategic initiatives, local competition issues and domestic spectrum policy. She is experienced with wired telecommunications, voice processing systems, wide area networks and customer premise equipment. Her expertise extends to creating and assessing service levels and functional requirements governing these systems. ' Ms. Lesch has performed telecommunications needs assessments for California and Arizona public sector clients, identifying future requirements and developing recommendations to improve telephone service and operations, infrastructure and organizational approaches. Her ' work has resulted in recommendations to clients regarding change to internal telecommunications and wide area infrastructure as well as commercial service components, and end user equipment standards. She has also provided client recommendations for technological I' advancements, such as voice processing systems, to assist in the improvement of overall service delivery and business processes. Ms. Lesch has worked on national and state levels in technical planning and development, policy and program implementation, contract negotiations and administration. She has authored numerous market analyses assessing impacts of regulatory policy on technology as well as summaries of industry positions on leading policy proposals, including standards- setting impacts to the customer premise equipment. Prior to joining GartnerGroup, Ms. Lesch held positions with the Federal Communications Commission in Washington D.C., the Oregon Department of Transportation and was a Fellow at the Eagleton Institute of Politics in New Jersey. While at the Federal Communications Commission, Ms. Lesch was a member of a team that developed one of two Commission orders ' implementing interconnection and local competition provisions of the Telecommunications Act of 1996. She also staffed the implementation of spectrum auctions. On the state level, Ms. Lesch developed telecommunications industry workforce policy recommendations for New Jersey's Board of Labor. In Oregon, she was project manager for the state's first design -build project, an experimental contracting approach with the Federal Highway Administration. Education: Ms. Lesch received her department's highest merit award while earning a Master of Arts in Politics from Rutgers University. She holds a Bachelor of Arts in Planning, Public Policy and Management from the University of Oregon's School of Architecture and Allied Arts. Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting The following project references reflect both the breadth and the depth of experience of GartnerConsulting. We take particular pride in that we complete our assignments on time and that we are repeatedly selected by the same clients to assist them on additional projects. In the interest of brevity, only a handful of many successful GartnerConsulting projects are listed here. If you require additional references, we will be happy to prov."e a more extensive list of recent reference projects. Also, please note that many of the below projects are listed as having been completed by The Warner Group. The Warner Group, which was founded in Woodland Hills, California, in 1980, merged with GartnerGroup in August 1999. The Warner Group has added its expertise and experience to that of GartnerConsulting, thereby forming the leading public sector communications and technology consulting practice in North America. State Agencies • California Alcoholic Beverage Commission • California Center for National Lands Management • California Commission on Peace Officer Standards and Training • California Community Colleges • California Department of Conservation • California Department of Corrections • California Department of Developmental Services • California Department of Food and Agriculture • California Department of Forestry and Fire Protection • Califomia Department of General Services • California Department of Information Technology • California Department of Justice • California Department of Motor Vehicles • California Department of Social Services • California Department of Transportation • California Department of Water Resources • California Employment Development Department • California Family Study Center • California Franchise Tax Board • California Governor's Task Force on Information Technology Policies and Procurement • California Health and Welfare Agency Data Center • California Highway Patrol • California Office of Statewide Health Planning & Development • California Office of the State Controller • California Prison Industry Authority • California Public Utilities Commission • California Resources Agency • California State Board of Equalization • California State Employment Training Panel • California State Job Training Coordinating Council • California State Personnel Board • California State Police • California State Teachers' Retirement System • California State Water Resources Control Board • California Teale Data Center • California Trade and Commerce Agency • Florida Department of Law Enforcement • Indiana State Police • Mississippi Central Data Processing Authority • Mississippi Secretary of State Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting • Mississippi State Supreme Court • Mississippi State Workers' Compensation Commission • Montana State Department of Communications • Montana State Department of Labor and Industry • Nevada Supreme Court • Northern California Council for the Community Cities • Town of Addison, TX • City of Alameda, CA • City of Albuquerque, NM • City of Anaheim, CA • Town of Apple Valley, CA • City of Arcadia, CA • City of Arlington, TX • City of Aspen, CO • City of Aurora, CO • City of Azusa, CA • City of Benicia, CA • City of Beverly Hills, CA • City of Buena Park, CA • City of Burbank, CA • City of Capitola, CA • City of Cathedral City, CA • City of Cedar Rapids, IA • City of Chico, CA • City of Chino, CA • City of Chula Vista, CA • City of Claremont, CA • City of Colorado Springs, CO • City of Compton, CA • City of Concord, CA • City of Corona, CA • City of Covina, CA • City of Culver City, CA • City of Cypress, CA • City of Denver, CO • City of Dixon, CA • Oklahoma State Department of Public Safety • Oklahoma Workers' Compensation Court • University of California - Davis • Utah Department of Health • Utah State Division of Information Technology • City of Downey, CA • City of El Cajon, CA • City of El Cerrito, CA • City of El Paso de Robles, CA • City of El Segundo, CA • City of Fairbanks, AK • City of Fairfield, CA • City of Fontana, CA • City of Fort Collins, CA • City of Fort Worth, TX • City of Fremont, CA • City of Fresno, CA • City of Fullerton, CA • City of Garden Grove, CA • City of Gilroy, CA • City of Glendale, CA • City of Gunnison, CO • City of Hawthorne, CA • City of Hayward, CA • City of Henderson, NV • City of Hesperia, CA • City of Hillsboro, OR • City of Honolulu, HI • City of Huntington Beach, CA • City of Indio, CA • City of Industry, CA • City of Inglewood, CA • City of Irvine, CA • City of Jackson, MS • City of Kent, WA Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. i, GartnerConsulting • City of Laguna Beach, CA • City of Red Bluff, CA • City of La Habra, CA • City of Redding, CA • City of La Mesa, CA • City of Redmond, WA • City of Lansing, MI • City of Redwood, CA • City of Lemon Grove, CA • City of Reno, NV • City of Lemoore, CA • City of Roseville, CA • City of Lewisville, CA • City of Sacramento, CA • City of Livermore, CA • City of Salinas, CA • City of Long Beach, CA • City of Salt Lake, UT • City of Longmont, CO • City of San Bernardino, CA • City of Los Alamitos, CA • City of San Clemente, CA • City of Los Angeles, CA • City of San Diego, CA • City of Lynwood, CA • City of San Fernando, CA • City of Manhattan Beach, CA • City of San Leandro, CA • City of Marysville, CA • City of San Luis Obispo, CA • City of Milpitas, CA • City of San Rafael, CA • City of Mission Viejo, CA • City of Santa Ana, CA • City of Monroe, LA • City of Santa Barbara, CA • City of Monrovia, CA • City of Santa Clara, CA • City of Montebello, CA • City of Santa Cruz, CA • City of Monterey, CA • City of Santa Fe Springs, CA • City of Monterey Park, CA • City of Santa Monica, CA • City of Napa, CA • City of Santa Rosa, CA • City of National City, CA • City of Santee, CA • City of Newark, CA • City of Scotts Valley, CA • City of Newport Beach, CA • City of Seal Beach, CA • City of North Pole, AK • City of Seattle, WA • City of Novato, CA • City of Sedona, AZ • City of Olympia, WA • City of South Gate, CA • City of Omaha, NE • City of South Lake Tahoe, CA • City of Ontario, CA • City of South Pasadena, CA • City of Orange, CA • City of Sparks, NV • City of Orlando, FL • City of Spokane, WA • City of Oxnard, CA • City of Stanton, CA • City of Palm Bay, FL • City of Stockton, CA • City of Palo Alto, CA • City of Sugar Land, TX • City of Pasadena, CA • City of Suisun, CA • City of Petaluma, CA • City of Sunnyvale, CA • City of Phoenix, AZ • City of Tempe, AZ • City of Pico Rivera, CA • City of Topeka, KS • City of Pittsburg, CA • City of Torrance, CA • City of Placentia, CA • City of Union City, CA Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting • City of Upland, CA • City of West Monroe, LA • City of Vacaville, CA . City of West Sacramento, CA • City of Vallejo, CA • City of Whittier, CA • City of Ventura, CA • City of Wichita, KS • City of Victorville, CA • City of Winnipeg, Manitoba • City of Visalia, CA • City of Woodland, CA • City of Watsonville, CA • City of Yuba City, CA • City of West Covina, CA • Town of Yucca Valley, CA • City of West Hollywood, CA • City of Yuma, AZ Counties • Bernalillo County, NM • Salt Lake County, UT • Broward County, FL • San Bernardino, CA • Contra Costa County, CA • San Diego County, CA • Denton County, TX • San Joaquin County, CA • Douglas County, NE • San Luis Obispo County, CA • Fairbanks North Star Borough, AK • San Mateo County, CA • Honolulu County, HI • Santa Barbara County, CA • Humboldt County, CA • Santa Clara County, CA • Ingham County, MI • Santa Cruz County, CA • Kent County, MI • Sarasota County, FL • King County, WA • Shasta County, CA • Los Angeles County, CA • Shawnee County, KS • Maricopa County, AZ • Solano County, CA • Marin County, CA • Sonoma County, CA • Mono County, CA • Spokane, WA • Monroe County, FL • Stanislaus County, CA • Napa County, CA • Sutter County, CA • Nye County, NV • Ventura County, CA • Orange County, CA • Washoe County, NV • Ouachita Parish, LA • Yakima County, WA • Pitkin County, CO • Yolo County, CA • Placer County, CA • Yuba County, CA • Riverside County, CA Regional Agencies & Utilities • Apple Valley Wastewater Reclamation • Denco Area 9 -1 -1 District, TX Authority, CA • Florida Power Corporation, St. • Central Contra Costa Sanitary District, Petersburg, FL CA • Goodhew Ambulance Company, • Clark Regional Communications Riverside County, CA Agency, WA Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Departrnent only. GartnerConsulting • Los Angeles County Office of ' Education, HeadStart, CA • Heartland Communications Facility Authority, CA • Iberia Parish, LA • Los Angeles County Regional Criminal Information Clearinghouse, CA • Medtrans Ambulance, Los Angeles and Orange Counties, CA • Metropolitan Water District, CA ' • Midpeninsula Open Space District, CA • Monterey Regional Water Pollution Control Agency, CA • Net -4 Communications Center, CA • Novato Fire Protection District, CA • Orange County Water District, CA • Ouachita Parish Communications District, LA • Pikes Peak Regional Communication Network, Colorado Springs, CO • Sacramento Regional Fire/EMS Communications Center, CA • San Diego Data Processing Corporation • San Francisco International Airport, CA • Santa Cruz Consolidated Emergency Communications Center, CA • Shasta Area Safety Communications Agency (SHASCOM), CA • South Bay Regional Public Communications Authority, CA • Truckee Meadows Regional Planning Agency, NV • Victor Valley Wastewater Reclamation Authority, CA • Washington Natural Gas, Seattle, WA • West End Communications Authority, San Bernardino County, CA • Yolo County Communications Emergency Services Agency, CA GartnerGroup encourages the Fire and Marine Department to contact the following references to investigate past performance. Fairbanks, Alaska, North Star Borough We were selected by the Fairbanks North Star Borough to develop an Enhanced 9 -1 -1 and Central Emergency Dispatch System Plan. The Plan will serve the City of Fairbanks, City of North Pole, Alaska State troopers, the University of Alaska, and all of the Public Safety Responder agencies in the Borough. As part of the study, we reviewed the region's entire emergency communications infrastructure and considered the feasibility of consolidating call taking and dispatching with the Borough. We also assisted in the implementation of a state -of- the -art E9 -1 -1 system for the Borough and Fire Public Safety Agency Dispatch Centers. Contact: Mr. Bill Shechter Emergency Manager Fairbanks North Star Borough 3175 Peger Road Fairbanks, Alaska 99709 (907) 459 -1219 Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting County of San Diego We completed the design, procurement and phased implementation of an 83 million Regional Emergency Communications System for the County of San Diego and other local government agencies. The system, which will use 800 MHz trunked radio technology, is designed to serve San Diego and Imperial Counties' public safety and local government agencies and will interface closely with other regional radio communications systems. The system is based on two simulcast cells as well as multiple standalone trunked sites. Additionally, microwave, mobile data, AVL and Computer Aided Dispatch will be integrated with the 800 MHz trunked radio system. We also assisted the County secure the funding and financing for the project. We are currently assisting in the implementation of subsequent phases of the new system, including the development of approximately 1,000 mobile data and AVL devices. Add -on work includes support for CAD application software upgrade, development of financial and performance tracking systems, contingency planning and Y2K testing. Contact: Mr. Curt Munro Communications Systems Manager 9335 Hazard Way, Suite 105 San Diego, California 92123 (619) 694 - 3663/3903 Fax: (619) 694 -3433 City of Azusa The Azusa Police Department retained The Warner Group to develop a design and specifications for their remodeled communications center. We assisted in determining a direction for their voice and data radio communications and provided requirements and specifications to select their upgraded communications system. This scope of work included radio repeaters, remote voting ' system, consoles, workstation ftmiture, logging and quick recall recorders. We also provided facility recommendations and design assistance for their communications center and equipment room remodeling. The Police Department relocated into the new facility in 1998. Contact: Lt. Sam Gonzalez Azusa Police Department ' 725 N. Alameda Avenue Azusa, CA 91702 -0369 (626)812 -3209 Denco Area 9 -1 -1 District We assisted the region's 9 -1 -1 district perform a combined dispatching and emergency communications resources feasibility study. We examined the emergency dispatch resources of each agency in the County to identify the most practical and feasible approach to sharing systems and operations. Entire contents © 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Departrnent only. GartnerConsulting Contact: Mr. Mike Pedigo Executive Director Denco Area 9 -1 -1 District 250 S. Stemmons, Suite 260 Lewisville, Texas 75067 (214) 221 -0911 County of San Joaquin We assisted the County of San Joaquin in developing a communications strategy and plan for their new Jail/Administration Center. The new Center is designed to serve the Sheriffs Department and eleven fire districts in the County. The project included studying radio, data processing, telecommunications, organizations, CAD, E9 -1 -1, RMS and others. Contact: City of Sunnyvale Mr. Micky Pollack Communications Director County of San Joaquin 222 East Weber Avenue, Room 645 San Joaquin, California 95202 The Warner Group assisted the City of Sunnyvale to develop a Public Safety CAD/RMS Master Plan and perform a Radio Communications Study. The CAD/RMS Master Plan encompasses all aspects of Fire and Police services applications and includes an assessment of mobile data terminal requirements as well as E9 -1 -1. The Radio Communications Study includes planning for fixed radio equipment and replacement communications consoles. We recently completed the selection of CAD/RMS and radio communications software and hardware with the City. We aided with contract negotiations and with systems implementation. Contact: Commander David Gott Department of Public Safety City of Sunnyvale 700 All America Way Sunnyvale, California 94086 (408) 730 -7100 (209) 468 -2910 Entire contents ® 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. IGartnerConsulting GARTNERGROUP FINANCIAL STATEMENTS In the interest of brevity, only applicable sections of GartnerGroup's Fiscal Year 1998 Form 10- K are excerpted below. This information shall not be construed as sufficient for investment decision - making purposes. It is provided here only to demonstrate the extent and relative stability of the corporation for contract qualification purposes. The reader is highly encouraged to review the entire Form 10 -K on file with the Securities Exchange Commission. The entire report and recent quarterly financial reports are available on -line at www.sec.gov . UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10 -K ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Fiscal Year Ended September 39, 1998 Commission File Number 0 -15144 Gartner Group, Inc. (Exact name of Registrant as specified in its charter) Delaware 04- 3099750 (State or other jurisdiction of (I.R.S. Employer incorporation or organization) Identification Number) P.O. Box 10212 06904 -2212 56 Top Gallant Road, Stamford, CT (Address of principal executive offices) Registrant's telephone number, including area code: (203) 316 -1111 PART ITEM 1. Business. GENERAL - Gartner Group, Inc. ( "Gartner Group" or the "Company "), founded in 1979, is the world's leading independent provider of research and analysis on the computer hardware, software, communications and related information technology (`9T") industries. The Company is organized into two business units: GartnerAdvisory and GartnerMeasurement. GartnerAdvisory services encompass products which provide research and analysis of significant IT industry trends and developments. GartnerMeasurement services encompass products which provide comprehensive assessments of cost performance, efficiency and quality for all areas of 1T. The Company enters into annual renewable contracts for advisory and measurement services, and distributes such services through print and electronic media. The Company's primary clients are business professional users, purchasers and vendors of IT products and services. With more than 650 sales professionals in 80 locations, Gartner Group product offerings collectively provide comprehensive coverage of the IT industry to over 9,000 client organizations. The Company provides a number of other complementary products and services principally: GartnerConsulting. Consulting services provide customized project consulting on the delivery, deployment and management of high -tech products and services. Principal practices of consulting Entire contents O 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting services include Technical Architecture, Outsourcing Decision Support, Evolving High Technology Areas, Retainer Consulting Services and Vendor Consulting. GartnerEvents. Industry conferences and events provide comprehensive coverage of IT issues and forecasts of key IT industry segments. The conference season begins each year with Symposia, held in the United States, Europe and the Asia/Pacific rim. These events are held in conjunction with ITxpo[TM], a high technology teaming lab. Additionally, the Company sponsors other conferences, seminars and briefings. Certain events are offered as part of a continuous services s,.oscription; however, the majority of events are individually paid for prior to attendance. EMPLOYEES - As of September 30, 1998, the Company employed 2,972 persons. Of the 2,972 employees, 915 are located at the Company's headquarters in the Stamford, CT area, 1,132 are located at other domestic facilities and 925 are located outside of the United States. None of the Company's employees are represented by a collective bargaining arrangement. The Company has experienced no work stoppages and considers its relations with employees to be favorable. ' Entire contents ® 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GARTNER GROUP, INC. SELECTED CONSOLIDATED FINANCIAL DATA (IN THOUSANDS EXCEPT PER SHARE DATA) FISCAL YEAR ENDED SEPTEMBER 30, 1998 1997 1996 1995 1994 CONSOLIDATED STATEMENT OF OPERATIONS DATA: Revenues: Advisory and measurement $494,701 $ 396,219 $ 306,542 $ 235,867 $177,821 Leaming 18,076 21,314 12,219 1,301 - Other, principally consulting and conferences - 129,180 93,706 75,911 57,978 47,651 Total revenues 641,957 511,239 394,672 - 295,146 225,472 ' Total costs and expenses 498,420 3 94, 626 345,232 251,406 181,522 Operating Income 143,537 1 16,613 49,440 43,740 43,950 Minority Interest -- -_ 25 98 __ ' on sale of Garmerl-eaming (1,973) Loss Interest income, net 9,557 7,260 3,665 2,271 (2) - --------------------------------------------------------------------------------------------------------------------- Income before income taxes 151,121 123,873 53,130 46,109 43,948 Provision for income taxes 62,774 50,743 36,692 20,948 19,891 - ---------------------------------------------------------------------------------------------------------------------- Net Income 88,347 73,130 $ 16,438 $ 25,161 $ 24,05 ' =_ __- �_- -____$ - - - -$ =____ NET INCOME PER COMMON SHARE: Basic $ 0.88 $ 0.77 $ 0.18 $ 0.29 $ 0.29 Diluted $ 0.84 -------------------------- - - - - -- $ 0.71 - - - - -- $ 0 -17 - - -- $ 0.26 - - - - -- $ 0.25 - - - -- CONSOLIDATED BALANCE SHEET DATA: Cash and cash equivalents, and marketable securities $218,684 $ 171,054 $ 126,809 $ 95,414 $ 52,855 Fees receivable, net 239,243 205,760 143,762 112,159 102,509 Other current assets 53,152 48,794 39,579 28,655 22,940 - ---------------------------------------------------------------------------------------------------------------------- Total current assets 511,079 425,608 310,150 236,228 178,304 Intangibles and other assets 321,792 219,704 133,958 96,678 87,619 ' Entire contents ® 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. GartnerConsulting - ---------------------------------------------------------------------------------------------------------------------- Total assets $832,871 $ 645,312 $ 444,108 $ 332,906 $265,92 --------------------------------------------------------------------------- Current portion of long -term obligations -- $ 6,725 $ 5,877 Deferred revenues $288,013 $ 254,071 $ 198,952 161,001 131,031 Other current liabilities 126,822 118,112 92,456 87,483 62,829 - --------------------------------------------------------------------------------------------------------------------- Total current liabilities 414,835 372,183 291,408 255,209 199,737 Long -term obligations, excluding current maturities 6,419 Long -term deferred revenues 3,098 3,259 2,465 3,446 5,880 Stockholders' equity 414,938 - ---------------------------------------------------------------------------------------------------------------------- 269,870 150,235 74,251 53,887 Total liabilities and stockholders' equity $832,871 $ 645,312 $ 444,108 $ 332,906 $265,923 - - - - - -- -------- September 3Q 1998 - - - - - -- ^1997 -- - - - - -- 1996--- - - - - -- 1995 - - - - -- 1994 (1) Information provided for fiscal 1994 and 1995 does not include Dataquest, Inc. Information provided for 1997 and 1998 excludes Datapro. Prior year client organizations have been restated to exclude GarmerLearning client organizations. The Auditor of Record is: KPMG Peat Marwick LLP St. Petersburg, Florida Entire contents O 2000 Gartner Group, Inc. For internal use of City of Newport Beach Fire and Marine Department only. I 4d impr r, PROPOSAL "I Ali All .... Emergency Dispatch Services Technology and Management Information Systems Strategic Plan rw . V-1 I- impr r, PROPOSAL "I Ali All .... Emergency Dispatch Services Technology and Management Information Systems Strategic Plan -nip Emergency Services Consulting Group COST PROPOSAL SAL EMERGENCY DISPATCH SERVICES, TECHNOLOGY AND MANAGEMENT INFORMATION SYSTEMS STRATEGIC PLAN City of Newport Beach Fire and Marine Department Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach Newport Beach Fire and Marine Department Request for Proposals Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan Task Meet with Department Administrators- Define work/service product for entire proposal Review workload statitistics and dispatch operations Define and describe current goals, objectives, and performance measures for dispatch services Identify staffing needs and organizational structure for dispatch services Provide budget structure including personnel, maintenance and capital costs for dispatch services Review existing Police Department hardware and software solutions and operating policies for technology plan Provide recommendations on hardware /software solutions with costs to meet Department's stated needs Provide recommendations on personnel needs, classifications, qualifications and costs for technological solutions BUDGET Target Completion Date 03/24/00 04/07/00 05/12/00 05/12/00 05/19/00 04/07/00 06/16/00 06/23/00 Estimated Cost $3,000.00 $5,600.00 $7,300.00 $7,370.00 $8,240.00 $6,930.00 $7,960.00 $8,140.00 Subtotal $3,000.00 = $15,900.00 $23,270.00 $31,510.00 $46,400.00 $54,540.00 Provide recommendations 06/23/00 $7,300.00 $61,840.00 on technological solutions that will enhance current service levels; provide cost estimates Develop Strategic Plan that addresses the Department's Information Management needs to include: Assess Department business 04/07/00 $5,000.00 $66,840.00 needs that would be supported by information management upgrades or solutions Provide prioritized list of 06/16/00 $5,280.00 $72,120.00 recommendations for information management solutions for Department Provide analysis of existing 06123100 $4,470.00 $76,590.00 information management systems and their ability to meet the needs of the Department Provide recommendations 06/23/00 $5,280.00 $81,870.00 on personnel needs including positions and numbers necessary to meet the Department's information management needs COST QUOTATION Emergency Services consulting Group formally bids: $81,870.00 Actual expenses (travel, lodging, and meals), not to exceed: 6,200.00 Total bid for service, not to exceed: $88,070.00 The City of Newport Beach shall pay ESCG: Monthly based on work performed in the preceding month. PERSONAL SERVCIES CONTRACT This agreement made this day of , 2000, by and between the City of Newport Beach and Emergency Services Consulting Group (ESCG), doing business as a corporation in York, Pennsylvania, hereinafter called ESCG. WITNESSETH: That for and in consideration of the payment and agreements hereinafter mentioned and attached to be made and performed by the Fire District and ESCG, hereby agree to commence and complete the consultation and to provide the work described in the proposal and comply with the terms of the contract documents for the: EMERGENCY DISPATCH SERVICES, TECHNOLOGY AND MANAGEMENT INFORMATION SYSTEMS STRATEGIC PLAN hereinafter called the °project' for the sum of $81,870.00 plus expenses not to exceed $6,200.00. Total bid for service, not to exceed $88,070.00 ESCG will fumish all labor and other services necessary to complete the work relating to and including the development and administration of the planning process. ESCG hereby agrees to perform the work as specified by the City. The City of Newport Beach shall pay ESCG: Monthly based on work performed in the preceding month. This agreement shall be binding upon all parties hereto and their respective heirs, executors, administrators, successors, and assigns. The laws of the State of California shall govern this agreement. This agreement is an integrated writing, executed by the parties after negotiation and discussions of all material provisions. Either party has relied upon no inducements, concessions or representations of the fact,.except as set fourth in this agreement and the ESCG proposal. IN WITNESS WHEREOF, the parties hereto have executed, or caused to be executed by their duly authorized officials, the agreement is two (2) copies, each of which shall be deemed an original, on the first date written above. City of Newport Beach Emergency Services Consulting Group By: By: signature Bruce W. Caldwell, CEO title PROPOSAL EMERGENCY DISPATCH SERVICES, TECHNOLOGY AND MANAGEMENT INFORMATION SYSTEMS STRATEGIC PLAN NEWPORT BEACH FIRE AND MARINE DEPARTMENT Timothy Riley, Fire Chief Newport Beach Fire and Marine Department 3300 Newport Blvd. Newport Beach, CA 92658 -8915 Emergency Services Consulting Group ...a subsidiary of the GLATFELTER INSURANCE GROUP 25200 SW Parkway Ave., Suite 3 Wilsonville, Oregon 97070 Call (800) 757 -3724 Fax (503) 570-0522 MARCH 24, 2000 941, GGXesYhe0an d the Ihe, le—ee croup Emergency Services Consulting Group 25200 SW Parkway Avenue • Suite 3 • Wilsonville, Oregon 97070 -9616 • (503) 570 -7778 • Fax: (503) 570 -0522 March 15, 2000 Timothy Riley, Fire Chief Newport Beach Fire and Marine Department 3300 Newport Blvd. Newport Beach, CA 92656.8915 Dear Chief Riley: Emergency Services Consulting Group (ESCG), an Oregon based firm, is pleased to submit this proposal to develop a Dispatch Services Delivery Plan, a Technology Plan, and an Information Management Strategic Plan. We understand the importance of this engagement to the City of Newport Beach and appreciate your consideration of the enclosed proposal. Since 1976, ESCG has been involved in providing guidance and recommendations to emergency services organizations of all sizes throughout the United States, as well as in several foreign countries. Our expertise in evaluations, customer - centered strategic planning, cooperative efforts, health and safety evaluations, executive searches, assessment centers, and customized consulting has helped to improve emergency services in hundreds of regions and communities. Our proposal and project team reflect the interests and needs of communication operations. We have prepared a very detailed work plan that responds directly to all major components of conducting the study and review process. The tasks identified in the cost proposal reflect the necessary action steps that need to be taken in order to ensure a quality product. ESCG has a philosophy of maintaining active involvement within the emergency service disciplines in order to keep abreast of the rapid changes and complex issues that its client's face. ESCG has assembled a team of highly qualified professionals to conduct the desired scope of work. Our team includes: 1. A project manager with broad experience in public safety communication systems. The Project Manager, Art Walker, retired from the Oregon State Police as the director of the agency's Information Resource Services Division. Mr. Walker has extensive knowledge and experience in all aspects of evaluating communication and information systems. "Success is a Team Effort" ' 2. Mr. Robert Stevens provides a wide range of information, data, and financial ' analysis skills supported by a diverse 20 years of experience in public safety. Mr. Stevens provides a particular expertise that includes staffing, management plans, costibenefit analysis, workload and financial forecasting, ' and implementation of new communication and information systems technologies. 3. Mr. Mike Swanson, has extensive experience in local government providing financial, management, and strategic planning. ESCG has an excellent reputation for providing professional services to our clients. Our previous work demonstrates a commitment to excellence. Our proposal contains several references that we urge you to contact. We appreciate your consideration of our proposal, and look forward to assisting 1 the City of Newport Beach in this critical project. If you have any questions about our proposal or need more information, please call Art Walker at (503) 540 -7662 or myself at 1- 800 - 757 -3724. Sincerely, Bruce W. Caldwell, CEO I 1 1 1 2 Emergency Services Consulting Group TABLE OF CONTENTS ORGANIZATION PROFILE 3 BRIEF NARRATIVE OF THE FIRM'S QUALIFICATIONS 4 ASSIGNED STAFF PROJECT TEAM ORGANIZATION CHART STATEMENT OF APPROACH AND SCOPE OF PROJECT SCOPE OF WORK DEUVERABLES STATEMENT OF AVAILABILITY GENERAL REQUIREMENTS OF ESCG RELATED EXPERIENCE INSURANCE 5 C-i 9 10 15 15 15 16 18 BIOGRAPHICAL PROFILES 19 I Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach 'I Emergency Services Consulting Group How is one consulting firm "different" from the others? The United States is a great country. We have more choices today as to suppliers of our goods and services than ever before and anywhere else on earth. As guardians of the well being of your organization, you have difficult choices to make. The opportunity to be able to make choices in the marketplace of ideas is uniquely compelling, but may also be difficult when the differences between the choices are not always apparent. How is ESCG different from the multitude of consultants who appeal for vour hard earned dollars and precious time? At ESCG, each of us has walked a mile in your shoes. Each member of the consulting team is an experienced emergency services leader, chosen for their ability to make complex things simple, and simple things cost less. ESCG people are authentic fire and emergency medical services specialists. Yes, we have earned our graduate degrees, spoken at the major national and international conferences, and appeared with the "Who's Who" at the larger emergency services gatherings. More importantly, we have attended local and state government meetings, put together and lived within realistic budgets, and provided 24 -hour emergency services to our neighbors. Our staff includes extensive fire service experience and advanced academic ' degrees as well as professional training. But we also have experience on the other side of the desk, as commissioners and even as mayor. What this means is that we bring a balanced perspective when we evaluate your fire and EMS services. We know that you must meet the needs of the community to the best of your capabilities and with realistic resources. Our team will work with you and the department to examine your capabilities. We will identify any deficiencies, ' and will make recommendations for the highest and the best use of your resources — both human and material. How do we do a better mob than our competition? • We get to know you before we agree to provide services. If we are not sure that we can help you spend your time and money prudently and give you the quality of product that you deserve, we will decline the opportunity. Our record of satisfied customers is the result of believing in and practicing principles of honesty and integrity. • You determine when the job is done. At the beginning of every consultation or service, we work with you to produce a written and clearly understandable project outline that establishes exactly what you expect and the measures by which we will be judged. We provide you with ongoing progress reports, drafts of all documents, and include you in assembling final products. We stay with you until you say the job is done. This is the ESCG difference. Professionalism and Experience! Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach 2 ' Emergency Services Consulting Group ' ORGANIZATION PROFILE Emergency Services Consulting Group is a subsidiary of The Glatfelter Insurance Group, which is also the parent company of VFIS of York, ' Pennsylvania. Bruce W. Caldwell is the CEO and principal contact for Emergency Services Consulting Group. ' Since 1976, Emergency Services Consulting Group has been involved in providing guidance and recommendations to fire, police and EMS agencies of all sizes throughout the United States, as well as in several foreign countries. ' Historically, over 90% of our customers have come back to us for additional consulting or educational support. As evidenced by our partial client list, Emergency Services Consulting Group has worked with many organizations over the years, giving us a tremendous knowledge and experience base. Emergency Services Consulting Group's organization staff includes: ' ADMINISTRATIVE STAFF: Jack W. Snook President West Linn, Oregon Bruce W. Caldwell CEO McMinnville, Oregon ' Joe Parrott Senior Consultant Gresham, Oregon Janice Earl Office Administrator Wilsonville, Oregon Katie Perea Projects Coordinator Keizer, Oregon Don Milligan Conference Coordinator Monmouth, Oregon Tom Siegfried Marketing Director Altamonte Springs, Florida Thor Johnson Proposals Monmouth, Oregon DIRECTORS: Bruce W. Caldwell Fire McMinnville, Oregon ' Jerry R. Freshour Criminal Justice Monmouth, Oregon Alec Jensen EMS West Linn, Oregon ' REGIONAL MANAGERS: Jim McFadden Southwest Region Redding, California ' Stewart Rose Northwest Region Seattle, Washington Richard Trexler Southeast Region Colfax, North Carolina John Currie Canada Sidney, British Columbia ' ASSOCIATE MEMBERS: Ron Anderson, ID James Grady, IL Bill Maxfield, CA ' Frank Borden, CA Lex Haagen, BC Dennis Merrifield, FL Rodney Brown, OR Randy Iverson, OR Robert Stevens, OR Mike Conley, OR Jeff Johnson, OR Mike Swanson, OR ' Paul Danko, OR Conrad Kristensen, OR Art Walker, OR Jim Davis, OR Ron Lambert, BC A.W. Williams, OR George Goldbach, CO Jim Linardos, NV Jonathan Williams, PA Kyle Gorman, OR Mac Lockett, WA Kyle Gorman, OR Joseph Lynch, AL ' 3 Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach Emergency Services Consulting Group BRIEF NARRATIVE OF THE FIRM'S QUALIFICATIONS ESCG, a subsidiary of Glatfelter Insurance Group, is a national firm providing specialized, high quality, professional fire, police, and EMS consulting services to organizations throughout the United States and Canada. ESCG consulting is considered by many to be the nations leading source of consultation and training for the emergency services. Since 1976, Emergency Services Consulting Group has serviced the needs of emergency services agencies. We also work directly for municipalities, nonprofit organizations, and commercial providers of emergency services. We are looked at within the fire service community as being the "experts" in the field. This is confirmed by our on going relationship with the I.A.F.C. and the number of clients we serve from coast to coast. Products we provide including: Fire Department Evaluations, Mergers and Consolidations, Health and Safety Evaluations, Master, Strategic, and Growth Management Plans, Executive Searches, Assessment Centers and customized consulting has helped to improve emergency services in hundreds of communities throughout the country. Our innovative training programs are improving the way organizations and people work. ESCG's mission statement is to "serve and perform with quality in mind." We will accomplish this by providing the highest value of consulting services and educational programs, utilizing a team of professionals committed to offering highly beneficial programs covering current and anticipated fire, police, and emergency medical services issues and needs. All of ESCG's Field Associates are active practitioners in their respective fields, with many involved in highly visible and responsible national leadership positions. We understand your issues, challenges, and responsibilities and offer proven methods to improve your effectiveness. When engaged, all work progress is measured against a work plan, timetables, budget, and deliverables. During the project, team members confer frequently to discuss progress as well as new or unanticipated issues. Our project management methodology ensures that services and activities are efficiently conducted and are focused, coordinated, and logical. All project team members are available for the duration of the project. Ultimately, ESCG's CEO Bruce Caldwell remains fully responsible for the timeliness, quality, and overall content of the final work product. ' Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach a 0 Emergency Services Consulting Group ASSIGNED STAFF Personnel assigned to this project are selected from the experienced emergency services practitioners who are formally engaged in an ongoing relationship with Emergency Services Consulting Group. Our consulting services are provided by a team of professionals, the project team, supervised by a project manager. Full - time staff members and clerical personnel support the project team and its manager. The combined resources ensure that you receive the best possible combination of professional attention. ROLES AND RESPONSIBILITIES ' Proiect Manager The project manager shall oversee, direct, coordinate, and control all work that is ' done. He shall provide liaison with the representative identified by the project advisory committee be responsible for the content and quality of the project, make necessary presentations, and ensure that the project is completed in a timely fashion. Proiect Team The project staff, selected for their relevant experience in the service to be provided, is assigned specific responsibilities related with elements of the project. Our consulting methodology ensures that the desired results are efficiently delivered and that the customer's objectives are met. The work of the project team staff is provided to the project manager for review, collation, and for interface with the representatives of the involved communities. Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach 1 11 1J 0 Emergency Services Consulting Group PROJECT TEAM ORGANIZATION CHART ' CITY OF NEWPORT BEACH ' FIRE AND MARINE DEPARTMENT DEPARTMENT'S CONTACT ' PERSON ESCG'S PROJECT MANAGER ' ART WALKER Percent of project time - 70% PRODUCTION SUPPORT ' KATIE PEREA THORJOHNSON ' PROJECT TEAM MEMBERS MIKE SWANSON ' Percent of project time — 20% BOB STEVENS Percent of project time —10% ' We have proposed a project team headed by senior consultants highly experienced in undertaking emergency services studies. ' Project Manager: Mr. Art Walker. Mr. Walker has over 25 years experience in public safety. He is retired from the Oregon State Police and was the director of ' that agency's Information Resource Services Division, which was responsible for the design, installation, repair, and maintenance of over 100 remote radio site, portable and mobile voice radios, mobile data radios, Automatic Vehicle ' Location /Global Positioning Satellite system, and Mobile Data Computers. Mr. Walker planned, organized and directed the consolidation of 26 separate ' dispatch operations into four, then three regional dispatch centers, providing statewide dispatch services for the Oregon State Police and other public safety providers. He authored the original SOP's and operating manuals, directed the ' selection and hiring process, set standards, testing procedures, wrote the class specifications and position descriptions, designed the Regional Dispatch Centers and acted as project manager during their construction, installation, and setup. ,' Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach Emergency Services Consulting Group He has authored and administered policies and procedures for dispatch centers, developed RFP's, handled procurement and negotiation for CAD systems and dispatch center equipment, designed dispatch centers, computer rooms and wiring and equipment layouts for both. He has acted as system administrator and manager for a statewide CAD system. He has extensive knowledge of computer systems including mini - computers, personal computers, and the interconnecting networks, telephone, paging, and cellular telephone systems. He has worked with E911 implementations and has managed the replacement of existing console equipment to that which supports E911. In his role as a consultant, he has researched, analyzed, and made recommendations for the complete restructure of government organizations, predicated on their ability to better serve their customers. He is an expert in evaluating 911 and communication center staffing, conducting workload analysis, and determining total staff needed per position, per shift. He has also developed a methodology for determining a dispatch to field ratio for personnel. He has planned and designed radio system conversions and provided for frequency coordination and licensing for various bands within the public safety radio spectrum. He is familiar with and works with a variety of different manufacturers and vendors of radio system equipment. Mr. Walker was appointed by the governor of Oregon to serve as a member of the Law Enforcement Data Systems (LEDS) advisory board. As a member of this board he was responsible for recommending programs and changes initiated by LEDS in support of Oregon's criminal justice system. Mr. Walker was an original member of the Board of Public Safety Standards and Training Telecommunications Advisory Committee. The committee developed the training and certification standards for all public safety telecommunicators in Oregon, including an 80 -hour structured academy, on-the-job training standards, and yearly maintenance program. He is experienced in budget development for government agencies and can work with government customers in developing budgets to support their technical and personnel needs and follow that through the budget hearings and approval process. As project manager, Mr. Walker will be responsible for the technological aspects and the dispatch services. Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach OWEmergency Services Consulting Group Financial Analyst: Mr. Robert Stevens. Mr. Stevens has recently joined the Emergency Services Consulting Group as an Associate Member providing a wide range of information, data, and financial analysis skills supported by a diverse 20 years of experience in public safety. He began his career as a police officer in the U.S. Air Force, rising to an Air Staff position at the Pentagon. He established the community police analyst position for the Gresham Police Department and currently provides management services for the City of Gresham Fire and Emergency Services Department. Mr. Stevens has engaged in a wide range of research /analysis in advising public safety managers and policy makers on topics such as; basic departmental budgeting & staffing, management plans, performance indicators, serial levy projections, cost/benefit analysis, overtime analysis, workload & financial forecasting, police patrol deployment, fire station location, call load /response analysis, and the planning /implementation of new communication and information technologies. Mr. Stevens provides a particular expertise that includes, but is not limited to, an ability to conduct advanced, complex research/analysis and produce results in understandable and practical terms that allow police chiefs, fire chiefs, EMS managers, city managers, and elected officials to make sound and informed decisions. Additionally, he brings practical experience in introducing new communication and information technologies to public safety applications. Mr. Stevens will be responsible for, but not limited to, financial analysis, budget, impact analysis, and work load analysis. Consultant: Mr. Mike Swanson. Mr. Swanson's background includes ten years as the county administrator and budget officer for Clackamas County and also served as fire chief for the city of Mikwaukie. He has a Bachelor of Science, Masters Degree, and a Juris Doctorate from the University of Iowa. Mr. Swanson has facilitated several strategic planning processes. Recently ' completed planning processes include Snohomish County Fire District No. 8, Washington, City of Poulsbo Fire Department, Washington, and the Town of Oro Valley, Arizona. Mr. Swanson will be responsible for the strategic planning process. I, s Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach 0 Emergency Services Consulting Group STATEMENT OF APPROACH AND SCOPE OF PROJECT Emergency Services Consulting Group understands that Newport Beach Fire and Marine Department is engaged in a concerted effort to improve the quality of service that it provides to its users and customers. Fire and Marine Department has evaluated the present 9 -1 -1 system as it relates to fire and EMS and concluded that service levels provided by Metro Net and its structure do not and will not meet the current and future needs and expectations of the users and citizens of Newport Beach. Fire and Marine Department has assessed alternatives and formulated a plan that will take advantage of many of the technological improvements that are now being used by the Newport Beach Police Department, creating an in -house fire and EMS pre - arrival and dispatch operation using existing City facilities. By taking advantage of the new PRC Altaris CAD system, VESTA telephone system, and the 800 MHz CCCS radio system that is under development Fire and Marine Department can have a sound foundation to build on. The services of a professional consulting firm specializing in Public Safety ' Technology and Management Organization is being sought to validate the plan that has been developed. The consultant must analyze and evaluate the current and proposed systems and provide organizational, management, staffing, and ' technological assessments, and make recommendations for improving and enhancing the proposed changes. A plan for managing the change and providing for future needs must be included in this assessment. A strategic plan must be incorporated that will assess the information management needs of the department and ensure that any changes, upgrades, and enhancements that may be recommended occur in an orderly and seamless manner. This plan must provide for equipment improvements as well as address personnel needs that may be necessitated by such actions. The strategic plan will assess the capabilities of the Fire and Marine and Police Departments and may recommend changes that could both affect and improve the ability to singly or jointly provide enhanced information management services to the users and public. It will include estimated costs for upgrading and maintaining improvements and a methodology for obtaining funding. The current plan developed by Fire and Marine Department appears to be well conceived and designed. The operational concept is well defined and appears to cover all the bases that are desired by the Department. Emergency Services Consulting Group's responsibility will be to expand on the concepts if necessary, further define how they will be carried out, and make recommendations that can improve the effectiveness and efficiency of the new organizational and technical changes that occur as a result. 9 Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach ' Emergency Services Consulting Group SCOPE OF WORK ' A. Dispatch Services Emergency Services Consulting Group has reviewed the Department's ' proposal to provide emergency dispatch and communications services and offer the following solutions: • Emergency Services Consulting Group staff will meet with administrators and decision makers at the onset of this project. During those meetings the strategic direction, goals and objectives of this project will be addressed and the focus of the efforts of this analysis will be established. Copies of policy and procedure manuals, standard operating procedures, training manuals, city and department hiring regulations and procedures, union contracts, if any, current cost allocation formulas, past and present governance structure documents, any previous audit recommendations and other material that may be of assistance in determining the overall methodologies used by Newport Beach Fire and Marine Department will be needed to assist in the review and analysis. • Current operations at the Police Department will be reviewed by sit - downs, and observations of the functions and work being performed by staff. Once this detailed observation and information - gathering period is completed, comments, recommendations, and observations will be compiled and evaluated and compared against the goals and objectives set by the Fire and Marine Department. • Current operations at Metro Net will be reviewed and functions and work will be evaluated. The pre - arrival and dispatch procedures performed by that agency will be evaluated and compared against the service expectations of Fire and Marine Department and will help form the improved structure for the new operation. • Current and projected staffing levels will be evaluated utilizing a methodology that includes a detailed analysis of the job functions performed by each employee. During that analysis there will be some work found, whose functional need may be questioned by Fire and Marine Department. These functions will be listed at the conclusion of the job function analysis and presented to Fire and Marine Department's administrators. Since the Police Dispatch Center currently answers general business calls for the Police Department, animal and parking control and other agencies, it will be necessary for administrators to decide whether related Fire and Marine Department calls should be passed on to the new Fire and Marine Dispatch function, continue as now handled, or be shifted to another area of responsibility. Once that decision is made, the total workload factor based on position job functions will be determined. to Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach 'I Emergency Services Consulting Group • It will be necessary to obtain some historical data, and in cases where historical data is not available, some random samplings of time and quantitative information on each of the job functions. Such things as number of radio and telephone calls per shift and the average amount of time spent on each type of call will be needed to determine the total Fire And Marine Department workload. • Information from Police, Fire And Marine Department and Metro Net records on total vacation; sick, compensatory, training, military, and other leave used per year will be needed. Turnover rates, including time necessary for training before an employee is allowed to solo will be needed. In addition, the actual training time per employee that Fire and Marine Department would like have available should be included for this part of the study. • Copies of current policies and procedures, standard operating procedures, and training manuals will be reviewed during the operational analysis process. Since policies and procedures manuals are developed to ensure that tasks and procedures are all done in a certain way, based upon the needs of the agency, part of the process will focus on determining if the current policies and procedures are being followed, and if not, why not. Those that are outdated or no longer needed will be addressed in the analysis as well as recommendations on new or revised policies and procedures, standard operating procedures, or other practices that are in accordance with accepted standards, and/or the analysis shows a particular need within Fire and Marine Department. • All data will be utilized to determine how much time an employee is actually available to perform the functions of the job. This will determine how many people are needed to staff the center, based on workload and the parameters established by Fire and Marine Department. Since the overall review and analysis required of this proposal will be holistic in nature, the data compilation for total staff required will not be done until after training and organizational structure evaluations and decisions have been made. These figures will have a profound effect on staffing and will be included in the formula that is utilized in determining total personnel required. • Interviews, observations, and data will all be used in determining the final recommendations on the actual numbers of staff, per job position required. Such factors as the effect of shift length on the total number of employees needed will be documented and discussed with administrators along with alternative procedural methods to most effectively utilize employees on different shift lengths. 11 Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach 0 Emergency Services Consulting Group • The impact future technologies and changing demographics will have on the staffing requirements, training, workload, space allocation, equipment needs, and other factors will be reviewed, analyzed, and included in the final recommendations along with a methodology and plan to ensure that those expansion /replacement needs are met. • A model developed by ESCG staff will be used to link the number of dispatch positions to the number of field personnel served. This will permit a ratio of dispatch personnel to field members to be established that Fire and Marine Department can utilize to determine future staffing requirements as EMS, fire, and marine personnel are added in the field. The same criteria can be used for Police dispatch personnel if consolidation is the ultimate path chosen. • As part of the complete review and analysis of Fire and Marine Department as it currently operates, the entire governance structure will be evaluated and in concert with the mission, goals, and objectives defined by the Fire and Marine Department in the review process, recommendations made on what the structure should be. • The level and degree of service Fire and Marine Department and its users /customers demand, the relationship between Newport Beach Police and Fire and Marine Departments and the ability of the dispatch services structure to provide rapid, efficient and effective response to those demands will determine the recommended organizational structure. Consolidation of dispatch services with the Police Department will be considered along with utilizing independent but aligned facilities. The pros and cons, costs and other factors will be presented for each option. • Once structure, staffing, technological, and organizational plans are determined, the cost formula will be addressed. This cost formula will be determined by utilizing the elements defined under Scope of Work to prepare a budget structure that accounts for the personnel, maintenance and capital costs associated with employing the recommendations made in this proposal. 12 Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach Emergency Services Consulting Group B. Technology Plan Emergency Services Consulting Group will prepare a technology plan satisfying the reliability and redundancy criteria required in this proposal. The plan will ensure that there is sufficient capability to support the level of service established by the Department. Current technology will be assessed and any equipment that should be replaced, upgraded, enhanced, expanded, or added to take advantage of technological advances will be included in the assessment as follows: The existing hardware and software currently used by the Newport Beach Police Department, as well as their related operational policies will be evaluated as previously described. The review and evaluation will focus on how well the policies and technology meld with the priorities, goals, and objectives that are determined in the initial and subsequent meetings with Fire and Marine Department administrators. The Police Department technology and policy review will establish how effectively their present and future equipment, procedures and goals will meet the stated needs of Fire and Marine Department. It will include a complete evaluation of the current equipment and systems as specified in the Request for Proposals as well as any equipment that is planned for purchase and /or implementation. The evaluation will concentrate on how the Police and Fire and Marine Departments can develop and share technology that provides the highest level of service to both departments simultaneously. As part of the technology, service, and policy review Emergency Services Consulting Group will recommend any necessary upgrades or replacements that would be necessary to ensure that the hardware and /or software being used by the Police Department system is sufficient to meet the current service level requirements. Cost estimates for any such enhancements or replacements that may be necessitated by this evaluation will be provided if the Police Department systems are deemed to be unable to meet the Department needs. Emergency Services Consulting Group will make recommendations on the number, classification, and qualifications of personnel needed to support the current recommended technological solutions. Since recommendations on dispatch staffing will have been covered under the Dispatch Services requirements, recommendations relative to the technical support portion will be confined to technical and technical supervisory staff. Development of Class specifications and Position Descriptions can be included if desired. 13 Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach Emergency Services Consulting Group • Emergency Services Consulting Group will provide recommendations on technological solutions geared toward enhancing current service levels. Solutions that provide enhanced effectiveness, efficiency, and improved service delivery will be the focus of this segment of the proposal. Current and emerging technologies that include GPS /AVL, Incident Management applications, computerized mapping with floor - plan and Haz -Mat storage software, mobile data computers, personnel tracking systems, hand held communications devices and others will be included in the analysis of need, and cost estimates for each recommendation included. C. Strategic Plan Emergency Services Consulting Group will conduct a comprehensive assessment of the information management needs of the Fire and Marine Department as required by this proposal. At the conclusion of the assessment a Strategic Plan will be developed in concert with Fire and Marine administrators that will address the Department needs and result in a smooth and orderly technological and personnel implementation. • A thorough analysis and assessment of the business needs of Fire and Marine Department will result in recommendations on information management systems upgrades or implementations that will meet current and future needs. This assessment will include hardware, software, and personnel needs. • At the conclusion of the information management analysis and assessment a list of recommended solutions in order, from most important to least important, will be developed and presented in the plan. The recommendations will include suggested methods to achieve the proposed solutions. Emergency Services Consulting Group will work with Fire and Marine very closely on this segment to ensure that all concerns of the Department are met and addressed in this segment. • A thorough analysis of the existing management information systems capabilities of the Fire and Marine and Police Departments will be conducted to assess the individual and combined abilities to provide a product that meets the needs of the Fire and Marine Department. This analysis will be included as part of the overall information management systems evaluation and the results and recommendations will be included and incorporated into the final Strategic Plan. • As discussed, Emergency Services Consulting Group, as part of this study will develop any staffing changes or additions, including the number and classification of personnel. These recommendations will be incorporated into and made part of the Strategic Plan. la Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach Emergency Services Consulting Group DELIVERABLES ESCG will be responsible for the following specific deliverables in keeping with the schedule described below. 1. A technically and professionally competent report. 2. Two (2) copies of the draft report will be delivered for review of accuracy of obtained information. 3. Ten (10) professionally bound copies of the final reports. STATEMENT OF AVAILABILITY ESCG is available to start this project in the time frame as agreed to by the client and ESCG. We will engage sufficient numbers of personnel from our network of experienced consultants so as to ensure the project is completed on time and within the parameters agreed to. ESCG's project manager will work closely with the client's assigned project manager to review and approve the action plan, timeframes, and resolving any unforeseen problems that might arise during the study; provide a liaison between the project team and the Fire Department; develop contact list; scheduling meetings and providing meeting space; and review draft report. Monthly progress and status reports will be provided to the client's assigned project manager including summary of work completed during the previous month and percentage of project completion by task. GENERAL REQUIREMENTS OF ESCG A. ESCG shall not assign or sublet the whole or part of the contract without the prior written consent of the department. B. ESCG will not refuse to hire, discharge, promote, demote or otherwise discriminate in matters of compensation against any person otherwise qualified, because of age race, creed, color, sex, national origin, ancestry or handicap. C. ESCG agrees to complete the work as scheduled by the agency, or within a mutually agreed upon modified time period. Either party may terminate the agreement by giving 30 days written notice. ESCG is an equal opportunity employer. 15 Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach Emergency Services Consulting Group RELATED EXPERIENCE Calhoun Countv Communications Center ( Battle Creek, Michigan) ESCG was retained to evaluate the communication center as part of a regionalization emergency services study. Project Manager Diana Brandt - Schwartz. Contact: Rob Young, CEO /President Battle Creek chamber of Commerce 34 W. Jackson Street, No. 4A Battle Creek, MI 49017 Phone: (616) 962 -4076 Yamhill County Communications Agency — Oregon Contracted by the Yamhill County Communications Policy Board to evaluate, analyze and make recommendations of the various management and technological alternatives for the development of a public safety communications system. Project Manager Art Walker Contact: Sheriff Norman Hand Yamhill County 130 NE Baker Street McMinnville, OR 97128 Phone: (503) 434 -6500 Santiam Canyon Communication Center, Oregon ESCG conducted a detailed five -year strategic planning process for the purpose of assisting the .government council in determining the best choice of action for long term growth and stability. Project Manager Jerry Freshour Contact: Clayton Flowers, Director Santiam Canyon Communications Center PO Box 603 Stayton, Oregon 97383 Phone: (503) 769 -7189 Battle Creek (Michigan) Metropolitan Area Fire Agencies ESCG conducted an evaluation of five career and combination fire agencies and two public safety agencies. The study included the evaluation of suppression, EMS, and rescue delivery systems, and their emergency dispatch systems. Five of these agencies completed a strategic planning process facilitated by ESCG in January 1999. These projects were completed within projected costs. Project Manager, Bruce Caldwell. Contact: Rob Young, President/CEO Battle Creek Area Chamber of Commerce 34 West Jackson Street, Suite 4A Battle Creek, MI 49017 Phone: (616) 962 -4076 ' Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach 16 Emergency Services Consulting Group Greensboro (North Carolina) Area Fire Agencies ESCG conducted an evaluation of five career and combination emergency services agencies including suppression, rescue, EMS, and emergency communications for the possible merger /consolidation of some or all of the agencies. These agencies have recently completed a strategic planning process facilitated by ESCG. Both these projects were completed within projected costs. Contact: Deputy Chief Brad Cox Greensboro Fire Department 1514 N. Church St. Greensboro, NC 27045 Phone: (910) 373 -2187 Kodiak Island Area Fire Agencies ESCG was contracted by the Kodiak Island Borough to evaluate and determine the feasibility of the four departments including a U.S. Coast Guard base, regarding shared services or cooperative effort. Contact: Linda Freed, Borough Manager ' Kodiak Island Borough . 710 Mill Bay Road Kodiak, AK 99615 Phone: (907) 486 -9301 New Hanover County (North Carolina) Fire Agencies ' ESCG was contracted to evaluate all eight volunteer organizations, make recommendations, develop strategies and develop an implementation plan for ' future improvements. This project was completed within projected cost. New Hanover contracted with ESCG for additional implementation facilitation. Contact: Philip Kouwe, Fire Service Administrator New Hanover County 414 Chestnut Street, Room 307 Wilmington, NC 28401 Phone: (910) 341 -7420 1 ' >t7 Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach Emergency Services Consulting Group INSURANCE Emergency Services Consulting Group is a division of Glatfelter Insurance Group, the parent company of Volunteer Firemen's Insurance Services, York, PA. Under this arrangement, Emergency Services Consulting Group is self- insured well in excess of the $1,000,000.00 coverage requested. Emergency Services Consulting Group will provide all necessary certificates of insurance coverage upon award of contract. Respectfully submitted, Bruce W. Caldwell, CEO Emergency Services Consulting Group is Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach 0 Emergency Services Consulting Group BIOGRAPHICAL PROFILES ARTHUR O. WALKER EDUCATION • Jefferson High School, Portland Oregon • Portland State College • Electronic Countermeasures /Microwave Systems Repair School — Fort Devons, Maine • Capital Radio Engineering Institute • Electronic Engineering Technology • Northwestern University Traffic Institute • School of Police Staff and Command ' PROFESSIONAL ASSOCIATIONS • Association of Public Safety Communications Officials (APCO) • Northwestern University Traffic Institute — Alumni Association 1 II 'J Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach 19 PROFESSIONAL EXPERIENCE ' • United States Army Security Agency • Pacific Northwest Bell Telephone Line 1 & 2 Install- repair • Oregon State Police, patrol trooper — Division Director • Monart Associates, Incorporated — President • Communications Technology Systems Integrators ASSOCIATED PROFESSIONAL ACCOMPLISHMENTS 1 • Deputy State Medical Examiner • Oregon Board of Public Safety Standards and Training - Member • Telecommunications Advisory Committee - ' • Oregon Emergency Medical Services — Lifesaving Award ' PROFESSIONAL ASSOCIATIONS • Association of Public Safety Communications Officials (APCO) • Northwestern University Traffic Institute — Alumni Association 1 II 'J Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach 19 Emergency Services Consulting Group ' ROBERT STEVENS ' EDUCATIONAL BACKGROUND • Associate of Science: Criminal Justice, College of Great Falls • Bachelor of Acts: Public Admin /Economics, Montana State University ' • Graduate Studies, MPA: Montana State University Crime Analysis: Southwestem Law Enforcement Institute o Seminars/Training: International Association of Law Enforcement Planners ' • Numerous management and analysis training courses ' PROFESSIONAL EXPERIENCE • City of Gresham, Oregon (Management Services for both Police and Fire Departments) ' . Independent Consulting (Small to Medium Businesses, Computer & Financial) Yamhill County Fairgrounds (Office & Finance) • Linfield College (Director of Campus Security) • U.S. Air Force (Police Field, rose to staff position HQ USAF, Pentagon) ' MISCELLANEOUS EXPERIENCE • Member. International Association of Law Enforcement Planners • Member: Oregon Peace Officers Association Member. Oregon Fire Chiefs Association • Member. International Public Administration Association ' . Co- Founder. Cascade County Peace Officer's Association • Member.. ESRI User Group, GIS in Public .Safety. RECENT ASSOCIATED PROFESSIONAL ACCOMPLISHMENTS Computer Aided Dispatch (CAD) Steering Committee (City of Portland) Bureau of Emergency Communications Cost Allocation Formula Committee ' (City of Portland) Bureau of Emergency Communications MIS Steering Committee (City of ' Portland) Multnomah County Public Safety Technology Bond Steering and Implementation Committees • Gresham Stable Funding Committee (GO Bonds, Levies, Special Districts) • Geographic Information System (GIS) Steering Committee (City of Gresham) • Computer Standards Committee (City of Gresham) • Staff Liaison: Police Citizen's Advisory Committee (City of Gresham) • Staff Liaison: Fire and Emergency Services Citizen's Advisory Committee ' (City of Gresham) • Staff Liaison: (Fire & Police) Gresham Progress Board ' Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach zo 0 Emergency Services Consulting Group MICHAEL F. SWANSON EDUCATIONAL BACKGROUND • Juris Doctorate, University of Iowa • MA, University of Iowa • BA, Univeristy of Iowa • Graduate of. Rocky Mountain Program for Senior Executives in State and Local Government, University of Colorado • Graduate of Harvard Program for Senior Executives in State and Local Government, Harvard University • Certified Trainer, Transition Management, William Bridges & Associates 1 1 ' 21 Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach • Five years as Assistant County Counsel, Adams County, Colorado • Five years as County Administrator, Adams County, Colorado • Two years as Senior Trust Officer, Municipal Finance, First Interstate Bank of Denver ' • Ten years as County Administrator and Budget Officer, Clackamas County, Oregon • One year as interim Fire Chief, Milwaukie, OR MISCELLANEOUS EXPERIENCE AND ASSOCIATIONS • Past Member, Current Associate Member, ICMA ' • Past Member, National Association of County Administrators • Associate Member, Special Districts Association of Oregon • Past Board Member, Harmony House • Chair, Supporters of Lake Oswego Children, Lake Oswego School District • Past Board Member, Lake Oswego School District Foundation • Chair, Lake Oswego Citizens' Committee to Review City Boards and Commissions 1 1 ' 21 Proposal: Dispatch Services, Technology, and MIS Strategic Plan for the City of Newport Beach PARTIAL CLIENT LIST Alabama I= Chiefs' Association Alaska State Department of EMS Alaska Fire Chiefs' Association AMS, MA Amity Fue District, OR Anne Arndel County, MD Applegate Valley FD No. 9, OR Armstrong, B.C. Canada Auburn F.D., WA Aurora F.D., OR Bainbridge island, WA Bangor Fire Department, ME Banger Nuclear Sub. Base, WA Battle Creek, MI. area F.D.'s Beavercreek Fire Depaitment OR Beaverton, OR Bellevue Fue Department, WA Bend Fire Department, OR Benton County Fire Dist. No. 4 Black Diamond Fue District, WA Boise Cascade Corporation Boise Fire Department, ID Boring Rural Fire Dist , OR Brenham F.D., TX Brewer Fire Department, ME Bunill Lumber Co., Medford. OR CA Instructors. Association California Fue Districts' Association Calhoun Comm Center, CO Capitol Ciry (Juneau) F&R, AL Cariboo Regional District, BC Charleston RFPD, OR Chesterfield Fue Department, VA City of Sm Mateo, CA Clackamas Co. Fue Dist. No. 1, OR Clark Co. F.D. No. 1, WA Clark County Fire Dist. No. 2, WA Clark County Fue Dist No. 3, WA Clark County Fue Dist No. 4, WA Clark County Fue DisL No. 5, WA Clark County Fue Dist. No. 6, WA Cobasset Fue Rescue Dept-, MA Colorado Fire Chiefs' Association Coos Bay Fue Department OR Corvallis Fue Department OR Cowlitz County Fue Dist. No. 2, WA Dallas Fue Department, OR Deland Fue Department FL Devils Lake Fue Department, OR Dive Rescue International, CO E.M.S. Council, WA Ellensburg Fue Department, WA Fstero Fue Department, FL Estacada Fue Department, OR Fairbanks Fue Department AK Fairfax County Fue and Rescue, VA Fall City Fue Department, WA Fallon Fue Department NV Farmington Hills Fue Dept., MI Florida Training Officers' Assoc. Florida Fire Chiefs Association Fort Lewis Military last., WA Fort Lewis, WA Fina City Fue Department CA Frankfort Fue Department IL Garland Fue Department, TX Gaston Fue District OR Goshen Fue Department, OR German Township Fue Dept, IN Greensboro Fue Department, NC Greenwood Fire Department, IN Hanover, Germany Heminsion Fire & Emergency, OR Hesperia Fue Department, CA Hingham Fire and Rescue, MA Hoodland Fire District, OR Hun Fire/Rescue, MA LC.M.A. Idaho Division of Vocational Ed. Illinois Fire District Association International Assoc. of Fire Chiefs Intl. Sm. of Fire Service Institute Int'l. Training Services Institute Jackson Co. Fire Dist. No. 3, OR Jackson Co. Fire Dist. No. 4, OR Jackson Co. Fire Dist. No. 6, OR Jefferson County Fire District, OR Kent Fue Department, WA Ketchikan, AK King Co. Training Officers, WA King Co. F.D. $40, WA King Co. Juvenile Authority Kingwood Fue Department, TX Kirkland Fue Department, WA Kivap County, WA Klamath Falls, OR Kodiak F.D., AK Lake Tahoe Fire Dept, NV Lansing Fue Department. MI Lebanon Fue Department, OR Lewis County, WA Longmont Fue Department, CO Loveland Fue Department. CO Lyons Fue District, IL Maine Fue Chiefs' Association Malaspina College, Nanaimo, B.C. Maryland Firefighters' Association Mason Co. Fue Dist. No. 5, WA Mentor Fue Department, OH Michigan Fue Chiefs' Association Minnesota Mining and Man. Co. Minnetonka Fue Department MN Missouri Fue Chiefs' Association Mokena Fire Protection Dist., IL Montgomery County, MD Montgomery County, PA Montgomery County, TX Nanaimo Fue Department B.C. Nall. Vol. Firefighters' Association Nestucca Rural Fire Dept., OR New Lenox FP.D., IL New York Fire Chiefs Assoc. New Hampshire Fue Chiefs' Assoc. Newton Fire Department, KS Nichol Corporation Noribshom Fue Dept., WA Norwell Fue Department, MA Okeechobee F.D., NC Old Town Fue Depanmem, ME Olympia Fue Department WA Oneco Fue Department FL Oregon City F.D., OR Oregon City Ponce Dept, OR Oregon Fue Chiefs' Association OR Fue Standards & Accreditation Oregon State Ponce Oregon Training Otficas' Oregou Oregon Fue DiaL Dir. Assoc. Oregon Vol. FIF Assoc. Oro Valley (Town of). AZ Orono Fue Department ME Pacific fire Department, WA Pacific Power and light Company Palm Beach Co. T. O., FL Palm Beach Co. F & R. FL Paris Community Fire Dist., IL Pierce County Fue Dist No. 40, WA Plainfield/Rockford, MI Polk Co. Fue District No. t, OR Pon Townsend Fire Dept.. WA Pon Moody F.D., BC Ponderosa F.D., TX Post Falls Fue Protection Dist., ID Prince George Fue Dept., B.C. Private Satellite Network, Canada Pullman Fire Department, WA Racine Fue Department, WI Reedy Creek, FL Richland Fire Department, WA Riverside Fire Department, B. Roanoke Fire Department, VA Rochester Fire Dept., NY Sent!= Comm Center, OR San Gabriel Area Fue Depts, CA San Juan Fue Department WA Santa Cruz Fire Chiefs' Assoc., CA Scappoose Fue District. OR Scituate Fue Department, MA Seattle Fire Department WA Snverton Rural Fue Prot. Dist, OR Skagway Fue Department, AK Snohomish County F D No. S, WA Snohomish County F D.No. 4, WA Spokane County F D No. 1, WA Spokane County F D No. 4, WA Spring F.D„ TX Slayton Fin District, OR SL Helem's Fm Dist, OR SL Paul Rodeo, OR Sublimity Fire Department, OR Surrey Fire Department B.C. Tahoe City Fue District CA The Dalles Fue Department, OR Thurston County Fue Dists. 1,3,5, 9. 11,14 Truckee Meadows Fue Dist, NV Tualatin Valley F.D., OR U.S. Forest Service U.S. I= Administration United States information Agency United States Postal Service United Telephone Company Utah Fire & Rescue Academy, UT Vancouver Fue Department B.C. Vancouver Fue Dept, WA Vol. Fuefighters' Association Vol. Firemen's Insurance Services Walla Warta Fue Department WA Warrenton Fue Department, OR Wasco Rural Fue Dept, OR Washington Fue Chiefs' Assoc. Wakesha Co. Technical lost., WI Waterville Fue Department, ME Wayne Township Fue Dept., IN Western Fue Journal Western Fue Chiefs Assoc. Woodinville Fue & life Safety Dist. "SUCCESS IS A TEAM EFFORT" a 4 E S C G Custom Solutions to Complex Issues EMERGENCY SERVICES CONSULTING GROUP (ESCG) is a nationally known and respected consulting and training organization which has been providing professional services to the emergency service professional in almost every state and several foreign countries for over twenty -five years. ESCG acquired Management Development Institute in 1995. The resulting combination of resources enable a wide variety of programs covering current and anticipated fire, police and emergency medical service issues and needs. ESCG's philosophy is to maintain an active involvement Ilp, within the emergency service disciplines it services, in order to b fh d PRODUCT SERVICES • Customer Centered Strategic Planning • Fire/Police Department & EMS Agency Evaluations • Merger /Consolidation Feasibility & Implementation • Executive Search & Assessment Centers • Health & Safety Evaluation (NFPA 1500) • Strategy and Tactics Tabletop Simulator Training • Command and Control of Major Operations • Emergency Vehicle Driver Training Program • Quality Management & Re- engineering stay a reast o t e rape changes and issues that Emergency Services • Custom Designed our clients face. CONSULTING GROUP Workshops .a subsidiary of the Glatleller Insurance Group ESCG • 25200 SW Parkway Avenue, Suite 3 • Wilsonville, Oregon 97070 -9616 Phone: (503) 570 -7778 • (800) 757 -3724 • Fax: (503) 570 -0522 Emergency Services Consulting Group "Expect Excellence " • Over 22 years in business serving the public safety profession • Consultants nationwide and in Canada to serve you • Highly qualified, experienced consultants • Services customized to meet any need • The highest reputation and image • Guaranteed quality products • Maximum value Our team approach to providing solutions to complex problems is available to a broad spectrum of public safety practitioners. • Fire service agencies • Emergency medical service providers • Law enforcement agencies • Telecommunications • Private Security • City, county and state entities • Private providers Call our expert team today to discuss how we may be able to assist you. You'll be talking to the company who truly believes that "Success is a Team Effort" Visit our website: www.escgcorn 1 1 City of Newport Beach: 1 Emergency Dispatch Services, Technology and Management 1 Information Systems Strategic Plan 1 1 1 1 1 1 i 1 1 1 1 1 Emmack Cronan 1 Group, Inc. 1 COPY Reg-uesting Ageny: c City of Newport Beach Fire and Marine Department March 17, 2000 Emmack Cronan Group, Inc. i March 17, 2000 Chief Timothy Riley Newport Beach Fire and Marine Department 3300 Newport Blvd., PO Box 1768 Newport Beach, CA 92658 Dear Chief Riley: Our firm was pleased to receive an invitation to submit our proposal to provide the Newport Beach Fire and Marine Department with consulting services to prepare a dispatch services delivery plan, a technology plan, and an information management strategic plan. Our firm has substantial experience with the analysis, planning, and enhancement process for computer aided dispatch (CAD) and adjunct systems that support dispatch services. The Emmack Cronan Group (ECG) is a specialized consulting firm that has provided assistance to public safety and utility agencies in many areas. Our firm is located in Reno, Nevada and maintains a satellite office in Springfield, Missouri. The Emmack Cronan Group, Inc. (ECG) is a highly skilled consulting firm that specializes in project management, telecommunications and strategic planning for government and utility agencies. Our Project Teams are comprised of full-time consultants who have accumulated substantial knowledge of technological and management solutions for government and utility enterprises. For your review, we have provided a summary of our services, references, engagement background descriptions and detailed personnel resumes. In the following sections, you will find that our references include the following clients: ❑ Huntington Beach, CA. ❑ Lucas County, OH. ❑ County of Santa Barbara, CA. ❑ Tacoma Public Utilities ❑ City of Santa Clara, CA. ❑ Washoe County, NV. ❑ City of Reno, NV. ❑ Puget Sound Power ds Light ❑ City of Signal Hill, CA. ❑ City of Torrance, CA. ❑ City of Mountain View, CA. ❑ Larimer County, CO. • City of Henderson, NV. ❑ City of Estes Park, CO. ❑ Applied Materials, Inc. • Washington Natural Gas ❑ Douglas County, NV. ❑ City of Ft. Collins, CO. • TRW Credit Reporting ❑ Washoe County, NV. ❑ Redwood City, CA. ❑ Western Washington Utility ❑ Truckee Meadows Fire ❑ EKONA Radio Association Protection District Architecture +Planning ECG is a highly qualified firm with dedicated personnel and significant experience with public safety, government, business and utility agencies. Our team members have conducted technical and strategic planning projects in telecommunications, information systems and facility planning and design reviews. We have established a successful record of 9655 Gateway Drive 1335H E Republic Rd. Suite B Suite 104 Rena, NV 89511 1 Springfield, MO 65504 Fax (775) 852—q445 Voice: (775) 852 -9444 Far. (417) 823-7169 Voice: (417) 823 -7434 1 CHIEF RILEY PAGE 2 NEWPORT BEACH FIRE AND MARINE DEPARTMENT MARCH 17, 2000 accomplishment and we are well regarded by all of our current and previous clients. Our action oriented approach strives to move all projects forward in a timely and effective manner. ' The team of consultants proposed for projects of this nature will take advantage of our multi- disciplined backgrounds and blend unique perspectives from experience in government agencies and business settings. We strongly believe that mixing modem business philosophies in this type of engagement provides a refreshing viewpoint from traditional studies. t Again, we appreciate your consideration in this engagement. If you have any questions regarding our firm, please contact Mr. Stuart Cronan or Mr. Donald S. Emmack at (775) 852 -9444. Sincerely, EMMACK CRONAN GROUP, INC. TABLE OF CONTENTS 1 EXECUTIVE SUMMARY & TRANSMITTAL LETTER 1 11►1 � 1_ ' , I 1 �_ �_ ' : 1 y PROJECT TEAM AND ORGANIZATION 3 ENGINEERING PHILOSOPHY 4 PROGRESSIVE PHILOSOPHY 5 ' CONSULTANT FIRM INFORMATION & SERVICES 6 ' LEGAL NAME OF FIRM 6 TYPE OF ORGANIZATION 6 SERVICES 6 CORPORATE PROFILE 7 ' THE ASSIGNMENT 8 PROJECT METHODOLOGY 8 ' PHASE I - PLANNING & ANALYSIS 10 PROJECT INITIATION SESSION to CURRENT SYSTEMS REVIEw AND NEEDS ASSESSMENT 10 TECHNOLOGY ARCHTI'ECTURE CONCURRENCE 11 ALTERNATIVES AND OPTIONS ANALYSIS 11 MANAGEMENT PLAN AND ANTICIPATED COSTS 12 PREPARE FINAL REPORT 13 ' PHASE II - PROCUREMENT & NEGOTIATION 14 SPECIFICATION DEVELOPMENT & RFP 14 PROPOSAL ANALYSIS & VENDOR SELECTION 14 SERVICES CONTRACT NEGOTIATION 15 I DETAILED SYSTEM DESIGN AUDIT SYSTEM PURCHASE CONTRACT ASSISTANCE 16 16 PHASE III - IMPLEMENTATION 17 1 DEVELOP AND MAINTAIN PROJECT SCHEDULE PROJECT ASSL4TANCE/AUDTPING POST - IMPLEMENTATION REVIEW 17 17 17 ' OPTIONAL PROFESSIONAL SERVICES/TASKS 18 RFP DISTRIBUTION AND VENDOR MANAGEMENT DEVELOP STANDARD OPERATING PROCEDURES REVIEW AND ASSESS ASSOCIATED TECHNOLOGIES 18 18 18 ' PROFESSIONAL FEES 19 ' PROPOSAL AND SERVICES CONDITIONS: 19 REFERENCE SUMMARY 21 DETAILED CLIENT REFERENCES 23 CITY OF MOUNTAIN VIEW FIRE DEPARTMENT 23 CITY OF HUNTINGTON BEACH POLICE DEPARTMENT 23 LUCAS COUNTY OHIO 24 CITY OF RENO/COUNTY OF WASHOE, NEVADA 24 COUNTY OF LARIMER SHERIFFS DEPARTMENT 25 COUNTY OF SANTA BARBARA SHERIFF AND FIRE DEPARTMENTS 25 CITY OF HENDERSON UTILITY SERVICES DIVISION 26 APPLIED MATERIALS 27 WASHOE COUNTY REGIONAL RADIO SYSTEM 27 CITY OF TORRANCE POLICE DEPARTMENT 28 CITY OF SANTA CLARA POLICE DEPARTMENT 28 CITY OF HENDERSON JUSTICE AGENCIES 29 CITY OF SANTA CLARA COMMUNICATIONS DEPARTMENT 29 COUNTY OF SANTA BARBARA COMMUNICATIONS DEPARTMENT 30 CITY OF HENDERSON UTILITY SERVICES DIVISION 30 CASE STUDIES 31 ' COUNTY OF LARIMER, COLORADO COUNTY OF SANTA BARBARA, CA. 31 32 STAFF PROFILES 33 STUART B. CRONAN 33 DONALD S. EMMACK 34 GWBN BRANDENBURG 35 WIIJJAM L. DOOLITTLE 36 OTHER PERSONNEL 37 BENEFITS OF OUR PROFESSIONAL TEAM 38 ATTACEWNTS 39 UNIQUE PROJECT APPROACH ECG is experienced in a variety of project development settings and is capable of working in a multi- faceted role. Typically, we orchestrate our team members to provide "as needed" assistance to our clients depending on project complexity, organization goals and objectives and vendor relationships. However, for an assignment of this ' nature we prefer to present our resources as a consolidated team capable of providing assistance to your agency throughout the project life cycle. This approach has several substantial benefits: ' ❑ Continuity of personnel ❑ Improved project direction ❑ Cost - effective services ❑ Multi- disciplined assistance Cl A "center of knowledge' group ❑ Minimized learning curve of personnel Project Team and Organization Page 3 detailed qualifications of our personnel are presented in the following pages. A typical Project Team organization is depicted above in Figure 1. We anticipate that Mr. Donald Emmack will be the Partner -In- Charge of this assignment. Mr. Emmack would be assisted by Ms. Gwen Brandenburg, Mr. Stuart Cronan and Mr. William Doolittle. At this time, we have determined that project on- site time and research time would be equally distributed between our team members. Engineering Philosophy ECG understands the critical nature of information and communication systems. To this extent we are particularly aware of any situation that may minimize a selected vendor's respansii) ibes to "stand behind" their proposed product and/or service. ' At all times, we will strive to leverage the vendor's position, gaining greater advantage for our clients. If required, we may utilize our legal resources to codify terms and conditions in an effort to protect your interests during this engagement. I , P 11 1 Page 4 PROGRESSIVE PHILOSOPHY Based on our diverse experience, ECG has determined the significant benefits obtained by blending business insight with the reality of government operations. Typically, we utilize our services to coordinate unique approaches and recommendations that draw from our experience with government and business operations. The following diagram emphasizes this tactical approach. ECO EC6 Professional &axis oftsn clarifies PUBLIC S�FEfY PRIVATE ANWAeEMENT projects and providss significmt IDi01NLETJOE g10WLEDftE benefits. All projects require the unique MANAGEMENT S lmovbdQe of clime work teems or PERSONNEL GOALS AND REWIBEMBRB pladinmit seems in order to succeed. WELL INFORMED CLIENT DECISIONS ECO ADDED CONSIDERATIONS Project Management Issues operational Concerns Budgeting Tasb Phasing of Project Form of Project Team Vendor Management Analysis of Proposals Contract Negotiations Technical Analysis Systems Integration Payment schedules Overall Vendor Management ... . Management decisions need the direction and support of all involved personeaL Ownership of directives often gamen greater support for the Considerations brought up for review by independent firma, ofreu assist in prioritising goals, clarifying objective and answering 'what UP scenarios. Page 5 CONSULTANT FIRM INFORMATION & SERVICES Legal Name of Firm Emmack Cronan Group, Inc. 9655 Gateway Drive, Suite B Reno, Nevada 89511 (775) 852 -9444 Springfield Office 1335H E. Republic Road Suite 104 Springfield, Missouri 65804 (417) 823 -7434 Type of Organization Nevada C Corporation Registered Missouri Foreign Corporation Registered California Foreign Corporation Services Our firm is capable of providing complete consulting services throughout the entire lifecycle of a project. Typically, we have provided services in each of the following areas: • Identification & Definition of Objectives • Needs Assessment • Strategic Technology Flan • Product Education & Familiarization • Technological Budget Forecast ♦ Development of Spedfications • Evaluation of Bids or Proposals ♦ Grant Assistance • Contract Assistance ♦ Cost Analysis • Implementation & Project Management • Transfer of Knowledge • Technology Seminars Page 6 CORPORATE PROFILE The Emmack Cronan Group (ECG) is a professional consulting firm that provides information systems and communications consulting services to business, industry, utilities and public safety. The Emmack Cronan Group is a Nevada corporation with offices in Reno, Nevada and Springfield, Missouri ECG has municipal, county, utility and business clients throughout the United States. Our firm offers outstanding service to the public sector community due to our extensive background and experience. We have assisted corporations in planning for and implementing new and improved communications and information systems. We have guided agencies with the development of 800 and 900 MHz trunked and conventional radio systems, computer aided dispatch (CAD) systems, records management systems (RMS), mobile data systems, wide and local area networks, microwave and fiber optics. In addition, we have significant experience with business process re- engineering to enhance organizational infrastructures. Our full-time personnel have extensive experience in the communications and information systems fields. For each project, we assemble an interdisciplinary team to ensure comprehensive service to our clients. Therefore, we are able to consider the operational and functional issues with all assignments. ' The Emmack Cronan Group is not associated in any manner with vendors or service provider; of information systems, hardware or software. Due to our independence, we are able to provide objective viewpoints and alternatives that are most beneficial to the client's needs. An important service of the Emmack Cronan Group is to emphasize an action- oriented approach. Our project tasks and phases are specifically designed to ensure that consistent progress is made for aAassignments. One of the dynamic facets of our firm is to engage quality personnel with significant experience in industry, business and government. Clients of ECG anticipate and ' receive direct contact, supervision and guidance from all members of our assigned teams. ' Further details on our firm may be found on the Internet at: ' http://www.ecginc.com 11 1 Page 7 ' THE ASSIGNMENT The City of Newport Beach Fire Department currently relies on the Metro Cities Fire t Authority (MCFA) to provide complete dispatch services for it's Department. The Fire Department elected to join MFCA in 1996 and has determined that its association with MFCA is no longer suitable for the needs of the agency and community. In an effort to reevaluate operations, the Department drafted a high -level plan to improve services to the Newport Beach community by undertaking its own dispatch t services. It is anticipated that recovering the responsibility for dispatch services will o Shorten call processing times o Improve information and communications for field personnel o Remain cost effective when compared to a 3^d party service provider (e.g. MFCA). Recognizing the need to plan carefully, the Department has observed the success enjoyed by the Police Department after conducting a Management Information Systems Strategic Plan aimed at improving their emergency operation systems. As a result, the Fire Department has decided to retain the services of an experienced management consulting firm to assist and make direct recommendations regarding strategic and technical operations. PROJECT METHODOLOGY This section of our proposal responds directly to the services outlined in the Fire Department's Statement of Work However, we have taken the liberty to provide a services proposal that departs from the suggested tasks within the City's Statement of Work. Our proposed methodology will enable the Department to conduct a discrete analysis of the dispatch proposal, technology alternatives and strategic planning issues in a consolidated work plan. In summary, ECG fully supports the Fire Departments efforts to identify and plan for systems prior to selection and acquisition. We recommend that the Department consider merging the statement of work into one task of developing a Strategic Technology Plan for fire services. This Strategic Technology Plan would include all of the tasks and objectives identified in the City's Statement of Work. In addition, the plan would also identify: • Projected budgetary costs for system improvements • Management plan for systems upgrades or enhancements • Phased approach for any systems selection objectives • Target architecture components for technology • Risk analysis of reasonable alternatives • Tangible and intangible benefits summary. Page 8 ' Once the Strategic Technology Plan is complebe,.the Fire Department may elect (based on plan recommendations) to pursue upgrades, enhancement or shared systems through a two phased procurement process. ECG believes that we were the first consulting firm to design a multi- phased procurement process that significantly protects our client's interests. We have included a report related to this process in our Attachments. To review, ECG has proposed services for Phase I of the following. ' ❑ Phase I - Planning and Analysis (Strategic Technology Plan) ❑ Phase II - Procurement and Negotiation (Actual upgrade /enhancement process) ' ❑ Phase III - Implementation of Upgrades or Enhancements. 1 1 1 1 Page 9 PHASE I - PLANNING & ANALYSIS In this section, we present our work plan based on the statement of work items identified in the City's RFP. Project Initiation Session Tasks As a first step in this project, we will conduct a project kick -off meeting and strategic planning session with the Project Team The key reasons for this meeting is as follows: M • Introduce ECG Project Team members and staff • Review the overall project objectives, approach, and timetable • Formulate recommendations from your Project Team on the composition of focus groups for initial data gathering and needs analysis. We propose to maximize on -site time and suggest that research on functional objectives and technical systems and the Department's Proposed System commence immediately after the kick -off meeting. Therefore, we suggest that our first focus group sessions occur during the afternoon following a morning kick -off meeting. At the completion of this task our personnel should have a complete understanding of the team members interview schedules, and an action item list for the Current Systems Review. Completion Criteria Conclusion of kick -of meeting. Current Systems Review and Needs Assessment Tasks Building upon our preliminary work, the next step in the project will be to conduct the remaining focus group sessions and a technical assessment to estimate system needs based upon functional requirements. The focus of each meeting will be to document the needs of each group for comparison to available strategic and organizational objectives. We propose to organize each facilitated session as follows: • Review of project ' • Review and discussion of new dispatch proposal & present operations • Target operational and functional goals • Interface requirements for each area • Volume statistics • Technical concerns • Staffing issues • Training requirements • Coverage limitations and necessities by agency • Growth patterns and capacity requirements • Division and agency interdependencies • Maintenance provisions • Financial limitations and goals Page 10 1 • Interface requirements for each area • Volume statistics • Technical concerns • Staffing issues • Training requirements • Coverage limitations and necessities by agency • Growth patterns and capacity requirements • Division and agency interdependencies • Maintenance provisions • Financial limitations and goals Page 10 Goal • Facility requirements and backup systems • Other issues In addition, we anticipate that each focus group will include a high -level discussion on the current trends in technology and a review of some of the following items: • Enhanced Information Access • Internet Access and Resources • Document Imaging • Database Design and Related Issues • Network Management Issues We anticipate that our personnel will be on -site to conduct approximately 8 to 12 sessions with groups of 6 to 8 participants. We will schedule the sessions based upon the availability of your personnel. As is our usual practice, we suggest no more than 4 or 5 sessions per day. Concurrent with the focus group sessions, our personnel will review all available data regarding existing systems. As a result of this task, our team members will strive to have a workable understanding of existing systems and user requirements. Our first will use this information to craft our internal measures of existing needs and the potential alternatives available to meet current and future needs. Completion Criteria Completion of above interviews. Technology Architecture Concurrence Tasks The purpose of this task will be to document the needs and functional objectives of the Project Team. We will carefully examine our analysis of existing systems and the knowledge we acquired during our focus group sessions to create the strategic technology architecture for the Project Team During this task, our personnel will draft high -level objectives, a proposed implementation approach, necessary high -level configuration diagrams and interface frameworks. Goal At the completion of this task, our firm will submit a Status Report and summary of the potential Technology Architecture Definition to the Project Team. We will obtain user comments and incorporate changes by your Project Team before pursuing our next tasks. Completion Criteria Submission of Status Report to Project Team. Alternatives and Options Analysis Tasks The purpose of this task will be to document the alternatives available to the Fire Department. We will carefully examine our analysis of existing systems and the knowledge we acquired during our focus group sessions to develop and analyze the potential alternatives. We anticipate that there may be several alternatives to consider as part of this plan. Therefore, our team will review and document the most feasible Page 11 Management Plan and Anticipated Costs Tasks Producing the Strategic Technology Plan and estimated cost summary is one of the primary underpinnings of this project. During this task, our firm will carefully describe the methodology that should be undertaken, the reasons for recommendations as well as the costs that should be expected for any systems procurement. In addition, we will 1 carefully document any issues related to changes in dispatch processes and management issues that need immediate attention. Since we are familiar with the implementation of information and communications 1 systems we are able to account for many "hidden" costs that arise in many projects. We find that carefully documenting the plan for systems improvements dramatically increases the success of a project and minimizes unexpected problems during 1 procurement and implementation. Goal ' Upon completing this task our personnel will have the foundation from which to craft a meaningful plan to move forward in the selection and implementation of a sound approach. 1 Completion Criteria Submission of projected Management Plan with cost projections for selected alternative. 1 1 Page 12 options for presentation to the Project Team. Our assessment will include the strategic direction and planning that includes: ■ Fire dispatch proposal • Reuse of existing systems ' ■ Business needs ■ Shared systems and licensing ■ Future program changes ■ Third party systems ■ Retention and use of existing components • Backup and redundant systems ' s Risk elements of reasonable solutions ■ Privatization opportunities s Integration with networks • Financial considerations ■ Maintenance and support ■ Facility relocation and suitability 1 ■ Interface requirements for appropriate ■ Opportunities for phased systems implementations ■ CAD /RMS ■ Licenses /Permits 1 ' fictions ' p'l� Processing ■ Field Reporting (patient care reports) • Storage cis Retention 1 As part of our analysis we will include a discussion of the pros and cons associated with each primary approach, costs that could be anticipated and other pertinent items that are necessary to make an informed decision. 1 Goal The result of this project task will assist in leading our team towards the clear assessment of reasonable alternatives. Completion Criteria Submission of Status Report indicating primary project direction and options 1 considered. Management Plan and Anticipated Costs Tasks Producing the Strategic Technology Plan and estimated cost summary is one of the primary underpinnings of this project. During this task, our firm will carefully describe the methodology that should be undertaken, the reasons for recommendations as well as the costs that should be expected for any systems procurement. In addition, we will 1 carefully document any issues related to changes in dispatch processes and management issues that need immediate attention. Since we are familiar with the implementation of information and communications 1 systems we are able to account for many "hidden" costs that arise in many projects. We find that carefully documenting the plan for systems improvements dramatically increases the success of a project and minimizes unexpected problems during 1 procurement and implementation. Goal ' Upon completing this task our personnel will have the foundation from which to craft a meaningful plan to move forward in the selection and implementation of a sound approach. 1 Completion Criteria Submission of projected Management Plan with cost projections for selected alternative. 1 1 Page 12 Prepare Final Report Tasks The final task in this phase of the project will be to develop a Strategic Technology Plan for the Newport Beach Fire and Marine Department. At a minimum, the high level final report will contain the following elements: ■ Executive Summary a Alternatives Analysis and Solution Objectives ■ Anticipated Cost Analysis ■ Management Plan ' a Estimated Timeline ■ Functional Configuration Diagrams ■ Anticipated Benefits (Tangible and Intangible) ' a Backup and Redundant Systems ■ Privatization Opportunities ■ Maintenance and Support ' ■ Financial Considerations ■ Risk Elements for Reasonable Solutions ' The final report will be designed to support the organizational goals and directives of the Project Team. Typically, our strategic planning documents are designed to provide only necessary detail while focusing on long -tern[ planning related to technological issues and objectives. For the purposes of this proposal, we have included pricing for the production of a written report and one formal presentation. ECG is highly skilled at delivering seminars and projectguidance and we urge the Fire Department to consider receiving our finial report through an on -site Study Session with wmplete presentation materials. This process signil5cantlyreduces project rosts, provides an opportunityforshared information exchange with City Management and ' contains all of the elements of our written reports. Furthermore, the 00, may choose to videotape the Study Session to fonnallyrecord project team and management decisions. We would be pleased to discuss this option with the Fire Department. Completion Criteria ECG requests that client comments and changes regarding the final report be consolidated into one document for our review and modification. Submission of final report with user modifications shall indicate successful completion of Phase I. ECG will also prepare and deliver a high -level presentation summarizing report results. Pmjec-t Kxk-Off ' CuQmt Systeits Review & Needs Assessment Tednnology Anlriteaue Definition Altemative and Options Analysis �--� ' Ivtinag=erit Plan & Anticipated Costs ♦---� Firol Report Production - ---- -� Page 13 I I 1 1 I I 1 PHASE II - PROCUREMENT & NEGOTIATION Following the adoption and approval of the Strategic Technology Plan, ECG may provide procurement and implementation assistance. We have included a description of our proposed process for your review. In summary, ECG may assist in the following activities: • RFP and Specification Development • Proposal Analysis & Vendor Selection • Contract Negotiation(s) • Project Planning & Scheduling • Project Auditing & Management • Post Implementation Review . • Operating Policy Definitions These tasks are defined in greater detail below. Specification Development & RFP The first phase of implementing the Strategic Technology Plan may involve the development of the Functional Specifications for use in a Request for Proposal (RFP). I1 desired as a result of Phase I, ECG will prepare a RFP with Functional specifications for the review and approval of the City. Typically, our RFPs contain the following elements. In addition, we develop our documents to contain specific coded response sections that attempt to isolate and examine vendor software capabilities based on user requirements. Proposal Analysis & Vendor Selection Once the proposals have been submitted by potential vendors, our firm will assist with the evaluation and analysis of vendor responses. We will validate the vendors' presentation of their proposed solution and conduct an economic comparison of the potential solutions. Some of the important features we would consider in our assistance would be: Page 14 ■ Proposed Systems Approach ■ System Flexibility and Modularity ■ Documentation to be Provided ■ Interfaces to Existing Dispatch Equipment ■ Proposed Hardware Specifications ' ■ System Security Features ■ Training to be Provided ■ One -tune and Maintenance Costs ' ■ Implementation Plan ■ Vendor Expertise ■ Center and Vendor Responsibilities ■ Advantages of Proposed System • Proposed Contract Terms In addition, we develop our documents to contain specific coded response sections that attempt to isolate and examine vendor software capabilities based on user requirements. Proposal Analysis & Vendor Selection Once the proposals have been submitted by potential vendors, our firm will assist with the evaluation and analysis of vendor responses. We will validate the vendors' presentation of their proposed solution and conduct an economic comparison of the potential solutions. Some of the important features we would consider in our assistance would be: Page 14 ■ Vendor references and record of performance • Corporate stability • Technical considerations (e.g. coverage, reliability etc.) • Objective and subjective review of contractual, and performance responses • Comprehensive review of their coded responses to the functional specifications • Technical compliance A feature of our services is to work with the Project Team to conduct on -site demonstrations of the most qualified vendor's proposed solution. We strongly suggest that all ECG clients undertake a detailed assessment of the proposed solution through operational "scenarios" which can elicit the peak performance and potential difficulties for many systems. Based on this research, analysis, and vendor presentations, the Project Team should be able to select a finalist vendor for contract negotiations. At the conclusion of this task, our firm will produce a final Recommendations Report that summarizes x the findings of the Project Team and details all selection steps and data. This report will be designed to codify the process and selection for presentation to Management. ' Services Contract Negotiation ECG has conducted numerous contract negotiations for the acquisition of information technology in public safety and local government settings. We strongly believe that ' coordination, command structure, and control of resources is paramount to streamlining the process. Therefore, ECG will work with the Communications Center to establish a Project Committee that will serve from contract negotiations through implementation of systems. The Project Committee should include representatives from each technology discipline and include appropriate managerial resources. We encourage our clients to maintain this organization and reporting structure until project ' completion as an aid to historical information. At times, this is critical to personnel acceptance and integration of new technologies. ' During the contract negotiation phase, ECG would serve as a primary point of contact for technology questions and work /performance issues related to the vendor. We would strive to craft measurable performance objectives into the vendor contract and statement of work. 1 Page 15 ECG often encourages our clients to not purchase new technology systems without ' conducting a detailed system design (DSD) before complete procurement of the product. It has been our experience that complex procurements are often plagued by cost overruns, unanticipated customizations and other unforeseen difficulties that may ' have been avoided if a DSD had been conducted prior to purchase. Drawbacks to this approach include increased time for implementation and additional resources necessary for multiple service contracts. However, in some circumstances this approach can lead to greater project control, user awareness, and isolated cost variance. A DSD used with other tools such as performance based contracts, payment holdbacks, and functional acceptance testing may provide added security for project control. 1 Page 15 Detailed System Design Audit ' During this process, ECG team members will attend and audit the Detailed System Design (DSD) sessions facilitated by the selected vendor(s). Our attendance is designed with the intent of ensuring that the vendor manages the process with appropriate detail and business acumen. Project Team decisions are largely the responsibility of the assigned Project Team members. After completion of the DSD sessions, ECG will review the vendor deliverables and comment on compliance and suitability for the engagement. System Purchase Contract Assistance The tasks included in this phase assume that the vendor has delivered an appropriate DSD to the client with all necessary information for the client to make an informed decision. At this time, ECG will assist in the negotiation process from a technological viewpoint. Page 16 1 Page 16 II It I 11 PHASE III - IMPLEMENTATION Develop and Maintain Project Schedule ECG has served on several large scale implementation committees in recent years and has successfully worked with vendors and our clients to secure a process for managing project details. Our personnel typically utilize a combination of tools such as Microsoft Project, bi- weekly and monthly status reports, action item databases and monthly financial summaries to guide the project We believe that project meetings should be conducted at intervals that are appropriate to the pace of the engagement In addition, we suggest that the dissemination of information through pre - defined project channels enhances personnel awareness and gains project support Typically, we suggest that the overall project schedule and status reports be posted to City Intranets and potentially to local web pages for community access to view vendor progress. In addition, it is critical to institute a sign -off process within the project team to review vendor accomplishments as they relate to milestone payments and deliverables. Carefully managing the delivery and acceptance of vendor work is a significant tool that can be used to monitor progress payments. Project Assistance /Auditing Our business philosophy is to effect a transfer of knowledge to our clients during the implementation of a project We have found this to be particularly beneficial when the clients internal Project Manager is not able to be designated full-time to the project. To assist, ECG reviews all correspondence, detailed design sessions, vendor assignments, and works at the direction of the client Project Manager. In this capacity, ECG is often capable of providing objective insight into activities while remaining very cost effective for our clients. Typically, we provide our own status reports to the client Project Manager and make every effort to provide suggestions garnered from our experience. Post - Implementation Review ECG views post - implementation review as a two phased process. This first phase includes a concerted effort to complete system acceptance testing for contractual liability of the selected vendor. The second phase incorporates follow -up of remaining "punch list" items and an assessment of issues that have arisen since the development of the original specification documents and needs assessments. We have found that some of our clients purchase systems and then require additional functionality after the first system has been designed and implemented. While it is not possible to eliminate this situation, it is important to meet with end users and document future needs and requirements that may be incorporated into the recently installed systems via an enhancement process or general software release. Page 17 1 1I II OPTIONAL PROFESSIONAL SERVICES /TASKS RFP Distribution and Vendor Management Frequently, ECG clients request assistance for RFP distribution and management of vendors. ECG is capable of serving as a primary point of contact at this time. We would release the RFP, coordinate responses to vendor questions and facilitate on -site reviews if required. Develop Standard Operating Procedures Standard operating procedures for a new mobile data system are integral to the continued success of any implementation project. This task must be carefully coordinated and often led by internal technology support groups. ECG believes policies for contacting support, maintaining backups, purge criteria and similar items must be jointly developed and codified as part of this project If a third party MIS organization will maintain the ongoing systems, it is often necessary to negotiate a Service Level Agreement to clarify user and service personnel responsibilities. Our role would primarily be related to assisting internal technology groups with the development of practical procedures. Documentation to be managed by the client Review and Assess Associated Technologies We understand that the cornerstone to the implementation of new core applications such as CAD and RMS must be carefully integrated into existing and planned ancillary applications and systems. Therefore, our proposed methodology would be to incorporate vendor understanding into the planning process as early as possible. In order to minimize integration and interface costs, we would attempt to secure the mobile data vendors' assistance during the planning phases to identify costs and plan for technical difficulties. This process may be appropriately suited for a DSD phase before final contract purchase. At all times, we would seek to encourage a "partnership" atmosphere with the vendor and the Project Team. ECG anticipates no more than two days of additional assistance with limited follow -up research. Page 18 PROFESSIONAL FEES Our personnel would like the opportunity to meet your team and discuss specifics regarding our statement of work. We are aware of limitations imposed due to budget restrictions, grants and other financial considerations presented to public agencies. Therefore, we strive to provide quality, cost - effective services for each client. Our service fees range from $125 to $225 per hour, plus actual out -of- pocket expenses. The rate is based on the level and complexity of work performed. Our average rate is $131 per hour, plus expenses. We must stress that these costs are based on our experience with other clients and projects. We have provided fixed fees with the understanding that our hourly commitment shall not exceed 5% beyond the time allotted for any task In good faith, we understand that the City will endeavor to remit payment to our facility in 30 days or less from invoice presentation. Proposal and Services Conditions: • ECG also provides assistance to other local agencies, we will leverage our travel schedule to the best extent possible. • ECG's travel expense estimate assumes that out firm has ample time to pre -book cost effective travel arrangements. In addition, we may request a formal letter from the City indicating that we are providing service to a government agency. • Total project hours may be determined by multiplying the FM by the number of hours. • Focus group sessions and needs assessment anticipates 12 interviews, scheduled concurrendy. • Expenses based on an estimate of 21% of professional services. Ql)jy actusl our- of -mrl�t s-menae- s be billed, • FTE's will vary between assignment and represent a combination of on -site and off -site worts. Personnel assignment based on task, complexity and ECG discretion. • ECG CAN PROVIDE SUBSTANTIAL SERVICES DISCOUNTS (APPRO% 7 %) FOR FAVORABLE PAYMENT SCHEDULES. WE WOULD WELCOME THE OPPORTUNITY TO DISCUSS OPTIONS WITH THE CITY. PHASFS/TASffi FM Rotas Rate Fees Phase I - Planning &Analysis Project Imbation Session 2 10 $ - N/C Current Sysrelts Review & Needs Asscssurent 275 50 $145 $ 19,938 Technology /Ardutemm Cmanence L75 30 $145 $ 7,613 Alteo>adve and Options Analysis 125 34 $145 $ W4023 Martagernent Plan & Annapared Costs 2 16 $146 $ 4,640 Final Report Production 2 48 $145 $ 13,920 $ 62,133 Phase H - Ptonaemmt & Negotiation TBD after Phase I Phase III - Impietttemation TBD after Phase I Fuses FstirnatEd at 21% $ 12,477 Total $ 74,559 Page 19 SUMMARY Applied Matettats Eme[gettcy tAtnm^nications • Wrateglc Planning, Applied Materials Global Security Department • Radio Communications Planning • Information Systems Planning & Procurement ■ • CAD /RMS • CAD /RMS ' • GIS Systems Integration • Information Systems Plan & Procurement • Mobile Data Communications City of Henderson Utility Services Division • Meter Reading Plan and Procurement City of Reno Police Department City of Huntington Beach Police Dept. • Mobile Data Strategic Plan and Procurement City of Mountain View Fite Department • Information Systems Strategic Plan & Procurement ' • CAD /RMS City of Santa Clara Communications Dept. • Mobile Data System Selection and Procurement City of Mountain View Police Department • Information Systems Strategic Plan & Procurement • CAD /RMS • CAD /RMS ' City of Redding Police Department • Countywide Mobile Data Communications • Information Systems Plan & Procurement City of Redwood City Police Department • Information Systems Contract Negotiations 11 • CAD /RMS ' City of Reno Information Systems • Information Systems Plan & Procurement • CAD /RMS /CMS City of Reno Police Department • Information Systems Plan & Procurement • CAD /RMS ' • Mobile Data Communications City of Santa Clara Communications Dept. • Tntnked Radio Troubleshooting and Analysis City of Santa Clara Fire Department • IS Procurement and Contract Assistance • CAD /RMS City of Santa Clara Police Department • Information Systems Plan & Procurement RMS • Mobile Data Communications ' City of Signal Hill Police Department • Radio Systems Assistance • Information Systems Plan & Procurement • CAD /RMS Mobile Data Communications City of South San Francisco • Citywide Strategic Plan City of Torrance Police Department • Radio Systems Implementation a Mobile Data Communications County of Iarimer Sheriffs Department a Countywide Strategic Communications, Data & IS • CAD /RMS • Communications Center Staffing Analysis Page 20 �ounty or mania naroara t:ommusucaaotn Dept. • Countywide 800 MHz Strategic Plan County of Santa Barbara Shetiffa Department • Information Systems Procurement • CAD /RMS County of Shasta Sheriffs Department • Countywide Mobile Data Communications County of Washoe MIS • Information systems Plan & Procurement • Frame Relay Analysis University of Nevada, Reno Information Systems Plan and Procurement • CAD /RMS Tacoma Public Utilities • 900 MHz Imolementation Page 21 DETAILED CLIENT REFERENCES The following list provides a detailed explanation of the services provided by ECG. We have included telephone numbers and addresses of representatives where we have conducted similar assignments. City of Mountain View Fire Department The City of Mountain View conducted an evaluation of their current dispatch and records management requirements for the Fire and Police Departments. ECG was retained to assist in this endeavor and provided a Public Safety Technology Needs Analysis report In addition, we have been retained to assist the Fire Department with the acquisition of upgrades to current systems. Contact: Ms Sheryl Contois Communications Manager City of Mountain View 500 Castro Street Mountain View, CA 94039 (650) 903 -6824 City of Huntington Beach Police Department ECG has assisted the City of Huntington (leach Police Department with the procurement and implementation of new field reporting, mobile data communications and the negotiation and implementation of a year 2000 CAD /RMS system upgrade. ECG will also assist with the development of a CAD/ RMS request for proposal and the selection and implementation auditing of new systems. Contact: Mr. Jim Moore Manager, Budget and Research Huntington Beach Police Department 2000 Main Street Huntington Beach, CA 92648 (714) 536-5943 Page 22 Lucas County Ohio Recently, the Lucas County Board of Commissioners selected ECG through a competitive procurement process to assist with the development and implementation a countywide mobile data communications system Our personnel are currently in the process of procuring a Countywide Mobile Data System with the Participating Agencies in the County. Contact. Mr. Dennis Cole Director Lucas County 911 2144 Monroe St Toledo, Ohio 43624 (419) 213.6532 City of Reno /County of Washoe, Nevada � _J ECG conducted a detailed staffing study for the City of Reno Communications Center. Our firm was assigned to evaluate scheduling practices and the effects of the current operating environment in an attempt to reduce overtime and plan for operations that are more efficient. The Reno Communications Center provides dispatch services for many agencies in the region and successfully implemented our technique to reduce overtime on a monthly basis. In addition, ECG is currently assisting the following agencies with the procurement and implementation of a joint CAD /RMS and JMS information systems project. • City of Reno Police and Fire Departments • County of Washoe Sheriffs Office • Truckee Meadows Fire Protection District In addition, we are assisting the City of Reno with a joint County/City public safety radio communications system. Contact. Mr. Ron Glensor Deputy Chief of Police City of Reno Police Department P.O. Box 1900 Reno, Nevada 89505 (775) 334 -3860 Page 23 1 County of Larimer Sheriffs Department The County of Larimer Sheriffs Communication facility provides dispatch service for ' over 10 agencies within the County. ECG was retained to conduct an evaluation of current staffing requirements for the Center. We reviewed telephone and information ' systems data to develop over 10 staffing formulas for the Sheriffs Department to consider. Contact. Lt. Steve Bebell Larimer County Sheriffs Office 200 West Oak Street Fort Collins, CO 80522 (950) 4985122 ' County of Santa Barbara Sheriff and Fire Departments The Santa Barbara County Sheriff and Fire Departments are currently undertaking an upgrade to communications and dispatch systems. The Emmack Cronan Group assisted the County with the design of the request for proposal, vendor analysis and ' selection and a review of the County's new dispatch facilities design. I! Page 24 Contact- Mr. Malvin Parr Lieutenant County of Santa Barbara ' 4434 Calle Real Santa Barbara, CA 93110 (805) 6814144 I! Page 24 City of Henderson Utility Services Division The City of Henderson is currently in the process of implementing new information systems to support the Utility Services Division. This important project is key to the future growth of the City and its ability to support the necessary resources to provide for community needs and development. At a minimum, the City envisions that the Utility Services Division will implement new and upgraded information systems to support: o Utility Billing (water and sewer) o Interface to General Ledger • Service Order Management u Cash Receipts • Manual /Automated Meter Reading o Accounts Receivable At the direction of the City, our firm developed a comprehensive proposal to lead the Utility Services Division in the Implementation and Project Management of this important system. W. I? Mr. Wayne Robinson Manager Utility Services City of Henderson 240 Water Street Henderson Nevada, 89511 (702) 565 -2111 F Page 25 it ' Applied Materials Applied Materials (AMAT) is the world largest manufacturer of semiconductor development machines. AMAT has retained ECG to provide assistance with the procurement and implementation of a highly specialized Incident Management System 1 to assist with the coordination of emergency operations in their California Facilities. Contact.• Mr. Jim McMahon ' Director of Global Security Applied Materials 2881 Scott Blvd. ' Santa Clara, CA 95050 (408) 563 -5118 1 ' Washoe County Regional Radio System Emmack Cronan Group has participated in all aspects of this regional trunked 800 MHz 1 radio system and microwave infrastructure, intended to serve all public safety, School District, and Public Works voice radio communications for Washoe County, City of ' Reno, City of Sparks and the State Department of Transportation. ECG has performed as an active and member of the project team including developing technical design ' requirements, Request for Proposal, vendor selection, final design review and contract negotiations. The County has recently approved moving forward with implementation ' of this $15 Million project ECG will continue in a technical and project management role through final acceptance. Contact.• Mr. Ralph Jaeck, Assistant City Manager City of Reno Reno City Hall P.O. Box 1900 Reno, Nevada 89505 (775) 3342204 Page 26 City of Torrance Police Department The City of Torrance upgraded its Departmental communications systems. The Emmack Cronan Group has worked with the City and Department Project Team to identify and select the most appropriate radio communications and mobile data system upgrade for their department. We assisted the Department with contract negotiations, service level agreements and detailed design sessions for the implementation of new systems. Contact: Mr. Jim Herren Chief of Police Police Department City of Torrance 3300 Civic Center Drive Torrance, California 905M (310) 618 -5717 City of Santa Clara Police Department The City of Santa Clara Police Department is presently in the process of implementing a new state -of- the -art records management system. This system will integrate with the City's Communications Department CAD systems and other citywide networks. The Emmack Cronan Group is currently assisting the Department with the re-engineering of the information systems, RFP development, technical specifications, contract negotiations and implementation of systems. Contact., Mr. Charlie Arolla Chief of Police City of Santa Clara 1541 Civic Center Drive Santa Clara, California 95050 (408) 261 -5330 Page 27 City of Henderson Justice Agencies The Emmack Cronan Group (ECG) served as the overall project management consultant for the City of Henderson Public Safety and Justice System implementation. ECG conducted vendor negotiations, contract costing and assisted with the technical development of new systems. Contact. Mr. Tommy Bums Chief of Police City of Henderson 223 Lead St. Henderson, NV 89511 (702) 565 -2003 City of Santa Clara Communications Department ECG assisted the City of Santa Clara with the post implementation review of their citywide S00 MHz bunked radio backbone, the development of a citywide local and wide area network and the upgrade to existing mobile data systems. Contact., Mr. George Wood Director of Communications City of Santa Clara 1990 Walsh Avenue Santa Clara, California 95050 (408) 984 -3212 Page 28 County of Santa Barbara Communications Department ECG worked with the County to conduct a needs assessment and technical review of all government communications for the County. This project was directed at evaluating the costs and impact of a multi -user shared communications system supporting public safety as well as local government Contact.• Mr. Dennis Kirby Communications Mgr. County of Santa Barbara 4568 Calle Real Santa Barbara, CA 93110 (805) 681 -5580 City of Henderson Utility Services Division The Emmack Cronan Group (ECG) assisted the City Utility Services Division in the development of an RFP, selection and contract negotiation of an Automated Meter Reading system. The system will be comprised of a combination of touch -to read and radio based meter reading. ' Contact.• Mr. Wayne Robinson 240 Water Street Henderson, NV 89511 (702) 565 -2111 Page 29 1 Page 29 CASE STUDIES County of Larimer, Colorado The County ofLanmer Colorado provides emergency law enforcement, fire and medical services in the un- incorporated areas surrounding Fort Collins, Fstes park and Loveland Colorado. In 1995, the County of Ladmer retained theEmmack Cronan Group to conduct an m -depth evaluation ofits communication and call center facilities. Previously, the County ofLanmerhad experienced significant growth in calls for service and demand for the personnel in the communications center. As a result, there were personnel problems and a lack of resournes to assign to the existing call load. The Emmack Cronan Group was retained to conduct an in depth evaluation of this problem and identify potential alternatives for the County to consider. As a 6rststep in this engagement; ourpersonnel conducted an on -site evaluation of the communication facilities and detailed interviews with many personnel. In addition, we evaluated telephone call loading; typical call scenarios, existing equipment and other issues that could be a factor this situation. ■ As part of the analysis, our firm developed over twenty mathematical ' scenarios to evaluate call for service demand and available personnel hours in this particular communication center. Each of these models included sample data from peak activity periods measured in the previous sir months. In addition, our Sim factored in assumplions far contendon, personnel time and other issues that could effect the results Asa result of our researr& the County determined that the inability to handle projected call loads was due to the fOBOwmgfactors. • Age of oustingegtupment • Limited number ofpersonnel • Shd6nglevels dunngPeak activity pedods Our firm was retained by the County of Latimer and three adjacent cities to prepare a communication and information system strategicplan to assist their agencies into the year 2000. • Mr. Donald S. Emmack • Afr. Stuart B. Cronan • Mr. Steven Bandler . Communications Center Analysis Mr. Steven Bebell Lieutenant County of Larimer Sheriffs Department 200 West Oak Street Fort Collins, CO 80522 (970) 498 -5122 Page 30 County of Santa Barbara, CA. The Emmack Cronan Group has been retained by the County of Santa Barbara since 1,994 to assist their agencies with several different engagements includinp Communication Center analysis and planning. CAD /A FL RFP evaluation, CAD /AVL procurement and analysis, CAD /RMSimplementaton and Countywide Radio Communications Study. In 1994, the County of Santa Barbara conducted an internal review of their existing operations and communication systems. It was decided to procure new automated systems to meet the emerging needs of the County. Based on projections for call volumes and workload the County determined that a new communication and call centermust be developed to support future operations. As part of this process, the County of Santa Barbara conducted various site surveys and configuration evaluations to detenrune the most appropriate location for the new faciW. The County retained the Emmack Conan Group Inc. (ECG) to provide assistance with the design, procurement, contract negodadons and implementadon ofnewsystemhs and equipment. As a first step, our&rm conducted a detailed review of all architectural and engineering diagrams prepared for the building. Our charter was to analyze building diagrams for the following. • Floor space for . Problems with eristingequipment hardware Imadons • Ingressandegme in . Interface pouits and equfpmentroams derrnamabons • HVACsystem . Disasterreroveryplans operations • Potential points of . Electricalloadng failure • Mobile cmnmend Post opemdone a In addition, our firm worked dilrgendy with members of the County Communications Department to study the details of cable chase ways, antenna system des{, inter - facility telecommunications and other associated issues. In the third quarter of 1996 the County of Santa Barbara opened its new facility to support the !aw enfonrment; fire and emergency medical services communications center. This communications centerprowdes dispatch for the County ofSania Barbara government agencies in addition to several contract cities in the surrounding areas. The County of Santa Barbara is continuingits effort atimplementing new automatedsystems Presenty, the County Project Team with assistance from ECG is working to complete Detailed specificadon reviews, Systems integration and Training and cutover to live operations. Consultants: • Mr. Donald S. Emhmack • Mr. Stuart B. Cronan _...._ --- --- _ --- ---- ...._ ............. __ ... _ ..... _ ........... _ ................... __. &pRe of Project: • Communicators Center • CAD • RMS • County -Wide Radio _ .................. I.......... _ _ ........ _ ......... I ................... . ............................... Contact Representative: Mr. Dennis Kirby County of Santa Barbara 4434 Calle Real Santa Barbara, CA 93110 692 -5580 Page 31 STAFF PROFILES Stuart B. Cronan 1 C_ alif. State University ' Northridge B.A. Radio & Television Atlantic Richfield Manager, Nationwide Networks ' Ernst do Youno Senior Manager ' FCC Licensed Radio Technician 1 Mr: Cronan is a Prindpal of the Emmack Cronan Group, Inc. He specializes m large wireless communications, data communications and facility planning assignments with an emphasis on projectmanagementand data networking. His experience spans the publicsector, utilities, energy, banking; insurance and other private industry areas. With Emmack Cronan Group, Mr. Cronan has assisted several utilities, cities and counties develop improvements to their communications systems. He has also assisted in the design and selection of trunked radio system fora large utility with a service area over 4,5W square miles in the Northwest. Prior to founding Emrnack Cronan Group, Mr. Cronan was a manager with The Warner Group, a management consulting firm. At the Wamer Group Mr. Cronan was Project Managerforseveral large projects including radio communications plan for the entire State of Oklahoma. A& Cronan presented the results of the study to a State legislative committee on telecommunications. He also performed contractnegotiations, disaster recoveryplanning and organization studies for several clients including The City of Los Angeles. Forfive years he was with Ernst and Young where, as a senior manager was the practice leaderfor their Telecommunications Consulting Group specialiadngin strategic planning; business process re- engineering and network design. Earlier, he was Manager of Network Opera bons for Atlan tic Rich6eld Company's private, nationwide voice, data, and video network where he was em- ployed for eleven years. Mr. Cronan is actively participating in several professional com- munications organizations and has spoken at many conferences and seminars including the Energy Telecommunications and Electrical Association (EV7ELEC), Utility Telecommunications Committee (UTC), National Emergency Number Association (NENA) and Association of Pubbc Safety Commurucations Officers (APCO). He is a graduate of California State University, Northridge with a Bachelor of Arts degree in Radio and Television. Page 32 ' Recent Clients: County of Santa Barbara, CA. City of Reno, NV. CityofHenderson NV. ' County OfLarimer, CO. City of Santa Clara, CA. Applied Materials TRW ' Washington Natural Gas 1 Mr: Cronan is a Prindpal of the Emmack Cronan Group, Inc. He specializes m large wireless communications, data communications and facility planning assignments with an emphasis on projectmanagementand data networking. His experience spans the publicsector, utilities, energy, banking; insurance and other private industry areas. With Emmack Cronan Group, Mr. Cronan has assisted several utilities, cities and counties develop improvements to their communications systems. He has also assisted in the design and selection of trunked radio system fora large utility with a service area over 4,5W square miles in the Northwest. Prior to founding Emrnack Cronan Group, Mr. Cronan was a manager with The Warner Group, a management consulting firm. At the Wamer Group Mr. Cronan was Project Managerforseveral large projects including radio communications plan for the entire State of Oklahoma. A& Cronan presented the results of the study to a State legislative committee on telecommunications. He also performed contractnegotiations, disaster recoveryplanning and organization studies for several clients including The City of Los Angeles. Forfive years he was with Ernst and Young where, as a senior manager was the practice leaderfor their Telecommunications Consulting Group specialiadngin strategic planning; business process re- engineering and network design. Earlier, he was Manager of Network Opera bons for Atlan tic Rich6eld Company's private, nationwide voice, data, and video network where he was em- ployed for eleven years. Mr. Cronan is actively participating in several professional com- munications organizations and has spoken at many conferences and seminars including the Energy Telecommunications and Electrical Association (EV7ELEC), Utility Telecommunications Committee (UTC), National Emergency Number Association (NENA) and Association of Pubbc Safety Commurucations Officers (APCO). He is a graduate of California State University, Northridge with a Bachelor of Arts degree in Radio and Television. Page 32 ' Donald S. Emmack govemmentagencies. Prior to jommg the Emmack Cronan University of Southern Mr. Emmack is a principal of the Emmack Cronan Group, Inc. Project Manager for The Kamer Group. Mr. Emmack is a California He is a forayer Watch Commander, Smiorpolice Ofhiaer and Master ofpub&Admtnistradon computer manager for aSouthemCahliniapolice requested to present seminars on mobile data communications D1eChd Research, Government lnfonnation systems s Department where he was responsible for the instaUatron of &mmack has worked on the production of a seminar for County of Santa BarAmt,CA. EV7L, gC and UTC regarding Contrect Negotiations and Risk department information systems, and designed and coded Management. He has also conducted seminars on emergency Calif. Lutheran University applications. Mr Emmack also has experience m designing OtyofSanta Clang CA. ' Bachelor ofSdeyxr and programming micro and minicomputer systems for 7RW He is a graduate of California Lutheran University with a Maj. - Administration of.Justice municipal go vernment and business. Minor - Computer Science Mr. EmmacCg areas ofexper&e with the Emmack Cronan The Warner GrMR Grou mdude d Senior Consultant p eCuruyg communications and information systems requirements, performing system selection studies for Former Senior Police Officer fully miegrated systems and assisting to ensure successful and Reserve Officer implementation. Most recently Mr. Emmack has assisted several California cities and counties plan. design and implementstate -of- the- artcommunicaiions, computeraided dispatch and records management systems. In addition, he has assisted Applied Materials (an international computer corporation) plan fornewinfonnadon systems. Page 33 Mr. Emmack has significant experience with consulting for govemmentagencies. Prior to jommg the Emmack Cronan Group he worked forGve years as a Senior Consultantand Project Manager for The Kamer Group. Mr. Emmack is a h-equent speaker before organizations on the topics ofpubbc safety technology and communications systems. He has been requested to present seminars on mobile data communications and GISinterfaces atAPCOconferences. Mostrecently, Mr. Recent Clients: &mmack has worked on the production of a seminar for County of Santa BarAmt,CA. EV7L, gC and UTC regarding Contrect Negotiations and Risk City ofReno, CA. City of Henderson NV. Management. He has also conducted seminars on emergency County ofLarimer, CO. management communications for the Emergency Management OtyofSanta Clang CA. Exposition. Applied Materials 7RW He is a graduate of California Lutheran University with a Washington Natural Gas Bachelor of Science degree m the Adm,&ustradon offusdce and mmorm Computer Science. He also received his Master of Public Administration degree from the Uriversity of Southern California with directed research into the management of government computer systems. Page 33 Gwen Brandenburg UniversitXof Nevada, Reno I Ms. Brandenburg is a Consultant based in the Reno office of Bachelor ofArls the Emmack Cronan Group, Inc (ECG). She has experience Major - Psychology with mobile data, radio, E911, and dispatch projects Minor - Criminal Justice Truckee Meadows Community Ms. Brandenburg spent over a year workng as an intern for the Clayton Police Department, Qayton, Calffomla. She was College Fire Scierur also an mtem with the Washoe County Parks Service, and with the Reno office of the National ForestService. In addition, Ms. Clayton Police Department Brandenburg was the Nevada representative for Range Management at the 1994 National Convention. At the Internship convention, she made a presentation to the leaders of the Washoe County Park Service SoeietyforRange Management. In attendance was Bruce hreernshrp Babitt, Secretary of the Interior. Ms. Brandenburg was ranked National Forest Service fourth in the nation, among all of the state representatives lhtern p based on this presentation. With ECG, Ms. Brandenburg worked as lead consultant on an E911 enhancement Project for Washoe County, Nevada including multiple agenaes within The County . The Fmmack Cronan Group was contracted to assist with the enhancement, including migration to Phase land IT of the FCCs wireless E911mandate. ThisindadedanRFPandVendorse lecdon process for a regional Selective Router. ECG assisted Douglas County, Nevada with the Enhancement of the radio system for the East Fork Fire and Paramedic District that serves the entire county. Ms. Brandenburg was Recent Clients: instrumental m the interviews of all the Fire and paramedic Regional Dispatch/ personnel as well as the RFPprocess. EOC/Trafatngcenter. Reno Fire Department Ms. Brandenburg is currently working as a consultant on a Remo Police Department large scale CAD /RMSprojeci in Washoe County, Nevada. Washoe CouatY9Wnff9 Office This project mcludes multiple agencies and will encompass the TruekeeMeadoweFim pmhreprocess from RFPtoinpiementa tion. Sparks Police Department Sparks Fire Department East Fork Fire and Paramedic ECG was hired to assist Lucas County, Ohio With the selection District (Douglas County) pease and implementation of a large mobile data system. Wadwe County 911 Ms. Brandenburgparticipated in the interviews and data Lucas County, Ohio. collection of22 agencies. She is presently tracking the RFP Sheriffs Office process and the Vendor communications. 22 Regional Police /Fire Departments Ms. Brandenburggraduated from the University of Nevada, Reno with academic distinction. Her areas of specialty include criminal justice and psychology. In addition she attended Truckee Meadows Community College Fire Science Program. Page 34 William L. Doolittle Claremont Graduate University William L. Doolittle, a dedicated subcontractor, brings over twenty years of experience in state and local public safety and government Master ofBnsiness Administration operations. His areas of expertise include strategic technology University of Alaska Fairbanks planning, defining information technology and telecommunications requirements, performing selection studies for hardware, software, Bachelor ofBumbess Admi z&tration Business Management and vendor services, and implementing information systems, radio, William L. Doolittle & and telecommunications capabilities. He was previously affiliated Associates with The Warner Group, a GartnerGroup Company, in both the QVef F-vecutive OlEcer Information Technology and Communications Practice areas. Mr. Doolittle has extensive experience with public safety applications, The Warner Grong law enforcement and criminal justice records management, mobile `Names data computing, automatic vehicle location, geographic information systems, local and wide area networks, trunked and conventional radio communications and paging, computer system interfaces, information security, disaster recovery planning, and the design and installation of low voltage facility systems, including security, audio/vtsual, CCTV and voice and data telecommunications. Recent projects involved the strategic planning for countywide telecommunications services, a project which eventually expanded to reach the decision to outsource all information technology for the client. He has assisted in the implementation of several Enhanced 9-1-1 and PBX systems across the nation, (including central office upgrades) with projects ranging from two position PSAPs to 60 position communications centers, with up to five dispatch centers in the 9 -1 -1 routing network Additional projects have included the migration to Advanced Intelligent Networking (SS7) and coordinate -based location Recent Clients: information, as well as an assessment of 3 -1 -1 technologies. City of Et Segundo Police Mr. Doolittle is a graduate of the University of Alaska with a BRA in Department Management. During this time, he worked for the University's Fairbanks North Star Borough Department of Safety and Security as a Fire Fighter, Emergency San Diego County Sheriff Medical Technician -II, Dispatcher and Security Officer. He also San Diego County Regional Communications System holds a Masters degree in Finance from The Claremont Graduate State of California Department of University. Mr. Doolittle is a Certified Professional in Emergency General Services, Communications (ENP), Computing (CCP), Project Management Telecommunications Division (PMP). and Information Systems Audit (CISA), and holds FCC State of Montana Commercial and Amateur Radio Operator licenses. He has also Santa Cruz Consolidated earned certificates in Disaster Recovery Planning and Computer and Emergency Communications Network Security. He is a frequent presenter at national conferences Center on the topics of technology, project management, strategic planning and contract negotiations. He has been published in Communications Magazine, 9 -1 -1 Magazine, and the APCO Bulletin, submitting articles on mobile data and integration issues, communications center consoles, ergonomics, and CAD system interfaces. Page 35 Other Personnel In addition to the above individuals, ECG may include the services of the following consultants if required or as needed based on project scope. Ms. Julia Mandeville Damasco - Ms. Mandeville Damasco is an Attorney at Law who works with ECG during contract negotiations for information technology systems. She is a former Assistant City Attorney who specializes on procurement Agreements in the high technology field. Page 36 BENEFITS OF OUR PROFESSIONAL TEAM Zwei1anced All personnel we would assign to this engagement have Personnel significant experience with similar types of projects. Each team member is a full -time consultant, thoroughly knowledgeable in the consulting field and familiar with similar assignments. Cost Effective The Emmack Cronan Group is able to provide cost Services effective services by maintaining only experienced consultants. Consequently, there is only a minimal learning curve for our personnel. Our firm is flexible and continues to provide quality services through the insight and depth of our Project Teams. We have the experience and strength to provide dedicated resources based on client needs and requirements. Action Oriented The Emmack Cronan Group is committed to moving Approach projects forward in a confident and sure - footed manner. For each project, we strive to make consistent and noticeable progress to provide your agency with information as rapidly as possible. In this manner, our clients can more effectively make business decisions. Quality Service Each client engagement is acted upon with diligence from our qualified personnel. We leverage our comprehensive technical ability and management knowledge for each project phase. Useful A focus of the Emmack Cronan Group is to create useful Documentation documentation. We emphasize a teamwork approach with our presentation reports and design each document for continued reference. Through this approach, we are able to consistently move projects forward while accounting for as much technical detail as possible. Comprehensive We strive to ensure that there are no hidden surprises or Methodoloe v costs. In addition, we consistently validate and obtain your approval with each assignment in an effort to account for all project details. Page 37 ATTACHMENTS • ENTELEC Report • Letters of Recommendation Page 38 Risk Avoidance & Contract Negotiation Techniques For Information Technology Co- Presented By: Donald S. Emmack & Stuart B. Cronan Julia Mandeville Damasco Emmack Cronan Group, Inc. Attorney at Law 9655 Gateway Dive, Suite B Reno, Nevada 89511 (702) 852-9445 Fax (702) 852 -9444 Email• ecg@ecginc.com 275 Battery Sheet Suite 1420 San Frandsco, CA 94111 (415) 438.3934 Fax (415) 438 -3930 Emaff ju4a@damascolaw.com PLEASE NOTE. THIS ARTICLE CONTAINS NO LEGAL ADVICE. The contents within are only the opinions of the authors and should not be used without proper legal supervision. All contracts and agreements must be reviewed and approved by your legal council. ' INTRODUCTION During the past few years, many agencies and organizations have become aware regarding importance of risk avoidance when procuring large systems. As a result, the use of Risk Managers is increasing when procurements involve large financial expenditures. Currently, ' acquiring new information and communications systems in today's market can involve significant pitfalls for many utilities, municipalities and corporations. Improving the process for procurement can provide a substantial benefit to implementation, ongoing operations and the overall success of the engagement. In order to minimize risks in your procurement negotiation process, it is imperative to understand and include the following key elements at the commencement of any complex project. SCOPE OF ARTICLE ' With any long -term engagement, it is critical to establish the overall goals and objectives of your organization. As a result, we strongly recommend that any organization develop a Strategic Plan to document future plans, identify potential costs and obtain organizational concurrence regarding the implementation of information technology. The concepts discussed within this article assume that a Master Plan or Strategic Plan has been completed and serves as the foundation for the following methodologies and techniques. PROJECT TIMELINE Many large -scale projects follow a similar sequence of events from procurement through the ultimate implementation of information or communication systems. Typically, we recommend a four phased process for acquiring and implementing new systems. They are as follows: ' 1. The Acquisition Process is typically the first phase of any procurement. Usually the acquisition process includes a mechanism to identify and secure a vendor for consideration. 2. The Proof of Concept phase is designed to insure that the selected vendor can meet or exceed the requirements identified by your agency. 1 3. The Procurement Negotiation Process insures that the selected vendor has committed under contract to provide the product and services proposed for your agency. 1 LI 4. During Implementation Phase the vendor and client strive to insure a smooth implementation of new systems. In addition, the client should implement a compliance monitoring system in order to monitor vendor compliance with the terms of the vendor's agreement. Diagram 1 represents the process that we have recommended to clients in order to assist in protecting their interests. FORMING THE PROJECT TEAM A critical element in any procurement process is the formation of a Project Team. Members assigned to the Project Team must have the ability to understand their unique requirements, have the technical competence to Concept Acquisition 0 Pm=remwt DIAGRAM t Impkmentanon work with a vendor, and review the application or system to be introduced into the agency. Many times, we suggest the Project Team incorporate Platform Teams for each specific functional area that may be involved in the procurement negotiation process. A Platform Team is designed with a primary leader and a secondary leader. There may be one or many Platform Teams assigned to any particular project. The Project Team is comprised of the primary and secondary member of each Platform Team. Importantly, project team members need to have decision making capability and responsibility as well as technical expertise in their area. Diagram 2 depicts a sample Project Team and Platform Team. Many corporations and agencies omit the participation of legal staff until late in the negotiation process. However, a primary key to coordination of an engagement is to include legal council as early as possible. For example, it is helpful to understand legal limitations of the procurement process PROJECT TEAM pT am / /> Platform <Plat/oem� ' Platform Toa / \ Team Team T � Leader Teamr Team Leader DIAGRAM 2 LTeAMUIISmw early in the Acquisition phase. This is often due to the incorporation of legal issues early in the Acquisition phase. As a result, the Platform Team for legal council should include a primary attorney as well as an alternate for legal counsel. In addition, one Platform Team should include financial representatives from your organization. Incorporating financial assistance should provide significant benefits from budgeting through cost analysis of vendor proposals. ACQUISITION PROCEDURES Typically there are three primary methods of acquiring a new product or service for your agency. They are as follows: 1. Request for Quote (RFQ) — A Request for Quote, is typically used when your organization or agency is fiuniliar with several vendors who supply a product or service that is known to meet your needs. Requesting a quote from a known vendor ' is a simple and swift approach to evaluating services and products in a competitive environment. A similar method incorporates the use of a Request for Information (RFI). An RFI requires a similar vendor response and requires a less restrictive ' • format for the responding vendor. With either approach, the client goals and requirements should be adequately detailed for vendor review. 2. Request for Proposal (RFP) — Obtaining a Request for Proposal from a variety of vendors is one of the most complex processes that can be used during the acquisition phase. Generating a request for proposal and evaluating results from various vendors ' is time consuming yet can provide the most objective and detailed analysis of vendor capabilities. This process may also be known as a Request for Bid (RFB). Although, an RFB typically contains greater restrictions related to the selection of a proposing vendor. ' Each of the processes for procuring new systems has specific benefits and certain pitfalls that may or may not impact the operations of your agency. However, it is possible to implement a phased process for procurement with each of these acquisition procedures. L C 11 I I.1 PHASING Phasing new acquisition is one of the early methodologies for containing costs and identifying potential pitfalls that could impact your project. In basic form, a phased acquisition procedure 3. Sole Source — A third primary approach for acquiring systems involves a sole source ' procurement. During a sole source procurement your organization may elect to purchase services through one known vendor. Many times conducting a sole source procurement can significantly reduce the time for the overall project life- cycle. However, the use of a sole source procurement strategy minimizes vendor competition and may exclude your organization from being aware of superior ' products in the industry. As with other approaches, this methodology should contain ample details regarding an agencies goals and requirements. In addition, clients should plan for alternatives should the selected vendor not be capable of meeting user ' expectations. ' Each of the processes for procuring new systems has specific benefits and certain pitfalls that may or may not impact the operations of your agency. However, it is possible to implement a phased process for procurement with each of these acquisition procedures. L C 11 I I.1 PHASING Phasing new acquisition is one of the early methodologies for containing costs and identifying potential pitfalls that could impact your project. In basic form, a phased acquisition procedure isolates identification and customization of a product from a procurement and implementation. As you can see from Diagram 3, Phase 1 of this approach includes completing a sole source, RFQ or RFP process and negotiating a contract for the vendor to PHASE PHASE RFP DETAILED DESIGN RFO NEGOTIATION PROCESS ACCEPTANCE TESTING DOCUMENT DOCUMENT SOLESOURCE PHASE CONTRACTLANGUAGE VENDOR PERFORMANCE PHASED PROCESS Notification of Mulit- Deliverable of Purchase Service of Monitor Vendors Phase Acquitision DDD Product with Updated Adherence to Contract No :Lbie Unacceptable N etbn V DOD Falls DIAGRAM 3 Start Again Start Again isolates identification and customization of a product from a procurement and implementation. As you can see from Diagram 3, Phase 1 of this approach includes completing a sole source, RFQ or RFP process and negotiating a contract for the vendor to produce a Proof of Concept report. Contra=1 negotiations and successful completion of the second phase includes developing a contract to purchase the services or system from the vendor. Diagram 3 also identifies where Phase 1 and Phase 2 often occur during a typical project life cycle. PROOF OF CONCEPT Conducting a Proof of Concept phase with the selected vendor is often overlooked. The Proof of Concept is designed to insure that the proposed system or application has a significant likelihood of meeting the needs of your organization. In addition, at the conclusion of Proof of Concept, the vendor should be required to produce a written deliverable which completely identifies how their product or service will satisfactorily meet your organizational needs. This is provided in addition to the proposal and is usually called a Detailed Design Document (DDD). Proof of Concept begins with a thorough demonstration of the vendor's proposed system or application to your organization. The vendor should be required to demonstrate every aspect and feature of the proposed product to your satisfaction. It is advisable to request that the vendor demonstrate real life scenarios that have been created by your organization for evaluation. Items or issues that result from the complete review of their product or service should be included in the DDD. Although attractive in nature, conducting Proof of Concept has advantages and disadvantages. A significant benefit is that your organization or agency may identify issues or concerns with the selected vendor that you would not have discovered until implementation. A significant disadvantage is that Proof of Concept may lengthen the overall implementation process. This may be critical to the success of your particular project. Frequently, we recommend that our clients contract with the selected vendor to demonstrate Proof of Concept prior to entering into an Agreement for purchase of the entire system. In this manner, your organization or agency has the opportunity to evaluate the vendor and product ' prior to committing substantial financial resources. Should the deliverable not meet the goals and requirements of organization you are then free to evaluate applications or systems from other competing vendors. 11 1 Normally, vendors are willing to participate in Proof of Concept provided that they are compensated for their time spent. While your organization may spend 5% to 10% of the overall system cost to conduct Proof of Concept, it is often worthwhile to minimize your exposure to larger financial or operational problems during implementation. During Proof of Concept, the vendor should be required to produce a DDD. The DDD should identify a point by point relationship between the needs identified by your agency and the methodology that the vendor will undertake to satisfy the requirements. During this process your organization may identify many items or issues where it is unclear how the vendor will meet your needs. For these situations, the DDD provides the vendor an opportunity to draft a detailed response that may include customizations and modifications to the system. Attunes, the items included in the DDD may require additional costs in order to address your specific needs. Other times, the vendor may be able to accommodate your specific requests at little or no charge. Once the DDD is complete it should contain a summary of changed or outstanding items that must be addressed by your agency. Upon delivery, your agency should have the option to review each of the customized changes and verify the vendor's notes. At that time, your agency should identify those items that you would like to have priced by the vendor or included within your procurement negotiation process. Upon satisfactory completion, any additional costs or credits to the project will be identified prior to procuring the entire system. PROCUREMENT NEGOTIATION PROCESS Upon completion of Proof of Concept, your organization should have greater knowledge of the vendor and a significant foothold on negotiating a final system cost with less likelihood of deviation during implementation. The Procurement Negotiation Process also begins Phase 2 of your contract negotiations. Phase 2 contract negotiations should focus on procuring a product which specifically meets the needs and requirements identified in the vendor's original proposal, inclusive of any item discovered and included during Proof of Concept. Completing Proof of Concept usually results in increased bargaining power for your organization during Phase 2 negotiations. However, several rules of negotiation should be incorporated into your organization's discussions with the vendor. RULESFOR PROJECT TEAM ' Frequently, Project Teams or organizational representatives meet with the selected vendor without preparing for the negotiation process. Prior to meeting with any vendor representatives, leaders from the Project Team should understand several principals to maintain a uniform position. The following list identifies several principals for your consideration: a Insure that all representatives understand they have the ability to stop a negotiation process at any time. This is often used to clarify your organizational position in private prior to making a suggestion that may not be known to all representatives of ' your team. ■ Each participant should be aware of the internal goals for the agreement. Understanding costs, financial resources, timing for commencement and completion. �1 LJ ■ Before contract negotiations, each Platform Team leader should be required to sign off on the functionality of the proposed application or system including the items identified during the Proof of Concept task. ■ All members from your team should understand "drop dead issues" that will prevent fiuther negotiations. ■ All members should agree and understand their role during the negotiation process. R U L E S F O R D C� � C UME Nl C O N T R O L In each phase of our approach, Acquisition, Proof of Concept, Procurement and Implementation written documents are used to document the task. Most people are familiar with the RFQ or RFP and the Agreement. We have also mentioned the development of a Detailed Design Document. All of these documents contribute to your organization's record of its relationship with the vendor and the expectations your organization has of the vendor. Therefore, the written documentation of this process is important. Many people avoid a standardized approach to document control because they see it as a waste of time. Rather, the use of a standardized approach to document control saves time and other resources. It also provides an understandable record of negotiations. Using the Agreement as an example, a sample document control approach is outlined here. I. Identify the word processing environment that the parties will use. 2. Agree on the protocol for editing documents and for disclosing unilateral changes to documents. For example, each version of an agreement should be time and date stamped and should have a progressing numerical identifier (version ".01 ") incorporated into its path and file name. 3. If possible, edits to the electronic version of the Agreement should be performed by one party and one individual. 4. Redlined versions of the Agreement should be produced for each version. S. Each version of the Agreement should be available to each party in electronic form. RULEYFORNEGOM770N When meeting with the vendor it is extremely helpful to coordinate your Project Teams activities. As a result, we recommend the following: 1. The team must do its homework before beginning the process. This means that the team must research, obtain authority for and agree on the organization's goals and requirements. These should be documented in writing. It should be expected that these might change as the project progresses. Changes should also be documented in writing. 2. The team members must understand their roles. Individuals who do not have an "at the table" role, may not be necessary for face to face negotiation meetings. Reports to these individuals and approval for positions can be accomplished through routine reporting. Usually, negotiation for technology includes a team member responsible for policy, technology, operations, legal, risk management or contract management, and fiscal considerations. It is often effective to have a team member responsible for primary verbal negotiations. This person may then during the negotiations turn to other members for opinions and assistance, as needed. The team members must exercise self - discipline to always appear united in the presence of the other parry. Disagreement should be discussed privately and resolved by the team. Then each team member should support the team (or the organizational) position. In addition, your Project Team and the vendor should agree on the following: 1. Issues raised in the negotiation are not personal. Sometimes it is necessary to question the motivation of a party's negotiating position or unwillingness to objectively define a term of the Agreement. These discussions, while sometimes heated, are not personal. Each member of each team is representing the interests of its organization. Therefore, it is also important to "let slights go" — do not allow the impolite conduct or language of a member of the other party's team to obtain an advantage. 2. Agree on basic ground Hiles. Examples include: attend meetings on time and prepared; cancel and reschedule meetings at the first opportunity to respect the schedules of the other negotiators; observe basic standards of civility; allow each party to explain its positions and the reasons for them; extend courtesy to negotiators who may have emergencies (personal or professional) and do not seek to use these to their disadvantage; do not engage in out of the negotiation "gossip" about negotiators. 3. Address issues which raise credibility or confidence concerns, sooner rather than later. This principal is related to #2. The bottom line is that Agreements are intended to document the "agreement" of the parties. While it is always necessary to objectively document the agreement, the documentation will not provide for a smooth and satisfactory project, if the parties do not have basic trust in the representations made to them. 4. Do not prolong negotiation sessions by dominating the conversation. 5. Allow an opportunity for each side to "save face" when it concedes a point. 6. At the end of each negotiating session, document the tasks for each team, the expectations for the next session, and the time of the next session or the method for scheduling. 7. Do your homework to adequately prepare for each negotiation session. RULES FOR DUEDILLICENCE To a large extent, the Project Team carries the burden for validating the vendor's technical and operational resources. We recommend the following activities: ' 1. Establish your organization's goals and requirements. 2. Rely on and require responses from experts in your organization regarding specialized issues such as insurance, fiscal requirements, agreement approval and modification procedures, requirements or practices for reporting to decision - makers, time constraints, and technical issues. If experts are not available in your organization create a list of the information needed for your project, disclose the need for this information to decision makers and acquire "approval" or "consensus" regarding which information you will obtain from consultants or other sources and which information you will risk not knowing. 3. ALWAYS MAKE SURE THAT THE WRITTEN DOCUMENTATION SAYS IN UNDERSTANDABLE LANGUAGE WHAT YOU THINK THE "AGREEMENT" OR "ISSUE" IS. If the language of an Agreement does not say what everyone around the negotiating table is saying, then there is a PROBLEM. 4. Require third party documentation of representations such as insurance coverage, financial condition (audited financial statements) and references. If your negotiations take longer than you had anticipated RECHECK all of the third party documentation. Inquires made in January are only a "snapshot" of January. If you execute your agreement in September, the documentation you received in January may not be valid. 5. Follow up on incidental comments made during meetings and negotiations. Example: "In our dispute over this issue with XYZ Corporation, we resolved it as follows..." Call XYZ Corporation and ask about the dispute. Directly resolve conflicting information obtained from XYZ. 6. Directly resolve inconsistent representations made by representative of the vendor. Example: Vendor project manager says, "You can expect the system response time to be 3 sec. Under normal operating conditions." Vendor negotiation team is not willing to commit to a 3 -sec response time in the Agreement. 7. Periodically search the Internet and other news and information sources for information about the Vendor. 8, Maintain ongoing contact with other users of the Vendor's systems. Follow up on information gathered from other users. CONTRACT ISSUES FOR CONSIDERATION Contractual agreements vary between state to state and due to the type of system or service being acquired. As a result, it would not be practical to provide specific contract language for your review. However, the following list of items and issues should be reviewed and used at your discretion during any future negotiation process: State of the Art Significant terminology to ensure that the vendor(s) provide the most current hardware of software based on the technology at the time of order. No Down Payment Many vendors seek to obtain up -front payment at the time of ' contract execution. If requested, ensure that your organization obtains a tangible product (e.g. base software code) for the payment. ' Performance Each contract should ensure that there are measurable performance standards to which the vendor must adhere. For Guarantees example, ensure that the vendor's responsibility is to demonstrate software access times of less than 1 second 990/6 of the time. Acceptance Testing For many technology contracts it is appropriate to incorporate a complete acceptance testing plan aimed at proving that the delivered product or service meets or exceeds the users expectations. SUMMARY We have discussed the five tasks related to the purchase of typical systems as well as a phased approach to contract negotiations that may provide greater benefits for your agency. In addition, we have outlined several key items that should be considered during the negotiation process. We have used these techniques, suggestions and contract items successfully in many negotiations and urge you to consider them carefully for your next procurement negotiation process. \ . � \ � .... . :� \ law, ■e2��� \2 :�, Page 1 of 2 L. j file: / /C:\My Documents\Data Storage \Web Files\ECG We ... \ redding _recommendation_letter.jp 3/15/00 A Deloitte & buche 0 WatteTouche Tchmatsu Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan City of Newport Beach, Fire and Marine Department March 17, 2000 Deloitte & • Touche Deloitte & Touche LLP Telephone: (714) 436 -7100 Suite 1200 Facsimile: (714) 436 -7200 695 Town Center Drive Costa Mesa, California 92626 -1924 March 17. 2000 Chief Timothy Riley Newport Beach Fire and Marine Department 3300 Newport Blvd, P.O. Box 1768 Newport Beach, CA 92658 -8915 Dear Chief Riley, Enclosed is Deloitte & Touche's budget proposal for the Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan. We are sending this proposed budget in a separate, sealed envelope as directed in the Request • for Proposal. If you have any questions please call Ms. Roseanne Lopez at (916) 288 -3109 or Mr. Bill Steele at (714) 436-7114. C� Sincerely, Deloitte & Touche, LLP Del t buche Towi tsu • Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Budget We have developed our cost estimate based upon the following distribution of professional hours. Total Professional Fees based upon this staffing will be $88,500. We estimate that total expenses for this project, predominately travel and subsistence for the project staff and reproduction costs, will be $10,000. Thus the total project cost will not exceed $98,500. We have developed this budget proposal with the following assumptions: • Depending on the date of contract award personnel proposed may not be available and will be replaced with individuals with approximately the same skills. The City will provide working facilities for the project team, including desks, phone, access to fax machines, copiers, printers • The City will review all deliverables within 5 business days and provide a single, consolidated response • We will prepare a total of 10 copies of the final report for distribution • We will invoice every two weeks for time and expenses incurred in the previous two weeks. Invoices will be paid within 30 days. • Expenses will be detailed, however receipts will not be provided, since these are submitted to the firm and maintained centrally to substantiate staff reimbursement and billings. Our standard business terms and conditions will be incorporated into any contract and are included with this proposal. D01oitte& Page 1 Touche 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department General Business Terms 1. Services. It is understood and agreed that Deloitte & Touche LLP's services may include advice and recommendations, but all decisions in connection with the implementation of such advice and recommendations shall be the responsibility of, and made by, Client. The scope of services described in this letter is based on our understanding of your requirements and expectations at the date of this letter. Any targeted completion dates contained in this letter reflect our good faith estimates of the expected timing of tasks, activities, deliverables and completion dates. We know of no reason to believe the dates are unreasonable and we are committed to and will use diligent efforts to complete the tasks and activities within the indicated time frames. However, given the proximity of these targeted dates to January 1, 2000 as well as the required involvement of your team and others, we make no assurances that the scope of services for this engagement will be completed in a time frame sufficient to avoid any Year 2000 problems. Notwithstanding any other provisions of this letter, if we utilize diligent efforts but are unable to meet the estimated dates, we will not be considered to have defaulted in our obligations as contained in this letter. A timely completion is of significant importance to us, and we will notify you promptly, in writing, if we believe there are delays that would jeopardize the targeted completion dates. 2. Payment of Invoices. Property submitted invoices upon which payment is not received within thirty (30) days of the invoice date shall accrue a late charge of the lesser of (iy 1 %% per month or (ii) the highest rate allowable by law, in each case compounded monthly to the extent allowable by law. Without limiting its rights or remedies, Deloitte & Touche LLP shall have the right to halt or terminate entirely its services until payment is received on past due invoices. 3. Term. Unless terminated sooner in accordance with its terms, this engagement shall terminate on the completion of Deloitte & Touche LLP's services hereunder. This engagement may be terminated by either parry at any time by giving written notice to the other parry not less than 30 calendar days before the effective date of termination. 4. Ownership. a) D &T Technology. Deloitte & Touche LLP has created, acquired or otherwise has fights in, and may, in connection with the performance of services hereunder, employ, provide, modify, create, acquire or otherwise obtain rights in, various concepts, ideas, methods, methodologies, procedures, processes, know -how, and techniques; (including, without limitation, models; templates; the generalized features of the structure, sequence and organization of software; user interfaces and screen designs; general purpose consulting and software tools, utilities and routines; and logic, coherence and methods of operation of systems) (collectively, the "D &T Technology "). b) Ownership of Deliverables. Except as provided below, upon full and final payment to Deloitte & Touche LLP hereunder, the tangible items specified as deliverables or work product in the proposal, engagement letter or contract to which these terms are attached (the "Deliverables ") will become the property of Client. To the extent that any D &T Technology is contained in any of the Deliverables, Deloitte & Touche LLP hereby grants Client, upon full and final payment to Deloitte & Touche LLP hereunder, a royalty-tree, fully paid -up, worldwide, non - exclusive license to use such D &T Technology in connection with the Deliverables. c) Ownership of Deloitte & Touche LLP Property. To the extent that Deloitte & Touche LLP utilizes any of its property (including, without limitation, the D &T Technology or any hardware or software of Deloitte & Touche LLP) in connection with the performance of services hereunder, such property shall remain the property of Deloitte & Touche LLP and, except for the license expressly granted in Paragraph 4(b), Client shall acquire no right or interest in such property. Notwithstanding anything herein to the contrary, the parties acknowledge and agree that (a) Deloitte & Touche LLP will own all right, title, and interest, including, without limitation, all rights under all copyright, patent and other intellectual property laws, in and to the D &T Technology and (b) Deloitte & Touche LLP may employ, modify, disclose, and otherwise exploit the D &T Technology (including, without limitation, providing services or creating programming or materials for other clients). Deloitte & Touche LLP does not agree to any terms that may be construed as precluding or limiting in any way its right to (a) provide consulting or other services of any kind or nature whatsoever to any person or entity as Deloitte & Touche LLP in its sole discretion deems appropriate or (b) develop for itself, or for others, materials that are competitive with those produced as a result of the services provided hereunder, irrespective of their similarity to the Deliverables. 5. Limitation on Warranties. THIS IS A SERVICES ENGAGEMENT. DELOITTE & TOUCHE LLP WARRANTS THAT IT WILL PERFORM SERVICES HEREUNDER IN GOOD FAITH. DELOITTE & TOUCHE LLP DISCLAIMS ALL OTHER WARRANTIES, EITHER EXPRESS OR IMPLIED, INCLUDING, WITHOUT LIMITATION, WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. DELOITTE & TOUCHE LLP IS NOT PROVIDING ANY SOFTWARE DEVELOPMENT OR YEAR 2000 ASSESSMENT, CODE RENOVATION OR TESTING SERVICES. THEREFORE, DELOITTE & TOUCHE LLP MAKES NO WARRANTIES THAT ANY SOFTWARE IS, OR WILL BE YEAR 2000 COMPLIANT OR OTHERWISE ACCURATELY HANDLES, RECOGNIZES, CALCULATES OR REFLECTS DATES OR DATE - RELATED INFORMATION OR THAT IT WILL DO SO. Deleitte & Page 2 Thuche 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • 6. Indemnifications. Deloitte & Touche LLP will only be obligated for indemnifications for bodily injury, death or damage to real or tangible personal property to the extent directly and proximately caused by the negligence or willful misconduct of Deloitte & Touche LLP while engaged in the performance of services under this engagement; provided, however, that if there also is fault on the part of the Client or any entity or individual indemnified hereunder or any entity or individual acting on Client's behalf, the foregoing indemnification shall be on a comparative fault basis. Further, the foregoing indemnity obligations are conditioned on Client providing Deloitte & Touche LLP with prompt notice of any claim for which indemnification shall be sought and cooperating in all reasonable respects with Deloitte & Touche LLP in connection with any such claim. Deloitte & Touche LLP shall be entitled to control the handling of any such claim and to defend or settle any such claim, in its sole discretion, with counsel of its own choosing. 7. Limitation on Damages. Client agrees that Deloitte & Touche LLP and its personnel shall not be liable to Client for any claims, liabilities or expenses relating to this engagement for an aggregate amount in excess of the fees paid by Client to Deloitte & Touche LLP pursuant to this engagement, except to the extent finally judicially determined to have resulted from the bad faith or intentional misconduct of Deloitte & Touche LLP. In no event shall Deloitte & Touche LLP or its personnel be liable for consequential, special, indirect, incidental, punitive or exemplary loss, damage or expense relating to this engagement. In furtherance and not in limitation of the foregoing, Deloitte & Touche LLP will not be liable in respect of any decisions made by Client as a result of the performance by Deloitte & Touche LLP of its services hereunder. The foregoing provisions shall apply to the fullest extent of the law, whether in contract, statute, tort (such as negligence), or otherwise. 8. Cooperation. a) Client shall cooperate with Deloitte & Touche LLP in the performance by Deloitte & Touche LLP of its services hereunder, including, without limitation, providing Deloitte & Touche LLP with reasonable facilities and timely access to data, information and personnel of Client. b) Client shall be responsible for the performance of its employees and agents and for the accuracy and completeness of all data and information provided to Deloitte & Touche LLP for purposes of the performance by Deloitte & Touche LLP of its services hereunder. 9. Force Majeurs. Deloitte & Touche LLP shall not be liable for any delays resulting from circumstances or causes beyond its reasonable control, including, without limitation, fire or other casualty, act of God, strike or labor dispute, war or other violence, or any law, order or requirement of any governmental agency or authority. 10. Limitation on Actions. No action, regardless of form, arising under or relating to this engagement, may be brought by either party more than one year after the cause of action has accrued, except that an action for non - payment may • be brought by a parry not later than one year following the date of the last payment due to such parry hereunder. 11. Independent Contractor. It is understood and agreed that each of the parties hereto is an independent contractor and that neither party is, nor shall be considered to be, an agent, distributor or representative of the other. Neither parry shall act or represent itself, directly or by implication, as an agent of the other or in any manner assume or create any obligation on behalf of, or in the name of, the other. 12. Survival. The provisions of Paragraphs 1 through 8 and 10 through 15 hereof shall survive the expiration or termination of this engagement. 13. Assignment. Except as provided below, neither party may assign, transfer or delegate any of the rights or obligations hereunder without the prior written consent of the other party. Deloitte & Touche LLP may assign or subcontract its rights and obligations hereunder to any affiliate of Deloitte & Touche LLP, without the consent of Client. 14. Entire Agreement. These terms, and the proposal, engagement Letter or contract to which these terms are appended, including the exhibits, constitutes the entire agreement between Deloitte & Touche LLP and Client with respect to the subject matter hereof and supersedes all other oral and written representations, understandings or agreements relating to the subject matter hereof. 15. Governing Law and Severability. These terms, and the proposal, engagement letter or contract to which these terms are appended, including the exhibits, shall be governed by, and construed in accordance with, the laws of the State of New York (without giving effect to the choice of law principles thereof). If any provision of these terms is found by a court of competent jurisdiction to be unenforceable, such provision shall not affect the other provisions, but such unenforceable provision shall be deemed modified to the extent necessary to render it enforceable, preserving to the fullest extent permissible the intent of the parties set forth herein. Deloitte & Page 3 Touche 0 Deloitte & 'r Touche Deloitte & Touche LLP Suite 1200 695 Town Center Drive Costa Mesa, California 92626 -1924 March 17, 2000 Chief Timothy Riley Newport Beach Fire and Marine Department 3300 Newport Blvd, P.O. Box 1768 Newport Beach, CA 92658 -8915 Dear Chief Riley, Telephone: (714) 436 -7100 Facsimile: (714) 436-7200 Deloitte & Touche is pleased to submit this proposal to the Newport Beach Fire and Marine Department. We believe we bring the following benefits to your project: • A highly qualified project team. Deloitte & Touche has teamed with Information Analytics, Inc. (IA) of Superior, Colorado to incorporate a specialized mix of skills to address your needs. This proposal outlines how the combined capabilities of our two firms will have a positive affect on the success of your project. Deloitte & Touche has in -depth strategic planning skills in all areas of information systems and IA provides specific emergency communications expertise. Both firms have extensive experience in emergency communications, public safety, and public safety management and technology consulting. • Knowledge of the Orange County public safety arena. We have undertaken a number of projects in Orange County within law and justice and understand the issues facing organizations within the County. • A commitment to local government. Deloitte & Touche has a dedicated group of individuals focused on the public sector in California and focused on law and justice. These individuals ensure that you receive consulting advice from individuals who have an understanding and appreciation of the local government environment and know how decisions are made in the public sector. We look forward to working with you on this very important project. We have submitted this proposal in two pieces —a technical proposal and a cost proposal —to conform with the RFP. If you have any questions please call Ms. Roseanne Lopez at (916) 288 -3109 or Mr. Bill Steele at (714) 436 -7114. Sincerely, • Deloitte & Touche, LLP Uld tt buche bknatsu Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Table of Contents Introduction A. Approach and Scope B. Experience and Qualifications C. Project Personnel and Management D. Staff Availability E. Schedule Page 1 Deloitbe & Twche 0 J Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Introduction The Newport Beach Fire and Marine Department (NBFMD) is seeking consulting services to evaluate their plan to create a new partnership with the Newport Beach Police Department (NBPD) to create a new emergency dispatch system. The ultimate goal of the NBFMD is to provide more efficient and effective fire, EMS, and marine services through the redesign of the Newport Beach emergency communications systems. To that end, we are responding to this RFP to develop a Strategic Plan in the manner you have defined that will include: • An evaluation of the NBFMD Dispatch Services Proposal • A Technology Plan which assesses the feasibility of utilizing the NBPD dispatch systems and services • An assessment of the NBFMD Information Technology Infrastructure This project is timely because the NBFMD is currently experiencing decreased emergency response times as a result of: • • Alarm processing times below their desired standard as a member of the Metro Cities Fire Authority (MCFA) • • Utilizing an aged mobile data computer system A lack of consensus to upgrade or update the current MCFA systems and equipment The dispatch plan proposed in the RFP has the potential to substantially improve the efficiency of the current system; however, the plan is not without risk and associated costs. Emergency dispatch changes or enhancements can result in costs for hardware, software and support personnel. Risks associated with changing emergency dispatch services can range from service difficulties or disruptions to simple personnel resistance to change during transition. Effectively evaluating, understanding and possibly implementing these changes requires the services of a highly qualified consulting team with diverse skills and extensive experience in emergency communications and technology. 0eleitte & Page 2 TOuche v Ll Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department A. Approach and Scope Methodology Partnering with our clients is central to our philosophy. During this project the consulting team will seek to become partners with the NBFMD and other affected parties. As partners we will provide an independent, experienced perspective and help to define the issues clearly so that the NBFMD can make the best decisions. As partners we believe that our success is linked to your success. We strive to make our advice both practical and useful. We understand a solution is only successful if it is implemented. We will diligently examine the organizational and technological issues impacting the dispatch systems plan. Our consultants will pay careful attention to the perspective of the many different participants in these programs. We will report our findings in a concise and straightforward manner. This project will require a variety of consulting skills and experience. We believe we have assembled a team with the right skills mix and experience to make your project a success. The work plan has been carefully developed and tasks assigned accordingly. • Each practitioner has examined the schedule and confirmed they are currently available. Our approach will be to focus on the technical portions of the plans, then aggregate the parts into a single integral plan. We have designed our workplan to follow the three basic objectives set forth in the RFP: • Objective A — Dispatch Services Proposal • Objective B — Technology Plan • Objective C — Information Technology Infrastructure Assessment The results of these three objective reviews will be compiled to form the Strategic Plan. Delente & Page 3 Teache 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department The following work plan is based on the objectives identified in the RFP. Task 1 - Initiate and Manage the Project We will commence with a series of activities to facilitate the group working process between the consulting team and the NBFMD. We will work with the NBFMD project manager to finalize project scope and team responsibilities, and to identify participants for interviews, including participants from the NBPD. We expect to interview a maximum of 25 individuals during this project, some on an individual basis and some as part of a group. These initial activities will ensure that efforts get underway in an efficient and productive manner, and that the project quickly gathers energy and momentum. We will also manage the project and track progress under this task. These hours also include time to obtain quality assurance advisor inputs. Deliverables: • Final workplan and schedule • List of interviewees • Process to resolve issues IS Objective A - Dispatch Services As noted in the RFP, improvement of the fire and marine emergency communications operations is of the highest priority. The purpose of this effort is to transition fire and marine communications to the existing lifeguard communications facility and evaluate utilizing the Police Department's CAD, mobile data and other technological support systems. During Objective A the consulting team will work closely with the Newport Beach Fire Department to evaluate the strengths and weaknesses of the present MCFA communications consortium, articulate the City's future fire and marine communications needs and assess the organizational requirements for an improved fire and marine communications operation. This review will focus on the major issues which must be addressed to improve the NBFD's dispatch services at a strategic, not tactical, level. During this effort we will conduct interviews, make site visits, analyze documentation and quantify tasks and time requirements to process calls and dispatch emergency resources. We will also gather information during the site visits and interviews to facilitate the technological evaluation and information technology assessment. Deliverable: • High level assessment of the NBFMD Dispatch Services Plan (to be incorporated • into the Strategic Plan) DekMe & Page 4 Touche 0 Cl Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Task Al - Conduct Interviews Task Description: During this task the consulting team will interview appropriate members of the NBFMD and NBPD command staff and members of the City management staff. These interviews will be primarily designed to identify and define: • The current and future workload and service demands for the NBFMD, • The organizational goals, objectives and performance standards for the Fire and Marine Department, • Any organizational, logistical, political, or financial barriers Task A2 - Site Visits Task Description: During this task the consulting team will visit the MCFA, NBPD, and NBLG communications centers. The purpose of these site visits will be to: • Survey the technological systems and the logistical assets or limitations of each facility, and . • Document and observe the services provided by each center and their ability to absorb additional responsibilities and service demands Task A3 - Documentation Review Task Description: During this task the consulting team will review documentation sources in order to evaluate the demand for services and the operational policies of each of the affected agencies. Included in the documentation review will be: • MCFA CAD data • NBPD CAD data • NBFMD and NBPD operational guidelines • NBFMD Communications Proposal • Other relevant materials It is important to note that the ability to assess the demand for services will depend on the availability of applicable data. If necessary data is currently not being collected and available for review, we will recommend the types of data to collect in the future to forecast the demand for services. This project will utilize existing data sources and will build recommendations utilizing these data sources. We will not aggregate individual data records from the existing CAD systems, but will utilize the existing summary and . statistical information these systems generate. Deloitte & Page 5 Touche 0 • Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Task A4 - Evaluate /Develop Dispatch Services Plan Task Description: During this task the consulting team will use the information acquired during the previous tasks and the following workload analysis to develop a high -level dispatch services plan. This plan will include an evaluation of the current level of services provided by MCFA and an analysis of the potential for improvement through alternative dispatch systems, such as utilizing the NBPD emergency dispatch services and system, or migrating to an independent system. The plan will also define and describe the NBFMD's current goals, objectives, and performance measures as they relate to desired levels of emergency communications and national performance criteria, standards and guidelines that have been developed and published by ASTM, APCO, NAEMD, NIH and the NFPA. Finally, the report will identify the necessary staffing and organizational changes and a rough budget for transitioning Fire and Marine Dispatch from MCFA to a Newport Beach facility. Through out this task the consulting team will be in touch with NBFMD and will work to ensure that they are well informed throughout the process. • Workload Analysis The consulting team will perform a process analysis of dispatch and response - tracking tasks that involve use of manual or automated systems such as: • • Phone system (ACD) • Mapping/location verification • CAD related activities • EMD related activities • Paging -, mobile data terminal -, voice - related communications activities The consulting team will relate the dispatch and response - tracking tasks to general categories of incident types by performing an analysis of: • EMS - related incidents • Fire suppression - related incidents • HAZMAT responses • Confined space and other special response and rescue operations Page 6 Deleme & TOWN 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • Providing data is available, we will perform a demand analysis of communication- related activities by time -of -day, day -of -week, and season -of -year to include: • 911 - related activities • Non - emergency /routine requests for service • Administrative support activities • Other telecommunication to be identified through job analysis In summary, the consulting team will quantify the type of tasks associated with the management of general incident type categories, the time on task for each incident type category and combine those analyses to determine projected time on task and required staffing to meet agreed upon performance criteria. If data is not available, a general assessment will be accomplished considering observed volumes on specific days, tempered with past experience and management input. Objective B -Technology Plan The NBFMD proposal to transition dispatch services from MCFA to the NBLG . communications facility and utilize current police or new technology systems relies heavily on the ability of these systems to provide the proper operational support. During Objective B, the consulting team will evaluate the strengths and weaknesses of the present police, fire, and marine communications technology systems at a strategic level. We will focus on those issues which could affect services if the systems are integrated, and will identify the order of magnitude of costs to address any issues identified. For each of these tasks we will use a combination of interviews, on -site surveys and documentation reviews, combined with our past experience, to develop an understanding of whether changes will improve service delivery for the NBFMD. • Deliverable: • High level Technology Assessment and Plan (to be incorporated into the Strategic Plan) Task 131 - Evaluate the Present CAD Task Description: During this task the consulting team will evaluate the existing NBPD computer aided dispatch system and police dispatch operational policies. The focus of this evaluation will be to review the ability of the CAD system and NBPD communications to support the additional volume associated with the fire and marine emergency operations and to roughly estimate future replacement costs. Ddoitte & Page 7 Tuuche Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • During this task the consulting team will assess the potential need for and cost of modifications to the CAD to accommodate the addition of fire and marine communications. Task 132 - Evaluate the Present RMS Task Description: During this task the consulting team will evaluate the existing NBPD records management system. The focus of this evaluation will be to review the functional ability of the RMS to support fire and marine operations and to estimate future replacement costs. During this task the consulting team will assess the potential need for and cost of modifications to the RMS to accommodate the addition of fire and marine communications. Task B3 - Evaluate Station and Dispatch Alerting Options Task Description: During this task the consulting team will evaluate the potential options for alerting Newport Beach Fire and Marine to alarms. The focus of this evaluation will be to assess and detail the alerting options with respect to the existing technology infrastructure, the available technologies, the projected operational design, and local needs. This task will roughly estimate the cost of each alerting option and define the operational advantages of each. Task B4 - Evaluate Mobile Data Options Task Description: During this task the consulting team will evaluate the existing NBPD mobile data system. The focus of this task will be to determine the functional and technical sufficiency of the mobile data system to support fire and marine operations. The task will include cost estimates for augmentation or replacement of the system which may be required to make the system meet fire and marine needs. Task 135 - Evaluate Telecommunications Systems Task Description: During this task the consulting team will evaluate the City's existing telecommunications systems used for public safety. The focus of this task will be to determine the functional and technical sufficiency of the telecommunications systems to support fire and marine operations. The task will include rough cost estimates for augmentation or replacement of the systems if required to meet fire and marine needs. Task 136 - Assess Need for Technological Augmentation Task Description: During this task the consulting team will evaluate all of the previously gathered information to determine the requirement for augmentation of the existing technology systems. The focus of this task will be to determine if additional technology resources or new systems are needed to ensure the success of the dispatch plan and the improvement of services to the Newport Beach community. This task will identify technology augmentation options and an order of magnitude cost estimate for deploying • the recommended systems. MOM & Page 8 TDIIChe 0 C� Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Objective C - Information Technology Infrastructure Assessment The NBFMD desires an assessment of the information management. needs of the department. During Objective C the consulting team will work with the NBFMD staff to survey information technology infrastructure systems such as the network systems, computer room, back -up power systems, mainframe and desktop computers. We will identify information technology infrastructure strategic issues related to systems currently in use that impact the NBFMD's service delivery capability. Deliverable: • High level Information Technology Infrastructure Assessment Task C1 - Survey the Present Information Technology Infrastructure Systems Task Description: During this task the consulting team will document and assess the existing NBFMD information technology infrastructure systems. The focus of this assessment will be on network systems, computer room, back up power systems, mainframe and desktop computers. The specific aspects of consideration will include: • • Reliability — Evaluating the ability of systems to perform consistently within NBFMD stated operational cycle and system downtime parameters. E • Performance - Assess performance as measured by user's perception of functionality, usability, speed and responsiveness, gathered through interviews conducted in the previous tasks, as these factors encourage continued use of the systems. We will NOT be measuring any technical systems performance such as response time, though we will consider measures that are tracked and documented as part of the day -to -day operations, such as down time. Security — Assess the ability to protect system resources and preserve the integrity and confidentiality of data. • Viability — Determine whether technology employed is proven technology that is consistent with generally accepted technical standards and solutions are from healthy and viable vendors. Deloitte & Page 9 TOUCIIe r� �J s Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Strategic Plan - Compilation of all Three Objectives The NBFMD ultimately wants a document to summarize the findings and develop a list of recommended courses of action relative to those findings. The consulting team will compile the results of the three objectives and present them in a single comprehensive document. This document will include an executive summary detailing the salient points relative to this project and summarizing the recommendations. Recommendations will specifically address the feasibility of utilizing the NBPD emergency dispatch services, as well as outline areas for improving NBFMD emergency dispatch services. We will work with NBFMD officials to prioritize recommendations to best meet department needs. Recommendations will also include relative staffing impacts. We will develop this final report in a draft format and submit to the NBFMD for review and comment. We request a single, combined response and will incorporate comments as appropriate into the final document. Deliverables: • Draft Strategic Plan including: — Executive Summary — Dispatch Services Proposal Assessment (Objective A) Technology Plan (Objective B) — Information Technology Infrastructure Assessment (Objective Q — Recommendations (specifically focused on utilizing the NBPD dispatch services) • Final Strategic Plan DLqome & Page 10 TOUCIIe Q I Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department B. Experience and Qualifications The success of your strategic planning project will depend upon the use of a proven consultant team. You need a consultant team with strategic planning experience; emergency communications, public safety, and technology expertise; knowledge of the Orange County public safety arena; and a commitment to local government. We are that team. Deloitte & Touche has performed numerous law and justice related consulting projects throughout the country, and has been especially prominent in Orange County, California. Proposed practitioners have been involved in multiple strategic planning and system requirements efforts, most notably for the Orange County Integrated Law and Justice Steering Committee, Orange County District Attorney's Office and Sheriff - Coroner Office. These recent projects have allowed the project team to become familiar with Orange County law and justice officials and cognizant of current related issues. We have also undertaken a number of city and county wide strategic information system projects where the fire and police emergency services were an integral part of the overall project. IA has an established record of providing consulting services to public safety agencies • throughout the country. The IA team members for this project have experience in all aspects of emergency communications. The proposed staff has managed multi - jurisdictional, multi- service communications centers; implemented 911 systems from start to finish; implemented emergency medical dispatch systems; and designed and implemented CAD, mobile data, and other communications technologies. Each of the IA team members has at one time worked in the emergency services field, providing a first- hand understanding of the needs of police, fire and EMS agencies. While every project is different, our similar experience provides us unique insight into the environment, challenges, and expectations of the Newport Beach Fire and Marine Department. The following pages include selected project descriptions highlighting the recent experience of both Deloitte & Touche and IA. Contact information for each project is provided, and we encourage you to contact our references to find out more about the quality service we can provide for the Newport Beach Fire and Marine Department. Deloiite & Page 11 Touche 0 • Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department High -Level Integrated Systems Overview, Orange County Law and Justice Departments and Agencies Deloitte & Touche teamed with Orange County to develop a high -level Integrated Systems Overview that explores integration issues and concems between law and justice departments and agencies throughout the County. We dedicated numerous resources throughout our organization to serve the needs of law and justice sector and designated this a premiere focus. Working with the county chief executive officer, district attorney, public defender, county marshal, sheriff - coroner, 22 police chiefs, chief of probation, highway patrol, chief judge and head court administrator, we identified key issues and concerns relative to integration within the law and justice community. Our goals included: • Leveraging Deloitte & Touche resources, experiences and knowledge gained on current and future projects to benefit our law and justice clients • Capitalizing on our previous work and developing integrated solutions that directly matched our client's needs • Achieving an Integrated Systems Overview model that could be customized and applied to other law and justice agencies throughout the U.S. and Canada Our goals were realized by conducting targeted interviews, compiling and analyzing the • results and reporting conclusions. Industry research was also accomplished to identify current integration trends. A list of tactical projects was developed to facilitate the first steps towards integration. As a result, we applied shared knowledge from our internal resources to the key issues and concerns Orange County law and justice agencies faced, including a compilation of worldwide best practices. These practices included establishing a Memorandum of Agreement (MOA), defining a governance structure, developing vision and mission statements and identifying potential funding sources. Through focus groups, we obtained consensus for the go- forward strategy, from all relevant parties, as signified by their signatures on the MOA. The outcome provided Orange County law and justice personnel insights into ways to better protect and serve the public through more efficient and effective use of information and resources, and serves as the comerstone of an agreement to cooperate in the future. CONTACT Chief Bob McDonell Chief of Newport Beach Police Department 870 Santa Barbara Drive Newport Beach, CA 92660 Phone: (949) 644 -3701 Fax: (949) 644 -3700 Delome & Page 12 ruche 0 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department County Wide Witness Tracking and Management System, Orange County District Attorney Deloitte & Touche was hired by the Orange County District Attorney's Office to implement a county wide coordinated witness management system. The proposed approach involved three phases. Phase I involved determining the project feasibility and developing the requirements for a County Wide Witness Tracking and Management System. This phase, which was essentially requirements definition, has been completed. Phase 11 involves assisting Orange County with the selection of appropriate applications to support the witness management systems vision. Phase III will be the implementation of the selected system. To arrive at specific recommendations for Phase I, we gained a thorough understanding of the witness management processes and systems through the following: • Conducted interviews with key personnel from various agencies involved in the witness management process • Reviewed previously compiled witness management documentation • Attended various court sessions for first -hand experience • "Shadowed" a Court Liaison Officer • Performed extemal benchmark assessment for comparison and contrast to how other counties function As a result, we prepared a final report that identified one overall and several specific . strategic recommendations. Potential funding options and other projects were identified to help realize the "To Be" vision and proceed to Phase 11 of the project. We were awarded the application selection project for Phase II upon completion of Phase I. Phase H will consist of three basic elements: • Further defining key witness management, scheduling and Interactive Voice Response (IVR) system applications and preparing the necessary documentation to facilitate the release of a request for proposal (RFP) • Leading and assisting the vendor demonstration process • Leading and assisting the system selection process CONTACT Chief Bob McDonell Chief of NBPD 870 Santa Barbara Drive Newport Beach, CA 92660 Phone: (949) 644 -3701 Fax: (949) 644 -3700 Page 13 Sr. Assistant District Attomey Chuck Middleton 700 Civic Center Drive Santa Ana, California Phone: (714) 834 -3655 Fax: (714) 834 -5706 Delciite & buche a • Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Strategic Operations Planning Project, San Jose Fire Department Mr. Pendleton and Mr. Cady are two members of a multi - disciplinary consulting team which is evaluating the Department's deployment, procedures and technology as it relates to Standards of Coverage. This project has involved a close and interactive relationship with the Department's command staff as we have examined and revised the Department's definitions of response and performance goals. In order to attain the most comprehensive analysis the consulting team is analyzing records of historical performance and identifying early intervention and response enhancing technologies. Contact Dan Farnsworth San Jose Fire Department Four North Second Street Suite 1100 San Jose, CA 95110 Phone: (408) 277 -4071 Records Management Systems Analysis, San Jose Fire Department Mr. Pendleton is presently completing a wide - ranging. analysis of the Department's automated systems for collecting, storing, processing, disseminating, and archiving business and incident records. The study methodology includes extensive staff interviews, ride - alongs, site visits, and documentation reviews. The purpose of the study is evaluate the degree to which the Department's IT systems are supporting the business of the organization. Further, the report will examine the opportunity for developing greater efficiencies, higher productivity, and new capabilities through the deployment of innovative technologies. A primary goal of the study is to perform the analysis in the context of the department's changing mission and a dynamic technology environment. Contact Dan Farnsworth San Jose Fire Department Four North Second Street Suite 1100 San Jose, CA 95110 Phone: (408) 277 -4071 Delode & Page 14 Touche 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Communications Staffing and Technology Analysis, San Jose Fire Department Mr. Pendleton and Mr. Cady were joined by Mr. Tom Bohn of Deloitte & Touche LLP to perform an analysis of the Department's emergency communications staffing and technology systems. This study had two primary parts. First, a communications staffing study was conducted to evaluate the sufficiency of the present staff to meet present and future workloads of the communications center. Second, the Team analyzed the PRC CAD which is shared by the Police and Fire Departments in order to determine its ability to support the Department's field operations and managerial decision - malting processes. The study methodology used extensive interviews with managers, line and communications personnel, time -task analysis, and queuing analysis to determine the frequency and probability of call processing activity, as well as, documentation reviews. Contact Dale Foster San Jose Fire Department 855 N. San Pedro St., #414 San Jose, CA 95110 Phone: (408) 277 -5486 Debitte & Page 15 Teubile Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department C. Project Personnel and Management A critical success factor for your project will be the quality of personnel assigned to the dispatch services review, technology plan analysis, and strategic plan development. While our structured approach and proven methodologies will be important factors in the success of this engagement —it is the experience and judgment of our team members that enables us to identify the day to day issues affecting the project timeline and cost. Project Staffing Mr. Bill Steele, a Deloitte & Touche Partner in our Costa Mesa Office, will be the client service and quality assurance partner for this engagement. Mr. Steele has been the partner on the Orange County projects and is familiar with the requirements for emergency services agencies. Ms. Roseanne Lopez, a Deloitte & Touche partner will be the project partner. As project partner, Ms. Lopez will be responsible for the overall project deliverables and will ensure that the proper resources from the firm are committed to this project. Ms. Lopez is the practice unit leader of our Public Sector Center of Expertise in Sacramento and leads our law and justice practice in the Western Region. • Mr. Bruce Smith, PhD, a Deloitte & Touche senior manager, will be the project director. As project director, Dr. Smith will ensure that the project focuses on the issues highlighted in the RFP and that deliverables meet our internal standards. Dr. Smith has over 26 years of experience, both as a consultant to the public sector and as a budget officer, public safety director and city manager within the public sector. • Mr. Tim Elkinton, a Deloitte & Touche manager, will be the project manager. As project manager, Mr. Elkinton will be responsible for the day -to -day management of the project and will be the principal point of contact with the City. Mr. Elkinton has over 10 years of Public Sector consulting experience with particular expertise in large project management and systems assessment. He has most recently been the project manager for the Orange County Integrated Law and Justice Initiative and the Orange County District Attorney Case and Witness Management System(s) Requirements definition projects. To enhance our ability to address the specific requirements of this project, the project team will also include the following individuals from Deloitte & Touche and IA. Mr. Steven Pendleton, (President of IA) - Mr. Pendleton has extensive experience as a police officer, volunteer emergency medical aide, dispatcher, and public safety communications consultant. Page 16 DeloiDe & Touche 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • Mr. Alan Armitage (Senior Consulting Associate with IA) - Mr. Armitage has more than 35 years of experience in public safety having managed a multi jurisdictional, multi- service communications center serving more than 72 agencies in 26 municipalities for over 25 years. Mr. Armitage also implemented the first 911 system in New Jersey and is a past president of the Association of Public Safety Communications Officers. Mr. Armitage now lives in the Colorado Mountains near Denver and is the part-time Communications Coordinator for Park County, Colorado. Mr. Geoff Cady (Senior Consulting Associate with 1A) - Mr. Cady is an expert in EMS communications systems and alternate EMS delivery systems. As a former consultant for Medical Priority Consultants, Inc. he has extensive experience analyzing staffing and managerial practices for EMS communications agencies. Mr. Cady has over 25 years of public safety experience. Ms. Cheryl Hofmann (Senior Consultant with Deloitte & Touche) - Ms. Hofmann has over 11 years of experience developing information systems for the law and justice community. In addition to the team members listed above, we have included three individuals to provide technical assistance to the team along with our client service partner, Mr. Steele: • Mr. Regan Williams, the former director of public safety for the City of Sunnyvale, California; Mr. Stephen Lee, a senior manager with Deloitte Consulting; and Mr. Tom Bohn, a manager with Deloitte & Touche. • Mr. Williams has over 29 years of experience in public safety and recently retired from Sunnyvale where he was responsible for both police and fire services, including dispatch. Mr. Lee has managed the design and implementation of communication and dispatch systems for a number of jurisdictions and is currently working with the city of New York Fire Department. Mr. Bohn, has 13 years of experience, including nine years as a fire fighter with the City of San Jose, during which he managed the dispatch center. The following pages contain detailed resumes for each team member. Delfi tte & Page 17 TUUCIIe v Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department William A. Steele Partner, Management Solutions & Services Group Deloitte & Touche LLP, Southern California Region Specialization Mr. Steele is a partner in our Management Solutions and Services Group who has more than 18 years of experience, specializing in strategies, operations, process change and enabling technology. Mr. Steele has an extensive background in all facets of development, construction, financing, operations, ownership, and decision support systems. In addition to seven years of real estate consulting experience, Mr. Steele has 11 years of financial, operations, and executive management experience within public and private development, investment and management companies. Relevant Experience • Common Process Vision and IS Strategy - Responsible for development of common business processes and supporting IS strategy in a rapidly growing manufacturer of high tech capital equipment for the semi conductor industry. Defined organizational structure and performance measurement to create the proper controls and process ownership, while dramatically improving efficiency and effectiveness. • • Information Resource Management Out - Tasking - Responsible for ongoing engagement providing day -to -day operational information systems support coupled with tactical and strategic guidance for the information resource management activities of a rapidly growing family of baked food companies. Enterprise -Wide Systems Strategy and Selection - Led engagement to review existing systems and business processes at a leading provider of engineering and design services. Review resulted in significant opportunities to improve management reporting and streamline business processes. Retained to implement conference room pilot of the new technology. • International Strategic Analysis - Analyzed the market potential, cost structure, design, financial engineering and developed the strategic and tactical approaches for a retail- oriented "Urban Entertainment Center" in one of South America's progressive metropolitan areas. Education • Humboldt State University, Bachelor of Arts, Psychology, 1978 Professional Activities • American Institute of Certified Public Accountants . • California Society of Certified Public Accountants Deloitte& Page 18 ToucM 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Roseanne M. Lopez, CIVIC Partner Deloitte & Touche, Sacramento Specialization Ms. Lopez leads our Sacramento Public Sector practice. She has been an executive officer of two management consulting firms and has been associated with Deloitte & Touche for more than 15 years. She specializes in providing consulting to public sector entities and has worked extensively in collaborative approaches and on time - sensitive projects. Her experience during the past 20 years includes: • System selection • System performance and operational reviews • Organizational strategic planning and reviews • Business process engineering and realignment of workforce to functions • Operational management reviews • Development of policies and procedures • Extensive work with boards and commissions • Work with Federal, State and local governmental representatives • Development of outreach communications programs and plans for external and internal organization communications Relevant Experience Strategic Plan Development - Conducted workshops to identify issues, conducted survey of similar entities, prepared inventory and needs assessment, determined strategic directions, identified and prioritized projects for the Resource Management International (RMI). Also included organizational analysis and restructuring of information systems groups within agencies. System Selection and Implementation - Identify system needs, "best practices ", and alternatives. Review current capabilities including system interfaces, confirm functional requirements, and develop evaluation criteria to be used in a selection. Facilitate user group meetings, develop and prioritize recommendations for improving communications, increasing technology use, streamlining information systems, and provide on -going training. Assist in vendor demonstrations, evaluate software packages and develop recommendations. Clients have included: — San Juan Unified School District — City of Los Angeles — California Student Aid Commission — University of Nevada System — Oakland Unified School District Deloitte & Page 19 Touche a Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department — Sacramento State University Foundation — Trust for Public Lands European Bakery and Cafe Ettore Santa Clara County Office of Education Feasibility Study - Developed detailed system implementation plan, assisted in cost/benefit analysis, and developed staffing level for the Contractor's State License Board. Organizational and Management Operations Review - Review organizational structure, management and leadership, internal processes, existing cost structure and fiscal controls, and evaluate customer satisfaction, identifying redundant activities to streamline operations and improve workflow efficiency. Conduct interviews, surveys of departments, comparative survey of similar entities. Create process flows, provide short-and long -term recommendations, and develop acceptance testing requirements. Clients have included: — State of California Housing and Community Development — State of California Department of Corrections — State of California, Migrant Education — State of California, Franchise Tax Board — State of California, Department of Finance • — California State Controller's Office (LGRS) — California State Controller's Office (Bureau of Tax Administration) — California State Controller's Office (Division of Audits) — Idaho State Board of Education — City of Los Angeles — Sacramento County — County of Alameda, Social Services Agency — California State University, San Diego 0 — California State University, Long Beach — California State University, San Francisco, Associated Students and Student Union — California State University, Sacramento Foundation — Chino Basin Municipal Water District — University of California, San Francisco — University of Colorado, Office of Management Systems /Consolidated — United States Air Force Logistics Command Data Canter Professional Affiliations • Certified Management Consultant (CMC) • Board Member, Festival de la Familia Deloitte& Page 20 Touche V Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • Education 0 • Master of Business Administration, Organizational Analysis, Finance, Management Information Systems, Long Beach State University • Bachelor of Science, Business Management, Operations Research/Management Science, Economics, and Employee Relations, San Diego State University MOM & Page 21 bwhe 0 E Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Bruce Smith, Ph.D. Senior Manager Deloitte & Touche, Sacramento Specialization Dr. Smith has more than 25 years of experience in the operations and management of public sector organizations. He has served in the public sector as the budget officer and then city manager of Wilmington, Delaware and budget officer of Aurora, Colorado, and in the private sector as a consultant specializing in both public sector and public utilities management. Relevant Experience • Financial Management, Payroll/Human Resources and Budgeting Assessment, Selection and Implementation - Project manager and lead analyst on numerous projects. Responsibilities included assessment of existing financial management systems including establishing cost baseline of existing system, defining financial management system requirements and identifying business reengineering opportunities. Subsequently, projects included selection and implementation of fully integrated, client/server based financial management systems. Modules typically included General Ledger, Accounts Payable, Purchasing, Project and Cost Accounting, Accounts Receivable, Cash Receipts, Fixed Assets, Payroll, Human Resources, and Inventory. Scope of Budgeting projects included organizational restructuring, business process reengineering, business requirements analysis, procedures development and selection and implementation of automated budgeting system. Closely linked with development of information systems strategic plan. Financial system assessment projects have included the review and rationale of fees, charges and rates. These projects have also included the review and analysis of interjurisdictional charges, cost sharing mechanisms and cost allocation systems. Clients have included: — City of Walnut Creek, California — City of Oakland, California — Montgomery County, Pennsylvania — State of Delaware — City of Kansas City, Missouri — Government Finance Officers Association — North Las Vegas, Nevada — City of Phoenix, Arizona • — Horry County, South Carolina Deloitte & Page 22 buche a Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • — New Castle County, Delaware — Santa Clara County Office of Education Harris County, Texas — State Bar of California • Performance and Operations Review - Scope of projects included independent diagnostic -based review of an organization, its functions and programs. Verified and validated facts and situations, as well as source of problems. Engagements resulted in realistic, defensible recommendations to increase efficiency and effectiveness, as well as improve performance. Clients have included: — Philadelphia Gas Works — Pennsylvania Electric Company — Moscone Center, San Francisco — Alameda County Fair Association — Lane County, Oregon — City of Atlantic City, New Jersey — City of Newark, New Jersey — San Francisco Unified Schools — California Franchise Tax Board • — Metropolitan Edison Company Central Illinois Light Company — County of Los Angeles — City of San Jose, California — State of Delaware — Camden County, New Jersey, Health Department — University of Califomia — ICMA • Professional Affiliations • Government Finance Officers Association • International City /County Management Association • American Economic Association Education • Ph.D., Economics, Virginia Polytechnic Institute and State University • Master of Arts, Economics, Virginia Polytechnic Institute and State University • Bachelor of Arts, Economics, Virginia Polytechnic Institute and State University Page 23 Deloitte & Towle Ll Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Timothy L. Elkinton Manager Deloitte & Touche LLP, Southern California Specialization Mr. Elkinton has 10 years of project management and process improvement experience in the public sector. His specific experience is in: • Major project management • Strategic plans and implementation • Contract vendor selections • Risk analysis and abatement planning • Financial planning and control Relevant Experience • Orange County District Attorney Office — Developed the Case Management and Witness Tracking System(s) requirements for the Orange County District . Attorney Office. The methodology for developing the requirements involved an "as is" and "to be" assessment related to information and process flows. The comprehensive requirements provided the district attorney with a road map for the existing required functionality, as well as identifying future desired capability. These requirements were then used to assess existing Case Management Systems, resulting in the identification of system strengths and weaknesses. Orange County Law & Justice Agencies — Conducted a multi- agency study that identified the issues and concerns surrounding integration and information sharing between law and justice agencies in Orange County. The study involved 26 Orange County agencies including the Unified Courts, District Attorney, Sheriff, Police Departments, Probation, County Marshals and numerous Federal law enforcement agencies. The study resulted in a greater understanding of current issues and the conclusion that integration and information sharing was feasible. It also led to the development of a scope of work to develop a Strategic Integration Plan. In addition to the study, a governance structure and Memorandum of Agreement was developed to unify Orange County in the pursuit of integration and information sharing. • U.S. Department of Justice — Developed the Concept of Operations ( CONOPS) strategy document for the U.S. Department of Justice to facilitate the sharing of information between the 5 Federal law enforcement agencies. The CONOPS incorporated related experience from contemporary Air Force acquisition • programs as well as industry best practices. Also prepared applicable materials Deloitte & Page 24 TalClle V Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department and participated in facilitating a group meeting using shareware to obtain real - time inputs and edits. This meeting resulted in obtaining consensus about project goals and objectives from upper management in all 5 Federal law enforcement agencies. U.S. Army, Reserves and National Guard Bureau — Led an initiative to improve the project management methodology for a $2 billion Army information system. Improvements included establishing financial planning and controls to include risk analysis and abatement planning. Efforts resulted in identification and resolution of $20 million in funding issues. U.S. Senate, Operations Division — Analyzed the existing organization structure and performance measurement activities within the U.S. Senate Operations Division. After determining that a performance measurement process did not exist, he developed and assisted in implementing a performance measurement and reporting methodology. This provided management the information to make appropriate manpower and service decisions. He also developed and implemented a customer feedback process to better analyze and improve customer service. This included the process to compile and report the customer service feedback to management. The results positioned management to improve service and consider outsourcing certain applications. . • U.S. Air Force — Led a cross - functional team in evaluating four launch vehicle contractor proposals for a $20 billion launch vehicle development and production program. Efforts resulted in contract award in 60% less time than normal. — Developed and implemented financial analysis process to incorporate direct engineering input into cost estimates and quantify applicable risks. — Developed and implemented the cost strategy, financial /risk analysis, scheduling and forecasting for a large launch vehicle development program. — Led teams of three to five people to review and recommend improvements to Air Force operational processes. • Education • Master of Science, Cost Analysis and Program Management, The Air Force Institute of Technology Bachelor of Science, Business Management, The United States Air Force Academy Dela tte & Page 25 Tuche Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department P. Steven Pendleton President Information Analytics Specialization Steve Pendleton is the President of Information Analytics, a consulting firm specializing in technology and management issues for law enforcement and public safety agencies. Mr. Pendleton has more than twenty years of professional experience in the public safety sector including line positions in law enforcement and emergency medicine, and extended professional experience in the public safety software and systems industry. Mr. Pendleton is an expert on organizational issues relating to the implementation of and redesign of information technology systems. Mr. Pendleton has worked extensively on information system design, deployment and use issues with public safety agencies. Previous public sector clients include the cities of Pompano Beach and Ft. Lauderdale, FL; Omaha, NB; Roanoke, VA; Washington, D.C.; San Jose, CA.; Golden and Arvada, CO. Private sector clients include Motorola, Printrak International, Microsoft, Dictaphone, Life Safety Solutions, Inc., Cerulean Technology, Paradigm4, and Positron Industries. • Relevant Experience • President, Information Analytics; Superior, Colorado - This practice provides consulting services to government agencies and businesses concerned with public safety management and technology. As President Mr. Pendleton is responsible for project oversight, business administration, project development, and direct consulting services. • Account Manager, SCC Communications Corporation; Boulder, Colorado - Eastern Region Account Manager for major vendor of public safety information technology systems. Duties included: — Consulting with users to determine Information Technology requirements — Providing Advice on Systems Implementation, Planning and Organizational Engineering — Tracked competitive CAD and RMS packages — Assisting with the Development of Implementation and Project plans — Project Management and Implementation Consulting • Public Safety Systems Consultant, Intergraph Corporation; Huntsville, Alabama - Consulted with sales force and prospective customers on computer - assisted dispatching, geographic information systems, global positioning systems, communications systems, and related technologies for the public safety . marketplace. Duties included: Qd01ff2 & Page 26 TOucle 0 • Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department — Performed Technology Needs Analyses — Routinely gave Presentations and Conducted seminars on Public Safety Systems. — Designed Custom System Configurations. — Advised developers on Systems Design and Implementation Principal Consultant, Information Analytics; Fairfax, Virginia - Provided research consulting on criminal justice issues to numerous government agencies and private consulting firms. Projects included such varied assignments as surveying the use of information systems by prosecutors and developing a conference on the forensic analysis of human hair. Consultant, Philadelphia Police Study Task Force; Philadelphia, Pennsylvania - Staff consultant for a complete organizational assessment of the Philadelphia Police Department funded by a public /private partnership. This intensive year- long study assessed such areas as operational performance, management practices, organizational structure, facilities, public relations, and information technology systems. Duties included special concentrations in the following areas: — Emergency Communications and Citizen Contact Systems — Police Facilities and Physical Plant . — Resource Allocation, Deployment and Management Practices • Police Officer, Metropolitan Police Department; Washington, D.C. - Graduated first in section of twenty, and second in class of 180 from Police Academy. Assigned as patrol officer with one temporary assignment to Communications Division. Received specialized training in communications, accident investigation and forensic processing of crime scenes. Received numerous commendations for Distinguished Service. Education • Masters in Public Administration, 1989, The Kennedy School of Government - Harvard University Bachelor of Arts - Justice/History, 1986, The American University; Washington, D.C. Professional Activities • Mr. Pendleton has previously published a number of articles and papers on systems management in the public sector. Page 27 Deloitte& Touche 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Cheryl Hofmann Senior Consultant Deloitte & Touche, Sacramento Specialization Ms. Hofmann has extensive experience in management information systems development in the Public Sector with a specialization on the law and justice industry. She spent several years providing information technology assistance to local, state, and federal government agencies in the correction, law enforcement, district attorney, and probation and parole disciplines. Specifically, Ms. Hofmann has participated in numerous projects that involved: • System analysis, design specifications and prototyping • Database development and programming • Internet development and programming • Systems implementation and facilitation • End -user software application training • • MAC -OS, MS -DOS, Microsoft Windows, and Windows NT platforms • DHTML, xBASE, Dataflex and Visual Basic programming languages Relevant Experience • Case Management Information Systems Development: — Bureau of Justice Assistance (BJA), U.S. Department of Justice — Provided end -user testing and quality assurance for final development of DA's Assistant, a district attorney's case management system. Assisted in the writing of system documentation. Designed training materials, coordinated and facilitated instructor led training nationally, and provided end -user support for all software and hardware problems. — Bureau of Justice Statistics (BJS), U.S. Department of Justice — Redesigned and implemented the national reporting standards required by BJS into LOCKDOWN, a jail records management information system. Assisted in the writing of system documentation. Created a national marketing and implementation strategic plan. Designed training materials, coordinated and facilitated instructor led training nationally, and provided end -user support. — Pennsylvania Commission on Crime and Delinquency (PCCD) — Phase I, • lead systems analyst in development of system requirements for PA- LEMIS, a law enforcement records management information system for Delorde & Page 28 Bache 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • the state of Pennsylvania. Constructed a prototype and programmed a case management relational database system. Managed beta testing of system for five beta sites and facilitated comments for the development team. Provided end -user testing and quality assurance for final development. Assisted in the writing of system documentation. — For Phase II, created a statewide dissemination plan. Designed training materials, coordinated and facilitated instructor led training nationally. Participated in user group meetings and facilitated communication. Provided end -user support for all software and hardware problems. For Phase III, developed and implemented training program to create regional trainers. — Bureau of Justice Assistance (BJS), U.S. Department of Justice — Lead programmer in development of TASC -MIS, a substance abuse offender case management system. Provided end -user testing and quality assurance for final development. Assisted in the writing of system documentation. Created national marketing and implementation strategies. Designed training materials, coordinated and facilitated instructor led training nationally, and provided end -user support. — Louisiana Commission on Law Enforcement (LCLE) — Phase I, developed • system requirements for LA- LEMIS, a law enforcement records management system integrated with a jail records management information system. Lead programmer in an integrated relational database. Managed the beta testing of system with four sites and provided feedback to development team. Provided end -user testing and quality assurance for final development. Assisted in the writing of system documentation. — For Phase II, created statewide dissemination plan. Designed training materials, coordinated and taught all user based training. Participated in user group meetings and facilitated communication. Provided end -user support for all software and hardware problems. For Phase III, developed and implemented training program to create regional trainers. • Internet Information Systems Development: — Bureau of Justice Assistance (BJA), U.S. Department of Justice — Designed and worked with a consultant team to develop The Automated Index of Criminal Justice Information Systems, an Internet driven database found at www.aindex.search.org containing information on criminal justice software systems. Maintained system and programmed all system upgrades. Primary focus was on managing staff for data collection and research. . — Bureau of Justice Assistance, U.S. Department of Justice — Designed and worked with a consultant team to develop the IT Acquisition Database, an Ddoitte & Page 29 ToucW U Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Internet driven database found at www.it.search.org which tracks requests for proposals (RFP) and requests for information (RFI) documents. Maintained system and programmed all system upgrades. Primary focus was on managing staff for data collection and research. Process Documentation, Harris County, TX — Assisted in documenting the existing processes of the Justice Information Management System (JIMS). The deliverable was to meet three objectives: — Documentation of JIMS Business Processes — Documentation of JIMS Program Hierarchy — Mapping JIMS Business Processes and JIMS Program Hierarchy — Facilitated and managed Professional Activities • Speaker, Ashton -Tate Technical Conferences; 1990 -1992 • Speaker, Sacramento dBase User's Group; 1992 • Speaker, Justice Agencies and the Internet; 1997 • • Speaker, Department of Justice — Corrections Conference; 1998 • Speaker, Sacramento Domestic Violence Group; 1998 Education • Bachelor of Science, Business Administration, Computer Application and Systems option, Califomia State University, Fresno 0810fth & Page 30 buff Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Alan L. Armitage Senior Consulting Associate Information Analytics Experience Public Safety Communications Consultant - Owner of Armitage Communications, a sole proprietorship company specializing in Public Safety Communications services, including: facility design concepts and features, communication system design, work load analysis, operations, training, and other related areas based on career experience and training. Director of Communications - County of Hunterdon, New Jersey - Employed to design and implement New Jersey's first County -wide Public Safety Communications System utilizing 9 -1 -1 for citizen access. The system serves 100 percent of Police, Fire and EMS agencies in the 26 Municipalities comprising the County. Experience includes: — Countywide radio system design for street level portable coverage serving police, fire & EMS including four remote sites, microwave, tower specification, and lightning protection • — Telephone system specification for initial 9 -1 -1 basic operations and major upgrade to latest 9 -1 -1 Enhanced "state of the art" technology in 1993. — Administrator of 700 line CENTRX telephone system — Computer Aided Dispatch system specification and tailoring to include automated mapping derived from address of 9 -1 -1 caller, automated fax distribution to responders and other agency specific requirements — Technical specification writing and administration of procurement — Interface with equipment manufacturers and providers throughout installation and acceptance phases of procurement — Project Manager for the design, construction and operation of a dedicated use, 6,800 sq.ft., Communications /9 -1 -1 Complex — Formation of system and employee Standard Operating Policy & Procedures — Contract negotiation with employee union — Development and administration of two months in -house training for employees preparing for day one operation and continuing in service training — Preparation of annual operational and capital budgets . — Continued administration and planning of the operating system DdoM & Page 31 Thuche U Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • — County Coordinator - Emergency Management in accord with NJ State Statute — County 9 -1 -1 Coordinator in accord with NJ State Regulations Instructor, University of Delaware: Division of Continuing Education, Wilcastle Center, Wilmington, Delaware - Development and presentation throughout the Eastern United States of various in- service training seminars. Courses include Public Safety Telecommunicators Techniques, Supervisory Skills in a Communications Center, and Emergency Planning for Communication Centers. • Chief of Communications - County of Monmouth, New Jersey - Operational/I'echnical positions 1962 through 1968. Military leave of absence 1964 -67. Duties parallel most recent position. Implemented regional fire dispatch network, county -wide police teletype network, and the first non state agency to interface with the NJ Criminal Justice Information System. Related Experience • Gubernatorial Appointment - New Jersey 9 -1 -1 Commission - As a 9 -1 -1 Commissioner, served pro - actively on many committees including: State plan . review, operational standards, training, PSAP requirements and technology, MSAG, and public information and education. At retirement on January 1, 1994, received formal recognition through Resolution by both the NJ Senate and the NJ General Assembly for carrier long contributions made to the citizens of Hunterdon County and the State of New Jersey for 90101 development and the providing of public safety communications. 0 DWOMO & Page 32 11whe 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • Geoffrey A. Cady Senior Consulting Associate Information Analytics Experience • Senior Consulting Associate, Urgent Health Care Practice, Information Analytics, Inc.; Superior, CO - Responsible for the development and implementation of 911, EMS communications and medical call center structures and systems; communication center performance audits and evaluations; business development and implementation of managed care products and services; the development and presentation of industry presentations, performing primary and secondary research activities of communications- and EMS - related technologies; the research and development of EMS feasibility studies; EMS performance audits and standards compliance; EMS strategic planning; and other EMS- and public safety - related interfaces. • Manager of Access Management Systems, Medical Priority Consultants, Inc.; Salt Lake City, UT - Manager of Access Management Systems responsible for the implementation of the Medical Priority Dispatch System (MPDSO) and its integration with medical call center technologies, implementation of call center . quality management structures and systems, communication center performance audits and evaluations, business development and implementation of managed care products and services, the development and presentation of industry presentations, performing primary and secondary research activities for MPC, development and submission of original research for publication, EMS industry surveillance and analysis, development and project coordination of market research activities, EMS technical support for internal and external customers, ongoing surveillance and analysis of issues related to health care reform and managed care. • Research Director /Consultant - Jems Communications Emergency Care Information Center, Inc.; Carlsbad, CA - Research Director /Consultant responsible for performing EMS feasibility studies, performance audits, primary and secondary research activities for ECIC, JEMS and Air Medical Journal, e.g., 200 Most Populous Cities article, Salary Survey article, development and project coordination of market research services for EMS products and services (for internal and external customers), EMS data base development and analysis (including study design and survey tool development), technical support for all publication editors and external customers, EMS agency performance audits and evaluations, EMS feasibility studies and system design, ambulance service valuations. Primary research activities have included the conduction of in -depth interviews, focus groups, development and delivery of telephone surveys, • development and distribution of mailed surveys. Other activities have included Deleme & Page 33 Tolcle Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department presentations to AT &T and Baxter Healthcare research staff and engineers and speaking engagements at national conferences. Paramedic Coordinator, Southwest Ambulance of California, Inc.; San Diego, CA - Paramedic Coordinator responsible for managing daily activities of ALS ambulance contract with San Diego County for County Service Area 17, design and implementation of probationary testing programs, development of operational policy and procedures, reporting to Citizens Advisory Board, human resource development and personnel policies and procedures, accident investigation and documentation, quality improvement and assurance activities. Mobile Intensive Care Paramedic, Medevac, Inc.; San Diego, CA - Mobile Intensive Care Paramedic. Mobile Intensive Care Paramedic, Jones Ambulance, Inc.; Fresno, CA - Mobile Intensive Care Paramedic. • Emergency Medical Technician II, Riggs Ambulance, Inc.; Merced, CA - Emergency Medical Technician H. Education • Health Executive Leadership Program, 1995 — 1996, University of California at • San Diego; San Diego, CA • Baccalaureate of Science in Business Administration, 1988, San Diego State University; San Diego, CA • Appointments • National Academy of EMD • Interim Chairman of Call Processing Board • State of California - Emergency Medical Services Authority • Vision Work Group E: Access Licenses & Certificates • San Diego County Paramedic Certification (inactive) • Fresno County Paramedic Certification (expired) • Emergency Medical Technician H Certification, Merced County (expired) Ddoift & Page 34 buche v Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • Reagan Williams Public Safety Specialist Specialization Mr. Williams is a public safety specialist with more than 29 years of public sector experience working for the Sunnyvale Department of Public Safety, including serving as the Chief of the Department. Relevant Experience Mr. Williams' served 29 'h years with the Sunnyvale Department of Public Safety, a combined police and fire department. The Department serves a population of more than 130,000 residents and has a staff of 221 sworn officers and 80 civilians. As Sunnyvale's public safety director, Mr. William's was responsible for police, fire, emergency preparedness, and communication services for the city, which prides itself as one on the safest communities in America. In addition to his seven years as the public safety director, he has also served the department as a: • Public Safety Officer • Public Safety Lieutenant • • Public Safety Captain • • Public Safety Commander Education • B. S, Criminal Justice Administration, San Jose State University • A.S, Fire Science, Mission College • Graduate of FBI National Academy Professional Affiliations • Member, California Police Chiefs Association • Member, International Association of Chiefs of Police Professional Certificates • Post Supervisory Certificate Post Management Certificate • Teaching Credential - Limited Ddolft & Page 35 buche 0 0 is C� Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Stephen C. Lee, P.Eng. Senior Manager Deloitte Consulting Specialization Stephen Lee is a specialist in technology project management with over 15 year of experience. He has extensive experience in public safety information systems, wireless technology, networking, telecommunications and mobile applications. He has most recently led the visioning, design and implementation of all of the public safety and emergency management technology for E -Comm in Vancouver British Columbia (more than $100,000,000 capital value). E -Comm will provide dispatch and communications services for all of the public safety agencies in Southwestern British Columbia. Stephen is the North American leader of Deloitte Consulting's public safety technology practice (part of our Public Sector Law and Justice practice). Relevant Experience • Public Sector Agency, Project Manager - Currently project manager for the design and implementation of a large multi -zone, multi- agency trunked mobile radio system to meet the mobile voice and data communications requirements of the Greater Vancouver Regional District (GVRD) municipalities, the Royal Canadian Mounted Police (RCMP) and other participating agencies. The project incorporates dispatch centre electronics and 90101 system operations, as well as a mobile radio system, infrastructure and backhaul. • Public Sector Agency, Project Manager - In conjunction with personnel from the City of Vancouver and the RCMP, participate in the design and procurement of a Computer -Aided Dispatch (CAD) system to support integrated dispatch of multiple agencies including City police and fire departments and the RCMP. The system required extensive interfacing with the RCMP CMDS system local and national databases and with the new mobile radio system for these agencies. Another key component of the system was the requirement that it be expandable to support in future both emergency Medical Service Dispatch and integrated dispatch from a number of facilities around the region. • Public Sector Agency, Project Manager - Design and implementation project management of all of the electronic systems for a state -of -the -art emergency operations centre for the City of Vancouver. The facility includes cable, fibre, terrestrial wireless and satellite telecommunications, as well as distributed video collection and internal audiovisual systems. Another major component of the project is an emergency management computer system that integrates information from many different systems, enables disaster response and special event operations through purpose -built applications and databases, and interactive data analysis of data from multiple sources. Page 36 Noble & Touft 0 J Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Public Sector Agency, Project Manager - Conducted a study to determine the most appropriate methods to provide contract dispatch services from the existing City of Vancouver police and fire Communications Centres to specified municipalities in the GVRD. The project included the development of a conceptual technical design and detailed cost modeling of the various implementation options. In conjunction with the above - mentioned project, evaluated the capital and operating costs to provide BC Ambulance with CAD services from the City of Vancouver system. Costs identified included equipment and software requirements, and all subsequent changes that would be required to the City's computer system as well as to related equipment and the BC Ambulance dispatch centre. Public Sector Agency, Project Manager - Evaluated CAD and Mobile Data Terminal (MDT) systems for key public safety agencies to determine their operational dispatch needs and requirements. Recommendations made included the development of a common, shared CAD/MDT system to replace or augment the agencies' individual systems and support the City of Vancouver's Emergency Operations Control Centre (EOCC). • Public Sector Agency, Project Manager - In order to resolve performance problems with the Cowichan Valley Regional District's (GVRD) Fire Dispatch . Radio System, developed a new system design and cost estimates. We went on to conduct radio coverage testing, and was contracted to confirm viability of the redesign, prepare the technical specifications and tendering documents for both the radio and civil works portions of the system upgrade process, and manage the implementation of the upgrade. • Public Sector Agency, Project Manager - Conducted a technical audit of the implementation of the CVRD Fire Dispatch Radio System. The system utilized point -to -point and point -to- multipoint radio technology to distribute dispatch traffic to 18 fire halls throughout the region. The investigation identified a number of key problems and presented a preliminary plan for remedying the deficiencies. • Telecommunication Firm - Developed and delivered a course on wireless technology and market trends for Simon Fraser University (SFU). The course was delivered over a two -year period, primarily to engineering and marketing personnel from BC TEL through the BC TEL Education Centre on behalf of SFU. • Public Sector Agency - Detailed design and implementation project management of a regional 9 -1 -1 mobile radio dispatch system for the northern two thirds of Vancouver Island. The system incorporates DAMA satellite technology as a backbone communications network to provide paging and mobile radio dispatch to more than 40 emergency response agencies spread over an area of more than 20,000 km2. • • Public Sector Agency - Project management of the procurement and implementation of a three -site, 800 MHz simulcast public safety trunked radio Debitte & Page 37 TQUCI� Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department system for the City of Surrey. Responsibilities included procurement of sites and radio spectrum, frequency coordination, development of functional and technical specifications and tender documents, contract negotiation and administration, and provision of technical inspection and acceptance testing services. Public Sector Agency - Developed the technical architecture for an emergency communications network as the final phase of an emergency communications planning project for the Yukon Territorial Government. The project was unusual in that it allowed the initial emergency systems to be implemented with existing resources, as well as improved and migrated to the eventual configuration as the budgets of the agencies involved allowed. Telecommunication Firm - Participated as radio frequency and transmission technical specialist as part of a team evaluating the feasibility of implementing a cellular telephone system in a Confederation of Independent States (CIS) nation. The study included an evaluation of the state of the nation's Post, Telegraph & Telecommunications (PTT) agency's infrastructure, including its switching capability, long distance capacity and cable plant condition. The project resulted in presentation of a supplier- independent capital cost estimate and business plan to PTT. • Public Sector Agency - Executed system designs for two distributed emergency • agency dispatch systems, one for the Thompson - Nicola and Cariboo regional districts in the Interior of British Columbia, the other for the Comox - Strathcona Regional District on Vancouver Island. The projects included evaluation of the existing agency communications systems, trunking technologies available to support the new system, and dispatch console system requirements. Trunk systems considered include satellite, conventional leased services and a private terrestrial radio network. System design incorporated upgrades to the existing infrastructure, a backbone trunk system design, and budgets and schedules for procurement and installation. is EDUCATION • B.Eng., Electrical Engineering, Lakehead University, 1988 Diploma of Technology, Electrical Instrumentation, British Columbia Institute of Technology, 1981 PROFESSIONAL ASSOCIATIONS AND ACTIVITIES • Registered Professional Engineer, Province of British Columbia NO& & Page 38 Touche 0 E, LJ • Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department Tom Bohn Manager CTR Business Systems Specialization Mr. Bohn is a Manager in CTR Business Systems Business Services Group. He operates from the Portland office. Mr. Bohn specializes in local and wide area networking, PC and Macintosh configuration and support, information systems design and implementation database design and implementation and accounting system conversion and implementation. Relevant Experience Mr. Bohn has over thirteen years experience in the Public Sector with significant experience in Public Safety, particularly the Fire Service. Mr. Bohn is knowledgeable in all aspects of Fire Department and Emergency Medical Services operations. He is particularly experienced in Fire Prevention, Code Enforcement and Hazardous Materials regulation. Mr. Bohn is knowledgeable in all aspects of information systems consulting — from application selection and implementation, particularly financial, inventory and sales order systems, platform selection and implementation, to database design and implementation. Mr. Bohn is an experienced specialist in local and wide area networking and is a Certified Netware Administrator. Clients have included: • Ventura County Fire District • Lane County Public Safety • City of Salem, Oregon, Fire Department • San Jose Fire Department • Praegitzer Industries, Inc. • Tokai Carbon Related Experience • Tillamook County Creamery Association • OHKA America • Deloitte & Touche LLP • PacTrust Realty • Mt. Bachelor Ski Resort Prior to joining CTR Mr. Bohn was a Manager with Deloitte & Touche LLP in their middle market consulting practice for three years Mr. Bohn held several positions in the Fire Service during a thirteen -year career. The final nine years were with the City of San Jose Fire Department. Mr. Bohn progressed from Firefighter/EMT to Fire Prevention Inspector were he was responsible for administering a city -wide inspection program. More recently, Mr. Bohn held several positions in Information Systems Management and computer and network systems support. Page 39 Q810Mq $ Touft 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department • Professional Affiliations 0 r1 Li • Certified Netware Administrator Education • Master of Business Administration - Marylhurst College • B.S. Management and Communications - Concordia University Delorde & Page 40 buche 0 0 U 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department D. Staff Availability Page 41 MOM & buche 0 Proposal to Conduct an Emergency Dispatch Services, Technology and Management Information Systems Strategic Plan for the City of Newport Beach Fire and Marine Department E. Schedule Week Assuming a start date of April 17, 2000, we can complete this project by July 1, 2000, as requested Page 42 DCIom & TOuche 0 L38)(1 -33Y) • April 25, 2000 ,_._....Council Agenda j Item No. 11 TO: Mayor and Members of the City Council AR 2 5 FROM: Timothy Riley, Fire and Marine Chief SUBJECT: Study the Feasibility of Withdrawal f thority and Merging the Police Department and the Fire and Marine Department Emergency Dispatch, Technology and Management Information Support Systems - Award of Contract No. 3341 RECOMMENDATIONS: 1) Approve a motion to authorize the City Manager to negotiate final scope of work and final contract price with Emmack Cronan Group, Inc. to perform a study regarding the withdrawal from the Metro Cities Fire Authority and the merging of the Police Department and Fire and Marine Department Emergency Dispatch, Technology and Management Information Support Systems. 2) Award Contract No. 3341 to Emmack Cronan Group, Inc. of Reno, Nevada for a price not to exceed $75,000 and authorize the Mayor and City Clerk to execute the contract. DISCUSSION: During the February 8, 2000 meeting, Council approved action to give notice of the City's intent to withdraw as a member of the Metro Cities Fire Authority pending a comprehensive study to determine the feasibility of merging the Police Department and Fire and Marine Department Emergency Dispatch, Technology and Management Information support systems. Council also ,S� approved Budget Amendment (BA -038), reallocating existing funds and authorizing staff to solicit proposals for the study, in an amount not to exceW $75,000. A technical evaluation panel composed of Fire and Police Department personnel evaluated the proposals. The technical evaluation was based on factors such as: understanding of the scope of work, methodology and approach to the assignment, qualifications and experience of primary consultants; primary/sub - contractor team composition; previous experience with similar assignments; and overall cost. This review developed a short list of two candidates: Deloitte & Touche and Emmack Cronan Group. Background /reference checks were conducted of clients with similar studies. Their clients gave both consultants high marks. Deloitte & Touche and Emmack Cronan Group were called for a final interview regarding their methodology and experience. Emmack Cronan was determined to be the better candidate for this appointment and proposed the required service for the best value. During the final interviews, both consultants suggested opportunities where City staff could provide assistance and thereby reduce the costs. It is therefore requested that the City Manager be authorized to conduct final scoping and price negotiations with Emmack Cronan Group and recommend a final contract to the Mayor for execution. E 0 February 8, 2000 FEB — 8 Council Agenda Item No. 17 TO: Mayor and Members of the City Council FROM: Timothy Riley, Fire and Marine Chief a(c-_ SUBJECT: Give Notice of Intent to Withdraw from the Metro Cities Fire Authority; and Approve a Budget Amendment to Conduct a Request for Proposals to Study the Feasibility of Merging the Police Department and the Fire and Marine Department Emergency Dispatch, Technology and Management Information Support Systems. RECOMMENDATIONS: 1) Approve a motion to give notice of the City's intent to withdraw as a member of the Metro Cities Fire Authority pending a comprehensive study to determine the feasibility of merging the Police Department and Fire and Marine Department Emergency Dispatch, Technology and Management Information support systems. 2) Approve Budget Amendment (BA -,), reallocating existing funds and authorizing staff to send out the attached Request for Proposals to conduct said study, in an amount not to exceed $75,000. WITHDRAWAL FROM THE METRO CITIES FIRE AUTHORITY In June, 1996, the Newport Beach Fire and Marine Department became a member of the Metro Cities Fire Authority (MCFA); a Joint Powers of Authority agency that provides emergency dispatch services to seven city fire departments. Due to the severe budget cutbacks of the early 1990s and the financial constraints placed upon all member agencies, the MCFA was put together in a short period of time. Unfortunately, the short time frame did not allow the seven partner agencies to establish a clear mission statement, goals and objectives, and measurable service delivery indicators. Since joining the MCFA in 1996, our staff has worked exhaustively with the other fire departments with the end goal of obtaining high quality, reliable dispatch services at minimal cost. Unfortunately, our experience has been less than satisfactory. Alarm processing times are not to our desired standard. Our alarm system has been fraught with significant problem, rendering it unreliable and at times not functional. Our mobile data computer system is old and in need of replacement; difficult to do when other member agencies are financially unable or do not use them as we do. These situations have resulted in longer emergency response times. We possess a desire to continually improve our dispatch services while other member agencies are satisfied with their current level of service. It is this differing sense of value that leads us to the conclusion that we will never reach the level of service we feel appropriate for Newport Beach. After considerable research and discussion, we have developed an emergency dispatch and communication plan that takes advantage of the state -of -the -art 911 and computer systems recently installed at the Police Department. This plan would call for us to create a new system, in partnership with the Police Department, which will improve service levels and allow us to recapture local control by our Department. MCFA has approved their FY 2000/2001 budget. The budget has been prepared in anticipation of our withdrawal effective January 1, 2001 should the study prove feasible and the City Council supports its implementation. r� TECHNOLOGY AND MANAGEMENT INFORMATION SYSTEM NEEDS • Due to the recession of the early 1990s, the Fire and Marine Department eliminated our sole information management position as a budget reduction measure. Our sole support was to be provided by a newly created management information division of a newly created Administrative Services Department. In support of this new division, a Management Information Strategic Plan was prepared by an outside management consultant. This plan was to provide the framework for the support for all city departments except the Police Department, who had developed and was implementing their own comprehensive strategic technology plan. As a result of a comprehensive plan, well - supported by the City Council, the Police Department now enjoys a well- managed, information management and technology system. Many of the Fire and Marine Department information management and technology issues have not been satisfied due to a lack of financial and personnel support and the absence of a clear plan of action. Last year, the City Council approved the addition of one computer technician in the Fire and Marine Department. Due to the limited supply of high technology employees in today's job market, we have been unable to fill the position. Consequently, the vacant position was recently eliminated as part of the budget reduction strategy used to offset the City Councils decision to increase spending on the Airport issue. DEVELOP A COMPREHENSIVE STRATEGIC PLAN Before making decisions on a change of service, the Newport Beach Fire and Marine Department wishes to obtain professional assistance in evaluating our plan to create a new partnership with our Police Department to create a new emergency dispatch system. The information gained from the review will be used to determine staffing needs for the management and operation of the dispatch center. A second part of the project is a technology study and plan to analyze the current technology being used i by the Police Department and the feasibility of the Fire and Marine Department to take advantage of their technological advances. The Police Department has installed new systems that are current with today's technology positioned for future expansion. They have also embraced other advanced technology concepts, such as video recording of public contacts, which could be beneficial to our operations. This part of the study will look at the feasibility of our Department using these and other technology available to enhance emergency response and operations. Finally, the project would include an information management strategic plan. This plan will evaluate the Fire and Marine Department's current and projected information management needs. The plan should identify the long -term capitalization required to support our operation, make recommendations as to the level of support needed to meet these demands, and evaluate the feasibility of expanding the management information staff at the Police Department to provide these needed services. FISCAL IMPACT The Fire and Marine Department currently has a $50,000 Capital Improvement Project that will provide for some much needed computer software upgrades. The $50,000 is only half of what we requested this year and is far from what we feel will be needed in the years to come. Therefore, we are asking to re- target these funds to support the cost of this study to help us identify and prioritize our long -term needs. We are also asking to transfer an additional $25,000 from the Paramedic Designated Reserve Fund to cover the remaining projected costs of the study. 0 J Ll CITY OF NEWPORT BEACH Fire and Marine Department Tim Riley, Fire and Marine Chief 949/644 -3101 Request for Proposals EMERGENCY DISPATCH SERVICES, TECHNOLOGY AND MANAGEMENT INFORMATION SYSTEMS STRATEGIC PLAN The Newport Beach Fire and Marine Department is seeking proposals from qualified firms to prepare a dispatch services delivery plan, a technology plan, and an information management strategic plan that will guide the organization for the next several years. I. BACKGROUND . The Newport Beach Fire and Marine Department is currently a member of the Metro Cities Fire Authority (MCFA); a Joint Powers of Authority agency that provides emergency dispatch services to seven member city fire departments. Prior to joining the MCFA in 1996, the Department was a member of the Central Net Operations Authority (CNOA); a Joint Powers of Authority agency whose member agencies included the Fire Departments of Fountain Valley, Huntington Beach, Newport Beach, and Westminster. In 1994, Westminster contracted with the Orange County Fire Authority for fire services. Westminster's resignation from the CNOA and the recession of the early 1990s made the continuing operation of their Communications Center financially unfeasible. In 1978, the North Net Fire Communications Center was established by the Fire Departments of Anaheim, Garden Grove and Orange. Over the next several years Stanton, Buena Park and Fullerton joined the Center. Stanton and Buena Park left North Net as each city contracted with the Orange County Fire Authority for fire services. On September 1, 1994 the four remaining North Net agencies were Anaheim, Fullerton, Garden Grove, and Orange. In the winter of 1995, the fire chiefs of the seven agencies began discussions on the possibilities of merging the two communications operations. Through informal negotiations they formed a Joint Powers Authority Agreement. On June 17, 1996 the three Central Net agencies' dispatch operations were cut over to the Anaheim site where the four North Net agencies' dispatch facility was located. It was agreed that the newly named Metro Cities Fire Authority would operate on the "equal voice" approach. Each of the seven cities would retain their own fire departments with local identity incorporated into the dispatch operation. Through programming, the • computerized dispatch system would provide the appropriate levels of response and service citizens were accustomed to receiving from their city. Merging the two dispatch centers 3 0 produced a combined savings for the seven cities of more than $882,000 in their first year's budget. Further exacerbating this problem is the Fire and Marine Department's lack of a comprehensive information management and technology plan. Due to the recession of the early 1990s, the Fire and Marine Department eliminated our sole information management position as a budget reduction measure. Our sole support was to be provided by a newly created management information division of a newly created Administrative Services Department. In support of this new division, a Management Information Strategic Plan was prepared by an outside management consultant. This plan was to provide the framework for the support for all city departments except the Police Department, who had developed and was implementing their own comprehensive strategic technology plan. As a result of a comprehensive plan well supported by the City Council, the Police Department now enjoys a well- managed, information management and technology system. Many of the Fire and Marine Department information management and technology issues have not been satisfied due to a lack of financial and personnel support and the absence of a clear plan of action. H. CURRENT ISSUES AND PROJECT GOALS Since joining the MCFA in 1996, the staff of the Newport Beach Fire and Marine Department has worked exhaustively to create new partnerships with the other member agencies with the end goal of obtaining high quality, reliable dispatch services at minimal cost. Unfortunately, our experience has been less than satisfactory. Alarm processing times are not to our desired . standard. Our alarm system has been fraught with significant problems, rendering it unreliable and at times not functional. Our mobile data computer system is old and in need of replacement; difficult to do when other member agencies are financially unable or do not use them as we do. These situations have resulted in decreased emergency response times. We possess a desire to continually improve our dispatch services while other member agencies are satisfied with their current level of service. It is this differing sense of value that leads us to the conclusion that we will never reach the level of service we feel appropriate for the citizens of Newport Beach. Before making decisions on a change of service, the Newport Beach Fire and Marine Department wishes to obtain professional assistance in evaluating our plan to create a new partnership with our Police Department to create a new emergency dispatch system. Therefore, a professional review of our plan is the first goal of this project. The information gained from the review will be used to determine performance standards as well as staffing needs for management and operation of the dispatch center. The second part of the project is a technology study and plan to analyze the current technology being used by the Police Department and the feasibility of the Fire and Marine Department to take advantage of their technological advances. The Department operates an aged mobile computing system that is unreliable and obsolete. The Police Department has installed a new system that is current with today's technology and is looking towards the future. They have also embraced other advanced technology concepts, such as video recording of public contacts that could be beneficial to our operations. This part of the study will look at the feasibility of our I E 0 Department using these and other technology available to enhance emergency response and operations. Finally, the project includes the development of an information management strategic plan. This plan will evaluate the Fire and Marine Department's current and projected information management needs. The plan should identify the long -term capitalization required to support our operation, make recommendations as to the level of support needed to meet these demands, and evaluate the feasibility of expanding the management information staff at the Police Department to provide these needed services. III. SCOPE OF WORK A. Dispatch Services The consultant will review the Department's proposal to provide emergency dispatch and communication services (attached.) The program description will: a. Define the work/services to be performed b. Review workload statistics c. Describe current goals, objectives and performance measures d. Identify the staffing and organizational structure e. Outline a budget structure including personnel, maintenance and capital costs 40 B. Technology Plan The consultant will prepare a technology plan that satisfies the criteria of reliability, redundancy and sufficient capability to support the level of service established by the Department. The plan also should assess current systems for the need to replace, enhance, update or expand them to meet current or future service requirements, deal with technological obsolescence and take advantage of technological advances. The scope of work in this area will include: 1. Review existing hardware and software solutions used by the Police Department and their related operating policies to determine how effectively they provide for existing service levels, how well they may provide for future service level increases or enhancements, and their remaining effective service life. The intent of this review is to determine the feasibility of their use by the Fire and Marine Department. This will include but is not limited to: current mainframe computers, uninterrupted power supply hardware, computer workstations, mainframe and workstation operating system software, Computer Aided Dispatch/Records Management software, workstation productivity software, local and wide area network hardware and software, data back -up and archiving solutions, mobile data computer systems, telecommunications solutions, alarm . processing systems, existing maintenance agreements, etc. 3 el C 2. Make recommendations on necessary hardware and/or software . replacements or upgrades to the Police Department system that are critical to the delivery of current service levels, to include cost estimates for each recommendation or make recommendations on necessary hardware and/or software purchases that are critical to the delivery of current service levels if the Police Department systems are unable to meet department needs. Make recommendations regarding the number, classification and qualifications of personnel needed to support the current and recommended technological solutions. 4. Make recommendations on technological solutions that will enhance current service levels, including but not limited to: global positioning systems, vehicle locator systems, incident management software, radio - network mobile data device systems, personnel accountability systems, hand -held telecommunication devices, etc, with cost estimates for each recommendation. C. Strategic Plan The consultant will conduct a comprehensive assessment of the information management needs of the department and develop a well- conceived plan to assist in effecting a smooth and orderly implementation. The plan should include: . A comprehensive assessment of the business needs of the Fire and Marine Department that would be supported by the implementation or upgrade of a management information system solution. 2. A list of recommendations, in order of most urgent to least urgent, of management information solutions that need to be implemented by the Fire and Marine Department, including recommendations on the means and methods for achieving said solution(s). 3. A analysis of the existing management information systems capabilities of Fire and Marine Department and the Police Department to assess their ability to meet the needs of the Fire and Marine Department. 4. A recommendation on any proposed staffing changes necessary to meet the needs of the Department(s). D. Schedule of Completion The Fire and Marine Department wishes to cease dispatch operations at Metro Net and begin operation in its new dispatch system on January 1, 2001. Therefore, the target for completion of this report is July 1, 2000. 0 9 • 0 IV. PROPOSAL CONTENTS The proposal should contain the following information: A. Statement of Understanding the he Approach and Scope of the Project: This statement should summarize your understanding of the scope and purpose of the study, including a brief overview of the methodology you would employ to accomplish the study. The statement should also include any recommended changes to the Scope of Work presented above that, based on your knowledge and experience, seem appropriate to best meet the goals of this project. B. Experience and Qualifications: Please provide descriptions of at least three similar projects or studies that you have prepared, including the names and telephone numbers of client references that can be contacted to discuss the work. In addition, please describe any other related experience you have that contributes to your qualifications for this project. C. Proiect Personnel and Management: List the names, specific qualifications and level of effort of each person, including sub - contractors, who would be assigned, to the project. For each person, identify the specific tasks he or she would be undertaking. Designate the person who would have overall responsibility for the project and the person who would be primarily responsible for contact with the Department. All subcontractors should also be identified along with their relevant experience. D. Availability and Ability to Perform: For each key staff member, please describe the estimated percentage of the person's total time that would be dedicated to this project. E. Schedule of Completion: Please submit a proposed schedule for the completion of the project, including a time line with target dates for completion of each task. F. Budget: Please provide a budget showing costs by task as well as a "not to exceed" total for the entire project. The budget should include costs for the time of the prime contractor's staff, sub - contractors, and costs for reimbursable expenses such as reproduction, materials, travel, etc. Please submit the budget in a sealed envelope, separate from the other proposal contents. Approximately $75,000 is available for this project, but the City intends to select a consultant based on the proposals submitted, and negotiate a mutually acceptable contract. V. PROPOSAL SUBMITTAL REQUIREMENTS The Newport Beach Fire and Marine Department will hold a pre - proposal meeting to respond to questions from interested consultants on February 17, 2000, 10:00 a.m., Newport Beach Police Department Auditorium, 870 Santa Barbara Drive, Newport Beach, California. Five copies of the proposal must be received by 5:00 p.m., March 2, 2000. Late submittals will not be accepted. Proposals should be mailed, e- mailed or delivered to: 0 0 Chief Timothy Riley Newport Beach Fire and Marine Department 3300 Newport Blvd., PO Box 1768 Newport Beach, CA 92658 -8915 E -MAIL: triley @city.newport- beach.ca.us VI. SELECTION PROCESS The proposals will be evaluated and the consultants deemed most qualified will be invited to an interview. This evaluation will be based on the consultant's experience with similar projects and level of understanding demonstrated in the proposal, as well as a realistic time line and budget. It is estimated that interviews for the most qualified consultants will be conducted the week of March 13, 2000, with the final selection estimated by the end of the week. The City will negotiate a contract with the selected consultant, based on the proposal and budget submitted. G9 0 0 W Ll 0 Proposed System 0 A Fire & Marine Department dispatch/ communications center will allow direct control over the quality of our dispatch and communications services. The proposed system takes advantage of the investment in technology the city has made to improve police services with a minimum of changes to police operations. The operational design provides optimum response times and significant improvements to our ability to develop a continuous quality improvement process. The proposed system will: • Improve response time • Improve Firefighter Safety • Improve Customer Service • Im rm� ove system reliability Concept of Operation All 911 calls are received at the Public Safety Answering Point (PSAP) which is in the police department communications center. Instead of transferring the caller who needs fire, paramedic or lifeguard services to the JPA, the police call taker will enter the information in a joint police /fire Computer Aided Dispatch system (CAD). The CAD will immediately alert the appropriate responders and the Fire & Marine communications center. Fire & Marine dispatchers will broadcast the call, provide pre - arrival instructions to the reporting party and manage the tactical communications. This operational design will: • Re- establish direct operational control over the services we provide. • Allow us to establish and achieve the standards that reflect our values. • Eliminate the need to convince other agencies of needed improvements. • Provide direct Fire & Marine supervision of those responsible for providing the service. • Allow the implementation of simple improvements with a minimum of effort. • Reduce delays due to the unfamiliarity of city geography and landmarks. • Eliminate the need to transfer the reporting party during an emergency before getting an address and providing assurance that help is on the way. • Allow the implementation of local standards of care. 0 • Provide better utilization of technical infrastructure currently used by the • Police Department. • Provide a secondary PSAP for the city. • Improve EOC /DOC operations during disasters and extremely high activity. • Provide faster response by first responders to requests for services. • Utilize the existing lifeguard communication center and maximize the necessary improvements to be made. • Use dispatchers that have local knowledge resulting in better utilization of resource and more complete knowledge given to first responders. • Provide dynamic deployment of resources to improve response time. • Provide our customers with assistance in a more timely manner and not place them on hold as a first step. • Build upon quality assurance and quality improvement and principles. • Allow for more rapid problem solving. • Improve customer relations with more public information. • Eliminate the need to staff lifeguard communications center with lifeguards year round resulting in more efficient use of resources. • Provide critical information management resources. • Utilize existing Police/ Lifeguard infrastructure. • Keep the number of new employees to a minimum. 0 0 lV c o c o aiCLI war Q d I • c ], N U U LE v V ca N C N d Z v Z O p 0 d c Q7 C "NO C o Q v L L O U n U O_ - -- N C O d O O -I a d O m U L_ h In C� E N C I N l0 c0 > 10 a g LU m a E I U I I pE U V d O I I C m +. I 00 .. CL N I E d O N w w Z I I m m I I I � — r Z O ------ - -- -- -� m O 2 a - --I CL N N 06 u n d h- (A I LL I 1 I I O qJ N N O j C N O> C O N N :(D: O l0Y U� O N� Z C d d1_ a a)n�rn E u a` y c dV�a LL c wQ W It H O L U— A:- V d 0 a c-o £ 00 0 E 0 W w z c o c o aiCLI war Q d Q a c c U LE v V ca d a Z v N d Z v CL c 0 d c Q o Q CL a ay ma M LE v LL a o 0 o ly v a (r#y of Newport BeaCr NO. BA- 038 BUDGET AMENDMENT 1999 -00 AMOUNT: $75,000.00 is ON BUDGETARY FUND BALANCE: Increase Revenue Estimates Increase in Budgetary Fund Balance NX Increase Budget Appropriations AND X Decrease in Budgetary Fund Balance Transfer Budget Appropriations No effect on Budgetary Fund Balance SOURCE: X from existing budget appropriations from additional estimated revenues X from reserved fund balance EXPLANATION: This budget amendment is requested to provide for the following: To redirect funds from the computer software upgrade capital account and the Paramedic Reserve to conduct a feasibility study for the Fire & Marine Department Stategic Information system. There have been no prior budget amendments. ACCOUNTING ENTRY: BUDGETARY FUND BALANCE Fund Account Description 010 3732 Paramedic Reserve REVENUE APPROPRIATIONS (3601) Fund /Division Account EXPENDITURE APPROPRIATIONS (3603) Division Account Division Account Division Account Division Account Signed: Signed: Description Description Number 7017 Automation & Communication Number C2310512 Number 7017 Automation & Communication Number C2310541 FMD STRATIGIC INFO & COMM Number Number Number Number Approval: Finance Director Administrative Approval: City Manager Debit Credit $25,000.00 ' . $50,000.00 $75,000.00 a -a -a--) Date Date • Signed: City Council Approval: City Clerk Date C of Newport Bead% NO. BA- 038 BUDGET AMENDMENT 1999 -00 AMOUNT: 575,000.00 EFFECT ON BUDGETARY FUND BALANCE: Increase Revenue Estimates NX Increase Budget Appropriations AND Transfer Budget Appropriations SOURCE: X from existing budget appropriations from additional estimated revenues X from reserved fund balance EXPLANATION: This budget amendment is requested to provide for the following: Increase in Budgetary Fund Balance Decrease in Budgetary Fund Balance No effect on Budgetary Fund Balance Lm- To redirect funds from the computer software upgrade capital account and the Paramedic Reserve to conduct a feasibility study for the Fire & Marine Department Stategic Information system. There have been no prior budget amendments. ACCOUNTING ENTRY: BUDGETARY FUND BALANCE Fund Account 010 3732 REVENUE APPROPRIATIONS (3601) Fund /Division Account EXPENDITURE APPROPRIATIONS (3603) Description Paramedic Reserve Description Signed: Signed: Signed: Approval: City Council Approval: City Clerk Amount Debit Credit $25,000.00 * $50,000.00 $75,000.00 a -a -ct-� Date .410elw 40 a If-le Date Description Division Number 7017 Automation & Communication Account Number C2310512 Division Number 7017 Automation & Communication Account Number C2310541 FMD STRATIGIC INFO & COMM Division Number Account Number Division Number Account Number Signed: Signed: Signed: Approval: City Council Approval: City Clerk Amount Debit Credit $25,000.00 * $50,000.00 $75,000.00 a -a -ct-� Date .410elw 40 a If-le Date