HomeMy WebLinkAboutC-3692(C) - PSA for Orange County Integrated Law and Justice Project (OCILJ) Cost Sharing StudyPROFESSIONAL SERVICES AGREEMENT
WITH MTG MANAGEMENT CONSULTANTS, L.L.C. AND
THE CITY OF NEWPORT BEACH
THIS AGREEMENT is made and entered into as of thisL y of November, 2004, by
and between the CITY OF NEWPORT BEACH, a Municipal Corporation ( "CITY"), and
MTG MANAGEMENT CONSULTANTS, a Washington State limited liability company,
whose address is 1111 Third Avenue Suite 2700, Seattle, WA 98101 -3201
( "CONTRACTOR "), and 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. Effective January 23, 2004, the CITY was designated as the lead agency and
grant administrator for the monies allocated by the federal government for the
Orange County Integrated Law and Justice Project (ILJ), a countywide effort to
integrate the diverse information systems of all criminal justice agencies in the
county pursuant to a COPS MORE grant. These grant monies are held by CITY
on behalf of the ILJ Steering Committee. Distribution of these funds and
decisions on how they are expended are made by the ILJ Steering Committee,
chaired by Chief of Police Bob McDonell of Newport Beach.
C. The ILJ Project Steering Committee seeks to procure consulting services from a
responsible vendor for the purpose of identifying those Information Technology
(IT) services /costs currently provided to municipal law enforcement agencies
and funded by the Sheriffs Department. The Study is intended to supply
information to explore cost sharing for those information technology services
provided to and benefiting local law enforcement to facilitate the Sheriffs
participation in a Joint Powers Authority (JPA) governance structure.
D. CONTRACTOR possesses the skill, experience, ability, background,
certification and knowledge to provide the services described in this Agreement,
and CITY desires to engage CONTRACTOR to provide these services.
E. The principal member of CONTRACTOR for purposes of the Project shall be
Joseph D.K. Wheeler.
F. CITY has solicited and received a proposal from CONTRACTOR, has reviewed
the previous experience and evaluated the expertise of CONTRACTOR, and
desires to retain CONTRACTOR to render professional services under the
terms and conditions set forth in this Agreement.
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NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as
follows:
1. TERM:
The term of this Agreement shall commence on then/ ay of November 2004,
and shall terminate on the 30TH day of April 2005, unless terminated earlier as set
forth herein.
2. SERVICES TO BE PERFORMED:
CONTRACTOR shall diligently perform all the services described in the Revised
Proposal to Develop a Cost Study dated October 22, 2004 (Proposal) attached
hereto as Exhibit A and incorporated herein by reference. The CITY may elect to
delete certain tasks of the Services at its sole discretion.
3. TIME OF PERFORMANCE:
Time is of the essence in the performance of services under this Agreement and
the services shall be performed to completion according to the schedule outlined
in the Proposal. The failure by CONTRACTOR to perform the services by this
deadline may result in termination of this Agreement by CITY.
Notwithstanding the foregoing, CONTRACTOR shall not be responsible for delays
due to causes beyond CONTRACTOR's reasonable control. However, in the
case of any such delay in the services to be provided for the Project, each party
hereby agrees to provide notice to the other party so that all delays can be
addressed.
3.1 CONTRACTOR 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 that purportedly causes a
delay. The Project Administrator shall review all such requests and may
grant reasonable time extensions for unforeseeable delays that are beyond
CONTRACTOR's control.
3.2 For all time periods not specifically set forth herein, CONTRACTOR shall
respond in the most expedient and appropriate manner under the
circumstances, by either telephone, fax, hand - delivery or mail.
4. COMPENSATION TO CONTRACTOR AND BILLING:
CITY shall pay CONTRACTOR for the services on a time and expense not4o-
exceed basis in accordance with the provisions of this Section and the Proposal
attached hereto as Exhibit A and incorporated herein by reference. In no event
shall CONTRACTOR's compensation exceed the total contract price of Seventy -
Thousand Dollars ($70,000.00) without additional authorization from CITY.
CONTRACTOR agrees to accept the specified compensation, as more fully set
forth herein, as full compensation and remuneration for all costs of services,
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including direct and indirect charges, supervision, labor, equipment, machinery,
travel costs, mileage and any other expenses incurred by CONTRACTOR. No
billing rate changes shall be made during the term of this Agreement without the
prior written approval of CITY.
4.1 CONTRACTOR shall submit invoices as described in the Proposal
attached hereto as Exhibit A. CONTRACTOR's invoices shall include the
name of the person who performed the work, a brief description of the
services performed and /or the specific task in the Proposal to which it
relates, the date the services were performed, and a description of any
reimbursable expenditures. CITY shall pay CONTRACTOR no later than
thirty (30) days after approval of the monthly invoice by CITY staff.
4.2 CITY shall reimburse CONTRACTOR only for those costs or expenses
specifically approved in this Agreement, or specifically approved in
advance by CITY.
4.3 CONTRACTOR shall not receive any compensation for Extra Work
performed without the prior written authorization of CITY. As used herein,
"Extra Work" means any work that is determined by CITY to be necessary
for the proper completion of the Project, but which is not included within
the Proposal and which the parties did not reasonably anticipate would be
necessary at the execution of this Agreement.
4.4 Notwithstanding any other provision of this Agreement, when payments
made by City equal 90% of the total contract price provided for in this
Agreement, no further payments shall be made until City has accepted the
final work under this Agreement.
5. PROJECT MANAGER:
CONTRACTOR shall designate 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 Agreement term. CONTRACTOR has designated
John R. Arnstein to be its Project Manager. CONTRACTOR shall not remove or
reassign the Project Manager or any personnel listed in Exhibit A or assign any
new or replacement personnel to the Project without the prior written consent of
CITY. CITY's approval shall not be unreasonably withheld with respect to the
removal or assignment of non -key personnel.
CONTRACTOR, 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. CONTRACTOR warrants that it will continuously furnish the necessary
personnel to complete the Project on a timely basis as contemplated by this
Agreement.
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6. ADMINISTRATION:
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This Agreement will be administered by the Newport Beach Police Department.
Captain Paul Henisey shall be the Project Administrator and shall have the
authority to 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.
7. CITY'S RESPONSIBILITIES:
In order to assist CONTRACTOR in the execution of its responsibilities under this
Agreement, CITY agrees to, where applicable:
A. Provide access to, and upon request of CONTRACTOR, one copy of
existing relevant information on file at CITY. CITY will provide all such
materials in a timely manner so as not to cause delays in CONTRACTOR's
work schedule.
8. STANDARD OF CARE:
8.1 All of the services shall be performed by CONTRACTOR or under
CONTRACTOR's supervision. CONTRACTOR 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 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.
8.2 CONTRACTOR represents and warrants to CITY that it has or shall
obtain all licenses, permits, qualifications, insurance and approvals of
whatsoever nature that are legally required of CONTRACTOR to practice
its profession. CONTRACTOR further represents and warrants to CITY
that CONTRACTOR shall, at its sole cost and expense, keep in effect or
obtain at all times during the term of this Agreement, any and all licenses,
permits, insurance and other approvals that are legally required of
CONTRACTOR to practice its profession.
8.3 CONTRACTOR shall not be responsible for delay, nor shall CONTRACTOR
be responsible for damages or be in default or deemed to be in default by
reason of strikes, lockouts, accidents, or acts of God, or the failure of CITY
to furnish timely information or to approve or disapprove CONTRACTOR's
work promptly, or delay or faulty performance by CITY, contractors, or
governmental agencies.
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9. HOLD HARMLESS:
To the fullest extent permitted by law, CONTRACTOR shall indemnify, defend
and hold harmless CITY, its City Council, boards and commissions, officers,
agents and employees (collectively, the "Indemnified Parties) from and against
any and all claims (including, without limitation, claims for bodily injury, death or
damage to property), demands, obligations, damages, actions, causes of action,
suits, losses, judgments, fines, penalties, liabilities, costs and expenses
(including, without limitation, attorney's fees, disbursements and court costs) of
every kind and nature whatsoever (individually, a Claim; collectively, "Claims "),
which may arise from or in any manner relate (directly or indirectly) to any work
performed or services provided under this Agreement (including, without
limitation, defects in workmanship or materials and /or design defects [if the
design originated with CONTRACTOR]) or CONTRACTOR's presence or
activities conducted on the Project (including the negligent and /or willful acts,
errors and/or omissions of CONTRACTOR, its principals, officers, agents,
employees, vendors, suppliers, consultants, subcontractors, anyone employed
directly or indirectly by any of them or for whose acts they may be liable or any or
all of them).
Notwithstanding the foregoing, nothing herein shall be construed to require
CONTRACTOR to indemnify the Indemnified Parties from any Claim arising from
the sole negligence or willful misconduct of the Indemnified Parties. Nothing in
this indemnity shall be construed as authorizing any award of attorney's fees in
any action on or to enforce the terms of this Agreement. This indemnity shall
apply to all claims and liability regardless of whether any insurance policies are
applicable. The policy limits do not act as a limitation upon the amount of
indemnification to be provided by the CONTRACTOR.
10. INDEPENDENT CONTRACTOR:
It is understood that CITY retains CONTRACTOR on an independent contractor
basis and CONTRACTOR is not an agent or employee of CITY. The manner and
means of conducting the work are under the control of CONTRACTOR, 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
approval for CONTRACTOR or any of CONTRACTOR's employees or agents, to
be the agents or employees of CITY. CONTRACTOR shall have the
responsibility for and control over the means of performing the work, provided that
CONTRACTOR is in compliance with the terms of this Agreement. Anything in
this Agreement that may appear to give CITY the right to direct CONTRACTOR
as to the details of the performance or to exercise a measure of control over
CONTRACTOR shall mean only that CONTRACTOR shall follow the desires of
CITY with respect to the results of the services.
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11. COOPERATION:
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CONTRACTOR agrees to work closely and cooperate fully with CITY's
designated Project Administrator and any other agencies that may have
jurisdiction or interest in the work to be performed. CITY agrees to cooperate with
the CONTRACTOR on the Project.
12. CITY POLICY:
CONTRACTOR shall discuss and review all matters relating to policy and Project
direction with CITY's Project Administrator in advance of all critical decision points
in order to ensure the Project proceeds in a manner consistent with CITY goals and
policies.
13. PROGRESS:
CONTRACTOR is responsible for keeping the Project Administrator and /or
his /her duly authorized designee informed on a regular basis regarding the status
and progress of the Project, activities performed and planned, and any meetings
that have been scheduled or are desired.
14. INSURANCE:
Without limiting CONTRACTOR's indemnification of CITY, and prior to
commencement of work, CONTRACTOR shall obtain, provide and maintain at its
own expense during the term of this Agreement, a policy or policies of liability
insurance of the type and amounts described below and in a form satisfactory to
CITY.
A. Certificates of Insurance. CONTRACTOR shall provide certificates of
insurance with original endorsements to CITY as evidence of the insurance
coverage required herein. Insurance certificates must be approved by
CITY's Risk Manager prior to commencement of performance or issuance
of any permit. Current certification of insurance shall be kept on file with
CITY at all times during the term of this Agreement.
B. Signature. A person authorized by the insurer to bind coverage on its
behalf shall sign certification of all required policies.
C. Acceptable Insurers. 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 Best's Key Rating Guide,
unless otherwise approved by the CITY's Risk Manager.
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D. Coverage Requirements.
I. Workers' Compensation Coverage. CONTRACTOR shall maintain
Workers' Compensation Insurance and Employer's Liability
Insurance for his or her employees in accordance with the laws of
the State of California. In addition, CONTRACTOR shall require
each subcontractor to similarly maintain Workers' Compensation
Insurance and Employer's Liability Insurance in accordance with the
laws of the State of California for all of the subcontractor's
employees. Any notice of cancellation or non - renewal of all
Workers' Compensation policies must be received by CITY at least
thirty (30) calendar days prior to such change. The insurer shall
agree to waive all rights of subrogation against CITY, its officers,
agents, employees and volunteers for losses arising from work
performed by CONTRACTOR for CITY.
ii. General Liability Coverage. CONTRACTOR shall maintain
commercial general liability insurance in an amount not less than
one million dollars ($1,000,000) per occurrence for bodily injury,
personal injury, and property damage, including without limitation,
contractual liability. If commercial general liability insurance or other
form with a general aggregate limit is used, either the general
aggregate limit shall apply separately to the work to be performed
under this Agreement, or the general aggregate limit shall be at
least twice the required occurrence limit.
iii. Automobile Liability Coverage. CONTRACTOR shall maintain
automobile insurance covering bodily injury and property damage
for all activities of the CONTRACTOR arising out of or in connection
with work to be performed under this Agreement, including coverage
for any owned, hired, non -owned or rented vehicles, in an amount
not less than one million dollars ($1,000,000) combined single limit
for each occurrence.
iv. Professional Errors and Omissions Insurance. Consultant shall
maintain professional errors and omissions insurance, which covers
the services to be performed in connection with this Agreement in
the minimum amount of one million dollars ($1,000,000).
E. Endorsements. Each general liability and automobile liability insurance
policy shall be endorsed with the following specific language:
I. The CITY, its elected or appointed officers, officials, employees,
agents and volunteers are to be covered as additional insureds with
respect to liability arising out of work performed by or on behalf of
the CONTRACTOR.
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This policy shall be considered primary insurance as respects to
CITY, its elected or appointed officers, officials, employees, agents
and volunteers as respects to all claims, losses, or liability arising
directly or indirectly from the CONTRACTOR's operations or
services provided to CITY. Any insurance maintained by CITY,
including any self - insured retention CITY may have, shall be
considered excess insurance only and not contributory with the
insurance provided hereunder.
iii. This insurance shall act for each insured and additional insured as
though a separate policy had been written for each, except with
respect to the limits of liability of the insuring company.
iv. The insurer waives all rights of subrogation against CITY, its elected
or appointed officers, officials, employees, agents and volunteers.
V. Any failure to comply with reporting provisions of the policies shall
not affect coverage provided to CITY, its elected or appointed
officers, officials, employees, agents or volunteers.
vi. The insurance provided by this policy shall not be suspended,
voided, canceled, or reduced in coverage or in limits, by either party
except after thirty (30) calendar days written notice has been
received by CITY.
F. Timely Notice of Claims. CONTRACTOR shall give CITY prompt and
timely notice of claim made or suit instituted arising out of or resulting from
CONTRACTOR's performance under this Agreement.
G. Additional Insurance. CONTRACTOR 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.
15. PROHIBITION AGAINST ASSIGNMENTS AND TRANSFERS:
Except as specifically authorized under this Agreement, the services to be
provided under this Agreement shall not be assigned, transferred contracted or
subcontracted out without the prior written approval of CITY. Any of the following
shall be construed as an assignment: The sale, assignment, transfer or other
disposition of any of the issued and outstanding capital stock of CONTRACTOR,
or of the interest of any general partner or joint venturer or syndicate member or
cotenant if CONTRACTOR is a partnership or joint- venture or syndicate or
cotenancy, which shall result in changing the control of CONTRACTOR. Control
means fifty percent (50 %) or more of the voting power, or twenty -five percent
(25 %) or more of the assets of the corporation, partnership or joint-venture.
16. SUBCONTRACTING:
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The parties recognize that a substantial inducement to CITY for entering into this
Agreement is the professional reputation, experience and competence of
CONTRACTOR. Assignments of any or all rights, duties or obligations of the
CONTRACTOR under this Agreement will be permitted only with the express
written consent of CITY. CONTRACTOR shall not subcontract any portion of the
work to be performed under this Agreement without the prior written authorization
of CITY.
17. OWNERSHIP OF DOCUMENTS:
Each and every report, draft, map, record, plan, document and other writing
produced (hereinafter "Documents "), prepared or caused to be prepared by
CONTRACTOR, its officers, employees, agents and subcontractors, in the course
of implementing this Agreement, shall become the exclusive property of CITY,
and CITY shall have the sole right to use such materials in its discretion without
further compensation to CONTRACTOR or any other party. CONTRACTOR
shall, at CONTRACTOR's expense, provide such Documents to CITY upon prior
written request.
Documents, including drawings and specifications, prepared by CONTRACTOR
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 CONTRACTOR will be at CITY's sole risk and without liability
to CONTRACTOR. Further, any and all liability arising out of changes made to
CONTRACTOR's deliverables under this Agreement by CITY or persons other
than CONTRACTOR is waived against CONTRACTOR and CITY assumes full
responsibility for such changes unless CITY has given CONTRACTOR prior
notice and has received from CONTRACTOR written consent for such changes.
18. COMPUTER DELIVERABLES:
All written documents shall be transmitted to CITY in a version of Microsoft Word
and Excel readable by CITY.
19. CONFIDENTIALITY:
All Documents, including drafts, preliminary drawings or plans, notes and
communications that result from the services in this Agreement, shall be kept
confidential unless CITY authorizes in writing the release of information.
20. INTELLECTUAL PROPERTY INDEMNITY:
The CONTRACTOR shall defend and indemnify CITY, its agents, officers,
representatives and employees against any and all liability, including costs, for
infringement of any United States' letters patent, trademark, or copyright
infringement, including costs, contained in CONTRACTOR's Deliverables and
specifications provided under this Agreement.
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21. RECORDS:
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CONTRACTOR shall keep records and invoices in connection with the work to be
performed under this Agreement. CONTRACTOR shall maintain complete and
accurate records with respect to the costs incurred under this Agreement and any
services, expenditures and disbursements charged to CITY, for a minimum period
of three (3) years, or for any longer period required by law, from the date of final
payment to CONTRACTOR under this Agreement. All such records and invoices
shall be clearly identifiable. CONTRACTOR shall allow a representative of CITY
to examine, audit and make transcripts or copies of such records and invoices
during regular business hours. CONTRACTOR 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 to CONTRACTOR under
this Agreement.
22. WITHHOLDINGS:
CITY may withhold payment to CONTRACTOR 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. CONTRACTOR shall not discontinue work as a result of such
withholding. CONTRACTOR shall have an immediate right to appeal to the City
Manager or his /her designee with respect to such disputed sums. CONTRACTOR
shall be entitled to receive interest on any withheld sums at the rate of return that
CITY earned on its investments during the time period, from the date of
withholding of any amounts found to have been improperly withheld.
23. ERRORS AND OMISSIONS:
In the event of errors or omissions that are due to the negligence or professional
inexperience of CONTRACTOR which result in expense to CITY greater than
what would have resulted if there were not errors or omissions in the work
accomplished by CONTRACTOR, the additional expense shall be borne by
CONTRACTOR. Nothing in this paragraph is intended to limit CITY's rights under
any other sections of this Agreement.
24. CITY'S RIGHT TO EMPLOY OTHER CONTRACTORS:
CITY reserves the right to employ other consultants or contractors in connection
with the Project.
25. CONFLICTS OF INTEREST:
The CONTRACTOR 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 any financial interest that may foreseeably be materially
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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.
If subject to the Act, CONTRACTOR shall conform to all requirements of the Act.
Failure to do so constitutes a material breach and is grounds for immediate
termination of this Agreement by CITY. CONTRACTOR shall indemnify and hold
harmless CITY for any and all claims for damages resulting from
CONTRACTOR's violation of this Section.
26. NOTICES:
All notices, demands, requests or approvals to be given under the terms of this
Agreement shall be given in writing, to CITY by CONTRACTOR 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 CONTRACTOR to CITY shall be addressed to CITY at:
Captain Paul Henisey
Newport Beach Police Department
870 Santa Barbara Drive
Newport Beach, CA, 92658 -7000
(949) 644 -3650
Fax 644 -3693
All notices, demands, requests or approvals from CITY to CONTRACTOR shall
be addressed to CONTRACTOR at:
Attention: John R. Arnstein
Project Manager
MTG Management Consultants, L.L.C.
1111 Third Avenue, Suite 2700
Seattle, WA 98101 -3201
(206) 442 -5010
27. TERMINATION:
In the event that either party fails or refuses to perform any of the provisions of
this Agreement at the time and in the manner required, that party shall be
deemed in default in the performance of this Agreement. If such default is not
cured within a period of two (2) calendar days, or if more than two (2) calendar
days are reasonably required to cure the default and the defaulting party fails to
give adequate assurance of due performance within two (2) calendar 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.
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Notwithstanding the above provisions, CITY shall have the right, at its sole
discretion and without cause, of terminating this Agreement at any time by giving
seven (7) calendar days prior written notice to CONTRACTOR. In the event of
termination under this Section, CITY shall pay CONTRACTOR for services
satisfactorily performed and costs incurred up to the effective date of termination
for which CONTRACTOR has not been previously paid. On the effective date of
termination, CONTRACTOR shall deliver to CITY all reports, Documents and
other information developed or accumulated in the performance of this
Agreement, whether in draft or final form.
28. COMPLIANCE WITH ALL LAWS:
CONTRACTOR shall at its own cost and expense comply with all statutes,
ordinances, regulations and requirements of all governmental entities, including
federal, state, county or municipal, whether now in force or hereinafter enacted.
In addition, all work prepared by CONTRACTOR shall conform to applicable
CITY, county, state and federal laws, rules, regulations and permit requirements
and be subject to approval of the Project Administrator and CITY.
29. 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.
30. 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.
31. CONFLICTS OR INCONSISTENCIES:
In the event there are any conflicts or inconsistencies between this Agreement
and the Proposal of Services or any other attachments attached hereto, the terms
of this Agreement shall govern.
32. AMENDMENTS:
This Agreement may be modified or amended only by a written document
executed by both CONTRACTOR and CITY and approved as to form by the CITY
Attorney.
33. SEVERABILITY:
If any term or portion of this Agreement is held to be invalid, illegal, or otherwise
unenforceable by a court of competent jurisdiction, the remaining provisions of
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this Agreement shall continue in full force and effect.
34. CONTROLLING LAW AND VENUE:
The laws of the State of California shall govern this Agreement and all matters
relating to it and any action brought relating to this Agreement shall be
adjudicated in a court of competent jurisdiction in the County of Orange.
35. EQUAL OPPORTUNITY EMPLOYMENT:
CONTRACTOR represents that it is an equal opportunity employer and it shall not
discriminate against any subcontractor, employee or applicant for employment
because of race, religion, color, national origin, handicap, ancestry, sex or age.
36. COUNTERPARTS:
This Agreement may be signed in any number of counterparts.
IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on
the day and year first written above.
APPROVED AS TO FORM:
Ro in Clauson,
Assistant City Attorney
for the City of Newport Beach
L.L.C.
CITY OF NEWPORT BEACH,
A Municipal orporation
By: 0 XIL��
City Manager
for the City of Newport Beach
CONTRACTOR:
B
n Arnstein,
Senior Manager
MTG Management Consultants,
Attachments: Exhibit A — Revised Proposal to Develop a Cost Study
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MTG
Management
- o' Consultants
hibit "A
Revised Proposal to Develop a Cost Study of the
Orange County Sheriff's Department Information Technology Services
for the
Integrated Law and Justice Steering Committee
October 22, 2004
mtgmC.00M
MTG Management Consultants, LL.C.
LM TG 1911 Third Avenue, suite 2700
Seattle, Washington 98101.3201
anagement 206.42.5010 206.442.5011 fax
consultants w .mtgmcc
October 22, 2004
Chief Bob McDonell
Newport Beach Police Department
870 Santa Barbara Drive
Newport Beach, California 92660
MTG Management Consultants, L.L.C., is pleased to present our revised proposal to
prepare a Cost Study of the Orange County Sheriff's Department Information
Technology Services for the Orange County Integrated Law and Justice Steering
Committee. The proposal is based on the information presented in the Request for
Proposal issued August 4, 2004, the information presented at the bidders meeting on
August 19, responses to our original proposal dated September 10, and MTG's
extensive experience with similar public safety and justice initiatives. This is an
important and complex effort, and we believe MTG is best qualified to work with the
Integrated Law and Justice Steering Committee to achieve a successful outcome.
We offer a unique combination of experience and skills that should allow the project
stakeholders to best meet their Law and Justice integration objectives. MTG is
dedicated to working with public sector agencies to successfully plan for and
implement improved technology, business processes, and organizations. Our Public
Safety consultants have an extensive track record of success working with public safety
and justice agencies on similar initiatives. These experienced consultants are
knowledgeable in:
• Strategic planning methodologies.
• Integrated justice organization, governance, and cost sharing models.
• Public safety and justice business processes.
• Public safety and justice information and communications systems and applications.
Our proposal is organized as follows:
• Project Background and Scope
• Overview of MTG
Approach and Work Plan
mtgmc.com
C TG
Chief Bob McDonell
October 22, 2004
Page 2
• Project Schedule
• Staffing Plan
• Similar Projects
• Cost Estimate
• Appendix A — MTG Client List
• Appendix B — Resumes
• AppendixC — Sample Document
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I will act as the primary contact for MTG and can be reached at 818- 906 -3945 or via
jamstein@mtgmc.com.
We look forward to assisting with this critical effort. If you have any questions
concerning the information presented in our proposal or would like to discuss it in more
detail, please do not hesitate to contact us.
Very truly yours,
MTG MANAGEMENT CONSULTANTS, L.L.C.
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John R. Arnstein
Senior Manager
J RA/cl m/75436/757-74
mtgmc.com
TG
Memgamem
frnsuifants
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Table of Contents
Page
ProjectPlan ....................................... ..............................1
A. Project Background and Scope ........................... ..............................1
B. Overview of MTG ............................................... ..............................3
C. Approach and Work Plan .................................... ..............................5
D. Project Schedule ............................................... .............................10
E. Staffing Plan ...................................................... .............................10
F. Similar Projects .................................................. .............................12
G. Cost Estimate .................................................... .............................24
Appendix A - MTG Client List
Appendix B - Resumes
Appendix C - Sample Document
mtgmC.00M CTG
MCi m+ll u
UTG's Public
Safety practice
focuses on
meeting the
technology,
business, and
management
needs of
municipal,
county and
state public
safety and
justice
agencies.
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Project Plan
TG Management Consultants, L.L.C., has been providing management
consulting services to public safety and public sector organizations for more
than 30 years (initially as a division of ECG Management Consultants, Inc.).
Our services focus on achieving technology - enabled business improvements. Within
this service offering, we have frequently furnished the type of services requested by the
Orange County Integrated Law and Justice Steering Committee. While MTG has
provided these services to various organizations from police departments to transporta-
tion agencies, over 60 percent of our business is directly with public safety agencies.
Our approach, project team, and experience combine to make MTG the best choice to
assist in conducting this Cost Study.
A. Project Background and Scope
This project is being undertaken by the City of Newport Beach on behalf of the justice
agencies in Orange County, California, under the direction of the Integrated Law and
Justice Steering Committee. The project will provide necessary data to all affected
agencies regarding the merits of cost sharing for information technology (IT) infrastruc-
ture and related value -added services. The purpose is to:
Identify IT services /costs provided to municipal law enforcement agencies and
funded by the Orange County Sheriff's Department.
Explore cost sharing for those IT services provided to and benefiting law enforce-
ment, in return for the Sheriff's support of a Joint Powers Authority (JPA) govern-
ance structure.
The goals of the study are to:
Quantify those technologies and services that:
• Are above and beyond those normally expected of or mandated to be provided
by a county sheriff in California, such as are provided in the neighboring coun-
ties of Los Angeles, Riverside, and San Diego, and /or
• Would be considered for a transfer of control, ownership and /or financial
responsibility to a future Law and Justice JPA.
757/74/75436(doc) 1
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• Develop a proposed cost sharing model for the transferred services that may be
potentially funded by the JPA.
• Facilitate a dialogue between the stakeholders on the feasibility and appropriate-
ness of the transfer of the financial responsibilities for the identified technology and
services to the JPA members.
The deliverables required to be provided as part of this project include the following:
• A summary document identifying all law enforcement information systems/services
and related costs provided by the Sheriff's Department. This document will enable
a clear understanding by nontechnical personnel of each of the systems/services
functions and its beneficiaries.
• A summary document identifying similar systems /services offered without any
additional assessment to municipal law enforcement agencies by Sheriff's Depart-
ments in the identified neighboring counties, along with a quantitative and qualita-
tive comparison to those offered by the Orange County Sheriffs Department.
• Facilitation of from one to three workshops to enable stakeholder consensus as to
what value -added services /costs are to be shared and the methodology for sharing
those costs.
• A final document that provides an overview of the process, findings, and cost
sharing methodology for those agreed -upon value -added services, along with each
city's proposed annual cost.
Due to the importance and complexity of this undertaking, the Orange County
Integrated Law and Justice Steering Committee is seeking the assistance of a highly
qualified consultant. The selected consultant will demonstrate expertise in working
knowledge, and have proven experience, with law enforcement agencies in California at
the municipal, county, and state levels involving:
• California Law Enforcement Telecommunications System (CLETS) and related
policies, practices, procedures, and statutes.
• JPA governance structures.
• Current IT practices of municipal, county, and state law enforcement agencies.
• WAN infrastructure and security requirements as specified by the California
Department of Justice (DOJ).
In addition to providing a minimum of three law enforcement reference sites where they
have provided similar or related consulting services, the selected consultant must also
provide an example of at least one previous document that is similar to what is required
in this engagement.
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B. Overview of MTG
MTG is focused
MTG is a limited liability, independent management consulting firm based in Seattle,
on public sector
Washington, with operating locations in California, Colorado, and Wisconsin. We have
IT management
and has a
been providing consulting services to public sector clients since 1973 (initially as a
proven track
division of ECG). MTG was formed in 1997 as a separate entity to focus on the unique
record in
IT and management requirements of the public sector. Since 1975, we have completed
serving public
more than 450 projects in 30 states, involving over 175 different city, county, and state
safety
organizations.
agencies.
Our firm has an unsurpassed reputation for providing high - quality, independent
consulting services and straightforward, no- nonsense advice to clients in the context of
a highly collaborative relationship. To avoid any possibility of conflict of interest or lack
of independence, MTG does not represent any product company or provide test and
evaluation services to product vendors for fees. We have steadfastly maintained our
independence in order to provide our clients with objective and workable solutions
built upon our knowledge and experience.
A leader in addressing information systems and management issues, MTG provides its
customers with critical services for success in today's public sector arena. We are
continually updating our products and services to meet the technological advances and
constant demands present in so many government environments.
MTG has a focused professional staff of 30 experts who enable us to offer the following
consulting services:
• Strategic technology planning.
• Independent performance audits and assessments.
• System assessments, reviews, and management assistance.
• IT services and operations assessments.
• Management and business process redesign.
• Organization, culture, and methodology development.
• Project procurement, management, and quality assurance.
Given the depth and breadth of our staff resources, MTG will not utilize subcontractors
for this project. This is an important consideration for the Integrated Law and Justice
Steering Committee, because it means MTG has total control over the quality of the
work and the time commitment of the consultants assigned to this engagement.
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MTG is known
for its
experience and
objectivity in
addressing
complex IT
management
issues.
MTG offers
significant
relevant
experience.
0
Three major aspects of our professional consulting services are, we believe, of particular
value to our government clients. They are:
Objectivity and Independence
MTG maintains organizational and financial independence from our clients and from
vendors. The independent nature of our client/consultant relationship allows us to
observe from an objective viewpoint what cannot always be perceived by those
within an organization.
• Dedicated Time
Uninterrupted by line management responsibility, our consulting staff can devote
the time and attention necessary to complete projects that are vital to the success
of the organization.
• Specialized Experience
Each member of our consulting staff has experience and training in one or more
specialized areas of management and technology. Our staff members have dealt
with a diverse group of enterprises and solved problems common to their areas of
expertise.
As a quality- and results- oriented firm, we are proud of the excellent reputation we have
achieved in service to our public sector clients and will continue providing them with
the kind of professional service they deserve and have come to expect from us.
The table below identifies several of MTG's references for projects in which we have
gained the experience that the Integrated Law and Justice Steering Committee
requires. Additional descriptions of the projects are provided in Section F, Similar
Projects.
San Luis Obispo ✓
County
California AOC
Law Enforce-
ment Services
Agency
Riverside, ✓
California
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MTG's work
plan focuses on
addressing the
issues defined
in the Request
for Proposal
(RFP).
• •
MTG believes that this is an important and complex assignment. The complexity is
driven by the reality that the Orange County Sheriff's Department and the other
departments that will be surveyed are each large organizations and provide a wide
range of IT technologies and services to a large number of municipal agencies. It will
be important for the credibility of this project that the analysis of the services and the
associated costs be clearly defined. In addition, it will be important to include a high
level of senior consulting participation in identifying potential services to be transferred
to a JPA and the development of potential cost sharing models. Our approach and
work plan takes these factors into account. This project will be undertaken as follows:
Task 1 — Initiate Project
Task 2 — Conduct Integrated Law and Justice Steering Committee Interviews
Task 3 — Identify Orange County Sheriff's Department IT Systems, Services, and Costs
Task 4 — Conduct Survey of Three Neighboring Sheriff's Departments
Task 5 — Prepare Comparative Analysis
Task 6 — Identify Potential Services for a JPA
Task 7 — Develop Proposed Cost Sharing Model for JPA Services
Task 8 — Prepare and Conduct Additional Project Workshop
Task 9 — Prepare and Present Recommendations
The tasks are described in further detail below.
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Task 1 — Initiate Project
Awell- planned
During this task, we will conduct at least one discussion to plan for a timely and
project initiation
coordinated project kickoff. We will speak with the Integrated Law and Justice Steering
leads to
Committee project manager to confirm:
momentum and
the best use of
participants'
• Overall project scope, approach, deliverables, and schedule.
time.
• Project participants, including roles and responsibilities.
• Approach for gathering needed information from the Orange County Sheriff's
Department and neighboring Sheriff's Departments.
• Project communications approach, including the approach for day -to -day
communications as well as status reporting.
MTG will provide several tools to the project manager that we have found very useful
for organizing projects. These include a scheduling template, interview outlines, and a
request for relevant background documentation on the existing Integrated Law and
Justice Steering Committee organization, including charter, membership, accomplish-
ments, and initiatives. We will also discuss the availability of relevant information
regarding the Orange County Sheriffs Department IT infrastructure, services, and costs.
We will confirm the number of interviews and data gathering meetings to be conducted
and ask the Law and Justice project manager to take primary responsibility for
scheduling the participants.
During this task, we will also plan for and conduct an on -site project kickoff meeting to
introduce the MTG project team to the Integrated Law and Justice Steering Committee
and review the project approach and schedule. During this meeting we will discuss the
goals and objectives of the project and seek strategic direction from the Steering
Committee members regarding project outcomes.
Deliverables: Project Planning Agenda
Interview Scheduling Template
Interview Outlines
Requested Background Documents
Project Kickoff Presentation
Monthly Project Status Reports
Task 2 — Conduct Integrated Law and Justice Steering Committee Interviews
During this task, MTG will plan to conduct up to four interviews with Integrated Law and
Justice Steering Committee members. The purpose of the interviews will be to:
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' Understand the project background.
We will meet
directly with I
Identify current issues.
Steering D
Discuss current Law and Justice integration objectives and opportunities.
Committee
members to I
Identify critical success factors for this specific project, as well as the broader Law
understand the a
and Justice initiative.
project
background and
current W
We will work with the project manager to schedule the interviews. We anticipate being
opportunities. a
able to conduct the interviews during the first week of the project.
Task 3 — Identify Orange County Sheriff's Department IT Systems, Services, and Costs
During this task we will meet with a knowledgeable representative of the Orange
County Sheriff's Department in order to define the IT systems, services, and costs that
are the subject of this study. We will work with the Sheriff's Department to identify each
service and provide information that will allow MTG to document all infrastructure,
licensing, support/training /staffing, and associated costs for each service. Our
discussion will include identifying mandated services, usual and customary services, and
services which are unique to the Orange County Sheriff's Department. In addition, we
will discuss how costs for the services are incurred and how they are allocated. We will
request that all relevant documentation be made available to us in advance of this
meeting. This will allow us to study the material and focus our discussion on clarifying
the information and identifying any areas where additional definition is required. As
needed, we are prepared to conduct up to two follow -up meetings to validate our
findings. We will document our findings and present them to the Integrated Law and
Justice Steering Committee for review and validation. The documentation will enable a
clear understanding by laypersons of each system /service function and beneficiary. We
assume that that we will receive assistance from the Steering Committee and the
Sheriff's Department in scheduling this task and that relevant information will be readily
available.
Deliverable: Orange County Sheriff's Department IT Systems, Services, and
Costs
Task 4 — Conduct Survey of Three Neighboring Sheriff's Departments'
Next we will gather information from the Sheriffs Departments in Los Angeles,
Riverside, and San Diego counties regarding the systems and services they provide to
municipal police departments. We will rely on the Integrated Law and Justice Steering
Committee project manager to identify the appropriate contact at each of the three
Sheriffs Departments and make introductions on our behalf. We will work with the
Steering Committee project manager to schedule this task as early as possible in order
for the other departments to have time to collect the requested information as soon as
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possible. We will develop a survey, which will be based on the information developed
during Task 3, that will allow for a clear understanding of the similarities and the
differences in services that are provided. The purpose of the survey is to provide the
other Sheriff's Departments with the means to prepare clear, relevant responses
regarding the services they provide to municipal police departments within their
jurisdiction. We will review the survey in advance with the project manager and then
submit it to each identified contact in the other departments. We will then plan to
conduct one on -site meeting with each department to gather and discuss their
responses. The Integrated Law and Justice Steering Committee project manager will
be invited to attend if he /she wishes. As needed, we will follow up with each
department via telephone or e-mail to collect additional information or validate our
understanding of the information provided. We will attempt to gather information
regarding systems and services in the same format and level of detail as that provided
by the Orange County Sheriffs Department in order to facilitate the comparative
analysis in the next task. This task does not involve gathering or analyzing cost
information from the neighboring Sheriff's Departments.
Deliverable: Survey Questionnaire
Task 5 — Prepare Comparative Analysis
Next we will analyze and present the information gathered during the preceding tasks.
The purpose of this step is to define the infrastructure and services provided by the
Orange County Sheriffs Department that are over and above those provided by the
other Sheriffs Departments. The analysis will include a qualitative and quantitative
comparison. We will present our findings to the project team in draft format and meet
to discuss the information. This important milestone will act as the foundation for the
remaining analysis and recommendations.
Deliverable: Comparative Analysis of Orange County and Other Sheriff's De-
partments' Systems and Services
Task 6 — Identify Potential Services for a JPA
Next we will identify those services and associated infrastructure that should be
considered for transfer of control, ownership, and /or financial responsibility to a future
integrated Law and Justice JPA. We will work with the project team to establish criteria
for potential transfer of technologies and services. Such criteria may include:
Technologies and services that exceed the norm or the requirements for Sheriff's
Departments.
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• Technologies or services that are best suited to JPAs.
• Others as appropriate.
As part of this task we will discuss MTG's specific experience working with organiza-
tional and governance issues for achieving integrated justice information systems. We
would present this information in the first project workshop in order to enable
stakeholder consensus on the value -added services/costs to be shared.
Deliverable: Potential Technologies and Services for a JPA
Task 7 — Develop Proposed Cost Sharing Model for JPA Services
The
During this task we will develop a proposed cost sharing model for the transferred
development
services that may potentially be funded by the JPA. We would seek the input of the
of the cost
project team participants regarding their ideas and experience in other JPA cost sharing
sharing model
environments. We will also discuss the objectives for cost sharing. Examples of cost
will be an
important
sharing objectives could include:
project task.
• Encouraging use of services.
• Supporting maintenance and support of current systems and services.
• Establishing funding for development and deployment of new systems and services.
We will also discuss cost sharing /allocation approaches. Approaches may be:
• More accurate but more complicated to administer and plan for (for example, based
on transaction volumes)
• Less accurate but easier to administer and plan for (for example, based on
population).
We would also develop recommendations based on our analysis for this project, as well
as MTG's experience in similar environments. We would present this information in the
second project workshop in order to enable stakeholder consensus on the methodol-
ogy for distributing the costs of the previously identified value -added services /costs.
Deliverable: Proposed Cost Sharing Model
Task 8 — Prepare and Conduct Additional Project Workshop
Based on the results of the preceding workshops, we would prepare and present a third
project workshop if needed. The purpose of this workshop would be to address any
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The project
team is tailored
to meet the
needs of this
effort.
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issues remaining from the preceding workshops or to present the information to a new
audience. We would work with the Law and Justice project manager to confirm the
specific topics and audience for this task.
Deliverable: Workshop Presentation
Task 9 — Prepare and Present Recommendations
We will document the project findings, analysis, and recommendations in a presenta-
tion -style format. This report will identify the methodology used to conduct the study
and identify all project participants. It will include an action plan designed to provide
the Integrated Law and Justice Steering Committee with specific tasks needed to
implement the report recommendations. We will provide the report in draft format and
incorporate project team feedback into the final version.
Deliverable: Draft and Final Orange County Sheriffs Department IT Services
Cost Study
• e -
The proposed project schedule is presented as EXHIBIT I. For planning purposes, we
are assuming a project start date of November 15, 2004, based on the information
provided in the RFP. We estimate that the project can be completed in 14 weeks,
which includes an allowance for the holidays. We recognize that time is of the essence,
and we will work closely with the Integrated Law and Justice project team to meet or
improve on this schedule.
E. Staffing Plan
We are proposing a highly qualified project team with extensive experience in strategic
technology planning for law enforcement applications, communications technology,
business processes, and technology management. Our proposed team leaders — Mr.
Joseph D. K. Wheeler (project officer) and Mr. John R. Arnstein (project manager) —
have completed similar efforts for other cities, counties, and states. Mr. Wheeler is a
senior partner at MTG, and Mr. Arnstein is a senior manager. They will be assisted by
Mr. Joel J. Byford (lead consultant), who is a manager with MTG. Mr. Byford has a
broad range of relevant consulting experience, including public safety and justice
integration. In addition, he is a Certified Public Accountant (CPA) and brings important
financial analysis skills to the project.
In addition to the above individuals, Mr. James E. Cabral will act as the security
specialist. He is a senior manager with MTG and leads our Information Security
practice. Mr. Cabral's role will be to address any issues that may arise in conjunction
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the director of
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Safety practice.
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with applying DOJ security standards to the IT environment. The team has been
tailored to best meet the needs of this project. We may utilize the services of other
staff members throughout the life of the project; however, personnel assigned to the
performance of this contract will not be substituted or removed without the prior
approval of the Law and Justice project manager.
The figure below depicts our team's organizational structure.
Our project officer will serve as the chief adviser in this assignment, reviewing all
deliverables and analysis activities. In addition, due the important nature of this project,
Mr. Wheeler will play an active role in the project, including participating on project
workshops. MTG's project manager will be responsible for the overall client relation-
ship, ensuring that the Integrated Law and Justice Steering Committee's needs are
satisfied in every aspect of MTG's service delivery. The project manager will be
responsible for day -to day project communications and will be highly involved in all
project tasks. The lead consultant will be involved in data- gathering and analysis tasks
and assistance in developing project recommendations and presentations. The security
specialist will assist the other project team members as needed. Below are descriptions
of our team members. Additional details are presented in APPENDIX B — Resumes.
• Joseph D. K. Wheeler. Project Officer
Mr. Wheeler, a senior partner with MTG and the director of our Public Safety
practice, will be the project officer and will have overall responsibility for the success
of this engagement. Mr. Wheeler has led many of MTG's most significant public
safety strategic planning and implementation projects. He serves public safety
organizations in the development of IT strategic plans and architectures. Mr.
Wheeler understands the dynamics and needs of IT in rapidly changing organiza-
tions. He is a noted expert on public safety, IT, technology organizations, and
strategic planning.
757n4A5436(dac) 11
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• James E. Cabral Jr.. Security Specialist
Mr. Cabral, a senior manager with MTG, has over a decade of experience design-
ing, implementing, and auditing information security systems and is an expert in
information security. His areas of expertise include project management; network
and security design and implementation; and planning, installation, and manage-
ment of open systems platforms. He will provide specialized support in the analysis
of WAN and security considerations as specified by the California DOJ.
F. Similar Projects
The following are descriptions of projects we have completed for clients across the
country that are similar in various aspects to the project proposed for the Orange
County Integrated Law and Justice Steering Committee. We can provide additional
project descriptions and will gladly offer more references upon request.
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• John R. Arnstein, Project Manager
Mr. Arnstein Is
Mr. Arnstein, a senior manager with our firm and the director of the Local Public
the director of
Safety practice, will provide management expertise and will act as the point of
MTG's Local
Public Safety
contact for day -to -day project activities. He has over 15 years of experience work -
practice.
ing with public safety and public sector agencies developing IT plans, selecting
public safety systems, and overseeing implementation projects. He has led numer-
ous projects for public safety agencies across the country. He is an active member
of public safety organizations, including the International Association of Chiefs of
Police (IACP), the National Sheriffs' Association (NSA), the National Emergency
Number Association (NENA), and the Association of Public- Safety Communications
Officials (APCO) International. Mr. Amstein speaks and writes regularly on a variety
of law enforcement management and technology issues, including: strategic
technology planning for law enforcement agencies, technology project manage-
ment, local law enforcement information sharing, and 9 -1 -1, mobile computing, and
wireless data technologies. Articles that he has written recently have appeared in
industry publications, including MissionCritical Communications and Emergency
Number Professional Magazine.
• Joel J. Byford, Lead Consultant
Mr. Byford, a manager with MTG, will act as the lead consultant. In addition to being
a CPA and having extensive financial systems experience, Mr. Byford has extensive
experience working with public safety agencies in an effort to improve operations and
information exchanges. While with MTG, Mr. Byford has worked with courts, law
enforcement, and juvenile justice agencies in California, Kansas, Colorado, Nebraska,
and Oklahoma.
• James E. Cabral Jr.. Security Specialist
Mr. Cabral, a senior manager with MTG, has over a decade of experience design-
ing, implementing, and auditing information security systems and is an expert in
information security. His areas of expertise include project management; network
and security design and implementation; and planning, installation, and manage-
ment of open systems platforms. He will provide specialized support in the analysis
of WAN and security considerations as specified by the California DOJ.
F. Similar Projects
The following are descriptions of projects we have completed for clients across the
country that are similar in various aspects to the project proposed for the Orange
County Integrated Law and Justice Steering Committee. We can provide additional
project descriptions and will gladly offer more references upon request.
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The project for
San Luis Obispo
County included
a cost sharing
analysis in a
similar, complex
justice
environment.
• i
County of San Luis Obispo, California — Criminal Justice Information System Strategic
Planning
The purpose of this project was to assist the San Luis Obispo County criminal justice
community with the planning for a new integrated justice solution. The result of this
project was a Strategic Plan, Enterprise Architecture, Implementation Plan, Business
Case Analysis, and Funding Model necessary for successful implementation of an
advanced CJIS environment.
Mr. Gary Hicklin
Supervisor, Project Management Office
Information Technology Department
County of San Luis Obispo
County Government Center, Room 400
San Luis Obispo, California 93408 -2855
805- 781 - 5091/805- 781- 4098(fax)
ghicklin@co.sio.ca.us
California Administrative Office of the Courts (AOC) San Francisco California —
Information Exchange Protect
MTG assisted the AOC in its efforts to improve the effectiveness and efficiency of the
state's 58 trial courts by enabling the automated exchange of information between the
courts and their criminal justice partners. The information exchange project addressed
key information- sharing issues faced by California trial courts. Our objectives included
creating a detailed map of current business processes and a comprehensive model,
based on the SEARCH model, for criminal case data sharing. This engagement
provided the AOC with a solid understanding of the condition of the courts' interface
facilities. It helped to determine the path for future integration efforts and identify
actions that should be taken by the stakeholder to enable this integration. A portion of
this effort included the development of a framework for IT cost sharing between the
AOC, superior courts, and justice partners.
Ms. Heidi Mayer, Project Manager
State of California, Judicial Council of California
Administrative Office of the Courts
455 Golden Gate Avenue
San Francisco, California 94102 -3660
415 - 865- 7420/415- 865 -7496 (fax)
Heidi.Mayer@jud.ca.gov
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Pierce County Law Enforcement Sui2port Agency (LESA). Tacoma. Washington —
Business Process Reengineering and Quality Assurance
MTG performed
LESA provides information systems, communications, and records management
numerous
services to several law enforcement agencies within Pierce County. On this engage -
projects for
ment MTG developed a multiyear strategic improvement plan for law enforcement
LESA, which
acts as aJPA.
business processes and the supporting software applications and technology
infrastructure. In addition, MTG assisted with procurement of hardware, software, and
services for the first stage of the strategic plan and provided ongoing quality assurance
services during implementation. Project activities included:
• Leading the completion of work processes and work flow documentation.
• Completing an assessment of the current network environment and developing
strategies for the future.
• Facilitating development of the mission, goals, and critical success factors
associated with implementing the strategic plan.
• Establishing the conceptual business and technology vision for the future.
• Identifying the strategic focus areas (initiatives) and associated activities required to
implement the plan.
• Organizing and sequencing the initiatives and activities into a coordinated plan of
action and estimating implementation costs.
• Assisting LESA in developing procurement specifications and documents for the first
stages of plan implementation.
• Providing ongoing quality assurance services during the initial implementation
stages.
The strategic plan was presented to the governance bodies for approval. Subsequent
to plan approval, the procurement specifications were completed and the quality
assurance process began.
Mr. Arnold H. Blaker, Project Manager
Law Enforcement Support Agency
955 Tacoma Avenue South, Suite 101
Tacoma, Washington 98402 -2113
253- 798 - 7528/253- 798 -7612 (fax)
blakera@iesa.net
Riverside is
City of Riverside. California — Computer -Aided Dispatch (CAD) Replacement
currently
using MTG to
provide CAD
MTG is providing project implementation assistance to the city of Riverside as it
implementa-
implements a new CAD system for the Police, Fire, and Public Works Departments.
tlon oversight.
Previously, Mr. Arnstein led a project with the city to analyze its current PRC COBOL
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CAD system, select a replacement system, and negotiate the multimillion dollar vendor
contract. Issues that were considered included interfaces to existing RMS and mobile
data systems, emerging technologies, and a procurement approach.
Captain Michael J. Blakely
Riverside Police Department
8181 Lincoln Avenue
Riverside, California 92504 -4346
909 - 351 -6233
m blakely0ci. riverside. ca. us
Regional Automated Information Network (RAIN) Consortium. Salem. Oregon - Needs
Analysis and Requirements Development
MTG conducted a review of this multiagency law enforcement records management
system so that the consortium could determine its future scope of services and
technological direction. The assessment provided the RAIN Consortium with specific
recommendations for an interim technology solution, a plan for long -term replacement
of the records management system, and a detailed cost model recommendation, which
allowed RAIN to determine a system replacement strategy.
Lieutenant Jeff G. Pikl
RAIN Consortium Project Coordinator
c/o Stayton Police Department
386 North Third Avenue
Stayton, Oregon 97383 -1726
503- 769 - 3423/503- 769- 4797(fax)
jpikl @stayton.org
Multnomah County Public Safety Bond Technology Program Portland Oregon -
Quality Assurance and Oversight Services
Multnomah County undertook a number of projects to provide needed infrastructure,
applications, and interconnection of criminal justice organizations within the county.
These projects were funded through a public safety bond issue passed by voters in
1996 and were coordinated through a central program office and several oversight
bodies. MTG provided ongoing quality assurance and oversight services throughout
the life of the various projects, up to and including postimplementation review for each.
Our activities entailed:
• Evaluating existing systems and controls in place to manage the bond program and
defining needed improvements. This included program governance structures;
reporting standards; and project, financial, and issue management systems..
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• Assisting project managers with establishing appropriate project management
plans, systems, and controls.
• Defining, designing, and implementing a reporting system for the public safety
bond program that summarized project performance against schedule and budget.
• Reviewing existing documentation and assessing its conformance to established
standards.
• Meeting with users to encourage appropriate user participation and ensure that
user needs were being met.
• Providing ongoing monitoring and evaluation of projects from inception through
implementation to anticipate problems, develop timely recommended solutions,
and mitigate or avoid risks.
• Identifying and evaluating interproject dependencies to ensure needed coordina-
tion.
• Regularly providing formal risk assessments for each project.
Mr. Douglas M. Bray
Court Administrator
Multnomah County
Judicial Department
Fourth Judicial District
1021 Southwest Fourth Avenue
Portland, Oregon 97204 -1123
503 - 248 -3957
do ug. bray @oid. state. or. us
Seattle Police Department and Seattle Fire Department Seattle Washington —
This Seattle
project
Computer -Aided Dispatch (CAD) and Records Management System (RMS) Replacement
exemplifies our
Quality Assurance (QA) Services
structured,
open, no-
surprises
MTG is performing ongoing risk assessment monitoring services upon request for
approach to
Seattle Police and Seattle Fire Department projects that involve replacing the
projects.
departments' CAD system and RMS with new vendor - provided application systems.
These two systems are mission - critical to managing and delivering law enforcement and
emergency fire and medical services to the citizens of Seattle. In our role as QA
consultants, we applied MTG's structured QA methodology to review project
management controls, project plans and processes, and other documentation needed
to determine overall project health. In addition, we met with information systems
management, command staff, project management and team members, and steering
committee members to gather information and perspectives and report results. Formal
risk assessment reports were prepared, which included defining key risk items and
recommending mitigating or preventive actions. The reports were then reviewed with
project and program management personnel, as well as the steering committee. This
engagement began in 2002 and is currently ongoing.
TG
757/74/75436(doc) 16 CM�"^^ '
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MTG's work
Ms. Patti B. DeFazio
Program Manager, Information Technology Services
Seattle Police Department
610 Fifth Avenue
Seattle, Washington 98104 -1900
206- 684 - 8033/206- 684- 5109(fax)
patti.defazio@ci.seatt1e.wa.us
King Counly Office of Information Resource Management - Law, Safety and Justice
with King
(LSJ) Integration Project Analysis
County is one of
numerous
projects
King County is defining business and technology requirements necessary to improve
involving law
information sharing between existing and future systems. The intent of this assignment
andjustice
was to define the desired business and technical environment and steps to be
integration
undertaken to meet objectives outlined in the vision. Project phases involved
technology and
management
development of an integrated business model, creation of a data model, and a
management review. The outcome of our efforts was an unbiased analysis and
blueprint for improvement that agency personnel and vendors can use to build and
implement tools and processes for the future LSJ environment.
Mr. Trever Esko
Law, Safety and Justice Project Manager
King County Office of Information Resource Management
Bank of America Tower
701 Fifth Avenue, Suite 3460
Seattle, Washington 98104 -7061
206- 205 -9237
trever.esko @metrokc.gov
Department of Justice Affairs Cuyahoga County Ohio - Criminal Justice Information
System (CJIS) Planning
MTG prepared a CJIS improvement plan that involved county and city agencies
representing all the functional disciplines of the criminal justice community. Our client
sponsored this project in response to the state of Ohio CJIS improvement effort. The
scope of this multijurisdictional effort included assessing the current information
technology environment; developing a strategic plan for improving and integrating
criminal justice information systems; establishing a multijurisdictional governance
structure to facilitate communication, planning, and decision making for future
information technology issues; developing detailed tactical plans for realizing the goals
outlined in the strategic plan; and establishing budgets and assigning cost by agency
for each tactical plan. The results of this project are being used to secure funding for
the CJIS improvement effort.
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MTG is
experienced
in leading
projects
involving
multiple law
andjustice
agencies and
jurisdictions.
• •
Ms. Isabel A. S6nchez, MPA, Program Officer
Criminal Justice Services Agency
Cuyahoga County Department of Justice Affairs
1276 West Third Street, Room 205
Cleveland, Ohio 44113 -1512
216- 443 - 5900/216- 443- 7708(fax)
cnias@www.cuyahoga.oh.us
Douglas County/City of Omaha, Nebraska — Criminal Justice Strategic integration Plan
This engagement involved developing a 5 -year plan for improving the level of
information sharing and access between criminal justice organizations within the city
and county, as well as between the city /county and state organizations. The project
scope included:
• Interviewing technical and business stakeholders to understand the condition of
current systems and the technology needs of the criminal justice community.
• Identifying the information access and exchange conversations between organiza-
tions within the context of the overall justice process.
• Assessing the ability of the current technology and business environment to meet
operational, information sharing, and decision support needs of the criminal justice
community.
• Identifying a vision and goals for the future criminal justice technology environment
and performing a gap analysis to identify key changes and decisions that must be
made.
• Documenting a future conceptual architecture for technical infrastructure, security,
network, applications, and information exchange.
• Defining a phased migration strategy that moves incrementally toward the desired
future environment.
• Determining a tactical implementation plan with associated macro -level projects,
schedule, and budget estimates.
• Assisting in communicating the plan to key city and county stakeholders.
The resulting strategic integration plan provided an organized framework and plan of
action to improve infrastructure, security, applications, and information sharing between
criminal justice stakeholders.
Mr. Ken Bovasso
Grant Administrator
Douglas County Sheriff's Office
3601 North 156th Street
Omaha, Nebraska 68116
402- 444 - 6587/402 -444 -7342 (fax)
kbovasso @.co.douglas.ne.us
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Cuyahoga County. Criminal Justice Services Agency Cleveland, Ohio — Cleveland
Mobile Computing Study and Cuyahoga Countywide Criminal Justice Information
System VJIS) Project Management
MTG assisted the county of Cleveland Department of Public Safety with the execution
Cleveland has
of a mobile computing feasibility study for the Cleveland Police Department (CPD). The
repeatedly
employed MTG
objective of this project was to identify a long -term mobile computing solution to meet
to provide
a specific set of operational, technical, and service requirements identified by CPD.
public safety
Our specific activities included:
technology
expertise and
planning and
. An assessment of CPD organizational, information technology, and operational
management
attributes to derive a specific set of business requirements that the mobile comput-
consulting.
ing solution must fulfill.
• An analysis of the benefits, risks, and costs of two potential mobile data solutions;
one from a local leveraged county provider and the other a blended solution of
CPD and private sector resources.
• Development of an implementation plan to more closely evaluate the operational
feasibility of the county -based solution.
• Delivery of a recommendation for proceeding with a mobile data solution.
The engagement resulted in a clear and practical vision for the scope, costs, level of
effort, and commitment required by stakeholder agencies to achieve their goals. In
addition, the plan provided a realistic road map that served as the foundation for
building a future business process and mobile computing technical architecture.
Mr. Titus Britt, Deputy Commissioner
Department of Public Safety
Police Headquarters
1300 Ontario Street, Room 318
Cleveland, Ohio 44113 -1648
216- 664- 2553/216 - 664- 3940(fax)
tbri tt@city. cl eveland. oh. us
Vancouver Police Department (VPD). Vancouver. British Columbia, Canada — Informa-
tion Technology Division Review
MTG was recently selected via a highly competitive process to perform an independent
review of the Vancouver, British Columbia, Police Department's Information Technology
Division. The VPD IT Division has 15 members to support the Police Department. The
scope of the project includes identifying IT Division customers within VPD, identifying
opportunities for improving IT Division processes and services, identifying opportunities
for collaboration with the City IT Division, and developing recommendations as needed
G
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for staffing, structure, and best practices. A key element of this analysis is to ensure
that any proposed approach is consistent with RCMP security standards for access to
757n4n5436(doc) 20
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law enforcement information.
Deputy Chief Jim Chu
Vancouver Police Department
312 Main Street
Vancouver, British Columbia, Canada V6A -2T2
604- 717 - 3194/604- 257- 3716(fax)
jim.chu@vpd.ca
Gwinnett County Police Department. Lawrenceville. Georgia — Information Technology
Strategic Plan
MTG was recently selected in a highly competitive process to assist in the development
of an IT Strategic Plan for Police Services. Gwinnett County, located near Atlanta, is
one of the fastest growing counties in the country. The current population of
approximately 700,000 is expected to surpass 1 million in the next several years. The
Police Department has over 855 personnel at 13 locations. MTG will assist in
developing a strategic IT plan that addresses information and communications over the
next 5 -7 years. The plan will include an analysis of public safety business processes and
recommendations for technology -based improvements. It will also consider how to
leverage technology and information sharing opportunities with other law enforcement
and justice agencies in the county.
Ms. Erica Potts- Cameron
Gwinnett County Justice and Administration Center
75 Langley Drive, Third Floor
Lawrenceville, Georgia 30045 -6935
770 - 822 -8738
erica.potts-cameron@gwinnettcounty.com
Washington State Department of Information Systems Olympia Washington — Justice
Information Network (JIN) Architecture Design and Planning
The purpose of this assignment was to develop a detailed design for implementing the
The JIN system
information exchange component of the JIN. The JIN project is a state enterprise
includes many
initiative managed by the Justice Information Committee, which is a subset of the
of the same
functions as
Information Services Board. Specific objectives included:
CLETS.
• Interviewing each agency to determine its information technology and information
needs centered on primary information exchanges.
• Developing a detailed data architecture and standards in order to support the
information exchanges.
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• Modeling the high - priority information exchanges using the SEARCH Justice
757n4n5436(doc) 21
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Information Exchange Model (DIEM) method and tool.
• Automatically generating XML schemata for all of the high - priority information
exchanges.
• Drafting an enterprise system architecture design for criminal justice integration.
• Developing goals and strategies for the agency to follow in determining its
information technology direction.
• Identifying and defining tactical projects to be undertaken by the Justice Informa-
tion Committee during the next 3 years.
• Preparing a resource plan and implementation schedule for execution of the tactical
projects.
The outcome of our efforts was a detailed tactical plan that will guide the state and its
agencies over the next few years.
Ms. Lourdes Collins
Justice Information Network Coordinator
Washington State Department of Information Services
1110 Jefferson Street Southeast
Olympia, Washington 98501 -2347
360- 902 - 3569/360 - 664- 0495(fax)
LourdesC @dis.wa.gov
The following references are specific to Mr. Arnstein prior to his joining MTG:
Newport Beach Police Department Ne�ort Beach California — Police Information
Systems Planning, Selection, and Implementation
Newport Beach
Mr. Arnstein assisted the Newport Beach Police Department in developing a Strategic
is a strong
Information Plan for all its police systems. The plan assessed the use of technologies
proponent of
such as field reporting systems, mobile data computers (MDCs), and imaging, as well as
consulting
assistance for
increased integration with GIS and other county systems. He also assisted in the
planning
preparation of an RFP, selection of new CAD /RMS systems, contract negotiations, and
through
implementation assistance for CAD /RMS, MDC, and jail management systems.
implementation
oversight.
Chief Bob McDonell
Newport Beach Police Department
870 Santa Barbara Drive
Newport Beach, California 92660 -6303
949 - 644 -3701
bmcdonell @nbpd.org
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Los Angeles County Sheriffs Department California — Sheriff's Department Mobile Data
Studv
Mr. Arnstein led the project to provide the Los Angeles County Sheriff's Department
with assistance in evaluating its Mobile Data Communications Pilot Project
(MODACOM). The project assessed various system components including mobile
computer hardware, mobile computer software, wireless networks, and various
installation, maintenance, training, and support issues. Specifically, the project team
served as a technical adviser to the Sheriffs Department, while developing test and
evaluation criteria for the project. Key issues analyzed included wireless data network
strategy, mobile computer installation configurations, software functionality require-
ments, and integration with the Sheriffs Data Network and other related internal and
external systems.
Lieutenant Gerald Cooper
Los Angeles County Sheriffs Department
1000 South Fremont Avenue, Building A9E, 5th Floor
Alhambra, California 91803 -8835
626 -300 -3103
gkcooper@lasd.org
Honolulu Police Department, Honolulu. Hawaii — Strategic Planning. Procurement. and
Implementation of Computer -Aided Dispatch /Records Management System (CAD /RMS}
New imaging,
Mr. Arnstein led numerous projects with the Honolulu Police Department to reengineer
mug shot,
many systems and processes, select new information systems, and provide implementa-
CAD /RMS, and
tion project management services. This encompassed developing a Strategic
mobile
Tech nology /Reengineering Plan that included the design for a new CAD /RMS to
computing
systems were
support the computing needs, such as communications center operations, records
designed and
management, patrol, jail management, and investigative case management. The
implemented to
system design integrates technologies such as mobile data computers, electronic mug
enable
streamlined
shots, automated field reporting, and word processing. The project scope included
police business
assisting in system selection and contract negotiations, and providing extensive
processes.
implementation assistance. Previously, Mr. Arnstein assisted the department in
developing an Imaging Master Plan, as well as selecting and implementing document
imaging and digital mug shot systems.
Assistant Chief Karl Godsey
Honolulu Police Department
801 South Beretania Street
Honolulu, Hawaii 96813 -2501
808 - 529 -3646
Kgodsey@co.honolulu.hi.us
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City of Kansas County. Missouri — Integrated Public Safety Systems Planning. Selection
and Implementation
Mr. Arnstein led the project with the City of Kansas City, Missouri, to evaluate the
multiple Computer -Aided Dispatch /Records Management System (CAD /RMS) systems
used by the Police, Fire, Municipal Court, Jail, and EMS Departments. The assignment
included evaluating the feasibility of utilizing the CAD system to support Public Works.
A significant issue in the project was determining the strategy for ALERT, a multistate
regional law enforcement information system that serves as the department's current
RMS. A comprehensive RFP for a new enterprise CAD /RMS /Jail Management System
(JMS) system was developed. The new system integrates with mobile data computers
(MDCs) via the 800 MHz radio system and with other systems, including mug shots,
fingerprinting, document imaging, and automated field reporting. Other elements of
the project included assisting in the system selection, negotiating a multimillion dollar
system contract, and providing extensive project implementation support. The new
enterprise system will replace the multiple system approach with an integrated solution
that will provide greater functionality and improved public safety operational
capabilities.
Mr. Rick Brisbin
Information Technology Department
1111 Locust, Third Floor
Kansas City, Missouri 64106 -2623
816- 513 -3663
rick—brisbin@kcmo.org
Cincinnati Police Department, Cincinnati Ohio — Commuter -Aided Dispatch /Records
Management System (CAD /RMS) Replacement
Cincinnati
Mr. Arnstein led the project with the Cincinnati Police Department to plan for and select
emphasized
new CAD and RMS systems. The original scope of work for RMS was expanded to
functionality
and integration
include CAD. The RMS business processes were documented and analyzed, and
p
with multiple
numerous opportunities for improvements were presented to the department
regional public
command staff. The CAD system will support dispatching for Police, Fire, and the
safety systems.
University of Cincinnati Police Department. The new systems will be interfaced to a
variety of legacy and new systems, including countywide law enforcement records,
employee tracking, and mobile data /automated field reporting.
Lieutenant D. L. Carmichael
Cincinnati Police Department
800 Evans Drive
Cincinnati, Ohio 45202 -2036
513 -564 -2112
lee.carmichael@cincinnati-oh.gov
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G. Cost Estimate
This section presents our costs to successfully conduct the scope of work defined in this
proposal.
As noted above, MTG believes that this is an important and also potentially complex
project. Therefore, we have proposed the level of commitment and senior involvement
we believe is necessary to achieve a successful outcome that enables the Orange
County Integrated Law and Justice Steering Committee to achieve its project objectives
and lay the foundation for continued progress. MTG proposes to conduct this project
for a fixed price of $70,000. This is based an estimate of 360 professional hours. The
costs include professional fees, as well as project- related expenses including travel,
document preparation, communications, and other out -of- pocket expenses.
MTG's hourly rates are based on job title, as follows:
Senior Partner
Partner
Senior Manager
Manager
Senior Consultant
Consultant
$190 to $215
$170
$150 to $160
$140 to $145
$125
$105
Approximately half the proposed hours are for the senior members of the project team.
As a result, the Integrated Law and Justice Steering Committee receives a very
experienced project team and high value. We are willing to discuss alternative
approaches to meeting Orange County's budget requirements.
It is our practice to bill for our services monthly, in arrears, for the professional fees and
project - related expenses incurred.
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CITY OF NEWPORT BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 13
November 23, 2004
t
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY
FROM: Paul Henisey, Support Services Division Commander ['161 2004
Bob McDonell, Chief of Police
7
SUBJECT: APPROVAL OF COST STUDY CONTRACT WITH MTG MANAGEMENT
CONSULTANTS FOR THE INTEGRATED LAW AND JUSTICE
PROJECT
RECOMMENDATION:
Award bid and authorize the City Manager to execute the attached contract with MTG
Management Consultants in the amount of $70,000, funded from Account #7017 -
C1820747.
DISCUSSION:
Background:
On March 9, 2004, Council approved the acceptance of approximately $1.9 million in
grant funds for administrative purposes on behalf of the Orange County Integrated Law
and Justice Project (ILJ), which is comprised of representatives from the entire Criminal
Justice System in Orange County. On October 26, 2004, Council accepted an
additional amount of $296,843 in 2004 Federal (COPS) Technology Grant funds
awarded to the ongoing Project. In the March 9th communication, Council was advised
that we were requested to administer the grants for the Project by the Orange County
Chiefs' and Sheriffs Association as a result of some difficulties being experienced by
the County of Orange in facilitating the approval of various elements of the Project.
The Steering Committee directing the effort involved in the ILJ Project has previously
approved the scope of work for this particular cost study and is recommending the
action contained in this report. The purpose of the MTG contract is to determine the
value added services provided by the Orange County Sheriffs Department that are
above and beyond the basic level of information services provided to local municipal
jurisdictions in the three surrounding counties. The cost study will then determine an
appropriate cost - sharing proposal for those Sheriffs expenditures that are in excess of
that comparable /required service level. This study is just one aspect of the overall effort
towards improved information sharing throughout the Criminal Justice System in
Orange County. It is also intended to try to bring some resolution of the current
stalemate in the Governance issue as it relates to the long -term management of the
systems being implemented. If we are ultimately successful in identifying the costs that
Contract Approval — Intesed Law & Justice Project
November 23, 2004
Page 2
are in dispute and in reaching an agreement on a cost- sharing formula as a result of the
negotiations that will occur, the Sheriff has agreed to drop his opposition to .a Joint
Powers Authority Governance structure. The latter is preferred by all the other entities
of the Criminal Justice System and the City Managers Association. The decisions made
in conjunction with the current Project implementation, as well as those which will be
necessary for-the long-term requirements of maintaining and improving information
sharing in this County, will need a strong Governance structure in order to have
institutional survival well into the future.
The recommended bid award to MTG Management Consultants was the result of a
Request for Proposal issued on August 4, 2004. Three companies responded to the
RFP, including MTG Management Consultants. The other two companies were Deloitte
Consulting (which bid $145K) and Gartner Consulting ($79.5K). Following a review of
all three responses and subsequent interviews with MTG and Gartner (Deloitte declined
to continue in the process), it was determined that MTG Management Consultants
provided the lowest bid ($70K) while meeting all the requirements of the Request for
Proposal.
The funds to be allocated for this cost study will come from the COPS 2002 Technology
Grant that has been assigned to the City of Newport Beach on behalf of the Orange
County Integrated Law and Justice Project. This grant is assigned to Account # 7017-
01820747.
Environmental Review:
None required.
Funding Availability:
All funds required for this Project are Federal grant funds, which were accepted by the
City Council at the March 9, 2004, Council meeting. The COPS Office has reviewed
and approved the scope of work as a covered expense for grant funding.
Submitted by:
Support
Attachment:
Division Commander
Proposed Contract with MTG
Approved by:
Bob McDonell
CHIEF OF POLICE
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PROFESSIONAL SERVICES AGREEMENT
WITH MTG MANAGEMENT CONSULTANTS, L.L.C. AND
THE CITY OF NEWPORT BEACH
THIS AGREEMENT is made and entered into as of this _ day of November, 2004, by
and between the CITY OF NEWPORT BEACH, a Municipal Corporation ( "CITY "), and
MTG MANAGEMENT CONSULTANTS, a Washington State limited liability company,
whose address is 1111 Third Avenue Suite 2700, Seattle, WA 98101 -3201
( "CONTRACTOR "), and 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. Effective January 23, 2004, the CITY was designated as the lead agency and
grant administrator for the monies allocated by the federal government for the
Orange County Integrated Law and Justice Project (ILJ), a countywide effort to
integrate the diverse information systems of all criminal justice agencies in the
county pursuant to a COPS MORE grant. These grant monies are held by CITY
on behalf of the ILJ Steering Committee. Distribution of these funds and
decisions on how they are expended are made by the ILJ Steering Committee,
chaired by Chief of Police Bob McDonell of Newport Beach.
C. The ILJ Project Steering Committee seeks to procure consulting services from a
responsible vendor for the purpose of identifying those Information Technology
(IT) services /costs currently provided to municipal law enforcement agencies
and funded by the Sheriffs Department. The Study is intended to supply
information to explore cost sharing for those information technology services
provided to and benefiting local law enforcement to facilitate the Sheriffs
participation in a Joint Powers Authority (JPA) governance structure.
D. CONTRACTOR possesses the skill, experience, ability, background,
certification and knowledge to provide the services described in this Agreement,
and CITY desires to engage CONTRACTOR to provide these services.
E. The principal member of CONTRACTOR for purposes of the Project shall be
Joseph D.K. Wheeler.
F. CITY has solicited and received a proposal from CONTRACTOR, has reviewed
the previous experience and evaluated the expertise of CONTRACTOR, and
desires to retain CONTRACTOR to render professional services under the
terms and conditions set forth in this Agreement.
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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 _ day of November 2004,
and shall terminate on the 301-H day of April 2005, unless terminated earlier as set
forth herein.
2. SERVICES TO BE PERFORMED:
CONTRACTOR shall diligently perform all the services described in the Revised
Proposal to Develop a Cost Study dated October 22, 2004 (Proposal) attached
hereto as Exhibit A and incorporated herein by reference. The CITY may elect to
delete certain tasks of the Services at its sole discretion.
3. TIME OF PERFORMANCE:
Time is of the essence in the performance of services under this Agreement and
the services shall be performed to completion according to the schedule outlined
in the Proposal. The failure by CONTRACTOR to perform the services by this
deadline may result in termination of this Agreement by CITY.
Notwithstanding the foregoing, CONTRACTOR shall not be responsible for delays
due to causes beyond CONTRACTOR's reasonable control. However, in the
case of any such delay in the services to be provided for the Project, each party
hereby agrees to provide notice to the other party so that all delays can be
addressed.
3.1 CONTRACTOR 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 that purportedly causes a
delay. The Project Administrator shall review all such requests and may
grant reasonable time extensions for unforeseeable delays that are beyond
CONTRACTOR's control.
3.2 For all time periods not specifically set forth herein, CONTRACTOR shall
respond in the most expedient and appropriate manner under the
circumstances, by either telephone, fax, hand - delivery or mail.
4. COMPENSATION TO CONTRACTOR AND BILLING:
CITY shall pay CONTRACTOR for the services on a time and expense not -to-
exceed basis in accordance with the provisions of this Section and the Proposal
attached hereto as Exhibit A and incorporated herein by reference. In no event
shall CONTRACTOR's compensation exceed the total contract price of Seventy-
Thousand Dollars ($70,000.00) without additional authorization from CITY.
CONTRACTOR agrees to accept the specified compensation, as more fully set
forth herein, as full compensation and remuneration for all costs of services,
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including direct and indirect charges, supervision, labor, equipment, machinery,
travel costs, mileage and any other expenses incurred by CONTRACTOR. No
billing rate changes shall be made during the term of this Agreement without the
prior written approval of CITY.
4.1 CONTRACTOR shall submit invoices as described in the Proposal
attached hereto as Exhibit A. CONTRACTOR's invoices shall include the
name of the person who performed the work, a brief description of the
services performed and /or the specific task in the Proposal to which it
relates, the date the services were performed, and a description of any
reimbursable expenditures. CITY shall pay CONTRACTOR no later than
thirty (30) days after approval of the monthly invoice by CITY staff.
4.2 CITY shall reimburse CONTRACTOR only for those costs or expenses
specifically approved in this Agreement, or specifically approved in
advance by CITY.
4.3 CONTRACTOR shall not receive any compensation for Extra Work
performed without the prior written authorization of CITY. As used herein,
"Extra Work" means any work that is determined by CITY to be necessary
for the proper completion of the Project, but which is not included within
the Proposal and which the parties did not reasonably anticipate would be
necessary at the execution of this Agreement.
4.4 Notwithstanding any other provision of this Agreement, when payments
made by City equal 90% of the total contract price provided for in this
Agreement, no further payments shall be made until City has accepted the
final work under this Agreement.
5. PROJECT MANAGER:
CONTRACTOR shall designate 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 Agreement term. CONTRACTOR has designated
John R. Arnstein to be its Project Manager. CONTRACTOR shall not remove or
reassign the Project Manager or any personnel listed in Exhibit A or assign any
new or replacement personnel to the Project without the prior written consent of
CITY. CITY's approval shall not be unreasonably withheld with respect to the
removal or assignment of non -key personnel.
CONTRACTOR, 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. CONTRACTOR warrants that it will continuously furnish the necessary
personnel to complete the Project on a timely basis as contemplated by this
Agreement.
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6. ADMINISTRATION:
This Agreement will be administered by the Newport Beach Police Department.
Captain Paul Henisey shall be the Project Administrator and shall have the
authority to 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.
7. CITY'S RESPONSIBILITIES:
In order to assist CONTRACTOR in the execution of its responsibilities under this
Agreement, CITY agrees to, where applicable:
A. Provide access to, and upon request of CONTRACTOR, one copy of
existing relevant information on file at CITY. CITY will provide all such
materials in a timely manner so as not to cause delays in CONTRACTOR's
work schedule.
8. STANDARD OF CARE:
8.1 All of the services shall be performed by CONTRACTOR or under
CONTRACTOR's supervision. CONTRACTOR 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 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.
8.2 CONTRACTOR represents and warrants to CITY that it has or shall
obtain all licenses, permits, qualifications, insurance and approvals of
whatsoever nature that are legally required of CONTRACTOR to practice
its profession. CONTRACTOR further represents and warrants to.CITY
that CONTRACTOR shall, at its sole cost and expense, keep in effect or
obtain at all times during the term of this Agreement, any and all licenses,
permits, insurance and other approvals that are legally required of
CONTRACTOR to practice its profession.
8.3 CONTRACTOR shall not be responsible for delay, nor shall CONTRACTOR
be responsible for damages or be in default or deemed to be in default by
reason of strikes, lockouts, accidents, or acts of God, or the failure of CITY
to furnish timely information or to approve or disapprove CONTRACTOR's
work promptly, or delay or faulty performance by CITY, contractors, or
governmental agencies.
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2
E
9. HOLD HARMLESS:
L]
To the fullest extent permitted by law, CONTRACTOR shall indemnify, defend
and hold harmless CITY, its City Council, boards and commissions, officers,
agents and employees (collectively, the "Indemnified Parties) from and against
any and all claims (including, without limitation, claims for bodily injury, death or
damage to property), demands, obligations, damages, actions, causes of action,
suits, losses, judgments, fines, penalties, liabilities, costs and expenses
(including, without limitation, attorney's fees, disbursements and court costs) of
every kind and nature whatsoever (individually, a Claim; collectively, "Claims "),
which may arise from or in any manner relate (directly or indirectly) to any work
performed or services provided under this Agreement (including, without
limitation, defects in workmanship or materials and /or design defects [if the
design originated with CONTRACTOR]) or CONTRACTOR's presence or
activities conducted on the Project (including the negligent and /or willful acts,
errors and /or omissions of CONTRACTOR, its principals, officers, agents,
employees, vendors, suppliers, consultants, subcontractors, anyone employed
directly or indirectly by any of them or for whose acts they may be liable or any or
all of them).
Notwithstanding the foregoing, nothing herein shall be construed to require
CONTRACTOR to indemnify the Indemnified Parties from any Claim arising from
the sole negligence or willful misconduct of the Indemnified Parties. Nothing in
this indemnity shall be construed as authorizing any award of attorney's fees in
any action on or to enforce the terms of this Agreement. This indemnity shall
apply to all claims and liability regardless of whether any insurance policies are
applicable. The policy limits do not act as a limitation upon the amount of
indemnification to be provided by the CONTRACTOR.
10. INDEPENDENT CONTRACTOR:
It is understood that CITY retains CONTRACTOR on an independent contractor
basis and CONTRACTOR is not an agent or employee of CITY. The manner and
means of conducting the work are under the control of CONTRACTOR, 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
approval for CONTRACTOR or any of CONTRACTOR's employees or agents, to
be the agents or employees of CITY. CONTRACTOR shall have the
responsibility for and control over the means of performing the work, provided that
CONTRACTOR is in compliance with the terms of this Agreement. Anything in
this Agreement that may appear to give CITY the right to direct CONTRACTOR
as to the details of the performance or to exercise a measure of control over
CONTRACTOR shall mean only that CONTRACTOR shall follow the desires of
CITY with respect to the results of the services.
5
11
12.
13.
14.
r
COOPERATION:
CONTRACTOR agrees to work closely and cooperate fully with CITY's
designated Project Administrator and any other agencies that may have
jurisdiction or interest in the work to be performed. CITY agrees to cooperate with
the CONTRACTOR on the Project.
CITY POLICY:
CONTRACTOR shall discuss and review all matters relating to policy and Project
direction with CITY's Project Administrator in advance of all critical decision points
in order to ensure the Project proceeds in a manner consistent with CITY goals and
policies.
PROGRESS:
CONTRACTOR is responsible for keeping the Project Administrator and /or
his/her duly authorized designee informed on a regular basis regarding the status
and progress of the Project, activities performed and planned, and any meetings
that have been scheduled or are desired.
INSURANCE:
Without limiting CONTRACTOR's indemnification of CITY, and prior to
commencement of work, CONTRACTOR shall obtain, provide and maintain at its
own expense during the term of this Agreement, a policy or policies of liability
insurance of the type and amounts described below and in a form satisfactory to
CITY.
A. Certificates of Insurance. CONTRACTOR shall provide certificates of
insurance with original endorsements to CITY as evidence of the insurance
coverage required herein. Insurance certificates must be approved by
CITY's Risk Manager prior to commencement of performance or issuance
of any permit. Current certification of insurance shall be kept on file with
CITY at all times during the term of this Agreement.
B. mature. A person authorized by the insurer to bind coverage on its
behalf shall sign certification of all required policies.
C. Acceptable Insurers. 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 Best's Key Rating Guide,
unless otherwise approved by the CITY's Risk Manager.
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D. Coverage Requirements.
Workers' Compensation Coverage. CONTRACTOR shall maintain
Workers' Compensation Insurance and Employer's Liability
Insurance for his or her employees in accordance with the laws of
the State of California. In addition, CONTRACTOR shall require
each subcontractor to similarly maintain Workers' Compensation
Insurance and Employer's Liability Insurance in accordance with the
laws of the State of California for all of the subcontractor's
employees. Any notice of cancellation or non - renewal of all
Workers' Compensation policies must be received by CITY at least
thirty (30) calendar days prior to such change. The insurer shall
agree to waive all rights of subrogation against CITY, its officers,
agents, employees and volunteers for losses arising from work
performed by CONTRACTOR for CITY.
ii. General Liability Coverage. CONTRACTOR shall maintain
commercial general liability insurance in an amount not less than
one million dollars ($1,000,000) per occurrence for bodily injury,
personal injury, and property damage, including without limitation,
contractual liability. If commercial general liability insurance or other
form with a general aggregate limit is used, either the general
aggregate limit shall apply separately to the work to be performed
under this Agreement, or the general aggregate limit shall be at
least twice the required occurrence limit.
iii. Automobile Liability Coverage. CONTRACTOR shall maintain
automobile insurance covering bodily injury and property damage
for all activities of the CONTRACTOR arising out of or in connection
with work to be performed under this Agreement, including coverage
for any owned, hired, non -owned or rented vehicles, in an amount
not less than one million dollars ($1,000,000) combined single limit
for each occurrence.
iv. Professional Errors and Omissions Insurance. Consultant shall
maintain professional errors and omissions insurance, which covers
the services to be performed in connection with this Agreement in
the minimum amount of one million dollars ($1,000,000).
E. Endorsements. Each general liability and automobile liability insurance
policy shall be endorsed with the following specific language:
i. The CITY, its elected or appointed officers, officials, employees,
agents and volunteers are to be covered as additional insureds with
respect to liability arising out of work performed by or on behalf of
the CONTRACTOR.
VA
ii. This policy shall be considered primary insurance as respects to
CITY, its elected or appointed officers, officials, employees, agents
and volunteers as respects to all claims, losses, or liability arising
directly or indirectly from the CONTRACTOR's operations or
services provided to CITY. Any insurance maintained by CITY,
including any self - insured retention CITY may have, shall be
considered excess insurance only and not contributory with the
insurance provided hereunder.
iii. This insurance shall act for each insured and additional insured as
though a separate policy had been written for each, except with
respect to the limits of liability of the insuring company.
iv. The insurer waives all rights of subrogation against CITY, its elected
or appointed officers, officials, employees, agents and volunteers.
V. Any failure to comply with reporting provisions of the policies shall
not affect coverage provided to CITY, its elected or appointed
officers, officials, employees, agents or volunteers.
vi. The insurance provided by this policy shall not be suspended,
voided, canceled, or reduced in coverage or in limits, by either party
except after thirty (30) calendar days written notice has been
received by CITY.
F. Timely Notice of Claims. CONTRACTOR shall give CITY prompt and 0
timely notice of claim made or suit instituted arising out of or resulting from
CONTRACTOR's performance under this Agreement.
G. Additional Insurance. CONTRACTOR 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.
15. PROHIBITION AGAINST ASSIGNMENTS AND TRANSFERS:
Except as specifically authorized under this Agreement, the services to be
provided under this Agreement shall not be assigned, transferred contracted or
subcontracted out without the prior written approval of CITY. Any of the following
shall be construed as an assignment: The sale, assignment, transfer or other
disposition of any of the issued and outstanding capital stock of CONTRACTOR,
or of the interest of any general partner or joint venturer or syndicate member or
cotenant if CONTRACTOR is a partnership or joint- venture or syndicate or
cotenancy, which shall result in changing the control of CONTRACTOR. Control
means fifty percent (50 %) or more of the voting power, or twenty -five percent
(25 %) or more of the assets of the corporation, partnership or joint-venture.
16. SUBCONTRACTING:
N.
• i
The parties recognize that a substantial inducement to CITY for entering into this
Agreement is the professional reputation, experience and competence of
CONTRACTOR. Assignments of any or all rights, duties or obligations of the
CONTRACTOR under this Agreement will be permitted only with the express
written consent of CITY. CONTRACTOR shall not subcontract any portion of the
work to be performed under this Agreement without the prior written authorization
of CITY.
17. OWNERSHIP OF DOCUMENTS:
Each and every report, draft, map, record, plan, document and other writing
produced (hereinafter "Documents "), prepared or caused to be prepared by
CONTRACTOR, its officers, employees, agents and subcontractors, in the course
of implementing this Agreement, shall become the exclusive property of CITY,
and CITY shall have the sole right to use such materials in its discretion without
further compensation to CONTRACTOR or any other party. CONTRACTOR
shall, at CONTRACTOR's expense, provide such Documents to CITY upon prior
written request.
Documents, including drawings and specifications, prepared by CONTRACTOR
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 CONTRACTOR will be at CITY's sole risk and without liability
to CONTRACTOR. Further, any and all liability arising out of changes made to
CONTRACTOR's deliverables under this Agreement by CITY or persons other
than CONTRACTOR is waived against CONTRACTOR and CITY assumes full
responsibility for such changes unless CITY has given CONTRACTOR prior
notice and has received from CONTRACTOR written consent for such changes.
18. COMPUTER DELIVERABLES:
All written documents shall be transmitted to CITY in a version of Microsoft Word
and Excel readable by CITY.
19. CONFIDENTIALITY:
All Documents, including drafts, preliminary drawings or plans, notes and
communications that result from the services in this Agreement, shall be kept
confidential unless CITY authorizes in writing the release of information.
20. INTELLECTUAL PROPERTY INDEMNITY:
The CONTRACTOR shall defend and indemnify CITY, its agents, officers,
representatives and employees against any and all liability, including costs, for
infringement of any United States' letters patent, trademark, or copyright
infringement, including costs, contained in CONTRACTOR's Deliverables and
specifications provided under this Agreement.
N
21
22.
23.
24.
25.
RECORDS: 9
CONTRACTOR shall keep records and invoices in connection with the work to be
performed under this Agreement. CONTRACTOR shall maintain complete and
accurate records with respect to the costs incurred under this Agreement and any
services, expenditures and disbursements charged to CITY, for a minimum period
of three (3) years, or for any longer period required by law, from the date of final
payment to CONTRACTOR under this Agreement. All such records and invoices
shall be clearly identifiable. CONTRACTOR shall allow a representative of CITY
to examine, audit and make transcripts or copies of such records and invoices
during regular business hours. CONTRACTOR 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 to CONTRACTOR under
this Agreement.
WITHHOLDINGS:
CITY may withhold payment to CONTRACTOR 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. CONTRACTOR shall not discontinue work as a result of such
withholding. CONTRACTOR shall have an immediate right to appeal to the City
Manager or his/her designee with respect to such disputed sums. CONTRACTOR
shall be entitled to receive interest on any withheld sums at the rate of return that
CITY earned on its investments during the time period, from the date of
withholding of any amounts found to have been improperly withheld.
ERRORS AND OMISSIONS:
In the event of errors or omissions that are due to the negligence or professional
inexperience of CONTRACTOR which result in expense to CITY greater than
what would have resulted if there were not errors or omissions in the work
accomplished by CONTRACTOR, the additional expense shall be borne by
CONTRACTOR. Nothing in this paragraph is intended to limit CITY's rights under
any other sections of this Agreement.
CITY'S RIGHT TO EMPLOY OTHER CONTRACTORS:
CITY reserves the right to employ other consultants or contractors in connection
with the Project.
CONFLICTS OF INTEREST:
The CONTRACTOR or its employees may be subject to the provisions of the
California Political Reform Act of 1974 (the "Act "), which (1) requires such Is
persons to disclose any financial interest that may foreseeably be materially
10
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.
If subject to the Act, CONTRACTOR shall conform to all requirements of the Act.
Failure to do so constitutes a material breach and is grounds for immediate
termination of this Agreement by CITY. CONTRACTOR shall indemnify and hold
harmless CITY for any and all claims for damages resulting from
CONTRACTOR's violation of this Section.
26. NOTICES:
All notices, demands, requests or approvals to be given under the terms of this
Agreement shall be given in writing, to CITY by CONTRACTOR 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 CONTRACTOR to CITY shall be addressed to CITY at:
Captain Paul Henisey
Newport Beach Police Department
870 Santa Barbara Drive
Newport Beach, CA, 92658 -7000
(949) 644 -3650
Fax 644 -3693
All notices, demands, requests or approvals from CITY to CONTRACTOR shall
be addressed to CONTRACTOR at:
Attention: John R. Arnstein
Project Manager
MTG Management Consultants, L.L.C.
1111 Third Avenue, Suite 2700
Seattle, WA 98101 -3201
(206) 442 -5010
27. TERMINATION:
In the event that either party fails or refuses to perform any of the provisions of
this Agreement at the time and in the manner required, that party shall be
deemed in default in the performance of this Agreement. If such default is not
cured within a period of two (2) calendar days, or if more than two (2) calendar
days are reasonably required to cure the default and the defaulting party fails to
give adequate assurance of due performance within two (2) calendar 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
11
0
29.
30.
31
32,
33
Notwithstanding the above provisions, CITY shall have the right, at its sole
discretion and without cause, of terminating this Agreement at any time by giving
seven (7) calendar days prior written notice to CONTRACTOR. In the event of
termination under this Section, CITY shall pay CONTRACTOR for services
satisfactorily performed and costs incurred up to the effective date of termination
for which CONTRACTOR has not been previously paid. On the effective date of
termination, CONTRACTOR shall deliver to CITY all reports, Documents and
other information developed or accumulated in the performance of this
Agreement, whether in draft or final form.
COMPLIANCE WITH ALL LAWS:
CONTRACTOR shall at its own cost and expense comply with all statutes,
ordinances, regulations and requirements of all governmental entities, including
federal, state, county or municipal, whether now in force or hereinafter enacted.
In addition, all work prepared by CONTRACTOR shall conform to applicable
CITY, county, state and federal laws, rules, regulations and permit requirements
and be subject to approval of the Project Administrator and CITY.
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.
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.
CONFLICTS OR INCONSISTENCIES:
In the event there are any conflicts or inconsistencies between this Agreement
and the Proposal of Services or any other attachments attached hereto, the terms
of this Agreement shall govern.
This Agreement may be modified or amended only by a written document
executed by both CONTRACTOR and CITY and approved as to form by the CITY
Attorney.
SEVERABILITY:
If any term or portion of this Agreement is held to be invalid, illegal, or otherwise
unenforceable by a court of competent jurisdiction, the remaining provisions of
12
•
this Agreement shall continue in full force and effect.
34. CONTROLLING LAW AND VENUE:
The laws of the State of California shall govern this Agreement and all matters
relating to it and any action brought relating to this Agreement shall be
adjudicated in a court of competent jurisdiction in the County of Orange.
35. EQUAL OPPORTUNITY EMPLOYMENT:
36.
CONTRACTOR represents that it is an equal opportunity employer and it shall not
discriminate against any subcontractor, employee or applicant for employment
because of race, religion, color, national origin, handicap, ancestry, sex or age.
This Agreement may be signed in any number of counterparts.
IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on
the day and year first written above.
APPROVED AS TO FORM:
Robin Clauson,
Assistant City Attorney
for the City of Newport Beach
L.L.C.
CITY OF NEWPORT BEACH,
A Municipal Corporation
By:
City Manager
for the City of Newport Beach
CONTRACTOR:
By:
John Arnstein,
Senior Manager
MTG Management Consultants,
• Attachments: Exhibit A — Revised Proposal to Develop a Cost Study
13
MTG
Management
Consultants
Exhibit "A".
Revised Proposal to Develop a Cost Study of the
Orange County Sheriff's Department Information Technology Services
forthe
Integrated Law and Justice Steering Committee
October 22, 2004
MtgMC.00M
Management Consultants, LOC.
1111 t d Avenue, Suite 2700
CMMMTG
1-3
Seattle, Washington 4810t32p1
e,
anagement 206.442.5010 206.442.5011 fox
Consultants w"^ ".Fnt9n'c.com
October 22, 2004
Chief Bob McDonell
Newport Beach Police Department
870 Santa Barbara Drive
Newport Beach, California 92660
MTG Management Consultants, L.L.C., is pleased to present our revised proposal to
prepare a Cost Study of the Orange County Sheriffs Department Information
Technology Services for the Orange County Integrated Law and Justice Steering
Committee. The proposal is based on the information presented in the Request for
Proposal issued August 4, 2004, the infon-nation presented at the bidders meeting on
August 19, responses to our original proposal dated September 10, and MTG's
extensive experience with similar public safety and justice initiatives. This is an
important and complex effort, and we believe MTG is best qualified to work with the
Integrated Law and Justice Steering Committee to achieve a successful outcome.
We offer a unique combination of experience and skills that should allow the project
stakeholders to best meet their Law and Justice integration objectives. MTG is
dedicated to working with public sector agencies to successfully plan for and
implement improved technology, business processes, and organizations. Our Public
Safety consultants have an extensive track record of success working with public safety
and justice agencies on similar initiatives. These experienced consultants are
knowledgeable in:
• Strategic planning methodologies.
• Integrated justice organization, governance, and cost sharing models.
• Public safety and justice business processes.
• Public safety and justice information and communications systems and applications.
Our proposal is organized as follows:
• Project Background and Scope
• Overview of MTG
0
• Approach and Work Plan
mtgmc.com
(M-TG
7
Chief Bob McDonell
October 22, 2004
Page 2
• Project Schedule
• Staffing Plan
• Similar Projects
• Cost Estimate
• Appendix A — MTG Client List
• Appendix B — Resumes
• Appendix C — Sample Document
U
I will act as the primary contact for MTG and can be reached at 818 - 906 -3945 or via
jamstein@mtgmc.com.
11
We look forward to assisting with this critical effort. If you have any questions
concerning the information presented in our proposal or would like to discuss it in more
detail, please do not hesitate to contact us.
Very truly yours,
MTG MANAGEMENT CONSULTANTS, L.L.C.
John R. Arnstein
Senior Manager
J RA/cl m/75436/757 -74
0
mtgmC.com
MTG
9
MtgmC.00M
Table of Contents
Project Plan ....................................... ..............................1
A. Project Background and Scope ........................... ..............................1
B. Overview of MTG .............................................. ............................... 3
C. Approach and Work Plan .................................... ..............................5
D. Project Schedule ............................................... ....................:........10
E. Staffing Plan ...................................................... .............................10
F. Similar Projects....... ...................... ................................................. 12
G. Cost Estimate .................................................... .............................24
Appendix A - MTG Client List
Appendix B - Resumes
Appendix C - Sample Document
C TG
757/74/75436(doc) C' " ld�
f cap,
Project Plan ,!
MTG'sPublic
Management Consultants, L.L.C., has been providing management
Safety practice
MTG
consulting services to public safety and public sector organizations for more
focuses on
than 30 years (initially as a division of ECG Management Consultants, Inc.).
meeting the
technology,
Our services focus on achieving technology - enabled business improvements. Within
business, and
this service offering, we have frequently furnished the type of services requested by the
management
Orange County Integrated Law and Justice Steering Committee. While MTG has
needs of
provided these services to various organizations from police departments to transporta-
municipal,
county and
tion agencies, over 60 percent of our business is directly with public safety agencies.
state public
safety and
Our approach, project team, and experience combine to make MTG the best choice to
justice
assist in conducting this Cost Study.
agencies.
A. Project Background and Scoff
This project is being undertaken by the City of Newport Beach on behalf of the justice
agencies in Orange County, California, under the direction of the Integrated Law and
Justice Steering Committee. The project will provide necessary data to all affected
agencies regarding the merits of cost sharing for information technology (IT) infrastruc-
ture and related value -added services. The purpose is to:
• Identify IT services /costs provided to municipal law enforcement agencies and
funded by the Orange County Sheriffs Department.
• Explore cost sharing for those IT services provided to and benefiting law enforce-
ment, in return for the Sheriff's support of a Joint Powers Authority (JPA) govern-
ance structure.
The goals of the study are to:
• Quantify those technologies and services that:
• Are above and beyond those normally expected of or mandated to be provided
by a county sheriff in California, such as are provided in the neighboring coun-
ties of Los Angeles, Riverside, and San Diego, and /or
• Would be considered for a transfer of control, ownership and /or financial
responsibility to a future Law and Justice JPA.
757/74/75436(doc) C' " ld�
f cap,
757n4n5436(doc) 2
(_MTG
• Develop a proposed cost sharing model for the transferred services that may be
potentially funded by the JPA.
• Facilitate a dialogue between the stakeholders on the feasibility and appropriate-
ness of the transfer of the financial responsibilities for the identified technology and
services to the JPA members.
The deliverables required to be provided as part of this project include the following:
• A summary document identifying all law enforcement information systems/services
and related costs provided by the Sheriff's Department. This document will enable
a clear understanding by nontechnical personnel of each of the systems /services
functions and its beneficiaries.
• A summary document identifying similar systems/services offered without any
additional assessment to municipal law enforcement agencies by Sheriff's Depart-
ments in the identified neighboring counties, along with a quantitative and qualita-
tive comparison to those offered by the Orange County Sheriff's Department.
• Facilitation of from one to three workshops to enable stakeholder consensus as to
what value -added services /costs are to be shared and the methodology for sharing
those costs.
• A final document that provides an overview of the process, findings, and cost
sharing methodology for those agreed -upon value -added services, along with each
city's proposed annual cost.
Due to the importance and complexity of this undertaking, the Orange County
Integrated Law and Justice Steering Committee is seeking the assistance of a highly
qualified consultant. The selected consultant will demonstrate expertise in working
knowledge, and have proven experience, with law enforcement agencies in California at
the municipal, county, and state levels involving:
• California Law Enforcement Telecommunications System (CLETS) and related
policies, practices, procedures, and statutes.
• JPA governance structures.
• Current IT practices of municipal, county, and state law enforcement agencies.
• WAN infrastructure and security requirements as specified by the California
Department of Justice (DOJ).
In addition to providing a minimum of three law enforcement reference sites where they
have provided similar or related consulting services, the selected consultant must also
provide an example of at least one previous document that is similar to what is required
in this engagement.
757n4n5436(doc) 2
(_MTG
0 i
B. Overview of MTG
MTG is focused
MTG is a limited liability, independent management consulting firm based in Seattle,
on public sector
Washington, with operating locations in California, Colorado, and Wisconsin. We have
iTmanagement
and has a
been providing consulting services to public sector clients since 1973 (initially as a
proven track
division of ECG). MTG was formed in 1997 as a separate entity to focus on the unique
record in
IT and management requirements of the public sector. Since 1975, we have completed
serving public
more than 450 projects in 30 states, involving over 175 different city, county, and state
safety
organizations.
agencies.
Our firm has an unsurpassed reputation for providing high - quality, independent
consulting services and straightforward, no- nonsense advice to clients in the context of
a highly collaborative relationship. To avoid any possibility of conflict of interest or lack
of independence, MTG does not represent any product company or provide test and
evaluation services to product vendors for fees. We have steadfastly maintained our
independence in order to provide our clients with objective and workable solutions
built upon our knowledge and experience.
A leader in addressing information systems and management issues, MTG provides its
customers with critical services for success in today's public sector arena. We are
continually updating our products and services to meet the technological advances and
constant demands present in so many government environments.
MTG has a focused professional staff of 30 experts who enable us to offer the following
consulting services:
• Strategic technology planning,
• Independent performance audits and assessments.
• System assessments, reviews, and management assistance.
• IT services and operations assessments.
• Management and business process redesign.
• Organization, culture, and methodology development.
• Project procurement, management, and quality assurance.
Given the depth and breadth of our staff resources, MTG will not utilize subcontractors
for this project. This is an important consideration for the Integrated Law and Justice
Steering Committee, because it means MTG has total control over the quality of the
work and the time commitment of the consultants assigned to this engagement.
7 5 7/74/7 5436(doc)
3 MTG
MTG is known
for its
experience and
objectivity in
addressing
complex IT
management
issues.
MTG offers
significant
relevant
experience.
9
0
Three major aspects of our professional consulting services are, we believe, of particular
value to our government clients. They are:
• Ol'ectivityand Independence
MTG maintains organizational and financial independence from our clients and from
vendors. The independent nature of our client/consultant relationship allows us to
observe from an objective viewpoint what cannot always be perceived by those
within an organization.
Dedicated Time
Uninterrupted by line management responsibility, our consulting staff can devote
the time and attention necessary to complete projects that are vital to the success
of the organization.
Specialized Experience
Each member of our consulting staff has experience and training in one or more
specialized areas of management and technology. Our staff members have dealt
with a diverse group of enterprises and solved problems common to their areas of
expertise.
As a quality- and results- oriented firm, we are proud of the excellent reputation we have
achieved in service to our public sector clients and will continue providing them with
the kind of professional service they deserve and have come to expect from us.
The table below identifies several of MTG`s references for projects in which we have
gained the experience that the Integrated Law and Justice Steering Committee
requires. Additional descriptions of the projects are provided in Section F, Similar
Projects.
757174/75436(doc) 4 TG
�o
MTG's work
plan focuses on
addressing the
issues defined
in the Request
for Proposal
(RFP).
C. Approach and Work Plan
MTG believes that this is an important and complex assignment. The complexity is
driven by the reality that the Orange County Sheriff's Department and the other
departments that will be surveyed are each large organizations and provide a wide
range of IT technologies and services to a large number of municipal agencies. It will
be important for the credibility of this project that the analysis of the services and the
associated costs be clearly defined. In addition, it will be important to include a high
level of senior consulting participation in identifying potential services to be transferred
to a JPA and the development of potential cost sharing models. Our approach and
work plan takes these factors into account. This project will be undertaken as follows:
Task 1 — Initiate Project
Task 2 — Conduct Integrated Law and Justice Steering Committee Interviews
Task 3 — Identify Orange County Sheriff's Department IT Systems, Services, and Costs
Task 4 — Conduct Survey of Three Neighboring Sheriff's Departments
Task 5 — Prepare Comparative Analysis
Task 6 — Identify Potential Services for a JPA
Task 7 — Develop Proposed Cost Sharing Model for JPA Services
Task 8 — Prepare and Conduct Additional Project Workshop
Task 9 — Prepare and Present Recommendations
The tasks are described in further detail below.
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A well - planned
project initiation
leads to
momentum and
the best use of
participants'
time.
0
L J
Task 1 — Initiate Project
During this task, we will conduct at least one discussion to plan for a timely and
coordinated project kickoff. We will speak with the Integrated Law and Justice Steering
Committee project manager to confirm:
• Overall project scope, approach, deliverables, and schedule.
• Project participants, including roles and responsibilities.
• Approach for gathering needed information from the Orange County Sheriff's
Department and neighboring Sheriff's Departments.
• Project communications approach, including the approach for day -to -day
communications as well as status reporting.
MTG will provide several tools to the project manager that we have found very useful
for organizing projects. These include a scheduling template, interview outlines, and a
request for relevant background documentation on the existing Integrated Law and
Justice Steering Committee organization, including charter, membership, accomplish-
ments, and initiatives. We will also discuss the availability of relevant information
regarding the Orange County Sheriff's Department IT infrastructure, services, and costs.
We will confirm the number of interviews and data gathering meetings to be conducted
and ask the Law and Justice project manager to take primary responsibility for
scheduling the participants.
During this task, we will also plan for and conduct an on -site project kickoff meeting to
introduce the MTG project team to the Integrated Law and Justice Steering Committee
and review the project approach and schedule. During this meeting we will discuss the
goals and objectives of the project and seek strategic direction from the Steering
Committee members regarding project outcomes.
Deliverables: Project Planning Agenda
Interview Scheduling Template
Interview Outlines
Requested Background Documents
Project Kickoff Presentation
Monthly Project Status Reports
Task 2 — Conduct Integrated Law and Justice Steering Committee Interviews
During this task, MTG will plan to conduct up to four interviews with Integrated Law and
Justice Steering Committee members. The purpose of the interviews will be to:
7 5 7/74/7 5 43 6(doc) 6 �MG ,"
c�
• Understand the project background.
We will meet
directly with
Identify current issues.
Steering
Discuss current Law and Justice integration objectives and opportunities.
Committee
members to
Identify critical success factors for this specific project, as well as the broader Law
understand the
and Justice initiative.
project
background and
current
We will work with the project manager to schedule the interviews. We anticipate being
opportunities.
able to conduct the interviews during the first week of the project.
Task 3 — Identify Orange Coun1y Sheriff's Department IT Systems. Services. and Costs
During this task we will meet with a knowledgeable representative of the Orange
County Sheriff's Department in order to define the IT systems, services, and costs that
are the subject of this study. We will work with the Sheriff's Department to identify each
service and provide information that will allow MTG to document all infrastructure,
licensing, support/training /staffing, and associated costs for each service. Our
discussion will include identifying mandated services, usual and customary services, and
services which are unique to the Orange County Sheriffs Department. In addition, we
will discuss how costs for the services are incurred and how they are allocated. We will
request that all relevant documentation be made available to us in advance of this
meeting. This will allow us to study the material and focus our discussion on clarifying
the information and identifying any areas where additional definition is required. As
needed, we are prepared to conduct up to two follow -up meetings to validate our
findings. We will document our findings and present them to the Integrated Law and
Justice Steering Committee for review and validation. The documentation will enable a
clear understanding by laypersons of each system /service function and beneficiary. We
assume that that we will receive assistance from the Steering Committee and the
Sheriffs Department in scheduling this task and that relevant information will be readily
available.
Deliverable: Orange County Sheriff's Department IT Systems, Services, and
Costs
Task 4 — Conduct Survey of Three Neighboring Sheriff's Departments'
Next we will gather information from the Sheriff's Departments in Los Angeles,
Riverside, and San Diego counties regarding the systems and services they provide to
municipal police departments. We will rely on the Integrated Law and Justice Steering
Committee project manager to identify the appropriate contact at each of the three
Sheriff's Departments and make introductions on our behalf. We will work with the
Steering Committee project manager to schedule this task as early as possible in order
for the other departments to have time to collect the requested information as soon as
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possible. We will develop a survey, which will be based on the information developed
•
during Task 3, that will allow for a clear understanding of the similarities and the
differences in services that are provided. The purpose of the survey is to provide the
other Sheriff's Departments with the means to prepare clear, relevant responses
regarding the services they provide to municipal police departments within their
jurisdiction. We will review the survey in advance with the project manager and then
submit it to each identified contact in the other departments. We will then plan to
conduct one on -site meeting with each department to gather and discuss their
responses. The Integrated Law and Justice Steering Committee. project manager will
be invited to attend if he /she wishes. As needed, we will follow up with each
department via telephone or e-mail to collect additional information or validate our
understanding of the information provided. We will attempt to gather information
regarding systems and services in the same format and level of detail as that provided
by the Orange County Sheriff's Department in order to facilitate the comparative
analysis in the next task. This task does not involve gathering or analyzing cost
information from the neighboring Sheriff's Departments.
Deliverable: Survey Questionnaire
Task 5 — Prepare Comparative Analysis
Next we will analyze and present the information gathered during the preceding tasks.
The purpose of this step is to define the infrastructure and services provided by the
Orange County Sheriff's Department that are over and above those provided by the
other Sheriff's Departments. The analysis will include a qualitative and quantitative
comparison. We will present our findings to the project team in draft format and meet
to discuss the information. This important milestone will act as the foundation for the
remaining analysis and recommendations.
Deliverable: Comparative Analysis of Orange County and Other Sheriff's De-
partments' Systems and Services
Task 6 — Identify Potential Services for a JPA
Next we will identify those services and associated infrastructure that should be
considered for transfer of control, ownership, and /or financial responsibility to a future
integrated Law and Justice JPA. We will work with the project team to establish criteria
for potential transfer of technologies and services. Such criteria may include:
• Technologies and services that exceed the norm or the requirements for Sheriff's
Departments.
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The
development
of the cost
sharing model
will be an
important
project task.
• Technologies or services that are best suited to JPAs.
• Others as appropriate.
As part of this task we will discuss MTG's specific experience working with organiza-
tional and governance issues for achieving integrated justice information systems. We
would present this information in the first project workshop in order to enable
stakeholder consensus on the value -added services/costs to be shared.
Deliverable: Potential Technologies and Services for a JPA
Task 7 — Develop Proposed Cost Sharing Model for JPA Services
11
During this task we will develop a proposed cost sharing model for the transferred
services that may potentially be funded by the JPA. We would seek the input of the
project team participants regarding their ideas and experience in other JPA cost sharing
environments. We will also discuss the objectives for cost sharing. Examples of cost
sharing objectives could include:
Encouraging use of services.
• Supporting maintenance and support of current systems and services.
• Establishing funding for development and deployment of new systems and services.
We will also discuss cost sharing /allocation approaches. Approaches may be:
• More accurate but more complicated to administer and plan for (for example, based
on transaction volumes)
• Less accurate but easier to administer and plan for (for example, based on
population).
We would also develop recommendations based on our analysis for this project, as well
as MTG's experience in similar environments. We would present this information in the
second project workshop in order to enable stakeholder consensus on the methodol-
ogy for distributing the costs of the previously identified value -added servicestcosts.
Deliverable: Proposed Cost Sharing Model
Task 8 — Prepare and Conduct Additional Project Workshop
Based on the results of the preceding workshops, we would prepare and present a third
project workshop if needed. The purpose of this workshop would be to address any
757n4n5436(doc) 9 TG
9
9
The project
team is tailored
to meet the
needs of this
effort.
0
757/74175436(doc)
_ .. ..._. ..................
issues remaining from the preceding workshops or to present the information to a new
audience. We would work with the Law and Justice project manager to confirm the
specific topics and audience for this task.
Deliverable: Workshop Presentation
Task 9 — Prepare and Present Recommendations
We will document the project findings, analysis, and recommendations in a presenta-
tion -style format. This report will identify the methodology used to conduct the study
and identify all project participants. It will include an action plan designed to provide
the Integrated Law and Justice Steering Committee with specific tasks needed to
implement the report recommendations. We will provide the report in draft format and
incorporate project team feedback into the final version.
Deliverable: Draft and Final Orange County Sheriff's Department IT Services
Cost Study
D. Project Schedule
The proposed project schedule is presented as EXHIBIT I. For planning purposes, we
are assuming a project start date of November 15, 2004, based on the information
provided in the RFP. We estimate that the project can be completed in 14 weeks,
which includes an allowance for the holidays. We recognize that time is of the essence,
and we will work closely with the Integrated Law and Justice project team to meet or
improve on this schedule.
E. Staffing Plan
We are proposing a highly qualified project team with extensive experience in strategic
technology planning for law enforcement applications, communications technology,
business processes, and technology management. Our proposed team leaders — Mr.
Joseph D. K. Wheeler (project officer) and Mr. John R. Arnstein (project manager) —
have completed similar efforts for other cities, counties, and states. Mr. Wheeler is a
senior partner at MTG, and Mr. Arnstein is a senior manager. They will be assisted by
Mr. Joel J. Byford (lead consultant), who is a manager with MTG. Mr. Byford has a
broad range of relevant consulting experience, including public safety and justice
integration. In addition, he is a Certified Public Accountant (CPA) and brings important
financial analysis skills to the project.
In addition to the above individuals, Mr. James E. Cabral will act as the security
specialist. He is a senior manager with MTG and leads our Information Security
practice. Mr. Cabral's role will be to address any issues that may arise in conjunction
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Mr. Wheeler is
the director of
MTG's Public
Safety practice.
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with applying DOJ security standards to the IT environment. The team has been
tailored to best meet the needs of this project. We may utilize the services of other
staff members throughout the life of the project; however, personnel assigned to the
performance of this contract will not be substituted or removed without the prior
approval of the Law and Justice project manager.
The figure below depicts our team's organizational structure.
Our project officer will serve as the chief adviser in this assignment, reviewing all
deliverables and analysis activities. In addition, due the important nature of this project,
Mr. Wheeler will play an active role in the project, including participating on project
workshops. MTG's project manager will be responsible for the overall client relation-
ship, ensuring that the Integrated Law and Justice Steering Committee's needs are
satisfied in every aspect of MTG's service delivery. The project manager will be
responsible for day -to day project communications and will be highly involved in all
project tasks. The lead consultant will be involved in data - gathering and analysis tasks
and assistance in developing project recommendations and presentations. The security
specialist will assist the other project team members as needed. Below are descriptions
of our team members. Additional details are presented in APPENDIX B — Resumes.
• Joseph D. K. Wheeler, Proiect Officer
Mr. Wheeler, a senior partner with MTG and the director of our Public Safety
practice, will be the project officer and will have overall responsibility for the success
of this engagement. Mr. Wheeler has led many of MTG's most significant public
safety strategic planning and implementation projects. He serves public safety
organizations in the development of IT strategic plans and architectures. Mr.
Wheeler understands the dynamics and needs of IT in rapidly changing organiza-
tions. He is a noted expert on public safety, IT, technology organizations, and
strategic planning.
757/74/75436(doc) 11
AMTG
• John R. Arnstein, Project Manager
Mr. Arnstein is Mr. Amstein, a senior manager with our firm and the director of the Local Public
the director of Safety practice, will provide management expertise and will act as the point of
MTG's Local
Public Safety contact for day -to -day project activities. He has over 15 years of experience work -
practice. ing with public safety and public sector agencies developing IT plans, selecting
public safety systems, and overseeing implementation projects. He has led numer-
ous projects for public safety agencies across the country. He is an active member
of public safety organizations, including the International Association of Chiefs of
Police (IACP), the National Sheriffs' Association (NSA), the National Emergency
Number Association (NENA), and the Association of Public- Safety Communications
Officials (APCO) International. Mr. Arnstein speaks and writes regularly on a variety
of law enforcement management and technology issues, including: strategic
technology planning for law enforcement agencies, technology project manage-
ment, local law enforcement information sharing, and 9 -1 -1, mobile computing, and
wireless data technologies. Articles that he has written recently have appeared in
industry publications, including MissionCritical Communications and Emergency
Number Professional Magazine.
• Joel J. Byford, Lead Consultant
Mr. Byford, a manager with MTG, will act as the lead consultant. In addition to being
a CPA and having extensive financial systems experience, Mr. Byford has extensive
experience working with public safety agencies in an effort to improve operations and
information exchanges. While with MTG, Mr. Byford has worked with courts, law
enforcement, and juvenile justice agencies in California, Kansas, Colorado, Nebraska,
and Oklahoma.
• James E. Cabral Jr.. Securi1y Spe_ ialist
Mr. Cabral, a senior manager with MTG, has over a decade of experience design-
ing, implementing, and auditing information security systems and is an expert in
information security. His areas of expertise include project management; network
and security design and implementation; and planning, installation,. and manage-
ment of open systems platforms. He will provide specialized support in the analysis
of WAN and security considerations as specified by the California DOJ.
F. Similar Projects
The following are descriptions of projects we have completed for clients across the
country that are similar in various aspects to the project proposed for the Orange
County Integrated Law and Justice Steering Committee. We can provide additional
project descriptions and will gladly offer more references upon request. 0
757n4n543e(doo) 12 C" ' V
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The project for
San Luis Obispo
County included
a cost sharing
analysis in a
similar, complex
justice
environment.
9
0
9 0
County of San Luis Obispo, California — Criminal Justice Information System Strategic
Planning
The purpose of this project was to assist the San Luis Obispo County criminal justice
community with the planning for a new integrated justice solution. The result of this
project was a Strategic Plan, Enterprise Architecture, Implementation Plan, Business
Case Analysis, and Funding Model necessary for successful implementation of an
advanced CJIS environment.
Mr. Gary Hicklin
Supervisor, Project Management Office
Information Technology Department
County of San Luis Obispo
County Government Center, Room 400
San Luis Obispo, California 93408 -2855
805- 781 - 5091/805- 781- 4098(fax)
ghicklin@co.slo.ca.us
California Administrative Office of the Courts (AOC) San Francisco California —
Information Exchange Project
MTG assisted the ACC in its efforts to improve the effectiveness and efficiency of the
state's 58 trial courts by enabling the automated exchange of information between the
courts and their criminal justice partners. The information exchange project addressed
key information- sharing issues faced by California trial courts. Our objectives included
creating a detailed map of current business processes and a comprehensive model,
based on the SEARCH model, for criminal case data sharing. This engagement
provided the ACC with a solid understanding of the condition of the courts' interface
facilities. It helped to determine the path for future integration efforts and identify
actions that should be taken by the stakeholder to enable this integration. A portion of
this effort included the development of a framework for IT cost sharing between the
AOC, superior courts, and justice partners.
Ms. Heidi Mayer, Project Manager
State of California, Judicial Council of California
Administrative Office of the Courts
455 Golden Gate Avenue
San Francisco, California 94102 -3660
415 -865- 7420/415 -865 -7496 (fax)
Heidi. Ma yer@jud. ca.gov
757n4n5436(doc) 13
rMTG
Pierce County Law Enforcement Support Agency (LESA), Tacoma, Washington —
Business Process Reengineering and Quality Assurance
MTG performed
LESA provides information systems, communications, and records management
numerous
services to several law enforcement agencies within Pierce County. On this engage -
projects for
ment MTG developed a multiyear strategic improvement plan for law enforcement
LESA, which
acts asaJPA,
business processes and the supporting software applications and .technology
infrastructure. In addition, MTG assisted with procurement of hardware, software, and
services for the first stage of the strategic plan and provided ongoing quality assurance
services during implementation. Project activities included:
• Leading the completion of work processes and work flow documentation.
• Completing an assessment of the current network environment and developing
strategies for the future.
• Facilitating development of the mission, goals, and critical success factors
associated with implementing the strategic plan.
• Establishing the conceptual business and technology vision for the future.
• Identifying the strategic focus areas (initiatives) and associated activities required to
implement the plan.
• Organizing and sequencing the initiatives and activities into a coordinated plan of
action and estimating implementation costs.
• Assisting LESA in developing procurement specifications and documents for the first
stages of plan implementation.
• Providing ongoing quality assurance services during the initial implementation
stages.
The strategic plan was presented to the governance bodies for approval. Subsequent
to plan approval, the procurement specifications were completed and the quality
assurance process began.
Mr. Arnold H. Blaker, Project Manager
Law Enforcement Support Agency
955 Tacoma Avenue South, Suite 101
Tacoma, Washington 98402 -2113
253 -798- 7528/253- 798 -7612 (fax)
blakera@lesa.net
Riverside is
City of Riverside California — Computer -Aided Dispatch (CAD) Replacement
currently
using MTG to
provide CAD
MTG is providing project implementation assistance to the city of Riverside as it
impfementa-
implements a new CAD system for the Police, Fire, and Public Works Departments.
tionoversight.
Previously, Mr. Arnstein led a project with the city to analyze its current PRC COBOL
G
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CAD system, select a replacement system, and negotiate the multimillion dollar vendor
contract. Issues that were considered included interfaces to existing RMS and mobile
data systems, emerging technologies, and a procurement approach.
Captain Michael J. Blakely
Riverside Police Department
8181 Lincoln Avenue
Riverside, California 92504 -4346
909- 351 -6233
mblakely@ci.riverside.ca.us
Regional Automated Information Network (WN) Consortium. Salem. Oregon — Needs
Analysis and Requirements Development
MTG conducted a review of this multiagency law enforcement records management
system so that the consortium could determine its future scope of services and
technological direction. The assessment provided the RAIN Consortium with specific
recommendations for an interim technology solution, a plan for long -term replacement
of the records management system, and a detailed cost model recommendation, which
allowed RAIN to determine a system replacement strategy.
Lieutenant Jeff G. Pik[
RAIN Consortium Project Coordinator
c/o Stayton Police Department
386 North Third Avenue
Stayton, Oregon 97383 -1726
503 -769- 34231503 -769 -4797 (fax)
jpikl @stayton.org
Multnomah County Public Safety Bond Technology Program, Portland. Oregon —
Quality Assurance and Oversight Services
Multnomah County undertook a number of projects to provide needed infrastructure,
applications, and interconnection of criminal justice organizations within the county.
These projects were funded through a public safety bond issue passed by voters in
1996 and were coordinated through a central program office and several oversight
bodies. MTG provided ongoing quality assurance and oversight services throughout
the life of the various projects, up to and including postimplementation review for each.
Our activities entailed:
• Evaluating existing systems and controls in place to manage the bond program and
defining needed improvements. This included program governance structures;
reporting standards; and project, financial, and issue management systems..
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This Seattle
project
exemplifies our
structured,
open, no-
surprises
approach to
projects.
• •
• Assisting project managers with establishing appropriate project management
plans, systems, and controls.
• Defining, designing, and implementing a reporting system for the public safety
bond program that summarized project performance against schedule and budget.
• Reviewing existing documentation and assessing its conformance to established
standards.
• Meeting with users to encourage appropriate user participation and ensure that
user needs were being met.
• Providing ongoing monitoring and evaluation of projects from inception through
implementation to anticipate problems, develop timely recommended solutions,
and mitigate or avoid risks.
• Identifying and evaluating interproject dependencies to ensure needed coordina-
tion.
• Regularly providing formal risk assessments for each project.
Mr. Douglas M. Bray
Court Administrator
Multnomah County
Judicial Department
Fourth Judicial District
1021 Southwest Fourth Avenue
Portland, Oregon 97204 -1123
503- 248 -3957
doug. bra y@ojd. state. or. us
Seattle Police Department and Seattle Fire Department, Seattle. Washington —
Computer -Aided Dispatch (CAD) and Records Management System (RMS) placement
Quality Assurance (QA) Services
MTG is performing ongoing risk assessment monitoring services upon request for
Seattle Police and Seattle Fire Department projects that involve replacing the
departments' CAD system and RMS with new vendor - provided application systems.
These two systems are mission - critical to managing and delivering law enforcement and
emergency fire and medical services to the citizens of Seattle. In our role as QA
consultants, we applied MTG's structured QA methodology to review project
management controls, project plans and processes, and other documentation needed
to determine overall project health. In addition, we met with information systems
management, command staff, project management and team members, and steering
committee members to gather information and perspectives and report results. Formal
risk assessment reports were prepared, which included defining key risk items and
recommending mitigating or preventive actions. The reports were then reviewed with
project and program management personnel, as well as the steering committee. This
engagement began in 2002 and is currently ongoing.
757l74l75436(doc) 16 CM T i
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•
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MTGswork
-Ms. Patti B. DeFazio
Program Manager, Information Technology Services
Seattle Police Department
610 Fifth Avenue
Seattle, Washington 98104 -1900
206- 684 - 8033/206- 684- 5109(fax)
patti.defazio@ci.seatt1e.wa.us
King County Office of Information Resource Management — Law. Safety and Justice
with King
(LSJ) Integration Project Analysis
County is one of
numerous
King County is defining business and technology requirements necessary to improve
projects
involving law
information sharing between existing and future systems. The intent of this assignment
andjustice
was to define the desired business and technical environment and steps to be
integration
undertaken to meet objectives outlined in the vision. Project phases involved
technology and
management
development of an integrated business model, creation of a data model, and a
management review. The outcome of our efforts was an unbiased analysis and
blueprint for improvement that agency personnel and vendors can use to build and
implement tools and processes for the future LSJ environment.
Mr. Traver Esko
Law, Safety and Justice Project Manager
King County Office of Information Resource Management
Bank of America Tower
701 Fifth Avenue, Suite 3460
Seattle, Washington 98104 -7061
206- 205 -9237
trever.esko@metrokc.gov
Department of Justice Affairs Cuyahoga County. Ohio — Criminal Justice Information
System (CJIS) Planning
MTG prepared a CJIS improvement plan that involved county and city agencies
representing all the functional disciplines of the criminal justice community. Our client
sponsored this project in response to the state of Ohio CJIS improvement effort. The
scope of this multijurisdictional effort included assessing the current information
technology environment; developing a strategic plan for improving and integrating
criminal justice information systems; establishing a multijurisdictional governance
structure to facilitate communication, planning, and decision making for future
information technology issues; developing detailed tactical plans for realizing the goals
outlined in the strategic plan; and establishing budgets and assigning cost by agency
for each tactical plan. The results of this project are being used to secure funding for
the C'JIS improvement effort.
757n475436(doc) 17
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Mamgh
Cauuhmn
MTG is
experienced
in leading
projects
involving
multiple law
and justice
agencies and
jurisdictions.
0 •
Ms. Isabel A. Sanchez, MPA, Program Officer
Criminal Justice Services Agency
Cuyahoga County Department of Justice Affairs
1276 West Third Street, Room 205
Cleveland, Ohio 44113-1512
216- 443 - 5900/216 -443 -7708 (fax)
cnias@www.cuyahoga.oh.us
Douglas Coin /City of Omaha Nebraska — Criminal Justice Strategic Integration Plan
This engagement involved developing a 5 -year plan for improving the level of
information sharing and access between criminal justice organizations within the city
and county, as well as between the city /county and state organizations. The project
scope included:
• Interviewing technical and business stakeholders to understand the condition of
current systems and the technology needs of the criminal justice community.
• Identifying the information access and exchange conversations between organiza-
tions within the context of the overall justice process.
• Assessing the ability of the current technology and business environment to meet
operational, information sharing, and decision support needs of the criminal justice
community.
• Identifying a vision and goals for the future criminal justice technology environment
and performing a gap analysis to identify key changes and decisions that must be
made.
• Documenting a future conceptual architecture for technical infrastructure, security,
network, applications, and information exchange.
• Defining a phased migration strategy that moves incrementally toward the desired
future environment.
• Determining a tactical implementation plan with associated macro -level projects,
schedule, and budget estimates.
• Assisting in communicating the plan to key city and county stakeholders.
The resulting strategic integration plan provided an organized framework and plan of
action to improve infrastructure, security, applications, and information sharing between
criminal justice stakeholders.
Mr. Ken Bovasso
Grant Administrator
Douglas County Sheriff's Office
3601 North 156th Street
Omaha, Nebraska 68116
402 - 444 - 6587/402- 444- 7342(fax)
kbovasso@.co,douglas.ne.us
Ll
757/74/75436(doc) 16 ` MTG
0
Cleveland has
repeatedly
employed MTG
to provide
public safety
technology
expertise and
planning and
management
consulting.
0
0
0 •
Cuahooa
County
Criminal
Justice Services Agency Cleveland Ohio - Cleveland
Mobile
Comuting
Study
and Cuyahoga Countywide Criminal Justice Information
System
(C'JIS)
Proiect Management
ment
MTG assisted the county of Cleveland Department of Public Safety with the execution
of a mobile computing feasibility study for the Cleveland Police Department (CPD). The
objective of this project was to identify a long -term mobile computing solution to meet
a specific set of operational, technical, and service requirements identified by CPD.
Our specific activities included:
• An assessment of CPD organizational, information technology, and operational
attributes to derive a specific set of business requirements that the mobile comput-
ing solution must fulfill.
• An analysis of the benefits, risks, and costs of two potential mobile data solutions;
one from a local leveraged county provider and the other a blended solution of
CPD and private sector resources.
• Development of an implementation plan to more closely evaluate the operational
feasibility of the county-based solution.
• Delivery of a recommendation for proceeding with a mobile data solution.
The engagement resulted in a clear and practical vision for the scope, costs, level of
effort, and commitment required by stakeholder agencies to achieve their goals. In
addition, the plan provided a realistic road map that served as the foundation for
building a future business process and mobile computing technical architecture.
Mr. Titus Britt, Deputy Commissioner
Department of Public Safety
Police Headquarters
1300 Ontario Street, Room 318
Cleveland, Ohio 44113 -1648
216 -664- 2553/216 -664- 3940(fax)
tbritt@city.cleveland.oh.us
Vancouver Police Department (VPD. Vancouver. British Columbia. Canada - Informa-
tion Technology, Division Review
MTG was recently selected via a highly competitive process to perform an independent
review of the Vancouver, British Columbia, Police Department's Information Technology
Division. The VPD IT Division has 15 members to support the Police Department. The
scope of the project includes identifying IT Division customers within VPD, identifying
opportunities for improving IT Division processes and services, identifying opportunities
for collaboration with the City IT Division, and developing recommendations as needed
75YW75436(doc) 19 �nb-
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757f74l75436(doc) 20
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for staffing, structure, and best practices. A key element of this analysis is to ensure
that any proposed approach is consistent with RCMP security standards for access too
law enforcement information.
Deputy Chief Jim Chu
Vancouver Police Department
312 Main Street
Vancouver, British Columbia, Canada V6A -2T2
604- 717 - 3194/604- 257- 3716(fax)
jim.chu @vpd.ca
Gwinnett County Police Department Lawrenceville Georgia — Information Technology
Strategic Plan
MTG was recently selected in a highly competitive process to assist in the development
of an IT Strategic Plan for Police Services. Gwinnett County, located near Atlanta, is
one of the fastest growing counties in the country. The current population of
approximately 700,000 is expected to surpass 1 million in the next several years. The
Police Department has over 855 personnel at 13 locations. MTG will assist in
developing a strategic IT plan that addresses information and communications over the
next 5-7 years. The plan will include an analysis of public safety business processes and
recommendations for technology -based improvements. It will also consider how to
leverage technology and information sharing opportunities with other law enforcement
and justice agencies in the county.
Ms. Erica Potts - Cameron
Gwinnett County Justice and Administration Center
75 Langley Drive, Third Floor
Lawrenceville, Georgia 30045 -6935
770 - 822 -8738
erica-potts-cameron.@gwinnettcounty.com
Washington State Department of Information Systems Olympia Washington — Justice
Information Network Oft Architecture Design and Planning
The purpose of this assignment was to develop a detailed design for implementing the
The JIN system
information exchange component of the JIN. The JIN project is a state enterprise
includes many
initiative managed by the Justice Information Committee, which is a subset of the
of the same
functions as
Information Services Board. Specific objectives included:
CLETS.
• Interviewing each agency to determine its information technology and information
needs centered on primary information exchanges.
• Developing a detailed data architecture and standards in order to support the
information exchanges.
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• Modeling the high - priority information exchanges using the SEARCH Justice
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Information Exchange Model (JIEM) method and tool.
• Automatically generating XML schemata for all of the high - priority information
exchanges.
• Drafting an enterprise system architecture design for criminal justice integration.
• Developing goals and strategies for the agency to follow in determining its
information technology direction.
• Identifying and defining tactical projects to be undertaken by the Justice Informa-
tion Committee during the next 3 years.
• Preparing a resource plan and implementation schedule for execution of the tactical
projects.
The outcome of our efforts was a detailed tactical plan that will guide the state and its
agencies over the next few years.
Ms. Lourdes Collins
Justice Information Network Coordinator
Washington State Department of Information Services
1110 Jefferson Street Southeast
Olympia, Washington 98501 -2347
360- 902 - 3569/360- 664 -0495 (fax)
LourdesC @dis.wa.gov
The following references are specific to Mr. Amstein prior to his joining MTG:
Newport Beach Police Department Newport Beach California — Police Information
Systems Planning, Selection and Implementation
Newport Beach
Mr. Arnstein assisted the Newport Beach Police Department in developing a Strategic
is a strong
Information Plan for all its police systems. The plan assessed the use of technologies
proponentof
such as field reporting systems, mobile data computers (MDCs), and imaging, as well as
consulting
assistance for
increased integration with GIS and other county systems. He also assisted in the
planning
preparation of an RFP, selection of new CAD /RMS systems, contract negotiations, and
through
implementation assistance for CAD /RMS, MDC, and jail management systems.
implementation
oversight.
Chief Bob McDonell
Newport Beach Police Department
870 Santa Barbara Drive
Newport Beach, California 92660 -6303
949- 644 -3701
bmcdoneli@nbpd.org
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New imaging,
mug shot,
CADIRMS, and
mobile
computing
systems were
designed and
implemented to
enable
streamlined
police business
processes.
Study
Mr. Amstein led the project to provide the Los Angeles County Sheriff's Department
with assistance in evaluating its Mobile Data Communications Pilot Project
(MODACOM). The project assessed various system components including mobile
computer hardware, mobile computer software, wireless networks, and various
installation, maintenance, training, and support issues. Specifically, the project team
served as a technical adviser to the Sheriff's Department, while developing test and
evaluation criteria for the project. Key issues analyzed included wireless data network
strategy, mobile computer installation configurations, software functionality require-
ments, and integration with the Sheriffs Data Network and other related internal and
external systems.
Lieutenant Gerald Cooper
Los Angeles County Sheriffs Department
1000 South Fremont Avenue, Building A9E, 5th Floor
Alhambra, California 91803 -8835
626- 300 -3103
gkcooper@lasd.org
Honolulu Police Department. Honolulu. Hawaii - Strategic Planning. Procurement. and
Implementation of Computer -Aided Dispatch /Records Management System (CAD /RMS)
Mr. Arnstein led numerous projects with the Honolulu Police Department to reengineer
many systems and processes, select new information systems, and provide implementa-
tion project management services. This encompassed developing a Strategic
Technology /Reengineering Plan that included the design for a new CAD /RMS to
support the computing needs, such as communications center operations, records
management, patrol, jail management, and investigative case management. The
system design integrates technologies such as mobile data computers, electronic mug
shots, automated field reporting, and word processing. The project scope included
assisting in system selection and contract negotiations, and providing extensive
implementation assistance. Previously, Mr. Arnstein assisted the department in
developing an Imaging Master Plan, as well as selecting and implementing document
imaging and digital mug shot systems.
Assistant Chief Karl Godsey
Honolulu Police Department
801 South Beretania Street
Honolulu, Hawaii 96813 -2501
808 -529 -3646
K9odsey@co,honoIuIu.hi.us
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Cincinnati
emphasized
functionality
and integration
with multiple
regional public
safety systems.
9
City of Kansas County. Missouri — Integrated Public Safety Systems Planning, Selection.
and Implementation
Mr. Arnstein led the project with the City of Kansas City, Missouri, to evaluate the
multiple Computer -Aided Dispatch /Records Management System (CAD /RMS) systems
used by the Police, Fire, Municipal Court, Jail, and EMS Departments. The assignment
included evaluating the feasibility of utilizing the CAD system to support Public Works.
A significant issue in the project was determining the strategy for ALERT, a multistate
regional law enforcement information system that serves as the department's current
RMS. A comprehensive RFP for a new enterprise CAD /RMS /Jail Management System
(JMS) system was developed. The new system integrates with mobile data computers
(MDCs) via the 800 MHz radio system and with other systems, including mug shots,
fingerprinting, document imaging, and automated field reporting. Other elements of
the project included assisting in the system selection, negotiating a multimillion dollar
system contract, and providing extensive project implementation support. The new
enterprise system will replace the multiple system approach with an integrated solution
that will provide greater functionality and improved public safety operational
capabilities.
Mr. Rick Brisbin
Information Technology Department
1111 Locust, Third Floor
Kansas City, Missouri 64106 -2623
816 -513 -3663
rick_brisbin@kcmo.org
Cincinnati Police Department, Cincinnati Ohio — Computer -Aided Dispatch /Records
Management System (CAD /RMS) Replacement
Mr. Arnstein led the project with the Cincinnati Police Department to plan for and select
new CAD and RMS systems. The original scope of work for RMS was expanded to
include CAD. The RMS business processes were documented and analyzed, and
numerous opportunities for improvements were presented to the department
command staff. The CAD system will support dispatching for Police, Fire, and the
University of Cincinnati Police Department. The new systems will be interfaced to a
variety of legacy and new systems, including countywide law enforcement records,
employee tracking, and mobile data /automated field reporting.
Lieutenant D. L. Carmichael
Cincinnati Police Department
800 Evans Drive
Cincinnati, Ohio 45202 -2036
513 -564 -2112
lee. carmichael @cincinnati- oh.gov
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G. Cost Estimate
This section presents our costs to successfully conduct the scope of work defined in this
proposal.
As noted above, MTG believes that this is an important and also potentially complex
project. Therefore, we have proposed the level of commitment and senior involvement
we believe is necessary to achieve a successful outcome that enables the Orange
County Integrated Law and Justice Steering Committee to achieve its project objectives
and lay the foundation for continued progress. MTG proposes to conduct this project
for a fixed price of $70,000. This is based an estimate of 380 professional hours. The
costs include professional fees, as well as project- related expenses including travel,
document preparation, communications, and other out -of- pocket expenses.
MTG's hourly rates are based on job title, as follows:
Senior Partner $190 to $215
Partner
$170
Senior Manager
$150 to $160
Manager
$140 to $145
Senior Consultant
$125
Consultant
$105
Approximately half the proposed hours are for the senior members of the project team.
As a result, the Integrated Law and Justice Steering Committee receives a very
experienced project team and high value. We are willing to discuss alternative
approaches to meeting Orange County's budget requirements.
It is our practice to bill for our services monthly, in arrears, for the professional fees and
project- related expenses incurred.
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