HomeMy WebLinkAbout25B - AGMT - INTEGRATED SOFTWARE CONSULTING SERVICESREQUEST FOR
COUNCIL ACTION
CITY COUNCIL MEETING DATE:
NOVEMBER 18, 2013
TITLE:
AMENDMENT TO AGREEMENT WITH
CIT COM INC. TO PROVIDE
INTEGRATED SOFTWARE
CONSULTING SERVICES TO THE
POLICE DEPARTMENT
CITY MANAGER
RECOMMENDED ACTION
CLERK OF COUNCIL USE ONLY:
APPROVED
❑
As Recommended
❑
As Amended
❑
Ordinance on 1" Reading
❑
Ordinance on 2 "d Reading
❑
Implementing Resolution
❑
Set Public Hearing For
CONTINUED TO
FILE NUMBER
Authorize the City Manager and Clerk of the Council to execute an agreement amendment with
Cit Com Inc. in the amount of $36,700 to provide consulting services for an integrated software
system for the Police Department, subject to non - substantive changes approved by the City
Manager and City Attorney.
DISCUSSION
Cit Com Inc. was contracted by the Police Department to provide technological expertise and
advice to support the purchase of an integrated software system for the Police Department. Cit
Com Inc. provides expertise in public safety information technology planning, acquisition,
implementation, and best practice experience with developing public safety software Request for
Proposals (RFP's). The original agreement with Cit Com Inc. stated the consultant would assist
the department in the following areas: Prepare a project plan, develop an RFP, assist with
vendor evaluation and selection, and assist with contract development.
Over the last year, Cit Com and SAPD mutually agreed that elements of project planning were
more complex than originally envisioned, requiring a project cost justification that lasted several
months. Cit Com needed to perform project related tasks not specified in the original agreement,
including in- person meetings at the Police Department to discuss the business case and "next
steps ", preparation time for those meetings, presentations to police command staff and City staff,
and a presentation to the Public Safety Committee. Additional time was also needed to prepare
the Department's Computer Aided Dispatch (CAD), Records Management System (RMS), Jail
Management System (JMS), and mobile technology Request for Proposal (RFP). This
amendment adds $24,000 to complete these additional tasks.
25B -1
Agreement Amendment with Cit Com Inc.
November 18, 2013
Page 2
In addition, in order to prepare the Police Department for the implementation and continued
operation of the new system, Cit Com Inc. will conduct an inventory of existing knowledge, skills,
and abilities (KSA) in anticipation of the integration project. Following the implementation of the
project, the Department's reliance on technical support personnel will change. Most notably, the
Department will rely on the successful proposer for support and maintenance of the application
software. Hardware, infrastructure, database, and help -desk services will continue to be provided
by City personnel. This evaluation will help the Police Department understand and prepare for
this shift in maintenance responsibilities.
Cit Com will also assist in the development of a "future state" of SAPID technology staffing model
based on industry standards and best - practices. This information will identify the gaps between
necessary technical services and existing resources, redundant knowledge, skills, and abilities
amongst existing personnel, opportunities for bridging gaps, and the short and long term
organizational value associated with the performance of current technical tasks and
assignments. This evaluation will cost $7,700. An additional $5,000 has been added for
unanticipated work for a total amendment amount of $36,700.
FISCAL IMPACT
Funds for this agreement are available in Police Department's Information Services contract
services account (no. 01114425 62300).
'r
Carlos Rojas
Acting Chief of Police
Police Department
APPROVED AS TO FUNDS AND ACCOUNT:
Francisco Gutierrez
Executive Director
Finance and Mgt. Svcs. Agency4.,
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25B -2
FIRST AMENDMENT TO AGREEMENT FOR
PUBLIC SAFETY CONSULTING SERVICES
This FIRST AMENDMENT TO AGREEMENT for Public Safety Consulting
Services is entered into this 18th day of November, 2013, by and between Cit Coin, Inc.,, a
Nevada Corporation ( "Cit Com "), and the City of Santa Ana, a charter city and municipal
corporation organized and existing under the Constitution and laws of the State of
California ( "City ").
RECITALS:
A. The parties entered into Agreement N- 2012 -089 dated .Tune 1, 2012, (hereinafter
"said Agreement ") by which Cit Coin agreed to provide consulting services for
developing a Request for Proposal (RFP) for modernizing the police department's
existing computer aided dispatch (CAD), records management system (RMS),
mobile system, and associated interfaces (Police Integrated Information Technology
System); assist with vendor evaluation and selection; and assist with contract
development.
B. The funding for the initial Agreement has been exhausted. However, the vendor
evaluation, selection and contract development remain to be completed clue to
performance of other project related tasks not specified in the original agreement
including in- person meetings at the Police Department, preparation time for those
meetings, and public presentations.
C. The City also desires to expand the terms of the original Agreement to allow the
consultant to review the police department's current IT staffing and determine if
the current staff can implement the Integrated Information Technology System
once selected.
NOW, THEREFORE, in consideration of the mutual and respective promises, and subject
to all the terms and conditions of said Agreement, except as herein modified, the parties
agree as follows:
Section 1, SERVICES TO BE PERFORMED, shall be amended as follows:
A. To replace: "The City hereby retains Consultant, and Consultant hereby
accepts such engagernent, provide technological information and advice to support the
Information Technology hrtegration Project, as set forth in Exhibit A, attached hereto and
incorporated by reference. Consultant's duties and responsibilities shall include, but not be
limited to the following:" with the following:
"The City hereby retains Consultant, and Consultant hereby accepts such
engagement, provide technological information and advice to support the Information
Technology Integration Project, as set forth in Exhibit A and Exhibit B, attached hereto
25B -3
incorporated by reference. Consultant's duties and responsibilities shall include, but not be
limited to the following;"
B. To add subsection 5. to read "Identify any gaps between necessary technical
services and existing resources, redundant knowledge, skills, and abilities amongst existing
personnel, and the short and long term organizational value associated with the
performance of current technical tasks and assignments as set forth in Exhibit "C"
incorporated herein by reference."
2, Section 3, COMPENSATION AND PAYMENT, shall be amended as follows:
A. Add an additional $24,000.00 for vendor evaluation, selection and contract
development as specified in Exhibit "B" to pay for completion of the services set
forth in the original Agreement N- 2012 -0 89;
B, Add an additional $7,700.00 for IT staffing analysis as set forth in Exhibit
4fc; 11
C. Add an additional $5,000 for unanticipated work; and
D. Replace "not to exceed $25,000" with "not to exceed $61,700."
Except as hereinabove modified, all terms and conditions of said Agreement shall
remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have executed this First Amendment to
Agreement the day and year first above written.
ATTEST:
MARIA D. HUIZAR
Clerk of the Council
CITY OF SANTA ANA
DAVID CAVAZOS
City Manager
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APPROVED AS TO FORM:
SONIA R. CARVALHO
City Attorney
By:
Laura A. Rossini
Senior Assistant City Attorney
RECOMMENDED FOR APPROVAL:
CARLOSROJAS
Acting Police Chief
CIT COM, INC.
William Romesburg
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EXHIBIT A
r
Consulting Proposal
A Proposal to Provide
Law Enforcement Technology Modernization
Consulting Services for the City of Santa Ana
Contents
PIRM QUA LIFIC.ATIONS, EXPI'RRNCF. AND REl° ERENC& 5 .......................... ............................... 2
CIT COM QUALIFICATIONS AND EXPERIENCE ............................ ...........,.
CLIENT SERVICES ................................................................... ...............................
2
GRANT WRITING AND MANAGEMENI ............................................. ..............................2
'T'HOUGHT LEADERSHIP ..........................................................— ............,.................2
Rl:i P F A E N CEs ............... . ....... . ............................. . . ..................... ...............................
3
SEATTLE POLICE DEPARTMENT, WASHINGTON (2002 -2010) ..............................
PORTLAND POLICE AND FIRE DE PARTM ENTS( 2008— CURRF. NT) ........... ...............................
3
ALAMEDA CO LINTY SHERIFF 'S 0FFICF., CALIFORNIA (2004— CURRENT) ... ..............................4
MARIN COUNTY CONSORTIUM, CALIFORNIA (2011 — CURRENT) ........... ..............................4
NAPA COUNTY POLICE AND FIRE CONSORTIUM, CALIFORNIA (2005 - 2008 ) ...........................5
TRI- CFEIES CONSORTIUM, CALIFORNIA (2007 — 2009) ..... ................... ..............................5
YOLO COUNTY SHERIFFS DEPARTMENT, CALIFORNIA (2005 - 2007) ..... ...............................
S
ADDITIONAL "I TRENCFS ...................................................... ..............................6
O RC ANIZATION, PERSONNEL AND 8I' Al' FIN C ....................................... ..............................7
PRIMARY CONSULTANT: WILLIAM ROMESRIIRG ...................... ..............................7
SECONDARY CONSULTANT: SUSAN MCDONALD ............................... ..............................7
TECHNICALCONSULTANT: DRFw LINDE ........................................ ..............................7
ASSOCIATE CONSULTANT! NICHOLASLOVE ..... .............................................................
S
FINANCIAL CONSULTANT: NANCY LEACH.. ............... P ........ ..................................
S
PROPOSEDWORK PLAN ....................... ............ ..... -- .............. — ................................
9
PHASE I'. TF C HN OLOG Y ACQ U ISFrION .................................. ..............................9
TASK 1,1: PROJECT INITIATION ................................................ ..............................9
TASK 1 -2: NEEDS ANALYSIS ............ ............ .— .............. .............................
..,,....... 10
TASK I -3: TFcfdwOLOGY ACQUISITION .................................... ...............................
I I
TASK 1 -4: PROCUREMENT SUPPOR' 1 .............................. .......... ...............................
12
TASK 1.5: CONTRACTING SUPPORT ........................................ ...............................
14
PROPOSFD COST... . ........................... ..............................
... ....... 16
.,
TI AIRLINE-- ........................................................................ ...............................
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Firm Qualifications, Experience and References
Olt Com Qualifications and Experience
For the past 17 years, Cit Cons has established Itself as a unique consulting Firm specializing in police
and Ore technology strategic planning; procurement and implementation. Our team of professionals
is focused on three core competencies: Client Services, Grant Writing and Management, and
Thought Leadership.
Client Services
Cit Corn is dedicated toward providing quality consulting services to municipal, county, regional,
state and federal clients at affordable rates. We are privileged to have served dozens of police and
fire agencies throughout the United States, Specifically, Cit Court assists with planning, procuring,
implementing and financing computer aided dispatch (CAD), records management systems (RMS),
jail management systems (jMS), mobile technologies (including automated field reporting) and
integrated justice solutions,
Beyond those care technologies, we also have a wide base of knowledge in collateral areas that
impact the acquisition and implementation of technology, including: geographic information systems
(GIS), wireless connectivity, justice integration (courts, district attorney, probation), and others.
Grant Writing and Management
Cit Court continuously monitors potential funding sources while managing existing client grants.
With contacts and staff in Washington, DC, we work hard to secure funds for our clients, while
helping justice officials develop future funding strategies. Having worked with federal funding
authorities since 1996, we are very keenly aware or the relationship between our work products
(such as project plans or business cases) and grant requirements. And, we are very proud to employ
Ms. Nancy leach, the former Deputy Director of the Office of Community Oriented Policing
Services (COPS).
Thought Leadership
o $ince 1999, Cit Cam's Managing Partner (dill Romesburg) has been the principal
' speaker at more than 100 national conferences, and has written numerous white papers
r't'e and books on the topic of implementing public safety technology. Most notably, Bill is
Y the author of the Law Enforcement "Tech Guide "', which has become the most widely
requested publications in the history of the Department of justice. Cit Corn contributes
time and labor toward industry non =profnt groups, like SEARCH (Ilic National
Consortium or justice information and Statistics), helping our Orm maintain an awareness of
emerging priorities and trends in the public safety technology arena.
'The Tech Guide may be downloaded for free wt:
www coR- r �do,t,7¢' /fL' /rirJ Publ'rutiot v /law.•gf�rrementtechAr idsn<If; pivq complimentary bard copies are
available by calling the DOI Response Center at 1.800.421 6770
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References
Cit Com has assisted law enforcement agencies with their technology acquisition efforts for the past
17 years, With dozens of local, regional, state and federal clients, the firm is proud to have
established a record of success with a diverse range law enforcement agencies, including
municipalities, counties, state agencies, and regional partnerships, In addition to our prior
experience with the. Santa Ana Police Department (SAPD), we would also like to present the
following similar public safety technology references for your consideration:
Seattle Police Department, Washington (2002 - 2010)
Project Manager: Randy Kyburz, project Manager
Telephone:
(206) 233-5113
Email:
Ronc(y,Kyb rzClo._ tS seattle.aoy
Project Scopei
Police and Fire CAD /RMS Needs Analysis, Acquisition, Implementation
Quality Assurance
Agency Employees:
1,350 Sworn, 500 Non -Sworn
Project Status:
Seattle chose Versaterm as their CAD /RMS and mobile provider, and
went live In 2009.
Portland Police and Fire Departments (2008 - current)
Project Manager:
Use Vasquez, Project Office Manager
Telephone:
(503) 720-4725
Email:
Iisa.vaaeuezCalunisys cam
Project Scope:
Police and Fire CAD, RMS, AFR Independent Quality Assurance,
Contract Development Assistance, CAD Lessons Learned Report
Agency Employees=:
3,095 Sworn, 1,610 Non -Sworn
Project Status;
Versaterm CAD went live on April 14, 2011.
(this space is intentionally blank)
' Please note that Portland's Rh(S Is used by 36 agenrias in addition to the Portland Police Bureau
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Alameda County Sheriff's Office, California (2004 - Current)
Project Managers: Lieutenant Jeff gromstead (for CAD /RMS engagement)
Captain Garrett Holmes (for JNIS engagement)
Telephone: Lt, gromstead: (510) 667.3643
Captain Holmes (925) 551 -6553
Email: ibromstead0acgov.orn
ghoimes0acaoy,org
Project Scope: From 2004 - 2006, we assisted ALSO with their CAD, RMS, AFR Project
Planning, business Case, Procurement Assistance, Contract Negotiations
and Implementation Assistance. ACSO retained Ctt Com In 2011 to assist
with replacing their existing J MS system.
Agency Employees: 1,000 Sworn, 500 Non -Sworn
Project Status: The Alameda Consortium selected Intergraph In 2005, and is currently
live on all systems. In March, 2012, ACSO selected ATIMS as their JMS
provider. Contract development will begin In April, 2012.
Merin County Consortium, California (2011 _ Current)
Project Manager; Lee Ann Magoski, Communications Manager
Telephone: (415) 473 -4123
Email: ImagoskItItmarinsherIffor e
Project Scope: CAD and Mobile CAD Project Planning (current phase), Business Case,
Procurement Assistance, Contract Negotiations and Implementation
Assistance
Agency Employees': 500 Sworn, 200 Non -Sworn
Project Status: Morin currently uses a Northrop Grumman (PRC) CAD system. Currently,
we are preparing the project plan, and developing a formal written
relationship amongst the consortium participants for CAD replacement
(and ongoing operational costs).
(this ;pace isintendonali blank)
' Please note that htaein provides dispatch services to nine agendas In addition to the SherV3 office
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Napa County Police and Fire Consortium, California (2005 - 2008)
Project Manager:
Shirley Perkins, Project Manager
Telephone:
(707) 257-9284
Email:
soerkins@cityofnaca,ora
Project Scope:
Police and Fire CAD /RMS Needs Analysis, Acquisition, Implementation
Communications Center Consolidation Study
Agency Employees":
450 Sworn, 220 Nan -Sworn
Project Status:
The Consortium chose Intergraph In 2006. The City of Napa continued to
provide consolidated dispatch services forseveral nearby cities and the
County Sheriff.
Tri- Cities Consortium,
California (2007 - 2009)
Project Manager: Elizabeth Putrino, Project Manager
Telephone: (562) 567 -9151
Email: eputrino@cityofwhittler.org
Project Scope: Police and Fire CAD /RMS Needs Analysis, Acquisition, Implementation
Communications Center Consolidation Study forthree Los Angeles
County Cltles: Montebello, Monterey Park and Whittier. The Consortia
agencies replaced Tiburon CAD /2000 (and RMS) products.
Agency Employees': 360 Sworn, 80 Non -Sworn
Project Status: The Consortium acquired, and implemented, New World Systems. All
systems are live and operational.
Yolo County Sheriff's Department, California (2005 - 2007)
Project Manager: Pam Choquette, Communications Manager
Telephone: (530) 6611-5232
Email: nam.chnnuette@volocountv.org
Project Scope: Sheriff's Police CAD, RMS and JMS Business Case, Requirements
Development, Acquisition, Contract Development, Implementation
Assistance
Agency Employees: 125 Sworn, 50 Non -Sworn
Project Status: The project concluded in 2007, with the successful Implementation of
Tiburon's CAD, RMS and JMS (TI suite).
' Please note that Napa provides dispatch s�Tvices to five agencies In addition to the Shemirs Department
' Please note that Napa provides dispatch acrvices to five agencies inaddidan to the Sheriffs Department
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Addition� Refcrencee
The preceding references were selected to comply with the RIFF requirements (similar clients within
the past five years). In addWon, we have assisted the following agencies with related projects:
Date
Client Name
Contact
Services
06/02 —
Albuquerque Police & Fire
Captain Dave Depies
Police and Fire CAD,
06106
400 Roma Ave NW N 1
505. 768.2495
Police RMS Business
Albuquerque, NM 87102
DDepies coba.aov
Case, Requirements
Development,
Acquisition, Contract
Development,
Implementation, Quality
Assurance.
06/01 —
San Diego County Sheriff
Chuck Brown
police RMS Business
01/04
9621 Ridgehaven Court
Project Manager
Case, Requirements
San Diego, CA 92123
858. 694.2333
Development,
Chuck,Brown6iscjshgrjff,;,srg
Acquisition,
2007—
Sonoma County Sheriff
Sabrina Doss
Sheriff's JMS Needs
2008
2615 Paulin Drive
Project Manager
Analysis and Business
Santa Rosa, CA 9540
(707) 565.3454
Case Development,
s doss0sonoma- countv.orn
2002—
wake County Sheriff
Raymond Boutwell
Sheriff's Police RMS and
2004
Post Office Box $50
Project Manager
JMS Business Case,
Raleigh, NC 27602
(919) 856 -5483
Roquirements
rboutwellgcq,yUakg.nc.us
Development.
2006
State of California
Debbie Rayner
Police CAD and RMS
2010
Department of Parks and
Project Manager
Business Case, LEISTC
Recreation Police
(916) 798.7978
Requirements
1416 9th street
de�raymerOccmcast .net
Development,
Sacramento, CA 95814
Acquisition.
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Organization, Personnel and Staffing
As your trusted advisor, a consultant must have the ability to effectively communicate with
employees at all levels within the organization, and provide unique insight into the complexities of
evaluating and procuring new public safety technology. A key facet of our successful consulting
methodology is our assignment of senior, experienced people who bring real - world, hands-on
experience to each engagement. For this reason, Ch Com Is pleased to offer Mr. William
Romesburg, our Managing Partner, as the Primary Consultant to the engagement, supported by an
exceptional team of professionals, including: Mrs. Susan McDonald (Secondary Consultant), Mr.
Drew Linde (Technical Consultant), Mr. Nicholas Love (Associate Consultant) and Mrs, Nancy
Leach (Financial Consultant).
Primary Consultant: William ( 08111") Romesburg
With over twenty years of public safety experience, and dozens of successful consulting
engagements, we believe that Mr. Romesburg offers the SAPD an exceptional range of relevant
expertise, Having started his public safety career as a records technician in 1986, William affords a
diverse background, which includes full time employment as a records technician, police and fire
dispatcher, sworn police officer, assistant to the city manager and public safety consultant to
numerous police and fire agencies throughout the country. Bill is a nationally recognized expert in
public safety strategic planning and has assisted hundreds of public safety agencies in employing
practical and effective strategic planning principles. During the past decade, 13111 has been the
primary speaker at over one hundred national conferences sponsored by the US Department of
Justice (DCj), the Bureau of Justice Assistance and SEARCH (The National Consortium of Justice
Information and Statistics),
Secondary Consultant: Susan McDonald
Susan has been assisting public safety agencies for nearly 2S years, Her exceptional record of
achievement includes the provision of public safely technology strategic planning, procurement,
installation and quality assurance to dozens of clients throughout the United States, Canada and
Great Britain, Susan recently completed a seven year engagement, as Project Manager for the Seattle
Police and Fire Department's CAD, RMS, and mobile technologies,
Technical Consultant: Drew Linde
Drew joined Cit Coin in 2003 after having served the City of Livermore, CA, Police Department as
their Information Technology Director. [a addition to possessing a unique depth of technical
knowledge, Drew has unique insight into the vendor community, after working for a Tier 1
CAD/ RMS vendor for nearly tw'o years. Since that time, Drew has managed some of Cit Coin's
largest mid most complex initiatives, including the County of Alameda's CAD, RMS, and mobile
replacement. More recently, Drew has managed the Bay Area Rapid'rransit (BART) District's
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construction of a new selsmiedly retrofitted dispatch center and due modernization of the District's
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aging CAD, RMS and mobile technologies.
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Associate Consultant: Nicholas Love
Mr, Love. joined Cit Com in early 2011, as an Associate Consultant. Nicholas is completing his
degree in Public Administration and History, and has served the Riverside County SherliPs
Department since 2009. He has assisted the City of Portland in their Police and Fire technology
acquisition, and is currently develophtg An agreement between A nMS and the County of Alameda.
Financial Consultant: Nancy Leach
After a decade with the US Department of justice, COPS Office, Mrs. Leach joined Cit Com,
wherein she provides grant and financial management services for our clientele. For the SAPID
Initiative, Nancy would initially be evaluating grant opportunities and preparing any grant reporting
instruments requested by the participating agencies.
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Proposed Work Plan
Cit Com, Inc has previously assisted SAPD, and has recently participated in several onsite
discussions regarding the organiUti.on's preferred approach to modernizing tecluiology. Based on
our discussions, past work, and experience, we have developed the following two-phase work plan
(subject to collaborative review and approval).
PHASE I: TECHNOLOGY ACQUISITION
Task i -1: projetct. Initi -5Cinn
Upon a notice to proceed, Or Com would assemble the assigned project team, onsite, to conduct a
formal Project Kick -Off meeting, Typically, the initiation entails a full day of activity, and is
intended to achieve the following:
• Personally introduce the key Cit Com and agency project participants-
• Enable the key project stakeholders an opportunity to describe their vision, goals, and
expectations of both Cit Com, as well as the ultimate vendor.
• identify facility location(s), and access controls.
• Review high -level plans, and seek /obtain clarification.
• Discuss and understand pre- existing governance structures.
Following the Project Kick -Off meeting (which typically occurs in the morning), Cit Com personnel
would conduct facilitated meetings with the SAPD Project Manager, the project team, and identified
representatives, to begin work on the Project Plan, which governs the. manner and conditions that
guide the project from beginning to end, serving as "the project's blueprint Ctt Com would create
a comprehensive Project Plan, specific to the nuances of the initiative, including the following
elements:
•
identification of key project stakeholders who are affected by the current and future
public safety information technologies,
•
Define the project's scope, objectives, plans, and requirements,
•
Develop change order procedures.
•
Establish a Microsoft SharePoint project website (optional),
•
Discuss general procurement guidelines and agencyrequired parameters,
•
Determine various agencies and users' level of participation, roles and responsibilities.
•
Discuss existing project budget estimates and start gathering Information necessary to
prepare a preliminary budget.
•
Identify relevant grant reporting requirements and mtcrvals (if applicable).
•
Prepare plans, calendars, and milestones including:
— List of tasks, deliverables and meeting schedules
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— Scheduled progress meetings
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— Method of updating general personnel of project status
Specific deliverables for this task would include:
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a Project Plan, Including:
— Project Governance (Steering Committee)
— Project Team Organization Chart (with roles /responsibilities)
— Project Methodology (tasks)
— Change Management Plan
— Risk Management Plan
— Project Escalation Procedures
— Communications Plan
— Preliminary Budget
— Project Work Plan (MicrosoR Project; 2007 GANTT chart)
• Initial and Recurring Reporting Tools;
— Monthly Project Status Reports
— Project SharePoint Website (optional)
Task 1-2: Needs AnaR /sis
One of the key tasks in project planning is to educate current, future and other potential
stakeholders about the benefits and payoffs of modernized public safety technology, Even when
stakeholders seem to support the idea, it is still critical to artictdate the need and state the benefits,
particularly when multiple alternatives exist for stakeholder consideration. Therefore, Cit Com
would prepare a Needs Analysis to describe the potential benefits to the organization and the public
that would emerge from the selected approach.
The Business Case would include a summary of the Analysis of Alternatives, as well as a
recommended alternative with supporting documentation related to the analysis (including
estimated proposed alternative and avoidance costs). The Needs Analysis would highlight the
following:
• Potential improvements that are likely to be achieved through the introduction of
contemporary dispatch technology, including:
— Reduction of redundant data entry and paler documents
— Data accuracy and speed of retrieval
— Single point of data entry thus eliminating duplicate data entry and reducing the
amount of errors and conflicts contained within stand -alone systems
— Vetter decision- making by field personnel, police investigator's, and management In
allocating resources
— Reduced in -kind costs associated with each benefit
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• Potential opportunities that will stem from the introduction of new technology, c
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— Economies of scale in terms of financial investments (both initial and recurring
support /maintenance)
— Ability to share information with public safety partners: regionally, statewide, and
nationally
— More complete, accurate, timely, and accessible information will improve reporting
and trend analysis, streamline data processing and workflow, and will ultimately
enhance public and personnel safety
+ Potential risks associated with failing to modernize the existing technology, including:
— Financial (support, replacement and other recurring costs)
— Operadonal (reliability and accuracy of existing systems)
— Anecdotal (loss and tragedy attributable to the absence or failure of required
technology)
Task 1 -?,: Tpohnology Acquisition
The initial step in compiling the procurement documents involves the documentation of the new
systems design, approach, features and capabilities. Whenever possible, consideration would be
given to expansion capacity for the next live to ten years. The request for proposal (RFP) design and
configuration would include the following;
• Identification of Required Modules
• Interface Requirements
• Security and Access Controls
• Speed and Accuracy Requirements
• Mobile Accessibility and Reporting Requirements
• GIS /Mapping Integration Requirements
• NCIC/CLETS /DMV Interface Requirements
• Internal and External Reporting Requirements
Additionally, we would document user requirements including, but not Inuited to:
• Reliability Requirements
• Peripheral Requirements
• Documentatiou and Training Requirements
• Security and Access Controls
• Performance, Response Tune, Implementation and Timeframe Requirements
• Adherence to standards, including: the Global justice XML, NiEM, NextGen 911 —
Following Ate inclusion of systemic requirements, we would prepare and include the following RFP $
chapters:
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1. Project Background, Purpose and Goals
2. Current Environment o
3. Current and Estimated Volumes U
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4. Vendor Response Forms (including the evaluation and selection approach)
S. Functional Specifications
Cit Com was a primary author of the Law Enforcement Information Technology Standards Council's
(LEITSC) national CAD and RMS functional standards. Therefore, we possess the "source" material
from which those documents were crafted, and provide our clients with detailed (technical and
functional) requirements in a succinct medium for use in RFP documents.
The SAPD RFP documentation would fully describe the criteria to be used in evaluating the
proposals as welt as set forth the plan to be followed in conducting the evaluation. Cit Cum would
make recommendations for the most appropriate method far evaluating the responses. The RFP
would be submitted in draft form to project team members for review and amendment. Following
Steering Committee approval, a final copy would be delivered to the City for release. Cit Corn
would release the RFP to a fist of qualified vendors (prepared cooperatively with SAPD), as well as
to any vendor responding to the open hid (in concurrence with city requirements). A pre - proposal
conference would be conducted for prospective vendors, addressing questions and issues and Cit
Cam would be in attendance.
Specific dcliverables of this task would Include:
— Draft and Final Specification documents
— Draft and Final SAPD RFP
Trask. 1 -4: Procurement Support.
Cit Gam, acting as a member or the evaluation team, would review each proposal response to
determine which systems are best able to meet the requirements. Each proposal would also be
reviewed by members of the project team for completeness and to ensure that they properly address
the functionality requirements of the RFP. During this portion of the project, the evaluation and
selection criteria methodology would be applied, thus eliminating vendors who fail to meet the
requirements. Using the evaluation criteria as a guide, qualified proposals would be evaluated in
depth based upon (at a minimum) the following criteria;
• Adherence of the proposal to the format.
• Completeness of the proposal.
• Quality and depth of references.
• Previously demonstrated ability to mocessfully install police technology applications.
• Level of service and responsiveness that the vendor commits to providing to the City.
• Financial stability and resources of the vendor.
• Experience and technical expertise of staff,
m
• Design, capability, and functionality of system and application software as determined by
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the evaluation team.°
• Current availability and ability to demonstrate Installation of the proposed software
applications required by the City.
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25B -18
0 Level of integration between applications and demonstrated interfaces with external
systems /devices.
• Capability, design, reliability, warranty and expandability of proposed hardware
• Economic feasibility and justification of all costs.
• Vendor willingness and ability to negotiate a contract acceptable to the City.
Feasibility, timeliness and duality of software implementation schedule and conversion
Plans (if data conversion is required).
• Level of assistance to be provided to the City by the vendor during the implementation
process as part of the contract.
• The number of hours and extent of user training.
0 duality and extent of the documentation to be provided.
Additionally, information pertaining to each major area of the specincadons would be summarized,
evaluated and ranked. 'rho sample illustration, below, Is one of approximately 100 such charts
produced by our proprietary RFP scoring tool, Ch Cam provides all clients with these illustrations
to provide graphic displays of vendor responses in each proposed module; enabling a visible
presentation of vendor contrasts:
. .. 0.MIS Gah,W rtpY.4x,wMY llaa, NoauWbj
Information pertaining to each major area of the specifications would be summarized, evaluated and
ranked. Additional information and clarification would be obtained from responding vendors as
required. Finally, the list of vendors would be narrowed to two semi - finalist vendors who would be
further evaluated though vendor demonstrations, operational site visits, reference checks and oral g.
interviews. Based upon the proposal and subsequent analysis, Cit Cam would recommend the 0
company whose system(s) and equipment best meet the overall requirements of the City in a Finalist
Recommendation Report, The Finalist Recommendation Report would be submitted both in
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25B -19
writing and orally to the project governance structure, allowing an opportunity to discuss the
content of the report.
Specific deliverables of this task would include:
— Initial Proposal Analysis
— Finalist Recommendation Report
— Analyzing proposals, and preparing easyto•read summaries of the content
— Conducting oral and on site reference checks on the bidding vendors
— Facilitating on site presentations from finalist vendors
— Preparing a written and oral finalist recommendation for the City
Task 1 -5: Contracting, Support
Cit Cam works with the agency and their selected vendor(s) to aid in the development and
negotiation of a `best and final" contract in order to obtain the most favorable provisions and
stipulations for the agency. The resulting agreement includes a primary, or umbrella, agreement
which defines the legal terms and conditions of the relationship between the City and the vendor.
The umbrella agreement includes several exhibit& which govern the actual project activities. The
most important exhibit Is the Statement of Work. Cit Cam would prepare the initial Statement of
Work (SOW) which would serve as the blueprint for the implementation. The SOW defines each
task involved it; the entire project, which usually includes the following for each application (or
technology):
• Project Kickoff • Documentation Delivery
• RocuiremeatsValidation • Training
• Hardware Review • Interface Testing
• Project Schedule Delivery • Production C'utover
• Hardware Installation • Functional Testing
• Base Software Installation • Reliability Testing
• Software Tailoring • Performance Testing
• Interface Development and Tasting • Product Certification
• GeorileBuilding • Refresher Training
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25B -20
In addition to the Statement of Work, Cit Cam would also assist In developing the Following
exhibits:
• Comprehensive Training Plan
• Detailed Project Deliverables
• Payment Schedule
• Project Timeline
• GeoFile Construction Document
• Interface Control Document
• Software License Agreement
• Agreement for Extended Services
• Warranty Coverage
• Relevant Subcontracts
• Acceptance Test Plans
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25B -21
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Proposed Cost
Our professional fees are based upon our expericncu with similar projects, our prior work with
SAPD, and upon our understanding of the initial requirements. Based on this information, we
estimate the following number of hours to be required:
j
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F{pun
Preliminary
Task
t)eepriptipn pftl'nwk
'
Required
Cost
Estisaate
—t
Project
Imitation
25
ss000
2
1 -2
asses
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..
86
SG 000
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gyyAt� ula'Itlon
Technology
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$7 000
........4�.
1—
�ProeurenneotS
Support
35 r
$7,000
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Contracting Support
(future)
(future)
Cit Core is confidently able to forecast the level of effort required for the first four tasks. By
contrast, Contracting Support (Task b S) is difficult to accurately determine. When clients select
vendors that we have worked with in the past, we are able to provide substantially lower contracting
support fees (because we have pre - existing agreements with such vendors), Therefore, we have
forecast hours and pricing only for the first four tasks at this time The total nurnber of hours
required for the first four tasks is 125 hours. Cit Cori s current hourly composite rate is $ 250 /hour.
However, our ftrm's previous relationship with the City has significantly reduced the "learning
curve" associated with this initiative, and the associated costs. Consequently, we arc proposing
Professional services at our 2006 hourly composite rate of $ 200 /hour, for an aggregate total of
$25,000. Cit Com would be rehnbursed for direct expenses at a rats: not to exceed federal
government standards, and at the approval of the Project Manager.
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25B -22
S
Timeline
Cit Com Is ready to begin work upon receipt of a notice to proceed (as agreements often require
several weeks or months of preparation). The following dates reflect our forecast for milestone
completion:
s.
Task Description of Work Start " "', `End
1 -2i olds ,Anal ix n
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�.,.I -3 Technology .Acqu. ..._,. ..
isi Lion
1 -4 Procurement Support
1-5 Contracting Support
1
]uric 15, 2012 June 29, 2012
June 29, 2012 July 16, 2012
July ii, 2012 September 17, 2012 !
on 9/ I i / 11, Rupoaarux Do, on I ! /1 / 12)
( FP dft Aelewe . .. ..... ...,...,,, .. ..
Navemher 2, 2012 0ocembcr 31, 2012
January 4, 2013 May 1, 2013
(Conrroo De.alopmenr Poreeon to Auqutre J Months)
25B -23
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EXHIBIT "B"
25B -24
25B -25
Law Enforcement Technology Consulting Services for the
City of Santa Ana Police Department
Contents
UPDATED PROPOSAL- .................................... ...... ....................,.,,,,..,, 2
MAY, 2012 CONTRACT ........................................................................... ..............................2
TASK 1-4: PROCUREMENT SUPPORT ........................................................ ..............................2
TASK 1.5: CONTRACTING S UPPORT ......................................................... ..............................3
PROPOSEDCOST ....................................................................................... ..............................5
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25B -26
Updated Proposal
May, 2012 contract
In May, 2012, Cit Com was retained by the City of Santa Ana Police Department (SAPD) to
provide professional assistance with modernizing the agency's legacy dispatch, records,
mobile and jail infrastructure. The project was divided into the following tasks:
1.
Project Initiation
2.
Needs Analysis
3.
Technology Acquisition
4.
Procurement Support
5.
Contracting Support
The second task, Needs Analysis, was originally conceived as a 30 -hour task. However, Cit
Com and SAPD mutually agreed that the task was more complex than originally
envisioned, requiring a project cost justification that lasted several months. Although the
budget was exhausted, Cit Com continued to work with SAPD well beyond Task 2, by
participating in onsite meetings (to discuss the Business Case and "next steps "), and
writing the Department's Computer Aided Dispatch (CAD), Records Management System
(RMS), Jail Management System (JMS), and mobile technology Request for Proposal
(RFP). Tasks 1— 3 were completed, while Tasks 4 and 5 were not. With the RFP in near -
final form, the City is ready to release the RFP to the vendor community. Cit Com has
prepared this proposal to complete the remaining two tasks:
Task 1-4. procurement 3nunort
Cit Com, acting as a member of the evaluation team, would review each proposal
response to determine which systems are best able to meet the requirements. Each
proposal would also be reviewed by members of the project team for completeness and
to ensure that they properly address the functionality requirements of the RFP. During
this portion of the project, the evaluation and selection criteria methodology would be
applied, thus eliminating vendors who fail to meet the requirements. Using the
evaluation criteria as a guide, qualified proposals would be evaluated in depth based
upon (at a minimum) the following criteria:
• Adherence of the proposal to the format
• Completeness of the proposal.
• Quality and depth of references. a
• Previously demonstrated ability to successfully install police technology
applications.
• Level of service and responsiveness that the vendor commits to providing to the
City.
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25B -27
• Financial stability and resources of the vendor.
• Experience and technical expertise of staff.
• Design, capability, and functionality of system and application software as
determined by the evaluation team,
• Current availability and ability to demonstrate installation of the proposed soft-
ware applications required by the City.
• Level of integration between applications and demonstrated interfaces with
external systems /devices.
• Capability, design, reliability, warranty and expandability of proposed hardware.
• Economic feasibility and justification of all costs.
• Vendor willingness and ability to negotiate a contract acceptable to the City,
• Feasibility, timeliness and quality of software implementation schedule and
conversion plans (if data conversion is required).
• Level of assistance to be provided to the City by the vendor during the
Implementation process as part of the contract,
• The number of hours and extent of user training.
• Quality and extent of the documentation to be provided,
Additionally, information pertaining to each major area of the specifications would be
summarized, evaluated and ranked. Additional information and clarification would be
obtained from responding vendors as required. Finally, the list of vendors would be
narrowed to two semi - finalist vendors who would be further evaluated though vendor
demonstrations, operational site visits, reference checks and oral interviews. Based upon
the proposal and subsequent analysis, Cit Com would recommend the company whose
system(s) and equipment best meet the overall requirements of the City in a Finalist
Recommendation Report. The Finalist Recommendation Report would be submitted both
in writing and orally to the project governance structure, allowing an opportunity to
discuss the content of the report.
Specific deliverables of this task would include:
— Initial Proposal Analysis
— Finalist Recommendation Report
— Analyzing proposals, and preparing easy -to -read summaries of the content
— Conducting oral and on site reference checks on the bidding vendors
— Facilitating on site presentations from finalist vendors
— Preparing a written and oral finalist recommendation for the City
Task I -S; Contracting Suoport
Cit Com would work with SAPID and their selected vendor(s) to aid in the development
and negotiation of a "best and final' contract in order to obtain the most favorable
provisions and stipulations for the agency. The resulting agreement includes a primary,
or umbrella, agreement which defines the legal terms and conditions of the relationship
25B -28
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between the City and the vendor. The umbrella agreement includes several exhibits
which govern the actual project activities. The most important exhibit is the Statement of
Work. Cit Corn would prepare the initial Statement of Work (SOW) which would serve as
the blueprint for the implementation, The SOW defines each task involved in the entire
project, which usually includes the following for each application (or technology);
• Project Kickoff • Documentation Delivery
• Requirements Validation • Training
• Hardware Review • Interface Testing
• Project Schedule Delivery • Production Cutover
• Hardware Installation • Functional Testing
• Base Software Installation • Reliability Testing
• Software Tailoring • Performance Testing
• Interface Development and • Product Certification
Testing • Refresher Training
• Geofile Building
In addition to the Statement of Work, Cit Com would also assist in developing the
following exhibits:
• Comprehensive Training Plan
• Detailed Project Deliverables
• Payment Schedule
• Project Timeline
• Geofile Construction Document
• Interface Control Document
• Software License Agreement
• Agreement for Extended Services
• Warranty Coverage
• Relevant Subcontracts
• Acceptance Test Plans
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25B -29
Proposed Cost
Our professional fees are based upon our experience with similar projects, our prior work with
SAPID, and upon our understanding of the initial requirements, Based on this information, we
estimate the following number of hours to be required:
Task_.
I -4
._._._,.V_�_.. - .......��
Description oFWork
Procurement Support
Flours
Required
-_. �_ .
40
_.,...............,.....W...
Preliminary
Cost
Estimate
$8,000
1— 5
Contracting Support
80
$16,000
Cit Corn is confidently able to forecast the level of effort required for Task 1 -4. By contrast,
Contracting Support (Task 1 -5) is difficult to accurately determine. When clients select vendors
that we have worked with in the past (we have worked with 8 of the 10 Tier -1 vendors), we are
able to provide substantially lower contracting support fees (because we have pre - existing
agreements with such vendors). Therefore, we have forecast 80 hours for Task 1 -5 under the
assumption that SAPID will acquire a Tier -1 law enforcement technology vendor with whom we
have previously worked. Should a unique vendor be selected, we would evaluate the additional
effort and inform SAPID prior to undertaking any contract assistance tasks.
The total number of hours required for the remaining two tasks is 120. Cit Corn's current hourly
composite rate is $250 /hour. However, our firm's previous relationship with the City has
significantly reduced the "learning curve" associated with this initiative, and the associated
costs. Consequently, we are proposing the continuation of our professional services at an
hourly composite rate of $200 /hour, for an aggregate total of $24,000.
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25B -30
EXHIBIT "C"
25B -31
Cit Com Technical Resource Alignment
Cit Cam reviewed the existing contract with the City to determine whether changes were
permissible, The contract was executed on June 1, 2012, and has no pre- determined expiration
date (eliminating one hurdle). More importantly, the contract can be amended by both parties,
subject to mutual agreement (See Section 12). Therefore, we are proposing the following:
Solution f.'
Today, the Department relies on a blend of full -time, part -time, and contract staff to provide
Information technology support services. Recognizing that the Department has an array of
disparate technologies (i.e„ Tiburon CAD, in -house RMS, ATIMS 1MS, etc.), it's understandable
that unique skill -sets are required to support and maintain them, Recently, the Department
completed a Business Case and subsequent Request for Proposals (RFP) for an integrated law
enforcement solution that would replace the existing disparate systems with a single, vendor -
provided package. The Department recognizes the importance of aligning the mission of
existing technical support staff with the near -term acquisition and implementation of an
integrated law enforcement solution.
Step P Mventory of Existing Technical Resources
The first step is to conduct an inventory of the existing knowledge, skills, and abilities (KSA) of
the existing technical support resources. We envision the inventory occurring in two parts: Step
1) A written pre - interview assessment would be provided to each technical resource,
requesting the following: a) A description of formalized technical education, b) A summary of
certifications or unique product /environmental qualifications, c) A description of on- the -job
training that is currently leveraged (in the SAPD environment), d) A complete list of existing
tasks, assignments, and responsibilities and their association with existing City hardware,
software, infrastructure, interfaces, or services; Part 2) Using the pre - interview assessment as a
guide, personal interviews would be conducted to obtain clarification, and better characterize
each individual's skill -set and area of responsibility.
RESOURCES: CIT COM STAFF DEVELOPS SAPD - SPECIFIC INVENTORY (6 HOURS) R.OMESDURG /PARKER
CONDUCT ONSITE ,1,25 HOUR INTERVIEWS WITH SIX INDIVIDUALS (b' HOURS)
STEP HOURS: 14
Step 2: Development of a "Future State"
Following the implementation of an integrated law enforcement solution, the Department's
reliance on technical support personnel will change. Most visibly, the Department will rely on
the chosen - vendor for support and maintenance of the application software (which will be
defined in a comprehensive master support agreement). Hardware, infrastructure, database,
and help -desk services will continue to be provided by Department personnel. However, the
specific roles and responsibilities have not yet been contemplated. Therefore, the second
alignment step is the creation of a "future state" of SAPD technology staffing, based on industry
September 16, 2013
25B -32
1
Cit Com Technical Resource Alignment Proposal
standards and best - practices (as deployed in similar -sized American law enforcement agencies
with integrated law enforcement technology).
RESOURCES: ROMESBURG /LI:NDE PREPARE SAPD "FUTURE STATE" (8 HOURS)
STEP 11OURS: 8
Step 3; Overlaying Existing Resources with Future Requirements
The third, and final, step in the alignment is to overlay existing technical resource skills and
capabilities with "future state" requirements. The overlay is intended to identify the following:
1) Gaps between necessary technical services and existing resources, 2) Redundant knowledge,
skills, and abilities amongst existing personnel, 3) Opportunities for bridging gaps, 4) The short
and long term organizational value associated with the performance of current technical tasks
and assignments (as an example; If a contractor currently spends 20 hours per week
maintaining an application scheduled for replacement, the overlay would assess the impact of
continued maintenance versus discontinuation).
RESOURCES: ROMESBURG/ PARKER /LINDEPREPARE OVERLAY AND RESULTING WRITTEN FINDINGS
(16.5 HOURS)
STEP 110URS: 16.5
Based on the outlined approach, we propose the following:
Step
Quantity
Contract
Timeframe (Assumes September 30 start date)
of Hours
Rate
1: Inventory
14
$2,800
September 30 - October 18
Inventory prepared and released within one week.
Technical staff would be given at least five business
days to complete the inventory. Onsite interviews
would occur one week after receiving (and
validating) inventory responses.
2: Future State
8
$1,600
September 30 - October 4
Future State would be developed concurrent with
Step 1.
3: Overlay
16,5
$3,300
October 21- October 30
Overlay exercise would occur during the week
following the interviews, with analysis and written
recommendations requiring an additional 2 -4
business days to complete.
Total
38.5
$7,700
(One month total)
We have applied a September 30 start date for illustrative purposes only (although, if approval
was granted, we'd be ready to start on September 30).
September 16, 2013
25B -33
25B -34