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HomeMy WebLinkAboutR-82-0237RESOLUTION NO. 8 2 .. 2 3 7 A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A PROFESSIONAL SERVICES AGREEMENT WITH BOOZ, ALLEN, AND HAMILTON, INC. IN AN AMOUNT NOT TO EXCEED $494,000 FOR CONSULTANT SERVICES TO IMPROVE THE COMPUTER OPERATIONS AND THE POLICE PROTECTION SERVICES OF THE CITY OF MIAMI, AS SET FORTH IN SAID FIRM'S ATTACHED PROPOSAL, WITH $4009000 ALLOCATED THEREFOR FROM FISCAL YEAR 1981 FUND BALANCE AND $94,000 FROM FISCAL YEAR 1982 ADDITIONAL REVENUE FROM INTEREST ON INVEST- MENTS. WHEREAS, the City of Miami is highly dependent upon the effi- cient and continuous operation of its computers to provide essen- tial services including, but not limited to, police protection, fire protection, emergency ambulances, and payments to vendors; and WHEREAS, the City is desirous of increasing the number of sworn police officers available for field duty as rapidly as possible in order to provide improved police protection for its citizens through a program of increased utilization of civilian employees and other improvements in police operations; and WHEREAS, Booz, Allen and Hamilton, Inc. has submitted a pro- posal to provide the necessary professional services to assist in the improvement of computer operations and police protection services; NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The City Manager is hereby authorized to execute a professional services agreement in an amount not to exceed $494,000 with Booz, Allen and Hamilton, Inc. to provide consultant services to improve computer operations and police protection ser- vices, as set forth in said firm's attached letter proposal dated January 25, 1982 and identified as Tasks 2, 3, and 4 in the "Scope of Work" section of said proposal, with funds therefor hereby allo- cated as follows: $400,000 from Fiscal Year 1981 Fund Balance and $94,000 from Fiscal Year 1982 Additional Revenue from Interest on Investments. PASSED AND ADOPTED this 11 day of MARCH , 1982. MAURICE A. FERRE M A Y O R ATTEST: CITY COMMISSION -ella MEETING OE MAR 1 1 1982 R PH G. ONGIE, CITY CLERK 8 2 - 7 REIOM ....... PREPARED AND APPROVED BY: I �O i ROBERT F. CLARK DEPUTY CITY ATTORNEY APPROVED AS TO FORM AND CORRECTNESS: GEO F. KNOX, JR. CIT TTORNEY -2- 82 - 237 36'L Howard V. Gary City Manager INTER•CF—z ICc Randolph B. Rosencrantz Assistant City Manager February 5, 1982 Consulting Agreement - Booz, Allen and Hamilton, Inc. E'.-��_...._S It is recommended that the City Manager be authorized and directed to engage the services of Booz, Allen and Hamilton, Inc., to provide consulting services and technical assis- tance to the City of Miami, at a fee not to exceed $494,000. Attached for action by the City Commission is a resolution providing for an agreement between the City and consulting firm of Booz, Allen and Hamilton, Inc. BACKGROUND: For many years this firm has provided consulting services to the City and in response to your request has submitted a proposal to assist the City in implementing a number of improvements in the area of police utilization, data processing management, and planning for effective utilization of data management resources. The initial proposal submitted was estimated to cost $681,000. The proposal presently under review is estimated to cost $494,000, a re- duction of $187,000. This reduction was achieved as a result of your insistence that this proposal be fine tuned and included only those products with significant value to the City. Additionally, in the pro- cess of review, it was determined that one of the tasks could be per- formed more effectively by City employees rather than outside consultants. Essentially, the initial proposal included four tasks. Task 1 -- Provided for assistance on the implementation of Minority Ven- dors program and assistance in developing a Performance Reporting System. The Minority Vendors program is now being implemented utilizing staff employees and will be fully operational within the near future. The consultants role in this will be very minor and therefore, it was not included as part of the final agreement. The Performance Reporting System will be undertaken after some planned improvements are made in our current Financial Reporting System. Included in the agreement presently being considered are three signifi- cant tasks. They are identified as Tasks 2, 3, and 4. Task 2 -- The purpose of this task is to provide key people to correct systems problems, software problems and operational problems and to establish acceptable operating procedures and appropriate discipline to ensure constant computer response. Also a long range resource utilization plan will be developed. 82-237 t • ill '�i� Howard V. Gary City Manager -2- Task 3 -- The purpose of this task is to create a logical, formal, and documented structure for the controlled growth of all major aspects of the City's automation support program. Task 4 -- The purpose of this task is to assist the Miami Police Depart- ment in improving the delivery of police protection services to the community through the implementation of recommendations submitted to the City Manager by Booz, Allen in a report dated October 2, 1981, entitled, "Analysis of Miami Police Department Personnel Utilization Practices." A critical element in this task is the accelerated effort to civilian- ize the Police Department through the release of experienced officers from "desk type" jobs for field duty and replacing them where feasible with civilian non -uniformed employees. It is planned that Task 4 and 2, will be initiated in early March and given priority attention because of their immediate need and payoff to the City. The agreement between the consultant and the City will be on a time and materials basis. The charges will be based upon approved professional services rates and all expenses will be charged at cost. It is esti- mated that approximately nine months will be needed to completely accomplish this agrement. It is interesting to note that the consultant is committed to employ minority contractors for at least 10a of this contract effort. There are several significant reasons to proceed immediately with this = agreement: 1. It will enable the City to move immediately to put trained and experienced officers on the street. 2. It will provide a much needed plan to ensure coordination and maximum utilization of our data processing resources on a city-wide basis. 3. Although we can anticipate a significant cost savings, this agreement should be more properly assessed on its potential cost avoidance capability. 4. This agreement provides an opportunity to put into place a significant number of recommendations which have been re- searched and developed under prior studies. RBR: ces Encls. 82-237 f COOZ•ALLEN & HAMiLTON I C. 4330 EAST WEST HIGHWAY • BETHESDA. MARYLAND 20814 • TELEPHONE: (301) 951-2200 • TELEX: 710-824-0552 January 25, 1982 Mr. Howard Gary City Manager City Hall (Dinner Key) 3500 Pan American Drive Miami, Florida 33133 Dear Mr. Gary: Booz, Allen & Hamilton is pleased to submit this revision of our previous proposals dated October 16 and 29, 1981 in accordance with your instructions of January 19, 1982. At that time, in negotiations with Mr. Homer, you indicated that our original proposals were to be revised to reduce their cost substantially below the estimated total of $681,000. It was felt that this was necessary in view of the other demands being placed upon the City of Miami budget. We have complied with your request by eliminating some portions of the original scope of work proposed and by narrowing the scope of a few of the remaining tasks. As a result of these actions, our revised total estimated cost is $541,500. We would conduct this revised proposal on a "time and materials" basis within a maximum period of nine months at a cost estimated at $541,500 including all professional charges and related assign- ment expenses. Time charges will be based upon professional rates while expenses will be charged at cost. Monthly invoices will be submitted for costs as they are incurred in executing the "Scope of Work" as proposed and attached. KEY PERSONNEL TO BE ASSIGNED TO PROJECT The key to success in a project of this magnitude and com- plexity is the assignment of qualified, experienced key personnel. As was the case in our most recent Miami assignment, I will serve as Officer -in -Charge and Mr. Porter Homer will be the Project Manager. In addition, Mr. Steven Gottlieb, Vice President, whom you met while he was on a three-day fact finding study in Miami this past October, will serve as the Handling Officer for all computer related portions of this project. He will be assisted by Mr. Rick Throckmorton, Principal Consultant. Resumes for Mr. Gottlieb and Mr. Throckmorton as well as other staff members unfamiliar to you that are likely to be assigned to this project, are attached. g2 - 0 37 Mr. Howard Gary January 25, 1982 Page Two COST ALLOCATION On the basis of our revised "Scope of Work" and total maxi- mum cost, it is estimated that $270,000 is allocable to Police Department operations and $256,500 to the other City operations. As with our recent Miami assignments, the City will be billed only for the time actually spent and the other costs incurred in executing the "Scope of Work" as attached. Any por- tion of the total estimated cost not required to complete this project will be a saving for the City of Miami. We are pleased to have the opportunity to submit this revised proposal. We appreciate your guidance and suggestions during our most recent negotiations as well as the assistance of the other City officials'involved at that time. We look forward to con- tinuing our working relationship with the City of Miami. If you have any questions about this proposal, please contact Mr. Homer or myself at (301)951-2909. Very truly /yours , BOOZ, ALLEN & HAMILTON Inc. John C. Newman Vice President 82-23 SCOPE OF WORK This "Scope of Work" sets forth our proposal to assist the City of Miami in improving its administrative management and information systems, its automation services programs, and its police protection and personnel utilization. The following tasks and steps will be required to implement this proposal. 1. TASK 1--THIRD PHASE IMPROVEMENT OF CITY'S ADMINISTRATIVE MANAGEMENT AND INFORMATION SYSTEMS The purpose of this task is to further improve the City's operations by carrying out the following steps: Expand Recommendations for Modified Purchasing Procedures to Accomodate the Recently Approved Minor y Vendors Procurement Program The purpose of this step is to modify existing and proposed purchasing policies and procedures to encompass the Minority Vendors Procurement Program recently approved by the Mayor and City Commission. This will include revised procedures, drafting of necessary administrative orders, and orientation of affected City employees. Expand and Orient Performance Data Reporting System to Meet Management Objectives and Provide Reports to Mayor and City Commission and the Community The purpose of this step is to expand the proposed Performance Data Reporting System to provide both the City Manager and the Mayor and City Commission with a comprehensive status reporting system for major operating and capital improvement programs. An additional purpose is to establish a systematic means of reporting to the Community on these important programs. This task will require estab- lishment of procedures, drafting of necessary administrative orders, and orientation of affected City employees. g2-237 The steps set forth above will enable the City of Miami to further improve its management and information processes in important areas at the earliest possible time. 2. TASK 2--ASSIST IN IMPLEMENTATION OF CORRECTIVE MEASURES TO REESTABLISH CREDIBILITY OF THE DEPARTMENT OF COMPUTERS AND COMMUNICATIONS The purpose of this task is to assist the Department of Computers and Communications (DCC) in implementing those corrective measures required to ensure an established and acceptable operational base for future systems enhancements. Our interviews and observations in Miami reveal an extremely low level of user confidence in DCC operations. There is little or no communications, formal or informal, between users and DCC. Downtime appears to be excessive and turnaround time, the ability of DCC to respond to on- going services provided for users, is poor. Data accuracy resulting from key -stroking and data input is also poor. Reports are not timely and in several instances are exces- sively cumbersome. It is our view that though the situation is indeed bad, it can and should be fixed. This will require that Booz, Allen in cooperation with the Director of DCC and with your management backing, manage and control three key functions within DCC. We will provide three experienced, tough-minded individuals to serve in DCC for a period of about two months, with one of these persons continuing for another four months. The positions and responsibilities of these three persons are: _ Operations Manager. This individual will be the point of contact for all user communication to DCC, will be de factor manager of DCC operations, and will control certain essential functions including management of tape and disk libraries, management of console operators, scheduling all jobs and job streams, and finally, controlling output. Configurations Manager. This individual, report- ing to the Booz, Allen Operations Manager, will control the hardware and operating system soft- ware including establishment of maintenance and emergency procedures. In addition, any changes to computer configuration --network, hardware, or system software, will be under this persons control. 82-23'7 Applications Manager. This individual, reporting to the Booz, Allen Operations Manager, will be responsible for ongoing maintenance and new design of systems. It is not our intent to run the entire computer operation, but to control, in cooperation with the Director of DCC, what we view as three key functions. This will allow us to provide management and to simul- taneously assess the state of DCC operations and procedures. As a result we will identify weaknesses and problem areas and establish appropriate corrective operating policies and procedures. These will be documented and incorporated into the DCC Standard Operating Procedures Manual. This will be complemented by the establishment of feed back loop to test changes made and to make needed adjustments. This direct involvement of our personnel in DCC opera- tions will provide: An opportunity to assess the organization. This will be essential information for Task 3. An opportunity to identify urgent software fixes for future DCC implementation. An opportunity to evaluate present personnel assigned to DCC. In summary, our approach in Task 2 will provide a strong, experienced broad -based Operations Manager supported by two equally experienced but more narrowly -focused managers, whose assignments will be to get in, identify the problems, make the necessary fixes, and get out. The Operations Manager will be on site for significant portions of time during the six month period, to ensure that the changes made are completed, function properly, and become an inte- gral part of DCC's operations. We would expect to put DCC on the right track towards regaining user confidence and providing a professional level of service. 3. TASK 3--DEVELOP CITY-WIDE AUTOMATION PLAN Based upon our interviews and observations, we conclude that Miami's automation support programs are fragmented and managed in a crisis mode to a large extent. Attempts to develop an automation plan have not been effective largely because of minimal involvement of user departments. Some 82-237 planning has been attempted in a committee mode but it has been ineffective because of a lack of input in terms of specific requirements and because of a lack of under- standing of the limits and capabilities of the hardware to be utilized. In still other cases planning has pro- ceeded without DCC involvement. The purpose of this task, therefore, is to create a logical, formal, and documented structure for the controlled growth of all major aspects of the City's automation support program. Our approach will rely on: Information we will collect from the user community in the City Information gathered during our Task 2 efforts Information and knowledge gain in our previous assignments for the City of Miami. Both the Police Department and the Finance Department have the most significant and urgent needs. Both will be given attention in our effort. However, it is the Police Department with its special and unique needs which must be attended to, that will be emphasized. It is our intention to devote one key member of our project team to the Police aspects of this study. The information collected from the Police Department, other user departments, and from DCC will enable us to construct several alternative organizational structures which would be responsive to the City's requirements. These alternative organizations will then be reviewed in the light of three basic functions. They are: Operations Planning Development It will be essential that we address the automation needs within each department associated with each of these func- tional areas. We must then ascribe for each Department ' where the logical responsibility for these functions should reside. Factors to be considered are specialized and unique operational needs such as in the Police Department and the Finance Department, joint needs of various Departments for acquisition and maintenance of data, and information of potential benefit to multiple user Departments. Finally, the costs associated with staff, hardware, and ongoing operations must be considered. 82 - 2 37 When the above information has been collected and analyzed, we will develop an appropriate prioritization and/or mechanism for prioritization for all major systems development efforts and major maintenance activities. The result of our planning activities will produce a document which identifies: The organizational structure which should exist within the City for overall automation support. This will also address the issue of confidentiality for sensitive records List of equipment needs based on current and future automation requirements of the City The key maintenance activities which should be performed to improve overall support A prioritized list of new systems developments which should be undertaken The approximate costs, again in terms of staff, hardware, and ongoing operations The recommended timing for the implementation of each of the above factors" The future utility of present hardware. Though it is our intent that this plan be able to pro- vide guidance to the City for the ensuing five years, clearly our emphasis is on the short-term, and toward that end, we will provide a specific Action Plan stating what should be done, considering the fact that we will have made a thorough assessment of the City's capability to fulfill the identified needs. We will, in this Action Plan, specify where the various pieces of the Plan should be implemented totally in-house or with outside assistance and, similarly, justify these recommendations. Perhaps most importantly, this short-term Plan will point out the ininterdependencies associated with the development of one application before another and the impact of such develop- ment on hardware, software and staff resources. g2-237 4. TASK 4--ASSIST THE CITY ADMINISTRATION AND THE POLICE DEPARTMENT IN IMPLEMENTING THE RECOMMENDATIONS CONTAINED IN BOOZ, ALLEN REPORT DATED OCTOBER 2, 1981 CONCERNING UTILIZATION OF POLICE PERSONNEL The purpose of this task is to assist the City Admini- stration and the Miami Police Department in improving the delivery of police protection services to the community through the implementation of recommendations submitted to the City Manager -by Booz, Allen in a reported dated October 2, 1981, entitled, "Analysis of Miami Police - Department Personnel Utilization Practices." This will involve the following: Assist Planning and Implementation of Accelerated Civilization Program The purpose of this step is to release experienced officer personnel as rapidly as possible for field duty by replacing them, where feasible, with civilian employees. This will require an analysis and identification of functions, and then tasks and assignments, which are susceptible to civil- ianization. Based upon that analysis, position - titles and descriptions must be developed, recruitment and training schedules made, and implementation time tables adopted. Procedures for review and approval of the plans must be built into the process as well as evaluation procedures. Assist in Determination and Implementation of Plans for Expansion of Sworn Officer Corms in Conjunction with Civilianization Effort The purpose of this step is to determine the sworn officer personnel expansion to be under- taken in light of fiscal limitations and the impact of civilianization. This will require a costing of the civilianization program as well as an estimate of timing for release of experienced sworn officer personnel resulting from use of civilian employees. Based upon that cost and time estimate, a schedule for recruitment, training and assignment of police recruits will be developed that maximizes the use of available funding. A detailed time -table and assignment of responsibility will then be developed and implemented. This should be constructed to cover a period of four years for both sworn and civilian personnel. 182-237 Assist Development and Implementation of Central Planning and Analysis Operation The purpose of this step is to develop a Departmental analytical and planning capacity to enable the Miami Police Department to position itself aggressively in a crime prevention posture through strategic and tactical plans. This will require a determination of the types of strategic and tactical planning to be provided, the infor- mation and data necessary to feed the system, and the personnel required to operate the system on a timely and regularized basis. Based upon this determination; position titles and descriptions must be developed, recruitment and training schedules made and implementation time tables adopted. Equipment requirements must also be established and operating procedures established. Assist Development and Implementation of Hardware and Software Computer Capacity for Police Department The purpose of this step is to develop and begin implementation of the plan for improving the Department's computer capacity and enhancing their capability to support police operations and planning functions. The first part of this will be accomplished as part of Task 3. This step will go beyond the plan developed in Task 3 to commence actual implementation assistance to the Police Department. Assist Development and Implementation of Department Reorganization Reflective of ICAP Philosophy and City Objectives The purpose of this step is to develop and imple- ment reorganization of the Miami Police Department consistent with the ICAP (Integrated Criminal Apprehension Program) philosophy as well as overall City law enforcement objectives. This will require an analysis of all Department operations and planned operations to develop logical groupings under the four main elements of ICAP. Span of control and logical operating relationships will be considered as a part of this analysis. Based upon such analysis, a step by step timetable to realize an acceptable reorgan- ization will be developed and implementation commenced. 82-237 ill This task, and the steps that comprise it, are designed to assist the City Administration and the Police Department in improving its delivery of police protection services to the community it serves as rapidly as possible. In addition, this task is designed to develop and commence implementation of a multi -year community safety program. ► 82-23'