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City Couneil Meeting
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( F October 20, 2009
Mayor Suzette Cooke
Debbie Raplee, Council President
( Councilmembers
Elizabeth Albertson Ron Harmon
Tim Clark Deborah Ranniger
j Jamie Danielson Les Thomas
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WASHINGTON
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40 e KENT CITY COUNCIL AGENDAS
KENT October20, 2009
WASHINGTON Council Chambers
MAYOR: Suzette Cooke COUNCILMEMBERS: Debbie Rap lee, President
Elizabeth Albertson Tim Clark Jamie Danielson
Ron Harmon Deborah Ranniger Les Thomas
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COUNCIL WORKSHOP CANCELLED
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COUNCIL MEETING AGENDA
7:00 p.m.
1. CALL TO ORDER/FLAG SALUTE
2. ROLL CALL
3. CHANGES TO AGENDA
A. FROM COUNCIL, ADMINISTRATION, OR STAFF
B. FROM THE PUBLIC - Citizens may request that an item be added
to the agenda at this time. Please stand or raise your hand to
be recognized by the Mayor.
4. PUBLIC COMMUNICATIONS
A. Public Recognition
B. Community Events
C. Public Safety Report
5. PUBLIC HEARINGS
A. Initiative Measure No. 1033 Concerning State, County, and City
Revenue - Resolution Opposing
6. CONSENT CALENDAR
A. Minutes of Previous Meeting - Approve
B. Payment of Bills - Approve
C. Pacific Technologies, Inc. Consultant Agreement - Approve
D. Traffic Calming Standards Resolution - Adopt
E. Sex Offender & Kidnapping Cost Reimbursement Agreement - Accept,
Authorize and Establish Budget
F. Bulletproof Vest Grant Award - Accept
xCUA-.Qd
7. %HER BUSINESS
A. Green River Levee Update
8. BIDS
None
(Continued)
COUNCIL MEETING AGENDA CONTINUED
9. REPORTS FROM STANDING COMMITTEES STAFF AND SPECIAL COMMITTEES
10. W
NTIN FAD CgMM NIC TIONS
11. EXECUTIVE SESSION AND AFTER EXECUTIVE SESSION
A. Labor Negotiations
12. ADJOURNMENT
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NOTE: A copy of the full agenda packet is available for perusal in the City Clerk's
Office and the Kent Library. The Agenda Summary page and complete packet
are on the City of Kent web site at www.ci.kent.wa.us.
An explanation of the agenda format is given on the back of this page.
Any person requiring a disability accommodation should contact the City Clerk's Office
in advance at (253) 856-5725. For TDD relay service call the Washington
Telecommunications Relay Service at 1-800-833-6388.
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� COUNCIL WORKSHOP
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CHANGES TO THE AGENDA
Citizens wishing to address the Council will, at this time, make known the
subject of interest, so all may be properly heard.
A) FROM COUNCIL, ADMINISTRATION, OR STAFF
B) FROM THE PUBLIC
PUBLIC COMMUNICATIONS
A) PUBLIC RECOGNITION
B) COMMUNITY EVENTS
C) PUBLIC SAFETY REPORT
Kent City Council Meeting
Date October 20. 2009
Category Public Hearings - 5A
1. SUB]ECT: INITIATIVE MEASURE NO. 1033 CONCERNING STATE, COUNTY,
AND CITY REVENUE - RESOLUTION OPPOSING
2. SUMMARY STATEMENT: The purpose of this public hearing is to receive
comments from the public before the City Council determines whether to adopt a
resolution opposing Initiative Measure No. 1033 concerning state, county, and
city revenue.
State law prohibits the use of public facilities for campaign purposes, however,
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public facilities may be used if the City Council desires to take a formal and
collective position on a ballot measure.
The City Attorney's Office has provided specific notice of this meeting to the
official Pro and Con Committees of Initiative Measure No. 1033.
3. EXHIBITS: Resolution, Initiative Measure No. 1033, and Voter's Pamphlet
information regarding Initiative 1033
4. RECOMMENDED BY: N/A
(Committee, Staff, Examiner, Commission, etc.)
5. FISCAL IMPACT
Expenditure? Revenue?
Currently in the Budget? Yes No
6. CITY COUNCIL ACTION:
A. Councilmember moves, Councilmember seconds
to close the public hearing.
B. Councilmember moves, Councilmember seconds
to adopt Resolution No. expressing the Kent City Council's opposition to
Initiative Measure No. 1033 concerning state, county, and city revenue, which is
being put before voters at the November 3, 2009, general election.
DISCUSSION:
ACTION:
RESOLUTION NO.
A RESOLUTION of the City Council of the City of
Kent, Washington, expressing its opposition to Initiative
Measure No. 1033 concerning state, county, and city
revenue, which is being put before voters at the
November 3, 2009, general election.
RECITALS
A. Initiative Measure No. 1033 (I-1033) will be placed before voters at
the November 3, 2009, general election. If adopted, I-1033 would place an
inflationary and population-based growth limit on state, county, and city general
fund revenues received from taxes, fees, and other charges not expressly
approved by voters. I-1033 requires that revenues exceeding the limit be placed
in "Lower Property Taxes Accounts" and used to reduce the following year's state,
city, or county general fund property tax levies.
B. The Washington State Office of Financial Management estimates
that, if passed, I-1033 will reduce general fund revenues by 2015 in the amount of
$5.9 billion for the state, $694 million for counties, and $2.1 billion for cities. The
effects of I-1033 are exacerbated during a recession because 2009 recessionary
revenues are the I-1033 baseline. I-1033 fails to address the impacts of a
recovery following an economic downturn.
C. Additionally, I-1033 only excludes voter approved revenue after the
date of the initiative and does not exclude revenues previously approved by
voters. The initiative also uses a lower inflationary index for the revenue limit
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Opposition to Initiative 1033
Concerning State, County, City Revenue
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provided by the initiative, while expenditures are typically based on the higher
Consumer Price Index.
D. I-1033 would create an unsustainable financial condition and strong
disincentives for local governments to accommodate non-residential development
in their communities, since revenues generated by economic development '
activities and funding to accommodate that growth would rapidly reduce property
tax revenues for those local governments. The scope of I-1033 also includes
revenue from federal and state grants, and revenue from services cities
contractually provide to other entities. This provides little incentive for the federal
or state government to award grants to Washington cities or for cities to seek
revenue generating contracts.
E. The City Council has carefully considered the direct and indirect
impacts of I-1033, and concludes that it will undermine the ability for the state,
counties, and cities to provide services to constituents.
F. In accordance with RCW 42.17.130, notice for the opportunity to 1
comment on this resolution at the Council's October 20, 2009, meeting was
published in advance and an equal opportunity was provided for those in favor of
and those opposed to 1-1033 to speak. The Council finds that an expression
opposing I-1033 is appropriate and in the public's interest.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF KENT,
WASHINGTON, DOES HEREBY RESOLVE AS FOLLOWS:
RESOLUTION
SECTION 1. - Findings. The Kent City Council adopts the foregoing
recitals as its findings as if each was set forth herein.
SECTION 2. - Opposition to Initiative 1033. The Kent City Council hereby
expresses its opposition to Initiative Measure No. 1033 concerning state, county, f
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Opposition to Initiative 1033
Concerning State, County, City Revenue
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and city revenues that will appear on the November 3, 2009, ballot, and
encourages Kent voters to cast their ballots against this initiative.
SECTION 3. - Severabilitv. If any section, subsection, paragraph,
sentence, clause or phrase of this resolution is declared unconstitutional or invalid
for any reason, such decision shall not affect the validity of the remaining portions
of this resolution.
SECTION 4, - Ratification. Any act consistent with the authority and prior
to the effective date of this resolution is hereby ratified and affirmed.
SECTION S. - Effective Date. This resolution shall take effect and be in
force immediately upon its passage.
PASSED at a regular open public meeting by the city council of the city of
Kent, Washington, this day of October, 2009.
CONCURRED in by the mayor of the city of Kent this day of October,
2009.
SUZETTE COOKE, MAYOR
ATTEST:
BRENDA JACOBER, CITY CLERK
APPROVED AS TO FORM:
TOM BRUBAKER, CITY ATTORNEY
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Opposition to Initiative 1033
Concerning State, County, City Revenue
I hereby certify that this is a true and correct copy of Resolution No.
passed by the City Council of the City of Kent, Washington, the day of {
October, 2009.
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BRENDA JACOBER, CITY CLERK
P:\CMI\Resolu[lon\I-1033-ResoludonOpposing.doc I
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Opposition to initiative 1033
Concerning State, County, City Revenue
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Initiative Measure 1033
Ballot Title
Full Text
Initiative Measure No. 1033 concerns state, county and city revenue.
This measure would limit growth of certain state, county and city revenue to annual inflation and
population growth, not including voter-approved revenue increases. Revenue collected above the limit
would reduce property tax levies.
Should this measure be enacted into law?
[] Yes
[] No
The Official Ballot Title and the Explanatory Statement were written by the Attorney General as required bylaw.The Fiscal Impact Statement was
written by the Office of Financial Management as required by law.The Secretary of State is not responsible for the content of arguments or statements
(WAC 434-381-180).
CIFIscal Impact Statement
Fiscal Impact through Calendar Year 2015
Initiative 1033 limits annual growth of state, city and county general fund revenue to the rate of inflation
and population growth. General fund revenues exceeding this limit must be used to reduce the
following year's state, city or county general fund property tax levy. The initiative reduces state general
fund revenues that support education; social, health and environmental services; and general
government activities by an estimated $5.9 billion by 2015. The initiative also reduces general fund
revenues that support public safety, infrastructure and general government activities by an estimated
$694 million for counties and $2.1 billion for cities by 2015.
General Assumptions
The initiative is set on a calendar year (CY) basis. CY 2010 revenue limit is calculated as follows: CY
2009 General Fund Revenue x (1 + 2009 % Change Population) x (1 + 2009 % Change Inflation)
CY 2010 general fund revenues that exceed the CY 2010 revenue limit will be transferred into new
"Lower Property Tax Accounts"for the state, counties and cities. The first transfer(s) into the new
accounts will occur in CY 2011.
The first property tax levy to be reduced by the initiative is the 2011 levy, which is collected in CY 2012.
Thus, funds will be transferred from the new"Lower Property Tax Accounts' into state, county and city
general funds in CY 2012 to account for any reduction in 2011 levies.
State Revenue Estimate -Assumptions
The initiative defines state general fund revenue as the aggregate of revenue from taxes, fees and
other governmental charges received by state government that are deposited into any fund subject to
the state's expenditure limit under RCW 43.135.025. For CY 2009 and CY 2010, state general fund
revenues are General Fund — State revenue estimates from the June 2009 Washington State
Economic and Revenue Forecast Council converted from a fiscal-year basis to a calendar-year basis.
The following state revenue sources, totaling less than $30 million annually, have been excluded from
these estimates:
• Sales and income from property.
Contributions and grants.
Grant and loan repayments.
Indirect and prior cost recoveries.
• Unclaimed property.
• Charges for publications and documents.
• Interest and investment earnings.
State general fund revenues for CYs 2011-15 are estimated to grow, on average, by the change in real
per capita personal income plus change in inflation plus change in population, adjusted for revenue
elasticity. This methodology is consistent with prior long-term revenue forecasts produced by the Office
of Financial Management (OFM), and results in an average annual growth rate of 4.8 percent. f
State general fund revenues are reduced by the amount required to be transferred into the Budget
Stabilization Account created under Article 7, Section 12, of the Washington State Constitution.
The initiative defines inflation as the annual percentage change in the Implicit Price Deflator for
Personal Consumption for the United States as published on or about March 27 each calendar year by
the Bureau of Economic Analysis and reported by OFM. Inflation estimates for CY 2009 and CY 2011
are from the June 2009 Washington State Economic and Revenue Forecast. Inflation estimates for CYs
2012-15 are from the June 2009 HIS Global Insight forecast of the Implicit Price Deflator for the United
States, The Washington State Economic and Revenue Forecast Council relies on IHS Global Insight
models and data for the U.S. portion of the official state economic forecast.
The initiative defines population growth as the percentage change in the statewide population based on
the annual statewide population determinations reported by OFM during the prior calendar year and the
current calendar year. Statewide population growth estimates are from OFM's 30-Year Forecast of the
State Population. i
Estimated STATE Cash Receipts:
FUND CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
General 0 ($676,000, ($875,000, ($1,125,000, ($1,447,000, ($1,803,000,
Fund - State 000) 000) 000 000 000
Lower State 0 $676,000, $875,000, $1,125,000, $1,447,000, $1,803,000,
Property 000 000 000 000 000
Tax Account
State Costs to Implement -Assumptions ti
Less than $50,000 will be incurred by OFM in CY 2009 and CY 2010 to set up, test and verify computer
systems, and establish policies and practices to implement a state general fund revenue limit
County and City Revenue Estimate -Assumptions
The initiative applies to counties, first class cities, second class cities, code cities, towns and ,
unclassified cities.
To account for possible different patterns in population and revenue growth, counties and cities were
analyzed using four groupings:
1. Urban County—7 counties
2. Rural County— 32 counties
3. Cities in Urban Counties — 109 cities and towns
4. Cities in Rural Counties— 172 cities and towns
Urban counties are Clark, King, Kitsap, Pierce, Snohomish, Spokane and Thurston; all others are rural
counties. Under RCW 82.14.370, rural counties are defined as a county with a population density of
less than 100 persons per square mile or a county smaller than 225 square miles as determined and
published each year by OFM for the period July 1 to June 30.
County and city general fund revenues are defined as the aggregate of revenue from taxes, fees and
other governmental changes received by the county or city and deposited into the county current
expense fund or city general fund, respectively. County and city revenues are estimated from 2007
financial information contained in the Local Government Financial Reporting System (LGFRS) of the
Washington State Auditor's Office. Only funds reported within LGFRS as general fund revenues are
assumed to be deposited into the county current expense fund or city general fund, and therefore, are
i included in these estimates.
The following county and city revenue sources have been excluded from these estimates:
Federal and state direct and indirect grants.
State shared taxes or revenues.
• Charges for contracted services performed by counties or cities.
• Charges for enterprise activities or charges that are not governmental in nature.
Inter-fund and inter-department charges.
• Interest and investment earnings.
County and city general fund revenue growth rates for CYs 2009-15 are related to the state's revenue
growth rate by estimating each grouping's five-year historical rate of revenue growth in proportion to the
state's revenue growth rate of 4.8 percent.
Inflation estimates for counties and cities are the same as used for the state.
Population growth is defined as the percentage change in the countywide population for counties and
the percentage change in citywide population in cities, as reported annually by OFM. County and city
population growth is estimated from OFM's 30-Year Forecast of the State Population, adjusted using
OFM's Washington State County Growth Management Population Projections: 2000-2030 and each
grouping's historic population growth rates.
Estimated URBAN COUNTY Cash Receipts:
FUND CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
General 0 ($55,000, ($70,000, ($87,000, ($111,000, ($137,000,
Fund - 000) 000) 000) 000) 000)
Urban
Counties
Lower 0 $55,000,0 $70,000,0 $87,000,000 $111,000, $137,000,
County 00 00 000 000
Property
Tax `
Accounts
Estimated RURAL COUNTY Cash Receipts:
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FUND CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
General 0 ($24,000, ($35,000, ($46,000, ($58,000, ($72,000,
Fund - 000) 000) 000) 000) 000)
Rural
Cou nties
Lower 0 $24,000,0 $35,000,0 $46,000,000 $58,000,000 $72,000,000
County 00 00
Property
Tax
Accounts
Estimated CITIES IN URBAN COUNTIES Cash Receipts:
FUND CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
General 0 ($176,000, ($257,000, ($350,000, ($463,000, ($588,000,
Fund - 000) 000) 000) 000) 000)
Cities in
Urban
Counties
Lower City 0 $176,000, $257,000, $350,000, $463,000, $588,000,
Property 000 000 000 000 000
Tax
Accounts `
Estimated CITIES IN RURAL COUNTIES Cash Receipts: f
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FUND CY 2010 CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
General 0 ($30,000, ($42,000, ($55,000, ($72,000, ($91,000,
Fund - 000) 000) 000) 000) 000)
Cities in
Rural
Counties
Lower City 0 $30,000, $42,000, $55,000, $72,000, $91,000,
Property 000 000 000 000 000
Tax
Accounts
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County and City Costs to Implement -Assumptions
County and cities will incur indeterminate costs to implement the initiative during CY 2009 and CY 2010
to modify computer systems, establish policies and practices, train employees and respond to requests
for public information. Costs will vary by jurisdiction and depend, in large part, on the jurisdiction's
ability to modify accounting systems to identify and track revenues subject to the general fund revenue
limit.
EIExplanatory Statement
The Law as it Presently Exists
State and local governments receive revenue through taxes and fees. Some of the rates for these taxes
and fees are set by elected representatives in the state Legislature, or in the case of certain local taxes,
by local city councils, county councils, or boards of county commissioners. Local taxes may be imposed
only if they are authorized by state law. The rates for taxes paid to the State of Washington are set in
statute by the Legislature. The voters may also enact laws regarding taxes by initiative or, if applicable,
by referendum. Some local taxes can only be imposed if the local voters approve them. State law also
permits the assessment of certain fees by state or local agencies, as authorized by the Legislature.
The State deposits much of the revenue that it receives from taxes and fees into the state general fund
and into accounts referred to by the law as "related funds." Cities and counties place much of the
revenue that they receive from taxes and fees into local "current expense funds." These funds are
similar in nature to the State's general fund. State law limits spending from the State general fund and
"related funds" to the prior year's expenditures from those funds, increased by the average growth in
state personal income for the prior ten years. The spending limit does not apply to city and county
expenditures.
The state constitution and state statutes limit the maximum amount of revenue that state and local
governments may collect from property taxes in a given year, and the amount that property taxes may
be increased each year. The state constitution generally limits the total of all annual property tax levies
on a particular property to no more than 1% of its true and fair value, unless voters approve higher
property taxes. In addition, by statute, the total amount of money that any state or local jurisdiction
receives from property taxes may only increase by 1% per year, or the rate of inflation. Total property
tax revenue for each jurisdiction can only go up by more than this amount if the voters of that
jurisdiction approve the increase by a majority vote. Property taxes for particular parcels may increase
or decrease by more or less than that amount, depending on changes in assessed valuation or new
construction. Property taxes are levied by both state and local governments. Local property taxes are
levied by cities, counties, and special districts, either by the elected representatives or through voter
approval of specific property tax levies.
The Effect of the Proposed Measure if Approved
This measure would limit the growth of revenue to the State's general fund and "related funds," and to
cities' and counties' local "current expense funds," based on an annual rate of inflation and population
growth. If the State or any city or county receives revenue in a given year above the revenue limit
established by the measure, then it must deposit the revenues above the limit into a separate account,
and reduce the amount that it otherwise would be authorized to levy in property taxes in the following
year by that amount.
The limit on revenue growth would not apply to revenue increases approved by the voters at an
election, and money received from the federal government would not be included in the State's revenue
limit. The inflation rate used to calculate the revenue growth limit would be based on the implicit price
deflator for the United States. The limit on state general fund revenue also would be based on changes l
in statewide population, while for cities and counties it would be based on changes in population for
each city and county. The revenue limit would be adjusted if the costs of any program or service are
shifted to or from the state general fund or local current expense fund to another fund, or if revenue is
transferred from the state general fund or local current expense fund to another fund.
-!Statements For and Against 1
Statement For Statement Against
1-1033 Closes Loopholes the Legislature Put in Eyman's latest initiative is already a proven
Taxpayer Protection Initiative 601, Voter- failure.
Approved in 1993
Tim Eyman's latest initiative uses the same failed
In 1993, during tough economic times, voters i formula as the "TABOR" law passed in Colorado,
approved 1-601, putting reasonable limits on which led to deep cuts to public schools, roads
government's fiscal policies, establishing a 1 and highways, and children's health care. It did so {
sustainable rate for government to grow. 1-601 j much damage to the state's economy that in 2005,
worked very well for many years until the Coloradans voted to suspend the law.
Legislature started putting loopholes in it, resulting
in major deficits—$3.2 billion in 2003—$9 billion in 1-1033 will make it harder for us to dig out of 1
2009. the recession.
1-1033 reestablishes 1-601's same reasonable The national recession has cost our state 1
allowance for growth (inflation plus population thousands of jobs and forced billions in cutbacks
growth) and includes a safety valve allowing to important local services, like education and
higher increases with voter approval. health care. 1-1033 will force deeper cuts and lock l
1 them in for years—meaning more job losses, more
I-1033 gets government off the "fiscal roller hard times for Washington families, and a longer
coaster,"allowing it to grow at a sustainable rate delay waiting for our economy to recover.
that doesn't outpace taxpayers'ability to afford it.
More bad news for our communities and small
What Happens to Excess Tax Revenues that businesses.
Government Collects Above 1-1033's Limit?
After a Fixed... 1-1033 will make things harder than ever for local
communities already struggling to maintain basic
...percentage of tax revenue is transferred into the services such as road repair, libraries and public
constitutionally-protected rainy day fund, the safety. Small businesses rely on those services,
remainder of excess tax revenues gets refunded ! and oppose 1-1033 because they will continue to
back to taxpayers via lower property taxes. suffer during a prolonged recession.
Struggling working families and fixed-income
senior citizens desperately need relief from our
state's crushing property tax burden. Washington
shouldn't be a state where only rich people can f
afford a home. 1-1033 provides needed, long-
overdue property tax relief.
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Opponents Want Higher Taxes and a State More damage to our schools, and a deepening
Income Tax - Opponents are Against Any health care crisis.
Limits on...
This year we've slashed school funding by $1.5
...government's power to take as much as they billion, and as many as 3,000 teachers and
want from taxpayers. Property taxes keep going ij' education employees are facing layoffs. The
higher and higher and government keeps getting Eyman TABOR plan will take even more resources
bigger and bigger. The people are losing control. I- away from Washington's classrooms —and
1033 allows government to grow but at a rate Washington's kids.
citizens can control and taxpayers can afford I
1033 is needed now more than ever. Despite a growing senior population, funding for
nursing homes, in-home care and adult day health
Washington's the 8'" Highest Taxed State in the services are being cut—and 40,000 Washington
Nation — 1-1033 Keeps us from Hitting #1 residents of all ages may lose their Basic Health
Plan coverage. Eyman's TABOR plan will make
1-1033 reminds politicians that taxpayers don't our health care crisis more severe.
have bottomless wallets. 1-1033 puts a reasonable
limit on the growth of government and provides t, Times are tough enough already— let's not make
plenty of flexibility (rainy day funds, federal funds, ;# them worse. Vote NO on -1033.
voter-approved revenues).
;j
Vote Yes.
Rebuttal of Statement Against Rebuttal of Statement For
Washington has 16 years of positive experience , Initiative 1033 will hurt, not help, Washington's
with 1-601 (Colorado's totally different). senior citizens. That's why AARP Washington and
the Washington State Senior Citizens Lobby
Reestablishing 1-601's very successful policies oppose 1-1033. And Initiative 1033 will hurt, not
helps government, taxpayers, and the economy. help, working families. That's why the Greater
Seattle Chamber of Commerce, Washington State
1-1033 provides fiscal discipline and flexibility: any Labor Council, Washington Association of
revenue from any source deposited into general Churches, and many others oppose 1-1033. As we
funds is limited except voter-approved /rainy day/ try to recover from the worst recession in decades,
federal funds for the state and except voter- j Washington just can't afford another Tim Eyman
approved funds for counties/cities. initiative. Vote NO on 1033.
1-1033 gives control to citizens— if government I
wants bigger increases, they can ask taxpayers'
permission.
Vote Yes.
Statement Prepared By Statement Prepared By
Erma Turner, beauty shop owner, gathered 3699 Doug Shadel, AARP Washington, State Director;
signatures, Cle Elum; Steven Bencze, retired Kelly Fox, Washington State Council of Fire
warehouseman, fisherman/hunter, gathered 2568 Fighters, President; Laura Feshbach, Co-owner
signatures, Othello; Mike Dunmire, husband, Harmatta Construction Inc, Seattle; Teri
community leader, retired businessman, initiative Nicholson, Registered Nurse, Valley Hospital and
volunteer, Woodinville; Jack Fagan, retired Medical Center, Spokane; Mary Lindquist,
policeman, retired navy, grandfather, campaign $ Washington Education Association, high school
1
organizer, Spokane; Mike Fagan, small Social Studies teacher; Kelley Collen, Assistant
businessman, community leader, father, campaign Economics Professor, Eastern Washington
organizer, Spokane; Tim Eyman, $30 Car Tab University, Cheney.
Guy, Taxpayer Advocate, Yakima / Mukilteo.
Contact: (206) 200-8969; http://www.nol033.com
Contact: (425) 493-8707;
http://www.VotersWantMoreChoices.com
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Initiative Measure No. 1033
Filed
JAN 09 2009
SECRETARY OF STATE
COMPLETE TEXT
AN ACT Relating to protecting taxpayers by limiting the tax
burden on Washington's citizens ; adding a new section to chapter
43 . 135 RCW; amending RCW 84 . 52 . 065; adding new sections to chapter
36 . 33 RCW; adding new sections to Title 35 RCW; adding new sections
to Title 35A RCW; amending RCW 84 . 52 . 043 ; amending RCW 84 . 55 . 010; and
creating new sections ,
BE IT ENACTED BY THE PEOPLE OF THE STATE OF WASHINGTON:
POLICIES AND PURPOSES
NEW SECTION. Sec. 1. This measure is intended to protect
taxpayers by reducing our state ' s obscene and unsustainable property
tax burden by controlling the growth of government to an affordable
level . It is long overdue. This measure would limit the growth
rate of state, county, and city general fund revenue, not including
new voter-approved revenue, to inflation and population growth.
Excess revenue collected above these limits would be used to reduce
property taxes . This measure permits the growth of Washington' s tax
burden to increase at an affordable, sustainable rate, allows
citizens to vote for higher taxes where they see a need, and uses
excess revenues above this limit to reduce property taxes .
Intent of sections 2 (7) , 4 (7) , 6 (7) and 8 (7) : Voter-approved
increases in revenue are exempt from this measure's revenue limit.
This includes binding votes of the people and does not include a
revenue increase approved by an advisory vote. The language of this
Code Rev/JM: segl (08/16/20021 I-1630 . 1/03
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act is clearly intended to ensure that voter approval of a property
tax levy lid lift only exempts the additional increase in property
i
tax revenue and not the base levy.
Intent of sections 2 (8) , 9 (8) , 6 (8) and 8 (8) : In order to
ensure affordability, sustainability, and predictability of the
people' s tax burden, the rate of growth of general fund revenue, not
including new voter-approved revenue, shall not exceed inflation and
population growth. The general fund revenue limit for 2010 will be
the revenue collected and received in 2009 , adjusted for inflation
for 2009 and population growth using determinations by the office of
financial management in 2009 and 2010 (new voter-approved revenues
are exempt) . The general fund revenue limit in 2011 will be the
general fund revenues received in 2010 that do not exceed the limit
for 2010, adjusted for inflation and population growth using
determinations by the office of financial management in 2010 and l
2011 (new voter-approved revenues are exempt) . The people want the
revenue limit for any year to be the previous year's general fund
revenue plus an adjustment for that year' s inflation and population I
growth. This will ensure that the rate of growth of our tax burden l
does not exceed the taxpayers ' ability to afford it. {
Intent concerning inflation and population growth: This measure
limits state, county, and city general fund revenue increases, not
including new voter-approved increases , to inflation and population
growth. The office of financial management reports the bureau of
economic analysis ' calculation for annual inflation on March 27
following each calendar year; this measure uses that calculation to
define inflation. The office of financial management annually
develops and tracks populations for the state, counties, and cities
and generally reports its determinations each year on June 30 . It
is an extensive, detailed and long-standing demographic program.
This measure defines population growth as the percentage change in
population based on those determinations made in the current year
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and the previous year; this measure uses those calculations to
define population growth.
Intent of section 11 : Property tax increases are currently
limited to one percent per year. This measure makes no change to
the calculation of that limit . Instead, it requires a reduction in
property taxes when general fund revenues exceed the revenue limit .
Intent related to reserve accounts : This measure exempts fund
transfers in and out of the constitutionally required rainy day fund
for the state. In regard to cities and counties, this measure makes
no change to the ability of any city or county to use existing and
future reserve funds to supplement their general fund revenue when
revenue is below their revenue limit .
During these tough economic times, struggling working families
and fixed-income senior citizens desperately need and deserve
meaningful property tax relief . Property taxes have skyrocketed for
decades and politicians have done nothing to address this very real
problem. This measure also provides a much-needed economic stimulus
to our state ' s struggling economy by keeping our tax burden at an
affordable, sustainable level and by reducing our states crushing
property tax burden. So, this measure ensures meaningful tax
relief, a big boost to our state' s economy, and long-overdue reform
of government . It is a smart, balanced, reasonable solution to our
state ' s property tax problem.
LIMITING THE TAX BURDEN OF WASHINGTON'S CITIZENS BY LIMITING THE
GROWTH OF STATE GOVERNMENT'S GENERAL FUND REVENUE, NOT INCLUDING NEW
VOTER-APPROVED REVENUE, TO INFLATION AND POPULATION GROWTH.
EXCESS REVENUE ABOVE THIS LIMIT WOULD BE USED TO
REDUCE PROPERTY TAXES IMPOSED BY STATE GOVERNMENT
NEW SECTION. Sec. 2. A new section is added to chapter 43 . 135
RCW to read as follows :
(1) The growth rate of state government general fund revenue, not
including new voter-approved revenue, must be limited to inflation
and population growth. As provided in subsection (8) of this
Code Rev/JM:seg3 [08/16/20021 I-1630 . 1/03
section, any revenues received above this limit must be deposited
into a new account hereby created called the "Lower State Property
Taxes Account . " All revenues received during a year which are
deposited in this account must be used to reduce the subsequent i
year' s state property tax levy as provided in section 3 of this act.
(2) For purposes of this section, "general fund revenue" means
the aggregate of revenue from taxes, fees, and other governmental
charges received by state government that are deposited in any fund
subject to the state expenditure limit under RCW 43 . 135 . 025 .
"General fund revenue" does not include the funds required to be
transferred into the fund created under Article 7, Section 12 of the 1
state constitution and does not include funds transferred from that
fund. "General fund revenue" does not include revenue received from
the federal government.
(3) For the purposes of this section, "inflation" means the
annual percentage change in the implicit price deflator for the
United States as published on or about March 27 following each
calendar year by the bureau of economic analysis and reported by the I
office of financial management.
(4) For purposes of this section, "population growth" means the
percentage change in the statewide population based on the annual
statewide population determinations reported by the office of
financial management during the prior calendar year and the current
calendar year.
(5) If the cost of any state program or function is shifted from
the state general fund or any fund subject to the state expenditure
limit under RCW 43 . 135 . 025, on or after January 1, 2009 , to another j
source of funding, or if revenue is transferred from the state
i
general fund or any fund subject to the state expenditure limit
under RCW 43 . 135 . 025 to another fund or account, the limit required
1
by this section shall apply to the aggregate of funds subject to the
state expenditure limit under RCW 43 . 135 . 025, plus the shifted
and/or transferred revenue for that year and all subsequent years .
(6) It the cost of any state program or function and the revenue
to fund the program or function are shifted to the state general
fund or any fund subject to the state expenditure limit under RCW
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43 . 135 . 025, on or after January 1 , 2009 , the limit required by this
section shall apply to the aggregate of funds subject to the state
expenditure limit under RCW 43 . 135 . 025 , including the shifted
revenue for that year and all subsequent years .
(7) For the purposes of this section, "new voter-approved
revenue" is defined as the increase in revenue approved by the
state's voters at an election after the effective date of this act.
(8) The limit established in subsection (1) of this section must
be implemented as follows :
(a) For the first calendar year beginning after the effective
date of this act, the general fund revenue, not including new voter-
approved revenue, received above the amount received in 2009 adjusted
by any amount necessary to reflect inflation for the 2009 calendar
year and population growth, must be deposited in the "Lower State
Property Taxes Account. "
(b) For subsequent years , the general fund revenue, not
including new voter-approved revenue, received above the amount
received in the immediately prior calendar year, less any deposits
into the "Lower State Property Taxes Account, " adjusted by any amount
necessary to reflect inflation for the immediately prior calendar
year and population growth, must be deposited in the "Lower State
Property Taxes Account. "
Sec. 3. RCW 84 . 52 , 065 and 1991 sp. s , c 31 s 16 are each amended
to read as follows :
Subject to the limitations in RCW 84 . 55 . 010, in each year
the state shall levy for collection in the following year for the
support of common schools of the state a tax of three dollars and
sixty cents per thousand dollars of assessed value upon the assessed
valuation of all taxable property within the state adjusted to the
state equalized value in accordance with the indicated ratio fixed by
the state department of revenue.
(2) The state property tax levy must be reduced from the amount
that could otherwise be levied under subsection (1) of this section
by an amount equal to the gross deposits to the "Lower State Property
Taxes Account" established in section 2 of this act from the Previous
year.
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3 The balance of the "Lover State Property Taxes Account" must
be transferred each year to the general fund to account for the
reduction of the levy as provided in subsection (2) of this section
u As used in this section, "the support of common schools"
includes the payment of the principal and interest on bonds issued
for capital construction projects for the common schools .
LIMITING THE TAX BURDEN OF WASHINGTON'S CITIZENS BY LIMITING THE
GROWTH OF EACH COUNTY'S GENERAL FUND REVENUE, NOT INCLUDING NEW
VOTER-APPROVED REVENUE, TO INFLATION AND POPULATION GROWTH.
EXCESS REVENUE ABOVE THIS LIMIT WOULD BE USED TO
REDUCE PROPERTY TAXES IMPOSED BY EACH COUNTY
NEW SECTION. Sea. 4. A new section is added to chapter 36 .33
RCW to read as follows:
(1) The growth rate of each county government ' s general fund {
revenue, not including new voter-approved revenue, must be limited to l
inflation and population growth. As provided in subsection (8) of
this section, each county must deposit revenues received above this
limit in a new account created by the county called the "Lower County
Property Taxes Account. " All revenues received during a year which
are deposited in this account must be used to reduce the subsequent
year' s county property tax levy by the amount of gross deposits in
the account.
(2) For purposes of this section, "general fund revenue" means
the aggregate of revenue from taxes, fees, and other governmental l
charges received by the county that are deposited in the county's
current expense fund. , +
(3) For the purposes of this section, "inflation" means the
annual percentage change in the implicit price deflator for the
United Statesas published on or about March 27 following each
calendar year by the bureau of economic analysis and reported by the
office of financial management .
(4) For purposes of this section, "population growth" means the
percentage change in the countywide population based on the annual
countywide population determinations reported by the office of
financial management during the prior calendar year and the current
calendar year .
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(5) if the cost of any county program or function is shifted
from the county' s current expense fund on or after January 1, 2009,
to another source of funding, or if revenue is transferred from the
county' s current expense fund to another fund or account , the limit
required by this section shall apply to the aggregate of the
county's current expense fund plus the shifted and/or transferred
revenue for that year and all subsequent years .
(6) If the cost of any county program or function and the
revenue to fund the program or function are shifted to the county's
current expense fund on or after January 1, 2009 , the limit required
by this section shall apply to the aggregate of the county general
fund including the shifted revenue for that year and all subsequent
years .
(7) For the purposes of this section, "new voter-approved
revenue" is defined as the increase in revenue approved by the
county' s voters at an election after the effective date of this act .
(8) The limit established in subsection (1) of this section must
be implemented as follows :
(a) For the first calendar year beginning after the effective
date of this act, the general fund revenue, not including new voter-
approved revenue, received above the amount received in 2009 adjusted
by any amount necessary to reflect inflation for the 2009 calendar
year and population growth, must be deposited in the "Lower County
Property Taxes Account . "
(b) For subsequent years , the general fund revenue, not
including new voter-approved revenue, received above the amount
received in the immediately prior calendar year, less any deposits
into the "Lower County Property Taxes Account, " adjusted by an amount
necessary to reflect inflation for the immediately prior calendar
year and population growth, must be deposited in the "Lower County
Property Taxes Account ."
NEW SECTION, Sea. 5. A new section is added to chapter 36 . 33
RCW to read as follows :
Any county's property tax levy shall be reduced from the amount
that could otherwise be levied under RCW 84. 52 . 043 of this section by
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an amount equal to the previous year' s gross deposits to that
county' s "Lower County Property Taxes Account" established in section
4 of this act .
LIMITING THE TAX BURDEN OF WASHINGTON'S CITIZENS BY LIMITING THE
GROWTH OF EACH CITY'S GENERAL FUND REVENUE, NOT INCLUDING NEW VOTER-
APPROVED REVENUE, TO INFLATION AND POPULATION GROWTH.
EXCESS REVENUE ABOVE THIS LIMIT WOULD BE USED TO
REDUCE PROPERTY TAXES IMPOSED BY EACH CITY
NEW SECTION, Sec. 6. A new section is added to Title 35 RCW to
read as follows :
(1) The growth rate of each city government's general fund
revenue, not including new voter-approved revenue, must be limited to
inflation and population growth. As provided in subsection (8) of
this section, each city must deposit revenues received above this {
limit in a new account created by the city called the "Lower City
Property Taxes Account. " All revenues received during a year which
are deposited in this account must be used to reduce the subsequent
year' s city property tax levy by the amount of gross deposits in the
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account .
(2) For purposes of this section, "general fund revenue" means
the aggregate of revenue from taxes , fees, and other governmental {
l
charges received by the city that are deposited in the city's Current
expense fund.
(3) For the purposes of this section, "inflation" means the
annual percentage change in the implicit price deflator for the
United States as published on or about March 27 following each
calendar year by the bureau of economic analysis and reported by the
office of financial management . i
(4) For purposes of this section, "population growth" means the
percentage change in the city wide population based on the annual 1
city wide population determinations reported by the office of
financial management during the prior calendar year and the current
calendar year.
(5) if the cost of any city program or function is shifted from
the city' s current expense fund on or after January 1, 2009, to
another source of funding, or if revenue is transferred from the
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city's current expense fund to another fund or account, the limit
required by this section shall apply to the aggregate of the city' s
current expense fund plus the shifted and/or transferred revenue for
that year and all subsequent years .
(6) If the cost of any city program or function and the revenue
to fund the program or function are shifted to the city' s current
expense fund on or after January 1, 2009 , the limit required by this
section shall apply to the aggregate of the city' s current expense
fund including the shifted revenue for that year and all subsequent
years .
(7) For the purposes of this section, "new voter-approved
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revenue" is defined as the increase in revenue approved by the city' s
voters at an election after the effective date of this act .
(8) The limit established in subsection (1) of this section must
be implemented as follows :
(a) For the first calendar year beginning after the effective
date of this act, the general fund revenue, not including new voter-
approved revenue, received above the amount received in 2009 adjusted
by an amount necessary to reflect inflation for the 2009 calendar
year and population growth, must be deposited in the "Lower City
Property Taxes Account . "
(b) For subsequent years, the general fund revenue, not
including new voter-approved revenue, received above the amount
received in the immediately prior calendar year, less any deposits
into the "Lower City Property Taxes Account, " adjusted by an amount
necessary to reflect inflation for the immediately prior calendar
year and population growth, must be deposited in the "Lower City
Property Taxes Account . "
NEW SECTION. Sec. 7. A new section is added to Title 35 RCW to
read as follows :
Any city' s property tax levy must be reduced from the amount
that could otherwise be levied under RCW 84 . 52 . 043 of this section by
an amount equal to the gross deposits to that city's "Lower City
Property Taxes Account" established in section 6 of this act from the
previous year.
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NEW SECTION. sec. S. A new section is added to Title 35A RCW
to read as follows :
(1) The growth rate of each city government ' s general fund
revenue, not including new voter-approved revenue, must be limited to
inflation and population growth. As provided in subsection (8) of
this section, each city must deposit revenues received above this
limit in a new account created by the city called the "Lower City
Property Taxes Account . " All revenues received during
a year which
are deposited in this account must be used to reduce the subsequent
year' s city property tax levy by the amount of gross deposits in the
account .
(2) For purposes of this section, "general fund revenue" means
the aggregate of revenue from taxes, fees, and other governmental
charges received by the city that are deposited in the city's current
expense fund.
(3) For the purposes of this section, "inflation" means the
annual percentage change in the implicit price deflator for the
United States as published on or about March 27 following each
calendar year by the bureau of economic analysis and reported by the
office of financial management .
(4) For purposes of this section, "population growth" means the
percentage change in the city wide population based on the annual 1
city wide population determinations reported by the office of
financial management during the prior calendar year and the current
calendar year.
(5) If the cost of any city program or function is shifted from
the city' s current expense fund on or after January 1, 2009 , to
1
another source of funding, or if revenue is transferred from the
city's current expense fund to another fund or account, the limit
required by this section shall apply to the aggregate of the city's
current expense fund plus the shifted and/or transferred revenue for
that year and all subsequent years .
(6) If the cost of any city program or function and the revenue
to fund the program or function are shifted to the city' s current ,
expense fund on or after January 1, 2009 , the limit required by this
Code Rev/JM:segl0 [08/16/20021 1-1630 . 1/03
section shall apply to the aggregate of the city' s current expense
fund including the shifted revenue for that year and all subsequent
years .
(7) For the purposes of this section, "new voter-approved
revenue" is defined as the increase in revenue approved by the city' s
voters at an election after the effective date of this act .
(8) The limit established in subsection (1) of this section must
be implemented as follows :
(a) For the first calendar year beginning after the effective
date of this act, the general fund revenue, not including new voter-
approved revenue, received above the amount received in 2009 adjusted
by an amount necessary to reflect inflation for the 2009 calendar
year and population growth, must be deposited in the "Lower City
Property Taxes Account . "
(b) For subsequent years, the general fund revenue, not
including new voter-approved revenue, received above the amount
received in the immediately prior calendar year, less any deposits
into the "Lower City Property Taxes Account, " adjusted by an amount
necessary to reflect inflation for the immediately prior calendar
fyear and population growth, must be deposited in the "Lower City
Property Taxes Account. "
NEW SECTION. Sec. 9. A new section is added to Title 35A RCW
to read as follows :
Any city' s property tax levy must be reduced from the amount
that could otherwise be levied under RCW 84. 52 . 043 of this section by
an amount equal to the gross deposits to that city' s "Lower City
Property Taxes Account" established in section 8 of this act from the
previous year.
Sec. 10. RCW 84 . 32 . 043 and 2005 c 122 s 3 are each amended to
read as follows :
within and subject to the limitations imposed by RCW 84 . 52 . 050 as
amended, the regular ad valorem tax levies upon real and personal
property by the taxing districts hereafter named shall be as follows :
(1) Levies of the senior taxing districts shall be as follows :
(a) The levy by the state shall not exceed three dollars and sixty
Code Rev/JM:segll [08/16/20021 I-1630.1/03
cents per thousand dollars of assessed value adjusted to the state
equalized value in accordance with the indicated ratio fixed by the
state department of revenue to be used exclusively for the support of
the common schools; (b) the levy by any county shall not exceed one
dollar and eighty cents per thousand dollars of assessed value; (c)
the levy by any road district shall not exceed two dollars and
twenty-five cents per thousand dollars of assessed value; and (d) the
levy by any city or town shall not exceed three dollars and thirty-
seven and one-half cents per thousand dollars of assessed value.
However any county is hereby authorized to increase its levy from one
dollar and eighty cents to a rate not to exceed two dollars and
forty-seven and one-half rents per thousand dollars of assessed value
for general county purposes if the total levies for both the county
and any road district within the county do not exceed four dollars
and five cents per thousand dollars of assessed value, and no other
taxing district has its levy reduced as a result of the increased
county levy.
(2) The aggregate levies of junior taxing districts and senior
taxing districts , other than the state, shall not exceed five dollars
and ninety cents per thousand dollars of assessed valuation. The term
"junior taxing districts" includes all taxing districts other than 1
the state, counties, road districts, cities, towns, port districts,
and public utility districts . The limitations provided in this
subsection shall not apply to: (a) Levies at the rates provided by
existing law by or for any port or public utility district; (b)
excess property tax levies authorized in Article VIi, section 2 of
the state Constitution; (c) levies for acquiring conservation futures
as authorized under RCW 84 . 34 . 230; (d) levies for emergency medical
care or emergency medical services imposed under RCW 84 . 52 . 069; (e)
levies to finance affordable housing for very low-income housing
imposed under RCW 84 , 52 . 105; (f) the portions of levies by
metropolitan park districts that are protected under RCW 84 ,52 . 120,
(g) levies imposed by ferry districts under RCW 36 . 54 . 130; (h) levies
for criminal justice purposes under RCW 84 . 52 . 135; and (i) the
portions of levies by fire protection districts that are protected
under RCW 84 . 52 , 125 .
Code Rev/JM: segl2 [08/16/20021 I-1630 . 1/03
(3 ) The limitations in subsections (1) and (2) for the levies by
the state, counties and cities must be further adjusted as provided
in sections 2 4 6 and 8 of this act
Sec. 11. RCW 84 . 55 . 010 and 2006 c 184 s 1 are each amended to
read as follows :
Except as provided in this chapter, the levy for a taxing
district in any year shall be set so that the regular property taxes
payable in the following year shall not exceed the limit factor
multiplied by the amount of regular property taxes lawfully levied
i
for such district plus revenues deposited as provided in sections
2 (7) , 4 (7) , 6 (7) and 8 (7) of this act in the highest of the three
most recent years in which such taxes were levied for such district
plus an additional dollar amount calculated by multiplying the
increase in assessed value in that district resulting from new
construction, increases in assessed value due to construction of
electric generation wind turbine facilities classified as personal
property, improvements to property, and any increase in the assessed
value of state-assessed property by the regular property tax levy
rate of that district for the preceding year . The adjustments
provided in sections 2, 4, 6, and 8 of this act provide a limitation
on property tax levies which is in addition to the limit factor in
this section.
CONSTRUCTION CLAUSE
NEW SECTION. Sec. 12 . The provisions of this act are to be
liberally construed to effectuate the intent, policies, and purposes
of this act.
SEVERAHILITY CLAUSE
NEW SECTION. Sec. 13. If any provision of this act or its
application to any person or circumstance is held invalid, the
remainder of the act or the application of the provision to other
persons or circumstances is not affected.
MISCELLANEOUS
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NEW SECTION. Sec. 14. Subheadings used in this act are not
part of the law.
NEW SECTION. Sec. 15. This act shall be known and cited as the
Lower Property Taxes Act of 2009.
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Kent City Council Meeting
Date_ October 20, 2009
Item No. 6A - 6B
CONSENT CALENDAR
6. City Council Action:
Councilmembe &D LU, moves, Councilmember
seconds to approve Conse t Calendar Items A through,.F��
Discussion
' Action
6A. Approval of Minutes.
Approval of the minutes of the regular Council meeting of October 6, 2009.
6B. Approval of Bills.
Approval of payment of the bills received through September 15 and paid on
September 15 after auditing by the Operations Committee on October 6, 2009.
Approval of checks issued for vouchers:
Date Check Numbers Amount
9/15/09 Wire Transfers 3872-3891 $1,740,530.17
9/15/09 Regular Checks 635908-636261 716,390.58
Use Tax Payable 1,809.08
$2,458,729.83
Approval of payment of the bills received through September 30 and paid on
September 30 after auditing by the Operations Committee on October 6, 2009.
Approval of checks issued for vouchers:
Date Check Numbers Amount
9/30/09 Wire Transfers 3892-3906 $1,567,338.91
9/30/09 Regular Checks 636262-636728 3,250,025.82
Use Tax Payable 2,971.71
$4,820,336.44
(Continued on back)
1
6B. Aauroval of Bills.
Approval of checks issued for payroll for September 1 through September 15
and paid on September 18, 2009:
Date Check Numbers Amount
9/11/09 Void Check 313966 $ -827.54
9/11/09 Reissue Check 314041 827.54
9/18/09 Checks 314042-314292 203,958.17
9/18/09 Advices 255106-255880 1,626'326.28
$1,8301284.45
Approval of checks issued for payroll for September 16 through September 30
and paid on October 5, 2009:
Date Check Numbers Amount
9/24/09 Void Check 314221 $ -331.93
9/24/09 Reissue Check 314293 331.93
10/5/09 Checks 314294-314545 265,423.95
10/5/09 Advices 255881-256657 1,640'097.95
$1,905,521.90
Kent City Council Meeting
T October 6, 2009
The regular meeting of the Kent City Council was called to order at 7:00 p.m. by
Mayor Cooke. Councilmembers present: Albertson, Clark, Danielson, Harmon,
Ranniger, Raplee, and Thomas. (CFN-198)
CHANGES TO THE AGENDA
A. From Council, Administration. Staff. (CFN-198) Other Business Item 7B
regarding changes to a recent ordinance, and Executive Session Item 11A regarding a
li lease agreement, were added at the request of staff.
B. From the Public. (CFN-198) Two audience members asked to speak regarding
the Neighborhood Council Program.
PUBLIC COMMUNICATIONS
A. Public Recognition. (CFN-198) Albertson announced that Joshua Albertson is
leaving to serve in the Armed Services.
B. Community Events. (CFN-198) Ranniger outlined the upcoming ReLeaf Event,
Make A Difference Day, and Spotlight Series events.
C. Introduction of Appointees. (CFN-198) Mayor Cooke introduced the
j appointees who were in attendance.
D. Make A Difference Day Proclamation. (CFN-155) Mayor Cooke presented a
Make A Difference Day proclamation to Victoria Andrews of the Parks Department,
who explained the project.
E. ReLeaf 2009 Proclamation. (CFN-155) Mayor Cooke presented a proclamation
regarding ReLeaf 2009 to Victoria Andrews of the Parks Department. Andrews then
described the event.
F. Employee of the Month. (CFN-147) Mayor Cooke announced that
Neighborhood Program Coordinator Toni Azzola has been named as Employee of
j the Month for October, and Azzola's supervisors commended her on her work.
Neighborhood representatives Bob Loeliger and Simon Yang offered congratulations
and thanked her for the resurgent sense of community and decline in crime which
have resulted from the neighborhood program.
G. Economic Development Report. (CFN-825) Economic Development Director
Wolters noted that the threat of flooding in the valley has resulted in the loss of some
businesses who have chosen to relocate, as well as the loss of some home sales. He
pointed out that other businesses are opening and expanding existing facilities, and
that there is the possibility of a new hotel being built.
1
I
i
Kent City Council Minutes October 6, 2009
I
PUBLIC HEARINGS
A. 2010 Operating Budget. (CFN-186) Mayor Cooke explained that comments
on programs, services and other budget issues are welcome. Finance Director 1
Nachlinger noted that comments from the public will be considered in developing the
2010 budget, and gave an overview of the current budget. His presentation included
information on the source of revenues, the breakdown of funds, and expenditures.
Mayor Cooke then opened the public hearing.
Dave Mortenson, 21737 961h Place South, urged the Council not to forget programs
such as Kent Sister Cities when considering funding. Denton Hanford, 24736 136th
Avenue SE, voiced concern about an approximate $11,600,000 difference between
management and staff projections. Jim Berrios, 9506 S. 234th Place, voiced concern
about the sales tax revenues shown on the monthly reports from staff to Council, and
questioned whether what is happening is fiscal mismanagement or deception. He
also asked who holds administration responsible, since there is no longer a citizens
budget oversight committee. Sissi Longthorpe, 25421 110' Avenue SE, said her
greatest concern is public safety and urged the Council to take that into consideration.
Geraldine Wilfore, 23411 130th Avenue SE, asked which departments would be {
impacted by the proposed job and service cuts, especially regarding the City's ability
to clean up if there is a flood. Michelle Campbell, 11018 SE 244th, expressed concern
about cuts in services and employees, and the possible use of capital funds for
streets, sidewalks, flood relief, and so forth. She said the community and City staff I
will suffer because the sales tax revenue was projected incorrectly early on. Linda
Wagner, 14661 SE 276 Place, representing the Kent Historical Society and Museum,
asked for support from the City, noting that heritage attracts tourism. Joe Rubio,
3831 S. 2481h, suggested tightening up on spending, putting Arts Commission money
in the General Fund, and letting citizens vote on important issues. Simon Yang, I
25653 32"d Place South, encouraged the Council to take a long view. J
Raplee moved to make the documents from Jim Berrios, and a letter from Mike
Heinisch requesting continued funding for human services, a part of the record. Clark
seconded and the motion carried. Mayor Cooke explained that the City Council is the
budget oversight committee, and that Administration oversees management of the
budget. She noted that a budget advisory committee had been formed to advise the I
Mayor about certain principles. CAO Hodgson said he and Finance Director Nachlinger
would like the opportunity to meet with Mr. Hanford to discuss reductions, including
those in employee compensation and layoffs. In response to Ms. Wilfores' question, o
he said the list of further reductions will be presented to the Council on October 22.
Raplee moved to close the public hearing. Clark seconded and the motion carried. }
B. 2010-2015 Capital Improvement Plan. (CFN-775) Finance Director 9
Nachlinger explained that of the current $141,000,000 Capital Improvement Plan, f
9% of it goes for transportation, 23% for public safety, 20% for parks, 12% for
general government and 36% for utilities. He said the plan does not include any
capital related to the potential annexation, and that if the annexation does occur,
$45,000,000 would be needed for a Police Headquarters, jail renovations, and City
Hall campus improvements. Thomas noted that the Panther Lake Annexation would 1
l
2
Kent City Council Minutes October 6, 2009
increase the City's population by 20-25% and emphasized that the proposed improve-
ments would be needed for that reason.
Mayor Cooke opened the public hearing. There were no comments from the audience
and Raplee moved to close the public hearing. Clark seconded and the motion
carried.
CONSENT CALENDAR
Raplee moved to approve Consent Calendar Items A through L. Clark seconded and
the motion carried.
A. Approval of Minutes. (CFN-198) Minutes of the regular Council meeting of
September 15, 2009, were approved.
B. Approval of Bills. (CFN-104) Payment of the bills received through August 31
and paid on August 31 after auditing by the Operations Committee on September 15,
2009, were approved.
Checks issued for vouchers were approved:
Date Check Numbers Amount
8/31/09 Wire Transfers 3854-3871 $1,619,875.38
8/31/09 Regular Checks 635515-635907 3,372,532.15
10,164.85
Use Tax Payable $5,002,572.38
8/26/09 Void 309844 & 310607 ($613.31)
8/26/09 Reissue 313761 & 313762 $613.31
Checks issued for payroll for August 16 through August 31 and paid on September 4,
2009, were approved:
Date Check Numbers Amount
9/4/09 Checks 313763-314040 $ 216,365.58
9/4/09 Advices 254323-255105 1,617,656.10
$1,834,021.68
C. Public Facilities District Board Vacancy. (CFN-1305) Council President
Raplee's re-appointment of Mike Miller to the Special Events Center Public Facilities
District was confirmed. Mr. Miller's new term will expire on October 31, 2013.
D. Arts Commission Reappointments. (CFN-839) The Mayor's re-appointments
of Susan Machler, Dana Ralph, Sherri Ourada, Linda Denny, and Linda Mackintosh to
the Kent Arts Commission, were confirmed. They will serve four-year terms from
October 31, 2009 through October 31, 2013.
E. Live Scan Unit Purchase. (CFN-122) The Kent Police Department was
authorized to purchase a Live Scan unit and the Mayor was authorized to sign all
3
Kent City Council Minutes October 6, 2009
i
1 ,
documents related to the purchase from the King County Sheriff's Office (KCSO) for
the amount of $13,163.40.
F. Joint Funding Agreement for the Cooperative Data-Collection Program
with the U.S. Geological Survey. (CFN-1038) The Mayor was authorized to sign
the Joint Funding Agreement for Water Resources Investigations between the City of
Kent and the U.S. Geological Survey in the amount of $91,360, which includes the
City's contribution of $48,000.
I
G. Washington State Arts Commission 2010 Organization Support Grant.
(CFN-839) The grant from the Washington State Arts Commission in the amount of
$6,000 was accepted, the expenditure of funds in the Kent Arts Commission budget
was approved, and the Parks Director was authorized to sign all necessary
documents.
H. King Conservation District Grant for the Green Native Plant Maintenance
Intern Program. (CFN-118) The grant from the King Conservation District for the
Green Native Plant Maintenance Intern Project in the amount of $3,800 was accepted, 4
the expenditure of funds in the Adopt-a-Park budget was approved, and the Parks I
Director was authorized to sign all necessary documents.
I. King Conservation District Grant for the 2008 Restoration Proiects At I
Clark Lake Park. (CFN-118) The King Conservation District grant in the amount of
$9,998.20 to reimburse 2008 restoration projects at Clark Lake Park was accepted,
the expenditure of funds in the Clark Lake budget was approved, and the Parks
Director was authorized to sign all necessary documents.
J. Energy Savings Performance Contract for Kent Pool. (CFN-118) The Mayor
was authorized to sign the Energy Savings Performance Contract with McKinstry
Essention, Inc. in the amount of $265,385, plus WSST and to complete improvement
projects at the Kent Pool, subject to final terms and conditions acceptable to the City J
Attorney.
'f
K. Network Core Infrastructure Eauioment Replacement. (CFN-818) The
Mayor was authorized to approve a contract not to exceed $70,000, to purchase data
network equipment from Right! Systems, Inc., under the terms of the Washington
State Data Information System (DIS) Master Contract. 1
L. West James Street/41h & Cloudy. (CFN-1067) The West James Street/4th & I
Cloudy Project was accepted as complete and release of retainage to Sanders General
Construction, upon the City's receipt of standard releases from the state and release
of any liens was authorized. The original contract amount was $3,216,275.71. The +
final contract amount was $2,961,210.24. I
OTHER BUSINESS
A. Green River Levee Protection Additional Funding Advanced Measures.
(CFN-1318) Acting Public Works Director Tim LaPorte explained the levee system
and the work currently taking place. He noted that contracts had previously been
4
Kent City Council Minutes October 6, 2009
authorized up to a maximum amount of $1.5 million for the purchase of flood
protection structures, including all necessary equipment and contracts to install
and protect those structures, and that after further analysis of design, installation,
monitoring, and maintenance required, it was estimated that an additional $1.5
million would be needed for giant sandbags, the equipment and contractors required
to place them, and miscellaneous supplies. Staff then answered questions from
Council members about sandbags, access to trails, and new plantings along the
levees. Raplee moved to amend the August 18, 2009, authorization for the Acting
Public Works Director to execute contracts for the purchase of flood protection
structures and all necessary equipment and contracts to install and protect said
structures from $1.5 million to $3 million. Harmon seconded and the motion carried.
ADDED ITEM
B. Flood Preparation Ordinance. (CFN-1318) The City Attorney noted that
recently adopted Ordinance No. 3932 recognized the needs of individual property
owners in the valley to protect their property and allowed them to create flood
protection structures around their homes and businesses without having to get a
permit from the City. He explained that the proposed ordinance would amend
Ordinance No. 3932 and addresses the placement of berms, expands the definition
of"critical facility", deletes repetitive language, and addresses the permitting of
permanent structures. Clark then moved to adopt Ordinance No. 3933 which amends
Ordinance No. 3932 waiving permitting requirements for temporary flood protection
structures constructed for flood protection purposes due to the threat posed by the
diminished flood control capabilities of the Howard Hanson Dam. Raplee seconded
and the motion carried.
ADDED ITEM
C. Local Preference Ordinance. (CFN-198) Council President Raplee sent a
proposed ordinance relating to local purchase to the Operations Committee for review
of comments from the Chamber of Commerce before being brought to the full Council
for a vote.
BIDS
A. Lower East Hill Sanitary Sewer & Water Main Improvements and Union
Pacific Railroad Storm Outfall Relining. (CFN-1038) The bid opening was held on
August 19, 2009, with twelve bids received, and that the low bid was submitted by
Kar-Vel Construction in the amount of $1,121,189.15. LaPorte explained the project
and Raplee moved to authorize the Mayor to enter into a contract awarding the Lower
East Hill Sanitary Sewer and Water Main, Scenic Hill Improvements and Union Pacific
Railroad Storm Outfall Relining project to Kar-Vel Construction in the amount of
$1,121.189.15. Harmon seconded and the motion carried.
B. Sun Meadows Storm Repair. (CFN-1038) The bid opening was held on
September 29, 2009, with 24 bids received. The low bid was submitted by Scotty's
General Construction in the amount of $296,847.77. LaPorte explained the project
and Raplee moved to authorize the Mayor to enter into a contract awarding the Sun
Meadows Storm Repair project to Scotty's General Construction in the amount of
$296,847.77. Harmon seconded and the motion carried.
5
Kent City Council Minutes October 6, 2009
REPORTS
A. Council President. (CFN-198) No report was given.
B. Mayor. (CFN-198) Mayor Cooke reported on the results of several meetings she
has attended relating to the threat of flooding.
I
C. Operations Committee. (CFN-198) Clark said the Council is having difficulty
with the financial reports in terms of the revenue projections for next year, that they
have concerns about their ability to backfill reserves, and that they are having
difficulty with the continued rosy picture being painted in terms of sales tax. He
said they are disappointed that the reports do not seem to reflect conversations
about sales tax projections, offsets for Christmas sales, and reserves.
D. Parks and Human Services Committee. (CFN-198) No report was given.
E. Planning and Economic Development Committee. (CFN-198) Danielson
reported that the cottage housing issue is moving forward and that the next
committee meeting will be held on Monday, October 12, at 5:00 p.m. f
i
F. Public Safety Committee. (CFN-198) Harmon noted that the next meeting will
be held at 5:00 p.m. on Tuesday, October 13.
1
G. Public Works Committee. (CFN-198) No report was given.
H. Administration. (CFN-198) Hodgson announced two meetings at which Council
will review the budget to be held on October 22 from 4:00-7:00 p.m. and on
October 24 from 9:00 a.m. to 3:00 p.m. in the Council Chambers. He said there will {
be an Executive Session regarding labor negotiations which will take approximately i
30-40 minutes with no action expected.
ADDED ITEM
Municipal Parking Garage. (CFN-198) City Attorney Brubaker gave an update on
the status of the municipal parking garage, noting that the property remains tied up
but that things may be clearing up a bit. He said the City is working hard on this I
issue and that there is hope something will happen within the next few months.
EXECUTIVE SESSION
The meeting recessed to Executive Session at 9:18 p.m., and reconvened at
9:48 p.m. (CFN-198)
ADJOURNMENT
The meeting adjourned at 9:48 p.m. (CFN-198)
Brenda Jacober, CMC
City Clerk
6
Kent City Council Meeting
Date October 20, 2009
Category Consent Calendar - 6C
1. SUBJECT: PACIFIC TECHNOLOGIES, INC. CONSULTANT AGREEMENT -
APPROVE
2. SUMMARY STATEMENT: Authorize the Mayor to execute a Consultant
Services Agreement and all related documents with Pacific Technology Inc. (PTI)
in an amount not to exceed $75,616.
PTI will assist the City's permit, asset and work order system project team in
completing the final phases of requirements gathering, developing a request for
proposal to be distributed to potential vendors and reviewing and making
recommendations based on the request for proposal responses received. The
assistance by the consultant is desired to help coordinate the complex and
multitude of requirements for the replacement enterprise system as well as
keeping the project on schedule. PTI was the preferred vendor both based on
their interview as well as the total proposal costs based on time and materials.
3. EXHIBITS: Consultant Services Agreement
4. RECOMMENDED BY: Operations Committee 10/6/2009
(Committee, Staff, Examiner, Commission, etc.)
5. FISCAL IMPACT
Expenditure? Y Revenue? N
Currently in the Budget? Yes X No
6. CITY COUNCIL ACTION:
Councilmember moves, Councilmember seconds
DISCUSSION:
ACTION:
�-� KENT
CONSULTANT SERVICES AGREEMENT
between the City of Kent and
Pacific Technologies, Inc.
THIS AGREEMENT is made between the City of Kent, a Washington municipal corporation
(hereinafter the "City"), and Pacific Technologies, Inc (PTI) organized under the laws of the
State of Washington, located and doing business at 14711 NE 29"' Place, Suite 216, Bellevue,
WA 98007; 425-881-3991 (hereinafter the "Consultant").
I. DESCRIPTION OF WORK.
Consultant shall perform the following services for the City in accordance with the
following described plans and/or specifications:
Assist the City with the Permit, Assets, & Work Order Systems Project by providing
the following services:
Phase I - Develop a project plan and strategy
Phase II - Complete requirements definition
Phase III - Develop and distribute the RFP
Phase IV - Evaluate RFP responses and recommendation
in accordance with the City's Request for Proposals, dated August 10, 2009,
attached and incorporated as Exhibit A, and the Consultant's August 24, 2009,
Response to that Request for Proposal, attached and incorporated as Exhibit B.
Consultant further represents that the services furnished under this Agreement will be
performed in accordance with generally accepted professional practices within the Puget Sound
region in effect at the time those services are performed.
II. TIME OF COMPLETION. The parties agree that work will begin on the tasks
described in Section I above immediately upon the effective date of this Agreement. Upon the
effective date of this Agreement, Consultant shall complete the work described in Section I by
July 31, 2010.
III. COMPENSATION.
A. The City shall pay the Consultant, based on time and materials, an amount not to
exceed $75,616 for the services described in this Agreement. This is the maximum
amount to be paid under this Agreement for the work described in Section I above,
and shall not be exceeded without the prior written authorization of the City in the
form of a negotiated and executed amendment to this agreement. The Consultant
agrees that the hourly or flat rate charged by it for its services contracted for herein
CONSULTANT SERVICES AGREEMENT - 1
(Over$10,000)
shall remain locked at the negotiated rate(s) for a period of one (1) year from the
effective date of this Agreement. The Consultant's billing rates shall be as
delineated in the Cost Detail portion of Exhibit B.
B. The Consultant shall submit monthly payment invoices to the City for work
performed, and a final bill upon completion of all services described in this
Agreement. The City shall provide payment within forty-five (45) days of receipt of
an invoice. If the City objects to all or any portion of an invoice, it shall notify the
Consultant and reserves the option to only pay that portion of the invoice not in
dispute. In that event, the parties will immediately make every effort to settle the
disputed portion.
IV. INDEPENDENT CONTRACTOR. The parties intend that an Independent
Contractor-Employer Relationship will be created by this Agreement. By their execution of this
Agreement, and in accordance with Ch. 51.08 RCW, the parties make the following
representations:
A. The Consultant has the ability to control and direct the performance and
details of its work, the City being interested only in the results obtained
under this Agreement. f
B. The Consultant maintains and pays for its own place of business from which {
Consultant's services under this Agreement will be performed.
C. The Consultant has an established and independent business that is eligible (I
for a business deduction for federal income tax purposes that existed before
the City retained Consultant's services, or the Consultant is engaged in an j
independently established trade, occupation, profession, or business of the I
same nature as that involved under this Agreement. f
D. The Consultant is responsible for filing as they become due all necessary tax I .
documents with appropriate federal and state agencies, including the Internal
Revenue Service and the state Department of Revenue.
E. The Consultant has registered its business and established an account with
the state Department of Revenue and other state agencies as may be
required by Consultant's business, and has obtained a Unified Business
Identifier (UBI) number from the State of Washington.
F. The Consultant maintains a set of books dedicated to the expenses and
earnings of its business.
V. TERMINATION. Either party may terminate this Agreement, with or without
cause, upon providing the other party thirty (30) days written notice at its address set forth on
the signature block of this Agreement. After termination, the City may take possession of all
records and data within the Consultant's possession pertaining to this project, which may be
used by the City without restriction. If the City's use of Consultant's records or data is not
related to this project, it shall be without liability or legal exposure to the Consultant.
VI. DISCRIMINATION. In the hiring of employees for the performance of work under
this Agreement or any subcontract, the Consultant, its subcontractors, or any person acting on
t
CONSULTANT SERVICES AGREEMENT - 2
(Over$10,000)
1
behalf of the Consultant or subcontractor shall not, by reason of race, religion, color, sex, age,
sexual orientation, national origin, or the presence of any sensory, mental, or physical disability,
discriminate against any person who is qualified and available to perform the work to which the
employment relates. Consultant shall execute the attached City of Kent Equal Employment
Opportunity Policy Declaration, Comply with City Administrative Policy 1.2, and upon completion
of the contract work, file the attached Compliance Statement.
VII. INDEMNIFICATION. Consultant shall defend, indemnify and hold the City, its
officers, officials, employees, agents and volunteers harmless from any and all claims, injuries,
damages, losses or suits, including all legal costs and attorney fees, arising out of or in
connection with the Consultant's performance of this Agreement, except for that portion of the
injuries and damages caused by the City's negligence.
The City's inspection or acceptance of any of Consultant's work when completed shall not
be grounds to avoid any of these covenants of indemnification.
Should a court of competent jurisdiction determine that this Agreement is subject to RCW
4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or
damages to property caused by or resulting from the concurrent negligence of the Consultant
and the City, its officers, officials, employees, agents and volunteers, the Consultant's liability
hereunder shall be only to the extent of the Consultant's negligence.
IT IS FURTHER SPECIFICALLY AND EXPRESSLY UNDERSTOOD THAT THE
INDEMNIFICATION PROVIDED HEREIN CONSTITUTES THE CONSULTANT'S WAIVER OF
IMMUNITY UNDER INDUSTRIAL INSURANCE, TITLE 51 RCW, SOLELY FOR THE PURPOSES OF
THIS INDEMNIFICATION. THE PARTIES FURTHER ACKNOWLEDGE THAT THEY HAVE MUTUALLY
NEGOTIATED THIS WAIVER.
The provisions of this section shall survive the expiration or termination of this
Agreement.
VIII. INSURANCE. The Consultant shall procure and maintain for the duration of the
Agreement, insurance of the types and in the amounts described in Exhibit C attached and
incorporated by this reference.
IX. EXCHANGE OF INFORMATION. The City will provide its best efforts to provide
reasonable accuracy of any information supplied by it to Consultant for the purpose of
completion of the work under this Agreement.
X. OWNERSHIP AND USE OF RECORDS AND DOCUMENTS. Original documents,
drawings, designs, reports, or any other records developed or created under this Agreement
shall belong to and become the property of the City. All records submitted by the City to the
Consultant will be safeguarded by the Consultant. Consultant shall make such data, documents,
and files available to the City upon the City's request. The City's use or reuse of any of the
documents, data and files created by Consultant for this project by anyone other than
Consultant on any other project shall be without liability or legal exposure to Consultant.
Ownership and use of records and documents is further defined in Exhibit "B", Section VI -
Acceptance of Terms.
XI. CITY'S RIGHT OF INSPECTION. Even though Consultant is an independent
contractor with the authority to control and direct the performance and details of the work
authorized under this Agreement, the work must meet the approval of the City and shall be
subject to the City's general right of inspection to secure satisfactory completion.
CONSULTANT SERVICES AGREEMENT - 3
(Over$10,000)
XII. WORK PERFORMED AT CONSULTANT'S RISK. Consultant shall take all
necessary precautions and shall be responsible for the safety of its employees, agents, and
subcontractors in the performance of the contract work and shall utilize all protection necessary
for that purpose. All work shall be done at Consultant's own risk, and Consultant shall be
responsible for any loss of or damage to materials, tools, or other articles used or held for use in
connection with the work.
XIII. MISCELLANEOUS PROVISIONS.
A. Recyclable Materials. Pursuant to Chapter 3.80 of the Kent City Code, the City
requires its contractors and consultants to use recycled and recyclable products whenever
practicable. A price preference may be available for any designated recycled product.
B. Non-Waiver of Breach. The failure of the City to insist upon strict performance of
any of the covenants and agreements contained in this Agreement, or to exercise any option r
conferred by this Agreement in one or more instances shall not be construed to be a waiver or
relinquishment of those covenants, agreements or options, and the same shall be and remain in 1
full force and effect. I
C. Resolution of Disputes and Governing Law. This Agreement shall be governed by
and construed in accordance with the laws of the State of Washington. If the parties are unable
to settle any dispute, difference or claim arising from the parties' performance of this
Agreement, the exclusive means of resolving that dispute, difference or claim, shall only be by
filing suit exclusively under the venue, rules and jurisdiction of the King County Superior Court,
King County, Washington, unless the parties agree in writing to an alternative dispute resolution
process. In any claim or lawsuit for damages arising from the parties' performance of this J
Agreement, each party shall pay all its legal costs and attorney's fees incurred in defending or I
bringing such claim or lawsuit, including all appeals, in addition to any other recovery or award
provided by law; provided, however, nothing in this paragraph shall be construed to limit the t
City's right to indemnification under Section VII of this Agreement. I
D. Written Notice. All communications regarding this Agreement shall be sent to the (
parties at the addresses listed on the signature page of the Agreement, unless notified to the I
contrary. Any written notice hereunder shall become effective three (3) business days after the
date of mailing by registered or certified mail, and shall be deemed sufficiently given if sent to 1
the addressee at the address stated in this Agreement or such other address as may be I
hereafter specified in writing.
E. Assignment. Any assignment of this Agreement by either party without the written
consent of the non-assigning party shall be void. If the non-assigning party gives its consent to
any assignment, the terms of this Agreement shall continue in full force and effect and no
further assignment shall be made without additional written consent.
F. Modification. No waiver, alteration, or modification of any of the provisions of this
Agreement shall be binding unless in writing and signed by a duly authorized representative of
the City and Consultant.
G. Entire Agreement. The written provisions and terms of this Agreement, together
with any Exhibits attached hereto, shall supersede all prior verbal statements of any officer or
other representative of the City, and such statements shall not be effective or be construed as
CONSULTANT SERVICES AGREEMENT - 4
(Over$10,000)
I
entering into or forming a part of or altering in any manner this Agreement. All of the above
documents are hereby made a part of this Agreement. However, should any language in any of
the Exhibits to this Agreement conflict with any language contained in this Agreement, the terms
of this Agreement shall prevail.
H. Compliance with Laws. The Consultant agrees to comply with all federal, state, and
municipal laws, rules, and regulations that are now effective or in the future become applicable
to Consultant's business, equipment, and personnel engaged in operations covered by this
Agreement or accruing out of the performance of those operations.
I. Counterparts. This Agreement may be executed in any number of counterparts,
each of which shall constitute an original, and all of which will together constitute this one
Agreement.
j IN WITNESS, the parties below execute this Agreement, which shall become
effective on the last date entered below.
CONSULTANT: CITY OF KENT:
By: By:
(signature) (signature)
Print Name: Print Name: Suzette Cooke
Its Its Mayor
_ (title)
DATE: DATE:
1 .
NOTICES TO BE SENT TO: NOTICES TO BE SENT TO:
CONSULTANT: CITY OF KENT:
Mike Silverman Toni Mommersteeg Moore
Pacific Technologies, Inc. City of Kent
- 14711 NE 29th Place, Suite 216 220 Fourth Avenue South
Bellevue, Washington, 98007 Kent, WA 98032
(425)881-3991 (telephone) (253) 856- 4659 (telephone)
(425)881-4244] (facsimile) (253) 856-4735 (facsimile)
APPROVED AS TO FORM:
Kent Law Department
I ,
(In this field,Von may enter the eledranlc n1speth where the watraa has been saved)
CONSULTANT SERVICES AGREEMENT - 5
(Over$10,000)
DECLARATION
CITY OF KENT EQUAL EMPLOYMENT OPPORTUNITY POLICY
The City of Kent is committed to conform to Federal and State laws regarding equal
opportunity. As such all contractors, subcontractors and suppliers who perform work with
relation to this Agreement shall comply with the regulations of the City's equal
employment opportunity policies.
The following questions specifically identify the requirements the City deems necessary
for any contractor, subcontractor or supplier on this specific Agreement to adhere to. An
affirmative response is required on all of the following questions for this Agreement to be
valid and binding. If any contractor, subcontractor or supplier willfully misrepresents
themselves with regard to the directives outlines, it will be considered a breach of
contract and it will be at the City's sole determination regarding suspension or
termination for all or part of the Agreement;
The questions are as follows: M
1. I have read the attached City of Kent administrative policy number 1.2.
2. During the time of this Agreement I will not discriminate in employment on the
basis of sex, race, color, national origin, age, or the presence of all sensory, mental
or physical disability. N
3. During the time of this Agreement the prime contractor will provide a written
statement to all new employees and subcontractors indicating commitment as an
equal opportunity employer.
4. During the time of the Agreement I, the prime contractor, will actively consider 1
hiring and promotion of women and minorities. I
5. Before acceptance of this Agreement, an adherence statement will be signed by
me, the Prime Contractor, that the Prime Contractor complied with the
requirements as set forth above.
By signing below, I agree to fulfill the five requirements referenced above.
Dated this day of 200.
By:
For:
Title:
Date: I
CONSULTANT SERVICES AGREEMENT - 1
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CITY OF KENT
ADMINISTRATIVE POLICY
NUMBER: 1.2 EFFECTIVE DATE: January 1, 1998
SUBJECT: MINORITY AND WOMEN SUPERSEDES: April 1, 1996
CONTRACTORS APPROVED BY Jim White, Mayor
POLICY:
Equal employment opportunity requirements for the City of Kent will conform to federal
and state laws. All contractors, subcontractors, consultants and suppliers of the City
must guarantee equal employment opportunity within their organization and, if holding
Agreements with the City amounting to $10,000 or more within any given year, must
take the following affirmative steps:
1. Provide a written statement to all new employees and subcontractors indicating
commitment as an equal opportunity employer.
2. Actively consider for promotion and advancement available minorities and women.
Any contractor, subcontractor, consultant or supplier who willfully disregards the City's
nondiscrimination and equal opportunity requirements shall be considered in breach of
contract and subject to suspension or termination for all or part of the Agreement.
I
Contract Compliance Officers will be appointed by the Directors of Planning, Parks, and
Public Works Departments to assume the following duties for their respective
departments.
1. Ensuring that contractors, subcontractors, consultants, and suppliers subject to
these regulations are familiar with the regulations and the City's equal employment
opportunity policy.
2. Monitoring to assure adherence to federal, state and local laws, policies and
guidelines.
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CITY OF KENT f
EQUAL EMPLOYMENT OPPORTUNITY COMPLIANCE STATEMENT
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This form shall be filled out AFTER COMPLETION of this project by the Contractor
awarded the Agreement.
I, the undersigned, a duly represented agent of
Company, hereby acknowledge and declare that
the before-mentioned company was the prime contractor for the Agreement known as
that was entered into on the r
(date) between the firm I represent and the City of
Kent.
ti
t
I declare that I complied fully with all of the requirements and obligations as outlined in
the City of Kent Administrative Policy 1.2 and the Declaration City of Kent Equal
Employment Opportunity Policy that was part of the before-mentioned Agreement. ((
Dated this day of , 200
f
By.
For:
Title:
Date:
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CONSULTANT SERVICES AGREEMENT - 3
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EXHIBIT A
City of Kent
Permit, Asset, & Work Order System Project Assistance
Request for Proposal
August 10, 2009
i
Date Due: August 24, 2009
Time Due: 3:00 p.m. Pacific Standard Time
Address Responses To:
1 City Clerk's Office
Permit, Assets & Work Order System Procurement Assistance RFP
City Of Kent ��
220 4th Avenue South N T
Kent, WA 98032 WASHINGTON
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IINTRODUCTION.......................................................................................................................................... 1
1.1 BACKGROUND............................................................................................................................................................ 1
1.1.1 City Information.................................................................................................................................................. I
1.1.2 The Technology Plan...........................................................................................................................................2
1.1.3 City Departments Impacted by the System Replacement.....................................................................—.............2
1.1.4 Current Systems...................................................................................................................................................2
1.1.5 Project Teams......................................................................................................................................................3
1.1.6 Project Procurement Team..................................................................................................................................5
1.2 OBJECTIVES...................................................................................................................................................................5
1.3 SCOPE OF WORK............................................................................................................................................................7
1.3.1 Phase I—The System Selection Project Plan......................................................................................................8
1.3.2 Phase 11—Requirements Definition.....................................................................................................................8
1.3.3 Phase III- RFP Creation and Distribution......................................................................................................10
1.3.4 Phase IV—Proposal Evaluation and Recommendation....................................................................................10
1.3.5 Items Not Included in RFP Scope......................................................................................................................11
2 PROCUREMENT PROCESS..................................................................................................................... 12 r
2.1 PROCUREMENT SCHEDULE...........................................................................................................................................12
2.2 PROPOSAL DATE,TIME,LOCATION.............................................................................................................................12
2.3 COMMUNICATIONS WITH THE CITY OF KENT...............................................................................................................13
2.4 VENDOR CLARIFICATIONS AND QUESTIONS.................................................................................................................13
2.4.1 Clarifications.....................................................................................................................................................13
2.4.2 Vendor Contact..................................................................................................................................................13
2.5 SUMMARY OF RFP PROCESS........................................................................................................................................13
2.5.1 RFP Changes or Amendments...........................................................................................................................13
2.5.2 Vendor Submits Proposal..................................................................................................................................14
2.5.3 City Evaluates Proposals...................................................................................................................................14
2.5.4 City Announces Finalists...................................................................................................................................14
2.5.5 Vendor Presentations........................................................................................................................................14
2.5.6 Final Vendor Selection......................................................................................................................................14
2.5.7 Progress Payment Schedule..............................................................................................................................15
2.5.8 Finalize Contract...............................................................................................................................................15
2.5.9 Contract Approval..................___.............................................. .....................................................................15
2.6 PROPOSAL PROCESS.....................................................................................................................................................15
2.6.1 Reference Checks.—...........................................................................................................................................16
2.6.2 Costs Incurred by Vendors................................................................................................................................16
2.6.3 Right of Selection or Rejection of Proposals.....................................................................................................16 li
2.6.4 Incorporation of RFP and Proposal in the Final agreement—,.........................................................................16
2.6.5 Errors in Proposals...........................................................................................................................................16
2.6.6 Pe r io d of Va I idity of Prop os a Is.........................................................................................................................16
2.6.7 Proprietary Material.........................................................................................................................................16
2.6.8 Proposal Confidentiality....................................................................................................................................15
2.6.9 Proposal Disposition.........................................................................................................................................17 i
3 VENDOR INSTRUCTIONS........................................................................................................................ 18
3.1 PROPOSAL FORMAT..................................................................................................................................................... 18
4 CONSULTING ENGAGEMENT QUESTIONNAIRE............................................................................21
4.1 PROJECT APPROACH AND METHODOLOGY..................................................................................................................21
4.2 CONSULTING TEAM.....................................................................................................................................................22
4.3 CUSTOMER REFERENCES.............................................................................................................................................22
APPENDIX A .................................................................................................- VENDOR RESPONSE FORMS
APPENDIX B .............................................................- CONTRACT AND INSURANCE REQUIREMENTS
APPENDIX C ...........................................................................................- TECHNOLOGY ENVIRONMENT
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Introduction
The City of Kent("City") is seeking proposals for a qualified vendor to provide consulting services on selecting
a new Permit, Land, Asset Management and Work Order Request System for the City("the system").
The City defines this system as an enterprise-wide, integrated software product suite that supports all functions
of the permit, land use, building, inspection, code compliance, asset management, work order request, resident
request, and on-line web services to provide a long-term, scalable,and highly configurable web based system to
better serve citizens.
This Request for Proposals (RFP) is to select a consulting vendor with sufficient experience to guide and assist
in the requirements analysis, RFP preparation for the system vendor, evaluation of responsive system vendors,
and selection of the successful system vendor. The consulting vendor shall not be affiliated with any hardware
or software vendor, manufacturer, or distributor. This document details the information on which the City will
base its selection. The topics covered in this section include:
♦ Background
♦ Objectives
♦ Scope of Work
The information in this section is intended to provide a City overview and convey this project's priorities to the
proposed consulting vendor.
Background
This section 1.1 provides background information on the City. The consulting vendor should use this
information to gain a sense of the City's size and scope of services provided to both internal departments and
the citizens.
City Information
The City is the eighth largest city in Washington, with a population of 86,000 and a 28 square mile geographic
area. The City's population is projected to grow to 100,000 or beyond within the next few years.
The City has approximately 800 full-time employees. The number of temporary employees on the payroll
varies from 100 to 350. The City is a full service city and includes the following departments:
• Administration/ • Employee Services • Information • Parks, Recreation
Office of the Mayor Technology and Community
Services
• City Clerk • Finance Services • Legal • Police
• Economic & • Fire & Life Safety • Municipal Court • Public Works
Community
Development
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1.1.1 City Information (continued)
The City operates over 25 facilities including:
♦ City Hall
♦ Centennial Center r
♦ Several Parks and Recreation Facilities
♦ Public Works Maintenance Facilities
♦ 6 Police Department Facilities
♦ Corrections Facility
♦ Municipal Court
♦ 8 Fire Department Facilities. f
The Technology Plan
In December 2007, the City Council approved a three-year, Capital Improvement Plan for Technology(Tech '
Plan). The Tech Plan's goal is to provide the resources necessary to address the City's technology infrastructure
and information system needs. A portion of the Tech Plan funding is allocated to replace the current permit
tracking system, KIVA and the Asset Management and Work Order Request System (Hansen).
City Departments Impacted by the System Replacement
Approximately 250 City staff members rely on the functionality of the proposed system to provide critical core
business services. These include the departments of: Economic and Community Development, Finance, Fire,
Information Technology, Parks & Community Service, Police, and Public Works.
Current Systems
Permit Tracking System:KIVA
The current KIVA permit tracking system, implemented in 1999, is a complex, labor-intensive software
application which is no longer supported by the vendor. The application has been extensively customized to fit
the City of Kent's work flow, resulting in unreasonable resource demands of the City's Information Technology
support staff, laborious and inconsistent procedures for users, and it no longer meets customer service demands.
The system replacement has been identified as one of the highest work program priorities for the City. KIVA is
currently used by six departments/divisions and fails to meet critical business and auditing requirements,
optimum customer services, and necessary interfaces to other critical mission functions. These include
web/public access, on-line permitting and licensing, Geographic Information System, GIS, expanded Interactive
Voice Response, IVR, functionality, cashiering/auditing of fees, electronic plans submittal, enhanced query and �I
reporting,and remote access for field staff.
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Average annual permit/approval volume: 5,500
Current number of permit types: 200+
jCurrent number of users: 150
Proposed number of permit types: 100
Average annual inspections volume: 20,000— 30,000
I Provide Contract Fire Development Review and Inspection Services for the City of Covington.
Asset Management/Work Order Request System: HANSEN
Public Works Operations Division currently uses Hansen Version 7 for all asset management except fleet.
I Work orders are scheduled and completed on assets, and costs are tracked for labor, equipment, and materials.
Reports are run by section, work order activity, and cost. Work orders are expensed to three enterprise service
funds and the general fund, and work is billed internally to projects and externally to the City. Hansen also
performs inventory control for the water, sewer, and drainage utilities.
The Hansen system and its' business requirements are part of the new system replacement procurement.
Ideally, one system will provide the functionality for both permitting and asset management; however, the
i systems vendor RFP will allow vendors to respond to all or one of the major requirements.
Number of current distinct assets: 100,000
Current number of system users: 75
Expand system availability to include the maintenance and facilities divisions of the City's Parks,
Recreation, and Community Services Department.
Proiect Teams
Since June 2007, the Project Steering Committee members meet monthly and the Project Core Team members
i meet weekly
Role Responsibilities Partieipant(s)
Project Sponsor ♦ Ultimate decision-maker and tie- Mike Carrington- IT Director
breaker Ben Wolters- Economic &
Community Development
iPrimary ♦ Provide project oversight and guidance Director
Stakeholders ♦ Determine project priorities Fred Satterstrom-
♦ Resolve management issues Community Development
iDirector
♦ Review/approve project deliverables
Steering Steering Committee
I
Committee and ♦ Allocate resources Mike Carrington- IT Director
Project Core ♦ Review and approve project Ben Wolters- Economic
Team deliverables Fred Satterstrom-
♦ Provide knowledge and Community Development
Director
*Indicates:on recommendations
*Jon Napier- Division
both
committees ♦ Remove project barriers Chief/Fire Marshall
*Curt Ryser- ITS stems
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♦ Update Project Sponsor Manager
Levin Conway- PW
Operations
*Charlene Anderson—
Planning
*Kimberlee McArthur-
Permit Center
*Mike Gillespie-Public
Works Development
Manager
*Kurt Hanson Economic
Development
*Bob Hutchinson- Building
Official
*Toni Mommersteeg Moore
Core Team
Cindy Riege- PW
Engineering
Heather Thomas- Public
Works Engineering
Cindy Tyree- Permit Center
Matt Gilbert- Planning
Bill Zeitler- Building
Garin Lee—Parks
*
Project ♦ Manage project (e.g., schedule) Toni Memmer-steeg Moore
Manager
♦ Provide overall project direction won
♦ Direct/lead team members toward
project objectives
♦ Review and approve project
deliverables
♦ Handle problem resolution
♦ Update Governance Committee
1.1.6 Project Procurement Team
CONSULTANT SERVICES AGREEMENT - 4
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Role Responsibilities Participant(s)
Project ♦ Provide project methodology and
Consultants procedures
♦ Assist with project management
responsibilities
♦ Guide project analysts in completing
deliverables
♦ Q/A project deliverables
♦ Complete selected project deliverables
♦ Relay best practices
Project Analysts ♦ Complete selected project deliverables Project Core Team
including needs assessment, RFP Project Steering Committee
response evaluations, and selection of
consulting and system vendors
♦ Understand the user needs and business
processes of their area
♦ Act as consumer advocate in
representing their area
♦ Update their area
Subject Matter As ne`acdiema
ll
Experts depaes
Obiectives
The project associated with this RFP has several objectives that are outlined below. The successful consulting
vendor must demonstrate to the City's satisfaction that it can best assist the City in meeting these objectives:
CONSULTANT SERVICES AGREEMENT - 5
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♦ Establish a relationship with a consulting vendor that has a proven track record in Permit Tracking,Asset {
Management,Work Order Request Management, and Customer Service systems selection for municipal
government agencies.
♦ Identify the immediate and long term needs of system users, including business process improvement
analysis of some processes.
♦ Develop project ownership and support from system users.
♦ Understand current best practices and customer service trends in permitting, asset management,Customer
Relationship Management(CRM), and how to apply them to the City's environment.
♦ Understand the latest developments and future direction in the permitting and asset management arena,
including web services and remote computing.
♦ Expedite the systems RFP process and produce core elements of the systems RFP including a forms-based
RFP to ensure consistent vendor responses to simplify proposal evaluations.
♦ Develop collation and scoring methodology for systems RFP responses. i
♦ Select a new system that best satisfies user requirements, offers long-term viability, and sustainability, and is
suited to the City's current and future infrastructure.
♦ Prepare for the implementation of the new system.
♦ Complete the project on-schedule and within budget.
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Scope of Work
This subsection details the deliverables and services the City expects to receive from the consulting vendor as
-- the City proceeds through completing the systems RFP. The system's procurement project is divided into four
pbases:
' Phase Milestone(s)/Deliverable(s) Tentative
Target Completion Dates
I. System Selection Project Plan ♦ Approve Project Plan June 2007
Status =Complete
II. Requirements Definition ♦ Project Core Team- Evaluate and June 2007 — December 1,
consolidate permit typology, 2009
submittal requirements, and Status = Complete
routing.
♦ Develop and implement process
improvements for complex land use
i- and civil review.
♦ December 2008 - July,
♦ Document business and systems 2009
- requirements for core business Status = Draft Complete
service areas.
1 ♦ Finalize business requirements ♦ Sept., 2009- Oct., 2009
f
111. RFP Creation &Distribution ♦ Complete systems RFP- submit to Sept., 2009— October, 2009
Law Department and management
for review and revision.
j November, 2009
♦ Obtain management and Law
Department approval on the
systems RFP.
♦ Publish System RFP ♦ December, 2009
Review log of systems vendor
{ questions, and prepare responses. ♦ January, 2009
l ♦ Bidder's Conference
♦ February, 2010
IV. System Proposal Evaluation ♦ Complete a preliminary evaluation ♦ February—March, 2010
&Recommendation matrix
CONSULTANT SERVICES AGREEMENT - 7
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♦ Prepare a top 3 systems vendors list
♦ Complete final evaluation matrix
(with reference checks and product
demonstrations)
♦ Approve management
recommendation and presentation
♦ Obtain management approval of
Implementation Plan.
Phase I— The System Selection Proiect Plan
Consulting vendors responding to this RFP shall prepare a plan that describes how the consulting vendor will
complete project phases 2—4. Essential elements of this part of the RFP will include:
Objectives (specific, measurable, attainable, and relevant)
Scope Statement (project boundaries, including items that are not addressed)
Approach (including methodologies and procedures for needs assessment and system RFP evaluation,
detailed work plan for next phase, project team, their roles and responsibilities)
Schedule and Milestones (including tasks, deliverables, resources, duration, begin/end dates)
Budget(per phase)
Communication Plan(status reporting,problem escalation, quality assurance checkpoints, and approvals)
Assumptions/Constraints
Change Management Plan
Obtain management approval for project plan.
Phase H—Requirements Definition
In assisting the City by preparing a system RFP, the consulting vendor is to:
CONSULTANT SERVICES AGREEMENT - 8
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Verify the high-level system objectives and requirements as outlined in the City's business/systems
requirements documents.
Link the system objectives to business/service objectives that have measurable performance criteria.
Verify the requirements and use as the baseline for detailed requirements definition.
Perform a needs analysis, if necessary, and gather detailed system requirements for all areas in the City that
use permit, asset management, and work order request systems.
Confirm information (in terms of inputs and outputs) each area identified by the City advises it needs to
perform its business function. Requirements should include but are not limited to:
Internal and external system interfaces
Data Transfer
Electronic forms
Web services and on-line permitting
Process milestones, activity, reviewer, and inspection status.
Standard and ad hoc queries
Reporting (internal and external)
Document management
Resident request tracking
Electronic plan submittal and review
Business licensing
Land information, address process
Fee calibrations
Permit typology
Submittal requirements
Routing& work flow
Timekeeping and billing
Bond tracking, Bills of Sale, As-builts
Development inspections, IVR, and Field access.
Asset management
Work Order request tracking
GIS
Code Compliance
Security
Policy/Procedures
Back-up
Administration
Contingency planning/ Disaster recovery
Conversion(e.g., data, forms)
Training
Architecture/Performance
CONSULTANT SERVICES AGREEMENT - 9
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Support/Maintenance
Network Infrastructure
Other Constraints and Assumptions
Consolidate existing requirements and develop others as needed
Obtain final management approval of systems RFP
Establish evaluation criteria, use criteria to create a systems RFP / systems vendor evaluation model for
approved requirements.
Obtain management approval for the evaluation model.
Phase III-RFP Creation and Distribution
Prepare the systems RFP that includes sections for: ,
♦ Consolidated Requirements (deliverables from Phase II—Requirements Definition)
♦ Implementation Approach and Schedule
♦ Hardware and Software Requirements
♦ Network Integration
♦ Systems Vendor Demo Scripts (for the 3-4 most successful vendors)
♦ Customization
♦ Consulting
♦ Conversion
♦ Testing and Validation
♦ Training
♦ Documentation
♦ Support and Maintenance
♦ Warranty
Obtain Law Department and management approval of the systems RFP. Identify key systems vendors, publish
the systems RFP as required by Washington State law for local governments, and distribute the RFP. Track
systems vendor questions, formulate responses, and prepare any necessary addendums to the systems RFP.
Phase IV—Proposal Evaluation and Recommendation
The final project phase deals with systems vendor RPF responses and systems vendor selection which includes:
CONSULTANT SERVICES AGREEMENT - 10
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♦ Receiving and tracking RFP responses
♦ Managing systems vendor follow-up
♦ Evaluating proposals and completing preliminary evaluation model
♦ Identifying the top 3 to 4 systems vendors
♦ Coordinating systems vendor demonstrations
♦ Checking customer references
♦ Completing evaluation model with reference checks and systems vendor demonstration results
♦ Advising the City during its selection of the successful systems vendor
r ♦ Preparing a recommendation to City management, including a cost summary
♦ Preparing the Implementation Plan that includes:
An overall implementation plan containing all project plan elements outlined in Section 1.3.1
Detailed task plan and schedule for phase 1 of the implementation
Sections addressing the applicable categories outlined in Section 1.3.3
♦ Preparing management presentation.
Items Not Included in this RFP
The City reserves the right to include or exclude various portions of the scope of work in this RFP.
CONSULTANT SERVICES AGREEMENT - 11
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Procurement Process
This section provides information regarding the City's procurement process for this consulting vendor RFP
Procurement Schedule
The milestones of the procurement process for the ultimate system to be selected by the City, with the
consulting vendor's assistance, are summarized below in Table 8. The City will expect the consulting vendor to
meet these deadlines unless the City and the consulting vendor mutually agree otherwise.
Table 8: Schedule of Contract Events
Milestone Tentative Scheduled Date
Complete System & Business Requirements, 9/13/09— 11/30/09
Develop RFP
Release Systems RFP 12/1/09
Systems Proposals Due 1/14/10
Systems Finalists Announced 2115110
Systems Vendor Presentation Demos 3115110—3130110
Systems Vendor Selection 415110
Contract Negotiations and Detailed Planning 4/10/10
Law Department Review & Approval 4/10/10—4/27/10
Operations Committee 4/20/10
City Council 5/4/10
Systems Vendor Contract Signed 515110
Systems Project Kickoff 515110
The City reserves the right to modify the schedule as circumstances may warrant.
Proposal Date Time Location
See Consulting Vendor Instructions, Section 3 for specific proposal format.
All proposals should be received at the City address listed below no later than August 24, 2009, 3:00 PM,
Pacific Daylight Time. Consulting vendors are solely responsible for ensuring that proposals are delivered on
time. Late proposals may not be accepted and may automatically disqualify a proposal from further
consideration. The City reserves its absolute right, in its sole discretion, to accept or reject any proposal not
timely delivered or delivered without the required number and type of copies. Electronic proposal copies, such
as fax or E-mail, will not be accepted. Proposals should be sent to the City Clerk for the City of Kent. The
envelope should be addressed on the outside of the envelope/package as follows:
City Clerk's Office
City Of Kent
220 4th Avenue South
Kent,WA 98032
Re:RFP Consultant for Permit,Asset,and Work Order System Project
Attn: Toni Mommersteeg Moore
CONSULTANT SERVICES AGREEMENT - 12
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Communications with the City of Kent
All communications regarding this consulting RFP from vendors and other sources must be directed, in writing,
to the City's RFP Coordinator as follows:
Toni Mommersteeg Moore
City of Kent
Information Technology
220 4th Avenue South
Kent, WA 98032
Phone: (253) 856-4659
Fax: (253) 856-4735
Email: tommersteeg-moore(a�,ci.kent.wa.us
Consultin! Vendor Clarifications and Questions
The RFP Coordinator is the sole point of contact for this proposal. Any other communication will be
considered unofficial and non-binding on the City, and may result in disqualification of the consulting vendor.
Specific consulting vendor questions concerning the RFP must be submitted in writing or sent via e-mail and
received by 1:00 P.M., PDT, August 17, 2009. Copies of questions relevant to the RFP process, together with
the City's response will be distributed to all participating consulting vendors.
Consulting vendors who seek information, clarification, or interpretations from City employees without using
this written submission process are advised that such material is used at the consulting vendor's own risk and
the City shall not be bound by any such representations, whether oral or written.
Clarifications
The City reserves the right to obtain clarification of any point in a consulting vendor's proposal or to obtain
additional information necessary to properly evaluate a proposal. Failure of a consulting vendor to respond to
such a request for additional information or clarification may result in rejection of the consulting vendor's
proposal. The City's retention of this right shall in no way reduce the responsibility of consulting vendors to
submit complete, accurate, and clear proposals.
Consulting Vendor Contact
The proposal must include the name of the specific individual who will act as the primary consulting vendor
contact during proposal evaluation. The proposal must identify the contact's organization, position in the
organization, address, telephone number, fax number, and e-mail address.
Summary of RFP Process
The outline given below describes the City's procurement process after RFP release.
RFP Changes or Amendments
Any RFP revisions will be issued in the form of an addendum and will be distributed to all consulting vendors
prior to the proposal due date.
CONSULTANT SERVICES AGREEMENT - 13
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Consulting Vendor Submits Proposal
Reference instructions in Section 3, Consulting Vendor Instructions of this document for the required vendor '
response format and content. gl
City Evaluates Proposals
Consulting vendor proposals will be evaluated based on each proposal's merits in response to Section 3 of this
RFP, Consulting Vendor Instructions. The City's evaluation team will determine which consulting vendor
solution can best serve the City's goals and environment. The evaluation will focus on the following aspects: I�
i
♦ Consulting Vendor Qualifications
♦ Consulting Team
♦ Costs
♦ References
City Announces Finalists
The City will announce up to four(4)finalists. The City reserves the right, at any time during the selection
process, to include additional consulting vendors for final evaluation activities. The selected consulting vendor
finalists will be notified and a time will be scheduled for the vendor to participate in a presentation.
I
Consulting Vendor Presentations
Each of the finalists will conduct a presentation at the City's offices that will consist of the following activities:
Oral Presentations
Company Overview
Similar Project
Project Approach
Proposal Validation
The second half of the consulting vendor presentation is for proposal validation. The intention is to
discuss the City's needs and the cost model. The purpose of this activity is to: l
Begin developing a partnership between the City and the consulting vendor;
Enable the City to fully understand the proposal's cost element in order to equitably compare competing
proposals;
Initiate contract discussions;
Discuss consulting vendor business qualifications; and
Discuss team members.
Final Consulting Vendor Selection
The City may interview the Consulting Team members identified in the consulting vendors' RFP responses as
part of the final selection and negotiation process.
The City reserves the right to negotiate with all consulting vendors deemed qualified based on the evaluation
process. Qualified consulting vendors are those vendors identified as viable by the City's evaluation team, in
CONSULTANT SERVICES AGREEMENT - 14
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their sole determination. The Cityreserves its unqualified right to select the consulting vendor it determines
q g g
best meets all the needs and goals of the City and this system project. The City's evaluation team, and not any
consulting vendor, is best qualified to make that decision. By submitting to this RFP process, responding
consulting vendors acknowledge and accept that the City's decision will be made on both objective and
subjective criteria and further agree that they will not subsequently file any claim or suit pertaining to the City's
decision on this RFP based on this process and specifically waives any right it might have to file such a suit or
claim.
At this final stage in the process, the City prefers to work with a single consulting vendor on the terms of its
proposal; however, the City may evaluate and negotiate with more than one viable consulting vendor. The City
also reserves the right to review the most recently audited financial statements for selected consulting vendor(s).
i Progress Payment Schedule
The City expects to make progress payments to the selected consulting vendor based upon on-time completion
of the project phases as described in Section 1.3, Scope of Work, of this RFP, and the consulting vendor's cost
proposal.
Contract Award and General Terms and Conditions
The period of performance of any contract resulting from this RFP is tentatively scheduled to begin on or about
Sept., 2009, ending on or about April, 2010. The successful consulting vendor will be expected to enter into a
contract that is substantially the same as the sample contract attached and incorporated in Appendix B to this
fRFP. In no event is a consulting vendor to submit its own standard contract terms and conditions in response to
this solicitation. The consulting vendor may submit exceptions as allowed in the Certifications of Assurances
section, attached in Appendix A. The City will review requested exceptions and accept or reject the same at its
sole discretion.
Insurance Coverage
The selected consulting vendor shall, at its own expense, obtain and keep in force insurance coverage, of the
types and amounts required by the City, in"Exhibit B" (located in Appendix B of this document), that shall be
maintained in full force and effect during the term of the contract. The selected consulting vendor shall furnish
evidence, in the form of a Certificate of Insurance, that insurance shall be provided, and a copy shall be
forwarded to the City prior to the effective date of any contract entered into as a result of this RFP.
2.5.10 Contract Approval
The City's obligation will commence when the City Council approves and the Mayor signs the contract. Upon
written notice to the consulting vendor, the City may set a different contract starting date, and all warranties and
price guarantees, and other time sensitive conditions will be adjusted accordingly. The City will not be
responsible for any work done by the consulting vendor, even work done in good faith, if it occurs prior to the
contract start date set by the City.
The Mayor or the Mayor's delegate is the only individual who may legally commit the City to the expenditure
of funds for a contract resulting from this RFP. No cost chargeable to the proposed contract may be incurred
before receipt of a fully executed contract.
Proposal Process
This section outlines the responsibilities of both the City and consulting vendor in the creation and disposition
of materials contained in the vendor's proposal.
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Reference Checks
The City may conduct reference checks on competing consulting vendors throughout the procurement process.
The City may also contact any person or organization for information regarding a consulting vendor regardless
of the references provided by the vendor.
Costs Incurred by Consulting Vendors
The City shall not be liable for any costs incurred by a prospective consulting vendor for preparing or
submitting a proposal to the City or for any subsequent demonstrations,presentations, or other activities
required by the City and related to responding to this RFP. Proposals should be prepared simply and
economically,providing a straightforward, concise description of the consulting vendor's capabilities to satisfy
the proposal requirements.
Right of Selection or Resection of Proposals
The City offers this proposal for consulting services as a competitive negotiation. The City, at its sole option,
may select or reject any or all proposals for any reason, may waive any informality in the proposals received,
and may waive minor deviations from the specifications and the City shall be the sole judge thereof. Selection
of a consulting vendor shall not be construed as a contract award. The City may award a contract on the basis
of information in addition to that received in a proposal.
The City reserves the right to make an award without further discussion of the proposal submitted. Therefore, it
is emphasized that all proposals should be complete and submitted initially with the most favorable financial `
terms. There may be no best and final offer procedure.
Incorporation ofRFP and Proposal in the Final agreement
This RFP and the consulting vendor's proposal, including, without limitation, all promises, warranties,
commitments, demonstrations and representations made during the proposal selection process, shall be binding
and incorporated by reference into the City's contract with the consulting vendor.
Errors in Proposals
Prospective consulting vendors are responsible for all errors or omissions in their proposals and any such errors i
or omissions will not serve to diminish their obligations to the City. Consulting vendors will not be allowed to
alter proposal documents once proposals have been submitted. However, the City reserves the right to allow
corrections or amendments due to errors identified in the proposals by either the consulting vendor or the City.
The City may waive minor administrative irregularities contained within the proposal documents.
Period of Vah( ity of Proposals
The consulting vendor must certify that its proposal will remain in effect for 180 days after the completion of
vendor presentations. The City may request an extension beyond the 180 days. j
Proprietary Information and the Public Records Act
By Submitting a proposal, any proposer agrees to forgo making any public records request for any proposal
submitted for this RFP and, to the extent allowed by law,waives its right to make such a request until the
contract is awarded to the selected proposer and signed by the Mayor. To the extent allowed by law, all
proposals received shall remain strictly confidential until the Contract, if any, resulting from this RFP is signed I
by the Mayor and the apparent successful Proposer.
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Any information in the proposal that the Proposer desires to claim as proprietary and exempt from disclosure
under the provisions of Washington State Public Records Act must be clearly designated. The page must be
identified as well as the particular exemption from disclosure upon which the Proposer is malting the claim.
Each paragraph, section, or page claimed to be exempt from disclosure must be clearly and conspicuously
identified by the word"Confidential." However, identifying portions of a proposal in this manner does not
guarantee that the materials will not be disclosed, and the City cannot guarantee or warranty the same.
The City will consider a Proposer's request for exemption from disclosure; however, the City will make a
decision based on its interpretation of state law. Marking the entire proposal exempt from disclosure will not be
honored. If any information is marked as proprietary in the proposal, such information will not be made
available until the affected Proposer has been given at least 48 hours prior notice so that the Proposer may seek
a protective order in a court of appropriate jurisdiction against the requested disclosure.
By submitting a proposal, the proposer agrees that it is not the responsibility of the City of Kent to seek any
protective orders on behalf of that proposer.
Proposal Disposition
All materials submitted in response to this RFP shall become the City's property and will not be returned.
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CONSULTING Vendor Instructions
This section provides the format and description of the information required for a consulting vendor's response f
to be considered by the City. The consulting vendor must submit three (3)paper copies and one (1) electronic
copy of its proposal (in MS Office/Word 2007 with the cost model in MS Office/Exce12007 emailed) at the
date, time, and location given in Section 2.2 Proposal Date, Time, and Location. Hard copies of the entire
proposal must be submitted to the City Clerk in a sealed envelope or box as provided for in this RFP.
Proposal Format
The consulting vendor's proposal shall be submitted in the format outlined in this section. Failure to comply
with the specified format may result in the City's rejection of the consulting vendor's proposal. The City
reserves the right to reject any or all proposals. Other subject headings may be added, as the consulting vendor
believes necessary. The City reserves the right to require additional information or materials after the proposals
are submitted.
Consulting vendors should respond to all requirements stated in this RFP and all of the appendices for the
services they are offering. Failure to fully respond as required may result in rejection of your proposal.
The proposal and the Certifications and Assurances form attached and incorporated as Exhibit
must be signed by an officer authorized to negotiate for and contractually bind the consulting vendor, e.g.
the President or Executive Director in a corporation, the managing partner if a partnership, or the proprietor if a
sole proprietorship. 1
The following is an outline of the proposal contents. Guidelines for completion of each section are included
below:
I. Cover Letter
Consulting vendors should submit a cover letter that identifies the consulting vendor and
provides a summary of its proposal. Additionally, the Certifications and Assurances form
included in Appendix A to this RFP shall be included and made a part of the consulting vendor's
RFP response.
II. Table of Contents
1II. Consulting Vendor Engagement Questionnaire i
Consulting vendors should complete and submit the Consulting Engagement Questionnaire,
attached as Section 4 of this RFP document.
IV. Consulting Vendor Response Forms
Consulting vendors should complete and submit the following forms included in Appendix A to }
this RFP: Consulting Vendor Authorization
The consulting vendor authorization should certify that this is the vendor's response to the City's f
RFP and identify both a vendor contact point for the vendor and the person authorized to negotiate
for and contractually bind the vendor. A format is provided in Appendix A.
Subcontractor Identification
The consulting vendor should provide information for each subcontractor included in the
proposal. A format is provided in Appendix A.
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IV. Consulting Vendor Response Forms (continued)
Consulting Vendor Profile
The consulting vendor should complete the Consulting Vendor Profile form provided in
Appendix A.
Cost Model
City representatives will review the cost model with the consulting vendor finalists
following the vendor presentations. Instructions are provided along with the cost model
in Appendix A.
Non-Collusion Covenant
The consulting vendor must certify that it has in no way entered into any contingent fee
arrangement with any firm or person, and that the consulting vendor has not in any
manner sought by collusion to secure any advantage over other vendor(s). A Non-
Collusion Covenant form is in Appendix A for the consulting vendor to review, sign, and
return with its proposal.
Equal Employment Opportunity Declaration
The consulting vendor must certify that it complies with the City's Minority and Women
Contractors Policy. A copy of the City's Administrative Policy and a declaration are
included in Appendix A for the consulting vendor to review, sign, and return with its
proposal.
V. Proposal Price Guarantee
The consulting vendor must provide a written guarantee to maintain the prices proposed
in the cost summary for 180 calendar days beyond completion of the consulting vendor
presentations.
VI. Acceptance of Terms
An authorized consulting vendor representative must submit a statement demonstrating the
vendor's acceptance of all parts of the RFP, including the contract terms provided for in the
City's form contract included in Appendix B to this RFP. If the consulting vendor cannot
provide this acceptance statement, the consulting vendor must enumerate each specific exception
to the City's RFP, together with the consulting vendor's proposed changes. The City will not
accept substitutions by the consulting vendor with the vendor's own boilerplate documents.
VII. Additional Materials Submitted by Consulting Vendor
Vill. RFP Decision Process Schedule:
A. Consulting RFP Date Published: August 10, 2009
B. Consulting Vendor Questions Due to City: August 17, 2009
C. Consulting Vendor RFP Responses Due to City: August 24, 2009
D. Top Consulting Vendor RFP Responders Proposal Presentations
to Project Steering Committee: Sept., 2009
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CONSULTING VENDORS SHOULD BE AWARE THAT THIS DOCUMENT, THE CONSULTING
VENDOR'S RESPONSE, AND A PROJECT SCHEDULE WILL BE ATTACHED TO THE SELECTED
CONSULTING VENDOR'S PROJECT CONTRACT.
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CONSULTING ENGAGEMENT Questionnaire
The City's project milestones/deliverables are outlined in Section 1.3 Scope of Work, and the anticipated
staffing is located in the Section 1.1.5 Project Team. The consulting vendor is strongly encouraged to use this
information as a guideline to complete the Consulting Engagement Questionnaire.
The Consulting Engagement Questionnaire contains the following sections:
Project Approach and Methodology
Consulting Team
Customer References
The City expects the selected consulting vendor's Consulting Team to possess high levels of knowledge and
experience in proven methodologies and best practices. The City's focus is on determining that the consulting
vendor's Consulting Team and organization has a high degree of experience with successful permitting, asset
management and work order systems procurements and implementations. Expertise should include both
technical and functional expertise for the proposed products.
Project Approach and Methodoloey
Attach a description of the proposed project approach that addresses, at minimum, the following:
Briefly describe your company's consulting experience and expertise with:
Permit Tracking, Asset and Work Order Management for municipal government.
Project Management
Needs Analysis
RFP Preparation and schedule.
RFP Response Evaluation and Consulting Vendor Selection
Attach with your proposal the project plan outline for a project of similar size and complexity that your
company has completed.
Attach with your proposal a project plan outline for this engagement that describes how the consulting
vendor intends to complete the work effort.
What amount of elapsed time in days is typically required to complete an engagement of this size and
complexity?
Describe the methodologies in detail that your company would use to complete the deliverables identified in
Section 1.3 Scope of Work.
Describe how your company validates user requirements.
Based on your engagement experience, describe the key criteria typically used to select an enterprise
systems that provide core services used across a large organization and with which other applications are
dependent..
Describe the "lessons learned" from prior engagements where your company has assisted in procuring a
permit and or asset management system to replace existing systems.
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Consulting Team
Review the scope of work as identified in the Section 1.3 and assume the following:
♦ The consulting vendor is the primary resource to complete Phases I and III.
♦ The consulting vendor provides supplementary resources to complete Phases II and IV; however, in Phase
IV the consulting vendor is the primary source to complete the management report, presentation and
implementation plan.
♦ Please describe how you propose to supplement the City's Project Teams. Describe number of FTEs, the
role each individual will play in the project, and the expected duration of service for each individual. ,
Describe experience level and/or technical expertise to be provided by each team member and costs
associated with providing assistance. Also, include a resume of each individual(s) you plan to assign to
this engagement.
Customer References
Submit at least 3 professional references, along with a description of the work that the consulting vendor did for
each reference. The ideal reference will be from a public sector organization that recently received services
similar to those outlined in this RFP and that were managed by the same project manager and/or project team
the consulting vendor would assign to this project. The City reserves the right to contact any reference or client f
listed that may be helpful to the City in evaluating the consulting vendor's performance on previous
assignments.
For each reference, please provide the minimum following information:
Organization Name }
Organization Type
Contact Name
Contact Title
Address f
Telephone
Email Address 1
Project Name
Engagement Dates (e.g., begin and end dates)
Engagement Description: Describe your company's involvement with the prior projects identified,
focusing specifically on your work in the following areas:
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— Permit, Asset Management, Work Order Request Tracking Systems Procurement Assistance.
— Project Management.
— Business and systems needs analysis.
— RFP preparation.
— RFP response Evaluation and Vendor Selection.
— Systems Implementation.
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Appendix A - Vendor Response Forms
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CERTIFICATIONS AND ASSURANCES
Uwe make the following certifications and assurances as a required element of the proposal to which it is
attached,understanding that the truthfulness of the facts affirmed here and the continuing compliance
with these requirements are conditions precedent to the award or continuation of the related contract(s):
1. Uwe declare that all answers and statements made in the proposal are true and correct.
2. The prices and/or costs data have been determined independently, without consultation,
communication, or agreement with others for the purpose of restricting competition. However,
Uwe may freely join with other persons or organizations for the purpose of presenting a single
proposal.
3. The attached proposal is a firm offer for a period of 180 days following receipt, and it may be
accepted by the City of Kent, Washington without further negotiation (except where obviously
required by lack of certainty in key terms) at any time within the 180—day period.
4. In preparing this proposal, Uwe have not been assisted by any current or former employee of the
City of Kent whose duties relate (or did relate) to this proposal or prospective contract, and who
was assisting in other than his or her official, public capacity. (Any exceptions to these
assurances are described in full detail on a separate page and attached to this document.)
5. Uwe understand that the City of Kent will not reimburse me/us for any costs incurred in the
preparation of this proposal. All proposals become the property of the City of Kent, and Uwe
claim no proprietary right to the ideas, writings, items, or samples, unless so stated in this
proposal.
6. Unless otherwise required by law, the prices and/or cost data which have been submitted have
not been knowingly disclosed by the Proposer and will not knowingly be disclosed by him/her
prior to opening, directly or indirectly, to any other Proposer or to any competitor.
7. I/we agree that submission of the attached proposal constitutes acceptance of the solicitation
contents and the attached sample contract and general terms and conditions. If there are any
exceptions to these terms, I/we have described those exceptions in detail on a page attached to
this document.
8. No attempt has been made or will be made by the Proposer to induce any other person or firm to
submit or not to submit a proposal for the purpose of restricting competition.
9. I/we grant the City of Kent the right to contact references and others, who may have pertinent i
information regarding the Proposer's prior experience and ability to perform the services
contemplated in this procurement.
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Signature of Proposer
Title Date
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Consulting Vendor Profile
Please provide the following consulting vendor information shown in Table Al.
Table A1: Consulting Vendor Profile Questionnaire
Question Response
Year founded:
Headquarters location:
Local offrcer(s):
Total gross revenues:
Number of full-time personnel:
Total company
Management
Support/Administration
Number of full-time personnel dedicated to public
sector consulting.
Number of current engagements:
Permit&Property Tracking
City/County/Regional Government Systems
j City Asset Management/Work Order/CRM systems
Other
Is the company, or any principal of the company,
engaged in any legal actions relating to the
performance of consulting services? If so, please
{ describe the nature of the legal action.
Has the company, or any principal of the company, had
any judgments rendered against them relating to
consulting services? If so, please describe the nature of
the judgment.
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Vendor Authorization
I, <Consultinn Vendor Representative Name>, certify that<Consultine Vendor Name>have reviewed the
City's Permit, Asset Management and Work Order Request Systems Replacement Procurement Assistance RFP
for consulting services and responded to all required sections as directed in the REP. This proposal constitutes
<Consultine Vendor Name>response to the City's Systems Procurement Assistance RFP.
I further certify that I am authorized to negotiate for and contractually bind<Consultine Vendor Name>in all
discussions with the City for the procurement of the consulting services as described in the City's Systems
Replacement Procurement Assistance RFP.
All contact with<Consultine Vendor Name>should be directed to: i
Name:
Title:
Address:
Telephone:
Fax:
Email:
Signed Date
Title Corporate Seal:
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Subcontractor Identification
Please provide the following information for each subcontractor included in this proposal:
Organization
Organization Contact
Contact Title
Address
Telephone
Fax
Email
Please provide a description of Subcontractor's duties while performing work for the City.
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Cost Model Instructions
City representatives will review the cost model with consulting vendor finalists following the consulting vendor
presentations.
The cost model must represent all costs associated with the consulting services to be provided as part of this
project. The City's internal resource costs should not be included.
The consulting vendor will provide pricing for each phase of work.
The consulting vendor must use the cost model provided;however, the consulting vendor may adjust the format
as is reasonable and appropriate. The consulting vendor is responsible for presenting accurate and valid price
information. The City is not subject to local sales tax for consulting services, so sales tax should be excluded
in proposed prices. f
Phase I—Systems Selection Project Plan
Refer to Section 1.3.1, Phase I—Permit, Asset Management and Work Order Request Systems Replacement
Selection Project Plan, for a detailed description of consulting services to be provided in Phase I and complete
Table A-1 below:
Table A-1: Phase I Cost
Description Cost
Consulting Services
Expenses
Document Preparation
Total Not to Exceed
Phase I1—Requirements Definition
Refer to Section 1.3.2,Requirements Definition, for a detailed description of consulting services to be provided
in Phase II and complete Table A-2 below:
Table A-2: Phase II Cost
Description Cost
Consulting Services
Expenses i
Document Preparation
Total Not to Exceed f
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Phase III—RFP Creation &Distribution
Refer to Section 1.3.3, Phase III—RFP Creation & Distribution, for a detailed description of consulting services
to be provided in Phase III and complete Table A-3 below:
Table A-3:Phase III Cost
Description Cost
Consulting Services
Expenses
Document Preparation
Total Not to Exceed
Phase IV-Proposal Evaluation and Recommendation
Refer to Section 1.3.4, Phase IV—Proposal Evaluation and Recommendation, for a detailed description of
consulting services to be provided in Phase IV and complete Table A-4 below:
Table A-4: Phase IV Cost
Description Cost
Consulting Services
Expenses
Document Preparation
Total Not to Exceed
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Non-Collusion Certificate
The undersigned, being duly sworn, deposes and says that he/she is the identical person who submitted the
foregoing proposal, and that such proposal is genuine and not sham or collusive or made in the interest or on
behalf of any person not therein named, as further, that the deponent has not directly induced or solicited any
other bidder to put in a sham bid, or any other person or corporation to refrain from bidding, and that deponent
has not in any manner sought by collusion to secure to himself/herself or to any other person any advantage
over another bidder or bidders for the project described as follows:
Consulting services related to procurement assistance for the Permit,Asset Management and
Work Order Request Systems Replacement Project. `
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Consulting Vendor Name
Signed
Title
Notary Public:
Sworn to before me this day of 2009.
Name
Signature
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Equal Employment Opportunity Declaration
The City is committed to conform to Federal and State laws regarding equal opportunity. As such all
contractors, subcontractors and suppliers who perform work for the City shall comply with the regulations of
the City's equal employment opportunity policies.
The following questions specifically identify the requirements the City deems necessary for any contractor,
subcontractor or supplier to adhere to. An affirmative response is required on all of the following questions.
The questions are as follows:
I have read the attached administrative policy number 1.2.
1. <Consulting Vendor Name> does not and will not discriminate in employment on the basis of sex, race,
color,national origin, age, or the presence of any sensory,mental, or physical disability.
2. <Consulting Vendor Name> provides a written statement to all new employees and subcontractors
indicating commitment as an equal opportunity employer.
3. <Consulting Vendor Name>actively considers hiring and promotion of women and minorities.
4. The requirements outlined in this adherence statement shall be complied with prior to the execution of any
contract between<Consulting Vendor Name>and the City.
By signing below, <Consulting Vendor Name>agrees to fulfill the four(4) requirements referenced above.
Signed Date
Title
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CITY OF KENT
ADMINISTRATIVE POLICY f
NUMBER: 1.2 EFFECTIVE DATE: January 1, 1998
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SUBJECT: MINORITY AND WOMEN SUPERSEDES: April 1, 1996
CONTRACTORS APPROVED BY: Jim White,Mayor i
POLICY:
Equal employment opportunity requirements for the City of Kent will conform to federal and state laws. All
contractors, subcontractors, and suppliers of the City must guarantee equal employment opportunity within their
organization and, if holding contracts with the City amounting to $10,000, or more within any given year, must
take the following affirmative steps:
1. Provide a written statement to all new employees and subcontractors indicating commitment as an equal f opportunity employer.
2. Actively consider for promotion and advancement available minorities and women.
Any contractor, subcontractor, consultant or supplier who willfully disregards the City's nondiscrimination and f
equal opportunity requirements shall be considered in breach of contract and subject to suspension or
termination for all or part of the contract.
Contract Compliance Officers will be appointed by the Directors of Planning, Parks, and Public Works
Departments to assume the following duties for their respective departments. f
1. Ensuring that contractors, subcontractors, consultants, and suppliers subject to these regulations are
familiar with the regulations and the City's equal employment opportunity policy. i
2. Monitoring to assure adherence to federal, state, and local laws, policies, and guidelines.
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Appendix B — Contract for Consulting Vendor Services
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CONSULTANT SERVICES AGREEMENT
between the City of Kent and
[Insert Consultant's Company Name]
THIS AGREEMENT is made between the City of Kent, a Washington municipal corporation
(hereinafter the "City"), and [Insert Consultant's Co. Name] organized under the laws of the State of
[Insert State Co. Formed Under], located and doing business at [Insert Consultant's Address and Phone
Number] (hereinafter the "Consultant").
I. DESCRIPTION OF WORK.
Consultant shall perform the following services for the City in accordance with the following
described plans and/or specifications:
[Insert Detailed Description of Work Consultant will be Performing]
Consultant further represents that the services furnished under this Agreement will be performed in
accordance with generally accepted professional practices within the Puget Sound region in effect at the l
time those services are performed.
II. TIME OF COMPLETION. The parties agree that work will begin on the tasks described in Section
I above immediately upon the effective date of this Agreement. Upon the effective date of this
Agreement, Consultant shall complete the work described in Section I [Type either "within" or "by"
depending on deadline in next form field] [Insert either a date specific or enter # of days, weeks, months,
years, etc.].
III. COMPENSATION.
A. The City pay shall a the Consultant based on time and materials an amount not to exceed
[Insert maximum dollar amount to be paid for services. You may type out the dollar
amount and place the numerical dollar amount in parentheses or you may just enter the
numerical dollar amount] for the services described in this Agreement. This is the
maximum amount to be paid under this Agreement for the work described in Section I
above, and shall not be exceeded without the prior written authorization of the City in the
form of a negotiated and executed amendment to this agreement. The Consultant agrees
that the hourly or flat rate charged by it for its services contracted for herein shall remain
locked at the negotiated rate(s) for a period of one (1) year from the effective date of this
Agreement. The Consultant's billing rates shall be as delineated in Exhibit [Insert Exhibit
that lists the rate to be charged].
B. The Consultant shall submit [Enter monthly or quarterly] payment invoices to the City for
work performed, and a final bill upon completion of all services described in this Agreement.
The City shall provide payment within forty-five (45) days of receipt of an invoice. If the
City objects to all or any portion of an invoice, it shall notify the Consultant and reserves the
option to only pay that portion of the invoice not in dispute. In that event, the parties will
immediately make every effort to settle the disputed portion.
IV. INDEPENDENT CONTRACTOR. The parties intend that an Independent Contractor-Employer
Relationship will be created by this Agreement. By their execution of this Agreement, and in accordance
with Ch. 51.08 RCW, the parties make the following representations:
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A. The Consultant has the ability to control and direct the performance and details of its
work, the City being interested only in the results obtained under this Agreement.
B. The Consultant maintains and pays for its own place of business from which
Consultant's services under this Agreement will be performed.
C. The Consultant has an established and independent business that is eligible for a
business deduction for federal income tax purposes that existed before the City
retained Consultant's services, or the Consultant is engaged in an independently
established trade, occupation, profession, or business of the same nature as that
involved under this Agreement.
D. The Consultant is responsible for filing as they become due all necessary tax
documents with appropriate federal and state agencies, including the Internal
Revenue Service and the state Department of Revenue.
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E. The Consultant has registered its business and established an account with the state
Department of Revenue and other state agencies as may be required by Consultant's
business, and has obtained a Unified Business Identifier (UBI) number from the
State of Washington.
F. The Consultant maintains a set of books dedicated to the expenses and earnings of
its business.
V. TERMINATION. Either party may terminate this Agreement, with or without cause, upon
providing the other party thirty (30) days written notice at its address set forth on the signature block of
this Agreement. After termination, the City may take possession of all records and data within the
Consultant's possession pertaining to this project, which may be used by the City without restriction. If
the City's use of Consultant's records or data is not related to this project, it shall be without liability or
legal exposure to the Consultant.
VI. DISCRIMINATION. In the hiring of employees for the performance of work under this Agreement
or any subcontract, the Consultant, its subcontractors, or any person acting on behalf of the Consultant or
subcontractor shall not, by reason of race, religion, color, sex, age, sexual orientation, national origin, or
the presence of any sensory, mental, or physical disability, discriminate against any person who is
qualified and available to perform the work to which the employment relates. Consultant shall execute
the attached City of Kent Equal Employment Opportunity Policy Declaration, Comply with City
Administrative Policy 1.2, and upon completion of the contract work, file the attached Compliance
Statement.
VII. INDEMNIFICATION. Consultant shall defend, indemnify and hold the City, its officers, officials,
employees, agents and volunteers harmless from any and all claims, Injuries, damages, losses or suits,
including all legal costs and attorney fees, arising out of or in connection with the Consultant's
performance of this Agreement, except for that portion of the injuries and damages caused by the City's
negligence.
The City's inspection or acceptance of any of Consultant's work when completed shall not be
grounds to avoid any of these covenants of indemnification.
Should a court of competent jurisdiction determine that this Agreement is subject to RCW
4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to
property caused by or resulting from the concurrent negligence of the Consultant and the City, its officers,
officials, employees, agents and volunteers, the Consultant's liability hereunder shall be only to the extent
of the Consultant's negligence.
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IT IS FURTHER SPECIFICALLY AND EXPRESSLY UNDERSTOOD THAT THE INDEMNIFICATION
PROVIDED HEREIN CONSTITUTES THE CONSULTANT'S WAIVER OF IMMUNITY UNDER INDUSTRIAL
INSURANCE, TITLE 51 RCW, SOLELY FOR THE PURPOSES OF THIS INDEMNIFICATION. THE PARTIES
FURTHER ACKNOWLEDGE THAT THEY HAVE MUTUALLY NEGOTIATED THIS WAIVER.
The provisions of this section shall survive the expiration or termination of this Agreement.
VIII. INSURANCE. The Consultant shall procure and maintain for the duration of the Agreement,
insurance of the types and in the amounts described in Exhibit [Insert Exhibit #] attached and
incorporated by this reference.
IX. EXCHANGE OF INFORMATION. The City will provide its best efforts to provide reasonable
accuracy of any information supplied by it to Consultant for the purpose of completion of the work under
this Agreement.
X. OWNERSHIP AND USE OF RECORDS AND DOCUMENTS. Original documents, drawings,
designs, reports, or any other records developed or created under this Agreement shall belong to and
become the property of the City. All records submitted by the City to the Consultant will be safeguarded
by the Consultant. Consultant shall make such data, documents, and files available to the City upon the
City's request. The City's use or reuse of any of the documents, data and files created by Consultant for
this project by anyone other than Consultant on any other project shall be without liability or legal
exposure to Consultant.
XI. CITY'S RIGHT OF INSPECTION. Even though Consultant is an independent contractor with the
authority to control and direct the performance and details of the work authorized under this Agreement,
the work must meet the approval of the City and shall be subject to the City's general right of inspection
to secure satisfactory completion.
XII. WORK PERFORMED AT CONSULTANT'S RISK. Consultant shall take all necessary precautions
and shall be responsible for the safety of its employees, agents, and subcontractors in the performance of
the contract work and shall utilize all protection necessary for that purpose. All work shall be done at
Consultant's own risk, and Consultant shall be responsible for any loss of or damage to materials, tools, or
other articles used or held for use in connection with the work.
XIII. MISCELLANEOUS PROVISIONS.
A. Recyclable Materials. Pursuant to Chapter 3.80 of the Kent City Code, the City requires its
contractors and consultants to use recycled and recyclable products whenever practicable. A price
preference may be available for any designated recycled product.
B. Non-Waiver of Breach. The failure of the City to insist upon strict performance of any of the
covenants and agreements contained in this Agreement, or to exercise any option conferred by this
Agreement in one or more instances shall not be construed to be a waiver or relinquishment of those
covenants, agreements or options, and the same shall be and remain in full force and effect.
C. Resolution of Disputes and Governing Law. This Agreement shall be governed by and
construed in accordance with the laws of the State of Washington. If the parties are unable to settle any
dispute, difference or claim arising from the parties' performance of this Agreement, the exclusive means
of resolving that dispute, difference or claim, shall only be by filing suit exclusively under the venue, rules
and jurisdiction of the King County Superior Court, King County, Washington, unless the parties agree in
writing to an alternative dispute resolution process. In any claim or lawsuit for damages arising from the
parties' performance of this Agreement, each party shall pay all its legal costs and attorney's fees incurred
in defending or bringing such claim or lawsuit, including all appeals, in addition to any other recovery or
award provided by law; provided, however, nothing in this paragraph shall be construed to limit the City's
right to indemnification under Section VII of this Agreement.
CONSULTANT SERVICES AGREEMENT - 3
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D. Written Notice. All communications regarding this Agreement shall be sent to the parties at
the addresses listed on the signature page of the Agreement, unless notified to the contrary. Any written
notice hereunder shall become effective three (3) business days after the date of mailing by registered or
certified mail, and shall be deemed sufficiently given if sent to the addressee at the address stated in this
Agreement or such other address as may be hereafter specified in writing.
E. Assignment. Any assignment of this Agreement by either party without the written consent
of the non-assigning party shall be void. If the non-assigning party gives its consent to any assignment,
the terms of this Agreement shall continue in full force and effect and no further assignment shall be
made without additional written consent.
F. Modification. No waiver, alteration, or modification of any of the provisions of this
Agreement shall be binding unless in writing and signed by a duly authorized representative of the City
and Consultant.
G. Entire Agreement. The written provisions and terms of this Agreement, together with any
Exhibits attached hereto, shall supersede all prior verbal statements of any officer or other representative
of the City, and such statements shall not be effective or be construed as entering into or forming a part
of or altering in any manner this Agreement. All of the above documents are hereby made a part of this
Agreement. However, should any language in any of the Exhibits to this Agreement conflict with any
language contained in this Agreement, the terms of this Agreement shall prevail.
H. Compliance with Laws. The Consultant agrees to comply with all federal, state, and
municipal laws, rules, and regulations that are now effective or in the future become applicable to
Consultant's business, equipment, and personnel engaged in operations covered by this Agreement or
accruing out of the performance of those operations.
I. Counterparts. This Agreement may be executed in any number of counterparts, each of
which shall constitute an original, and all of which will together constitute this one Agreement.
IN WITNESS, the parties below execute this Agreement, which shall become effective on the
last date entered below.
CONSULTANT: CITY OF KENT:
CONSULTANT SERVICES AGREEMENT - 4
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By: By: !
(signature) (signature)
Print Name: Print Name: Suzette Cooke
Title Title Mayor
(title)
DATE: DATE:
NOTICES TO BE SENT TO: NOTICES TO BE SENT TO:
CONSULTANT: CITY OF KENT: !
[Insert Contact Name] [Insert Name of City Rep. to Receive Notice]
[Insert Company Name] City of Kent
[Insert Address] 220 Fourth Avenue South
[Address - Continued] Kent, WA 98032
(253) [Insert Phone Number] (telephone)
[Insert Telephone Number] (telephone) (253) [Insert Fax Number] (facsimile)
[Insert Fax Number] facsimile
APPROVED AS TO FORM:
Kent Law Department
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DECLARATION
CITY OF KENT EQUAL EMPLOYMENT OPPORTUNITY POLICY
The City of Kent is committed to conform to Federal and State laws regarding equal
opportunity. As such all contractors, subcontractors and suppliers who perform work with
relation to this Agreement shall comply with the regulations of the City's equal employment
opportunity policies.
The following questions specifically identify the requirements the City deems necessary for any contractor,
subcontractor or supplier on this specific Agreement to adhere to. An affirmative response is required on
all of the following questions for this Agreement to be valid and binding. If any contractor, subcontractor
or supplier willfully misrepresents themselves with regard to the directives outlines, it will be considered a
breach of contract and it will be at the City's sole determination regarding suspension or termination for all
or part of the Agreement;
The questions are as follows:
1. I have read the attached City of Kent administrative policy number 1.2.
2. During the time of this Agreement I will not discriminate in employment on the basis of sex, race,
color, national origin, age, or the presence of all sensory, mental or physical disability.
3. During the time of this Agreement the prime contractor will provide a written statement to all new
employees and subcontractors indicating commitment as an equal opportunity employer.
4. During the time of the Agreement I, the prime contractor, will actively consider hiring and
promotion of women and minorities.
5. Before acceptance of this Agreement, an adherence statement will be signed by me, the Prime
Contractor, that the Prime Contractor complied with the requirements as set forth above.
By signing below, I agree to fulfill the five requirements referenced above.
Dated this day of 200_.
1 By•
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For:
Title:
Date:
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CITY OF KENT
ADMINISTRATIVE POLICY
NUMBER: 1.2 EFFECTIVE DATE: January 1, 1998
SUBJECT: MINORITY AND WOMEN SUPERSEDES: April 1, 1996
CONTRACTORS
POLICY:
Equal employment opportunity requirements for the City of Kent will conform to federal and state laws.
All contractors, subcontractors, consultants and suppliers of the City must guarantee equal employment
opportunity within their organization and, if holding Agreements with the City amounting to $10,000 or
more within any given year, must take the following affirmative steps:
women.equal opportunity employer.
Any contractor, subcontractor, consultant or supplier who willfully disregards the City's nondiscrimination
and equal opportunity requirements shall be considered in breach of contract and subject to suspension or
termination for all or part of the Agreement.
Contract Compliance Officers will be appointed by the Directors of Planning, Parks, and Public Works
Departments to assume the following duties for their respective departments.
1. Ensuring that contractors, subcontractors, consultants, and suppliers subject to these regulations
are familiar with the regulations and the City's equal employment opportunity policy.
2. Monitoring to assure adherence to federal, state and local laws, policies and guidelines.
CONSULTANT SERVICES AGREEMENT - 2
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CITY OF KENT
EQUAL EMPLOYMENT OPPORTUNITY COMPLIANCE STATEMENT
This form shall be filled out AFTER COMPLETION of this project by the Contractor awarded the
Agreement.
I, the undersigned, a duly represented agent of Company,
hereby acknowledge and declare that the before-mentioned company was the prime contractor for the
Agreement known as that was entered into on the
(date) between the firm I represent and the City of Kent.
I declare that I complied fully with all of the requirements and obligations as outlined in the
City of Kent Administrative Policy 1.2 and the Declaration City of Kent Equal Employment
Opportunity Policy that was part of the before-mentioned Agreement.
Dated this day of 200_.
f By:
For:
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Title:
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Date:
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EXHIBIT B
INSURANCE REQUIREMENTS FOR
PROFESSIONAL SERVICE AGREEMENTS
Insurance
The Consultant shall procure and maintain for the duration of the Agreement, insurance against
claims for injuries to persons or damage to property which may arise from or in connection with
the performance of the work hereunder by the Consultant, its agents, representatives, or
employees.
Minimum Scope of Insurance
Consultant shall obtain insurance of the types described below:
1. Automobile Liability insurance covering all owned, non-owned, hired and leased
vehicles. Coverage shall be written on Insurance Services Office (ISO) form CA
00 01 or a substitute form providing equivalent liability coverage. If necessary,
the policy shall be endorsed to provide contractual liability coverage.
2. Commercial General Liability insurance shall be written on ISO occurrence form
CG 00 01 and shall cover liability arising from premises, operations, independent I
contractors and personal injury and advertising injury. The City shall be named
as an insured under the Consultant's Commercial General Liability insurance
policy with respect to the work performed for the City.
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3. Workers' Compensation coverage as required by the Industrial Insurance laws of
the State of Washington. I
4. Professional Liability insurance appropriate to the Consultant's profession.
Minimum Amounts of Insurance 4
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EXHIBIT B (Continued)
Consultant shall maintain the following insurance limits:
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1. Automobile Liability insurance with a minimum combined single limit for bodily
injury and property damage of $1,000,000 per accident. i
2. Commercial General Liability insurance shall be written with limits no less than
$1,000,000 each occurrence, $2,000,000 general aggregate.
3. Professional Liability insurance shall be written with limits no less than
$1,000,000 per claim and $1,000,000 policy aggregate limit.
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Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions for
Automobile Liability, Professional Liability and Commercial General Liability insurance:
1. The Consultant's insurance coverage shall be primary insurance as respect the
City. Any insurance, self-insurance, or insurance pool coverage maintained by
the City shall be excess of the Consultant's insurance and shall not contribute
with it.
2. The Consultant's insurance shall be endorsed to state that coverage shall not be
cancelled by either party, except after thirty (30) days prior written notice by
certified mail, return receipt requested, has been given to the City.
3. The City of Kent shall be named as an additional insured on all policies (except
Professional Liability) as respects work performed by or on behalf of the
contractor and a copy of the endorsement naming the City as additional insured
shall be attached to the Certificate of Insurance. The City reserves the right to
received a certified copy of all required insurance policies. The Contractor's
Commercial General Liability insurance shall also contain a' clause stating that
coverage shall apply separately to each insured against whom claim is made or
suit is brought, except with respects to the limits of the insurer's liability.
jD. Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best rating of not less than A:VII.
E. Verification of Coverage
Consultant shall furnish the City with original certificates and a copy of the
amendatory endorsements, including but not necessarily limited to the
additional insured endorsement, evidencing the insurance requirements of
the Consultant before commencement of the work.
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Appendix C — Technology Environment
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Technology Environment
This appendix describes the City's technology environment.
The City is striving to establish a standard technology set
using the products and standards identified below; however,
it currently supports a wider range of products in use.
Table C-1: Standard server operating
systems and databases supported by the City.
Business Application Components Standard
Database Servers Windows 2003 OS
Application Servers Windows 2003 OS
1
Web Server Microsoft IIS
DBMS Oracle 8.x and SQL Server 7.0 I
Table C-2: Network configuration and
network operating systems supported by the City.
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Network Component Standard
Network Backbone ATM
Network Operating System Novell 4.11,Novell 5, Microsoft
NT/Windows 2000
Network Protocols IPX, TCP-IP 10/100
Topology Switched Ethernet to the desktop
(Ethernet II)
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Cable Infrastructure Category 5
File and Print Services Novell NetWare 5.x
Application Servers HP Net Servers, Dell (planned)
Backup Veritas
Messaging Server Microsoft Exchange 5.5, 2000 (planned)
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Table C-3: Standardsfor the desktop and
laptop environments supported by the City,
Desktop Component Standard
Desktop PC Make and Model HP Vectra VL 400 Pentium III, 866 MHz,
(Minimum Configuration) with 128 MB RAM, 1 OGB hard drive and
CD-ROM drive.
Desktop Operating Systems Microsoft Windows XP SP2 or Better
Laptop Dell Inspiron 8000, 700 MHz, with 128
MB RAM, 10 GB hard drive
Laptop in City Vehicles Panasonic Toughbook 27 Pentium II, 300
MHz with 128 MB RAM, 6.3 GB hard
drive and CD ROM drive.
Business Software Suite Microsoft Office 2007
Browser Microsoft Internet Explorer 5.01
Email Client Microsoft Outlook 2007
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KENT
W:66HN N CrIoN
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Exhibit B : Proposal to
Provide Permit, Asset &
Work Order System
Project Assistance
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To: City of Kent, Washington
August 24, 2009
Authorized PTI Contact: Mike Silverman, Co-Chief Executive Officer +
Pacific Technologies, Inc.
14711 NE 29`" Place, Suite 216
Bellevue, Washington 98007
Tel. (425) 881-3991 '
Fax (425) 881-4244
msilverman(a.pti-consultina.com ISL
ri
1993 2009
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1. Cover Letter
August 24, 2009
Ms. Toni Mommersteeg Moore
City of Kent
Information Technology
220 4`h Avenue South
Kent, WA 98032
Re: Consultant for Permit, Asset, and Work Order System Procurement Assistance
Dear Ms. Moore:
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j Pacific Technologies, Inc. (PTI) appreciates the opportunity to respond to your request for
permit, asset, and work order system software procurement consulting services. As
requested in your Ri we are submitting three (3) paper copies and one (1) electronic
copy of our proposal.
PTI offers skills and experience ideally suited to meet the City of Kent's (the City, Kent)
desired scope and requirements for this engagement. PTI has conducted software systems
needs analyses and facilitated software procurements for a number of similar government
organizations. Our staff brings decades of relevant experience and significant subject area
knowledge to this project. We understand the local government environment and, as a
I result, our clients have a high degree of confidence our findings and recommendations.
As you review our response, we encourage you to consider that:
♦ Our firm specializes in software needs ass s a
assistance, as well as strategic technology Ilanrllg x
public sector
I lad��y
♦ PTI has relevant local government permitting and asset n.
systems procurement and needs asses'smentezpeieitae9! el
similar efforts for the eCityGov Alliance and,cItIes:of•Bellevue
(WA), Bellingham (WA), Gresham (OR), Boise (ID),Juneau (AKa tl
Snohomish County(WA)—to name just a few
Our consulting team understands the local government environment,
}s
including all aspects of municipal automation and the rel S1,
`,I4,process impacts and technical support requirements
tr.u.�'
��1,n We deliver business-based recommendations written In a language non-
technc�atl readers can understand
P ,I has r7o ties to any software, hardware, or implementation vendors—
s gt n In epeindent, unbiased consulting services
' e a„yrork with-we do planning in partnership with our clients
t-iCte At-is approach to consulting that focuses on
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We are excited about this opportunity and will endeavor to provide you with the highest
possible level of service.
Sincerely,
I'
Mike Silverman
Co-Chief Executive Officer
msilverman(cD,oti-consulting.com
Enclosures: Three (3) paper copies and one (1) electronic copy for a total of (4) copies of J
our proposal
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11. Table of Contents
� I. COVER LETTER....:................................................................................................................................
II. TABLE OF CONTENTS.........................................................................................................................
III. CONSULTING VENDOR ENGAGEMENT QUESTIONNAIRE......................................................
COMPANYBACKGROUND.......................................................................................................................4
UNDERSTANDING OF NEED.....................................................................................................................7
PROJECT APPROACH&METHODOLOGY...............................................................................................10
PROJECTSCHEDULE..............................................................................................................................24
LESSONSLEARNED...............................................................................................................................26
CONSULTINGTEAM...............................................................................................................................27
CUSTOMER REFERENCES.......................................................................................................................33
THEPTI ADVANTAGE...........................................................................................................................38
CLIENTRESULTS...................................................................................................................................39
IV. CONSULTING VENDOR RESPONSE FORMS..................................................................................
CONSULTING VENDOR AUTHORIZATION...............................................................................................40
SUBCONTRACTOR IDENTIFICATION.......................................................................................................42
CONSULTING VENDOR PROFILE............................................................................................................42
COSTMODEL........................................................................................................................................43
NON-COLLUSION COVENANT................................................................................................................46
EQUAL EMPLOYMENT OPPORTUNITY DECLARATION............................................................................47
V. PROPOSAL PRICE GUARANTEE.......................................................................................................
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VI. ACCEPTANCE OF TERMS...................................................................................................................
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VII. ADDITIONAL MATERIALS SUBMITTED BY CONSULTING VENDOR....................................
APPENDIX A-DETAILED RESUMES.......................................................................................................
MIKE SILVERMAN-PROJECT MANAGER..............................................................................................51
DAN BORGEN-LEAD CONSULTANT.....................................................................................................67
NICOLE SIMPKINSON-SENIOR CONSULTANT.......................................................................................80
TRACIE JACINTO-STAFF CONSULTANT.................................................................................................I
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Vendor!Ill. Consulting
Questionnaire
This chapter outlines our company's relevant procurement assistance experience,
describes our project approach and schedule, and introduces our project team,
organized as follows:
♦ Company Background
♦ Understanding of Need
♦ Project Approach & Methodology j
♦ Project Schedule
♦ Lessons Learned
♦ Consulting Team
♦ Customer References l
♦ Why Hire PTI
Company Background
This section provides key contact information and an overview of Pacific Technologies,
Inc., which has been providing information technology (IT) consulting services to local
governments for 16 years.
Contact Information 1
Company: Pacific Technologies, Inc 1
Address: 14711 NE 29'h Place, Suite 216
Bellevue, WA 98007 I
Principals: Mike Silverman and Dan Borgen, co-CEOs
Phone: 425-881-3991
E-mail: msilverman(a)pti-consulting.com and dboraen _pti-consultina.com i
PTI Overview
As indicated by our mission statement, PTI specializes in providing local governments
with information technology procurement and consulting services:
MISSIONPTI
Helping the public . plan effective
technology strategies
1
We offer expert IT management consulting services -with absolutely no ties to any
software, hardware, or implementation vendors. Our primary service lines are:
♦ Software Procurement
♦ Strategic System Planning
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Our SOFTWARE PROCUREMENT services cover the entire solution selection lifecycle.
We have helped numerous municipalities identify requirements, develop requests for
proposals (RFPs), evaluate vendors, and negotiate contracts for software purchases and
installations. Our procurement work includes helping local governments secure
permitting software from Accela, CSDC, HTE, Hansen, and PG Govern. In addition, our
strategic IT planning work has exposed us to virtually every viable permitting and
maintenance management software package (and some that are not so viable) in the
local government environment— giving us broad familiarity with the marketplace.
Our STRATEGIC SYSTEMS PLANNING process aligns your organization's IT staff and
systems with its business objectives. Our planning work provides a comprehensive
assessment of—and future strategy for—your IT staff and organization, applications,
infrastructure, and decision-making processes. Within that context, rest assured that we
know what it takes to successfully bring a permit, asset, and work order system into your
organization.
I In any type of engagement, PTI strives to match the individual needs of our clients
with the appropriate solution. We encourage You to verify this with our references.
The result? We live up to our credo
Practical Planning. Positive Change.
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Local Government Perspective
PTI brings a special local government perspective to systems procurement
jengagements. We understand this unique environment, where scrutiny comes from a
variety of stakeholders— including citizens, private sector interests, staff, elected
officials, bargaining units, regulatory authorities, etc. Correspondingly, municipal
igovernment procurements must be run in a manner that will withstand critical evaluation
and will not leave staff distancing themselves from the selection once the process is
complete. PTI has a demonstrated track record of achieving this. Aligned with City's
needs, we have extensive and relevant experience in the following key areas:
♦ Conducting interviews and focus groups with a wide-range of staff
♦ Documenting processes and business practices to formulate detailed
recommendations for improvement based on industry "best practices'
♦ Developing detailed project timelines to identify the critical activities and dates
associated with procurement efforts
♦ Estimating costs associated with software procurement and implementation
processes
♦ Working with public sector agencies to streamline the RFP process
♦ Developing and distributing RFPs for a wide variety of permitting, asset, and work
order management system procurement efforts
♦ Managing the demonstration processes, including writing demonstration scripts
♦ Facilitating the vendor selection process without protest
♦ Negotiating vendor contracts that aggressively protect our clients' interests
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You will find that our qualifications, methodology, and consulting style are well adapted
to addressing the unique aspects of the public sector. We have been engaged by
numerous councils and boards and have worked with a wide variety of elected and
appointed officials at all levels. Individuals with budget authority have a high degree of
trust in our work. We understand the budgeting process and we consistently build
consensus across departments and divisions.
As a result, our recommendations have an impressive track record of getting funded and
successfully implemented. This insight gives our team a distinct advantage in working on
this type of project. PTI's extensive and relevant experience allows us to "hit the ground
running"and effectively tailor our services to the City's unique needs. d .
In addition, the majority of our strategic IT planning projects have included a significant
permitting and asset management system component. We have helped our clients work
through issues surrounding work flow; document, finance, and GIS integration; use of
business intelligence; field automation; and customer self-service.
This background provides our team with invaluable experience. In short, we know what
works for public organizations, large and small—and can help the City avoid costly
mistakes along the way.
Relevant Permit, Asset, and Work Order Systems Experience
Our most germane qualification for this project is our previous experience on a host of
projects very similar to City's requested scope of work. PTI's permitting, asset and work
order systems expertise is deep, including software procurement, needs assessment,
and systems planning experience with the eCityGov Alliance, the cities of Bellevue
(WA), Seattle (WA), Bellingham (WA), Juneau (AK), and Gresham (OR), as well as
Snohomish County (WA). Our strategic systems planning work for numerous cities and
counties has also exposed us to the permitting, asset, and work order management
functions of over 100 local governments over the last 16 years.
The following table presents a sample of PTI's directly relevant experience:
♦ eCityGov Alliance, WA ♦ City of Kirkland, WA
♦ City of Bellevue, WA ♦ City of Portland, OR
♦ Cit and Borough of Juneau, AK ♦ City of Tacoma, WA
Other
♦ State of Alaska ♦ City and Borough of Juneau, AK
♦ Alderwood Water and Wastewater ♦ City of Kirkland, WA
District (WA) ♦ City of Portland, OR
♦ City of Bellevue, WA ♦ City of Tacoma, WA
♦ City of Vancouver, WA ♦ Irvine Ranch Water District, CA
♦ Snohomish Count , WA ♦ City of Seattle, WA
Needs Assessment
♦ State of Alaska ♦ City and Borough of Juneau, AK
♦ Alderwood Water and Wastewater ♦ City of Kirkland, WA
District (WA) ♦ City of Portland, OR
♦ Citv of Bellevue, WA ♦ CIV of Tacoma, WA
StrategicIT♦ State of Alaska ♦ Metropolitan Water District (CA)
♦ City of Annapolis, MD ♦ County of Orange (CA)
♦ City of Bellevue, WA ♦ Port of Los Angeles (CA)
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♦ City of Boise, ID ♦ City of Pasadena, CA
♦ City of Bothell, WA ♦ City of Redmond, WA
♦ City of Boulder, CO ♦ City of Roseville, CA
♦ Clark County (WA) ♦ City of Scottsdale, AZ
♦ Deschutes County (OR) ♦ City of Seattle, WA
♦ City of Fresno (CA) ♦ Snohomish County (WA)
♦ Los Angeles County, CA ♦ City of Vancouver, WA
♦ City of Longmont, CO ♦ Washoe County (NV)
li The following section provides project background, as a means of establishing a
foundation for presenting our approach to the work.
`I Understanding of Need
The City of Kent is a full-service city supporting over 86,000 residents with public safety,
utility, development, transportation, health, and recreational services. The City's goals
for information technology reflect the City's overall desire for excellence:
TechnologyUtilize
Technolo
`✓ KETIT
Within this context, information technology (IT) can no longer be considered a 'back
office' function. IT's role in municipal operations has grown tremendously, including a
j dramatic increase in the use of the Web to conduct the business of government;
integration of operational systems with GIS and document management applications;
and the release of sophisticated work flow and decision support tools.
' Unfortunately, in some areas, Kent's information technology has not kept up. Today,
Kent relies on KIVA's permit tracking system and Hansen's Version 7 asset and work
order management software. The KIVA software was originally installed over 10 years
ago, relies on outdated technical architecture, and is no longer supported by the vendor.
Although Hansen's Version 7 system offers a suite of integrated modules targeted for
the local government environment, the system is currently not integrated to provide the
functionality for both permitting and asset management; nor does it include the
maintenance and facilities divisions of the City's Parks and Recreation, and Community
Services Department. Over the past 10 years, much has changed at the City. Business
needs have become more sophisticated and, in many cases, have outgrown KIVA's
capabilities and Hansen's current configuration. As a result:
♦ Shadow systems and manual processes have proliferated across the City
♦ Issues surround redundant data entry and silos of information
♦ Data cannot be reviewed in real-time
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Fundamentally, staff encounter functional gaps and usability issues which force them to
rely heavily on inefficient, labor-intensive procedures. In response, departments have
developed unique business processes for many 'shared' activities, presenting a barrier j
to the City's achievement of its goal to standardize permit, asset and work order
management operations. In addition, Kent wants to move to single system to handle
permitting and asset management, which requires tracking outcomes and results
associated with budget expenditures both internal and external to the City. Finally, the f
City would like to explore options for automating customer relationship management,
particularly as it looks to re-automate business functions that involve numerous
customer contact points.
Kent is not sure that, even with investment, Kiva and Hansen are up to the task.
Correspondingly, the City would like an outside consultant to finalize requirements
and support the procurement efforts for a replacement system. At a minimum, the
City would like the consultant to address the following list of critical business needs for a
new permit, asset, and work order management system:
• Asset management • Permitting
• Comprehensive planning • Plan review
• Code developmentlenforcement • "Planning and/zoning f
• Crew scheduling • Project tracking
• Customer relationship • Property history J
management • Public outreach reporting
• Fee calculation • Research and analysis
• Inspections (all types) • Work orders
• Inventory . Workflow automation
• Job costing
• .Licensing
By acquiring a system that meets these business needs, the City will obtain a variety of i
benefits, including accurate service unit costing, streamlined development-related
processes, expanded economic trend analysis, simplified fee payment processes,
improved asset reliability, increased asset life, efficient reporting, and improved public
disclosure. Overall, the City seeks consulting assistance to:
♦ Determine core permit, asset, and work order business requirements
♦ Define the role of customer relationship automation
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♦ Identify opportunities to improve business processes
♦ Research the marketplace for potential software solutions
♦ Provide cost estimates suitable for budgetary guidance
♦ Develop an RFP
♦ Define evaluation criteria
♦ Facilitate vendor demonstrations
♦ Assist in the selection of the best solution
♦ Optionally, support contract negotiation with the apparently successful
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PTI's work plan will directly address these needs—and more. In addition, because we
are an independent consulting firm that does not provide implementation services, our
work is not biased by vendor relationships. You can be confident our services will result
in the most appropriate outcome for the City. Overall, our extensive experience providing
similar services means that PTI can help the City efficiently identify systems that offer
the best fit with your needs and budget.
Project Approach & Methodology
PTI will use our proven systems procurement approach as a foundation for the project.
Per your RFP, we present our proposed scope of services organized by the following
phases:
♦ Phase I —The System Selection Project Plan System
Selection Requirements
♦ Phase I I—Requirements Definition Project Plan Definition
♦ Phase III —RFP Creation and Distribution )
♦ Phase IV—Proposal Evaluation and Proposal RFP creation }
Recommendation Evaluation and and Distribution
Recommendation
The remainder of this section describes each major
phase and the associated tasks in more detail.
Phase I — The System Selection Project Plan
This phase develops an approved project plan and handles all engagement logistics and
project management. To initiate the work, PTI conducts a project kickoff meeting with the
City's project steering committee and project core team members to identify salient
project objectives. We evaluate each objective using the SMART criteria to ensure that it
is Specific, Measurable, Agreed-upon Realistic, Measurable, and Timely. We also define
a scope statement to show project boundaries as well as address relevant items that
may not have been previously considered.
PTI will present the City with a detailed work plan that defines the project team,
associated roles and responsibilities, a proposed project schedule and key milestones. f
We provide a task-by-task breakdown for phases 2, 3, and 4 of the project, indicating I
deliverables, and resources used, and associated timelines (e.g., start dates, finish
dates)for each task. We also provide the City a proposed budget for each phase of the
project.
Our project management is guided by a "no surprises' philosophy. We understand the
critical importance of accountability, early issue identification and resolution, worst case
scenario analysis, and contingency planning. We also emphasize client partnership. We
understand the need for the City to be completely informed at every step of the project
so that by the time a deliverable is distributed there are absolutely no surprises.
PTI's project manager and lead consultant have led literally dozens of public sector
engagements to successful conclusions for over 16 years. We have evolved a
methodology that emphasizes development of governance and communication
processes as part of the"getting started" activities. You will find us attentive to both the
big and the little things—ensuring that our projects start smoothly and are run in a
professional manner. 1
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l Perhaps the most important measuring stick by which to judge a management consulting
firm's project management success are results—the ability to effect positive change in
organizations. In this regard, our past clients may serve as the best testament to the
efficiency of our internal controls. We urge you to keep this factor in mind when checking
our references.
Phase II — Requirements Definition
Our work plan builds on the requirements work completed to date using a series of
workshops with subject matter experts from impacted functional disciplines. Based on
this work,we will finalize both functional and technicaVinterface requirements for
permit, asset, work order management, and customer relationship management systems
within the City. This phase also identifies potential vendors and finalizes the overall
evaluation process, including assigning weights to the various components (e.g.,
proposal, cost, demonstration) of the vendor offerings.
Phase III RFP Creation and Distribution
These tasks develop the draft and final request for proposals. Over the course of many
engagements,we have refined a,f nns-based approach to RFP development. This
'I approach has several distinct advantages:
♦ Our clients can easily "pick and choose" from a menu of pre-defined requirements,
allowing them to concentrate development efforts on those few requirements that are
truly unique to them
♦ Vendors can quickly and clearly respond to the RFP, resulting in more responses
with fewer administrative errors
♦ Responses are consistent across vendors, greatly simplifying evaluation
♦ The forms are designed with scoring tools in mind, taking some of the pain out of the
scoring process
To save money and meet the City of Kent's time frame for developing the RFP, we
intend to leverage related efforts to date, building the RFP from our pre-existing forms.
Our objective is to offer an approach to finalizing the RFP that doesn't `reinvent the
4 wheel"—a methodology that validates and revises our prior procurement work with your
knowledgeable staff to ensure the best solution to meet the City's needs. We believe that
this forms-driven approach will allow us to focus on the City's business needs,
rather than on the construction of a document.
This phase also uses break-out session to develop script outlines and uses PTI staff to
write the associated scripts, laying the groundwork for vendor selection in the next phase.
Phase IV — Proposal Evaluation and Recommendation
With these activities, we assist the City in selecting a vendor— based on the response
that best meets your business needs. PTI takes a "show-me" stance toward vendors'
performance claims by utilizing scripted product demonstrations to establish which
package can best address the City's requirements. With this method, our clients can
focus on a product's real-world functionality rather than guessing about an application's
capabilities based on vendor-led, "dog-and-pony show"demonstrations.
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Our familiarity with the entire vendor selection process provides several benefits to the
City:
♦ Use of a structured evaluation approach and related scoring tools provides an"apples-
to-apples"vendor comparison and avoids challenges or protests to the procurement
outcome
♦ PTI's guidance during proposal review gives the City a realistic basis for estimating
costs and timelines—and an idea of which vendor claims ought to be taken with a
grain or bucket of salt
♦ We know the process steps that are most likely to be bottlenecks, and we will suggest
ways to keep the procurement on track
To ensure a consistent, timely, and thorough evaluation of the finalists, one of PTI's
consultants will moderate all of the product demonstration sessions.
Key activities for the Procurement Assistance phase include:
♦ Creating scoring and evaluation tools
♦ Assisting the City with the vendor pre-bid conference and with evaluations and
selection logistics
♦ Performing a total-cost-of-ownership analysis
♦ Scoring vendor proposals
♦ Identifying up to three finalist vendors who will be invited to conduct demonstrations
♦ Facilitating the product demonstrations {
♦ Facilitating selection of the preferred vendor
♦ Assisting with contract negotiations (optional)
Note that PTI will bring an extensive set of ready-to-use templates to this effort to
support the cost analysis, demonstration script development, and scoring
activities.
PTI also brings extensive contract negotiation experience to our procurement
practice, including, if desired, template contracts for both license and
maintenance agreements and implementation services. The latter documents
will enable the City to start from a position of strength in the negotiations,
rather than fighting an uphill battle against contracts intended to protect the
vendor's interests without regard for the City's risks. Should the City choose
to use us for this service, we will help ensure that:
♦ The City's perpetual right to the software license is adequately protected 1
♦ Vendor implementation services responsibilities and deliverables are clearly defined
♦ The vendor's implementation team is appropriately skilled
♦ Implementation costs are controlled
♦ Maintenance costs are predictable
♦ Payment terms provide performance incentive to the vendor
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PTI offers senior-level expertise in the crucial task of developing contracts with the
selected vendor. We represent— and protect—the City's interests in these negotiations
to avoid hidden pitfalls, mitigate risk, and ensure that the City receives the best value for
its money.
Task Descriptions
This section presents summary descriptions of each individual task outlined in our
proposed project work plan, organized by phase.
Phase I - System Selection Project Plan Consulting Services j
These tasks provide management direction and ensure
the overall quality of the services provided to the City. system
Selection Requirements
PM.1 Manage Project Definition
Project Plan
This task incorporates the effort required for PTI to
manage the engagement and to perform associated
quality assurance. It includes handling project logistics Proposal RFP Creation
and communications, along with refining the work plan Evaluation and Recommendation and
st[ibution
and approach as necessary. As part of this task, PTI 1
will provide the City with a finalized project schedule,
goals,milestones, staffing allocations, task descriptions, and deadlines for deliverables.
PTI submits monthly narrative progress reports to keep projects on schedule and manage
risk. These status reports identify issues and risks and propose mitigation steps as
necessary. We also develop agendas and necessary materials for all project meetings and I
workshops. !
1.1 Conduct Project Kickoff
This task introduces the key project participants from PTI and the project's steering
committee, confirms the project's objectives, addresses project logistics, reviews the
work plan and approach, and identifies important next steps. It also reviews the decision-
making structure for the project. We frequently end the kickoff meeting with a I
brainstorming session intended to identify key elements of a future vision for the I
organization's new systems and associated business operations.
1.2 Conduct Interviews
PTI will conduct up to twelve (12) one-on-one interviews with senior management from
across the City to discuss business priorities, identify critical requirements, surface
process considerations and potential solutions, and highlight major opportunities for the
system replacement effort.
Phase II — Requirements Definition
2.1 Finalize Functional Requirements system Requirements
Selection JDefinnitio
We will conduct up to sixteen (16)focus groups Project Plan
comprised of 10-15 stakeholders in each two-hour
session, including representatives from all key
departments. These sessions with City subject Proposal P Creation
experts SMEs will examine current Evaluation end and
matter ex
f ) Recommendation Distribution I1
business practices and business impacts, and
ultimately define the required functions for the new
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system.
The focus groups are designed to augment the interviews by identifying detailed
requirements based on pre-defined templates that PTI will provide to the City. The
templates include candidate requirements that the City can augment or delete as
needed. We will, of course, leverage requirements work already completed by the City.
We will collaborate with the City's leadership to compose the groups, likely using major
community development and public works business activities (e.g., plan review,
inspection, scheduled maintenance) as anchor points. Group(s)will also be conducted to
ensure that customer relationship management needs are met.
This work will also establish the computing platform, network, database, and key
interface requirements required for the procurement. These requirements will suitably
support either a hosted solution or an application managed in-house.
We believe that a high level of stakeholder involvement will help pave the way for a
successful financial management system implementation project. Accordingly, we can
add interviews or focus groups to the scope if the City would like us to include an even
broader set of stakeholders.
2.2 Finalize Technical and Interface Requirements
We will conduct up to four (4) interviews with IT staff. This task assesses the existing
and planned technical environment (e.g., servers, software, licenses, user seats,
processing volumes, etc.) related to permit and asset management automation at City
sites. We will also assess critical system interfaces, security, mobile/field capabilities,
and support requirements, as applicable.
2.3 Identify and Contact Potential Vendors
PTI will research permit and asset management systems currently available in the
marketplace— including software developed by Hansen/Infor, CSDC, Maximo/IBM, and
Accela—just to name a few. We will look specifically at the degree of"fit" between the
City's identified needs and available automation. We also will leverage any prior work
the City has performed in this area —as well as PTI's experience on several recent and
relevant projects. This research helps identify likely cost ranges and service levels, and it
ensures that the City's requirements are aligned with market reality.
2.4 Conduct Vendor Evaluation Criteria/Process Workshop
To prepare for vendor selection PTI conducts a workshop in which project steering
committee members agree on the process—including the specific scoring criteria and
weights—for winnowing the list of RFP respondents to three clear finalists. Based on the
results of this workshop, PTI develops Excel-based tools for the City's use in scoring the
proposals.
Through this workshop, PTI will also help establish the roles and responsibilities of all
participants in the evaluation process. We will facilitate agreement on the timing of each
evaluation activity, the mechanics of ranking the responses, and the logistics of reference
checks, site visits, demo scheduling, and other administrative issues.
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Phase III — RFP Creation and Distribution
3.1 Develop Draft Systems RFP System Rey€€•enoc.r:s
Selection pefirsttof7
Our team incorporates the requirements definitions Project Plan
from the RFP development phase into a draft
version of PTI's proven, forms-based RFP. We will
adapt our forms as needed to fit within the City's Proposal RFP Creation
preferred RFP template. We will work directly with Evaluation and and
Recommendation
City purchasing to ensure the RFP conforms to Distribution
organizational standards and deliver the document
in draft form for review by key City stakeholders.
3.2 Develop Final Systems RFP
PTI incorporates comments and feedback from the previous task and makes the
necessary revisions to release the RFP for response.
3.3 Conduct Demonstration Script Workshop
Demonstration scripts are business-based scenarios that exercise each important function
of the new system. PTI consultants will work closely with City subject matter experts in
up to six, 90-minute sessions to develop script outlines that are meaningful and at the
appropriate level of detail.
PTI has found that scripted demonstrations offer the most effective means for separating
vendor hype from software product reality. Unlike some of our competitors, we do not
provide a set of generic scripts to the vendors.
Only the top finalists will demonstrate their products using these scripts.
3.4 Develop Demonstration Scripts
To improve consistency and leveling, PTI develops the scripts, producing final versions
based on the content outlines. Our work ensures that the scripts are on target. We deliver
a set of cogent demonstration scripts to support the procurement process. Once the scripts
are finalized, PTI creates an Excel-based scoring tool for the City staff to use during the
demonstrations. We've included a sample demonstration script from a previous
engagement on the following page.
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Sample Demonstration Script
Script#11: Asset Management
Core requirement activities:
• Enter new asset information
• Link assets to facilities
• Attach assets to other assets (e.g., pump to pipe)
• Assign maintenance schedules
• Attach relevant documentation
Assumptions/Set up information
Pump Station 12 is a new pumping station and is complete except for the two pumps it houses
—Pump A and Pump B. The District shares the cost of the pumps with Clearview, another local
utility district. The building and pipes are all owned by Alderwood.
Activity 1: Expected Results:
• Acquire two identical water pumps • Accepts Pump A information, including:
(Pump A and Pump B) o Model number
o Serial number
o Installation date(today)
o Warranty period
o Sub-components/assets (e.g., motor,
seals)
o Cost($50,000 each)
o Service life (10 years)
o Depreciation timeline (5 years)
o Service interval (annually)
• Copies Pump A information to Pump B in
non-key fields
Activity 2: Expected Results:
• Assign 50% ownership to Clearview • Allows multiple owners with varying
District ownership stakes
Activity 3: Expected Results:
• Attach/associate pumps to Pumping . Shows attached assets in GIS and asset-
Station 12 specific views
• Associate pumps with adjacent pipes
(pipe Alpha for Pump A and pipe Beta
for Pump B
Activity 4: Expected Results:
• Assign Pump B a weekly inspection • Allows weekly inspection scheduling with a
schedule set priority level
• Assign the inspection a"normal' priority
level 3
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Activity 5: Expected Results:
• Assign Pump B two preventive • Allows multiple preventive maintenance
maintenance tasks on varying tasks on the same asset with varying
schedules: schedule drivers and priorities
o Change oil after 2,400 operating
hours
o Replace seals after pumping 1
million cubic feet of water
• Assign the change oil task an"above
normal" priority(level 2) .-
• Assign the replace seals task a
"normal" priority(level3
Activity 6: Expected Results: _
• Attach important documentation, • Allows multiple attached documents
including: _.
o SOWs for pump maintenance and
replacement ►
o Manufacturer specifications
o Warrant
Activity 7: Expected Results:
• Navigate to Pump A's asset information • Successfully navigates to Pump A's asset
screen from initial log on screen using screen utilizing three or more methods —
various methods: • Displays information entered in Activity 1
o GIS drill-down beginning with facility • Shows sub-components (e.g., pump motor)
(Pump Station 12)
o Keyword search
o Asset number
Activity 8: Expected Results:
• Open Pump A warranty document • Successfully opens warranty document
Phase IV— Proposal Evaluation and Recommendation
4.1 Facilitate Vendor Pre-Bid Conference
PTI supports the City staff in facilitating and System Selection Requirements
moderating the pre-bid conference, keeping Project Plan Definition
vendors informed about the procurement structure
and process, and responding to vendor questions.
The objectives of this task are to minimize Proposal
m RFP Creation
and
Distribution
procurement delays, manage vendor expectations, Evaluation and Distribution
and maximize the number of qualified responses. Recommendation
4.2 Conduct Proposal Scoring Workshop
PTI will conduct a workshop with the City evaluation committee and project team to
establish the roles and responsibilities of all participants in the evaluation process. We
will review the defined evaluation process and criteria. We will agree on the timing of
each evaluation activity, the mechanics of ranking the responses, and the logistics of
reference checks, site visits, demonstration scheduling, and other administrative issues.
4.3 Develop Scoring Tools
In this task, PTI will create demonstration, RFP, and overall scoring tools used to aid
evaluation of the ERP vendor candidates. We've included the following sample scoring
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Activity 5: Expected Results:
• Assign Pump B two preventive • Allows multiple preventive maintenance
maintenance tasks on varying tasks on the same asset with varying
schedules: schedule drivers and priorities
o Change oil after 2,400 operating
hours
o Replace seals after pumping 1
million cubic feet of water
• Assign the change oil task an "above
normal" priority(level 2)
• Assign the replace seals task a
"normal"priorlt level3 ..
Activity 6: Expected Results:
• Attach important documentation, • Allows multiple attached documents
including:
o SOWs for pump maintenance and
replacement 4
o Manufacturer specifications
o Warrant
Activity 7: Expected Results:
• Navigate to Pump A's asset information • Successfully navigates to Pump A's asset
screen from initial log on screen using screen utilizing three or more methods
various methods: • Displays information entered in Activity 1
o GIS drill-down beginning with facility . Shows sub-components (e.g., pump motor) J
(Pump Station 12)
o Keyword search
o Asset number
Activity 8: Expected Results:
• Open Pump A warranty document • Successfully opens warranty document
Phase IV— Proposal Evaluation and Recommendation ,
4.1 Facilitate Vendor Pre-Bid Conference
PTI Supports the City Staff in facilitating and Selection Requirements
moderating the pre-bid conference, keeping Project Plan Definition
vendors informed about the procurement structure
andprocess, and responding to vendor questions.
The objectives of this task are to minimize Proposal RFP Creation
procurement delays,manage vendor expectations, Evaluation and and
Distribution 1
and maximize the number of qualified responses. Recommendation
4.2 Conduct Proposal Scoring Workshop
PTI will conduct a workshop with the City evaluation committee and project team to i
establish the roles and responsibilities of all participants in the evaluation process. We
will review the defined evaluation process and criteria. We will agree on the timing of
each evaluation activity, the mechanics of ranking the responses, and the logistics of
reference checks, site visits, demonstration scheduling, and other administrative issues.
4.3 Develop Scoring Tools
In this task, PTI will create demonstration, RFP, and overall scoring tools used to aid
evaluation of the ERP vendor candidates. We've included the following sample scoring
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tools from previous engagements. Note that reference checks have not yet been scored
in the sample.
Sample Overall Scoring Tool
Vendor
WeightCategory Vendor VendorB
•duct Demonstrations 40 29.72 25.59 -Pro 24.03 18.13
Pro osaI Scores 25 17.39 18.28 12.92 17.07
Total Cost of ownership 2ul 1 i.t;tl 1 txwl 20.001 17.13
Reference Checks 1 151 0.001 0.001 0.001 0.00
I Solution Simplicity10 7.65 7.75 6.50 5.75
Scaled to highest values per category
Vendor
jCategory =,ght Vendor A Vendor B VendorC Vendor D
ll Product Demonstrations 40 40.00 35.88 34.31 28.42
FSD Scores 25 24.12 25.00 19.64 23.79
Total Cost of Ownership20 17.67 15.63 moo 17.13
Reference Checks 15 0.00 0.00 0.00 0.00
Solution Sim licit 10 9.90 10.00 8,75 8.00
Sample RFP Scoring Tool
VendorQualdicaticns 72.72 77.39 48.56 9972
ImplernentationApproach C9.50 7033 52.56 710C
Maintenance and Support W.22 75.56 50.06 70.39
Technical Architecture 72.11 74,00 70.33 66.22
Specific Questicns 65.33 68.28 36.89 65.00
Overall Score 347.89 j5 56 25839 34133
=<.CategoN;weig�%ted Score ,: � 17+39 I,Y ,,.2„8 '12, 2 1 t7=07
:Scaled-Weiyti:etl Sao a ;f 12 t SDO; 1Q „tt23379
j 4.4 Develop Total Cost of Ownership
hi this task, we analyze and forecast the requisite costs (suitable for budgeting purposes)
for the software replacement-articulating one-time and recurring costs. We provide both
low-end and high-end cost estimates to help inform future decision making. We will also
document our major assumptions related to these estimates. PTI staff cost-normalizes the
finalist responses, permitting an "apples-to-apples" comparison of the cost proposals.
Cost proposals as submitted often need to be adjusted to account for differences in license
counts, implementation labor assumptions, third-party software costs, etc. This data,
along other criteria determined in the evaluation plan, will aid the project steering
committee in evaluating the finalist vendors during product demonstrations. We provide a
sample cost estimate on the following page.
4.5 Score and Summarize Proposals
PTI will read and score up to eight (8) proposals, and provide a brief summary of each
offering to City evaluators-including PTI's assessment of the proposed permit, asset,
and work order management software system. This information will help internal
evaluation of the proposals by providing the perspective of consultants with direct
expertise in similar procurement efforts.
CONSULTANT SERVICES AGREEMENT - 19
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4.6 Select Demonstration Participants
After all evaluators have scored the proposals, we will conduct a workshop with
evaluation committee to review scores and select up to four finalists. We work closely
with the evaluation committee and purchasing staff to ensure a thorough and fair
evaluation. Ultimately, PTI will collate all proposal scores using our proven tools,
providing a simple means of disseminating the scores and doing "what if' analysis on the
results.
4.7 Facilitate Vendor Discovery Session
PTI facilitates onsite meetings that involve both key the City staff and representatives
from finalist vendors. Discovery session(s) allow vendors to ask questions related to
specifications, scripts, processes, technologies and environments. This process results in
more infomied and responsive vendor demonstrations. It also provides the City with
exposure to the vendor's staff and culture,which can be an important consideration in the
selection process.
4.8 Conduct Vendor Demonstrations
PTI utilizes the demonstration scripts to provide a consistent format for each vendor to
demonstrate the capabilities of their system. PTI staff will be present for three-day
demonstrations for up to four vendors. We will facilitate these demonstrations to ensure
that they stay on schedule, provide a comprehensive test, and follow the scripts.
4.9 Finalize Selection
We work closely with the project steering committee and the City executive staff to
ensure buy-in and support for the winning vendor. Our quantitative tools will provide a
simple mechanism for collating and adjusting scores and our expert facilitation ensures
that the selection workshop results in an informed choice.
4.10 Construct High-Level Implementation Plan
While the final detailed implementation plan will vary depending upon the specific vendor
and solution selected, as well as the selected vendor's implementation methodology, PTI
will develop a high-level project plan based upon implementation best practices and our
extensive experience with similar implementations. We will use Microsoft Project to
identify anticipated vendor deliverables, major city-related work tasks, and key project
milestones. The plan will encompass project management and oversight activities (such
as risk and issue management, communication and change management, and quality
assurance) as well as implementation activities (such as gap analysis, detailed system
design, configuration, data migration, interfaces, testing, training, go-live, and
stabilization). We will work with the City to review and validate this plan. We have
included a sample high-level implementation plan from a previous engagement on the
following page.
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4.11 Deliver Final Presentation
PTI will prepare and deliver a presentation of our project accomplishments and present our high-
level implementation plan to the City's management team. We typically target this presentation for
an executive audience, although we can tailor it for other audiences should the City prefer.
4.12 Assist with Contract Negotiations (optional)
i Upon selection of an apparently successful permit and asset management vendor, PTI will provide
the City with senior-level expertise in the crucial task of developing a contract. We represent the
City's interests in these negotiations to avoid hidden pitfalls, mitigate risk, and ensure that the City
receives the best value for its money.
PTI brings extensive experience negotiating software procurement and implementation contracts on
behalf of local governments. As you can verify with our references, we represent the interests of our
clients well—and consistently improve the standard language in the license, maintenance, and
implementation services agreements associated with these engagements. Through this work, PTI
has developed contract language intended to mitigate many of the risks inherent in standard vendor
contracts.
It may be worth noting that our overall approach to contract negotiation relies heavily on the mutual
understanding and acknowledgement of the business reasons behind desired terms. If understanding
and acknowledgement can be achieved, the task of developing acceptable language is greatly
simplified.
If we end up using the vendor's contracts as a starting point, PTI will provide useful contract
language from numerous contracts that negotiated in the past. Our experience with some of the
toughest players in the industry means that few vendor tactics come as a surprise to us. We
believe our experience in contract negotiation and development offers considerable value to the
City and differentiates us from many of our competitors. With our help, our clients consistently get
contract concessions from vendors that, quite simply, are not routinely achieved by.other
consulting companies.
CONSULTANT SERVICES AGREEMENT - 23
(Over$10,000)
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Lessons Learned
The following briefly summarizes some lessons learned from similar engagements.
Take a `show me' approach to evaluating software functionality: Laundry lists of
requirements at best represent a blunt instrument for differentiating products,
particularly as vendors often take an optimistic view of their software's capabilities.
Customized, scripted demonstrations are worth the effort—and provide the best basis for
comparing product fit with your needs.
The proposed team makes or breaks the implementation: The knowledge, skills, and
abilities of the proposed implementation staff will largely determine the success of the
implementation project. Require the vendors to propose a specific team, and to commit
to providing key staff from that team to the project. Check references for those key staff
as part of the proposal scoring process.
Don't force vendors into partnerships: An asset management and a permitting vendor
may team to bid two best of breed products as a solution. Evaluate them as a team,but,
if they win, enter into separate implementation contracts. Requiring one vendor to accept
the risk of another vendor's performance will make for a difficult contract.
There is no "phase 2": Get the entire project funded up front if possible. Components
and capabilities deferred to "phase 2" frequently end up sitting on the shelf forever.
Evaluate total cost of ownership: Use a 10-year total cost of ownership, including
estimated hardware refresh and internal support labor expenditures, as the basis for
vendor cost comparison. This approach gives operations and maintenance costs a more
representative role in the price comparison.
Don't pave over the cow paths: Reengineer your business processes as part of the
implementation, taking full advantage of the software's capabilities—including work
flow (if available). This requires an active change management program and designation i
of some budget for reengineering. Vendor implementation staff may be able to help with
this, but it likely will not be a strong skill set for them, so count on providing it through
other means.
Don't sugarcoat reality for the end users: The product(s) won't be perfect and it's
likely that some business processes may even be more cumbersome with the new
software. The implementation will be a lot of work and there will be issues.
Communicate clearly and openly and keep expectations managed to avoid a a post-
implementation"trough of disillusionment."
Use professional project management for the implementation: This will be a large,
high-visibility project—and software implementation project management is a
specialized skill set. Assign a qualified project manager to run the project on behalf of
the City, even if you have to contract with a third party for the expertise.
Bring YOUR contract language to the table: Vendor license,maintenance, and
implementation services contracts often do little to protect your risks. Stand firm in
negotiating contracts that protect your interests.
I
CONSULTANT SERVICES AGREEMENT - 26
(Over$10,000)
i
Consulting Team
The quality and experience of our staff differentiates PTI from our competitors.
When you hire PTI,you are hiring more than just the qualifications of the firm—you are
bringing to the project the very individuals who have crafted PTI's software
procurement methodology over the years and possess the specific experience utilized in
similar engagements.
Mike Silverman and Dan Borgen, PTI's co-owners—and our proposed project
manager and lead consultant, respectively, are experts in municipal software
systems procurements, including numerous IT needs assessments, and strategic IT
planning engagements. They both played key roles on every engagement cited in our
proposal. In addition, the other members of our proposed team have worked on
I numerous similar engagements for local government.
Our proposed team members possess strong facilitation skills, broad technical
understanding, and keen analytical ability. They have worked together on many relevant
projects, including a host of permit and asset management systems procurements and
needs assessments. We will arrive prepared to go to work, armed with our unique set of
analysis tools—enabling us to "hit the ground running" and make the most effective use
of the City's time and resources.
The following graphic portrays our proposed consulting team, including our project
manager and key staff members. The project manager will serve as PTI's primary
management contact to the City.
ProjectMike Silverman
.-
Dan Borgen Nicole Simpkinson Tracie Jacinto
LeadSenior Consultant Consultant
The following presents an overview of the personnel assigned to this project. Please see
Appendix A for complete staff resumes.
Mike Silverman — Project Manager
Mike Silverman, one of Pacific Technologies' co-chief executive officers, will serve as
project manager on this engagement. Mike is a seasoned IT professional with over 20
years of IT experience spanning an extensive background in requirements analysis,
systems procurement, strategic planning, and group facilitation. His background also
includes software development, technical architecture specification, and management of
software development projects. Mr. Silverman is an analytical, practical planner who is
solutions-oriented. His hands-on approach and straightforward thinking helps clients
CONSULTANT SERVICES AGREEMENT - 27
(Over$10,000)
1
develop cost-effective solutions that have a history of being implemented and delivering
value.
Mike will serve as project manager for this engagement. In this capacity, he will be
responsible for:
♦ Managing the day-to-day project ♦ Managing the scope of the project
work ♦ Developing and reviewing
♦ Facilitating workshops deliverables
♦ Tracking progress and reporting ♦ Ensuring conformance of the work to
project status contract requirements
♦ Coordinating task assignments ♦ Meeting the City's performance
within the team expectations
He will also play an important role in all project activities, including conducting
interviews and focus groups, leading workshops, and assisting in overall development
of the project's recommendations and selection of a software vendor. His contract
negotiation expertise will help ensure that the City's interests are effectively protected,
as his references will attest. He has served as either project manager or lead consultant
on a host of relevant IT systems procurement engagements and IT needs
assessments. His articles on technology-related topics have appeared in
Computerworld, and the Seattle Daily Journal of Commerce.
Representative Projects
Procurement Assistance
♦ State of Alaska ♦ City of Kirkland,WA
♦ Alderwood Water and Wastewater District,WA ♦ City of Portland, OR
♦ City of Annapolis, MD ♦ City of Tacoma,WA
♦ City of Bellevue, WA ♦ City of Vancouver,WA
♦ Citv and Borou h of Juneau, AK ♦ West Basin Water District ,CA
Needs Assessments/Feasibility Studies
♦ City of Boise, ID ♦ City of Kirkland, WA
♦ eCityGov Alliance, WA ♦ City of Merced, CA
♦ City of Fresno,CA ♦ San Diego County Water ,CA
♦ City of Gresham, OR ♦ Snohomish County,WA
♦ City and Borou h of Juneau, AK ♦ City of Vancouver,WA
Sourcing/OrganizationalIT
♦ State of North Dakota ♦ Washington State House of
♦ City of Sunnyvale,CA Representatives
♦ City of Bellevue, WA ♦ Kin Count WA
IT Strategic Plans
♦ State of Alaska ♦ Metropolitan Water District(CA) 1
♦ City of Annapolis, MD ♦ County of Orange (CA)
♦ City of Bellevue, WA ♦ Port of Los Angeles (CA)
♦ City of Boise, ID ♦ City of Pasadena, CA
♦ City of Bothell, WA ♦ City of Redmond, WA
♦ City of Boulder, CO ♦ City of Roseville, CA
♦ Clark County(WA) ♦ City of Scottsdale, AZ
♦ Deschutes County(OR) ♦ City of Seattle,WA
♦ City of Fresno(CA) ♦ Snohomish County(WA)
♦ Los Angeles County, CA ♦ City of Vancouver,WA
♦ Cit of Lon mont, CO ♦ Washoe Count NV Total Cost of Ownership Studies
♦ King County (WA) ♦ City of Portland, OR
I
CONSULTANT SERVICES AGREEMENT - 28
(over$10,000)
i
i
i
CONSULTANT SERVICES AGREEMENT - 29
(Over$10,000)
Education
♦ Master of Science, Business Management— Rensselaer Polytechnic Institute
♦ Bachelor of Arts, Double Major in Religion and Psychology— Princeton University
Presentations/Rou ndtables
♦ "Practical Tips for IT Planning and Performance Measures" —Association of County '
and City Information Systems (ACCIS) Conference, 2008
♦ "Demonstrating the Business Value of IT" —Municipal Information Systems
Association of California (MISAC) State Conference, 2008 S
♦ "IT Planning: Dollars and Sense'— Central California Chapter of the Society for
Information Management
♦ "Technology Acquisition Made Simple"—Transforming Government Through
Technology National Conference
♦ "Leaders Take on Technology Issues'—Association of Washington Cities Annual
Conference
Dan Borgen — Lead Consultant
Dan Borgen is also one of PTI's principals and co-chief executive officers and has been
with the company since it was founded over 16 years ago.He will serve as the lead
consultant on this engagement, and his primary responsibilities will include:
♦ Conducting interviews ♦ Participating in meetings and
♦ Facilitating focus groups and workshops .
workshops ♦ Developing findings and
♦ Reviewing analysis of functional recommendations
and technical/interface ♦ Providing quality assurance on all
requirements deliverables
♦ Reviewing demonstration ♦ Delivering the final presentation }
scripts, scoring tools, RFPs, l
vendorresponses
Dan is a seasoned IT professional with over 20 years of experience spanning an
extensive background in technology acquisition, strategic systems planning, and group
facilitation. He has also served as a featured speaker at local, regional, and national
conferences related to public sector IT planning and software procurement.
Prior to becoming a co-owner of PTI, he helped establish and lead Deloitte& Touche's
Pacific Northwest systems planning practice. Overall, Mr. Borgen is a creative thinker
with a history of helping clients arrive at innovative, cost-effective solutions that make
sense, get implemented, and deliver positive results,
1
I
CONSULTANT SERVICES AGREEMENT - 30
(Over$Z 0,000)
I
Representative Projects
Procurement Assistance
♦ State of Alaska ♦ City of Kirkland,WA
• Alderwood Water and Wastewater District,WA ♦ City of Portland, OR
♦ City of Annapolis, MD ♦ City of Tacoma,WA
♦ City of Bellevue,WA ♦ City of Vancouver, WA
i
♦ City and Borough of Juneau,AK ♦ West Basin Water District, CA
Needs Assessments/Feasibility Studies
♦ City of Boise, ID ♦ City of Kirkland,WA
♦ eCilyGov Alliance,WA • City of Merced, CA
♦ City of Fresno, CA ♦ San Diego County Water, CA
♦ City of Gresham,OR ♦ Snohomish County,WA
♦ City and Borough of Juneau,AK v Cltv of Vancouver,WA
'ISourcing/Organizational
♦ State of North Dakota ♦ Alderwood Water and Wastewater District(WA)
♦ City of Sunnyvale, CA ♦ Washington State house of Representatives
♦ City of Bellevue,WA ♦ King Count WA
IT Strategic Plans
♦ State of Alaska ♦ Metropolitan Water District, CA
♦ City of Annapolis,MD ♦ County of Orange, CA
♦ City of Bellevue,WA ♦ Port of Los Angeles, CA
♦ City of Boise, ID ♦ City of Pasadena, CA
♦ City of Bothell,WA ♦ City of Redmond,WA
♦ City of Boulder,CO ♦ City of Roseville, CA
♦ Clark County,WA ♦ City of Scottsdale,AZ
♦ Deschutes County,OR ♦ City of Seattle,WA
♦ City of Fresno, CA ♦ Snohomish County, WA
♦ Los Angeles County, CA ♦ City of Vancouver, WA
♦ City of Lon mont,CO ♦ Washoe Count , NV
Total Cost of Ownershilp Studies
` ♦ King County,WA • City of Portland, OR
Education
♦ Master of Computer Science course work—The City College of New York, 1982
♦ Bachelor of Music— Manhattan School of Music, 1979
Presentations/Rou ndtab les
"Practical Tips for IT Planning and Performance Measures"—Association of County and
City Information Systems (ACCIS) Conference, 2008
"Demonstrating the Business Value of IT"— Municipal Information Systems Association
of California (MISAC) State Conference, 2008
"IT Planning: Dollars and Sense"— Central California Chapter of the Society for
Information Management, 2004
"Technology Acquisition Made Simple" —Transforming Government Through
Technology National Conference, 2001
"Leaders Take on Technology Issues" —Association of Washington Cities Annual
Conference, 2001
CONSULTANT SERVICES AGREEMENT - 31
(Over $10,000)
t
Nicole Simpkinson — Senior Consultant
Experience Summary
Nicole Simpkinson has over 14 years experience facilitating single and multi-
jurisdiction technology initiatives for local government, specializing in general
government, public safety, emergency management, transportation, natural resources,
and health and human service agencies. Her background includes technology planning
and implementation; quality assurance; feasibility studies; policy and program
assessment and development; process improvement; and organizational design,
development, and review. Nicole is a certified Project Management Professional (PMP)
and an experienced facilitator and mediator. She also has been a featured speaker on
strategic planning and government technology trends at regional association
conferences. She is skilled in data and market analysis, survey design and analysis,
trend and risk analysis, best practice analysis, strategic communications, facilitation,
and outreach. Prior to joining PTI, Nicole served as principal for Isaak Associates in
Puyallup, WA. 1
Nicole's experience includes work for the Washington State House of Representatives,
King County (WA), Los Angeles County (CA), Orange County (CA), the cities of Bothell
(WA), Redmond (WA), Vancouver (WA), and Boise (ID), and — prior to joining PTI —the
states of Washington, California, Oregon, Alaska, Utah, and Montana.
Nicole is an analytical, practical planner who is results-oriented. Her inclusive approach
and personable style helps clients build consensus around solutions that work and get
implemented.
Nicole's primary responsibilities as senior consultant will include: `
♦ Conducting interviews and facilitating workshops
♦ Reviewing cost-benefit analysis and evaluation of alternatives
♦ Developing findings and recommendations
♦ Providing quality assurance on all deliverables
Representative Projects
Procurement Assistance
♦ State of Alaska ♦ City and Borough of Juneau,AK
♦ Irvine Ranch Water District, CA
♦ City of Boise, ID ♦ Irvine Ranch Water District, CA
♦ eCit Gov Alliance,WA ♦ Kin Count DNRP,WA
IT Strategic Plans
♦ City of Bothell,WA ♦ Port of Los Angeles, CA 1
♦ Los Angeles County,CA ♦ City of Redmond, WA
♦ Coun!y of Orange, CA ♦ City of Vancouver,WA
Sourcing/OrganizationalIT
♦ Washington State House of Representatives
Education
♦ Master of Business Administration (MBA) (1999)—The Anderson School at UCLA,
Los Angeles, CA. Public/Not-for-Profit Management and Management
Communications. Graduated with Distinction.
♦ Bachelor of Arts (BA) (1994)— Claremont McKenna College, Claremont, CA. Policy
& Organizational Studies/Sociology. Graduated Magna Cum Laude.
CONSULTANT SERVICES AGREEMENT - 32
(Over$10,000)
♦ Certified Project Management Professional (PMP) (2000)
Tracie Jacinto — Consultant
Tracie Jacinto is a Staff Consultant at Pacific Technologies, Inc. As a staff consultant,
Tracie performs a wide variety of tasks related to gathering and analyzing information,
along with developing recommendations and projects aimed at improving business
operations for PTI's clients. Tracie's systems procurement and needs assessment
experience includes work for the Alderwood Water and Wastewater District (WA), City
of Pasadena (CA), King County's Systemwide Enhanced Network Design Initiative, and
business process mapping for the King County Sheriff's Office (WA). Prior to becoming
a consultant at PTI, Tracie worked as a business systems officer and information
management analyst for in the banking industry for the Wealth Management Group.
Tracie led procurement efforts for enterprise wide IT systems for the division and
facilitated business process improvement projects. She has also been employed by
several military defense contractors including General Dynamics, Raytheon and FGM,
I Inc. as a software developer. She is a highly analytical thinker with a history of stepping
outside the box to achieve practical and positive results.
,I Ms. Jacinto will serve as a consultant on this project and will be responsible for:
♦ Leading focus groups
♦ Evaluating the current permitting, asset and worker order systems
♦ Developing viable alternatives
♦ Finalizing functional and technical requirements
♦ Conducting market research
♦ Costing alternatives
♦ Developing findings and recommendations
♦ Developing demonstration scripts
♦ Preparing deliverables and interim work products
Representative Projects
Procurement Assistance
♦ Alderwood Water and Wastewater ♦ State of Alaska
District WA ♦ Irvine Ranch Water District, CA
Needs Assessments/Feasibility Studies
♦ City of Pasadena, CA ♦ Seattle and King County,WA Department of Public In
♦ City of Redmond,WA Health
♦ City of Boise, ID sumrtlar '<_
• y,_the
♦ King County Sheriffs Office WA ♦ Los Angeles County CA quality of
jea distinguishes us from our competition Vye offer an extremely experienced
Eo Q,of¢ermitttng, atsset,Iand work order sof w' dre procurement specialists to
tiie 0lty helping ensyre that:our work'succcssfU ly moves the organiz tliin forward
Please also note that PTI doesnIt play the "bait and switch" garrte We fully intend ;'
� o staff this engagement with the sensor level professiona[6'6t.esented in this
Customer References
CONSULTANT SERVICES AGREEMENT - 33
(Over$10,000)
Per your RFP, the following tables present our professional references, along with a
description of each engagement for a public sector organization, similar to the City's
requested scope of services. We encourage you to contact our references.
Client Reference#1:
• • . eCityGov Alliance,;WA;.
• • . • • • Local governmtent£ rtunict{ia! "Allan66
antl 1f$aartiapating' lt GOV.net 1
Citie £ £ H 33 £ 5y f
• John Backman
• ;, , City of Bellevue &eCityGov Alliance Executive Director
P.O. Box 90012
Bellevue,WA 98009-9012
(425)452-7821;
• • lbackman@cl.bellevue.wa.us
Regional Permit System Replacement
• . • • . April 2008—August 2008 1
Engagement Description:
PTI assisted the eCityGov Alliance (WA)and 11 participating cities in developing a vision for
regional permit management automation and analyzing attendant cost estimates for replacing
existing systems. PTI identified critical business needs, conducted vendor research, and
crafted four replacement scenarios. Utilizing our proven cost-benefit analysis methodology and
tools, PTI identified 10-year cost estimates for each of the scenarios—including one-time
procurement and implementation costs, recurring costs, and internal labor requirements.We
worked in partnership with the project's steering committee to review findings and cost
projections, develop criteria for selecting a preferred scenario, and identify key milestones and
implementation considerations. 1
l
l
i
l
CONSULTANT SERVICES AGREEMENT - 34
(Over $10,000)
I
Client Reference #2:
O Irvine Ranch Water
District, CA L �tLt,
• . . Watef Lit,I' L
� >
#YL
I L 3
} t
{ Contact Name: Christopher Smithson Debby Cherney
ContactAssistant Controller Director of Finance
Address: 15600 Sand Canyon Ave. 15600 Sand Canyon Ave.
Irvine, CA 92618! Irvine, CA 926181
P.O. Box 57000 P.O. Box 57000
Irvine, CA 92619-7000 Irvine, CA 92619-7000
Telephone: (949)453-5411 (949)858-3190
Email Address: smithson0irwd.com chernevtaa invd.com
ProjectFinancial Management Needs Assessment and Enterprise
Resource Planning(ERP)Feasibility Study
Enterprise Resource Planning System Procurement
Assistance
EngagementNovember 2009—January 2010
Engagement Description:
Irvine Ranch Water District(CA) engaged Pacific Technologies, Inc. (PTI) to conduct a financial
management needs assessment and enterprise resource planning (ERP)feasibility study. PTI
assessed the District's current AS/400 legacy system for financial management, human
resource management, payroll, and utility billing and worked closely with the District's steering
team to define a an ERP vision. PTI analyzed the comparative 15-year costs of enhancing the
current system to meet the District's requirements and implementing a commercial off-the-shelf
(COTS) replacement solution. Again, we worked closely with the District's steering team to
select a preferred solution based on seven criteria, including strategic fit, functional capability,
stakeholder acceptance, technical architecture, maintenance and support requirements,
implementation duration, and cost. Finally,we developed for the District a phased
implementation strategy.
The District extended its engagement with PTI to assist IRWD with the enterprise resource
planning (ERP) procurement effort. This effort culminates in a request for proposal document
and final systems contract.
1
I
CONSULTANT SERVICES AGREEMENT - 35
(Over$10,000)
I
Client Reference#3:
• `Snohomish Couhty(WA)
—Pjannmg and ,'
Develgpment Seances' $110�1ot111S�1
Department {� County
• . . .- Local GOVOrnTne '�
6 1It f 3) Ld: 11
County,Da' ki Qnt a € i
Barbara Mock
Business Process and Technology Manager
• 3000 Rockerfeller Ave.
M/S 604
Everett, WA 98201
(425)388-3311, Extension 2197
. . - Barbara.Mock co.snohomish.wa.us
• Planning and Development Applications Strategic Plan
• . - January 2006—March 2007
Engagement Description:
This effort developed an application strategic plan for Snohomish County's Planning and
Development Services Department (PDS). PTI conducted this exercise in partnership with
PDS's project steering committee, which consisted of senior management and staff from each
of PDS's divisions, employees, and customers.
PTI supported the effort through project management, interviews,focus groups, and workshops
involving a wide cross-section of PDS. Our team also leveraged information from the County's
Department of Information Services, which provides development, support, and technical
assistance to PDS. In addition, we analyzed documentation related to departmental IT f
planning, policies and procedures, and application initiatives.
Overall, this work provides Snohomish County PDS with a"blueprint"for future application
investments, aimed at moving PDS toward an architecture that helps enhance PDS business
operations and services—in concert with the overall County IT Plan.
The document identified strengths, key issues, and major recommendations for the Department
—which relies on CSDC's Amanda product to support its permitting needs. The work resulted in
several major efforts for the Department, including:
• Re-engineering overall PDS business processes, in coordination with installing the latest
version of AMANDA
• Enhancing interactive voice response (IVR) for more responsive, more efficient customer
service from field inspectors
• Strengthening GIS services by migrating to ArcView 9.1x, extending the environmental
mapping study to the entire County, adding layers for enterprise-level use, and developing
a strategic plan to maximize the utility and value of these and other GIS investments
The project steering committee approved the recommendations, along with an associated
project plan, and began funding the projects immediately.
1
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CONSULTANT SERVICES AGREEMENT - 36
(Over$10,000)
Client Reference#4
• • . City.of Gresham, Oregon oe cry
R p
• • . • - LocalFGoverltment � g
Municlp'a)ity{
c n i i i3
ISO
Pam Butalla
• Information Services Manager
• • 1333 NW Eastman Parkway
Gresham, OR 97030-3813
(503)618-2601
. . Butalla@ci.gresham.or.us
. Permit Management Software Business Case
. . . - • . - June 2003—September 2003
Engagement Description:
PTI developed a business case for the replacement of Gresham's existing permit management
systems. PTI conducted this exercise in partnership with the City and key representatives from
the City's Department of Community and Economic Development and the Information
Technology Division of the Department of Finance and Management Services. The work
involved reviewing prior studies, validating critical requirements, performing market and cost
research, and recommending a specific direction. We developed a ten-year total cost of
ownership model in support of our recommendations, defined tangible and intangible benefits
associated with the change,and examined funding mechanisms to cover both the capital and
operating costs associated with a new application.
The report identified key issues and automation objectives and also provided associated
recommendations, along with preliminary cost estimates and related risks and benefits. Our
work found that opportunities for improvement existed in permitting, licensing, land use and
zoning, inspection, and code enforcement.To a lesser degree, fire safety,financial
management, and reporting would also benefit from enhanced systems.
To address these issues, we helped the City identify several objectives for a replacement
application. PTI made a set of corresponding recommendations that revolved around
procurement of a new, integrated permitting system that included Web access, and interfaces
to geographic information systems (GIS)and interactive voice response systems (IVR).
Subsequent phases were recommended to include licensing, extended Web functionality, and
i
field access.
Our work led to the replacement of Gresham's custom-developed financial systems with an
integrated package running in a mid-range environment. The package was procured within our
recommended budget and has been in production since August 1999. As a sign of their
confidence in our work, Gresham has engaged PTI several times since for similar assistance,
including the land management automation needs analysis and a document management
feasibility study. All of our engagements involved presentations to the City Council or its
Finance sub-committee.
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CONSULTANT SERVICES AGREEMENT - 37
(Over$10,000)
The PTI Advantage
We believe that several distinguishing factors make PTI the best choice for the City:
Experience Collaboration
Unlike some other consulting organizations, We work collaboratively with our clients
when you hire PTI,you are not buying to identify the business priorities and
"firm"qualifications—you're hiring the policy objectives that drive the need for
real-world experience of the consultants technology.
bid on this engagement. We invite stakeholder participation
All of our work is led by senior,expert through individual interviews and focus
staff,who can quickly assess issues,draw groups. Our team members are able to
relevant conclusions,and keep a project on effectively interact with executive and
the fast track, senior management, IT customers, technical
We bring a unique set of proven analysis staff,and cross-functional workgroups.
tools specifically geared for gathering We facilitate interactive workshops in
requirements,developing RFPs, and each phase of our work to build
projecting one-time and recurring software consensus and shared ownership around
costs. key decisions.
Our project management approach
emphasizes client partnership and is
guided by a"no surprises"philosophy.
Successful (
Outcomes
Our people are friendly,approachable,and easy to work with.We work closely with client
resources and adjust our methods and approaches to match the culture, budget,and desired
outcomes of our clients.
In addition to gathering qualitative input,we support our recommendations with fact-based,
quantitative data analysis and meaningful budget estimates.
• PTI's overriding commitment to quality yields consistently satisfied clients who frequently
contract with PTI on a recurring basis for critical work.
As a result,our recommendations have an impressive track record of getting successfully
implemented.
(
(
CONSULTANT SERVICES AGREEMENT - 38
(Over$10,000)
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Client Results
Overall, the most compelling reasons for choosing PTI come directly from our clients. In
their own words:
"The PTI consultants have been an invaluable resource for The City and Borough of
Juneau since 2005. What has impressed us and led to several contract renewals has been
their significant experience in public sector software procurement and their superb
communication skills.We are extremely pleased with the professional services that PTI
has provided, and have no reservations about recommending them for other public sector
entities."
f —Rob Steedle
Director, Allanagenient Information Systems (City and Borough of.Juneau, AK)
I
"I managed our contract with PTI throughout the two year procurement process, and was
continually impressed with their staff's professionalism, honesty, and reliability. Their
personnel worked well with our staff at all levels in the organization, and consistently
delivered good quality products and services on schedule. The end result of this complex
and challenging project was a very successful procurement,including accolades and
broad support for system implementation."
—Joan Waldrop
Former City Project Manager (City of Tacoma)
"PTI understood our needs and provided us outstanding guidance and service throughout
the process. PTI serves its clients well as a resource, an advocate and an effective
negotiator."
1
—Margaret Moggici
Chief Financial Officer (West Basin Municipal Water District)
"In my 37 years of working in finance, PTI's feasibility study report was the best
cost-benefit analysis work I've ever seen."
—Jeff Faw
Chief FinancialOjficer•, City of Boise, ID
"They not only know technology,they understand the organizational and business
issues that can make or break a planning effort. We thoroughly enjoy working with
the team from PTI."
—Marty Chahoian,former Chief Technology Officer, City of Seattle, WA
CONSULTANT SERVICES AGREEMENT - 39
(Over$10,000)
VendorIV. Consulting . .
I
Consulting Vendor Authorization
VENDOR AUTHORIZATION
I, Mike Silverman, certify that Pacific Technologies, Inc. have reviewed the City's J
Permit, Asset Management and Work Order Request Systems Replacement
Procurement Assistance RFP for consulting services and responded to all required
sections as directed in the RFP. This proposal constitutes Pacific Technologies, Inc.
response to the City's Systems Procurement Assistance RFP.
I further certify that I am authorized to negotiate for and contractually bind Pacific l
Technologies, Inc. in all discussions with the City for the procurement of the consulting
services as described in the City's Systems Replacement Procurement Assistance RFP.
All contact with Pacific Technologies, Inc. should be direct to:
Name: Mike Silverman
Title: Co-Chief Executive Officer
Address: 14711 NE 291h Place, Suite 216
Bellevue, Washington 98004
Telephone: (425) 881-3991 1
Fax: (425) 881-4244
Email: msilverman(o)pti-consultina.com Z
.L
Signed„ , ; � � !,;. > 1 Date x;k,: August 24,2009
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CONSULTANT SERVICES AGREEMENT - 40
(Over$10,000)
i
' CERTIFICATIONS AND ASSURANCES
I/we make the following certifications and assurances as a required element of the
proposal to which it is attached, understanding that the truthfulness of the fact affirmed
here and the continuing compliance with these requirements are conditions precedent to
the ward or continuation of the related contract(s):
1. I/we declare that all answers and statements made in the proposal are true and
correct.
2. The prices and/or costs data have been determined independently, without
consultation, communication, or agreement with others for the purpose of restricting
competition. However, I/we may freely join with other persons or organizations for
I the purpose of presenting a single proposal.
3. The attached proposal is a firm offer for a period of 180 days following receipt, and it
may be accepted by the City of Kent, Washington without further negotiation (except
where obviously required by lack of certainty in key terms) at any time within the 180-
day period.
4. In preparing this proposal, I/we have not been assisted by any current or former
employee of the City of Kent whose duties relate (or did relate) to this proposal or
prospective contract, and who was assisting in other than his or her official, public
capacity. (Any exceptions to these assurances are described in full detail on a
separate page and attached to this document.)
5. I/we understand that the City of Kent will not reimburse us for any costs incurred in
I the preparation of this proposal. All proposals become the property of the City of
Kent, and we claim no proprietary right to the ideas, writings, items, or samples,
unless so stated in this proposal.
6. Unless otherwise required by law, the prices and/or cost data which have been
submitted have not been knowingly disclosed by the Proposer and will not knowingly
be disclosed by hi/her prior to opening, directly or indirectly, to any other Proposer or
to any competitor.
7. I/we agree that submission of the attached proposal constitutes acceptance of the
solicitation contents and the attached sample contract and general terms and
conditions. If there are any exceptions to these terms I/we have described those
exceptions in detail on a page attached to this document.
8. No attempt has been made or will be made by the Proposer to induce any other
person or firm to submit or not to submit a proposal for the purpose of restricting
competition.
9. I/we grant the City of Kent the right to contact references and others, who may have
pertinent information regarding he Proposer's prior experience and ability to perform
the services contemplated in this procurement.
Signature of Proposer
Co-Chief Executive Officer August 24, 2009
Title Date
CONSULTANT SERVICES AGREEMENT - 41
(Over$10,000)
Subcontractor Identification
PTI will not use any subcontractor for this engagement.
Consulting Vendor Profile
Per your RFP, the following table presents PTI's consulting vendor information.
Consulting Vendor Profile
Year founded: 1993
Headquarters location: 14711 NE 29`h Place, Suite 216
Bellevue, Washington 98004
Local officer(s): Dan Bergen, Co-Chief Executive
Officer/ Mike Silverman, Co-Chief
Executive Officer
Total gross revenues: —$1.2 million/yr
Number of full-time personnel: 7
Total company 7
Management 2
Support/Administration 1
Number of full-time personnel dedicated to public 6
sector consulting.
Number of current engagements: 6
Permit& Property Tracking 1
City/County/Regional Government Systems 3
City Asset Management/Work Order/ CRM 0
systems 2
Other
is the company, or any principal of the company, No, PTI and its principals are not
engaged in any legal actions relating to the engaged in any legal actions
performance of consulting services? If so; please relating to the performance of
describe the nature of the legal action. consulting services.
Has the company, on any principal of the No,our company and its principals
company, had any judgments rendered against have not had any judgments
them relating to consulting services? If so, please rendered against us relating to
describe the nature of the judgment. ' consulting services.
CONSULTANT SERVICES AGREEMENT - 42
(Over$10,000)
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Cost Model
Per your RFP cost model instructions, the following tables present our proposed costs
for each phase of the project and line item.
Table A-1: Phase I — System Selection Project Plan Cost
i
Consulting Services: $8,728
Expenses $ 240
I Document Preparation $ 0
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Total Not to Exceed $8,968
Table A-2: Phase II — Requirements Definition Cost
Consulting Services: $9,536
Expenses $ 520
Document Preparation $ 0
Total Not to Exceed $10,056
Table A-3: Phase III — RFP Creation & Distribution Cost
j
Consulting Services: $16,960
Expenses $ 300
i ! Document Preparation $ 0
Total Not to Exceed $17,260
Table A4: Phase IV— Proposal Evaluation and Recommendation Cost
L-
Consulting Services: $38,392
Expenses $ 950
l Document Preparation $ 0
Total Not to Exceed $39,342
CONSULTANT SERVICES AGREEMENT - 43
(Over$10,000)
Please note that we provide a cost detail table, indicating costs by our recommended I
project phase and tasks within each phase.
We propose a fixed, not-to-exceed price for professional services of$73,616. As a
demonstration of our strong desire to serve the City of Kent, this fixed price includes a
20% discount from our standard professional services cost. We will progress bill for our
work on a monthly basis. In addition, PTI will bill for travel and related costs (such as
mileage, deliverable production, and parking) as incurred, with a 1.5% markup which
reflects the current Washington State Business and Occupational Tax on PTI's gross
receipts. We estimate travel and expenses at$2,000. Our final, not-to-exceed price I
for is $75,616.
Cost Detail
The following table presents a task-by-task breakdown of the proposed fees to facilitate
a more thorough evaluation of our cost proposal. We provide this level of detail to
demonstrate our commitment to this project—and to give the City a meaningful basis for
negotiating desired changes to our proposed scope of work.
Consulting Services Costs and Estimated Expenses Mike Dan Nicole Tracle ,
Silverman Bergen Simpkinson Jacinto Hours Cost
Hourly Rafe(Note:20%discount applied) E120 5120 E1DD $88
, v ...�,., „- ., ,
Phase I �Systeryl Selection Project Pla�f Consulting Services Sub iotat`�>=� 7,6 $8,71°
PM.I Manage Project 40 40 $4 8�
11 Conduct Project Kick Oft(wsim via lN7,4wnsuuamsl 6 6 6 6 24 $25 ,.II
1.2 Conduct Interviews(oo-itev g#1,4mosullaNs) 4 4 4 12 $13601
Estimated Expenses $
Phase II-'Requirements Definition consulting Services Sub-total 98 $9,5
2.1 Finalize Functional Requirements(ensae vst a2 a 3.2 wasNmnm) 8 20 20 48 $4,7u
2.2 Finalize Technicaltlnledace Requirements(orosaevisit 94.1 wasulun0 2 2 12 16 $1,496
2.3 Identify and Conlact Potential Vendors 8 8 $7Q
2.4 Conduct Vendor Evaluation CriterimProcess Workshop(on-stensitp5,3consultants) 6 2 6 12 26 $26
s Estimated Expenses $5 0I
Phase 111-RFP Creation and Distribution Consulting Services Sub-total`_'� ' 170 $16,960
3.1 Develop Draft RFP 6 6 � 2s 32 46 $4,4
3.2 Develop Final RFP 3 3 2 12 20 $1,91
3.3 Conduct Demonstration Script Workshop(on-saa Nsep6,4 wnsullants) 8 8 8 12 36 $3,776I
3.4 Develop Demonstration Scripts 6 6 32 24 68 $6,752
Estimated Expenses ;$3
P age IV�gPropgsal Cvaluatlyti and ReopoJm@rt�lelJogCogsultipg,§eivice, , gb jotal „ z 354 $38,39,
41 Facilitate Vendor Pfe.bid Conference(onsnamsnk7,lwnwilaN) �6 6 $600I
4.2 Conduct Proposal Scoring Workshop(ortsitensilae,3wnsulmnts) 6 2 6 6 20 $210 n
4.3 Develop Scoring Tools 4 4 2 8 18 $1,
4.4 Develop Total Cost of Ownership 2 2 2 16 22 $2,OQ.
4.5 Scare and Summarize Proposals 16 16 16 48 $5,440
4.6 Select Demonstration Participants 8 8 4 20 $2.1 "
4.7 Facilitate Vendor Discovery Session(o six Ksirdi,1 wasunanq 2 12 14 $1.4
4.8 Conduct Vendor Demonstration(on-saevwt ato,11,12,3 wnsuaenls) 36 36 36 108 $12,2 -
4.9 Finalize Selection 8 8 4 20 $2,112
4,10 Construct High-Level Implementation Plan 2 2 2 12 18 $1.7
4.11 Deliver Final Preserlalion(.-sae v10#13,2 wnsullanm) 8 8 4 20 $2,2II
4.12 Assist with Contract Negotiations(optional) 20 20 40 $4,4(lu
Estimated Expenses $950
Plus Total Estimated Expenses $2,00 i
Total Project Cost $75,61
CONSULTANT SERVICES AGREEMENT - 44
(Over$10,000)
1
Note that our blended rate for the proposed services is under$108 per hour. We urge you
to compare this rate with that of our competitors. We believe that you will find that our
pricing offers tremendous value to the City.
We would like to emphasize once again that our cost and work plan are flexible.We
welcome the opportunity to work with the City to finalize a work plan and associated
costs to best meet your needs.
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Cost Assumptions
Our cost proposal assumes the following:
♦ There will be a single draft-to-final process for the request for proposals
♦ Requested data will be returned in the formats specified in the associated data
collection instructions and tools, and in the timeframe defined in the project schedule
♦ All deliverable drafts will be electronically submitted to the City
♦ No more than five (5) copies of final deliverable documents will be provided in paper
format
♦ Expenses include trips to City of Kent to:
i • Conduct the project kickoff and interviews
• Finalize functional requirements and technical/interface requirements
• Conduct the Vendor Evaluation Criteria/Process Workshop
• Conduct the Demonstration Script Workshop
• Facilitate the Vendor Pre-bid Conference
• Conduct the Proposal Scoring Workshop
• Conduct the Vendor Discovery Session
• Conduct 3 days of vendor demonstrations for up to 4 vendors
• Deliver final presentation
Going Green — and Saving on Expenses
Following the lead of many of our public sector clients, PTI has increased its attention to
sustainable environmental practices. As one aspect of this implementation, we have
purchased software that facilitates "virtual meetings' by allowing documents to be
simultaneously viewed (and edited)from different locations. We can use this technology
to reduce travel —giving the project a smaller carbon footprint while saving cost. While
not appropriate for all meetings, if the City is amenable, we will use virtual sessions as
appropriate during the project.
CONSULTANT SERVICES AGREEMENT - 45
(Over$10,000)
Non-Collusion Covenant
Non-Collusion Certificate
The undersigned,being duly sworn,deposes and says that he/she is the Identical person who
submitted the foregoing proposal,and that such proposal is genuine and not sham or collusive or made
In the interest or on behalf of any person not therein named,as further,that the deponent has not
directly Induced or solicited any other bidder to put in a sham bid,or any other person or corporation to
refrain from bidding,and that deponent has not in any manner sought by collusion to secure to
himself/herself or to any other person any advantage over another bidder or bidders for the project
described as follows:
Consulting services related to procurement assistance for the Permit,Asset Management and
Work Order Request Systems Replacement Project
Consulting Vendor Name::Pacific Technologies. Inc.
(lU Signed: ".J
Michael Silverman
Title:Co-Chief Executive Officer
Notary Public:
Sworn to before me this 20th day of August.200g.
Name:W"':4I ...
q'QRRY,/
0��15RI6�jE�iy,��•f
Signature:
4
CONSULTANT SERVICES AGREEMENT - 46
(Over$10,000)
I
Equal Employment Opportunity Declaration
Equal Employment Opportunity Declaration
The City is committed to conform to Federal and State laws regarding equal opportunity.
As such all contractors, subcontractors and suppliers who perform work for the city shall
comply with the regulations of the City's equal employment opportunity policies.
The following questions specifically identify the requirements the City deems necessary
for any contractor, subcontractor or supplier to adhere to. An affirmative response is
required on all of the following questions.
The questions are as follows:
I have read the attached administrative policy number 1.2.
1. Pacific Technologies, Inc. does not and will not discriminate in employment on
the basis of sex, race, color, national origin, age, or the presence of any sensory,
mental, or physical disability.
2. Pacific Technologies, Inc. provides a written statement to all new employees and
subcontractors indicating commitment as an equal opportunity employer.
3. Pacific Technologies, Inc. actively considers hiring and promotion of women and
minorities.
4. The requirements outlined in this adherence statement shall be complied with
prior to the execution of any contract between Pacific Technologies. Inc. and the
City.
By signing below, Pacific Technologies. Inc. agrees to fulfill the four (4) requirements
referenced above.
I
Signed ` oRQ Date: August 24, 2009
Title Co-Chief Executive Officer
CONSULTANT SERVICES AGREEMENT - 47
(Over$10,000)
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Proposal
PTI will maintain the prices proposed in our cost summary for 180 calendar days beyond
the completion of the consulting vendor presentations.
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CONSULTANT SERVICES AGREEMENT - 48
(Over$10,000)
V1. Acceptance of Terms
PTI has reviewed the City's contract and requests the following changes:
Section I11.A—Compensation: —as described in our cost proposal, we prefer a fixed price
with monthly progress billing.
Section X—Ownership of Documents and Records: Replace with the following:
The Consultant reserves right, title, and interest in the methodologies, trade
secrets, software tools, and know-how employed by the Consultant to
conceptualize and produce all work products and deliverables. The City may
modify these work products for internal, non-commercial use and may distribute
the draft and final reports internally without restriction. The City may not distribute
copyrighted PTI material to third parties, including parties under contract to the
City, for their commercial use. All records submitted by the City to the Consultant
will be safeguarded by the Consultant.
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CONSULTANT SERVICES AGREEMENT - 49
(Over$10,000)
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. . . .
PTI does not wish to include any additional materials for consideration for our proposal.
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CONSULTANT SERVICES AGREEMENT - 50
(Over$10,000)
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Appendix A — Detaile• Resumes
Mike Silverman — Project Manager
Mike has over 20 years of professional information systems experience, specializing in
state and local government. His background includes software and hardware
procurement, strategic systems planning, project management, designing and managing
information systems, service delivery and cost analysis, network planning, disaster
recovery, vendor evaluation, contract negotiation, requirements analysis, software
development, and maintenance and operations.
Procurement Assistance & Feasibility Studies
Served as lead consultant to assist the eCityGov Alliance, (WA) develop a vision for
shared permit management automation and evaluate replacement system scenarios.
Working with the Alliance's steering committee, Mike helped define four replacement
scenarios, including: a single, shared solution; individual replacement solutions for the
participating cities; and a combination of solutions for smaller and larger participating
cities based upon unique functional requirements. The scope of the engagement
included using PTI's proven feasibility and cost-benefit analyses frameworks to develop
10-year cost estimates for each of the scenarios, including one-time procurement and
i implementation costs, recurring costs, and internal labor requirements. Mike worked with
the Alliance's steering committee to review these assessment findings, identify criteria
for selecting a preferred scenario, and define implementation considerations and next
steps.
Managed development of a business case to help the City of Gresham, (OR) receive
funding for replacement of existing permit management systems. The work involved
i summarizing previous studies, performing market research, developing a ten-year total
cost of ownership model, recommending project phasing and associated capital budget
appropriations, defining benefits and examining funding mechanisms.
Served as lead consultant in assisting the State of Alaska procure a comprehensive,
integrated browser-based time and attendance system to support over 16,500
employees statewide. Mike supported the State's Proposal Evaluation Committee in
developing a request for proposals, evaluating vendor proposals, conducting vendor
demonstrations, and assessing best and final offers.
Assisted the City of Bellevue, (WA), with the procurement of a permit tracking system.
We developed an RFP and associated evaluation criteria, and assisted with the
evaluation of vendors and vendor selection. Additionally, we assisted the City with
contract negotiations and provided advisory support on an ad hoc basis throughout the
implementation process
Served as a technical advisor to the City of Seattle's Department of Design,
Construction and Land Use, (WA) in its procurement and implementation of a new
permit management system. Work included helping the City determine the best way to
implement the selected vendor's e-business capabilities (i.e., via an Active Server Page
(ASP) or through hosting the software on its own server).
CONSULTANT SERVICES AGREEMENT - 51
(Over$10,000)
r
Served as lead consultant assisting the King County Department of Natural
Resources and Parks, (WA) in an assessment to evaluate three replacement solutions
of its current R:Base legacy system for work order management, accounts payable, and I
stores inventory management. PTI quantitatively analyzed the seven-year cost-benefit
and total cost of ownership of the three alternatives and documented a formal business
case for system replacement. PTI worked closely with the County's project management
team to select a preferred solution based upon "best fit," including cost, business benefit,
functionality, technical architecture, and risk, and presented our findings and
recommendations to the County's project review board. f
Assisted the City of Bellingham, (WA), in procuring a new permit tracking system. We
developed an RFP and the associated evaluation criteria. Additionally, we assisted in
proposal evaluation, vendor selection, and contract negotiation. We also provided
advisory support on an ad hoc basis throughout implementation.
Served as project manager for the King County, (WA) Sheriff's Office RMS /EMS
procurement effort for the King County Sheriff's Office (KCSO), (WA). KCSO engaged
PTI to analyze the organization's business functions and processes to augment creation
of a RFP, as well as develop demonstration scripts and vendor scoring tools to facilitate
evaluation of proposed solutions. I
Served as lead consultant to conduct a return on investment (ROI) analysis for the City
of Boise's, (ID) current enterprise resource planning (ERP) software (Oracle's
PeopleSoft) and up to four alternative ERP solutions. PTI evaluated how well PeopleSoft i
meets the City's needs—quantitatively analyzing its 15-year ROI, and qualitatively l
assessing how well it supports city business processes and integrates best practices.
We analyzed four alternatives— including Tier-1 and Tier-2 products, and outsourced
services— identified through market research and a sister-city survey. PTI worked
closely with the City's executive leadership team to select a preferred solution based
upon "best fit," including cost, functionality, technical architecture, and risk.
Mike served as a project manager on a comprehensive municipal software needs I
assessment and replacement for the City and Borough of Juneau, (AK). This effort
documented business and functional requirements, analyzed the costs and benefits of
various tax administration and ERP vendor alternatives, developed attendant f
recommendations, issued an RFP and chose a vendor. Mike worked collaboratively with
the client to negotiate a contract between a software and implementation vendor, and
was involved in implementation oversight.
Served as project manager on a customer system improvements study for the Los
Angeles County Waterworks, (CA). This study identified key business drivers for /
improving the Waterworks Billing System and developed a corresponding set of I
functional and technical requirements. Based on these, we developed a business case
incorporating a cost/benefit and risk analysis, and recommended the best improvement
alternative for the Waterworks.
Served as project manager on a computer system replacement study for the Cobb
County, (GA) Water Department to determine the best alternative for replacing their
outdated customer information and billing system. Phase I of this project weighed the
costs, benefits, and risks of replacement alternatives, and recommended the most viable
approach. Phase 11 of this project developed the requirements, issued an RFP, and
selected the best vendor to carry out the recommended replacement approach.
CONSULTANT SERVICES AGREEMENT - 52
(Over$10,000)
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Assisted the City of Tacoma, (WA), in a large-scale procurement effort focused on
replacement of their financial management, utility billing and customer service,
maintenance management and human resource systems. Scope included cost-benefit
analysis, RFP development, vendor evaluation and contract negotiation. E-business
capabilities play an important role in the requirements for these systems and were a
factor in the selection of software solutions.
Managed a project to help the City of Bellevue (WA) Police Department procure a
new CAD/RMS system. Evaluated vendor responses, managed creation of a cost-
benefit analysis that evaluated the financial implications of abandoning the City's existing
best-of-breed CAD/RMS suite and installing an integrated product from a single vendor.
Made associated recommendations.
Managed a project that studied the financial feasibility of creating a regional dispatch
center and shared CAD/RMS application for the Washington cities of Bellevue,
Bothell, and Kirkland. Interviewed key client stakeholders, supervised data gathering
efforts and construction of the financial model. Prepared presentation materials and
I presented results to appropriate parties.
Assisted the City of Gresham, (OR) in the procurement of new financial management,
i human resources, and payroll systems. Facilitated interviews and focus groups to
determine the City's business and technical needs. Analyzed the costs and benefits of
various replacement options. Worked collaboratively with the City to develop a request
ifor proposals. Assisted with proposal evaluation, and vendor negotiation.
Served as project manager on a feasibility study to support the State of Washington's
One-Stop effort, under the auspices of the Employment Security Department.
Coordinated efforts to achieve consensus with stakeholders across the state within the
context of an aggressive project schedule. Conducted interviews and focus groups with
senior executives from public and private employment service providers across
Washington, facilitated meetings with hundreds of stakeholders to develop business
case and scope of the customer tracking and accountability system, assisted with
identification and cost-benefit analysis of system implementation options, and developed
a state-wide system migration approach. Presented findings to a statewide Executive
Policy Council for approval.
Assisted the City of Seattle, (WA), with the procurement of a multi-million dollar
customer service system. Included developing a feasibility assessment; preparing a
request for proposals; assisting with vendor evaluation, selection, and contract
negotiation; developing an implementation plan; and providing project oversight and
quality assurance during implementation.
Assisted the City of Vancouver, (WA), with the procurement of a new financial
management system. Developed evaluation criteria and processes, created an RFP,
reviewed vendor proposals and facilitated a final selection. Also assisted the City with
contract negotiations.
Assisted the City of Seattle's Department of Design, Construction and Land Use
(DCLU), (WA) in its procurement of an electronic document management system. We
assisted DCLU in the preparation of scripts for vendor demonstrations and facilitated the
department's evaluation of vendor proposals. We also assisted during contract
negotiations with the selected vendor to help ensure that DCLU entered into an
agreement that met its business needs while minimizing its risks. Key evaluation criteria
CONSULTANT SERVICES AGREEMENT - 53
(Over$10,000)
included the vendor's ability to provide a Web interface to its product and the S
corresponding ability to make certain DCLU documents available over the Internet.
Assisted the City of Kirkland, (WA), with the procurement of a new financial
management system that includes financial, human resource, and utility billing
applications. We developed specific functional requirements for the new financial system
and recommended a technical architecture to support Kirkland's strategic business
needs related to financial management.
Served as project manager on an ERP Procurement engagement for West Basin
Municipal Water District, (CA). Coordinated the development of demo scripts for
vendors to demonstrate the capabilities of their systems. Facilitated the development of
final selection criteria and materials in support of the selection committee's final
evaluation workshop.
OTHER PLANNING AND ADVISORY SERVICES
Los Angeles County Integrated Business Automation Plan (IBAP) 2008-2009.
Served as project manager since 2005 on a project to annually deliver the Integrated
Business Automation Plan (IBAP)for the Los Angeles County, (CA) Chief Information
Office. The IBAP summarizes departmental IT plans and budgets totaling more than
$700 million. The work involves analyzing IT trends related to infrastructure, strategic IT
projects, and spending within the overall context of county strategic goals. It also reviews
major County projects within the context of current municipal IT trends and presents an
overview of significant departmental IT initiatives. p
Developed a maintenance and operations plan for the same child support enforcement
system for the State of California. This plan recommended an organizational structure,
suggested maintenance and operations procedures and projected five-year maintenance
and operations costs for the system.
Assisted with the development of an advance planning document (APD) and feasibility �I
study report (FSR)to obtain federal funding for a very large child support enforcement d
system for the State of California. Responsibilities included strategic evaluation of
alternative technical architectures in light of the State's business objectives for the
system, developing a conceptual system design, database management system (DBMS)
selection, system sizing, review of operational considerations, and providing assistance
with system costing.
Led the logical data modeling effort for the development of a third normal form data
model for the State of California's Child Welfare System. Developed data
administration standards and integrated the data model with a corresponding function
model. The model was built using a workshop approach that directly involved users in l
the design effort. Texas Instrument's IEF CASE tool was used to support model
development.
Assisted the King County Office of Information Resource Management (OIRM),
(WA) with development of performance measures for tracking the County's progress on
County-wide strategic initiatives and projects under the purview of OIRM's Project
Review Board.
Evaluated a criminal justice information system for the County of Alachua, (FL). The
review included assessing the proposed hardware platform, evaluating the adequacy of
the software to meet the county's business needs, evaluating the ergonomics of the
system as designed, reviewing the feasibility of the proposed development schedule,
CONSULTANT SERVICES AGREEMENT - 54
(Over$10,000)
reviewing the training and implementation plans, reviewing the proposed cost of the
system, and assisting with the negotiation of the purchase agreement.
Assisted the City of Kirkland, (WA) with the negotiation of license, maintenance, and
implementation services contracts for an integrated CAD, RIMS, and mobile
communication software package. Developed license, maintenance, and service
agreements and participated in face-to-face negotiations with the vendor. Provided
format for and review of the vendor statement of work. Developed acceptance criteria,
performance criteria, and other key contract terms.
Managed PTI's project to assess the use of information technology at the City of
Seattle's Public Safety Departments, (WA). The review included applications, IT
staffing, and infrastructure across the police, legal, court, and fire functions. Findings and
recommendations addressed issues in these areas for both the individual departments
and across departmental boundaries.
Managed the design of an enterprise data model for Washington Dental Service
(WDS), (WA). The model depicts all of WDS' data needs in detail, supports sophisticated
future processing requirements, including rule-based claim adjudication and radiographs
in the database, and provides a custom designed decision-support component that
consists of trended and summarized business data.
I
Evaluated proposed enhancements to the human resources system of a major
aerospace manufacturer. Reviewed the design from a cost/benefit, business
requirement, and ergonomic standpoint. The system as designed used DataPoint mini-
computers and an IBM mainframe running [MS.
STRATEGIC IT PLANNING
Served as lead consultant on a strategic IT governance evaluation for the Washington
State House of Representatives. PTI facilitated focus groups to identify and document
i the perceived strengths and weaknesses of the IT governance and service delivery
systems. In addition, PTI designed a survey to collect IT data from over 80 state
agencies, managed and validated responses, and analyzed the data using engagement-
specific performance measures.
Served as lead consultant for our work for the King County Accountable Business
Transformation program. This effort helped the County adjust baseline labor effort
and costs for a defined set of finance and human capital management business
processes. It then proposed a range of target labor efforts for those processes, based
on third-party benchmark data. Using the ranges, PTI proposed labor efficiencies and
potential cost savings through improved automation. PTI also developed a framework to
help the County measure actual benefits as the automation improvements are
implemented. Mike reviewed the results of our quantitative analysis, developed
recommendations, and helped create associated deliverables.
Served as project manager for an IT Strategic Plan for the South Whidbey Island
School District, (WA) #206. This work provides an independent review, needs
assessment, and strategic information technology plan to support effective use of school
levy funding across the District. PTI interviewed key management, conducted focus
groups, evaluated existing technologies and staffing, and surveyed both District
stakeholders and peer organizations to gather information. Our work helped positions
the District to improve administrative applications and establish a long-range plan for
instructional computing.
CONSULTANT SERVICES AGREEMENT - 55
(Over$10,000)
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CONSULTANT SERVICES AGREEMENT - 56
(Over $10,000)
Served as lead consultant to facilitate the development of a citywide Information
Technology Strategic Plan for the City of Redmond, (WA). Using proprietary data
analysis tools, PTI collected and assessed detailed quantitative data related to citywide
staffing and spending, and analyzed the City's current network architecture and
application portfolio. Based upon these findings and an associated gap analysis, PTI
facilitated a series of workshops with the City's executive team to articulate a strategic
j technology direction aligned with the City's business priorities and develop specific
strategies and recommendations for IT staffing and organization, software priorities,
technical infrastructure upgrades, IT governance and oversight. PTI developed a five-
year implementation plan that details projects and associated costs, including low- and
high-end estimates for both one-time and recurring costs.
Currently serving as a project manager for the State of Alaska (AK) statewide system
replacement. Work includes supporting its procurement processes and decisions for
replacing statewide finance and human resource systems. The work includes defining
requirements, helping develop demonstration scripts, facilitating on-site demonstrations,
providing technical advice on the evaluation of proposals, assisting in cost evaluation,
managing the selection process of finalist vendors, and assisting with contract
negotiations.
Served as project manager for an engagement with the King County Superior Court,
District Court, and Department of Judicial Administration, (WA) to develop a joint IT
strategic plan. The effort required evaluated the software applications and IT
infrastructure at each agency, identifying opportunities for sharing systems and
infrastructure, developing a long-term goal state, and making associated
recommendations. The work addressed both tactical concerns, such as automating
building signage and strategic issues, such as establishing platforms for sharing data
across the justice continuum.
Served as lead consultant for the Clark County, (WA) strategic information technology
plan. PTI used its proven strategic planning methodology to update the County's IT plan,
originally developed by PTI in 2002. This update assessed the County's IT organization,
service delivery, application portfolio, governance, and technical infrastructure—and
identified progress since the previous planning effort. It recommended revised strategies
as necessary, and developed an associated implementation plan. The assessment
phase included interviews and focus groups with over 150 County stakeholders; a
technical inventory assessment, a review of the County's IT organization and staffing
i levels; development of models that reflect the County's major business functions and
current IT decision-making processes, and a identification of major business drivers. The
strategy phase recommended and prioritized an "ideal" application architecture, defined
technical recommendations, validated and updated the County's decision-making model,
recommended target staffing levels and resource allocations, identified high-yield
application and technology opportunities, and suggested modifications to the County's
existing service level agreement with the City of Vancouver. The County's business
priorities, strategic initiatives, and policy objectives drove the development of all IT
strategies and priorities. The final phase culminated with the development of a
implementation plan, including project descriptions and costs, to serve as a "blueprint"
for Clark County's IT investment and deployment over a five-year horizon.
CONSULTANT SERVICES AGREEMENT - 57
(Over$10,000)
f
Served as a lead consultant for a citywide IT strategic plan for the City of Rialto, (CA).
PTI conducted this exercise in partnership with a project steering committee consisting
of senior management representatives from all City departments. This group provided
critical guidance to our team throughout the project.PTI supported the effort through
interviews, focus groups, and workshops involving over 115 stakeholders. Our team also
gathered and analyzed documentation related to IT planning, policies, and procedures,
and citywide planning initiatives. Additionally, our consultants analyzed quantitative data
related to citywide IT spending and support, and examined the City's current network
architecture and application portfolio.
Served as lead consultant for an IT strategic plan for the Port of Los Angeles, (CA).
This work included an assessment of the Port's 5-Year Technology Plan and
implementation projects for: alignment with its Strategic Plan; ability to meet future
needs, capital improvements, and planned expansions; and balance across application,
infrastructure, service delivery, and IT governance projects and initiatives. PTI evaluated
the budget, staffing, and organizational alignment implications of the Port's Technology
Plan; identifying and assessing alternative structures for IT service delivery at the Port,
including centralized, hybrid, and selectively outsourced IT support models, and making
organization and staffing recommendations. PTI also commented on the IT governance
structures, management procedures, and tools used to manage the plan's
implementation.
Served as lead consultant for an IT strategic plan for Orange County, (CA). This work
focused on developing Orange County's Enterprise Architecture (EA) position. It
involved a cursory assessment of the County's current technical and organizational
position, and delved deeply into the information and data requirements necessary to
design/augment business automation software. Ultimately, the project culminated in a
defined, strategic IT and EA direction that guides future application development, use
and integration across the County.
Managed our engagement to develop an IT strategic plan for the Town of Truckee,
(CA). Work included a comprehensive assessment of the Town's current IT position, the
creation of a business function model, application reviews with the Town's "power
users," and an analysis of key performance indicators. PTI crafted a three-to-five year
project plan to serve as a "blueprint"for IT deployment at the Town. The plan included a
manageable set of calendared projects— including lower-and higher-end cost estimates
(both one-time and recurring) suitable for budgeting purposes.
Served as lead consultant for a strategic IT plan for the City of Roseville, (CA). The
work included an assessment of the City's IT organization. We analyzed staffing levels
and labor allocations along major functional and business areas. This work led to a
reorganization analysis and recommendations to increase staffing levels at the City.
Served as the lead consultant for our work with the City of Walnut Creek, (CA) in the
completion of a strategic IT plan. We conducted a customer satisfaction survey and
benchmarked the City against comparable municipalities. Our work also included a
comprehensive assessment of the City's current application portfolio, and IT service
delivery organizational structure. Recommendations focused on future IT governance
structure, application investments, and IT staffing and training.
I
CONSULTANT SERVICES AGREEMENT - 58
(Over$10,000)
Serving as project manager on an engagement to the Alderwood Water and
Wastewater District, to develop a comprehensive strategic IT plan that provides a
blueprint for future technology investment and IT support over the next 5 years. Our
work will culminate in the creation of an actionable implementation plan, including a core
set of specific projects with attendant timelines and budget estimates.
Managed a project to develop an IT Service Needs Assessment for the City of Fresno,
(CA). This effort focused on organization of IT service delivery and management of
infrastructure assets. Our team developed cost models, evaluated staffing levels and
service performance metrics, and made associated recommendations.
Served as project manager on a strategic IT plan for the City of Visalia, (CA). Working
with a steering team that represented the cross-functional business needs of the City,
we assessed Visalia's current IT position, developed strategic recommendations, and
defined a costed implementation plan.
Served as project manager on a strategic information systems plan for the City of
Merced, (CA). We reviewed applications, IT service delivery, IT decision making, and
technical architecture across the City, and developed an IT plan that included specific
strategies for each of these areas. Major applications reviewed included HTE, document
management, and GIS. We also analyzed the organization structure, staffing levels, and
customer service provided by the Information Services (IS) Division at the City. Our final
report included recommendations around the City's approach to maintaining HTE and
i implementing the web-based version, NaviLine. It also presented an implementation
plan that outlined and priced projects that the City had prioritized highly.
Served as project manager on a strategic IT planning engagement for the City of
Oxnard, (CA). Scope for this full-service city's Master Technology Plan included a
complete assessment of applications, technical infrastructure, IT staffing, and customer
satisfaction. We also conducted a comparative survey of similar municipalities in
I California and neighboring states. Strategy development and implementation planning
phases were similar in scope to our other comprehensive IT planning projects— resulting
in a costed project plan suitable for budgeting purposes.
Currently serving as Lead Consultant on an inclusive IT strategic planning/enterprise
architecture development project for Orange County, (CA). This project will help align
Orange County's business and policy goals with the use of information technology. The
study will provide Orange County with an actionable "blueprint"to guide IT investment
and resource deployment in direct support of business and policy objectives.
Managed a project to develop the FY 05-06 Integrated Business Automation Plan for
the Los Angeles County (CA) Chief Information Office. The work involved analyzing
IT trends related to infrastructure, strategic IT projects, and spending within the overall
context of county strategic goals. It also reviewed major County projects within the
context of current municipal IT trends and presented an overview of significant
departmental IT initiatives.
CONSULTANT SERVICES AGREEMENT - 59
(Over$10,000)
Ir
Served as the Project Manager in a County-wide IT Strategic Planning engagement for
Snohomish County, (WA). Responsibilities include developing a strategic goal state,
quantifying project costs, and developing deliverables. This effort included interviews,
focus groups, and workshops involving over 200 stakeholders. Additionally, PTI f
gathered and analyzed documentation related to technology planning, policies and
procedures, and county-wide planning initiatives. To supplement our Snohomish County-
related data collection and analysis, we utilized information gathered from a survey of j
peer counties to compare IT organizational structures, expenditures, and staffing levels.
Work culminated in validation of our recommendations with the project's steering team,
the creation of cost estimates, and a "blueprint"to guide technology investments and I
deployment at the County over the next three-to-five years.
Managed an engagement to develop an IT strategic plan for the City of Boise, (ID). This
effort included interviews, focus groups, and workshops involving over 200 stakeholders.
Our team also gathered and analyzed documentation related to IT planning, policies,
and procedures, and city-wide planning initiatives. Finally, we analyzed quantitative data
related to city-wide IT spending and support. Our work culminated in a high-priority set of
costed projects, suitable for budgeting purposes. This plan was then presented to
selected City staff and the Boise City Council.
Served as quality assurance manager on our web business planning effort for
Snohomish County, (WA). This comprehensive Internet planning engagement built a
customer contact model, devised a Web application architecture, worked with the
County's steering committee to prioritize investment opportunities, and analyzed costs
and staffing requirements. We developed a four-year implementation plan, estimated
associated costs, and provided project descriptions.
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Managed a project to benchmark IT spending at staffing for Snohomish County, (WA).
The work involved surveying similar counties, vetting the data, and providing a detailed
report to Snohomish County, as well as high-level results to the other participating i
organizations.
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Served as lead consultant on an IT strategic planning effort for Washoe County, (NV).
The project developed a comprehensive IT strategic plan for the County, including
providing direction for applications, infrastructure, staffing, and governance initiatives.
We also benchmarked the County against comparable organizations as part of this
effort.
Managed the assessment of IT service delivery for Clackamas County, (OR). The work I
included in-depth analysis of IT staffing levels, services, labor costs, and service delivery
approach. External and internal surveys were used to provide benchmarks. The work
recommended changes to staffing levels, services offered, and service delivery
approach as required. Also assisted with implementation of our recommendations.
Managed our project to provide a business case for reorganizing IT service delivery at
King County, (WA). The work included identifying potential alternatives, developing
evaluation criteria, performing a detailed cost-benefit analysis, recommending a
preferred alternative, and creating a related transition plan.
Served as the quality assurance manager on a strategic IT planning engagement for
Deschutes County, (OR). Our work included a thorough assessment of current
applications, technology infrastructure, IT service delivery and decision making,
identification of key IT issues and strategies to address those issues, and a costed
implementation plan.
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CONSULTANT SERVICES AGREEMENT - 60
(Over$10,000)
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Served as internal quality assurance manager for a strategic systems plan for Clark
County, (WA). This comprehensive planning effort assessed current IT applications,
technology, service delivery and decision making. It recommended strategies in each of
i these areas and developed an associated costed implementation plan. It also developed
a separate process intended to allow the County to keep the plan current without further
consultant involvement.
Served as project manager for King County, (WA) in the development of a
comprehensive understanding of the County's total cost of delivering IT service. This
project identified ongoing and capital costs associated with IT assets and infrastructure
and provided a high-level view of the County's IT assets. As part of our work, PTI
constructed, distributed, and analyzed a detailed matrix that enabled us to determine the
total labor costs associated with providing IT service to all County agencies. It also
allowed us to assess to key labor efficiency metrics, such as ratio of workstations to help
desk staff, ratio of servers to server administration staff, etc. We also reviewed both
enterprise and departmental IT budgets to validate the information received, and identify
additional expenditures.
Served as quality assurance manager for a project to develop performance measures for
King County, (WA)'s Institutional Network (I-Net). Contracted to the County Auditor,
I we worked with a cross-departmental task force to identify performance measures and
established associated benchmarks. We also built a financial model for the I-Net and
I conducted a market survey.
Served as project manager, assisting King County, (WA), with the analysis of
mainframe usage options. Conducted focus groups and interviews to determine the
usage and capabilities of the mainframe applications. Developed options for the future of
the mainframe and the costs and benefits associated with each. Recommended a future
for the County's mainframe and presented results to major County stakeholders.
Served as quality assurance / lead consultant on a "situational assessment" of the San
Diego County (WA)Water Authority's IT planning approach. The analysis reviewed
key IT planning documents (the Authority's FY 2003—2005 Budget Decision Package
Requests, 1999 Strategic IT Plan, 2003 GIS Strategic Plan, and FY 2002 —2003
,i Budget). PTI's two principals then conducted on-site interviews with over a dozen
Authority stakeholders. We provided input to the Authority's Budget Review Board and
presented preliminary findings and recommendations at the conclusion of our on-site
sessions. Our work culminated in the delivery of a briefing that highlighted findings and
recommendations attendant to IT decision making and budgeting.
Served as project manager for our strategic IT planning work for the Metropolitan
Water District (MWD) of Southern California. This comprehensive engagement
assessed MWD's applications, IT staffing, technical infrastructure, and decision making.
We worked with an MWD steering team, made associated recommendations, and
developed a fully costed implementation plan.
Provided quality assurance on our strategic IT planning engagement for the City of
Kirkland, (WA). This work comprehensively assessed Kirkland's IT applications,
staffing, network, and decision-making. The resulting plan added staff, improved the
City's network, and asked for significant investment in application software.
CONSULTANT SERVICES AGREEMENT - 61
(Over$10,000)
I
Assisted the City of Bellevue, (WA), with the development of an IT Strategic Plan and 1
Governance Process. Included analysis of the IT organization, applications, and
technical infrastructure; vision and strategy development; recommendation of an
application architecture; governance process definition; and implementation planning.
Under contract to the State legislature, managed a project for the State of North Dakota
to evaluate the State's approach to organizing and managing the provision of IT
services. This project gathered extensive information on IT labor costs and distribution of
IT labor, evaluated workloads and performance metrics, and surveyed other states to
provide meaningful external comparisons. Built financial models of various IT service
delivery and organization models and made associated recommendations.
Served as quality assurance manager on our strategic IT management planning effort
for the City of Annapolis, (MD). Phase I of this project focused on assessing the City's l
applications, technical infrastructure, and IT service delivery. We established the City's
highest application priorities, and developed the requisite organizational and technical
strategies needed to support them. The implementation plan developed around these
strategies provided a set of costed strategic IT projects over a five-year time frame. J
Phase II of this project developed requirements and produced an RFP for a replacement
financial system.
Provided quality assurance services on our strategic systems planning effort for the City
of Las Cruces, (NM). This effort evaluated applications, IT infrastructure, IT staffing,
and related decision-making processes. This effort resulting in recommending significant
changes to the City's application portfolio and approach to staffing its IT function.
Served as quality assurance manager for our Information Technology Strategic Plan for
the City of Vancouver, (WA). This effort resulted in the approval and funding by Council
of several IT initiatives. As part of the planning process, we worked closely with Clark
County Department of Information Technology (DoIT) staff to evaluate the fiscal and
functional components of the IT services delivered to the City. Our work assessed and
addressed issues related to IT organization and service delivery, application software, IT
management, and decision-making and technical infrastructure.
Served as quality assurance manager for our general management and operations study
for the City of Ogden, (UT). This comprehensive planning effort assessed and
recommended improvements to the City's application portfolio, infrastructure, and IT
service delivery approach. It also included an evaluation of a recent shortfall in the IT
internal service fund, and proposed solutions to ensure tighter fiscal controls in the I
future.
Served as quality assurance manager for an information technology strategic plan for
the State of Alaska. This effort assessed the State's current use of technology by
aggregating data from all state agencies. We made recommendations regarding
enterprise applications, technical architecture, governance, and service delivery. j
Working with an Alaska steering committee, we also developed a "goal state' for IT use
in Alaska and provided a costed, calendared project plan.
Served as project manager on an engagement to develop a strategic systems plan for
the City of Bellevue's public safety departments. Led the evaluation of the City's
public safety applications, service delivery, computing infrastructure, and governance
processes. Made recommendations to improve service delivery and prioritize application
investments. The work resulted in the creation of IT application units in Bellevue's Police
and Fire Departments.
CONSULTANT SERVICES AGREEMENT - 62
(Over$10,000)
Assisted the City of Burien, (WA), as project manager for a management information
systems plan. The project's goal was to provide an objective assessment of the state of
IT within the City, develop strategies designed to meet the City's present and future
information technology needs, and develop an implementation plan that lays out projects
and associated costs over the next several years. The work included evaluating and
costing Internet investments—and resulted in the City deciding to defer significant
investment in e-government initiatives.
Served as a project manager on our strategic planning work for the Sammamish
Plateau Water& Sewer District, (WA). This work included a thorough assessment of
current applications, technology infrastructure, IT service delivery and decision making,
identification of key IT issues and strategies to address those issues, and a costed
implementation plan.
Served in a quality assurance role on a strategic systems planning engagement for
Seattle Public Utilities, (WA). His work included participation in key interviews and
workshops, review of interim work products, participation in development of
recommendations, and review of deliverables.
Served as project manager in the development of a strategic systems plan for the Port
of Portland, (OR). This work included interviews, a customer satisfaction survey, and
analysis of the IT organization, governance processes, applications, and technical
infrastructure. We devised IT strategies, made associated recommendations, and
delivered a comprehensive report along with a presentation to the Port Commission.
Served as project manager for development of a strategic technology plan for the Port
of Seattle, (WA), which operates one of the largest ocean freight facilities in the world,
as well as the Seattle-Tacoma International Airport and various other marine facilities
and warehouse environments. To enable it to continue achieving its mission with
optimum effectiveness, we assisted the Port in determining which information
technologies to invest in over the next three years. This work included a review of the
Port's e-business strategy.
Managed a strategic technology planning engagement for the Springfield School
District in Oregon. This work included analyzing staffing and service delivery efficiency,
conducting a benchmark survey, reviewing options for providing critical business
applications and making associated recommendations. Results were presented to the
i school board for approval.
Developed an administrative information technology strategic plan for the
Communications and Technology Center for Washington's Community and
Technical Colleges. The scope of this engagement included redefining the role and
objectives of the CTC, recommending associated organizational structures and
governances, and building consensus around the new governance structure. The project
directly involved over 250 stakeholders across all levels of CTC's diverse service
continuum, and included both instructional and administrative computing issues.
Managed a project to update our previously completed strategic technology plan for
Seattle City Light, (WA) (Seattle's electric utility). Work included evaluating the Utility's
application portfolio, IT service delivery, technical infrastructure, and related decision-
making. A major outcome of this effort was recognition that the Utility has not paid
sufficient attention to the mission-critical nature of the Internet. Our recommendations
addressed this key issue, along with other areas.
CONSULTANT SERVICES AGREEMENT - 63
(Over$10,000)
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Assisted the Seattle Center, (WA) with the development of a strategic systems plan.
Made recommendations regarding future application architecture. The plan will ultimately
allow the Center to reach City technology standards.
Managed a strategic plan for the Kansas City Area Transportation Authority, (KS).
The Authority's jurisdiction includes public transportation for a seven-county area that
straddles both the states of Kansas and Missouri. Tasks included analyzing the
Authority's IT budget, conducting a series of interviews and focus groups, preparing a
quantitative analysis of the level of IT support being provided by staff inside and outside
of the IT division, and formulating recommendations designed to improve the integration
of major business systems.
Served as internal quality assurance manager for a strategic systems plan for the Clark
County Transit Authority (C-TRAN, (WA)). This full-scale planning effort includes
assessing current use of IT at C-Tran, analyzing staffing and service delivery
approaches, recommending future applications and technologies, recommending future
staffing and service delivery approaches, and developing a costed implementation plan.
Assisted Sound Transit, Seattle, (WA) in developing an IT strategic plan. Project tasks J
included assessing current technical architectures, identifying strategic issues for the
department, assisting in the development of specific organizational recommendations,
and identifying resource requirements.
Served as project manager on a business planning engagement for the Washington
Department of Transportation — Northwest Region. This project assessed current
service delivery strategies and analyzed potential changes to the Region's IT Center
organization and resources. It also evaluated funding and IT decision-making models,
technical infrastructure, procurement strategies, and the Region's relationship with third- +
party service providers. Led the development of strategic recommendations for future
technology initiatives and assisted with implementation of changes to IT Center service
delivery approach.
Served as the project manager on a strategic systems planning engagement for the
Washington Office of the State Treasurer. In an effort to ensure stakeholder
ownership, our work plan involved every staff member of the agency, along with external
stakeholder focus groups. This plan also included preparation of a general systems
design for a treasury management system as a component of a feasibility study to
secure funding for this critical project.
Managed a strategic systems planning effort for the State of Washington's
Department of Corrections (DOC). This comprehensive project reviewed applications,
staffing, IT infrastructure, and IT decision making across the DOC's administrative,
detention, and community supervision functions. The resulting report made sweeping
recommendations to an organization that relied on dated applications and a poorly
integrated IT infrastructure.
Served as project manager for the Washington Wood Products Association, (WA) in
an evaluation of its use of technology. PTI performed this work by conducting interviews
with key stakeholders, performing market research, and reviewing current processes,
documentation, and systems.
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CONSULTANT SERVICES AGREEMENT - 64
(Over$10,000) f
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Assisted Airtouch, (WA)with the development of a strategic IT plan built upon internal
IT work. Tasks included a full assessment of the application, data and technical
architectures, and the processes for IT service delivery and decision-making. We
identified key strategies that address those issues and presented a costed
implementation plan.
Served as project manager in the development of a strategic information technology plan
for the Seattle Fire Department, (WA). Conducted interviews and focus groups with
staff at all levels, assessed application, technical, and service delivery architectures at
the Department, led analysis of staffing costs and customer satisfaction data, and
evaluated technology decision-making processes. Led the PTI team through
development of strategic issues for improving IT services and resources, and worked
with Department staff to develop prioritized, costed implementation projects to improve
IT at the Department.
Served as project manager for the original strategic systems planning effort for Seattle
City Light Department, (WA). The plan included an external benchmarking effort as
well as a thorough evaluation of all aspects of information technology use at Seattle City
Light. Facilitated all workshops and drove the overall direction of the strategy
development effort. Worked with senior management at the Utility to develop and gain
approval for the plan.
Served as lead consultant on IT organizational analysis and staffing study for the City of
Sunnyvale, (CA). Conducted interviews, focus groups, and workshops directly involving
over 100 stakeholders—including City management and staff, City Council members,
and representatives from the community. Analyzed data relating to technology planning,
policies and procedures. Assessed data related to City staffing levels and labor
allocation, IT spending, and technology infrastructure. Conducted a survey of peer cities
to facilitate comparison of IT staffing approaches and expenditures. Developed practical
and effective recommendations to improve IT services and align the City's approach to
IT service delivery with PTI's targets for optimal IT service delivery. Also crafted an
attendant transition plan aimed at implementing those recommendations.
Served as lead consultant on the development of a district-wide information technology
strategic plan for the Adams 12 School District, (CO). Conducted this exercise in
partnership with a project steering committee consisting of representatives from District
departments and schools. Conducted interviews, focus groups, and workshops involving
over 120 stakeholders. Gathered and assessed documentation related to IT planning,
policies and procedures, and district-wide planning initiatives. Analyzed data related to
the District's current technical infrastructure and application portfolio. The work
culminated in a "blueprint"for the future of IT at the District.
PREVIOUS POSITIONS
Manager, Deloitte &Touche Management Consulting, Seattle, WA (3 years)
Sole Proprietor, Application Systems Design Group, Marlborough, CT (4 years)
Senior Consultant, Teleprocessing Systems, Inc., Hartford, CT (1 year)
Programmer/Analyst, The Aetna Life and Casualty Company (2 years)
CONSULTANT SERVICES AGREEMENT - 65
(Over$10,000)
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EDUCATION
Master of Science (MS), Rensselaer Polytechnic Institute, 1986
Bachelor of Arts (BA), Princeton University, 1978. Double major in Religion and
Psychology.
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CONSULTANT SERVICES AGREEMENT - 66
(Over$10,000)
Dan Borgen — Lead Consultant
Dan Borgen is a Co-Chief Executive Officer at Pacific Technologies, Inc. He is a
seasoned IT professional with over 20 years of experience spanning an extensive
background in a host of local government strategic systems planning, technology
acquisition, and group facilitation. Dan has served on a host of local government IT
planning and procurement engagements— including work for the cities of Boise (ID),
Tacoma (WA), Vancouver(WA), Juneau (AK), Gresham (OR), Seattle (WA), Kirkland
(WA) as well as West Basin Municipal Water District (CA) and the counties of Los
Angeles (CA), Washoe (NV), Snohomish (WA), and King (WA)—to name just a few.
Prior to becoming a co-owner of PTI, he helped establish and lead Deloitte & Touche's
Pacific Northwest systems planning practice. Overall, Mr. Borgen is a creative thinker
with a history of helping clients arrive at innovative, cost-effective solutions that make
sense, get implemented, and deliver positive results.
Relevant Consulting Experience
Feasibility Studies And Procurement Assistance
Assisted the City of Tacoma, (WA) in a large-scale procurement effort focused on
replacement of their financial management, utility billing and customer service,
maintenance management, and human resource systems. Scope included cost-benefit
analysis, RFP development, vendor evaluation, and contract negotiation.
Served as project manager for the City of Gresham, (OR) on project to implement an
integrated financial and human resources system. The project scope included
developing a needs assessment and defining functional and technical specifications for
inclusion in a request for proposals (RFP). Also assisted with RFP development,
proposal evaluation, demonstration script development, vendor selection and contract
- negotiation.
Served as lead consultant on an ERP procurement engagement for West Basin
Municipal Water District, (CA). Dan supported project from needs analysis through
RFP development and vendor selection. As part of this effort, Dan reviewed and analyzed
the District's business automation and functional needs, reviewed market research, and
identified vendor evaluation criteria.
Managed a project that procured a new financial management system for the City of
Vancouver, (WA). The effort included a needs assessment, requirements definition,
RFP development, vendor selection, and contract negotiation assistance. Vancouver
selected the ORACLE financial suite and successfully implemented the product on time
and within PTI's recommended budget.
Managed a project aimed at procuring new financial, human resource, and utility billing
applications for the City of Kirkland, (WA). Our assessment work began by examining
the City of Kirkland's tactical and strategic business needs. We also evaluated their
existing applications, hardware, networks, and databases. We developed specific
functional requirements for the new systems and recommended a technical architecture
to support Kirkland's strategic business needs. In addition, we provided advice in the
development of a request for proposals and proposal evaluation criteria. We participated
in evaluating proposals from over a dozen vendors.
CONSULTANT SERVICES AGREEMENT - 67
(Over$10,000)
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Served as project manager on a three-year, $20+ million dollar customer service system
procurement project for the City of Seattle, (WA). Includes developing a feasibility
assessment; preparing a request for proposals; assisting with vendor evaluation,
selection, and contract negotiation; developing an implementation plan; and providing
project oversight and quality assurance during implementation. This systems project
involved coordinating input from multiple City departments to develop a consolidated
system for city-wide use.
Served as project manager to conduct a return on investment (ROI) analysis for the City
of Boise's, (ID) current enterprise resource planning (ERP) software (Oracle's
PeopleSoft) and up to four alternative ERP solutions. PTI evaluated how well PeopleSoft
meets the City's needs—quantitatively analyzing its 15-year ROI, and qualitatively
assessing how well it supports city business processes and integrates best practices.
We analyzed four alternatives — including Tier-1 and Tier-2 products, and outsourced
services—identified through market research and a sister-city survey. PTI worked
closely with the City's executive leadership team to select a preferred solution based
upon "best fit," including cost, functionality, technical architecture, and risk.
Served as the lead consultant on a comprehensive municipal software needs
assessment and replacement for the City and Borough of Juneau, (AK). This effort
documented business and functional requirements, analyzed the costs and benefits of
various tax administration and ERP vendor alternatives, developed attendant
recommendations, issued an RFP and chose a vendor.
Served as lead consultant assisting the King County Department of Natural
Resources and Parks, (WA) in an assessment to evaluate three replacement solutions
of its current R:Base legacy system for work order management, accounts payable, and '
stores inventory management. PTI quantitatively analyzed the seven-year cost-benefit I
and total cost of ownership of the three alternatives and documented a formal business
case for system replacement. PTI worked closely with the County's project management
team to select a preferred solution based upon "best fit," including cost, business benefit,
functionality, technical architecture, and risk, and presented our findings and
recommendations to the County's project review board.
Served as project manager to assist the eCityGov Alliance, (WA) and 11 participating
cities in developing a vision for regional permit management automation and analyzing
attendant cost estimates for replacing existing systems. PTI identified critical business
needs, conducted vendor research, and crafted four replacement scenarios. Utilizing our
proven cost-benefit analysis methodology and tools, PTI identified 10-year cost
estimates for each of the scenarios—including one-time procurement and
implementation costs, recurring costs, and internal labor requirements. We worked in
partnership with the project's steering committee to review findings and cost projections,
develop criteria for selecting a preferred scenario, and identify key milestones and
implementation considerations.
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Served as lead consultant for the King County, (WA) Sheriff's Office Records
Management System (RMS) procurement. Dan developed scoring materials using
objective criteria to evaluate vendor's written responses and software demonstrations.
These materials were used by the steering committee to make a final procurement
decision.
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CONSULTANT SERVICES AGREEMENT - 68
(Over$10,000)
Served as the lead technical consultant in the development of a conceptual design
model for a comprehensive case management system for California's Child Welfare
Services program. Responsibilities included the facilitation of multiple joint application
l design (JAD) workshops which focused on the definition of a logical data model and a
fully "decomposed" business functional model, utilizing Texas Instrument's Information
Engineering Facility (IEF)design methodology and Computer Assisted Software
i Engineering (CASE) software.
Responsible for the development of the functional requirements for the State of
California's Statewide Automated Child Support System (SACSS). Managed the design
efforts for the creation of the SACSS logical application model. Participated in 11
California county-site visits and led multiple JAD sessions with representative IV-D
personnel in the development of an advanced planning document (APD) and feasibility
study to obtain federal funding. Developed the system's five-year maintenance and
operations plan.
Assisted Seattle City Light, (WA) in preparing a Project and Investment Evaluation for
presentation to the City Council in justification of a $6 million work management system.
Roles included facilitating process modeling workshops, defining user requirements,
conducting market research, identifying costs and benefits of various options, and
performing financial analysis.
Served as project manager to assist the City of Bellevue, (WA) in procuring a new
permit tracking system. Developed an RFP, facilitated demonstration script
development, and assisted in proposal evaluation, vendor selection, and contract
negotiation.
Served as project manager to assist the City of Bellingham, (WA) in developing
requirements for a new permit tracking system. Developed a request for proposals.
Assisted in proposal evaluation, demonstration script development, vendor selection,
j and contract negotiation.
Strategic It Planning And Advisory Services
Served as project manager on a strategic IT governance evaluation for the Washington
y State House of Representatives. PTI facilitated focus groups to identify and document
the perceived strengths and weaknesses of the IT governance and service delivery
systems. In addition, PTI designed a survey to collect IT data from over 80 state
agencies, managed and validated responses, and analyzed the data using engagement-
specific performance measures.
Served as project manager to facilitate the development of a citywide Information
Technology Strategic Plan for the City of Redmond, (WA). Using proprietary data
analysis tools, PTI collected and assessed detailed quantitative data related to citywide
staffing and spending, and analyzed the City's current network architecture and
application portfolio. Based upon these findings and an associated gap analysis, PTI
facilitated a series of workshops with the City's executive team to articulate a strategic
technology direction aligned with the City's business priorities and develop specific
strategies and recommendations for IT staffing and organization, software priorities,
technical infrastructure upgrades, IT governance and oversight. PTI developed a five-
year implementation plan that details projects and associated costs, including low- and
high-end estimates for both one-time and recurring costs.
CONSULTANT SERVICES AGREEMENT - 69
(Over$10,000)
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Served as lead consultant for an IT Strategic Plan for the South Whidbey Island
School District, (WA)#206. This work provides an independent review, needs
assessment, and strategic information technology plan to support effective use of school
levy funding across the District. PTI interviewed key management, conducted focus {
groups, evaluated existing technologies and staffing, and surveyed both District
stakeholders and peer organizations to gather information. Our work helped positions
the District to improve administrative applications and establish a long-range plan for
instructional computing.
Served as project manager for an IT strategic plan for the Port of Los Angeles, (CA).
This work includes an assessment of the Port's 5-Year Technology Plan and
implementation projects for: alignment with its Strategic Plan; ability to meet future
needs, capital improvements, and planned expansions; and balance across application,
infrastructure, service delivery, and IT governance projects and initiatives. PTI is
evaluating the budget, staffing, and organizational alignment implications of the Port's
Technology Plan; identifying and assessing alternative structures for IT service delivery
at the Port, including centralized, hybrid, and selectively outsourced IT support models,
and making organization and staffing recommendations. PTI is also commenting on the
IT governance structures, management procedures, and tools used to manage the
plan's implementation.
Served as project manager for an IT strategic plan for Orange County, (CA). This work
focused on developing Orange County's Enterprise Architecture (EA) position. It
involved a cursory assessment of the County's current technical and organizational
position, and delved deeply into the information and data requirements necessary to
design/augment business automation software. Ultimately, the project resulted in a
defined, strategic IT and EA direction that guided future application development, use
and integration across the County.
Served as lead consultant for an engagement with the King County Superior Court,
District Court, and Department of Judicial Administration, (WA) to develop a joint IT
strategic plan. The effort required evaluated the software applications and IT
infrastructure at each agency, identifying opportunities for sharing systems and
infrastructure, developing a long-term goal state, and making associated
recommendations. The work addressed both tactical concerns, such as automating
building signage and strategic issues, such as establishing platforms for sharing data
across the justice continuum.
Served as quality assurance manager for our Information Technology Strategic Plan for
the City of Vancouver, (WA). This effort resulted in the approval and funding by Council
of several IT initiatives. As part of the planning process, we worked closely with Clark
County Department of Information Technology (DoIT) staff to evaluate the fiscal and
functional components of the IT services delivered to the City. Our work assessed and
addressed issues related to IT organization and service delivery, application software, IT
management, and decision-making and technical infrastructure.
Served as project manager for the Clark County, (WA) strategic information technology
plan. PTI used its proven strategic planning methodology to update the County's IT plan,
originally developed by PTI in 2002. This update assessed the County's IT organization,
service delivery, application portfolio, governance, and technical infrastructure— and
identified progress since the previous planning effort. It recommended revised strategies
as necessary, and developed an associated implementation plan. The assessment
phase included interviews and focus groups with over 150 County stakeholders; a
CONSULTANT SERVICES AGREEMENT - 70
(Over$10,000) }
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technical inventory assessment, a review of the County's IT organization and staffing
levels; development of models that reflect the County's major business functions and
current IT decision-making processes, and a identification of major business drivers. The
strategy phase recommended and prioritized an "ideal" application architecture, defined
technical recommendations, validated and updated the County's decision-making model,
recommended target staffing levels and resource allocations, identified high-yield
application and technology opportunities, and suggested modifications to the County's
existing service level agreement with the City of Vancouver. The County's business
priorities, strategic initiatives, and policy objectives drove the development of all IT
strategies and priorities. The final phase culminated with the development of an
implementation plan, including project descriptions and costs, to serve as a "blueprint"
for Clark County's IT investment and deployment over a five-year horizon.
Served as project manager for a citywide IT strategic plan for the City of Rialto, (CA).
PTI conducted this exercise in partnership with a project steering committee consisting
of senior management representatives from all City departments. This group provided
critical guidance to our team throughout the project.PTI supported the effort through
interviews, focus groups, and workshops involving over 115 stakeholders. Our team also
gathered and analyzed documentation related to IT planning, policies, and procedures,
and citywide planning initiatives. Additionally, our consultants analyzed quantitative data
related to citywide IT spending and support, and examined the City's current network
architecture and application portfolio.
Managed our engagement to develop an IT strategic plan for the Town of Truckee,
(CA). Work included a comprehensive assessment of the Town's current IT position, the
creation of a business function model, application reviews with the Town's "power
users," and an analysis of key performance indicators. PTI crafted a three-to-five year
project plan to serve as a "blueprint"for IT deployment at the Town. The plan included a
manageable set of calendared projects— including lower- and higher-end cost estimates
(both one-time and recurring) suitable for budgeting purposes.
Served as project manager for a strategic IT plan for the City of Roseville, (CA). The
work included an assessment of the City's IT organization. We analyzed staffing levels
and labor allocations along major functional and business areas. This work led to a
reorganization analysis and recommendations to increase staffing levels at the City.
Served as the project manager for our work with the City of Walnut Creek, (CA) in the
completion of a strategic IT plan. We conducted a customer satisfaction survey and
benchmarked the City against comparable municipalities. Our work also included a
comprehensive assessment of the City's current application portfolio, and IT service
delivery organizational structure. Recommendations focused on future IT governance
structure, application investments, and IT staffing and training.
Served as quality assurance manager on an engagement to develop an IT Service
Needs Assessment for the City of Fresno, (CA). This effort focused on organization of
IT service delivery and management of infrastructure assets. Our team developed cost
models, evaluated staffing levels and service performance metrics, and made
associated recommendations.
Served as quality assurance manager on a strategic IT plan for the City of Visalia,
(CA). Working with a steering team that represented the cross-functional business
needs of the City, we assessed Visalia's current IT position, developed strategic
recommendations, and defined a costed implementation plan.
CONSULTANT SERVICES AGREEMENT - 71
(Over$10,000)
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Served as quality assurance manager on a strategic information systems plan for the
City of Merced, (CA). We reviewed applications, IT service delivery, IT decision making,
and technical architecture across the City and developed an IT plan that included
specific strategies for each of these areas. Major applications reviewed included HTE,
document management, and Geographic Information Sytems (GIS). We also analyzed
the organization structure, staffing levels, and customer service provided by the IS
Division at the City. Our final report included recommendations around the City's
approach to maintaining HTE and implementing the web-based version, NaviLine. It also
presented an implementation plan that outlined and priced projects that the City had
prioritized highly.
Served as quality assurance manager on a strategic IT planning engagement for the
City of Oxnard, (CA). Scope for this full-service city's Master Technology Plan included
a complete assessment of applications, technical infrastructure, IT staffing, and
customer satisfaction. We also conducted a comparative survey of similar municipalities
in California and neighboring states. Strategy development and implementation planning
phases were similar in scope to our other comprehensive IT planning projects— resulting
in a costed project plan suitable for budgeting purposes.
Served as quality assurance manager on a project to develop the Fiscal Year (FY) 2005-
2006 Integrated Business Automation Plan for the Los Angeles County Chief
Information Office, (CA). The work involved analyzing IT trends related to
infrastructure, strategic IT projects, and spending within the overall context of county
strategic goals. It also reviewed major County projects within the context of current
municipal IT trends and presented an overview of significant departmental IT initiatives.
Served as Project Manager on an engagement to develop an IT strategic plan for the
City of Boise, (ID). This effort included interviews, focus groups, and workshops
involving over 200 stakeholders. Our team also gathered and analyzed documentation
related to IT planning, policies, and procedures, and city-wide planning initiatives.
Finally, we analyzed quantitative data related to city-wide IT spending and support. Our
work culminated in a high-priority set of costed projects, suitable for budgeting purposes.
This plan was then presented to selected City staff and the Boise City Council.
Served as the Lead Consultant in a County-wide IT Strategic Planning engagement for i
Snohomish County, (WA). Responsibilities include developing a strategic goal state,
quantifying project costs, and developing deliverables. This effort included interviews,
focus groups, and workshops involving over 200 stakeholders. Additionally, PTI
gathered and analyzed documentation related to technology planning, policies and
procedures, and county-wide planning initiatives. To supplement our Snohomish County-
related data collection and analysis, we utilized information gathered from a survey of
peer counties to compare IT organizational structures, expenditures, and staffing levels.
Work culminated in validation of our recommendations with the project's steering team,
the creation of cost estimates, and a "blueprint" to guide technology investments and I
deployment at the County over the next three-to-five years.
Served as lead consultant for our strategic IT planning work for the Metropolitan Water
District (MWD) of Southern California. This comprehensive engagement assessed
MWD's applications, IT staffing, technical infrastructure, and decision making. We
worked with an MWD steering team, made associated recommendations, and developed
a fully costed implementation plan.
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CONSULTANT SERVICES AGREEMENT - 72
(Over$10,000)
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Served as project manager on a "situational assessment" of the San Diego County
Water Authority's (CA), (Authority) IT planning approach. The analysis reviewed key IT
planning documents (the Authority's FY 2003—2005 Budget Decision Package
Requests, 1999 Strategic IT Plan, 2003 GIS Strategic Plan, and FY 2002—2003
Budget). PTI's two principals then conducted on-site interviews with over a dozen
Authority stakeholders. We provided input to the Authority's Budget Review Board and
presented preliminary findings and recommendations at the conclusion of our on-site
sessions. Our work culminated in the delivery of a briefing that highlighted findings and
recommendations attendant to IT decision making and budgeting.
Served as the project manager on an engagement to develop a technology strategic
plan for Washoe County, (NV). This effort included interviews, focus groups, and
workshops involving over 200 stakeholders. Additionally, PTI gathered and analyzed
documentation related to technology planning, policies and procedures, and county-wide
planning initiatives. To supplement our Washoe-related data collection and analysis, we
utilized information gathered from a survey of peer counties to compare IT organizational
structures, expenditures, and staffing levels. Work culminated in validation of our
recommendations with the project's steering team, the creation of cost estimates, and a
"blueprint" to guide technology investments and deployment at the County over the next
three-to-five years.
Served as the project manager on our web business planning effort for Snohomish
County, (WA). This comprehensive Internet planning engagement built a customer
contact model, devised a Web application architecture, worked with the County's
steering committee to prioritize investment opportunities, and analyzed costs and
staffing requirements. We developed a four-year implementation plan, estimated
associated costs and provided project descriptions.
Served as project manager on a strategic systems plan for Clark County, (WA). This
comprehensive planning effort assessed current IT applications, technology, service
delivery and decision-making. It recommended strategies in each of these areas and
developed an associated costed implementation plan. It also developed a separate
process intended to allow the County to keep the plan current without further consultant
i involvement.
Served as project manager on a strategic IT plan for Deschutes County, (WA). Our
work included a thorough assessment of current applications, technology infrastructure,
IT service delivery and decision making, identification of key IT issues and strategies to
address those issues, and a costed implementation plan.
Served as lead consultant for King County, (WA) in the development of a
comprehensive understanding of the County's total cost of delivering IT service. This
project identified ongoing and capital costs associated with IT assets and infrastructure
and provided a high-level view of the County's IT assets. As part of our work, PTI
constructed, distributed, and analyzed a detailed matrix that enabled us to determine the
total labor costs associated with providing IT service to all County agencies. It also
allowed us to assess to key labor efficiency metrics, such as ratio of workstations to help
desk staff, ratio of servers to server administration staff, etc. We also reviewed both
enterprise and departmental IT budgets to validate the information received and, identify
additional expenditures.
CONSULTANT SERVICES AGREEMENT - 73
(Over$10,000)
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Served as quality assurance project manager in an assessment of IT service delivery at
Clackamas County, (OR). The work included in-depth analysis of IT staffing levels,
services, labor costs, and service delivery approach. External and internal surveys were
used to provide benchmarks. The work recommended changes to staffing levels, service
offered, and service delivery approach as required. We also assisted with
implementation. j
Served as quality assurance manager on a project that assisted King County, (WA)
with an analysis of mainframe usage options. Conducted focus groups and interviews to
determine the usage and capabilities of the mainframe applications, developed options
for the usage of the mainframe, and analyzed the costs and benefits associated with
each.
Seared as project manager on a strategic systems plan for the Clark County, (WA)
Transportation Authority (C-TRAN). This full-scale planning effort included assessing
current use of IT at C-TRAN, analyzing staffing and service delivery approaches,
recommending future applications and technologies, recommending future staffing and
service delivery approaches, and developing a costed implementation plan. /
Served as project manager on a strategic IT plan for the City of Kirkland, (WA). Our
assessment work included a thorough evaluation of Kirkland's software portfolio, IT 4
staffing levels, technical configuration, and budget. We also conducted numerous 1
interviews and focus groups, as well as an IT customer satisfaction survey—obtaining
input from approximately 130 City stakeholders. Based on key issues defined in the J
assessment, we developed strategies across the four IT planning dimensions —including
specific recommendations for IT staffing and organization, software priorities, LAN/WAN
upgrades, GIS, e-Government, PDA support and IT governance. Our work culminated in
the creation of a costed implementation plan (suitable for budgeting purposes)that will I
guide the deployment of IT at the City of Kirkland over the next four-to-five years.
Served as project manager in developing a strategic technology plan to guide the City of r
Scottsdale's (AZ) investments in information technology. Scope of work included a
thorough assessment of the City's IT organization, application portfolio, technical
infrastructure, and decision-making processes. PTI then developed future application
and technical architectures along with IS service delivery/organization and IT
governance recommendations. Our work also incorporated input from a customer
satisfaction survey, an external benchmark survey, and citizen focus groups. Through
our workshop-driven process we prioritized areas of greatest investment need and
reached consensus on a costed "road map" for the City's future technical directions.
Served as the project manager in the development of a comprehensive strategic IT plan
for the City of Longmont, (CO). Our work addressed all aspects of IT service delivery,
infrastructure, and governance. The project's scope also included focus groups with
community & business representatives, a peer survey, and an assessment of IT
outsourcing alternatives. Our work culminated in a recent presentation to Longmont's
City Council that was extremely well received.
Under contract to the State legislature, managed a project for the State of North Dakota
to evaluate the State's approach to organizing and managing provision of IT services.
This project gathered extensive information on IT labor costs and distribution of IT labor,
evaluated workloads and performance metrics, and surveyed other states to provide
meaningful external comparisons. Built financial models of various IT service delivery
and organization models and made associated recommendations.
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CONSULTANT SERVICES AGREEMENT - 74
(Over$10,000)
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Served as project manager in the development of a strategic information technology plan
and governance process for the City of Bellevue, (WA). Our work Included analysis of
the IT organization, applications, and technical infrastructure; vision and strategy
development; recommendation of an application architecture; governance process
definition; and implementation planning. Also served as project manager on a
subsequent engagement to update the City's strategic enterprise IT plan —focused on
positioning Bellevue for an enhanced presence in e-Government and regional IT
cooperative efforts.
Served as project manager on an enterprise strategic technology plan for the State of
Alaska. Utilizing PTI's proven IT planning methodology; we analyzed IT service delivery,
enterprise applications, IT infrastructure and technology governance across 20 State
agencies. We developed an IT goal state, associated recommendations, and a set of
I specific, strategic projects aimed at realizing the State's vision for enterprise IT.
Served as quality assurance manager on our strategic planning engagement for the
Town and School District of Brookline, (MA) aimed at aligning Town and School goals
with their use of technology. The scope of this project included a comprehensive
evaluation of IT systems and services across the Town and School, as well as
comprehensive surveys of similar Town/School combined entities. We also evaluated
the potential for synergies from combining certain IT services between Town and School
and improving the return on the Schools' extensive investment in technologies to aid
instructional delivery. Finally, we recommended an appropriate IT organizational
structure and cost-sharing method that will best serve the interests of Town and School
stakeholder, and developed a costed, strategic project plan that will support Town and
School business objectives over the next three to five years.
Served as project manager on an IT assessment for Ogden City, (UT). Conducted a
comprehensive review of the City's IT service delivery, infrastructure, applications,
i financial controls and governance through a series of interviews, focus groups, and
quantitative analysis. Delivered a formal presentation of findings and recommendations
to City Council and the local press.
Served as quality assurance manager on our engagement to develop a technology
master plan for the City of Bothell, (WA). The plan will guide IT investment and
deployment at the City over the next three to five years, and provide a solid foundation
for desired e-Government functionality in the future. The first phase of our work included
a comprehensive assessment of current applications, GIS capabilities, technical
infrastructure, IT service delivery, and technology-related governance. The engagement
was highly participatory—incorporating input from over 150 City stakeholders through
one-on-one interviews, focus groups, workshops, application and technical walk-
throughs, and a City-wide customer satisfaction survey. The second phase of the project
developed future application and technical architectures, articulates major application
investment priorities, recommended a "to be" IT organizational model with associated
staffing levels, and defined a recommended process for making major IT investment
decisions. The engagement's final phase identified projects, timelines, and costs to
implement the City's strategic direction.
Served as the day-to-day project manager in an assessment of the effectiveness of
information technology resources at the Port of Seattle, (WA) the fifth largest port
authority in the United States. Reviewed the current business environment, analyzed the
technology infrastructure, identified short-term opportunities for improvement, and
defined long-term strategic issues.
CONSULTANT SERVICES AGREEMENT - 75
(Over$10,000)
Served as project manager to help Seattle Public Utilities, (WA) develop a Strategic
Information Technology Plan. Also served as project manager to update to their plan.
This work included an analysis of SPU's IT budget and IT staffing levels, as well as
evaluations of their application portfolio and technical infrastructure. In addition, the work j
included a review of SPU's decision-making process for IT investments and
recommendations for improvements to the current process. The work culminated in a set
of recommendations to provide SPU with direction for future investments in technology. 1
Served as quality assurance manager and lead consultant in the development of a
strategic information technology plan for the Port of Portland, (OR). We performed a
comprehensive assessment of the Port's IT infrastructure, service delivery, applications,
Year 2000 issues, and governance processes. We developed a mission and supporting
strategies for the Information Services Division and assisted in enterprise-wide business
process improvement efforts. i
Served as quality assurance manager and lead consultant in the development of an
administrative information technology strategic plan for the Communications and
Technology Center(CTC)for Washington's Community and Technical Colleges.
The scope of this engagement included redefining the role and objectives of the CTC,
recommending associated organizational structures and governances, and building
consensus around the new governance structure. The project directly involved over 250
stakeholders across all levels of CTC's diverse service continuum, and included both
instructional and administrative computing issues.
Served as quality assurance manager on a strategic technology planning engagement
for the Springfield, (OR) School District. The work included analyzing staffing and
service delivery efficiency, conducting a benchmark survey, reviewing options for
providing critical business applications and making associated recommendations.
Served as quality assurance manager to update our previously-completed strategic plan
for Seattle City Light, (WA) (Seattle's electric utility). Work included evaluating the 4
Utility's application portfolio, IT service delivery, technical infrastructure, and related
decision-making. A major outcome of this effort was recognition that the Utility had not
paid sufficient attention to the mission-critical nature of the Internet. Our
recommendations addressed this key issue, along with other areas.
Served as project manager in the development of the City of Vancouver, (WA) long-
range technology plan. Led assessment of service delivery by City, County, and third-
party vendors, conducted interviews and focus groups with City staff and internal and
external surveys, facilitated workshops to develop new strategies for IT service delivery,
decision-making, application development and technical infrastructure, led the
development of a schedule of costed implementation projects.
Served as quality assurance manager for our management information systems plan
with the City of Burien, (WA). The project's goal was to provide an objective
assessment of the state of IT within the City, develop strategies designed to meet the
City's present and future information technology needs and develop an implementation
plan that lays out projects and associated costs over the next several years. The work
also included evaluating and costing Internet investments.
Served as project manager in the development of a comprehensive systems planning
engagement for the City of Mercer Island, (WA). In the course of this work, we ,
assessed their IT organization, applications and technical infrastructure. We developed a
business function model and corresponding application and technology architectures.
CONSULTANT SERVICES AGREEMENT - 76
(Over$10,000)
1
PTI developed specific strategies for the City's core financial system, GIS, and WAN.
The engagement culminated in the creation of a costed implementation plan. We also
outlined a process for periodically updating the plan and governing future IT decision
making.
Served as project manager in the development of a strategic systems plan for the City
of Olympia, (WA). The project included a comprehensive assessment of IT service
delivery, interviews and focus groups with City Council members, management and
staff; internal and external surveys, evaluation of applications and technical
infrastructure, strategy development; and the establishment of a costed implementation
plan.
Served as quality assurance manager on an IT master plan for the City of Bellevue's
(WA) Police and Fire Departments. Utilizing PTI's proven strategic IT planning
methodology, we addressed the four key dimensions of IT: applications, infrastructure,
service delivery, and decision making. Work included a comprehensive assessment of
departments' software portfolios (including CADtRMS, incident management, trend
analysis, etc.), IT governance model, staff allocation, spending, and technical
architecture. The second phase developed an IT mission and associated strategies,
specific staffing recommendations (including the need for new Police and Fire IT units),
a revised IT governance model with defined roles and responsibilities, a prioritized list of
application needs for both departments, and targeted infrastructure recommendations
(including significantly expanded wireless service). The final phase developed an
actionable implementation plan, defining projects, timelines, and costs (both one-time
and recurring) for both departments.
Served as the quality assurance manager on an assessment of IT use at Seattle's (WA)
public safety agencies (police, courts, and law). The work involved analyzing and
costing IT services delivered, reviewing technical infrastructure and application
portfolios, and reviewing security drivers and issues. Other jurisdictions were surveyed
to provide benchmarks. Recommendations were oriented toward improving the
efficiency and effectiveness of IT support across the City's public safety agencies.
Served as quality assurance manager in the development of a strategic information
technology plan for the Seattle Fire Department, (WA). Conducted interviews and focus
groups with staff at all levels, assessed application, technical, and service delivery
architectures at the Department, led analysis of staffing costs and customer satisfaction
data, evaluated technology decision-making processes. Led the PTI team through
development of strategic issues for improving IT services and resources, and worked
with Department staff to develop prioritized, costed implementation projects to improve
IT at the Department.
Assisted Sound Transit, (WA) in developing an IT strategic plan. Project tasks included
assessing current technical architectures, identifying strategic issues for the department,
assisting in the development of specific organizational recommendations, and identifying
resource requirements.
CONSULTANT SERVICES AGREEMENT - 77
(Over$10,000)
�I
Assisted on a business planning engagement for the Washington Department of
Transportation — Northwest Region. This project assessed current service delivery
strategies and analyzed potential changes to the Region's IT Center organization and
resources. It also evaluated funding and IT decision-making models, technical
infrastructure, procurement strategies, and the Region's relationship with third-party
service providers. Led the development of strategic recommendations for future
technology initiatives and assisted with the implementation of changes to the IT Center
service delivery approach.
Served as quality assurance manager and lead consultant on an engagement with the
Office of the State Treasurer— State of Washington. The project was centered on the
development of a tactical and strategic systems plan and a general systems design for a
treasury management system as part of a feasibility study for Type II funding.
Served as project manager on an engagement for the Fred Hutchison Cancer
Research Center, (WA)to develop a costed "blueprint"for the future to guide the use of
IT across four primary dimensions: technical infrastructure, service delivery, decision
making and applications. The project included focus groups, interviews, and a costed
implementation plan. The planning process needed to be attentive to the distinct
business needs and funding differences between the Center's administrative and
scientific functions—with an eye toward developing "standard solutions to non-standard
problems."
Served as project manager on IT organizational analysis and staffing study for the City
of Sunnyvale, (CA). Conducted interviews, focus groups, and workshops directly i
involving over 100 stakeholders—including City management and staff, City Council
members, and representatives from the community. Analyzed data relating to technology
planning, policies and procedures. Assessed data related to City staffing levels and labor
allocation, IT spending, and technology infrastructure. Conducted a survey of peer cities
to facilitate comparison of IT staffing approaches and expenditures. Developed practical
and effective recommendations to improve IT services and align the City's approach to
IT service delivery with PTI's targets for optimal IT service delivery. Also crafted an
attendant transition plan aimed at implementing those recommendations.
Served as a project manager on the development of a district-wide information
technology strategic plan for the Adams 12 School District, (CO). Conducted this
exercise in partnership with a project steering committee consisting of representatives
from District departments and schools. Conducted interviews, focus groups, and
workshops involving over 120 stakeholders. Gathered and assessed documentation
related to IT planning, policies and procedures, and district-wide planning initiatives.
Analyzed data related to the District's current technical infrastructure and application
portfolio. The work culminated in a "blueprint" for the future of IT at the District.
Presentations/Roundtables i
"Practical Tips for IT Planning and Performance Measures"—Association of County and
City Information Systems (ACCIS) Conference, 2008
"Demonstrating the Business Value of IT" — Municipal Information Systems Association
of California (MISAC) State Conference, 2008
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CONSULTANT SERVICES AGREEMENT - 78
(Over$10,000)
Previous Positions
Senior Manager, Deloitte &Touche Management Consulting —Seattle, WA
Senior Business Systems Analyst, Chemical Bank of New York— New York City, NY
Technical Consultant, General Electric Information Services — New York City, NY
Education
Master of Computer Science course work, The City College of New York
Bachelor of Music, Manhattan School of Music
CONSULTANT SERVICES AGREEMENT - 79
(Over$10,000)
1
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Nicole Simpkinson — Senior Consultant
Experience Summary
Nicole Simpkinson has over 14 years experience facilitating single and multi-
jurisdiction technology initiatives for local government, specializing in general )
government, public safety, emergency management, transportation, natural resources,
and health and human service agencies. Her background includes technology planning
and implementation; quality assurance; feasibility studies; policy and program
assessment and development; process improvement; and organizational design,
development, and review. Nicole is a certified Project Management Professional (PMP)
and an experienced facilitator and mediator. She also has been a featured speaker on
strategic planning and government technology trends at regional association
conferences. She is skilled in data and market analysis, survey design and analysis,
trend and risk analysis, best practice analysis, strategic communications, facilitation, and `
outreach. Prior to joining PTI, Nicole served as principal for Isaak Associates in i
Puyallup, WA.
Nicole is an analytical, practical planner who is results-oriented. Her inclusive approach
and personable style helps clients build consensus around solutions that work and get
implemented.
Experience Detail
Procurement Assistance and Feasibility Studies
Assisted the eCityGov Alliance, (WA) develop a vision for shared permit management
automation and evaluate multi-city system replacement scenarios. Working with the
Alliance's steering committee, Nicole defined four replacement scenarios, including: a
single, shared license solution; individually licensed solutions; and a combination of 1
solutions for smaller and larger participating cities based upon city size, unique 1
functional requirements, and budget considerations. Using PTI's proven feasibility and
cost-benefit analyses frameworks, Nicole developed 10-year cost estimates for each of }
the scenarios, including one-time procurement and implementation costs, recurring
costs, and internal labor requirements. She worked with the Alliance's steering
committee to review these assessment findings, develop criteria for selecting a preferred
scenario, and identify critical milestones and key implementation considerations.
Served as project manager in assisting the Irvine Ranch Water District (CA) conduct a
financial management needs assessment and enterprise resource planning (ERP)
feasibility study. Nicole led the assessment of the District's current AS/400 legacy
system for financial management, human resource management, payroll, and utility
billing and the 15-year cost analysis of enhancing the current system to meet needs or
implementing a commercial off-the-shelf(COTS) replacement solution. She worked
closely with the District's steering team to select a preferred solution based on seven
criteria, including strategic fit, functional capability, technical architecture, and cost.
1
CONSULTANT SERVICES AGREEMENT - 80
(Over$10,000)
' Served as project manager on PTI's engagement with King County Department of
Natural Resources and Parks (WA), assessing the department's current R:Base
legacy system for work order management, accounts payable, and stores inventory
management, and evaluating three replacement solutions. Nicole led the quantitative
analysis of the seven-year cost-benefit and total cost of ownership of the three
alternatives and documenting a formal business case for system replacement. She
worked closely with the County's project management team to select a preferred solution
based upon "best fit," including cost, business benefit, functionality, technical
architecture, and risk, and presented PTI's findings and recommendations to the
County's project review board.
Served as a consultant, conducted an enterprise resource planning (ERP) return on
investment (ROI) analysis for the City of Boise, (ID). Nicole evaluated how well the
City's current ERP software (Oracle's PeopleSoft) meets the City's needs—
quantitatively analyzing its 15-year ROI, and qualitatively assessing how well it supports
city business processes and integrates best practices. She also conducted market
research and survey of nine sister-cities to identify up to four alternative ERP solutions,
including Tier-1 and Tier-2 products, and outsourced. She worked closely with the City's
executive leadership team to analyze these alternatives and select a preferred solution
,j based upon "best fit," including cost, functionality, technical architecture, and risk.
Assisting the State of Alaska to develop a comprehensive request for proposals (RFP)
for a statewide enterprise resource planning system (ERP). The ERP will replace the
state's finance, budget, procurement, human resource, and payroll systems. Utilizing
PTI's forms-based approach to RFP development,Nicole is defining both functional and
technical requirements for new administrative system(s). She is working closely with the
state to define final selection criteria, and will be assisting the state in the final vendor
selection process, including proposal evaluation, cost bid normalization, and vendor
demonstrations.
Served as project manager in assisting the State of Alaska procure a comprehensive,
integrated browser-based time and attendance system to support over 16,500
employees statewide. Nicole supported the State's Proposal Evaluation Committee in
developing a request for proposals, evaluating vendor proposals, conducting vendor
demonstrations, and assessing best and final offers.
Served as a consultant on an ERP procurement engagement for West Basin Municipal
Water District, (CA). She coordinated the development of demo scripts for vendors to
demonstrate the capabilities of their systems. She facilitated the development of final
selection criteria and materials in support of the selection committee's final evaluation
workshop.
Served as project manager in assisting the King County Sheriff's Office (WA) map
more than 30 "as-is" business processes in support of its records management system
(RMS) replacement efforts. Nicole worked with subject matter experts and business
process specialists to document system-related business processes, identify system
interfaces, and determine opportunities to use new automation to improve current
business processes.
CONSULTANT SERVICES AGREEMENT - 81
(Over$10,000)
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Quality Assurance And Project Management
Serving as project manager, providing quality assurance services to the City and
Bureau of Juneau, (AK)for the implementation of an integrated land and revenue j
management system. Nicole is providing an independent and objective review of the
project, including ongoing assessments of project progress; management processes;
design, development, and implementation activities; and deliverable quality. She
regularly interviews steering committee members, project team members, business and
technical experts, end users, and vendor project team members, and works closely with
the project steering committee and management team to provide early identification of
issues and risks to project schedule, cost, quality, operations and work processes, or
organizational readiness for change. Nicole develops and delivers monthly quality
assurance reports documenting quality assurance findings—and mitigation strategies—
in the areas of: leadership and credibility; project governance and controls; project
approach; project management; project resources; project communications; and
technical approach.
Supported the enterprise resource planning (ERP) replacement efforts for the City and
Borough of Juneau, (AK). Nicole developed an integrated project plan and detailed
work breakdown structure for the implementation of a replacement ERP system,
including financial management, project accounting, contract management, human
resource management, utility billing, property tax billing, land management, and
business intelligence reporting modules. She is coordinating with multiple vendors and
City and Borough staff to define implementation tasks and project milestones, develop
task timelines, identify dependencies and critical path, and assign labor effort and
resources. The integrated project plan includes all implementation-related activities,
including project governance, project cost management, scope change management, '
communications and change management, risk management and quality management
as well as system design, configuration, testing, training, and go-live.
Strategic Technology Planning i
Served as a consultant on a strategic IT governance evaluation for the Washington
State House of Representatives. Nicole analyzed IT staffing and spending data,
reviewed IT asset inventories, facilitated focus groups with over 100 state agency
stakeholders, and surveyed over 70 state agencies to identify strengths and weaknesses
of the IT governance structure and service delivery system. In addition, she reviewed
industry best practices and surveyed peer states to identify potential opportunities for
improvement. PTI's recommendations encompassed a reorganization of the service
delivery model and changes to the IT governance structure that would result in both
improved effectiveness and short-and long-term cost savings.
Facilitated the development of an Information Technology Strategic Plan for the Port of
Los Angeles, (CA). Nicole reviewed and assessed the Port's draft Five-Year
Technology Plan and implementation projects for: alignment with the port-wide strategic
plan; ability to meet future needs, capital improvements, and planned expansions; and
balance across application, infrastructure, service delivery, and IT governance projects
and initiatives. Using PTI's structured interview methodologies and survey tools, Nicole i
analyzed the Port's current network architecture and application portfolio and collected
detailed quantitative data related to port-wide staffing and spending. She evaluated the
budget, staffing, and organizational alignment implications of recommended technology
projects and identified and assessed alternative structures for IT service delivery at the
Port, including centralized, hybrid, and selectively outsourced IT support models. Based
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CONSULTANT SERVICES AGREEMENT - 82
(Over$10,000)
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upon these findings, she facilitated a series of workshops with the Port's executive team
to develop an IT vision and specific strategies aligned with the Port's strategic plan and
business needs. She developed a five-year implementation plan that details projects and
associated costs, including lower- and higher-end estimates of both one-time and
recurring costs.
j Supported the County of Los Angeles, (CA) to redesign its information technology
annual report for 2008-2009. The new report format and content showcases the use of
technology as a business enabler within the County, and provides county elected
officials, leadership, and stakeholders a business-focused overview of the current state
of IT in the County. Nicole worked closely with the County to identify county-specific
performance metrics—based on IT trends and best practices—that facilitate an
executive-level understanding of: 1) how the County's IT compares to best practices,
and 2) opportunities for enhanced performance. The redesigned report articulates the
County's new business imperatives and IT strategic direction, identifies trends impacting
IT and IT service delivery, provides an overview of the County's current technology
environment, analyzes of the County's IT budgeted expenditures, presents progress on
countywide performance metrics, and summarizes major IT initiatives.
i Facilitated the development of a citywide Information Technology Strategic Plan for the
City of Redmond, (WA). Using PTI's proprietary data analysis tools, Nicole collected
and assessed detailed quantitative data related to citywide IT staffing and spending, and
analyzed the City's current network architecture and application portfolio. Based upon
these findings and an associated gap analysis, she facilitated a series of workshops with
the City's executive team to articulate a strategic technology direction aligned with the
City's business priorities and develop specific strategies and recommendations for IT
staffing and organization, software priorities, technical infrastructure upgrades, IT
governance and oversight. She developed a five-year implementation plan that details
projects and associated costs, including low- and high-end estimates for both one-time
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'1 and recurring costs.
Facilitated the development of an Information Technology Strategic Plan for the County
of Orange, (CA). Nicole facilitated the development of the County's enterprise
architecture. This work involves a summary assessment of the County's current
technology environment, and delves deeply into the information, data, and infrastructure
requirements for the development and support of the County's business automation
software. In support of this effort, Nicole conducted a survey of peer counties and
performed a comparative analysis of IT organizational structures, expenditures, staffing
levels, and enterprise technologies. She also completed a portfolio analysis of the
County's current and planned IT projects, reviewing project cost, risk, and anticipated
business value delivered. She is facilitating a series of strategy development workshops
involving over 200 County participants that will result in specific recommendations for the
County's application, data and information, and technology architectures, as well as for
the IT governance and organization.
Facilitated the development of an IT Strategic Plan for the City of Bothell, (WA). Nicole
collected and assessed detailed quantitative data related to citywide staffing and
spending, and analyzed the City's current network architecture and application portfolio.
She conducted client interviews and focus groups as well as application reviews with
power users. She conducted a survey or peer counties and performed a comparative
analysis of IT organizational structures, expenditures, and staffing levels. Based upon
these findings and an associated gap analysis, she facilitated a series of workshops with
the City's Executive Leadership Team to develop strategies for meeting the City's
CONSULTANT SERVICES AGREEMENT - 83
(Over$10,000)
1
present and future needs across four key IT dimensions: applications, technical
infrastructure, service delivery, and decision making. She developed specific
recommendations and a five-year implementation plan that details projects and ;
associated costs, including lower- and higher-end estimates of both one-time and
recurring costs.
Facilitated the development of an IT Strategic Plan for the City of Vancouver, (WA).
Using PTI's structured interview methodologies and survey tools, Nicole collected and
assessed detailed quantitative data related to citywide IT staffing and spending, and
analyzed the City's current network architecture and application portfolio. Based upon
these findings and an associated gap analysis, she facilitated a series of workshops with
the City's executive management team to develop strategies for meeting the City's
present and future needs across four key IT dimensions: applications, technical
infrastructure, service delivery, and decision making. She developed specific
recommendations and a five-year implementation plan, and presented these to the city
council
Facilitated the development of an IT Strategic Plan for the Municipal Water District of
Southern California (CA). In a series of interviews and focus groups with district staff,
supported by document review, Nicole identified environmental drivers affecting
business and information technology at the District. Using PTI's structured interview
methodologies and survey tools, Nicole collected and assessed detailed quantitative
data related to district-wide IT staffing and spending, and analyzed the District's current
network architecture and application portfolio. Based upon these findings and an
associated gap analysis, she facilitated a series of workshops with the City's executive
management team to develop strategies for meeting the City's present and future needs
across four key IT dimensions: applications, technical infrastructure, service delivery,
and decision making. She developed specific recommendations aligned with the
District's business priorities and a five-year implementation plan that details projects and
associated costs, including lower-and higher-end estimates of both one-time and
recurring costs. f
Facilitated the development of an IT Master Plan for the West Basin Municipal Water
District (CA). In a series of interviews and focus groups with district staff, supported by
document review, Nicole identified environmental drivers affecting business and
information technology at the District. Using PTI's proprietary data analysis tools, she
assessed the District's current technology baseline position, including an analysis and
efficiency evaluation of the District's current IT services provider. Based upon these
findings and an associated gap analysis, she facilitated a series of workshops with the
District's executive team to articulate a strategic technology direction aligned with the
District's business priorities and identify requisite modifications to the current technology
architecture, IT staffing and organizational strategies, and governance recommendations
to enhance IT decision making for major IT investments. Nicole's work culminated in the
creation of an actionable implementation plan, including a core set of specific projects f
with attendant timelines and budget estimates.
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CONSULTANT SERVICES AGREEMENT - 84
(Over$10,000)
Selected Presentations
"Public Sector Project Management"
The Project-Centered Organization for Public Sector Executives sponsored by The
Anderson School at UCLA
"Successful Project Management"
National Association of State Telecommunications Directors (NASTD) National
Conference
"Strategic Systems Planning"
Association of Public-Safety Communications Officials (APCO)Western Regional
Conferences
"Top 10 Trends in Government Technology"
Justice and Public Safety Regional Conference
Previous Positions
Principal, Isaak Associates, Puyallup, WA (2005 - 2006)
Project Manager, Washington State Association of Counties, Olympia, WA (2003 - 2004)
Consultant, Sterling Associates, LLP, Olympia, WA (2001 - 2003)
Consultant, Miralto Consulting, Los Angeles, CA (1999 -2001)
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Consultant/Senior Consultant, The Warner Group, Woodland Hills, CA (1994 - 1997)
Education
Master of Business Administration (MBA) (1999)
The Anderson School at UCLA, Los Angeles, CA. Public/Not-for-Profit Management and
Management Communications. Graduated with Distinction.
Bachelor of Arts (BA) (1994)
Claremont McKenna College, Claremont, CA.
Policy& Organizational Studies/Sociology. Graduated Magna Cum Laude.
Certified Project Management Professional (PMP) (2000)
CONSULTANT SERVICES AGREEMENT - 85
(Over$10,000)
Tracie Jacinto - Staff Consultant
Experience Summary
Tracie Jacinto is a Staff Consultant at Pacific Technologies, Inc. She finished her undergraduate education in
Business majoring in Management Information Systems, Finance, and International Business. Tracie is a
skilled business analyst and technical developer. She has a proven track record of success in analyzing
business processes and providing solutions to reduce the time and expenses to increase business profitability.
Prior to working for PTI, Tracie worked as a Business Systems Officer and Information Management Analyst in Ij
the banking industry. Tracie led procurement efforts for enterprise wide IT systems for the Division and
facilitated business process improvement projects. She provided a variety of business and technology services
to multiple departments in the Wealth Management Division including, Private Wealth Management,
Institutional Wealth Management, compliance & Fiduciary Services, Person Trust & Benefit Plans and the
Trust Service Center (Operations). She has also been employed by several military defense contractors
including General Dynamics, Raytheon and FGM, Inc. as a software developer. i
Experience Detail
Currently assisting the Alderwood Water and Wastewater District (WA) to procure IT infrastructure support
vendor services for the current technology architecture (e.g., networks, operating systems, applications,
telecommunications). Tracie performed reference checks for finalist vendors and developed scoring tools to
evaluate vendor responses to the request for proposal. PTI developed the request for proposal document. This
project will culminate in a final contract for the District and vendor.
Served as a consultant, conducted an enterprise resource planning (ERP) return on investment (ROI) analysis
for the City of Boise, (ID). PTI evaluated how well the City's current ERP software (Oracle's PeopleSoft)
meets the City's needs —quantitatively analyzing its 15-year ROI, and qualitatively assessing how well it
supports city business processes and integrates best practices. Tracie assisted this effort by conducting
market research and a survey of nine sister-cities to identify up to four alternative ERP solutions, including
Tier-1 and Tier-2 products, and outsourced.
Served as a consultant in assisting the King County Sheriff's Office (WA) map more than 30 "as-is" business
processes in support of its records management system (RMS) replacement efforts. Tracie worked with
subject matter experts and business process specialists to document system-related business processes, I
identify system interfaces, and determine opportunities to use new automation to improve current business
processes.
Consulted on the Seattle and King County Department of Public Health's development of a revised
technology qualifications report and a business case for the Systemwide Enhanced Network Design (SEND)
Strategic Initiative. The initiative's goal is to enhance the quality and timeliness of regional emergency medical
services (EMS) data. This project began with an assessment of the County's existing EMS regional system
information flow, including to and from computer-aided dispatch (CAD) centers, hospitals, EMS/fire agencies,
and the EMS Division. Following the assessment, PTI helped facilitate SEND committee to consensus on three i
potential enhancement solutions, which were then evaluated from functional, risk, and market perspectives.
Tracie helped develop revised total cost estimates — suitable for comparative and budgeting purposes —for
both procurement and implementation of a new architecture, and facilitated selection of a preferred solution.
This project culminated with the development of a revised technology qualifications report, a business case, i
and an associated presentation to the King County Project Review Board.
Currently supports a city-wide technology infrastructure assessment for the City of Pasadena (CA). Through
this assessment, the city will gain a clear understanding of its current IT service levels, IT service quality,
technical environment, potential risk factors, and the true cost of technology at the city. Tracie conducted focus
groups and interviewed key stakeholders to gather first hand information about how well IT supports the 4
delivery of municipal services. He also analyzed the technical architecture (hardware, networks, servers,
applications, specialized devices)—and IT service delivery (customer services, application services,
infrastructure services, and planning and administration). This assessment will culminate in a series of
recommendations aligned with Pasadena's strategic priorities. These recommendations will be validated by the
technology governance committee and will provide specific, implementable guidelines for moving forward.
1
Served as staff consultant on a strategic IT governance evaluation for the Washington State House of
Representatives. PTI facilitated focus groups to identify and document the perceived strengths and
weaknesses of the IT governance and service delivery systems. Tracie researched best practices and
developed a survey for peer states and conducted executive-level interviews to identify potential opportunities
for improvement and lessons learned in IT governance and IT service delivery. Tracie also played a pivotal role
in the data collection and analysis of IT inventory, staffing, and operations and maintenance budget data from
over 70 state agencies. She assisted in validating responses and analyzing the data using engagement-
specific performance measures. This analysis provided the foundation for identifying opportunities for
improvement and recommendations for IT service delivery.
Currently is a consultant for the City of Redmond (WA) to evaluate the current city website and develop plans
to update and improve the site. Tracie facilitated focus group sessions involving over 50 stakeholders to
identify key findings. She also developed a web survey and customer contact model and analyzed the web
functionality of the existing site. This project culminates in developing recommendations, implementation plan,
and a web needs assessment report for the City.
Supporting the County of Los Angeles, (CA) to redesign its information technology annual report for 2009-
' 2010. This report showcases the use of technology as a business enabler within the County, and provides
county elected officials, leadership, and stakeholders a business-focused overview of the current state of IT in
the County. Tracie is working closely with the County to identify county-specific performance metrics—based
on IT trends and best practices —that facilitate an executive-level understanding of: 1) how the County's IT
compares to best practices, and 2) opportunities for enhanced performance. The redesigned report articulates
the County's new business imperatives and IT strategic direction, identifies trends impacting IT and IT service
delivery, provides an overview of the County's current technology environment, analyzes of the County's IT
budgeted expenditures, presents progress on countywide performance metrics, and summarizes major IT
initiatives.
Previous Positions
Business Systems Officer, Wealth Management Division, First Hawaiian Bank (2007 - 2008)
Information Management Analyst, Wealth Management Division, First Hawaiian Bank (2006 —2007)
Software Developer Intern, FGM Inc. (2006)
Student Assistant Program Coordinator, National Student Exchange Program, University of Hawaii at Manua
(2004—2005)
Student Assistant Advisor/ Special Programs Assistant, Office of Student Academic Services, Shidler College j
of Business, University of Hawaii at Manoa (2001 —2004)
Intern, Anteon (General Dynamics) Corporation, Department of the Navy Pacific Missile Range Facility,
Barking Sands (2003)
Intern, Solipsys (Raytheon) Corporation (2002)
Education 1
Bachelor in Business Administration (BBA) Degree, Majors: Management Information Systems, Finance,
International Business, University of Hawaii at Manoa, 2005
Certificate in International Management, Pacific Asian Management Institute, University of Hawaii at Manoa,
2005
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EXHIBIT C
INSURANCE REQUIREMENTS FOR
CONSULTANT SERVICES AGREEMENTS
Insurance
The Contractor shall procure and maintain for the duration of the Agreement, insurance against
claims for injuries to persons or damage to property which may arise from or in connection with
the performance of the work hereunder by the Contractor, their agents, representatives,
employees or subcontractors.
Minimum Scope of Insurance
Contractor shall obtain insurance of the types described below:
1. Automobile Liability insurance covering all owned, non-owned, hired and leased
vehicles. Coverage shall be written on Insurance Services Office (ISO) form CA 00
01 or a substitute form providing equivalent liability coverage. If necessary, the
policy shall be endorsed to provide contractual liability coverage.
2. Commercial General Liability insurance shall be written on ISO occurrence form CG
' 00 01 and shall cover liability arising from premises, operations, independent
contractors, products-completed operations, personal injury and advertising injury,
and liability assumed under an insured contract. The Commercial General Liability
insurance shall be endorsed to provide the Aggregate Per Project Endorsement ISO
form CG 25 03 11 85. The City shall be named as an insured under the
Contractor's Commercial General Liability insurance policy with respect to the work
performed for the City using ISO additional insured endorsement CG 20 10 11 85 or
a substitute endorsement providing equivalent coverage.
3. Workers' Compensation coverage as required by the Industrial Insurance laws of
the State of Washington.
4. Professional Liability insurance appropriate to the Consultant's profession.
Minimum Amounts of Insurance
Contractor shall maintain the following insurance limits:
1. Automobile Liability insurance with a minimum combined single limit for bodily
injury and property damage of $2,000,000 per accident.
2. Commercial General Liability _insurance shall be written with limits no less than
$2,000,000 each occurrence, $2,000,000 general aggregate and a $4,000,000
products-completed operations aggregate limit.
3. Professional Liability insurance shall be written with limits no less than $1,000,000
per claim and $1,000,000 policy aggregate limit.
Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions for
Automobile Liability and Commercial General Liability insurance:
1. The Contractor's insurance coverage shall be primary insurance as respect the City.
Any Insurance, self-insurance, or insurance pool coverage maintained by the City
shall be excess of the Contractor's insurance and shall not contribute with it. f
2. The Contractor's insurance shall be endorsed to state that coverage shall not be
cancelled by either party, except after thirty (30) days prior written notice by
certified mail, return receipt requested, has been given to the City.
3. The City of Kent shall be named as an additional insured on all policies (except
Professional Liability) as respects work performed by or on behalf of the contractor
and a copy of the endorsement naming the City as additional insured shall be
attached to the Certificate of Insurance. The City reserves the right to receive a
certified copy of all required insurance policies. The Contractor's Commercial
General Liability insurance shall also contain a clause stating that coverage shall
apply separately to each insured against whom claim is made or suit is brought,
except with respects to the limits of the insurer's liability.
D. Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best rating of not less than A:VII. I
E. Verification of Coverage
Contractor shall furnish the City with original certificates and a copy of the amendatory
endorsements, including but not necessarily limited to the additional insured endorsement,
evidencing the insurance requirements of the Contractor before commencement of the work.
F. Subcontractors
Contractor shall include all subcontractors as insureds under its policies or shall furnish separate {
certificates and endorsements for each subcontractor. All coverages for subcontractors shall be
subject to all of the same insurance requirements as stated herein for the Contractor.
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Kent City Council Meeting
Date October 20, 2009
Category Consent Calendar - 6D
1. SUBJECT: TRAFFIC CALMING STANDARDS RESOLUTION - ADOPT
2. SUMMARY STATEMENT: Adopt Resolution No. repealing
Resolution No. 1804 and readopting the same language together with a
provision that allows the Director of Public Works to exercise discretion under
special circumstances to allow deviation from the adopted standards for the
implementation of Phase 2 traffic calming measures.
3. EXHIBITS: Public Works Memorandum dated 10/1/09, Resolution and Area
Map
4. RECOMMENDED BY: Public Works Committee
(Committee, Staff, Examiner, Commission, etc.)
5. FISCAL IMPACT
Expenditure? N/A Revenue? N/A
Currently in the Budget? Yes No
6. CITY COUNCIL ACTION:
Councilmember moves, Councilmember seconds
DISCUSSION:
ACTION:
5
LAW DEPARTMENT
Tom Brubaker, City Attorney
Phone: 253-856-5770
ZKEN T Fax: 253-856-6770
WASHINGTON
Address: 220 Fourth Avenue S.
Kent, WA. 98032-5895
Date: October 1, 2009
To: Chair Debbie Raplee and Public Works Committee Members
PW Committee Meeting Date: October 5, 2009
From: Susan Jensen, Assistant City Attorney
Through: Tim LaPorte, Deputy Director Public Works
CC: Chad Bieren, Rob Knutsen, Steve Mullen, Cheryl Viseth
Regarding: Proposed Amendments to Traffic Calming Standards
I
MOTION: Move to recommend that Council adopt a resolution repealing
_ Resolution No. 1804 and readopting the same language along with the addition of
a provision that would allow the Director of Public Works to exercise discretion
under special circumstances that would allow deviation from the adopted
standards for the implementation of Phase 2 traffic calming measures.
SUMMARY:
Twenty-two out of thirty-four residents in the Erin Glade subdivision have signed a
petition to the City asking for speed bumps to slow down traffic on SE 272"d Place
and 111th Place SE. The speed and volume of traffic measured on these streets do
not presently meet the standards to justify the placement of Phase 2 traffic
measures. Council member Harmon and the petitioners do not believe that Phase 1
measures are adequate. The Committee directed Staff to offer an amendment that
would enable Phase 2 measures in the Erin Glade subdivision. The resolution
proposed would preserve existing standards and, in addition, vest in the Director
the authority to deviate from the standards if circumstances so warrant. The Public
Works Committee has stated concerns that the 10 MPH over speed limit standard
for 25 MPH neighborhoods previously adopted is likely too high as a general rule.
The legal department has advised that an ordinance would be the most appropriate
manner for adopting new standards which can then be codified. The amended
resolution will serve until the ordinance can be drafted and implemented.
BUDGET IMPACT:
The estimate for four speed humps to serve the Erin Glade subdivision and adjacent
114th Avenue SE would be approximately $20,000. The speed humps may be
constructed by the City during the 2010 construction season if Residential Traffic
Calming Program funding is included in the 2010 budget.
U:PWCommittee\2009\10 05 09\Proposed Amendments to Traffic Calming Standards.doc
I
RESOLUTION NO.
A RESOLUTION of the City Council of the
City of Kent, Washington, repealing Resolution No.
1804 and adopting a new Residential Traffic
Calming Program to authorize the public works
director to deviate from established standards for
phase 2 traffic calming measures.
I—
RECITALS
A. Residential streets within the City of Kent have measurable
safety and community character impacts due to the speed and volume of
through traffic. Such impacts have been addressed by the Neighborhood
Traffic Control Program, previously adopted on April 7, 2009, Resolution
No. 1804.
B. The Mayor and City Council recognize the need to update and
otherwise revise the means by which residential traffic impacts are
addressed, and have directed the City's Public Works Department to
consider proven solutions that include resident involvement. In response,
the Department conducted research on residential traffic calming efforts
throughout the United States and developed a new program called the
"Residential Traffic Calming Program (RTCP)."
C. Since adoption, 60% of the residents of the Erin Glen
neighborhood have advised a member of the public works committee that
1 Residential Traffic Calming Program
speed bumps are needed on certain streets even though the documented
speeds on those streets do not meet the standards required for Phase 2
measures.
D. On October 5, 2009, the Public Works Committee heard a
presentation by the Public Works Engineering Department regarding the
RTCP, and considered an amendment to the RTPC that would vest in the
public works director the authority to deviate from the standards under
special circumstances.
E. An amended version of the RTPC is hereto attached as
"Exhibit A" and its adoption by resolution has been recommended by the
Public Works Committee.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF KENT,
WASHINGTON, DOES HEREBY RESOLVE AS FOLLOWS: 1
I
RESOLUTION
SECTION 1. — Repealer. Resolution No. 1804 which adopted the
City's Neighborhood Traffic Control Program is hereby repealed in its
entirety.
SECTION 2. Program Adopted. There is hereby adopted the
Residential Traffic Calming Program (RTCP) attached and incorporated as
EXHIBIT A. The RTCP is general in nature, establishing overall policies and
approaches, but leaves the specific details of implementation to the public
works director, in order to adapt program implementation to meet
neighborhood needs on a more flexible case-by-case basis. This program is
designed to focus on traffic speeds and volumes to the extent that they
negatively impact residential environments. This is a phased program that
will allow residents to identify problems and solutions specific to their
2 Residential Traffic Calming Program
}
i
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i neighborhoods. Initially, problems will be addressed by education efforts,
driver alerts, and City notification to identified speeders. If necessary,
potential solutions may involve traffic calming devices, which could include
the construction of physical structures to reduce volumes and speeds.
Installation of physical structures will be considered after less intrusive
means fail to yield acceptable results and shall be based upon sound
engineering and transportation planning principles and with regard to
neighborhood aesthetics. The RTCP will provide for periodic evaluation of
i the solutions as implemented and will include follow-up surveys to
determine the resident satisfaction.
SECTION 3. -Public Works Director Authorized, The Public Works
I
Director is hereby authorized to implement the RTCP and to adopt
procedures and standard construction plans consistent with the principles
set forth in this resolution and to deviate from specific standards for Phase
2 measures when special circumstances so warrant.
SECTION 4. -Availability of Program Details. A copy of the
Residential Traffic Calming Program is appended to this resolution and shall
be kept on file with the City Clerk and the Public Works Department.
Brochures summarizing the RTCP will be made available to the public.
SECTION 5. - Severabilitv. If any section, subsection, paragraph,
sentence, clause or phrase of this resolution is declared unconstitutional or
invalid for any reason, such decision shall not affect the validity of the
remaining portions of this resolution.
SECTION 6. - Ratification. Any act consistent with the authority
and prior to the effective date of this resolution is hereby ratified and
affirmed.
j
3 Residential Traffic Calming Program
SECTION 7. - Effective Date. This resolution shall take effect and
be in force immediately upon its passage.
PASSED at a regular open public meeting by the City Council of the
City of Kent, Washington, this day of 2009.
CONCURRED in by the Mayor of the City of Kent this day of
2009.
1
SUZETTE COOKE, MAYOR
ATTEST:
1
BRENDA JACOBER, CITY CLERK `
1
APPROVED AS TO FORM:
TOM BRUBAKER, CITY ATTORNEY }
I
I hereby certify that this is a true and correct copy of Resolution No.
passed by the City Council of the City of Kent, Washington, the
day of 2009.
1
I
BRENDA JACOBER, CITY CLERK
{
P:\Civil\Rcsolution\ResidentialTrafficCalming.docx
4 Residential Traffic Calming Program
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EXHIBIT "'A"
RESIDENTIAL TRAFFIC CALMING PROGRAM
The Residential Traffic Calming Program (RTCP) deals with problems
common to many cities; cut-through and speeding traffic on residential
streets. Sometimes, the problems are related. Drivers attempting to save
time may cut-through a residential area to avoid congestion on certain
arterials or to avoid inconvenient traffic control devices. They may also
drive at speeds that exceed the posted limits in order to make it through
the residential area quickly. Consequently, some of the traffic control
devices employed to address volume control are very similar to those that
address speed control. They are designed to either force drivers to slow
down (thereby eliminating the time saving incentive for using the street as
a cut-through), or to prevent them from entering a particular street section
altogether. Much of the time, the greatest single cause of neighborhood
speeding problems rests with the neighbors themselves. As drivers
become comfortable with their everyday driving routes, speeds tend to
increase. This is particularly true of the roadways nearest the home, which
are travelled most often. Part of the RTCP is to educate drivers about their
' own practices to ensure the neighbors are doing their part to keep
neighborhood speeds down.
' The RTCP is comprised of two phases:
• Phase I employs a variety of passive control devices.
• Phase II involves physical alterations to the street section.
Criteria have been developed to delineate the threshold conditions that
warrant the use of various traffic calming devices. The criteria were
designed to support and maintain safety for pedestrians, bicycles and
automobiles traveling on residential streets as determined by the
transportation element of the city's comprehensive plan.
Typically, speed limits are determined by the design of the roadway, the
behavior of reasonable and prudent drivers on that roadway, and statutory
requirements. The speed limits for Washington state roadways are
determined by RCW 46.61.400. They are 25 miles per hour on city and
town streets, 50 miles per hour on county roads, and 60 miles per hour on
state highways. RCW 46.61.415 gives local jurisdictions the authority to
increase or decrease the speed limit based on an engineering and traffic
investigation which determines that it is reasonable to do so. Local
jurisdictions cannot increase the speed limit to more than 60 miles per
hour, or decrease it to less than 20 miles per hour.
Speed limit enforcement can be an effective traffic calming measure;
however, it is neither realistic nor practical to rely on the constant presence
of law enforcement officers to ensure that drivers rigidly adhere to speed
limits. Problem areas in neighborhoods are to be identified through a
combination of traffic speed studies conducted by neighborhood volunteers
and City staff. If a speeding problem is confirmed by these traffic studies,
Phase 1 traffic calming measures will be discussed with the neighborhood.
Once a consensus has been reached with the neighborhood, Phase 1
measures will be implemented. Speeds will be assessed following
placement of these measures and after sufficient time has elapsed for
behavior modification to occur. If speeds continue to exceed the following
levels, the neighborhood will be eligible to move to Phase 2 of the ,
program:
Speed Limit: 85% Speed:
25 mph 35 mph or greater
30 mph 40 mph or greater '
If neighborhood speeds do not exceed these levels, City staff is available to '
continue implementing Phase 1 measures, but Phase 2 measures will not
be implemented unless the director of public works determines that such
are warranted by special circumstances.
Phase 2 of the RTCP involves formation of a Residential Traffic Committee
and selection of traffic calming devices to be constructed within the
neighborhood to reduce traffic speeds and volumes. The Residential Traffic
Committee will work with City staff to select the preferred measures and
locations that will most effectively lower traffic speeds and volumes. The
attached flow chart describes the process.
13
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Kent City Council Meeting
Date October 20, 2009
Category Consent Calendar - 6E
1. SUBJECT: SEX OFFENDER & KIDNAPPING COST REIMBURSEMENT
AGREEMENT - ACCEPT, AUTHORIZE AND ESTABLISH BUDGET
2. SUMMARY STATEMENT: Accept the Washington State Registered Sex and
Kidnapping Offender Address and Residency Verification Program grant in an
amount not to exceed $51,200.65, authorize the Mayor to sign all necessary
documents, and establish the budget.
King County Sheriff's Office (KCSO) is the recipient of a Washington State
Registered Sex and Kidnapping Offender Address and Residency Verification
Program grant through the Washington Association of Sheriffs and Police Chiefs
(WASPC). KCSO is partnering with local law enforcement agencies with this grant
and will provide overtime funds to be used to send offender contact teams in to
the field and make personal contact with every sex offender living in Kent. The
goal is to verify the registration of every offender currently registered in Kent, as
well as updating their information and obtaining a new photograph of each
person.
Face-to-face verification requirements:
• Level I offenders, once every 12 months
• Level II offenders, once every 6 months
• Level III offenders, once every 3 months
The cost reimbursement agreement is in an amount not to exceed $51,200.65.
3. EXHIBITS: Cost Reimbursement Agreement from King County Sheriff's Office
4. RECOMMENDED BY: Public Safety Committee 10/13/09
(Committee, Staff, Examiner, Commission, etc.)
5. FISCAL IMPACT
Expenditure? Revenue? Y
Currently in the Budget? Yes No X
6. CITY COUNCIL ACTION:
Councilmember moves, Councilmember seconds
DISCUSSION:
ACTION:
Cost Reimbursement Agreement
Executed By
King County Sheriffs Office, a department of
King County,hereinafter referred to as "KCSO,"
Department Authorized Representative:
Susan L. Rahr, Sheriff
King County Sheriff's Office
W-150 King County Courthouse
516 Third Avenue
Seattle, WA 98104
and
Kent Police Department, a department of King County, hereinafter referred to as ""Contractor,"
Department Authorized Representative:
Steve Strachan,Chief of Police
220 4`h Avenue South
Kent,WA 98032
' WHEREAS,KCSO and Contractor have mutually agreed to work together for the
purpose of verifying the address and residency of registered sex and kidnapping
offenders; and
WHEREAS,the goal of registered sex and kidnapping offender address and residency
verification is to improve public safety by establishing a greater presence and emphasis
by Contractor in King County neighborhoods; and
WHEREAS,as part of this coordinated effort, Contractor will increase immediate and
direct contact with registered sex and kidnapping offenders in their jurisdiction, and
WHEREAS,KCSO is the recipient of a Washington State Registered Sex and
' kidnapping Offender Address and Residency Verification Program grant through the
Washington Association of Sheriffs and Police Chiefs for this purpose, and
WHEREAS,KCSO will oversee efforts undertaken by program participants in King
County;
' NOW THEREFORE, the parties hereto agree as follows:
KCSO will utilize Washington State Registered Sex and Kidnapping Offender Address
and Residency Verification Program funding to reimburse for expenditures associated
with the Contractor for the verification of registered sex and kidnapping offender address
and residency as set forth below. This Interagency Agreement contains eight(8) Articles:
Cost Reimbursement Agreement '
ARTICLE I. TERM OF AGREEMENT
The term of this Cost Reimbursement Agreement shall commence on July 1,2009
and shall end on June 30, 2010 unless terminated earlier pursuant to the provisions
hereof.
ARTICLE II. DESCRIPTION OF SERVICES
This agreement is for the purpose of reimbursing the Contractor for participation in
the Registered Sex and Kidnapping Offender Address and Residency Verification
Program. The program's purpose is to verify the address and residency of all
registered sex and kidnapping offenders under RCW 9A.44.130. '
The requirement of this program is for face-to-face verification of a registered sex
and kidnapping offender's address at the place of residency. In the case of
• level I offenders, once every twelve months.
• of level II offenders, once every six months.
• of level III offenders, once every three months.
For the purposes of this program unclassified offenders and kidnapping offenders
shall be considered at risk level I,unless in the opinion of the local jurisdiction a
higher classification is in the interest of public safety.
ARTICLE III. REPORTING '
Two reports are required in order to receive reimbursement for grant-related
expenditures. Both forms are included as exhibits to this agreement. "Exhibit A"is '
an"Address Verification Form"that the sex or kidnapping offender completes and
signs during a face-to-face contact. `Exhibit B" is an"Officer Contact Worksheet"
completed in full by an officer/detective during each verification contact. Both '
exhibits representing each contact are due quarterly and must be complete and
received before reimbursement can be made following the quarter reported.
Original signed report forms are to be submitted by the 5th of the month following
the end of the quarter. The first report is due October 5, 2009.
Quarterly progress reports shall be delivered to
Attn: Tina Keller,Project Manager
King County Sheriff's Office
401 Fourth Avenue
Kent, WA 98032
Phone: 206-205-7948
Email: tina.keller@lcingcounty.gov
KenlCRA2009.doc Page 2 of 5 October 7,2009
' Cost Reimbursement Agreement
ARTICLE IV. REIMBURSEMENT
Requests for reimbursement will be made on a quarterly basis and shall be forwarded
to KCSO as soon as practical after the first of the month that follows each quarter
ending September 30th, December 31", March 31", and June 30tn
' Overtime reimbursements for personnel assigned to the Registered Sex and
p g g
Kidnapping Offender Address and Residency Verification Program will be calculated
' at the usual rate for which the individual's' time would be compensated in the
absence of this agreement.
Each request for reimbursement will include the name, rank, overtime compensation
rate, number of reimbursable hours claimed and the dates of those hours for each
officer for whom reimbursement is sought. Each reimbursement request must be
' accompanied by a certification signed by an appropriate supervisor of the department
that the request has been personally reviewed,that the information described in the
request is accurate, and the personnel for whom reimbursement is claimed were
' working on an overtime basis for the Registered Sex and Kidnapping Offender
Address and Residency Verification Program.
Overtime and all other expenditures under this Agreement are restricted to the
following criteria:
' 1. For the purpose of verifying the address and residency of registered sex
and kidnapping offenders; and
' 2. For the goal of improving public safety by establishing a greater presence
and emphasis in King County neighborhoods; and
' 3. For increasing immediate and direct contact with registered sex and
kidnapping offenders in their jurisdiction
Requests for reimbursement from KCSO for the above non-overtime expenditures
must be accompanied by a spreadsheet detailing the expenditures as well as a
vendor's invoice and a packing slip. The packing slip must be signed by an
authorized representative of the Contractor.
All costs must be included in the request for reimbursement and be within the overall
contract amount. Over expenditures for any reason, including additional cost of sales
tax, shipping, or installation, will be the responsibility of the Contractor.
Requests for reimbursement must be sent to
Attn: Joe Lewis, Grant Administrator
King County Sheriff's Office
516 Third Avenue, Room W-150
Seattle,WA 98104
' KentCRA2009.doc Page 3 of 5 October 7,2009
1
r
Cost Reimbursement Agreement '
Phone: 206-205-7900
Email:joe.lewis@kingcounty.gov
The maximum amount to be paid under this cost reimbursement agreement shall not ,
exceed Fifty One Thousand Two Hundred Dollars and Sixty Five Cents
($51,200.65). Expenditures exceeding the maximum amount shall be the
responsibility of Contractor. All requests for reimbursement must be received by
KCSO by July 31,2010 to be payable.
ARTICLE V. WITNESS STATEMENTS i
"Exhibit C"is a"Sex/Kidnapping Offender Address and Residency Verification
Program Witness Statement Form." This form is to be completed by any witnesses
encountered during a contact when the offender is suspected of not living at the
registered address and there is a resulting felony"Failure to Register as a Sex
Offender"case to be referred/filed with the KCPAO. Unless, due to extenuating '
circumstances the witness is incapable of writing out there own statement, the
contacting officer/detective will have the witness write and sign the statement in their
own handwriting to contain,verbatim, the information on the witness form. '
ARTICLE VI. FILING NON-DISCOVERABLE FACE SHEET
"Exhibit D"is the"Filing Non-Discoverable Face Sheet." This form shall be '
attached to each"Felony Failure to Register as a Sex Offender"case that is referred
to the King County Prosecuting Attorney's Office.
ARTICLE VII. SUPPLEMENTING,NOT SUPPLANTING
Funds may not be used to supplant(replace)existing local, state, or Bureau of Indian
Affairs funds that would be spent for identical purposes in the absence of the grant.
Overtime -To meet this grant condition, you must ensure that: '
• Overtime exceeds expenditures that the grantee is obligated or funded to pay
in the current budget. Funds currently allocated to pay for overtime may not
be reallocated to other purposes or reimbursed upon the award of a grant.
• Additionally, by the conditions of this grant,you are required to track all ,
overtime funded through the grant
ARTICLE VII. AMENDMENTS '
No modification or amendment of the provisions hereof shall be effective unless in
writing and signed by authorized representatives of the parties hereto. The parties
hereto expressly reserve the right to modify this Agreement, by mutual agreement.
IN WITNESS WHEREOF,the parties have executed this Agreement by having their
representatives affix their signatures below. '
KentCRA2009.doe Page 4 of 5 October 7,2009 ,
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1 Cost Reimbursement Agreement
Kent Police Department KING COUNTY SHERIFF'S
1 OFFICE
1 Suzette Cooke, Mayor Susan L. Rahr, Sheriff
1
Date Date
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1 KentCRA2009.doc Page 5 of 5 October 7,2009
Kent City Council Meeting
Date _ October 20, 2009
Category Consent Calendar - 6F
1. SUBJECT: BULLETPROOF VEST GRANT AWARD - ACCEPT
2. SUMMARY STATEMENT: Accept the Bureau of Justice Assistance
Bulletproof Vest grant in an amount not to exceed $29,928, and authorize the
Mayor to sign all necessary documents.
This federal program funds fifty percent of new and replacement bulletproof vest
costs for police officers. The funding is available electronically on a
reimbursement basis upon proof of purchase.
The FY 2009 grant award is in an amount not to exceed $29,928.
3. EXHIBITS: U.S. Department of Justice Award Announcement
4. RECOMMENDED BY: Public Safety Committee 10/13/09
(Committee, Staff, Examiner, Commission, etc.)
5. FISCAL IMPACT
Expenditure? Revenue? X
Currently in the Budget? Yes No X
6. CITY COUNCIL ACTION:
Councilmember moves, Councilmember seconds
DISCUSSION:
ACTION:
LI1113 Standards Glossary Yellow Pages
' Section Receipts > Manage Receipts > Report Receipts OMB#1121-0235
1. Registration (Expires: 10/31/2006)
Conta t Only the Chief Executive Officer (CEO) or authorized designee (employee of the
1.1 Information jurisdiction) has the authority to submit requests for payment. Contractors
Change and third party vendors may not complete the vest receipt section, nor may
1.2 Password they submit the request for payment.
2. Application If your jurisdiction has vests on applications with remaining funds, click on 'Report
2.1 PLe_-Ap i ti Receipt of Vests' to report additional receipts.
2.2 Manage
Applicatlon Regular Funding
2.3 Review Fiscal Funds
Application Year Funds Name Amount Approved Available Action
2.4 Submit 2006 Regular Fund $3,867.56 $0.00
Application
3. Receipts 2007 Regular Fund $3,867.00 $0.00 port Receipt-QUests
2008 Regular Fund $9,444.50 $6,189.13
3.1 Manage Receipts Regular Fund $29,927.50 $29,927.50
3.2 Receipt Reports 2009 Totals: $47,106.56 $36,116.63
4. Payment
From: owner-bvp-list@ojp.usdoj.gov (mallto:owner-bvp-list@ojp.usdoj.gov] On Behalf Of BVP
Sent: Tuesday, October 06, 2009 8:15 AM
To: BVP-11st
Subject: Bulletproof Vest Partnership FY 2009 Awards
The Bureau of Justice Assistance(BJA)is pleased to Inform you that your agency will receive an award under the Fiscal
Year(FY)2009 Bulletproof Vest Partnership(BVP)solicitation. These funds have been posted to your account in the BVP
system. For questions regarding the BVP Program or your award, please do not hesitate to contact the BVP Help Desk at
vests(a,oip,gov.
A complete list of FY 2009 BVP awards is available at http://www.oio.usdoi.aov/bvpbasi/
The FY 2009 award funds may be used for National Institute of Justice(NIJ)compliant armored vests which were ordered
on or after April 1,2009.The deadline to request payments from the FY 2009 award funds Is September 30, 2011,or until
all available 2009 awards funds have been requested.
Thank You.
BVP Program Support Team
WA KENT CITY $29 928
WA KETTLE FALLS CITY 5
WA KITSAP COUNTY $6,905
WA LACEY CITY $3,119
WA LAKE FOREST PARK CITY $2,905
WA ILAKE STEVENS CITY $3,789
WA I LAKEWOOD CITY $18,443
Kent City Council Meeting
Date October 20, 2009
Category Other Business - 7A
1. SUBJECT: GREEN RIVER LEVEE UPDATE
2. SUMMARY STATEMENT: Staff will give a brief update on the Green River
Levee.
3. EXHIBITS: None
4. RECOMMENDED BY:
(Committee, Staff, Examiner, Commission, etc.)
5. FISCAL IMPACT
Expenditure? Revenue?
Currently in the Budget? Yes No
6. CITY COUNCIL ACTION:
Councilmember moves, Councilmember seconds
DISCUSSION:
ACTION:
REPORTS FROM STANDING COMMITTEES AND STAFF
A. COUNCIL PRESIDENT
B. MAYOR
C. OPERATIONS COMMITTEE
D. PARKS AND HUMAN SERVICES COMMITTEE
E. PLANNING AND ECONOMIC DEVELOPMENT COMMITTEE
F. PUBLIC SAFETY COMMITTEE
G. PUBLIC WORKS
H. ADMINISTRATION
REPORTS FROM SPECIAL COMMITTEES
KENT
WASH IN0TON
OPERATIONS COMMITTEE MINUTES
SEPTEMBER 15, 2009
Committee Members Present: Debbie Raplee, Tim Clark, and Les Thomas
The meeting was called to order by Tim Clark at 4:00 p.m.
1. APPROVAL OF MINUTES DATED SEPTEMBER 1, 2009
Thomas moved to approve the minutes of the September 1, 2009 Operations
Committee meeting. Raplee seconded the motion, which passed 3-0.
2. APPROVAL OF VOUCHERS DATED AUGUST 31, 2009
Finance Director Bob Nachlinger presented the vouchers for August 31, 2009.
Raplee moved to approve the vouchers dated August 31, 2009. Thomas
seconded the motion, which passed 3-0.
3. MOVE TO AUTHORIZE THE MAYOR TO APPROVE PURCHASE ORDERS NOT
TO EXCEED $70,000 TO PURCHASE DATA NETWORK EQUIPMENT FOR
RIGHT! SYSTEMS, INC. UNDER THE TERMS OF THE WASHINGTON STATE
DIS MASTER CONTRACT.
IT Manager Paul Dunn advised that core network hardware at key points in the
city's data network has reached its end of supported life from the manufacturer.
This procurement, if approved will purchase the network hardware and equipment
to replace the old and no longer supported equipment. Further, it will procure
equipment that will allow the City IT Department to install network hardware at Fire
Station 74 to allow independent network operation at Station 74 (The City's EOC) in
the event of a network failure or shutdown at the City Hall Data Center. Budget
impact is approximately $70,000. These funds are budgeted in the Information
Technology Tech Plan as adopted. Dunn further advised that in 2002, a major
upgrade to the City's Data Network was performed by the Information Technology
Department. As part of the design, core network hardware was provisioned at key
points in the city's data network; City Hall, Fire Station 74, and Centennial Center.
In 2009, the core network routers located at Fire Station 74, and Centennial Center
reached their end of supported life from Cisco Systems, their manufacturer. This
procurement, if approved, will purchase the network hardware and equipment to
replace the old and no longer supported equipment. Further, it will procure
equipment that will allow the City IT Department to install network hardware at Fire
Station 74 to allow independent network operation at Station 74 in the event of a
network failure or shutdown at the City Hall Data Center. The prices and Terms
quoted from Right! Systems are offered under the terms of the Washington State
DIS Master Contract # T06-MST-001. The Committee raised questions, which Dunn
2
Operations Committee Minutes
September 15, 2009
Page: 2
responded to.
Project Component Budget
Estimate
Network Equipment 66,530
SMARTnet Maintenance Pricing 4,700
Equipment Trade In Credit -10,485
Estimated WSST 10% 7,125
Project Total $67 870
Attachments: Price quotation from Right! Systems, Inc. to provide Cisco Network
Hardware and SmartNet Maintenance support under the terms of Washington State
DIS Master Contact # T06-MST-001.
Thomas moved to authorize the Mayor to approve purchase orders not to
exceed $70,000 to purchase data network equipment from Right! Systems,
Inc. under the terms of the Washington State DIS Master Contract. Raplee
seconded the motion, which passed 3-0.
The 4eting adjo , d a p.m.
�4
Nancy C►ary
Operations gmmitt e")ecretary
Page 1
•
KENT Parks and Human Services Committee Meeting
WASHINGTON September 17, 2009
Council Committee. Present: Chair Debbie Ranniger, Tim Clark.
Absent: Elizabeth Albertson
Changes to the Agenda: No items were changed and no items were added to the
agenda.
Debbie Ranniger called the meeting to order at 5:03 p.m.
I. Meeting Minutes of August 20, 2009
Tim Clark moved to approve the minutes of August 20, 2009. Debbie
Ranniger seconded with prior concurrence from Elizabeth Albertson.
II. Washinaton State Arts Commission 2010 Organizational Support Grant -
Accept
Washington State Arts Commission (WSAC) has awarded the Kent Arts
Commission a general operating support grant. This grant is for the first
year of the 2010-2011 funding cycle. Kent Arts Commission will use the
funding to support the presentation of arts and cultural activities at Kent's
2010 Cornucopia Days.
Tim Clark moved to recommend accepting the grant of $6,000.00 from
Washington State Arts Commission and approving the expenditure of funds
in the Kent Arts Commission budget. Debbie Ranniger seconded with prior
concurrence from Elizabeth Albertson.
III. King Conservation District Grant for the Green Native Plant Maintenance
Intern program - Accept
Staff submitted and received a grant from the King Conservation District to
hire someone to weed and water over 450 native trees and shrubs planted at
Clark Lake Park, and 200 native plants in the cleared north trail area of Lake
Fenwick Park in fall 2008. Derek Nanninga, a community volunteer since
2007, would receive a stipend of $10/hour, plus gas mileage reimbursement
for his personal vehicle. The schedule is for 10 hours per week of service
through the end of December 31, 2009. Staff will provide tools and
supervision.
Tim Clark moved to recommend accepting the grant of $3,800.00 from King
Conservation District for the Green Native Plant Maintenance Intern Project
and approving the expenditure of funds in the Adopt-a-Park budget. Debbie
Ranniger seconded with prior concurrence from Elizabeth Albertson.
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Page 2
IV. King Conservation District Grant for 2009 Restoration Projects at Clark Lake
Park - Accept
Staff applied for funds from King Conservation District to plant 430 native
trees and shrubs to provide shade and habitat at Clark Lake Park. The plants
were installed at two fall community volunteer events by elementary school
children during five field trips, in connection with the Youth Tree Education
Program.
Tim Clark moved to recommend accepting the King Conservation District
grant of $9,998.20 to reimburse 2008 restoration projects at Clark Lake Park
and approving the expenditure of funds in the Clark Lake budget. Debbie
Ranniger seconded with prior concurrence from Elizabeth Albertson.
V. Energy Savings Performance Contract for Kent Pool - Authorize
Staff informed Council of equipment issues at Kent Pool over the past few
years. An appraisal of the pool was performed by McKinstry Essendion, Inc.
to see what improvements can be done, and a plan to initiate these
investments to ensure efficient operation of the pool for the next five+ years.
This Energy Savings Company (ESCO) project would work to implement
these improvements.
Staff suggests entering into an agreement with McKinstry to replace and
install an AHU component, sump pump and float control, direct digital
controls, and a pool blanket at the pool. Utility incentives gained by installing
a pool blanket should decrease the project cost.
Tim Clark moved to authorize the Mayor to sign the Energy Savings
Performance Contract with McKinstry Essention, Inc. in the amount of
$265,385.00, plus WSST to complete projects at Kent Pool, subject to final
terms and conditions acceptable to the City Attorney. Debbie Ranniger
seconded with prior concurrence from Elizabeth Albertson
VI. Parks Open Space Plan Update - Informational
Park Planner Lydia Moorehead shared that she is currently updating the Kent
Park & Open Space Plan. The plan is used to direct future development,
acquisition and renovation of parks and open spaces. The City's previous
plan was adopted in June 2000 and due for an update. Pursuant to the
Growth Management Act, the plan must be incorporated into the City's
Comprehensive Plan in order for it to be used as a policy document for
implementation purposes. Therefore, it is intended to update the Parks &
Open Space Element of the Comprehensive Plan as well. An updated plan
must be adopted by June 2010 to remain eligible for State grant funds.
Lydia explained that the update process is also an opportunity to re-examine
our vision for Kent parks, and prioritize our next steps for the short and long-
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Page 3
term future. Integral to this is engaging citizens and park users in order to
gauge changing community needs and priorities. Thus far, the information
staff has gathered from the community is nearly complete, and a survey was
conducted to measure how citizens and park users would like to see Kent
parks develop over the coming years (see the detail below). Staff plan to
continue to connect with the community during the update process.
Lydia explained the purpose of the plan:
■ Solidify vision for Kent Parks.
■ Prioritize Short & Long-Term "Next Steps."
■ Retain eligibility for State grant funds - June 2010.
• Part of the Growth Management Act.
A total of 45% of Kent residents participated in a community based survey
with the following results:
The Top Four Activities in Kent Parks:
1. Walking
2. Biking
3. Use of Play Equipment
4. Organized Recreation
Community Needs:
1. Swimming Facility
2. Off Leash Dog Park
3. Security & Maintenance
4. Biking & Walking Trails
5. Non motorized access to parks
6. Mountain Biking Trails
7. Frisbee Golf
8. Athletic Fields
The Key Themes of the plan include:
1. Our Legacy
■ Build upon & maintain
■ Maximize & reinvest in existing system
2. Green Kent
• Summer 2010
■ Vision for Forest Restoration
3. Athletic Fields
■ Multi use development
■ Maximize acreage
■ Create Partnerships
4. Connectivity
■ Urbanizing our system - connect people, greenways, parks, etc.
■ Work with existing plans - Transportation Master Plan
■ Conceptual corridor map
Page 3
Page 4
The Next Steps are:
■ Public Workshop Sept 29, 2009
• Draft Plan November 2009
■ Parks Committee Nov 19, 2009
■ Public Hearing February 2010
Adoption April 2010
Tim Clark asked what is being done with modern technology to improve the
carbon foot print, and how does the "Green Kent" Program affect the Park
Plan. He said to make sure we are shaping a system to accommodate the
future and changing times. He continued that this is part of our goal for
health and education -- to prepare for smaller cars and more bicycle use. Tim
also recommended that each time a company puts down fiber optics, that
fiber optics are laid down for the city as well. Jeff responded that staff is in
contact with the Information Technology Department relating to technology
and park safety pieces, such as upgrading alarms and unifying gate closures
in the park system. Debbie Ranniger agreed that staff should continue to
work on connecting the city to the existing park system - and maintaining
ease of access to park spaces.
VII. Community Sports Field Concepts - Informational
Jeff reported that Parks staff continue to seek ideas for the long-term
replacement of the Commons Playfields, including underutilized space in the
Kent School District, and the concept of a joint development of a community
sports field.
Conceptual designs were created for the development of a sports field project
at Kent Meridian High School. Jeff provided an update and three conceptual
designs for discussion and feedback. He stated that within the concepts, the
parking needs have to be resolved. He added that all of the options provide
space for a combination of softball, baseball, and/or soccer field(s), as well
as, space for tee ball. Option One backs up to Campus Park. Option Two
looks at parking with a smaller footprint for the field. Option Three has more
parking and less field. Accommodations will be made for synthetic turf and
track and field elements. Tim Clark commented on maintaining flexibility
throughout the planning. Debbie suggested staff continue discussion with
KSD regarding the future of the pool and impacts to the city if the pool is
gone, as well as identifying funding for the project.
VIII. Director's Report - Informational
Parks Planning and Development/Parks Operations
• Community Pride Day: September 19, painting graffiti from 8:00 a.m.
to Noon. Meet at Town Square Plaza.
• National Public Lands Days: September 21 - 26 at Lake Fenwick Park.
Page 4
f
Page 5
• Releaf: October 10, 9:00 a.m. to Noon at Clark Lake Park.
Housing and Human Services
• Financial and Resource Exp (combined events with Human Services
and the Resource Center) October, 3, 10:00 a.m. to 3:00 p.m. at the
Kent Senior Activity Center
• Home Repair was highlighted on Channel 21 through the "I Can"
campaign. The additional advertising initiated fifteen new applications
for home repairs in the last three weeks. Seniors and certain financial
challenges can qualify for moderate home repairs.
Recreation and Cultural Services
• Participation in the soccer program is high.
• The city hosted the World USSSA Tournament at Russell Road Park.
• The city is partnering for the first with ShoWare to present two
Spotlight Series in 2010 - Arlo Guthrie and The Pink Floyd Experience.
• The Holiday Carousel needs operators for the 2009 Holiday Season.
Please contact Jeff Watling, if you are interested (253-856-5100).
The meeting adjourned at 6:05 p.m.
Respectfully Submitted,
Teri Petrole, Council Committee Recorder
Page 5
1
KENT
W A 5 H I N G T O N
PLANNING & ECONOMIC DEVELOPMENT COMMITTEE
MINUTES
September 14, 2009
Committee Members Chair Jamie Danielson, Les Thomas, Deborah Ranniger
Danielson called the meeting to order at 4:30 p.m.
1. APPROVAL OF MINUTES
Thomas MOVED and Danielson SECONDED to approve the Minutes of
August 24, 2009. Motion CARRIED 2-0.
2. PANTHER LAKE ANNEXATION UPDATE
Planning Director Fred Satterstrom, AICP reported on the existing King County land
use plan and zoning designations for the Panther Lake Annexation area (PLA).
Satterstrom stated that the Panther Lake annexation vote is approximately fifty
(50) days away and with an affirmative vote, the staff would begin making
proposals on land use plan and zoning designations to be applied by Kent.
Satterstrom stated that the proposed zoning would become effective on the date of
annexation, July 1, 2010. Satterstrom stated that on previous occasions with
smaller annexations the City has waited until after an approved annexation to
consider making zoning changes; however, Satterstrom does not believe that to be
suitable in an area of this size.
Planner William Osborne, AICP gave a PowerPoint presentation on the land use and
zoning designations in the PLA. Osborne stated that the PLA is largely designated
and developed for residential uses with a few areas designated and developed for
commercial mixed uses, and a significant amount of land designated urban
separators. Osborne stated that the current King County designations are
consistent with surrounding designations in Kent. Osborne stated that urban
separators were typically used for agricultural uses, utility easements, and to
establish boundaries. Osborne clarified that King County will continue to maintain
the Soos Creek Park. Osborne stated that city staff are in the beginning of the
process and would be formulating recommendations after an affirmative vote in
November; he presented proposed zoning timelines. Thomas questioned if urban
separators represent an abutment for annexation purposes, using Fairwood as an
example. Satterstrom clarified they do not. Osborne responded to questions
regarding possible mixed use areas, zoning conflicts, and other future potential
annexation areas.
This report was for informational purposes only.
3. NEIGHBORHOOD COUNCIL RESOLUTION
Neighborhood Program Coordinator Toni Azzola introduced Cheryle Lasson from the
Arbor Village Neighborhood Council. Azzola stated that the original neighborhood
council and homeowners' association had the same board and boundaries. The
Ineighborhood council has since voted to separate the neighborhood council from
2
the homeowners association, change the neighborhood council boundaries, select a
separate board for the neighborhood council, and change the neighborhood
council's name from Arbor Village Neighborhood Council to the Meridian Glen
Neighborhood Council. The eastern boundary would change from 1415t Avenue SE
to 140th Avenue SE and the number of housing units would be increased from 130
housing units to approximately 197 housing units.
Ranniger MOVED to recommend that Council adopt the proposed
Resolution acknowledging the rename and revised boundary of the Arbor
Village now Meridian Glen Neighborhood, formally recognized by the Kent
City Council through its adoption of Resolution No. 1763. Thomas
SECONDED the Motion. Motion CARRIED 3-0.
4. GMA Growth Targets for Kent
Planning Manager Charlene Anderson introduced Michael Hubner of the King County
Suburban Cities Association. Anderson stated the Growth Management Act (GMA)
requires the City to plan for twenty (20) years of growth. The current projections
for housing and employment are through 2031 and include an additional 8,000
housing units and approximately 13,000 jobs. These numbers will be used in
creating the updated Comprehensive Plan which is due December 1, 2011.
Anderson stated that these targets will be presented to the Growth Management
Council later this week.
Ranniger raised questions regarding the housing numbers not being reduced with
the current economic situation and expressed concern that we will not be growing
at the same pace. Anderson stated that this was discussed with senior staff and
the consensus was that this is a temporary slowdown. Anderson clarified that the
housing numbers are targets to plan for and not a commitment. Hubner stated
that Kent provides a large and broad development area, and that numbers can be
adjusted based on changes in future new forecasts. Ranniger raised questions
about changes to zoning to allow for more housing to meet these targets.
Anderson confirmed no zoning changes are required in order to plan for
accommodating the targets. Hubner stated that these housing targets relate to a
twenty-five (25) year period going back to 2006. Additional questions were raised
regarding the Panther Lake annexation housing numbers and Renton's potential
annexation areas. Hubner clarified that the Puget Sound Regional Council considers
Renton and Kent core cities and they have looked at development capacity under
current planning and zoning and have determined that Renton has roughly twice
the housing capacity than Kent does to accommodate housing.
This report was for informational purposes only.
Adjournment
Chair Danielson adjourned the meeting at 5:10 p.m.
Molly Bartlemay
Acting Planning & Economic Development
Committee Secretary
5\Permit\Plan\PEDC\2009\Minutes\9-14-09_PEDCmin doc
KENT
WISHINGTON
CITY OF KENT
PUBLIC SAFETY COMMITTEE MEETING MINUTES
September 8, 2009
COMMITTEE MEMBERS: Les Thomas, Jamie Danielson, and Ron Harmon, Chair
The meeting was called to order by Chair Harmon at 5:05 PM.
Harmon called for changes or additions to the agenda, there was one item from police.
1. Approval of Minutes
L. Thomas moved to approve the minutes of the August 11, 2009 meeting.
The motion was seconded by J. Danielson and passed 3-0.
2. Washington Traffic Safety Commission grant award - ACCEPT
Chief of Police Steve Strachan explained the grant will fund officer overtime for Night Time
Seat Belt Enforcement mobilization.
J. Danielson moved to recommend Council authorize the Kent Police Department
to accept the Washington Traffic Safety Commission grant in an amount not to
exceed $1,800.
The motion was seconded by L. Thomas and passed 3-0.
3. Drug Free communities Support Program grant award - ACCEPT
Chief Strachan reviewed the proposed use of grant funds.
L. Thomas moved to recommend that Council authorize the Kent Police
Department to accept the Drug Free Communities Support Program grant in the
amount of $54,370.
The motion was seconded by J. Danielson and passed 3-0.
4. Purchase of one Live Scan unit - AUTHORIZE
Chief Strachan explained the uses of the fingerprinting unit.
J. Danielson moved to recommend authorizing the Kent Police Department to
purchase one Live Scan unit and for the Mayor to sign the Memorandum of
Understanding.
The motion was seconded by L. Thomas and passed 3-0.
5. Jail Work Crew Update - INFO ONLY
Chief Strachan spoke about the progress of the jail work crew. Deputy City Attorney Pat
Fitzpatrick indicated that jail work crews would be offered the opportunity to help fill
sand bags, if needed, in exchange for time credit.
6. HealthForce Occupational Medicine. Inc. Professional Services Agreement -
ACCEPT and AUTHORIZE
Fire Chief Jim Schneider explained the various medical services to be provided through
the agreement.
J. Danielson moved to recommend that Council accept the Professional Services
Agreement Between the City of Kent and HealthForce Occupational Medicine,
Inc., and authorize the Mayor to sign the Agreement with HealForce
Occupational Medicine, Inc.
The motion was seconded by L. Thomas and passed 3-0.
i
Added item:
7. Seattle Police Department Interaaencv Aareement - AUTHORIZE
Chief Strachan explained the agreement pertains to an interagency gang task force.
L. Thomas moved to authorize the Kent Police Department to sign the Seattle
Police Department Interagency Agreement and accept the grant funds.
The motion was seconded by J. Danielson and passed 3-0.
The meeting adjourned at 5:33 PM.
Jo Thompson,
Public Safety Committee Secretary
Public Safety Committee Minutes 2
July 14, 2009
1
PUBLIC WORKS COMMITTEE MINUTES
Thursday, September 21, 2009
COMMITTEE MEMBERS PRESENT: Committee Chair Debbie Raplee and Committee Members Ron
Harmon and Les Thomas were present. The meeting was called to order at 4:01 p.m.
ITEM 1 — Approval of Minutes Dated September 10, 2009:
Committee Member Thomas moved to approve the minutes of September 10, 2009. The
motion was seconded by Harmon and passed 3-0.
ITEM 2 — Joint Funding Agreement for the Cooperative Data-Collection Program with the
U.S. Geological Survey:
Environmental Engineering Manager, Mike Mactutis explained that this is an on-going program with
the City of Kent and the U.S. Geological Survey (USGS) for stream data collection. The City of Kent
will contribute $48,020 to the annual program costs of $91,360 with the USGS providing the
remainder.
Peterson presented a map of the 5 gage sites and explaining that this contract will provide for
operation, maintenance and data collection at five gages. Two are located on Mill Creek, one on
Springbrook Creek and two on Rock Creek.
Harmon moved to recommend Council authorize the Mayor to sign the Joint Funding
Agreement for Water Resources Investigations between the City of Kent and the U.S.
Geological Survey, upon concurrence of the language therein by the City Attorney and
Public Works Director. The motion was seconded by Thomas and passed 3-0.
ITEM 3 — LID 355 SE 2161h Street & 104th Place SE Sanitary Sewer Charge In-Lieu of
Assessment:
Deputy Public Works Director, Tim LaPorte, Design Engineering Manager introduced Mark Howlett,
Design Engineering Manager who gave a brief history and showed a vicinity map of the area. He
explained that in 2004, the City constructed sanitary sewer mains in the vicinity of 1041h Place SE as
part of Local Improvement District 355. There were five property owners that opted not to hook up
at that time.
The Public Works Department is requesting authorization to establish a charge in-lieu of assessment
for five properties that someday may need to connect to the City's sanitary sewer system. If the
properties connect to the sanitary sewer, the City will receive reimbursement for previous
expenditures.
Thomas moved to authorize the Public Works Department to establish a sewer charge in
lieu of assessment for five properties along 1041h Place SE. The motion was seconded by
Harmon and passed 3-0.
ITEM 4 — Reauest from Clark Lake Homeowners Association:
Public Works Director, Larry Blanchard explained that Clark Lake Estates or Sub-division is 33 lot
sub-division constructed at the southwest corner of 240th Street and 120th Avenue just west of Clark
Lake Park. The developer was unable to complete the improvements to this sub-division and the
City was forced to obtain the proceeds from the bond that was used to secure the infrastructure
improvements.
2
PUBLIC WORKS COMMITTEE MINUTES
Thursday, September 21, 2009
Since the majority of infrastructure improvements had been made to the sub-division, the City as a
normal course of action estimated the amount of work that was necessary to complete the
infrastructure improvements and reduced the bond from $150,000 to $50,000. Due to the slow-
down in the economy the developer was unable to complete the repairs and gave up the bond.
The City met several times with the Clark Lake Homeowners Association (HOA), and informed them
that the City could complete as much work as we can with the $50,000 bond proceeds. To date the
work has been constructed; however, the HOA is not satisfied with the work and would like to see
additional items completed.
Staff stated that in order to complete the work it would cost an additional $65,000. The Street Fund
does not have the additional monies. The work that was completed met the standards of the City,
and much of the damage to sidewalks occurred during the construction of the homes after the bond
had been lowered.
Dana Uyeta, Treasurer for Clark Lake Estates spoke on behalf of the Association.
A lengthy discussion ensued with staff answering questions from committee members.
This item was tabled and will be heard at a later date.
ITEM 5 - Request for Additional Funding Advanced Measures/Green River Levee
Protection
Public Works Director, Larry Blanchard explained that in August 2009 the City Council authorized
the Public Works Director to execute contracts up to a maximum amount of $1,500,000 for the
purchase of flood protection structures and all necessary equipment as well as contracts to install
and protect said structures.
The Public Works Department recommends allocating an additional $1,500,000 for a total of
$3,000,000 for Public Works Director or Interim Public Works Director to execute the above.
Discussion ensued regarding the protection of the levee, Blanchard feels that $3M may not even be
enough. Thomas stated that he is not sure that the cost is justified at this time. Blanchard further
explained that in order to have the preventative measures in place we must prepare in advance, we
can't do it after the fact.
Raplee stated that by the time Council gets called to the Emergency Coordination Center it will be
too late. Thomas said that he would vote but he would like to see it go on the Council Agenda
under "Other Business". Harmon commented that if we need to fight the fight at the levee we must
protect our own. Bottom line is, prevention is far less costly than clean-up.
An accounting of the project will be given to committee members on a regular basis.
Harmon moved to amend the August 18, 2009 authorization for the Public Works Director
or Interim Public Works Director to execute contracts for purchase of other types of flood
protection structures and all necessary equipment and contracts to install and protect
said structures from $1,500,000 to $3,000,000. The motion was seconded by
and passed 3-0. It was agreed that this item would be taken to Council as "Other
Business" at the October 6, 2009 agenda.
3
PUBLIC WORKS COMMITTEE MINUTES
Thursday, September 21, 2009
ITEM 6 - Supplemental Transportation Proiect List:
Public Works Director, Larry Blanchard noted that to help reduce the impact of proliferation of a
patch-work street system by requiring transportation improvements on each development or project
adjacent to underdeveloped streets in Kent staff proposes that a supplemental list of Street Projects
be identified so that a developer can defer the improvements as described in Kent City Code
Chapter 06.02.080. A lengthy discussion ensued regarding how to assure that the third or fourth
owners can pay for the improvements. It was explained that if there are a number of developers
that sign the No Protest Agreement they would have to pay off the amount. This includes new or
re-development.
Mel Roberts, Kent Bicycle Board member spoke on behalf of cyclists. Roberts stated that the
patchwork is an issue for bikers. He would like to see that the money is paid up front.
Thomas moved to authorize the inclusion for Public Improvements under Kent City Code
Section 6.02.080 and to secure said deferred improvements as described in section
6.02.060 OR through a No Protest Agreement or through a No Protest Agreement to the
Formation of a Local Improvement District, upon concurrence of the language therein by
the City Attorney and the Public Works Director. The motion was seconded by Harmon
and passed 3-0.
ITEM 7 - Information Only/Mowing Program:
Public Works Operations Manager, Don Millett and Storm Maintenance Vegetation Supervisor, Scott
Schroeder presented an informative PowerPoint Presentation showing various mowing and litter
statistics and photos.
No Motion Required/Information Only
Adjourned:
The meeting was adjourned at 6:08 p.m.
Next Scheduled Meeting:
Monday, October 5, 2009 at 4:00 p.m.
Cheryl Viseth
Public Works Committee Secretary
CONTINUED COMMUNICATIONS
A.
EXECUTIVE SESSION
ACTION AFTER EXECUTIVE SESSION