POLICE DEPARTMENT SYSTEMS DEVELOPMENT PROJECT
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AGREEMENT
This AGREEMENT is made and entered into this J!L of ,.411f1A'(H, 1994 by and between the CITY
OF CLEARWATER, a Florida municipality, with its principal place of business located at City Hall,
112 S. Osceola Avenue, P. O. Box 4748, Clearwater, Florida 34618-4748, hereinafter referred to as
the "City," and John Dorsey & Associates, with its principal place of business located at P. O. Box
760397, Lathrup Village, Michigan 48076, hereinafter referred to as the "CONTRACTOR."
ARTICLE 1 -- SCOPE OF WORK
The Contractor shall provide services as described in the :' Clearwater Police Department
Proposal to Conduct Systems Development Project" from John Dorsey and Associates, a copy of which
is attached to this Agreement, hereinafter referred to as the "PROPOSAL."
The Contractor shall comply with all applicable local, state, and federal rules and regulations.
The relationship between the parties shall be limited to performance of this Agreement solely
in accordance with its terms. No party shall have a.lY responsibility whatsoever with respect to services
provided or contractual obligations assumed by the other party and nothing in this Agreement shall be
deemed to constitute either party as a partner, agent, or legal representative of the other party or to
create any fiduciary relationship. The Contractor's status shall be that of an independent contractor.
ARTICLE 2 -- TERM
The term of the Agreement shall extend until all services described in the proposal are completed to the
satisfaction of the City including the full and satisfactory implementation of the Computer Aided
Dispatch (CAD) System or one year following the selection of the CAD system vendor, whichever is
longer.
3.1
ARTICLE 3 -- RESPONSIBILITIES OF CONTRACTOR
LAWS AND REGULA nONS
The Contractor shall comply with all laws of the state of Florida regarding labor and
compensation and with all other statutes, ordinances, and regulations applicable or having the force of
law. To comply with Florida Statutes, Contractor will be required to complete the attached Drug Free
Workplace form (F.S. 287.087) and the attached Public Entity Crimes form (F.S.287.133).
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Per City of Clearwater Ordinance 5059-90, all reports submitted to the City by the Contractor
in fulfillment of contract obligations shall use recycled paper when it is available at a reasonable price
and of satisfactory quality to meet contractual performance standards. For the purposes of this
paragraph, the price of recycled paper shall be considered "reasonable" if its cost is no more than ten
percent higher than the lowest price offered for non-recycled paper. All reports submitted to the City
by the Contractor shall use both sides of paper sheets whenever practicable. The Contractor shall be
responsible for maintaining records documenting usage of recycled paper for reports submitted to the
City in fulfillment of contractual obligations.
3.2 SUBCONTRACTORS
The Contractor shall not use additional subcontractors, except those specifically outlined in the
Proposal, without the express written permission of the City.
3.3 RECORDS
The Contractor shall make all of its books, files, records and other documents in connection with
its operations under this Agreement available and open for inspection in the Contractor's office by the
City at reasonable times upon reasonable notice. The City shall have the right to perform audits of the
Contractor's records at its own expense.
4.1
ARTICLE 4 -- SPECIAL CONDITIONS
REPRESENT A TIVES
The authorized representative of the City for purposes of this Agreement shall be the City
Manager. The authorized representative of the Contractor for purposes of this Agreement shall be Mr.
John T. Dorsey. Either party may change its representative upon five (5) days written notice to the
other party.
4.2
TRANSFER OF OWNERSHIP
This Agreement shall not be assigned or transferred, and controlling interest in the Contractor
shall not be sold without the consent of the City. Such consent, if given, shall be evidenced by a
resolution of the City Commission.
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NOTICE OF DEFAULT
Should the Contractor abandon or delay unnecessarily the performance of, or in any manner
refuse or fail to comply with, any of the terms of this Agreement or neglect or refuse to comply with
the instructions of the City relative thereto; the City shall notify the Contractor, in writing, of such
abandonment, delay, refusal, failure, or neglect and direct the Contractor to comply with all provisions
of this Agreement. The notice shall be presented to the City Commission for action.
4.4 CHANGES BY CITY
The City in its sole discretion may increase or decrease the level of service, add or delete.
required services, or otherwise change the work required to be performed by the Contractor. Under
such conditions, the parties shall negotiate changes, if any, in the applicable rates brought about by such
change in service. Such changes shall be incorporated by written amendment to this Agreement.
ARTICLE 5 -- STATEMENT OF ASSURANCE
The Contractor, for the term of this Agreement, assures the City that the Contractor will not on
the grounds of race, color, national origin, religion, sex, age, handicap or marital status, discriminate
in any form or manner against said Contractor's employees or applicants for employment (as provided
in Title VI of the 1964 Civil Rights Act and the Florida Human Rights Act of 1977) and understands
and agrees that this Agreement is conditioned upon the veracity of this Statement of Assurance.
ARTICLE 6 - PAYMENTS TO CONTRACTOR
The Contractor shall periodically bill the City for actual costs of completed work. Payments will
be made by the City within ten days of receipt of contractor invoice. In no case shall the payment
exceed the actual costs or expenses of the scope of work as described in the Proposal.
ARTICLE 7 -- INDEMNIFICATION
The Contractor shall at all times defend, indemnify, protect, save harmless, and exempt the City,
its officers, agents, servants, employees and subcontractors, from any and all penalty, damage, or
charges arising out of claims, suits arising out of claims, suits demands, causes of action, or award of
damages, whether compensatory or punitive, or expenses arising therefrom, either at law or in equity,
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which might be claimed now or in the future, including any payments required by the Worker's
Compensation law, which may arise out of or be caused by the operation of the business, or the
construction, and which is caused by a negligent or intentional act of omission of the Contractor, its
officers, agents, servants, employees, and subcontractors.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be duly executed,
in duplicate, on the day first above written.
Countersigned :
CITY OF CLEARWATER, FLORIDA,
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Interim City Manager
Rita Garvey
Mayor-Commissioner
Approved as to form and correctness:
Attest:
M. A. Galbraith, l .
City Attorney
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John Dorsey and Associates
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J T. Dorsey
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I Clearwater City Commission
Agenda Cover Memorandum
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Item #
Meeting Date:
30.
SUBJECT:
POLICE COMMUNICATIONS AND INFORMATION SYSTEMS CONSULTING SERVICES
RECOMMENDATION/MOTION:
Award a contract to John Dorsey and Associates of Lathrup Village, Michigan,
for automated information and data management consulting services to the Police
Department at a not-to-exceed cost of $114,270.00, as the lowest and most
responsive bidder.
I!lI and that the appropriate officials be authorized to execute same.
BACKGROUND:
Although significant progress has been made in the level of computerization in
many areas of municipal service, the automation of the public safety functions
of the City does not meet current needs. The consultant will evaluate the
Police Department's existing information and data management systems and
develop a comprehensive plan for a fully integrated police information system.
Further, the firm will assist with the acquisition of hardware, software, and
support services necessary to implement a new, state-of-the-art computer aided
dispatch system.
The proposed system must incorporate modular design to accommodate growth
needs. It must meet industry standards and provide high responsiveness and
availability. The consultant hired by the City of Clearwater will develop an
overall requirements study based on stated needs and City policy. Computer
Aided Dispatch will be a major segment of the project and the consultant will
prepare a Request for Proposal (RFP) for a Police Computer Aided Dispatch
system, assist in technical evaluation of that RFP, and assist the City in
coordination of the CAD system implementation.
Page 1 of 2
Revi ewed by:
legal
Budget
Purchasing
Risk Mgmt.
CIS
ACM
Other
Costs: S 114.270.00
Total
S 114.270.00
Current Fiscal Yr.
Commission Action:
D Approved
D Approved w/conditions
D Denied
D Continued to:
Slbnitted by:
Cit ana~~
Advertised:
Date: 11/26/93 & 12/3193
Paper: Tampa Tribune &
Pinellas County Review
D Not Requi red
Affected Parties
I!lI Notified
[I Not Requi red
Finding Source:
I!lI Capital Imp.
D Operating
D Other
Attachments:
PROPOSAL AND CONTRACT
D None
Appropriation Code:
315-91125-530100-521-000
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The principal objectives of the project are to:
1. Provide the Police Department with systematic, real-time retrieval
capability for information necessary for efficient and effective
operation.
2. Eliminate redundancy of data elements, data files, data entry and
paper reports.
3. Improve the coordinated efforts of units within the Police
Department, some of which are located in satellite offices.
4. satisfy state-mandated automated reported requirements (U.C.R.).
5. Develop a plan for a paperless reporting system for the police
Department. Said plan will consider the various technologies
available including dictation systems and portable computers.
6. Install a full state-of-the-art Computer Aided Dispatch system
capable of filling the current needs of the Police Department and
supporting future needs potentially including mobile data terminals
and automatic vehicle location (AVL).
7. Provide a common point of access to external information sources such
as: Regional Criminal Justice Information Systems, E-911, Geographic
Information System (GIS), Department of Highway Safety and Motor
Vehicles, Florida Crime Information system (F.C.I.C.), National Crime
Information system (N.C.I.C.), Pinellas County Justice Information
system (P.C.J.I.S.), and other City databases to include utilities
and occupational licensing.
8. Develop plans for a state-of-the-art Police Records and Information
system.
9. Provide long term plans for growth, development and maintenance, as
department needs dictate. The system must accommodate growth and
expansion.
All firms submitting proposals were reviewed by a committee of managerial
personnel from various City departments. John Dorsey and Associates was rated
the highest of the four (4) responding firms. The firms were rated according
to (a) experience and ability; (b) past performance; (c) qualifications of key
personnel; (d) understanding of the project scope; (e) soundness of approach;
and (f) fee quotation. John Dorsey and Associates was the highest rated firm
and was furthermore the lowest cost.
Mr. Dorsey provided 17 references where he has completed similar projects. All
references contacted were pleased with the work of the firm. Financial
references were also checked with positive results.
Funding for this project is provided in capital Project 315-91125, Computer
Consultant Services, in the amount of $93,000.00. The balance of this contract
$21,270.00 will be provided by a mid-year budget amendment transferring
anticipated police operating savings from the lease purchase payments on the
computers.
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RFP 50-94 POLICE COMMUNICATIONS AND INFORMATION SYSTEMS
CONSULTING SERVICES
1. AT&T
PROFESSIONAL SERVICES DIVISION
2701 MAITLAND CENTER PARKWAY
MAITLAND, FL 32751
2. JOHN DORSEY & ASSOCIATES
P.O. BOX 760397
LATHRUP VILLAGE, MN 48076P
3. INTEGRIS
302 CONCORD ROAD
BILLERICA, MA 01821-4191
4. PSI INTERNATIONAL
10306 EATON PLACE, SUITE 400
FAIRFAX, VA 22030
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AGREEMENT
This AGREEMENT is made and entered into this of , 1994 by and between the CITY
OF CLEARWATER, a Florida municipality, with its principal place of business located at City Hall,
112 S. Osceola Avenue, P. O.Box 4748, Clearwater, Florida 34618-4748, hereinafter referred to as
the "City," and John Dorsey & Associates, with its principal place of business located at P. O. Box
760397, Lathrup Village, Michigan 48076, hereinafter referred to as the "CONTRACTOR."
ARTICLE 1 -- SCOPE OF WORK
The Contractor shall provide services as described in the "Clearwater Police Department
Proposal to Conduct Systems Development Project" from John Dorsey and Associates, a copy of which
is attached to this Agreement, hereinafter referred to as the "PROPOSAL."
The Contractor shall comply with all applicable local, state, and federal rules and regulations.
The relationship between the parties shall be limited to performance of this Agreement solely
in accordance with its terms. No party shall have any responsibility whatsoever with respect to services
provided or contractual obligations assumed by the other party and nothing in this Agreement shall be
deemed to constitute either party as a partner, agent, or legal representative of the other party or to
create any fiduciary relationship. The Contractor's status shall be that of an independent contractor.
ARTICLE 2 -- TERM
The term of the Agreement shall extend until all services described in the proposal are completed to the
satisfaction of the City including the full and satisfactory implementation of the Computer Aided
Dispatch (CAD) System or one year following the selection of the CAD system vendor, whichever is
longer.
3.1
ARTICLE 3 -- RESPONSmILITIES OF CONTRACTOR
LA WS AND REGULATIONS
The Contractor shall comply with all laws of the state of Florida regarding labor and
compensation and with all other statutes, ordinances, and regulations applicable or having the force of
law. To comply with Florida Staturs, Contractor will be required to complete the attached Drug Free .........
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Workplace form (F.S. 287.087) and the attached Public Entity Crimes form (F.S.287.133).
"
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Per City of Clearwater Ordinance 5059-90, all reports submitted to the City by the Contractor
in fulfillment of contract obligations shall use recycled paper when it is available at a reasonable price
and of satisfactory quality to meet contractual performance standards. For the purposes of this
paragraph, the price of recycled paper shall be considered "reasonable" if its cost is no more than ten
percent higher than the lowest price offered for non-recycled paper. All reports submitted to the City
by the Contractor shall use both sides of paper sheets whenever practicable. The Contractor shall be
responsible for maintaining records documenting usage of recycled paper for reports submitted to the
City in fulfillment of contractual obligations.
3.2 SUBCONTRACTORS
The Contractor shall not use additional subcontractors, except those specifically outlined in the
Proposal, without the express written permission of the City.
3.3 RECORDS
The Contractor shall make all of its books, files, records and other documents in connection with
its operations under this Agreement available and open for inspection in the Contractor's office by the
City at reasonable times upon reasonable notice. The City shall have the right to perform audits of the
Contractor's records at its own expense.
4.1
ARTICLE 4 -- SPECIAL CONDITIONS
REPRESENTATIVES
The authorized representative of the City for purposes of this Agreement shall be the City
Manager. The authorized representative of the Contractor for purposes of this Agreement shall be Mr.
John T. Dorsey. Either party may change its representative upon five (5) days written notice to the
other party.
4.2
TRANSFER OF OWNERSHIP
This Agreement shall not be assigned or transferred, and controlling interest in the Contractor
shall not be sold without the consent of the City. Such consent, if given, shall be evidenced by a
resolution of the City Commission.
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4.3
NOTICE OF DEFAULT
Should the Contractor abandon or delay unnecessarily the performance of, or in any manner
refuse or fail to comply with, any of the terms of this Agreement or neglect or refuse to comply with
the instructions of the City relative thereto, the City shall notify the Contractor, in writing, of such
abandonment, delay, refusal, failure, or neglect and direct the Contractor to comply with all provisions
of this Agreement. The notice shall be presented to the City Commission for action.
4.4 CHANGES BY CITY
The City in its sole discretion may increase or decrease the level of service, add or delete
required services, or otherwise change the work required to be performed by the Contractor. Under
such conditions, the parties shall negotiate changes, if any, in the applicable rates brought about by such
change in service. Such changes shall be incorporated by written amendment to this Agreement.
ARTICLE 5 -- STATEMENT OF ASSURANCE
The Contractor, for the term of this Agreement, assures the City that the Contractor will not on
the grounds of race, color, national origin, religion, sex, age, handicap or marital status, discriminate
in any form or manner against said Contractor's employees or applicants for employment (as provided
in Title VI of the 1964 Civil Rights Act and the Florida Human Rights Act of 1977) and understands
and agrees that this Agreement is conditioned upon the veracity of this Statement of Assurance.
ARTICLE 6 - PAYMENTS TO CONTRACTOR
The Contractor shall periodically bill the City for actual costs of completed work. Payments will
be made by the City within ten days of receipt of contractor invoice. In no case shall the payment
exceed the actual costs or expenses of the scope of work as described in the Proposal.
ARTICLE 7 -- INDEMNIFICATION
The Contractor shall at all times defend, indemnify, protect, save harmless, and exempt the City,
its officers, agents, servants, employees and subcontractors, from any and all penalty, damage, or
charges arising out of claims, suits arising out of claims, suits demands, causes of action, or award of
damages, whether compensatory or punitive, or expenses arising therefrom, either at law or in equity,
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which might be claimed now or in the future, including any payments required by the Worker's
Compensation law, which may arise out of or be caused by the operation of the business, or the
construction, and which is caused by a negligent or intentional act of omission of the Contractor, its
officers, agents, servants, employees, and subcontractors.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be duly executed,
in duplicate, on the day first above written.
Countersigned:
CITY OF CLEARWATER, FLORIDA
Rita Garvey
Mayor-Commissioner
By:
Betty Deptula
Interim City Manager
Approved as to form and correctness:
Attest:
M. A. Galbraith, Jr.
City Attorney
Cynthia E. Goudeau
City Clerk
By:
John T. Dorsey
John Dorsey and Associates
Attest:
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CLEARWATER POllCE DEPARTMENT
PROPOSAL TO CONDUCT
SYSTEMS DEVELOPMENT PROJECT
(#50-94)
JANUARY 3, 1994
JOHN DORSEY & ASSOCIATES
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CLEARWATER POLICE DEPARTMENT
SYSTEMS DEVELOPMENT PROPOSAL
January 3, 1994
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JOHk DORSEY & ASSOC~ TES
P.O. Box 760397
LATHRUP VILLAGE, 1\11 48076
(313) 642-2420
January 3, 1994
Mr. George McKibben, Purchasing Manager
City of Clearwater
711 Maple Street
Clearwater, FL 34615
Dear Mr. McKibben:
We appreciate having the opportunity to propose management consulting services to the
City of Clearwater, and the Clearwater Police Department. It is our understanding that the
City seeks technical computer consulting expertise in conducting a needs assessment and
automation planning for the Police Department, and a systems selection and implementation
project for Computer Aided Dispatch.
John Dorsey & Associates can be of great assistance in this effort, as we are very
experienced in conducting computer planning, selection and implementation projects for
police departments and other public safety agencies. Strategic planning, preparation of de-
tailed specifications, and preparation of Requests for Proposals (RFPs) are part of most
projects we conduct. We encourage you to contact any of our references to learn of our
performance and our clients' high satisfaction level.
John Dorsey & Associates provides objective studies, is not affiliated with any computer
vendor, and accepts no commission from vendors. Joining us for this project are two key
additional staff - Ernest Pages of Pages & Associates, Inc., who has worked recently with
several Florida Police Departments, and Maurice McGough, who has worked with us pre-
viously, and also with the Clearwater Police in planning laptop computers.
Because of our strong experience and outstanding staff, we are very confident of being able
to satisfy the schedule requirements of the City, assuring release of the CAD Request For
Proposal by June 1, 1994. As President of the firm, I will be happy to respond to any
questions about this proposal.
Very truly yours,
&7~
John T. Dorsey, CMC
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CLEARWATER POLICE DEPARTMENT
SYSTEMS DEVELOPMENT PROPOSAL
TABLE OF CONTENTS
SECTION PAGE
TRANSMITIAL LETfER
OVERVIEW 1
PROJECT OBJECTIVES 4
PROJECT SCOPE 6
PROJECT MANAGEMENT 7
WORK PLAN 9
PROJECT FEES & TIMING 21
FIRM QUALIFICATIONS & STAFF ROLES 27
RESPONSE TO CITY QUERIES 29
REFERENCES 33
RESUMES 40
A1TACHMENTS:
PUBLIC ENTITY CRIMES & DRUG-FREE STATEMENTS 53
SELECTED STAFF PUBLICATIONS 57
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OVERVIEW
The City of Clearwater and the Clearwater Police Department have requested consultant
assistance in reviewing the integration potential of present computer resources, preparing
a needs assessment of the Police Department, assisting in the selection of a Computer
Aided Dispatch (CAD) System, and manage the implementation and integration of new
systems.
John Dorsey & Associates has conducted many similar projects. For example, we are
presently engaged by one county to prepare a strategic plan for public safety, select a
records management system for all police agencies (eight, plus the sheriff department),
integrate or replace present CAD, network all agencies county-wide, prepare a Request for
Proposal, assist in vendor selection, and assist with implementation. Another similar project
involved the selection of a CAD system for a city of 160,000, supporting both police and fire
dispatch.
We are very impressed with the comprehensiveness and detail of the City's RFP. The
proposed plan is well designed to assure project effectiveness. Adding a couple of project
elements may make the project even better. We have learned that greater assurance of a
successful transition to state-of-the-art police technology, and reduction in implementation
problems and anxieties, can result from adding these additional elements to our work plan:
· Strategic Planning: A preliminary, high level, long range planning project activity will
assure that important issues and elements are not overlooked or discovered at a late
stage when their incorporation into the project will be problematic
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Clearwater Police Department
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. System Integration Request for Proposal: Issuing a Systems Integration Request for
Proposal rather than a CAD Request for Proposal allows the City to bundle all
requested services into one document, resulting in engaging a single contractor to be
responsible for all hardware, software, system interfaces, networking, cabling,
installation, and training. We have found that clients are much happier not having
to be the "Construction Manager" on engagements of this size, and have proposed
incorporating all needed activities and specifications to accomodate this approach.
We feel that our detailed work plan, provided in a later section, will assure the Clearwater
'" Police of an outstanding project. We would like to assure the City that if any unanticipated
but related area of investigation, not clearly addressed in the City's RFP, arises during the
project, we will include it within our work plan at no additional charge.
A key to the success of the project will be our outstanding project team, which is very
experienced with all project elements. John Dorsey has conducted similar police projects
for more than a dozen clients, and related public sector projects for over 100 clients. Ernest
Pages has conducted similar police projects for three Florida cities. Barry Strock has
worked with several police and sheriff departments and prepared RFP's for numerous
municipalities. All three of us have mastered every element of the systems development
process. Maurice McGough has worked with Clearwater and many other Florida police
departments in acquiring state-of-the art notebook and other technologies. Other strengths
include:
. Working with virtually all major public safety CAD and Records vendors (e.g., Bell
AtlanticlEAl, New World Systems, Command Data/OCS, CLUES, etc.)
. Being very experienced in network design and integration (particularly Mr. Dorsey
and Mr. Pages), mobile data terminals, Uniform Crime Reporting, NCIC access,
public safety message switches, and radio interfaces
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Clearwater Police Department
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· Having a high familiarity with the Florida police requirements: Ernest Pages has
assisted Hialeah, South Miami and Miami Beach in CAD and Records selection;
Maurice McGough has worked with many of the agencies in the state
· Satisfying all of our clients
Clearwater Police Department
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PROJECT OBJECTIVES
The general objective of our assignment is to equip the Clearwater Police Department with
appropriate computer technology to support their public safety administrative and
operations functions, particularly related to CAD, but related also to achieving highly
integrated systems consistent with the objectives of the RFP:
.
Assuring systematic, real time information retrieval
.
Eliminating data redundancies
.
Improving Police coordination and communications
.
Satisfying State VCR reporting requirements
.
Implementing a paperless reporting system
.
Installing a state-of-the-are CAD System capable of supporting Mobile Data
Terminals or RF Modem - equipped laptop computers
.
Acquiring a message switch to accomodate external criminal justice agencies
.
Planning for state-of-the-art Police Information Systems
.
Providing a long range plan to accomodate future growth
.
Implementing or accommodating present GIS systems
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Clearwater Police Department
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Specific project elements, based upon the Request for Proposal document, and our
interpretation of requested services, will be as follows:
· Develop a Strategic Plan (Suggested expansion of requirements planning)
Conduct long term technology planning for the Police Department.
· Determination Police Needs
Conduct a Needs Assessment to refine prior departmental plans, determine needed
computer interfaces, and conclude, in concert with the IMG and Police Department
administrators, on the specific priorities for near term computer automation.
· Acquire a CAD System and Associated Interfaces
Select integrated computer and CAD technology which will support present and
future police functions. Suggested focus: selection of a systems integrator to
implement the entire project.
· Implement Planned Automation
Provide project management assistance to assure effective implementation of planned
systems and technologies.
Clearwater Police Department
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PROJECT SCOPE
Project activities will provide for a definition of system requirements, estimate of costs,
consideration of technological alternatives, selection of appropriate computer( s) and
associated communications technology, and coordination with the vendor(s) and the Police
Department during implementation. Details about activities are provided in the work plan,
following.
The deliverables will include the following:
.
Organized Project
Interview Schedule
Weekly/Monthly Meetings
Monthly Progress Reports
Strategic Plan
Operational Flow Charts
Software Specifications
Design Schematic
Hardware/lntegration/Networking Specifications
Implementation Plan
Evaluation Criteria
Vendor Review Report
Vendor contract
Monthly Progress Reports
Final Report
.
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Clearwater Police Department
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PROJECT MANAGEMENT
The consultant team of John Dorsey and Associates and Pages & Associates offers
Clearwater a unique combination of skills and experience for your project. Grounded in
a solid understanding of local criminal justice systems and strategic information technology
planning, we offer also outstanding project management capabilities.
Our approach to project management includes developing in detail a project work plan
which sets forth activities in the form of gantt charts and resource allocations. Staffing
plans have been carefully tailored to assure that project team members provide expert
assistance within their areas of expertise, and to assure that project momentum and
continuity are maintained throughout the process.
Key elements of our approach include:
.
We staff all engagements with very experienced and knowledgeable personnel
.
We communicate frequently with client management, informing them of project
progress and actively involving them in the development and implementation of
recommendations
.
We establish close working relationships with clients in order to be continuously
aware of their needs
.
We consider projects to be incomplete until clients are totally satisfied
.
We continually improve our work products and project results through client
feedback, technology and vendor analysis, and continuing education
Clearwater Police Department
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Key to effective project management are effective methods to coordinate between ourselves
and Clearwater personnel:
. Assignment of a CleaIWater Project Manager
. Integration with CitylPolice Project Manager
. Tight communication wi Meetings, Memos and Consensus
· Sign-offs on completed tasks
Clearwater Police Department
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WORK PLAN
The approach we will use on this engagement incorporates a methodology we have
developed and refined over the years. It provides for user interviews and surveys, and
preparation of a plan which incorporates economic considerations for various alternatives.
It provides also for a structured and methodological approach to systems selection. A key
component of the selection process is documenting system requirements, comparing these
requirements with available systems, and incorporating the specifications derived from this
process into vendor contract documents which ensue.
In order to assure timely implementation of a new system, we will expeditiously conduct the
needs assessment phase, overlapping both strategic and tactical plans preparation, emphasiz-
ing as a first priority collecting information and making decisions relative to the general
direction for computer automation. We will simultaneously collect information needed for
CAD System Selection for the Police Department, and all related interfaces and manage-
ment needs. Specific activities for planning, selecting, and implementing information
systems are detailed on the following pages.
A Gantt Chart depicting the timing and resource allocations appears in the next section.
Clearwater Police Department
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PROJECT WORKPLAN
BEGINNING ACTMTIES
100 Project Organization
This segment encompasses all project organization related activities. During this
segment the work plan will be updated to incorporate specific assignments and
responsibilities. A meeting with the IMG Committee will be conducted to
establish procedures to document and resolve issues addressed.
Steps:
100.1 Confirm project scope
100.2 Confirm work program
100.3 Collect system and organization documentation
100.4 Conduct project orientation
100.5 Schedule IMG and Police meetings and briefings
Major Deliverables:
· Organized Project
· Interview Schedule
· Weekly/Monthly Meetings
· Monthly Progress Reports
............ .........................................................................................................................................
10
Clearwater Police Department
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TASK A . REQUIREMENTS STUDY
200 Strategic Planning
This segment involves the review of current systems and documentation, confir-
mation of consultant and client understandings of the current and planned
computer environment, and the development of a strategic plan for Police
Department automation.
Although not specifically called for in the City's Request for Proposa~ we recommend
that the requirements definition activities be preceded by the development of a
Strategic Plan which spells out, on a high leve~ the systems plans for the Police
Department, doing so in a time-phased manner. This planning process can be very
effective in assisting in prioritizing by consideration of: (1) Costs of various projects;
(2) Requirement for integrated systems; (3) Determination of architectural require-
ments, and the ability of present resources to meet future standards; (4) Impact of
system changes upon staffing requirements; (5) Required/desired time sequencing of
activities.
During this segment, we will review the organization and technical requirements.
We will also determine, in concert with Police representatives and the IMG, the
scope of short term and long term computer automation. The intent is to identify
the major characteristics of the police systems, and a strategy for acquiring and
implementing them. From this understanding we will be able to assess the
likelihood of retaining current resources for supporting future requirements.
............................................................................... .
Clearwater Police Department
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TASK A - REQUIREMENTS STUDY (Continued)
Steps:
200.1 Review background material to include:
· Current systems plan
· Current systems project description
· Network configuration and network management system
· Capacity plans and assessments
· System interface requirements data
200.2 Review systems including hardware and software utilized
200.3 Survey executive management and functional planning staff regarding
needed systems and strategic goals
200.4 Review existing organizational support structure
200.5 Review data infrastructure including cabling systems
200.6 Confirm application system requirements and priorities
200.7 Prepare and review potential cost and benefits
200.8 Review Departmental staffing requirements
200.9 Identify impact of proposed Departmental move to new facility
200.10 Discuss conversion issues with Police and CIS staff
200.11 Meet with the IMG and Police Chief to confirm systems strategy
· Near term systems plans
· Long term systems projects
Major Deliverables:
· Strategic Plan
............................................................................... .
Clearwater Police Department
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TASK A - REQUIREMENTS STUDY (Continued)
300 Determine System Requirements
Develop a systems requirements document reflecting the specific hardware,
networking, staffing and, particularly, software, requirements for satisfying the
near term systems plans identified above.
Steps:
300.1 Prepare and distribute surveys and interview key police staff to collect
information concerning computer requirements based upon elements such
as:
· Staffing allocation
· Geographic coverage
· Calls for Service
· Incident statistics
· Software requirements
· Workstation requirements
· Special programs
· User concerns
· Radio-equipped vehicles
· Laptop/Mobile Data Terminals
300.2 Conduct interviews, as needed; e.g.:
· Selected Police Departments staff
· Computer Information Services staff
300.3 Determine system integration and systems interface requirements.
300.4 Identify the need for integration of applications (e.g., Records Manage-
ment with Computer-aided Dispatch).
......................................... -,......................................
Clearwater Police Department
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TASK A - REQUIREMENTS STUDY (Continued)
300.5 Determine requirement for sharing information/interfaces computer:
· Regional cns
· E-911
· NCIC
· GIS Systems
· DHS & DMV
· Utilities
· F.C.1C.
· P.C.J.1S
· Licensing
300.6 Determine system requirements
· Specific computer applications
· Computer capacity
· Workstation and networking requirements
300.7 Summarize and provide feedback regarding survey data
300.8 Prepare and distribute software specifications
300.9 Conduct a meeting to review findings and conclusions
Major Deliverables:
· Operational Flow Charts
· Draft Software Specifications
.. ..... .........................................................................
14
Clearwater Police Department
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TASK B . INTEGRATED SYSTEMS DESIGN
400 System Design Alternatives
Preliminary designs will be developed in conjunction with the City personnel. The
connectivity needs will be analyzed so that the design provides a flexible open
infrastructure that allows multiple computer and software vendors to integrate.
Steps:
400.1 Develop preliminary architectural designs based on established standards
400.2 Discuss design alternatives and migration strategies with City personnel
400.3 Confirm data conversion strategy
400.4 Develop requests for information and meet with vendors to discuss design
alternatives
400.5 Assess impact with IMG committee in the following areas:
· Overall system functionality
· Data communications and network requirements
· Data and software portability
· Impact on existing resources
· Implementation feasibility
· Capacity for sharing resources
· Current and future migration paths
400.6 Determine which state-of the-art technologies to incorporate; e.g.:
· Imaging
· Relational database system
· GIS interface
· MDT/Laptops
Major Deliverables:
· Preliminary Design Schematic
.............................................................................................................................................................. ..
Clearwater Police Department
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TASK B - INTEGRATED SYSTEMS DESIGN (Continued)
500 System Specifications
Detailed systems specifications to be incorporated into the Request for Proposal.
Review draft copies of the specifications with CitylPolice personnel, and update as
required.
Steps:
500.1 Determine, in concert with Police Administrators, key system design
elements and constraints; e.g.:
· Records retention policies
· Computer architecture expectations
o Local Area Network
o Open Systems preference
o Proprietary systems acceptability
o Hardware/lnterface requirements
· Agency Computer Interface Requirements
· Hardware and Software Standards
· System Priorities
· Needed File Conversions
500.2 Identify present computer resources which can be retained
500.3 Delineate functional specifications for planned systems
500.4 Confirm networking architecture for the new system
500.5 Solicit input and updates for Police staff and administrators
Major Deliverables:
· Draft Hardware/lntegration/Networking Specifications
.............................................................................................................................................................. ..
Clearwater Po/ice Department
16
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TASK C - IMPLEMENTATION PLAN
600 Implementation Planning
This segment involves translating the strategic plan, developed previously, and the
requirements and design delineated above, into a implementation and Gantt chart
which can be used to manage the system implementation.
Steps:
600.1 Prepare a detailed step-by-step plan for accomplishing the balance of the
project:
· Activities
· Resource requirements
· Task duration
· Milestones
600.2 Review plan and seek approval of IMG
Major Deliverables:
· Implementation Plan
.... ............................................................................
17
Clearwater Police Department
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TASK D - REQUEST FOR PROPOSALS & VENDOR SELECTION
700 System Selection
This segment encompass selection of the hardware, software and communications
elements for Police Department computer automation. We will review with the
City the advisability of preparing a Systems Integrator RFP, rather than simply a CAD
Request For Proposa~ because of the myriad of project elements involved in the
project. A systems integrator RFP makes one vendor, who may have subcontractors,
responsible for all project elements: hardware, software, networking, system interfaces,
cabling, training, installation. Based upon our experience, we feel strongly that this
approach is in the Police Department's interest, as it makes one organization respon-
sible for the success of the project, and eliminates a City role in coordinating/resolving
finger-pointing situations. Further, it reduces the required role for the Consultant in
the implementation phase, offsetting Integrator costs.
Steps:
700.1 Prepare a Request for Proposal (RFP) for those systems identified for
inclusion in the comprehensive police RFP; e.g.:
· Computer Aided Dispatch
· E-911 Interface
· State/NCIC Interface
· (JIS System/lnterface
· Digital Dispatch
· Message Switch
· Records Management Interface
· Daily Activity Reporting
· Electronic Mail
............................................................................... .
Clearwater Police Department
18
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TASK D - REQUEST FOR PROPOSALS & VENDOR SELECTION
(Continued)
· Management StatisticslException Reporting
· Office Automation Integration
· Report Writer
· Possible File Conversions
· Warrant Records
700.2 Incorporate Hardware, Networking, Training, and Installation requirements
700.3 Meet with Purchasing to update the RFP with City purchasing require-
ments
700.4 Provide a list of potential bidders to the City
700.5 Develop criteria for evaluation of proposals (incorporate systems integrator
criteria, as needed)
700.6 Have the RFP distributed through the City to qualified public safety
system bidders
700.7 Participate in the pre-bid meeting, if appropriate, and, if necessary, prepare
addenda to specifications, and answer questions as necessary.
700.8 Review each of the proposals received
700.9 Rank the vendors based on estimated ability to satisfy system requirements
700.10 Recommend several finalists to be considered
700.11 Participate in site visits and presentations
700.12 Assist in developing vendor contracts
Major Deliverables:
· Evaluation Criteria
· Vendor Review Report
· Vendor contract
............................................................................... .
Clearwater Police Department
19
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TASK E. SYSTEM IMPLEMENTATION
800 Implementation Project Management
This segment involves acting as project coordinator/liaison during the implementa-
tion process, monitoring vendor progress, ensuring performance criteria are met,
and facilitating resolution of implementation problems.
Steps:
800.1 Prepare an implementation work plan and schedule
800.2 Act as project manager during the system implementation phase, serving as
liaison with the computer vendors and assisting in scheduling and review-
ing activities and products. Activities we will participate in include:
· Project management · Timeliness/completeness assurance
· Vendor liaison · HardwarelLAN design confirmation
· Progress monitoring · Interface coordination
· Environmental planning · Organization/staffing planning
· Design assistance · Software modification planning
· Conformance review · Controls review
· Systems testing · Documentation review
· Procedures review · Conversion planning
· Oversight review · Problem resolution
· Post implementation review
Major Deliverables:
· Monthly Progress Reports
· Final Report
.................................................................... ............
Clearwater Police Department
20
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PROJECT FEES AND TIMING
Because of our prior public safety experience, we feel that we can efficiently perform
planned project activities. Our hours, on-site days, and charges are listed below.
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$75
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$15,680
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......................................
......................................
......................................
I.
Based upon the above-described project plan, and our estimate of needed project hours,
we offer to conduct the project for a not-to-exceed cost of $114,270, including expenses.
The Police Department will be invoiced monthly for charges incurred during the prior
month, based upon the rates quoted above, less City down payment. We request a 10%
down payment upon contract signing.
The project can begin immediately upon receipt of a contract. We guarantee that we
can meet the project schedule, provided that approval is made as scheduled, and that
interim documents are timely reviewed. The proposed schedule is attached, following
the work plan summary.
.................... .,...........................................................
Clearwater Police Department
21
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Clearwater Police Department
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Clearwater Police Department
23
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Clearwater Police Department 26
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FIRM QUALIFICATIONS AND STAFF ROLES
John Dorsey & Associates is very qualified to conduct computer and communications
planning and selection for the Clearwater Police Department. We have continuing and
extensive experience in conducting public sector studies; moreover, we have very relevant
recent and comprehensive experience in assisting Police and Sheriff Departments in
planning and selecting computer automation systems, radio communications systems, and
selecting and integrating E-911 equipment and other interfaces and services.
Public Safety has become a principal area of specialization for the firm, enabling us to offer
broad knowledge about available public safety systems. Strategic planning and network
design have become part of most projects we conduct, adding to our general technology
expertise.
John Dorsey & Associates has provided such services for five years, and is directed by an
individual who has led similar consulting organizations in the past.
Probably unique among the proposals received by the City, our proposal provides for the
uninterrupted focus of very senior consultants, individuals each capable in their own right
of leading the project. Tasks will not be relegated to junior staff, who typically for other
firms, do much of the work.
John Dorsey, a Certified Management Consultant (CMC) and holder of a Certificate in
Data Processing (CDP), has experience directing the public sector consulting practice of a
major consulting and CPA firm and his own firm, and extensive project management
experience and public safety and police operations and management technology experience.
John has a Bachelors of Science in Mathematics, a Masters Degree in Business Administra-
tion, and twenty-five years experience in programming, systems analysis, project manage-
ment, computer vendor operating system and telecommunications customer support;
Clearwater Police Department
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thirteen years of his experience have been in management consulting. He will act as project
manager, and will assume responsibility for the success of the project.
Ernest Pages has over 10 years of experience in information systems design and has been
involved with many local municipalities assisting them in strategically planning for their
information systems. He has also created RFPs and managed the implementation of the
systems he has designed. Having earned a Bachelors of Science in Mechanical Engineering,
Masters in Business and a Masters of Science in Industrial Engineering, Ernie is a registered
engineer in Florida. He has attended executive briefings with Microsoft, Northern Telecom,
Novell, Oracle and AT&T. Ernest, a former Touche Ross consultant, will offer police
expertise and offers very strong networking and systems integration assistance.
Barry Strock, who has become associated with John Dorsey & Associates, is working on
public safety projects in Ohio and Georgia with John. He has personally consulted,
conducted, managed, and coordinated over 150 project engagements in the public sector.
Barry is co-author of the popular Municipal Computer Systems Handbook. He has a
Bachelors of Science in Accounting, and a Masters in Urban and Regional Planning. He
is very strong in the needs assessment and RFP preparation areas, and will add strength to
the team in assuring a systematic and comprehensive selection process.
Maurice McGough, a sergeant in the St. Petersburg Police Department, has worked with
us before in designing data collection aspects of police information systems. He is well
known nationally for his work in directing the Police Portable Computer Project, the PISTOL
project, the SP ADAS Project, and the Police Cellular Field Test project. Maurice has a
Bachelor of Arts in Criminal Justice, and a Masters in Business Administration. He will
provide project support in the areas of integrating laptops and MDT, police reporting, and
agency interfacing. Additionally, Mr. McGough will add a local presence for any immediate
implementation issues.
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Clearwater Police Department
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RESPONSES TO CITY QUERIES
Section 6.0, Proposal Requirements, and succeeding paragraphs of the Clearwater RFP
raised various questions for respondents. The following are responses to the queries:
1. The Transmittal Letter provides the requested information.
2. John Dorsey & Associates is a Michigan Proprietorship with a full time staff of two
and numerous associated professionals in Michigan and throughout the US.
The address of the firm is:
John Dorsey & Associates
P.O. Box 760397
Lathrop Village, MI 48076
Its charter is to provide public sector information systems services.
3. The requested information is provided in:
a. Project Methodology
b. Overview
c. Project Fees & Timing
d. Firm Qualifications & Staff Roles
4. Technical services are described generally in the Firm qualifications and Staff Roles
section. In addition, specialists in police administration, radio consulting, and other
areas aJe available if needed. There will be no additional charge if additional
resources are needed.
5. Individuals are described in Firm Qualifications and Staff Roles, and their resumes
are included at the end of the proposal. The time allocations for each are provided
in Project Fees & Timing. References for each individual are so designated in the
References section.
6. At present we are concluding police system selections with the city of Eastpointe and
with the County of Muskegon. We have reserved the time required to complete the
Clearwater project.
Clearwater Police Department
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RESPONSES TO CITY QUERIES
7. The two forms are attached at the end of the proposal.
8. References for recent public safety projects are provided in the References section.
More are provided than requested.
9. We are not, and have never been, involved in any lawsuit. As we are not a public
entity, financial results are not published. However, financial references are as
follows:
Banking: CPA:
Mr. Gerald Parks Mr. Fred Joseph
National Bank of Detroit Joseph, Dise & Bolterstein, PC
2480 W. Maple 850 Stephenson Hwy, Ste. 310
Birmingham, MI 48009 Troy, MI 48083
(810) 647-8800 (810) 588-5656
10. We will absolutely hold harmless, indemnify, and defend the City for losses, costs,
and expenses arising from liability claims resulting from alleged negligence of our
firm, officers, employees, and subcontractors. We have professional liability
insurance from the Homestead Insurance Company, arranged by the Consultants
Liability Assurance Society, Inc.
11. Cost proposal details are provided in the Project Fees and Timing section.
12. A suggested contract between John Dorsey & Associates and the City of Clearwater
is included as Exhibit A, following.
Miscellany
. A cashier's check in the amount of $5,000 has been provided to satisfy Bid Bond
Requirements, per Paragraph 7.8.
. We comply totally with the requirements of the Collusion Paragraph, 7.11.
............................................................................... .
Clearwater Police Department
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· We satisfy completely the requirements of the Insurance Requirements Paragraph,
7.14.
.
We will comply with the Recycled Paper Ordinance, Paragraph 7.17.
.
We understand the Appropriations Clause, Paragraph 7.18.
Clearwater Police Department
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EXHIBIT A - SUGGESTED CONTRACT
Mr. George McKibben, Purchasing Manager
City of Clearwater
711 Maple Street
Clearwater, FL 34615
Dear Mr. McKibben:
We appreciate having the opportunity to provide police management consulting services for
the City of Clearwater, and provide this letter to confirm our understanding.
As indicated in our Clearwater Police Department, Systems Development Proposal, dated
January 3, 1994, the purpose of our assignment will be to assist the City in conducting needs
assessment and automation planning for the Police Department, and in a system selection
and implementation project for Computer Aided Dispatch.
Project scope will include reviewing data processing resources and operations, surveying
administrators and staff, determining information systems needs, and assisting with the
selection and implementation of computer technology. In short, we will perform all
activities quoted in the aforementioned proposal, and satisfy all requirements of the City
of Clearwater's Request for Proposal 50-94 for Police Communications and Information
Systems Consulting Services, and do so for a not-to-exceed fee of $114,270. The City will
make a 10% down payment, and be invoiced monthly for the balance based upon work
performed and expenses incurred during that month up to the not-to-exceed fee.
Our project approach will help assure the Clearwater Police of effective information systems
planning, selection, and implementation. If you are in agreement with our understanding
of the project, please indicate by signature below.
Very Truly Yours,
John T. Dorsey, CMC
ACCEPTED FOR THE CITY OF CLEARWATER
By:
Title:
Date:
............. ...................................................................
Clearwater Police Department
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REFERENCES
Clearwater Police Department
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RECENT PUBLIC SAFElY REFERENCES
CLIENT
Muskegon County Central Dispatch, MI
Needs Assessment and planning
and selection of county-wide
Records Management System for 8
police departments and county
sheriff. Integration planning and
selection of CAD, and networking and
cabling for all offices. Consultants:
John Dorsey, John Ross.
Warren Police Department, MI
Selection of CAD System for police
and Fire dispatch, and study of
the staffing and technology require-
ments for combined police/firelEMS
dispatch services. Consultant:
John Dorsey.
Cheshire Police Department, Cf
Review of town-wide computer technology
and preparation of strategic plan.
Review of Police Department systems
and requirements, and determination
of appropriate CAD and Records solutions.
Consultant: John Dorsey.
CONTACf
Chief Roger Doctor, Committee Chair
and Chief, Norton Shores
(616) 733-2691
Commissioner PaulPash
(313) 625-4402
Captain Stephen Sidoruk
(203) 271-5552
Clearwater Police Department
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RECENT PUBLIC SAFETY REFERENCES
CLIENT
CONTACf
City of Hialeah, 'FL, & Hialeah Police, FL
Lt. George Hierro
(305) 769-7703
Managed, analyzed, designed, procured and
implemented the new computer and data commun-
ications systems of the City of Hialeah. The
study included the interview of key city
personnel, re-design of existing procedures,
organizational design of systems department,
and long range strategic plan of systems
architecture. In conjunction with the devel-
opment of the strategy and networking
infrastructure, a comprehensive RFP for the Police
and Fire departments computer aided dispatch (CAD)
/ records management system (RMS), as well as
wiring and Local and Wide Area Network RFP was
developed. Assisted in the evaluation and
vendor selection processes. Consultant: Ernest Pages.
Kalamazoo Public Safety, MI
Chief Ed Edwardson
(616) 337-8123
Planning and selection of com-
prehensive police and fire system,
including CAD, Records, and Mobile
Data Terminals. Also conducted:
City-wide networking planning and
implementation. Consultant: John Dorsey.
Clearwater Police Department
35
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RECENT PUBLIC SAFElY REFERENCES
CLIENT
Baldwin County, GA
County-wide computer planning, in-
cluding all officials and administra-
tive functions; review of E-911 central
dispatch technology and workload, resol-
ution of phone company billing problems,
and development of consolidation
and technology plan for county-wide
dispatch. Consultants: Barry Strock,
John Dorsey.
St. Joseph County, MI
County-wide Central Dispatch
Dispatch and E-911 planning
and equipment selection;
Implementation of CAD and
county-wide police and fire
records systems, and radio and
E-911 systems. Consultants:
John Dorsey, Jim Evans.
Kalamazoo Sheriff's Department, MI
Study and selection of computer
resources including CAD, Records and
J ail Management, and E-911 and
MDT communications for Computer-
aided Dispatch. Consultants:
John Dorsey, Maurice McGough.
CONTACf
Sheriff Bill Massee
(912) 453-4891
EDP Manager Linda Williams
(912) 453-4791
Communications Director
Carol Wittenberg
(616) 467-4195
Sheriff Matthew Lori
(616) 467-9085
Sheriff Tom Edmonds
Undersheriff Mike Anderson
(616) 385-6173
Clearwater Police Department
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36
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RECENT PUBLIC SAFElY REFERENCES
CLIENT
Eastpointe Police Department, MI
Planning and selection of police
computer and networking for CAD,
Records, office automation, and
criminal investigations. Also con-
ducted: City-wide networking plan-
ning and implementation. Con-
sultants: John Dorsey, Dave Doyle.
Calhoun County Sheriff Department, MI
Computer, radio and telephone
communications planning for new jail
and sheriff office, and justice
agencies. Selection of Jail Management
and Records Systems, and development
of Justice Agency interfaces. Design of
Cabling and Networking Systems.
Consultants: John Dorsey, Jim Evans.
Cornerstone Alliance, Berrien
County, MI (Benton Harbor,
St. Joseph, Benton Twp., etc.)
Public Safety efficiency and
technology study to improve crime
control and examine public safety
concept in five community metro
area. Consultants: John Dorsey,
John Ross.
CONTACT
Chief Lew Hunt
(313) 445-5107
Lt. Jim Doty (Jail Transition
Manager) (616) 966-1785
Circuit Court Administrator
Jeff Albaugh (616) 966-1546
Sheriff Jim Roberts
(616) 781-9806
Susan Lackey, Dir.
Planning (616) 925-6100
Chief Dan Robinson
(616) 429-1589
Clearwater Police Department
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RECENT PUBLIC SAFElY REFERENCES
CLIENT
City of South Miami, FL
Analyzed the operations and computer
systems of the City of South Miami.
Review of police requirements and
evaluation of police systems. The
study included interviews of key
city personnel, design of more effective
procedures, recommendations for im-
proved organizational procedures, and a
procurement decision for a financial system.
Consultant: Ernest Pages.
Coldwater Police & Fire Departments, MI
Management and organizational
audit of the police and fire
departments. Key elements of the
analysis included: calls for service
analysis; work schedules and staffing
policy and procedures; technology.
Consultants: John Dorsey, John Ross.
Southgate Police Department, MI
Evaluation of computer
proposals and selection of
a police computer system.
Consultant: John Dorsey.
CONTACf
Mr. William F. Hampton, City Manager
(305) 663-6300
City Manager Bill Stewart
(517) 279-9501
Police Chief Gary Chester
(517) 278-4177
Finance Director John Sobleskie
(313) 246-1313
Clearwater Police Department
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RECENT PUBLIC SAFElY REFERENCES
CLIENT
CONTACf
Des Moines Police Department, IA
Preparation of management plan,
Needs Assessment, and Request
for Proposal for CAD, E-911,
Records, and Jail Management.
Consultant: Barry Strock.
City of Garden City, MI
Operational review all aspects
of the Police Department's administra-
tion and operations, and development of
recommendations to improve the organiza-
tion, staffing, service delivery and
productivity of the department.
Consultants: John Dorsey, John Ross.
Fulton County Sheriff, NY
Preparation of management plan,
Needs Assessment, and Request
for Proposal for CAD, E-911,
Records, and Jail Management
for County, cities and other
public safety agencies.
Consultant: Barry Strock.
Support Supervisor Paula Anderson
(206) 878-3301
Former City Manager Jon Austin
(313) 588-1200
Police Chief David Kocsis
(313) 525-8088
Clerk Patty Guy
(518) 762-0546
Clearwater Police Department
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RESUMES
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Clearwater Police Department
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PROFESSIONAL
EXPERIENCE
j
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JOHN T. DORSEY, CMC
PRESIDENT
JOHN DORSEY AND ASSOCIATES
Public Sector Consulting - Conducted over 200 government and
education consulting engagements including management audits,
information systems planning and selection, records management, and
government and education computer and communications planning
and operations reviews. Directed the Public Sector consulting practice
for a major CPA and Management Consulting firm, developing the
methodologies and work products to support management consulting
for: cities, counties, school districts and intermediate school districts,
villages, townships, utilities, road commissions, state agencies.
Integrated Public Safety Systems - Defined system requirements and
assisted in the selection of computer-aided dispatch, management
information systems, radio systems, and E-911 systems for several
sheriff, police, fire, and public safety departments.
· Defined information processing and records management require-
ments, and developed recommendations to improve the efficiency and
effectiveness of these law enforcement agencies. Developed re-
quirements for police/fire administration, computer-aided dispatch, E-
911, Uniform Crime Reporting, records management, case manage-
ment,MFIRS reporting, fleet management, jail management, traffic
reporting, personnel management, and office automation.
· Directed the planning and implementation of a variety of wired and
wireless police, fire and sheriff communications projects, including a
comprehensive radio communications plan for supporting in-car and
mobile RF communications linked to a computer-aided dispatchlE-911
center.
· Developed plans for a sheriff department and all justice agencies in
connection with construction of a new jail and justice center.
Developed plans and specifications for technology components includ-
ing information systems, telephone systems, cabling systems, and radio
systems.
Clearwater Police Department
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JOHN T. DORSEY, CMC (Continued)
Information System Planning - Conducted information systems plan-
ning studies for governmental clients. Examples include:
. Developed a strategic information systems plan for a county
government to identify all resources and associated costs for operating
and improving information management functions, including
implementing county-wide integrated local unit systems tax and voter
systems, over a five year period.
. Managed a planning and selection engagement for a major
municipality providing the design of Client/Servers and Local Area
Network (LAN) systems, preparation of a Systems Integration RFP,
and development of detailed financial, utilities management, and
geobase specifications.
. Conducted a major long-range planning study for a consortium of
educational institutions which included a detailed review of instruc-
tional and administrative information needs and the development of
a large-scale planning model which incorporated state-of-the-art tech-
nological forecasting methodologies and implementation strategies.
System Requirements Definition and System Selection - Defined
system requirements and selected systems for numerous agencies. Ac-
tivities included preparing application system specifications, computer
hardware requirements and vendor requirements; evaluating proposals
and contracts, recommending staffing, and developing installation
schedules. Prepared Request for Proposals (RFP's), and analyzed and
ranked vendor proposals for systems. Examples include:
. Developed municipal system requirements, and assisted with the
selection of budgetary accounting, cash receipts and cash manage-
ment, utility billing, fixed asset accounting, payroll and personnel,
inventory, cost accounting, utility billing, automatic meter reading,
maintenance management, voter registration, court management, tax
administration, and office automation.
. Developed system specifications and prepared Request for
Proposals to assist local school districts in selecting administrative sys-
tems including: accounting, payroWpersonnel, student records and
grade reporting.
. IO. IO.. . IO. . . . . . . . . . . . . IO. IO. IO. . IO.. . IO.. IO... IO. IO. IO. . IO. IO. IO. . . . IO. IO. . IO. . IO. IO. . IO. IO.... . 10. . .
42
Clearwater Police Department
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JOHN T. DORSEY, CMC (Continued)
Communications Systems -Directed the planning and implementation
of a variety of communications projects. For example:
· Prepared comprehensive organization-wide communications systems
for several school districts incorporating local area networks for
buildings and laboratories, as well as interbuilding communications
through both conventional point-to-point and multi-drop CATV data
communications.
· Developed a city-wide Local Area Network (LAN) for a major
municipality to support inter-department connectivity and shared
information systems resources among numerous facilities.
· Developed, in connection with the development of a new County
Justice Center and Jail, plans for computers; voice and data and com-
munications incorporating fiber and twisted pair; telephone systems;
and radio technologies.
· Assisted architects and engineers in planning new facilities,
including designing networking, cabling, and communications plans to
support application systems via various networks topologies including
Ethernet and Token Ring, in connection with new and retrofitted
facilities.
· Developed a comprehensive radio communications plan to support
in-car and mobile RF communications linked to a computer-aided
dispatchlE-911 center.
Personnel Selection - Assisted several companies and government
agencies in the determination of job requirements and the selection
of management and staff for data processing and finance positions,
including data processing managers, finance directors, programmers,
and analysts. Assisted in the technical and managerial evaluation of
prospective candidates, providing comprehensive evaluation reports.
.............................................................................................................................................................. ..
Clearwater Police Department
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PRIOR
ORGANIZATION
AFFILIATIONS
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JOHN T. DORSEY, CMC (Continued)
Information Systems Administration - Assisted clients with a variety
of administrative matters related to information systems, including:
. Vendor contract negotiation
. Organization planning
. Disaster recovery planning
. Documentation definition and design
. Contract administration
. Data processing controls
Technical Experience - Reviewed systems from every major computer
manufacturer - e.g., ffiM, DEC, UNISYS, Prime, Apple, Hewlett-
Packard, WANG, STRATUS, NCR, AT&T, and Data General, and
reviewed and qualified application software from hundreds of software
vendors. Developed Open Systems architecture and networking
specifications for 10-100 Mb./sec. LANS. Selected radio components
from major vendors including Motorola and GE. Evaluated major
telecommunications suppliers and long distance carriers. Supported
operating systems and developed original data base and computer
modeling and simulation systems.
Plante & Moran
Manager, Management Consulting Services and
Director of Public Sector Consulting.
National Steel Corporation
Corporate Project Manager.
Burroughs Corporation
Senior Systems Representative.
Singer Corporation
Systems Engineer.
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JOHN T. DORSEY, CMC (Continued)
EDUCATION
Washington University
Master of Business Administration
Management
University of Dayton
Bachelor of Science
Mathematics
DISTINCTIONS
AND PROFESSIONAL
AFFILIATIONS Institute of Management Consultants
Certified Management Consultant (CMC)
Data Processing Management Association
Certified in Data Processing (CDP)
Metropolitan Affairs Corporation -
Advisory Board
American Arbitration Association -
National Panel of Commercial Arbitrators
Associated Public Safety Communications Officers (APeO) -
Commercial Member
Michigan Municipal League - Associate Member
Michigan Association of Governmental Computer Users
International Association of Chiefs of Police (IACP) -
Associate and Member, LEIM Committee
Professional presentations on a variety of topics including: "Future
Trends in computer Systems," "Process Re-engineering," "Advanced
Reporting Concepts," "Accounting System Selection," "Emerging Of-
fice Technology," "Public Safety Consolidation," "User Systems," and
"Desktop Publishing."
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Clearwater Police Department
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Ernest A. Pages
PROFESSIONAL EXPERIENCE
RYDER SYSTEM
Office Systems and Telecommunications Consulting Manager
FLORIDA POWER AND LIGHT
Materials Management Systems Consultant
TOUCHE ROSS AND COMPANY
Management Consultant
SIEMENS COMMUNICATIONS
Communications Software Specialist
NOR1HERN TELECOM INTERNATIONAL
Configurations and Quotations Specialist
STONE & WEBSTER ARCHITECT ENGINEERS
Design Engineer
WORK EXPERIENCE
Telecommunications and Systems
Strategic Planning: Managed, analyzed, designed, procured and implemented
the new computer and data communications systems of the second largest
municipality in South Florida. Study included the interview of key city
personnel, design more effective procedures, organizational design of systems
department, and long range strategic plan of systems architecture. Strategy
included the integration of Windows 3.0, Novell Netware, and applications
such as Da Vinci Mail, Word, and Excel. Technical specifications included:
Intra-building wiring (10 base T), Inter building wiring (Fiber), Intelligent
Active Hubs (SNMP based), Wide Area Network, (DSU/CSU), TCP/IP
internet connection to mini, and Windows 3.0 Terminal emulator.
Strategic Planning Assistance. Acted as technical advisor to multidisciplinary
business delegation to Russia and Czechoslovakia. Provided assistance in
determining state of Russian and Czechoslovakia telecommunications sector
and its impact in helping them convert to a market economy.
Network/Systems Selection and Evaluation: Developed comprehensive
Request for Proposals (RFP) for Police and Fire departments of South
Florida Municipality. RFP included Specifications for Functional, Network
interface and design, and contractual requirements. In addition to develop-
ment of the RFP a vendor evaluation spreadsheet was developed which
............... .................................................................
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Ernest A. Pages (continued)
allowed for a systematic grading scale to be applied to point by point
response.
Strategic Planning and Diagnostic Review Performed detailed technical
analysis, marketing review, developed regionalization alternatives and Long
Range Telecommunications Strategic Plan for the telecommunications sector
of the country of Bolivia for the World Bank. Presentation was given to the
President, Minister of Telecommunications and sector operating companies.
Wide Area Telecommunications Network Design: Configured, diagnosed, and
installed digital telecommunications networks for telephone companies, banks,
hotels, and businesses throughout the Caribbean and Latin America.
Significant installations included: the design of multi-PBX facilities for
PEMEX, and Zenith in Mexico, remote data switching connecting' ASCII
terminals to IBM's SNA environment for the Bank of Bermuda, and design
of the digital network interconnecting Northern Telecom DMS Central offices
for the government of Trinidad and Tobago.
Strategic Assessment Performed an assessment of the strategic objectives of
a Florida Community College. Study included development of system
requirements definition by interviewing key management personnel.
Alternatives were evaluated to either maintain the existing IBM mainframe
or shift to a distributed computing platform.
Network Design: Developed specification document and network design for
multicampus government facility. Design included specification of fiber optic
type, electronics, and physical layout for FDDI ring.
Cost Containment: Identified over $100,000 in savings for city government.
Analysis included use of computer financial model to determine optimum
alternative for city wide voice communication.
Office Automation Software: Developed and taught semester courses to the
American Management Association, The City Institute of Government, and
Center for Management Development on Introduction to Microcomputers,
Lotus 123, Windows 3.0 and Word for Windows. Courses concentrated on
applications, with emphasis on development of financial spreadsheet models.
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Ernest A. Pages (continued)
Systems Evaluation: Analyzed multivendor Local Area Network environ-
ment to include: AT&T Starlan/PDS, Northern Telecom Lanstar, Novell
Netware Ethernet and mM LAN Server Token Ring. Results indicated
the benefit of the various topologies with relation to maintenance, perfor-
mance, and connectivity
Contract Negotiation: Implemented multilocation voice teleconferencing
system. System was successfully implemented by producing detailed
workplan, negotiating contract with vendor, coordinating vendor installa-
tion, training users, and producing disaster recovery plan.
Network Vendor Selection and Evaluation: Developed request for propos-
als for an integrated fiber optic telecommunications network. Network
included transmission of voice, data as well as digitized video.
Project Management: Organized, implemented and managed corporate
help desk for 400 users. Implementation included designed of Automatic
Call Distribution (ACD) and automated Attendant which improved call
handling productivity. Problem tracking system was implemented which
allowed trouble reporting and statistical quality control analysis.
Strategic Technology Assessment. Conducted evaluation of existing video
communications, as well as communications protocols. Analysis concen-
trated on determining a five year direction on the use of desktop
videophones as well as the most effective protocol to implement downsized
open systems.
Operations Review: Conducted system and contractual review of multi-
PBX facility. Review identified system configuration alternatives, legal and
financial requirements, and provided an up-to-date PBX system hardware
inventory and station equipment count.
System Selection and Evaluation: Evaluated proposals for computer
assisted dispatch and records management system for city, fire, police and
EMS department. Analysis focused on system requirements, capacity and
growth, and compaubility with existing systems.
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Education
Professional
Registration
Professional
Societies
Awards and
Distinctions
Presentations
and Publications
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Florida Atlantic University, Boca Raton
Bachelor of' Science in Mechanical Engineering
University of Miami, Miami
Master of Business Administration
Master of Science in Industrial Engineering
State of Florida, No. 481ET259
Institute of Management Science
The Productivity Center
Institute of Industrial Engineers
Northwest Dade Chamber of Commerce
South Dade Chamber of Commerce
Microcomputer Education for the Disabled Business Advisory
Tau Beta Pi, Phi Theta Kappa, Who's Who Among Hispanic
Americans, Oxford's Who's Who, Honor graduate, Northern
Telecom Training Center
Article written for the Northwest Dade Chamber of Commerce.
Topic: Managing Office Technology for Profit
Presentation to the Southern Bell Large Users Council. 1990
Topic: The Use Voice Response Units to Improve Profitability.
Presentation to the School Board of Palm Beach Count;y. 1986
Topic: Digital Telephony and the Integrated Services Digital
Network
Clearwater Police Department
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PROFESSIONAL
EXPERIENCE
PRIOR
ORGANIZATION
AFFILIATIONS
EDUCATION
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BARRY STROCK
SENIOR SYSTEMS CONSULTANT
Business and Management Consulting - Over a 25 year career
has amassed a set of skills including program and financial
management, project analysis, planning, development, and
implementation. Accomplishments include extensive needs
assessments, systems analysis, and RFP development and
implementation.
Public Sector Consulting - Conducted needs assessments and
system selection projects for counties and municipalities
nationwide. Projects have included Finance, Clerk's records
management, Police & Fire systems, Public Utility management,
Tax Billing and collections, and many and varied other systems.
Municipal Computer Systems Handbook - Co-author of the
popular Municipal Computer Systems Handbook, recently
revised. It is a compendium of knowledge about the planning,
selection, implementation, and management of municipal
computer systems.
Xerox Computer Services
Manager, Governmental Marketing,
Responsible for all governmental clients in New England,
including marketing, consulting, and managing Finance and
MIS applications.
City of Pittsburgh
Developed computerized applications for the Urban Redevelop-
ment Authority & Allegheny County for tax billing and public
roads.
University of Pittsburgh
Masters in Urban & Regional Planning
Temple University
Bachelor of Science, Accounting
Clearwater Police Department
.o.......... .,..o.........o.o...o.........o.....o.o.o...o.o.......o...o...o.o.o.o.....o.o.o.....o.o...o.o.............o.o.o...o...o...o.o.......o.........o...o
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MAURICE McGOUGH
SYSTEMS CONSULTANT & SERGEANT, ST. PETERSBURG PD
PROFESSIONAL
EXPERIENCE
Police Work - Twenty three year career in law enforcement
with the St. Petersburg Police Department. Work in Records,
Detective, Patrol, Communications, Accreditation Unit, and
Training.
Instruction - Serve on Adjunct Faculty of Tampa College,
teaching a variety of courses in Criminology, Computer Fraud,
Criminal Investigation and Police procedure, Criminal Law, and
Criminal justice Management.
State Attorney's Office - Worked on the development of new
procedures and helped facilitate the move to a new Criminal
Courts Complex. Wrote mainframe computer programs to
better manage court appearances.
Police Technology Grants - Obtained and managed numerous
police technology grants for projects such as: the Police Portable
Computer Project, the PISTOL Project ("Paperless Information
System Totally On-Line"), the SPADAS Project (St. Petersburg
Accident Data Acceleration System), the Police Cellular Field
Test Project, and the Offender Based Transaction System/Local
Area Network.
Public' Safety Consulting - Worked with numerous police
departments such as Orlando, Hialeah, ClealWater, Plant City,
Panama Beach, and Port St. Lucie in Florida, Kalamazoo
County, Michigan, Devon and Cornwall Constabulary in
England, Toronto Metropolitan Police, Canada, and Los
Angeles Police Department in California in planning and
implementing portable computers.
EDUCATION
Florida Institute of Technology
Masters in Business Administration
University of South Florida
Bachelors in Criminal Justice
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MAURICE McGOUGH
SYSTEMS CONSULTANT & SERGEANT, ST. PETERSBURG PD
(Continued)
PROFESSIONAL
DISTINCTIONS
Management Efficiency Award
State Attorney's Office
Technology Achievement Award
Public Technology
Exemplary System in Government Award
Urban Regional Info. Systems Assoc.
PROFESSIONAL
ASSOCIATIONS
Academy of Criminal Justice Sciences (ACJS)
International association of Chiefs of Police (IACP): Previous
officer: Law Enforcement Information Systems Committee, and
Board of Officers of the Law Enforcement Information
Managers Section.
PUBLICATIONS
Numerous published articles and presentations on state and
national level, and abroad.
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PUBLIC ENTIlY & DRUG-FREE STATEMENTS
Clearwater Police Department
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SWORN STATEMENT l'tJBSUANT TO SEcrION 28'7.133(3)(a),
FLORIDA STATm'ES. ON PUBUC EN'l1'l'Y CllJ'M'F.S
TBIS FORM MI1ST BE SIGNED AND SWORN TO' IN THE nESENCE OF A NOTAB.Y PtmUC OR OTHER
omCLU. AtJTBORIZED TO ADMINISTER OATBS.
L 'Ibis swam SUltcm=t is S1IbmiUed 10 City of Clearwater, FL
[priD1 aame of tile public emttyl
~ John Dorsp-v. Prp~;npnr
[priDlliidMdlW's JII,IDe aad lid.)
~r JOHN DORSEY & A~~nr.TA~R~
[priD11U111l' of 1DIlt)' sabllU~ SWOrD 1lll1eIIIGI1)
wbcsc business addreSS is
P.O. Box 760397
Lathrup Village, MI 48076
aDd (U applicable) lis Fcd=a1 EmpJaycr IdeDrift~riml Number (PEIN) is 38 - 2 8 527 25
(If the entity bas DO fEIN, iDd1Idc die Scda1 Sccarily Number af die IDdlYidU1 siguiDg tbis
swam SUlt~eZJt!
.)
2. landemaDd that a -pelle entity crime- as d,.f;fted In Paragraph 287JP(1)(&). Florid. Statutes. mc:w a
w,laliDn of :ury state or feder.lllaw .by a pemm with respect m:mc1 di%ealy rclalCd 10 the tr.mS3Ction of
busineSS with :my public emity or with an 1gency or politi=l subdivision af any other st3te or of the UDited
SeteS. including, but DOt 1imi&ed 10, any bid or CCDuact far goods or scrvi= to be provided to :my pubUe
entity or an 1gency or poUtic:l1 subdivisiOIl of any other Slate or of the UnilCd SEaleS aDd invalving muuust.
fraucl; theft, bribery, collusion. at'~-":qg. ~PilXy, or ma=rial misrqsresem:lUoD.
3. 1 UDdem:U1d that -cc~ or -=:nMcdan- as defined in Paragraph 2S7.133(1)(b), l'1orfd. Statutes. me:ms
a finding at pilt or a conviction at 1 public emity c:riJDe. with or withOUt an adjudic:lanu of guilt. in any
feden1 or State uial c:aurt of record rcWiDg 10 dWpS tnoupt by mdfa:ment or infDrmatiou after July 1.
1989, IS a result of a jmy ftrdiC. DOnjmy aiaL or ezmy of a p1e:l of guilty or nolo contcl1aerc.
'4. "', I uzidemand that IJl ~fIR1is~ as deftfted ill Pazapaph 281.133(1)(1), l'1M'ida StIlmteS. m=ms:
L A pm3ecmor at SU~ of a pczsan cczMcr,cd of :I pubUc entity cdmc:; or
2.; An entity under the camrol of any namza1 ~ who is aaiW: in me management at the entity and
wilo bas bec:D c:cmW:tcd af a public enlily crime. 'Ibe tam 8amIiate8 iDcludcs tbcse om=n. dircCtOa,
c:=c=tiYc:S, pumas. sbar'ebOJdm. c:mplDyeCS. mcmbc:a. ad agam who me aaiW: In the management af
all afmiate. "Ibe OWJ1mh\p b)' ODe pmau of sbareS a:mstiauing a c::amraUillg intereSt in mother pe%Son.
or a poaliDg af ~ or tDmmC among pczscms wbc:n DOt far fair mark.Ct value UDd.er an arm's length
agrce:mcnt. sba1l be a prima facie case that ODe pcrscm c:amrals 1DOm= pmaD. A pmou whO mcwmgly
enws into a jaiDl w:nmre with a pczsan wDo Ills been c:DIIVi=Cl of a .public entity c:rimc in Florida during
the pretediDl 36 mouths sba1l be ~~ III sfft1i~,~
s. I 1IIldcmaDd that a -pezson- as defhted in hr:agraph 281.133(1)(e), lIorida St:ltDtes. me:ms any namral
person or emit)' orpfti7l!!rl under me laws af any Stale or at the United SEaleS with me legal power to enter
iDto a biDding ccm:ract ud wtlid1 bids or applk:s to bid on CDIltr:ICZS far the provisioD ot goads or services
let by :l public entity. or whid1 OUletW1se tr2DSICIS or applic:s to a:msaa busineSS with :I public entity. The
tenD '"person- iDdudCS Ulose o1Iic=. c:t.ir'ec:Oa. c:::a:auivcS. parmm. sbarChOldm, employees. members. and
agents who arc acme in ~t of :m entity. .
6.
,- . .
Based 011 intozmation and tt .!. the statement whic:h I have marked bell' .oS lnle in relation 10 the cntit), .
&ubmitW1~ this swam StatCJlCDt. [indicate which stataDeut .ppliu.] ,
_ Neither the CDti~' submittin:: this sworn statement, nor 8Dy of its officers, directors, executives,
panners, sharCholders, empl~. members, Dr agents who are active in the mana~cmC11t of the entit}', nor
an~' affiliale of the -=ti~. has been charged with and Q)nviCtCd of a public: CDti~. crime subsequent 10 July
1, 1989. '
f.
'The entity submitting this sworn smu:m=t, or one Dr more of Us oftia::rs, c1irec:tcm, r=catiYcs,
piiiiic:rs, sharchOlQers, cmpl~, mc::m~ or agems who arc aaivc in the mana,emc:nt of the CZlUty, or
an amliale of the entity has been cbarJcd with and c:azMc:tcd of a public emit)' crime subscquc:nt .10 JuJy
1. 1989.
_ "Ibe c:mity lubm1aiD1 Ih1s swam lUter'''''''!, or DJlC or JI1Cm of tis omcczs. c1in:cum, r=cativcs.,
parmm. IbarchOlclcs, c:mp1Dyec:S, ~ or .'=15 who are aczM in the managcmau at the =tity, or
an amlialC of the c:m1t)' 'has been c:barpd with aDd CDJIYicIed of . pablie CIlUty crime ItIbIequc:nt 10 July
1. 1989. Howm:r. thcr: bas b=n a subsequent proceec1mg befDre a Hearing Omc:r of the SWe of rlcrW,
Divisicm of .1o.t1mmktram H=ings aDd the Fmal Order c:utcr'ed by the Hearing oma:r dctcmiJ1ed that
it was DCt in me public intc:rCSt 10 place the =ttty subllliniDllhis rwom mt~=t DJl the amvicled vc:nc1or
list. . (auacb a fDY1 of IDe filial order]
I UNDmsTAND'IHAT mE SUBMISSI~ OF nus FORM TO mE <DNmAcrING OFFICEX, FQJl,1lIE
Pt1BUC Er\"TIIY m~:u..l':U:;U IN PARAGllAPB 1 (ONE) ABOVE IS FOR. TBA.T PDBUC El'-'n'IY ONLY AND,
THAT TmS FORM IS VALID TBROtJGB DECEMBER 31 OF THE c:AI.ENDAR 'YEAR IN WBICIl IT IS JI'ILED.
I AlSO t7NDERSTAND THAT I AM REQ'DIRED TO INFORM THE PUBUC Dt"'lm" PlUOR. TO ENTERING
INTO A COl\"TRAC'I' IN EXCESS OF THE TBRESBOLD AMOtJNT PROVIDED IN SEC'IION m.o1'7, FLORIDA
STA 1 U I !::S FOR. CATEGORY TWO OF ANY CBANGE IN TBE INFORMAIION COl\-rAINED IN THIS FORM.
~T~
, Swam to and IUbscribed bcfDre me this c;J~-:s. ~ af D.Q {' -9 rn ~ 11
.v--
.19~
~~~/0Lfi:8~
-N.~. '-.sw. of tb -, c h': ~ /tb-'
PcscmaDy Down
OR hoc1iicZd ic1clllficaUDD
f'>p,,, \fP_rf!... L'IC: e A.l I\-t'_
(Type of icla1IificaWm)
~'_~, ;'~:~~.."l ~ .~.."~ ~ I::'....
'U., . . htM. ,...~\:... .~._" ',. .' I ..:"'_H V
......J f'ftmm1tt1OD ~."'I'" ,..
~"""-1 ~..l...w. e~d.."w 6"_'''j. I~.I
My Commlsslon Expiros Sept. 25, 1997
(Primed IfPed or mmped
"""'"";~ODed JUDDC of JlDmry public)
Fcnm PUR 7068 (Rev. 06118112)
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A DRtJG-P'REE ~CE.. .m ACr!rnmARCE wl~ SEC'l'. '87.087
Preference shall be given to businesses with drug-free workplace
programs. Whenever two or DlCIre bids which are equal with respect
to price, quality, and service are received by the City for the
procurement of commodities or contractual services, a bid received
fram a business that certifies that it has implemented a drug-free
workplace program shall be gi van preference in the award process.
Established procedures for processing tie bids will be followed if
none of the tied vendors have a drug-free workplace program. In
oreier to have a c:irU;-free workplace program, a business shall:
1) Publish a statement notifying employees that the unlawful
manufacture, distribUtion, dispensing, possession, or use of a
controlled substance is prohibited in the workplace and
specifying the actions that will be taken againS't employees
for violations of such prohibition.
2) Inform employees about the clangers of drug abuse in the
workplace, the business'S policy of maintaining a drug-free
workplace, any available drug counseling, rehabilitation, and
employee assistance programs, and the penal ties that may be
imposed upon employees for drug abuse violations.
3 ) Give each employee engaqed in providing the commocli ties or
contractual services that are under bid a copy of the
sutement specified in subsection (1).
4) In the statement specified in subsection (1) , notify the
employees that, as a ccmcU tion of workinq on the cQ1lllDOdi ties
or contractual services that are under bid, ~he employee will
abide by the terms of the statement and will notify the
employer of any conviction of, or plea of quilty or nolo
contendere to, any violation of chapter 893 or of any
controlled substance law of the Oni tecl States or any state,
for a violation occurrinq in the workplace no later than five
( 5) days after such conviction.
5) Impose a sanction on, or require the satisfactory
participation in a ciruq abuse assistance or,.. rehabilitation
program if such is available in the employee' s community, by
any employee who is so convicted.
6) Kake a qood faith effort to continue to maintain a druq-free
workplace through implementation of this section.
As the person authorized to sign the SUtelll8llt, I certify 't:bat
thi.s ~iJ:m does/does not (select only ODe) fully comply with the
above requi.reID8I1ts.
JOHN DORSEY & ASSOCTATF.~
BOSINESS NAME
#~p,~
~OR' S GNATtJRE
StatelllE!llt - 1
I
j
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SELECl'ED STAFF PUBLICATIONS
Clearwater Police Department
............................................................................... .
57
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GOVERN ENTTECHNOLOGY
A TOOL FOR STATE AND LOCAL GOVERNMOO IN THE INFORMATION AGE
VOWME 6 NUMBER S MAY 1993
What's Cooking in Kalalllazoo?
Switching from a mai1iframe to a client-server system required
afresh approach to compt,lting in Kalamazoo,
By JaIIIl_ tnI
Ill. ".. S, TCIgIIlIlti
Kalamazoo, Mich" known as
the Celery City and named
after an Indian won! mean-
ing "place where the water
bolls," has been directing its own
future through a carefully orches-
trated information technology re-
engineering "recipe."
Challenged to support many and
varied application systems for areas
such as fmance, tax administration
and public works, Kalamazoo, like
other cities, has had many computer
technology "pots to boil,"
Sammy Taylor, Kalamazoo's MIS
Director, is replacing batch-oriented
mainframe computing with a city-
wide networking system connecting
departments through local area net-
works (LANS) and a wide area net-
work (WAN),
PllPAlATIOIS
Mr, Taylor - with the Deputy
City Manager and Finance Director
- enlisted the assistance of John
Dorsey & Associates in early 1990, to
develop a new plan for the city's
infonnation systems.
As a joint process of consulting
and administrative review and analy-
sis began, several trends were evi-
dent: .
. The facilities management
approach taken by the city for oper-
ating its computers was inelJective
and on the wane national)y.
. Downsizing was well under
way with minicomputers displacing
mainframes.
. Microcomputer workstations
were displacing dumb tenninals.
. Maturing vendor software was
dispJacIng custom-written software,
. Electronic networking of staff
workstations offered many benefits,
AnalysIs of city operations dis-
closed that current software had
reached the end of Its Iifecycle and
software maintenance was exhaust-
ing nearly all systems development
resources, Further, infonnation that
was needed in several departments
was being redundantly entered into
the computers. Information such as
~ MIS Director StJmmy
TIIYIor' (Lfdt) IJtId CilJI M/Jf/IJ{/f1r'
Mllrc OCt.
property and geographic infonnation
system (GIS) data was not readily
available to all the departments that
needed it, Communications among
departments - puticuIarty those not
located in City Hall- _ manual.
A cost ana1ysis indicated that a
mainframe approach to data pro-
cessing was more expensive than an
approach utilizing minicomputers
and microcomputers. QearIy, a.fresh
approach was mandated.
IlEllCPIEIIIftG 11IE 11IOII
Software needs were lnvento-
ried, and requirements for croas-
department access were identified.
Appropriate platforms and possible
hardware, software and communica-
tions products were identified,
Organizational changes were planned
LAN was planned for City Hall, and
for each of the outlying facilities. A
WAN was designed to enable all
departments to share system
resources and communicate with
each other,
A structured cabling approach
- combining twisted pair and fiber
technologies - was de[med to
accommodate both the planned data
and the anticipated voice technolo-
gies, The telephone system and the
computer systems were simultane-
ous)y replaced
Software priorities were devel-
oped and first-phase applications
were defined to include replacement
of previous mainfnlme systems, and
implementation of citywide office
automation and e-mail, Specifica-
tions for systems were reviewed with
all of the departments, and bundled
with microcomputer worbtstion and
minicomputer lerver requirements
In a request for propoea1 (RFP) for
computer systems iJlte8ration.
Finally, a wort plan was devel-
oped for selection and implementa-
tion of computer and communica-
tions resources.
IIIUI6 M alOI
The work of replacing main-
frame systems bepn with the selec-
tion of a vendor to provide the hard-
ware, software, networking and
services to effect the anticipated
transformation, RFPs were dis-
tributed nationally to hardware and
software vendors, and to system
integrators. After a lengthy two-step
review process of technical and cost
A mainframe approach to data processing was
more expensive than an approach utilizing
minicomputers and microcomputers.
for the full uploltation of the MY
computer archI&ecture, incIudIn8 the
reorganization of Information flY8-
terns and recruitment of 1taIf,
A client/server approach pro-
vided optimal matching of available
technology with user requirementa.
In conjunction with file servers, a
propouJa, Network Computing
Corporation (NCC) WIll selected.
The linn was enpged to implement
new software, along with DigItal
Equipment Corp. (DEC) hardware
platforms, NCC W88 also charged
with conversion of present main-
frame da&a.
An aggressive schedule called
for conversion and implementation
by the Spring of 1991. Office
automation, Including electronic
mail, was the first order of business,
as Its implementation enabled staff
to become convel1lllJlt with the new
MS-DOS wortstations and DECNET
architecture, and enabled the lugely
new MIS ltaff to learn the ins and
outs of network llWl8gement, Keith
Overly, Finance Director, said that
"An overriding benefit of the new
computer system is the increased
computer literacy that has been
gained by staff members throughout
the organization,"
The new system became known
as MAGIC (Municipal and Geo-
graphic Infonnation Complex) as the
result of a citywide contest to name
it. MAGIC has since grown Into a
very broad-based platform for satis-
fying city and community needs,
115, 111"_
One of the first enhancements to
MAmC Wall'the 8ddition of a GIS sys-
tem. Planning for'this event occurred
In 1990-91, and in late 1991 another
DEC-based vendor was approved for
this vital step of integrating city
infrastructure infonnation into the
network, Because of several factors,
Including compatibility with NCC
systems, and facility handling for
public utilities GIS ~, McDonnell
Douglas Infrastructure Section (now
part of EDS) was selected to provide
the new system.
Dr, Andrew Targowslti sem!d as
Chairman of the GIS Steering Com-
mittee and defined the principal role
of the new system as being a decision
support tool for the whole city.
The GIS. eaIled ?aradise" in the
city's tradition of naming systems,
provides a means to automate the
approximately 200 different sets of
maps maintained by Kalamazoo,
Various phases for implementing this
system, currently under way, incor-
porate elements for the assessor, for
economic degelopmenL The netwurt-
Ing already in place will enable all
depart1'1\ent8 to share the GIS da&a.
1BICRT SUlPIISE
The Greater Kalamazoo Telecity
USA Project - consisting of 100 vol-
unteers organized into 15 task forees
See WAMAIOO, P1111147
f'
l~
WORKFLOW
ConIiud tram PlJIII42
the introduction ot an automated
workflow, A variety ot steps and
tasks, once necessary tor process-
ing paperwork, have been short-
ened or eliminated because ot the
unique accessing and sharing capa-
bilities imaging brings to the work-
place, As a result, the increaSing
workload at DPI is presently being
absorbed without costly additions
to the staft,
You can see your location in
wharever form you Iike-Iatirudel
longirude, UTM, or Stare plane coor-
dinares-wirh accuracy from five
meters to sub-meter, depending
on which GPSPathfinder system
you're using, A GPS Pathfinder sys_
rem will record your posirion as
otten as twice a'second, whether
you're walking, driving, boaring,
flying, or just sranding around-
either'in real time or with differen-
tial correction postprocessing, And
you can always navigate back to
places you've been, no matter how
much the landscape has changed
since you last visited,
Once you've recorqed all the
information you need in the field.
you can transfer ir to your PC, SOrt
J
."U"'il,'DI"'.'."il,''''II''.
I
Equally important Is that the
solution did not occur Simply
because DPI purchased new tech-
nOlogy, The staff spent over one-
and-a-half years gathering Intonna-
tion, researching and studying
workflow habits betore embarking
on the imaging solution, Even with
the tremendous amount ot planning
that went into this project, modifica-
tions and adjustments had to be
made after the system was installed,
Not until documents were actu-
ally being routed via the system
were DPI staff able to see what was
really needed to make the system
perform satisfactorily, To reach that
level ot satisfaction, DPI had to rely
on the support of its vendor.
Because DPI lacked any prior expe-
rience with imaging, it depended on
USI to make the kind of modifica-
tions that were deemed necessary,
Fortunately, USI has proven to be a
worthy partner during a major
change in Wisconsin's teacher-
licensing program,
.
systems and
use it to update
or correct exist-
ing maps-
which makes the
incremental con-
version of old
records much simpler and smoother,
To sum it up, a GPS Pathfinder
system can record almOSt anything
you'd ever want to know, You could
even record thar country singer sir-
ting below-maybe not his acrual
howls, bur certainly his location,
age, and har size,
If, thar is, you really wanred
to know,
D 1i'imble
The ~ III GPS So/u"(!rJJ
.............. -
lMS............... '0. .._
~,CA_"2
.__..u.$,..._
.....,-IOIXI....u.s
FAll: '_7>>_
T....... E.... ''') 2S&-IIlHSO
T_"'_(I4)._,
IMANAGEMENTI
KALAMAZOO
Cantiud tram PlJIII 38
and a steering conunittee chaired by
Dr, Targowski - has received pro-
ject guidance from Kalamazoo City
Hall and the City's Manager and for-
mer Deputy, Marc Ott.
BrieJly described, a telecity is a
fusion of computer, video, facsimile
and telephone systems to broaden
choices for educstion, employment,
and entertainment. It encompasses
the transmission of knOWledge by
electronic mail, facsimile machine
mail, satellite transmission, fiber-
optic ring, Mfiber-to-the-curb," elec-
tronic data interchange (EDO, tele-
port (dOwnlink/uplink), telephone
communications, video-on-demand,
municipal area network, infonnation
kiosks, public technology, distance
learning, telework centers, telecon-
ferencing, and bulletin boards,
In addition to city offices, major
teleclty users Include households,
schools, colleges, businesses, and
institutions, Some of Kalamazoo's
largest companies use many of these
features, including Michigan Bell,
Western Michigan University, and the
Upjohn Company, Development of an
electronic infrastructure is expected
to enable Kalamazoo to better com-
pete in the global economy,
SECONDS?
The reengineering of Kalama-
zoo's infonnation systems produced
a dramatic effect, both inside city
offices and throughout the commu-
nity, Mr, Ott discovered that the
consequences of reengineering are
evident, as "All employees must deal
with data in a way they did not have
to before,'
Citizen task forces have been
involved with the processes, rang-
ing from beginning planning to the
GIS and telecity efforts, resulting
in widespread city and City
Commission support for the effort,
Several reports have been provided
to the Commission, detailing the
planning and expectations of the
administration,
Me, Taylor indicated his "delight
with the Commission approving the
new systems, which have signifi-
cantly increased productivity and
communications.' Both Me, Ott and
Mr, Taylor caution that a balance
needs to exist between the benefits
of widespread networking, and the
network management compleXity
that can ensue,
.
John T, Dorsey is a consultant
residing in Lathrup ViUa.ge, Mich.
Dr, Targowski is a Professor at
Western Michigan Univers1.tll.
,-,
II.
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SYSIEMS INTEGRATION BUSINESS
I
WINDOWS SPECIAL REpORT
BUSINESS OPPORTUNITIES
OPENING DOORS
TO DESKTOP
INTEGRATION
If corporate customers
want to get the most out of Windows, they'U need integrators to fashion customized
systems and tie the graphical desktop to servers
t8 SYSTEMS INTEGRATION BUSINESS-JULY 1992
DEBRA BULKELEY.
SENIOR EDITOR
YOU could say that the hoopla sur-
rounding Microsoft Corp.'s Win-
dows has been going on since the
Redmond, WA, software developer
announced Windows in 1985, But
it is the latest release, Windows 3.1, that
has elevated the operating environment's
level of acceptance within the business
community, creating new business for sys-
tems integrators.
"Windows has become more and more
accepted. In many cases, we have to pro-
vide Windows," says Alan Greif, a princi-
pal of Booz, Allen & Hamilton, systems
integrators headquartered in New York.
"Most IS [information systems] people
want Windows, and even demand it."
This demand translates into a growing
number of integrators becoming involved
l in a wide variety of Windows-based pro-
a jects. The projects range from the simple,
· such as installing off-the-shelf software at
= '
customer ~Ites, to the more complex, such
i as serious applications like executive IS.
I Integrators are even installing critical
! apps, like accounting systems, on the Win-
-c dows platform. Often, integrators are
.
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SYSTEMS INTEGRATION BUSINESS
I
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called on to create systems from a combi-
nation of custom software they develop
and shrink-wrapped Windows apps.
"Up until Windows 3.1 started shipping
in April. it was an educational process for
us." says Ernest Pages. president of Pages
& Associates. a systems integrator and con-
sulting company in South Miami. "During
the last six to eight months we offered
training to clients. Now that more people
understand Windows, more are requesting
our services. It stans small-they buy a
couple of apps for Windows, it bombs. and
they call us. We provide follow-on work,
like adding applications such as E-mail."
says Pages, whose company was among the
beta test sites for Windows 3.1.
Microsoft also sees a trend toward more
serious business applications built around
Windows. says Robert McDowell, vice
president . of Education and Consulting
Services (ECS) at Microsoft. ECS offers
corporate clients consulting services, tech-
nical training and management education
on new technologies like Windows.
McDowell adds that a growing number of
his clients during the last 6 months to 8
months are asking for custom develop-
ment with Windows for business applica-
tions that include accounting, payroll sys-
tems, order entry, sales force automation,
customer IS and executive IS.
In line with the move toward developing
more custom applications, Pages is devel-
oping a plan for a PC-based system for the
City of Hialeah in Florida that uses Win-
dows on the front-end. The project began
two years ago "before Windows was popu-
lar enough to trust," Pages recalls.
The five-year strategy involves tying to-
gether the city's emergency 911 system to
the police station using fiber-optic links.
"E verything is in place for 911 to migrate
to Windows," says Pages. Eventually, both
city hall and the police station will have
a 150-node network running Windows.
City Hall employees have already migrated
to Excel. a Windows spreadsheet, replac-
ing the DOS version of Lotus 1-2-3. A city-
wide E-mail system is in the works.
Pages put together an open network de-
sign using active hubs, Unix on the server
side and a Transmission Control ProtocoV
Internet Protocol interconnection. "Any-
thing that talked to the system needed a
Windows front-el)d." says Pages. The soft-
ware scheduled for installation includes
DaYinci E-mail from DaYinci Svstems
Corp.. Raleigh. NC; Microsoft Word for
Windows; Perform Pro (a forms design.
filling and management system for Win-
dows from Delrina Technology Inc..
Toronto); WinFax Pro (also from Delrina.
which allows users to fax directly from any
Windows application); and PackRat from
Polaris Software. Escondido. CA. for
scheduling.
Pages has also installed a Windows ap-
plication for a customer in the importing-
exporting business in southern Florida.
The client had six standalone IBM PCs
and organized his customers' documents
in paper folders. Pages installed Perform
Pro to create a set of forms for the client.
He replaced the IBM PCs with 80486 PC
Compa
are asJ
for cu.s
develop;
wit)
Windt
for seri
busin,
aPPlicat
SYSTEMS INTEGRATION BUSINESS-JULY 1 ~
,.~ "
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r
;r
r
r
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SYSTEMS INTEGRATION BUSINESS
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WINDOWS SPECIAL REPORT: BUSINESS
. .
.. .
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";,
t-.
clones on a ~ovell
network and auto-
mated the form-
tracking process.
Pages says this cus-'- r ..
tamer is typical of ~':.
those interested in
~ntering tht: Win-
dows ~nvlronm~nl.
"The companies
that I find moving
into this envlron-
mt:nt Jre gen~rally
small to mid-size-
those that haven't
made the huge investment in technology
that the big companies have," says Pages.
Another systems integrator, Ron Cor-
riveau. president of Arc Associates, Berlin.
MA. has a customer in the fashion indus-
try who wants to expand his existing tech-
nology from several IBM mainframes and
about 50 PCs to some 150 PCs and 50
notebook computers worldwide. The goal
is for employees around the world to be
able to access the mainframe database lo-
cated in Massachusetts. Corriveau is pro-
posing that the company convert from a
DOS environment to Windows.
Corriveau also has a customer in the
broadcasting industry where he is bringing
multimedia technology into a Boston TV
station using Windows.
"Windows gives you a reasonable set of
capabilities for running DOS applications.
and ease of use." savs Corriveau. who was
also a beta test site for Windows 3.1.
Many integrators agree that Windows
3.1 is a major improvement over its prede-
cessor. VersIOn ],0,
"Windows 3.0 wasn't stable enough to
run any serious business applications,"
says John Pavain, president of CEP Sys-
tems Inc.. a systems integrator in
Stamford. CT. "We told our customers not
to install Windows 3.0," he adds.
Windows 3.1 has corrected the major
complaints of Version 3.0. It is faster-
although still not as fast as DOS-and the
dreaded Unrecoverable Application Error
message is gone. replaced by more descrip-
tive messages. The networkability of Win-
dows has also improved, including the ad-
dition of many management and admini-
stration features (see p.35 ). Many integra-
tors say they are able to customize applica-
"One thing
about
Windows. . .
tions more simply in 3.1 than 3.0.
"Windows is a real clean environment
to work in," says Pages. "A major hurdle
was overcome with the release of Windows
3.1. This version is very stable. It's a pow-
erful platform to develop in. You can de-
velop an appealing application with Win-
dows, and it's a great selling 1001." he adds.
"Things that used to be considered diffi-
cult in DOS are trivial with Windows,"
adds Corriveau. "We can do more with
Windows in terms of customizing and hav-
ing applications interoperate than we used
to be able to do with DOS." For example,
printing and font management are a lot
simpler under Windows than under DOS,
Ron Corriveau,
president. Arc
Associates,
Ber/in, MA
A sampling of products integrators
use for Windows apps
Excel for Wiodows
Microsoft Corp.
o. Vlnd E-....n
OaVinci Systems Corp.
Microsoft Word for Windows
Microsoft Corp.
Perform Pro
Delrina. Technology Ine.
WiDFax Pro-
Delrina Technology Inc.
SQL database m8\Ullemeot products
Gupta Technologies Corp.
PowerBuilder for Windows
Powersoft Inc.
PadRat
Polaris Software
Circle 225
Circle 226
Circle 227
Circle 228
Circle 229
Circle 230
Circle 231
Circle 232
SYSTEMS INTEGRATION BUSINESS-JULY 1992 31
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SYSTEMS INTEGRATION BJINESS
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WINDOWS SPECIAL REPORT: BUSINESS
Corriveau says.
Yet working with Windows is not per-
fect. Although thousands of applications
are available and more are under develop-
ment, some integrators say the market
cries for more development tools, particu-
larly those that give intelligible diagnosis
of problems. The result is some integrators
are developing their own tools.
Windows environment finds niche
at major energy company
A s companies start to migrate to
Ita client-server architecture.
Windows is becoming an impor-
tant part of the total picture.
This is the case at a major en-
ergy company in the Houston
area. where Electronic Data Sys-
tems Corp. (EDS). Dallas, TX, is
implementing the client-server
technology and Windows for mis-
sion-critical applications,
The systems in place at the
company were IBM mainframes
with 3270 interfaces typically run-
ning on a PC or a dUmb terminal.
The network consists of 52 token
rings and 3.500 connected nodes
at one site.
John Green. a consultant sys-
tems engineer with EDS. says the
first step in implementing Win-
dows was to build a prototype sys-
tem and then build a couple of
applications, One is a query sys-
tem. in which data is downloaded
from the mainframe to the c1ient-
server using a relational database
management system (RDBMS)
product from Gupta Technologies
Inc.. Menlo Park, CA,
Other applications under devel-
opment include an accounting sys-
tem that will deal with such tasks
as account balancing. volume allo-
cation and invoicing for contracts.
Green says they are using IBM's
DB2 RDBMS on the mainframe
as the server; all clients are on the
Windows environment. Green is
using Power8uilder from Power-
soft Inc., Duluth. GA. a fourth-
generation language, and its script
language as the primary tool to
build theapplicalions, In the past
he would typically use C to ac-
complishspecific subroutine func-
tions and COBOL or Assembler
for mainframe applications.
Programming applications with
Windows has proven to be much
less time intensive than working
in the mainframe world. "The
scripting languages that are avail-
able now are much more graphic
and easier to work with. We can
model in hours and days what
used to take weeks and months."
says Green.
While Green says there are
enough tools for the Windows en-
vironment, the choices don't
cover all the bases. He points to
software management and soft-
ware distribution and control as
areas where choices are lacking.
"A lot of these tools, like Power-
Builder, have their own repository
for the application, but they don't
really address version control very
well-they don't address configu-
ration management and software
distribution. We need something
that is going to address that in the
client-server world like the way
we've been addressing it in the
mainframe world," Green says.
Has working with Windows
been a difficult experience for
Green? "That's a tough question
to answer because there are days
when you wish you'd never seen
Windows. But if I compare it to
the normal, traditi9nal way we've
developed the mainframe system
way of doing things, I would say
it's not difficult. You're working
much closer with the customer;
Ihe process is much faster," 0
32 SYSTEMS INTFGRATlON RUSINESS-JULY 1992
John Green, a consultant systems engi-
neer working in Houston for Electronic
Data Systems Corp., says he anticipates
running into customization problems with
Windows in the months ahead.
"I think we're going to run into prob-
lems when we get into areas like software
distribution and maintenance distribu-
tion," Green says. "If you go back to the
mainframe world, we're good at building
modules of an application, You're going
back to one place-the mainframe, Now.
we have Windows applications that may
have 100 copies around the world. It's a
much more complex problem, I don't see
that we have the tools yet to make that
kind of problem easy to manage. It's a
growth and maturing process," says Green.
Many integrators also say Windows 3.1
is lacking in the client-server arena.
"The biggest problem is not having an
integrated front-end and hack-end in the
client-server arena. Microsoft is working
on that with the Windows NT product
(Microsoft's portahle 32-hit operating sys-
tem scheduled for release at the end of the
year)," Pages says,
Overall, many systems integrators say
Windows is opening doors for new husi-
ness. They mention the fact that, according
to Microsoft, 9 million copies of Windows
have been sold since Windows 3,0 was in-
troduced in May 1990,
','Windows presents a tremendous op-
portunity for systems integrators," says
Pavain of CEP Systems. "It doesn't look
like OS/2 is going to do anything. DOS
has outlived its usefulness, The market
wants the next step, which looks like Win-
dows," he says.
While the market isn't crowded with sys-
tems integrators catering to Windows pro-
jects now, it probably will be soon, Pages
says. He suggests that systems integrators
take a few months to learn all the ins and
outs of Windows, as his company did.
Advises Corriveau: "One thing ahout
Windows-you have to be careful how you
set it up. It's brought back the systems
programmer. Windows is a mature plat-
form, but you have to know how to get
the most out of it." 0
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Your interest? Circle corresponding numher
on Reader Service Card
High 349 Medium 348 Low 347
52T
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St. Petersburg Puts The
Byte On Paperwork
They don't shuffte papers like they
used to at the SL PetersbWJ (FL)
Police Oep.utmenL They don't need to. The
department has entered the electronic infor-
matioa are-thanks to the success of the
Poliec Portable Computer Project.
The project began iD May, 1984, when 29
offic~ were issued TRS-80 Model 100
ponable computers on loan from the 1Udy
Corpontion. The rugged, battery-POwered,
noceboolc-sized computers-each weigbiq
less than four pounds-boast full-sized key_
by Jim Lamb
boards, eight-line LED screens, built-in
\WOrd processiDg capabilities and built-in
modems.
The proposal for what amounted to I ~tep
t, 'ward the paperless police department of
the future was unveiled iD a memollDdum
by Sgt. Maurice Q. McGough. The idea of
the three-page memo was "to propose dw
the City of St. PetersbWJ design and de-
velop a pilot project to utilize portable
computer technology to generate police re-
pons and capture data electl'Onically in the
St P"tefaburg P<<roI officers have taken 10 doing their reports on the Radio Sha::k TRs-eo
AfoWI 100 /)Off8ble t:Om/1Ufeft wntIlew PI'ObIem&
24 LAW and ORDER Fehrvllrv'CW!
fte1d."
It became much more.
"n.. buic:ally was origiaaUy intendec
to be a hvO-Met field lest," McGoup
recaUed. A clel'l-CUl, clean-desk,1IO-1lCG-
sqse COIIIpurer bu1f widl 1.5 years in (p,
eDfon:emeDl, McGough added. "but it was
successful to the poiDt tbat we didn't see MY
point in raItiD, them OUt of the field."
So successful, iD fact. that the depart_
ment currently is usia, men than 17S of
die electronic Docebooks. ACCording to
McGough, law enforc:emcnt agencies from
around die country regularJy inquire about
' die success of the project.
The increase in the number of computers-
and the interest shown by other agencies say
something about the positive response to
Ppcp, but tbe best endorsements come from
officers in lbe field. A typical Commenc:
"Durin, my ten years of repon writin" I
never found it an enjoyable tasIt. Howev~
in usin, the compu~ I now look forward to
writin, reports due to the end results . . _
more uniformity, more detail, nearer."
When McGough made the initial pro~
sal, be suggested dw ". successful pilot
project will yield significant cost bene:irs by
improving the 1CC1II'Icy, timeliness, com-
pleteness, coacisencss and relevancy of m-
formation . . . .. He added that it would
"minimize the manual checking. sonia,.
shuftling, duplicating. distribution. filinl
aDd storage -of paper. "
Heady stUff to be sure and, as it rurned
out, a remarkable assessmem of what was to
bappca. But when McOough made those
ContInued on p'g, H
~
II<
I I
JOHN DORSEY & ASSOCIATES
P.O. Box 760397
LATHRUP VILLAGE. Ml 48076
(313) 642-2420
February 8, 1994
Captain Dewey Williams
Clearwater Police Department
644 Pierce Street
Clearwater, FL 34616-5495
Dear Captain Williams:
In response to your letter of February 7, 1994, we have revised the project plan to
incorporate Dan Deveson's involvement in radio and laptop issues that arise in con-
junction with Computer Aided Dispatch planning and selection.
In order to accomodate the change, we have transferred some project management
and project meeting responsibilities to others, and also allowed for additional travel
costs necessitated by the change. If ~greeable to you, the resulting revised project
plan, which is attached, may be substituted for the one originally provided on page
21 of our proposal.
The planned change will be a positive one for the Police Department, as we will be
adding strong radio expertise without sacrificing any of the activities which were
originally planned.
Please let me know if you have any questions about this matter, if you have not
received the insurance information, or if the City Attorney or others need anything
else from us prior to the City Commission meeting.
We are looking forward to beginning the project.
Very truly yours,
r~
John T. Dorsey, CMC
-,
J
St. Petersburg
ConIInWd Item pege 24
reawts, be had DO ruarancee of rhe ouc.
come. He ... jusc . maD with III aU roo
rypicaI problem.
He bid s&ared ie Cbia way ia his memo:
"Police oftlcen speDd coasiderable time
wricUI, or rypia, rcportL Oetecciva oftea
speod more time haviD, d1c same informa-
DOD ia various indices, summaries aad re.
pons. The resuJtinl mouncaiD of paper
requires cbecJtia" 1ClI'tia" sbufftia" cIu-
plicaciq, ctiscribuDOIl, filia, aDd storqe. Ie
is. costly, labor iateasive effon eo crear.e die
JOOd infOl'llllliOD whicb drives lood police
wort.. We have beeD loom, for a beuer
way."
About folD' years .'0, McGough pur-
chased . smaU computer system for home
lIIe. Ie came ia baDdy for dtinp sucb u
addressia, aad bookkeepiD,. He also did a
Joe oI"foolia,lI'OUIld" wirh computer pro.
JI'IIDL
His interest in eleccroDic infOl'lQlion
11ft, bur-because of the lack of pol'-
rabiJity-he didn'c fuDymate the cormec-
DaD eo ita applicalioa for ia.che.field police
wort. Thea came the. "breakthrough,"-be
1eanIed of die Model 100. The lap-sized
computer possessed tile prime elemenu
McGough bad beeD loom, for.
"I tbiat ie was the ftm portable computer
dw bid . Jarp enough screen, built.ia
programs IDd a bi, eDough memory," be
said. And he "bad pretty much ia miad wJw
I waored eo do with it."
On April 10, 1984, McGougb got his
chance eo put it through iu paces. The City
of 51. PetenburJ approved the -x-,.ga aDd
development of the Police Portable Cam-
puter Project. The budget was less tbaa
$4,000, 1Dd, iroaically, the mODey was eo
come from a segment of society to wbich tile
project's success would be leut welcome.
"We have a fUnd (the Forfeiture aDd
Seizure Fund) ia which we put coDfiscatecl
drug moaey," McGough aplaiDcd. "The
City Council CIIl appropriate money from
that fuDd for different police activities,
which tbey did for Cbia project. ..
The $3,936.74 spenc by the depanmenc
iDcluded a host computer, a prinrer, ribbons,
cables, diskettes, paper and a variety of
peripberaJ equipment. The Tandy Corpora-
tioa agreed eo 1011I the department 20 of ita
Model 100 portable computers for the field
test. On May 18, after eight hours of instruc.
tioa, 20 vereraa officers were issued the
units.
For the next CWo weeks, the 20 officers
used elec:uon.icaUy formatced paperless
fonns programmed iaeo the computers'
memories eo ftU OUt their reporra. They
tnasmiaed those reportS over telephone
liDes iaeo a TRS.80 Model 4. desltcop com-
28 LAW... ORDER February 1988
I
..: t..
.
." ~
, Y..'\
..
"
Sgt. Maune. McGough, St Petwabuf'g, (FL) ~ D.patfment, ..... one d the NQgec
and ~ ~ computerr for p.wI duty.
PUler which, It 51,"9.22, represented the
llIpSt cose item ia the PPCP's iavenrory.
The repons were then stored on a disk. A
dot-1IIIbU printer enabled officers eo pc .
hard copy of their repons u needed.
Ae the end ofrwo weeks, the resultS were
better tbaa even McGough had hoped for:
"The officers overall response Co lhe com-
puters was amazingly positive." he lacer
DOted. One officer put it in earthier terms,
caJJin, his portable computer, Mlhe best
thing eo come along since paved roads."
Eac:ouraged by the resulu, the project
was wended 30 days. Radio ShICk pr0-
vided five more of the elecnonic DOtebooles,
tbis time for the officers' supervisors.
The project had also been discovered by
tbe media. Newspaper and magazine ani.
cles geaerated calls and lencrs from agen-
cies ukiag abouc how Co set up their own
projects. McGough and his departmenc
obliged by sending out the infonnation
they'd learned. Meanwhile, the project was
apaadiag and beiag refined.
By JUDe, n por:table computers were on
liDe u more officers were plugged ineo the
paperless information system. More sophis.
ticared training was developed, based on
what was learned with the pilot program.
EvencuaUy, Master User c'uses were
created. This produced a cadre of veteran
eleccroDic notebook punchers who, in addi-
tion eo beiag proficienlat this newest of law
enforcement equipment, were able to keep
in toucb with each other usiag an electronic
bulletin board.
With III eye toward computer literacy, the
department looked iaeo apandiag eo other
areas mcludia, trIiaia, police . academy
cadets ia the iatricacies of electronic nace.
boots. But dw's Dot the end, just another
step forward.
McGough IDIde this observuion ia reter-
rin, eo future possibilities: "Police officers
are 'knowledge worters.' .The information
age will have a tremendous impact OD rbc
lnY their work is doDe.
"The 'paperless' poJice depanmeat 01 the
r:!atively near future will be able eo focus
more of iu energies and resources. on its
mission of service IIld pr'ClCec:tjon, and less
on paperwork," be said.
In addition eo the more cleric:al.rwure of
the electronic nocebooks-where tYPO-
graphical errors and insufficient informa-
tion can be easily c:orrec:Ced-McGough
looks to the day when computers will aaeo-
rnatically index. route and assign repons for
additional investigation.
When thlt day comes, the paperless poo
lice departmenc will have become a reality.'
Innovative pioneers such as McGough and
the St. Petersburg Police Department can
look for other challenges ineo which they
can plug their energies. LAO
"Punch the computefa. Punch tile recorders.
Punch tllia. Punch tNt. I remember when we
only punch<<1 the ,.-. breU8fl. .
'... '"
',1
,
CLEARWATERPOUCEDEPAR~ENT
REVISED PROJECT PLAN
:::::::::ElllElI:::I: ::@:::::IIB_:@:I ::::mI:lllls:j:t:/f mt:~::SIl_::::::I ):::DB.slli:~: .:::::::::.matJlii::@:::
l::\::::::::::.::::::::::::::::::::::::.:::::.::::/:)::::::::{::::mj:::..::::.::::,:::.j.::::::::::::::.:j:::::::.:)@@@:ff:j{::::::::::.:::::::::.:ii:i::.::jfff:::{{::::..::::\}::::::{:/:::::::::::::::::::::f:{:{:f:.:\::::)::/::::i:::::.:{:::.:::::.:}:;::f:J::::{:::::::::::::::::::::::::/i::::\:::::::j{:
:::::IIII:::::::::::::::::::::::I:::::::t:: 50 40 20 5 :::::::::::::::::::::::::::::::::1:11:::::::::::::::
- -
,::,11111::::::::::::::1:::,:'::::::::: 640 340 226 40 d:d:::'::::i::24.fi::,::::
- ..
;::::::::::;:;:;:::;:::::::;:;:::::::::::;:::::::;:::::;:;:::;:;:::::::;:;:;:::;:;::' :~:~:~:}~:~:~:~~~:~:~:~:~:~:t~j~j}~:;~;:~:~:~:~:~:~:~jr~
,...........,.............,..............,
.....,.......,....,.."".,.,.............
...................,......................
:::::11=1'1.11(::::::::::::: $75
--
?:IIIIIII::t:r:( $48 000
.'
:::::mlt.t:;::&;iI:::@\I:{{ 4,800
@~1~!jgffilil\~jmgttlt\\\~m
,..............................,....................'..,'.............','.'.'........ .,'.'.'........,..'.',......'.............'..,'.'.'.........'.......
:,:1'111::::1.,1:::::' 5,500 4,400 2,200 550:~'::::::::::':,;;:~:~;~~O::::'
$75
$70
$75
, , . . . . , , , . . . . . , . , . , . , . . . . . . . . . . . . .
~~fI~jj~I~~~Il~III~II~~~\\~\~f\~11t
,.................,...............
....,.............................
................................'.'.................................
...,......,.....................'.
~tftm~frmt~t1t~~;~~tttrt~
::::::::::;:;:::::::::::::;:;:;:;:::::::::::::::::::::::::::;:::::::
.................................................................'..
..................................,'..........................,.....
::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::
..- .. ... .....
$25,500
$15,820
$3,000
. , . . . , . . . . . . . . . . . , . . . . . , . . . . . . . . . .
...............................,..
\"1'::::1111111,:::::,::::::
:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.;.:.:.:.:.:.:.;.:.:.;.:.;.:.:.:.
::::::::::::::::::::::::;:::::::::::::::::::::::::;:::::::::::::::;:
.......................'....................,'......................
..................................
...............,.....".,.........
................'...,.............
................................,'
................................,.
............................',..,.
..,...............................
~:~:~:~:~:~:I:~:;:~:~:~:~:j:~:~:~:}~:~:;:~:~:~:~:~:~:~:~:~{:;:
.................,................
..................................
.....,..............,.............
:::::::::::::::::::::::::::::::::::::::::::::::::::::::::;:::::;::::
...........,...........,..,......,
,...........,.............'.'.....
. . . . , . . . . . . . , . . . . . . , . . . . . . , , . . . . . .
...... -.....................
1,800
1,500
1,200
.....,.........,....",........,..
......,.,.....",....,..,.........
..................................
:::::::::::::::::::':':I~III:I:::::':::,
JOHN DORSEY & ASSOCIATES