HomeMy WebLinkAbout1999 12 13 Consent Item B
COMMISSION AGENDA
ITEM B
December 13. 1999
Meeting
Il/
Mgr. /
Authorization
Consent X
Informational
Public Hearing
Regular
<:r(2)
-Dept.
REQUEST:
The General Services Department requests that the City Commission authorize
the execution of a contract with the Florida League of Cities.
PURPOSE:
The purpose of this agenda item is to allow for an independent and objective
evaluation of telephone usage and billing (local, long distance, and cellular) to
uncover overcharges and other inefficiencies in city telecommunication functions.
APPLICABLE LAW AND PUBLIC POLICY:
Section 287.042(2)(a), F.S., indirectly applies in that the State Department of
Management Services has bid this service and placed the successful bidder
under contract. The FLC program matches terms and prices in that contract in
every respect.
CONSIDERATIONS:
- The city currently has no internal staff or monitoring system with which to
evaluate services and charges of the various telecommunications vendors
doing business with the city.
Significant savings might be realized through the use of an independent
contractor who can devote time and expertise to study telephone billings.
- There are no up-front costs for this service. The contractor - Cost Recovery
Services of Gainesville - receives 35% of refunds actually received as a
result of his efforts.
December 13, 1999
City Commission Consent Agenda
Item "B"
FUNDING:
None Required.
STAFF RECOMMENDATION:
Staff recommends approval and authorization for the execution of the FLC
contract.
ATTACHMENTS:
A. Letter, dated November 17, 1999, from Ken Small, FLC.
B. Draft "Contract to Provide Professional Consulting Services for
Telecommunication Cost Recovery and Future Savings to the City of Winter
Springs. "
C. "Florida League of Cities Telecommunications Cost Recovery and Savings
Pilot Program" questions and answers.
COMMISSION ACTION:
....,~-
-,
FLORIDA LEAGUE OF CITIES, INC.
301 South Bronough Street, Suite 300 + Post Office Box 1757 + Tallahassee, FL 32302-1757
Telephone (850) 222-9684 + Suncom 278-5331 + Fax (850) 222-3806 + Web site: www.flcities.com
November 17, 1999
Mr. Gene DeMarie
City of Winter Springs
1126 East SR 434
Winter Springs, FL 32708
Re: Telecommunication Cost Recovery and Future Savings Pilot Program
Dear Mr. DeMarie:
Thank you very much for considering to participate in the League's Telecommunication
Cost Recovery and Future Savings Pilot Program. I have enclosed a draft service
contract for you and your city attorney to review, and I have also enclosed an
" information sheet that hopefully explains the program in sufficient detail.
The costing for this program is identical to that offered through the State of Florida's
Department of Management Services State Contract. The program is based entirely on
a contingency fee basis for actual refunds and/or credits which results from this audit in
the amount of 35%. The fee for Future Savings is also 35% of the savings
demonstrated over a 24 month period following the implementation of a Cost Savings
Plan. There will be no fee for Future Savings that result from the League discovering
and stopping an overbilling error. Should the City already be considering certain
telecommunication cost saving options, we only need to include them with the executed
contract and we will not provide them as a part of the Cost Savings Plan.
I trust the program will prove beneficial and useful to the City, and we will strive to
minimize any and all City staff involvement. Please let me know if you have any
questions or concerns. I can be reached at our toll-free number: (800) 342-8112.
Ken Small
Auditing and Special Projects Manager
President Frank Satchel, Mayor, Mulberry
First Vice President Scott Maddox, Mayor, Tallahassee + Second Vice President Scott Black, Mayor Pro-tem, Dade City
Executive Director Michael Sittig + General Counsel Harry Morrison, Jr.
CONTRACT TO PROVIDE PROFESSIONAL
CONSULTING SERVICES FOR
TELECOMMUNICATION COST RECOVERY AND FUTURE SAVINGS
TO THE CITY OF WINTER SPRINGS
TillS CONTRACT, entered into this day of , 1999 and effective
immediately, by and between Florida League of Cities, Inc. (hereinafter referred to as "FLC" )
and the City of Winter Springs, a Municipal Corporation organized under the laws of the State of
Florida (hereinafter referred to as "City"), WITNESSETH THAT:
WHEREAS, the City desires to engage FLC and its agents to assist with the recovery of refunds
and/or credits for telecommunication service billing errors, and the identification of potential
telecommunication service modifications that may allow the City to realize future cost savings.
NOW THEREFORE, the parties hereto mutually agree as follows:
1. Employment of FLC. The City agrees to engage FLC and FLC hereby agrees to
perform the services as outlined herein. When used in this contract, "FLC" includes FLC
and its agents, officers, subcontractors and employees. For purposes of this contract
subcontractors shall mean Cost Recovery Services LLC. It is understood that FLC may
utilize one or more third parties to assist in providing such services.
2. Scolle of Services.. FLC will seek refunds and/or credits for telecommunication billing
errors. FLC shall conduct a cost effectiveness audit by analyzing the following
telecommunications costs: local phone services, long distance phone services, and
cellular phone services; and will provide a fully documented cost savings planes) for the
City's approval.
3. Time of Performance. The services to be performed hereunder by FLC shall be
undertaken and completed in such sequence as to ensure their expeditious completion and
best carry out the purposes of the agreement. The project will be started within 30 days
of notice to proceed.
4. Confidentiality Agreement. The City and FLC agree that, if required, they will enter
into a confidentiality agreement protecting the confidentiality of certain proprietary
information to the extent allowed by Florida Law and the municipal charter.
Page 1 of 4
5. Compensation. The City agrees to pay FLC a contingency fee for refunds or credits
from any vendor which results from this audit in the amount of thirty five percent (35%)
of refunds, payable upon your receipt of the refund or credit. The fee for Future Savings
is thirty five percent (35%) of the savings demonstrated over a 24 month period following
the implementation of a Cost Savings Plan. There will be no fee for Future Savings
which result from FLC discovering and stopping an overbilling error. If the total of all
Future Savings fees is less than $1200.00, then payment is due upon receipt of the fee
invoice, otherwise payment will be prorated over 24 (twenty-four) months. Should the
City choose to reject a written Cost Savings Plan, then there is no fee for that item.
However, should the City implement any of the Cost Savings Plan recommendations
within twenty-four (24) months of the recommendation(s), then the payment of fees
described above will commence from the date of implementation.
6. Method of Payment. For services described herein, payment shall be made to FLC
within 30 days ofreceipt of the invoice by the City.
7. Changes. The City representative, , may from time to time,
require changes in the scope of the services to be performed hereunder. Such changes
which are mutually agreed upon by and between the City and FLC shall be incorporated
in written amendment to this agreement. Services performed pursuant to a written
amendment shall be billed as outlined in such written amendment.
8. Principal-Independent Contractor. The relationship of FLC to the City shall be that
of an independent contractor. No other employer-employee relationship between the
parties is created by this Contract. By entering into this Contract with the City, FLC and
the City acknowledge that FLC will, in the performance of its duties and under this
Contract, be acting as an independent contractor and that no officer, independent
contractor or employee of FLC or the City will be for any purpose an employee of the
other and that no officer, independent contractor, employee of FLC is entitled to any of
the benefits and privileges of a City employee or officer under any provision of Florida
Law.
9. Services and Materials to be Furnished bv the City. The City shall furnish FLC with
all available necessary information, data, and material pertinent to the execution of this
agreement. The City shall provide adequate City office space and liaison staff for FLC to
perform its services.
Page 2 of 4
10. Termination of A2:reement. Both the City and FLC shall have the right to terminate this
agreement upon thirty (30) days written notice of such termination to the other party.
FLC shall be entitled to payment for any cost recovery and/or savings achieved as a result
of this agreement.
11. Indemnification. Each party shall be responsible for its own acts and will be responsible
for all damages, costs, fees and expenses which arise out of the performance of this
Agreement and which are due to that party's own negligence, tortious acts and other
unlawful conduct and the negligence, tortious acts and other unlawful conduct of its
respective agents, officers and employees. In the absence of negligence, tortious acts and
other unlawful conduct in FLC's performance hereunder, the City shall, to the extent
permitted under Florida law, defend, indemnify and hold FLC free and harmless from and
against any claims, demands or actions brought by third parties which are related in any
way to the city's implementation ofFLC's recommendations.
12. Limitation of Liability. The City agrees that FLC's total aggregate limit of liability to
the City hereunder (whether contract, statutory, in tort or otherwise) for damages on any
one or more or all claims (regardless of the number of different or other claims, claimants
or occurrences) shall not exceed the total of professional fees paid under this contract.
The City agrees that FLC shall not be liable to the City for any indirect, incidental,
special or consequential damages, any lost profits or any claim or demand against the
City by any other party, arising out of or in connection with the performance of services
hereunder.
13. Matters to be Disre2:arded. The titles of the several sections, subsections, and
paragraphs set forth in this contract are inserted for convenience of reference only and
shall be disregarded in construing or interpreting any of the provisions of this contract.
14. Completeness of Contract. This contract and any additional or supplementary
document or documents incorporated herein by specific reference contain all the terms
and conditions agreed upon by the parties hereto, and no other agreements, oral or
otherwise, regarding the subject matter of this contract or any part thereof shall have any
validity or bind any of the parties hereto.
15. Information and Reports. FLC shall, at such time and in such form as the City may
reasonably require, furnish periodic status reports concerning the status of the project.
Page 3 of 4
16. Venue. The agreement shall be governed by and construed in accordance with the laws
of the State of Florida.
17. Notices. Any notices, bills, invoices, or reports required by this agreement shall be
sufficient if sent by the parties in the United States mail, postage paid, to the address
shown below:
Name:
Title:
City of Winter Springs
~.~ichael~adden
Director of Financial Services
Florida League of Cities
P.O. Box 1757
Tallahassee, Florida 32302-1757
IN WITNESS WHEREOF, the City and FLC have executed this agreement as of the date first
written above.
A TrEST
CITY OF WINTER SPRINGS
~ ~J- ~}~
--City Clerk _____
~ayor
By:
APPROVED AS TO FORM:
FLORIDA LEAGUE OF CITIES
/~sj~
By:
Executive Director
Page 4 of 4
FLORIDA LEAGUE OF CITIES
TELECOMMUNICATIONS COST RECOVERY AND SAVINGS PILOT PROGRAM
What is this service?
The primary purpose of this service is performing detailed analysis of
telecommunication records to:
· Discover overbilling errors and negotiate refunds,
· Identify and implement cost savings which are transparent to the user. (Services
include local (ie BellSouth, GTE, Sprint, or Alltel), long distance, and
cellular/wireless.
Why is it important?
· Telecommunication Industry studies have found that 80% of commercial
telecommunication bills are in error, and 80% of those errors favor the vendor
(Teleconnect Magazine).
· Deregulation and technology are changing the "rules of the game" daily.
Administrators and managers cannot be expected to know about and take
advantage of the recovery and savings opportunities for their cities.
· Many people do not understand these complex and confusing
telecommunication bills. It normally requires a professional who knows what to
look for and to recognize errors and available savings. Often times, these errors
are very subtle
What results can be expected from this service?
Recoveries (refunds & 1 st year future savings) vary, but average 15% to 20% of a
client's annual telecommunication budget. A city government with $100,000 in local,
long distance, and cellular telecommunication costs might realize $15,000 to $20,000 in
first year recoveries from this service. Of course, cost reductions are permanent, and
will continue to benefit the city into the future.
There is no set time limit on how far back in time a telecom vendor refund can be
negotiated. It is usually determined by 1) the time that the overbilling error began, 2) the
vendor's refund policy, 3) regulatory guidelines, and/or 4) statute of limitations. Vendor
refunds should be calculated with applicable taxes and interest.
Page 2
Telecom Cost Recovery
What does this service involve?
The audit process involves the following distinct stages:
· Gathering Data - From the city, telecom vendors, and regulatory agencies.
· Analyzing Data - Seeking cost leaks due to billing errors, unclaimed exemptions,
over-provisioning, sub-optimum rate applications, sub-optimum facilities or
vendors, abuse, and fraud.
· Formulate, propose, and implement cost savings solutions.
· Follow-up - To confirm actual refunds and savings.
· Reporting of results and service fee Invoicing.
What does the service cost?
The fee for services matches the State of Florida state contract terms which were bid
out in 1995:
· 35% of refunds from overbilling errors that are found and stopped. There is no
fee for the future savings resulting from stopping overbilling errors.
· 35% of future savings for two years for cost reduction strategies that are found,
approved, and implemented as a result of this service. The fee is based on actual
documented savings.
· If no Future Savings or refunds are found, then there is no cost to the city.
What is the city required to do?
· Provide copies of all local, long distance, and cellular bills, and any term
agreements or contracts with vendors. The most current three months of bills is
standard, however, bills up to one year old may be required if necessary.
· Complete and execute the required contract and letter of authorization in a timely
manner.
· Respond within a reasonable period of time to cost saving proposals.
Page 3
Telecom Cost Recovery
· If a telecom vendor fails to correct an overbilling error 60 days after it is notified in
writing, the overbilling may be deducted from subsequent payments by the Client
until the matter is resolved or correction is made.
· Intervene when necessary and appropriate in support of our negotiations with
vendors.
· The city is under no obligation to accept a cost saving proposal if it is deemed not
to be in their best interest. However, if they implement the proposal within 2
(two) years, a fee is payable as described above.
This is a no-risk service. There is no cost to the city if no recoveries are found. The city
has everything to gain and nothing to lose.
CONTRACT TO PROVIDE PROFESSIONAL
CONSULTING SERVICES FOR
TELECOMMUNICATION COST RECOVERY AND FUTURE SAVINGS
TO THE CITY OF WINTER SPRINGS
THIS CONTRACT, entered into this 14thday of December , . 1999 and effective
immediately, by and between'Florida League of Cities, Inc. (hereinafter referred to as "FLC" )
and the City of Winter Springs, a Municipal Corporation organized under the laws of the State of
Florida (hereinafter referred to as "City"), WITNESSETH THAT:
WHEREAS, the City desires to engage FLC and its agents to assist with the recovery of refunds
and/or credits for telecommunication service billing errors, and the identification of potential
telecommunication service modifications that may allow the City to realize future cost savings.
NOW THEREFORE, the parties hereto mutually agree as follows:
1. Emplovment of FLC. The City agrees to engage FLC and FLC hereby agrees to
perform the services as outlined herein. When used in this contract, "FLC" includes FLC
and its agents, officers, subcontractors and employees. For purposes of this contract
subcontractors shall mean Cost Recovery Services LLC. It is understood that FLC may
utilize one or more thir~ parties to assist in providing such services.
2. Scolle of Services.. FLC will seek refunds arid/or credits for telecommunication billing
errors. FLC shall conduct a cost effectiveness audit by analyzing the following
telecommunications costs: local phone services, long distance phone services, and
cellular phone services; and will provide a fully documented cost savings planes) for the
City's approval.
3. Time of Performance. The. services to be performed hereunder by FLC shall be
undertaken and completed in such sequence as to ensure their expeditious completion and
best carry out the purposes of the agreement. The project will be started within 30 days
of notice to proceed.
4. Confidentiality Agreement. The City and FLC agree that, if required, they will enter
into a confidentiality agreement protecting the confidentiality of certain proprietary
information to the extent allowed by Florida Law and the municipal charter.
Page 10f4
5. Comoensation. The City agrees to pay FLC a contingency fee for refunds or credits
from any vendor which results from this audit in the amount of thirty five percent (35%)
of refunds, payable upon your receipt of the refund or credit. The fee for Future Savings
is thirty five percent (35%) ofthe savings demonstrated over a 24 month period following
the implementation of a Cost Savings Plan. There will be no fee for Future Savings
which result from FLC discovering and stopping an overbilling error. If the total of all
Future Savings fees ifless than $1200.00, then payment is due upon receipt of the fee
invoice, otherwise payment will be prorated over 24 (twenty-four) months. Should the
City choose to reject a written Cost Savings Plan, then there is no fee for that item.
However, should the City implement any of the Cost Savings Plan recommendations
within twenty-four (24) months of the recommendation(s), then the payment of fees
described above will commence from the date of implementation.
6. . Method of Payment. For services described herein, payment shall be made to FLC
within 30 days of receipt of the invoice by the City.
7. Changes. The City representative, Gene DeMarie , may from time to time,
require changes in the scope of the services to be performed hereunder. Such changes
which are mutually agreed upon by and between the City and FLC shall be incorporated
in written amendment to this agreement. Services performed pursuant to a written
amendment shall be billed as outlined in such written amendment.
8. Principal-Indeoendent Contractor. The relationship of FLC to the City shall be that
of an independent contractor. No other employer-employee relationship between the
parties is created by this Contr'!-ct. By entering into this Contract with th~ City, FLC and
the City acknowledge that FLC will, in the performance of its duties and under this
Contract, be acting as an independent contractor and that no officer, independent
contractor or employee of FLC or the City will be for any purpose an employee of the
other and that no officer, independent contractor, employee of FLC is entitled to any of
the' benefits and privileges of a City employee or officer under any provision of Florida
Law. "'
9. Services and Materials to be Furnished bv the City. The City shall furnish FLC with
all available necessary information, data, and material pertinent to the execution of this
agreement. The City shall provide adequate City office space and liaison staff for FLC to
perform its services.
Page 2 of 4
10. Termination of Agreement. Both the City and FLC shall have the right to terminate this
agreement upon thirty (30) days written notice of such termination to the other party.
FLC shall be entitled to payment for any cost recovery and/or savings achieved as a result
of this agreement.
11. Indemnification. Each party shall be responsible for its own acts and will be responsible
for all damages, costs, fees and expenses which arise out of the performance of this
Agreement and which are due to that party's own negligence, tortious acts and other
unlawful conduct and the negligence, tortious acts and other unlawful conduct of its
respective agents, officers and employees. In the absence of negligence, tortious acts and
other unlawful conduct in FLC's performance hereunder, the City shall, to the extent
permitted under Florida law, defend, indemnify and hold FLC free and harmless from and
against any claims, demands or actions brought by third parties which are related in any
way to the city's implementation ofFLC's recommendations.
12. Limitation of Liabilitv. The City agrees that FLC's total aggregate limit of liability to
the City hereunder (whether contract, statutory, in tort or otherwise) for damages on any
one or more or all claims (regardless of the number of different or other claims, claimants
or occurrences) shall not exceed the total of professional fees paid under this contract.
The City agrees that FLC shali not be liable to the City for any indirect, incidental,
special or consequential damages, any lost profits or any claim or demand against the
City by any other party, arising out of or in connection with the performance of services
hereunder.
13. Matters to be Disregarded. The titles of the several sections, subsections, and
paragraphs set forth in this contract are inserted for convenience of reference only and
shall be disregarded in construing or interpreting any of the provisions of this contract.
14. . Completeness of Contract. This' contract and any additional or supplementary
document or documents incorporated herein by specific reference contain all the terms
and' conditions agreed upon by the parties hereto, and no . other agreements, oral or
otherwise, regarding the subject matter of this contract or any part thereof shall have any
validity or bind any of the parties hereto.
15. Information and Reports. FLC shall, at such time and in such form as the City may
reasonably require, furnish periodic status reports concerning the status of the project.
Page 3 of 4
I
16. Venue. The agreement shall be governed by and construed in accordance with the laws
of the State of Florida.
17. Notices. Any notices, bills, invoices, or reports required by this agreement shall be
sufficient if sent by the parties in the United States mail, postage paid, to the address
shown below:
, j"
Name: Gene DeMarie ~. ~ichael~adden
Title: Dir. of General Services Director of Financial Services
City of Winter Springs Florida League of Cities
1126 East S.R. 434. P.O. Box 1757
Winter Springs, FL 32708 Tallahassee; Florida 32302-1757
IN WITNESS WHEREOF, the City and FLC have executed this agreement as of the date first
written above.
ATTEST CITY OF WINTER SPRINGS
cJ~b~ By: 9SJ)~
Mayor .
ity Clerk
APPROVED AS TO FORM: FLORIDA LEAGUE OF CITIES
By:
. Executive Director
Page 4 of 4
,
,
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City of Winter Springs, Florida
Proposal For Strategic Plan
April 22, 2002
FLORIDA LEAGUE OF CITIES
Information Services
125 E. Colonial Drive - P.O. Box 530065 - Orlando, Florida 32853-0065
Winter Springs~ Florida
Strategic Plan Proposal
Fl.ORIOA tfAGUI! OI'CITlCS, INC.
T able of Contents
About the Florida League of Cities .............................................................................. 3
Background........ .................. ......................................................................................... 6
The League's Understanding of Your Needs .............................................................. 8
Project Approach...................... ........................................ ..................................... .......9
Project Oeliverables.................................................................... ................................ 13
Project Constraints................ .;................................................ ................................... 14
Project Staffing......~......... ........... ..................................................... ........ ................... 15
Project Schedule..... .... ................................................. .......................................... ..... 19
Project Cost........ .................. ..... ....... ..~....................................... .................................20
Contractual Terms and Conditions........................................ ................. ...... ....,........21
Confidential Page 2 April 29, 2002
Winter Springs, Florida
Strategic Plan Proposal
FUJRIDA t~AHUP. OPCITms.IN'C,
About the Florida League of Cities
The Frorida League of Cities (League) has had a long history of assisting local
government providing efficient and effective services to the public. City officials, who
recognized the benefits of uniting local governments, created the FLC in 1922. Since
that time, the League has grown to become one of the largest state municipal leagues in
the nation. Membership in the League is limited to municipal governments within the
State of Florida. The League is governed by a Board of Directors comprised of elected
officials from cities, towns and villages in the state.
The League delivers a number of products and services to its member agencies.
Through the use of the "pooling" concept, we have been able to negotiate contractual
services in advance and collectively offer services and programs at a substantially
reduced cost. The following is an abbreviated list of the current services the League
provides.
. Research Services: The League provides a link to various critical local
government resources such as grants, loans and technical assistance.
. Legal Services: The League provides legal services and legal/ordinance
research for member agencies.
. Publications: The League provides a host of publications relating to local
government issues and operations. Most of these publications are free to
members and may be purchased by non-members for a fee.
,
. Lobbying Services: The League provides extensive advocacy services for
members at both the state and federal levels.
. Education and Training: The League provides significant opportunities for
member training and education including annual conferences, legislative
conferences, the Institute for Elected Municipal Officials and other special
educational opportunities.
. Public Risk Services: The League administers the Florida Municipal Insurance
Trust (FMIT), which offers all governmental agencies a wide range of insurance
products including property, casualty, workers' compensation and liability.
Confidential Page 3 April 29, 2002
Winter Springs, Florida
Strategic Plan Proposal
~ FI.ORIUt\ Lp.At.UI~Of'CIT(ll_IlJ, INC.
. Delinquent Occupational License Tax Collections Program: The League
works with a service agency to collect delinquent occupational license taxes on
behalf of its members.
. Financial Services: Services include management of pension trust funds,
assistance in development and renewal of franchise agreements for
telecommunications and utility services, master lease programs and bond
programs.
In addition to the member services provided above, the League provides technology
services to members consistent with the direction, mission and goals of the League.
These'services are provided through two initiatives. First, through "pooling" the needs of
our members for similar services, the League is able to negotiate more favorable
contracts to provide high-quality services at a substantially reduced cost. For those
services needed by our members that do not fit the "pooling" model, the League will
endeavor to provide the service directly. The following are the services currently
available:
. Legislative Tracking - The League, through a partnership with Lobbytools, Inc.,
is now able to provide one of Florida's best legislative tracking tools. Lobbytools
has been customized for the League and local governments and allows you to
work smarter not harder. In addition to offering a full array of traditional on-line
bill tracking systems and features, Lobbytools goes far beyond, establishing a
new standard with a powerful line-up of timesaving, integrated information
management features. This software allows you to synchronize all data to your
palm device to keep you up-to-date when traveling.
. Consulting Services - Strategic planning for all local governments is a key to
success in providing technology-driven services and satisfying the demands of
the public. Through the year 2008, successfully leveraging IT to transform the
. enterprise and create value-added services will become a universal
organizational competency (Gartner 0.8 probability). Cities must be able to
successfully plan for new technology and to integrate that plan into the overall
strategic direction of the city. E-government solutions are key elements in
strategic planning. Enterprises that fail to define processes and responsibilities
and aggressively develop strategic plans will falter, leading to high cost and low
utilization of technology. Consulting services include strategic planning, feasibility
Confidential Page 4 April 29, 2002
Winter Springs, Florida
~ FLORIOAL''''';IICOPC'TIf_,,'NC. Strategic Plan Proposal
studies, performance measurement, independent verification and validation of
technology projects, IT sourcing options, procurement assistance, etc.
. Web Design and Hosting - There is a strong demand for development,
implementation and maintenance of Internet Web sites in small and medium-
sized cities. Constituents and elected leaders are driving cities to provide these
services, but they may not have the personnel or expertise to implement the
technology. Much of the work to create Web sites and Web pages can be
leveraged between cities. There is an opportunity to increase the cost
effectiveness of Web site hosting and services through establishing a core team
of in-house FLC personnel to provide these services. Prime contract
relationships will be developed for special expertise and/or peak workloads. For
local governments that need custom design services, FLC will have in-house
resources that can provide web design and hosting capabilities. For local
governments that need or desire full services, FLC will provide a packaged
offering that will include the hardware and software to allow users to design,
implement and update their own web sites through the use of multiple predefined
templates. This offering will include full web hosting services as well as
assistance in design and implementation of the hardware/software and
telecommunications infrastructure necessary to support web operations. These
services will be accomplished through partnerships with industry leaders in
providing web design and hosting facilities combined with expertise provided by
the FLC staff.
. Online Training - The League has entered into a joint agreement with the City
of Tallahassee and Learnsomething.com to bring online training to local
governments. By clicking on the FLC education button on the FLC web site,
choosing a course of study and entering a credit card number, you can have
immediate access to professional courses designed for delivery in an online
format. Through testing, progress and knowledge can be tracked by an
individual employee. Also, an individual can easily start a course and pause the
instruction at any point; and return to that point to continue the learning process.
Courses can be purchased as modules or in total. For a very low subscription
rate, employees can have access to over 350 courses online that range from
negotiating skills to how to use Microsoft Office products.
Confidential Page 5 April 29, 2002
Winter Springs, FlorIda
~ fWHIll^L,,^GUCOfCITIP.s,INC. Strategic Plan Proposal
. Complaint Tracking - The League has entered into partnership with Mainline,
Corp. to reengineer the Civic Tracker complaint tracking system into a new
system called "Better Place". This system is being completely redesigned and
programmed to operate as an ASP product through Mainline. This software
tracks complaints and issues, automatically notifies responsible departments or
individuals of the complaint and provides appropriate feedback to ensure
complaints are handled on a timely basis. Citizens can enter and track their
complaints through the Internet thus reducing the number of phone calls to the
jurisdiction. As an ASP this product will be site licensed at an affordable rate
based upon jurisdiction size.
. Online Auctions - The League has a new strategic partnership with GovDeals
to provide Cities and Agencies with an opportunity to purchase and sell surplus
equipment, utilizing the enormous global reach of the Internet. This unique state-
of-the-art online auction service allows League members to conduct online
transactions of surplus, abandoned and confiscated equipment, and property.
With GovDeals (www.Qovdeals.com), not only can you list your equipment for
sale immediately, but also your items are exposed to a much larger group of
registered buyers interested in government surplus. GovDeals has a list of
registered buyers available for all kinds of equipment. They provide training on
how to use the GovDeals website and your surplus equipment is pictured on the
Internet for all to see. Onceyou go online with your surplus equipment,
GovDeals sends an email to all their registered buyers who are looking for
particular types of equipment, computers, trucks, etc.
Background
On March 28, 2002, the City of Winter Springs contacted the Florida League of Cities
(League) to request a proposal to create an Information Technology Strategic Plan. The
. .
City Commission has called for a plan to be prepared and presented at its May 13, 2002
commission meeting. Frank Hagy, CIO for the League, met with Joanne Dalka, IS
Director for Winter Springs, and others on April 1, 2002 to discuss the scope and depth
Confidential Page 6 April 29,2002
Winter Springs, Florida
~ I'I.ORID^I.l'.."u"OrCITII"~,ISf. Strategic Plan Proposal
of the plan to be developed. At this time several possible projects were discussed
including, but not limited to:
. Document and records management system with appropriate interfaces to the
web for public access.
. Performing web based interactive applications such as Permitting, Occupational
Licenses, and Utility Billing and others using plug-in software from existing
software vendors.
. Providing citizens with the ability to electronically file and track complaints
through the web. This would also include interfacing with existing applications
such as code enforcement.
. . Implementation of paperless agenda for City Council meetings.
. Upgrading of the network infrastructure from NT 4.0 to Windows 2000.
. Centralized backup system for the network.
. Implementation of mobile police computer aided dispatch system
. Web based email.
. Revamping of the web site and possibility of hosting the site in-house.
. Field inspections using PDA devices for building inspectors interfaced with the
KIVA system.
. SGTV and Kiosk -In-house production of video and other presentations.
It was discussed that the plan is to be strategic in nature providing an overall technology
vision for the next three to five years, but should be specific in identification of key
projects to be implemented in the coming two years. The plan also needs to identify the
financial and human resources needed to meet the stated objectives.
Confidential Page 7 April 29, 2002
Winter Springs, Florida
~ FUlRIIlAl.I;\(m"OfCmE.',INC. Strategic Plan Proposal
The League's Understanding of Your Needs
It is our understanding that the City of Winter Springs desires an Information Technology
Strategic Plan that will align its technology investments with its business objectives and
serve as a guide to the prioritization, development, management and implementation of
technology services. This plan is a consolidation of elements of both strategic and
tactical planning into a single comprehensive technology plan upon which positive
actions can be based.
The strategic portion of the plan seeks to develop an understanding of the organization,
its mission and the needs of the citizens resulting in a long-term technology vision. This
portion of the plan provides a thorough understanding of the current technology
environment as it relates to the business functions and identifies strengths, weaknesses,
opportunities and threats that currently exist. An understanding of current business
needs will be measured against the current technology environment to determine gaps
and thus identify opportunities for improvements that can better serve the organization in
achieving its goals. This process will form the foundation upon which future technology
decisions will be made. It ensures that new projects and systems are consistent with the
current and anticipated technology architecture to avoid unnecessary future time,
expense and complications in expanding technology services.
The tactical plan is concerned with developing realistic actio"n plans for the acquisition
and deployment of city resources to carry out the strategies identified in the strategic
portion of the plan. Identified here are specific projects for the coming two to three years
with associated cost and resource information. Projects will be prioritized into a clear
action plan.
This comprehensive strategic technology plan will address the following elements:
. Strategic, tactical and operational needs of the organization expressed
in terms of business needs compared to existing technology resources.
. Budgetary and cost information necessary for fiscal planning of the
technology function.
. Human, managerial, professional and technical skills needed to
accomplish the task, including recruitment, training, cost and
deployment of those resources.
Confidential Page 8 April 29, 2002
Winter Springs, Florida
Strategic Plan Proposal
FU)RIJ)A tEAGUE CWClnE..ll5.INC.
. Organizational plan to ensure technology resources are best utilized in
an efficient and effective manner giving due consideration to
outsourcing opportunities.
Project Approach
The project will be approached in phases with multiple steps in each phase. Many of
these phases and steps will overlap each other in terms of scheduling.
Phase 1'- Project Initiation
Step 1: Initiate Project
During the project initiation step, the stakeholders of the project will be identified
and an interview schedule developed. Also the project team is established and
oriented.
Step 2: Gather Documentation
Pertinent documentation relating to the mission, vision, current and planned
projects, and technical architecture are gathered and reviewed. This will provide
. a starting point for the current environment analysis.
Step 3: Determine Mission and Vision of the Technology Organization
Develop a technology mission and vision statement.
Confidential Page 9 April 29, 2002
Winter Springs, Florida
. ~ I'wRIDAI..'A'm.orCITI....INC. Strategic Plan Proposal
Phase II - Review and Analyze the Current Technical Environment
Step 1: Review the Current Technical Environment
After reviewing the document, the League will review the current technology
environment through a series on on-site interviews and physical investigations.
This review will include, but not be limited to:
. The technology infrastructure.
. Current technology projects.
. Current applications.
. The technology organization and structure.
Step 2: Develop a SWOT Analysis
Using the data retrieved from the review of the technical environment, the
League will document the strengths, weaknesses, opportunities and threats
(SWOT) of the current environment.
Phase III - Identifying Future Needs
Step 1: Interview Stakeholders
Armed with an understanding of the current environment and the SWOT
analysis, the League will interview each of the department heads and other key
officials (approx. 2 hours each) identified in Step 1 as stakeholders. The purpose
of these interviews will be to:
. Discover or confirm the mission and vision for the Information
Technology function.
. Document and assess their view of the current technology environment.
. Document and assess their view of future critical strategic business
needs.
. Document and assess their view of how services to citizens can be
improved through the use of technology.
Confidential Page 10 April 29, 2002
Winter Springs, Florida
~ fl.ORIllA WGUllOPC'T'I!S.INr. Strategic Plan Proposal
Phase IV - Analysis
Step 1: Gap Analysis
Based upon the input from Phases II and III, the League will determine the gap
between the existing state .of technology at the City and the desired state. The
result of this analysis is to identify specific technology projects needed to fill the
gaps.
Step 2: IT Organizational Analysis
In this step the current"lT organization is analyzed to determine the future needs
in terms of resources and organizational structure. This analysis is conducted
with a view of the current and future maintenance tasks, industry standards and
an analysis of other r:nunicipal organizations of similar size and scope. Specific
resources needed will be identified with roles, responsibilities and estimated cost.
Various governance options will be explored and a suitable recommendation
developed. The analysis will include a review of the current business practices
for the technology organization, staffing and personnel assignments.
This step will be ongoing through the next phase.
Phase V - Develop Action Plans
Step 1: Research and Develop Profile for Projects Identified
The League will develop a profile for each of the projects identified in Step 1.
This profile will include a project description, two or three applicable vendors that
might provide the system, estimated cost, estimated human resources, and
estimated timeframe to complete. The profile will also identify interfaces,
dependencies, implementation risk and anticipated level of complexity in
integrating with existing business. processes.
Step 2: Develop Priority Recommendation
The League will recommend a priority for the development of the taking into
account the interfaces, dependencies and risk of implementation. This will form
the basis for an action plan for the coming two years.
Confidential Page 11 April 29, 2002
Winter Springs, Florida
. fWRID^I..^"U1~OrClTtE..,INr. Strategic Plan Proposal
Phase VI - Compile Final Report and Presentation
Step 1: Compile Report
All information and research obtained will be compiled into a single report with an
executive summary. The report will be provided in written form and electronic
form using Microsoft Word. The following is an example of the table of contents
for the report.
Table of Contents
Section 1: Executive Summary
Section 2: Mission and Vision Statement
Section 3: Evaluation of the Technology Environment
Section 4: Identification of Business Needs
Section 5: Gap Analysis and Project Recommendations
Section 6: Profiles for Recommended Projects
Section 7: IT Governance and Organizational Structure
Section 8: Strategies, Initiatives and Priorities
for the Coming Two years
Step 2: Generate Presentation
Generate a slide presentation using Microsoft PowerPoint to provide a summary
of the findings. Frank Hagy will present the report to the Commission at a
mutually agreed upon date.
Confidential Page 12 April 29, 2002
Winter Springs, Florida
. f'UlRIDAI.I'AGUEOfCITml.INC. Strategic Plan Proposal
Project Deliverables
The final deliverable for this project is a Strategic Plan with a specific action plan for the
next two to three years and a summarized slide presentation. In addition there will be
intermediate deliverables that will be reviewed by the project team. The planwill be
presented in paper as well as a Microsoft Word 2000 electronic format. The
presentation will be in Microsoft P6werPoint 2000.
Intermediate Deliverables by Phase:
Phase I - Project Initiation
. List of stakeholders and schedule of interviews.
Phase II - Review and Analyze the Current Technical Environment
. Documentation of the current technology infrastructure.
. Documentation of the current applications.
. Documentation of the current technology organization.
. SWOT analysis document.
Phase III-Identifying F.uture .Needs
. Final mission and vision statement based upon interviews.
. Summarization of the stakeholder interviews.
Phase IV - Analysis
. List of specific projects to be accomplished.
. Technology organizational analysis.
Phase V - Develop Action Plans
. Project profile for each new project recommended.
. Priority Recommendation.
Phase VI - Compile Final Report and Presentation
. Final Strategic Plan.
. PowerPoint Presentation.
Confidential Page 13 April 29,2002
Winter Springs, Florida
Strategic Plan Proposal
PUlHIIJi\ LI~(~UJ!OfCITlI'_~.INC.
Project Assumptions
1. Access to Personnel: It is assumed that the League will have open access to
Winter Springs' department heads and other key individuals for interviews. We
assume. that we will be able to schedule timely appointments for these
individuals.
2. Access to Facilities: It is assumed that the League will have open access to
Winter Springs' facilities in order to review the technology equipment. .We
understand that, depending upon the area, we may need to be escorted.
Project Constraints
1. Time Limitation: The League has a limited time in which to produce this report
for Winter Springs. Therefore, it is understood that the League will provide the
best possible information and analysis based upon the time allotted. Because of
the time constraint, the amount of time needed to research cost and time
estimates on specific future projects will be limited. We will research two or three
alternatives and use our best judgment in providing the estimated cost,
timeframes and schedules, which should be sufficient to make high-level
management and priority decisions. However, additional research should be
conducted for each of the future projects before making a final decision on
vendors or direction.
Confidential Page 14 April 29, 2002
Winter Springs, Florida
. ~ fWRIIlA.....AliU"OfCmES.'Nc. Strategic Plan Proposal
Project Staffing
Four individuals with extensive experience and background in the municipal environment
and public sector will staff the project. Frank Hagy will serve as the Project Manager
and will be fully involved in all aspects of the project. Michael van Zwieten will provide
assistance in reviewing the current technology environment and making
recommendations for future enhancements. Sherry Hilley will provide assistance
throughout the project with special emphasis on determining new projects and their
profiles. Mike Taylor will provide research assistance in all phases of the project.
Franklin R. Haav, CPM
Frank Hagy is the Chief Information Officer for the Florida League of Cities. He has over
thirty years of experience in the technology industry spanning both public sector and
private industry. The past twenty years have been spent in senior level management
positions developing and implementing technology visions and plans"
Prior to coming with the League he was an Associate Director with Gartner Group
Consulting specializing in State and Local Government information technology
governance, strategic planning, outsourcing, and implementation strategies.
Mr. Hagy served as the Director and Chief Information Officer for the City of Orlando,
Florida. As the City's first Director of Technology, Mr. Hagy created a full service IT
organization establishing and implementing all appropriate policies, procedures and
methods of IT governance. Application systems implemented include financial and
accounting, public safety computer aided dispatch and records management, permitting,
geographic information systems, public works, environmental services, and recreation
systems. Implemented systems' included Internet, intranet and mobile technologies.
Responsibilities included management and maintenance of an infrastructure necessary
to support a two thousand plus user base with associated local and wide area networks.
During this period Mr. Hagy wa$ twice elected as President of the Florida Local
Government Information Systems Association and was very active in legislative issues
regarding technology at the Florida State capital.
Additionally, Mr. Hagy was Branch Manager at EG&G Corp. at Kennedy Space Center.
In this position he was responsible for applications, databases and the technology
infrastructure necessary to support NASA base operations including facilities
Confidential Page 15 April 29, 2002
Winter Springs, Florida
~ FWRIDALE^,:UEOI'C'TIf.O.INC. Strategic Plan Proposal
management and public safety.- Here he served on NASA's quality assurance council
and received NASA's quality contractor award. Mr. Hagy also provided technology
leadership in private industry as the Director of Information Systems and Director of
Finance for a subsidiary of General Mills, Inc.
Education:
Mr. Hagy holds an MBA 'from Nova University, a BS degree in Management Science
from Shenandoah College and has obtained a Certified Public Manager (CPM)
designation from Florida State University.
Mr. Hagy has also served an adjunct professor for Barry University, Chairman for the
Business Advisory Council for VocationalfTechnical Education and as a Board Member
for Valencia's Community College technology programs for the disabled. He is the
founder of the Orlando Community Services Network; technology systems that assist
non-profit agencies in providing quality services to the homeless and indigent.
Sherry L. Hilley, CISA
Sherry Hilley is the Training and Development Manager for the Florida League-of Cities.
She has over fifteen years of experience in the technology industry working for the public
sector. The past eleven years have been spent in senior level management position
developing and implementing software technology.
Prior to coming with the League she was Software Support Senior Manager at the City
of Orlando specializing in information technology strategic planning, implementation
strategies, implementing all appropriate policies, procedures and methods of IT
governance. Application systems implemented include financial and accounting, public
safety computer aided dispatch and records management, permitting, geographic
information systems, public works, environmental services, and recreation systems.
Implemented systems included Internet, intra net and mobile technologies. She
established a Learning Center for the training of desktop and system applications.
During this period Mrs. Hilley was elected several times to serve on the Board of
Directors for the Central Florida Midrange Users Group providing IT training for the
technical group.
During her first four years with the City, she worked with the Internal Audit Department
providing Compliance, Financial and Information Systems (IS) Audits. She assisted
Confidential Page 16 April 29, 2002
Winter Springs, Florida
~ FI.ORIDALI!Al:UEOPCITIES,INC. Strategic Plan Proposal
external auditors with the IS portion of their review each year. Mrs. Hilley is still very
active with the Central Florida Chapter of Information Systems Auditors and Control
Association and the International Board supporting their annual control conference.
Additionally, Mrs. Hilley was Assistant Comptroller for American Bakeries Inc. in the
Orlando office. In this .position she was responsible for all financial applications,
databases and production requirements for the Central Florida area of product
distribution.
Education:
Mrs. Hilley holds a BS degree in Accounting from Florida Southern College and has
obtained a Certified Information Systems Auditor (CISA) designation from the
Information Systems Audit and Control Association.
Michael J. van Zwieten. MSCE. CNA
Mike has been the Assistant Director of Information System for the Florida League of
Cities since 1997. His efforts in developing the local and wide area network
infrastructure, implementing standard practices and programming custom applications
has assisted the League and other cities in reducing cost while increasing efficiency.
Mike is currently responsible for all network management and supervises the
implementation and maintenance of complex application systems and provides overall
management direction and quality assurance to network infrastructure consulting
projects. His previous employment includes acting as Network Administrator for Flight
Safety International Training Systems where he was responsible for managing a
complex network including web, ftp, email servers and other servers critical to the
operation. Mike as also been a programmer/analyst developing instructor led computer-
based training solutions specializing in Microsoft Access and Visual Basic application
programming and design.
Education:
Mike holds a BS degree in Aviation Management/Flight Technology. He is a Microsoft
Certified Systems Engineer (MCSE) and a Certified Novell Administrator (CNA);
Mike Tavlor
Mike has been the Information Services Assistant for the Florida League of Cities since
December 2000. He reports directly to the CIG, assisting with consulting projects,
Confidential Page 17 April 29, 2002
Winter Springs, Florida .
~ fl.UR\Il^ 1."""ueOl'CITI"',I,'C. Strategic Plan Proposal
assembling and compiling data for reports and presentations, developing contracts, and
performs staff assistance on difficult and complex projects and programs pertaining to
administrative, organization, and operation considerations. In addition to these duties,
Mike supports customers with the FLC software offerings, Better Place, IBM Web
Hosting, Lobbytools, and GovOeals. Mike is also the contact person for the Florida
Local Government Information Systems Association (FLGISA). He organizes multiple
conferences each year, updates their member and vendor databases, updates their web
page, and is the main contaCt for members. Before coming to the Florida League of
Cities, Mike worked as a Technology Coordinator for an elementary school in Orlando
where he was in charge of 100 computers, the local area network, and network
applications serving students and the instructional _ staff.
Education:
Mike graduated from Eastern Kentucky University with a Bachelor of Business
Administration, emphasis on Computer Information Systems. Mike is also a Microsoft
Certified Professional.
Confidential Page 18 April 29. 2002
Winter Springs, Florida
~ FLORIDA bAGU" OJ,elTl"-', INC. Strategic Plan Proposal
Project Schedule
It is estimated that this project will take eight weeks to complete. Because of the. desire
to have recommendations prior to June 17,2002, we are prepared (and must) start
immediately. We will pr~sent our proposal to the Commission at the June 24,2002
Commission Meeting.
Weeks
Step 1 2 3 4 5 6 7 8 9 10
Phase I - Project Initiation -
Phase II - Review and Analyze the
Current Technical Environment
Phase III -Identify Future Needs
Phase IV - Analysis
Phase V - Develop Action Plans
Phase VI - Compile Final Report and
Presentation
Confidential Page 19 April 29, 2002
Winter Springs, Florida
~ PI.ORlDA I.',^GUeOl'ClTles, INC. Strategic Plan Proposal
Project Cost
Fees are based upon the amount of time required to complete our assignment in a .
thorough and professional manner. This project will take approximately 300 hours to
complete and up to 5 to 8 trips to the City of Winter Springs over a period of 5 to 6
weeks.
Only hours actuallv expended will be charged at a rate of:
. $50 for Mike Taylor
. $75 per hour for Michael van Zwieten
. $100.00 per hour for Sherry Hilley
. $125 per hour for Frank Hagy
The Leaaue Quarantees that totai labor cost not to exceed $28.200 to complete this
scope of work. In addition to labor cost actual expenses will be charged. All personnel
will come from Orlando; therefore travel will be by automobile. We estimate total
expenses will not exceed $300.00.
An initiation fee of $5,000 is required to start the project. All remaining fees are payable
30 days after completion of the project. The City's obligations to the League under this
Agreement shall terminate upon receipt by the League of all outstanding fees due from
the City. The project is deemed complete upon the City's receipt of the final report at the
management presentation. The League's obligations to the City under this Agreement
shall terminate upon the City's receipt of said report.
This project definition and fee quote is valid until April 30, 2002.
Confidential Page 20 April 29, 2002
Winter Springs, Florida
Strategic Plan Proposal
FI.UHIUA Ll~mlE or CITIIl..', INC.
Contractual Terms and Conditions
If the Florid~ League of Cities, its employees or agents fail for any reason, whether or
not negligent, to fulfill the conditions as contained in this contract, the City of Winter
Springs only remedy shall be to receive a refund of all monies paid for the project. In no
event will the Florida League of Cities be liable for any loss, special, punitive or
consequential damages or damages in excess of the amounts received by the Florida
League of Cities under the terms of this Agreement.
Entire Agreement
This agreement shall constitute the entire agreement between the Florida League of
Cities and the City of Winter Springs with respect to the subject matter of this agreement
and shall not be modified or changed without the express consent of the parties. The
provisions of this agreement supersede all prior oral and written quotations,
communications, agreements and understandings of the parties with respect to the
subject matter of this agreement.
Approvals:
'1-29-0'2-
nklin R. Hagy, Chief Infor ation Officer Date
Florida League of Cities
Agreed To Qn behalf of the City of Winter Springs:
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Signature: ..' , Date
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Title: C.i t~ ; 'M (). ~~:l t. r
Confidential Page 21 April 29, 2002
--
~ MEMORANDUM OF UNDERSTANDING
.' /'
THIS MEMORANDUM OF UNDERSTANDING, dated this 23rd day of May 2002, is
entered into by and between the Florida League of Cities, Inc, ("FLC"), 125 E. Coloilial ..~
Drive, Orlando, Fl., and the City of Winter Springs, 1126 East SR. 434, Winter Springs,
Florida.
Our Understanding of Your Needs:
It is our understanding that the City of Winter Springs (City) desires the Florida
League of Cities (League) to provide technical assistance in the updating, review
and routine maintenance of various computer workstations and associated .
operating systems throughout the City.
The Approach:
The Director of Information Systems for the City will define tasks as work
progresses with the League providing technical assistance on a per hour basis.
The Oeliverables:
The League will provide a maximum of 14 hours technical assistance by a
qualified technician (see attachment). All work will be completed on-site at the
City of Winter Springs.
Assumptions and Variables:
It is assumed that the computer workstation hardware is standard technology
using an MS Windows 97, MS Windows 98, MS Windows 2000 or MS Windows
XP operating system.
Schedule:
Work will be accomplished on May 28, 2002 and May 29, 2002 unless both
. parties mutually agree to alternative dates. The League, in case of illness or
unforeseen absence of the assigned technician, may modify the timeframe of this
agreement. In such case, the City has'the right to refuse the modification, cancel
this memorandum of understanding and pay the League for services rendered to
point.
Cost:
Total fee is $750, which includes fourtee'n hours of labor and expenses. The
League will invoice the City at the conclusion of the engagement and the City will
have 45 days from the invoice date,to make payment.
Terms and Conditions:
If the Florida League of Cities, its employees or agents fail for any reason,
whether or not negligent, to fulfill the conditions as contained in this contract, the
City of Winter Spring's only remedy shall be to receive a refund of all monies paid
. FLC and Winter Park Memorandum of UnderstandingPage 1 of 3
Workstation Maintenance - April 16, 2002
.f;
_.
MEMORANDUM OF UNDERSTANDING
for the project. In no event will the Florida League of Cities be liable for any loss,
special, punitive or consequential damages or damages in excess of the
amounts received by the Florida League of Cities under the terms of this
Agreement. .
This agreement shall constitute the entire agreement between the Florida
League of Cities and the Winter Springs with respect to the subject matter of this
agreement and shall not be modified or changed without the express consent of
the parties. The provisions of this agreement supersede all prior oral and written
quotations, communications, agreements and understandings of the parties with '.
respect to the subject matter of this agreement.
This memorandum of understanding terminates upon completion of the forty
mf hours of League labor or either party may terminate this agreement immediately
~if.; with written notice to the other. In case of early termination, the League will
w....... invoice the City for any hours expended to that point and the City will have 45
rl/
days from the invoice day to pay all monies owed.
".
,
APPROVALS:
'ho/d z--
Fr nklin R. Hagy, Chief I ormation Officer Da' I
Florida League of Cities
AGREED TO ON BEHALF OF THE CITY OF WINTER SPRINGS:
~~ V" Dd -G." ,~r/~/oL
J anne Dalka Date
Title: Information Services Director
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FLC and Winter Park Memorandum of UnderstandingPage 2 of 3 J$
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Workstation Maintenance - April 16, 2002 ~
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MEMORANDUM OF UNDERSTANDING
Attachment
Chris Noyes
Chris has been an Information Systems Support Specialist for the Florida League of
Cities since October 1998. Chris specializes in all aspects of computer equipment
including hardware and peripheral components. He ensures proper operating system
and standardized software installation including office automation applications and other
specialized software. He also provides training and technical assistance to end-users on
an as needed basis. Chris also supports, maintains and resolves Internet/LAN .
connectivity issues. In addition, Chris works directly with external application service
providers to resolve system issues relating to unique League software applications.
Chris has also provided technical assistance to several municipalities outside the
League. Engagements mainly centered on the implementation and support of computer
workstations attached to local and wide area networks. During several of these
engagements, Chris was responsible for totally replacing the entire network, all
associated workstations and establishing Internet and email capabilities.
Chris graduated May 1998 from Stetson University in DeLand, Florida acquiring a
degree in Business Administration including a core curriculum studying Information
Systems and Business Law.
FLC and Winter Park Memorandum of LJnderstandingPage 3 of 3
Workstation Maintenance - April16, 2002
CONTRACT TO PROVIDE PROFESSIONAL
CONSULTING SERVICES FOR
TELECOMMUNICATION COST RECOVERY AND FUTURE SAVINGS
TO THE CITY OF WINTER SPRINGS
THIS CONTRACT, entered into this 14thday of December , . 1999 and effective
immediately, by and between'Florida League of Cities, Inc. (hereinafter referred to as "FLC" )
and the City of Winter Springs, a Municipal Corporation organized under the laws of the State of
Florida (hereinafter referred to as "City"), WITNESSETH THAT:
WHEREAS, the City desires to engage FLC and its agents to assist with the recovery of refunds
and/or credits for telecommunication service billing errors, and the identification of potential
telecommunication service modifications that may allow the City to realize future cost savings.
NOW THEREFORE, the parties hereto mutually agree as follows:
1. Emplovment of FLC. The City agrees to engage FLC and FLC hereby agrees to
perform the services as outlined herein. When used in this contract, "FLC" includes FLC
and its agents, officers, subcontractors and employees. For purposes of this contract
subcontractors shall mean Cost Recovery Services LLC. It is understood that FLC may
utilize one or more thir~ parties to assist in providing such services.
2. Scolle of Services.. FLC will seek refunds arid/or credits for telecommunication billing
errors. FLC shall conduct a cost effectiveness audit by analyzing the following
telecommunications costs: local phone services, long distance phone services, and
cellular phone services; and will provide a fully documented cost savings planes) for the
City's approval.
3. Time of Performance. The. services to be performed hereunder by FLC shall be
undertaken and completed in such sequence as to ensure their expeditious completion and
best carry out the purposes of the agreement. The project will be started within 30 days
of notice to proceed.
4. Confidentiality Agreement. The City and FLC agree that, if required, they will enter
into a confidentiality agreement protecting the confidentiality of certain proprietary
information to the extent allowed by Florida Law and the municipal charter.
Page 10f4
5. Comoensation. The City agrees to pay FLC a contingency fee for refunds or credits
from any vendor which results from this audit in the amount of thirty five percent (35%)
of refunds, payable upon your receipt of the refund or credit. The fee for Future Savings
is thirty five percent (35%) ofthe savings demonstrated over a 24 month period following
the implementation of a Cost Savings Plan. There will be no fee for Future Savings
which result from FLC discovering and stopping an overbilling error. If the total of all
Future Savings fees ifless than $1200.00, then payment is due upon receipt of the fee
invoice, otherwise payment will be prorated over 24 (twenty-four) months. Should the
City choose to reject a written Cost Savings Plan, then there is no fee for that item.
However, should the City implement any of the Cost Savings Plan recommendations
within twenty-four (24) months of the recommendation(s), then the payment of fees
described above will commence from the date of implementation.
6. . Method of Payment. For services described herein, payment shall be made to FLC
within 30 days of receipt of the invoice by the City.
7. Changes. The City representative, Gene DeMarie , may from time to time,
require changes in the scope of the services to be performed hereunder. Such changes
which are mutually agreed upon by and between the City and FLC shall be incorporated
in written amendment to this agreement. Services performed pursuant to a written
amendment shall be billed as outlined in such written amendment.
8. Principal-Indeoendent Contractor. The relationship of FLC to the City shall be that
of an independent contractor. No other employer-employee relationship between the
parties is created by this Contr'!-ct. By entering into this Contract with th~ City, FLC and
the City acknowledge that FLC will, in the performance of its duties and under this
Contract, be acting as an independent contractor and that no officer, independent
contractor or employee of FLC or the City will be for any purpose an employee of the
other and that no officer, independent contractor, employee of FLC is entitled to any of
the' benefits and privileges of a City employee or officer under any provision of Florida
Law. "'
9. Services and Materials to be Furnished bv the City. The City shall furnish FLC with
all available necessary information, data, and material pertinent to the execution of this
agreement. The City shall provide adequate City office space and liaison staff for FLC to
perform its services.
Page 2 of 4
10. Termination of Agreement. Both the City and FLC shall have the right to terminate this
agreement upon thirty (30) days written notice of such termination to the other party.
FLC shall be entitled to payment for any cost recovery and/or savings achieved as a result
of this agreement.
11. Indemnification. Each party shall be responsible for its own acts and will be responsible
for all damages, costs, fees and expenses which arise out of the performance of this
Agreement and which are due to that party's own negligence, tortious acts and other
unlawful conduct and the negligence, tortious acts and other unlawful conduct of its
respective agents, officers and employees. In the absence of negligence, tortious acts and
other unlawful conduct in FLC's performance hereunder, the City shall, to the extent
permitted under Florida law, defend, indemnify and hold FLC free and harmless from and
against any claims, demands or actions brought by third parties which are related in any
way to the city's implementation ofFLC's recommendations.
12. Limitation of Liabilitv. The City agrees that FLC's total aggregate limit of liability to
the City hereunder (whether contract, statutory, in tort or otherwise) for damages on any
one or more or all claims (regardless of the number of different or other claims, claimants
or occurrences) shall not exceed the total of professional fees paid under this contract.
The City agrees that FLC shali not be liable to the City for any indirect, incidental,
special or consequential damages, any lost profits or any claim or demand against the
City by any other party, arising out of or in connection with the performance of services
hereunder.
13. Matters to be Disregarded. The titles of the several sections, subsections, and
paragraphs set forth in this contract are inserted for convenience of reference only and
shall be disregarded in construing or interpreting any of the provisions of this contract.
14. . Completeness of Contract. This' contract and any additional or supplementary
document or documents incorporated herein by specific reference contain all the terms
and' conditions agreed upon by the parties hereto, and no . other agreements, oral or
otherwise, regarding the subject matter of this contract or any part thereof shall have any
validity or bind any of the parties hereto.
15. Information and Reports. FLC shall, at such time and in such form as the City may
reasonably require, furnish periodic status reports concerning the status of the project.
Page 3 of 4
I
16. Venue. The agreement shall be governed by and construed in accordance with the laws
of the State of Florida.
17. Notices. Any notices, bills, invoices, or reports required by this agreement shall be
sufficient if sent by the parties in the United States mail, postage paid, to the address
shown below:
, j"
Name: Gene DeMarie ~. ~ichael~adden
Title: Dir. of General Services Director of Financial Services
City of Winter Springs Florida League of Cities
1126 East S.R. 434. P.O. Box 1757
Winter Springs, FL 32708 Tallahassee; Florida 32302-1757
IN WITNESS WHEREOF, the City and FLC have executed this agreement as of the date first
written above.
ATTEST CITY OF WINTER SPRINGS
cJ~b~ By: 9SJ)~
Mayor .
ity Clerk
APPROVED AS TO FORM: FLORIDA LEAGUE OF CITIES
By:
. Executive Director
Page 4 of 4
,
,
(
City of Winter Springs, Florida
Proposal For Strategic Plan
April 22, 2002
FLORIDA LEAGUE OF CITIES
Information Services
125 E. Colonial Drive - P.O. Box 530065 - Orlando, Florida 32853-0065
Winter Springs~ Florida
Strategic Plan Proposal
Fl.ORIOA tfAGUI! OI'CITlCS, INC.
T able of Contents
About the Florida League of Cities .............................................................................. 3
Background........ .................. ......................................................................................... 6
The League's Understanding of Your Needs .............................................................. 8
Project Approach...................... ........................................ ..................................... .......9
Project Oeliverables.................................................................... ................................ 13
Project Constraints................ .;................................................ ................................... 14
Project Staffing......~......... ........... ..................................................... ........ ................... 15
Project Schedule..... .... ................................................. .......................................... ..... 19
Project Cost........ .................. ..... ....... ..~....................................... .................................20
Contractual Terms and Conditions........................................ ................. ...... ....,........21
Confidential Page 2 April 29, 2002
Winter Springs, Florida
Strategic Plan Proposal
FUJRIDA t~AHUP. OPCITms.IN'C,
About the Florida League of Cities
The Frorida League of Cities (League) has had a long history of assisting local
government providing efficient and effective services to the public. City officials, who
recognized the benefits of uniting local governments, created the FLC in 1922. Since
that time, the League has grown to become one of the largest state municipal leagues in
the nation. Membership in the League is limited to municipal governments within the
State of Florida. The League is governed by a Board of Directors comprised of elected
officials from cities, towns and villages in the state.
The League delivers a number of products and services to its member agencies.
Through the use of the "pooling" concept, we have been able to negotiate contractual
services in advance and collectively offer services and programs at a substantially
reduced cost. The following is an abbreviated list of the current services the League
provides.
. Research Services: The League provides a link to various critical local
government resources such as grants, loans and technical assistance.
. Legal Services: The League provides legal services and legal/ordinance
research for member agencies.
. Publications: The League provides a host of publications relating to local
government issues and operations. Most of these publications are free to
members and may be purchased by non-members for a fee.
,
. Lobbying Services: The League provides extensive advocacy services for
members at both the state and federal levels.
. Education and Training: The League provides significant opportunities for
member training and education including annual conferences, legislative
conferences, the Institute for Elected Municipal Officials and other special
educational opportunities.
. Public Risk Services: The League administers the Florida Municipal Insurance
Trust (FMIT), which offers all governmental agencies a wide range of insurance
products including property, casualty, workers' compensation and liability.
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Strategic Plan Proposal
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. Delinquent Occupational License Tax Collections Program: The League
works with a service agency to collect delinquent occupational license taxes on
behalf of its members.
. Financial Services: Services include management of pension trust funds,
assistance in development and renewal of franchise agreements for
telecommunications and utility services, master lease programs and bond
programs.
In addition to the member services provided above, the League provides technology
services to members consistent with the direction, mission and goals of the League.
These'services are provided through two initiatives. First, through "pooling" the needs of
our members for similar services, the League is able to negotiate more favorable
contracts to provide high-quality services at a substantially reduced cost. For those
services needed by our members that do not fit the "pooling" model, the League will
endeavor to provide the service directly. The following are the services currently
available:
. Legislative Tracking - The League, through a partnership with Lobbytools, Inc.,
is now able to provide one of Florida's best legislative tracking tools. Lobbytools
has been customized for the League and local governments and allows you to
work smarter not harder. In addition to offering a full array of traditional on-line
bill tracking systems and features, Lobbytools goes far beyond, establishing a
new standard with a powerful line-up of timesaving, integrated information
management features. This software allows you to synchronize all data to your
palm device to keep you up-to-date when traveling.
. Consulting Services - Strategic planning for all local governments is a key to
success in providing technology-driven services and satisfying the demands of
the public. Through the year 2008, successfully leveraging IT to transform the
. enterprise and create value-added services will become a universal
organizational competency (Gartner 0.8 probability). Cities must be able to
successfully plan for new technology and to integrate that plan into the overall
strategic direction of the city. E-government solutions are key elements in
strategic planning. Enterprises that fail to define processes and responsibilities
and aggressively develop strategic plans will falter, leading to high cost and low
utilization of technology. Consulting services include strategic planning, feasibility
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~ FLORIOAL''''';IICOPC'TIf_,,'NC. Strategic Plan Proposal
studies, performance measurement, independent verification and validation of
technology projects, IT sourcing options, procurement assistance, etc.
. Web Design and Hosting - There is a strong demand for development,
implementation and maintenance of Internet Web sites in small and medium-
sized cities. Constituents and elected leaders are driving cities to provide these
services, but they may not have the personnel or expertise to implement the
technology. Much of the work to create Web sites and Web pages can be
leveraged between cities. There is an opportunity to increase the cost
effectiveness of Web site hosting and services through establishing a core team
of in-house FLC personnel to provide these services. Prime contract
relationships will be developed for special expertise and/or peak workloads. For
local governments that need custom design services, FLC will have in-house
resources that can provide web design and hosting capabilities. For local
governments that need or desire full services, FLC will provide a packaged
offering that will include the hardware and software to allow users to design,
implement and update their own web sites through the use of multiple predefined
templates. This offering will include full web hosting services as well as
assistance in design and implementation of the hardware/software and
telecommunications infrastructure necessary to support web operations. These
services will be accomplished through partnerships with industry leaders in
providing web design and hosting facilities combined with expertise provided by
the FLC staff.
. Online Training - The League has entered into a joint agreement with the City
of Tallahassee and Learnsomething.com to bring online training to local
governments. By clicking on the FLC education button on the FLC web site,
choosing a course of study and entering a credit card number, you can have
immediate access to professional courses designed for delivery in an online
format. Through testing, progress and knowledge can be tracked by an
individual employee. Also, an individual can easily start a course and pause the
instruction at any point; and return to that point to continue the learning process.
Courses can be purchased as modules or in total. For a very low subscription
rate, employees can have access to over 350 courses online that range from
negotiating skills to how to use Microsoft Office products.
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Winter Springs, FlorIda
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. Complaint Tracking - The League has entered into partnership with Mainline,
Corp. to reengineer the Civic Tracker complaint tracking system into a new
system called "Better Place". This system is being completely redesigned and
programmed to operate as an ASP product through Mainline. This software
tracks complaints and issues, automatically notifies responsible departments or
individuals of the complaint and provides appropriate feedback to ensure
complaints are handled on a timely basis. Citizens can enter and track their
complaints through the Internet thus reducing the number of phone calls to the
jurisdiction. As an ASP this product will be site licensed at an affordable rate
based upon jurisdiction size.
. Online Auctions - The League has a new strategic partnership with GovDeals
to provide Cities and Agencies with an opportunity to purchase and sell surplus
equipment, utilizing the enormous global reach of the Internet. This unique state-
of-the-art online auction service allows League members to conduct online
transactions of surplus, abandoned and confiscated equipment, and property.
With GovDeals (www.Qovdeals.com), not only can you list your equipment for
sale immediately, but also your items are exposed to a much larger group of
registered buyers interested in government surplus. GovDeals has a list of
registered buyers available for all kinds of equipment. They provide training on
how to use the GovDeals website and your surplus equipment is pictured on the
Internet for all to see. Onceyou go online with your surplus equipment,
GovDeals sends an email to all their registered buyers who are looking for
particular types of equipment, computers, trucks, etc.
Background
On March 28, 2002, the City of Winter Springs contacted the Florida League of Cities
(League) to request a proposal to create an Information Technology Strategic Plan. The
. .
City Commission has called for a plan to be prepared and presented at its May 13, 2002
commission meeting. Frank Hagy, CIO for the League, met with Joanne Dalka, IS
Director for Winter Springs, and others on April 1, 2002 to discuss the scope and depth
Confidential Page 6 April 29,2002
Winter Springs, Florida
~ I'I.ORID^I.l'.."u"OrCITII"~,ISf. Strategic Plan Proposal
of the plan to be developed. At this time several possible projects were discussed
including, but not limited to:
. Document and records management system with appropriate interfaces to the
web for public access.
. Performing web based interactive applications such as Permitting, Occupational
Licenses, and Utility Billing and others using plug-in software from existing
software vendors.
. Providing citizens with the ability to electronically file and track complaints
through the web. This would also include interfacing with existing applications
such as code enforcement.
. . Implementation of paperless agenda for City Council meetings.
. Upgrading of the network infrastructure from NT 4.0 to Windows 2000.
. Centralized backup system for the network.
. Implementation of mobile police computer aided dispatch system
. Web based email.
. Revamping of the web site and possibility of hosting the site in-house.
. Field inspections using PDA devices for building inspectors interfaced with the
KIVA system.
. SGTV and Kiosk -In-house production of video and other presentations.
It was discussed that the plan is to be strategic in nature providing an overall technology
vision for the next three to five years, but should be specific in identification of key
projects to be implemented in the coming two years. The plan also needs to identify the
financial and human resources needed to meet the stated objectives.
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The League's Understanding of Your Needs
It is our understanding that the City of Winter Springs desires an Information Technology
Strategic Plan that will align its technology investments with its business objectives and
serve as a guide to the prioritization, development, management and implementation of
technology services. This plan is a consolidation of elements of both strategic and
tactical planning into a single comprehensive technology plan upon which positive
actions can be based.
The strategic portion of the plan seeks to develop an understanding of the organization,
its mission and the needs of the citizens resulting in a long-term technology vision. This
portion of the plan provides a thorough understanding of the current technology
environment as it relates to the business functions and identifies strengths, weaknesses,
opportunities and threats that currently exist. An understanding of current business
needs will be measured against the current technology environment to determine gaps
and thus identify opportunities for improvements that can better serve the organization in
achieving its goals. This process will form the foundation upon which future technology
decisions will be made. It ensures that new projects and systems are consistent with the
current and anticipated technology architecture to avoid unnecessary future time,
expense and complications in expanding technology services.
The tactical plan is concerned with developing realistic actio"n plans for the acquisition
and deployment of city resources to carry out the strategies identified in the strategic
portion of the plan. Identified here are specific projects for the coming two to three years
with associated cost and resource information. Projects will be prioritized into a clear
action plan.
This comprehensive strategic technology plan will address the following elements:
. Strategic, tactical and operational needs of the organization expressed
in terms of business needs compared to existing technology resources.
. Budgetary and cost information necessary for fiscal planning of the
technology function.
. Human, managerial, professional and technical skills needed to
accomplish the task, including recruitment, training, cost and
deployment of those resources.
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Winter Springs, Florida
Strategic Plan Proposal
FU)RIJ)A tEAGUE CWClnE..ll5.INC.
. Organizational plan to ensure technology resources are best utilized in
an efficient and effective manner giving due consideration to
outsourcing opportunities.
Project Approach
The project will be approached in phases with multiple steps in each phase. Many of
these phases and steps will overlap each other in terms of scheduling.
Phase 1'- Project Initiation
Step 1: Initiate Project
During the project initiation step, the stakeholders of the project will be identified
and an interview schedule developed. Also the project team is established and
oriented.
Step 2: Gather Documentation
Pertinent documentation relating to the mission, vision, current and planned
projects, and technical architecture are gathered and reviewed. This will provide
. a starting point for the current environment analysis.
Step 3: Determine Mission and Vision of the Technology Organization
Develop a technology mission and vision statement.
Confidential Page 9 April 29, 2002
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Phase II - Review and Analyze the Current Technical Environment
Step 1: Review the Current Technical Environment
After reviewing the document, the League will review the current technology
environment through a series on on-site interviews and physical investigations.
This review will include, but not be limited to:
. The technology infrastructure.
. Current technology projects.
. Current applications.
. The technology organization and structure.
Step 2: Develop a SWOT Analysis
Using the data retrieved from the review of the technical environment, the
League will document the strengths, weaknesses, opportunities and threats
(SWOT) of the current environment.
Phase III - Identifying Future Needs
Step 1: Interview Stakeholders
Armed with an understanding of the current environment and the SWOT
analysis, the League will interview each of the department heads and other key
officials (approx. 2 hours each) identified in Step 1 as stakeholders. The purpose
of these interviews will be to:
. Discover or confirm the mission and vision for the Information
Technology function.
. Document and assess their view of the current technology environment.
. Document and assess their view of future critical strategic business
needs.
. Document and assess their view of how services to citizens can be
improved through the use of technology.
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Winter Springs, Florida
~ fl.ORIllA WGUllOPC'T'I!S.INr. Strategic Plan Proposal
Phase IV - Analysis
Step 1: Gap Analysis
Based upon the input from Phases II and III, the League will determine the gap
between the existing state .of technology at the City and the desired state. The
result of this analysis is to identify specific technology projects needed to fill the
gaps.
Step 2: IT Organizational Analysis
In this step the current"lT organization is analyzed to determine the future needs
in terms of resources and organizational structure. This analysis is conducted
with a view of the current and future maintenance tasks, industry standards and
an analysis of other r:nunicipal organizations of similar size and scope. Specific
resources needed will be identified with roles, responsibilities and estimated cost.
Various governance options will be explored and a suitable recommendation
developed. The analysis will include a review of the current business practices
for the technology organization, staffing and personnel assignments.
This step will be ongoing through the next phase.
Phase V - Develop Action Plans
Step 1: Research and Develop Profile for Projects Identified
The League will develop a profile for each of the projects identified in Step 1.
This profile will include a project description, two or three applicable vendors that
might provide the system, estimated cost, estimated human resources, and
estimated timeframe to complete. The profile will also identify interfaces,
dependencies, implementation risk and anticipated level of complexity in
integrating with existing business. processes.
Step 2: Develop Priority Recommendation
The League will recommend a priority for the development of the taking into
account the interfaces, dependencies and risk of implementation. This will form
the basis for an action plan for the coming two years.
Confidential Page 11 April 29, 2002
Winter Springs, Florida
. fWRID^I..^"U1~OrClTtE..,INr. Strategic Plan Proposal
Phase VI - Compile Final Report and Presentation
Step 1: Compile Report
All information and research obtained will be compiled into a single report with an
executive summary. The report will be provided in written form and electronic
form using Microsoft Word. The following is an example of the table of contents
for the report.
Table of Contents
Section 1: Executive Summary
Section 2: Mission and Vision Statement
Section 3: Evaluation of the Technology Environment
Section 4: Identification of Business Needs
Section 5: Gap Analysis and Project Recommendations
Section 6: Profiles for Recommended Projects
Section 7: IT Governance and Organizational Structure
Section 8: Strategies, Initiatives and Priorities
for the Coming Two years
Step 2: Generate Presentation
Generate a slide presentation using Microsoft PowerPoint to provide a summary
of the findings. Frank Hagy will present the report to the Commission at a
mutually agreed upon date.
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Winter Springs, Florida
. f'UlRIDAI.I'AGUEOfCITml.INC. Strategic Plan Proposal
Project Deliverables
The final deliverable for this project is a Strategic Plan with a specific action plan for the
next two to three years and a summarized slide presentation. In addition there will be
intermediate deliverables that will be reviewed by the project team. The planwill be
presented in paper as well as a Microsoft Word 2000 electronic format. The
presentation will be in Microsoft P6werPoint 2000.
Intermediate Deliverables by Phase:
Phase I - Project Initiation
. List of stakeholders and schedule of interviews.
Phase II - Review and Analyze the Current Technical Environment
. Documentation of the current technology infrastructure.
. Documentation of the current applications.
. Documentation of the current technology organization.
. SWOT analysis document.
Phase III-Identifying F.uture .Needs
. Final mission and vision statement based upon interviews.
. Summarization of the stakeholder interviews.
Phase IV - Analysis
. List of specific projects to be accomplished.
. Technology organizational analysis.
Phase V - Develop Action Plans
. Project profile for each new project recommended.
. Priority Recommendation.
Phase VI - Compile Final Report and Presentation
. Final Strategic Plan.
. PowerPoint Presentation.
Confidential Page 13 April 29,2002
Winter Springs, Florida
Strategic Plan Proposal
PUlHIIJi\ LI~(~UJ!OfCITlI'_~.INC.
Project Assumptions
1. Access to Personnel: It is assumed that the League will have open access to
Winter Springs' department heads and other key individuals for interviews. We
assume. that we will be able to schedule timely appointments for these
individuals.
2. Access to Facilities: It is assumed that the League will have open access to
Winter Springs' facilities in order to review the technology equipment. .We
understand that, depending upon the area, we may need to be escorted.
Project Constraints
1. Time Limitation: The League has a limited time in which to produce this report
for Winter Springs. Therefore, it is understood that the League will provide the
best possible information and analysis based upon the time allotted. Because of
the time constraint, the amount of time needed to research cost and time
estimates on specific future projects will be limited. We will research two or three
alternatives and use our best judgment in providing the estimated cost,
timeframes and schedules, which should be sufficient to make high-level
management and priority decisions. However, additional research should be
conducted for each of the future projects before making a final decision on
vendors or direction.
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Winter Springs, Florida
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Project Staffing
Four individuals with extensive experience and background in the municipal environment
and public sector will staff the project. Frank Hagy will serve as the Project Manager
and will be fully involved in all aspects of the project. Michael van Zwieten will provide
assistance in reviewing the current technology environment and making
recommendations for future enhancements. Sherry Hilley will provide assistance
throughout the project with special emphasis on determining new projects and their
profiles. Mike Taylor will provide research assistance in all phases of the project.
Franklin R. Haav, CPM
Frank Hagy is the Chief Information Officer for the Florida League of Cities. He has over
thirty years of experience in the technology industry spanning both public sector and
private industry. The past twenty years have been spent in senior level management
positions developing and implementing technology visions and plans"
Prior to coming with the League he was an Associate Director with Gartner Group
Consulting specializing in State and Local Government information technology
governance, strategic planning, outsourcing, and implementation strategies.
Mr. Hagy served as the Director and Chief Information Officer for the City of Orlando,
Florida. As the City's first Director of Technology, Mr. Hagy created a full service IT
organization establishing and implementing all appropriate policies, procedures and
methods of IT governance. Application systems implemented include financial and
accounting, public safety computer aided dispatch and records management, permitting,
geographic information systems, public works, environmental services, and recreation
systems. Implemented systems' included Internet, intranet and mobile technologies.
Responsibilities included management and maintenance of an infrastructure necessary
to support a two thousand plus user base with associated local and wide area networks.
During this period Mr. Hagy wa$ twice elected as President of the Florida Local
Government Information Systems Association and was very active in legislative issues
regarding technology at the Florida State capital.
Additionally, Mr. Hagy was Branch Manager at EG&G Corp. at Kennedy Space Center.
In this position he was responsible for applications, databases and the technology
infrastructure necessary to support NASA base operations including facilities
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management and public safety.- Here he served on NASA's quality assurance council
and received NASA's quality contractor award. Mr. Hagy also provided technology
leadership in private industry as the Director of Information Systems and Director of
Finance for a subsidiary of General Mills, Inc.
Education:
Mr. Hagy holds an MBA 'from Nova University, a BS degree in Management Science
from Shenandoah College and has obtained a Certified Public Manager (CPM)
designation from Florida State University.
Mr. Hagy has also served an adjunct professor for Barry University, Chairman for the
Business Advisory Council for VocationalfTechnical Education and as a Board Member
for Valencia's Community College technology programs for the disabled. He is the
founder of the Orlando Community Services Network; technology systems that assist
non-profit agencies in providing quality services to the homeless and indigent.
Sherry L. Hilley, CISA
Sherry Hilley is the Training and Development Manager for the Florida League-of Cities.
She has over fifteen years of experience in the technology industry working for the public
sector. The past eleven years have been spent in senior level management position
developing and implementing software technology.
Prior to coming with the League she was Software Support Senior Manager at the City
of Orlando specializing in information technology strategic planning, implementation
strategies, implementing all appropriate policies, procedures and methods of IT
governance. Application systems implemented include financial and accounting, public
safety computer aided dispatch and records management, permitting, geographic
information systems, public works, environmental services, and recreation systems.
Implemented systems included Internet, intra net and mobile technologies. She
established a Learning Center for the training of desktop and system applications.
During this period Mrs. Hilley was elected several times to serve on the Board of
Directors for the Central Florida Midrange Users Group providing IT training for the
technical group.
During her first four years with the City, she worked with the Internal Audit Department
providing Compliance, Financial and Information Systems (IS) Audits. She assisted
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~ FI.ORIDALI!Al:UEOPCITIES,INC. Strategic Plan Proposal
external auditors with the IS portion of their review each year. Mrs. Hilley is still very
active with the Central Florida Chapter of Information Systems Auditors and Control
Association and the International Board supporting their annual control conference.
Additionally, Mrs. Hilley was Assistant Comptroller for American Bakeries Inc. in the
Orlando office. In this .position she was responsible for all financial applications,
databases and production requirements for the Central Florida area of product
distribution.
Education:
Mrs. Hilley holds a BS degree in Accounting from Florida Southern College and has
obtained a Certified Information Systems Auditor (CISA) designation from the
Information Systems Audit and Control Association.
Michael J. van Zwieten. MSCE. CNA
Mike has been the Assistant Director of Information System for the Florida League of
Cities since 1997. His efforts in developing the local and wide area network
infrastructure, implementing standard practices and programming custom applications
has assisted the League and other cities in reducing cost while increasing efficiency.
Mike is currently responsible for all network management and supervises the
implementation and maintenance of complex application systems and provides overall
management direction and quality assurance to network infrastructure consulting
projects. His previous employment includes acting as Network Administrator for Flight
Safety International Training Systems where he was responsible for managing a
complex network including web, ftp, email servers and other servers critical to the
operation. Mike as also been a programmer/analyst developing instructor led computer-
based training solutions specializing in Microsoft Access and Visual Basic application
programming and design.
Education:
Mike holds a BS degree in Aviation Management/Flight Technology. He is a Microsoft
Certified Systems Engineer (MCSE) and a Certified Novell Administrator (CNA);
Mike Tavlor
Mike has been the Information Services Assistant for the Florida League of Cities since
December 2000. He reports directly to the CIG, assisting with consulting projects,
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Winter Springs, Florida .
~ fl.UR\Il^ 1."""ueOl'CITI"',I,'C. Strategic Plan Proposal
assembling and compiling data for reports and presentations, developing contracts, and
performs staff assistance on difficult and complex projects and programs pertaining to
administrative, organization, and operation considerations. In addition to these duties,
Mike supports customers with the FLC software offerings, Better Place, IBM Web
Hosting, Lobbytools, and GovOeals. Mike is also the contact person for the Florida
Local Government Information Systems Association (FLGISA). He organizes multiple
conferences each year, updates their member and vendor databases, updates their web
page, and is the main contaCt for members. Before coming to the Florida League of
Cities, Mike worked as a Technology Coordinator for an elementary school in Orlando
where he was in charge of 100 computers, the local area network, and network
applications serving students and the instructional _ staff.
Education:
Mike graduated from Eastern Kentucky University with a Bachelor of Business
Administration, emphasis on Computer Information Systems. Mike is also a Microsoft
Certified Professional.
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~ FLORIDA bAGU" OJ,elTl"-', INC. Strategic Plan Proposal
Project Schedule
It is estimated that this project will take eight weeks to complete. Because of the. desire
to have recommendations prior to June 17,2002, we are prepared (and must) start
immediately. We will pr~sent our proposal to the Commission at the June 24,2002
Commission Meeting.
Weeks
Step 1 2 3 4 5 6 7 8 9 10
Phase I - Project Initiation -
Phase II - Review and Analyze the
Current Technical Environment
Phase III -Identify Future Needs
Phase IV - Analysis
Phase V - Develop Action Plans
Phase VI - Compile Final Report and
Presentation
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Winter Springs, Florida
~ PI.ORlDA I.',^GUeOl'ClTles, INC. Strategic Plan Proposal
Project Cost
Fees are based upon the amount of time required to complete our assignment in a .
thorough and professional manner. This project will take approximately 300 hours to
complete and up to 5 to 8 trips to the City of Winter Springs over a period of 5 to 6
weeks.
Only hours actuallv expended will be charged at a rate of:
. $50 for Mike Taylor
. $75 per hour for Michael van Zwieten
. $100.00 per hour for Sherry Hilley
. $125 per hour for Frank Hagy
The Leaaue Quarantees that totai labor cost not to exceed $28.200 to complete this
scope of work. In addition to labor cost actual expenses will be charged. All personnel
will come from Orlando; therefore travel will be by automobile. We estimate total
expenses will not exceed $300.00.
An initiation fee of $5,000 is required to start the project. All remaining fees are payable
30 days after completion of the project. The City's obligations to the League under this
Agreement shall terminate upon receipt by the League of all outstanding fees due from
the City. The project is deemed complete upon the City's receipt of the final report at the
management presentation. The League's obligations to the City under this Agreement
shall terminate upon the City's receipt of said report.
This project definition and fee quote is valid until April 30, 2002.
Confidential Page 20 April 29, 2002
Winter Springs, Florida
Strategic Plan Proposal
FI.UHIUA Ll~mlE or CITIIl..', INC.
Contractual Terms and Conditions
If the Florid~ League of Cities, its employees or agents fail for any reason, whether or
not negligent, to fulfill the conditions as contained in this contract, the City of Winter
Springs only remedy shall be to receive a refund of all monies paid for the project. In no
event will the Florida League of Cities be liable for any loss, special, punitive or
consequential damages or damages in excess of the amounts received by the Florida
League of Cities under the terms of this Agreement.
Entire Agreement
This agreement shall constitute the entire agreement between the Florida League of
Cities and the City of Winter Springs with respect to the subject matter of this agreement
and shall not be modified or changed without the express consent of the parties. The
provisions of this agreement supersede all prior oral and written quotations,
communications, agreements and understandings of the parties with respect to the
subject matter of this agreement.
Approvals:
'1-29-0'2-
nklin R. Hagy, Chief Infor ation Officer Date
Florida League of Cities
Agreed To Qn behalf of the City of Winter Springs:
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Signature: ..' , Date
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Title: C.i t~ ; 'M (). ~~:l t. r
Confidential Page 21 April 29, 2002
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~ MEMORANDUM OF UNDERSTANDING
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THIS MEMORANDUM OF UNDERSTANDING, dated this 23rd day of May 2002, is
entered into by and between the Florida League of Cities, Inc, ("FLC"), 125 E. Coloilial ..~
Drive, Orlando, Fl., and the City of Winter Springs, 1126 East SR. 434, Winter Springs,
Florida.
Our Understanding of Your Needs:
It is our understanding that the City of Winter Springs (City) desires the Florida
League of Cities (League) to provide technical assistance in the updating, review
and routine maintenance of various computer workstations and associated .
operating systems throughout the City.
The Approach:
The Director of Information Systems for the City will define tasks as work
progresses with the League providing technical assistance on a per hour basis.
The Oeliverables:
The League will provide a maximum of 14 hours technical assistance by a
qualified technician (see attachment). All work will be completed on-site at the
City of Winter Springs.
Assumptions and Variables:
It is assumed that the computer workstation hardware is standard technology
using an MS Windows 97, MS Windows 98, MS Windows 2000 or MS Windows
XP operating system.
Schedule:
Work will be accomplished on May 28, 2002 and May 29, 2002 unless both
. parties mutually agree to alternative dates. The League, in case of illness or
unforeseen absence of the assigned technician, may modify the timeframe of this
agreement. In such case, the City has'the right to refuse the modification, cancel
this memorandum of understanding and pay the League for services rendered to
point.
Cost:
Total fee is $750, which includes fourtee'n hours of labor and expenses. The
League will invoice the City at the conclusion of the engagement and the City will
have 45 days from the invoice date,to make payment.
Terms and Conditions:
If the Florida League of Cities, its employees or agents fail for any reason,
whether or not negligent, to fulfill the conditions as contained in this contract, the
City of Winter Spring's only remedy shall be to receive a refund of all monies paid
. FLC and Winter Park Memorandum of UnderstandingPage 1 of 3
Workstation Maintenance - April 16, 2002
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MEMORANDUM OF UNDERSTANDING
for the project. In no event will the Florida League of Cities be liable for any loss,
special, punitive or consequential damages or damages in excess of the
amounts received by the Florida League of Cities under the terms of this
Agreement. .
This agreement shall constitute the entire agreement between the Florida
League of Cities and the Winter Springs with respect to the subject matter of this
agreement and shall not be modified or changed without the express consent of
the parties. The provisions of this agreement supersede all prior oral and written
quotations, communications, agreements and understandings of the parties with '.
respect to the subject matter of this agreement.
This memorandum of understanding terminates upon completion of the forty
mf hours of League labor or either party may terminate this agreement immediately
~if.; with written notice to the other. In case of early termination, the League will
w....... invoice the City for any hours expended to that point and the City will have 45
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days from the invoice day to pay all monies owed.
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APPROVALS:
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Fr nklin R. Hagy, Chief I ormation Officer Da' I
Florida League of Cities
AGREED TO ON BEHALF OF THE CITY OF WINTER SPRINGS:
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J anne Dalka Date
Title: Information Services Director
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FLC and Winter Park Memorandum of UnderstandingPage 2 of 3 J$
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Workstation Maintenance - April 16, 2002 ~
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MEMORANDUM OF UNDERSTANDING
Attachment
Chris Noyes
Chris has been an Information Systems Support Specialist for the Florida League of
Cities since October 1998. Chris specializes in all aspects of computer equipment
including hardware and peripheral components. He ensures proper operating system
and standardized software installation including office automation applications and other
specialized software. He also provides training and technical assistance to end-users on
an as needed basis. Chris also supports, maintains and resolves Internet/LAN .
connectivity issues. In addition, Chris works directly with external application service
providers to resolve system issues relating to unique League software applications.
Chris has also provided technical assistance to several municipalities outside the
League. Engagements mainly centered on the implementation and support of computer
workstations attached to local and wide area networks. During several of these
engagements, Chris was responsible for totally replacing the entire network, all
associated workstations and establishing Internet and email capabilities.
Chris graduated May 1998 from Stetson University in DeLand, Florida acquiring a
degree in Business Administration including a core curriculum studying Information
Systems and Business Law.
FLC and Winter Park Memorandum of LJnderstandingPage 3 of 3
Workstation Maintenance - April16, 2002