HomeMy WebLinkAbout1984-01-24; City Council; 7624; SELECTION OF CONSULTANT TO ASSIST IN THE SELECTION AND IMPLEMENTATION OF ACCOUNTING SOFTWAREr f
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CIT))F CARLSBAD - AGEND~ILL \
DEPT. HD
CITY AT SELECTION OF CONSULTANT TO ASSIST
IN THE SELECTION AND IMPLEMENTATION
OF ACCOUNTING SOFTWARE CITY MGI
'AB#& TITLE
1-24-84 MTG.
DEPT.
RECOMMENDED ACTION:
FIN
Adopt Resolution No. 748'3 authorizing the Mayor to enter into an Agreement
with Arthur Young and Company to assist the City in selecting and implementinc
an accounting software system, and transferring funds.
ITEM EXPLANATION :
For about 18 months, the City Finance staff has been attempting to run an
accounting system which is both incomplete and unacceptable in its ability to
provide daily, weekly, monthly or even annual information that is timely and
accurate. Therefore, the staff has requested proposals from five firms in an
effort to find a consultant capable of assisting the City in evaluating the
present system and selecting new software, if necessary. Proposals were
requested from:
cost
Coopers & Lybrand $24,000 - $28,500
Arthur Young 15,600 - 22,680
Ralph Anderson No proposal
DNM Management Resources Inc. 60,000
Computer Results Inc. Alternate Proposal
Each proposal is discussed in the attached report.
The City staff's recommendations are as follows:
1. Accept the proposal of Arthur Young for software selection and
implementation services. Also the Council should approve the transfer o
$23,000 from the Contingency Account to the Finance Department Budget to
fund this contract.
2. If the Manager or Council has any reservations about the scope, timing o
definition of the project, accept the proposal of Computer Results, Inc.
and authorize CRI to undertake Step 1 as shown in the attached proposal.
The Management Review described in this step will help the City define
objectives, goals, project specifications, timing and cost.
The Manager and Council may also adopt a prior proposal of SIWON which
has verbally affirmed their desire to fix the existing system (both
accounting and payroll) and to offer the City a substantially better
system than was originally proposed in our contract with Responsive
Design.
3.
The first recommendation of using the services of Arthur Young is based on t
staff's need to find a sure and swift solution to the existing problems. Tt
deadline for complete implementation is June 30, 1984. Arthur Young has
indicated that they feel that this schedule, although it is very ambitious,
can be met.
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PAGE 2 OF AB # 7483
The Computer Results, Inc., alternative is included to offer the Council and
Manager a choice should there be a desire to better define the project before
beginning. This will delay the project slightly.
The third alternative is presented in all fairness to SIMCON, the company nov
holding rights to the software packages installed here. SIMCON has not put
their proposal in writing to date. The City has only a verbal commitment frt
SIMCON officers that the City's systems will be brought up to specifications.
FISCAL IMPACT :
The cost associated with operating a faulty accounting system is major. The
present system is requiring from 1 1/2 to 2 times the man hours typically
necessary to run an accounting system. This means that approximately $60,00( worth of Finance Department staff resources will be applied to running the
accounting system that typically could be made available for other projects,
such as managment reporting, updating budgets, auditing internal procedures,
verifying charges, etc. A faulty system also leads to duplication of effort
in other departments where financial reports are not trusted as being correcl
An unknown number of hours are spent in Development, Safety, Parks, Library
and other departments verifying the reports produced by the system.
The proposed alternative of Arthur Young would cost the City between $15,600
and $22,680 in consulting services presently not budgeted. The City will al:
expend substantial staff time on the project valued at $600 to $10,000. Oncc
the Consultant's study is complete, the installation of a new accounting
package will cost approximately $30,000.
The costs associated with the three alternatives breaks down as follows:
1. Arthur Young -
Consulting Services $22,000
City Staff Costs:
To Assist Consultant
To Keep Existing System Running 10 ,OOO( 1) $%$% Tot a1
2. Computer Results Inc. -
Phase I Study $ 2,500
Phase I1 & I11 (Staff Estimate) 25,000
Subtot a1 27,500
City Staff Costs:
To Assist Consultant
To Keep Existing System Running 10 ,OOO( 1) M Tot a1
(I) Finance Staff - 250 hrs. per month for six months at $20.00 per hour =
$30,000
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PAGE 3 OF AB # y/cay
3. SIMCON - Present Verbal Proposal $ -0-
City Staff Costs:
Keeping Existing System Running into
1984- 85 y& ,2;;(2)
Tot a1 9
The proposed transfer would reduce the Contingency Fund balance by $22,680
from $302,003 to $279,323.
EXHIBITS:
Resolution No. 7 Li83 authorizing the Mayor to enter into an Agreement wit
Arthur Young and Company to assist the City in selecting and implementing
an accounting software system, and tranfering of funds.
Memo to City Manager - 3anuary 17, 1984 - Selection of Consultant
Memo to City Manager - 3anuary 5, 1984 - Computer System History
(2) Finance Staff - 250 hrs. per month for nine months at $20.00 per hour =
$45,000
Programmer - 80 hrs. per month for nine months at $30.00 per hour =
$21,600
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f x e - 3anuary 17, 1984
TO : CITY MANAGER
FROM: Finance Director
SELECTION OF CONSULTANT TO ASSIST IN REVIEW AND
IMPLEMENTATION OF ACCOUNTING SYSTEM SOFTWARE
RECOMMENDATION
After reviewing the proposals from four firms capable of assisting the City
staff in the review and implementation of an accounting system, the staff has
the following recommendations:
1. Accept the proposal of Arthur Young for software selection and
implementation services. Also, the Council should approve the transfer of
$23,000 from the Contingency Account to the Finance Department budget to
fund this contract.
2. If the Manager or Council has any reservations about the scope, timing or
definition of the project, accept the proposal of Computer Results, lnc. ,
and authorize CRI to undertake Step 1 as shown in the attached proposal.
The Management Review described in this step will help the City define
objectives , goals, project specifications, timing and cost.
3. The Manager and Council may also adopt a prior proposal of SIWON which has
verbally affirmed their desire to fix the existing system (both accounting
and payroll) and to offer the City a substantially better system than was
originally proposed in our contract with Responsive Design.
DISCUSSION
Late in December, the Finance Director distributed an RFP to five companies
requesting consulting services which would assist the City in obtaining an
accounting system which would run on our HP-3000 computer.
task would be to:
A.
The Consultant's
Evaluate the existing computer software used for accounting and the HP-3000
hardware. The Consultant would then recommend that the City 1) keep the
existing software and fix problems through modifications or 2) replace the
software with a new package.
hardware changes which might be necessary to accomodate the accounting
system.
The Consultant would also recommend any
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6. If the recommendation was to keep the existing software, the Consultant
would help the City select a company who could accomplish the necessary changes and would monitor the progress of the software company. The
Consultant would work with the City staff through the end of the
implement at ion process.
C. If the decision was to replace the system, the Consultant will use
specifications designed by the City and reviewed by the Consultant to
evaluate up to three software systems already running on HP-3000 computers.
The Consultant will then rank the tested systems and the City will select
the one which will be implemented.
D. The Consultant will work with the City staff to monitor the progress and
correct any problems encountered with the selected vendor during the
implment at ion phase.
At the same time, the Finance Director has been using the resources of the local Hewlette Parckard representative, SANDAG, through the local technical assistance
program, and Public Technoloty NC to conduct a software search of all HP-3000
users to find local government accounting packages that have a proved track
record.
These efforts began as a result of three factors.
increasing frustrations with working with the present partailly completed
accounting system. 2)
information and his direction to take action to fix the problems present in the
accounting system, and 3) the City's CPA's letter on computer problems that strongly recommend replacing the accounting system.
been covered in other correspondence.
EVALUATION OF PROPOSALS
The City's RFP was sent to five companies who have the resources to perform the
requested services:
1) The Finance Department's
The City Manager's need for timely and accurate
Most of these points have
Coopers and Lybrand Arthur Young
Ralph Anderson
DNM Management Resources, Inc. Computer Results, Inc.
Of these five firms, only Ralph Anderson did not respond.
The evaluation of the remaining proposals was primarily based on customer
satisfaction with results, tidiness of results, understanding of the problem
and price.
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The Coopers and Lybrand proposal quoted a price of $24,000 to $28,500 for the requested services.
they appear to have a good understanding of the City's needs and have proposed a
timing which would accomplish the study by the required dates, assuming no
schedule slippage. The company, like most, has clients that are pleased and those who could be happier with the services received. The problems cited by
customers included program schedule that extended beyond deadlines, changing
staff assignments, and a difference in expectat ions between the company and
client as to the serivces to be provided. Coopers and Lybrand has successful
installations and has a relatively good track record in the area of consulting
services overall.
Arthur Young proposed a study costing between $15,600 and $22,680 not counting
charges for out of town travel. Arthur Young has a very good understanding of the task at hand based on the summary included with their proposal and conversations with A.Y. staff. The timing proposed by Arthur Young meets the
requirements of the RFP allowing for no slippage. noted that the company's staff was very well qualified and worked well with the
client. There were clients who noted that there were occasions where projects
were not completed on schedule and that the field manager was often busy on
other projects. Clients were generally satisfied with the results provided by
Arthur Young.
DNM Management Resources proposed services priced at $62,000.
understanding of the requested services, although the proposal did not include a
summary of the concept of the project.
Computer Results, Inc. proposed an alternate approach to solving the City's
problem. First, CRI indicated that, in their opinion, the City was ill prepared to embark on the selection of an accounting system. The City has not prepared 2
sufficient description of the system goals, objectives, project definition and
documentation. CRI proposes to do a three phase project for the City which will
first solidify the description of the described system to allow the City to
properly evaluate alternatives.
objectives stated in the RFP.
of the study.
until Phase I is complete. received. Much of CRI's attention is focused on training those who select and
use computer systems.
Phase I of the CRI approach is not incompatible with the goals of the RFP, however it could delay the result and push the implementation date in 1984-85.
SUMMARY
The staff's recommendation to utilize Arthur Young and begin on the project on
February 1, 1984 is based on the need to accomplish the assigned task by June
30, 1984. The June 30
deadline is necessary to allow the City to audit through the new rather than tht
old system for 1983-84. The City Manager has also set this as a dealdine for
improving the management information available to him.
After conversations with the Coopers and Lybrand staff,
The Arthur Young clients
DNM may have an
No references were provided.
Phases I1 and I11 would accomplish the
CSI quoted a price of $2,500 for the first Phase
No price or time frame can be set by CRI for Phase I1 and I11
(31's clients are genearlly pleased with services
This is a very short time frame for the task before us.
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The staff can accept a later deadline if the City's contract programmer can be assigned to the accounting system as a number one priority - and several serious
problems can be at least temporarily fixed. During the past eight months, the
staff has concentrated on other projects and has avoided making major changes to
the accounting system. The investment of substanital resources on the
accounting system was weighed against implement at ion of other systems such as
water billing and payroll.
If the decision is to accept the CRI proposal, emphasis must be placed on a very
short delay. CRI believes their Phase I study can be completed in about three
days time. If this is true, a very short delay is possible.
The SIMCON alternative is presented in an effort to give the Manager and Council all the reasonable options facing the City. SIKON is a large east coast based
firm which has established a fairly good name in Public Safety Systems. SIMCON
acquired to proprietary rights to the accounting, payroll and business systems
we use from a company called Responsive Design. Representatives of SIMCON have
met with City staff and indicated their willingness to fix the problems
encountered in the existing system. If the Council wishes to wait for SIMCON to
perform, the schedule for implementation of an accounting system is pushed into
early 1945-85. The positive side of their proposal is that the City's out-of-
pocket costs for new software and consulting services will be considerably
lower.
In the event that the City selects a system other than SIMCON, the City will
continue the investigation of possible litigation against SIMCON for costs
associated with the present system.
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3ANUARY 5, 1984
TO : CITY MANAGER
FROM: Finance Director
COMPUTER SYSTEM HISTORY
SUMMARY
The present account and payroll systems used by the City were supplied by
Responsive Design, Inc., a computer software house located in Orange County.
These systems are in serious trouble due to the failure of the Contractor to
complete the agreed upon systems. In a memo dated December 12, 1983, the
Finance Director recommended a course of action to solve these problems; first
fixing the accounting system, then the payroll system.
is attached..)
The following summary of the computer system history will help put the present
situation in perspective. It is important that the Manager and Council
understand the current problems and the recommended solutions.
HISTORY
In 1975, the City purchased a Singer system 10 computer system designed to run
the accounting, payroll and utility billing functions. This system had a
design life of five years and was scheduled for replacement in 1980.
In November of 1979, the City selected Price Water house as its consultant to
help in the selection of a new computer system. The selection process
consisted of preparation of specifications for hardware and software and
distribution of a Request for Proposal to over twenty computer vendors. The
analysis of these proposals was conducted and a recommendation was made to the
Council in December of 1980.
Public Agencies Data System
The City selected the Public Agencies Data System (PADS) proposal as the one
best suited to meet the City's needs. The system was comprised of existing
accounting, payroll, utility software and was running on excellent hardware,
the Hewlette Packard 3000 computer system.
A contract was signed with PADS in 3anuary of 1981 and required delivery of
all products by 3une, 1981. By October, 1981, PADS had failed to deliver any
product other than hardware. The City terminated its agreement with PADS due to this delay which, in the City's opinion, was a material breach of contract.
In the final settlement, the City agreed to pay for the hardware and was
forced to seek software from another source.
(A copy of this memo
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Responsive Design
The City went to bid for software systems capable of running on the HP 3000
during October and November, 1981. The resulting bids showed that there was a
lack of proven software available at a price the City could reasonably afford .
In January, 1982, the City awarded the software contract to Responsive Design,
Inc., a one man software house located in Orange County. was to come from Tulare County School District and would be modified for our
use.
The contract called for performance by the end of March, 1982. All systems
(accounting, accounts payable, utility billing, inventory) were to be up and
running. By March, 1982, the contractor requested an extension of time to
April, 1982, which was granted.
This new deadline was not met and a series of extensions and failures to meet deadlines followed until October, 1982. In October, 1982, the Finance
Director terminated the agreement with Responsive Design due to tlhe inability
to complete the project as promised. The Contractor appealed the decision to
the City Manager noting extenuating circumstances and promising clompletion by
December, 1982.
By the end of December, 1982, the systems remained unfinished. The Contractor
claimed that hardware problems within the control of the City caused the delay
of completion. The City corrected the problems and granted a further
extension to January, 1983. By the end of January, 1983, the systems still
remained unfinished. An attempt to contact Responsive Design revealed that
the Contractor had suffered severe health problems and would be unavailable
until March, 1983.
In March, 1983, the Finance Director contacted the Contractor and stated the
City's final position project completion.
the end of April, 1983, or the contract would be terminated.
On May 19, 1983, the Finance Directed terminated the contract with Responsive
Des ign .
Simcon
Simcon, a nation wide software house, acquired the software rights to all
Responsive Design software. This acquisition began taking shape in June, 1983
and did not culminate until October, 1983. The Simcon representatives talked
to the City occassionally during the acquisition and met with the Finance
Director on January 3, 1984.
Simcon has indicated an interest in solving the existing software problems but cannot guarantee any results until May or June, 1984.
The proposal system
All systems should be completed by
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The staff is reviewing the City's options at this point including a) allowing
Simcon to attempt to correct the existing problems and b) taking legal action
to recover the cost of the accounting and payroll systems from Sinlcon.
Data Stream
In 3uly the City contracted with Data Stream to install a utility billing
system to take the place of the one which was not delivered by Res,ponsive
Design. This system was installed within a few days of the agreedl upon
completion date and has been in use for about two months.
CURRENT POSITION
The Finance Department is presently using the partially completed accounting and payroll systems provided by Responsive Design.
inadequate and will eventually create major problems for the City if not
replaced in the very near future.
table for implementation of a new accounting system. The payroll system
should be replaced shortly after the accounting system.
These are seriously
The attached memo includes a proposed time
3AMES ELLIOTT
3E/ds
Attachments
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RESOLUTION NO. 7483
A RESOLUTION OF THE CITY COUNCIL OF THE CITY 10F CARLSBAD
AUTHORIZING THE MAYOR TO ENTER INTO AN AGREEMENT FOR CONSULT
SERVICES WITH ARTHUR YOUNG AND COMPANY TO ASSIST THE CITY
IN SELECTING AND IMPLEMENTING AN ACCOUNTING
SOFTWARE SYSTEM, AND TRANSFERING FUNDS.
WHEREAS, the City has determined that a need exists
replace or substantially improve the accounting software syst
presently running on the City's Hewlett Packard -3000 compute
system; and
WHEREAS, the City wishes to use consulting services
assist in the evaluation of the present system, review of
replacement systems and implementation of any selected accoun
software; and
WHEREAS, the City has requested proposals from quali
consulting firms capable of providing the above services; and
WHEREAS, after review of said proposals, the City fi
that the proposal of Arthur Young and Company most closely me
the City's needs; and
WHEREAS, the City Council has elected to fund the co
associated with this study from the Contingency alccount.
NOW, THEREFORE, BE IT RESOLVED by the City Council c
the City of Carlsbad as follows:
1. That the proposal of Arthur Young and Company
attached hereto is hereby accepted and the Mayor is authorize
execute the attached agreement with Arthur Young and Company
consulting services.
2. That the amount of $22,680 is hereby transferrec
from the Contingency account to the Finance Department budget
fund these services.
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PASSED, APPROVED AND ADOPTED at a regular meeting of
City Council of the City of Carlsbad held the24th -- day of
-7 1984, by the following vote, to wit:
AYES:
NOES: None
ABSENT: Wne
Council mrs Casler, Lewis, Kulchin, Chick and Prescott
9- d &&/
MARY H. CPLER, Mayor
ATTEST:
aAhL 2. 0- ALETHA L. RAUTENKRANZ, City C$rk
(SEAL)
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AG RE EM EN T
THIS AGREEMENT is made this day of --, 1984,
between the CITY OF CARLSBAD, a municipal corporation of the
State of California, hereinafter referred to as CITY, and ARTHUR
YOUNG AND COMPANY hereinafter ref erred to as CONSULTANT.
RECITALS
WHEREAS, the City has determined that a need exists to
replace or substantially improve the accounting software system
presently running on the City's Hewlett-Packard computer system;
and
WHEREAS, the Consultant has the qualifications to assist
the City in evaluating the present system and selecting new
accounting software; and
WHEREAS , the Consult ant shall be an independent
contractor of the City.
NOW, THEREFORE 9 in consideration of their mutual conve-
nants and conditions, the parties hereto agree as follows:
(1) DUTIES OF THE CONSULTANT
The Consultant shall provide the services outlined in the
proposal, Exhibit A attached hereto, dated 3anuary 12,
1984. These services shall include but not be limited to:
(a) Review the current general ledger, accounts payable
systems including purchase orders, encumbrances , and
budgetary reporting as described in Task 1 of the
attached proposal.
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(bl) In the event that the Consultant recommends
modifications to the existing software, the Consultant
shall assist the City in selecting a qualified firm to
perform such modifications and shall act as the City's
project manager throughout the process up to and
including implementation of such program
modifications.
(b2) Should the City and Consultant choose to replace the
existing accounting software, the Consultant shall
assist the City in the evaluation of three software
packages as described in Task 2b in the attached
proposal. This evaluation shall include interviews
with users, onsite visits, benchmark testing and
evaluations of system performance with regard to the
system specifications developed in this task. The
Consultant shall prepare a report to the City
summarizing the results of the study, including a
summary of any hardware modifications which would be
necessary to accommodate the proposed software and
present this report to City management. This report
shall include a recommendation as to which software
system best meets the City's needs.
The Consultant shall provide implementation assistance
to the City including development of an implementation
plan and project coordination and monitoring
services.
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(c) Provide a warranty that all staff provided by the
Consultant shall have the qualifications necessary to
perform the required analysis and that all products and
reports provided by Consultant shall be accurate
representations of the facts.
(2) DUTIES OF THE CITY
(a) The City will make payment to the Consultant as pro-
vided for in this agreement.
(b) The City will make available to the Consultant any do-
cument, studies, or other information in its possession
related to the proposed project.
(c) The City Finance Director shall act as the City's
representative for resolution of questions with respect
to this project and as the City's representative with
respect to performance of this agreement.
(3) TERMINATION OF AGREEMENT
The City may terminate this agreement at any time by giving
written notice to the Consultant of such termination and
specifying the effective date thereof, at least fifteen days
prior to the effective date of the termination. In event of
termination all finished or unfinished documents and other
materials prepared pursuant to this agreement shall become
the City's property. Upon termination for reasons other
than breach of this agreement City shall pay Consultant the
reasonable value of the services completed to the date of
notice of termination.
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(4) RELEASE OF INFORMATION BY CONSULTANT
Any reports, information or other data, prepared or assem-
bled by the Consultant under this agreement shall. not be
made available to any individual or organization by the Con-
sultant without the prior written approval of the City.
(5) OWNERSHIP, PUBLICATION, REPRODUCTION AND USE OF REPORTS AND
OTHER MATERIALS
All documents and materials prepared pursuant to this agree-
ment are the property of the City. The City shall have the
unrestricted authority to publish, disclose, distribute and
otherwise use, in whole or in part, any reports, data, or
other materials prepared under this agreement.
(6) PAYMENT
The Consultant will be paid a maximum of $22,680 dollars for
all work necessary to carry out the requirements of this
agreement as shown in Exhibit B attached hereto. Actual
payment shall be based on the attainment of milestones as
shown in Exhibit 8.
(7) TIME OF COMPLETION
Time is of the essence in carrying out the terms of this
agreement. The Consultant shall complete the installation
of an accounting system by May 15, 1984, and shall notify
the City in writing of any cause for delay beyond this date,
If a delay is caused as a result of the City's aictions or
inaction, the Consultant's completion deadline shall be
extended by the number of days of said delay. In the event
the Consultant shall not complete the assigned duties befort
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June 30, 1984, due to no fault of the City, the City may
immediately terminate this agreement and shall not be liable
for further payments to the Consultant.
(8) LIMITS OF THE OBLIGATION
The limits of the obligation of the City under this agree-
ment is in the sum of $22,680 which amount is estimated to
be sufficient to compensate the Consultant for all services
performed hereunder during the terms of this agreement. In
the event at any time it appears to the Consultant that said
sum may not be sufficient, he shall immediately so notify
the Finance Director. He will not perform any work or incur
any obligation beyond said sum of $22,680 without
appropriate amendment to this agreement.
(9) CHANGES IN WORK
If, in the course of this contract, changes seem merited by
the Consultant or the City and informal consultations indi-
cate that a change in the conditions of the contract is war-
ranted, the Consultant or the City may request a change in
the contract. Such changes shall be processed by the City
in the following manner. A letter outlining the required
changes shall be forwarded to the City or Consultant to
inform them of the proposed changes along with a statement
of estimated changes in charges or time schedule. After
reaching mutual agreement on the proposal, a supplemental
agreement shall be prepared by the City and approved by the
City Council. Such supplemental agreement shall. not render
ineffective or invalid unaffected portions of the agreement
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Changes requiring immediate action by the Consultant or the
City shall be ordered by the City Manager, who will inform a
principal of the Consultant's firm of the necessity of such
action and follow up with a supplemental agreement covering
such work.
The lump sum amounts detailed in this agreement shall be
adjusted for changes, either additive or deductive, in the
scope of work.
(IO) HOLD HARMLESS
The Consultant will indemnify the City against and hold it
harmless from all and any cost, expense, or liability for
damages on account of injury or death to persons or damage
to property or for any copyright or patent infringement
resulting from or arising out of or in any way connected
with the performance by Consultant of this agree-ment,
including the defense of any action arising therefrom.
Consultant will reimburse the City for all costs, expenses
and losses incurred by it in consequence of any claims, de-
mands and causes of action which may be brought against it
by any person arising out of the performance by Consultant
of this agreement.
(11) MAINTAIN INSURANCE
Consultant shall, at all times that this agreement is in
effect or the premises are occupied by Consultant, cause to
be maintained in force and effect an insurance policy or
policies which will insure and indemnify both City and Con-
sultant against liability or financial loss resulting from
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injuries occurring to persons or property in or about the
premises or occurring as a result of any acts or activity of
Consultant. The liability under such insurance policy shall
be not less than $100,000 for any one person injured or
$300,000 for any one accident and $50,000 for property dam-
age. The policy shall be written by a responsible company
or companies to be approved by City, and shall be noncancel-
able except on ten days written notice to City.
(12) INDEPENDENT CONTRACTOR
Consultant in accordance with his status as an independent
contractor, covenants and agrees that he will conduct him-
self consistent with such status, that he will neither hold
himself out as nor claim to be an officer or employee of the
City by reason hereof, and that he will not by reason
hereof, make any claim, demand, or application to or for any
right or privilege applicable to an officer or employee of
the City including, but not limited to, workmen's compensa-
tion coverage, unemployment insurance benefits, social se-
curity coverage, or retirement membership credit.
(13) ASSIGNMENT OF CONTRACT
Consultant shall not assign this contract or any part there-
of or any monies due or to become due thereunder without the
prior written consent of the City.
(14) SUBCONTRACTING
If the Consultant shall subcontract any of the work to be
performed under this contract by Consultant, the Consultant
shall be fully responsible to the City for the acts and
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omissions of its subcontractor and of the persons either
directly or indirectly employed by its subcontractor, as it
is for the acts and omissions of persons directly employed
by it. Nothing contained in this contract shall create any
contractual relationship between any subcontractor of Con-
sultant and the City. The Consultant shall bind every sub-
contractor and every subcontractor of a subcontractor by
their terms of this contract applicable to its work unless
specifically noted to the contrary in the subcontract in
question approved in writing by the City.
(15) PROHIBITED INTEREST
No official of the City who is authorized in such capacity
on behalf of the City to negotiate, make, accept or approve,
or to take part in negotiating, making, accepting or approv-
ing any architectural, engineering, inspection, construc-
tion, or material supply contract or subcontract in connec-
tion with the construction of the project, shall become dir-
ectly or indirectly interested personally in this contract
or in any part thereof. No officer, employee, architect,
attorney, engineer or inspector of or for the City who is
authorized in such capacity and on behalf of the City to
exercise any executive, supervisory or other similar func-
tions in connection with the performance of this contract
shall become directly or indirectly interested personally
in this contract or any part thereof.
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(16) VERBAL AGREEMENT OR CONVERSATION
No verbal agreement or conversation with any officer, agent
or employee of the City, either before, during or after the
execution of this contract, shall affect or modiffy any of
the terms or obligations herein contained, nor such verbal
agreement or conversation entitle the Consultant to any
additional payment whatsoever under the terms of this
contract.
IN WITNESS WHEREOF, the parties hereto have executed
this agreement on the day and year first above written.
CITY OF CARLSBAD, a Municipal
Corporation of the State of
C a1 if orni a
BY FRANK ALESHIRE, City Manager
BY CONSULTANT
ATTEST:
ALETHA RAUTENKRANZ, City Clerk
APPROVED AS TO FORM:
VINCENT F. BIONDO
City Attorney
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EXHI E311 "8"
PAY KNT SCHEDULE
The nature of this project is such that a payment schedule based on the
attainment of measurable milestones is to the advantage of both parties.
The following schedule of payments shall be followed unless modified in writin
and accepted by authorized representatives of both parties
Completion Amount DL Date Consul tan Milestone
(1) Evaluation of present software and hardware 21 10/84 $ 3,60C
-
system and presentation of completed report
Electing modification of existing software
i. Selecting of qualified technicians to
(2a)
perform modifications to existing software 2/24/84 $ 2,16(
ii. Preparation of implementat ion plan,
schedules, standards, testing procedures,
milestones, and quality control points 3/16/84 $ 2,16(
iii. Initiation of testing of completed software
modules 4/16/84 $ 2,16(
iv. Installation and successful completion all
of modifications as described in ii above 5/1/84 $ 2,16(
v. Acceptance of completed system by City 6/4/84 $ 2,16(
Electing selection of new accounting software
i. Presentat ion of completed report covering
results of the consultant's review of
existing specifications, and present at ion
of plans for evaluation software systems 2/17/84 $ 3,24(
(2b)
ii. Presentation of report on results of
review accounting systems 3/16/84 $ 3,24(
(3b) Installation of selected accounting systems on
the City's HP-3000 computer
i . Preparation of implement at ion plans,
schedules, standards, testing procedures,
milestones and quality control points 3/16/84 $ 2,701
software modules. 4/16/84 $ 2,70
ii. Initiation of testing of installed
7 -& *
iii. Completion of installation and final tests 5/1/84 $ 2,700
iv. Acceptance of completed system by City 6/4/84 $ 2,700
The City and Consultant understand that the installation phase of this project
is scheduled to be 120 hours of the Consultant's time.
exceeded by 10% before the Consultant may request the City to renegotiate the
Agreement. The Consultant will notify the City at the earliest sign of delay or excessive use of the Consultant's time on any part of the project.
Consultant agrees to reserve at least 120 hours of service for the installatio
phase of this project.
Completed installation shall be measured by the City as constructive use of
outputs such ds reports or checks generated by the new or modified system.
Constructive use shall mean the ability of the City to use such outputs in the
day- to-day administrat ion of the City's accounting process.
This number may be
The
I tYhiblt q m m
Citp of daris’bab
Proposal to Provide Software Selection
and lmplementa tion A ssis tanc e
January 1984
7 . a m
ARTHUR YOUNG & COMPANY
1 10 WEST A STREET, SUITE 1400 SAN DIEGO, CALIFORNIA 92101
ARUMUR VOUMG
(6 19) 238-1 1 44
January 12, 1984
Mr. James F. Elliott Finance Director City of Carlsbad
1200 Elm Avenue
Carlsbad, CA 92008
Dear Mr. Elliott:
We are pleased to submit this proposal to the City of Carlsbad
to assist in the selection and implementation of an accounting
software package. Our proposal is in response to your request
of .December 29, 1983, and is designed to meet the specific
needs of the City of Carlsbad.
Arthur Young & Company is dedicated to providing San Diego
County clients with full-service, locally resident consulting
support. As such, we have staffed this project with San
Diego-based consultants.
We look forward to assisting you on this important project. If
you have any questions regarding this proposal, please contact
Mr. Dan Littrell at (619) 238-1144.
Very truly yours,
bh*?iGupp-b-
1 a a e
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TABLE OF CONTENTS
Page
I. PROJECT BACKGROUND 1
11. TECHNICAL APPROACH 2
111. PROJECT SCHEDULE AND FEES 6
IV. PROJECT ORGANIZATION AND PERSONNEL
A. Project Organization 8 B. Project Staffing 9
V. FIRM EXPERIENCE AND QUALIFICATIONS
A. Our San Diego Office 10
B. Our Reputation 11 C. Quality of Service and Experience 11 D. Management Services 12 E. Summaries of Related Engagements 13
VI. RESUMES OF PROJECT TEAM 15
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I. PROJECT BACKGROUND
The City currently owns a Hewlett Packard 3000-30 computer.
City staff has been dissatisfied with the General ]Ledger and
Accounts Payable applications software packages se:Lected and
implemented to date.
The City seeks to retain a qualified consulting firm to
evaluate the current General Ledger and Accounts Payable
software packages, and make recommendations regarding the
advisability of modifying and enhancing the existing software
versus selecting new software. Based on that decision the
consultant will a) coordinate the modification and enhancement
of the -existing software, or b) assist in the evaluation,
testing and implementation of three alternative software
packages.
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11. TECHNICAL APPROACH
In this section we present our technical approach, consisting
of three tasks. Our approach is based on our understanding of
the present environment and our experience in conducting
similar engagements.
Task 1 - Evaluate Current Software Packages
The major objective of this task is to access the current
status of the existing General Ledger and Accounts Payable
packages, During this task, we will work closely with City
staff experienced in the operation of the current systems.
Based upon information derived through interviews with City
employees and review of system documentation and reports,we
will outline the current systems' advantages and disadvantages.
In addition to our review of the systems' general capabilities
and limitations we will review the systems' technical per-
formance including but not limited to:
Database structure
Database access methods
Programming structure
Based upon analysis of the review data, we will assist you
in evaluating the suitableness of having your existing software
modified and enhanced to meet your specifications, We under-
stand that the software company (SIMCOM) that acquired the
ownership of the software package Carlsbad is using has
offered to make modifications and enhancements. We will work
with you and the software company in assessing their proposed
approach to the software modifications. As a result of this
review we will make our recommendations advising the City as to
whether we believe it would be a reasonable approach for the
City to follow.
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< 1) - Based upon your decision as to the software approach the City
will follow, we will assist in the second task in one of two
ways:
a) Act as project coordinator for the modifications to
b) Assist the City in the evaluation and testing of
the existing software, or
three alternative software packages
Task 2A - Project Coordination of Current Software Modifica- tions -
We will assist the City to monitor and benchmark the modifica-
tions made by the software firm to the existing software. WE
will help the City to prepare an implementation plan to direcl
the modifications and enhancements. Included in this plan will
be periodic milestones and quality control check points tc
ensure that the project remains on schedule and that thc
modifications perform the functions correctly.
During the quality control check points we will assist the Cit:
to develop test data and routines to adequately exercise tht
various options of each function being modified and the soft-
ware packages as a whole. We will determine if a.ny function2
or capabilities not being modified are not affected by othei
modifications.
Upon completion of all modifications and enhancements we wil
work with the City and Simcom to design and develop a completc
system test package. This package will provide the acceptanci
testing for the new software by the City.
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Task 2B - Assist in the Evaluation and Selection of Software Packages
The major objective of this task is to assist the City in the
evaluation and selection of new Accounts Payable and General
Ledger software packages.
We will review the City's existing system specifications to use
as a basis for the functional requirements of the new packages.
Together with our information collected during Task 1, we
will develop a complete set of specifications for each system
sufficiently detailed to be useful in comparing the capabil-
$/ ities of the software packages to the City's requirements.
, I* We will assist the City in the evaluation of three alternative
packages for each of the General Ledger and Accounts Payable
systems. During this evaluation we will develop sufficient
test data to adequately test the operations of the considered
packages.
.J :
We will accompany the City on site visits to see the software
in operation and to interview current users of the software tc
determine their level of satisfaction with the software's
performance and the level of support supplied by the vendor.
If necessary, benchmark testing will be performed on the
packages to match the performance of the software against the
City's functional specifications.
As a result of our site visits, benchmark testing and documen-
tation review, we will summarize our findings regarding eack
package evaluated. In this summary we will outline the
advantages and disadvantages of each alternative resulting fron
our analysis of the evaluation data. Based upon the analysi2
results the City will be able to make the final selection oj
which software packages to acquire.
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We will evaluate the impact on the City's current hardwart
configuration of the selected software packages and makc
recommendations as to any additional capabilities that the Cit:
may have to acquire in order to properly support the operatioi
of the new software packages. These recommendations wil
include cost estimates where appropriate.
Task 3B - Implementation Assistance
Once Task 2B has been performed, we will assist the City in tht
preparation and monitoring of the implementation of the ne\
software packages. This process will include the developmen.
of an implementation plan including module testing points anc
the monitoring of the implementation process against the plan
We will act in a similar role as in Task 2A to provide the Cit
with project coordination and monitoring of the implementatior
of the basic modules in each of the two systems. We wil
actively participate in solving any problems that may occu
during the implementation process and will report the result:
of the problems to the City on a timely basis. In addition tl
reporting problem results, a periodic status report on thj
progress of the implementation will be prepared and presente
to City management.
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1) - 111. PROJECT SCHEDULE AND FEES
We have estimated our time for this project on a task basis due
to the decisions which will occur during this project. The
following estimates our involvement, by task:
Fees - Hours
Task 1 Current System Evaluation 40 $ 3,600
Task 2A Project Management 120 $10,800
of Current Software Modifications
Task 2B Evaluation of Three 72 $ 6,480
New Software Packages
Management of New Packages Task 3b Implementation 120 $lO,SOO
- Since Task 3B is based upon the results of the selection of nea
software and, at this point in time, we do not know whici:
packages will be -selected we have placed a condition on our
Task 3B estimate.
We will honor the not-to-exceed figure on Task 3B up to ai
amount 10% greater than the proposed fee. If it is determine(
that time will be required beyond the additional 10% we wil
advise the City of the additional time estimate. We will the
continue the project once the new estimate for additional wor
has been approved.
The fees for our professional services are based on the hour
of consulting provided times the applicable hourly billing rat
of the consultant performing the work. We estimate our fee
for the work described under "Technical Approach" to be $14,4C
plus $1,200 for out-of-pocket expenses for Tasks 1 and 2A c
$20,880 plus $1,800 for out-of-pocket expenses for Tasks 1, Z
and 3B. Expenses resulting from out-of-town travel for si.
visits are not included in the above amounts.
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We are prepared to begin this project on February 1, 1984. We
will provide the necessary consulting time to target March 15,
1984 as the package selection date and May 15, 1984 as the
initial operational date for the new packages.
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IV. PROJECT ORGANIZATION AND PERSONNEL
A. Project Organization
In addition to technical competence, the consulting firm chos-
en for a project of this importance and magnitude must be
capable of successfully managing its own project team. Proven
project management techniques enhance the consultaut's ability
to meet time commitments and provide realistic recommendations,
Having conducted numerous major public and private sector
consulting engagements, our Firm has found that a project
organization structure such as the one described below has a
number of significant advantages:
7
It provides mechanisms for maintaining a meaningful, candid and open level of dialogue between the client
and the consultants, maximizing the likelihood that
the study's outcome will be both responsive to the organization's needs and acceptable to the personnel
it affects.
It provides sufficient structure and definition of task responsibilities to ensure efficient and effec-
tive utilization of both the client's and consulting firm's staff.
The critical roles in this project organization structure
are:
1) Project Coordinator
The role of the Project Coordinator is to assist in maintaining overall day-to-day direction of the
engagement, and to assist in arranging key meetings and providing critical information sources. It is
our understanding that Mr. James Elliott will serve
as the Project Coordinator.
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2) Partner-in-Charge
Our Firm has an on-going responsibility and commit- ment to maintain our national reputation by providing
the highest quality professional work possible. It will be the role of the Partner-in-Charge, Mr. Michael Kingsbury, to continually monitor the engagement for
the purpose of assuring high quality results and on-time completion of all activities. Mr. Kingsbury
has participated in similar assignments and has
extensive experience with governmental systems anc operat ions.
3) Project Manager
Arthur Young & Company assigns to each engagement e
Project Manager who is thoroughly familiar with thc
type of work desired by the client and is best suitec to coordinate the activities of the consultant5
assigned to the engagement. The Project Manage] serves as the main contact with the client throughoul
the study and directs all of the day-to-day activi-
ties. The Project Manager for this study will be Mr Dan Littrell, a Senior Manager in our San Diegc office.
B. Project Staffing
Arthur Young & Company has assembled a project team possessin1
exceptional technical skills and knowledge of local governmen.
operations, These team members will provide the skills
experience and time necessary to ensure that the City receive
a high quality product.
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V. FIRM EXPERIENCE AND QUALIFICATIONS
Founded in Chicago in 1894, Arthur Young & Company, like the
accounting profession itself, has grown dramatically over the
years -- slowly at first but with increasing momentum in the
past two decades to meet the growing challenges of a dynamic
economy. Today, Arthur Young & Company is one of the largest
professional firms in the world, with services available
through 74 offices in the United States and over 130 offices
abroad .
We take pride in our history of growth and expect it to con-
tinue, for it is our conviction that any organization serving
the business community today must grow if it is to keep pace
with the increasingly diverse, complex, and widespread activi-
ties of its clients.
A. Our San Diego Office
Arthur Young & Company has been in San Diego since 1959.
Although the Firm is international, the San Diego office
retains a strong local identity; the nature of our skills and
the style of our practice necessarily reflect the local en-
vironment, Like the Firm, however, we are oriented toward the
tailored solution of problems and assignments rather than
toward the narrow implementation of preconceived ideas. As a
matter of policy, we maintain as full a range of interdisci-
plinary skills as possible because we believe we can be of
maximum service to clients by doing so. When the capacity of
our local resources is exceeded, we have available to us thc
additional support of our Orange County, Los Angeles and Sal
Francisco offices.
Currently, our personnel complement in San Diego includes 8(
people, of which 70 are professional staff, These professional
people are involved in day-to-day activity in the areas ol
management consulting, accounting and auditing, and tax con-
sult ing.
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1 B. Our Reputation
Certainly size alone is no sound measure of the quality of a
professional firm, except perhaps to the extent that a large
and enduring clientele indicates satisfaction with the services
rendered. A far more important criterion is the firm's reputa-
tion among other members of the profession, among the clients
it serves and among the public at large. Throughout the
history of Arthur Young & Company, the Firm and its partners
individually have maintained a reputation for excellence seconc
to none in the professional services field. Our professior
prohibits solicitation; thus, the abilities of our staff anc
the quality of our work must be one of the highest caliber ij
we are to maintain and improve our position.
C. Quality of Service and Experience
As a Firm we are committed to the objective of providing the
highest possible quality of service to all our clients. We
accomplish this goal from the beginning through our concen-
trated recruiting and selection efforts, through our Firm-wid(
training programs and through the experience gained by servin!
a widely diversified selection of clients.
We believe that we can focus the talents and efforts of ou
people and our other resources upon the needs and objectives o
each client organization in a constructive and objective
manner. Because of our experience, we believe that we ca
effectively compliment the knowledge and capabilities of thl
client's own staff and contribute new and fresh ideas to thl
proposed project.
Our basic philosophy can be described in one word - service
Immediate availability to our clients of a broad range o
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business and technical competence is our prime objective and we
have organized our resources accordingly. Arthur Young &
Company is not affiliated with any dealer or manufacturer, thus
ensuring objectivity when designing and evaluating procedures
and systems for our clients.
D. Management Services
Arthur Young 8z Company's Management Services Group has been ir
existence for over twenty-five years. It employs over 60C
management consultants and is one of the largest consulting
organizations in the country.
We are equipped to provide our clients with a variety of man-
agement consulting services. These services include:
Electronic Data Processing - Design and installation 01 computer systems; feasibility studies; assistance ir
modifying and updating existing systems.
Office Systems Consulting - Feasibility studies aimed a1
evaluating applications and equipment requirements: design and implementation of off ice systems; assistanct
in integrating office technologies and systems.
General Management and Organization Consulting - Poli- cies and procedures design; long-range planning; organ- ization planning; general counseling; management-by- objective programs.
Operations Analysis - Staffing studies; methods improve- ment/work measurement programs; resource managemen.
systems.
Financial Planning and Control - General accountin! systems; budgeting systems; cost analysis; profit plan. ning.
Personnel and Industrial Relations - Classificatio
studies; management development programs; compensatio and incentive plans; employee training.
Executive Recruitment - Recruitment of management-leve personnel.
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E. Summaries of Related Engagements
Experience on prior projects demonstrates our capability tc
~ perform this project. The following are specific project:
related to this proposal.
1
1
I
City of Escondido
We are currently conducting a requirements analysis 0: the City's data processing and office system needs anc developing an information systems master plan. Thc project also includes the evaluation and selection o
computer hardware and software, and definition of dat< processing organizational considerations.
County of San Diego
Conducted a special review of EDP services. Stud resulted in findings and recommendations regardin turnover and compensation of EDP department personnel training needs, user needs for additional data processin
support, project control and reporting system needs an project justification policies and procedures.
University of San Diego
Assisted the University to select a computer configura tion to perform accounting, registration, admissions class scheduling and student records functions. Infor mational and operational needs were analyzed, and curren
and future requirements were developed. Based on thes requirements, computer equipment was selected an application software was designed.
San Diego City Schools
Developed a long-range data processing plan. Addition ally', evaluated ten data base management system softwar
packages against the District's data processing needs As part of another project evaluated the District' payroll operations. Work involved an anal.ysis of bot the operational and data processing aspects of th
District's payroll requirements.
NU-EAR Electronics Inc., San Diego, California
Reviewed accounting and production software package already running on the company's computer. Additionallj documented the major problems and user concerns and mac recommendations for improvement.
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.' I, ,
Courseware, San Diego, California
Assisted in the evaluation, selection and implementation of an accounting software package to run on a micro- computer.
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MICHAEL F. KINGSBURY Partner-in-Charge
Mr. Kingsbury is the Office Director of Management Services
1 in Arthur Young's San Diego office. He has directed numerous
studies of financial systems, many of which have focused on the
ability of the system to provide management information for
planning and control of the operation. With our emerging
business clients he focuses on their needs for adequate finan-
cing using computer-based models to project cash requirements,
return of investment, and ability to fund debt. His major
areas of expertise include general accounting, cost accounting,
variable budgeting, capital budgeting and planning and fore-
casting systems.
Relevant experience includes:
Directed a series of engagements for the San Diegr County Grand Jury including management reviews of dat, processing, fleet operations, the contracting procesi and the budgeting process.
-0 Directed the design and implementation of an accountini system for a new corporation which provides dat, processing services to the City of San Diego.
Assisted in selecting computerized Finatnce System to perform all the fund accounting for the City of Sa Jose. The system was identified through a transfe study which included developing a system definition survey of existing packages, and recommendation of th package to implement. This system will provide accoun ting for all capital outlay and plan fund accounting
Assisted in defining financial management syste requirements for the City of Los Angeles.
Conducted a management review of the implementation a new computer hardware and software for the City o Seattle. The study led to the identification of number of areas for improvement within the system thi had been implemented.
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Michael F. Kingsbury cont.
Participated in an engagement for the San Francisco Municipal Railway to prepare a data processing master plan. His responsibilities included the design of systems to fulfill the Section 15 reporting require- ments.
Managed an engagement for AC Transit District tc develop a long-range plan for systems and data proces- sing improvements, including a complete review anc
analysis of existing accounting and statistical re- porting systems. System specifications were developec to meet both management's information requirements anc
federal reporting requirements (FARE).
Managed an operational audit of the purchasing func. tion of nine major departments and agencies for thl Territorial Auditor of Guam. Many of our recommenda tions were subsequently enacted into law, regulation and policies.
Before joining the Firm Mr. Kingsbury was an instructor at th
University of California, Berkeley. He holds an MBA and a B
degree from the University of California, Berkeley, both with
major in accounting. Mr. Kingsbury is a Certified Publi
Accountant, a Certified Information Systems Auditor, and
Certified Management Consultant. He has also served as th
Chairman of the Library Commission for the City of San Diego
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DAN LITTRELL Project Manager
Mr. Littrell is a Senior Manager in our San Diego office,
responsible for office systems and data processing consulting.
As such, he has been involved in engagements concerned with
the planning, design and organization of computer installa-
tions for system application software as well as hardware.
Mr. Littrell holds an MBA and a BS degree in computer science
from California Polytechnic State University in San Luis
Obispo. During his four years in industry prior. to joining
Arthur Young & Company, he was involved with the establish-
ment of a large computer installation in San Diego County.
Since joining the Firm, Mr. Littrell had been responsible for
systems design, hardware and software select ion and organi-
zation of office systems and data processing installations
in both the public and private sectors.
Recent engagements include the following:
-..
Currently managing a project to assist a local City witl:
the development of an information systems master plan,
and select hardware and software to support those plans.
Assisted in the development of a long-range data proces- sing plan for a public sector organization with a dats processing budget in excess of one million dollars . Thc plan included software development, hardware procure- ment and personnel planning for three years.
Directed the research and evaluation of a large payroll system for the San Diego City Schools. Evaluatior included analysis of existing payroll data collect ior
methods and recommendations for improving them.
Developed a detailed implementation/test plan for thc financial data base system for the San Diego Count! Board of Education.
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-7
Dan Littrell cont. .
Performed a management audit of the County of San Diego's data processing department. Recommendations for improvement were made in the areas of turnover and
compensation, training, user needs for additional data
processing support, project control and reporting system needs and project justification policies and
procedures.
Analyzed building permit process system for the County
of San Diego to determine its effect on home building
starts.
Managed the review and evaluation of the employee benefits system for a local school district and made recommendations for improvements to ensure system accuracy and reliability.
Managed a project to assist the San Diego City Schools
in the evaluation and selection of a data base manage-
men t s ys tem.
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1
FLOYD G. WEBB
1 Project Consultant
Mr. Webb is a senior consultant in our San Diego office. He
received his Master of Accountancy from Bowling Green State
University and a Bachelor's degree in Mathematics from Central
Michigan University. He has over ten years experience in
the accounting and finance area and is a Certified Public
Accountant.
Mr. Webb has a diverse business background and has been em-
ployed with the largest corporations in San Diego. His most
recent business experience includes:
For a national inventory service company, performed an evaluation of the control strengths and weaknesses of
their accounting and information reporting system.
For a semi-custom microchip manufacturer, assisted in
the development of data system requirements definition and subsequent vendor selection.
For a local utility, coordinated, with the Information Center, the development of IBM Personal Computer Standards, procedures and control points for user deployment. Evaluated software packages compatible with the IBM blicro to determine relevance to the
various user departments.
For an international public accounting firm, implemented accounting and management information systems. Partici-
pated in audits of private and public companies.
For a large Defense Contractor, represented Senior Man- agement in the financial aspect of contract management.
For a computer manufacturer, assisted division manage- ment in the development of quarterly and yearly finan- cial budgets and business plans. Financial represen-
tative in the implementation of automated general
ledger, billing and accounts payable system.
Mr. Webb is a member of the American Institute of Certifiec
Public Accountants and the California Society of Certifiec
Public Accountants.
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