HomeMy WebLinkAbout6. MANAGERS REPORT 01/19/2010
MOUNT PROSPECT POLICE DEPARTMENT
FORMAL MEMORANDUM
CHF 10-08
CONTROL NUMBER
TO:
MICHAEL E. JANONIS, VILLAGE MANAGER
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FROM:
CHIEF OF POLICE
SUBJECT: 2010 POLICE VEHICLE PURCHASE
DATE: JANUARY 6,2010
REQUEST TO PURCHASE NINE (9) 2010 FORD INTERCEPTOR MAR
SQUAD CARS
Background Information on the Marked Police Patrol Squad Car Fleet /
In 2000, the police department began purchasing Ford Interceptor marked patrol squad cars as
replacements for the discontinued Chevrolet Caprice squad cars. The department completed the
transition to an all Ford fleet of marked patrol squad cars the following year. The Ford
Interceptors have proven to be well suited to police patrol operations. An evaluation of the
Interceptor's acceleration, braking, turning and maneuvering capabilities indicates it meets all of
the department's emergency and pursuit driving requirements. Being a large, full frame vehicle,
the Interceptor easily accommodates the in-car computer, mobile video recorder and police
radios that are installed in the front seat area, while also providing ample room to safely and
effectively transport prisoners in the back seat area. Finally, Public Works mechanics are
satisfied with the Interceptor's durability and reliability, with the warranty and repair services
provided by Ford dealers and with Ford's responsiveness to recommendations for vehicle
improvements in subsequent model years.
In 2008, the Police Department was scheduled to replace eleven (11) Ford Interceptor squad cars.
Based upon their low mileage and excellent condition, the Police Department recommended
foregoing the purchase of ten (10) patrol vehicles. It was staff's recommendation to move from
a two year replacement schedule to a three year replacement schedule for patrol vehicles. This
decision was based upon current and anticipated mileage, and vehicle condition. A single Ford
Interceptor was purchased to replace a 2000 Ford Interceptor with approximately 65,000 miles.
Additionally in 2008, in lieu of replacing the scheduled ten (10) Ford Interceptor squad cars, the
department, with the approval of your office and the Village Board, purchased six (6) Chevrolet
Impalas to replace all high mileage vehicles assigned to the investigative unit and one (1)
Chevrolet Impala assigned as a staff vehicle. The purchase of the Chevrolet Impalas in lieu of
the Ford Interceptors resulted in a savings of $149,400.
In 2009, the Police Department resumed its scheduled squad car replacement with the purchase
of eight (8) Ford Interceptor squad cars, two (2) Ford Expeditions for patrol supervisors and one
(1) Ford Explorer as a marked community service vehicle. An additional Ford Explorer was
purchased as a staff vehicle.
Page 10f3
MOUNT PROSPECT POLICE DEPARTMENT
FORMAL MEMORANDUM
CHF 10-08
CONTROL NUMBER
Alternative Squad Car
At this time there are two (2) alternative "full size" sedan style police pursuit vehicle packages
available, the Chevrolet Impala and the Dodge Charger. Despite being sold as a "full size"
vehicle, the Chevrolet Impala is smaller than the Ford Interceptor and thus does not adequately
accommodate people or equipment as well as the Ford Interceptor. The Dodge Charger uses uni-
body construction and does not have a frame as the Ford Interceptor does. Additionally, the base
price of the Dodge Charger is $22,397 while the Ford Interceptor base price is $20,668.
Recommendation
The department is recommending the purchase of nine (9) Ford Interceptors for use as police
patrol squad cars. The Ford Interceptor, in a police pursuit vehicle package, is available from
Landmark Ford in Springfield under a State of Illinois bid award (PSD #4015559) at a cost of
$22,500 per vehicle. This price includes vehicle options and freight. As a comparison, last year
the Village purchased replacement squad cars under the state bid award at a cost of $22,400 per
vehicle. We are requesting the Village Board authorize the purchase of nine (9) Ford Interceptor
police pursuit vehicles from Landmark Ford at a total cost not to exceed $202,500 under the
pricing of the State of Illinois contract for police vehicles. The State of lllinois contract was
awarded through a competitive bid process, and we are eligible to make purchases under the
contract provisions. Funds for these nine (9) vehicles are available for this expenditure in vehicle
replacement account #6707709-660123, which is listed on page #288 of the 2010 Annual
Budget. Delivery of these nine (9) vehicles will be in early 2010.
Vehicle Conversions
In 2009, the Police Department was tasked with selecting a new vendor to provide squad car
conversions and new equipment installations. Until this time, Custom Vehicle Systems of
Grayslake had provided this service but the company ceased operations in the last half of 2008.
A squad car conversion consists of removing and re-installing police vehicle equipment from a
replaced vehicle into a new vehicle. Additionally, the conversion involves the installation of
new emergency lighting, mobile data computers with mountings, radios, mobile video recording
systems and numerous other squad equipment items. In the Chicagoland area, there are a limited
number of installers who provide this service. As part of the selection process for a new
installer, the department looked at the basic cost to remove and reinstall base equipment into new
police vehicles, the cost for miscellaneous new equipment, the business' reputation with local
police agencies and any past experience we may have had with the installer. Two local
businesses were selected based on reputation and ability to meet our needs, Lund Industries of
Wheeling and Ultra Strobe Communications of Crystal Lake. A comparison of price indicated
that Lund Industries charged $1,845 and Ultra Strobe Communications charged $1,350 per basic
vehicle conversion. In addition to the base conversion price per vehicle, additional equipment is
purchased and installed. This includes wiring, antennas, mobile data docking stations,
emergency lighting equipment and miscellaneous equipment. This cost includes an emergency
light bar at a cost of $1,200. This light bar replaces light bars purchased approximately ten (10)
years ago. The new light bar incorporates LED technology and will remain in use for the next
five (5) to ten (10) years. Attached for your review is a breakdown of equipment and cost per
vehicle conversion.
Page 2 of 3
MOUNT PROSPECT POLICE DEPARTMENT
CHF 10-08
FORMAL MEMORANDUM
CONTROL NUMBER
The cost to purchase and install new equipment was substantially similar between Lund
Industries and Ultra Strobe Communications. Both rely on prevailing retail and installation
costs. Accordingly, Ultra Strobe Communications cost for a complete vehicle installation was
$8,965 or $495 less than Lund Industries.
Recommendation
Based upon costs, service and ability to promptly meet the needs of the department, it is staffs
recommendation to utilize Ultra Strobe Communications of Crystal Lake for department squad
car conversions and installations.
In conclusion, it is requested that the bid process be waived to employ the services of Ultra
Strobe Communications for the conversion and purchase of related installation equipment for
nine (9) squad cars at a cost not to exceed $81,000.
Funds to convert and equip these nine (9) vehicles are available for this expenditure in vehicle
replacement account #6707709-660123, which is listed on page #288 of the 2010 Annual
Budget.
Finally, at the direction of the Public Works Director, all vehicles replaced in 2009 will be placed
into service by other Village departments or placed into auction.
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Attachments
c: Deputy Police Chief Michael Semkiu
Deputy Police Chief Robert Rzepecki
Director of Public Works Glen Andler
Deputy Director of Public Works Sean Dorsey
Public Works Vehicle Maintenance Superintendent Jim Breitzman
\\Pfl\pflpi$\MSemkiu\USRDA1\My Documents\Equipment\Squad Purchase Request 20lO.doc
Page 30f3
landmark Ford Inc.
You Always Do Better At Landmark
2401 Prairie Crossing Drive
Springfield, IL. 62711
Phone: 2178625253
Fax: 217 862 5316
DESCRIPTION
2010 Ford Police Interceptor
Delete cruise
Deliver
Power drivers seat
21A
Heated mirrors
Trunk pack kevlar
Cloth rear seat
14T
Undercoat
Tutone Black & White
952
41H
437
730A
Engine block heater
Cars keyed alike 1435X
3.55 limited slip axle
Sound off Dome Light
Decklid release on dirvers door
61H
96C
Body moldings shipped in trunk
Paper service manual
85.00 in other
Make all checks payable to Landmark Ford Inc. If you have any
questions concerning this quote, contact Lyle E Snow Ph 217 862 5253 Cell 217 553 2508
emaillylesnow@msn.com
THANK YOU FOR YOUR BUSINESS!
Quote
DA TE:
Quote For: Village of Mt Prospect
50 South Emerson St
Mt Prospect, Illinois 60056
$ 20,668.00
(189.00)
185.00
330.00
35.00
166.00
(55.00)
185.00
770.00
30.00
50.00
142.00
91.00
60.00
30.00
SUBTOTAL $
22,498.00
8
179,984.00
185.00
1 69.00
Units
Sub total
OTHER
TOTAL $
Quote
landmark Ford Inc.
DA TE:
You Always Do Better At Landmark
2401 Prairie Crossing Drive
Springfield, IL. 62711
Phone: 217 862 5253
Fax: 217 862 5316
Quote For: Village of Mt Prospect
50 South Emerson St
Mt Prospect, Illinois 60056
DESCRIPTION
2010 Ford Police Interceptor $ 20,668.00
Deliver 185.00
Power drivers seat 21A 330.00
Heated mirrors 35.00
Trunk pack kevlar 14T 166.00
Cloth rear seat (55.00)
Undercoat 185.00
Engine block heater 41H 30.00
Cars keyed alike 1435X 437 50.00
3.55 limited slip axle 730A 142.00
Sound off Dome Light 91.00
Decklid release on dirvers door 61H 60.00
SUBTOTAL $
Units
21,887.00
1
21,887.00
Sub total
OTHER
TOTAL $
21,887.00
Make all checks payable to Landmark Ford Inc. If you have any
questions concerning this quote, contact Lyle E Snow Ph 217 862 5253 Cell 217 553 2508
emaillylesnow@msn.com
THANK YOU FOR YOUR BUSINESS!
MPPD Squad Car Equipment & Install approx. costs
Patrol front-line Vehicle
2010 Ford Crown Victoria / Police Interceptor (CVPI)
(4 door patrol squad form factor)
As of December 4, 2009
(Estimated approximate price increase of 3% - 6% each year.)
Reinstallation of Equipment
Siren, PA Mic, Amplifiers
Lightbar (LED)
Pre-Emption for lightbar wi park-kill
Exterior Viper LED (red)
erior Viper LED (blue)
obe Power Supply wi 6 clear strobe tubes
Siren Speaker (AS124)
Center Equipment Console (IC500) wi armrest & cup
holder
nter
DT Dock and mounting hardware
Vertical Rifle Rack (Cage Mount)
Headlight Flasher
Secure Idle
Pelican 7060 LED flashlight & charger
nnectors^elc,muti-plug oulet, misc computer and
uipment cables, brackets
lectronic Devices Delay Timer
adio Antenna VHF (low profile) wi cable
Radio Antenna 800 MHz (low profile) wi cable
MDT Antenna GPS I 2.4GHz (low profile) wi cable
MVR Antenna GPS I 2.4GHz (low profile) wi cable
VRM antenna 800MHz (low profile) wi cable
Push Bumper
Arrowstick wi red & blue wi controller
Moving Radar wi rear view mirror display
ion Printer
er's License scanner
oner Cage
nsoner Rear seat (molded plastic)
(We try to reuse as much equipment as practical.)
$1 ,350 $1 ,350
$890 $900
$1 , 145 1,200
$255 $255
$100 $400
$100 $400
$410 $410
$105 $105
$400 1 $400
$40 1 $40
$850 1 $850
$75 1
$70 0 $0
80 0 $0
$160 1 $160
$600
$80
$75
$75
$145
$145
$75
$320
$500
$2,100
$500
$450
400
$480
Mount Prospect
Mount Prospect Public Works Department
INTEROFFICE MEMORANDUM
FROM:
VEHICLE MAINTENANCE SUPERINTENDENT
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TO:
VILLAGE MANAGER MICHAEL E. JANONIS
DATE:
JANUARY 11, 2010
SUBJECT: REVISED RECOMMENDATION FOR NEW PAINT SPRAY BO
($144,980)
Backaround
In the Public Works Vehicle Maintenance Expansion Project there are targeted funds
($259,000) included in the Guaranteed Maximum Price (GMP) for the procurement and
installation of a new vehicle paint spray booth.
On October 20, 2009 the Village Board waived requirements for the formal bidding
process and awarded a contract to the lowest cost proposal received from Jones
Equipment Company, Inc. (JEC) for the purchase and installation of a new paint spray
booth in an amount not to exceed $128,500.
After receiving Village Board approval we sent the company a notice of award letter
which stated final approval was contingent upon accepting their complete set of project
drawings and other standard requirements before awarding a contract to them. After
reviewing these proposed project drawings with JEC, we determined their proposal to
be unresponsive and unable to meet the minimum specifications required for the floor
pit of the spray booth. The specification for the grating and associated supports in the
floor are the responsibility of the spray booth company and shall be designed to support
a typical 50,000 Ib vehicle. JEC decided to rescind his bid for the job after we
questioned their grating support capacity.
Staff was disappointed by not achieving an agreement with Jones Equipment Company
after receiving Board approval, since they were initially perceived as offering the most
attractive package and provided the lowest price. Since the company was unable to
make the necessary changes to meet these specifications, I contacted Wellman
Systems L TO, which was the next lowest cost proposal originally received.
Discussion
Wellman Systems was very responsive to my call and I subsequently met with them
several times to discuss their proposal in detail. Similar to JEC, they also
recommended reducing the burner BTU (British thermal unit) output from the 4.8 million
originally specified and proposed to a 4 million BTU burner. Wellman has also
Page 1 of 2
Revised Recommendation for Paint Spray Booth ($144,980)
January 11, 2010
submitted project drawings and spray booth specifications and all meet or exceed the
contract requirements.
Wellman Systems made the necessary changes to their proposal and has lowered the
total cost to $144,980 from their original proposal cost of $152,680.
Wellman Systems has successfully installed similar vehicle paint spray booths at a
number of facilities throughout Illinois and the Midwest including Collision Centers of
America, Platinum Collision and Precise Auto Body. Reference checks at these
facilities revealed a very high degree of satisfaction with both the spray paint booth and
Wellman Systems customer service.
Proposal Recommendation
I therefore recommend the Village Board cancel the recent award to Jones Equipment
Company, waive requirements for the formal bidding process and accept the next
lowest cost proposal from Wellman Systems L TO of Crystal Lake, Illinois for the
purchase and installation of a new paint spray booth in an amount not to exceed
$144,980. There are sufficient funds for this proposed purchase within the existing
Public Works Vehicle Maintenance Expansion Project budget.
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Vehicle Maintenance Superintendent
Glen R. Andler
Director of Public Works
JB
Attachment
C: Sean Dorsey, Deputy Director of Public Works
I:\PW Addition-Equipment\Paint Spray Booth Rec for V-M, Wellman 2010-2.doc
Page 2 of2
Mount Prospect
Mount Prospect Public Works Department
~
INTEROFFICE MEMORANDUM
TO:
VILLAGE MANAGER MICHAEL E. JANONIS
FROM:
VEHICLE MAINTENANCE SUPERINTENDENT
DATE:
OCTOBER 14, 2009
SUBJECT: PROPOSAL RECOMMENDATION FOR NEW PAINT SPRAY BOOTH-
($128,500)
Background
In the Public Works Vehicle Maintenance Expansion Project there are targeted funds
($259,000) included in the Guaranteed Maximum Price (GMP) for the procurement and
installation of a new vehicle paint spray booth.
This booth will replace the public works department's original paint spray booth that was
installed when the public works facility was constructed in 1988. The original booth was
removed as part of the vehicle maintenance expansion project in order to convert the
floor space it occupied into a service bay for the fire department's tower truck and
engines. The new paint spray booth will be installed in a newly constructed bay at the
west end of the vehicle maintenance area. The new bay features a custom-designed pit
that will facilitate the downdraft air handling systems that are the industry and regulatory
standard for modern paint spray booths.
Our general contractor, Leopardo Companies, Inc. of Hoffman Estates, Illinois solicited
price quotations for this purchase several months ago but did not receive any
responses.
After discussing the matter with Leopardo and reviewing the process with potential
contractors, it was determined the most likely reason for this outcome could have been
the non-union nature of the paint booth installation industry. Typically these companies
are very small and employ non-union laborers to perform installation work. Leopardo is
signatory to a collective bargaining agreement that requires them to hire union
employees and sub-contractors. It is this requirement that the mostly non-union paint
spray booth bidders found problematic when considering a response to the Leopardo's
original request for price quotations.
Since then, we have met again with four (4) qualified spray booth companies to discuss
our options and gain a better understanding of each company's products and
recommendations. After this review we suggested to Leopardo's staff that the village
could hire a company directly to avoid this unique labor issue. The Village does not
Page 1 of 3
Proposal Recommendation for Paint Spray Booth ($128,500)
October 14, 2009
have a contractual or regulatory obligation to hire only union contractors. The Village
only has a statutory obligation to pay prevailing wages.
Proposal Results
Subsequently, the specifications for this work were modified and requests for proposals
were circulated to three (3) paint spray booth vendors. Each of these vendors had
previously met with staff, were familiar with the scope of work, and offered product
solutions that staff determined would satisfy the Village's needs. On Tuesday,
September 22, 2009, Leopardo received three (3) sealed proposals for the proposed
purchase and installation of a new paint spray booth at Public Works. The results are
as follows:
Company
Jones Equipment Company, Inc.
Mundelein, IL
Price
$128,500
$152,680
$233,700
KMI Systems, Inc.
Crystal Lake, IL
Crystal Lake, IL
Wellman Systems L TO
Discussion
The general contractor and staff have reviewed the proposal submittals and found
Jones Equipment Company, Inc. of Mundelein, Illinois (JEC) offers the most attractive
package and provides the lowest price. We must note, however, that the JEC proposal
takes exception with a technical specification that requires a 4.8 million BTU (British
thermal unit) burner. Instead, JEC has submitted a proposal featuring a 3.5 million BTU
burner. Staff has examined this proposal thoroughly and concluded that the 3.5 million
BTU burner solution suggested by JEC will, in fact, satisfy the Village's needs.
Therefore, we recommend waiving this exception as informality and accepting the JEC
solution as the lowest, responsive proposal.
Additionally, it is relevant to note that JEC can provide a larger 4.8 million BTU burner,
at a total cost of $148,300. This alternate solution would still be the lowest cost
proposal. However, it is the opinion of staff that such a large burner is not necessary for
our intended use.
JEC has successfully installed similar vehicle paint spray booths at a number of facilities
throughout Illinois and the Midwest including Peterbuilt Central Illinois in Bloomington,
Illinois and Rendel's GMC Trucks in Joliet, Illinois. Reference checks at these facilities
revealed a very high degree of satisfaction with both the spray paint booth and JEC's
customer service.
Page 2 of3
Proposal Recommendation for Paint Spray Booth ($128,500)
October 14, 2009
Proposal Recommendation
I believe Jones Equipment Company's proposal offers the most attractive package,
provides for the completion of this portion of the project and results in a substantial
savings to the Village.
I therefore recommend the Village Board waive requirements for the formal bidding
process and accept the lowest cost proposal from Jones Equipment Company, Inc. of
Mundelein, Illinois for the purchase and installation of a new paint spray booth in an
amount not to exceed $128,500. There are sufficient funds for this proposed purchase
within the existing Public Works Vehicle Maintenance Expansion Project budget.
James R. Breitzman
Vehicle Maintenance Superintendent
I Concur.
Glen R. Andler
Director of Public Works
c: Sean Dorsey, Deputy Director of Public Works
JB
I:\PW Addition-Equipment\Paint Spray Booth Rec for V-M, JEC 2009.doc
Page 3 of3
INTEROFFICE MEMORANDUM
V illage of Mount Prospect
Fire Department
FROM:
FIRE CHIEF AND PUBLIC WORKS DIRECTOR
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I I ~I'O
TO:
VILLAGE MANAGER MICHAEL E. JANONIS
DATE:
JANUARY 13, 2010
SUBJECT: PHASE I PROJECTS - GUARANTEED MAXIMUM PRICE R
On March 17, 2009 the Village Board approved Leopardo Companies' Guaranteed
Maximum Price (GMP) of $11,925,713 for the construction of the Phase I Projects
including (1) Fire Station #14, (2) various modifications at Public Works, and (3) the
Emergency Operations Center. Included within the GMP is an allowance for the
procurement and installation of a new paint spray booth for Public Works' Vehicle
Maintenance.
In a separate memo the Public Works Director will explain why $144,980 needs to be
transferred out of the Guaranteed Maximum Price (GMP) to the project side of the
construction expenses for this purchase.
Staff is requesting Village Board Approval to reduce the Guaranteed Maximum Price for
construction by $144,980, the cost of the new paint spray booth. This approval would
reduce the GMP from $11,925,713 to $11,780.733. Village Staff will be available at the
January 19, 2010 Board Meeting to answer any questions.
Michael J. Figolah
Glen R. Andler
MF/GNcp
1:\Facilities Study - Phase I ProjectsWillage Board & COW Meetings\GMP Reduction for Spray Booth - CP (1-13-10).doc
INTEROFFICE MEMORANDUM
@
TREE CITY USA
Mount Prospect Public Works Department
FROM:
FORESTRY/GROUNDS SUPERINTENDENT
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TO:
VILLAGE MANAGER MICHAEL E. JANONIS
SUBJECT: BID RESULTS - SHADE TREE FURNISHING AND PLANTING -
DATE: JANUARY 19,2010
BACKGROUND
Bids were recently opened for the provision and installation of parkway trees. Funds were
appropriated for plantings including Cost Share trees, risk replacement trees, new construction
plantings, CornEd replacements, accident replacements, reforestation, and beautification plantings. As
in the past, bid prices were sought for 1-1/2",2",2-1/2" and larger trees. We also asked bidders to
quote prices for "enhanced planting sites" - larger pits with amended backfill - which we may order on
a small number of trees being planted in very poor soil. Bid prices are good through December, 2010.
BID RESULTS
Sealed bids for this contract were opened on January 4,2010. Fourteen invitational bids were mailed
and a notice to bidders was published in a local newspaper. Seven bids were received. Bid results are
shown on the attachment. It should be noted that no one bidder submitted the low price on all
sizes/species requested.
DISCUSSION
At this time, we do not know the exact quantity, sizes and species we will need to order during the
corning year. However, from the bid results it appears that there will be enough trees available to
supply our planting programs.
Note that we are not recommending buying trees from JSV Landscaping or O.C. Landscape Inc.
JSV's trees are grown in Ohio; our specifications require trees grown in northern Illinois or Wisconsin.
O.C. Landscape did not submit the four required municipal references. All other bidders have meet
bid specifications and have planted trees successfully for us in the past.
BID RECOMMENDATION
There is a total of$130,808.00 in various tree planting accounts in the 2010 budget, as follows: Tree
Replacement-Cost Recovery Account (page 224, account #0015203-540720) $65,653.00; Tree
Replacement-Public Account (page 225, #0015204-540714) $5,230.00; Reforestation Account (page
224, account #0015203-540710) $6,604.00; Tree Replacement -Village Account (page 224, account
#0015203-540715) $53,321.00;
H:\Forestry\ WORD\20 1 O\PLANT\Memo-Plant Recommend 201 O.doc
Page 2 of 2
I recommend splitting the contract award among Alaniz Landscape, Arthur Weiler Inc., KGI
Landscaping Company, Karlstedt Landscaping Inc. and Bill Huffman Landscape. Total expenditures
for all purchases will not exceed $130,808.00 and each tree will be ordered from the lowest bidder for
that particular size and species.
~~
Sandy Clark
I concur:
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Mount Prospect
Mount Prospect Public Works Department
~
TREE CITY USA
INTEROFFICE MEMORANDUM
TO:
VILLAGE MANAGER MICHAEL E. JANONIS
FROM:
FORESTRY/GROUNDS SUPERINTENDENT
DATE:
JANUARY 13,2010
SUBJECT: BID RESULTS - TREE REMOVALS - $140,000.00
"Bt>. ~'Tb;
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BACKGROUND
Sealed bids for parkway tree removals in 2010 were opened on January 4, 2010. This contract
requires removal of dead, dying or structurally unsound parkway trees to ground level. In order to
maximize the number of potential bidders, this year we added a provision allowing contractors to
bid on one, two or three partial contracts. (In this way, smaller contractors who did not have enough
labor and equipment to complete one large contract could be considered for at least some of the
work.) We also included a provision which will allow us to extend the contract(s) for a second year
at the same bid prices, if both the contractor and Village agree.
BID RESULTS
Nineteen invitational bids were mailed and a notice was published in a local newspaper. Nine bids
were received. Bid results were as follows:
Bid Price for each partial contract
Homer Tree Care, Inc.
Powell Tree Care, Inc.
Trees R Us
Steve Piper & Sons, Inc.
Winkler's Tree and Landscaping
Nels Johnson Tree Experts, Inc.
Robert W. Hendrickson, Co.
Asplundh
The Care Of Trees
$40,550.00
$42,937.50
$46,005.00
$47,210.00
$50,487.00
$55,450.00
$63,137.50
$65,705.00
Did not submit required Bid Bond
# of proposed contracts
Three
Three
Three
Three
Three
Three
One
Did not indicate
Bid was not read
DISCUSSION
At the time the bid specifications were prepared the actual number of trees to be removed was
unknown. However, based on past experience we estimated that 200 trees would need removal
during the year.
Bidders were asked to submit a price per inch for removal of trees in each of five different size
classes. In order to draw comparisons between various bids, we asked bidders to use our estimated
quantities to calculate an extended cost.
H:\Forestry\ WORD\20 1 O\REMOV AL \MEMO-REMOV AL RECOMMENDA nON 201 O.doc
The low bidder, Horner Tree Care, Inc. has not worked for Mount Prospect in the past. However,
they had submitted multiple references with their bid, all of which were highly favorable.
BID RECOMMENDATION
The lowest qualified bidder, Horner Tree Care, Inc., bid on all three partial contracts, so we can
combine all removals into one large contract. On page 224 of the 2010 budget, a total of
$140,000.00 remains in the budget for Tree Removal. Therefore I recommend award of a two-year
tree removal contract to Horner Tree Care, Inc. Year one will be in an amount not to exceed
$140,000.00. Year two will be limited to whatever amount is appropriated in the 2011 budget.
~~
~/ (
Sandy Clark
I concur:
Glen R. Andler
Director of Public Works
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Mount Prospect
Mount Prospect Public Works Department
@
TREE ClT\' USA
INTEROFFICE MEMORANDUM
TO:
VILLAGE MANAGER MICHAEL E. JANONIS
FROM:
FORESTRY/GROUNDS SUPERINTENDENT
DATE:
JANUARY 13,2010
~I) I Ml~~
\ \ C\ 10
SUBJECT: BID RESULTS - PARKWAY TREE STUMP REMOVALS - $85,000.0
BACKGROUND
Sealed bids for parkway tree stump removals in 2010 were opened on January 4,2010. is
contract requires grinding tree stumps to a 10" - 12" depth, removing the grindings, and restoring
the area with topsoil and grass seed. We also included a provision which will allow us to extend the
contract for a second year at the same bid prices, if both the contractor and Village agree.
BID RESULTS
Nineteen invitational bids were mailed and a notice was published in a local newspaper. Nine bids
were received. Bid results were as follows:
Company
Asplundh
Winkler's Tree and Landscaping
Powell Tree Care
Trees R Us
Steve Piper and Sons, Inc.
Robert W. Hendricksen Co.
Homer Tree Care, Inc
Nels Johnson Tree Experts
The Care of Trees
Price Per Diameter Inch
0-24" 25" +
$5.35 $7.45
$7.47 $7.93
$8.90 $9.11
$6.30 $10.65
$9.25 $11.00
$10.85 $10.85
$10.00 $12.00
$11.25 $12.50
Did not submit required Bid Bond
Extended Cost
$47,950.00
$54,590.00
$63,350.00
$65,850.00
$73,500.00
$75,950.00
$80,000.00
$85,000.00
Bid was not read
DISCUSSION
At this time we do not know how many stumps will need removal, however we typically have to
remove approximately 400 -500 stumps per year. In the bid specifications we estimated that 7000
diameter inches of stumps would need removal, with 2000 inches in the 0-24" size class range and
5000 inches in the 25" and larger size class. The specifications were written to allow us to assign
stumps throughout the year, up to the amount budgeted.
H:\Forestry\ WORD\20 1 O\STUMP\MEMO-STUMP RECOMMENDA nON 201 O.doc
Page 2 of 3
The lowest bidder, Asplundh, has not worked for us in the past, although their equipment has been
widely seen in the Village for many years due to line clearing contracts for ComEdo Their corporate
office is in Pennsylvania, but they do have a local office in Burr Ridge from which line clearance
crews are dispatched.
All bidders were requested to submit, with their bid, four satisfied local municipal references for
work of similar nature. Although Asplundh submitted four references, only two were municipal
and all were for line clearance work. (One reference, Nicor, said that Asplundh had removed a
small number of stumps for them.) We contacted all the references submitted and all were happy
with the quality of the line clearance work.
Additionally, all bidders were requested to submit a list of equipment to be used on the job.
Asplundh did not include such a list with their bid.
We called Asplundh after the bids were opened to discuss how they would conduct the work, and
we asked whether we could anticipate difficulty in reaching decision makers if problems arose.
They assured us that the supervisor directly in charge of the contract would be working out of the
Burr Ridge office, and they faxed us a list of equipment suitable for stump removals. We also
asked if they had any municipal references for stump removal and they named one local
community. We called the forester from that community and unfortunately his experience with
Asplundh was very unfavorable. He said they did a tree and stump removal contract which took far
longer than it should have, the crew was not familiar with stump removal, they caused a lot of
damage and the responsible supervisor was out of state. For these reasons the forester decided not
to use Asplundh the following year.
In spite of these concerns, it should be noted that we do have the ability to cancel the contract with
fairly short written notice if we are dissatisfied with the contractor's performance. We could then
award the contract to another contractor. The second low bidder, Winkler's Tree and Landscaping,
has satisfactorily done stump removals for us in the past and is currently performing our parkway
tree trimming contract.
I do acknowledge that there is some risk to using Asplundh for our stump removal contract.
However, they have been clearly trying to break into municipal tree work in our area in the last few
years, judging by the fact that they have submitted bids on several of our other tree contracts. I
believe that of all our tree contracts, monitoring a brand new contractor on stump removals is likely
the easiest. The stump removal contract is fairly straightforward and the specifications have little
room for interpretation in order to do the job correctly. I would be more hesitant to suggest that we
try a new contractor on either our parkway tree removal or trimming contracts. Parkway tree
removals are subject to short deadlines and there is an obvious need for more experience to
complete the jobs efficiently, safely and without causing damage. Our trimming contract is also
subject to stringent deadlines, mainly because of the sheer number of trees being trimmed each year.
Additionally, we have found that trimming specifications can often be subjective, depending on
who is reading them, and if trees are pruned improperly it can lead to poor structure or even tree
mortality.
Page 3 of 3
BID RECOMMENDATION
There are sufficient funds available in the 2010 budget for this proposed contract. On page 224 of
the 2010 budget, a total of$85,000.00 has been budgeted for Stump Removal. In spite of my
reservations, I recommend award ofa two-year contract to the lowest bidder, Asplundh. Year one
will be in an amount not to exceed $85,000.00. Year two will be limited to whatever amount is
appropriated in the 2011 budget. I am also seeking Village Board approval to award the balance of
the contract to the second low bidder, Winkler's Tree and Landscaping, if at any time during their
contract Asplundh's performance does not meet our specifications.
~cLL
Sandy Clark
,~
I concur:
Glen R. Andler
Director of Public Works
" -
Mount Prospect Public Works Department
INTEROFFICE MEMORANDUM
DATE:
JANUARY 14,2010
l!>b. \o^"f'l-)
, {\~ 1'0
FROM:
VILLAGE MANAGER MICHAEL E. JANONIS
FORESTRY IGROUNDS SUPERINTENDENT
TO:
SUBJECT:
BID RESULTS - STREETSCAPE CORRIDOR LANDS CAP
MAINTENANCE - $96,120.00
BACKGROUND
Sealed bids for landscape maintenance of selected sites were opened on January 11, 2010.
Nine invitational bids were mailed and a notice published in the local newspaper. A mandatory
pre-bid meeting to explain the scope ofthe contract was held on January 5, 2010;
representatives from ten firms attended. A total of three bids were received.
The work required by the specifications includes a wide range of maintenance activities
including Spring Cleanup, Mulching, Weeding, Turf Herbicide/F ertilization/ Aeration
Treatments, Turf Mowing, and Shrub Pruning at all sites as needed. The majority of the sites
are high-profile locations such as public buildings, green spaces in the downtown area, and the
entire Union Pacific Railroad right of way.
This contract will cover a 9 month period in 2010 and again in 2011, assuming we are satisfied
with the work performed during the first year.
BID RESULTS
The following bids were received:
Total cost per year to maintain
74 selected sites
Alaniz Landscaping Group
Lundstrom's Nursery
Milieu Design Inc.
$ 12,901.00
$ 96,120.00
$118,375.00
DISCUSSION
Based on our past experience with this contract, as well as the other bids received on January
11, it became immediately obvious that Alaniz's bid could not possibly be correct and that their
H:\Forestry\WORD\201O\Bid results streetscape corridor LM.doc
"...,
Page 2 of 2
bid bond was not in the correct amount. We called Alaniz and learned that they had
misunderstood how to fill out the bid sheet. For every site that includes turf, they claimed they
had listed a price per mowing and those numbers needed to be multiplied by 34 before being
added to the other bid prices. Alaniz claimed that by doing this their bid total would come to
roughly $66,000.00. However, our bid sheet requested the total annual cost of mowing at each
site, and that is what the other bidders provided. I informed Alaniz that we would not be able
to accept their bid due to these problems.
The second low bidder, Lundstrom's Nursery, has done a very good job on our Landscape
Maintenance Contract in the past. In fact, Lundstrom's has held this contract every year since
2000 (except that in 2001 the contract was initially awarded to another contractor who failed to
perform and Lundstrom was asked to take over).
BID RECOMMENDATION
In the 2010 budget there are funds appropriated for this contract as follows: on page 223,
$23,000.00 is in Account #0015202-540685, and on page 286, $55,000.00 is in Account
#5507703-540691. Additionally we will be requesting a budget transfer of$18,120.00 from
Account #0015202-540685 on page 223 to make up the necessary balance.
I recommend that the Village Board reject the bid submitted by Alaniz, and award a two year
contract to the lowest qualified bidder, Lundstrom's Nursery, Inc. Year one would be in an
amount not to exceed $96,120.00. Year two will be in whatever amount is appropriated for this
purpose in the 2011 Budget.
b
/ ~
_/s~:: Clark. .
I concer:
GLEN RADLER
Director of Public Works
Mount Prospect
INTEROFFICE MEMORANDUM
@)
THl!E aTY USA
Mount Prospect Public Works Department
FROM:
FORESTRY/GROUNDS SUPERINTENDENT
~b.
\1\0.
TO:
VILLAGE MANAGER MICHAEL E. JANONIS
DATE:
JANUARY 13,2010
SUBJECT: BID RESULTS - TURF MOWING - $34,125.00
BACKGROUND
Sealed bids for turf mowing in 2010 were opened on January 4,2010. This contract is for
mowing of publicly owned rights-of-way during the calendar years 2010 through 2012.
BID RESULTS
Ten invitational bids were mailed and a notice was published in a local newspaper. Four bids
were received. Bid results were as follows:
Contractor
2010 Total Cost 2011 Total Cost 2012 Total Cost
30 weekly mowings 30 weekly mowings 30 weekly mowings
of 84 sites of 84 sites of 84 sites
Alaniz
Lundstrom
Zenith *
O. C. Landscape
$34,125.00 $34,125.00
$44,484.65 $44,484.65
$45,484.65 $45,484.65
Bid Not Read - No Bid bond
$34,125.00
$45,853.15
$45,484.65
* Adjusted total- math error
DISCUSSION
Alaniz Landscaping Group has not worked for us in the past on this contract, although they have
planted some parkway trees for us. All bidders were asked to provide four local municipal
references for work of a similar nature to this contract. Alaniz submitted three references, but we
were only able to reach two in spite ofleaving several messages. Of these, one had favorable
opinions and the other was fairly dissatisfied. The latter contact stated that they do not use
Alaniz on their high-profile sites in their downtown because the quality of work is not as good as
they would like, but they do use them for mowing. He also stated that at times it has been
difficult to get a prompt response from Alaniz when issues have arisen, and we did experience
that at times during our tree planting contracts as well.
C:\Docurnents and Settings\kdewis\Local Settings\Ternporary Internet Files\OLK I I D\Merno- Turf Mow Bid - 201 O.doc
Page 2 of 2
In spite of these concerns, it should be noted that we do have the ability to cancel the contract
with fairly short written notice if we are dissatisfied with the contractor's performance. We
could then award the contract to another contractor. Note that the second low bidder,
Lundstrom's Nursery, has done a very good job for us on our mowing contract for seventeen
years.
After extensive consideration and discussion, we have decided it is in the Village's best interest
to take a chance on a new mowing contractor at this time, in order to take advantage of the
potential cost savings. Though there is risk, the nature of turf mowing is such that deficiencies
are readily observed and corrected (unlike parkway restoration where much of the work is not
readily visible). Also, generally no serious damage is done if turf is not evenly cut or a mowing
cycle is missed. Fortunately it will not take a huge amount of staff time to monitor the mowing
crews and readily determine whether our standards are being met.
BID RECOMMENDATION
In the 2010 budget there is a total of$34,125.00 available (p. 245, Account # 6105503-540685
and p. 223, Account # 0015202-540685) for the Mowing Contract. I recommend award ofa
three year mowing contract to Alaniz Landscaping Group. Year one will be in an amount not to
exceed $34,125.00. Years two and three would be in the amount approved by the Village Board
for the 2011 and 2012 Budgets.
I am also seeking Village Board approval to award the balance of the contract to the second low
bidder, Lundstrom's Nursery, if at any time Alaniz's performance does not meet our
specifications.
-~~
Sandy Clark
I concur:
H:\Forestry\Grounds\Word\20 I O\Memo-Turf Mow Bid - 2010.doc
Mount Prospect
INTEROFFICE MEMORANDUM
~
TREE CfIY USA
Mount Prospect Public Works Department
FROM:
FORESTRY/GROUNDS SUPERINTENDENT
"l>t::a. k\~
\ \
TO:
VILLAGE MANAGER MICHAEL E. JANONIS
DATE: JANUARY 13,2010
SUBJECT: BID RESULTS - P ARKW A Y RESTORA nON - $80,000.00
BACKGROUND
Sealed bids for parkway restoration were opened on January 4,2010. This contract requires sodding of
parkways due to various excavations and other disturbances in public rights-of-way and easement areas
the Village. Prices for sodding (including removal of backfill, rototilling, installing topsoil and sod, an one
watering) and additional sod watering were sought. The specifications describe awarding the contract
calendar years 2010 through 2012, but we can choose to cancel the contract at any time if performance is
not acceptable.
BID RESULTS
Ten invitational bids were mailed and a notice was published in a local newspaper. Two bids were received.
Bid results were as follows:
2010 I Sod Watering 2011 Sod Watering 2012 Sod Watering
Price/yd Price/yd Price I Yd Price/yd Price I Yd Price/yd
Alaniz $ 7.09 $ 0.51 Alaniz $ 7.09 $ 0.51 Alaniz $ 7.09 $ 0.51
All $ 8.75 $ 0.80 All $ 9.00 $ 0.80 All $ 9.25 $ 0.80
DISCUSSION
Alaniz Landscaping Group has not worked for us in the past on this contract, although they have planted
some parkway trees for us. All bidders were asked to provide four local municipal references for work of a
similar size and nature to this contract. Alaniz submitted three references, but we were only able to reach
two in spite of leaving several messages. Of these references, the first was for a dissimilar contract restoring
a large area all at once. This reference was satisfied with the work that Alaniz completed, however our
contract differs in that it is a repetitive project that continues throughout each spring and fall. Additionally,
the amount of site preparation required for that contract was substantially less than ours requires. The
second reference was satisfied with Alaniz's work as well, but their contract was only one quarter the size of
ours.
H:\Forestry\Grounds\Word\2010\Memo-Parkway Rest Bid - 201 O.doc
Page 2 of 2
It should be noted that several of the other references that Alaniz provided for our other bids told us that
Alaniz's responsiveness and quality of work were deficient. One of these references uses Alaniz on low-
profile sites, but pays another contractor more to work on high-profile sites that need serious attention to
detail.
For our Parkway Restoration Contract, most of the restoration is in front of residences; therefore, the quality
will be scrutinized by our toughest critics. The nature of our contract requires a quick turn around, excellent
responsiveness, and the need to remove a specified amount of stone, sand or substandard subsoil in order to
help assure long term health of turf and parkway trees. A new contractor would have to be monitored very
closely on this contract in order to verify the removal of debris to proper depth as well as proper storage of
the sod before installation. In the spring when the first list goes to the contractor the Forestry/Grounds
Division is at its busiest. We do not have enough staff to have someone follow around the parkway
restoration contractor to verify that our specifications are being met.
Although we believe it is in the Village's best interests to "tryout" Alaniz on our Turf Mowing Contract, for
the previously listed reasons we do not feel that it is prudent to risk using them for our Parkway Restoration
Contract. On the other hand, American Landscaping Inc. (ALl), the second low bidder, has been
completing the Village's Parkway Restoration Contract for the last fourteen years. Their quality and
responsiveness is unparalleled. They know what we expect, and get the job done efficiently, quickly and
thoroughly. The sod is of good quality and almost always thrives unless the property owner fails to water.
In fourteen years, we have received almost no complaints about ALl's work even though we have to
perform only very minimal supervision of their crews. Additionally, they have adjusted their work schedule
to accommodate our requests on many occasions, going far above and beyond what the specifications
reqUIre.
BID RECOMMENDATION
In the 2010 budget, a total of$80,000.00 has been budgeted for Parkway Restoration (pg. 247, Account #
6105505-540700 and pg.251, Account # 6105510-540777). I recommend that we reject the bid submitted by
Alaniz for the reasons listed above. Additionally, I recommend award of a three year Parkway Restoration
Contract to the lowest qualified bidder, American Landscaping Inc. Year one would be in an amount not to
exceed $80,000.00. Years two and three would be in the amount approved by the Village Board for this
purpose in the 2011 and 2012 Budgets.
/
,;~J:v~ ~___
Sandy Clark
I concur:
Glen R.
H:\Forestry\Grounds\Word\2010\Memo-Parkway Rest Bid - 201O.doc
Mount Prospect
Village of Mount Prospect
Mount Prospect, Illinois
~
INTEROFFICE MEMORANDUM
DATE:
MICHAEL E. JANONIS, VILLAGE MANAGER
DAVID ERB, FINANCE DIRECTOR
BRIAN SIMMONS, COMMUNITY DEVELOPMENT DEPUTY DIRECTO
MICHAEL DALLAS, ADMINISTRATIVE ANALYST
JANUARY 13, 2010
ERP SYSTEM - CONSULTANT RECOMMENDATION (IMPLEMENTATIO
TO:
FROM:
SUBJECT:
PURPOSE
Obtain Village Board approval to amend Plante & Moran's existing agreement1 with the Village in orde to
extend their consulting services to the Enterprise Resource Planning (ERP) system project's implementat n
phase in an amount not to exceed $37,880.
BACKGROUND
Prior to the start of the ERP system project, Plante & Moran participated in and was selected from a
competitive bid process to provide project management consulting services. Plante & Moran was chosen
primarily because of their depth and breadth of resources and experience, strong project management
approach, understanding of the project scope, and staff compatibility (see Exhibit 1).
As part of the competitive bid process, consultants were asked to bid on the following three (3) phases of the
project:
. Phase 1: Analysis of the existing system and identification of ERP system requirements;
· Phase 2: Vendor selection; and
· Phase 3: Implementation.
While the Phase 1 and Phase 2 proposed number of hours were fairly comparable among consulting firms,
the Phase 3 figures were not. The hours proposed by consulting firms for implementation ranged from a low
of 76 hours up to a high of 2,330 hours. Much of the disparity was attributed to the difficulty scoping this
phase of the project prior to its beginning. Since it was unnecessary to commit to Phase 3 prior to ERP
system selection, Staff did not negotiate for it, choosing to wait until the process was more clearly understood
in order to develop a cost-effective scope of work.
Soon after the New World Systems contract was negotiated and executed, Staff and Plante & Moran
discussed amending the consulting agreement to extend their services into Phase 3 of the project. With a
better understanding of how an ERP system implementation should occur, Staff established a scope of work
and asked Plante & Moran for a cost proposal. After a brief series of discussions, Staff and Plante & Moran
agreed to a proposed scope of work and cost (see Exhibit 2).
DISCUSSION
In order to ensure a very successful ERP system implementation, Staff believes it should continue its
relationship with Plante & Moran. This type of project and its expected impact to Village operations is not one
that is regularly managed by the Village on a day-to-day basis. As such, a consulting partner like Plante &
1 Existing agreement to provide consulting services is an amount not to exceed $114,720.
2 For Phase 3, Plante & Moran originally proposed 576 hours at a cost of $138,240.
J:\Projects\ERP-Enterprise Resource Planning\ERP Consultant\Board Memos and Presentations\ERP Consultant Implementation
Recommendation - 1-13-1 a.doc
ERP System - Consultant Recommendation (Implementation)
January 13, 2010
Page 2 of 2
Moran that assists organizations on a more regular basis to select and implement ERP systems is best
equipped to guide the Village through the implementation process. They have considerable experience and
resources that can be leveraged to help avoid pitfalls that potentially lead to a system's underutilization.
Moreover, they can use their "lessons learned" on previous projects, as well as their experience with the
Village, to help tailor New World System's implementation plan to meet the Village's expectations.
As further support, Plante & Moran has been a very strong asset to the ERP system project. Mr. Mark Warner
and Ms. Tracey Rau, the project consultants, are very detail-oriented, timely, and reliable. They have
consistently provided sound advice to Staff to ensure the project's continued success.
Plante & Moran originally proposed a much larger project scope to guide the Village in its implementation,
including regularly attending project meetings, participating in the steering committee's decision making
process, and reviewing and commenting on project deliverables. Unfortunately, budget considerations require
a more cost-effective solution. Accordingly, Staff selected the most valuable project participation from Plante
& Moran's original project scope, including:
· Conduct a project risk assessment session and share "lessons learned" from previous
implementation projects;
· Provide and configure project management tools, templates and procedures to manage issues and
actions, change orders, budget tracking, and decision tracking;
· Review and recommend changes to New World's Implementation Plan to help avoid mistakes and
more closely align its process to Village expectations;
. Provide other consultation or assistance as necessary during implementation to help make strategic
decisions and mange the contract.
Under this more limited scope of work, Mr. Warner and Ms. Rau will provide 208 hours, approximately 90% of
which will be attributed to work conducted by Ms. Rau.
RECOMMENDATION
Approve an amendment of Plante & Moran's existing agreement with the Village in order to extend their
consulting services to the Enterprise Resource Planning (ERP) project's implementation phase in an amount
not to exceed $37,880.
~Cl~n~
Finance Director Community Development Deputy Director
K:J
ichael Dallas
Administrative Analyst
MCD/doe/bs
c: ERP Steering Committee
EXHIBIT 1
Mount Prospect
Village of Mount Prospect
Mount Prospect, Illinois
~
INTEROFFICE MEMORANDUM
TO: MICHAEL E. JANONIS, VILLAGE MANAGER
FROM: FINANCE DIRECTOR
DATE: MARCH 18, 2009
SUBJECT: ENTERPRISE RESOURCE PLANNING (ERP) PROJECT MANAGEMENT
CONSULTANT RECOMENDA TION
PURPOSE:
Present for the Board's consideration a recommendation to retain the services of a project
management consultant to support the analysis/design and vendor selection phases for a village-
wide ERP system. Enterprise resource planning is an enterprise-wide information system designed
to coordinate all the resources, information, and activities needed to complete business processes.
ERP software works to promote integration and process automation and better provides for tools
and data useful for the end user.
BACKGROUND:
The Village currently utilizes a suite of software applications to administer its general ledger, payroll,
accounts payable, utility billing, accounts receivable and other financial management systems. In
addition, there are several other third-party and internally written programs that assist the Village in
managing its various business processes. The main suite of programs is over 10 years old and has
reached the end of its useful life. Connectivity and similar obsolescence issues are apparent with
the third-party and internally written programs which have also reached the end of their useful life
necessitating replacement as well. The 2009-2013 Capital Improvement Plan (CIP) identifies
budget needs for the replacement of this software. In the 2009 and 2010 Capital Improvement Fund
budgets there are monies allocated for the hiring of a consultant to take the Village through the
steps of selecting and implementing the new software.
DISCUSSION:
In February, Request for Proposals (RFP) were sent out to twelve (12) ERP project management
consultant firms to solicit their interest in assisting the Village with the selection and implementation
of a village-wide ERP system. We feel that a village-wide ERP system, in lieu of the current system
configuration, will permit improved connectivity throughout the departments and increase efficiencies
in operations. Tasks to be provided by the selected firm include assessment of the Village's current
business information system, identify the computing needs and associated applications of its users,
recommend a system design, develop a Request for Proposals (RFP) for the new integrated ERP
system, evaluate the vendor's proposals, recommend a vendor solution, and manage the
implementation. The project is broken down into three phases. Phase 1 is for analysis and design
of the existing system and proposed ERP system. Phase 2 is for vendor selection which includes
preparation of an RFP. Phase 3 covers the implementation of the selected software. A copy of the
RFP is included as Attachment 1. The RFP strictly stated that only independent consultants would
be considered for the engagement. Consultants could not have an affiliation or be a reseller of any
software or enterprise system proposed.
ERP Project Management Consultant Recommendation
March 18, 2009
Page 2 of 3
The Village received responses from five (5) firms. The five firms that returned a proposal were
Clerestory, Conlon Group, IT Advocates, KPMG and Plante & Moran. Each of the firms has
performed the scope of services listed above for other governmental entities. After a review of the
proposals, four firms were invited for interviews before a core selection team. The core team
included Dave Strahl and Mike Dallas from the Manager's Office, Joan Middleton from IT and Lynn
Jarog and myself from Finance. A set list of questions was asked each firm to easily compare
qualifications and experience. In addition, several follow-up questions were asked related to the
proposals and information that came out during the interview process. After the interviews there
was consensus among the core team of a first and second choice to provide the consulting service.
Calls were then made to listed references to further assess the firm's capabilities and get insight into
their interaction with staff. Finally, the fee structure and time commitment section of the proposal
was addressed. Attachment 2 lists the total fees and hours allocated for each phase of the project.
Some of the factors considered when determining the most qualified, best suited firm include
staffing and other resources available to the firm, experience in providing similar services for other
clients, understanding of and approach used to address the Village's needs outlined in the RFP and
compatibility with Village staff. Based on these factors it was decided that Plante & Moran (P&M)
was most qualified and best suited to provide the consulting services for this engagement. Below
are some of the ways P&M was able to address the needs outline in the RFP.
. Staffing and Resources: P&M is a management and consulting and public accounting firm
with a staff of over 1,600 professionals, 150 of which support the Management Consulting
Services Group. The project team that would have a part in the engagement with the
Village includes professionals from the consulting, governmental accounting, technology
and software sectors of their organization. Based on the size and complexity of the
engagement we felt that the resource demands would not overwhelm P&M as it could some
of the other firms interviewed. The core team also felt the number of hours allocated to the
project were sufficient for a successful completion within the desired timeframe.
. Relative Experience: Each of the members of the consultant team has considerable
experience working with governmental clients. The scope of work for projects P&M team
members have been involved in matches what the Village is looking to accomplish with its
village-wide ERP system.
. Project Approach and Understanding: Through the interview process P&M was best
able to convey their business approach to our project. They were able to outline their
project work plan that addressed the requirements outlined in the RFP. The project work
plan proposed by P&M is very methodical and includes measurable objectives for each
phase of the project. Defined roles and expectations were outlined for staff as well as for
the consultant.
. Compatibility: Understanding the importance of complete buy-in by the end user has on
the success of the project we wanted to make sure that the consultants would be able to
interact well with staff while balancing the need for the project to move along. Phase 1 of
the project is for analysis and design of the existing system and proposed ERP system.
This phase will consist of inter-department and inter-function meetings with end users. A
high level of interpersonal skills will be needed by the consultant. Based on the interviews
and reference calls we believe that P&M staff possesses the needed skills in this area.
As staff worked through the proposals and firm interviews it became apparent that to address all
J:\Projects\ERP-Enterprise Resource Planning\ERP Consultant\Board Memos and Presentations\ERP Consultant
Recomendation - 3-18-09.doc
ERP Project Management Consultant Recommendation
March 18, 2009
Page 3 of 3
three phases at this time might not be cost effective for the Village. There are currently a number of
questions regarding the final phase that are dependent on the system configuration and software
that is ultimately chosen. The difficulty among the firms in pricing and setting hour commitments for
this final phase is obvious in the pricing proposals received. Hours ranged from 76 to 2,330. The
number of hours that P&M has allocated for Phase 3 (576) appears to be most in line with the
successful completion of the project. However, since it is not necessary to commit to the Phase 3
work at this time we felt it is in the best interest of the Village to delay final decision for this work until
better information is available. P&M and the Village have agreed to hold off on setting the scope and
pricing on Phase 3 activities until a software vendor is selected.
The original fee proposed by P&M for Phases 1 and 2 is $114,720. This is based on 478 hours of
consultant staff time. The average number of hours allocated for the first two phases by all five firms
was 590 with a low end commitment of 162 hours and a high end commitment of 1,100. Staff has
had follow-up conversations with P&M and their final fee is negotiable while we firm up roles and
responsibilities between the Village and the consultant. Results of our discussion with the
consultant will be provided to the Board at the Committee of the Whole meeting. Although the fee
for P&M is not the low quote we feel that there is better overall value being received from a more
qualified firm.
The 2009 and 2010 budgets includes $90,000 for consulting services. The original scope of work
that the budget was based consisted of a simple village-wide financial management system, similar
to what we currently have, along with the implementation of an integrated suite of programs for
Community Development. The scope as presented in the RFP was expanded to address the issues
we are having with the third-party and internally written programs that are best addressed using an
ERP system. As a result the budget will need to be adjusted to accommodate the additional work.
Funds to support the additional cost are available from the Community Development budget for
Other Professional Services. These funds are intended for process review in the Building Division
that will now occur in the analysis and design phase of the ERP project.
RECOMMENDATION:
Request authorization from the Board to retain the services of Plante & Moran to provide ERP
project management consulting services for an amount not to exceed $114,720.
David O. Erb
Finance Director
DOE!
J:\Projects\ERP-Enterprise Resource Planning\ERP Consultant\Board Memos and Presentations\ERP Consultant
Recomendation - 3-18-09.doc
Rlante
Thoran
EXHIBIT 2
Plante & Moran, PLLC
27400 Northwestern Highway
P.O. Box 307
Southfield. MI 48037.0307
Tel: 248.352.2500
Fax: 248.352.0018
plantemoran.com
January 6, 2010
Mr. David Erb, Director of Finance
Village of Mount Prospect
50 S. Emerson
Mount Prospect, IL 60056
Dear David,
Plante & Moran, PLLC is pleased to submit this addendum to our current agreement to
provide assistance with the Village of Mount Prospect, IL with ERP Consulting Services
associated with the selection of a new ERP system solution for the Village.
We have truly appreciated the Village's request for our involvement in the ERP project
thus far, and we look forward to continuing our assistance to the Village as it continues
with the project's implementation management phase.
Existing Plante & Moran responsibilities, per our April 29, 2009 agreement, in the system
selection phase of the ERP project concluded with reviewing software vendor license
and support agreements and proving support to the Village's contract negotiation. The
Village of Mount Prospect has requested additional assistance from Plante & Moran with
implementation planning and select project management support during the upcoming
implementation management phase of the project.
The ERP project implementation planning and implementation management support
services that the Village has requested from Plante & Moran are in addition to the project
management support services which the Village has contracted with New World
Systems. The Village's ERP project Steering Committee and Project Manager intend to
strategically focus Plante & Moran involvement in the project to assist with maximizing
the effectiveness of the Village's execution of the New World System contract.
The Partner responsible for this activity will continue to be Mr. Adam Rujan. Mr. Mark
Warner and Ms. Tracey Rau will remain the core Plante & Moran project team.
Plante & Moran will provide advisory professional services to the Village's ERP project
team as directed by the Village's Project Manager, Mike Dallas. Our fees for providing
these services will be based upon Plante & Moran staff time spent related to services
requested by the Village of Mount Prospect. Plante & Moran will bill the Village of Mount
Prospect at then current staff rates for professional services rendered, which are as
follows: Mark Warner is $275 per hour and Tracey Rau is $170 per hour. Staff time for
travel will be billed at fifty percent standard hourly rates. Travel related expenses will be
billed in addition to professional service fees. These professional services will be
:
Mr. David Erb
Village of Mount Prospect, IL
January 6,2010
Page 2
provided, upon request, to a maximum amount not to exceed $37,880 plus related travel
expenses.
In Addendum 1 below we have provided details related to anticipated activities for the
Village during the implementation management phase, and likely potential activities
which the Village's Project Manager may request Plante & Moran involvement.
The Village will only be billed for actual time and travel expenses incurred. We will
invoice the Village, on a monthly basis and provide descriptions of the services we
provide. Our services will be provided under the terms and conditions outlined in
Addendum 2, below.
We appreciate the opportunity to be of continued service to you. If you have any
questions, please contact me at 248.223.3328 or Mark Warner at 248.223.3799. Thank
you.
Very truly yours,
Plante & Moran, PLLC
qt!i- ~
Adam Rujan
APPROVED:
Village of Mount Prospect
David Erb
Director of Finance
Date
plante
~
n10ran
Mr. David Erb
Village of Mount Prospect, IL
January 6, 2010
Page 3
ERP Implementation Management Overview and
Addendum 1 to Plante & Moran, PLLC Addendum Letter Dated January 6,2010
Phase Objective and Summary of Activities: The purpose of the Implementation Management
phase is to establish an implementation approach, successfully implement the New World
System software which the Village selected, and ensure that all other aspects affected by the
implementation including processes, people and technology are managed properly and to
conduct project close-out. There are a variety of implementation-related responsibilities that need
to be determined prior to and during the initial phase of system implementation, to be performed
by either the Village, New World Systems staff or Plante & Moran.
Plante & Moran will provide advisory professional services on request to the Village's project
team, as directed by the Village's Project Manager, to the budgeted maximum amount. The
following describes the potential activities which the Village's project manager may request Plante
& Moran involvement:
Conduct Proiect Initiation & Planning Activities:
. Core Plante & Moran involvement
o Facilitate a project risk assessment session
o Describe "lessons learned" encountered from experience in other software
implementations.
o Assist in defining project tools, templates and procedures for the following areas:
· Issues and action items tracking
· Status reporting
· Budget tracking
· Change order tracking
· Risk management
· Meeting management
· Decision tracking
o Meet with the Village project management staff to present the draft templates, tools
and processes and collaborate on necessary adjustments
o Assist in reviewing and providing feedback on the Implementation Plan
documentation to be developed by New World Systems
· Other optional participation, within the consulting hours allocation:
o Assist in updating the current Project Charter to incorporate additional items related
to the system implementation phase of the project
o Assist in defining the project organizational structure including definition of staff and
vendor roles and responsibilities.
o Participate in a Project Expectation Alignment discussion to address the following
components:
· Describe the anticipated project life cycle.
· Define and discuss project expectations for the different teams
o Participate in the project kick-off meeting which New World Systems will facilitate
o Assist in establishing, providing and lor configuration a project collaboration
environment such as SharePoint
o Participate, as appropriate in select up-front analysis and consulting sessions during
first month of project
Conduct Ongoing Proiect Execution. Controlling and Closure Activities:
· Core Plante & Moran participation includes assistance with strategic decisions, contract
management, and other ongoing project issues on an as needed basis, as follows:
o One hour per month for general review of cc emails
o Periodic support of Village project manager for ongoing project issues within monthly
hour allocation
plante
~
nloran
Mr. David Erb
Village of Mount Prospect, IL
January 6,2010
Page 4
o Assistance providing guidance on User Acceptance testing
o Participation in key go-live planning meetings for each phase within monthly hours
allocation
o Ten hour allowance to become involved at Village request for any identified potential
contract issue
· Other optional participation, as requested, within available hours allocation:
o Participate in the periodic scheduled Steering Committee, Project Management
Team, or Functional Lead meetings and subsequently:
· Provide feedback on project issues
· Comment on project risks
o Participate in periodic project management discussions with Village and vendor
project managers
o Review project change orders that are initiated either by the Village or selected
vendor
o Review and comment on major project deliverables
o Review and comment on monthly project status reports presented by New World
Systems
o Review and comment, as needed, on progress towards achieving activities and
milestones defined in the project timeline
o Assist with maintaining and hosting the project collaboration environment such as
SharePoint
o Participate in activities to evaluate and conclude on items in the New World Systems
contract designated as "optional"
o Provide feedback and coordination assistance related to New World Systems'
deployment of interfaces
o Facilitate, if necessary, resolution to particular project issues
o Participate in ad-hoc meetings, as needed
o Provide support or coordination assistance related to other technology
enhancements related to the ERP project, but not part of the New World Systems
contract (e.g. Hansen, Firehouse, ESRI or Laserfiche, etc.)
o Assist with further evaluating other non-ERP technology projects
o Provide informal project steering and remote phone support
o Assist the project teams in actively managing the "parking lot" issues identified during
vendor implementation sessions, testing, post go-live and from other sources
o Participate in the development and presentation of project-wide events
o Assist with evaluating, planning or coordinating the Village's technical environment
to implement New World Systems
o Assistance in identifying and implementing redesigned business processes
o Assist with conducting project Closure activities, including:
· Identify and develop a list of post-implementation activities to be incorporated
into a post-implementation plan, including identifying process areas for
change management and tactical process redesign
· Participate in the project close out meeting to be facilitated by New World
Systems
· Conduct a debriefing session relative to the project implementation phase to
review and discuss product and service delivery activities, including c1osing-
out the vendor contract or indenting any transition activities from the vendor
to the Village, if any
plante
'-'Yt----
nloran
Mr. David Erb
Village of Mount Prospect, lL
January 6, 2010
Page 5
Terms and Conditions
Addendum 2 to Plante & Moran, PLLC Addendum Letter Dated January 4, 2010
The following describes the terms and conditions under which Plante & Moran will render
professional services as outlined in this proposal.
Proiect Deliverables. During the course of the project, we will provide you with various written
deliverables. Our deliverables will be restricted solely to use by management of the Village of
Mount Prospect, IL and you agree that our deliverables will not be distributed to any outside
parties for any purpose other than to carry out legal responsibilities of the Village of Mount
Prospect, IL. We will have no responsibility to update our deliverables for any events or
circumstances that occur or become known subsequent to the date of that deliverable.
Manaaement Responsibilities. The consulting services we will provide are inherently advisory in
nature and we have no responsibility for any management decisions or management functions in
connection with our engagement to provide these services. Further, you acknowledge the Village
of Mount Prospect, IL is responsible for all such management decisions and management
functions; for evaluating the adequacy and results of the services we will provide and accepting
responsibility for the results of those services; and for establishing and maintaining internal
controls, including monitoring ongoing activities, in connection with our engagement.
Nature of Services. Our software implementation management assistance activities will be based
on information and records provided to us by the Village of Mount Prospect, IL. We will rely on
such underlying information and records and our project activities will not include audit or
verification of the information and records provided to us in connection with our project activities.
The software implementation management assistance activities we will perform will not constitute
an examination or audit of any Village of Mount Prospect, IL financial statements or any other
items, including the Village of Mount Prospect' internal controls. In addition, our engagement is
not designed and cannot be relied upon to disclose errors, fraud or illegal acts that may exist.
However, we will inform you of any such matters that come to our attention.
Workpapers. Professional standards require that we create and retain certain workpapers for
engagements of this nature. All workpapers created in the course of this engagement are the
property of Plante & Moran, PLLC. We will maintain the confidentiality of all such workpapers.
Both the Village of Mount Prospect, IL and Plante & Moran, PLLC acknowledge, however, that we
may be required to make our workpapers available to regulatory authorities or by court order or
subpoena. We agree to inform you if such a request is made and agree to cooperate with you
should you attempt, at your cost, to limit such access. Upon the Village of Mount Prospect, IL
written request, we may allow others to view any workpapers remaining in our possession if there
is a specific business purpose for such a review. We reserve the right to destroy any workpapers
created in the course of this engagement in accordance with our record destruction policies.
Fee. Our fee for this work as described in our proposal will be based on the time required to
complete the assignment plus related costs we incur. As you probably realize, our primary cost is
salaries that are paid currently. Accordingly, our invoices, which will be rendered on a periodic
basis, are due when rendered. To cover the additional costs we incur in the event an invoice is
not paid timely, a late charge will be added for any portion not paid within 30 days. The late
charge will be computed at the rate of 1.25% per month, starting 30 days after the invoice date.
plante
mo-ran--
Mount Prospect Public Works Department
INTEROFFICE MEMORANDUM
TO:
VILLAGE MANAGER MICHAEL E. JANONIS
--eb. ~"'"
I ~\ \0
SUPERINTENDENT OF STREETS & BUILDINGS PAUL BURES \
DATE:
JANUARY 14, 2010
FROM:
SUBJECT:
SEALED BID RESULTS FOR THE DOUBLED FACED ELECTRONIC
MESSAGE SIGN REPLACEMENT
(NOT TO EXCEED $19,538)
BACKGROUND
The current electronic message sign was installed in 2004 and during the last several years has
needed software repairs or updates 5-6 times. In order to make the repair the circuit boards must
be removed from the sign and sent to a California vendor or the village must pay a technician to
fly out to repair the sign. Either way it takes 3 to 7 days to make the repair during which time the
sign is out of service.
With today's improved technology, electronic message signs have color display capabilities with
updated graphics at more reasonable costs than available in 2004. The typical color LED bulb
has twice the life expectancy of our current white bulbs. With color capabilities each message
could then be a different color making them stand out more. We have also requested that the
sign be supplied by a local manufacturer so parts and repairs could be completed by a local sign
maintenance company in a timelier manner.
DISCUSSION
Sealed bids were publicly opened at 1 :00 P.M. on November 23, 2009 for a proposed double
faced electronic message board and removal and disposal of the old sign. Three invitational bids
were mailed, and a bid notice was placed in the local paper.
H:\Administration\BIDS\RESUL TS\MessageSign Repl 2009.RES.doc
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~
The Doubled Faced Electronic Message Sign Replacement
January 14,2010
Page 2
Three bids were received and the results are as follows:
Bidder
Bid Price
All-Right Sign, Inc. $ 19,538.00
Steger, IL 60475
NSI Sign, INC. $ 29,499.00
Addison, IL 60101
Fast Signs of Schaumburg $ 31,720.00
Schaumburg, IL 60173
DISCUSSION
The successful low bidder was All-Right Sign, Inc. The low submittal, the 2009 White Way
20mm RGB LED double faced sign met all specifications and will be manufactured by the White
Way Sign Company located in Mount Prospect. All references were contacted and all gave
excellent recommendations. (Cubs, White Sox, United Center, Allstate Arena, Sears Center)
The sign will be installed in the existing sign structure and the old sign disposed of per the
contract. The sign will be able to display each message in a different color and meets the
maximum daytime light intensities per code and dims automatically for night time limitations.
The sign will be connected to the existing power source and phone lines with capabilities to plug
in a laptop at the sign to make changes. All software will be installed in two village computers at
the Village Hall and on site training will be provided.
After sign installation has been completed by All-Right Sign, Inc., service and parts will be
provided by the White Way Sign company located here in Mount Prospect.
H:\Administration\BIDS\RESUL TS\MessageSign Repl 2009.RES.doc
page 2 of3
.L'.,,'
The Doubled Faced Electronic Message Sign Replacement
January 14,2010
Page 3
RECOMMENDATION
I recommend acceptance of the low bid as submitted by All-Right Sign, Inc for a 2009 White
Way 20mm RGB LED double faced sign for an amount not to exceed $19,538. Sufficient funds
for this proposed contract exist in the 2009 budget and will be carried over to cover the expense
in the 2010 budget year.
9~ GlWWJ
Paul Bures
Superintendent of Streets & Buildings
I concur:
4R~
Director of Public Works
Pb
c: Director of Public Works Glen R. Andler
Deputy Director of Public Works Sean P. Dorsey
File
H:\Administration\BIDS\RESUL TS\MessageSign Repl 2009.RES.doc
page 3 of3