berrydunn.com
PROPOSAL FOR:
City of San Leandro Police
Department
CAD/RMS Assessment and
Review
SUBMITTED BY:
BERRY, DUNN, MCNEIL & PARKER, LLC
2211 Congress Street, Portland, ME 04102
En Doug Rowe
Principal | Berry, Dunn, McNeil & Parker, LLC
[email protected]
Michele Weinzetl
Engagement Manager | Berry, Dunn, McNeil &
Parker, LLC
[email protected]
Proposal Submitted On:
May 27, 2025
BerryDunn is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide services. Berry, Dunn, McNeil & Parker, LLC provides tax, advisory, and consulting services. BDMP Assurance, LLP, a licensed
CPA firm, provides attest services.
May 27, 2025
City of San Leandro
Attn: Michael Sinor, Chief Technology Officer
835 East 14th Street
San Leandro, CA 94577
Sent via email to: [email protected]
Dear Mr. Sinor:
On behalf of BerryDunn, I am pleased to submit this proposal in response to our discussions with the City of San Leandro (the City) regarding the San Leandro Police Department (SLPD) Computer Aided Dispatch (CAD) and Records Management System (RMS) Assessment and Review. Our proposal is a firm and irrevocable offer that is valid for 120 days from the submission date of May 27, 2025.
We are a nationally recognized independent professional services firm focused on inspiring organizations to transform and innovate. Founded in 1974, we are a stable and well-established firm that has preserved our core values and reputation for excellence throughout our 51-year history. We have enjoyed steady growth by providing consistent, high-quality services to our clients in all 50 states, as well as in Puerto Rico and Canada.
Focused exclusively on serving public-sector agencies, we help advise organizations to assess operational needs, strengthen technology services, and develop strategic plans to address challenges and embrace opportunities to improve. The City will be served by our Justice and Public Safety Practice—a team of cross-functional representatives from police, fire, dispatch, and corrections to fully support the City in meeting its goals.
As a principal of BerryDunn’s Justice and Public Safety Practice, I am legally authorized to bind, negotiate, make presentations on behalf of, and commit our firm and our resources. If you have any questions regarding our proposal or updates on the evaluation process, please consider me your primary point of contact. Thank you for your consideration.
Sincerely,
Doug Rowe, PMP®, ITIL(F) | Principal
Berry, Dunn, McNeil & Parker, LLC
BerryDunn, 2211 Congress Street, Portland, ME 0410
City of San Leandro, CA i
TABLE OF CONTENTS
SECTION PAGE
1. BerryDunn Overview .......................................................................................................................... 1 BerryDunn’s Dedicated Justice and Public Safety Practice ............................................................... 1 Why BerryDunn? ................................................................................................................................... 2
2. Systems Consulting Experience ........................................................................................................ 3
2.1 Experience Overview ......................................................................................................................... 3
2.2 Experience Highlights ........................................................................................................................ 4
3. References ......................................................................................................................................... 5
4. Project Team ...................................................................................................................................... 8
5. Project Approach and Methodologies ............................................................................................ 11
5.1 Project Management Approach ..................................................................................................... 11
5.2 Needs Assessment Approach ........................................................................................................ 12
5.3 RFP Development Approach .......................................................................................................... 13
5.4 Change Management ..................................................................................................................... 13
5.5 Information Gathering .................................................................................................................... 14
6. Project Work Plan ........................................................................................................................... 15
7. Schedule ......................................................................................................................................... 22
8. Cost ................................................................................................................................................. 23 Appendix A: Resumes ............................................................................................................................. 24 City of San Leandro, CA 1
1. BerryDunn Overview
BerryDunn is a nationally recognized independent management and professional services consulting firm focused on inspiring organizations to transform and innovate. We have experienced sustained growth throughout our 51-year history working with state, regional, and local government agencies across the country and their federal partners in support of programmatic, policy, technology, and other significant assessment, strategic planning, and organizational change initiatives.
We work with justice and public safety agencies in various capacities, becoming a national leader in helping our clients develop, implement, analyze, and improve their programs, processes, and systems to maintain a client-centric, evidence-based approach to service delivery. Our firm’s culture is centered on our deep understanding of our client’s commitment to serving the public. We care about what we do, and we care about the people impacted by our work.
Figure 1: BerryDunn Firm Experience
BerryDunn’s Dedicated Justice and Public Safety Practice Members of BerryDunn’s Justice and Public Safety Practice will support the City’s project. This practice focuses exclusively on helping our justice and public safety clients advance their most critical public safety initiatives—such as improving business processes and operations and modernizing the technological systems that keep your staff, residents, and communities safe. Our experience extends across the full justice spectrum, from initial justice involvement (police) to adjudication (courts and prosecution) and supervision of offenders (corrections and jails).
City of San Leandro, CA 2
Figure 2: Justice and Public Safety Practice Areas of Specialization We have worked with various departments within state and local government, such as police and fire departments, dispatch centers, sheriffs’ offices, departments of corrections and jails, judiciaries, and probation and parole. This is a distinguishing factor from our competitors, as we bring a deep understanding of the relationships between various public safety entities and the stakeholders they serve.
Why BerryDunn?
Existing relationship with the City. With the City as an existing client, we would consider it a great privilege to further our relationship by way of assessing its CAD/RMS to aid the City in determining next steps. We bring extensive experience leading efforts across the full system replacement life cycle. Complemented by the following key benefits of partnering with the BerryDunn team, we will help ensure the City’s upcoming work effort is efficient, effective, and successful.
Our strong facilitation approach and communication skills. Our team understands that reaching consensus can be difficult as individuals seek to advocate for the needs and concerns they believe in most, and those that represent their interests. Our approach is based in the Institute of Cultural Affairs’ (ICA) Technology of Participation® (ToP®) facilitation methodology and designed to meet the needs of stakeholders, including government officials, managers, supervisors, and frontline staff, and ultimately, the organization as a whole.
Throughout the process, we will seek input from all interested parties to help ensure the final outcome reflects a shared vision and that will serve operational needs.
Emphasis on both project management and change management. A project of this magnitude is widely impactful, and for this reason, we consider the people side of change as part of our efforts. We have experienced resistance to change in many of our consulting engagements since they bring about shifts in processes, operations, and systems. Our approach includes built-in proactive change management strategies that include involving City stakeholders throughout the process to gain input, build support, and promote buy-in for decisions.
City of San Leandro, CA 3
Our deep expertise in CAD/RMS systems selection and implementation. Providing systems planning, selection, and implementation services to local government clients is a core service of our firm and of our proposed team. In fact, we have conducted more than 100 comparable engagements for a variety of public-sector clients and a dozen CAD/RMS-specific projects. As a result, we understand how decisions made during system selection can impact the implementation phase and how the project as a whole can positively or negatively impact customer experience and safety of the public once the system is live. We specialize in leading a collaborative process that helps ensure all perspectives are heard, builds consensus and support for final outcomes, and develops a request for proposals (RFP) that is clearly understood by our clients and vendors alike, allowing for a fair and objective evaluation process.
2. Systems Consulting Experience
2.1 Experience Overview
System consulting is a core BerryDunn service. We are currently leading several clients through similar undertakings, from conducting a system needs assessment, to full-time implementation services, through post-go-live assistance. Our experience includes numerous prior system selection projects led by our Justice and Public Safety Practice, and many more system selection engagements firmwide. Additionally, one of our team members, Christopher Williams, served in law enforcement in California for more than twenty years, and was responsible for implementation of two CAD/RMS projects during his tenure. Christopher has direct knowledge of the environment in California and will be integral in aligning system and operational needs with critical datapoints of California NIBRS and RIPA.
The Our team has assessed and assisted public safety clients migrating both to and from Tyler Technologies, Motorola, CentralSquare (and its earlier iterations of SunGard, Tritech, and Zuercher), and other regional vendors. Across the justice and public safety partners we work with, our core system selection approach remains proven and reliable allowing us to tailor our foundational understanding to creatively solve your unique challenges.
Our experience has proven that no two agencies are alike. In a landscape of rapidly changing technology, within a rapidly changing public safety industry, the BerryDunn team brings reputable experience in exploring the nuances within each client’s unique environment. Our recommendations are both proven and intended to be future-proof, allowing our clients to confidently undertake a project that will significantly alter their daily work and transform how they do business. It is important to note that most—if not all—of our systems consulting work includes justice and/or public safety stakeholders as part of wider enterprise planning
and interface initiatives.
Table 1 and Table 2 on the following pages are a
representative sample of our system consulting
services within the last five years that relate
directly to the City’s project. Table 1 provides
population data to offer additional context
regarding our experience.
City of San Leandro, CA 4
2.2 Experience Highlights
Below we provide details on our most recent and relevant CAD/RMS projects.
Table 1: CAD/RMS Project Details
Client and Project Description
City of Boca Raton – CAD/RMS Needs
Assessment, Software Selection, and
Implementation Assistance
Full needs assessment. RFP developed, publishing,
system selection and implementation pending.
City of Denton, TX – CAD/RMS Needs
Assessment
Conducted CAD/RMS/jail management system (JMS)
technical system evaluation and needs assessment. RFP
currently open. Selection and implementation pending.
City of Desoto Southwest Regional
Communications Center – CAD Needs
Assessment and Implementation Project
Management
Full assessment on a recently procured CAD/RMS.
Provided Alternative Solutions Memo allowing leadership to make an informed decision to develop requirements
and procure a new solution. Implementation is currently underway.
Ellis County – Justice and Public Safety System
Needs Analysis and Implementation Project
Management
Full project life cycle of needs assessment through
CAD/RMS/JMS implementation.
City of Frisco – CAD/RMS System Assessment Full system selection project. Implementation pending.
City of Manassas – CAD/RMS Implementation
Project Management Services
Engaged for contract negotiations and implementation.
Implementation is currently under way.
City of Salem, OR – Best Value Analysis Process
for iQMS and Implementation Project
Management Services
Best value analysis for integrated quality management
system (iQMS) for CAD/mobile data system for the
Willamette Valley Communications Center. Determined
evaluation criteria, scoring vendor proposals, and
contract development and subsequent negotiations.
Implementation project management.
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3. References
Below, we provide three references that demonstrate our capability and expertise in leading similar projects. We encourage the City to contact the references provided, as client experiences and feedback are ultimately the best representation of the quality of our work, and we take pride in the great relationships we have built over the years.
Bloomington Police Department RMS Assessment
City of Bloomington, MN
CLIENT CONTACT INFORMATION:
Laurene Draper, Support Services Manager
Bloomington Police Department
1800 W. Old Shakopee Rd
Bloomington, MN 55431
952.563.8864
[email protected]
PROJECT DATES:
06/2024 to 10/2024
PROJECT BACKGROUND/OVERVIEW: The Bloomington Police Department’s (BPD) records department struggled with volume and a reporting backlog. During our initial inquiries, BerryDunn identified opportunities for review and possible process revision that would benefit the BPD and ultimately, the Records Department. BerryDunn offered an approach to conduct a BPD records department review, including a job task analysis (JTA) and assessment of the key functions affecting the efficiency and effectiveness of the records department.
BERRYDUNN’S SOLUTION: BerryDunn engaged a mixed-method, research-based analysis. We conducted a JTA that documented each unit’s purpose, the work performed in that unit, and which positions were responsible for certain tasks. We then examined CFS-related business processes which included case reviews, on-site interviews, and a field technology review. We then isolated the actual time staff that each position has available to perform the requisite work, then evaluated the volume of work for each position. From this data, we developed full-time equivalent (FTE) requirements for each position within the support services unit.
PROJECT OUTCOMES: BerryDunn presented our final recommendations report, which included future state visioning and process improvements. Our analysis involved shifting work to more appropriate units, eliminating redundant work, evaluating the efficiency of specific tasks, and considering the skill level required for tasks.
City of San Leandro, CA 6
Justice and Public Safety Software Modernization Initiatives Ellis County, TX
CLIENT CONTACT INFORMATION:
E.J. Harbin, Purchasing Agent
101 W. Main Street, Ste 201
Waxahachie, TX 75165
[email protected]
972-825-5117
PROJECT DATES:
06/2021 - Present
PROJECT BACKGROUND/OVERVIEW: BerryDunn was first engaged to conduct a needs assessment of Ellis County’s suite of justice and public safety software systems, which included:
• CAD/RMS
• Jail Management System (JMS)
• Court CMS
• County Clerk System
• Prosecution Case Management System
Ellis County then chose to select and implement replacement systems.
BERRYDUNN’S SOLUTION: The BerryDunn team of multidisciplinary experts met with Ellis County stakeholders from police, fire, jails, court, and prosecution offices to explore how the legacy systems were and were not meeting their diverse needs, discuss integration among the systems (or lack thereof), and capture data, modules, reporting, and security needs.
Following the delivery of a thorough Needs Assessment Report, Ellis County chose to proceed by strategizing an approach to selecting and implementing replacement systems. BerryDunn developed an Implementation Strategic Plan that identified the three distinct system selection and implementation projects, outlined the associated costs, and provided a map for the next three to five years.
PROJECT OUTCOMES: After successfully selecting vendors for a CAD/RMS solution (including JMS), Prosecution Case Management Solution, and a Court Case Management Solution, BerryDunn is now providing implementation support (with exception to the Court Case Management Solution as the vendor contract is expected to be finalized in the coming months).
Our proposed project manager, Alec Leddy, led Ellis County through the needs assessment, requirements development, vendor selection, and contract negotiation activities for both the Prosecution and Court Case Management Systems. He is supporting the Prosecution Case Management System implementation and the project is proceeding on-schedule and within budget, with an estimated go-live date in March of 2024.
City of San Leandro, CA 7
Best Value Analysis Process for iQMS and Implementation Project Management Services
City of Salem, OR
CLIENT CONTACT INFORMATION:
Greg Hadley, CAD Director
295 Church Street Southeast
Salem, OR 97301
503-932-5741
[email protected]
PROJECT DATES:
12/2020 to 08/2023
BERRYDUNN’S SOLUTION: BerryDunn provided the City of Salem a best value analysis for iQMS for a modern CAD/Mobile Data System. BerryDunn helped the City by determining evaluation criteria, scoring vendor proposals, and assistance with contract development and subsequent negotiations with the preferred vendor.
During the second phase of the project, BerryDunn provided project management for the implementation of the selected CAD for the Willamette Valley Communications Center. The implementation encompassed 13 law enforcement and 16 fire departments.
City of San Leandro, CA 8
4. Project Team
At BerryDunn, we believe in the synergy that accompanies a team approach. That said, we will carefully assemble a project team with unique and specialized qualifications that coincide with the needs and desired outcomes of the City. Below and on the following page, we highlight several individuals whose backgrounds and experience are representative of what the City can expect of a project team assigned to an engagement of this nature. Resumes are provided in Appendix A:
Resumes.
Figure 3: Organizational Chart
PROJECT PRINCIPAL
As project principal, Doug maintains overall responsibility for maintaining BerryDunn’s agreement with the City. When appropriate, Doug will also reach into BerryDunn’s bench of consultants and pull in specialized resources to meet project needs.
Doug Rowe, ITIL(F), PMP® | Principal
Doug is principal of BerryDunn’s Justice and Public Safety Practice, bringing over 40 years of industry experience—20 of which have been spent working with justice and public safety agencies. Doug’s focus is on recommending actionable improvements for his clients. He has an in-depth understanding of the justice and public safety operating and technical environments and leverages this knowledge to develop recommendations that align with operational goals and objectives. This experience City of San Leandro, CA 9
includes work with police agencies, courts, sheriff’s offices, prosecutors, departments of corrections, and fire departments, among others.
ENGAGEMENT MANAGER
As engagement manager, Michele will be directly involved with the project and will work with the project manager to monitor the progress of the project, track the initiation and completion of tasks and milestones, and oversee the work of our project team. She reviews and approves all project deliverables to help ensure we meet the City’s needs and our internal quality standards.
Michele Weinzetl, Ed.D., Prosci® CCP | Senior Manager
Michele is a senior manager in BerryDunn’s Justice and Public Safety Practice and leads the Public Safety section. Michele has over 37 years of public safety experience, including more than ten years conducting operations and management and technical assistance projects across the country. Michele served over 27 years in her policing career, 17 of which were spent as chief of police for three Minnesota cities. Prior to BerryDunn, Michele worked for the International Association of Chiefs of Police (IACP), evaluating police departments’ operations, management, and staffing capabilities, and conducting technical assistance and strategic planning projects for agencies across the country—ranging from 50 to 2,000-plus officers. She is the former president of the Minnesota Chiefs of Police Association (MCPA), holds a Master Chief of Police Certification from the MCPA, and formerly managed the Public Safety Executive Leadership master’s program at St. Cloud State University. Michele is an expert in 21st Century Policing and industry best practices and brings extensive experience instructing hundreds of police officers and police executives in the areas of supervision, leadership development, and a variety of policing skills.
PROJECT MANAGER
As project manager, Chris will manage the technology review process, serve as a point of contact with the City and stakeholders, monitor the progress of the project, track the initiation and completion of tasks and milestones, and oversee the work of our project team and lead the on-site interviews and fact-finding activities.
Christopher Williams | Senior Consultant
Christopher is a senior consultant in BerryDunn’s Justice and Public Safety Practice with nearly 30 years of law enforcement, public safety technology, and corrections experience. He retired as Captain of Administration and Operations after over 20 years of service with the City of El Monte, CA Police Department and now works as a judicious and forward-thinking public service consultant. During his career he obtained a bachelor's degree in criminal justice management, a master's degree in public administration and graduated from the FBI National Academy. He is skilled at transforming the capabilities of understaffed and underfunded police agencies into unprecedented performance. Christopher seeks to balance short-term needs with longterm objectives while improving policing resources and the broader community.
City of San Leandro, CA 10
BUSINESS ANALYST
As business analyst, Kristen will support the project manager in the facilitation of meetings, the preparation of status reports, and help ensure the timely completion of all project deliverables.
Kristen Fleming | Consultant
Kristen joins the firm after 25 years of experience in the public safety and municipal government fields. She has worked in public safety communications centers in Southern Maine and was the Manager of the Maine Turnpike Authority Traffic Management and Communications Center for approximately eight years. She has also held administrative positions in police, fire, EMS, and corrections departments, in addition to other municipal government administrative positions. Within these roles, she has played a principal role in re-opening a correctional facility after a nine-year closure, wrote and implemented communications center policies and procedures, wrote and implemented a communications center and technology training programs, implemented and improved CAD systems and processes, implemented fire RMS, improved processes and agency performance, and coordinated and implemented a system-wide upgraded radio system installation.
TECHNICAL SUBJECT MATTER EXPERT
As technical SME, Tony will bring his IT expertise and system selection experience to the project. He will manage the technology review process.
Anthony (Tony) Tull, CGCIO, ITIL | Senior Consultant
Tony is a senior consultant with six years of experience serving as an IT Manager with the North Central Texas Council of Governments and has successfully implemented multiple system projects. He brings key experience in the public sector, having also served as the Chief Information Officer for the City of Granbury, Texas, for 15 years, during which he served as the project manager for multiple IT projects, including a joint city/county CAD/RMS modernization initiative that included a Jail Management System integration. Tony is also a former firefighter of eight years, holding the rank of captain for two of those years. His work has given him a deep understanding of the tools, trends, and management approaches needed to successfully support large, enterprise-wide technology initiatives, especially in the public safety space.
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5. Project Approach and Methodologies
5.1 Project Management Approach
Project management services are core to BerryDunn’s consulting team. Our team has been called upon to provide project management, project advisory, and implementation oversight for numerous large, highly visible local and state system projects (see Table 1), including “at-risk” or “failing” implementations. Our experience includes leading teams comprised of BerryDunn project management personnel, business and technical analysts, client and vendor personnel, and subject matter experts. We consistently apply proven project management principles and scale them to meet the needs of each engagement.
BerryDunn’s approach to providing the services requested by the City utilizes best practices and will be adapted to meet the needs of projects. BerryDunn will leverage the knowledge and experience we have gained over the past 38 years assisting government agency clients in similar projects to make the most effective use of staff time, minimize impact on daily operations, and meet agreed-upon deadlines.
Our team applies proven project management processes, tools, and techniques based on principles in A Guide to the Project Management Book of Knowledge (PMBOK® Guide), Version Seven published by the Project Management Institute® (PMI®) and scales them to fit the specific needs of each project. Our approach includes applying standard processes across the project management life cycle. Figure 4 illustrates the phases of the Project Management Life Cycle and the paragraphs that follow briefly describe BerryDunn’s approach to each phase.
Figure 4: Project Management Life Cycle
The project management life cycle provides a framework for managing any type of project.
Initiation: Establishing project structure and governing processes Project initiation is signaled by acceptance of our proposal and successful negotiation of a contract.
Based on existing documentation, terms of the contract, and input from project leadership, as well as project stakeholders.
Planning: An ongoing process…
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Planning is not a one-time task, but an ongoing project management process. It entails clarifying deliverable expectations, identification and integration of tasks, estimation of effort and/or duration, allocation of appropriate resources, and development of strategies to mitigate any significant project risks. BerryDunn’s project manager will conduct initial planning with the project team, as well as maintain and update planning documents throughout the engagement.
Execution and Control: Execute the plan and monitor, measure, and report outcomes.
Throughout the course of the engagement, our team will apply their project management expertise and skills, as well as our established tools and techniques to direct project activities, review deliverables, leverage resources, facilitate communication, and monitor team function to achieve the expectations established in the contract and further refined by through initial and ongoing project planning.
Project Close: Are we there yet?
Project close activities and deliverables will validate that BerryDunn has met expectations for this project and tasks have been completed as agreed-upon. Knowledge transfer activities are designed to help ensure a smooth transition of our work to the City’s project team.
5.2 Needs Assessment Approach
A thorough needs assessment will be crucial in laying the foundation for the rest of the project if the City chooses to proceed with a solution. Conducting needs assessments is among BerryDunn’s core service offerings, either as a standalone service or as a component of larger system selection initiatives. Our experience is extensive and applied across areas in state and local government, such as:
» Community Development
» Corrections
» Courts
» Emergency Management
» Emergency Medical Services
» Finance
» Fire
» Human Resources
» Information Technology
» Management and Administration
» Parks and Recreation
» Police
» Prosecutors
In many cases, jurisdictions wish to conduct a traditional needs assessment as a decision point on whether to proceed with procurement. BerryDunn will take the approach of developing a Future State Analysis Report focusing on current and future needs. We have found by doing so, stakeholders begin to focus on possible enhancements through technology rather than dwelling on current technical challenges. BerryDunn's objective will be to align technology, business processes, and staff skillsets to enhance public safety. Ultimately, we craft our recommendations to keep cost, productivity, and efficiency a priority—adding the most value to the process as possible.
Our consultants have an eye for efficiency and how to effectively deliver expected results because they have been in your shoes and understand your constraints and challenges. As advisors to the City, our focus will include both ongoing and continual assessments of processes, as well as discrete, focused, efficiency-related activities.
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Our approach is guided by the philosophy that when things go wrong, more often than not, the underlying processes and systems are at fault, not the people. As a result, our activities will focus first and foremost on understanding the challenges in existing processes and their underlying causes and developing solutions to eliminate or mitigate those causes. If staff performance issues are identified, they are handled through coaching, training, and escalation to supervisors as needed and appropriate.
5.3 RFP Development Approach
BerryDunn has a mature, proven, disciplined, and flexible approach to help ensure the City solicits the right vendors for the CAD/RMS products best suited to meet its needs. Our system planning and procurement methodology will provide the City with an iterative and collaborative process that promotes involvement of stakeholders from all levels of the organization.
The overarching benefits of our procurement approach includes:
» Detailed and thorough analyses and requirements development through our project team’s aggregation, synthesis, and analysis of data and information from multiple external and internal sources
» Progressive elaboration of requirements and multiple opportunities for the City’s leadership to review and provide input into activities and deliverables » Documentation of requirements in a format that facilitates ease of tracking » Access to BerryDunn’s existing repositories of similar work products, compliance documentation, best practices, lessons learned, and other requirements » The tools and approach needed to facilitate the development of a professionally written RFP and scope of work (SOW) that will yield informative and meaningful responses from vendors and an objective evaluation from the City
5.4 Change Management
Migrating from legacy systems to tools that are more modern and functionally rich requires a significant change in how work is performed. Stakeholders’ willingness to adopt new processes and tools can play a critical role in the success—or failure—of the new system(s). It is natural that with significant change comes resistance. Some stakeholders may suffer from change saturation, or, if they have had a negative change experience, may resist supporting the efforts to move forward.
In acknowledgment of the impact that change unquestionably has on the success of enterprise system implementations, BerryDunn has adopted the Prosci® change management methodology and has more than 100 Prosci® Certified Change Practitioners on our consulting team.
According to research conducted by Prosci®, the likelihood of project success increases significantly, and in alignment with the level of change management focus applied to the project. Figure 5 shows that even small increases in focus on change management, from “poor” to “fair”, are likely to have a positive impact on system adoption and project success.
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Figure 5: Change Management’s Impact on Project Success The Prosci® methodology states that for change to work in an organization, individuals must be willing to change and understand change. Our team has provided OCM services as part of larger consulting engagements and as a standalone service. BerryDunn’s Certified Change Practitioners are part of an internal Change Management Community of Practice, which meets quarterly to share methodologies, best practices, and lessons learned from our varied OCM project experiences.
5.5 Information Gathering
We bring an impartial, objective, and cohesive methodology for gathering information from the City’s stakeholders. Our broad experience affords us the opportunity to become well-versed in the functional and technical aspects related to justice and public safety application integrations, processes, and best practices.
Our methodology combines engaging a diverse
group of stakeholders in information gathering
and iterative discussion with our project team’s
independent review, research, and knowledge of
the public-sector landscape and industry trends
and best practices. We employ a mixed-method
approach using the techniques in Figure 6 for
information gathering, when appropriate.
Throughout all project phases, we will work
collaboratively with key stakeholders to
understand their perspectives and needs and
seek alignment for a unified vision and plan for
the future. Determining who we need to work with
and how we need to work with them on this
project is critically important for project success.
For this reason, our methodology includes holding
an initial planning meeting with the City
immediately after project start to help ensure we have a clear understanding of the stakeholders who need to be involved in the project, the project phases they should be involved in, and the methods of outreach and information gathering that will engage them.
Figure 6: Information Gathering Methods
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We will collaborate with the City to agree upon a communication plan and recommend sending an initial message to stakeholders informing them of the project and our involvement. We expect that discussion about stakeholder involvement will be iterative and ongoing, so the topic will be revisited with the City as needed, with a flexible approach to accommodate changes as activities progress. We will also use a web survey to collect stakeholder input—an approach we have used successfully to gather feedback from broad groups of stakeholders in a confidential manner related to topics such as priorities, needs, barriers, and successes. We will then facilitate a series of fact-finding interviews to gain a deep understanding of the City’s current environment and processes.
Most importantly, our project team includes experienced facilitators who have the skills and knowledge necessary to establish credibility, build trust, elicit information, encourage collaboration, reach consensus, and develop buy-in with diverse groups of project participants who may have competing interests.
6. Project Work Plan
BerryDunn strives to be flexible when it comes to development and execution of an effective work plan. We understand that no two projects are exactly alike and believe that one of the primary reasons we have been successful with similar projects is our willingness to be flexible in adapting to our clients’ unique needs.
The overarching benefits the City can expect of our approach include:
» A methodology where each project activity has a tangible effect on future activities » Quality assurance processes that incorporate the City’s review and approval of all deliverables and key milestones
» Built-in project management and change management best practices—focused on keeping the project on time, on budget, and progressing at a healthy pace—for the City’s and SLPD’s stakeholders to understand why and how findings and recommendations will improve the current environment
» A needs assessment that will include all functional areas within scope and focus on how those areas interact with each other and integrate with existing systems » Thorough business process improvement activities, helping the City identify root causes of process and/or system deficiencies
» A focus on taking full advantage of the newest technology and harnessing efficiencies by demonstrating technology to enhance the City’s knowledge of available solutions in the marketplace
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The following is a brief outline of our work plan and the phases we will engage to complete the City’s desired tasks, based on the identified scope. We look forward to refining this work plan in collaboration with the City upon project initiation.
PHASE 1: Needs Assessment
During Phase 1, BerryDunn will work with all stakeholders to develop a detailed project work plan, schedule, and other supporting documents to begin the project.
BerryDunn will use various tools including surveys, document collection, interviews, and identified technical requirements to define the desired future state of public safety through upgraded technology.
Task Description
Project Planning: We will conduct an initial project planning teleconference with the City’s project team to introduce key team members, clarify goals and objectives, identify known project constraints, and refine dates and/or tasks, as appropriate. We will discuss our approach for managing communications, scope, risks, and resources.
1.1 Hold a project planning meeting.
1.2 Develop the Project Work Plan.
1.3 Develop the Project Schedule.
1.4 Create the Stakeholder Register.
D1 • Deliverable 1: Project Work Plan, Schedule, and Stakeholder Register Needs Assessment Report with Preliminary Requirements
1.5 Develop document request.
1.6 Project Kickoff Meeting: We will conduct an on-site project kickoff presentation with project stakeholders that will serve as an opportunity to introduce our project team members, discuss goals, present our project approach and methodology, review the schedule of key project dates, and answer questions.
1.7 Develop Strengths, Weaknesses, Opportunities, Threats (SWOT) Survey: We will develop and distribute a SWOT survey to understand issues and challenges with current business processes. We anticipate that this survey will be issued to the core stakeholders and used to help determine the current challenges and areas for improvement. Prior to issuing the web survey, we will review the questions with the City’s project team to solicit feedback before finalizing. We will use the survey results as one of many data points in developing our evaluation of the current environment.
1.8 Review provided information.
1.9 Review survey results.
1.10 Fact-Finding Meetings: Conduct fact-finding meetings to explore the following areas:
» Business processes
1 City of San Leandro, CA 17
Task Description
» Business operations, such as: operating systems, database management, software modules, reports, data security and relevant policies, procedures, and productivity tools
» Interfaces, integration, and technical requirements
» Data conversion requirements
» Identification of key system requirements
» Use of workarounds occurring outside of the CAD/RMS environment
1.11 Maturity Assessment Review: BerryDunn is aware that Tyler Technologies has developed a report that assesses current conditions with the CAD/RMS environment for the City. BerryDunn will review this report and consider its implications as part of our overall assessment.
1.12 Needs Assessment Document: Drawing on the information gathered through our review of documentation, web survey results, and fact-finding sessions, we will prepare a Needs Assessment Document. This document will contain key themes from factfinding meetings, such as:
» A high-level summary of current business processes, resources, staffing, functionality, and CAD/RMS capabilities
» Challenges and areas for improvement
» Other preliminary considerations and key decision points
1.13 Needs Assessment Review and Presentation: We will provide the Needs Assessment Document to the City for review and facilitate a work session to explain our findings, gain feedback, and build consensus related to the decision points. We believe it is important to obtain the City’s validation and approval of these findings, as this information will serve as the basis for future requirements. *BerryDunn expects that delivery and review of the Needs Assessment Document will serve as a decision point for the City in determining whether to optimize its current CAD/RMS, or to go to market for replacement. BerryDunn will adjust its approach to the remaining tasks in this section, as well as tasks 2.1 through 2.6, based on the City’s decision.
D2 • Deliverable 2: Needs Assessment Document
1.14 Facilitate Joint Requirements Planning (JRP) Work Sessions to Review Requirements:
BerryDunn will facilitate a series of JRP work sessions with City stakeholders to review the preliminary requirements and key future state business process flows. Using the information gathered during the fact-finding meetings, we will review and confirm each item as well as assign a relative criticality to communicate to vendors responding to the list as part of their RFP responses.
1.15 Develop Functional and Technical Requirements Document: As part of the stakeholder workshops, and following the review of other data gathered, we will identify and document functional and technical requirements for the CAD/RMS. This City of San Leandro, CA 18
Task Description
information will also be included in the requirements set, enabling responding CAD/RMS vendors to submit a response that best meets the needs of the City.
1.16 Incorporate City feedback into the Functional and Technical Requirements Document.
1.17 Conduct Market Research: Though BerryDunn is vendor neutral, we maintain a strong working relationship with CAD/RMS vendors due to current and past projects.
BerryDunn is keenly aware of functionalities offered by vendors in the marketplace and will use this knowledge to guide the City on available technologies. We find early engagement with vendors increases vendor interest and the number of proposals submitted by vendors.
D3 • Deliverable 3: Functional and Technical Requirements Document PHASE 2: RFP Package Development
In Phase 2, BerryDunn will utilize all inputs from the Needs Assessment for the City to fully communicate the environmental and technical requirements through the publishing of an RFP.
Task Description
2.1 Develop RFP SOW: BerryDunn will begin the RFP planning and development process beginning in Phase 2, although various RFP project tasks will occur concurrently to those in Phase 1. At the beginning of this phase, BerryDunn will meet with the City’s procurement team to review and discuss the existing RFP process, development of the RFP for the new CAD/RMS, the associated addenda, and any required forms for submission.
2.2 Provide and Present Preliminary RFP: Based on the expectations document and discussions during previous tasks, the BerryDunn team will develop a first draft of the RFP in the preferred format, including the City’s standard components and the required language. This will be a working draft for collaborative development. We will then present the first draft RFP to the City in a meeting. We will send the document five business days prior and ask that the meeting attendees review it prior to the meeting. We also request that the City project team issue a single, consolidated set of changes to our team for discussion during the meeting.
Our team will review the draft RFP from the perspective of someone responding to the RFP, asking questions such as:
› Is the scope, timeline, cost information, and evaluation criteria clear? › Are there any ambiguities in how the proposer should present costs, work plan details, staffing information, and other proposal content?
2.3 Develop RFP Scorecard: Our team will work with the City to develop objective evaluation criteria to include in the RFP. We will prepare a scorecard that allows a systematic way to evaluate the suitability of the vendors based on functional requirements and needs. It will track significant strengths and limitations of each proposal reviewed in terms of the 2 City of San Leandro, CA 19
Task Description
established evaluation criteria. The RFP will also include a structured list of points for vendors to address in their response, including key project management deliverables such as a project plan, resource and staffing plan, communication plan, data conversion plan, test plan, training plan, and change management plan.
2.4 Provide Final Draft of the RFP: Based on the changes requested for the preliminary RFP, BerryDunn will make updates and provide the final draft RFP to the City for review. We will allocate five business days for the project team to review the final draft, and then conduct a walkthrough with the City.
2.5 Finalize the RFP for publication. Once we receive and incorporate the City’s feedback on the draft version, our team will prepare a final draft of the RFP for City Purchasing to post.
2.6 Conduct vendor outreach to alert prospective vendors to the solicitation.
D4 • Deliverable 4: RFP Document
PHASE 3: Vendor Selection and Contract Negotiations
BerryDunn, working collaboratively with City, will lead stakeholders through a defined procurement and selection process (vendor responses, vendor short-list identification, demonstrations, and final scoring) resulting in the identification of a preferred CAD/RMS vendor. BerryDunn understands the correlation between a well-defined contract/SOW and system implementation success. It is in Phase 3 that BerryDunn will utilize our extensive experience with CAD/RMS vendor contract negotiations to help ensure the best interests of the City and SLPD.
OPTIONAL SERVICES – VENDOR SELECTION AND CONTRACT NEGOTIATIONS Task Description
3.1 Assist the City in responding to vendor inquiries. If implemented, BerryDunn will attend a virtual pre-proposal meeting hosted by the City. Within five business days of the questions’ deadline, BerryDunn will develop a draft addendum that includes a list of questions raised and prepare suggested responses. We will review the addendum with the City’s project team and assist in responding to vendor questions. These will be provided in a format that the City’s project team can review, revise, and publish as an addendum to the RFP, as determined by procurement staff.
3.2 Analyze vendor proposals. We will facilitate the proposal review process by analyzing vendor proposals to identify issues, risks, exceptions, omissions, and objections, compiling them in a single, executive-level proposal summary memo. The memo will identify key areas for consideration by the evaluation team related to each vendor’s ability to meet minimum requirements and alignment with the evaluation criteria within the RFP. This memo will also compare vendor responses to the Final Functional and Technical Requirements.
3 City of San Leandro, CA 20
OPTIONAL SERVICES – VENDOR SELECTION AND CONTRACT NEGOTIATIONS Task Description
3.3 Facilitate round one scoring meeting. We will meet with the evaluation team to review the proposal summaries, discuss each proposal received, assist in the scoring process, and collect scores to identify a short-list of vendors to invite for demonstrations. Typically, a City will select between three and four short-listed vendors, depending on a natural scoring demarcation point. We will clarify any open items with these short-listed vendors before issuing invitations for demonstrations, and we will provide the City with a Vendor Short-List Identification Memo.
D5 • Deliverable 5: Vendor Short-List Identification Memo
3.4 Facilitate demonstration planning work sessions and develop demonstration scripts. We will meet with the City’s project team to develop demonstration scenarios and scripts and run pre-demonstration conference calls with short-listed vendors, giving each vendor one hour to ask questions about the demonstration scenarios and approaches.
D6 • Deliverable 6: Demonstration Scripts and Planning
3.5 Facilitate Vendor Demonstrations: BerryDunn will schedule and facilitate demonstrations for each of the short-listed vendors. Our project team’s extensive background in the demonstration process will provide the City’s project team with a unique perspective on how to score, prepare, evaluate, and participate in vendor demonstrations.
3.6 Clarify any open requirements items with vendor(s).
3.7 Facilitate a round two scoring meeting. We will participate in the second round of vendor scoring via videoconference immediately following the final demonstration to identify the vendor or vendors for which the City’s project team should perform its reference checks.
3.8 Assist in planning for reference checks and site visits. BerryDunn will assist the project team with identifying tasks that should be accomplished prior to meeting at each site.
We will coordinate with the project team to discuss the suggested approach for the reference checks.
3.9 Facilitate a final round of scoring. We will facilitate the final round of vendor scoring via teleconference following the completion of reference checks and site visits. The objective will be to identify a preferred vendor, and a second-choice vendor should contract negotiations with the first be unsuccessful.
D7 • Deliverable 7: Preferred Vendor Identification
City of San Leandro, CA 21
3.10 Contract Negotiation Assistance: After final scoring activities, we anticipate supporting the City with the contract approval and negotiations process when and where it will benefit the City and SLPD most. We have been involved in this process from the client, vendor, and independent consultant perspectives and understand how the associated support needs vary and how the contract impacts the eventual implementation process. In conducting contract approval and negotiations activities, we will draw on these experiences to help ensure your best interests are met and project goals and objectives are achieved.
Working collaboratively with the City’s project team, the City’s legal counsel, and the preferred vendor, among other stakeholders, we will take part in various activities, including but not limited to:
» Developing a draft contract, using the City’s contracting procedures and the vendor’s proposal as starting points
» Reviewing the contract documents with the City’s project team to help ensure that requirements are clearly defined and to establish that the City agrees to the schedule, implementation process, fee arrangement, scope of services, vendor resources, deliverables, costs, acceptance criteria, and terms and conditions
» Participating during negotiations with the preferred vendor » Supporting presentation development and delivery to City leadership as it relates to receiving approval and contract execution
Should it become clear at any point during contract approval and negotiations that the preferred vendor’s solution or contract terms will not meet your needs, we might recommend halting the process with that vendor and commencing efforts with the second-choice vendor.
D8 • Deliverable 8: Contract Negotiation Assistance
City of San Leandro, CA 22
7. Schedule
BerryDunn expects the Needs Assessment and RFP Package development portion of this project to take approximately 5-6 months. If the City wishes to engage BerryDunn for Vendor Selection and Contract Negotiations, we expect the entire project to take approximately 9 months. We will plan to identify key dates in coordination with the City when developing the formal schedule and work plan during project planning. Table 2 illustrates a high-level overview of our project schedule to complete the City’s requested SOW. Please note that, although our work is separated into categorical phases, many project activities occur concurrently to maximize efficiency.
Table 2: Project Schedule
Phase / Month 1 2 3 4 5 6 7 8 9
Phase 1: Needs Assessment
Phase 2: RFP Package Development
Phase 3: Vendor Selection and
Contract Negotiations (optional)
To help ensure project success, BerryDunn expects the City and stakeholders to be engaged at the appropriate levels. We will discuss the time commitment per project phase and/or task depending on the project stakeholder with the City upon project initiation. BerryDunn expects issuance of the RFP to occur in month 5 or 6.
City of San Leandro, CA 23
8. Cost
We have developed our costs based on our detailed work plan, staffing and resource allocation, and the estimated level of effort from experience conducting similar projects in scope and size.
BerryDunn will submit monthly progress invoices based on the work completed toward each deliverable. Below, BerryDunn presents our fixed-fee price per system selection project deliverable.
BerryDunn does not charge for time spent traveling, so these costs are reflective of the time we will be working on the City’s project. BerryDunn expects three separate onsite trips for fact finding and functional and technical requirements development.
We are proposing a fixed price project, including fixed costs for each of the four deliverables.
BerryDunn will submit a deliverable acceptance form for each deliverable. BerryDunn will use progress billing for each deliverable, with City approval triggering final invoicing for each deliverable.
Table 4 includes the deliverables and associated costs.
BerryDunn has broken out this work into primary services, which would be completed as part of the initial contract, and optional services, which the City may or may not choose to have BerryDunn complete. At their discretion, the City may choose to engage BerryDunn to complete one or more of the optional services on a fixed-price basis as outlined in Table 3, or alternatively, the City can request assistance from BerryDunn on any of the optional deliverables on a time and materials basis, at a cost of $270 per hour, plus any pre-approved expenses.
Table 3: Cost per Deliverable
Deliverable # Primary - Deliverable Name Cost
1 Project Planning, Work Plan, Schedule, and Stakeholder Register $8,000 2 Needs Assessment Document $58,000
3 Functional and Technical Requirements Document $16,000 4 RFP Document Development $13,000
Total $95,000
Optional Services – Deliverable Name
5 Vendor Short-List Identification Memo $10,000
6 Demonstration Scripts and Planning $10,000
7 Preferred Vendor Identification $14,000
8 Contract Negotiation Assistance $6,000
Optional Services - Total $40,000
City of San Leandro, CA 24
Appendix A: Resumes
Doug Rowe, ITIL(F), PMP®
PRINCIPAL
Berry, Dunn, McNeil & Parker, LLC
EDUCATION AND
CERTIFICATIONS
BS, Math and Computer
Science, University of New
Hampshire
Project Management
Professional® (PMP®),
Project Management
Institute®
Information Technology
Infrastructure Library (ITIL)
Foundation Certification
AFFILIATIONS AND
MEMBERSHIPS
Project Management
Institute® (PMI®), National
Chapter, member
Corrections Technology
Association (CTA),
professional member
Doug Rowe is a principal in BerryDunn’s Consulting Team with over 40 years of IT industry experience and 20 years of working with justice and public safety agencies. Doug’s experience includes executive IT leadership, project management, enterprise system deployment, quality assurance, curriculum development and training, and strategic technology support services. He has presented at the national and regional level, sharing his knowledge to support justice and public safety efforts.
KEY QUALIFICATIONS
Justice and Public Safety Practice Leader
40 years of IT industry experience
20 years of state and local agency justice and public safety consulting experience
Expertise in corrections department business processes, operations, and technology
Experience leading projects focused on planning, requirements development, and procurement of system modernizations
Expertise in justice and public safety agency business processes, operations, and technology
Deep understanding of the interactions among justice partners (i.e., courts, public safety, corrections, prosecution)
KEY FOCUS AREAS
Business Process Improvement: Doug works with justice and public safety agencies to review existing processes, identify inefficient activities, and recommend process changes to improve output metrics. He has overseen detailed police department assessments; assessed business and technical requirements for state agencies; led statewide public safety risk assessments; and facilitated strategic planning efforts to guide resource allocation. His recommendations are rooted in decades of experience and best practices.
Recommendations Development: Doug leverages his in-depth understanding of the justice and public safety operating environment to develop actionable recommendations that align with operational goals and objectives. This experience includes work with courts, sheriff’s offices, departments of corrections, motor vehicle and transportation departments, and police and fire departments, among others.
City of San Leandro, CA 25
Systems Modernization: Doug has decades of experience leading projects focused on planning, requirements development, procurement, and implementation of system modernizations. He has provided engagement and project management support for computer-aided dispatch, records management systems, jail management system implementations; case management systems; offender management systems, and other justice and public safety systems.
REPRESENTATIVE PROJECT EXPERIENCE
BerryDunn (06/2011 To Present)
− City of Denton, TX
CAD/RMS System Planning and Replacement Services (08/2022 to present) Doug is providing engagement management support to the BerryDunn team in supporting the City with the planning for replacement of their CAD/RMS system, including system planning and procurement oversight, and project management of the CAD/RMS implementation.
− City of DeSoto, TX
CAD/RMS System Planning and Replacement Services (02/2022 to present) Doug is providing engagement management support to the BerryDunn team in supporting the City with the planning for replacement of their CAD/RMS system, including system planning and procurement oversight, and project management of the CAD/RMS implementation.
− Ellis County, TX
Justice and Public Safety Systems Replacement Initiative (05/2021 to present) Doug is providing engagement management and subject matter expertise support to the BerryDunn team as they collaborate with the County in defining requirements, developing requests for purchase (RFPs), and assisting in the system selection and implementation process for four Justice & Public Safety (J&PS) systems.
These systems will replace systems currently residing in a myriad of legacy systems, which is no longer sustainable. The J&PS systems being replaced include a court case management system, prosecution system, CAD/RMS and jail management system, and county clerk system. − City of Frisco, TX
CAD/RMS System Review Services (11/2021 to 08/2024)
Doug provided engagement management support to the BerryDunn team in supporting the City with the review of their CAD/RMS system.
− City of Salem, OR
CAD/Mobile System Planning and Implementation Services (12/2020 to 09/2023) Doug provided engagement management support to the BerryDunn team in supporting the City with the acquisition and implementation of a replacement CAD/Mobile system, including system planning and procurement oversight, and project management of the CAD/Mobile implementation. − City of Midland, TX
CAD/RMS Planning and Implementation Services (02/2018 to 03/2022) Doug provided engagement management support to the BerryDunn team in supporting the City with the acquisition and implementation of a replacement CAD/RMS system, including system planning and procurement oversight, and project management of the CAD/RMS implementation. − City of Weatherford, TX
CAD/RMS Planning and Implementation Services (06/2019 to 01/2022) Doug provided engagement management support to the BerryDunn team in supporting the City with the acquisition and implementation of a replacement CAD/RMS system, including system planning and procurement oversight, and project management of the CAD/RMS implementation.
City of San Leandro, CA 26
Michele Weinzetl, Ed.D., Prosci®
CCP
SENIOR MANAGER
Berry, Dunn, McNeil & Parker, LLC
EDUCATION AND
CERTIFICATIONS
Ed. D., Higher Education and
Adult Learning, Walden
University
MA, Organizational
Management, Concordia
University
BA, Organizational
Management, Concordia
University
AAS, Law Enforcement,
North Hennepin Community
College
Prosci® Certified Change
Practitioner
Master Chief Law
Enforcement Officer
Certification
Michele Weinzetl has over 27 years of experience in the public sector, specifically with police. Her background includes more than 17 years as a Chief of Police for three different Minnesota Police Departments. Michele has extensive experience instructing hundreds of police officers and police executives in the areas of supervision, leadership development, and a variety of policing skills. Michele’s experience also includes several years serving as a subject matter expert, consultant and adjunct faculty member for the International Association of Chiefs of Police (IACP) Leading by Legacy program.
KEY QUALIFICATIONS
Over 27 years of police experience
Former Chief of Police for three Minnesota Police Departments Instructed hundreds of police officers and police executives in the areas of supervision, leadership development, and a variety of policing skills Extensive experience for operational oversight of management studies, staffing studies and other technical assistance engagements
KEY FOCUS AREAS
Chief of Police: Michele’s prior work includes more than 17 years as a chief of police for three different Minnesota Police Departments, and eight years with the Minnesota Chiefs of Police Association as a board member and president. As a consultant, she is a sought-after leader in the areas of police force management, development, and best practices. She advocates for a Community Co-Production (CCP) Policing model, which unifies police agencies and communities through shared responsibilities in areas such as guidance, oversight, and the development of policies, operational strategies, public safety priorities, and other shared goals.
SELECT CLIENTS
Alabama Emergency
Management Agency
City of Eugene, OR
City of Stillwater, MN
Village of Oak Park, IL
City of Gresham, OR
City of Northglenn. CO
Organizational Management: Michele has dual degrees in Organizational Management and Communication from Concordia University, and years of experience leading organizational management and development projects.
During her time as senior project manager for the International Association of Chiefs of Police (IACP), she conducted several management studies including those related to full operations and management; technical assistance; recruiting, hiring, and retention; and patrol and staffing.
Leadership Development: Michele served as a subject matter expert, consultant, and adjunct faculty member for the IACP Leading by Legacy program for six years. She instructed hundreds of police officers and police City of San Leandro, CA 27
City of Albany, GA
City of Duluth, MN
City of Waterbury, CT
City of Austin, TX
City of Bloomington, MN
City of Prior Lake, MN
executives in the areas of supervision, leadership and development, and a variety of policing skills. She has written a book on leadership, written numerous journal articles, presented at many conferences, including the IACP annual conference, and developed the CCP police reform model.
International Association of Chiefs of Police: Michele previously served as a senior project manager for the IACP, conducting several management study projects including: full operations and management; technical assistance; recruiting, hiring, and retention; and patrol and staffing.
IACP Leading by Legacy: Michele’s background includes serving as a subject matter expert, consultant and adjunct faculty member for the IACP Leading by Legacy program for six years, instructing hundreds of police officers and police executives in the areas of supervision, leadership and development, and a variety of policing skills.
Publications: Michele’s prior experiences include authoring a book on leadership, writing numerous journal articles, presenting at many conferences, including the IACP annual conference, and development of a collaborative police reform model.
City of San Leandro, CA 28
Christopher Williams, MPA
SENIOR CONSULTANT
Berry, Dunn, McNeil & Parker, LLC
EDUCATION AND
CERTIFICATIONS
FBI National Academy,
Graduate Session #279,
University of Virginia
MPA, Governance, Urban
Management & Affairs,
University of La Verne
BS, Criminal Justice
Management, Union
Institute & University
Executive Development
Certificate, California Chiefs
of Police Association
California Peace Officers
Standards & Training (POST)
Certification
AFFILIATIONS AND
MEMBERSHIPS
FBI National Academy
Associates (FBINAA)
International Association
of Chiefs of Police (IACP)
REPRESENTATIVE CLIENTS
City of Woodbury, MN
City of Desoto, TX
SWRCC DeSoto, TX
City of Denton, TX
Alabama Emergency
Management Agency
City of Boca Raton, FL
City of Manassas, VA
Ellis County, TX
Christopher Williams is a senior consultant in BerryDunn’s Justice and Public Safety Practice with 30 years of law enforcement, public safety technology, and corrections experience. He retired as a Captain of Administration & Operations for the City of El Monte, CA Police Department and now works as a judicious and forward-thinking public service consultant. He is skilled at transforming the capabilities of understaffed and underfunded police agencies into unprecedented performance.
Christopher seeks to balance short-term needs with long-term objectives while improving policing resources and the broader community.
KEY QUALIFICATIONS
30 years of law enforcement experience
Transforms understaffed and underfunded police agencies to their potential
PROJECT EXPERIENCE
Police Modernization: Christopher is committed to modern policing strategies. He steered the strategy and implementation of multiple modernization initiatives for the El Monte Police Department such as the Body-Worn Camera Project, leading the research and project management, including team and department synchronization, to deploy 150 body cameras within four months. He also proposed and developed the city’s Kronos Timekeeping System for its 500+ employees, played a key role in updating the mobile digital computer and cell phone technology system, as well as other department technology improvements.
Efficient and Effective Resources: Christopher is experienced in balancing the needs of communities with budget, resources, and other constraints. By restructuring an obsolete system, Chris reduced jail operation costs by 25%.
He also realized $1 million in cost savings during the Covid-19 state of emergency by executing a new patrol deployment plan. He is skilled in contract negotiations for law enforcement functions and services, having deployed a CAD/RMS system for the City of Baldwin Park Police Department.
He also identified a buyer for a new police helicopter to facilitate the resizing of the air support unit for the El Monte Police Department, and negotiated favorable terms and forged a relationship with the city for the Kronos Timekeeping System project.
City of San Leandro, CA 29
Kristen Fleming
CONSULTANT
Berry, Dunn, McNeil & Parker, LLC
EDUCATION AND
CERTIFICATIONS
BA, Business Administration,
Saint Joseph’s College
AS, Business Administration,
Casco Bay College
Kristen Fleming is a staff consultant in BerryDunn’s Public Safety Practice.
She has over 25 years of experience in the public sector in Maine, Georgia, and Nevada. Her background includes work in the fields of public safety and traffic management communications, police, corrections, fire and EMS departments, and human resources.
REPRESENTATIVE EXPERIENCE
BerryDunn
Consultant providing a key role in data analytics support North Las Vegas Community Correctional Center
Assistant to Director
City of Perry
Human Resources Technician II
Maine Turnpike Authority
Traffic Management and Communications Manager
Electronic Toll Coordinator
Communications Supervisor
Portland Fire Department
Assistant to the Fire Chief
Freeport Police Department
Public Safety Dispatcher
Cumberland Fire Department
Principal Administrative Officer
KEY FOCUS AREAS
Public Safety Communications: Kristen has over 15 years of experience in the field of public safety communications, working at several different communications centers in Southern Maine, and leading the team at the Traffic Management Center at the Maine Turnpike Authority. During that time, she wrote standard operating procedures and training programs for the centers. In addition to being a trainer within her own centers, she also acted as a trainer for a newly formed regional communications center on both their computer-aided dispatch (CAD) system and fire communications. Kristen has worked as both a consultant for best practices for an agency rolling out a new CAD/RMS system and has also been instrumental in building out her own agency’s CAD system to provide the most accurate statistical reporting for her department. She advanced the public notification procedures for the Turnpike Authority, worked with regional partners to ensure consistency in City of San Leandro, CA 30
communications and intelligent transportation systems activations, and coordinated and implemented a system-wide upgraded radio system installation.
Process Improvement: Kristen has held several roles in the public safety field where she has been instrumental in both creating and improving policies, procedures, and processes. She has instituted and/or improved the reporting abilities for her agency, developed databases and tracking systems where records management systems have lacked an ability to track the required data, improved response time for communications staff to complete required tasks, created and revised policies and procedures to meet the current day needs of the organization and region, and sought out/implemented technology solutions to resolve gaps in service.
City of San Leandro, CA 31
Anthony (Tony) Tull, SENIOR CONSULTANT
Berry, Dunn, McNeil & Parker, LLC
EDUCATION AND
CERTIFICATIONS
Civil Engineering, University
of Alabama
AS, San Jacinto College
Certified Government Chief
Information Officer (CGCIO),
University of North Carolina
ITIL v4 Foundations
AFFILIATIONS AND
MEMBERSHIPS
Texas Association of
Governmental IT
Managers
FBI/Homeland Security
Infragard
Tony Tull is a senior consultant in the LPA, most recently serving as an IT Manager with the North Central Texas Council of Governments. He brings key experience in the public sector, having also served as the Chief Information Officer (CIO) for the City of Granbury, TX for 15 years. Known as a leader in successful technology innovation and implementation.
KEY QUALIFICATIONS
More than 20 years of experience working with government agencies Proven project manager for IT & Public Safety focused initiatives
PROJECT EXPERIENCE
Information Technology: Tony’s extensive background in public sector IT leadership positions affords him knowledge of technology, best practices, and common challenges in the field. He has served in multiple leadership positions, including as CIO for the City of Granbury, Texas for 15 years.
BerryDunn
Project Manager for the City of Salem, OR. system selection and implementation of on-premises Tyler New World Enterprise CAD/Mobile. This involved 28 LE/FD departments across the northwest area of the state of Oregon.
Project Manager for the Saginaw County on-premises implementation of JailTracker jail management system for 650 bed jail facility.
Business Analyst for Ellis County, TX. RFP preparation, system selection, and on-premises implementation for Motorola
CAD/Mobile/RMS/Jail, data conversion for Civic Eye case management system, data conversion for Equivant County Clerk RMS system.
Business Analyst for the City of Manassas, VA. Cloud implementation of Tyler Enterprise Public Safety CAD/RMS/Mobile.
Project Manager for the City of Desoto/Cedar Hill/Duncanville RFP preparation, system selection, and cloud implementation of Tyler Enterprise Public Safety CAD/Mobile/RMS/Jail.
North Central Texas Council of Governments: As an IT Manager, Tony managed the day-to-day operations of the infrastructure group. He also served as Project Manager for all infrastructure projects, such as Migrating 11 MPLS circuits to DIR circuits.
City of Granbury: During his tenure as CIO, the City’s IT Department provided voice and data services, switching and direct user support, infrastructure, City of San Leandro, CA 32
and communications facilities support to a city staff of more than 200. In his position, Tony prepared annual budgets, facilitated a five-year technology plan, and overall technology direction for the city. He also served as the Project Manager for multiple IT projects, such as a City/County Joint Spillman Computer-Aided Dispatch/Records Management System with a Jail component, a Mobile Computer-Aided Dispatch procurement for fire and police, a Tyler Technologies Incode ERP upgrade and EnerGov, the creation of ESRI GIS system, and a rollout of the new website with CivicPlus. Most notably, by the time Tony left the City, operations were entirely paperless.
PUBLICATIONS AND PRESENTATIONS
Global IPv6 Strategies: From Business Analysis to Operational Planning, Technical Editor, Cisco Press
Phone Giants Are Lobbying Hard To Block Towns' Wireless Plans, Wall Street Journal
berrydunn.com
“BerryDunn” is the brand name under which Berry, Dunn,
McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide professional services in an alternative practice structure in accordance with the AICPA Code of Professional Conduct. BDMP Assurance, LLP is a licensed CPA firm that provides attest services, and Berry, Dunn, McNeil & Parker, LLC, and its subsidiary entities provide tax, advisory, and consulting services.
Berry, Dunn, McNeil & Parker, LLC provides staff and other administrative resources to BDMP Assurance, LLP. If engaged, BDMP Assurance, LLP will lease professional and administrative staff, both of which are employed by LLC, in performing its services. These individuals will be under the direct control and supervision of BDMP Assurance LLP, which is solely responsible for the performance of our engagement.
The entities falling under the BerryDunn brand are
independently owned and neither entity is liable for the services provided by the other entity. Our use of the terms “our firm” and “we” and “us” and terms of similar import denote the alternative practice structure of Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP.
This proposal is the work of BerryDunn and is in all respects subject to negotiation, agreement, and signing of specific contracts.
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