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Fleet Counselor Services Incorporated (FCS), established in 1990, is a leader in the fleet management industry. We have earned this reputation because of the leadership we demonstrate in the following areas.
Our fleet management team has over 130 combined years of local government fleet management, supervisory, and mechanical experience. No other fleet management consulting firm in the industry matches our experience. Collectively, FCS has provided consulting services for over 100 agencies, affecting over 100,000 vehicles and equipment.
Our low overhead costs, in unison with our pre-engineered project approach, allow us to bid competitively. We provide answers the first day on-site. Our reports are "to the point" and well documented. Most clients welcome the change from hundreds of pages of normal consulting reports.
Our Fleet Counselor performance standards remain unchallenged as an industry benchmark. FCS holds a competitive edge with our industry-leading technology and experience. FCS has been selected by many of the nation's leading fleet management software firms to install larger, more complex systems because of our advanced project management skills and techniques. As an added benefit, we provide all reports on a customized CD for fast, future reference.
Our Core Group members were hand selected by the President of FCS for their specialized skill sets, education, and experience. Our past clients will attest to our expertise. Fleet management is our only business - our specialty.
FCS has long been recognized as an industry expert in the evaluation of privatization of fleet services. We are the only consulting firm in the world that has developed industry-based, performance benchmarks that compare the private sector to government sector fleet contract operations. Additionally, FCS has provided consultation services to a private sector contract maintenance provider. We were selected to develop its business plan. We know how the private sector operates, where target profit centers are, and how to convert profits into savings without privatizing an operation.
FCS is pleased to submit this statement of qualifications for your evaluation. As you will note, FCS has performed a number of studies for fleet operations of various complexity. Additionally, FCS's consultants have a considerable amount of experience in managing and supervising fleet operations for local government agencies. FCS has hands-on experience in management and maintenance of all classes of vehicles and equipment. The fact that we collectively possess twenty-five national awards for our accomplishments is also an asset that no other fleet management consulting firm enjoys.
Fleet Counselor Services Inc. is a Colorado corporation with offices located in Fort Collins, Colorado; Colorado Springs, Colorado; Mesa, Arizona; Reno, Nevada; and Grants Pass, Oregon. FCS designs and utilizes state-of-the-art pre-engineered approaches to meet the needs of local governments and utility fleets.
FCS develops specialized teams for each project. Our members are nationally recognized for their accomplishments; some are national award winners in the fleet management industry. Mr. James B. Wright, Principal of FCS, is the project manager for all FCS projects. The primary contact will always be Mr. Wright. He may be reached at 1-800-824-0842. Our fleet data analyst and office manager, Ms. Barb Magill, will support our on-site teams.
FCS is known throughout North America for innovative approaches to today's cost concerns in the fleet management industry. Recognized as a full-service firm that is easily accessible to current and former clients by using the Internet, FCS generates more than 80 percent of its contracts from its existing client base, as well as from referrals from other consulting companies and computer maintenance management firms. FCS is highly specialized in only one industry - local government, transit, and utility fleet management.
As a small firm with low overhead, FCS is able to move quickly while meeting the budget requirements of local governments. Powered by a streamlined team of four consultants, one mechanical consultant, and a fleet data analyst, FCS offers clients highly experienced service at a very competitive price.
FCS provides a full-service approach to the old industry standard - a one-time consulting study. Our approach combines FCS's on-site automation and extensive fleet management experience to produce an effective, turnkey alternative to the standard consulting tactics employed by many firms today.
Fleet Counselor Services was founded in 1991 by the senior consultant of one of the nation's leading maintenance management firms to better serve the fleet management industry. FCS is highly experienced in these areas:
The flagship of the maintenance management technology industry is our Information Intelligence and Certification software, used by fleet managers to evaluate their own fleet organization .
It is our corporate policy to provide the most recent version of Fleet Counselor as part of each consulting project to allow for continued project monitoring and annual assessment of the fleet operations. National Fleet Certification is optional.
Fleet Counselor Services Inc. is pleased to submit qualifications for your consideration. As you review our client list, we ask that you please contact our clients. As stated in our company information, 80% of our business is generated from our existing client base. The remainder is generated from other industry fleet management computer firms that desire a higher degree of industry knowledge on their team for larger or complex projects. Our presence greatly enhances the likelihood of a client's success. FCS has supervised over 100 projects, spanning more than 100,000 vehicles and pieces of equipment. During our eleven years in business, FCS has rapidly become an industry leader.
Our clients are our sales staff. Our complete client list with project renewals and fleet size follows.
At times, fleet maintenance operations seem to be a bottomless pit that no amount of funding can fill. By allowing FCS to help your agency become more competitive, an expensive, often misunderstood operation can evolve into a showcase of efficiency and generate welcomed annual savings. FCS's client references will speak to our abilities to fine tune or rebuild a fleet operation into a cost effective showcase.
FCS's strongest consulting asset is our ability to engineer and implement a new way of doing business. Most importantly, our work allows management and elected officials to understand and support fleet issues. Accompanied by successful implementation plans that actually work, we accomplish in weeks what some people expect would take months to achieve.
Our Qualifications outlines the reasons why FCS is a leader in the fleet management industry, and offers client contacts as sources to support this reputation. Their first-hand knowledge of our work will verify that FCS offers highly competitive bids, brings solid experience to every project, and provides industry-leading and innovative resolutions that directly address our customers issues. Fleet management is our only business - our specialty.
1990 to Present James B. Wright founded Fleet Counselor Services in 1990 to provide an alternative to the limited consulting services offered in the industry. Wright has over 30 years of fleet management experience. He maintains his competitive edge by directing his company to specialize in expert management consulting services and in the effective use of information and technology, an area in which he is considered an industry expert. Wright is also highly skilled in specification development, performance evaluations, fuel management programs, privatization and quality assurance programs, policy and procedure development, preventive maintenance programs, and equipment utilization studies. 1990 to Present James B. Wright founded Fleet Counselor Services in 1990 to provide an alternative to the limited consulting services offered in the industry. Wright has over 30 years of fleet management experience. He maintains his competitive edge by directing his company to specialize in expert management consulting services and in the effective use of information and technology, an area in which he is considered an industry expert. Wright is also highly skilled in specification development, performance evaluations, fuel management programs, privatization and quality assurance programs, policy and procedure development, preventive maintenance programs, and equipment utilization studies.
1988 to 1990 Prior to founding FCS, Wright was the senior fleet consultant and senior project manager at HSB Reliability Technologies where he managed research and development projects for state of the art, fleet maintenance software products. Wright also managed all fleet maintenance consulting activities and the client services department. That company's software became a front line software product only two years later and remains one of the leading products in the industry today.
1982 to 1988 Wright was selected as the first fleet manager for Larimer County, Colorado (Board appointed position). Serving as a department head, Wright restructured fleet management operations and increased efficiency without increasing funding or personnel, resulting in a 20 percent increase in productivity, a $1.8 million savings to the county, and a staff reduction of 20 percent, all within a three year period. Wright later was chosen to implement a five-year public works facility improvement and construction program and technical communications planning project for the county. He also served as the county's first hazardous waste manager.
1978 to 1982 Wright served as the first fleet manager for the City of Northglenn, Colorado, where, as in Larimer County, the implementation of a detailed management plan, supported by an on-line automated fleet system, led to significant savings and notably increased efficiencies. He also managed the Public Works street maintenance division including the solid waste division from 1987 to 1988.
1970 to 1978 Wright's career began when he was selected as one of the first mechanics and later promoted to supervisor for the Fleet Maintenance Division of the City of Lakewood, Colorado. He worked at these positions while attending college in the Denver area.
Wright is a long-time active member of the Rocky Mountain Fleet Management Association and the American Public Works Association in which he has held ten elected offices during his active involvement as a government manager. Wright is also a member of the Society of Automotive Engineers.
Heralded as an industry leader, Wright continues to conduct workshops and present papers across the country. He is a nine-time national award winner with two copyrighted works to his credit.
1992 to Present Wright is currently one of eight instructors under contract at University of Colorado at Boulder for the educational advancement of local government public works officials and fleet managers. The program, Local Technical Assistance Program (LTAP), is funded through federal and state grants. Wright has conducted over 18 sessions since 1992, including 2002 classes now in session.
FCS employs the following proven approach to projects. Specific direction for each project is established by Mr. Wright personally, prior to commencing each project.
FCS will perform our fleet certification testing evaluation in order to ascertain the condition of current operations. This will identify to both FCS and the client how the fleet is being managed. This evaluation process will identify 20 areas of management known as "The Critical 20 Factors of Fleet Management," a copyrighted paper by the principal, Mr. Wright.
The following section identifies The Critical 20 Factors of Fleet Management and the processes that will be graded.
Each of the 20 categories must receive a score. Each category includes six criteria that must be answered. There are no exceptions to this rule. Should the client not be performing the task listed, the alternative solution must be scored as it represents the direction the agency, overall, has chosen to take for that category.
FCS will identify departmental or divisional direction. FCS will evaluate current short and long-term management plans.
FCS will evaluate the condition, size, and layout of shop space. Location of support activities such as parts room and lunchroom must be correctly placed. Working conditions for technicians and safety equipment will be evaluated. Based on the average of each class of equipment, the size will be evaluated to ensure that the facility is adequate.
FCS will evaluate the on-site technology being used for the maintenance of the fleet.
FCS will evaluate accessibility to maintenance records by all shop staff. FCS will ensure the shop has up-to-date diagnostic machines for newer vehicles or an alternative for performing diagnostics.
FCS will evaluate all fleet staff and complete an activity-based costing analysis. FCS will interview each fleet staff member. In the case of contract maintenance, we will evaluate past years' maintenance histories to determine the repair staff qualifications.
FCS will conduct a full activity based costing analysis of your entire fleet operation.
FCS will evaluate tasks such as tire maintenance, body work, seat repair, painting, etc. that may be under contract. FCS will identify activities that should be under contract and that take up shop space and waste people's time. In cases where the entire fleet is under contract, FCS will evaluate the effectiveness of the company, the cost of doing business, level of service, and quality of parts and supplies. Mr. Joe Lucero will be a key player during this portion of the project as we actually inspect vehicles.
FCS will compare the contents of the existing manual to FCS custom manuals for city and county operations. A new manual will be delivered on a CD as part of the project.
FCS will evaluate the effectiveness and efficiency of the Preventive Maintenance (PM) program. Only through a good PM program can repair cost and downtime be controlled.
FCS will interview the customer departments and ask if they feel the PM program is working, and if not, why not. FCS will identify vehicles that were scheduled for PM inspections that were not performed and find out why. Fleets should be in the PM business, not the repair business.
FCS will conduct a full predictive maintenance analysis of your entire fleet operation.
FCS will identify what happens to a request for repair after it is delivered to the shop. We will gather copies of all forms used and develop a data flow chart that shows all forms of communications, including computer interfaces, which occur until the work order is closed and the vehicle is placed on the ready line.
FCS will perform a detailed utilization analysis for each vehicle in the fleet for the past year. Some of the fleet vehicles and equipment will be evaluated for the life of the unit to determine if the vehicle is needed or if an alterative to ownership exists. History indicates that a utilization study is the single largest generator of savings to most fleet operations.
FCS will determine cost effective replacement cycles based on the revised fleet size after the utilization analysis is completed. FCS will compare the average age of the fleet, by class, with our recommended standards. Our standards are based on the level of service realized by your customer base, which in most cases refers to the citizens of your community.
FCS will evaluate the annual budget development process. We will Identify the following:
FCS will then compare these markups to the private sector and other competitive agencies (fleets) in the industry.
FCS will obtain service level ratings from the customer base. We will ask for recommended areas of improvement from customer departments. We will determine if downtime or cost is an issue. Downtime will be compared to FCS's own downtime performance standards.
FCS will perform a detailed parts audit trail listing. We will also identify the annual parts turnover rate and compare it to cost effective parts management standards. If a contract for maintenance is in place, the quality of parts will also be evaluated.
FCS will evaluate the alternative fuel program. We will evaluate the use of devices for accidental spills to ensure that these are strategically located. We will inspect MSDS sheets to ensure that they are placed in open areas for all employees to read.
FCS will ensure that the user department is involved with the acquisition process. We will also ensure that there is a process that requires a vehicle to be justified prior to purchase. FCS will identify methods used to determine the size and type of vehicle needed to perform specific tasks.
FCS will evaluate the complete fuel management program to determine its cost effectiveness. We will also identity fuel resources for emergency use. The results of this analysis will clearly identify the true price-per-gallon for on-site fuel. We will then compare this price-per-gallon to the private sector fueling options and the availability.
FCS will evaluate you organizational safety program and compare the standards to existing OSHA requirements.
Vehicle and equipment inspections will provide us with a first hand observation of the true condition of the fleet. This inspection will reveal if the current PM Program is working, and if the operators are maintaining the equipment as they should. This inspection includes the Federal CDL inspection. FCS will then inspect a number of work orders for vehicles that have been repaired during the past year. The evaluation includes a computer process that will provide the following information:
FCS will interview the shop staff and parts personnel (except if under contract maintenance). This will aid in the evaluation of labor productivity and staff morale. After the key tasks above have been completed, the level of internal fleet support will be established. This will include analysis of the parts inventory activity; tire maintenance, welding and fabrication; and general repair and preventive maintenance of the entire fleet.
FCS will perform an activity-based labor analysis that will identify all costs and labor associated with the primary activities of the fleet. This analysis will identify use of shop labor resources.
A sample of activities follows:
FCS will identify all costs for managing the fleet and will provide a 100% cost-allocation summary in our Findings Report. These activity costs will be compared primarily to former FCS clients because we are familiar with the structure of their costs and know all costs have been accounted for in each of their fleet operations.
Additionally, the labor portion of the analysis is very informative. This will indicate where labor resources are being allocated and how efficient the labor efforts are. This data, as with the other data elements, will be compared with other efficient fleet operations from around the county. Issues such as percentage of PM labor resources compared to repair labor resources will clearly show if labor resources are being used wisely. This data will also be compared to the actual repair history for the past year for several classes of equipment.
Together, these detailed evaluations will provide a clear understanding of what is needed now, next year, five years from now, or ten years into the future. Once the net results of this portion of the project are engineered into the implementation plan, the exact facility functionality and requirements will become very clear.
This information will be summarized and included in the Findings and Options Report. Additionally, the findings and grading results of the fleet evaluation will be provided on a CD for future use. Many agencies, after such a detailed evaluation, used our "Grading" as an annual performance evaluation of the entire fleet operation. This annual evaluation is actually a performance certification program offered by FCS Inc. Many fleet agencies are currently using our evaluation software.
FCS Inc. has completed our evaluation and awarded certification status to Salt Lake County and Tucson Electric Power Company and will share the performance data with your officials (see enclosed magazine article for Tucson Electric Power, page 50).
FCS will provide progress reports outlining the project status and findings. FCS will also schedule a meeting with management staff to discuss all findings and primary recommendations and options. FCS will develop and deliver a final report titled "Findings and Options" to all staff members prior to the presentation. This will allow them sufficient time to become familiar with the findings, recommendations, and options. The purpose of this meeting is to test FCS's findings, recommendations, and options, so a frank and honest exchange will be the "character of the day."
The implementation plan is the single most important aspect of the entire project. Without a well-engineered implementation plan, the fleet will not be successful. The Implementation Plan will address how the recommended and adopted changes are to commence.
The implementation plan process will begin with the presentation, discussion, and adoption of the Findings and Options Report. The Findings and Options Report will contain a prioritized listing of proposed changes to current fleet operations. The listing, after being evaluated jointly by FCS, the project staff, and management staff, will be redirected to meet the "corporate direction" or "political strategy." This will ensure that consistency is maintained throughout the process.
Regardless of the project FCS may be performing, the following professional ethics have assisted us in becoming one of the nation's leading local government fleet management consulting firms.
Because FCS's client base primarily consists of local government agencies and utilities, we have become very familiar with the local, state, and federal requirements normally enforced in a project of this nature. This is due to our direct hands-on experience. We have managed local government fleet operations in Colorado.
FCS and its staff fully understand the critical issues of the fleet operations. The ability to develop and implement a well-engineered plan that will allow the fleet operations to ultimately compete with the private sector is not an easy task. In a time of industry development, when labor unions and management are, possibly for the first time, having to pull together to secure their employment futures, this is not an easy issue to approach. This study of the fleet management services will be met by some hesitation. FCS fully expects this and is prepared to address each fleet concern individually.
The relationship between a consultant and a client should be one of mutual learning and specialized education. Learning starts in the shop where the consultant learns the fleet operations from the inside, as no two fleet operations are alike. FCS is unique in this approach. Our founder, Mr. Wright, actually worked as a mechanic during his early employment at the City of Lakewood, CO.
FCS evaluates the clients' needs and develops a detailed approach that includes the following:
FCS brings the following two Value Added elements to this project. The experience and success of the Principal, James B. Wright Considerable local fleet management experience from the Principal - Wright was the fleet manager for Larimer County for six years prior to starting FCS Inc. over 11 years ago.
FCS was selected by the County to perform our Critical 17 Factors of Fleet Management evaluation process. The results have been very exciting for both Salt Lake County and FCS. FCS first recommended that the existing fleet management system be replaced. Also, a new budgeting methodology is being implemented as a result of FCS's Activity Based Costing Analysis. The unique vehicle replacement program was thoroughly evaluated and found to be very cost effective. FCS recommended that this program be expanded throughout the remainder of the County fleet. Additionally, a staffing reorganization and retirement assistance program were identified as critical parts of the overall plan to maintain a competitive cost program with the public sector.
Another benefit appeared after FCS performed a detailed facility analysis with complete recommendations for remodeling. FCS determined that the vehicle replacement program had sufficiently reduced repairs and that a new maintenance facility was not required at that time.
The majority of the recommendations were approved for immediate implementation. FCS provided a step-by-step implementation plan for each area approved for implementation. Within a few months after completion of the Phase I portion of the project, the County had saved hundreds of thousands of budget dollars. This resulted in a fund surplus by the end of that fiscal period.
Fleet size: 2,400
Contact person: Nick Morgan, Director of Fleet Operations
Phone: (801) 562-6461
FCS was selected by the Santa Monica Transit Operations to evaluate all its maintenance activities in preparation for the purchase of 62 new buses in 1998. FCS was also to evaluate the overall maintenance operation to ensure that the staff, computer system, and organizational structure were conducive to a successful fleet transit operation.
Next FCS was asked to develop the specifications for a new fleet system. This included a detailed evaluation of the bid received and a recommended system supplier. FCS will be acting as the City's project manager for implementation of the system. The overall system will also include a sharing agreement between Transit Operations and all other departments. The agreement was developed jointly by FCS and the various city departments.
Santa Monica was awarded the 1998 Transit Operation of the Year for an unprecedented second national title. While FCS did not provide the basis for the transit operations winning this award, we truly feel that we contributed to the overall success of the transit operations by being a part of the team that designed the award winning level of service the transit customers received in the City of Santa Monica.
Fleet size: Transit 350, entire city 1,000
Contact person: Kenny Pouncey, Transportation Department
Phone number: (310) 458-1975 Ex: 5833
The City of Cincinnati selected FCS to perform an analysis of the replacement program and to determine if the current life cycles were effective. The results of the study revealed that the City had a utilization problem that was keeping them from replacing vehicles as part of a scheduled planned program. FCS recommended that a Utilization Evaluation Board be established, with the goal and authority of reviewing the replacement program each fiscal year and of using existing low-use vehicles as replacement vehicles to meet the City's needs. The long-range goal calls for the development of new life cycles after the fleet has reached an optimum size. The projected savings should be over $3 million within a three to five year time period.
FCS was selected to develop contract fueling specifications and bid documents. The project was very complex because the existing facilities needed to be fully utilized while also providing low-cost service and minimizing the liability to the City.
The City selected FCS as a result of purchasing a new software system. FCS assisted with the implementation of the large and complex computer system. Concurrently, FCS engineered internal workflow, developed an internal operations manual, developed a citywide Fleet Policy manual, and assisted with the development of a new staffing structure. These programs aimed to ensure the City's ability to compete with the private sector in 1997.
Fleet size: 2,800
Contact person: Mr. Jim Schwab, Fleet Manager
Phone number: (513) 352-3581
The City of Greeley was under contract with TECOM maintenance providers and asked FCS to evaluate TECOM's performance. FCS recently concluded a study of Greeley's fleet costs and fleet management direction.
FCS has provided the City of Greeley with consulting services for several projects over the past eight years, which included the following tasks:
Fleet size: 600
Contact persons: Mr. William A. Sterling, P.E., Director of Public Works, or Ms. Judy Workman
Phone number: (970) 350-9375
FCS has performed a number of projects for Indianapolis including a fleet-wide replacement program. However, as a result of a mayoral change in January of 1992, FCS's mission was changed to develop an alternative to privatization. FCS was the first consulting firm on-site during this privatization evaluation project. The basic goal was to make the City competitive, literally, overnight. During this re-engineering of the fleet operation, FCS developed the VENUS program, which included several key aspects of a much larger plan to improve efficiency and decrease costs by an estimated $5 million over a three to five year period.
The City was successful in being awarded the first maintenance contract for the City fleet. They successfully competed against the nation's largest contract maintenance firms.
Fleet size: 2,250
Contact persons: Mr. John McCorkhill, Director (317) 327-2717
Mr. Steve James, Assistant Director (317) 327-2710
Originally contracted by a software supplier to perform on-site contract management, FCS assisted with the complete implementation of a large, computerized fleet maintenance system that was the City's first on-line, fully interactive fleet maintenance system. This system actually put PCs in the work bays of each mechanic, providing vehicle history, automated labor reporting, and on-line parts stock evaluations. The goal was to make the City competitive with private sector maintenance providers. Later, under a larger direct contract with the City, FCS performed the following:
Fleet size: 3200 units, located in four different departments.
Contact person: Mr. Dave Burns, Fleet Superintendent
Phone number: (602) 791-3131
FCS was retained by HSB Reliability Technologies (GEMS 2000) to provide a highly specialized service called Quick Start, a true turnkey start-up. Due to FCS's fleet management experience and our technological background, we are able to provide specialized services that very few firms in the country can correctly accomplish. Quick Start is a combination of highly specialized fleet management consulting services performed concurrently with implementation of a fleet management information system.
The consulting services included:
The plan is a complex design of technology implementation and specialized consulting services, most of which were performed on-site. The goal was to drastically increase the positive impact of the new computer system in a very short time period due primarily to the re-engineering of maintenance operations.
The overall project required daily communication with management for direction. FCS often implemented the decisions made by management within hours of Core Group Meetings.
Fleet size: 900
Contact person: Marc West, Fleet Coordinator
Phone number: (303) 628-6754
FCS was selected to perform a detailed analysis of the city's five fleet operations. The primary areas of interest by the city were:
Should we privatize the whole lot? Is it economical to consolidate, will it work, and if so, how do we do it?
Should we privatize the whole lot?
Is it economical to consolidate, will it work, and if so, how do we do it?
The last phase of the project addressed FCS designing an implementation plan and providing training to the newly formed (based on an FCS recommendation) Fleet Action Committee.
FCS's final recommendations were to establish a special group known as the Action Committee to address a service problem in the General Services fleet maintenance operations and to oversee the entire restructuring of all fleet operations in the city. Additionally, FCS recommended the establishment of a vehicle replacement fund for all city vehicles after a very strict utilization management program was designed and then supported by the elected officials. The following recommendations were also included in the detailed final report.
Fleet size: 3,600 units
Contact person: Ms. Peggy Mulloy, Project Manager
Phone number: (405) 297-2269
FCS was selected by TEP for four projects.
FCS provided implementation and consulting services as a result of the purchase of an automated fleet management system. This included re-engineering the workflow processes and establishing policies and procedures that address replacements, requests for repair, fuel management programs, and use of the new system.
FCS performed a fleet utilization study for the Transmission and Distribution Department (T&D). This project included analyzing the workflow, scheduling of crews, describing how equipment was provided to perform the scheduled jobs, and recommending changes in fleet make-up. FCS identified the need for a work management system within T&D to assist with the equipment changes and to aid in scheduling. Also, FCS recommended a new system using satellite tracking for work crews throughout the entire southern portion of Arizona to increase safety, communications, and daily rescheduling of crews. The introduction of multi-tasking vehicles has led to a projected fleet reduction. The program, while still in the testing phase, is expected to expand.
FCS developed a team-building program between the supervisors and foreman in the Transportation Department. This included conflict resolution workshops, introduction to teamwork, and a recommended reorganization within the fleet supervisory and management staff.
FCS was selected to provide a Master Plan for advanced fleet development. The Transportation Services Department wants to be more than just cost-competitive with the outside contractors. They are formulating a business plan that will allow them to in-source work currently sent out. Furthermore, they will compete for other local businesses that are staffed and equipped to perform.
Fleet size: 1,000 units
Contact person: Cathie Bryan
Phone Number: (602) 745-3514
FCS has designed what we feel is the best possible approach to meeting the requirements within this RFP. Please rest assured that the FCS staff is prepared to meet the needs of your agency. We believe you will find that we offer the best approach and the most comprehensive evaluation within the industry.
