TWC Logo  
 
  Projects  
 
 
  Previous  
  • Project Image Client Description:
    The four Los Angeles World Airports (LAWA) account for approximately 3,000 employees and an annual budget of $1 billion. At the time, LAWA was the 3rd largest airport organization in the world: LAX, the world's largest destination airport; Ontario International Airport was one of the fastest growing commercial airports in the state; Van Nuys was the world's busiest general aviation airport; and Palmdale was the fourth airport managed by LAWA.
     
     Objective:
    ThirdWave was retained to provide BPR services. LAWA was looking to streamline administrative processes, assist in change management and reengineer the business processes of all LAWA procurement functions. We were selected over Simat Helliesen & Eichnerone, the largest airport consulting firms in the US.
     
    Results:
    Developed business / IT solutions to dramatically streamline business processes, staff time and costs by 20% - 60%.
     
  • Project Image Client
    Cendant is a $18.2 billion dollar corporation, number 107 in the Fortune 500; with hundreds of thousands of employees and holdings in various industries. This was an executive retreat held in January 2003 to do BPI/BPR of several business units with corporate executives from various Cendant owned companies. The two-day effort addressed business process improvement / re-engineering and strategic planning for some of the biggest corporations in the hospitality and travel industries.
     Objective
    Assess seven corporate lines of businesses with a focus of cost savings, including the title process, Testcro, restructuring, improved banking, centralized recruiting, and customer service.
     
    Results
    The Rapid Workflow workshops identified $1,800,000 (one million eight-hundred) in potential savings. Cendant tracked the results from the retreat and six months after the retreat they has realized $345,000, or approximately $700,000 in the first year and a projected 3 year savings of $2,100,000.
  • Project Image Client
    CalSTRS is the largest educator-only pension fund in the world, which oversees an investment portfolio valued at approximately $170 billion as of July 31, 2013.
     
    Objective
    Carry out a business process analysis of CalSTRS’ procurement / contracting functions, including the following purchasing functions: Request for Proposal (RFP) Procurements; Standards Agreement
     Procurements; Request for Offer (RFO) Procurements; and the Investment Manager Hiring process,
     
    Results
    • Identified two significant BPI opportunities: a $99,000,000 (ninety-nine million dollar) revenue generating opportunity in replacing under-performing investment managers; and a $1,200,000 (one million two-hundred thousand) potential cost saving in CalSTRS’ procurement processes.
  • Project Image Client
    DEQ’s mission is to protect, sustain, and improve a clean and healthful environment to benefit present and future generations. It has five operating divisions: Enforcement, Permitting & Compliance, Planning, Prevention & Assistance, Remediation, Financial Services Office and Office of Information Technology.
     
    Objective
    Carryout As-Is and To-Be Rapid Workflow BPR to identify process improvements resulting in the optimal use of existing staff,
     financial resources, and a proposed applications referred to as PEATS, an enterprise application that will be used to manage inspections, compliance and mitigation of environmental quality ordinances for the State of Montana.
     
    Result
    The project produced detailed business, functional, technical requirements and s specification for the PEATS system, including an interface specification for existing major state and federal ERP systems.
  • Project Image Client
    $18.2 billion dollar corporation, 107 in the Fortune 500; with holdings in various industries, e.g., title, real estate, credit unions and travel. Cendant Travel is one of the world's leading providers of travel-related services, e.g., Days Inn, Howard Jonson, Ramada, Travelodge, Wyndham Worldwide, Avis, and Budget. Real Estate holdings included Century 21, Coldwell Banker, and many other companies
     
    Objective
    Re-engineer the title/mortgage business processes for three acquired East Coast
     companies providing the same services in different ways. Adopt one standard loan opening/closing process so that I-Closing (a corporate enterprise application) could be used across all companies.
     
    Results
    Produced a re-engineered and unified corporate opening / closing business process - in 2 days! The successful project accomplished what Cendant executives thought would take several weeks. The project saved considerable staff time and the business process was designed to work with the I-Closing application.
  • Project Image Client
    CalSTRS is the largest educator-only pension fund in the world, which oversees an investment portfolio valued at approximately $170 billion as of July 31, 2013.
     
    Objective
    Implement a robust BPI Framework to support CalSTRS' business environment integrated with their Enterprise IT Governance Model, which lacked Business Process Improvement (BPI) / Business Process Reengineering (BPR). Consequently, BPI/BPR opportunities were consistently
     overlooked and lost. CalSTRS’ sought to correct this in their Governance Model.
     
    Result
    Implemented Rapid Workflow as CalSTRS' best practice BPI/BPR methodology; established a corporate BPI culture; trained several hundred staff; and coached the executive management team. We also hired, trained and implemented a Continuous Improvement Team of Rapid Workflow certified professionals. Integrated Continuous Improvement practices into the Enterprise IT Governance Model.
  • Project Image Client
    Carryout Rapid Workflow BPR to identify inspection and permitting process improvements resulting in the optimal use of existing staff, financial resources by the following business units: Permitting & Compliance Division (PCD) Waste & Underground Tank Management Bureau (WUTMB) and Underground Storage Tanks Section (UST).
     
    Objective
    Carryout As-Is and To-Be Rapid Workflow BPR to produce business, functional and
     technical requirements for process automation of the following: Permits, Operating Permits, Oversight Inspections, Compliance Inspections and Licensee Testing and Training.
     
    Results
    The reengineered process eliminated approximately 30% of the work previously being carried out by staff and developed a comprehensive and detailed specification for the procurement of an enterprise inspection/permitting application and an Enterprise Contend Management System.
  • Project Image Client
    The City of Newport Beach is an affluent beach community located in Southern California, and is a full-service municipality. The City is comprised of 16 departments providing traditional services with an operating budget of $241 million, and has approximately 740 employees.
     
    Objective
    Create a comprehensive IT Strategic Plan for technology advancements meeting the goals, objectives and vision of the community and City, including: enhance public access to information and services; develop an IT
     investment strategy; plan for emerging technologies; foster organizational transformation to establish a "Smarter, Faster, Smaller" city providing exceptional services.
     
    Results
    A 3 – 5 year ITSP with a $13,700,000 budget was developed, which was approved and funded in the middle of one of the worst recessions in recent times. The City moved ahead with several enterprise systems including a Police CAD/RMS and Enterprise Resource System.
  • Project Image Client
    With approximately 700 staff, the Port of San Diego is the fourth largest of the 11 ports in California. It has invested hundreds of millions of dollars in public improvements with its member cities – Chula Vista, Coronado, Imperial Beach, National City and San Diego. The port oversees 2 maritime cargo terminals, 2 cruise ship terminals, 18 public parks, Harbor Police and leases of hundreds of tenant businesses. The Port had not had an IT Strategic Plan in 14 years.
     
    Objective
    Create an ITSP meeting the goals, objectives and vision of the Port, including a
     road-map to increase operational efficiencies; extend business opportunities via the web; protect technology assets/data through business continuity, and enhance Public access to information.
     
    Results
    A 3 – 5 year ITSP with a $7,200,000 budget was developed; $2,000,000 / year was approved in the middle of one of the worst recessions in recent times. The Port moved ahead with several enterprise initiatives, e.g., Enterprise Content Management, Website Redesign, several system upgrades. and IT organizational re-alignment to better support the needs of the Port.
  • Project Image Client
    The City of Pasadena is comprised of 16 departments providing traditional services including a Public Health Department, Water & Power Utility, and Library. With an operating budget of $616.5 million, the City employs 2,239 employees.
     
    Objective
    Create an ITSP meeting the goals, objectives and vision of the City, including a roadmap to increase operational efficiencies; extend the City’s business opportunities via the web; protect technology assets/data through
      efficiencies; extend the City’s business opportunities via the web; protect technology assets/data through business continuity, and enhance Public access to information.
     
    Result
    A 3 – 5 year ITSP with a $9,000,000 budget was developed and approved in the middle of the Great Recession. The City has moved ahead with several enterprise initiatives, e.g., Enterprise Resource Management System, Enterprise Content Management System, GIS enhancements, and several infrastructure system upgrades.
  • Project Image Client
    The RAND Corporation is a nonprofit institution that helps improve policy and decision making through research and analysis. RAND focuses on issues such health, education, national security, international affairs, law and business, the environment, and more. In business for 60 years, RAND has approximately 1,700 staff from more than 50 countries, with 950 research professionals.
     
    Objective
    ThirdWave was a Subconsultant to HOK Architects and Planners (San Francisco) on this engagement.
      RAND was rebuilding their Santa Monica Office to consolidate the East Coast and Santa Monica Offices in one location in Santa Monica, the project was to develop an Architecture Master Plan produced by HOK for the new headquarters. ThirdWave’s role was to develop an Information Technology Master Plan.
     
    Results
    A comprehensive IT Master Plan was developed and incorporated into the Architecture Master Plan. It included IT infrastructure, networking/communications and hardware requirements and specifications for applications.
  • Project Image Client
    Located in Central California, the County had an annual base budget for FY 1999-2000 of $600,000,000, 4,000 employees and 32 Departments dispersed across one of the largest counties in the state.
     
    Client
    The County CEO’s objective was to be the first county in the US to win the Malcom Baldrige Award. The primary focus was business process improvement, efficiency gains, and the use of IT as strategic business technologies.
     ThirdWave worked closely with County Departments to gather management, operational and technology requirements with a focus on transformational change.
     
    Results
    The project was extremely successful, in terms of business efficiency gains and overwhelming consensus by all departments. The $26,000,000, 5-year plan was adopted and funded, which began producing cost savings from the onset. As a result, the County CEO awarded ThirdWave an award for the contributions made to the County’s enhanced operating efficiencies and service delivery.
  • Project Image Client
    The City of San Jose has a population of approximately 972,000 residents, and is the 10th largest city in the country. It is the Capitol of Silicon Valley, an international leader in the bioscience industry, and is at the national forefront of green technology movement. The City has 29 departments.
     
    Objective
    ThirdWave was a Subconsultant to HOK Architects and Planners (San Francisco) on this engagement. The City was embarking on the design of the New City Hall, moving from
     the old City Hall in First Street to a larger, modern one on Santa Clara Ave. ThirdWave’s role was to develop an Information Technology Master Plan for the City Hall of the Future, 50 years into the future.
     
    Results
    A comprehensive IT Master Plan was developed and incorporated into the Architecture Master Plan produced by HOK. It included IT infrastructure, networking/communications and hardware requirements and specifications for applications.
  • Project Image Client
    In the 1990’s Las Vegas was the fastest growing City in the US; 30,000 persons moved there each month. Consequently, the City was under tremendous pressure to provide City services. The City had carried out an IT Strategic Plan a year before that failed, and it was woefully behind in the use of technology.
     
    Objective
    Carry out a comprehensive assessment of all City technologies and develop an actionable implementation plan to meet the customer demands and Identify global opportunities for increasing operating efficiencies.
     Results
    A comprehensive, $10,000,000 / 5-Year IT Strategic Plan was developed, unanimously adopted and funded.
     
    ThirdWave was awarded the ITSP Implementation Plan, which included a fiber backbone 1,200 PC, Oracle Financials, an ECMS, GIS, 100 LANS, and was heavily reliant on web-enabled applications for service delivery. The City of Las Vegas may have been the first E–Government City in the US.
  • Project Image Client Description
    With approximately 700 staff, the Port of San Diego is the fourth largest of the 11 ports in California.
     
    Since the advent of the Internet, the Port had developed seven websites supporting the various business units and the tourists enjoying the tidelands around the Port. The websites each had a distinct graphical causing customer frustration and focused more on information dissemination versus online service delivery.
     
     Objective
    Carry out a website assessment employing ThirdWave’s trademarked E-Government Maturity Metric™. Functional and Graphical User Interface requirements were gathered from the public and Port staff via online surveys.
     
    Results
    Provided an E-Government Strategy including visual design, navigation, content and online services recommendations. The strategy was implemented within a year of the recommendations being made. The website was redesigned and went live in 2012.
     
  • Project Image Client:
    MTA serves as transportation planner, coordinator, designer, builder and operator for one of the country’s largest, most populous counties. More than 9.6 million people – nearly one-third of California’s residents – live, work, and play within its 1,433-square-mile service area.
     
    Description:
    Conduct a Needs Assessment Study and develop an Operating Plan for a multi-city Integrated Mobility Hub Project (IMHP) for the cities of Los Angeles and Long Beach. The Hubs will provide services bridging the distance between a Metro transit station and an individual's
     origin or destination by providing secure bicycle parking, demand responsive jitney services and shared vehicles: conventional bicycles, folding bikes, and short/long term rental cars.
     
    Result:
    ThirdWave’s role, on a team with CH2M-Hill, is to create a design specification for web-enabled technologies to support the Mobility Hubs, using global-positioning and Wi-Fi to provide demand-based services delivered through an on-line portal.
  • Project Image Client:
    OCTA is the 4th largest transit operator in the US, and is responsible for the development / maintenance bus, light rail, and freeway systems in Orange County, CA.
     
    Objective:
    Develop and implement a custom web-enabled application to enable a completely paperless procurement process for all products and services procured by OCTA; and integrate the Internet/Intranet application with OCTA’s Enterprise Resource Planning (ERP) system.
     Results:
    CAMM NET is the most successful, long lasting, government online procurement application in the US. It contains several online modules: Vendor Registration, Solicitations, Bidding, Contract Awards, Contract Administration, DBE Programs, System Administration, various Management. System and MBE/WBE Reports. Developed in .NET/Oracle in 1999, CAMM NET provides a completely paperless purchasing/contracting process. It was interfaced to a new ERP in 2010 and Facebook in 2012. CAMM NET has saved OCTA millions in the procurement of goods and services since its implementation.
  • Project Image Client:
    Airdrie is a fast growing city located in the Calgary-Edmonton Corridor 32 kilometers north of the city of Calgary and has a population of 45,711 and occupies 84.25 sq km.
     
    Objective:
    ThirdWave was retained to a website assessment and E-Government Strategic Plan. At the time the City of AIrdrie had seven (7) websites with various degrees of sophistication and functionality. The intent was to carry out an assessment of all City websites, evaluate the status
     quo in terms of standards, best practices and leading E-Government metrics. Using ThirdWave’s copyrighted E-Government Maturity metric, the City’s websites were benchmarked against three comparable Canadian cities.
     
    Results:
    ThirdWave developed a detailed set of recommendations, which were presented to the City’s executive team and elected officials in 2011. The recommendations were unanimously accepted and approved. By late 2012, the City of Airdrie had redesigned and launched the new, improved and consolidate website.
  • Project Image Client Description
    Galveston County, Texas has a population of approximately 291,000, and is the county seat. The County was formally established under the Republic of Texas on May 15, 1838.
     
    The County has 40 departments and approximately 4,000 employees, with offices located throughout the County in several cities. The business units had an acute need for business process automation to streamline business processes and reduce the use of paper in day-to-day operations and service delivery.
     
     Objective
    Carry out an assessment of the County’s document and records management needs, and develop a strategy to replace the County’s inadequate Xerox imaging system. Develop an Enterprise Content Management System Strategy, Budget Estimate and Implementation Plan.
     
    Results
    The multiple year $3,000,000 ECMS strategy was unanimously approved and funded by the County Board. ThirdWave was subsequently retained to develop the ECMS RFP and facilitate the RFP process.
     
  • Project Image Client:
    NOAA provides weather forecasts, severe storm warnings, climate monitoring, fisheries management, coastal restoration, and supports marine commerce. It’s scientists use cutting-edge research and high-tech instrumentation to provide reliable scientific information. NOAA had several thousand employees and a budget of $3,330,000 when the project was carried out.
     
    Objective:
    Conduct a national ED/RMS assessment for the five North American NMFS Regions and associated Science Centers: Alaska Region, Juneau AK, Alaska Fisheries Science North East Region, Gloucester MA, N. East
     Fisheries Science Center, Tampa FL, North West Fisheries Science Center, Seattle WA, North West Region, Seattle WA, Pacific Islands Fisheries Science Center, Honolulu HW, Pacific Island Region, Honolulu HW, South East Region, St Petersburg FL, South West Fisheries Science Center, La Jolla CA and the South West Region, Long Beach CA and Seattle WA, NIMF Headquarters, Silver Spring MD.
     
    Results:
    Comprehensive requirements, ECMS Strategic Plan, and ECMS Implementation Plan including prioritized initiatives, schedule and budget for a 13 site, $12,000,000 ED/RMS implementation.
  • Project Image Client:
    The Department of Administration (DOA) employs over 500 highly skilled employees with a wide variety of responsibilities. The state agency consists of eight divisions that report to the Director's Office, plus six state agencies that are attached to DOA for administrative purposes only, which means they have their own agency executive and do not report to the DOA Director.
     
    Objective:
    DOA retained ThirdWave to assist in the development of state-wide
     Enterprise Content / Records Management System requirements for all fourteen business units located throughout the State of Montana. Incorporate business, functional and technical requirements to produce a state-wide Request For Proposal document.
     
    Results:
    ThirdWave collaborated with DOA staff and management to identify requirements in an expeditious and cost effective manner employing a highly detailed online survey. Key staff from the state agencies responded. ThirdWave reviewed the RFP document prior to its issuance.
  • Project Image Client:
    Helix Water is a Special District of the State of California providing potable water to a service area covering nearly 50 square miles, serving the cities of La Mesa, El Cajon, Lemon Grove, the community of Spring Valley, and various unincorporated areas of San Diego County. Helix is a progressive industry leader providing high-quality water through an efficient and reliable system.
     
    Objective:
    The original objective of this project was to articulate business, functional and technical requirements for an Enterprise Resource Planning system and produce a Request for Proposal.
     However, in the course of the project, it became evident that Enterprise Content Management System was a key requirement.
     
    Results:
    Identified near the end of the project, the project team had an exceeding short timeline to produce the ECMS requirements, develop taxonomy, and specify the technical requirements for imaging, content / records management, automated workflow, and E-Forms/E-Signatures, which were inserted into the RFP while maintaining the project schedule.
  • Project Image Client:
    The City of Pasadena is a full-service municipality comprised of 16 departments providing traditional services in addition to a Public Health Department, Water and Power Utility, and Library. With an operating budget of $616.5 million, the City employs 2,239 employees.
     
    Objective:
    ThirdWave was retained to assist in the development of city-wide Enterprise Content Management System (ECMS) requirements for the Clerk, Planning Dept. and Water & Power. ThirdWave’s patented Rapid Workflow methodology was used to identify opportunities for improving City services
     through the introduction of a contemporary ECMS, including imaging, content / records management, automated workflow, and E-Forms / E-Signatures technologies.
     
    Results:
    The project produced comprehensive business, functional and technical requirements, taxonomy, an Enterprise Content Management System strategy and a Request for Proposal document. The project was funded, an RFP was issued, and the City procured a new ECMS to replace the existing Questys system. ThirdWave was subsequently retained to develop taxonomy for the remaining City departments.
  • Project Image Client:
    Missoula County, located in picturesque Missoula Montana, had a population of approximately 105,650 in 2007. Its annual operating budget for FY 2009 was more than $80,000,000 with 15 departments and 750 employees.
     
    Objective:
    ThirdWave was retained to develop a county-wide Enterprise Content Management System strategy, including imaging, content / records management, automated workflow, and E-Forms / E-Signatures technologies.
     
    Results:
    Comprehensive ECMS business, functional / technical requirements, taxonomy, and strategy were produced.
     The project was unanimously approved and funded by the County Board. The County procured an ECMS. The County PM had the following to say: “ThirdWave's attention to detail in managing the project day to day and their ability to keep the project moving was exceptional. ThirdWave's ability to stay on schedule and provide detailed, helpful, thoughtful deliverables was extraordinary as was their commitment to communicating efficiently and thoroughly with our project team. They even completed the project more than a month ahead of schedule!"
  • Project Image Client Description
    The Los Angeles County Metropolitan Transportation Authority (MTA) operates the third-largest public transportation system in the United States by ridership with a 1,433 mi² operating area and 2,000 peak hour buses on the street any given business day.
     
    The MTA also designed, built and now operates 87.8 miles of urban rail service. The MTA has 9,200 employees, making it one of the region's largest employers. The MTA also partially funds sixteen municipal bus operators and a wide array of transportation projects.
     
     Objective
    This Enterprise Application Integration project focused on developing an application that would allow stranded drivers on LA Freeways make a call from freeway cells phones to get tow truck assistance in a timely manner.
     
    Results
    This $1,000,000 custom designed and developed application sent simultaneous notifications to three traffic systems operated by: the MTA, Caltrans and the California Highway Patrol. It was an overwhelming success delivered on budget and schedule.
     
  • Project Image Client:
    The San Diego Unified Port District is a public benefit corporation established in 1962 by an act of the California State legislature to further the development of commerce, navigation, fisheries and recreation on behalf of the state of California. The District’s five member cities are San Diego, Chula Vista, Coronado, Imperial Beach, and National City. The Port covers waterfront property, approximately 2,500 acres of land and 3,400 acres of water.
     
    Objective:
    Provide highly qualified GIS support staff in 2012 to provide a variety of professional services for six months.
     Results:
    Carried out various GIS services, including: the identification of key spatial products, map publication, Digital Data Requests, Impact Analysis, calculations, Web Viewers, ArcPublisher/Reader solutions, and GoogleEarth KMLs, which required a strong digital data foundation. We also created Data Request forms and processes, Metadata, MetaDataID, MetaData External Tables, standard operating procedures, and incorporated a “Taskers” System.
  • Project Image Client:
    The San Diego Unified Port District is a public benefit corporation established in 1962 by an act of the California State legislature to further the development of commerce, navigation, fisheries and recreation on behalf of the state of California. The project was carried out for the Technology Director at the Port.
     
    Objective:
    ThirdWave was retained in early 2012 to carry out an executive assessment of the Port’s use of GIS as an enterprise tool.
     Results:
    Carried out the following tasks which included a review of the following: existing GIS infrastructure and software; GIS standards; coverages and documentation; GIS desktop applications (ArcObjects object model for ArcMap and Visual Studio applications built on ArcGIS Server and ArcMap and Intranet / InternetWeb applications developed by the Port staff using ASP.Net, C#.Net, VB.Net, Javascript, HTML, Avenue, AML, AutoLISP, etc); GIS Security framework, policies and practices; GIS Staff Skills Assessment. Findings and recommendations on all of the above were provided.
  • Project Image Client:
    This project was carried out for 13 agencies (cities, counties and transit agencies) in Silicon Valley: Caltrans, the cities of Campbell, Cupertino, Fremont, Los Gatos, Milpitas, Palo Alto, San Jose, Sunnyvale and Santa Clara (DOT, IT, Police, Fire were included for all cities), the County of Santa Clara, Santa Clara County Metropolitan Transportation Authority, Silicon Valley Intelligent Transportation Systems Program, Silicon Valley Power, and the Valley Transportation Authority.
     
    Obejective:
    ThirdWave/Kimley-Horn were retained in 2004 to develop a master plan of the regions
     fragmented transportation fiber / copper infrastructure, including Scope of Work, budget estimates and implementation plan.
     
    Results:
    Articulated a Regional Infrastructure / IT Master Plan including the following: SV-ITS Assessment, Business Process Analysis, Rapid Workflow® Sessions, Existing Infrastructure Data Compilation, current infrastructure supporting Regional Transportation Management, defined Functional / System Requirements, developed an Integrated Infrastructure Master Plan and OSP InSight / ESRI GIS Database of the region. The $35,000,000 Master Plan was adopted, funded and built.
  • Project Image Client:
    US West, Inc., Denver, one of seven Regional Bell Operating Companies (also referred to as "Baby Bells"), created in 1983 in a case related to the antitrust breakup of AT&T. US West provided local telephone and intraLATA long distance services, data transmission services, cable television services, wireless communications services and related telecommunications products to defined areas in Arizona, Colorado, Idaho, Iowa, Minnesota, Montana, Nebraska, New Mexico, North Dakota, Oregon, South Dakota, Utah, Washington, and Wyoming. Our portion of the contract was approximately $9,000,000.
     Objective:
    ThirdWave, and our partner Baymont Technologies, were retained in 1995 to execute a massive, multiple-year, conversion of all indoor and outdoor facilities drawings and maps for US West assets in all 14 states.
     
    Results:
    Working under a very aggressive schedule, Baymont/ThirdWave assigned two-hundred-and-fifty-four (254) technical professionals working 3-shifts a day (127 staff for each firm) to the project. We completed the project in AutoCAD and ESRI GIS, on schedule/budget, in slightly less than 4 years.
  • Project Image Client Description:
    CRA/LA is focused on the creation of affordable housing: “Affordable” means that housing costs are within the budget of a household earning no more than 120 percent of the median Los Angeles income. Development projects include:
    • Mixed-income and Market-rate Housing
    • New Construction
    • Housing & Mixed Use Projects
    • Non-Housing Projects, such as Retail, Commercial and Industrial
    • Public Improvements

     
     Objective:
    CRA/LA was seeking to outsource its GIS Department to provide on-site GIS Technical Professionals to produce: up-to date spatial data analysis and mapping, surveys, economic analysis for the CRA/LA Planning professionals.
     
    Results:
    Our on-site team of GIS Technical Professionals developed GIS coverage's of all planning areas throughout Los Angeles, created and maintained spatial databases and developed web-enabled applications for non-technical CRA/LA users.
     
  • Project Image Client Description:
    Metro serves as transportation planner, coordinator, designer, builder and operator for one of the largest, most populous counties in the US. More than 9.6 million people live in the Metro service area. At the time, Metro was managing a $183 billion dollar construction program, the largest design/construction program of a public transit agency in the country. This was a $4,752,000 engagement for our firm.
     
    Objective:
    Provide a team of six GIS Professionals / Developers for a four year outsourcing support contract to act as the MTS’s GIS Group.
     Results:
    Planned, developed and maintained a GIS including strategic planning, internal training; map output: land use and alignment studies, transit station locations, transportation improvement analysis and demand management analysis. Sample projects include:
    • Benefit Assessment District Parcel Layer
    • Transportation Model Improvement Plan
    • Thomas Bros. Derivatives / application development and support
    • Requests for Map and Tabular Products
    • Functional Highway Classification
    • Bus Passenger Load Visualization Pilot Project
  • Project Image Client:
    The LA Department of Water & Power currently serves an area of 465 square acres, a population of 3.9 million residents, with approximately 676,000 water customers with water coming from the Mono Basin and Owens Valley to Los Angeles. Los Angeles customers purchased about 168 billion gallons during fiscal year 2010-2011.
     
    Objective:
    The Owens Lake project was initiated to explore numerous environmental solutions to mitigate the dust pollution caused by the dried out Owens lakebed, in response to lawsuits filed by numerous government agencies.
     ThirdWave was retained by CH2M-Hill as a subcontractor to provide Database Management and GIS services on the $10,000,000 project.
     
    Results:
    The work used ESRI's Arc-Info and am Oracle Database to support the project to produce the following: • Data collection and processing, making it available to the project team • GIS coverages of air particle data collected by the tower sensors • Graphics and maps for permitting agencies, processes and executive presentations • A GIS Database from the Owens Lake data collection towers • GIS data modeling and analysis activities
  • Project Image Client:
    The project was carried out at a time when Las Vegas was the fastest growing City in the US, experiencing explosive growth in the construction of hotels, casinos, residential and commercial developments.
     
    Objective:
    The City of Las Vegas had a great GIS system, but it was not being leveraged. The system was underutilized in a City that needed it badly to support the development and building permitting processes. The objective was to enhance the effective use of the GIS as an enterprise tool for the City and public.
     Results:
    Provided technical services to enhance GIS system utilization and service levels: • Develop GIS Marketing Program to inform City Departments and citizens about GIS. • Spatial Database Engine Pilot Program to determine the feasibility of providing geographic information to city user groups and outside entities via a high speed enterprise network utilizing ArcView. Specifications, requirements, installation and configuration of Spatial Database Engine were provided. • Enterprise Implementation of the GIS and Spatial Database Engine.
  • Project Image Client:
    SCAG is a Joint Powers Authority established as an association of local governments / agencies that voluntarily convene to address regional issues. SCAG encompasses Los Angeles, Orange, Riverside, San Bernardino, and Ventura counties.
     
    Objective:
    Develop a GIS for Transportation (GIST) system and Integrate ARC/INFO, ArcView2, TRANPLAN and Thomas Bros.
     
    Results:
    Developed a database management system integrating INFO, SAS and TRANPLAN. Implemented ORACLE to store and manage data through various protocols, standards, catalogs and libraries.
     Corrected the TMBDB network topology on the specified network and completed the TBMDB street centerline file topology, making it compatible with GIS transportation network applications. Established a Linear Referencing System (LRS) convention and maintenance procedure. Set up base roadway centerline file to manage network attribute data, and establish links across network features between GIS and transportation modeling tools, AML, ARC/INFO, ArcView and C/C++ programming of automated mapping programs defining standardized legends, shade sets, and fonts.
  • Project Image Client Description
    Palm Springs is a desert resort city in Riverside County, California.. It is approximately 111 miles east of Los Angeles. The population was 44,552 at the 2010 census. The city spans over 94 square miles, making it the largest city in the county by size.
     
    Golf, swimming, tennis, horseback riding, biking, and hiking in the nearby desert and mountain areas are major forms of recreation in Palm Springs.
     
     Objective
    The Police Department had just experienced an RMS deployment that had gone south. The Police Chief was very dissatisfied and wanted an RFP developed within a short timeline.
     
    Results
    ThirdWave was retained to develop an RFP for the Palm Springs PD, and while we were at it, we recommended implementing a regional system. The RFP was written to include the Police / Fire Depts. for Palm Springs, Cathedral City and the City of Indio.
     
  • Project Image Client Description
    Helix Water District provides potable water to a service area covering nearly 50 square miles, serving the cities of La Mesa, El Cajon, Lemon Grove, Spring Valley, and various unincorporated areas of San Diego County near El Cajon.

    Objective
    Replace a 30-year old custom programmed utility billing system written in COBOL. Carry out a detailed business needs assessment and budget estimate using ThirdWave’s patented Rapid Workflow® methodology, produce a comprehensive RFP; facilitate the solicitation process, vendor interviews
     benchmarks and contract negotiation.

    Results
    Developed an RFP for an enterprise utility billing system with a number of key features: automated bill payment, customer self-service online portal enabling easy access to customer account information, payments, recent bill statements, payment history, historic water usage and forms to start/stop service. The procurement process was carried out on schedule and the $2,600,000 deployment was carried out under budget and on schedule.
  • Project Image Client Description
    Fort Bend County is located in the Houston metropolitan area of southeast Texas. It has a population of approximately 600,000, making it the tenth-most populous county in Texas. The County has 60 departments geographically dispersed throughout the county. The County had 46,000,000 hardcopy documents, 500,000 engineering drawing and 100,000 microfilm images at the time of the project.

    Objective
    Evaluate Enterprise Content Management Solution requirements. Assess market trends
     and develop recommendations for a Strategic Enterprise Content Management Strategy & Implementation Roadmap. Services included a multiple phase assessment of current document management business processes, document inventory, Taxonomy development and the development of an ECMS RFP.

    Results
    The project was carried out under budget and ahead of schedule, resulting in a $3,500,000 ECMS budget estimate. The county subsequently issued and RFP for professional services, hardware and ECMS software.
  • Project Image Client Description
    In the late 1990s, Las Vegas was the fastest growing city in the US: 30,000 people moved there every month! The City was experiencing extraordinary strain in attempting to provide services to its growing constituents. ThirdWave was retained to produce an IT Strategic Plan, which was followed with a 5-year contract to act as the Systems Integrator for the implementation of the plan.

    Objective
    Replace all outdated Information Technologies for the entire City and implement new systems not currently used.
     This included infrastructure, all hardware, a 21-year-old Unisys mainframe computer with more than a dozen legacy ERP applications.

    Results
    We produced a variety of RFPs, including but not limited to 100 WAN installations, 1,200 PCs, high-end servers, a new ERP (Oracle Financials), and an Enterprise Content Management, to name a few. The City avoided having to hire approximately 1,000 new City staff over 5-years, becoming the first E-government City in the US, as rated by the Center for Digital Government.

  • Project Image Client Description
    In 1995 the Las Vegas was the fastest growing city in the US: 30,000 people moved there every month. The City was undergoing a development boom and city services were severely stressed. We were retained to do an IT Strategic Plan to leverage technology in meeting the demands for city services. Subsequently, the City awarded the $10,000,000, 5-year Implementation to ThirdWave to replace ALL information technologies at the City.
     
    Objective
    Implement the ITSP in 5 years or less.
     
     Results
    Our PMO implemented the project in 4 years for $9,000,000. It included the implementation of Oracle ERP, fiber backbone in City Hall, 100 LANs, installation of 2,000 PCs, the implementation of an Enterprise Content Management System, Website Redesign, and the development of half dozen E-Government Applications and an Automated Workflow Development / Building Permitting Application. This project resulted in completely transforming the City and creating one of the first (if not the first) E-Government cities in the US.
     
  • Project Image Client Description:
    Helix Water District, with 146 employees, covers an area of nearly 50 square miles, serving the cities of La Mesa, El Cajon, Lemon Grove, Spring Valley, Lakeside, Santee, and unincorporated San Diego County.
     
    Objective:
    Procure and replace the District’s 30 year-old COBOL ERP System with Cayenta Utility Customer Billing System, an XC2 Backflow Prevention application, and an OnBase Enterprise Content Management System (ECMS) in 15 months or less. Execute an enterprise assessment of Business Processes Improvement opportunities using our patented Rapid Workflow® tool to identify
     ERP/ECMS requirements, develop a RFP ,assist with proposal evaluation, reference checks, selection and contract negotiations.
     
    Results:
    Given our Project Management experience with large multi-million dollar IT projects we were retained to provide Project Management Office (PMO) / Independent Verification & Validation (IV&V) services for the $3,000,000 implementation phase. The 15-month project is currently on schedule and on budget; it will transform how this industry leading water district provides high quality water in an efficient and reliable system, providing superior service to the District’s customers.
  • Project Image Client:
    With approximately 700 staff, the Port of San Diego is the fourth largest of the 11 ports in California. Its member cities include Chula Vista, Coronado, Imperial Beach, National City and San Diego. The port oversees 2 maritime cargo terminals, 2 cruise ship terminals, 18 public parks, Harbor Police and leases of hundreds of tenant businesses.
     
    Objective:
    Upgrade and test several related Port systems, including upgrading to MS Office 2002 from MS Office 2010, Open Text DMS 5.3.x Enterprise Content Management System, and interoperability testing with SAP,
     Esri GIS, AutoCAD, GroupWise, and Track-It.
     
    Results:
    Our PMO implemented the project using a best practice 7-phase approach: Discovery, Analysis, Installation (Pilot/Test Environment in compatibility and XML modes), Testing, Deployment, Cut-over/Go-live and Closure. Leading a team of 16 Port system staff and stakeholders, the project was executed to perfection in 3 months, ahead of schedule, and under budget.
  Next