Loading...
HomeMy WebLinkAboutDELOITTE, HASKINS AND SELLS - 1985-04-22SUPPLEMENTAL AGREEMENT NO. 1 TO THE CONSULTANT AGREEMENT BETWEEN THE CITY OF HUNTINGTON BEACH AND DELOITTE, HASKINS AND SELLS TO PROVIDE A MANAGEMENT REVIEW OF THE OPERATIONS OF THE OFFICE OF THE CITY ATTORNEY THIS SUPPLEMENTAL AGREEMENT NO. 1 is made and entered into this �`f'►� day of _1985, by and between � the CITY OF HUNTINGTON BEACH, a municipal corporation of the State of California, hereinafter referred to as CITY, and DELOITTE, HASKINS AND SELLS, a general partnership hereinafter referred to as CONSULTANT. 1. The first sentence of Paragraph 3, COMPENSATION, of the contract for services entered into between CITY AND CONSULTANT and dated April 22, 1985 is hereby amended and modified as follows: "3. COMPENSATION In con.r;deration of the performance of the services described above, CITY agrees to pay CONSULTANT a sum not to exceed $25,300." 2. All other terms, conditions, -rd provisions thereof, except as specifically modified herein, shall remain the same. WHEREFORE, the Supplemental Agreement No. 1 is executed by and between the parties as of the date first above written. CONSULTANT: DELOITTE, HASKINS AND SELLS, a Partnership �- Mark Delane,. Management Advisory Services ATTEST: City Clerk �L 5 INITIATED AND APPROVED: City Administrat r RCS:ly 06%4L CITY OF HUNTINGTON BEACH, a municipal corporation Mayor j%%' APPROVED AS TO F0 City Attor ey 2. CONSULTANT AGREEMENT BETWEEN TH's CITY OF HUNTINGTON BEACH AND DELOITTE, HASKINS, AND SELLS TO PROVIDE A MANAGEMENT REVIEW OF THE OPERATIONS OF THE OFFICE OF THE CITY ATTORNEY THIS AGREEMENT, made and .entered into this day of1985, by and between the CITY OF HUNTINGTON BEACH, a municipal corporation of the State of California, hereinafter referred to as CITY, and DELOITTE, HASKINS, AND SELLS, a genera]. partnership authorized to do business in California, hereinafter referred to as CONSULTANT. WHEREAS, CI`i''Y desires a management review of the operation of the Office of the City Attorney; and CONSULTANT has been selected to perform said service, NOW, THEREFORE, it is agreed by CITY and CONSULTANT as follows: 1. WORK STATEMENT CONSULTANT shall provide a management study of the op- erations of the Office of the City Attorney as described in the Proposal, dated April 12, 1985. The scope of work shall include thy: services set forth in the Proposal to Conduct a Management Review of the City Attorney's Office, dated April, 1985, a copy of which is on file in the Office of the City Clerk, and re- ferred to h.:ein as PROPOSAL. 1. 2. TIME OF PERFORMANCE Time is of the essen^e of this agreement. The services of CONSULTANT are to commence as soon as practicable, and al1 tasks specified in the PROPOSAL shall be completed in accordance with the i..�rk Plan/Schedule agreed oon between CONSULTANT and CITY, and shall include the following: a) Review of the general operation and staffing of the office of the City Attorney. b) Frialysi.s of organization and staffing. c) Review of financial management practices. d) Analysis of support system, including word processing equipment and computers. e) Review of services and management of outside COUP _ . f) Analysis of operating procedures. g) Interaction with user departments. h) Review of legal serx?ic.s provided to other city departments. i) Consideration of other programs and procedures. 3< COMPENSATION In consideration of the performance of the .services described above, CITY agrees to pay CONSULTANT a sum not to ex- ceed $22,900. 2. CONSULTANT shall submit monthly invoices in duplicate to CITY, based upon hours and expenses required for completion of PROPOSAL tasks performed during such month, and each invoice shall: a) Reference this agreement; b) Describe the services performed; c) Show the total amount of payment due; Upon submission of such invoices, if CITY is satisfied that CONSULTANT is making satisfactory progress toward completion of tasks in accordance with this agreement, CITY shall promptly approve the invoice, in which event payment shall be made within thirty (30) days of receipt of the invoice by CITY. Such ap- proval shall not be unreasonably withheld. A request for reim- bursement of costs shall be itemized, and receipts for such costs in excess of $100 shall be attached. If CITY does not approve an invoice, CITY shall notify CONSULTANT in writing of the reasons for nonapproval within seven (7) calendar days of receipt of the invoice, and the schedule of performance agreed upon shall be .suspended until the parties agree that past per- formance by CONSULTANT is in, or has been brought into conipli- a.nce, or until this agreement is terminated pursuant to Sec- tion 7 hereof. 4. DISPOSITION OF DATA. CONSULTANT agrees that all materials received hereunder shall be turned over to CITY upon termination_ of this agreement or upon PROPOSAL completion, whichever shall occur first. In KIP Lam the event this agreement is terminated, such materials may be used by CITY in the completion of PROPOSAL or as it otherwise sees fit., Title to any item charged a* cost to CI91[ shall be property of CITY upon payment of the invoice therefor. CONSULTANT shall be entitled to retain copies of all data pre- pared hereunder. 5. INDEPENDENT CONTRACTOR CONSULTANT is, and shall be, acting at all times in the performance of this agreement as an independent contractor. CONSULTANT shall secure at its expens(, and be responsible for any and all payments of all taxes, social security, state disability insurance compensation, unemployment compensation and other payroll deductions for CONSULTANT and its officers, agents employees and all business licenses, if any, in connection with the services to be performed hereunder. 6. INDEMNIFICATION, DEFENSE, HOLD HARMLESS CONSULTANT hereby agrees to defend, indemnify and hold harmless CITY, its officars, agents and employees, from and against any and all liability, damages, costs, losses, claims and expenses, however caused, resultin5 directly or indirectly from or connected with CONSULTANT'S performance of this agreement (including, but not limited to such liability, costs damage, loss, claim, or expense arising from the death or injury to an agent or employee of CONSULTANT, subcontractor, if any, or of CITY or damage to the property of CONSULTANT, subcontractor, 4. if any, or of CITY or of any agent or employee of CONSULTANT, subcontractor, if any, or of CITY), regardless of the passive- or dive negligence of CITY, except where such liability, damages, osts, losses, claims or expenses are caused by the sole negligence or willful misconduct of CITY or any of its agents or employees including negligent omissions or commissions of CITY, its agents or employees, in connection with the general supervision. or direction of the work to be performed hereunder. 7. TERMINATION OF AGREEMENT All worK required hereunder shall be performed in a good and workmanlike manner. CITY may terminate CONSULTANT'S services hereunder at any time with or without cause, and whether or not PROPOSAL is fully complete. CONSULTANT may terminate with cause in the event it is unable to obtain appropriate data necessary to perform this agreement, and obtain cooperation and access to CITY personnel in a timely manner. In the event either party shall terminate this agreement, CONSULTANT shall be entitled to compensation for services performed prior to the date of such termination. Any termination of this agreement shall be made in writing to the `r City Administrator and/or CONSULTANT, as the case may be, by enclosing the same in a sealed envelope, postage prepaid, and depositing the same in the United States postal service, addressed as follows: 5. AM .. - �v�' e'��1�3`d"t�5�1�5at�.�.£.''i,�"i.�'#fM7u�T-`kJ::..'%t�!-15eS,�t�ss!�-:.� hw.,-»,s •.�N 3ixe-rcy.^.>.�" � r..-,>-x+ir :aKv+«w�rw>tuMranz,sre��..a, �t . TO CITY: TO CONSULTANT: Mr. Charles W. Thompson Mr. Michael McNamara City Administrator DELOITTE, HASKINS AND SELLS City of Huntington Beach 701 "B" Street 2000 Main Street San Diego, California 92101-8198 Huntington Beach, CA 92648 8. ASSIGNMENT AND SUBCONTRACTING This agreement is a personal service contract and the supervisory work hereunder shall not be delegated by CONSULTANT to any other person or entity without the consent of CITY. CITY shall have the right at all times to approve the persons Performing services for CONSULTANT. 9. NOTICES Any notices or special instructions required to be given in writing under this agreement shall be given either by personal delivery to CONSULTANT or to Y'S City Administrator, as the situation shall warrant, or by enclosing the same in a sealed envelope, postage prepaid, and depositing the -lame in the United States postal Service, as set out in Section 7 hereof. (REST OF PAGE NOT USED) 10. ENTIRETY The foregoing, and PROPOSAL on file in the Office of the City Clerk, set forth the entire agreement between the parties. IN WITNESS WHEREOF, the parties hereto have caused this agreement to be executed by and through their authorized officers the day, month and year first above written. CONSULTANT: DELOITTE, HASKINS AND SELLS, a partnership / 2 - 7 2, a- - � �-� I �' r, 22-A Mark Delane, Management Advisory Services ATTF 5T . City Clerk Ya30 INITIATED AND APPROVED-. r�Ci �►!` I' .f. • / • 0542L CITY OF HUNTINGTON BEACH, a municipal corporation APPROVED AS TO FORM: ,,ci� tto r � i'1 Pn1t REQUE* FOR CITY COUNCIOACTION\--� Date Submitted to: Honorable Mayor and City Council Members Submitted by: Charles W. Thompson, City Administrator ! 0) Prepared by: Richard Barnard, Assistant to the City Administr� Subject: PRODUCTIVITY STUDY OF CITY ATTORNEY'S D PA ERATIONS Consistent with Council Policy? [x ] Yes [ ] New Policy or Exception Statement of issue, Recommendation, Analysis, Pundinc Source, Alternative Actions, Attachments: Statement of Issue The City Administrator and City Attorney are seeking authorization to extend the city's systems and organizational studies into the City Attorney's Office. Recommendations Authorize the City Administrator to select a consulting firm to conduct a system-, and organizational study of the City Attorney's Office and direct the City Attorney to approve as to form an agreement between the selected consulting firm and the city, to be brought back at the City Council Study Session of April 22, 1985. Analysis Over the past three years, the city has undertaken a number of productivity studies for the express purpose of improving the city's method of operations and to be assured that public services are provided in a cost effective manner. eery successful studies have been c&; ried out in the city's Public Works Department, Development Services Department, and Community Services Department. Currently, Arthur Young is conducting a study of the Police Department focusing on (1) jail operations, (2) scheduling and resource allocations, (3) analysis of investigation workload, and (4) manpower development planning. Authorization is now being sought to extend these studies into the city's legal services operations. Increased litigation activity has been placing pressures on the city's legal services which could require additional staffing. Recent events reflective of the problems associated with the concepts of joint and several liability, insurance coverage and the "deep pockets" approach to litigation have contributed to a need to assess our systems and organization to achieve best results. A timely review of the city's legal services systems could lead to productivity improvements that will be beneficial for the city's legal services and to the city by identifying ways in which these services could be performed in a 'more cost effective way and how best they can be handled in relationship to other opevating departments. Pf O 4104 -2- To further the city's efforts in conducting these studies, proposals have been solicited from several consulting firms in accordance with the city's Professional Service Ordinance. After a thorough review of the proposals staff will bring to the City Council an agreement between the city and the recommended consulting firm at the April 22, 1985, City Council meeting. Alternatives 1. Direct the City Administrator to solicit additional proposals from other consultants to condaict productivity study of City Attorney's operations. 2. Do not perform the studies. 1 ° nding Source Miscellaneous contingency account #101593. CWT:paj Date March 28_, 1985 e Submitted to: Honorable Mayor and City Council Members o u f p �~ r Submitted by: Charles W. Thompson, City Administrator7-0 "'✓`.�'"� Prepared by: Richard Barnard, Assistant to the City Administrator Subject: PRODUCTIVITY STUDY OF CITv ATTORNEY'S DEPARTMENT OPERATIONS Consistent with Council Policy% [XI Yes [ j New Policy or Exception Statement of Issue, Recommendation, Analysis, Funding Source, Alternative Actions, Attachments: Statement of Issue The City Administrator would like to extend the city's Productivity Program into the City Attorney's Office using the consulting firm of Arthur Young to conduct the study. Recommendation Authorize Arthur Young to conduct a productivity study as presented in the attached proposal and direct the City Attorney to prepare an agreement to be brought back at the City Council meeting of April :5, 1985. Analysis Over the past three years, the city has undertaken a number of productivity studies for the express purpose of improving the city's method of operations and to be assured chat public services are pro- vided in a cost effective manner. Studies have been carried out in the city's Public Works Depart- ment, Development Services Department, and Community Services Department. Currently, Arthur Young is conducting a study of the Police Department focusing on (1) jail operations, (2) scheduling and resource allocations, (3) analysis of investigation workload, and (4) manpower development plan- ning. The City Administrator would like to extend the city's Productivity Program into the City Attorney's operations. The City A etorney has indicated that increased litigation activity has been placing pres- sures on her office which could lead to the need for additional staffing. The City Administrator believes that such a timely review (approximately 6 weeks) of. the City Attorney's operation can lead to productivity improvements that will be beneficial to the City Attorney and to the city by identi- fyine ways in which the City Attorney's Office could be !sore cost effective and productive in pro- viding its services. The fee for Arthur Young'r services will be based on the time actually expended by the consultant at their standard hourly ra r ; with a not -to -exceed amount of $42,50.0. Alte rnati% es Direct the City Administrator to solicit additional proposals from other consultants to conduct pro- ductivity study of City Attorney's operations, Funding Source Miscellaneous Contingency Account MOD93 $42,500. Attachments Proposal to Conduct a Review of the City Attorney's Office dated March 1985, as prepared by Arthur Young. U L N-- I OFFICE OFTHE HE CITY CLERK August 7, 1985 Mark Delane Deloitte, Haskins & Sells 701 "B" Street San Diego, CA 92101-8198 On August G. 1985, the City Council of the City of Huntington Beach approved Supplemental Agreement No. 1 to the consultant agreement between the Cit and your firm for a management review of the Office of the City Attorney. Enclosed is a duly executed copy of said agreement for your records. Alicia M. Wentworth City Clerk AMW:CB:bt Enclosure CC: Robert Sedlak, Finance Dept. Robert Franz, Chief of Administrative Services (Telephone: 714-538-5227 ) '4 ,�# FOR CITY ACTION Date July 23,,,19i35 `submitted to: Honorable Mayor and City Council Submitted by: Charles W. Thompson, City AdministratorC�%� `\ Prepared by: Robert J. Franz, Chief of Administrative Services�J I s Subject: Amendment to Consultant Agreement between the City and Deloi Consistent with Council Policy? [x ] Yes [ j New Policy or Exception Statement of Issue, Recommendation, Analysis, Funding Source, Alternative Actions, Attachments Statement of Issue: The management consultant conducting the operational and management review of the City Attorney's Office has requested $2,400 additional compensation to cover their unexpected costs in completing this project. Recommendation: Approve the attached amendment to the consultant agreement between the City of Huntington Beach and Deloitte, H.skins and Sells increasing the compensation from $22,900 to 25,300. Analysis: The firm of Deloitte, Haskins and Sells (DHS) is conducting the operational and management review of the City Attorney's Office. The project manager from DHS has requested a $2,400 increase ,n their fee due to the delays caused by the City which increased the number of hours that the consultant was required to spend to conduct interviews with city personnel. The fir n has documented unexpected waiting time of over 60 hours on this project. City staff has reviewed the documentation has found it adequate to justify the additional compensation. Funding Source: Account 101593 Alternatives: Do not approve the amendment and require the consultant to absorb the additional costs within the current authorized compensation for this study. 1506j PIO 4184 April 24, 1985 Mr. Michael McNamara Deloitte, Haskins & Sells 701 "B" Street San Diego, CA 92101-8198 The City Council of the City of Huntington Beach at its regular meeting held April 22, 1985 approved an agreement with your firm to provide a Management Review of the Operations of the Office of the City Attorney. Enclosed is a duly executed copy of said agreement. G-, Alicia M. Wentworth City Clerk AMW:CB:js Enclosure (Telephone: 714-536.52Z7) M R' ;-`;' CITY COUN %��ra7T 7o c,4yar-y CTION Bate Honorable Mayor and City Council Members Submitted to: Charles W. Thompson, C-7ty Administrator and Submitted by: Gail Hutton, City Attorney Prepared by: Richard Barnard, Assistant to City Administrator April 18, 1985 APPROVET PY CITY l` Subject: SYSTEMS AND ORGANIZATIONAL STUDY OF THE CITY ATTOR14EY'S DEPARTMENT Consistent with Council Policy? [9} Yes [ } New Policy or Exception Statement of Issue, Recommendation, Analysis, Funding Source, Alternative Actions, Attachments: v STATEMENT OF ISSUE: At the City Council meeting of April 15, 1985, the City Council authorized the City Administrator to conduct a Management Study of the City Attorney's Office and bring back to the City Council an agreement between the city and a consulting firm to conduct the study. RECOMMENDATION: Approve the selection of Deloitte, Haskins, and Sells to conduct the Management Study of the City Attorney's Office, and authorize the Mayor and City Clerk to execute the attached agreement between the city and Deloitte, Haskins., and Sells. ANALYSIS: There were six proposals received and reviewed by City Staff. These were: BIDDER COST Arthur Young & Associates $42,500 Hildebrandt, Inc. $36,000 Price Waterhouse $30,000 Deloitte, Haskins & Sells $22,900 John Sullivan $14,000 Altman & Weils, Inc. $13,000 After careful review and consideration of the proposals, the staff believes Deloitte, Haskins & Sells to be the most qualified bidder to conduct the Management Study of the City Attorney's Office. The scope of the study will include: 1. Review of caseload and work assignments to determine appropriate staffing levels of the City Attorney's office. 2. 'Review the cost and activities of outside counsel, and provide recommendations on haw these activities can best be managed. 3. Review the manner in which the City Attorney's Office is organized and the operational systems used to .provide legal services to its clients. 4. Conduct a review of the word and data processing equipment needed to support the City Attorney's Office 5. A review of the City Attorney's legal services to determine if their are ways to improve the quality and timeliness of the legal services provided to user departments. ALTERNATIVES: 1. Select another firm to conduct the Management Study of the City Attorney's Office. 2. Do not perform the study. FUNDING SOURCES: Unappropriated Fund Balance - $22,900 ATTACHMENTS: 1. Contract between the City of Huntington Beach and Deloitte, Haskins & Sells. 2. Deloitte, Haskins & Sells Proposal. CW T/RB:lp K v Az&zw HUNTINGTON BEACH To CHARLES W. THOMPSON City Administrator Subject APPROPRIATION FOR SYSTEMS & ORGANIZATION STUDY OF THE CITY ATTORNEY'S DEPT. From ROBERT J. FRANZ, Chief Administrative Services Date APRIL 19, 1985 As requested under the authority of Resolution 4832, a Fiscal Impact Statement has been prepared and submitted relative to the establishment of an appropriation to meet the anticipated cost of subject stated above. An affirmative response by the City Council will reduce the balance of the City's unappropriated General Fund at June 30, 1985 to $3,752,100. Administrative RJF*kd Attachments �- AL IN. ACT STATEMENT 1. This item was not budgeted because the rate and rapidity of rising costs to the City in meeting its legal response requirements was unforeseen at the time of budget preparation. Ik The direct and only cost to the City will be $22,900 in FY 1984/85. II1. The funding source will be the unencumbered fund balance of the General Fund (Account A-301), which currently projects to have a balance of $3,775,000 at June 30, 1985. IV. This type of appropriation is the continuation of City policy seeking the most economical and efficient means available in meeting the responsibilities and goals of the City. h, 126 5j a -- 0 s:• �1n� A MEMBER OF ARTHUR YOUNG INTERNATIONAL Lrt1� L1 lJ J�J� U ``�JIJUV� March 25, 1985 Suite 900 3200 Park Center Drive P.O. Box 2410 Costa Mesa, California 92628 Telephone: (714) 850-9500 Mr. Charles Thompson City Administrator City of Huntingtcn Beach 2000 Main Street P., 0. Box 190 Huntington Beach, California 92648 Dear Mr. Thompson: Arthur Young & Company is pleased to respond to your request for a proposal outlining how we would conduct a review of the City Attorney's Office. The remainder of this letter describes the background leading to your request, the objectives to be accomplished in carrying out the review, our proposed work plan and staffing, our credentials, and an indication of project schedule and costs. BACKGROUND The City of Huntington Beach has made a major commitment to ensuring that its programs and departments operate at maximum levels of efficiency and effectiveness. To this end, the City established a Productivity and Research Program to study depart- ments' work methods used in providing services to the public. When the workload of the City's productivity staff or the scope of the review being conducted precludes using the Productivity and Research Program, outside assistance is sought to conduct such reviews. The City Attorney's Office has recently submitted a budget for fiscal year 1985-86 which represents a projected 17.9% increase in expenditures over the current (1984-85) fiscal year and requests the addition of four (4) full-time positions. Because the City Council is concerned about the costs of its various municipal operations, you have requested that an outside review of the City Attorney's Office be conducted. March 25, 1985 Mr. Charles Thompson page 2 OBJECTIVES The primary objective of this review will be to evaluate how best to handle the City's legal affairs. Currently, the majority of major cases are contracted out. The City is concerned about the issue of growing liability. Some departments have experienced significant backlogs and delays in the processing of contracts. Our review will focus on these and related issue areas and provide answers to the following questions: a How can the City provide high quality services while containing costs? How can the costs and activities of outside counsel best be managed? Is the City Attorney's Office organized in the most effective manner to be responsive to the needs of its clients? Which support systems will work best in the Office and allow attorneys to be most productive? APPROACH Our approach to carrying out this review will involve techniques we have used effectively in similar engagements. Such techniques include, but are not limited to, documentation review, the use of questionnaires and personal interviews, operations and organ- izational analyses, and the use of an outside attorney advisor. Our approach is additionally characterized by i.:s: i Project management and Control Our project management philosophy is grounded in the following principles:. - Both the City and Arthur Young are continuously aware of the status of the project through the use of perioodic automated progress reports, briefings and conversationsA r n hip anumun'T Mms March 25, 1985 Mr. Charles Thompson page 3 - Close relationships and communications are main- tained with the City's project liaison personnel. - All project products must be delivered on time and must be of the highest quality. - All phases are to be accomplished within the time frame and resources allotted to them. Multidisciplined, Senior Level Project Team The nature of this project requires skills and know- ledge in a number of disciplines and experience in applying such skills in related projects. Our proposed project team includes specialists is organizational and operational analyses, legal support systems, word and data processing, and the conduct of public and private sector management reviews. M Utilization of a Practicing Attorney On occasion it is suggested that it is not possible for a lay consultant to fully understand the environment and complexities of a law practice. In our consulting pre..etice, we regularly work with a panel of attorneys in delivering services to clients. To the extent necessary, and with your concurrence, we plan to utilize an attorney with public law experience to serve as an attorney advisor to our project team in order to help ensure that our recommendations are achievable and practical. MAJOR PRODUCTIVITY REVIEW AREAS Ir_ conducting our productivity review of the City Attorney's r Oflice, we will pay particular attention to the following functional areas: 1. Organization and Personnel As a legal department grows and changes, its organ- izational structure often evolves in response to short- term needs and specific personalities. As a result, responsibilities and reporting lines may be unclear or defined in a manner inconsistent with office goals. In n4 s'P ago /QR7HUM 1V7 ILUjH8 March 25, 1985 Mr. Charles Thompson page 4 addition, an attorney's office may outgrow its organ- izational structure and personnel policies due to changes in the number and type of legal matters it handles. The question of whether the office should be centralized or decentralized affects such related issues as reporting lines, centralized control over work product, and organization by departmental respon- sibiity versus function. Our inquiries cover current organizational structure, including centralized versus decentralized approaches, configuration of professional staff and support staff, hiring practices, continuing legal education, and performance evaluation. We will also address the coordination of legal activities performed by legal staff at other locations (e.g., in the Police Depart- ment). 2. Financial Management Practices As nonrevneue producing entities, city attorneys' offices may not devote an appropriate level of department resources to budgeting, cost control and time management. Budgets can be valuable for planning and monitoring operating expenses, salaries and hiring requirements, capital expenditues, and outside counsel activities. In carrying out our review of financial management practices, we will assess policies and procedures for preparing and reviewing budgets, finan- cial reporting, long-range planning activities and time records. 3. Support Systems and Use of Computers Word and data processing systems have become increas- ingly sophisticated and affordable A number, of factors affect any decisions about when, how, and what to automate. Included in this review area are such considerations as current system configurations, planned changes, problems the Office has experienced with satomated or manual systems, and the management of litigation and other documents. In addition, the procedures for maintaining office files and support systems will be examined. March 251 1985 Mr. Charles Thompson page 5 4. Management of Outside Counsel We recognize that outside counsel is essential for services in certain practice areas. However, to ensure that the City's legal position is represented consis- tently and satisfactorily by both City employees and outside counsel, the cost and performance of outside counsel services must be effectively monitored. The Office's procedures for coordinating and monitoring outside counsel's services will be reviewed in this segment of the overall review. 5. Operational Procedures Selected operational areas will be examined to deter- mine to what extent operational improvements can be effected, costs controlled, and productivity improved. Areas in which improvements can frequently be effected include: • Caseload assignment and monitoring Case tracking Assignment backlogs and/or delays Alternatives to high T,olume secretarial workload • Benefits and cost implications of utilizing paralegals for selected activities and functions. 6. Interaction with User Departments This section of the review focuses on the interaction between the City Attorney's Office and client depart- ments. Interviews will be held with representative user departments in order to develop recommendations for improving the quality of legal support to City departments zad the timeliness of services rendered. 5`11�11 �T�FAYI ARTHUR YOUNG March 25, 1985 Mr. Charles Thompson page 6 WOP& PLAN We will carry out the following work tasks in conducting the productivity review of the City Attorney's Office: TASK 1 - PROJECT INITIATION AND ADMINISTRATION During this project initiation step, we will work with you and appropriate representatives of the City Attorney's Office to gain agreement concerning the project work plan and approach. We will provide the City with a list of background data items we need to gather, including: • General City Attorney legal and prolnedural require- ments. • City Attorney policy documents. • City Attorney -related operating documents: - Master or long-range program plan - Organiza4ion charts - Budget(s) - Authorized staffing levels - Workload statistics - Monthly status re_,orts Personnel procedures _ Job descriptions - Procedures manuals - Information on word and data processing equipment conf igurat ions - Key forms (e.g. time sheets). We will also work with the City during this task to identify individuals to be interviewed; and an interview schedule. n6n Ga1G3UNUR woo r.O March 25, 1985 Mr. Charles Thompson page 7 TASK 2 - DATA REVIEW AND ANALYSIS Prior to conducting any interviews, we will review material requested during the project initiation step. Review and pre- liminary analysis of such materials prior to inverviewing helps us to focus the interviews on substantive issues without having to cover information that is readily available in written form. TASK 3 - INTERVIEWS WITH THE CITY ATTORNEY'S OFFICE PERSONNEL We will interview the City Attorney, Assistant City Attorney, Deputy City Attorney 111s, Departmental Analyst, Paralegal and a representative group of Office support personnel using specially - tailored interview guides. The interviews will cover all of the issues previously outlined, and will give us an opportunity to gather information on general attitudes as well as factual data. Interviews will typically last 60 - 90 minutes. In addi- tion, we will meet with representatives of your Data Processing Department to discuss their ability to support the City Attor- ney's Office information requirements. TASK 4 - INTERVIEWS WITH OPERATING DEPARTMENTS In order to adequately identify all potential opportunities for improvement, it is essential that we interview key department clients to solicit their opinions on the City Attorney's Office performance. These interviews typically require an hour or less and cover specific questions relating to: A Scope of services offered (both in-house and outside, if appropriate). e Quality of services. ® Quality of personnel. m Delivery of services (e.g., responsiveness, construc- tiveness). Perceptions about Office organization and management. Any anticipated changes which will affect legal needs. The feedback from these interviews (which is presented in summary form to maintain the confidentiality of those interviewed) R-,F, �J a°o G�G�3�aMQ �7©MaC�' March 25, 1985 Mr. Charles Thompson page 8 provides a mechanism for the City Attorney to confirm perceptions regarding user attitudes and to identify opportunities for improvements in a constructive fashion. TASK 5 - DATA ANALYSIS Based on our data collection fromthe preceding four (4) tasks, we will analyze data, develop our findings and identify oppor- tunities for improvement in each of the major productivity review areas. Our Attorney Advisor will be a key participant and contributor in the task. TASK 6 - WRITE DRAFT FINAL REPORT Once we have completed our analysis, we will prepare practical, cost-effective recommendations to realize opportunities for improvement. These recommendations will be summarized in an outline report, which we will send to you in draft form for your review and then present formally in a meeting, The report will include, in addition to the recommendations, an action plan that defines the timing, costs and relative priorities for implemen- tation. We expect that the recommendations in the report will cover the following issues, at a minimum: • Organization structure of the Office. • Services offered. • Procedures/systems for monitoring the use of outside counsel. • Timekeeping systems. • Caseload assignment and monitoring. • Professional and support staffing levels. • Relative caseload levels. • Responsibilities of support staff. • Methods for tracking case and other legal costs. • Manual or automated management information systems. • Use of word processing and other technical support systems. rd�m nn & NUN WOO U 8 March 25, 1985 Mr. Charles Thompson page 9 TASK 7 - FINALIZE REPORT AND REPORT TO THE CITY COUNCIL Based upon the City's review of the draft final report, we will make any revisions required and issue the final report. In addition, should you wish, we will be pleased to brief the City Council on the project and our findings and recommendations. PROJECT STAFFING Arthur Young is a leader in providing consulting services 'to the legal profession. Our proposed project team combines the follow- ing expertise: • Specialists in public sector consulting who understand the workings of municipal legal offices in detail. • Specialists who consult exclusively to the legal profession in both the public and private sectors. • An independent practicing attorney who specializes in public law. The project team will be made up of the following individuals; • Larry Seigel - Partner -in -Charge - As partner -in --charge of our local government consulting practice in Orange and Riverside counties, Larry will oversee the project and ensure the quality and timeliness of our work. Larry has worked with the City on a number of projects, and managed the management audit and systems study of the Office of the Los Angeles County Counsel. • 'Robert Hackman - Technical Advisor - Bob is the partner -in -charge of our consulting practice to the legal profession on the west Coast. He will be actively involved in interviews with City Attorney's Office personnel, with our analysis of data and the development of recommendations. • Carla Robertson - Project Manager - Carla is a senior manager in our Orange County office. One of her consulting areas of expertise is public sector pro- ductivity improvement. She designed and directed a city-wide Productivity Improvement Program for the City ago &RINUR mume March 25, 1985 Mr. Charles Thompson page 10 of Anaheim prior to joining Athur Young. She was also the key consultant on a comprehensive management audit and systems stud; of the Office of the Los Angeles County Counsel. She will manage the day-to-day conduct of the review and will coordinate the activities of the project team. She is currently managing the series of manage- ment studies Arthur Young is conducting in the Huntington Beach Police department. Paige Cotcamp - Project Consultant. Paige is a senior consultant in our Orange County office who specializes in public, sector consulting. He has an extensive back- ground in word and data processing systems, and will be directly involved it reviewing the systems currently in use in the Office, as well as in most other project tasks. Stave Americana - Attorney Advisor - Steve Americana, City Attorney for the City of Santa Barbara, will assist us in this project as a subcontractor by providing review and analysis support to all phases of the project from the perspective of a practicing attor- ney with particular expertise in public law. This use of an Attorney Advisor will help ensure that the recom- mendations which grow out of the project are both practical and capable of implementation in the City. Resumes for Messrs. Seigel and Hackman, as well as myself, follow this letter. ARTHUR YOUNG & CO PANY QUALIFICATIONS Arthur Young & Company, an international public accounting, auditing and consulting firm founded in 1894, provides profes- sional services to a wide variety of clients. The Firm, a part- nership, is organized on a national basis with over 70 offices in major metropolitan areas. offices located outside In addition, Arthur Young has the United States. In total, over 150 the Firm has approximately 18,000 professional staff, including more than 800 management consultants. ado AnirmuQ V(DUMB March 25, 1985 Mr. Charles Thompson page 11 While Arthur Young has experience with companies in virtually eve-y field of business enterprise, it is especially involved in the criticai problems of government. The Firm has made a nation- wide decision to commit itself to the development of the requi- site skills and knowledge to effectively serve state and local government. Over half of our 800 consultants in the United States are presently involved in projects for various government entities. During the last year, Arthur Young provided over 800,000 hours of consulting and auditing expertise to approx- imately 700 units of government at all levels. Another area of consulting emphasis is on providing assistance to the legal profession, in both public and private settings. We have recently conducted a number of law office diagnostic reviews, assisted in the implementation of case management systems, word processing and data management systems, and related engagements. In the interest o, brevity, and because we know you are familiar both with Arthur Young as a firm and several of the members of our proposed project team, we have chosen not to include descrip- tions of individual related consulting projects. Of course, if you would like to see such materials, we will be happy to provide them. SCHEDULE AND CASTS We are aware of your interest in getting this project underway as soon as possible and in completing it by the end of April or beginning of May. The project schedule which appears on the next page contemplates such a schedule. The work can be completed in four to five weeks and will meet your timetable, provided we have approval to begin by the first week in April. The fees for our services are based on the time actually expended by our consultants at their standard hourly rates. In addition, 1 we are reimbursed for out-of-pocket expenses, including clerical assistance, report preparation, travel, telephone, and related items. We estimate that the total cost for this project,'includ- ing expenses, will. be $45,035. However, we will conduct the review for a not -to -exceed amount of $42,500. a;�3 aka laG�34G�1MG�3 �700 C� J�IC�a March 25, 1985 Mr. Charles Thompson page 12 We look forward to the opportunity to work with you and your staff on this important and timely project. If you have any questions about our proposal, please call me at (714) 850-9512 or Larry Seigel at (714) 850-9409. Very truly yours, Carla D. Robertson, Manager Arthur Young & Company I PROJECT SCHEDULE -------------------------------------- ------------------------------------- z -- ------------------------------- ----------------------------------------------------------------------------------- -------------------------------------------------------------------------------- ------------- ------------------------------------------------------------- "MI LARRY M. SEIGEL Partner -in --Charge Larry Seigel is the partner in charge of Arthur Young & Company's Orange County Government Service Practice. He has a broad range of public sector experience at the federal, state and local government levels. His areas of specialization include organizational analysis, operational effectiveness audits and project management. Prior to joining Arthur Young, Larry was a manager with another international consulting firm; prior -to that, he was an audit manager in the Los Angeles office of the United States General Accounting Office (GAO), where he directed reviews of governmental operations at the federal, state and local levels. Larry has e;:tensive experience in local government opera- tions, particularly in the areas of delivery of services and financial management. He has directed or managed more than 25 engagements involving the evaluation of the cost and efficiency of services provided by cities, counties or special districts to residents or to other government units. Recent related experience includes the following represen- tative projects: • Project Director of a study of the City of Huntington Beach's financial management practices. The scope of the project included identifying the costs of services delivered and comparing those costs to the fees charged (e.g., water service turn -on charges, concrete repairs, etc.). • Project Manager of a management audit and systems study of the Los Angeles County Counsel's Office. • Western Region Director of Arthur Young's services to local governments in the area of contracting for services. Project Director for a series of management studies being conducted in the Huntington Beach Police Department. • Project Director of a productivity improvement study of the City of Buena Park's Public Works Department. The engagement included, as a major component, identifying potential services (such as street sweeping and tree trimming) which the City could obtain through contract. Another component was developing cost estimates for services currently delivered by City employees. • Project Director of a project for Orange County's Mental Health Services to develop workload standards. ® Project Director of a study to design and automate a cost accounting system for 'hp Orange County Transit District as part of a ost identification and reduction program. • Project Manager of a review of the City of Orange's financial management and business licensing proce- dures. Much of this work involved analysis of cost of services and comparison of the costs to fees charged. • Project Manager of over ten studies of county delivery services (Public Works, Adoptions, Data Processing, Fire, etc.). This work was conducted as management audits for County Grand Juries. • Project Director of a. study to develop a direct costing and revenue recognition system for the Orange County Transit District. This study focused on the cost of providing transit services and the resulting revenue that is generated. • Project Director of a project to develop a manage- ment information system (MIS) for a major county agency. • Project Director of a study of budgeting techniques employed by major state and local agencies in California.. • Manager of more than ten studies focusing on manpower training and employment. 731 2 s Larry holds a Bachelor of Arts Degree in Economics from the University of California at Los, Angeles and a Master of Buisness Administration Degree from UCLA's graduate School of Management. He is a Certified Public Accountant in the State of California. He is also active in the local community; he is a former member of the Orange County Juvenile Justice Commission and serves as a board member of La Casa, which supports the building of a new shelter facility for Orange County's dependent children. M I ROBERT E. HACKKAN Technical Advisor Bob Hackman is a Partner in the Management Consulting Group of our San Francisco office and is responsible for Arthur Young's legal profession consulting services in the West Region. He is a member of our Firm's National haw Firm's Group Executive Committee which is responsible for our legal profession services specialization. He has provided management consulting services to law firms and to other service industry client. His law firm experience includes: Directed the operations review of a rapidly growing San Francisco law firm to identify revenue and efficiency improvements and cost reduction opportunities. Directed an operations review of the legal depart- ment of a major San Francisco -based tank and developed recommendations in the areas of organiza- tion, staffing, monitoring of outside counsel, case management and financial information, department productivity and equipment. Conducted a planning retreat for the partners of a .large Orange County law firm to review the firm's strengths and weaknesses and to develop a consensus on key firm objectives and policies for the ifut,re. Developed five-year financial projections. Worked with the Executive Committee to develop key policies and objectives. Directed the operations review of The Bar Associa- tion of San Francisco. Reviewed the organization structure, staffing, and systems to develop recom- mendations to improve the Association's effective- ness. Directed the evaluation of the cost/benefits and operational advantages of replacing a law firm's word processing equipment with new equipment. Alternative vendors were evaluated and in-house tests of new equipment were, structured and monitored by our consultants. Equipment first considered by the law firm was rejected as a result of our tests. NO Evaluated a law firm's new computer programs for time and billing to ensure that conversion .from the old system was properly Executed by an outside vendor. Directed the review and development of new account- ing systems and procedures for individual partner investment and retirement plans. This included a review of transactions and associated documenta- tion, identification of existing system strengths and weaknesses, the development of a new procedures manual and training of accounting personnel. Directed the evaluation of alternative automated in-house and service bureau litigation support systems for a major litigation case. Prepared an analysis of the advantages/disadvantages and costs of alternatives and .recommended the best approach. Conducted two planning retreats (3 years apart) for a rapidly growing San Francisco law firm. The partners and associates were interviewed and finan- cial projections for alternative policies were prepared. Specific goals, objectives and action plans resulted from the retreats. Directed the planning process for a rapidly growing speciality law firm. Interviewed the partners and associates and developed and circulated a question- naire to all lawyers. Conducted a partner retreat to discuss the firm's current situation and to develop consensus for future firm missions, recom- mendations ane, :implementation plans. Directed the development of a long-range plan for a large San Francisco law firm with multiple offices. This engagement included interviews with partners, identification of firm goals, objectives and strat- egies. A two-day partner planning retreat was conducted to present our review findings and recom- !.,endations and to develop a long-range plan for the firm's future direction. Directed the planning process and developed a long- range plan for a major law firm based in San Francisco. This engagement included interviews with all partners, preparation of firm goals, objectives and strategy and participation in two planning retreats with partners. Recommendations were prepared for an approach to practice area and branch office planning to supplement firm -wide plans. • Directed a long-range planning process for a Palo Alto, California based firm with two branch offices. The partners were intervxc;wed, the firm's strengths and weaknesses were determined and a three --day planning rettreat was conducted. Firm strategy, goals and ob;;--5ctives were developed and action steps for implementation were prepared at the retreat. • Reviewed the partner income distribution practices and financial performance of a law firm and recom- mended a new approach to partner profit partici- pation. Conducted a retreat to review the current situation and to develop consensus for a new approach. • Reviewed the partner income distribution practices and financial performance of a law firm. Developed a new approach to utilize partner goals for perfor- �6 mance evaluation and profit distribution. • Directed the development of an automated document P indexing system for litigation support on an IBM XT personal computer for two San Fancisco law firms. • Directed the development of the AY/Law Firm Profit Planning Model for microcomputers. The model was developed in our San Francisco office and is avail- able for use by law firm clients throughout the firm. Bob holds a Master's Degree in Business Administration from the Wharton Graduate School of Business and a B.S. Degree from Pennsylvania State University. He is a member of Corporate Planners Association, Commonwealth Club of California and board member of the Wharton Business School Alumni Club and Young Audiences of the Bay Area. He is a CPA in California. CARLA D. ROBERTSON Pro;= ;t manager Carla is a Senior Manager in the Public Sector Consulting Group of Arthur Young's Costa Mesa office. She specializes in assisting public sector clients in enhancing overall operations, developing and implementing personnel :and budgeting systems, and effecting productivity improvements. Carla brings more than fourteen years of management exper- ience to Arthur Young--eight-plus years in public sector manage- ment consulting and six years in public management and community programming. Prior to joining Arthur Young, she designed and implemented a city-wide productivity improvement program for the City of Anaheim, California. She also was a manager at another "Big Eight" consulting firm, and specialized there in state and local government consulting. She has direct experience adminis- tering government programs at the county, city and local agency levels. Recent experience related to this project includes: Lead consultant for a management audit and systems study of the Los Angeles County Counsel's Office. The project involved a review of the organization, management, operations, staffing, planning and support systems of the office and the development of recommendations and an action plan to increase the efficiency and effectiveness of the operation. Project manager for a post management audit of the County Administrative Office in the County of Orange. One of the major review areas was the data processing function in the CAO's Office. Func- tional divisions of responsibility, staffing levels and the appropriateness of classification levels were also reviewed. a 6 a 9 9 Project Manager for a series of management reviews in the Huntington Beach Police Department, including: - A cost analysis of jail operations - An analysis of HBPD scheduling and resource allocation - An analysis of investigative workload - A manpower development plan. Project Manager for an organization review of the nonjudicial staffing of the Municipal Court in the Pasadena Judicial District. The scope of the review included: - An assessment of all major support functions - A detailed work flow analysis - Analysis of space utilization and layout - Development of a Court procedures manual -- Development of personnel management tools, including guidelines for performance appraisal, employee grievance procedures and job descriptions for all nonjudicial staff members - Staff training sessions and the development of training materials Project team member on an analysis of the organiza- tion and staffing of the administrative activities of Caltrans (the California State Transportation Department). Project Manager for an organizational and func- tional review of a major operating department at the University of Southern California. The project included a determination of the appropriateness of the functional divisions and staffing levels within the department, as well as an analysis of the effectiveness of operating procedures and controls.. Project team member in the development and instal- lation of a comprehensive microcomputer -based financial and management information system for the County Sanitation Districts of Orange County, including assistance in establishing internal financial and management controls. • Lead consultant on a detailed review of the Los Angeles Community College District student finan cial aid program. The project resulted in a detailed set of recommendations covering program management and organization, both at the district and campus level; financial aid policies; data processing requirements, and manual systems and procedures. • Project Manager for a financial review of the Southern California Regional Occupational Center. The Center asked that revenues and expenditures be projected based on available documentation. Since an operating shortfall was anticipated, the Center asked that recommendations be developed to bring expenditures into line with available revenues. Recommendations were developed in a number of areas, including capital improvements, student fees, pupil transportation, eta:. • Project Manager for the development of tools to assess the impact on local revenues and service delivery of anticipated municipal growth in the City of San Bernardino. She holds a Master's Degree in Public Administration from the University of Southern California and an undergraduate degree from the University of California at Santa Barbara. N"ili p � 2. All other terms, conditions, and provisions thereof, except as specifically modified herein, shall remain the same. WHEREFORE, the Supplemental Agreement No l is executed by and 6' between the parties as of the date first above written. CONSULTANT DELOITTE, HASKINS AND SELLS, CITY OF E3UNTINGTON BEACH, a Partnership a municipal corporation ��<�s�... � (••Diva t�._J4�. h+--.'^ Mark. Delane. Mayon Management Advisory Services i ATTEST: APPROVED AS TO F'O �C�:CtyClerk �S City Attor y INITIATED AND APPROVED: sc -- City Administrat r RCS:ly ill 0 6 74L CONSULTANT. AGREE14ENT'BETWEEN 'THE CITY OF HUNTINGTON BEACH AND_DELOITTE, HASKINS,- AND SELLS TO PROVIDE A MANAGEMENT REVIEW OF T'HE . `OPERATIONS OF THE OFFICE OF THE CITY P:'tTORNEY THIS AGREEMENT, made and entered into this day of� �,r� 1585, by and between the CITY OF HUNTINGTON BEACH, a municipal corporation of the State of California, hereinafter referred to as CITY, and DELOITTE., HASKINS,'AND SELLS, a general partnership authorized to do business in California, hereinafter referred to as CONSULTANT. WHEREAS, CITY desires a management review of the operation of the Office of the City Attorney; and CONSULTANT has been selected: to perform said service, NOW, THEREFORE, it is agreed by CITY and CONSULTANT as follows. 1. WORK STATF14ENT CONSULTANT shall provide a management study of the op- erations of the Office of the City Attorney as described in the. Proposal., dated April 12, 1985. The scope of work shall include the services set forth in the Proposal to Conduct a. Management Review of the City Attorneys Office, dated April, 1985, a copy of which is on file in the Office of the City Clerk, and re- ferred to herein as PROPOSAL. 1 `. AOL 2- TIKE OF PERFORMANCE Time is of the essence of this agreement. The services of CONSULTANT are to commence as soon as practicable, and all tasks specified in the PROPOSAL :shall be completed in accordance with the Work Plan/Schedule agreed upon between CONSULTANT and CITY, and shall include the following.: a) Review of the general operation and staffing of the office of the City Attorney. b) Analysis of organization and staffing. f c) Review of financial management practices d) Analysis of support system, including word processing equipment and computers. e) Review of services and management of outside counsel~ f) Analysis of operating procedures. i =a g) .Cnteraction with user departments. h) Review of legal services provided to other city departments i) Consideration of other programs and procedures. 3. COMPENSATION ' In consideration of the performance of the services described above, CITY agrees to pay CONSULTANT a sum.not to ex— ceed $22; 900. z 2 P CONSULTANT shall submit monthly invoices in duplicate to CITY, based upon hours and ,expenses required for completion of PROPOSAL tasks performed during such month, and each invoice shall: a) Relrerence this agreement b) Describe the services performed; c) Show the total amount of payment due, Upon submission of such invoices, if CITY is satisfied that CONSULTANT is making satisfactory progress toward completion of tasks in accordance with this agreement, CITY shall, promptly approve the invoice, in which event payment shall be made within thirty (30) days of receipt of the invoice by CITY. Such ap- proval shall not be unreasonably withheld. A request for reim.. bursement of costs shall be itemized, and receipts for such costs in 'excess of $100 shall be attached. If CITY does not approve an invoice, CITY shall notify CONSULTANT in writing of the reasons for nonapproval within seven (7) calendar days of receipt of the invoice, and the schedule of performance agreed j upon shall be suspended until the parties agree that past per- formance by CONSULTANT is in, or has been brought into compli- ance, or until this agreement is terminated pursuant to Sec Lion 7 hereof. 4. DISPOSITION OF DATA CONSULTANT agrees that all materials received hereunder shall be turned over to CITY upon termination of this agreement, or upon PROPOSAL, completion, whichever' shall occur first.' : in .3. the event this agreement is terminated, such materials may be used by CITY in the completion of PROPOSAL or as it otherwise sees fit. Title to any item charged as cost to CITY' shall be property of CITY upon payment of the invoice therefor. CONSULTANT shall be entitled to retain copies of al.l data pre- pared hereunder: . 5. INDEVENDENT CONTRACTOR CONSULTANT is, and shall be, acting at all times in the performance of this agreement as an independent contractor. CONSULTANT shall secure at its expense, and be responsible for any and all payments of all taxes, social security, state disability insurance compensation, unemployment compensation and other payroll deductions for CONSULTANT and its officers, agents employees and all business licenses, if any, in connection with the services to be performed her.eundex. 6. INMR141FICATIO:N, DEFENSE, HOLD HARMLESS CONSULTANT hereby agrees to defend, indemnify and hold harmlessCITE, its officers, agents and employees, from and against any and all liability, damages, costs, lasses, claims and expenses, however caused, resulting directly or indirectly from or connected With CONSULTANT'S performance of this agreement {including, but not limited to such liability, casts damage, loss, claim, or expense arising from the death or injury to an agent or employee of CONSULTANT, subcontractor, if any, or of TTY or, damage to the property of CONSULTANT, subcontractor, if any, or of CITY or of any agent or employee of CONSULTANT, subcontractor, if any, or of CITE'.), regardless .of the passive or active negligence of CITY, except Wr,ere .lch liability, damages, costs, losses, claims or expenses are caused by the sole negligence or willful misconduct of CITY or any of its agents or employees including negligent omissions or commissions of CITY, its agents or employees, in connection with the general supervision or direction of the work to be performed hereunder. 7 TEMMINATION OF AGREEMENT All work required hereunder shall be performed in a good and workmanlike manner. CITY may terminate CONSULTANT'S services hereunder at .any time with or without cause, and whether or not PROPOSAL is fully complete. CONSULTANT may i terminate with cause in the event it is unable to obtain appropriate data necessary 'to perform: this agreement, and obtain cooperati-,n and. access to CITY personnel in a timely runner. in the event either party shall terminate this agreement, CONSULTANT shall be entitled to compensation for services performed prior to the date of such termination. Any termination of this agreement chal1 be made in writing to the C9ty Administrator and/or CONSULTANT, as the case:may be, by enclosing the same in a sealed envelope, postage prepaid, and depositing the same in, the United States postal service, addressed as follows: ti 5. ANIL TO ';CITY: TO CONSULTANT Mr. Charles W. Thompson Mr. Michael McNamara City Administrator DELOITTE, HASKINS AND SELLS City of Huntington Beach 701 "B" Street 2000 Main Street San Diego, California 92101-8198 Huntington Beach, CA 92648 8. ASSIGNMENT AND SUBCONTRACTING This agreement is a personal service contract and the supervisory work hereunder shall not be delegated by CONSULTANT to any other person or entity without the consent of CITY. CITY shall have the right at all times to approve the persons performing services for CONSULTANT. NOTICES r Any notices or special instructions required to be given in wrtj—,ig under this agreement shall be given either by 3 personal delivery to CONSULTANT or to CITY4S City Administrator, as tha situation shall warrant, or by enclosing the same in a .sealed envelope, postage prepaid, and depositing the same in the United States postal Service, as set out in Section % hereof. (REST OF PAGE NOT USED) f O. ,f r 10. ENTIRETY The foregoing, and PROPOSAL on file in the Office of the City Clerk, set forth the entire agreement between the part.L IN WITNESS WHEREOF, the parties hereto have caused this agreement to be executed by and through their authorized officers the day, month and year first above written. CONSULTANT: DELOITTE, HASKINS AND SELLS, CITY OF HUNTINGTON BEACH, a Partnership a municipal corporation Mars Delane, Mayor Ma aga-unent Advisory Services i j' ATTEST; APPROVED AS TO FORM: City Clerk Vd,/gs INITIATED AND APPROVED: % 3i'16'•�N { City A'nistr or 0542L r y 7.: i NOW REQUEO FOR CITY COUNCOACTIOW-- i Date ril 11 1985 du Submitted to: Honorable Mayor and City Council Members Submitted by: Charles W. Thompson, City Administrator Prepared by Richard Barnard, Assistant to the City Administr or Subject: PRODUCTIVITY STUDY OF CITY ATTORNEY'S D PAR RATIONS Consistent with Council Policy? [X ] Yes [ l New Policy or Exception Statement of issue, Recommendation, Analysis, Funding Source, Alternative Actions, Attachments: Statement of Issue The City Administrator and City Attorney are seeking authorization to extend the city's systems and organizational studies into the City Attorney's Office. Recommendations Authorize the City Administrator to select a consulting firm to conduct a, systems and organizational study of the City Attorney's Office and direct the City Attorney to approve as to forth an agreement i;etween the selected consulting firm and the city, to be brought back at the City Council Study Session of April 22,1985. And Over the past three years, the city has undertaken a number of productivity studies for the express purpose of improving the city's method of operations and to be assured that public services are provided in a cost effective manner. Very successful studies have been carried outin the city's Public Works Department, Development Services Department, and Community Services Department. Currently, Arthur Young is emiducting a study of the Police Department focusing on (1) jail operations, (2) scheduling and resource allocations, (a) analysis of investigation workload, and (4) manpower development planning. x Authorization is now being .— ight to extend these studies into the city's legal services operations. Increased litigation activity has been placing pressures on the city's legal services which could require additional staffing. Recent events reflective of the problems associated with the concepts of joint and several liability, insurance coverage and the "deep pockets" approach to litigation have contributed to a need to assess our systems and organization to achieve best results. A timely review of the city's legal services systems could lead to productivity improvements that will, be beneficial for the city's legal services and to the city by identifying ways in which these services could be performed in a more cost effective way and -how best they can be handled in relationship to other operating departments. r r NO $tom RE UE FOR CITY C UNC ACT ION Date, March 28, 1985 t Submitted to: Honorable Mayor and City Council Members AJ Submitted by: Charles W. Thompson, City Administratorf;Wl —1. 5 Prepared by Richard Barnard, Assistant to the City Administrator Subject: PRODUCTIVITY STUDY OF CITY ATTORNEY'S DEPARTMENT OPERATIONS Consistent with Council Policy? [XI Yes j ] New Policy or Exception Statement of Issue, Recommendation, Analysis, Funding Source, Alternative Actions, Attachments: Statement of Issue The City Administrator would like to extend the city's Productivity Program into the City Attorney's- Office using the consulting firm of Arthur Young to conduct the study. Recommendation Authorize Arthur Young to conduct a productivity study as presented in the attached proposal and direct the City Attorney to prepare an agreement to be brought back at the City Council meeting of April 15, 1985. Analysis Over the past three years, the city has undertaken a number of productivity studies for the express purpose of improving the city's method of operations and to be assured that public services are pro- vided in a cost effective manner. Studies have been carried out in the city's Public Works Depart- ment, Development Services Department and Community Services Department. Currently, Arthur Young is conducting a study of the Police Department focusing on (1) jail operations, •(2) scheduling and resource allocations, (3) analysis of investigation workload, and (4) manpower development plan Ting. The City Administrator would like to extend the city's Productivity Program into the City Attorney's operations.. The City Attorney has indicated that increased litigation activity has been placing pres sures on her office which could lead to the need for additional staffing. The City Administrator believes that such a timely review (approximately 6 weeks) of the City Attorney's operation can lead to productivity improvements that will be beneficial to the City Attorney and to the city byidenti- fying ways in which the City Attorney's Office could be more cost effective and productive in pro- v' in its services. The fee for Arthur Young's services will be based on the time actually expended by the consultant at their standard hourly rate with a not -to -exceed amount of $42,500. Alternatives Direct the City Administrator to solicit additional props Is from other consultants to conduct pro- ductivity study of City Attorney's operations. Funding Source .Miscellaneous Contingency Account 11101593 - $42500. Attachments Peoposal to Conduct a Review of the City Attorneys Office dated March 1985, as prepared by Arthur Yarng. r. v CITY OF HUNTINGTON 2000 iVIAIN STREET CALIFORNIA 92648 OFFICE OF THE CITY CLERK August 7, 1985 Mark Delane Deloitte, Haskins & Sells 701 °B Street San Diego, CA 92101-8198 On August 6, 1985, the City Council of the City of Huntington Beach approved Supplemental Agreement No. 1 to the consultant agreement between the City and your firm for a management review of the Office of the City Attorney. Enclosed is a duly executed copy of said agreement for your records. x Alicia M. Wentworth City Clerk A1hf:CB:bt w IREQUE9 FOR CITY COUNCOACTION Date July 23,,,I985 y Submitted to: Honorable Mayor and City Council �0�. Submitted by: Charles W. Thompson, City Administrator6�,�, Prepared by Robert J. Franz,, Chief of Administrative Services cfr', Subject: Amendment to Consultant Agreement between the City and Deloit ,as� Seils�,� ter Consistent with Council Policy? (x 1 Yes [ ] New Policy or Exception Statement of Issue, Recommendation, Analysis, Funding Source, Alternative Actions, Attachment: Statement of Issue: The management consultant conducting the operational and management review of the. City Attorney's Office has requested $2,400 additional compensation to cover their unexpected costs in completing this project. Recommendation: Approve -the attached amendment to the consultant agreement between the City of Huntington Beach and Deloitte, Haskins and Sells increasing the compensation from ,$22,900 to '25,300., Analysis: The -firm of Deloitte, Haskins; and Sells (DHS) is conducting the operational and management review of the City Attorney's Office. The project manager from DHS has requested a $2 400 increase in their fee due to the delays caused by the 'City which increased the number of hours that the consultant was required to spend to conduct interviews with city personnel. The firm has documented unexpected waiting time of over 60 hours on this project. City staff has reviewed the documentation has found it adequate to justify the additional compensation. Funding Source: Account 10.1593 Alternatives: Do not approve the amendment and require the consultant to absorb the additional costs within the current authorized compensation for this study. a 15C36j x 1 I. /4vmT rb �rYMIti' REQUEA FOR CITY COUNC4ACTION April 18, 1985 Date Honorable Mayor and City Council Members GOvNGtL Submitted to: �x Gx^r AYPZOVE� �. Charles W. Thompson, City Administrator and Submitted by: Gail Hutton,. laity Attorney Prepared by: Richard Barnard, Assistant to City Administrator - exr� c •n _ Subject: SYSTEMS AND ORGANIZATIONAL STUDY OF THE Ci'1' TOR EY'S DEPARTMENT Consistent with Council Policy? EX] Yes [ ] New Policy or Exception Statement of Issue, Recommendation, Analysis, Funding Source, Alternative Actions, Attachments STATEMENT OF ISSUE: At the City Council meeting of April 15, 1985, the City Council authorized the vity Administrator to conduct a Management Study of the City Attorney's Office and - bring back to the City Council an agreement between the city and a consulting firm to conduct the study. RECOMMENDATION: Approve the selection of Deloitte, Haskins, and Sells to conduct the Management Study of the City Attorney's Office, and authorize the Mayor and City Clerk to execute the attached agreement. between the city and Deloitte, Haskins, and Sells. ANALYSIS: There were six proposals received and reviewed by City Staff. These were: BIDDER COST Arthur Young & Associates $42,500 Hildebrandt, Inc. $36,000 Price Waterhouse $30,000 Deloitte, Haskins & Sells $22,900 John Sullivan $14,000 Altman & Weils, Inca $13,000 4 After careful review and consideration of the proposals, the staff believes Deloitte, t Haskins & Sells to be the most qualified bidder to conduct the Management Study of the City Attorrey`s Office. The scope of the study will include: 1. Review of caseload and work assignments to determine appropriate staffing levels of the City Attorney's office. 2. Review the cost and activities of outside counsel, and provide recommendations on how these activities can best be managed. r a` x Plp'6183. 3. Review the manner in which the City Attorney's Office is organized and the operational systems used to provide legal services to its clients. 4. Conduct a review of the word and data processing equipment neededto support the City Attorney's Office 5. A review of the City Attorney's legal services to determine if their are ways to improve the quality and timeliness of the legal services provided to user departments. ALTERNATIVES: 1. Select another firm to conduct the Management Study of the City Attorney's Office. 2. Do not perform the study. FUNDING SOURCES: Unappropriated Fund Balance - $22,900 ATTACHMENTS: 1. Contrast between the City of Huntington Beach and Deloitte, Haskins be Sells.. 2. Deloitte, Haskins Sells Proposal. I ij Suite 900 3200 Paris Center Drive P.O. Box 2410 Costa Mesa, CaGiomia 92628 Telephone: (714) 850-9500 March 25 1985 Mr. Charles Thompson City Administrator City of Huntington Beach 2000 Main Street P. 0. Box 190 Hiantin ton Beach, California 92648 Dear Mr. Thompson; s, Y IM Arthur Young & Company is pleased to respond -to your request for a proposal outlining how we would conduct a review of the City Attorney's Office. The remainder of this letter describes the background leading to your request, the objectives to be accomplished in carrying out the review, our proposed work plan and staffing,, our credentials, and an indication of project schedule and costs. BACKGROUND The City of Huntington Reach has made a major commitment to ensuring that its programs and departments operate at maximum • levels of efficiency and effectiveness. To this end, the City established a Productivity and. Research Program to study depart- ments' work methods used in providing services to the public. When the workload of the City's productivity staff or the scope of the renew beingconducted precludes using the Productivity and Research Program, outside assistance is sought to conduct such reviews. The City Attorney's Office has recently submitted a ,budget for fiscal year 1985-86 which represents a projected 17.9% increase in expenditures over the current (1984-85) fiscal- year and requests the addition of four (6) full -•time positions. Because the City Council is concerned; about the costs of its various municipal operations, you have requested that an outside review of: the. City kttorney',s Office _ be conducted. t NUN Mum March 25, 1985 dr. Charles Thompson page 2 OBJECTIVES The primary objective of this review will be to evaluate how best to handle the Cty's legal affairs. Currently, the majority of major cases are contracted out. The City is concerned about the issue of growing liability. Some departments have experienced significant backlogs and delays in the processing of contract's. Our review will focus on these and related issue areas and provide answers to the following questions: • How can the City provide high quality services while containing costs? • How can the costs and activities of outside counsel best be managed? • Is the City Attorney's Office organized in the most effective manner to be responsive to the needs of its clients? • Which support systems will work best in the Office and allow attorneys to be most productive? Im APPROACH Our approach to carrying out this review will involve techniques we have used effectively in similar engagements. Such techniques include, but are not limited to, documentation review, the use of questionnaires and personal interviews, operations and organ- izational analyses, and the use of an outside attorney advisor. Our approach is additionally characterized by its: ProjQct Managemeat and Control Our project management philosophy is grounded in the following principles:. Both the City and Arthur Young are continuously aware of the status of the project through the use of perioodic automated progress reports,, briefings and conversations: -777 March 25, 1988 Mr. Charles Thompson page 3 Close relationships and communications are main- tained with the City`s project liaison personnel. 17 All project products must be delivered on time and must he of the highest quality. All phases are to be accomplished within the time frame and resources allotted to them. Multidisciplined, Senior Level Project Team The nature of this project requires skills and know- ledge in a number of disciplines and experience in applying such skills in related projects. Our proposed project team includes specialists in organ national and operational analyses, legal support. systems, word and data processing, and the conduct of public and private sector management reviews. + Utilization of a Practicing Attorney On occasion it is sug-,5ested that it is not possible for a lay consultant to fully understand the environment �\ and complexities of a law practice. In our consulting, practice, we regularly work with a panel of attorneys in delivering services to clients. To the -extent necessary, and with your concurrence, we plan to utilize an attorney with public law experience to serve as an attorney advisor to our project team in order to help ensure that our recommendations are achievable and practical. MAJOR PRODUCTIVITY REVIEW LREAS In conducting our productivity review of the City Attorney s Office,, we will pay particular attention to the following functional areas: 1. Organiryation and Personnel . f A a legal department grows and changes, ;.ts organ- izational structure oaten evolves in response to Short- term 'needs, and , specific , personalities. As a, result, responsibilities and reporting lines may be unclear or defined in a manner inconsistent with office goals. In • voo ��G34G�NJ�;�� March 25, 1985 Mr. Charles Thompson page 4 addition; an a.ttorney's office may outgrow its organ- izational structure and personnel policies due to eb anges in the number and type of legal matters it handles.. The question of whether the office should bo. centralized or decentralized affects such relatad issues as reporting lines, centralized control over work product, and organization by departmental respon- sibiity versus function. Our inquiries cover current organizational structure, including centralized versus decentralized approaches, configuration of professional staff and support staff, hiring practices, continuing legal education, and performance evaluation. We will also address- the coordination of legal activities performed by legal staff at other locations (e.g., in the police Depart- ment). 2. Financial Management Practices As nonrevneue producing entities, city attorneys' offices may not devote an appropriate level of department resources to budgeting, cost control and time management- Budgets can be valuable for planning and monitoring operating expenses, salaries and hiring requirements, capital expenditues, and outside counsel activities. In carrying out our review of financial management practices, we will assess policies and procedures for preparing and reviewing budgets, finan- cial reporting, long --range planning activities and time records. 3. Support Systems and Vse of Com2u er,s Nord and data processing systems have become increas- ingly sophisticated and affordable. A number, of factors affect any decisions about when, how, and what to automate.. Included in this review area are such considerations as current system configurations, planned changes, problems the Office has experienced with automated or manual systems, and the management of litigation and other documents. In addition, the procedures ,or maintaining office files and support systems will be examined. 4. Management of Outside Counsel We recognize that outside counsel is essential for services in certain practice areas. However, to ensure that the City's legal position is represented consis- tently and satisfactorily by both City employees and outside counsel, the cost and performance of out_3ide counsel services must be effectively ,,ionitored. The Ofice's procedures ,for coordinating and monitoring outside counsel's services will be reviewed in this segm,�;nt of the overall review. 5. Operational Procedures Selected operational areas will be examined to deter- mine to what extent operational improwemants can be effected, casts controlled, avid productivity improved. Areas in, which improvements can frequently be effected include: Caseload assignment and monitoring Case tracking Assignment backlogs andjor delays Alternatives to high volume secretarial workload IM Benefits and cost implications of utilizing parvaegals for selected activities and functions. 6. Interaction with User Departments This section of the review focuses on the i!eraction between, the City Attorney's Office and client depart- ments Interviews will be held with representative user departments in order to develop recommendations for improving the quality of legal support to City departments and the timeliness of services rendered. r March 25, 1985 Mr. Charles Thompson page F WORK PLAIT We will carry out the following work tasks in conducting ,the productivity review of the City Attorney's Office: TASK I - PUCUECT INITIATION AND ADMINISTRATION During this _project initiation step, we will work with you and appropriate representatives of the City Attorneys- Office to gain agreement concerning the project work plan and approach. We will, provide the City with a list of background da-`v items we need to gather, including: r General City Attorney legal and procedural require- ments. • City Attorney policy documents. • City Attorney -related operating documents: - Master or long-range ;program plan Organization charts - Budget(s) - Authorized staffing levels - Workload statistics 3. - Monthly status reports - Personnel procedures Job descriptions - Procedures manuals L Information on ward and date, processing equipment configurations - Ivey, iurms (e.g. time sheets). n Ire will also work with the City duringthis task to identify individuals to be interviewed, and an interview zchedule� a°o l G° i'a t�s �IOMf�JC March 25, 1985 Mr. Charles Thompson page 7 TASK 2 DATA REVIEW AND ANALYSIS Prior to conducting any interviews, we will review material requested during the project initiation step.: Review and pre- liminary analysis of such materials prior to inverviewing helps us to focus the interviews on substantive issues without having to cover information that is readily available in written form. TASK 3 - INTERVIEWS WITH THE CITY ATTORNEY' S OFFICE PERSONNEL We will interview. the City Attorney, Assistant City Attorney, Deputy City Attorney Ills, Departmental Analyst, Paralegal and -a. representative group of Office support personnel using specially tailored interview guides. The interviews will cover all of the issues previously outlined, and will give us an opportunity to gather information on general attitudes as well as factual. data. Interviews will typically last 60 90 minutes. In addi- tion, we will meet with representatives of your Data Processing Department to discuss their ability to support the City Attor- ney's Office information requirements. TASK 4 - INTERVIEWS WITH OPER&TING DEPARTMENTS In order to adequately identify all potential opportunities for improvement, it is essential that we interview key department' clients to solicit their opinions on the City Attorney's Office performance. These interviews typically require an hour or less and cover specific questions relating to • Scope of services offered (both in-house and outside, if appropriate). • Quality of services. • Quality of personnel. • Delivery of services (e.g., responsiveness, construc- tiveness) • Perceptions about Office organization and management. 41 Any antic5l'aated changes which will affec-c legal needs. The feedback from these interviews (which is presented in summary form to maintain the confidentiality of tho,,;e interviewed) ` ME ago aGp3`�IMQ I'TOO MG`�C� March 25, 1955 dr. Charles Thompson page $ provides a mechanism for the City Attorney to confirm perceptions• regarding user attitudes and to identify opportunities for improvements in a constructive fashion. TASK 5 - DATA ANALYSIS Based on our data collection from the preceding -four (4),- tasks, we will analyze data, develop our findings and identify, oppor- tunities for improvement in each of the major productivity review areas. Our Attorney advisor will be a key partif.J.pant and contributor in the task. TASK 6 - WRITE DRAFT FINAL BSPORT Once we have completed our analysis, we will prepare practical, cost-effective recommendations to realize opportunities for improvement. These recommendations will be summarized in an outline report, which we will send to you in draft form for your review and then present formally in a meeting. The report will include, in addition to the recommendations, an action plan that defines the timing, costs and relative priorities fr.;r 'implemen- tation. We expect that the recommendations in the report will F cover 'the following issues, at a minimum: Organization structure of the Office. • Services offered. Procedures/systems for monitoring the use of outside counsel Timekeeping systems. • Caseload assignment and monitoring. r r Professional and support staffing levels. • Relative caseload levels: t • Responsibilities of support staff. r: • Methods for,track ng case and other legal costs. • Manual or automated management information systems. t • Use of word processing and other technical support systems. T h an'TNUQ MUM March 25, 1985 Mr. Charles Thompson` page 9 TASK 7 - FINALIZE AMD REPORT REPORT. TO THE CITY COUNCIL Based upon the City's review of the draft final report, we will make any revisions required and issue the final report. In addition, should you wish, we will be pleased to brief the City' Council on the project and our findings and recommendations. PROJECT STAFFING Arthur Young is a leader in. providing consulting services to the legal profession. Our proposed project 'team combines the follow- ing expertise: Y Specialists in public sector consulting who understand the workings of municipal legal offices in detail. ® Specialists who consult exclusively to the legal profession in both the public and private sectors. -0 An independent practicing attorney who specializes in public law. The project team will be made up of the following individuals; • Larry Seigel -- Partner -in -Charge - As partner -in -charge of our local government consulting practice in Orange and Riverside counties, Larry will oversee the project and ensure the auality and timeliness of our work. ; Larry has worked with the City on a number of projects, f and managed the management audit and systems study of the Office of the Los Angeles County Counsel. • Robert Hackman - Technical Advisor - Bob is the p4rtae:r-in-charge of our consulting practice to the r legal profession on the West Coast. He will be actively involved in interviews with City Attorney's Office personnel, with our analysisof data and the development of recommendations• s Carla Robertson - Project Manager - Carla is a senior manager in our Orange County office. One of her consulting areas of expertise is public sector pro- ductivity improvement. She designed and directed a city -aide Productivity Improvement Program for the City via ARUNUR MUM March 25, 1985 Mr. Charles Thompson page 10 of Anaheim prior to joining Athur Young. She was also the key consultant on a comprehensive management audit and systems study of the Office of the Los Angeles County Counsel She will manage the day-to-day conduct of the review and will coordinate the activities of the project team. She is currently managing the series of manage- ment studies Arthur Young is conducting in the Huntington Beach Police Department. • Paige Cotcardp - Project Consultant. Paige is a senior consultant in our Orange County office who specialize: in public sector consulting. He has an extensive back- ground in word and data processing systems, and will be directly involved in reviewing the systems currently in use in the Office, as well as in most other project tasks. Q-ba-„ R.�,,,.�,..,�,. _ s+t:,r:.e; ad iso: Steve P.n�er{.canes, v ue�e dYl�rt lli4um. ®e. City Attorney for the City of Santa Barbara, will assist us in this project as a subcontractor by providing review and analysis support' to all phases of the project from the perspective of a practicing attor- ney with particular expertise in public law. This use of an Attorney Advisor will help ensure that the recom- mendations which grow out of the project are both practical and capable of implementation in the City. Hesumes for Messrs. Seigel and Hackman, as well as myself, follow this letter. ART YOUNG & COMPANY QUA ,IFICATZ'OffS Arthur Young & Company, an international public accounting, auditing and consulting firm founded in 1894, provides profes- sional services to a wide variety of clients. The Firm, a part- nership is. organized on a national basis with over 70 offices in major metropolitan areas. In addition, Arthur Young has over 15,0 offices located outside the United -States. In total, the Firm has approximately 18,000 grofossional staff, including more than 800 management consultants., °a &HUNUR V0UM c March 25, 1.985 Mr. Charles Thompson page 11 While Arthur Young has experience with companies in virtually every field of business enterprise, it is especially involved in the critical problems of government. The Firm has made a nation- wide decision to. commit itself to the development of the requi- site skills and knowledge to effectively serve state and local government. Over half of our 800 consultants in the United States are presently involved in projects for various government_ entities. During the last year, Arthur Young provided over 800,000 hours of consulting and auditing expertise to approx- imately 700 units of government at all levels. Another area of consulting emphasis is on providing assistance to the legal profession, in both public and private settings. We have recently conducted a number of law office diagnostic reviews, assisted in the implementat3,3n of case management systems, word processing and data management systems, and related engagements. In the interest of brevity, and because we know you are familiar both with Arthur -young as a. f irm and several" of the ,members of our proposed project team., we have chosen not to include descrip- tions of individual related consulting projects. Of course, if you would like to see such materials, we will be happy to provide them. SCHEDUJX AND COST We are aware of your interest in getting this project underway as soon as possible and in completing it by the end of April or beginning of May. The project schedule which appears on. the next page contemplates such a schedule. The work can be completed in four to five weeks and will meet your timetable, provided we have approval to begin by the first week in .April. The fees for our services are based on the time actually expended by our consultants at their standard hourly rates. In addition, we are reimbursed for out-of-pocket expenses, including clerical assistance, report preparation, travel, telephone, and related items. We estimate that the total cost for this project,*includ.- ing expenses, will be $45,035. However, we will conduct the review for a not -to -exceed amount of $42,500 An March 25, 1985 Mr. Charles Thompson page 12 a We look forward to the opportunity to work with you and your staff on this important and timely project. If you have any questions about our proposal, please call me at (714) 850--9512 or Larry Seigel at (714) 850-9409. Very truly yours, 044z, Carla D. Robertson, Manager Arthur Young & Company t; PRO ECT ECHEDUL -- ---.--- — -- --- ------—.------------------- — — -- ---- --- •_--- — —_ _ —_—_ _------.----- '-------. - '-------- ----- -- --- ----- -- __—44_.�_ �.� _...__—'—'� — -- -- ---- -------------------------------- ---- tiT q ! { Y,i do ., __t -Y t - -- - --- - - -^---------- _ ---------- --------- ------ -'t------- ----------- s 1 y i LARRY M. SSEIGEL Partner -in -Charge Larry Seigel is the partner in charge of Arthur Young & Company's Orange County Government Service Practice. He .has a broad range of public sector experience at the federal, state and local government levels. His areas of specialization include organizational analysis, operational effectiveness audits and project management. Prior to joining Arthur Young, Larry was a manager with another international consulting firm; prior to that, he was an audit manager in the Los Angeles office of the United States General Accounting Office (GAO), where he directed reviews of governmental operations at the federal, state and local levels. Larry has extensive experience in local government opera- tions, particularly in the areas of delivery of services and - financial management. He has directed or managed more than 25 engagements involving the evaluation of the cost and efficiency of services provided by cities, counties or special districts to residents or to other government units. Recent related experience includes the following represen- tative projects: • Project Director of a study of the City of Huntington Beach's financial management practices. The scope of the project included identifying the costs of services delivered and comparing those costs to the fees charged (e.g., wkter service turn -on charges, concrete repairs, etc.). Project Manager of a management audit and, systems study of the Los Angeles County Counsel's Office. • Western Region Director of .Arthur Young's services to local: -governments in the area of contracting ,for services. v ... a m Project Director for a series of management studies g being conducted in the Huntington Beach Police Department. m Project Director of a productivity improvement study of the City of Buena Park's Public Works Department. The engagement included, as a major component, identifying potential services (such as street sweeping and tree trimming) which the City could obtain through contract. Another component was developing cost estimates for services currently delivered by City employees. a Project Director of a project for Orange County's Mental Health Services to develop workload standards. • Project Director of a study to design and automate a cost accounting system for the Orange County Transit District as part of a cost identification and reduction program. • Project Manager of a review of the City of Orange's financial management and business licensing proce- dures. Much of this work involved analysis of cost of services and comparison of the costs to fees charged. • Project Manager of over ten studies of county delivery services (Public Works, Adoptions, Data Processing, Fire, etc.). This work was conducted as management audits for County Grand Juries. • Project Director of a study to develop a direct costing and revenue recognition system for the Orange County Transit District. This study focused on the cost of providing transit services and the resulting revenue that is generated. • Project Director of a project to develop a manage- ment information system (MIS) for a major county agency. Project Director of a study of budgeting techniques employed by major state and local agencies in California. • Manager of more than ten studies focusing on manpower training and employment. ` Larry holds a Bachelor of Arts Degree in Economics from the University of California, at Los Angeles and a Master of Buisness Administration. Degree from _ UCLA's Graduate School of Management. He is a Certified Public accountant in the State of California. He is also active in the Local community; he is a: former member of the Orangn County Juvenile Justice Commission and serves as a board member of La Casa, which supports the building of"a new shelter facility for Orange County's dependent children. is i Bob Hackman is a Partner in the Management Consulting Group of .ur San Francisco office and is responsible for Arthur Young's legal profession consulting services in the nest Region. He is a member of our Firm's National Law Firm's Group Executive Committee which is responsible for our legal profession services specialization. He has provided management consulting services to lain firms and Lo other service industry client. His law firm experience includes: • Directed the operations review of a rapidly growing San Francisco law firm to identify revenue and efficiency improvements and cost reduction opportunities. Directed an operations review of the legal depart- ment of a major San Francisco -based bank and developed recommendations in the areas of organiza- tion, staffing, monitoring of outside counsel, case management and financial information, department productivity and equipment. • Conducted a planning retreat for the partners of a large Grange County law firm to review the firm's strengths and weaknesses and to develop a consensus 3: on key firm objectives and policies for the future. Developed five -yeas financial projections. Worked with the Executive Committee to develop key policies and objectives. • Directed the operations review of The Bar Associa- tion of San Francisco. Reviewed the organization structure, staffing, and systems to develop recom- mendations to improve the Association's effective- aess. a Directed the evaluation of the cost/benefits and operational advantages of replacing a law firm's word processing equipment with new equipment.. Alternative vendors were evaluated and in-house tests of *a61 equipment were structured and monitored by our consultants. Equipment fit:st considered by the late firm was rejected as a result of our tests. time and billing to ensure that conversion Trom the old system was properly executed by an outside vendor. Directed the review and development of new account- ing systems and procedures for individual partner investment and retirement plans. This included a review of transactions and associated documenta.- Lion, identification of exisLing system strengths and weaknesses, the development of a new procedures manual and training of accounting personnel. • Directed the evaluation of alternative automated in-house and service bureau litigation support systems for a major litigation case. Prepared an analysis of the advantages/disadvantages and costs of alternatives and recommended the best approach.. Conducted two planning retreats (3 years apart) for a rapidly growing San Francisco law firm. The partners and associates were interviewed and finan- cial projections for alternative policies were prepared. Specific goals, objectives and action plans resulted from the retreats. Directed the planning process for a rapidly growing speciality law firm. Interviewed the partners and associates and developed and circulated a question- naire to all lawyers. Conducted a partner retreat to discuss the firm's current situation and to develop consensus for tature firm missions, recom- mendations and implementation plans. • Directed the development of a long-range plan for a large San Francisco law firm with multiple offices. This engagement included interviews wish partners, identification of firm goals, objectives and strat- egies. A two-day partner planning retreat was conducted to present our review findings and recom- mendations and to develop a long-range plan for the firm's future direction. • Directed the planning process and developed a long- range plan for a major law firm based in San Francisco. This engagement included interviews with all partners, preparation of firm goals, objectives and strategy and participation in two planning retreats with partners. Recommendations were prepared for an approach to practice area and branch office planning to supplement firm -wide plans Directed a long-range planning, process :For a Palo Alto, California based firm with two branch offices. The partners were interviewed, the firm's strengths and weaknesses were determined and a three-day planningretreat was conducted.. Firm strategy, goals and objectives we"re developed and action steps for implementation were prepared at the retreat. Reviewed the partner income distribution practices and financial perfo•mance of a lacy firm and recom- mended a new approach to partner profit partici- pation. Conducted a retreat to review the current situation and to develop consensus for a new approach. • Reviewed the partner income di=tribution practices and financial performance of a. law firm. Developed a new approach to utilize partner goals for perfor- mance evaluation and profit distribution. • Directed the development of an automated document indexing system for litigation support on an IBM XT personal computer for two San Fancisco law firms. Directed the development of the AY/Law Firm Profit Planning Model for microcomputers. she model was developed in our San Francisco office and is avail- able for use by law firm clients throughout the firm. Bob holds a Master's Degree in Business Administration: from the Wharton Graduate School of Business and a B.S. Degree from Pennsylvania State University, He is a member of Corporate Planners Association, Commonwealth Club of California and board member of the Wharton Business School Alumni Club and Young Audiences of the Bay Area. He is a CPA in California. S " �mnacc CARLA. D. ROBERTSON Project Manager Carla is a Senior Manager in the Public Sector Consulting Group of Arthur Young's Costa Mesa office. She specializes in assisting public sector clients in enhancing overall operations, developing and implementing personnel and budgeting systems,- and effecting productivity improvements. Carla brings more than fourteen years of management exper- ience to Arthur Young--eight-plus years in public sector manage- ment consulting and six years in. public management and community programming. Prior to joining Arthur Young, she designed and implemented a city-wide productivity improvement program for the City of Anaheim, California. She also was a manager at another "Big Eight" consulting firm, and specialized there in state and local" government consulting. She has direct experience adminis- tering government programs at the county, city and local agency levels. Recent experience related to this project includes: Lead consultant for a management audit and systems study of the Los Angeles County Counsel's Office. The project involved a review of the organization, management, operations, staffing, planning and support systems of the office and the development of recommendations and an action plan to increase the efficiency and effectiveness of the operation, • Project Manager for a post management audit of the County Administrative Office in the County` of Orange. One of the major review areas was the data processing, function in the CAO's Office.. Func- tional divisions of responsibility, staffing levels and the appropriateness of classification levels were also reviewed. .:::_ sn.tE,a���s�...T:�+:��.�ev�rs'§�N:xra,w.-eft.-•pt, ,._��,a ,....�.�:..,.. �:.��iaw� �..�,�.E+. �a�ui�, tat'tt+it"Li°r;Pifi_.._:>ri. s Project -Manager for a; series of management reviews in the Huntington- Reach Police Department, including: A cost analysis of jail operations An analysis of HBPD scheduling and resource allocation - An analysis of investigative workload - A manpower development plan.; s Project Manager for an organization review of the nonjudicial staffing of the Municipal Court in the Pasadena Judicial District. The scope of the review included; - An assessment of all major support functions r A detailed work flow analysis - Analysis of space utilization and layout - Development of a Court procedures manual - Development of personnel management tools, including guidelines > for performance appraisal, employee grievance procedures and job descriptions for all nonjudicial staff members - Staff training sessions and the development of training materials • Project team member on an analysis of the organiza- tion and staffing of the administrative activities of Caltrans (the California State Transportation. Department). Project Manager for an organizational and funs-. tional review of a major operating department at the University of Southern California. The project included a determination of the approtiiateness of the functional divisions and Staffing levels within the department, as 'well as an analysis of the effectiveness of operating procedures and controls. o Project team member i n the -development and instal - in lation of a comprehensive microcomputer -based financial and management information system for the County Sanitation Districts of Orange County, including assistance in establishing internal fi.narici.a.l and management controls. $. x • Lead consultant on a detailed review of the Los Angeles. Community College District student i..nan- cial aid Program. The project resulted in a detailed set of recommendations covering program management and organization, both at the district and campus level; financial aid ;policies; data processing; requirements, and manual systems and procedures. • Project Manager for a financial review of the Southern. California Regional Occupational Center. The Center asked that revenues and expenditures be projected based on available documentation. Since an operating shortfall was anticipated, the Center asked that recommendations be developed to bring expenditures into line with available revenues. Recommendations were developed in a number of areas, including capital improvements, student fees, pupil transportation, etc. • Project Manager for the development of tools to assess the impact on local revenues and service delivery of anticipated municipal growth in the City of San Bernardino. She holds a plaster's Degree in Public Administration from the University of Southern California and an undergraduate degree from the University of California at Santa Barbara.