HomeMy WebLinkAboutManagement Partners, Inc. - 2017-09-21 PROFESSIONAL SERVICES CONTRACT BETWEEN
THE CITY OF HUNTINGTON BEACH AND
MANAGEMENT PARTNERS, INC.
FOR
PUBLIC WORKS DEPARTMENT ORGANIZATIONAL REVIEW
THIS AGREEMENT ("Agreement") is made and entered into by and between the
City of Huntington Beach, a municipal corporation of the State of California, hereinafter
referred to as "CITY, and Management Partners, Inc., an Ohio corporation, hereinafter
referred to as"CONSULTANT."
WHEREAS, CITY desires to engage the services of a consultant to conduct an
organizational review of the Public Works Department; and
Pursuant to documentation on file in the office of the City Clerk, the provisions of
the Huntington Beach Municipal Code, Chapter 3.03, relating to procurement of
professional service contracts have been complied with; and
CONSULTANT has been selected to perform these services,
NOW, THEREFORE, it is agreed by CITY and CONSULTANT as follows:
1. SCOPE OF SERVICES
CONSULTANT shall provide all services as described in Exhibit "A,"
which is attached hereto and incorporated into this Agreement by this reference. These
services shall sometimes hereinafter be referred to as the "PROJECT."
CONSULTANT hereby designates Gerald Newfarmer, who shall represent
it and be its sole contact and agent in all consultations with CITY during the performance
of this Agreement.
17-5983/164842/RLS 8/21/17/DO 1
2. CITY STAFF ASSISTANCE
CITY shall assign a staff coordinator to work directly with CONSULTANT
in the performance of this Agreement.
3. TERM, TIME OF PERFORMANCE
Time is of the essence of this Agreement. The services of CONSULTANT
are to commence on J, (the "Commencement Date"). This
Agreement shall automatically terminate three (3) years from the Commencement Date,
unless extended or sooner terminated as provided herein. All tasks specified in Exhibit
"A"shall be completed no later than twelve months (12 months) from the Commencement
Date. The time for performance of the tasks identified in Exhibit "A" are generally to be
shown in Exhibit "A." This schedule may be amended to benefit the PROJECT if
mutually agreed to in writing by CITY and CONSULTANT.
In the event the Commencement Date precedes the Effective Date,
CONSULTANT shall be bound by all terms and conditions as provided herein.
4. COMPENSATION
In consideration of the performance of the services described herein, CITY
agrees to pay CONSULTANT on a time and materials basis at the rates specified in
Exhibit "B," which is attached hereto and incorporated by reference into this Agreement,
a fee, including all costs and expenses, not to exceed Sixty Three Thousand Two Hundred
Dollars($63,200).
5. EXTRA WORK
In the event CITY requires additional services not included in Exhibit "A"
or changes in the scope of services described in Exhibit "A," CONSULTANT will
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undertake such work only after receiving written authorization from CITY. Additional
compensation for such extra work shall be allowed only if the prior written approval of
CITY is obtained.
6. METHOD OF PAYMENT
CONSULTANT shall be paid pursuant to the terms of Exhibit "B."
7. DISPOSITION OF PLANS ESTIMATES AND OTHER DOCUMENTS
CONSULTANT agrees that title to all materials prepared hereunder,
including, without limitation, all original drawings, designs, reports, both field and office
notices, calculations, computer code, language, data or programs, maps, memoranda,
letters and other documents, shall belong to CITY, and CONSULTANT shall turn these
materials over to CITY upon expiration or termination of this Agreement or upon
PROJECT completion, whichever shall occur first. These materials may be used by CITY
as it sees fit.
8. HOLD HARMLESS
CONSULTANT hereby agrees to protect, defend, indemnify and hold
harmless CITY, its officers, elected or appointed officials, employees, agents and
volunteers from and against any and all claims, damages, losses, expenses, judgments,
demands and defense costs (including, without limitation, costs and fees of litigation of
every nature or liability of any kind or nature) arising out of or in connection with
CONSULTANT's (or CONSULTANT's subcontractors, if any) negligent (or alleged
negligent) performance of this Agreement or its failure to comply with any of its
obligations contained in this Agreement by CONSULTANT, its officers, agents or
employees except such loss or damage which was caused by the sole negligence or willful
17-5983/1648421RLS 8/21/17/DO 3
misconduct of CITY. CONSULTANT will conduct all defense at its sole cost and expense
and CITY shall approve selection of CONSULTANT's counsel. This indemnity shall
apply to all claims and liability regardless of whether any insurance policies are applicable.
The policy limits do not act as limitation upon the amount of indemnification to be
provided by CONSULTANT.
9. PROFESSIONAL LIABILITY INSURANCE
CONSULTANT shall obtain and furnish to CITY a professional liability
insurance policy covering the work performed by it hereunder. This policy shall provide
coverage for CONSULTANT's professional liability in an amount not less than One
Million Dollars ($1,000,000.00) per occurrence and in the aggregate. The above-
mentioned insurance shall not contain a self-insured retention without the express written
consent of CITY; however an insurance policy "deductible" of Ten Thousand Dollars
($10,000.00) or less is permitted. A claims-made policy shall be acceptable if the policy
further provides that:
A. The policy retroactive date coincides with or precedes the initiation
of the scope of work (including subsequent policies purchased as
renewals or replacements).
B. CONSULTANT shall notify CITY of circumstances or incidents
that might give rise to future claims.
CONSULTANT will make every effort to maintain similar insurance during
the required extended period of coverage following PROJECT completion. If insurance is
terminated for any reason, CONSULTANT agrees to purchase an extended reporting
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provision of at least two (2) years to report claims arising from work performed in
connection with this Agreement.
If CONSULTANT fails or refuses to produce or maintain the insurance
required by this section or fails or refuses to furnish the CITY with required proof that
insurance has been procured and is in force and paid for, the CITY shall have the right, at
the CITY's election, to forthwith terminate this Agreement. Such termination shall not
affect CONSULTANT's right to be paid for its time and materials expended prior to
notification of termination. CONSULTANT waives the right to receive compensation and
agrees to indemnify the CITY for any work performed prior to approval of insurance by
the CITY.
10. CERTIFICATE OF INSURANCE
Prior to commencing performance of the work hereunder, CONSULTANT
shall furnish to CITY a certificate of insurance subject to approval of the City Attorney
evidencing the foregoing insurance coverage as required by this Agreement; the certificate
shall:
A. provide the name and policy number of each carrier and policy;
B. state that the policy is currently in force; and
C. promise that such policy shall not be suspended, voided or canceled
by either party, reduced in coverage or in limits except after thirty
(30) days' prior written notice; however, ten (10) days' prior written
notice in the event of cancellation for nonpayment of premium.
CONSULTANT shall maintain the foregoing insurance coverage in force
until the work under this Agreement is fully completed and accepted by CITY.
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The requirement for carrying the foregoing insurance coverage shall not
derogate from CONSULTANT's defense, hold harmless and indemnification obligations as
set forth in this Agreement. CITY or its representative shall at all times have the right to
demand the original or a copy of the policy of insurance. CONSULTANT shall pay, in a
prompt and timely manner, the premiums on the insurance hereinabove required.
11. IN CONTRACTOR
CONSULTANT is, and shall be, acting at all times in the performance of
this Agreement as an independent contractor herein and not as an employee of CITY.
CONSULTANT shall secure at its own cost and expense, and be responsible for any and
all payment of all taxes, social security, state disability insurance compensation,
unemployment compensation and other payroll deductions for CONSULTANT and its
officers, agents and employees and all business licenses, if any, in connection with the
PROJECT and/or the services to be performed hereunder.
12. 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 the PROJECT is fully complete. Any termination of this
Agreement by CITY shall be made in writing, notice of which shall be delivered to
CONSULTANT as provided herein. In the event of termination, all finished and
unfinished documents, exhibits, report, and evidence shall, at the option of CITY, become
its property and shall be promptly delivered to it by CONSULTANT.
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13. ASSIGNMENT AND DELEGATION
This Agreement is a personal service contract and the work hereunder shall
not be assigned, delegated or subcontracted by CONSULTANT to any other person or
entity without the prior express written consent of CITY. If an assignment, delegation or
subcontract is approved, all approved assignees, delegates and subconsultants must satisfy
the insurance requirements as set forth in Sections 9 and 10 hereinabove.
14. COPYRIGHTSIPATENTS
CITY shall own all rights to any patent or copyright on any work, item or
material produced as a result of this Agreement.
15. CITY EMPLOYEES AND OFFICIALS
CONSULTANT shall employ no CITY official nor any regular CITY
employee in the work performed pursuant to this Agreement. No officer or employee of
CITY shall have any financial interest in this Agreement in violation of the applicable
provisions of the California Government Code.
16. NOTICES
Any notices, certificates, or other communications hereunder shall be given
either by personal delivery to CONSULTANT's agent (as designated in Section 1
hereinabove) or to CITY as the situation shall warrant, or by enclosing the same in a sealed
envelope, postage prepaid, and depositing the same in the United States Postal Service, to
the addresses specified below. CITY and CONSULTANT may designate different
addresses to which subsequent notices, certificates or other communications will be sent by
notifying the other party via personal delivery, a reputable overnight carrier or U. S.
certified mail-return receipt requested:
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TO CITY: TO CONSULTANT:
City of Huntington Beach Management Partners, Inc.
ATTN: Antonia Graham, Gerald Newfarmer, President and CEO
Assistant to the City Manager 2107 North First Street, Suite 470
2000 Main Street San Jose, CA 95131
Huntington Beach, CA 92648
17. CONSENT
When CITY's consent/approval is required under this Agreement, its
consent/approval for one transaction or event shall not be deemed to be a consent/approval
to any subsequent occurrence of the same or any other transaction or event.
18. MODIFICATION
No waiver or modification of any language in this Agreement shall be valid
unless in writing and duly executed by both parties.
19. SECTION HEADINGS
The titles, captions, section, paragraph and subject headings, and descriptive
phrases at the beginning of the various sections in this Agreement are merely descriptive
and are included solely for convenience of reference only and are not representative of
matters included or excluded from such provisions, and do not interpret, define, limit or
describe, or construe the intent of the parties or affect the construction or interpretation of
any provision of this Agreement.
20. INTERPRETATION OF THIS AGREEMENT
The language of all parts of this Agreement shall in all cases be construed
as a whole, according to its fair meaning, and not strictly for or against any of the parties.
If any provision of this Agreement is held by an arbitrator or court of competent
jurisdiction to be unenforceable, void, illegal or invalid, such holding shall not invalidate
17-5983/164842/RLS 8/21/17/DO 8
or affect the remaining covenants and provisions of this Agreement. No covenant or
provision shall be deemed dependent upon any other unless so expressly provided here.
As used in this Agreement, the masculine or neuter gender and singular or plural number
shall be deemed to include the other whenever the context so indicates or requires.
Nothing contained herein shall be construed so as to require the commission of any act
contrary to law, and wherever there is any conflict between any provision contained herein
and any present or future statute, law, ordinance or regulation contrary to which the parties
have no right to contract, then the latter shall prevail, and the provision of this Agreement
which is hereby affected shall be curtailed and limited only to the extent necessary to bring
it within the requirements of the law.
21. DUPLICATE ORIGINAL
The original of this Agreement and one or more copies hereto have been
prepared and signed in counterparts as duplicate originals, each of which so executed shall,
irrespective of the date of its execution and delivery, be deemed an original. Each
duplicate original shall be deemed an original instrument as against any party who has
signed it.
22. IMMIGRATION
CONSULTANT shall be responsible for full compliance with the
immigration and naturalization laws of the United States and shall, in particular, comply
with the provisions of the United States Code regarding employment verification.
23. LEGAL SERVICES SUBCONTRACTING PROHIBITED
CONSULTANT and CITY agree that CITY is not liable for payment of any
subcontractor work involving legal services, and that such legal services are expressly
17-5983/164842/RLS 8/21/17/DO 9
outside the scope of services contemplated hereunder. CONSULTANT understands that
pursuant to Huntington Beach City Charter Section 309, the City Attorney is the exclusive
legal counsel for CITY; and CITY shall not be liable for payment of any legal services
expenses incurred by CONSULTANT.
24. ATTORNEY'S FEES
In the event suit is brought by either party to construe, interpret and/or
enforce the terms and/or provisions of this Agreement or to secure the performance hereof,
each party shall bear its own attorney's fees, such that the prevailing party shall not be
entitled to recover its attorney's fees from the non-prevailing party.
25. SURVIVAL
Terms and conditions of this Agreement, which by their sense and context
survive the expiration or termination of this Agreement, shall so survive.
26. GOVERNING LAW
This Agreement shall be governed and construed in accordance with the
laws of the State of California.
27. SIGNATORIES
Each undersigned represents and warrants that its signature hereinbelow has
the power, authority and right to bind their respective parties to each of the terms of this
Agreement, and shall indemnify CITY fully for any injuries or damages to CITY in the
event that such authority or power is not, in fact, held by the signatory or is withdrawn.
28. ENTIRETY
The parties acknowledge and agree that they are entering into this
Agreement freely and voluntarily following extensive arm's length negotiation, and that
17-5983/164842/RLS 8/21/17/DO 10
each has had the opportunity to consult with legal counsel prior to executing this
Agreement. The parties also acknowledge and agree that no representations, inducements,
promises, agreements or warranties, oral or otherwise, have been made by that party or
anyone acting on that party's behalf, which are not embodied in this Agreement, and that
that party has not executed this Agreement in reliance on any representation, inducement,
promise, agreement, warranty, fact or circumstance not expressly set forth in this
Agreement. This Agreement, and the attached exhibits, contain the entire agreement
between the parties respecting the subject matter of this Agreement, and supersede all prior
understandings and agreements whether oral or in writing between the parties respecting
the subject matter hereof.
29. EFFECTIVE DATE
This Agreement shall be effective on the date of its approval by the City
Attorney. This Agreement shall expire when terminated as provided herein.
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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be
executed by and through their authorized officers.
CONSULTANT, CITY OF HUNTINGTON BEACH,
MANAGEMENT PARTNERS, INC., an a municipal corporation of the State of California
Ohio corporation
By: �t�f Director/Chief
Gerald E. Newfarmer, eslident and CEO (Pursuant to HBMC§3.03.100)
print name
ITS: (circle one)Chairman/PresidentfVice President APPROVED AS TO-
AND
By: ojvl L,�(,� f City Attorney
Amy C. Paul.Vice President and Treasurer �,� �j
print name tte: r n\ r -I, 7" ' 19
ITS: (circle one)Secretary/Chief Financial Officer/ \O'PD P V
Asst.Secretary-Treasurer
ReceiyA and File --
`L�
City Clerk
17-5983/164842/RLS 8/21/17/DO 12
EXHIBIT "A"
A. STATEMENT OF WORK: (Narrative of work to be performed)
The City of Huntington Beach Public Works Department is a full service department with five
divisions, approximately 200 FTEs augmented by consultants and contractors, and a CIP budget
of$24 million, The Department Divisions include:
• Engineering (Design, Development, Water Design, Construction Management and Water
Quality/NPDES Sections)
• Transportation(Traffic, Transportation Development, Signal Maintenance, Sign and
Striping Maintenance)
• Utilities (Water, Sewer, Storm Drain and Flood Control Station Maintenance)-
Maintenance Operations (Streets, Park Maintenance, Tree Maintenance)
• General Services (Facility Operations and Maintenance, Fleet Maintenance, Refuse
Franchise Management)
• Beach Maintenance and Parking(recently transitioned from under Community Services)
During the economic downturn the Huntington Beach Public Works Department modified the
approach to perform services in order to reduce costs as citywide revenues declined. The
Department made these reductions by outsourcing certain services and consolidated staff in
sections to continue to provide services. The department was reduced from 259 FTE to the
current 200 FTEs this was achieved mainly through attrition and transferring positions to remain
effective in providing services. The goal of this review is to provide the City with an internal
staff evaluation and provide advice on building maintenance.
EXHIBIT A
The City desires an independent and comprehensive review of the Huntington Beach Public
Works Department including Administration, internal customer support services,resource
management, and operations.
The report should analyze aspects of the operations including, but not limited to:
• Analysis of the organization and structure including benchmarking staffing numbers and
positions for all Department divisions. This includes an evaluation of the adequacy of current
service levels, work practices, work planning and scheduling systems, productivity and staffing
levels.
• Review the positions currently in the organizational chart and analysis of service delivery
options (contracted vs. in-house).
• Review how the operation is performing in terms of providing efficient and effective
services to City operating departments.
• Review of the permitting process.
• Compare the Public Works Department practices to current Best Management Practices
in other cities.
• Evaluate the organization's current structure and provide alternatives to improve
productivity and services alignment.
• Review the Capital Improvement Program process and provide recommendations for
improvement.
EXHIBIT A
• Review and benchmark current practices of the department and with current Public
Works trends considered, recommend Best Management Practices to improve productivity and
efficiency of the Department.
• Assess administrative strengths(i.e. financial, supervision and development of staff,risk
management coordination and practices, and use of technology).
The purpose of the organizational assessment is to review the services the Huntington Beach
Public Works Department is providing and determine optimal staffing levels, review of
positions, evaluate service delivery methods and evaluate the current trends and challenges for
public works industry. The organization assessment will provide current department services
and determine how to best deliver required services to customers in the most fiscally responsible
method.
B. CONSULTANT'S DUTIES AND RESPONSIBILITIES:
See paragraph "a" of Exhibit"A".
C. CITY'S DUTIES AND RESPONSIBILITIES:
The CITY shall work collaboratively with the Consultant to identify appropriate staff members
to work with Management Partners on this Study. The CITY shall set aside time to meet with
Management Partners staff and work to accommodate meeting requests for interviewing field
staff. CITY staff will not control the manner or means of CONSULTANT'S services.
D. WORK PROGRAMJPROJECT SCHEDULE:
The Consultant will have 12 months from contract approval to complete the Statement of Work.
EXHIBIT A
EXHIBIT "B"
Payment Schedule (Hourly Payment)
A. Hourly Rate
CONSULTANT'S fees for such services shall be based upon the following hourly rate and
cost schedule:
B. Travel Charges for time during travel are not reimbursable.
C. Billing
1. All billing shall be done monthly in fifteen (15) minute increments and matched to
an appropriate breakdown of the time that was taken to perform that work and who
performed it.
2. Each month's bill should include a total to date. That total should provide,at a glance,
the total fees and costs incurred to date for the project.
3. A copy of memoranda, letters, reports, calculations and other documentation
prepared by CONSULTANT may be required to be submitted to CITY to
demonstrate progress toward completion of tasks. In the event CITY rejects or has
comments on any such product, CITY shall identify specific requirements for
satisfactory completion.
4. CONSULTANT shall submit to CITY an invoice for each monthly payment due.
Such invoice shall:
A) Reference this Agreement;
B) Describe the services performed;
C) Show the total amount of the payment due;
D) Include a certification by a principal member of CONSULTANT's firm that
the work has been performed in accordance with the provisions of this
Agreement; and
E) For all payments include an estimate of the percentage of work completed.
Upon submission of any such invoice, if CITY is satisfied that CONSULTANT is
making satisfactory progress toward completion of tasks in accordance with this
Agreement, CITY shall approve the invoice, in which event payment shall be made
within thirty (30)days of receipt of the invoice by CITY. Such approval shall not be
unreasonably withheld. If CITY does not approve an invoice, CITY shall notify
CONSULTANT in writing of the reasons for non-approval and the schedule of
performance set forth in Exhibit "A" may at the option of CITY be suspended until
the parties agree that past performance by CONSULTANT is in, or has been brought
1
Exhibit B
into compliance, or until this Agreement has expired or is terminated as provided
herein.
5. Any billings for extra work or additional services authorized in advance and in
writing by CITY shall be invoiced separately to CITY. Such invoice shall contain all
of the information required above, and in addition shall list the hours expended and
hourly rate charged for such time. Such invoices shall be approved by CITY if the
work performed is in accordance with the extra work or additional services requested,
and if CITY is satisfied that the statement of hours worked and costs incurred is
accurate. Such approval shall not be unreasonably withheld. Any dispute between
the parties concerning payment of such an invoice shall be treated as separate and
apart from the ongoing performance of the remainder of this Agreement.
2
Exhibit B
EXHIBIT "B"
Payment Schedule(Fixed Fee Payment)
I. CONSULTANT shall be entitled to monthly progress payments toward the fixed fee
set forth herein in accordance with the following progress and payment schedules.
2. Delivery of work product: A copy of every memorandum, letter, report, calculation
and other documentation prepared by CONSULTANT shall be submitted to CITY to demonstrate
progress toward completion of tasks. In the event CITY rejects or has comments on any such product,
CITY shall identify specific requirements for satisfactory completion.
3. CONSULTANT shall submit to CITY an invoice for each monthly progress payment
due. Such invoice shall:
A) Reference this Agreement;
B) Describe the services performed;
C) Show the total amount of the payment due;
D) Include a certification by a principal member of CONSULTANT's firm that the
work has been performed in accordance with the provisions of this Agreement;
and
E) For all payments include an estimate of the percentage of work completed.
Upon submission of any such invoice, if CITY is satisfied that CONSULTANT is making
satisfactory progress toward completion of tasks in accordance with this Agreement, CITY shall
approve the invoice, in which event payment shall be made within thirty (30) days of receipt of the
invoice by CITY. Such approval shall not be unreasonably withheld. If CITY does not approve an
invoice,CITY shall notify CONSULTANT in writing of the reasons for non-approval and the schedule
of performance set forth in Exhibit "A" may at the option of CITY be suspended until the parties
agree that past performance by CONSULTANT is in, or has been brought into compliance, or until
this,Agreement has expired or is terminated as provided herein.
4. Any billings for extra work or additional services authorized in advance and in writing
by CITY shall be invoiced separately to CITY. Such invoice shall contain all of the information
required above, and in addition shall list the hours expended and hourly rate charged,for such time.
Such invoices shall be approved by CITY if the work performed is in accordance with the extra work
or additional services requested, and if CITY is satisfied that the statement of hours worked and costs
incurred is accurate. Such approval shall not be unreasonably withheld. Any dispute between the
parties concerning payment of such an invoice shall be treated as separate and apart from the ongoing
performance of the remainder of this Agreement.
Exhibit B
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CITY OF HUNTINGTON BEACH
' Professional Service Approval Form
RECEIVE®
PART
AUG 21 2017
Date: 8/21/2017 Project Manager Name: Antonia Graham FinaY1Ce Department
Requested by Name if different from Project Manager:
Department: City Manager
PARTS I OF THE PROFESSIONAL SERVICES CONTRACTS APPROVAL FORM MUST BE COMPLETED
BY THE REQUESTING DEPARTMENT AND SIGNED BY THE CITY MANAGER, FOR APPROVAL,
BEFORE PROCEEDING WITH THE SOLICITATION OR CONTRACT PROCESS. PART I MUST BE FILED
WITH ALL APPROVED CONTRACTS.
1) Briefly provide the purpose for the agreement:
Organizational review of the Public Works Departmnet.
2) Estimated cost of the services being sought: $63,200
3) Are sufficient funds available to fund this contract? ® Yes ❑ No
If no, please explain:
4) Check below how the services will be obtained:
® A Bid solicitation process in accordance to the MC 3.03.060 procedures will be conducted.
❑ MC 3.03.08(b)—Other Interagency Agreement procedure will be utilized.
❑ MC 3.03.08—Contract Limits of$30,000 or less exempt procedure will be utilized.
5) Is this contract generally described on the list of professional service contracts approved by the City
Council? If the answer to this question is "No," the contract will require approval from the City Council.)
® Yes ❑ No
-ri--/ 7
Fiscal'Services Manager Signature (Purchasing Approval) Date
6) Amount, Business Unit(8 digits) and Object Code (5 digits) where funds are budgeted
(Please note that a budget check will occur at the object code level):
Account number Contractual Dollar Amount
Business unit. object# Fiscal Year Fiscal Year Fiscal Year
)f7 1$
10030101.69365 $63200 $ $
9 r i get Approval `� ' ` Date
/ /_
partment ead Signature(s) Date
Director inance's Signa ure !Date
Assistant City Manager's Signature Date
APPROVED.D D
CityManager's Signature Date
parffmgmt partners'pw review.doc
REV: February 2015
CITY OF HUNTINGTON BEACH
RECEIVED
Professional Service Approval Form
PART II AUG 212017
Finance Department
Date: 8/21/2017 Project Manager: Antonia Graham
Requested by Name if different from Project Manager:
Department: City Manager
PARTS I & II OF THE PROFESSIONAL SERVICES CONTRACTS APPROVAL FORM MUST BE
COMPLETED BY THE REQUESTING DEPARTMENT AND SIGNED FOR APPROVAL. PAR MUST
BE FILED WITH ALL APPROVED CONTRACTS. °� 7
1) Name of consultant: Management Partners SFp 2
2) Contract Number: ADM �ffceof `S?�J�
(Contract numbers are obtained through Finance Administration x 5630) the City
Manager
3) Amount of this contract: $63200
Account number Contractual Dollar Amount
Business unit. object# / fiscal Year Fiscal Year Fiscal Year
10030101.69300 $63,200 $ $
4) Is this contract less than $50,000? ❑ Yes ® No
5) Does this contract fall within $50,000 and $100,000? ® Yes ❑ No
6) Is this contract over$100,000? ❑ Yes ® No
(Note: Contracts requiring City Council Approval need to be signed by the Mayor and City Clerk. Make
sure the appropriate signature page is attached to the contract.)
7) Were formal written proposals requested from at least three available qualified consultants?
® Yes ❑ No
8) Attach a , of consul nts from whom pro osals ere requested(ingl�dipg a contact telephone number.)
� '1�
9). Attach Ex fib A, whi h scn es the proposed scope of work. (� 3
10) Attach Exhibit B,w ich describes the payment terms of the contract.
Fiscal Se ices'M —er(Purchasing) Date
q 14-4)(36
Budget Manager Ap roval Signature / Date'va � /;, 0- //—
Director of inance (or designee) Signature Date
part2'mgmtpartners'pw review.docx
REV: February 2015
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Proposal for
Public Works Department Organizational
Review
Huntington Beach
July 6, 2017
Management Partners
Management 2107 North First Street, Suite 470
Partners San Jose, California 95131
(408)437-5400
www.managementpartners.com
jnewfarmer@managementpartners.com
Management
Partners
July 6, 2017
Mr. Jim Slobojan
Finance Manager
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
Dear Mr. Slobojan:
Even a decade after the Great Recession, local governments continue to feel its effects.
This is true in the City of Huntington Beach's Public Works Department, where the
number of full-time employees fell from 259 to 200 during the economic downturn and
its aftermath. In many local governments, cuts were made and positions were
eliminated in response to dwindling revenues, with no ability to make changes
strategically. Now that the fiscal outlooks of many cities have stabilized, there is an
opportunity to assess the current organization to determine which functions the
department should be performing and who should be assigned to them.
Management Partners has assisted local governments across the country,including both
individual departments and entire cities, to perform organizational reviews in response
to recession-related disruptions. Many of our clients have been public works and utility
departments. The reviews result in government entities that are rejuvenated and better
focused on executing their core mission. Such reviews are a chance to take the crisis
caused by the Great Recession and turn it into an avenue for optimizing the structure
and performance of the organization.
We are local government experts who have worked with leaders for more than 20 years
to help them improve the way their governments function. We are focused on results
and have a bias for action. Each project is customized to the unique circumstances of the
agency and incorporates the informed perspective of line employees who deliver
service to residents on a daily basis.
1730 MADISON ROAD • CINCINNATI,OH 45206 • 513 8615400 • FAx 513 8613480 MANAGEMENTPARTNERS.COM
2107 NORTH FIRST STREET,SUITE 470 • SAN JOSE,CALIFORNIA 95131 • 408 437 5400 • Fax 408 453 6191
3152 RED HILL AVENUE,SUITE 210 • COSTA MESA,CALIFORNIA 92626 • 949 2221082 • FAx 408 453 6191
14
Public Works Department Organizational Review
Our proposed activities are detailed in the proposal,but they involve an introductory
phase to establish goals, activities and timelines with the City's project team; a phase of
information gathering that includes interviews with department managers; an
examination of background documents; an employee survey; a high-level review of the
Capital Improvement Program and the permitting process;research into best practices
and benchmarking with peers that compares the City's public works to peer
jurisdictions; an analysis phase in which we determine optimal structure, staffing and
organization and assess operations to ensure fulfillment of the department's objectives;
preparation of a draft and final report with recommendations; and support for
implementation to ensure that recommendations result in lasting change.
The proposal price contained in this letter will be valid for a period of at least 180 days.
The project will be managed from our Costa Mesa office (address and phone included
on this letterhead), with analyst assistance from individuals in our San Jose office. The
senior management advisor assigned to the project is located in Laguna Beach and
another project team member is located in Ventura. Additionally, the primary public
works advisor assigned to the project worked most recently as director of Public Works
in Santa Monica and also led public works departments in La Habra and Upland. Due
to the size of the City's fleet division, our team also includes a fleet expert.
Our team is excited about the potential of this project and we look forward to
discussing our approach and qualifications with you in more detail. Please let me know
if there is any other information we can provide.
Sincerely,
Gerald E. Newfarmer
President and CEO
REQUEST FOR PROPOSAL
VENDOR APPLICATION FORM
TYPE OF APPLICANT: 0 NEW ❑ CURRENT VENDOR
Legal Contractual Name of Corporation: Management Partners
Contact Person for Agreement: Gerald E. Newfarmer
Corporate Mailing Address: 2107 North First Street, Suite 470
City, State and Zip Code: San Jose, CA 95131
E-Mail Address: jnewfarmer@managementpartners.com
Phone: 408-437-5400 Fax: 408-453-6191
Contact Person for Proposals: Gerald E. Newfarmer
Title: President and CEO E-Mail Address: jnewfarmer@managementpartners.com
Business Telephone: 408-437-5400 Business Fax: 408-453-6191
Is your business: (check one)
❑ NON PROFIT CORPORATION 0 FOR PROFIT CORPORATION
Is your business: (check one)
0 CORPORATION ❑ LIMITED LIABILITY PARTNERSHIP
❑ INDIVIDUAL ❑ SOLE PROPRIETORSHIP
❑ PARTNERSHIP ❑ UNINCORPORATED ASSOCIATION
1 of 2
Names& Titles of Corporate Board Members
(Also list Names&Titles of persons with written authorization/resolution to sign contracts)
Names Title Phone
Gerald E. Newfarmer President and CEO 513-861 -5400
Amy Cohen Paul Treasurer 513-861 -5400
Jeri L. Beckstedt Assistant Secretary 513-861 -5400
Federal Tax Identification Number: 31 -1407585
City of Huntington Beach Business License Number:
(If none, you must obtain a Huntington Beach Business License upon award of contract.)
City of Huntington Beach Business License Expiration Date:
2 of 2
Huntington Beach
Background and Project Summary..........................................................................................................1
Methodology...............................................................................................................................................2
Timeline...................................................................................................................................................5
Staffing.........................................................................................................................................................6
Qualifications............................................................................................................................................14
Our Experience in Public Works Organization Reviews................................................................14
References..............................................................................................................................................15
FeeProposal..............................................................................................................................................18
Huntington Beach
The City of Huntington Beach, with an estimated population 209,000, is the most
populous beach city in Orange County and the seventh largest city in the Los Angeles-
Long Beach-Anaheim region. It is a full-service city with the council-manager form of
government. The City has approximately 1,000 employees working 12 departments and
a total budget of more than$300 million.
The Public Works Department is responsible for the design, construction, maintenance,
and operation of public facilities and infrastructure within City limits. The department
performs community enhancement and preservation functions, including maintaining
sewers, streets, parks, transportation, and water systems. The department is divided
into six divisions: Administration, Engineering, Maintenance Operations, General
Services, Transportation, and Utilities Operations.
During the Great Recession, the department responded to declining revenues by
outsourcing some services and consolidating staff. The department's workforce was
reduced from 259 full-time employees to 200, mainly through attrition and the transfer
of positions. Given the greater fiscal stability being experienced now, the department
wishes to conduct an organization review to optimize its structure and staffing, review
core processes and practices, and ensure services are being delivered as efficiently and
effectively as possible.
Desired activities and outcomes of the study include:
A review of the current organization structure with recommendations to
improve the structure and staffing levels, including service delivery options.
Benchmarking with peer jurisdictions and research into best practices to uncover
trends and ideas suitable for Huntington Beach.
An analysis of service levels, work planning and practices, scheduling and
productivity.
A review of the permitting process, Capital Improvement Program and building
maintenance functions.
An assessment of administrative strengths and challenges in areas including
technology, professional development, finances and related areas.
Recommendations to improve the department's organizational structure, staffing
levels and configuration, processes and practices to increase productivity,
efficiency, effectiveness and customer satisfaction.
Management Partners has extensive experience with similar work and is prepared to
assist Huntington Beach with all elements of the scope of work as identified in the RFP.
We make a commitment to quality and timely performance with each client we serve.
Management Ift
Partners .01001- Page 1
Public Works Department Organizational Review
Based on our experience and our understanding of the needs of the City of Huntington
Beach as outlined in the RFP, we have prepared the following detailed plan of work.
This framework is amenable to refinement to adapt it to your specific interests.
Activity 1: Start Project
We will begin this project by meeting with Public Works and City managers to discuss
the details of the project approach and execution. The start-up meeting is the occasion
to refine the plan of work to ensure each matter of interest is included in the review and
that the project schedule is reasonable and melds well with other City commitments.
This activity will form the basis of the partnership between Management Partners and
the City. We expect that a senior member of the executive staff will be designated as the
project manager to serve as the point of contact for Management Partners' team.
It will also be important to introduce this initiative to department managers and
employees properly to ensure a good start. We suggest a meeting with managers in the
department to discuss the goals of the study and impress that the purpose of the review
is to recognize what is working well and identify opportunities for improvement. When
your professional life's work is being reviewed by someone else it is natural to be
anxious, and our experience is that this is a helpful step. During this start-up activity
Management Partners will also request basic information about department services
and operations such as budgets, staffing, prior studies or analyses of operations and
policies and procedures.
Activity 2: Gather Information
Next, we will learn about the department's current structure and examine written
policies and procedures. We will first review background documents and information
and conduct a high-level analysis of the organizational structure, functions, programs
and services. We will then conduct up to eight interviews with managers in the Public
Works Department to gain an understanding of staffing levels, workloads, and
outcomes, and assess capacity to meet service level expectations, particularly in light of
current and anticipated future vacancies and changes in workload.
To provide an opportunity for all employees to share feedback on the Department's
strengths and challenges, we will conduct three employee focus groups, including one
with the supervisors from the department's sub-divisions and two others with front-
line employees. We will also design and administer an electronic survey to be
distributed to all Department employees. We will pay particular attention to service
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Huntington Beach
demand drivers to ensure our analysis of the staffing and structure anticipates future
needs.
Through the individual interviews,we will prepare an inventory of the functions and
services provided by each division. We will create functional organization charts to
document the existing alignment and reporting relationships and to identify potentially
compatible service areas and functions.
We will conduct a high-level review of both the Capital Improvement Program and the
permitting process to assess their suitability and functionality and identify
opportunities for improvement. We also will review the management systems being
used to determine effectiveness and responsiveness, including communication and
reporting relationships;executive, administrative and supervisory spans of control and
lines of authority;work prioritization and responsibilities; performance measurement;
financial planning and budgeting; and interdepartmental coordination.
The information gathered in Activity 2 will form the basis of subsequent research and
analysis and will be supplemented by additional data gathering in Activities 4 and 5. At
the conclusion of this activity we will summarize our observations and share them with
the project manager.
Activity 3:Perform Benchmarking Analysis and Identify Best Practices
During this activity, we will compare data from the City of Huntington Beach's Public
Works Department with comparable departments. We will work with Public Works
leaders to identify criteria to choose peers. Population served,number of employees,
service delivery methods, and the effects of the economic downturn on staffing are
likely to be some of the criteria considered. The data points to be compared may include
staffing, organizational structure, reporting relationships, shared duties with other
departments, information technology, records management, and fleet management,
among others. We will prepare and disseminate peer surveys and review publicly
available data and survey responses.
This activity will also include a review of best practices among public works
departments across the country,with an emphasis on techniques and practices to cope
with rapid growth. We know that not all best practices are appropriate for the
department and we will carefully assess the suitability of ideas for use in the City of
Huntington Beach. We will conclude this step by summarizing the results of our
benchmarking and best-practice research for inclusion in the final report (Activity 6).
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Public Works Department Organizational Review
Activity 4:Analyze Organizational Structure and Staffing Levels
Using interview and document review data from previous activities, we will examine
the organization's structure, staffing, workloads, and overall performance of the
department. Subjects for analysis include an evaluation of the organizational structure,
a workload review,identification of priorities in need of additional resources, and
identification of alternative service delivery models as appropriate. We will also
examine the department's efforts to recruit and retain staff and look at its succession
planning efforts. We will gather any additional data needed and incorporate that into
our analysis.
Activity 5:Assess Operations
Again,building on the data collected previously,we will develop a thorough
understanding of the current operating environment, existing service levels, and
demand drivers. This will begin with a high-level review of operations in each division.
We will look at the strategic and operational direction, including each element of the
department's management system: strategicibusiness and work planning, performance
measurement and reporting, financial forecasting,budgeting and expenditure controls,
as well as other functions unique to the management of capital improvements.
We will assess the use of technology and the ability to comply with new regulatory
demands. We will include the permitting process, the Capital Improvement Program
and building maintenance in our assessment. At the conclusion of this activity, we will
have identified any significant organizational and operational issues and opportunities
for improvement.
We will compile our observations and preliminary recommendations into a draft
document to review with department leaders. Feedback on this memorandum is
important, as it will form the basis of the project report (as described in Activity 6).
Activity 6:Report Results
After collaborating with department leaders on the preliminary recommendations
(described above), we will conduct any additional research necessary and then prepare
a draft project report.
Reports prepared by Management Partners are rich in detail, with recommendations
supported by quality analysis. We take pains to ensure our analysis is clearly written
with a logical flow,with recommendations immediately following the analysis that
gives rise to them. If there are implementation considerations or suggestions pertinent
to a specific recommendation, those comments immediately follow the
recommendation to which they are related.
Page 4
I
Huntington Beach
We will review the draft report with the appropriate managers to make sure it does not
contain factual inaccuracies or anything that is unclear or confusing. After receiving
comments from staff, we will then prepare the final project report,based on the draft
and reflecting careful consideration of comments and suggestions during its review. We
will then prepare a final version of the report.
Activity 7. Develop Implementation Action Plan
A project such as this has value only when results are implemented. Therefore,
Management Partners will prepare a draft Implementation Action Plan to help
managers realize the intended results. The draft plan is designed to be an executable
plan of work that Public Works managers can use to implement the specific
recommendations in the final project report. The action plan will list each separate
recommendation, including component milestones.
The Public Works managers can then turn the draft action plan into a final plan by
assigning actual completion dates that integrate the new work with existing
organizational responsibilities. A realistic schedule of implementation can then be
finalized. Management Partners is prepared to assist in this process and will also
provide periodic assistance to ensure that the success of this shared effort is realized.
Optional Activity: Gather Stakeholder Input
To understand the effectiveness of any service operation,it is important to understand
the experiences of those who use the service. If this optional activity is desired,
Management Partners will conduct 12 to 15 confidential individual interviews with key
users of Public Works Department services. We will be seeking to understand perceived
strengths, weaknesses and opportunities for improvement. We will inquire about
individuals' experiences and insights relevant to the analysis. Since there are differences
in perspective among users and various types of interactions within the City, care will
be taken to reflect this diversity in the individuals asked to participate in interviews.
Management Partners' team members are skilled at conducting confidential interviews
and in sifting the resulting input to inform the overall process of learning. Upon
completion of the interviews we will prepare a summary of the common themes. This
summary will be reviewed with the project management team.
Timeline
Our estimated timeline,based on starting the week of September 5, 2017, is as follows:
Management
Partners
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Public Works Department Organizational Review
Projected Projected
Activity Deliverables Start Date End Date
1—Start Project • Kick-off meeting agenda,work
plan, and document request September 5 September 15
2—Gather Information • n/a September 11 September 22
3—Conduct Benchmarking • Summary of benchmarking
Analysis and Identify Best results September 11 October 13
Practices
4—Analyze Organizational • n/a October 2 November 10
Structure and Staffing Levels
S—Assess Operations • Observations and preliminary
recommendations for October 2 November 10
improvement
6—Report Results • A report combining results of
the assessment and analytical November 6 December 1
phases into an implementable
set of recommendations
7—Develop Implementation • Implementation Action Plan December 4 Ongoing
Action Plan
Optional Activity—Gather • Summary of stakeholder October 9 October 20
Stakeholder Input comments
Management Partners has a strong project team that is well qualified to complete this
work for Huntington Beach. This project will be a top priority for Management Partners
and our team members will be available in whatever capacity and with whatever
availability will contribute to the success of the project. Andrew S. Belknap will serve as
project director and will oversee the substantive work of the project. Amy Paul will
serve as project manager and will be responsible for the execution of the project. They
will be supported by Steve Chase, Teri Cable, Martin Pastucha, Greg Fassler, and Heain
Lee. The qualifications of each team member are summarized in the resumes below.
ANDREW S. BELKNAP
Andrew Belknap,Regional Vice President, has more than 20 years of diverse local
government management experience. He has served in California local government as a
city manager, public works director and independent consultant. As a consultant, he
has directed many diverse projects and provided interim management assistance for
cities, counties and special districts. Andy has been with Management Partners since
2001 and leads the operations of the western region, which is based in San Jose,
California. He directs the work of approximately 20 full-time staff members.
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Huntington Beach
Andy began his public service career in 1980 with the City of Oxnard, California, in
facilities management. He created the city's first automated database for tracking
infrastructure maintenance and gained statewide recognition for the city's energy
management program. Eventually, Andy was named chief of staff to the public works
director and was responsible for budgeting, utility rate setting, capital program
management and organizational analysis.
In 1989, Andy was named city manager of Ojai, a nationally known resort community
(he had been public works director there for the previous three years). Andy brought
leadership and fiscal stability to a community that had been through a difficult period
of political controversy, staff turnover and financial troubles. When he left this position
in 2001, the city had achieved a reputation for credibility, professionalism, teamwork
and innovation. While with the City of Ojai, Andy completed several major
redevelopment projects including a difficult upgrade of unreinforced masonry in an
historic downtown area, and several innovative affordable housing projects. He also
negotiated an agreement (the first of its kind) with the Ventura County Sheriff for joint
financing and construction of a new police station. At the regional level, as chair of his
region's California City Manager's Association, in 1998 Andy helped devise a successful
plan to create a joint powers library authority to serve seven cities and over 600,000
residents. He has served on several League of California Cities working groups and was
selected to represent the Santa Barbara area on the California City/County Youth
Services Task Force.
Since joining Management Partners in 2001, Andy has participated in over 190
individual consulting projects for cities, counties and special districts in California,
Arizona, Nevada, Washington, Idaho and Montana. He has served as the key
professional or project manager for most of these assignments. Clients range from very
small to very large and include the cities of San Jose, Santa Ana, Fremont, Stockton,
Long Beach and Sacramento;the counties of Orange, Marin, Monterey, San Mateo and
Ventura; and large special districts such as the Sacramento Port District and the Los
Angeles Community College District. As a corporate officer with Management Partners,
Andy has helped develop the firm's consulting methodology, standards of practice and
market presence, which has enabled the firm to successfully complete over 600 separate
engagements for hundreds of local governments throughout the United States.
As an economist, Andy brings a special expertise to public finance issues, including the
analysis of local revenue measures. He has completed a broad range of organizational
and management studies, cost-of-service and fiscal analyses, inter-jurisdictional service
Management
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Public Works Department Organizational Review
delivery studies, service consolidation and coordination efforts and other complex
projects.
Andy earned a bachelor's degree in math/economics from the University of California,
Santa Barbara, and a master's degree in economics, with a specialty in public finance.
Amy COHEN PAUL
Amy Cohen Paul, Corporate Vice President, has over 30 years of experience assisting
local governments with a variety of engagements, including process improvement and
performance management systems. Her expertise includes research and training in
performance measurement and benchmarking, process improvement, total quality
management, strategic and business planning, organizational development, and
identifying service sharing opportunities among jurisdictions. She is also a skilled
facilitator and trainer.
Amy has managed a variety of Management Partners' process improvement, strategic
planning, organization review, and performance measurement and benchmarking
projects. She has worked with small and large jurisdictions, as well as special districts.
Her focus is on identifying meaningful, results-oriented measures and industry best
practices. Amy was project manager for the following public works projects in
California: Woodland, Irvine, Pasadena, Burlingame, and San Leandro. A sampling of
other client she has assisted with organization reviews and performance management
systems includes: Berkley, San Jose, Oakland and Marin County, California;
Manchester, Connecticut; the Unified Government of Wyandotte County/Kansas City,
Kansas; Kansas City, Missouri;the District of Columbia; Rye, New York;Lexington,
Massachusetts; Troy, Michigan; and Montgomery and Westerville, Ohio.
A sampling of clients she has helped with process improvement projects include: North
Port and Largo, Florida; Lexington-Fayette Urban County Government and Louisville,
Kentucky; the City of Rockville, Howard County, and the Maryland-National Capital
Park and Planning Commission, Maryland;Oklahoma City, Oklahoma; and Stockton,
California.
Amy was part of the original management team of the International City/County
Management Association's (ICMA) Comparative Performance Measurement
Consortium. It originally was a group of about 40 large cities and counties in the U.S
and Canada,but grew to more than 120 jurisdictions.
Page 8
I
Huntington Beach
Amy designed and presented performance measurement and benchmarking training
sessions for more than 75 jurisdictions, and for the ICMA University. She also helped
design a training program to develop outcome-based indicators. Amy has designed and
lead community workshops on performance measurement with the National Civic
League.
Amy directed a three-year Leadership Development Program for the ICMA, funded by
the W.K. Kellogg Foundation. She developed a multi-media training program and
implementation materials for public boards, commission and committees. She also
directed a two-year FutureVisions Program for the ICMA, working with 67
communities. She is the editor of the book,Managing for Tomorrow: Global Change and
Local Futures, and is the author of many articles in professional publications, including
The Municipal Year Book.
Amy earned a bachelor's degree in public communication and a master's degree in
public administration from The American University.
STEVE CHASE
Steve Chase has worked for four decades to provide public service to cities, counties,
regional boards and community organizations throughout California. Most notably,he
brings a particular interest and extensive background in public policy formation and
program set-up/start-up in the areas of community development, coastal energy
regulation,business relationships, town n' gown relationships, and children and family
services. He specializes in operational turnarounds, the advancement of one-stop public
counter service, and bringing the city/county to the customer in the field.
Steve rose through the ranks of public service,beginning as an intern and journey-
planner with the counties of Santa Barbara and Ventura, and the City of Camarillo.
Projects ranged from the down-zoning of thousands of acres of the Santa Ynez
Valley/Santa Rita Hills into today's Santa Barbara Wine Appellation, city incorporation
efforts in Solvang and Moorpark, the closure and clean-up of coastal petroleum refining
and oil waste disposal facilities, the regulation and reclamation of gravel mining
operations, to the design review and analysis of master plan communities. He also
served as the County of Ventura's policy coordinator over offshore oil and gas tract
leasing and development, and later in his career as the County of Santa Barbara's
"Energy Czar," regulating offshore oil and gas permitting and spill prevention/safety
compliance.
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Public Works Department Organizational Review
As Steve advanced into the executive ranks of city/county government,he served six
years as a policy advisor and field deputy to members of the Ventura County Board of
Supervisors, assisting in the oversight of the Board's agendas on children and family
services, public works infrastructure, rails to trails development, land use planning and
open space conservation. He also served nine years in the Ventura City Manager's
Office in the roles of deputy city manager, assistant to the city manager—city
environmental coordinator, recycling office manager, and as lead negotiator of franchise
agreements for ambulance transport and waste disposal/recycling pick-up and
processing. During that time, Steve also coordinated the development of the Pacific
View Regional Mall and served as lead staff to City Council committees for beach sand
stabilization, the dredging of marinas and coastal waters, and the conservation of rivers,
estuaries and open space mesas.
With the success of being part of the Downtown Ventura revitalization efforts, Steve
spent the last dozen years of his public sector work serving as Santa Barbara County's
deputy director of planning and development-South Coast Region, the City of Goleta's
Director of Planning and Environmental Services, as well as the City of Stockton's
Director of Community Development. Aside from serving as secretary to numerous
planning commissions, historical building review boards, design review boards and
also as a director of building and life safety,he specialized in repurposing public
counter operations and field inspections as models of excellent customer care.
Steve is a graduate of the University of California-Santa Barbara (Environmental
Studies) and an honors graduate of California State University-Northridge (Masters of
Public Administration).
TERI CABLE
Teri Cable, Senior Management Advisor,has more than 30 years of local government
experience. She began her career with the County of Orange Health Care Agency
where she gained experience developing complex budgets, developing grant proposals,
implementing the emergency medical system and managing the County's multifaceted
contract for indigent medical care.
She then worked for the City of Orange where she assisted in consolidating offices and
improved operations by conducting management audits, service consolidation studies,
and outsourcing. She also developed and presented the City's annual budget,
negotiated labor contracts and managed the employee benefit programs.
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Huntington Beach
Most of Teri s public management career was with the City of Santa Ana, where she
served as the administrative and enterprise services manager in the Public Works
Agency. In that role, she managed a division of 22 professional, support and field
personnel. She spearheaded Santa Ana's highly successful refuse/recycling programs,
which have since been emulated by other local jurisdictions. She coordinated the
energy conservation efforts, developing and implementing a strategic energy plan that
resulted in millions of energy and dollar savings to Santa Ana. Teri received Southern
California Edison s Environmental Hero Award in 2009 for her work coordinating the
City's successful energy partnership.
Teri was also responsible for developing the Public Works Agency's$117 million
budget. With a long-term goal to become less dependent on general city revenues, she
was successful in developing budget enterprises and programs that resulted in the
Agency becoming nearly 100% self-sustaining.
Teri has successfully negotiated and managed contracts for a variety of municipal field
operations including refuse collection, street lighting, median maintenance, and bus
shelter programs. She also was responsible for the Agency's internal support functions,
including financial, clerical, document management, dispatch and information
technology support. Under her leadership, the Agency also developed and managed a
citywide GIS system providing property-related information for improved decision
making. Teri ultimately assumed responsibility for managing the Santa Ana's property
leases and the Santa Ana Regional Transportation Center facility.
In addition to her municipal and county experience, Teri has held elected office as a
director to the East Orange County Water District in 1994 and 1998 where she served in
a policy-making role and represented the District on the Water Advisory Committee of
Orange County.
Teri holds a bachelor of arts degree from University of California Los Angeles and a
master's degree in public administration from California State University at Long
Beach. She is also a California licensed real estate broker.
MARTIN PASTUCHA
Martin Pastucha joined Management Partners as a special advisor after a 32-year career
serving local governments in California. His belief in the power of local government to
influence and shape a community through the delivery of service, development of
policies, and implementation of programs led him to Management Partners.
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Public Works Department Organizational Review
Martin has extensive public works experience having served as a public works director
in three communities, and an operations manager in two others over a span of 25 years.
Martin began his career with the City of Riverside as an analyst in the Parks and
Recreation Department. Over a ten-year period in Upland he went from analyst in the
Police Department to operations manager in the Public Works Department. He went to
Tustin to serve as field services manager and subsequently took the position of director
of Public Works for the City of La Habra. He subsequently served as director of Public
Works for the City of Pasadena, and spent the last several years before retiring as
director of Public Works/Airport for the City of Santa Monica.
During his career,he oversaw large groups of talented employees engaged in the
delivery of services, and construction of community infrastructure. He was responsible
for the $117 million Pasadena City Hall Seismic Retrofit and Rehabilitation, as well as
the construction of parks, parking structures,bridges, library, and road improvements
in Santa Monica. He was also involved in the construction of two light rail projects for
Pasadena and Santa Monica.
Martin has been a leader in professional organizations such as League of California
Cities Public Works Department having served as vice president and president. He also
represented the department on the League of California Cities Board of Directors for
two years. He has held leadership roles in American Public Works Association (APWA)
serving on the International Affairs Committee of the organization, and as a board
member of the Southern California Chapter of APWA.
Martin earned a bachelor's degree in business administration/marketing from
California State University Long Beach and an MPA from California State University
San Bernardino.
GREGORYJ. FASSLER
Greg Fassler, Senior Management Advisor, has more than 25 years of experience in the
field of fleet management. He served as fleet manager for the cities of Sunnyvale and
San Mateo, California; and was interim fleet manager for the City of Redwood City,
California.
Earlier, Greg was a management analyst for two California counties, which gave him a
firm grounding in general management. As a fleet consultant for several firms, Greg has
served numerous government and private agencies in the United States and the Middle
East.
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Huntington Beach
He joined Management Partners in 2003, and has worked on the firm's fleet projects in
Louisville and Lexington, Kentucky;Blue Ash, Ohio; Sacramento, San Bernardino,
Brentwood, Santa Cruz, Seal Beach and Tracy, California; North Las Vegas, Nevada;
and Polk County, Florida.
During his career, Greg has conducted audits of fleet management and maintenance
operations, fleet utilization studies, right-sizing and procurement analysis, and contract
fleet maintenance work. He has designed fleet facilities, evaluated and analyzed fleet
management information systems, completed RFP development and evaluation of
outsourcing and privatization, consolidated/merged fleet operations and done
competitive reviews of fleet operations.
Greg has analyzed and recommended improvements to fleet management operations
for city and county government clients in Texas, California, Ohio, Oklahoma,
Pennsylvania, Nevada, Kentucky and Florida. He was part of a project to develop a
manual of performance measures and best management practices for fleet
organizations. The booklet, entitled 'Best Fleet Management Practices and Performance
Measures Manual,"has become an industry-wide benchmark for public sector fleet
operations.
Greg has been a speaker on the issue of privatization at industry expos and university
settings. He speaks on issues relating to evaluating privatization, achieving
competitiveness and partnering. He earned a master's degree in public administration
from Hayward State University, now known as California State University, East Bay.
HEAIN LEE
Heain Lee, Management Advisor,joined the Management Partners team in 2014. She is
trained in analyzing and framing issues,both quantitatively and qualitatively. Her
analytic training includes multivariate economic analysis, cost-benefit analysis,
modeling and operations research, public financial management and budgeting, and
strategic planning for the public sector. She is experienced using these tools with data,
whether readily available or not, to produce tangible recommendations in team settings.
Heain's educational experience trained her to approach issues at various levels with
different strategies. Her economic background provides theoretical analyses of issues
that allow her to understand the underlying causal macro-factors. Based on the
economic understanding coupled by a quantitative intuition,when data are
unavailable, she is able to design creative ways to proxy the missing data points.
Management
Partners
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Public Works Department Organizational Review
Prior to joining Management Partners, she was employed as a data analyst at an
educational nonprofit organization. Her main role was to measure educational gain as
an outcome for the organization. She was responsible for collecting raw data from 23
teachers in 8 course topics and measuring the educational outcomes. In this role, she
streamlined the data collection,management, and analytic process.
A notable research project she has completed is the public sector strategy consulting
project for the Santa Clarita Water Division. She organized a team of six individuals to
lead focus groups with stakeholders to diagnose the strategic issues of the organization.
At the conclusion of the project, the division implemented the recommendation to
invest in a better information technology system.
Heain earned a bachelor's degree in economics from University of California, Berkeley.
She received her masters of public policy from the University of Southern California's
Price School of Public Policy, where she was a Deans Merit Scholar.
a
Management Partners was founded in 1994 with a specific mission to help local
government leaders improve their service to the public. Since then we have worked
with cities, counties, towns, and special districts of all sizes across the United States to
help them work more effectively and run more efficiently.
Our Experience in Public Works Organization Reviews
While our range of services covers everything that local governments need to
understand and manage the enterprise, providing organization reviews is a core service
we have offered for the entirety of our more than two decades of service. We have
provided reviews of entire governments and individual departments, and reviews of
public works departments are one of our most frequent assignments.
The following list shows some of the jurisdictions that we have assisted in the recent
past with organization reviews of public works departments.
» Benicia, California » Pittsburg, California
» Boulder, Colorado » Raleigh, North Carolina
» Burlingame, California » Redwood City, California
» Daly City, California » San Carlos, California
» Davis, California » San Leandro, California
» Dublin, California » Santa Cruz, California
» Glendora, California » Sarasota County, Florida
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Huntington Beach
» Harrisburg, Pennsylvania » Shawnee, Kansas
» Hillsborough, California » Stephenville, Texas
» Hopkinsville, Kentucky » Surprise, Arizona
» Irvine, California » Tamarac, Florida
» Lantana, Florida » Tolland, Connecticut
» Long Beach, California » Washoe County, Nevada
» North Las Vegas, Nevada » Woodland, California
» Orange County, California » Yuba City, California
» Pasadena, California
Andrew Belknap has directed all of our public works organization reviews in California
over the past five years. Amy Paul was project manager for the following public works
projects: Woodland, Irvine, Pasadena, Burlingame, and San Leandro. Teri Cable has
worked on Capital Improvement Program projects in Irvine, Long Beach and South
Gate and on organization reviews in Newport Beach, Oxnard, Pasadena's code
compliance and utility programs, Santa Clarita and West Cities, and for the Orange
County LAFCO. Steve Chase has also worked on the Orange County LAFCO program,
as well as organizational and program reviews in Alhambra, San Jose and Pasadena.
While Martin Pastucha, a veteran public-works leader in Southern California, is new to
Management Partners,he has worked with San Bernardino's public works department
as well as Santa Clarita's tree maintenance contract program.
In addition to organization reviews, Management Partners has extensive experience
helping improve both the efficiency and effectiveness of all local government services.
We have undertaken organizational staffing and improvement projects in virtually
every type of local government service, including reviews of entire governments as well
as selected studies of individual departments and functional activities.
References
We would be pleased to provide contact information for any client,but have selected
several similar projects for your review.
Mr.Ara Maloyan Public Works Organization Structure Review
Director of Public Works Management Partners conducted an evaluation of the Public
City of Pasadena Works Department's existing organization structure,
(formerly Public Works functions and staffing at the managerial level to identify
Director, Long Beach) opportunities for improved effectiveness and efficiency and
100 N. Garfield Ave. to help inform decision-making about a request to restore
Room N306 numerous positions to the department's budget.The project
Pasadena, CA 91109 included reviewing documents, conducting interviews with
Management Im
Partners
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Public Works Department Organizational Review
(626) 626-4233 managers and supervisors, benchmarking, and undertaking a
amaloyan@cityofpasadena.net functional analysis. Specific recommendations were offered
to improve communication, collaboration and teamwork
July to November 2014 between divisions and improve management and
I
accountability by filling two existing positions.
Mr. Paul Navazio Public Works Organization Analysis
City Manager Management Partners was retained by the City of Woodland
300 First Street to analyze the service delivery, staffing, and organizational
Woodland, CA 95695 structure of the Public Works Department.The department
(530) 661-5800 is responsible for maintenance of City streets, electrical,
Paul.Navazio@CityofWoodland.org parks, facilities and fleet as well as managing environmental
resources and utilities operations. Our approach included
July 2015 to March 2016 interviews, focus groups, an employee survey, peer
benchmarking and best practice research.These contributed
to recommendations that included a new organizational
structure, several staffing changes, and improvements to
internal processes,technology, and business systems.
Em
Ms. Andrea Miller High-Level Assessment of Public Works Department
Assistant City Manager As part of the City of San Bernardino's emergence from
City of San Bernardino bankruptcy, Management Partners conducted a high-level
290 North "D"Street, assessment of the functional organization structure, staffing
San Bernardino, CA 92401 levels, and core services provided by the Public Works
(909) 384-5122 Department. As a result of a lack of investment in
Miller—An@sbcity.org infrastructure maintenance,the City's infrastructure and
asset maintenance had declined significantly over the last 15
January—April 2017 to 20 years. In addition,there had been little investment in
management and information systems. Management
Partners provided a basic framework to stabilize the
department so it could begin to provide a disciplined path to
address a substantial set of citywide infrastructure
maintenance and asset deficiencies.
Mr. Brad Kilger Public Works and Parks Maintenance Review
City Manager Management Partners conducted an organization review of
City of Martinez (formerly the maintenance and engineering functions for the City of
Benicia City Manager) Benicia.The maintenance functions include streets, parks
and buildings.The engineering functions include planning,
design and construction of infrastructure, along with traffic
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Huntington Beach
525 Henrietta Street engineering and associated responsibilities. Management
Martinez, CA 94553 Partners analyzed the organizational structure, staffing
i (925) 372-3505 configuration, and roles and responsibilities.We conducted
bkilger@cityofmartinez.org interviews and focus groups, reviewed documents, reports
and operating procedures, and conducted peer
October 2015 to June 2016 benchmarking. We also provided performance measurement
training to staff and developed outcome-based performance
measures for each program. In addition to performance
measures, we provided recommendations for an
organizational structure and staffing model to support the
City's business, programs, services, and operational
objectives for engineering and maintenance. Specific
recommendations included revisions to policies, employee
training and succession planning, consolidating several
functions and other improvements to increase efficiency and
effectiveness.
i
Ms.Jacki Scott, PE,TE Capital Improvement Program and Project Delivery Study
City Traffic Engineer Management Partners was retained by the City of Irvine to
City of Orange analyze the business processes and organizational structure
(formerly Manager of of the Project Management Division of the Public Works
Engineering in Irvine) Department. The division is responsible for engineering
300 E. Chapman Avenue design, construction management and inspection of
Orange, CA 92866 infrastructure and facility projects.The objective of this
(714) 744-5534 study was to identify improvements to the current system.
E pwinfo@cityoforange.org Our analysis and recommendations included creating a new
i organizational unit, making several staffing changes and
August 2014 to May 2016 changes to internal processes, technology and business
systems.
Mr. Keith Cooke Engineering and Transportation Department Organization
Engineering and Review
Transportation Department Management Partners was retained by the City of San
Director Leandro to analyze the organizational structure, staffing, and
City of San Leandro operations of the Engineering and Transportation
835 E. 14th Street Department.This department is responsible for a broad
San Leandro, CA 94577 range of services, including capital improvement project
(510) 577-3428 development, land development, public right of way
KCooke@SanLeandro.org encroachment inspection and management, traffic and
transportation (operations, design and planning),
October 2015 to May 2016 construction inspection, real estate and administrative
functions. Our approach included interviews, peer
Management
Partners
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Public Works Department Organizational Review
benchmarking, an employee survey, a review of the City's
Capital Improvement Plan, and best practice research.These
contributed to recommendations that included a new
division, revisions to the existing reporting structure, several
staffing changes, and improvements to internal processes,
technology, and communications.
Rates for each of Management Partners' team members are included below.
Team Member Title Rate
Andrew S. Belknap Regional Vice President $250
Amy Cohen Paul Corporate Vice President $220
Steve Chase Special Advisor $190
Martin Pastucha Special Advisor $190
Teri Cable Senior Management Advisor $140
Gregory Fassler Senior Management Advisor $140
Heain Lee Management Advisor $95
Management Partners anticipates devoting 344 hours of our staff time to complete the
plan of work described above. The ultimate test of a quality project is that the client is
pleased with the results, and we are committed to achieving that goal. The total cost of
this project is$56,700 which includes all fees and expenses. If the optional activity is
chosen (gathering input from stakeholders who use the department's services), 32 hours
of staff time would be required at an additional cost of$6,500.
Activity Hours Cost
1—Start Project 24 $ 5,000
2—Gather Information 110 $18,500
3—Perform Benchmarking Analysis and Identify Best Practices 68 $ 8,700
4—Analyze Organizational Structure and Staffing Levels 32 $ 5,400
5—Assess Operations 48 $ 8,800
6—Report Results 52 $ 8,900
7—Develop Implementation Action Plan 10 $ 1,400
TOTALS 344 $56,700
Optional Activity—Gather Stakeholder Input 32 $6,500
Cover photo:Courtesy of the City of Huntington Beach Public Information Office Facebook Page
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