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PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT, entered into this io/ day of September, 1999, by and
between CITY OF NEWPORT BEACH , a Municipal Corporation (hereinafter referred to
as "City "), and Cathimarie's Inc whose address is 2816 East Coast Highway, Suite A,
Corona del Mar, CA 92625, (hereinafter referred to as "Consultant "), is made with
reference to the following:
RECITALS
A. City is a municipal corporation duly organized and validly existing under
the laws of the State of California with the power to carry on its business
as it is now being conducted under the statutes of the State of California
and the Charter of City.
B. City desires to engage Consultant to provide project management and
staff services upon the terms and conditions contained in this Agreement.
C. The principal members of Consultant are, for purpose of this Project, Scott
Palmer, Cathy Palmer, and Tracey Rinard.
D. City has solicited and received a proposal from Consultant, has reviewed
the previous experience and evaluated the expertise of Consultant, and
desires to contract with Consultant under the terms of conditions provided
in this Agreement.
NOW, THEREFORE, it is mutually agreed by and between the undersigned
Parties as follows:
1. TERM
The term of this Agreement shall commence on the 8th day of September, 1999,
and shall terminate on the 30th day of June, 2000, unless terminated earlier as set forth
herein. This agreement shall be renewable annually as agreed by both parties.
2. SERVICES TO BE PERFORMED
Consultant shall diligently perform all the duties set forth in the scope of services,
attached hereto as Exhibit "A" attached hereto and incorporated herein by reference.
3. COMPENSATION TO CONSULTANT
City shall pay Consultant for the services in accordance with the provisions of
this Section and the scheduled billing rates, attached hereto as Exhibit "A" and
incorporated herein by reference. No rate changes shall be made during the term of
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this Agreement without prior written approval of City. Consultant's compensation for all
work performed in accordance with this Agreement shall not exceed the total contract
price of Twenty -seven thousand seven hundred dollars ($27,700). The Assistant City
Manager shall have the authority to authorized work beyond this amount, not to exceed
an additional Ten thousand dollars ($10,000).
3.1 Consultant shall maintain accounting records of its billings which includes
the name of the employee, type of work performed, times and dates of all work which is
billed on an hourly basis and all approved incidental expenses including reproductions,
computer printing, postage and mileage.
3.2 Consultant shall submit monthly invoices to City payable by City within
thirty (30) days of receipt of invoice subject to the approval of City.
3.3 Consultant shall not receive any compensation for extra work without prior
written authorization of City. Any authorized compensation shall be paid in accordance
with Exhibit "A ".
3.4 City shall reimburse Consultant only for those costs or expenses which
have been specifically approved in this Agreement, or specifically approved in advance
by City. Such cost shall be limited and shall include nothing more than the following
costs incurred by Consultant:
A. The actual costs of subconsultants for performance of any of the services
which Consultant agrees to render pursuant to this Agreement which have
been approved in advance by City and awarded in accordance with the
terms and conditions of this Agreement.
B. Approved computer data processing and reproduction charges.
C. Actual costs and /or other costs and /or payments specifically authorized in
advance in writing and incurred by Consultant in the performance of this
Agreement.
4. STANDARD OF CARE
4.1 All of the services shall be performed by Consultant or under Consultant's
supervision. Consultant represents that it possesses the professional and technical
personnel required to perform the services required by this Agreement, and that it will
perform all services in a manner commensurate with the community professional
standards. All services shall be performed by qualified and experienced personnel who
are not employed by City nor have any contractual relationship with City. Consultant
represents and warrants to City that it has or shall obtain all licenses, permits,
qualifications and approvals required of its profession. Consultant further represents
and warrants that it shall keep in effect all such licenses, permits and other approvals
during the term of this Agreement.
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4.2 Consultant shall not be responsible for delay, nor shall Consultant be
responsible for damages or be in default or deemed to be in default by reason of strikes,
lockouts, accidents, or acts of God, or the failure of City to furnish timely information or
to approve or disapprove Consultant's work promptly, or delay or faulty performance by
City, contractors, or governmental agencies, or any other delays beyond Consultant's
control or without Consultant's fault.
5. INDEPENDENT PARTIES
City retains Consultant on an independent contractor basis and Consultant is not
an employee of City. The manner and means of conducting the work are under the
control of Consultant, except to the extent they are limited by statute, rule or regulation
and the expressed terms of this Agreement. Nothing in this Agreement shall be
deemed to constitute Consultant or any of Consultant's employees or agents, to be the
agents or employees of City. Consultant shall have the responsibility for and control
over the details in means of performing the work provided that Consultant is compliance
with the terms of this Agreement. Anything in this Agreement which may appear to
give City the right to direct Consultant as to the details of the performance of the
services or to exercise a measure of control over Consultant shall mean that Consultant
shall follow the desires of City only with respect to the results of the services.
6. COOPERATION
Consultant agrees to work closely and cooperate fully with City's designated
Project Administrator, and any other agencies which may have jurisdiction or interest in
the work to be performed. City agrees to cooperate with the Consultant on the Project.
7. PROJECT MANAGER
Consultant shall assign the Project to a Project Manager, who shall coordinate all
phases of the Project. This Project Manager shall be available to City at all reasonable
times during the Project term. Consultant has designated Scott Palmer to be its Project
Manager. Consultant shall not bill any personnel to the Project other than those
personnel identified in Exhibit "A ", whether or not considered to be key personnel,
without City's prior written approval by name and specific hourly billing rate. Consultant
shall not remove or reassign any personnel designated in this Section or assign any
new or replacement person to the Project without the prior written consent of City. City's
approval shall not be unreasonably withheld with respect to removal or assignment of
non -key personnel.
Consultant, at the sole discretion of City, shall remove from the Project any of its
personnel assigned to the performance of services upon written request of City.
Consultant warrants that it will continuously furnish the necessary personnel to
complete the Project on a timely basis as contemplated by this Agreement.
B. TIME OF PERFORMANCE
Time is of the essence in the performance of the services under this Agreement
and the services shall be performed by Consultant in accordance with Exhibit A. The
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failure by Consultant to strictly adhere to the schedule, may result in termination of this
Agreement by City, and the assessment of damages against Consultant for delay.
Notwithstanding the foregoing, Consultant shall not be responsible for delays which are
due to causes beyond Consultant's reasonable control. However, in the case of any
such delay in the services to be provided for the Project, each party hereby agrees to
provide notice to the other party so that all delays can be addressed.
8.1 Consultant shall submit all requests for extensions of time for performance
in writing to the Project Administrator not later than ten (10) calendar days after the start
of the condition which purportedly causes a delay, and not later than the date upon
which performance is due. The Project Administrator shall review all such requests and
may grant reasonable time extensions for unforeseeable delays, which are beyond
Consultant's control.
8.2 For all time periods not specifically set forth herein, Consultant shall
respond in the most expedient and appropriate manner under the circumstances, by
either telephone, fax, hand delivery or mail.
9. CITY POLICY
Consultant will discuss and review all matters relating to policy and project
direction with the Project Administrator in advance of all critical decision points in order
to ensure that the Project proceeds in a manner consistent with City goals and policies.
10. CONFORMANCE TO APPLICABLE REQUIREMENT
All work prepared by Consultant shall conform to applicable city, county, state
and federal law, regulations and permit requirements and be subject to approval of the
Project Administrator and City.
11. PROGRESS
Consultant is responsible to keep the Project Administrator and /or his /her duly
authorized designee informed on a regular basis regarding the status and progress of
the work, activities performed and planned, and any meetings that have been scheduled
or are desired.
12. HOLD HARMLESS
Consultant shall indemnify, defend, save and hold harmless City, its City Council,
boards and commissions, officers and employees from and against any and all loss,
damages, liability, claims, allegations of liability, suits, costs and expenses for damages
of any nature whatsoever, including, but not limited to, bodily injury, death, personal
injury, property damages, or any other claims arising from any and all acts or omissions
of Consultant, its employees, agents or subcontractors in the performance of services or
work conducted or performed pursuant to this Agreement. This indemnity shall apply
even in the event of negligence of City, or its employees, or other contractors, excepting
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only the sole negligence or willful misconduct of City, its officers or employees, and shall
include attorneys' fees and all other costs incurred in defending any such claim.
Nothing in this indemnity shall be construed as authorizing, any award of attorneys' fees
in any action on or to enforce the terms of this Agreement.
13. INSURANCE
Without limiting consultant's indemnification of City, and prior to commencement
of work, Consultant shall obtain and provide and maintain at its own expense during the
term of this Agreement policy or policies of liability insurance of the type and amounts
described below and satisfactory to City. Certification of all required policies shall be
signed by a person authorized by that insurer to bind coverage on its behalf and must
be filed with City prior to exercising any right or performing any work pursuant to this
Agreement. Except workers compensation, all insurance policies shall add City, its
elected officials, officers, agents, representatives and employees as additional insured
for all liability arising from Consultant's services as described herein.
All insurance policies shall be issued by an insurance company currently
authorized by the Insurance Commissioner to transact business of insurance in the
State of California, with an assigned policyholders' Rating of A (or higher) and Financial
Size Category Class VII (or larger) in accordance with the latest edition of Bests Key
Rating Guide: unless otherwise approved by the City Risk Manager.
A. Worker's compensation insurance covering all employees and principals
of Consultant, as required per the laws of the State of California.
B. Commercial general liability insurance covering third party liability risks,
including without limitation, contractual liability, in a minimum amount of $1
million combined single limit per occurrence for bodily injury, personal
injury and property damage. If commercial general liability insurance or
other form with a general aggregate is used, either the general aggregate
shall apply separately to this Project, or the general aggregate limit shall
be twice the occurrence limit.
C. Commercial auto liability and property insurance covering any owned and
rented vehicles of Consultant in a minimum amount of $500,000 combined
single limit per accident for bodily injury and property damage.
Said policy or policies shall be endorsed to state that coverage shall not be
canceled by either party, except after thirty (30) days' prior notice has been given in
writing to City. Consultant shall give City prompt and timely notice of claim made or suit
instituted arising out of Consultant's operation hereunder. Consultant shall also procure
and maintain, at its own cost and expense, any additional kinds of insurance, which in
its own judgment may be necessary for its proper protection and prosecution of the
work.
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Consultant agrees that, in the event of loss due to any of the perils for which it
has agreed to provide comprehensive general and automotive liability insurance,
Consultant shall look solely to its insurance for recovery. Consultant hereby grants to
City, on behalf of any insurer providing comprehensive general and automotive liability
insurance to either Consultant or City with respect to the services of Consultant herein,
a waiver of any right of subrogation which any such insurer of said Consultant may
acquire against City by virtue of the payment of any loss under such insurance.
14. PROHIBITION AGAINST TRANSFERS
Consultant shall not assign, sublease, hypothecate or transfer this Agreement or
any for the services to be performed under this Agreement, directly or indirectly, by
operation of law or otherwise without prior written consent of City. Any attempt to do so
without consent of City shall be null and void.
The sale, assignment, transfer or other disposition of any of the issued and
outstanding capital stock of Consultant, or of the interest of any general partner or joint
venturer or syndicate member or cotenant if Consultant is a partnership or joint- venture
or syndicate or cotenancy, which shall result in changing the control of Consultant, shall
be construed as an assignment of this Agreement. Control means fifty percent (50 %) or
more of the voting power, or twenty -five percent (25 %) or more of the assets of the
corporation, partnership or joint-venture.
15. OWNERSHIP OF DOCUMENTS
Each and every report, draft, work product, map, record and other document
reproduced, prepared or caused to be prepared by Consultant pursuant to or in
connection with this Agreement shall be the exclusive property of City.
Documents, including drawings and specifications, prepared by Consultant
pursuant to this Agreement are not intended or represented to be suitable for reuse by
City or others on any other project. Any use of completed documents for other projects
and any use of incomplete documents without specific written authorization from
Consultant will be at City's sole risk and without liability to Consultant. Further, any and
all liability arising out of changes made to Consultant's deliverables under this
Agreement by City or persons other than Consultant is waived against Consultant and
City assumes full responsibility for such changes unless City has given Consultant prior
notice and has received from Consultant written consent for such changes.
Consultant shall, at such time and in such form as City may require, furnish
reports concerning the status of services required under this Agreement.
16. CONFIDENTIALITY
The information, which results from the services in this Agreement, is to be kept
confidential unless the release of information is authorized by City.
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17. CITY'S RESPONSIBILITIES
In order to assist Consultant in the execution of his responsibilities under this
Agreement, City agrees to provide the following:
A. Access to, and upon request of Consultant, one copy of all existing record
information on file at City. Consultant shall be entitled to rely upon the
accuracy of data information provided by City or others without
independent review or evaluation. City will provide all such materials in a
timely manner so as not to cause delays in Consultant's work schedule.
B. Blueprinting, CADD plotting, copying and other services through City's
reproduction company for each of the required submittals. Consultant will
be required to coordinate the required submittals with City's reproduction
company. All other reproduction will be the responsibility of Consultant
and as defined above.
18. ADMINISTRATION
This Agreement will be administered by the Planning Department. Sharon Wood
shall be considered the Project Administrator and shall have the authority act for City
under this Agreement. The Project Administrator or his /her authorized representative
shall represent City in all matters pertaining to the services to be rendered pursuant to
this Agreement.
19. RECORDS
Consultant shall keep records and invoices in connection with the work to be
performed under this Agreement. Consultant shall maintain complete and accurate
records with respect to the costs incurred under this Agreement. All such records shall
be clearly identifiable. Consultant shall allow a representative of City to examine, audit
and make transcripts or copies of such records during normal business hours.
Consultant shall allow inspection of all work, data, documents, proceedings and
activities related to the Agreement for a period of three (3) years from the date of final
payment under this Agreement.
20. WITHHOLDINGS
City may withhold payment of any disputed sums until satisfaction of the dispute
with respect to such payment. Such withholding shall not be deemed to constitute a
failure to pay according to the terms of this Agreement. Consultant shall not discontinue
work as a result of such withholding. Consultant shall have an immediate right to
appeal to the City Manager or his designee with respect to such disputed sums.
Consultant shall be entitled to receive interest on any withheld sums at the rate of seven
percent (7 %) per annum from the date of withholding of any amounts found to have
been improperly withheld.
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21. ERRORS AND OMISSIONS
In the event of errors or omissions that are due to the negligence or professional
inexperience of Consultant which result in expense to City greater than would have
resulted if there were not errors or omissions in the work accomplished by Consultant,
the additional expense shall be borne by Consultant. Nothing in this paragraph is
intended to limit City's rights under any other sections of this Agreement.
22. CITY'S RIGHT TO EMPLOY OTHER CONSULTANTS
City reserves the right to employ other consultants in connection with the Project.
23. CONFLICTS OF INTEREST
A. The Consultant or its employees may be subject to the provisions of the
California Political Reform Act of 1974 (the "Act "), which (1) requires such
persons to disclose financial interest that may foreseeably be materially
affected by the work performed under this Agreement, and (2) prohibits
such persons from making, or participating in making decisions that will
foreseeably financially affect such interest.
B. If subject to the Act, Consultant shall conform to all requirements of the
Act. Failure to do so constitutes a material breach and is grounds for
termination of this Agreement by City. Consultant shall indemnify and
hold harmless City for any and all claims for damages resulting from
Consultant's violation of this Section.
24. SUBCONSULTANT AND ASSIGNMENT
A. Except as specifically authorized under this Agreement, the services
included in this Agreement shall not be assigned, transferred, contracted
or subcontracted without prior written approval of City.
25. NOTICES
All notices, demands, requests or approvals to be given under this Agreement
shall be given in writing and conclusively shall be deemed served when delivered
personally or on the third business day after the deposit thereof in the United States
mail, postage prepaid, first class mail, addressed as hereinafter provided.
All notices, demands, requests or approvals from Consultant to City shall be
addressed to City at:
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City of Newport Beach
Planning Department
3300 Newport Boulevard
P. O. Box 1768
Newport Beach, CA, 92658 -8915
(949) 644 -3200
Fax 644 -3350
All notices, demands, requests or approvals from City to Consultant shall be
addressed to Consultant at:
Attention: Scott or Cathy Palmer
Cathimarie's Inc.
2816 E. Coast Hwy., Ste. A
Corona del Mar, CA 92625
(949) 721 -8447
Fax (949) 721 -6821
26. TERMINATION
In the event either part hereto fails or refuses to perform any of the provisions
hereof at the time and in the manner required hereunder, that party shall be deemed in
default in the performance of this Agreement. If such default is not cured within a period
of five (5) working days, or if more than five (5) working days are reasonably required to
cure the default and the defaulting party fails to give adequate assurance of due
performance within five (5) working days after receipt of written notice of default,
specifying the nature of such default and the steps necessary to cure such default, the
nondefaulting party may terminate the Agreement forthwith by giving to the defaulting
party written notice thereof.
26.1 City or Consultant shall have the option, at its sole discretion and without
cause, of terminating this Agreement by giving fourteen (14) days' prior written notice to
as provided herein. Upon termination of this Agreement, City shall pay to the
Consultant that portion of compensation specified in this Agreement that is earned and
unpaid prior to the effective date of termination.
27. COMPLIANCES
Consultant shall comply with all laws, state or federal and all ordinances, rules
and regulations enacted or issued by City.
28. WAIVER
A waiver by either party of any breach, of any term, covenant or condition
contained herein shall not be deemed to be a waiver of any subsequent breach of the
same or any other term, covenant or condition contained herein, whether of the same or
a different character.
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29. INTEGRATED CONTRACT
This Agreement represents the full and complete understanding of every kind or
nature whatsoever between the Parties hereto, and all preliminary negotiations and
agreements of whatsoever kind or nature are merged herein. No verbal agreement or
implied covenant shall be held to vary the provisions herein. Any modification of this
Agreement will be effective only by written execution signed by both City and
Consultant.
30. OPINION OF COST
Any opinion of the construction cost prepared by Consultant represents his
judgment as a design professional and is supplied for the general guidance of City.
Since Consultant has no control over the cost of labor and material, or over competitive
bidding or market conditions, Consultant does not guarantee the accuracy of such
opinions as compared to contractor bids or actual cost to City.
31. PATENT INDEMNITY
The Consultant shall indemnify City, its agents, officers, representatives and
employees against liability, including costs, for infringement of any United States' letters
patent, trademark, or copyright infringement, including costs, contained in Consultant's
drawings and specifications provided under this Agreement.
IN WITNESS WHEREOF, the Parties have caused this Agreement to be
executed on the day and year first written above.
APPROVED AS TO FORM:
By:
Robin lauson
Assistant City Attorney
for the City of Newport Beach
ATTEST:
By:
LaVonne Harkless
City Clerk
CITY OF NEWPORT BEACH
A Municipal Corporation
By:
Homer Oudau
City Manager
for the City of Newport Beach
CONSULTANT
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EXHIBIT "A"
TABLE OF CONTENTS
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IT. EXPERIENCE & QUALIFICATIONS..........._ ...... .. ...... .... ........ ....... .......... 6
III, PERSONNEL & MAINAGEMENT. ..... ........... ...... I.., ......................... 1-11-1-8
IV. AVAILAILITY & ABILITY TO PERFORM ............... ..... ... ......... ........... .. .. 10
V,BUDGET
A.
Task I ............. .............. ............
...................................... 10
B.
Task 2 .... ...... .......... ............ .........................................................
10
C.
Task 5._ ...... . ............ -'- ................................
.... I I
D.
Task 4......... . —, .. 1. ... I ..........
............... ..... 12
E.
Task 5 ........ -- . .. ...... .............. .......
... ... .......... ....................... ... 12
F.
Task 6_ ................._...._....................._
......... ............................... 12
G.
Task 7 ........ ........ -- .................................
...................................... 12
VI. ADDENDA
Proof of Insurance
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I. STATE\TENT OF UNDERST. -VN -DING / SCOPE OF WORK
A. Task 1
1. Project Initiation
Cathimarie's will contact both the City and the individual BIDS to gather information and
to become familiar with each entity's history and method of doing business. This w ll
include, but not be limited to, reading each individual BID's chaner, reviewing each BID's
membership list with both City and individual BID committees, and reviewing each BID's
past minutes to understand the specific histories behind each BID. We anticipate this to
be in the form of at least two working meetings with each of the BIDS and two working
meetings with City Staff. During these meetings with the BIDS and the City the various
timetables for notices and annual renewals will also be scheduled.
This is a standard operating procedure that Cathimarie's has completed for each of its
many clients when assuming their bookkeeping and business systems, and our twelve years
of experience will serve us well in this phase
B. Task 3
Financial Administration / Bookkeeping
a. Introduction
The largest part of this project will be the efficient billing and collection of BID dues from
merchant /members. The key to this aspect will be the maintenance and updating of the
BID membership lists. Additional revenues can be generated by prorating billings from
new business applications. Discovery and billing of existing businesses not registered with
the Licensing Department of the City can also be expected to increase revenue not
currently being realized. This will call for close working relationships with the City
Licensing Department and the BID committees themselves, as well as spot on -site checks
on the smaller businesses within the BIDS.
This process can be roughly broken down into six component parts: Setup, Billing,
Deposits, Collections, Payables and Reconciliations
b. Setup
All work done for this project should be done with commercially available software that is
non proprietary and interchangeable. This will eive the BIDS flexibility in future billing
and database contractor selection. Lists should be in ASCII format so other contractors
as well as BID committees can share and update the lists. All effort should be made to
reduce the duplicate entry of data between the billing program and other data bases such
as the newsletters / mailing lists. Our recommendation for the accounting system would
be Quickbooks 99 software, the most popular and accessible software available.
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We would also establish a lock-box address using a Post Office Box to collect payments
from and to have correspondence routed through.
We would attempt to batch enter the address list from the existing ASCII or Excel
spreadsheet data. If this is not possible, we would individually enter each of the 900 BID
members in the software program and code them so they could be mailed to as a whole, or
divided into individual BIDS. We would also have the capability to sots them according to
business type or other data segregation as deemed necessary by the City or the BIDS.
We would set up an individual phone number for all BIDS to use in contacting
Cathimare's for billing or other informational inquiries. Additionally, an E -mail address
will be set up for e- correspondence with the BID directors and members.
c. Billing
Custom invoice layouts will be designed and entered into the billing system for each of the
individual BIDS. When appropriate, statements will be sent to each of the BID members
using the invoice module. Certain statements and messages may be added to the invoices
if desired.
After 30 days have passed, second notices will be sent out using a delinquent format. We
anticipate a 50 %'o nonrenewal rate that will result in a 450 piece second mailing.
We anticipate a 10% nonrenewal after 60 days. A final mailing will be made, and after 90
days, a delinquency list will be delivered to the individual BIDS for action.
d. Deposits
When payments are received from the lockbox, Cathimarie's will enter each payment as
received and credit such payment to the appropriate account. This allows Cathimarie's to
update the membership records as needed, including change of addresses , partial
payments and the like. Cathimarie's will then deposit the payments in the appropriate
bank account and generate reports of cash inflow for the use of the BIDS. We recommend
duplicate deposit slips be given to the BID treasurers as additional control.
e. Collections
Collections will be handled by the consultant until certain accounts reach an extended
period. Delinquent payers could be posted in the newsletter as bad publicity. As
continued efforts to collect can create legal situations the City may want to avoid, a
delinquency list will be presented to each BID during the quarterly meetings. If desired,
seriously delinquent accounts will be reported to credit agencies or, if necessary, turned
over to attorney at the expense of the non paying member. Relief in small claims court
could also be pursued - Cathimarie's has had small claims court experience and would
handle such claims for a set fee that would be billed to the BID, who in turn would bill the
late payer. I.
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Again, collections could be handled many ways at the discretion of the individual BID.
.,
f. Payables
Cathimarie's would order computer checks from each BID's bank account. We would
create a disbursement / action item form that would be signed by the appropriate BID
treasurer and we will issue a check from the computer program as needed for the
signature of the BID board. Quarterly statements of expenses and iru"lows would be
provided to each of the BID meetings.
g. Reconciliations
Bank reconciliations would be done monthly and would be available for review. General
ledeers, financial statements and reconciliation statements would be presented at the
quarterly meetings
C. Task 3
1. Amtual Renewals
During the initial meetings with the City, a CPM type schedule will be set up with all the
relevant dates and action items required to meet the annual renewals and other legal
aspects of BID administration. This calendar will then be reviewed with the individual
BIDS and actions taken as necessary within the proper time frames.
D Task 4
1. Business Assessment List Maintenance
This process would be conducted on two levels, a monthly agenda item and a quarterly
review
a. Monthly Agenda Items
Cathimarie's would present delinquent accounts at the individual BID meetings. At that
time the lists would be reviewed with the individual BIDS for any changes known to the
committee members. This is based on the assumption that most BIDS will have a working
knowledge of their immediate community. Any deletions or additions would be noted and
investigated at the quarterly review.
b. Quarterly Review
Cathimarie's would conduct each quarter a review with the City Licensing Department to
identify new business licenses issued. We would then take a physical walk through each
district to identify any businesses not registered with the City or to verify any of the
changes noted during the monthly BID committee meetings.
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Any or all changes in the lists will be incorporated into the billing program and pro rata
bills sent out to the new businesses either licensed or discovered. .
E. Task 5
1. Public Meetings
At each monthly meeting of the BIDS, Cathimarie's will attend and present the
membership lists, the general ledger, reconciliations, a preliminary profit and loss, and
balance sheets. Full financial statements will be delivered at the quarterly Coordinating
Council meetings. Cathimarie's will attend and contribute as needed to any meetings
needed for renewal proceedings.
F. Task 6
l.Project Support
Cathimarie's will provide any financial reporting, computer database, secretarial or policy
assistance support as needed to any BID requesting such. A scope of work with financial
estimates will be submitted to each requesting BID before work is commenced on these
"special projects ".
G. Task 7
1. Board of Director's Support
If requested, Cathimarie's will conference with BID presidents, type agendas, attend
meetings, take minutes. From there, all minutes and future agendas can be electronically
batched faxed and/or emailed using state of the art communications software to reduce
document handling and personnel costs.
In order to reduce administrative costs, newsletters should be written and distributed on a
voluntary basis by committee members. However, Cathimarie's is ready and able to
provide printing preparation, typesetting, editing, writing, production, printing oversight
and mailing for preparation and circulation of newsletters. A website could be instituted
upon request to reduce newsletter costs for information exchange.
II. EXPERIENCE & QUALIFICATIONS
Cathimarie's was established in 1984, and moved to Corona Del Mar in 1986. Originally
started as a tax preparation service under the direction of Cathy Palmer, additional
services such as bookkeeping and property management were added. Over the next
several years general business services became available, including computer system
analysis, financial analysis, lockbox services, business and marketing plans, life and health
insurance, on -site business consulting, and legal typing services., In short, our business is
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to provide small to medium companies with general business and administrative services at
reduced overhead cost.
Administering a BID is very much like property management. Cathimarie's has extensive
experience collecting rents and paying bills for commercial, industrial, and residential
properties. We have also had extensive experience in administering homeowner's
associations.
Our standing in Corona Del Mar is impeccable. We prepare financial statements and
provide bookkeeping services for many of the most notable businesses in the community.
We also are the financial and bookkeeping department for an out of state franchise with a
payroll of over one hundred people.
Scott Palmer, Vice President, has had extensive experience in public policy and land use
planning with his previous experience with the Mission Viejo Company. With eight years
experience in dealing with both Orange County California and Douglas County Colorado
planning departments, he understands the workings of municipal governments and the
importance of properly administered public policy programs.
The following companies would be pleased to entertain referrals.
Bookkeeping / Financial
Realonomics Inc.
Walt Boice
949 675 -6700
Pottery Shack
Susan Welton
949 494 -1141
Seaview Financial
Paul Reed
949 675 -6500
Pacific Coast Audio
Tim Miner
949 640 -5903
PropeM Management
Hensley Realty Philip Anshutz 949 752 -2222
721 Homeowners E. Day Carmen, Esq. 949 729 -3300
List Management / Invoicing,
Dennis Geiler Inc. Victoria Anderson 949 660 -1040
Land Planning / Public Administration
Shea Homes Steve Ormiston 303 791 -8180
(formerly Mission Viejo Company)
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III. PROTECT PERSONNEL AND MANAGEMENT
•• W.1 o- •-i • - u.8.•
Scott would be the primary liaison between Cathimarie's, the BIDS and the City. He
would assume Task 1, organize and oversee Tasks 2 & 4, would always perform Task 3
personally, and initially perform Tasks 5, 6 & 7.
Prior to joining Cathimarie's, Scott Palmer consulted to over 85 companies since 1982.
As a general business, marketing, and sales specialist, Scott has had extensive experience
in the advertising, legal, industrial design, insurance, real estate, medical, manufacturing,
and computer industries. While his expertise includes financial analysis, copywriting,
design and corporate market research, his primary focus has been providing general
systems analysis to small businesses. Scott is expert in many application programs on both
IBM and Macintosh Operating Systems, including financial, database, and drawing
applications.
Previous to his consulting career, Scott worked for the Advance Planning Division of
Mission Viejo Company, a subsidiary of Phillip Morris Incorporated. Scott has a B.A. in
industrial, shelter, and graphic design from U.C.L.A.. He also works as a volunteer with
the Corona Del Mar Business Improvement District.
. •. •0-
Cathy would be the primary backup for all of Scott's responsibilities. She would attend
meetings and supervise all facets of the project as needed if Scott is unable to do so. She
will be informed and kept up to date on all operations. She would also be available for all
phases of Task 2 if necessary.
Cathy Palmer has been the president of Cathimarie's Inc. since its inception. As a bonded
and licensed tax preparer for the State of California, Cathy is expert in all fields of tax
application in both personal and business matters. Having prepared thousands of personal
and hundreds of corporate returns, Cathy has also had extensive direct dealing with the
IRS and the Franchise Tax Board. In addition, Cathy has appeared as expert witness in
court cases and works in conjunction with legal counsel in matters such as offers in
compromise and audit representation.
Previous to starting her own business, Cathy had worked for NP.vMAC Tax Service for two
years. Prior to that, she was Chief Financial Officer for Greer Concrete, Inc., a general
commercial construction contractor. She is also Past President of Soroptimist
International of Irvine and works closely with Human Options, both charitable women's
organizations.
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Tracey would be primarily responsible for the day to day operations of Task 2. She would
supervise the data input of changes, the actual invoicing, and the depositing of monies.
She would also run the accounts payable and reconciliations. Scott and Melinda would
be the designated backups for all of Tracey's responsibilities.
Tracey has been with Cathimarie's Inc. for over ten years and is in charge of data
processing and financial reporting. She is expert in the use of all versions of Quickbooks,
MYOB, Peachtree and TCS, a professional level accounting software system. She
currently is responsible for accounts receivable, accounts payable and reconciliation for
the Pottery Shack, a Weight Watchers franchise, a residential property management firm,
and several smaller companies. She is experienced in all phases of payroll calculation and
reporting, and is a licensed and bonded tax preparer as well.
She graduated from Irvine High School and is currently completing her Associate Degree
in Anthropology from Irvine Valley College.
101-4 onFlk'MWeTtlILT*Fs-sWsMtfli�IMMW, Me
Melinda will be the primary communicator between the team and the BID members. She
will answer the private line and will notify other team member of concerns. She will also
do various parts of Task 2, including support of Tracey and Scott in data input, list
management, mailings and typing.
Melinda has been with Cathimarie's for over five years. She is knowledgeable in all
versions of Quickbooks, has excellent typing and organizational skills, and runs most of
the office management and ordering. She has been an administrative assistant to several
large companies, including executive assistant to the president of one of the largest
construction companies in Orange County. She is a graduate of Corona Del Mar High
School and Orange Coast College.
Geoff will be the secondary liaison between the BIDS and Cathimarie's. We anticipate him
administering Tasks 4 and 5, as well as leading necessary projects in Tasks 6 & 7. His
strong background as an administrator and his talent in communication would make him
an ideal candidate to assume these Tasks after they have been established by Scott.
Geoff is an outside consultant used by Cathimarie's for administrative, financial, and
computer system matters. Previously a general manager for a local securities and
investment firm, Geoff has a securities license and is expert in 0 types of application
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software on IBM computer platforms. He has excellent organizational skills and brings an
Athenian to detail to record keeping and management. Cathimarie's anticipates his role
with the BID project as one of administrator, coordinator, minute taking, and meeting
attendance.
IV. AVAILABILITY AND ABILITY TO PERFORM
One of the great strengths of Cathimarie's is its high level of flexibility in task assignment.
All members of the firm are computer literate and are able to run the proposed
bookkeeping program independent of all other members. We are therefore not dependent
on any one person to assume the responsibilities of the project, but rather can assign
personnel on an as needed basis. Still, the estimated time available for each team member
on the project would be as follows:
Team Member nP i' arP i — rr rage fr
Scott Palmer, Project Manager 40%
Cathy Palmer, Support 5%
Tracey Rinard, Task 2 Manager 20%
Melinda Nulton, Communications 10%
Geoff Rickner, Administration 25;'0
V. BUDGET
All principal's time will be billed at $65.00 per hour, except in cases where staff tasks are
performed by a principal. Staff time is billed at $35.00 per hour.
A. Task 1- Initiation
6 hours of meetings @ $65.00 / hr. per BID
NTE $390.00 per BID
Total NTE $1,560.00
B. Task 2 - Financial Administration / Bookkeeping
Setup 900 accounts input @ 20 accounts per hour
@ $35.00 / hr. NTE $ 1.75 per acct
Estimate' $1,575.00
Billing 900 accounts @ $2.50 per account
includes envelope, postage, and bill
Estimate" $2,250.00
Second Billing 450 accounts @ $2.50 per account
includes envelope, postage, and bill
Estimate' , $ 1,125.00
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Final Billing 90 accounts @ $2.50 per account
includes envelope, postage, and bill
Estimate* S 225.00
Deposits: -posting, depositing and preparing reports
I hr per week @ $35/hr - 50 weeks /yr.
NTE $1,750.00
Collections as per presented to BIDS on case by case basis
Most fees will be collected from late payers.
Payables
10 checks / mo. @ $2.50 per check
NTE per BID per year $300.00
Total NTE $1,200.00
Reconciliations
$25.00 per month per BID
NTE per BID per year $300.00
Total NTE $1,200.00
Supplies - 4 sets checks, misc. office suppliesNTE $1,000.00
Telephone Setup - Install one line, monthly service,
voice mail NTE $ 900.00
Total NTE Task 2
$12,875.00
* NOTE: The amount charged to each BID for these noted expenses in Task 2 will be
determined by the actual number of members in each respective BID.
C. Task 3 - Annual Renewals
Flours billed at $65.00 per hour, all materials included. Postage and mailing to be at $0.75
per member.
NTE per BID $1,000.00
Total NTE
Postage/Handling @ 900
Per Mailing
Total NTE Task 3
$4,000.00
$ 675.00
$4,675.00
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D. Task 4 - List Maintenance
One meeting monthly with BFDs 2 hours @ $65.00
NTE per BID per yr. $1,560.00
Total NTE $6,240.00
Four quarterly on site 2 day list maintenance walk throughs
NTE per BID per yr. $1,000.00
Total NTE $4,000.00
Total Task 4 NTE cost
$10,240.00
E. Task 5 - Public Meetings
All meetings included in budgets for Task 3 and Task 4. No additional costs for this item.
F. Task 6 - Special Projects
All special projects to be billed at $65.00 per hour principal time (Scott & Cathy), $35.00
staff time (all others).
G. Task 7 - Board of Directors Support
Meeting attendance (staff time) 2 hour @ $35,00
Agenda Preparation & Distribution @ $25.00 per agenda
Minute Preparation & Distribution @ $25.00 per set
Newsletters bid at assembly time plus printing costs
Web page initialization and maintenance $400 /year per BID
Total NTE Costs for Tasks 1 - 5 $27,700.00
Percentage of Total BID Budget ($140,000) 19.8%
Thank you for the opportunity to present this proposal. Please feel free to call if we can
provide any clarification.
Scott Palmer, Vice President
Project Manager
Cathimarie's Inc.
2816 East Coast Highway, Suite A
Corona Del Mar, CA 92625
949 721 -8447
Page 12
09/14/1999 13:02 7145492943 WIGMORE INSURANCE PAGE 02
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ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW -
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Newport Beach, CA 92658 -8915
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REPORT TO THE MAYOR AND CITY COUNCIL
August
11
Christy Teague
(949) 644 -3207
PROPOSAL: Business Improvement District Administration Consultant .�
SUMMARY:
SUGGESTED APPROVED
ACTION: Authorize Assistant City Manager to execute contract with
Cathimarie's for BID Administration.
BACKGROUND
On October 12, 1998 the City Council directed staff to prepare and circulate a Request for
Proposals for BID Administration and directed staff to prepare a City Council Resolution to
Establish the BID Coordinating Committee. At the same meeting, the City Council approved the
concept of matching the BID assessments with City funds and using these funds for administration
of the BIDS and project coordination.
On April 26, 1999 the City Council adopted a resolution to establish the BID Coordinating
Committee and approved the Request for Proposals for BID Administration.
A more complete background is provided in the attached staff reports prepared for the October 12,
1998 and April 26, 1999 City Council Meetings.
DISCUSSION
Selection Process
The interview panel was made up of BID Coordinating Council representatives Richard Luehrs,
Jack Callahan, Don Glasgow and John Blom plus staff members Glen Everroad and Christy
Teague. The Request for Proposals resulted in five consultant proposals for BID administration
assistance. The range of costs and of expertise varied widely, with annual costs from $27,700 to
$109,710. The five consultants who made proposals were invited for interviews. Consultants were
rated by the panel on factors such as accounting capacities and knowledge; familiarity with City
operations; communication abilities with the business district boards, business members and City
staff; and familiaritywith business improvement districts.
Consultant Selection
The selection committee recommends the Newport Beach firm Cathimarie's be approved by the
City Council to assist the City with administration for the BIDS. Scott Palmer and Cathy Palmer,
principals of Cathimarie's, have a unique set of accounting and management skills. They have
CITY OF NEWT BEACH
Hearin te:
p O
COMMUNITY ANL'ECONOMIC DEVELOPMENT
Agenda Item No.:
t iD
'=
PLANNING DEPARTMENT
Staff Person:
33� NEWPORT BOULEVARD
NEWPORT BEACH, CA 92658
(P4) 644-32oo"; FAX (T4) 644-3250
REPORT TO THE MAYOR AND CITY COUNCIL
August
11
Christy Teague
(949) 644 -3207
PROPOSAL: Business Improvement District Administration Consultant .�
SUMMARY:
SUGGESTED APPROVED
ACTION: Authorize Assistant City Manager to execute contract with
Cathimarie's for BID Administration.
BACKGROUND
On October 12, 1998 the City Council directed staff to prepare and circulate a Request for
Proposals for BID Administration and directed staff to prepare a City Council Resolution to
Establish the BID Coordinating Committee. At the same meeting, the City Council approved the
concept of matching the BID assessments with City funds and using these funds for administration
of the BIDS and project coordination.
On April 26, 1999 the City Council adopted a resolution to establish the BID Coordinating
Committee and approved the Request for Proposals for BID Administration.
A more complete background is provided in the attached staff reports prepared for the October 12,
1998 and April 26, 1999 City Council Meetings.
DISCUSSION
Selection Process
The interview panel was made up of BID Coordinating Council representatives Richard Luehrs,
Jack Callahan, Don Glasgow and John Blom plus staff members Glen Everroad and Christy
Teague. The Request for Proposals resulted in five consultant proposals for BID administration
assistance. The range of costs and of expertise varied widely, with annual costs from $27,700 to
$109,710. The five consultants who made proposals were invited for interviews. Consultants were
rated by the panel on factors such as accounting capacities and knowledge; familiarity with City
operations; communication abilities with the business district boards, business members and City
staff; and familiaritywith business improvement districts.
Consultant Selection
The selection committee recommends the Newport Beach firm Cathimarie's be approved by the
City Council to assist the City with administration for the BIDS. Scott Palmer and Cathy Palmer,
principals of Cathimarie's, have a unique set of accounting and management skills. They have
E
0
operated their Corona del Mar accounting and management business for thirteen years, and have a
favorable local reputation. A more complete background is included in the attached proposal.
There was unanimous agreement on Cathimarie's as the chosen consultant for BID administration.
The selection committee agreed they would be the best choice even if cost were not a factor. Theirs
was the lowest cost proposal at $27,700 per year. The committee appreciated the perspective of the
consultant that each dollar spent on administration is one less dollar available for use on business
district activities. Both business members and staff on the selection committee are confident
Cathimarie's will provide additional efficiency, thoroughness and improved service to Newport
Beach Business Improvement Districts.
Scott Palmer has been an active participant in the Corona del Mar Business Improvement District
for two years. He was recently elected to the BID Advisory Board, but has agreed to not accept
his seat on the Board if there is a concern of conflict of interest.
CONCLUSION
Upon approval by the City Council to execute a contract with Cathimarie's, the City and the
consultant will begin work to provide a higher level of service to the Business Improvement
Districts. Staff and business members of the selection committee believe Cathimarie's will fill the
current voids in service to the satisfaction of the City and the four business improvement districts in
Newport Beach.
Submitted by:
SHARON Z. WOOD
Assistant City Manager
Prepared by:
CHRISTY D. TEAGUE, AICP
Senior Planner
U 61
Attachments: Proposal for BID Administration from Cathimarie's Inc.
Page 2
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PROPOSAL TO
E
THE CITY OF NEWPORT BEACH
THE BALBOA VILLAGE BUSINESS IMPROVEMENT DISTRICT
THE CORONA DEL MAR BUSINESS IMPROVEMENT DISTRICT
THE MARINE AVENUE BUSINESS IMPROVEMENT DISTRICT
THE NEWPORT BEACH RESTAURANT ASSOCIATION
ADMINISTRATION OF FOUR BUSINESS IMPROVEMENT
DISTRICTS
JUNE 4, 1999
SUBMITTED BY
CATHIMARIE'S INC.
2816 EAST COAST HIGHWAY, SUITE A
CORONA DEL MAR, CA 92625
949 721 -8447
949 721 -6821
3
• •
To the City of Newport Beach,
the Balboa Village BID,
the Corona Del Mar BID,
the Marine Avenue BID, and
the Newport Beach Restaurant Association:
Cathimarie's Inc. is pleased to have the opportunity to present the following proposal to
the City of Newport Beach and its four Business Improvement Districts. As a member of
the Corona Del Mar BID, we are familiar with the needs and ends of that particular entity
as well as being familiar with both the businesses and the residents of the community.
A Business Improvement District relies upon its achievements and its standing in the
community for its very existence. It must serve its merchant/members efficiently and
cannot incur heavy administrative costs; rather, its resources must be poured back into the
community it springs from,
Cathimarie's therefore proposes to achieve the scope of work with a primary principal in
mind - to administer the BID's as cost effectively as possible.
Sincer�ely,� / '7
Scott Palmer, Vice President
Project Manager
Cathimarie's Inc,
2816 East Coast Highway, Suite A
Corona Del Mar, CA 92625
949 721 -8447
FAX 949 721 -6821
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TABLE OF CONTENTS
0
II. EXPERIENCE & QUALIFICATIONS .................................. ..............................6
III. PERSONNEL & MANAGEMENT ...................................... ..............................8
IV. AVAILAILITY & ABILITY TO PERFORM ........................ .............................10
VI. ADDENDA
Proof of Insurance
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I. STATEMENT OF UNDERSTANDING / SCOPE OF WORK
A. Task 1
i. Project Initiation
Cathimarie's will contact both the City and the individual BIDS to gather information and
to become familiar with each entity's history and method of doing business. This will
include, but not be limited to, reading each individual BID's charter, reviewing each BID's
membership list with both City and individual BID committees, and reviewing each BID's
past minutes to understand the specific histories behind each BID. We anticipate this to
be in the form of at least two working meetings with each of the BIDS and two working
meetings with City Staff. During these meetings with the BIDS and the City the various
timetables fir notices and annual renewals will also be scheduled.
This is a standard operating procedure that Cathimarie's has completed for each of its
many clients when assuming their bookkeeping and business systems, and our twelve years
of experience will serve us well in this phase
B. Task 2
Financial Administration / Bookkeeping
a. Introduction
The largest part of this project will be the efficient billing and collection of BID dues from
merchant/members. The key to this aspect will be the maintenance and updating of the
BID membership lists. Additional revenues can be generated by prorating billings from
new business applications. Discovery and billing of existing businesses not registered with
the Licensing Department of the City can also be expected to increase revenue not
currently being realized. This will call for close working relationships with the City
Licensing Department and the BID committees themselves, as well as spot on -site checks
on the smaller businesses within the BIDs.
This process can be roughly broken down into six component parts: Setup, Billing,
Deposits, Collections, Payables and Reconciliations
b. Setup
All work done for this project should be done with commercially available software that is
non proprietary and interchangeable. This will give the BIDs flexibility in future billing
and database contractor selection. Lists should be in ASCII format so other contractors
as well as BID committees can share and update the lists. All effort should be made to
reduce the duplicate entry of data between the billing program and other data bases such
as the newsletters / mailing lists. Our recommendation for the accounting system would
be Quickbooks 99 software, the most popular and accessible software available.
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We would also establish a lockbox address using a Post Office Box to collect payments
• from and to have correspondence routed through.
We would attempt to batch enter the address list from the existing ASCII or Excel
spreadsheet data. If this is not possible, we would individually enter each of the 900 BID
members in the software program and code them so they could be mailed to as a whole, or
divided into individual BIDS. We would also have the capability to sort them according to
business type or other data segregation as deemed necessary by the City or the BIDs.
We would set up an individual phone number for all BIDs to use in contacting
Cathimarie's for billing or other informational inquiries. Additionally, an E -mail address
will be set up for e- correspondence with the BID directors and members.
c. Billing
Custom invoice layouts will be designed and entered into the billing system for each of the
individual BIDs. When appropriate, statements will be sent to each of the BID members
using the invoice module. Certain statements and messages may be added to the invoices
if desired.
After 30 days have passed, second notices will be sent out using a delinquent format. We
anticipate a 50% nonrenewal rate that will result in a 450 piece second mailing.
We anticipate a 10% nonrenewal after 60 days. A final mailing will be made, and after 90
days, a delinquency list will be delivered to the individual BIDs for action.
d. Deposits
When payments are received from the lockbox, Cathimarie's will enter each payment as
received and credit such payment to the appropriate account. This allows Cathimarie's to
update the membership records as needed, including change of addresses , partial
payments and the like. Cathimarie's will then deposit the payments in the appropriate
bank account and generate reports of cash inflow for the use of the BIDs. We recommend
duplicate deposit slips be given to the BID treasurers as additional control.
e. Collections
Collections will be handled by the consultant until certain accounts reach an extended
period. Delinquent payers could be posted in the newsletter as bad publicity. As
continued efforts to collect can create legal situations the City may want to avoid, a
delinquency list will be presented to each BID during the quarterly meetings. If desired,
seriously delinquent accounts will be reported to credit agencies or, if necessary, turned
over to attorney at the expense of the non paying member. Relief in small claims court
could also be pursued - Cathimarie's has had small claims court experience and would
handle such claims for a set fee that would be billed to the BID, who in turn would bill the
late payer.
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Again, collections could be handled many ways at the discretion of the individual BID. .
f Payables
Cathimarie's would order computer checks from each BID's bank account. We would
create a disbursement / action item form that would be signed by the appropriate BID
treasurer and we will issue a check from the computer program as needed for the
signature of the BID board. Quarterly statements of expenses and inflows would be
provided to each of the BID meetings.
g. Reconciliations
Bank reconciliations would be done monthly and would be available for review. General
ledgers, financial statements and reconciliation statements would be presented at the
quarterly meetings
C. Task 3
1. Annual Renewals
During the initial meetings with the City, a CPM type schedule will be set up with all the
relevant dates and action items required to meet the annual renewals and other legal
aspects of BID administration. This calendar will then be reviewed with the individual
BIDs and actions taken as necessary within the proper time frames. •
D. Task 4
1. Business Assessment List Maintenance
This process would be conducted on two levels, a monthly agenda item and a quarterly
review
a. Monthly Agenda Items
Cathimarie's would present delinquent accounts at the individual BID meetings. At that
time the lists would be reviewed with the individual BIDs for any changes known to the
committee members. This is based on the assumption that most BIDs will have a working
knowledge of their immediate community. Any deletions or additions would be noted and
investigated at the quarterly review.
b. Quarterly Review
Cathimarie's would conduct each quarter a review with the City Licensing Department to
identify new business licenses issued. We would then take a physical walk through each
district to identify any businesses not registered with the City or .to verify any of the
changes noted during the monthly BID committee meetings.
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•
• •
Any or all changes in the lists will be incorporated into the billing program and pro rata
bills sent out to the new businesses either licensed or discovered.
E. Task 5
1. Public Meetings
At each monthly meeting of the BIDS, Cathimarie's will attend and present the
membership lists, the general ledger, reconciliations, a preliminary profit and loss, and
balance sheets. Full financial statements will be delivered at the quarterly Coordinating
Council meetings. Cathimarie's will attend and contribute as needed to any meetings
needed for renewal proceedings.
F. Task 6
1.Project Support
Cathimarie's will provide any financial reporting, computer database, secretarial or policy
assistance support as needed to any BID requesting such. A scope of work with financial
estimates will be submitted to each requesting BID before work is commenced on these
"special projects ".
G. Task 7
1. Board of Director's Support
If requested, Cathimarie's will conference with BID presidents, type agendas, attend
meetings, take minutes. From there, all minutes and future agendas can be electronically
batched faxed and/or emailed using state of the art communications software to reduce
document handling and personnel costs.
In order to reduce administrative costs, newsletters should be written and distributed on a
voluntary basis by committee members. However, Cathimarie's is ready and able to
provide printing preparation, typesetting, editing, writing, production, printing oversight
and mailing for preparation and circulation of newsletters. A website could be instituted
upon request to reduce newsletter costs for information exchange.
II. EXPERIENCE & QUALIFICATIONS
Cathimarie's was established in 1984, and moved to Corona Del Mar in 1986. Originally
started as a tax preparation service under the direction of Cathy Palmer, additional
services such as bookkeeping and property management were added. Over the next
several years general business services became available, including computer system
analysis, financial analysis, lockbox services, business and marketing plans, life and health
insurance, on -site business consulting, and legal typing services. In short, our business is
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to provide small to medium companies with general business and administrative services at
reduced overhead cost. •
Administering a BID is very much like property management. Cathimarie's has extensive
experience collecting rents and paying bills for commercial, industrial, and residential
properties. We have also had extensive experience in administering homeowner's
associations.
Our standing in Corona Del Mar is impeccable. We prepare financial statements and
provide bookkeeping services for many of the most notable businesses in the community.
We also are the financial and bookkeeping department for an out of state franchise with a
payroll of over one hundred people.
Scott Palmer, Vice President, has had extensive experience in public policy and land use
planning with his previous experience with the Mission Viejo Company. With eight years
experience in dealing with both Orange County California and Douglas County Colorado
planning departments, he understands the workings of municipal governments and the
importance of properly administered public policy programs.
The following companies would be pleased to entertain referrals.
Bookkeeping / Financial
Realonomics Inc.
Walt Boice
949 675 -6700
Pottery Shack
Susan Welton
949 494 -1141
Seaview Financial
Paul Reed
949 675 -6500
Pacific Coast Audio
Tim Miner
949 640 -5903
Property Management
Hensley Realty
Philip Anshutz
949 752 -2222
721 Homeowners
E. Day Carmen, Esq.
949 729 -3300
List Management I Invoicing
Dennis Geiler Inc.
Victoria Anderson
949 660 -1040
Land Planning / Public
Shea Homes
Administration
Steve Ormiston
303 791 -8180
(formerly Mission Viejo Company)
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III. PROJECT PERSONNEL AND MANAGEMENT
.� •..� .rM • FM I
Scott would be the primary liaison between Cathimarie's, the BIDS and the City. He
would assume Task 1, organize and oversee Tasks 2 & 4, would always perform Task 3
personally, and initially perform Tasks 5, 6 & 7.
Prior to joining Cathimarie's, Scott Palmer consulted to over 85 companies since 1982.
As a general business, marketing, and sales specialist, Scott has had extensive experience
in the advertising, legal, industrial design, insurance, real estate, medical, manufacturing,
and computer industries. While his expertise includes financial analysis, copywriting,
design and corporate market research, his primary focus has been providing general
systems analysis to small businesses. Scott is expert in many application programs on both
IBM and Macintosh Operating Systems, including financial, database, and drawing
applications.
Previous to his consulting career, Scott worked for the Advance Planning Division of
Mission Viejo Company, a subsidiary of Phillip Morris Incorporated. Scott has a B.A. in
industrial, shelter, and graphic design from U.C.L.A.. He also works as a volunteer with
the Corona Del Mar Business Improvement District.
Cathy Palmer, President
Cathy would be the primary backup for all of Scott's responsibilities. She would attend
meetings and supervise all facets of the project as needed if Scott is unable to do so. She
will be informed and kept up to date on all operations. She would also be available for all
phases of Task 2 if necessary.
Cathy Palmer has been the president of Cathimarie's Inc. since its inception. As a bonded
and licensed tax preparer for the State of California, Cathy is expert in all fields of tax
application in both personal and business matters. Having prepared thousands of personal
and hundreds of corporate returns, Cathy has also had extensive direct dealing with the
IRS and the Franchise Tax Board. In addition, Cathy has appeared as expert witness in
court cases and works in conjunction with legal counsel in matters such as offers in
compromise and audit representation.
Previous to starting her own business, Cathy had worked for NIMAC Tax Service for two
years. Prior to that, she was Chief Financial Officer for Greer Concrete, Inc., a general
commercial construction contractor. She is also Past President of Soroptimist
International of Irvine and works closely with Human Options, both charitable women's
organizations.
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Tracey would be primarily responsible for the day to day operations of Task 2. She would
supervise the data input of changes, the actual invoicing, and the depositing of monies.
She would also run the accounts payable and reconciliations. Scott and Melinda would
be the designated backups for all of Tracey's responsibilities.
Tracey has been with Cathimarie's Inc. for over ten years and is in charge of data
processing and-financial reporting. She is expert in the use of all versions of Quickbooks,
MYOB, Peachtree and TCS, a professional level accounting software system. She
currently is responsible for accounts receivable, accounts payable and reconciliation for
the Pottery Shack, a Weight Watchers franchise, a residential property management firm,
and several smaller companies. She is experienced in all phases of payroll calculation and
reporting, and is a licensed and bonded tax preparer as well.
She graduated from Irvine High School and is currently completing her Associate Degree
in Anthropology from Irvine Valley College.
Melinda will be the primary communicator between the team and the BID members. She
will answer the private line and will notify other team member of concerns. She will also
do various parts of Task 2, including support of Tracey and Scott in data input, list •
management, mailings and typing.
Melinda has been with Cathimarie's for over five years. She is knowledgeable in all
versions of Quickbooks, has excellent typing and organizational skills, and runs most of
the office management and ordering. She has been an administrative assistant to several
large companies, including executive assistant to the president of one of the largest
construction companies in Orange County. She is a graduate of Corona Del Mar High
School and Orange Coast College.
Geoffwill be the secondary liaison between the BIDS and Cathimarie's. We anticipate him
administering Tasks 4 and 5, as well as leading necessary projects in Tasks 6 & 7. His
strong background as an administrator and his talent in communication would make him
an ideal candidate to assume these Tasks after they have been established by Scott.
Geoff is an outside consultant used by Cathimarie's for administrative, financial, and
computer system matters. Previously a general manager for a local securities and
investment firm, Geoff has a securities license and is expert in all types of application
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software on IBM computer platforms. He has excellent organizational skills and brings an
Athenian to detail to record keeping and management. Cathimarie's anticipates his role
with the BID project as one of administrator, coordinator, minute taking, and meeting
attendance.
IV. AVAILABILITY AND ABILITY TO PERFORM
One of the great strengths of Cathimarie's is its high level of flexibility in task assignment.
All members of the firm are computer literate and are able to run the proposed
bookkeeping program independent of all other members. We are therefore not dependent
on any one person to assume the responsibilities of the project, but rather can assign
personnel on an as needed basis. Still, the estimated time available for each team member
on the project would be as follows:
Team Member Dedicated Percentage of Time
Scott Palmer, Project Manager 40%
Cathy Palmer, Support 5%
Tracey Rinard, Task 2 Manager 20%
Melinda Nulton, Communications 10%
Geoff Rickner, Administration 25%
0 V. BUDGET
17J
All principal's time will be billed at $65.00 per hour, except in cases where staff tasks are
performed by a principal. Staff time is billed at $35.00 per hour.
A. Task I- Initiation
6 hours of meetings @ $65.00 / hr. per BID
NTE $390.00 per BID
Total NTE $1,560.00
B. Task 2 - Financial Administration / Bookkeeping
Setup 900 accounts input @ 20 accounts per hour
@ $35.00 / hr. NTE $ 1.75 per acct
Estimate' $1,575.00
Billing 900 accounts @ $2.50 per account
includes envelope, postage, and bill
Estimate' $2,250.00
Second Billing 450 accounts @ $2.50 per account
includes envelope, postage, and bill
Estimate" $ 1,125.00
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Final Billing 90 accounts @ $2.50 per account
includes envelope, postage, and bill
Estimate" $ 225.00
Deposits: posting, depositing and preparing reports
1 hr per week @ $35/hr - 50 weeks /yr.
NTE $1,750.00
Collections as per presented to BIDS on case by case basis
Most fees will be collected from late payers.
Payables
10 checks / mo. @ $2.50 per check
NTE per BID per year $300.00
Total NTE $1,200.00
Reconciliations
$25.00 per month per BID
NTE per BID per year $300.00
Total NTE $1,200.00
Supplies - 4 sets checks, misc. office suppliesNTE $1,000.00
Telephone Setup - Install one line, monthly service,
voice mail NTE $ 900.00
Total NTE Task 2 $12,875.00 •
" NOTE: The amount charged to each BID for these noted expenses in Task 2 will be
determined by the actual number of members in each respective BID.
C. Task 3 - Annual Renewals
Hours billed at $65.00 per hour, all materials included. Postage and mailing to be at $0.75
per member.
NTE per BID $1,000.00
Total NTE
Postage/Handling @ 900
Per Mailing
Total NTE Task 3
$4,000.00
$ 675.00
$4,675.00
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D. Task 4 - List Maintenance
One meeting monthly with BIDS 2 hours @ $65.00
NTE per BID per yr. $1,560.00
Total NTE $6,240.00
Four quarterly on site 2 day list maintenance walk throughs
NTE per BID per yr. $1,000.00
Total NTE $4,000.00
Total Task 4 NTE cost
$10,240.00
E. Task 5 - Public Meetings
All meetings included in budgets for Task 3 and Task 4. No additional costs for this item.
F. Task 6 - Special Projects
All special projects to be billed at $65.00 per hour principal time (Scott & Cathy), $35.00
staff time (all others).
G. Task 7 - Board of Directors Support
Meeting attendance (staff time) 2 hour @ $35.00
Agenda Preparation & Distribution @ $25.00 per agenda
Minute Preparation & Distribution @ $25.00 per set
Newsletters bid at assembly time plus printing costs
Web page initialization and maintenance $400 /year per BID
Total NTE Costs for Tasks 1 - 5 $27,700.00
Percentage of Total BID Budget ($140,000) 19.8%
Thank you for the opportunity to present this proposal. Please feel free to call if we can
provide any clarification.
Scott Palmer, Vice President
Project Manager
Cathimarie's Inc.
2816 East Coast Highway, Suite A
Corona Del Mar, CA 92625
949 721 -8447
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CITY OF NEWPORT BEACH
REQUEST FOR PROPOSALS
Business Improvement District Administration
I. BACKGROUND
The City of Newport Beach is soliciting proposals from professional consultants
to assist City staff with ongoing BID Administration.
The City of Newport Beach has four Business Improvement Districts, three
older commercial districts and the citywide restaurant industry.
On October 12, 1998, the Newport Beach City Council approved the concept of
using outside resources to provide professional administration of BID renewals,
billing, collections, payments and project support. It is expected these services
will begin in the next budget year beginning July 1, 1999.
Il. SCOPE OF WORK
Proposals should be prepared in accordance with the following scope of work:
Task 1 Proiect Initiation
This task will include working with City Administrative and
Planning staff and BID Advisory Boards to obtain any information
the consultant deems appropriate to become familiar with the
background and purpose of the BID administration.
Task 2 Financial Administration/Bookkeeoine
Administration and management is needed for accounts receivable,
accounts payable, and billing each business the appropriate
assessment. This is a substantial portion of the administration
support requested which requires accounting services including
invoicing, receiving assessment payments, payment status reports,
following up on delinquencies, and a limited number of vendor
payments. The City has four existing BIDS for a total of
approximately 900 accounts. Each BID has its own assessment
schedule, with some variations by business type. Assessment
schedules are attached.
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• Task 3 Annual Renewals
The consultant will be expected to manage renewal procedures
including public notices, BID annual reports,
assistance with City Council reports, and possible protest
tabulations according to state law for the City's four business -
based business improvement districts.
Task 4 Business Assessment List Maintenance
Work with the City and business district board members to
develop and maintain current lists of businesses within each of the
four BIDS for assessment billing and public notices.
Task 5 Public Meetings
Attendance at quarterly BID Coordinating Council meetings,
regular attendance at business improvement district meetings, and
City Council meetings for renewal proceedings.
In addition to the essential tasks above, one or more of the BIDS may request additional
consultant support for the following services:
Task b Project Support
Advocate and facilitate improvement projects with City
departments and other agencies as needed. This task may be
desired by one or more of the Business Improvement
Districts to be paid for with their funds.
Task 7 Board of Directors Support
Support work including agendas, minutes and quarterly newsletters
may bedesired by one or more of the Business Improvement
Districts to be paid for with their funds.
III. PROPOSAL CONTENTS
The proposal should contain the following information:
A. Statement of Understanding of the Approach and Scope of the Work: This
statement should summarize your understanding of the scope and purpose of the
administration. The statement should also include any recommended changes to
. the Scope of Work presented above that, based on your knowledge and
experience, seem appropriate to best meet the goals of this project.
B. Experience and Qualifications: Please provide descriptions of other
similar professional work you have completed, including the names and telephone
numbers of client references that can be contacted to discuss the work. In
addition, please describe any other related experience you have that contributes to
your qualifications for this project.
C. Project Personnel and Management: List the names, specific
qualifications and level of effort of each person, including subcontractors, who
would be assigned to the project. For each person, identify the specific tasks he
or she would be undertaking. Designate the person who would have overall
responsibility for the project and the person who would be primarily responsible
for contact with the City and the BIDS. All subcontractors should also be
identified along with their relevant experience.
D. Availabilitv and Ability to Perform: For each key staff member, please
describe the estimated percentage of the person's time that would be dedicated to
this project.
E. Budget: Please provide a total budget by task. The budget should include
costs for the time of the prime contractor's staff, subcontractors, and costs for
reimbursable expenses such as reproduction, materials, travel, etc. The budget
should be on a "not to exceed" basis, except for the optional services that some
BIDS may elect for which a time and materials cost estimate should be provided. •
Four copies of the proposal must be received by 5:00 p.m., June 4, 1999. Late
submittals will not be accepted. Proposals should be mailed or delivered to:
Christy D. Teague, AICP
Senior Planner, Planning Department
City of Newport Beach
3300 Newport Boulevard
Newport Beach, CA 92658 -8915
V. SELECTION PROCESS
The: proposals will be evaluated and the consultants deemed most qualified will be
invited to an interview. This evaluation will be based on the consultant's
experience with similar projects and level of understanding demonstrated in the
proposal, as well as budget.
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VI. SELECTION SCHEDULE
It is expected that interviews for the most qualified consultants will be conducted
in mid -June, with the final consultant selection to be made by June 30, 1999.
If you have any questions about this RFP, please contact Christy Teague, Senior Planner,
at(949)644 -3207.
Attachments
1. Standard Requirements and Authority of the City of Newport Beach
2. Letter from Business Improvement Districts to City Council dated August 18, 1998
FA ... \BID \COORD\RFP
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ATTACHMENT is
STANDARD REQUIREMENTS AND AUTHORITY OF THE
CITY OF NEWPORT BEACH
A. The City of Newport Beach will expect the following requirements to be
met by the consultant:
1. Support Materials: The consultant shall prepare all
graphics and other supporting materials needed to complete the
tasks identified in the scope of work.
2. Administrative Review Process: The consultant
shall prepare administrative drafts of all documents for staff
review. No study documents may be released to the public without
the authorization of staff.
3. Insurance and Hold harmless Clauses: The
consultant shall provide proof of comprehensive general liability,
vehicle liability and workers compensation insurance. Consultant
contracts must also provide indemnification and a hold harmless
clause. 0
4. Billings: Billings shall be based on completion of
project and/or each phase of the project and shall be accompanied
by a breakdown of the number of hours for each member of the
consultant team.
B. All reports, data files, illustrations, photographs, charts, maps
and/or other similar materials shall become the sole property of the City of
Newport Beach and may not be used or reproduced in any form except
with the explicit written permission of the City.
C. The proposer should expect to have access to the public reports and
files of the City in preparing the proposal and the study.
D. This Request for Proposal (RFP) does not commit the City to
award a contract, to pay any costs incurred in the preparation of the RFP or
to procure or contract for services or supplies. The City reserves the right
to accept or reject any or all proposals received as a result of this request;
to negotiate with any selected qualified representative or to cancel any part
or the entirety of this RFP, if it is in the best interest of the City to do so.
The City may require the proposers selected to participate in negotiations •
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and to submit such price, technical or other revisions of their proposals as
may result from negotiations.
E. The City has the authority to terminate its contract with the consultant at
any time during the period of the study if it is determined by the City that the Contractor's
performance is not satisfactory.
F:\... \\RFP- ATT.DOC
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August 18, 1998 0
Honorable Mayor and City Councilmembers
City of Newport Beach
3300 Newport Blvd.
Newport Beach, CA 92658 -8915
Re: Business Improvement District Administration
Dear Mayor and Councilmembers:
BACKGROUND
The City's first business improvement districts were formed in 1995. Neither our
merchants nor City staff had any prior experience with the BID concept, and it
was assumed that these organizations would be relatively simple to administer.
Over the past few years we have learned that managing BIDs is a more difficult
process than originally believed. Our BIDs have no paid employees and have
been dependent on volunteers and City staff to handle the daily tasks of
operating our organizations. While the existing BIDs tried to build momentum
with their promotions and improvements, new BIDs were formed and demands
on City staff increased. This situation has led to increasing frustration on the •
part of both the BIDs and the City.
The City's four business improvement districts generate approximately $140,000
per year in private assessments that are used to promote and upgrade the
commercial areas of Balboa Village, Marine Avenue, Corona del Mar and to
promote the restaurant industry. Last year the Newport Beach Restaurant
Association submitted a request to the City for a matching grant to fund
additional promotions.
In reviewing the Restaurant Association's request for matching funds the City
indicated that any consideration of BID matching grants should include a
reexamination of how the BIDs are administered and what changes could be
made to minimize problems and reduce the burden on City staff.
During the past few months our committee of BID representatives has been
working with City staff, the Newport Harbor Area Chamber of Commerce and the
Newport Beach Conference and Visitors Bureau to develop a recommendation
to improve the way the City's BIDs are financed and administered in the future.
This letter outlines our committee's recommendations to the City Council. In
drafting these recommendations, we have considered the previous discussions
at Finance Committee meetings, the suggestions of staff, and the needs of our
BID organizations. Also attached is a summary table outlining our
recommendations on the assignment of BID administration responsibilities.
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Honorable Mayor and Cityfouncilmembers •
Page 2
RECOMMENDATIONS
1. BID Coordinating Committee
A BID Coordinating Committee should be appointed by the City Council to
facilitate coordination between the BIDS, the Newport Harbor Chamber,
the Conference and Visitors Bureau, and the City. This committee would
be comprised of the BID presidents, the Conference and Visitors Bureau
CEO, the City of Newport Beach Assistant City Manager, and the Newport
Harbor Area Chamber of Commerce President, and would meet on a
quarterly basis to provide a forum for information sharing and program
coordination for the mutual benefit of the member organizations and the
City.
2. Financial Administration
Under state law the City is given responsibility for the creation and annual
renewal of the BIDs. The City Council has authority over the levy and
collection of assessments, the approval of expenditures, and the
composition of BID advisory boards. Given this legal framework, the City
must retain ultimate responsibility for BID administration. The City does
have the option of delegating certain administrative tasks and
responsibilities to the BIDs or to outside contractors, however.
It is our committee's opinion that City staff is fully capable of managing
BID administration in a professional manner if sufficient resources are
allocated to these tasks. The option of contracting with a private vendor
for administrative support has also been discussed. If the City determines
that it would be more cost effective to out - source administrative duties to a
private contractor, it is recommended that the City Council authorize the
BID Coordinating Committee to work with staff in developing a scope of
services and reviewing proposals from qualified vendors. The City
Council would retain final contract approval authority.
3. BID Organizational Duties
Each BID will continue to assume responsibility for its own meetings,
preparing agendas and meeting minutes, publishing newsletters, and
election of officers. These tasks will be done primarily by BID volunteers.
4. Annual Renewals
The BIDs will assist the City in updating the roster of businesses for the
public notice mailing list and in preparing the required annual reports and
proposed budgets. The City or its contractor should retain responsibility
for the annual BID renewal proceedings, including public notices, City n AA
Council reports, public hearings and protest tabulations. A-
Honorable Mayor and *ouncilmembers
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5. BID Funding 0
BID promotions and improvements benefit not only their member
businesses, but also contribute to increased tourism, sales tax, property
tax and transient occupancy tax citywide. In addition to approximately
$140,000 per year in assessments, the BIDs invest over $30,000 in
private money each year on special events and promotions, and members
of the Newport Beach Restaurant Association alone contribute well over
$500,000 per year to local events and charities. Beyond these "hard"
dollars, it is estimated that volunteer BID members donate in excess of
10,000 hours per year to BID activities, special events and promotions,
with a value of $100,000 assuming a token value of just $10 per hour.
The net result is that the BIDs contribute over $770,000 per year to the
Newport Beach economy.
BIDs' Contribution to the Newport Beach Economy
BID assessments $140,000
Special events and promotions 30,000
Charitable contributions 500,000
Volunteer time 100.000+
TOTAL $770,000+
In recognition of the importance of the BIDs to the City and local
economy, it is requested that matching funds equal to the BID
assessments (approximately $140,000 annually) be allocated to the BIDs
for additional improvements, promotions and to cover the cost of
administration.
Administrative support: It has become clear that the previous level of
administrative support is not sufficient if the BIDs are to remain viable
organizations. City staff has reviewed the tasks and additional man -hours
required to provide a basic level of administrative support, and has
developed budget estimates for these activities. Although we believe that
City staff is fully capable of providing administrative support in a
professional manner, it appears from conversations with private
contractors that these services could be obtained more economically by
contracting with an outside vendor. Outsourcing would also free up City
staff to work on other high - priority projects. It is therefore recommended
that the City Council authorize staff to work with the BID Coordinating
Committee to develop a scope of services and obtain proposals from
qualified contractors to assist the City with BID administration.
Promotions, Improvements and Activities: Our committee has
developed the following list of priority projects and activities to be
sponsored with matching funds.
Paz
Honorable Mayor and CityOuncilmembers •
Page 4
0 a. Additional Project Implementation Support
In addition to the legal requirements related to BID administration
and renewal, we recommend that a modest amount of staff support
be provided for the three neighborhood BIDs in the day -to -day
tasks required to implement their work programs (since the
Restaurant Association currently receives staff support from the
Conference and Visitors Bureau, additional assistance is only
requested for the three neighborhood BIDS). The amount of
support should be proportional to the assessments collected by
each BID, and would include coordination between the BID
Advisory Boards, the City, other governmental agencies, and
vendors, and follow- through to ensure timely project completion.
Since the BIDs are dependent on volunteers who have their own
businesses to run and City staff is faced with competing priorities,
progress on BID projects can be delayed. As a result, public
confidence in the BIDs is jeopardized.
The Newport Harbor Area Chamber of Commerce has offered to
provide limited assistance at no cost to the BIDs in resolving
problems and facilitating coordination between the BID boards and
other agencies. While this assistance would be very valuable and
much appreciated, most of the assistance needed by the BIDs is
day -to -day coordination rather than major problem resolution. We
believe the appropriate solution is to have a staff person provide
this coordination, with the Chamber President available to assist
when major problems arise. The designated support person could
be either City staff or an outside contractor.
b. Additional Improvements and Promotions
It is recommended that the remainder of matching funds be
allocated to each BID in proportion to the amount of assessments
collected. Each year as part of the annual renewal process, the
BIDs will present a proposal to the City Council describing how
these matching funds will be used. The proposed use of matching
funds for the coming year is as follows:
Balboa Village BID
• Decorative trash receptacles
• Planters
• Additional decorative benches
"?J
Honorable Mayor and Ci*uncilmembers
Page 5
Marine Avenue BID
• Infrastructure /Beautification r
• Hotel liaison program
• Fundraising program to support activities /improvements
Corona del Mar BID
• Continue tree replacement program on Coast Highway
• Begin decorative sidewalk improvement program
Newport Beach Restaurant Association
• Promotional video and cable TV campaign
CONCLUSION
Through their annual assessments on member businesses, the City's four BIDs
generate about $140,000 each year in private funds that are used for improving
and promoting restaurants and the villages of Newport Beach. When the BIDs'
other efforts and volunteer time is included, the total contribution to the local
economy is considerably more. We believe the BIDS represent a valuable
partnership between the City and the business community, and that matching
funds would leverage scarce public dollars to stimulate additional private
investment. Such a program could also serve as an incentive for other districts
such as Mariners Mile and the Lido /Cannery Village /McFadden Square area to
form BIDs, stimulating additional private investment in the City.
We appreciate the City Council's support of our BIDs over the past three years,
and look forward to discussing this proposal with you soon.
Yours truly,
Britta Pulliam, President B b Black, Secretary/Treasurer
alboa Village BID Balboa Villa e BID
hn Blom, Co- Chairman Don Glasgow, Co- (Ihirman
Corona del Mar BID Corona del Mar BID
Di -) j , (1�
David Salisbury, President Nanc elfy,`Presid t
Newpo each Restaurant Association Mari Avenue BID
o
R alind Williams, President/CEO Richard Lueh s, President
Newport Beach Conference & Newport Harbor Chamber of Commerce
Visitors Bureau
Cc: Dennis Danner, Interim City Manager
Sharon Wood, Assistant City Manager
i