HomeMy WebLinkAboutC-4880 - PSA for Service Sharing and Integration of Opportunities AnalysisPROFESSIONAL SERVICES AGREEMENT WITH
MANAGEMENT PARTNERS, INC.
N FOR SERVICE SHARING AND INTEGRATION OF OPPORTUNITIES ANALYSIS
THIS AGREEMENT FOR PROFESSIONAL SERVICES ( "Agreement') is made
1 and entered into as of this a3,:� day of July, 2011 by and between the CITY OF
NEWPORT BEACH, a California Municipal Corporation ( "City "), and MANAGEMENT
PARTNERS, INC., an Ohio corporation ( "Consultant'), whose address is 5 Park Plaza,
Suite 1520, Irvine, CA 92614 and 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 is seeking service sharing and integration opportunities with the City of
Huntington Beach and Costa Mesa.
C. City desires to engage Consultant to conduct a feasibility analysis of potential
service sharing options for the City of Newport Beach, City of Huntington Beach,
and City of Costa Mesa through four activities including; starting project by
meeting with city managers and senior staff; gathering further information on
identified services; independent evaluation of services for sharing /consolidation;
and reporting the results ( "Project').
D. Consultant possesses the skill, experience, ability, background, certification and
knowledge to provide the services described in this Agreement.
E. The principal member of Consultant for purposes of Project shall be Gerald E.
Newfarmer.
F. City has solicited and received a proposal from Consultant, has reviewed the
previous experience and evaluated the expertise of Consultant, and desires to
retain Consultant to render professional services under the terms and conditions
set forth 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 above written date, and shall
terminate on June 30, 2012 unless terminated earlier as set forth herein.
2. SERVICES TO BE PERFORMED
City and Contractor acknowledge that the above Recitals are true and correct and are
hereby incorporated by reference. Consultant shall diligently perform all the services
described in the Scope of Services attached hereto as Exhibit A and incorporated
herein by reference ( "Work" or "Services "). The City may elect to delete certain tasks of
the Scope of Services at its sole discretion.
3. TIME OF PERFORMANCE
3.1 Time is of the essence in the performance of Services under this
Agreement and the Services shall be performed to completion in a diligent and timely
manner. The failure by Consultant to perform the Services in a diligent and timely
manner may result in termination of this Agreement by City.
3.1.1 Notwithstanding the foregoing, Consultant shall not be responsible
for delays 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.
3.2 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 that purportedly causes a delay. The Project Administrator shall review
all such requests and may grant reasonable time extensions for unforeseeable delays
that are beyond Consultant's control.
3.3 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.
4. COMPENSATION TO CONSULTANT
4.1 City shall pay Consultant for the Services on a time and expense not -to-
exceed basis in accordance with the provisions of this Section and the Schedule of
Billing Rates attached hereto as Exhibit B and incorporated herein by reference.
Consultant's compensation for all Work performed in accordance with this Agreement,
including all reimbursable items and subconsultant fees, shall not exceed Eighty -One
Thousand, Six Hundred Seventy -Five Dollars and no /100 ($81,675.00) without prior
written authorization from City. No billing rate changes shall be made during the term of
this Agreement without the prior written approval of City.
4.2 Consultant shall submit monthly invoices to City describing the Work
performed the preceding month. Consultant's bills shall include the name of the person
who performed the Work, a brief description of the Services performed and /or the
specific task in the Scope of Services to which it relates, the date the Services were
performed, the number of hours spent on all Work billed on an hourly basis, and a
description of any reimbursable expenditures. City shall pay Consultant no later than
thirty (30) days after approval of the monthly invoice by City staff.
4.3 City shall reimburse Consultant only for those costs or expenses
specifically approved in this Agreement, or specifically approved in writing in advance
by City. Unless otherwise approved, such costs shall be limited and include nothing
more than the following costs incurred by Consultant:
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4.3.1 The actual costs of subconsultants for performance of any of the
Services that Consultant agrees to render pursuant to this Agreement, which have been
approved in advance by City and awarded in accordance with this Agreement.
4.3.2 Approved reproduction charges.
4.3.3 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.
4.4 Consultant shall not receive any compensation for Extra Work performed
without the prior written authorization of City. As used herein, "Extra Work" means any
Work that is determined by City to be necessary for the proper completion of the
Project, but which is not included within the Scope of Services and which the parties did
not reasonably anticipate would be necessary at the execution of this Agreement.
Compensation for any authorized Extra Work shall be paid in accordance with the
Schedule of Billing Rates as set forth in Exhibit B.
4.5 Notwithstanding any other provision of this Agreement, when payments
made by City equal 90% of the maximum fee provided for in this Agreement, no further
payments shall be made until City has accepted the final Work under this Agreement
5. PROJECT MANAGER
5.1 Consultant shall designate 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 Agreement term. Consultant has designated Jan C. Perkins to be its
Project Manager. Consultant shall not remove or reassign the Project Manager or any
personnel listed in Exhibit A or assign any new or replacement personnel to the Project
without the prior written consent of City. City's approval shall not be unreasonably
withheld with respect to the removal or assignment of non -key personnel.
5.2 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.
6. ADMINISTRATION
This Agreement will be administered by the City Manager's Office. Assistant City
Manager Dana Smith or his /her designee, shall be the Project Administrator and shall
have the authority to 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.
7. CITY'S RESPONSIBILITIES
7.1 In order to assist Consultant in the execution of its responsibilities under
this Agreement, City agrees to, where applicable:
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7.1.1 Provide access to, and upon request of Consultant, one copy of all
existing relevant information on file at City. City will provide all such materials in a
timely manner so as not to cause delays in Consultant's Work schedule.
7.1.2 Provide blueprinting and other Services through City's reproduction
company for bid documents. Consultant will be required to coordinate the required bid
documents with City's reproduction company. All other reproduction will be the
responsibility of Consultant and as defined above.
7.1.3 Provide usable life of facilities criteria and information with regards
to new facilities or facilities to be rehabilitated.
8. STANDARD OF CARE
8.1 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 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. By delivery of
completed Work, Consultant certifies that the Work conforms to the requirements of this
Agreement and all applicable federal, state and local laws and the professional standard
of care.
8.2 Consultant represents and warrants to City that it has, shall obtain, and
shall keep in full force in effect during the term hereof, at its sole cost and expense, all
licenses, permits, qualifications, insurance and approvals of whatsoever nature that is
legally required of Consultant to practice its profession. Consultant shall maintain a City
of Newport Beach business license during the term of this Agreement.
8.3 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.
9. HOLD HARMLESS
9.1 To the fullest extent permitted by law, Consultant shall indemnify, defend
and hold harmless City, its City Council, boards and commissions, officers, agents,
volunteers, and employees (collectively, the "Indemnified Parties ") from and against any
and all claims (including, without limitation, claims for bodily injury, death or damage to
property), demands, obligations, damages, actions, causes of action, suits, losses,
judgments, fines, penalties, liabilities, costs and expenses (including, without limitation,
attorney's fees, disbursements and court costs) of every kind and nature whatsoever
(individually, a Claim; collectively, "Claims "), which may arise from or in any manner
relate (directly or indirectly) to any breach of the terms and conditions of this
Agreement, any Work performed or Services provided under this Agreement including,
without limitation, defects in workmanship or materials or Consultant's presence or
activities conducted on the Project (including the negligent and /or willful acts, errors
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and /or omissions of Consultant, its principals, officers, agents, employees, vendors,
suppliers, subconsultants, subcontractors, anyone employed directly or indirectly by any
of them or for whose acts they may be liable or any or all of them).
9.2 Notwithstanding the foregoing, nothing herein shall be construed to
require Consultant to indemnify the Indemnified Parties from any Claim arising from the
sole negligence or willful misconduct of the Indemnified Parties. Nothing in this
indemnity shall be construed as authorizing any award of attorney's fees in any action
on or to enforce the terms of this Agreement. This indemnity shall apply to all claims
and liability regardless of whether any insurance policies are applicable. The policy
limits do not act as a limitation upon the amount of indemnification to be provided by the
Consultant.
10. INDEPENDENT CONTRACTOR
It is understood that City retains Consultant on an independent contractor basis and
Consultant is not an agent or 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 approval for 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 means of performing the Work, provided that
Consultant is in 'compliance with the terms of this Agreement. Anything in this
Agreement that may appear to give City the right to direct Consultant as to the details of
the performance or to exercise a measure of control over Consultant shall mean only
that Consultant shall follow the desires of City with respect to the results of the Services.
11. COOPERATION
Consultant agrees to work closely and cooperate fully with City's designated Project
Administrator and any other agencies that may have jurisdiction or interest in the Work
to be performed. City agrees to cooperate with the Consultant on the Project.
12. CITY POLICY
Consultant shall discuss and review all matters relating to policy and Project direction
with City's Project Administrator in advance of all critical decision points in order to
ensure the Project proceeds in a manner consistent with City goals and policies.
13. PROGRESS
Consultant is responsible for keeping the Project Administrator and /or his /her duly
authorized designee informed on a regular basis regarding the status and progress of
the Project, activities performed and planned, and any meetings that have been
scheduled or are desired.
14. INSURANCE
14.1 Without limiting Consultant's indemnification of City, and prior to
commencement of Work, Consultant shall obtain, provide and maintain at its own
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expense during the term of this Agreement, policies of insurance of the type and
amounts described below and in a form satisfactory to City.
14.2 Proof of Insurance. Consultant shall provide certificates of insurance to
City as evidence of the insurance coverage required herein, along with a waiver of
subrogation endorsement for workers' compensation. Insurance certificates and
endorsement must be approved by City's Risk Manager prior to commencement of
performance. Current certification of insurance shall be kept on file with City at all times
during the term of this contract. City reserves the right to require complete, certified
copies of all required insurance policies, at any time.
14.2.1 Consultant shall procure and maintain for the duration of the
contract insurance against claims for injuries to persons or damages to property, which
may arise from or in connection with the performance of the Work hereunder by
Consultant, his agents, representatives, employees or subconsultants. The cost of such
insurance shall be included in Consultant's bid.
14.3 Acceptable Insurers. 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 Best's Key Rating Guide, unless otherwise approved by the City's Risk
Manager.
14.4 Coverage Requirements.
14.4.1 Workers' Compensation Coverage. Consultant shall maintain
Workers' Compensation Insurance (Statutory Limits) and Employer's Liability Insurance
(with limits of at least one million dollars ($1,000,000)) for Consultant's employees in
accordance with the laws of the State of California, Section 3700 of the Labor Code In
addition, Consultant shall require each subconsultant to similarly maintain Workers'
Compensation Insurance and Employer's Liability Insurance in accordance with the
laws of the State of California, Section 3700 for all of the subconsultant's employees.
14.4.1.1 Any notice of cancellation or non - renewal of all
Workers' Compensation policies must be received by City at least thirty (30) calendar
days (ten (10) calendar days written notice of non - payment of premium) prior to such
change.
14.4.1.2 Consultant shall submit to City, along with the
certificate of insurance, a Waiver of Subrogation endorsement in favor of City, its
officers, agents, employees and volunteers.
14.5 General Liability Coverage. Consultant shall maintain commercial general
liability insurance in an amount not less than one million dollars ($1,000,000) per
occurrence for bodily injury, personal injury, and property damage, including without
limitation, blanket contractual liability.
14.6 Automobile Liability Coverage. Consultant shall maintain automobile
insurance covering bodily injury and property damage for all activities of the Consultant
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arising out of or in connection with Work to be performed under this Agreement,
including coverage for any owned, hired, non -owned or rented vehicles, in an amount
not less than one million dollars ($1,000,000) combined single limit for each accident.
14.7 Professional Liability (Errors & Omissions) Coverage. Consultant shall
maintain professional liability insurance that covers the Services to be performed in
connection with this Agreement, in the minimum amount of one million dollars
($1,000,000) limit per claim and in the aggregate.
14.8 Other Insurance Provisions or Requirements.
14.8.1 The policies are to contain, or be endorsed to contain, the following
provisions:
14.8.1.1 Waiver of Subrogation. All insurance coverage
maintained or procured pursuant to this agreement shall be endorsed to waive
subrogation against City, its elected or appointed officers, agents, officials, employees
and volunteers or shall specifically allow Consultant or others providing insurance
evidence in compliance with these requirements to waive their right of recovery prior to
a loss. Consultant hereby waives its own right of recovery against City, and shall require
similar written express waivers and insurance clauses from each of its subconsultants.
14.8.1.2 Enforcement of Contract Provisions. Consultant
acknowledges and agrees that any actual or alleged failure on the part of the City to
inform Consultant of non - compliance with any requirement imposes no additional
obligations on the City nor does it waive any rights hereunder.
14.8.1.3 Requirements not Limiting. Requirements of specific
coverage features or limits contained in this Section are not intended as a limitation on
coverage, limits or other requirements, or a waiver of any coverage normally provided
by any insurance. Specific reference to a given coverage feature is for purposes of
clarification only as it pertains to a given issue and is not intended by any party or
insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type.
14.8.1.4 Notice of Cancellation. Consultant agrees to oblige
its insurance agent or broker and insurers to provide to City with thirty (30) days notice
of cancellation (except for nonpayment for which ten (10) days notice is required) or
nonrenewal of coverage for each required coverage.
14.9 Timely Notice of Claims. Consultant shall give City prompt and timely
notice of claims made or suits instituted that arise out of or result from Consultant's
performance under this Agreement.
14.10 Additional Insurance. 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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15. PROHIBITION AGAINST ASSIGNMENTS AND TRANSFERS
Except as specifically authorized under this Agreement, the Services to be provided
under this Agreement shall not be assigned, transferred contracted or subcontracted out
without the prior written approval of City. Any of the following shall be construed as an
assignment: 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. 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.
16. SUBCONTRACTING
The parties recognize that a substantial inducement to City for entering into this
Agreement is the professional reputation, experience and competence of Consultant.
Assignments of any or all rights, duties or obligations of the Consultant under this
Agreement will be permitted only with the express written consent of City. Consultant
shall not subcontract any portion of the Work to be performed under this Agreement
without the prior written authorization of City.
17. OWNERSHIP OF DOCUMENTS
17.1 Each and every report, draft, map, record, plan, document and other
writing produced (hereinafter "Documents'), prepared or caused to be prepared by
Consultant, its officers, employees, agents and subcontractors, in the course of
implementing this Agreement, shall become the exclusive property of City, and City
shall have the sole right to use such materials in its discretion without further
compensation to Consultant or any other party. Consultant shall, at Consultant's
expense, provide such Documents to City upon prior written request.
17.2 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.
18. CONFIDENTIALITY
All Documents, including drafts, preliminary drawings or plans, notes and
communications that result from the Services in this Agreement, shall be kept
confidential unless City authorizes in writing the release of information.
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19. INTELLECTUAL PROPERTY INDEMNITY
The Consultant shall defend and indemnify City, its agents, officers, representatives and
employees against any and all 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.
20. 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 and any Services, expenditures and
disbursements charged to City, for a minimum period of three (3) years, or for any
longer period required by law, from the date of final payment to Consultant under this
Agreement. All such records and invoices shall be clearly identifiable. Consultant shall
allow a representative of City to examine, audit and make transcripts or copies of such
records and invoices during regular 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 to Consultant under this
Agreement.
21. WITHHOLDINGS
City may withhold payment to Consultant 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 /her designee with respect to such
disputed sums. Consultant shall be entitled to receive interest on any withheld sums at
the rate of return that City earned on its investments during the time period, from the
date of withholding of any amounts found to have been improperly withheld.
22. 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 what would
have resulted if there were not errors or omissions in the Work accomplished by
Consultant, the additional design, construction and /or restoration expense shall be
borne by Consultant. Nothing in this paragraph is intended to limit City's rights under the
law or any other sections of this Agreement.
23. CITY'S RIGHT TO EMPLOY OTHER CONSULTANTS
City reserves the right to employ other Consultants in connection with the Project.
24. CONFLICTS OF INTEREST
24.1 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 any financial interest that may foreseeably be materially affected by the Work
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performed under this Agreement, and (2) prohibits such persons from making, or
participating in making, decisions that will foreseeably financially affect such interest.
24.2 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 immediate
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.
25. NOTICES
25.1 All notices, demands, requests or approvals to be given under the terms of
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:
Attention: Dana Smith, Assistant City Manager
City Manager's Office
City of Newport Beach
3300 Newport Boulevard
PO Box 1768
Newport Beach, CA 92658
Phone: 949 -644 -3003
Fax: 949 - 644 -3020
25.2 All notices, demands, requests or approvals from CITY to Consultant shall
be addressed to Consultant at:
Attention: Jan C. Perkins
Management Partners, Inc.
5 Park Plaza, Suite 1520
Irvine, CA 92614
Phone: 949 - 222 -1082
26. CLAIMS
The Consultant and the City expressly agree that in addition to any claims filing
requirements set forth in the Contract and Contract documents, the Consultant shall be
required to file any claim the Consultant may have against the City in strict conformance
with the Tort Claims Act (Government Code sections 900 et seq.).
27. TERMINATION
27.1 In the event that either party fails or refuses to perform any of the
provisions of this Agreement at the time and in the manner required, that party shall be
deemed in default in the performance of this Agreement. If such default is not cured
within a period of two (2) calendar days, or if more than two (2) calendar days are
reasonably required to cure the default and the defaulting party fails to give adequate
Management Partners, Inc. Page 10
assurance of due performance within two (2) calendar days after receipt of written
notice of default, specifying the nature of such default and the steps necessary to cure
such default, and thereafter diligently take steps to cure the default, the non - defaulting
party may terminate the Agreement forthwith by giving to the defaulting party written
notice thereof.
27.2 Notwithstanding the above provisions, City shall have the right, at its sole
discretion and without cause, of terminating this Agreement at any time by giving seven
(7) calendar days prior written notice to Consultant. In the event of termination under
this Section, City shall pay Consultant for Services satisfactorily performed and costs
incurred up to the effective date of termination for which Consultant has not been
previously paid. On the effective date of termination, Consultant shall deliver to City all
reports, Documents and other information developed or accumulated in the
performance of this Agreement, whether in draft or final form.
28. STANDARD PROVISIONS
28.1 Compliance With all Laws
Consultant shall at its own cost and expense comply with all statutes, ordinances,
regulations and requirements of all governmental entities, including federal, state,
county or municipal, whether now in force or hereinafter enacted. In addition, all Work
prepared by Consultant shall conform to applicable City, county, state and federal laws,
rules, regulations and permit requirements and be subject to approval of the Project
Administrator and City.
28.2 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.
28.3 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.
28.4 Conflicts or Inconsistencies
In the event there are any conflicts or inconsistencies between this Agreement and the
Scope of Services or any other attachments attached hereto, the terms of this
Agreement shall govern.
28.5 Interpretation
The terms of this Agreement shall be construed in accordance with the meaning of the
language used and shall not be construed for or against either party by reason of the
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authorship of the Agreement or any other rule of construction which might otherwise
apply.
28.6 Amendments
This Agreement may be modified or amended only by a written document executed by
both Consultant and City and approved as to form by the City Attorney.
28.7 Severability
If any term or portion of this Agreement is held to be invalid, illegal, or otherwise
unenforceable by a court of competent jurisdiction, the remaining provisions of this
Agreement shall continue in full force and effect.
28.8 Controlling Law And Venue
The laws of the State of California shall govern this Agreement and all matters relating
to it and any action brought relating to this Agreement shall be adjudicated in a court of
competent jurisdiction in the County of Orange.
28.9 Equal Opportunity Employment
Consultant represents that it is an equal opportunity employer and it shall not
discriminate against any subcontractor, employee or applicant for employment because
of race, religion, color, national origin, handicap, ancestry, sex or age.
28.10 No Attorney's Fees
In the event of any dispute or legal action arising under this Agreement, the prevailing
party shall not be entitled to attorney's fees.
28.11 Counterparts
This Agreement may be executed in two or more counterparts, each of which shall be
deemed an original and all of which together shall constitute one and the same
instrument.
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IN WITNESS WHEREOF, the parties have caused this Agreement to be
executed on the dates written below.
APPROVED AS TO FORM:
OFFIC T E CITY ATTORNEY
Date: F
By:
David R. Hunt
City Attorney MZ
ATTEST: $ I
Date:
By:_ 4&1 - 6V��
Leilam I. Brown
City Clerk �e
CITY OF NEWPORT BEACH,
A California municipal corporation
Date: c612,11
By: }�—/i C —``✓n
Dave iff
City Manager
CONSULTANT: MANAGEMENT
PARTNERS, INC., an Ohio Corporation
Date:
By: �`c--
Gerald E. Newfarme
President and CEO
Date: l i t
By: () (�
Amy C hen Paul
Vice President, Corporate Treasurer
Attachments: Exhibit A — Scope of Services
Exhibit B — Schedule of Billing Rates
document1 04.18.2011
Management Partners, Inc. Page 13
Management Partners, Inc. Exhibit A
PROPOSALTO
THE CITIES OF HUNTINGTON BEACH,
NEWPORT BEACH AND COSTA MESA
FOR A
SERVICE SHARING AND INTEGRATION OPPORTUNITIES ANALYSIS
June 15, 2011
MANAGEMENT PARTNERS
I N C 0 R P 0 R A T E D
K-�Op
Mr. Fred Wilson, City Manager, Huntington Beach
Mr. Dave Kiff, City Manager, Newport Beach
Mr. Tom Hatch, Chief Executive Officer, Costa Mesa
City Hall
2000 Main Street
Huntington Beach, CA 92648
Dear Mr. Wilson, Mr. Kiff and Mr. Hatch:
I N C O R P O R A T E D
June 15, 2011
Management Partners is pleased to provide this proposal to the cities of Huntington Beach,
Newport Beach and Costa Mesa to complete a Service Sharing and Integration Opportunities
Analysis. This proposal has been modified from the original proposal dated May 25, 2011 based
on a meeting held with Newport Beach Assistant City Manager Dana Smith and Huntington
Beach Assistant City Manager Paul Emery on June 10, 2011.
Management Partners is a professional management consulting firm specializing in helping
local government organizations meet service demands, improve effectiveness and streamline
operations. Our clients benefit from the expertise of professionals with extensive experience in
all aspects of public management as well as knowledge of how the best jurisdictions in the
country provide services. We maintain offices in San Jose and Irvine, California, and Cincinnati,
Ohio.
We have developed a detailed methodology to address the issue of determining when and how
neighboring cities may share or integrate service delivery to achieve economies of scale or
other efficiencies and save dollars. As discussed in this proposal, we will give the cities a
thorough professional evaluation of those areas where the cities have already determined that
service sharing is most likely to yield benefits. For strategies that offer potential economic
benefit we will provide a preliminary cost/benefit analysis to allow leaders to see where they
may find the greatest return on investment (ROI) from a cooperative approach. We will also
identify the key implementation elements to be considered in service integration arrangements.
As part of our work, we will recommend appropriate options for Fiscal Year 2011 -12 for
immediate cost savings, as well as longer range opportunities.
While these are not easy issues, we use an objective, inclusive and empirical approach to the
task of developing service integration options and solutions. The Service Sharing and
Integration Opportunities Analysis completed by Management Partners will produce actionable
results.
Management Partners brings to this challenge a strong combination of knowledge and learning
from other local government experience, which complements the firm's creative approach to
addressing local government issues. Further, our deep knowledge of industry best practices,
2107 North First Street, Suite 470 5 Park Plaza, Suite 1520
San Jose, CA 95131 www.managementpartners.com Irvine, CA 92614
406 437 5400 949 222 1082
Fax 453 6191
Mr. Fred Wilson
Mr. Dave Kiff
Mr. Tom Hatch
Page 2
applied with many of our clients in diverse settings will be of value to the client jurisdictions in
considering alternative service delivery models or approaches. We have completed service
sharing projects in a variety of settings. In doing, so we have developed a methodology that is
data - driven and fact -based and yields recommendations that can be implemented.
Our team of professionals has expertise in every aspect of municipal government operations.
They know how to have productive discussions with department directors and other involved
staff about what works and what doesn't and to convincingly present recommendations to
elected officials and other audiences.
We will be pleased to answer any questions you have about Management Partners or this
proposal.
Sincerely,
� 4 U
Gerald E. Newfarmer
President and CEO
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
Management Partners' Approach and Experience
Management Partners was founded in 1994 with a specific mission to help local government
leaders operate their governments in providing high quality service to their public. We are a
national consulting firm with offices in, San Jose, and Irvine, California and Cincinnati, Ohio.
We have a well - established track record of helping public sector organizations throughout the
United States, including all of the services provided by cities, counties towns and special
districts at the local level. Our emphasis as a firm is in working with local governments
throughout the country and we complete an average of 110 projects annually.
During our 17 years of service we have earned a national reputation by delivering quality,
actionable work products to our clients. We bring extensive experience to this project, along with
first -hand knowledge of all local government operations. We are distinguished by the fact that
each team we assign is led and staffed by associates who have actual experience in direct
public service and experience working together as a team. The work we do is not an academic
exercise; it is grounded in the real world of customer service and accomplishment in the public
sector. Management Partners is unique in that regard.
The firm is staffed with 40 professionals who are experienced public service managers as well
as qualified management consultants. This group includes generalists as well as subject -matter
experts. Our consultants have years of experience working in all aspects of local government
management and have built a track record of extraordinary quality service for our clients.
Management Partners has extensive experience helping improve both the efficiency and
effectiveness of local government services. We have undertaken organizational staffing and
improvement projects in virtually every type of local government service, including reviews of
entire governments as well as selected studies of individual departments and functional
activities. We are very familiar with California local government issues having completed
consulting assignments for over 300 local government clients including 17 of the 20 largest
cities in the State.
Management Partners has worked with a large number of governments in a variety of different
circumstances to assist in identifying and taking advantage of opportunities to consolidate or
share in service delivery. We served as the primary consultant on the most recent large -scale
local governmental consolidation completed in the United States involving the City of Louisville
and Jefferson County, Kentucky. In addition we have completed dozens of studies on this issue
across the country. This has given us an unparalleled understanding of where service sharing
or consolidation can result in cost savings and efficiency gains, and where it will not.
It is noted that the circumstances of intergovernmental cooperation vary widely, ranging from
actual merger of separate organizations to sharing delivery of a specific public service between
two or more governments. Following are examples of projects we have conducted.
Las Vegas and North Las Vegas Nevada Service Sharing
Management Partners completed an analysis of service sharing opportunities in these two large
neighboring cities in Clark County Nevada in late 2010. The results were presented to a joint
meeting of the two City Councils in February, 2011 and we are currently assisting the cities with
implementation of several service sharing projects. Our opportunities analysis showed that
meaningful savings could be achieved in a number of areas including, after school recreation,
fire code enforcement and prevention, public works maintenance, jail operations, workers
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Service Sharing and Integration Opportunities Analysis
compensation and purchasing. Annual cost reductions were estimated in a range of $2 million to
$6 million.
Burbank, Glendale and Pasadena, California Service Sharing
Management Partners assisted these three neighboring jurisdictions with an evaluation of
service sharing opportunities. We began the process by surveying each city's executive
leadership about existing and potential service sharing opportunities. We then evaluated the
service sharing options using a model designed to assess potential economic payoff and the
difficulty of implementation. Using this information, we met with city managers and executive
staff to determine which service sharing opportunities should be studied further. Finally,
Management Partners prepared further analysis of the potential benefits that would result from a
number of service sharing opportunities involving police, fire, information technology, transit and
utilities. The cities have included some of the strategies in their FY 2011 -12 budget plans.
Consolidating the Alameda Congestion Management Agency ( ACCMA) and the Alameda
County Transportation Improvement Authority ( ACTIA) into the Alameda County
Transportation Commission
Over the last two years Management Partners has assisted ACCMA and ACTIA on a project
that started as an evaluation of potential service integration or consolidation options, and
culminated in the creation of the new Alameda County Transportation Commission. The merger
of the two agencies occurred on July 1, 2010. We performed a preliminary feasibility analysis as
well as a consolidation analysis. When the decision was made to merge the two agencies,
Management Partners was asked to assist with implementation. This project will result in better
coordination of transportation planning and result in multi - million dollar annual cost savings due
mainly to eliminating engineering redundancies and reducing management.
San Mateo County, California
Management Partners has worked with the County and the 14 cities in the County on a number
of projects involving inter- jurisdictional service delivery collaboration. The major initiatives
involving elected officials and appointed administrators are listed below.
Countywide Library System. Management Partners facilitated the resolution of
significant governance and operational issues in the five year -old county library system.
(We performed a similar service with the Ventura County, California library system.)
Fire Services Integration Analysis. We completed a detailed analysis of the idea of
merging fire services for all of the service providers in the County.
Study of Shared Service Delivery. At the request of the county city managers'
association, Management Partners completed a study of shared service delivery,
drawing on best practice examples from around the country that had application to the
San Mateo County setting.
Tri- Valley Utilities Service Integration Facilitation
The cities of Pleasanton, Livermore, Dublin and San Ramon, along with the Zone 7 utilities
agency and the Dublin San Ramon Services District engaged Management Partners in the
spring of 2011 to facilitate a process of creating a scope of work pertaining to service
integration. The Alameda County Local Area Formation Commission had raised the potential of
merging the utilities of these municipal agencies for cost efficiency purposes. The agencies
sought our assistance in creating a scope of work for the service integration analysis to be
conducted by the agencies. We conducted individual interviews and facilitated two workshops
with executives of the six agencies, and then prepared the scope of work for the agencies.
Management Partners, Inc.
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
Cincinnati /Hamilton County, Ohio - Government Cooperation and Efficiency Project
This project was initiated in 2007 by elected officials in the City of Cincinnati and Hamilton
County, Ohio, with the support of the Cincinnati Business Committee, a private sector
organization of CEOs of companies headquartered in Cincinnati. Over the course of the last
three years, most of the 50 units of local government within Hamilton County have been
engaged in seeking out and implementing service sharing projects on a voluntary basis. This
work has covered every aspect of the array of local government services, with specific
emphasis on targeted service sharing that can be implemented. Initial savings from this work is
estimated at $1.5 million. Special emphasis has been given to discrete initiatives in public
works, fire, support services and planning and development services.
State of Ohio - Local Government Services Collaboration Grant Program
The State of Ohio conducted a competitive state - funded grant program to study service delivery
consolidation. Under this program, Management Partners worked with over a dozen local
governments on two projects. The projects involve studying and subsequently implementing
intergovernmental sharing in the use and maintenance of heavy equipment and in the operation
of the jurisdiction's development review /permitting functions. Analysis of both issues shows that
efficiencies and improved service to users will result from these initiatives.
Louisville and Jefferson County, Kentucky
Management Partners provided operational expertise to Mayor Jerry Abramson in merging the
City of Louisville government with the government of Jefferson County, Kentucky, into a single
government for Louisville Metro, the sixteenth largest city in the United States. The firm
conducted operational reviews of almost every service provided by the government, assisting
with integration and transition to a best -in -class level of operations. In addition to conducting
performance reviews of general government functions, Management Partners supported the
development and implementation of a comprehensive, integrated management system that
includes performance measurement and project tracking systems.
Work in Louisville was very intense for three years. During that time over a dozen
organizational review reports were issued yielding over 600 recommendations. One -time cost
savings from implementation of these improvements are estimated at over $11 million while
annual savings are estimated at over $6 million. Increases in revenue are estimated at over $4
million.
Charlott e and Mecklenburg County, North Carolina
The City of Charlotte and Mecklenburg County, North Carolina, have a unique arrangement that
can best be described as "service swapping" in which service delivery responsibility is
undertaken by one government or the other for the entirety of both large jurisdictions. For
example, the City provides police services and the County provides park services throughout
both jurisdictions.
This arrangement has led to some opportunities for improvement in the area of development
review services, since many development projects must be reviewed by the land use planning
function (the City) prior to application for the building permit (the County). Management Partners
has worked with both jurisdictions to address the interactivity of this business process.
Management Partners, Inc.
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
Fort Wayne and Allen County, Indiana
As with Charlotte and Mecklenburg County, the City of Fort Wayne and Allen County have been
interested in exploring ways to become more efficient by working together, while perhaps
stopping short of governmental consolidation. Taking up the issue of development review as a
starting point, they asked Management Partners to assist in identifying refinements and
streamlining steps to service delivery that will build on their shared goal of improving efficiency
of service. That analysis has been completed and the results implemented, producing an
integrated city- county process.
Reading and Berks County, Pennsylvania
The Commonwealth of Pennsylvania funded a plan of work for the City of Reading and County
of Berks through their Early Intervention Program. The project sought to improve 'operational
performance of distinct units of city and county government, and identify opportunities for
improved efficiency through improved intergovernmental cooperation. Specific areas examined
included central processing, courts, tax collection and economic development partnerships.
Kenton County and City of Covington, Kentucky
Management Partners assisted these two jurisdictions in analyzing emergency communications
and dispatch services. The result of the analysis was that substantial savings could be enjoyed
if separate centers were consolidated. Barriers to implementation (law enforcement users of the
existing system and existing staff) proved significant. After four years, finally the jurisdictions
have been making progress in consolidating and streamlining service delivery.
City of Florence, Kentucky
Management Partners completed a service consolidation analysis to integrate an independent
Water Services agency into the city Public Works Department. After an organization review and
financial analysis, Management Partners concluded such a consolidation would result in
significant cost savings to both taxpayers and rate payers. The firm then prepared a plan to
implement the merger and supported the city in completing the transaction.
Polk County, Florida
Management Partners providing consulting support to the Polk County Efficiency Commission in
its comprehensive study of local government operations within the county (including the county
government itself) with a goal of identifying more efficient means for service delivery. This
included examining consolidation opportunities among various government services throughout
the county (including all of the cities and towns and the county -wide school district). As part of
this work, Management Partners reviewed every function of this large and complex organization
and conducted numerous focus groups. The Commission's final work was presented to the
Board of County Commissioners with 20 specific recommendations designed to improve both
efficiency and effectiveness. Five of the recommendations crossed jurisdictional boundries to
include service consolidation and contracting with the 17 municipalities in Polk County.
ManagernentPartners, Inc.
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
Our Understanding of the Assignment and Scope of Work
The cities of Huntington Beach, Newport Beach and Costa Mesa have a strong interest in
reducing the cost of government and understand the potential of saving money through shared
service delivery. This initiative is driven by the unusual severity of the current economic
conditions, and by the consequent need to realign expenditures with revenues, while
maintaining vital public services. Additionally, the cities recognize that the public is asking cities
to find ways to decrease costs without further reducing services. Cities do not exist as
economic islands. Indeed, the health of a city's balance sheet is a reflection of the strength of
the local economy, especially as reflected in property values and sales tax revenues. Cities are
also impacted by a cost structure which is difficult to adjust downward in the near term.
Collective bargaining agreements often lock in spending levels for labor over a period of several
years. Moreover, the costs for delivering on promised pension benefits have also risen
dramatically, thanks to stock market losses, and cities must pay these costs essentially "off the
top" of their depleted revenue streams.
It will be years before the economy recovers and cities can regain the revenue ground lost in the
Great Recession. As a result, new ways to operate must be developed so that cities can
continue providing municipal services and remain competitive. This is one of the drivers behind
the greater interest in service integration opportunities within local government ranging from
simple service sharing, to the development of JPAs serving multiple jurisdictions and even to
mergers and consolidations of local governments.
The cities of Huntington Beach, Newport Beach and Costa Mesa recognize that an objective
evaluation of the opportunities for service sharing is in order, and indeed have already begun to
develop some alternatives. The plan of work discussed by Management Partners in the next
section will provide a timely analysis that will take into account the commonalities and
differences of the cities as well as the specific factors that might make shared services
beneficial among the areas where the cities have determined that a potential exists.
Scope of Work
Based on the goals of this engagement, our experience with service integration and our
knowledge of the municipal services provided by the cities, we propose the following work
program. This is, of course, subject to further discussion and refinement as appropriate to adapt
it to your specific needs.
The scope of work for this project covers the feasibility phase of the service sharing process.
While a feasibility analysis will not answer every question, it will determine the major policy
issues, costs and benefits. If a service sharing approach is determined to be feasible, the next
step would create business plans for the specific services to be shared. Business plans would
detail how the integration effort would transpire, including specific tasks, assignments and
timelines. This would be followed by a third phase, which is the actual implementation of the
new service sharing arrangement. The advantage of first doing the feasibility analysis is to avoid
the costs of business planning for a service sharing initiative that may not prove feasible.
Management Partners, Inc.
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
Activity 1— Start Project
At the beginning of this project we will meet with the city managers and other senior staff
from Huntington Beach, Newport Beach and Costa Mesa to ensure that our approach and
plan of work is tailored to suit the specific needs of the cities. At that meeting, the draft
schedule and a detailed plan of work will be reviewed and any modifications made that are
desired.
This project start-up activity will form the basis of the partnership between our project team
and the cities' project management team. We will request and review relevant background
information including past and current budgets, workload data, administrative policies and
other information related to service delivery operations.
We recommend that a project Steering Committee with senior professional management
representatives from each jurisdiction be formed to serve as a policy touchstone to guide the
project. Defining the exact composition of the Steering Committee will be one of the action
items at the project initiation meeting. Additionally, we find it helpful to the efficiency of
these projects for the cities to identify one project manager to handle logistics and
coordination matters.
Activity 2 —Gain Further Information on Services Identified
Once the project is initiated, the first step is to gather more information about those services
that have already been identified as having potential for service sharing. In our initial
discussions with management from the cities, several priorities for analysis were identified,
as listed below. We will finalize this list in consultation with the cities.
Police Special Weapons and Tactics (SWAT) services: Because these services
are highly complex and specialized, and the skills used are perishable, intensive
training is required. Deployment for actual incidents tends to be relatively limited,
however. The model of fielding a joint SWAT unit comprised of officers from
participating cities is an approach used in other areas and one through which there
may be cost savings.
Lifeguard Services: These services tend to be seasonal in nature. Peak load
requirements resulting from seasonal variations could create an opportunity for
service sharing. Additionally, required training may be an avenue for creating
efficiencies through integration of services.
Jail Services: Facility utilization is an important factor in operations costs. By
working together the cities may be able to better optimize current and future facilities.
Additionally, support service contracts may be bid in larger increments, resulting in
lower unit pricing.
Animal Control Services: These services exhibit positive returns on the basis of
scale, but are also strongly influenced by geography and travel times. The cities can
explore joint contracting as well as the development of a sub - regional service
delivery model for some components of animal control, including field services,
licensing and shelter services.
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Police and Fire Dispatch Services: While police and fire dispatch services are
quite different across a number of parameters, in both cases (as with all call- taking
functions) increasing scale — in terms of the number of calls dispatched — leads to
lower unit labor costs. Other areas where sharing or integration may result in
services in include the acquisition and maintenance of technical systems and
facilities.
In order to fully understand current service levels and delivery approaches in the areas
selected for analysis, Management Partners will conduct interviews with appropriate staff
from each of the cities. Through these interviews, we will gain background information
about discussions that may already underway at departmental levels as well as gather
required data for analysis.
Additionally, in these interviews we will learn about existing cooperative relationships
between the cities. Our experience has proven that cities have a variety of collaborative
partnerships, some of which are formal in nature — such as joint exercise of powers
agreements — and others that are informal cooperative relationships. We carefully note
these existing partnerships because they can serve as foundations on which to build new
arrangements where there are cost benefits.
Our interviews with department directors are conducted by highly seasoned professionals
who thoroughly understand how service delivery works in municipal government. We have
found that department directors show significant creativity in formulating potential service
sharing options. We also use these meetings to identify factors that may impede service
sharing or merit further analysis.
Once this initial step is complete, we will meet with the Steering Committee to review our
observations and recommendations for moving forward with Activity 3. The end result of
Activity 2 will be direction from the cities as to the specific items to be analyzed in Activity 3.
Activity 3 — Independently Evaluate Services for Sharing / Consolidation
The objective of this activity is to determine the feasibility of the service sharing options
agreed upon by the cities at the conclusion of Activity 2. We will first develop a work plan for
further analysis and then execute the analytical plan. The raw material generated during
Activity 2 will raise a significant number of issues that must be examined.
In our analysis, we will examine staffing, budgets, performance measures, workload, service
expectations, labor agreements and other factors which will help determine feasibility.
Management Partners approaches this task by using our knowledge of municipal service
delivery, understanding of economies of scale drivers in service delivery and the knowledge
of jurisdiction staff on community concerns and priorities. We work to address a number of
issues in the work plan, which typically include:
Do examples or models for this type of service sharing exist in other settings?
What is the potential for cost savings?
What are the implementation costs likely to be?
• What is the perceived organizational difficulty of implementing the service sharing
idea?
• How much time will be required to implement service sharing?
• What economies of scale (EOS) factors exist with respect to the service?
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Service Sharing and Integration Opportunities Analysis
Management Partners uses all these factors to assess the overall likely payoff and feasibility
of changing the service delivery model.
Based on the work plan for each service studied, we will conduct an analysis of the service
sharing opportunities. Given the nature of the budget for this project, this will be a high -level
feasibility analysis aimed at assessing the initial and long -term costs and savings as well as
key considerations pertaining to implementation and process recommendations. During this
analysis phase, we will document any fatal flaws that may prevent the service sharing. Our
high level review will also address any technical or other issues that would impact
implementation. During this activity we will also meet with the human resource managers
from each city to discuss what civil service or collective agreement bargaining issues might
be involved in implementation.
The analysis of each service considered for integration will be summarized in a progress
report which will be reviewed with the Steering Committee to obtain feedback.
Activity 4 — Report Results
Management Partners will prepare the major deliverable, a report that sets forth the entirety
of the work on the project, including the methodology, the services reviewed and the results.
The project report will detail the services considered for integration, those recommended for
implementation in the next six months to one year, those recommended for further review,
and those that are not appropriate for further consideration. It will be provided to the
Steering Committee in draft form for review.
Once the project report has been reviewed in draft form, Management Partners will prepare
the project report. We will also be available to make a presentation regarding the project, as
desired by the cities.
Project Team — Key Personnel Experience
Management Partners has a project team that is highly qualified to complete this work for the
cities of Huntington Beach, Newport Beach and Costa Mesa. Andrew Belknap, will serve as
project leader and will oversee the substantive work of the project as well as be responsible for
execution of the project. He will be supported by Jan Perkins, Cathy Standiford, David Jensen,
Mark Olson, Michael Messina, Ron Prince, and Suzanne Harrington.
The qualifications of each team member are briefly summarized below. Complete resumes for
each person are included in Attachment A to this response.
Andrew Belknap, Regional Vice President
Andrew Belknap is responsible for Management Partners' western operations, based in San
Jose, California. He has more than 20 years of local government experience, including service
as a city manager, public works director, and consultant to California municipalities and special
districts. His areas of expertise include fiscal and budget analysis, intergovernmental relations
and developing service delivery partnerships and functional consolidations to take advantage of
economies of scale in public sector service delivery. A trained economist, Andy brings a special
expertise to fiscal analysis and public finance issues. His blend of quantitative skills, coupled
with a practitioner's understanding of public services and management systems, adds value to
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Service Sharing and Integration Opportunities Analysis
all types of organizational and policy analysis. He is also an excellent facilitator and strategic
thinker.
Jan Perkins, Partner
Jan Perkins has 30 years of management experience in local government. Before joining
Management Partners in 2005 she served in several California and Michigan jurisdictions,
including as city manager in Fremont and Morgan Hill, California. She also served the cities of
Santa Ana, California; Grand Rapids, Michigan; and Adrian, Michigan. She provides assistance
to government leaders in organizational analysis, leadership development, facilitation, strategic
planning, teambuilding, executive coaching and performance evaluation, workforce and
succession planning, and policy board /staff effectiveness. Jan has authored a number of
articles, including "Hiring 2.0: 23 Creative Ways to Recruit and Keep Great Staff," which
appeared in the January/February 2011 issue of Public Management magazine; "Successful
Leadership," March 2005, Public Management magazine; and "The Value of Going Back to the
Basics," co- authored with former Fremont Mayor Gus Morrison, June 2005, Western City
magazine. Jan is an ICMA Credentialed Manager. Some of the clients that Jan has assisted
include the cities of Rio Rancho and Santa Fe, New Mexico; Las Vegas and North Las Vegas,
Nevada; the California cities of Newport Beach, Burbank, Pasadena, Glendale, Palo Alto, San
Jose, Concord, Laguna Hills, Livermore, Garden Grove, Cypress, La Palma, Alameda, El
Monte, Anaheim, Huntington Beach, Long Beach, Orange, Santa Cruz, Santa Ana, Sunnyvale,
Novato, Rancho Cordova, and Modesto; the counties of Alameda, Orange, Monterey, Marin,
Riverside, Santa Clara, San Mateo and Ventura; the Alameda County City Managers'
Association; the Southern California Association of Governments; the Sacramento Area Council
of Governments; the Orange County Cemetery District; the Contra Costa Transportation
Authority; the Alameda County Congestion Management Agency; the Sonoma Valley Fire and
Rescue Authority; and the Coastside County Water District.
Cathy Standiford, Senior Manager
Cathy Standiford has developed her expertise in strategic management, organizational
development, team building, operations analysis, and problem solving during 27 years of public
sector experience. Before joining Management Partners she held executive level positions in
three California communities, including assistant city manager for the City of Santa Ana, city
manager for the City of La Palma, and deputy city manager for the City of Garden Grove. An
ICMA Credentialed Manager since 2004, Cathy is recognized for her knowledge of municipal
government operations and policy issues. She is a skilled facilitator and trainer, and serves as
an adjunct professor for California State University Fullerton's Public Sector Leadership in the
21" Century program. Some of the clients Cathy has assisted include the cities of Anaheim,
Fullerton, Mission Viejo, Newport Beach, Santa Monica, Glendale and Glendora; Ventura
County; the Santa Barbara County Association of Governments; and Chrysalis Enterprises, a
non - profit organization based in Los Angeles.
David Jensen, Special Advisor
David Jensen is an expert in information technology operations and planning, problem solving
and process development. He has more than 30 years of experience in information technology
public management and law enforcement, retiring as chief technology officer for the City of
Fremont, California, in 2006. During his career, he gained a national reputation for innovative
information technology advancements in municipal work. David also was active in municipal
information systems associations and was executive secretary in a Joint Powers Authority that
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managed a regional GIS database. He has extensive training and experience in IT strategic
planning, policy development, and project management. Dave is an active member of the
Municipal Information Systems Association of California and the users' groups for several
municipal applications.'
Mark Olson, Senior Manager
Mark Olson has over 20 years of consulting and public sector experience at the local, state and
federal levels. His primary areas of work include financial and management audits, organization
and management consulting, productivity and benchmarking studies, and other financial
management and cost analysis services. Mark has served in a variety of planning, budgeting
and management roles in state and local government. He served as the budget and
management coordinator for the Forest Preserve District of DuPage County, Illinois, and as the
budget development coordinator for the Illinois Department of Transportation. He has been
providing cost - effective advice to help management confront difficult choices, make effective
decisions and implement solutions that work for the past 12 years.
Michael Messina, Special Advisor
Michael Messina brings over 30 years of experience in California law enforcement and
management consulting. He serves as an auditor for the Police Officers Standards and Training
(POST) Supervisory Leadership Institute. He was Chief of Police for the southern California City
of Brea from 2002 until 2008, which also provides law enforcement services to the City of Yorba
Linda. When he was in Brea, Mike was responsible for negotiating the contract with Yorba
Linda, and while Captain in Brea, he served as Yorba Linda's Chief of Police from 2000 to 2002.
In his law enforcement career he served as police officer, detective, patrol sergeant, detective
sergeant, and lieutenant. As Chief, Mike improved customer satisfaction and instituted an
organizational development program that greatly improved recruitment and retention. Mike was
president of the Orange County Chiefs and Sheriffs Association and is the author of Domestic
Violence Education for Youth (Command College, September 1998).
Ron Prince, Special Advisor
Ron Prince has 34 years of experience in the fire service and has served as fire chief for
Prescott, Arizona; Santa Cruz, and Santa Barbara, California. In 1992, Ron also served as the
interim city manager for the city of Prescott. As fire chief, Ron has planned, developed and
facilitated numerous strategic planning efforts with command staff (both for his organizations
and outside fire districts). He has played a principal role in the development of several complex
Joint Power Authority agreements, including the implementation of the "EMS Integration
Authority" in Santa Cruz County, involving 13 separate fire agencies. Over the span of his
career, Ron has developed highly collaborative efforts between fire service labor and
management groups; public safety agencies and inter - governmental task forces. With a focus
on continuous quality improvement, he has engineered and implemented several performance
evaluation systems that emphasize clear expectations, by specific job classifications within the
fire service.
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Suzanne Harrington, Management Analyst
Suzanne Harrington joined Management Partners in May 2010. Since that time, she has
provided benchmarking, best practices research, and data analysis for a variety of projects.
Additionally, Suzanne is responsible for many of the administrative functions in our San Jose
office. Having received her master's degree in public administration from San Francisco State
University in December 2009, Suzanne brings expertise in conducting qualitative and
quantitative research. Before joining Management Partners, Suzanne spent two years as a
graduate student intern at the California Public Utilities Commission, where she conducted
program evaluations related to business services and provided policy analysis. Suzanne is also
a member of Pi Alpha Alpha.
References
Management Partners has a proven track record of managing projects and assignments to the
satisfaction of our clients. Our ultimate pledge is that the client is satisfied with our work, and as
such, we commit the resources necessary to complete the tasks by the adopted deadlines. We
believe our track record of completing similar projects for local governments on time and on
budget with quality deliverables specifically designed to be implemented, make Management
Partners well qualified to execute this work for the cities. Four professional references for our
work of the type reflected in this proposal are provided below. We will be pleased to provide
contact information for any of the examples in the Approach and Experience section of this
proposal, if additional references are desired.
City of San Jose, California
Ms. Debra Figone, City Manager
(408) 535 -8100
Debra.Figone @sanjoseca.gov
City of Sacramento, California
Ms Patti Bisharat, Assistant City Manager
(916) 808 -5704
pbisharat@cityofsacramento.org
City of Glendale, California
Mr. Jim Starbird, City Manager
(818) 548 -4844
jstarbird @ci.glendale.ca.us
City of Anaheim, California
Ms. Deborah Moreno, Assistant Finance Director
(714) 765 -4651
dmoreno @anaheim.net
Mr. Tom Wood, City Manager
(714) 655 -5165
citymanager @anaheim.net
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Service Sharing and Integration Opportunities Analysis
Fees, Schedule and Support from the Cities
Management Partners anticipates devoting 495 hours of our staff time to execute the plan of
work described above. The ultimate test of a quality project is that the client is pleased with the
results, and we are committed to achieving that goal. The total cost of this project is a not -to-
exceed price of $81,675, which includes all fees and expenses.
A proposed schedule is included as Attachment B. We expect to refine this schedule with you
during the project start-up (Activity 1) as discussed previously.
Management Partners will meet with the Steering Committee as work progresses and at the
conclusion of each activity. See the project schedule (Attachment B) and the plan of work for
details.
Management Partners is aware that City staff has full -time duties and we do not rely on City
staff to complete any of the research or analytical work that is the heart of this project. However,
it will be important that we receive relevant data as we request it from City staff so that we can
conduct our analyses. We will access any data that is available on the cities' websites, but we
expect to be seeking a variety of data from the cities.
Additionally, we would request that City staff be available for the following tasks:
G Access to administrative staff to help with scheduling and room locations for meetings (it
would be helpful if the cities could designate one project manager to coordinate with all
three cities for the project)
C Ability to meet for approximately one hour with department director and executive
managers in the City Manager's office during Activity 2; follow up phone calls with staff
for clarification of issues and data
Y Approximately three meetings of the Steering Committee
G Response to email requests for information
Depending on the number of staff assigned to the Steering Committee we anticipate a staff time
commitment of no more than 60 hours.
Management Partners, Inc. 14
Activity
Hours
1.
Start Project
44
2.
Gain Further Information on Services
Identified
136
3.
Independently Evaluate Services for Sharing/
Consolidation
219
4.
Report Results
96
TOTAL
495
A proposed schedule is included as Attachment B. We expect to refine this schedule with you
during the project start-up (Activity 1) as discussed previously.
Management Partners will meet with the Steering Committee as work progresses and at the
conclusion of each activity. See the project schedule (Attachment B) and the plan of work for
details.
Management Partners is aware that City staff has full -time duties and we do not rely on City
staff to complete any of the research or analytical work that is the heart of this project. However,
it will be important that we receive relevant data as we request it from City staff so that we can
conduct our analyses. We will access any data that is available on the cities' websites, but we
expect to be seeking a variety of data from the cities.
Additionally, we would request that City staff be available for the following tasks:
G Access to administrative staff to help with scheduling and room locations for meetings (it
would be helpful if the cities could designate one project manager to coordinate with all
three cities for the project)
C Ability to meet for approximately one hour with department director and executive
managers in the City Manager's office during Activity 2; follow up phone calls with staff
for clarification of issues and data
Y Approximately three meetings of the Steering Committee
G Response to email requests for information
Depending on the number of staff assigned to the Steering Committee we anticipate a staff time
commitment of no more than 60 hours.
Management Partners, Inc. 14
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
Conclusion
Management Partners has developed and implemented a successful methodology for
identifying services to be considered for sharing by local governments to reduce costs. We
appreciate the fact that each jurisdiction has differing service requirements and circumstances
and we are skilled at taking those unique factors into account in developing workable
recommendations and implementation plans. We look forward to this opportunity to serve the
cities of Huntington Beach, Newport Beach and Costa Mesa in a cooperative joint effort.
Management Partners, Inc. 15
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
ATTACHMENT A — PROJECT TEAM RESUMES
ANDREW S. BELKNAP
Andrew Belknap, Regional Vice President, has more than 20 years of diverse local government
management experience. He has served in California local government as a city manager, public
works director and independent consultant. As a consultant he has directed many diverse projects
and provided interim management assistance for cities, counties and special districts. Andy has
been with Management Partners since 2001 and leads the operations of the western region, which is
based in San Jose, California. He directs the work of approximately 20 full -time staff members.
Andy began his public service career in 1980 with the City of Oxnard, California, in facilities
management. He created the city's first automated database for tracking infrastructure maintenance
and gained statewide recognition for the city's energy management program. Eventually, Andy was
named chief of staff to the public works director and was responsible for budgeting, utility rate
setting, capital program management and organizational analysis.
In 1989, Andy was named city manager of Ojai, a nationally known resort community (he had been
public works director there for the previous three years). Andy brought leadership and fiscal stability
to a community that had been through a difficult period of political controversy, staff turnover and
financial troubles. When he left this position in 2001, the city had achieved a reputation for credibility,
professionalism, teamwork and innovation. While with the City of Ojai, Andy completed several
major redevelopment projects including a difficult upgrade of unreinforced masonry in an historic
downtown area, and several innovative affordable housing projects. He also negotiated an
agreement (the first of its kind) with the Ventura County Sheriff for joint financing and construction of
a new police station. At the regional level, as chair of his region's California City Manager's
Association, in 1998 Andy helped devise a successful plan to create a joint powers library authority
to serve seven cities and a over 600,000 residents. He has served on several League of California
Cities working groups and was selected to represent the Santa Barbara area on the California
City /County Youth Services Task Force.
Since joining Management Partners in 2001, Mr. Belknap has participated in over 170 individual
consulting projects for cities, counties and special districts in California, Arizona, Nevada,
Washington, Idaho and Montana. He has served as the key professional or project manager for most
of these assignments. Clients range from very small to very large and include the cities of San Jose,
Long Beach and Sacramento; the counties of Orange, Marin, Monterey, San Mateo and Ventura;
and large special districts such as the Sacramento Port District and the Los Angeles Community
College District. As a corporate officer with Management Partners, Mr. Belknap has helped develop
the firm's consulting methodology, standards of practice and market presence, which has enabled
the firm to successfully complete over 600 separate engagements for hundreds of local government
throughout the United States.
As an economist, Andy brings a special expertise to public finance issues, including the analysis of
local revenue measures. He has completed a broad range of organizational and management
studies, cost -of- service and fiscal analyses, inter - jurisdictional service delivery studies, service
consolidation and coordination efforts and other complex projects.
Andy earned a bachelor's degree in economics and econometrics from the University of California -
Santa Barbara, and a master's degree in economics, with a specialty in public finance.
Management Partners, Inc. 17
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
.IAN C. PERKINS
Jan Perkins, Partner, has 30 years of local government management experience in five
communities. She has held major leadership positions in professional organizations, has
authored numerous articles, and is a frequent speaker at workshops and conferences. She
joined Management Partners in 2005.
Jan was city manager of Fremont, California, for nearly 11 years, and earlier was city manager
of Morgan Hill, California. She also served the city of Santa Ana, California as assistant city
manager; and Grand Rapids and Adrian, Michigan, in a variety of senior management positions,
including deputy city manager.
Since joining Management Partners in 2005, Jan has led complex projects that provided
assistance to senior local government managers and elected officials. These have included
strategic and business planning, budget policy development, organizational assessments,
teambuilding, council /board effectiveness, goal setting, leadership development and executive
coaching, executive performance evaluations, staffing analyses, and workforce and succession
planning. She is based in the company's Irvine, California, office.
Some of the clients that Jan has assisted include the cities of Rio Rancho and Santa Fe, New
Mexico; Las Vegas and North Las Vegas, Nevada; the California cities of Newport Beach,
Burbank, Pasadena, Glendale, Palo Alto, Napa, San Jose, Concord, Laguna Beach, Laguna
Hills, Pleasanton, Ceres, Livermore, Garden Grove, Cypress, La Palma, Alameda, El Monte, La
Habra Heights, Anaheim, Huntington Beach, Long Beach, Orange, Santa Cruz, Santa Ana,
Sunnyvale, Novato, Gilroy, Rancho Cordova, and Modesto; the counties of Alameda, Orange,
Monterey, Marin, Riverside, Santa Clara, San Mateo and Ventura; the Alameda County City
Managers' Association; the Southern California Association of Governments; the Sacramento
Area Council of Governments; the Orange County Cemetery District; the Contra Costa
Transportation Authority; the Alameda County Congestion Management Agency; the Sonoma
Valley Fire and Rescue Authority; and the Coastside County Water District.
Her expertise was developed through an increasingly demanding series of jobs, beginning with
the City of Grand Rapids. There, she served in a variety of management positions over a six -
year period, concluding as deputy city manager. She also worked for the City of Adrian as
assistant city administrator and community development director. In 1984, she was named
assistant city manager of Santa Ana, California, followed by city manager positions in Morgan
Hill and Fremont.
Among Jan's articles are "Hiring 2.0: 23 Creative Ways to Recruit and Keep Great Staff," which
appeared in the January/February 2011 issue of Public Management magazine; "Successful
Leadership," which appeared in the March 2005 issue of Public Management magazine; "The
Value of Going Back to the Basics," co- authored with former Fremont Mayor Gus Morrison,
which appeared in the June 2005 issue of Western City magazine; "Ethics: Alive and Well," co-
authored by Elizabeth Keller and published in the January/February 2007 issue of Public
Management, and "Assessing the Ethical Culture of Your Agency," co- authored by JoAnne
Speers and Arne Croce, which appeared in the January/February 2007 issue of Public
Management.
Jan served as president of the California City Management Foundation, president of the
Alameda County City Managers Association, and as executive board member of the City
Management Partners, Inc. 18
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
Manager's Department of the League of California Cities. She also chaired a number of ICMA
committees, is a fellow with the National Academy for Public Administration and is on the board
of ICMA's Women Leading Government organization. Jan earned a bachelor's degree in
sociology and a master's degree in public administration from the University of Kansas. She is a
graduate of Harvard University's Program for Senior Executives in State and Local Government.
She is recognized by ICMA as a Credentialed Manager and serves as an ICMA Senior Advisor.
Management Partners, Inc. 19
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
CATHERINE STANDIFORD
Cathy Standiford, Senior Manager, has more than 27 years of public sector experience,
including executive management roles in small, medium and large communities. She is a
skilled facilitator and trainer in the areas of strategic planning, public sector leadership, effective
communication and conflict resolution, and ethics. Since joining Management Partners, Cathy
has provided expert assistance to numerous public agencies, including the cities of Anaheim,
Newport Beach, Santa Monica, Glendale and Glendora; the County of Ventura; and the Santa
Barbara County Association of Governments.
Cathy began her career with the University of California, Irvine, where she served in several
positions, including assistant university editor. Her local government experience began with the
City of Garden Grove, California, where she held a variety of professional and management
positions over a 13 -year period, including development services director and deputy city
manager. Cathy subsequently served for five years as the city manager for the City of La
Palma. Before joining Management Partners, Cathy was the assistant city manager (the chief
operating officer role) for the City of Santa Ana.
Cathy's experience in strategic management, organizational development, team building,
operations analysis, and problem solving has come from her involvement in just about every
facet of municipal government, including operational and capital budgeting, fire and police
services, labor relations, intergovernmental relations, capital improvement planning and water
and sanitation enterprise operations. She also coordinated a comprehensive study of the
impacts of adult businesses in Garden Grove in 1992. This study continues to be referenced by
cities throughout the United States today.
Cathy's publications include "Getting Past the Paper Cut: What Executive Recruiters Say About
Landing Your First City Manager Job, a chapter of the Preparing the Next Generation Resource
Guide published by ICMA; and "Taking Care of the City Work Force in Trying Times," printed in
Western City Magazine in 1997. She also co- authored a paper with Judy B. Rosener entitled
"Men and Women in Organizations: Are Future Managers Exposed to the Issues ?" published in
Organizational Behavior Teaching Review in 1989.
Cathy serves as a member of the Cal -ICMA Preparing the Next Generation Task Force and
Women Leading Government. Other professional service includes a term on the Board of
Directors for the California City Management Foundation, where she helped design an in -depth
seminar for first -time City Managers. Cathy served as the 2009 -2010 President of Soroptimist
International of the Americas, a nonprofit organization working to improve the lives of women
and girls locally and globally.
An ICMA Credentialed Manager since 2004, Cathy holds a Bachelor of Arts degree from
Whittier College majoring in "Perspectives of Human Behavior," and a Master's degree in
Business and Public Administration from the University of California, Irvine.
Management Partners, Inc. 20
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
TAMARA S. LETOURNEAU
Tamara Letourneau, Senior Manager, has 20 years of extensive local government experience in
five communities, including serving as a city manager in Yorba Linda and Sierra Madre,
California. She also served the cities of Claremont, Arcadia, and Monrovia, California, in a
variety of increasing responsible positions. Her background also includes experience in
organizational development, team building, and strategic planning as well as function
responsibilities that include operating and capital budgeting, labor relations, intergovernmental
relations.
Since joining Management Partners she has assisted several clients including the City of Ceres,
County of Napa, and San Diego State University, with organization reviews in the areas of
library services, human resources, public safety, administration, and information technology and
developed a Strategic Plan for the City of Ceres Fire Department. Tammy also assisted with a
ballot initiative analysis for the City of Fillmore, a business license review project for the City of
Rosemead, and a development review project for the City of North Las Vegas, Nevada.
In 1999, Tamara received the J. Michael Dutton Award from the Municipal Management
Assistants of Southern California for her contribution to local government. She has also been
an adjunct professor at California State Polytechnic University Pomona and has been a frequent
speaker at workshops and conferences about local government issues.
She has held a number of leadership positions in national, state and local organizations
throughout her career. She is the author of the article "The First 100 Days — A Checklist for the
First 100 Days as a New City Manager," which appeared in the May 2006 issue of Public
Management magazine.
Tamara graduated from California State Polytechnic University at Pomona with a bachelor's
degree in business administration and a minor in public administration. She also holds a
master's degree in public administration from California State University Long Beach.
Management Partners, Inc. 21
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
DAVID M. JENSEN
David Jensen, Special Advisor, has more than 30 years of diverse local government
management experience and independent, professional consulting experience in California. He
has worked with Management Partners since 2006, and is based in Pleasanton, California.
David's role with Management Partners is to provide clients with analysis and recommendations
on the use of modern technology in developing, supporting and improving their organizations
and services.
David's career with the City of Fremont, California, spanned three decades and included
positions of increasing responsibility, culminating as chief technology officer. He joined the City
of Fremont Police Department in 1975, and worked several years as a patrol and investigative
officer before transitioning to the department's information technology projects. He created the
City's first automated database and reports for tracking public safety response statistics.
David gained wide recognition in 1990 by executing a project to deploy laptop computers in
police patrol vehicles that were linked to local, state, and federal law enforcement databases by
data radio communications. The City of Fremont's Police Department was the first in the nation
to do this.
In 1996, David was named interim director of the City's Information Systems Department and,
later, became Chief Technology Officer, a position he held until his 2006 retirement. He brought
strong leadership to the under -sized organization, building an advanced technology
infrastructure. His assignments also included fleet management and public buildings
maintenance sections.
During his career in information technology, David managed the initial implementation,
replacement, and major upgrades of public safety Computer Assisted Dispatch and Records
Management, financials systems, Peoplesoft HR and Payroll, recreation class registration, and
maintenance and fleet management systems.
At the regional level, David was instrumental in establishing a five- agency Joint Powers
Authority for the development of the GIS database and applications. He served as Executive
Secretary for that organization from its inception until his retirement. He is an active member of
the Municipal Information Systems Association of California and many municipal software user
groups.
David earned a bachelor's degree in biology from California State University, Hayward, and a
Masters Certification in Oracle database administration. He has training in IT project
management, recovering troubled IT projects, operating project oriented organizations, and
several other IT specializations.
Management Partners, Inc. 22
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
MARK R. OLSON
Mark Olson, Senior Manager, provides consulting and management advisory services to public
sector leaders. Mark has been actively consulting for more than 12 years following professional
positions in local and state government. His primary areas of work include financial and
management audits, organization and management consulting, productivity and benchmarking
studies, and other financial management and cost analysis consulting services for local and
state governments.
Mark has served in a variety of planning, budgeting and management roles in state and local
government. He served as the budget and management coordinator for the Forest Preserve
District of DuPage County, Illinois, and as the budget development coordinator for the Illinois
Department of Transportation. Mark began his government service career as an operations and
capital program analyst with the Illinois Office of Management and Budget, a branch of the
Executive Office of the Governor.
Prior to joining Management Partners, Mark provided management and operations studies for
large and small clients across the nation. Areas of work include financial and operations
reviews in financial management, human resources, information technology, planning, social
service delivery, libraries, and public safety. He employs a collaborative approach with clients in
developing information, assessing alternatives and producing solutions. He uses tested study
approaches that are customized to meet the particular objectives of the project or client needs.
Mark also serves as a reviewer for the Government Finance Officers Association (GFOA)
Distinguished Budget Presentation Awards Program. Mark reviews submitted award application
materials and budget documents for compliance with national standards. These standards
guide and support the use of the budget document as a policy document, financial plan,
operations guide, and communications device.
Mark earned a master's degree in public policy studies with an emphasis on financial and
operations analyses from the Harris Graduate School of Public Policy Studies at the University
of Chicago. Mark also holds a bachelor's degree in political science and a bachelor's degree in
sociology from the University of Illinois — Urbana.
Management Partners, Inc. 23
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
MICHAEL MESSINA
Michael Messina, Special Advisor, brings over 30 years of experience in California law
enforcement and management consulting. He has experience serving as the Chief of Police for
the City of Brea in Southern California from 2002 until 2008. This department had a budget of
approximately $19 million and 185 full -time personnel. The Brea Police Department also serves
as a contract law enforcement service provider to the City of Yorba Linda, which has a
population of 70,000.
During his law enforcement career Mike was responsible for negotiating the police contract with
Yorba Linda, and as a captain he served as that City's Chief of Police from 2000 to 2002. He
also has experience as a police officer, detective, patrol sergeant, detective sergeant, and
lieutenant. Some of the highlights of Mike's law enforcement experience include being named
Orange County narcotics officer of the year in 1984, developing the initial officer involved
shooting response team in Brea, managing a K -9 program, revising departmental training
standards, managing a traffic division with 16 motor officers and developing minority outreach
programs. As Chief, Mike improved customer satisfaction and instituted an organizational
development program that greatly improved recruitment and retention. Mike also served as
president of the Orange County Chiefs and Sheriffs Association.
As a consultant Mike has worked extensively with various fire service providers in the areas of
leadership training, team building, succession development planning and executive coaching.
Mike's experience in the fire service has included both fire district and city fire department work.
Mike consults in both the public and private sectors and has experience in executive coaching
for CEO's of various companies. Mike's cross sector expertise brings different tools to the table
for both his public and private sector clients.
He is the author of Domestic Violence Education for Youth, Command College, September
1998 and served as an auditor for the Police Officers Standards and Training (POST)
Supervisory Leadership Institute.
Mike has a bachelor's degree in criminal justice from California State University — Fullerton and
a master's degree in management from the Claremont Graduate University, Peter F. Drucker
School of Management.
Mike has served as an instructor in a variety of criminal justice, public policy and organizational
development disciplines at California State University — Fullerton, Saint Mary's College, San
Diego State and Stanford University where he currently teaches a course in public sector
management.
Management Partners, Inc. 24
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
RON PRINCE
Ron Prince, Special Advisor, has 34 years of experience in the fire service and has served as
fire chief for the following three cities over the past 22 yearsc Prescott, Arizona; and Santa Cruz,
and Santa Barbara, California. In 1992, Ron also served as the interim city manager for the city
of Prescott. As fire chief, Ron has planned, developed and facilitated numerous strategic
planning efforts with command staff (both for his organizations and outside fire districts). He has
played a principal role in the development of several complex Joint Power Authority
agreements, including the implementation of the "EMS Integration Authority" in Santa Cruz
County, involving 13 separate fire agencies.
Over the span of his career, Ron has developed highly collaborative efforts between fire service
labor and management groups; public safety agencies and inter - governmental task forces. With
a focus on continuous quality improvement, he has engineered and implemented several
performance evaluation systems that emphasize clear expectations, by specific job
classifications within the fire service. These evaluation tools have resulted in improved degrees
of staff accountability and professionalism.
Ron is a member of the International Association of Fire Chiefs; the National Fire Protection
Association; the California Fire Chiefs Association and is the current president of the Santa
Barbara County Fire Chiefs Association.
He is a graduate of the Advanced Public Executive Program - Fire Service Institute at Arizona
State University and has served as an adjunct instructor for the National Fire Academy and an
instructor at two community colleges within their fire science degree programs.
Management Partners, Inc. 25
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
SUZANNE D. HA& RINGTOIN
Suzanne Harrington, Management Analyst, is responsible for providing not only a variety of
research and data analysis assistance, but she is also responsible for many of the
administrative functions in our San Jose office. Since joining Management Partners in May
2010, Suzanne has performed benchmarking and analytical research for many of our clients.
Suzanne came to Management Partners on the heels of a 2 -year internship at the California
Public Utilities Commission. Suzanne performed program evaluation for many of the business
services- related programs in place at the CPUC, including the Transit Pass, Reprographics,
Environmental Sustainability, and Temporary Staffing programs.
Prior to embarking on her career in public service, Suzanne worked at a private nuclear security
services firm, headquartered near Chicago, IL. Suzanne was responsible for such duties as
training nuclear security personnel on the operations of security systems, factory- acceptance
testing security systems, documentation control, and technical writing.
Suzanne received her bachelor's degree in psychology from the University of Wisconsin -
Madison. She earned her master's of public administration from San Francisco State University,
and is a member of Pi Alpha Alpha, the national honors society for public affairs and
administration.
Management Partners, Inc. 26
Huntington Beach, Newport Beach and Costa Mesa
Service Sharing and Integration Opportunities Analysis
2,1
2.2
23
24
25
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3.:
3.:'
31
3;
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44
45
51
52
53
ATTACHMENT B — PROPOSED PROJECT SCHEDULE
Service Sharing and Integration Opportunities
Analysis
Cities of Huntington Beach, Newport Beach and
Costa Mesa
Start
2
1 3
4
1 5
6
1 7
1 S
1 9
10
11
12
13
14
ii
1 1C
17
6!27
7.14
1!11
?;1S
725
8/7
8/B
8115
8122
8129
915
9112
9119
9/26
10/3
10!70
10117
Acthnty 7 Slart Project
Prepare for kickoff L �'
Kickoff meeting i
I klodiFv scope and schedule as necessary_
Document request
Activily 2. Survev Opponum ties for Sharing
6127
1 7/4
7111
7118
7125
Ell
8/6
8/15
8,22
8129
975
9112
9.119
9126
1053
10110
10117
Interdews
_
�I�
L _I
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i
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t:
_-
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r
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Prepare initial matrix
Ideet with Steedna Committee
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—,
Acli.ity 3_ Evaluate Services
6.!27
714
7/11
7118
7125
811
ve
8/15
8. 122
8129
916
9:12
9119
9126
1N3
90,10
10117
DF,elc, eraluath� criteria
L _I
L
i
Develop and o ulale model
t:
_-
Evaluate ideas against evaluative criteria
L_,
Review results and modify model as necessat
Develop difficulty! avoB evaluations
�L
—,
Build quad matrixes to foster discussion
J-1
Meet with Steering Committee to determine priorities
Activity 4 Analvze Selected Serices
6127
1 7:4
1 7111
7/18
17126
1 811
1 8/8
18115
18122
8129
915
1 9112
9119
9126
1013
10!10
110117
Deeelcp analvsis plan for each option
L _I
L
i
Execute analvsis plan
t:
_-
Do cost hanerit analvsis for each option
L_,
Document implementation issues for each o liona
Provide status re mn to Sleerina Committee
Actvity 6, Re on Results
6127
714
7111
7118
7125
811
818
8'15
8122
8129
915
9!72
9519
926
1013
10110
10117
Draft Re;on
1 i_ r
L
Final Report
_-
Presemations
Activity 6 Su, on Im lamentation 6127 774 7111 7/18 7125 611 818 8175 '5.122 8.29 915 9/12 9119 9126 1N3 70510 10/1?
61 Su or. Implementation
Management Partners, Inc. 27
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Management Partners, Inc. Exhibit B
Corporate Officers:
4�
I N C O R P O R A T E D
Gerald E. Newfarmer — President and CEO, Corporate President and Secretary
Amy Cohen Paul — Vice President, Corporate Treasurer
Position
Hourly Rate
Project Director
$250
Partner
$225
Senior Manager
$175
Special Advisor
$175
Management Analyst
$75
2107 North First Street, Suite 470 5 Park Plaza, Suite 1520
San Jose, CA 95131 www.managementpartners.com Irvine, CA 92614
408 437 5400 949 222 1082
Fax 453 6191