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HomeMy WebLinkAbout47-City Manager ORIGINAL CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION From: Fred Wilson, City Manager Subject: Resolution authorizing the Mayor to execute a Services Agreement with Management Partners to conduct a professional review of the operation of all City departments Dept: City Manager's Office Date: June 7, 2006 MICC Meeting Date: June 19, 2006 Synopsis of Previous Council Action: May 22, 2006 - Mayor and Common Council identify a citywide organizational review as a priority for FY 06-07 Recommended Motion: Adopt resolution Contact person: Fred Wilson Phone: 5122 Supporting data attached: staff report resolution Ward: all agreement FUNDING REQUIREMENTS: Amount: $198,500 in FY 006-07 Source: (Acct. No.) 001-092-5502 (Acct. Description) General Govt Professional/contractual Council Notes: KfJSD. J-Otlk'J J:J?J) Finance: Agenda Item No. 1./1 (PIt ,loll STAFF REPORT Subiect: Resolution authorizing the Mayor to execute a Services Agreement with Management Partners to conduct a professional review of the operation of all City departments Backl!:round: Mayor Morris has proposed that a citywide organizational review be conducted that would encompass a review of all City departments. The goal of this effort is to work with Department heads and employees to identify new ways to improve organizational effectiveness and efficiency. At the May 22 Mayor and Council workshop, the need for a citywide organizational review was identified as a priority for FY 06-07. The City Manager's Office contacted Management Partners, a well-respected firm with a history of conducting similar reviews. Management Partners has submitted the attached proposal (Attachment A). Essentially, the proposal calls for a broad look at the entire organization with the goal of using best practices from other cities, benchmark data, and employee and management feedback to identify ways that the City can function more effectively as well as generate cost savings. Management Partners guarantees that the review will result in savings that, if implemented, would equal twice the contract price of $198,500. Management Partners comes highly recommended by their other clients, in large part because the final work products contain recommendations that are practical. Essentially, the review is much like an organizational "tune-up" that can help to keep the organization functioning at optimum productivity. It should be noted that while some recommendations in the review may be relatively simple to implement, others may require more challenging adjustments to the organization. If the review is conducted, the Mayor and Council should be committed to thoughtfully consider each of the recommendations of the consultant. Financial impact: The cost of the agreement is $198,500. Management Partners guarantees that the review will result in savings of at least $397,000, which is equal to twice the contract price of $198,000. Funds for this project have been included in the FY 2006-07 Preliminary Budget in Account No. 001-092-5502 (General Government professional/contractual). Recommendation: Adopt resolution. f~'/Lb. f/~S- ~ (;f;1;b 1 2 3 4 5 6 7 8 9 10 11 RESOLUTION NO. RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO AUTHORIZING THE MAYOR TO EXECUTE A SERVICES AGREEMENT WITH MANAGEMENT PARTNERS TO CONDUCT A PROFESSIONAL REVIEW OF THE OPERATION OF ALL CITY DEPARTMENTS BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS: SECTION 1. The Mayor of the City of San Bernardino is hereby authorized and directed to execute on behalf of said City a Services Agreement with Management Partners, a copy of which is attached hereto, marked Exhibit "A" and incorporated herein by reference as though fully set forth at length. 12 SECTION 2. The authorization to execute the above referenced agreement is 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 rescinded if the parties to the agreement fail to execute it within sixty (60) days of the passage of this resolution. III III III III III III III III III III III '17 o. ~ff ~/1110h 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Approved as to Form: RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO AUTHORIZING THE MAYOR TO EXECUTE A SERVICES AGREEMENT WITH MANAGEMENT PARTNERS TO CONDUCT A PROFESSIONAL REVIEW OF THE OPERATION OF ALL CITY DEPARTMENTS I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and Common Council of the City of San Bernardino at a meeting thereof, held on the day of , 2006, by the following vote, to wit: AYES NAYS ABSTAIN ABSENT Council Members: ESTRADA BAXTER MCGINNIS DERRY KELLEY JOHNSON MC CAMMACK City Clerk day of The foregoing resolution is hereby approved this 2006. Patrick J. Morris, Mayor City of San Bernardino 25 26 27 28 JAMJ'-':S F. PENMAN, City(tttorney /:J i/" ~/([1M' . ,v i'1vv. _ . I 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 SERVICES AGREEMENT This agreement is entered into this day of June 2006, by and between Management Partners, Inc., ("CONSULTANT") and the City of San Bernardino CCITY" or "San Bernardino"). WITNESSETH: WHEREAS, the Mayor and Common Council have determined that it is advantageous and in the best interest of the City of San Bernardino to engage a professional consultant to conduct a professional audit of the operation of all City departments of the City of San Bernardino; and WHEREAS, CONSULTANT possesses the professional skills and ability to provide said services for the CITY; NOW, THEREFORE, the parties hereto agree as follows: 1. SCOPE OF SERVICES. For the remuneration stipulated, San Bernardino hereby engages the servIces of CONSULTANT to conduct an organizational audit of all City departments, as outlined in the CONSULTANT'S proposal dated April 25, 2006, a copy of which is attached hereto, marked Exhibit "A" and incorporated herein by reference as though fully set forth at length. 2. COMPENSATION AND EXPENSES. a. For the service delineated above, CITY shall pay the CONSULTANT $198,500, payable as follows: Twenty-five percent (25%) due within 30 days of completion of Activities 1 and 2; twenty-five percent (25%) due within 30 days of completion of Activities 3 and 4; and fifty percent (50%) due within 30 days of presentation of the final results to the City. The fee for services will cover all expenses incurred by the CONSULTANT on behalf of the CITY. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 b. No other expenditures made by CONTRACTOR shall be reimbursed by CITY without the prior written approval of the Mayor. c. CONSULTANT guarantees that the audit will provide recommendations to the CITY that in the City Manager's judgment would, if implemented, result in savings to the CITY of at least $397,000, which is the amount equal to two times the CONSULTANT's compensation as provided in this agreement. If, at the conclusion of the work, the audit does not provide recommendations that in the City Manager's judgment would result in the savings required pursuant to this Section, CONSULTANT's compensation shall be reduced in accordance with the formula in Part 0 of this Section. d. If, in the City Manager's judgment, a reduction in CONSULTANT's compensation is justified by the performance criteria stated in Part C of this Section, the amount of the reduction in compensation shall equal the CONSULT ANT'S total compensation pursuant to this Agreement, minus the total net savings to the CITY of the recommendations that in the City Manager's judgment would, if implemented, result in savings. 3. TERM; SEVERABILITY. The term of this Agreement shall be for a period of eight months, commencing on June 20. 2006, and terminating on February 20, 2007, unless previously modified, amended, or cancelled by the written mutual consent of the parties. This Agreement may be terminated at any time by thirty (30) days written notice by either party. The terms of this contract shall remain in force unless mutually amended. The duration of this contract may be extended with the "'Titten consent of both parties. 4. INDEMNITY. CONSULTANT shall indemnify, defend and hold harmless the CITY, its officers, employees and agents (including, without limitation, reasonable costs of defense and 2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 reasonable attorney's fees) arising out of or related to CITY'S performance of this agreement, except that such duty to indemnify, defend and hold harmless shall not apply where injury to person or property is caused by CITY'S willful misconduct or negligence. CITY shall indemnify, defend and hold harmless the CONSULT ANT, its officers, employees and agents (including, without limitation, reasonable costs of defense and reasonable attorney's fees) arising out of or related to CONSULTANT'S performance of this Agreement, except that such duty to indemnify, defend and hold harmless shall not apply where injury to person or property is caused by CONSULTANT'S willful misconduct or negligence. The costs, salary and expenses of the City Attorney and members of his office in enforcing this Agreement on behalf of the CITY shall be considered as "attorneys' fees" for the purposes of this paragraph. 5. INSURANCE. While not restricting or limiting the forgoing, during the term of this Agreement, CONSUL T ANT shall maintain in effect policies of comprehensive public, general and professional liability insurance, in the amount of $1,000,000.00 combined single limit, and statutory worker's compensation coverage, and shall file copies of said policies with the CITY'S Risk Manager prior to undertaking any work under this Agreement. CITY shall be set forth as an additional named insured in each policy of insurance provided hereunder. The Certificate of Insurance furnished to the CITY shall require the insurer to notify CITY of any change or termination in the policy. 6. NON-DISCRIMINATION. In the performance of this Agreement and in the hiring and recruitment of employees, CONSULTANT shall not discriminate on the basis of race, creed, color, religion, sex. physical handicap, ethnic background or country of origin. 7. INDEPENDENT CONTRACTOR. 3 1 2 3 4 5 8. CONSULTANT shall perform work tasks provided by this Agreement but for all intents and purposes CONSULTANT shall be an independent contractor and not an agent or employee of the CITY. Notices. 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Any notice to be given pursuant to this Agreement shall be deposited with the United Postal Service, postage prepaid and addressed as follows: TO THE CITY: City Manager's Office 300 North "0" Street San Bernardino, CA 92418 Facsimile (909) 384-5138 TO THE CONSULTANT: Gerald E. Newfarmer Management Partners 2]07 N. First Street, Suite 470 San Jose, CA 9513] 9. ATTORNEYS' FEES ]n the event that litigation is brought by any party in connection with this agreement, the prevailing party shall be entitled to recover from the opposing party all costs and expenses, including reasonable attorneys' fees, incurred by the prevailing party in the exercise of any of its rights or remedies hereunder or the enforcement of any of the terms, conditions or provisions hereof. The costs, salary and expenses of the City Attorney and members of his office in enforcing this Agreement on behalf of the City shall be considered as "attorneys' fees" for the purposes ofthis paragraph. ]0. ASSIGNMENT CONSULTANT shall not voluntarily or by operation of law assign, transfer, sublet or encumber all or any part of the CONSULTANT's interest in this Agreement without CITY's prior written consent. Any attempted assignment, transfer, subletting or encumbrance shall be void and shall constitute a breach of this Agreement and cause for the termination of this 4 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Agreement. Regardless of CITY's consent, no subletting or assignment shall release CONSULTANT of CONSULTANT's obligation to perform all other obligations to be performed by CONSULTANT hereunder for the term of this agreement. 11. GOVERNING LAW This guarantee shall be governed by and construed and interpreted in accordance with the laws of the State of California without regard to principles of conflicts of law. 12. VENUE The parties hereto agree that all actions or proceedings arising in connection with this Agreement shall be tried and litigated either in the State courts located in the County of San Bernardino, State of California or the U.S. District Court for the Central District of California The aforementioned choice of venue is intended by the parties to be the mandatory and not permissive in nature. //1 /11 1/1 5 1 2 3 4 5 6 7 8 9 10 11 12 SERVICES AGREEMENT IN WITNESS THEREOF, the parties hereto have executed this Agreement on the day and date first above written. Date: June Date: June ,2006 Management Partners, Inc. By: Gerald E. Newfarmer ,2006 City of San Bernardino By: 13 Patrick J. Morris, Mayor 14 ATTEST: 15 16 17 18 Rachel Clark, City Clerk 19 20 21 22 23 24 25 26 27 28 APPROVED AS TO FORM: James F. Penman, City Attorney , By: .~}Y'v) I , I I I .' I '. I /) :). / " - L {:"}--' '-'..---'"'"~,- 6 ~ I' , MANAGEMENT PARTNERS INCORPORATED June 7,2006 Mr. Frederick A. Wilson City Manager City of San Bernardino 300 N. D Street, FI6 San Bernardino, CA 92418 Dear Fred: Management Partners is pleased to submit this proposal to conduct a professional review of the operations of the government of the City of San Bernardino. We have modified the proposed scope of work as we discussed at our meeting last week. You have assumed new responsibilities as a result of the change in the city charter. Such a transition is a good occasion to conduct a systematic professional review of all of the operations of the City government, examining the way in which work is planned and executed compared with best practices in similar operations in local governments throughout the United States. The City of San Bernardino operates a wide diversity of programs that provide a variety of services. The "customers" for each service differ based on the nature of the individual service. The techniques with which each is provided are also unique to the service. Management Partners is expert in local government services and has conducted reviews of local governments similar to that being proposed herein. We believe that as a result of conducting this review we will identify economies that will exceed twice the cost of our work to conduct the review, and are prepared to guarantee that result contractually. The outcome is that the City will obtain a thorough review of operations and business practices, will develop an agenda for improvement that can be implemented, and save money in the process. The attached proposal describes the methodology and plan of work that would be involved in conducting the review, as well as the professional qualifications of Management Partners and its professional staff. We would be pleased to discuss this with you or provide additional information at your convenience. Sincerely, ~~ Gerald E. Newfarmer President & CEO 2107 North First Street Suite 470 San Jose, CA 95131 WV\fW. managementpartners.com 408 437 5400 Fax 453 6191 PROPOSAL TO CITY OF SAN BERNARDINO ORGANIZATIONAL REVIEW June 7, 2006 ~ MANAGEMENT PARTNERS INCORPORATED TABLE OF CONTENTS I. INTRODUCTION.................. ............................................. .............. .......... 1 II. ABOUT MANAGEMENT PARTNERS................................................... 1 III. PLAN OF WORK......................................................................................... 2 IV. OUR PROJECT TEAM....................................................................... 6 VI. HOURS OF WORK AND COST, PROJECT SCHEDULE...................... 11 VII. CONCLUSION ....................................................................................... 11 City of San Bernardino Organizational Review I. INTRODUCTION City of San Bernardino has recently implemented leadership changes at the top of the government. A new Mayor has taken office with the responsibility to provide policy leadership for the government, and the City Administrator position has been converted to a City Manager role, with direct responsibility for the daily operations of the government. The City has previously looked internally at ways to be more efficient on a selective basis for some of its activities, but has not undertaken a comprehensive independent and impartial review of its operations. This combination of factors provides both the opportunity and the responsibility to identify improvements that will maximize efficiency and effectiveness while providing support and leadership to City departments faced with the need to respond to the tight fiscal environment. Management Partners proposes to provide an objective analysis of City operations that will apply best practice principles to each function and service, to assure that it is being accomplished in the most cost-effective manner using best practice standards We will assess departmental business practices, levels of service, staffing patterns, workflow, and service delivery mechanisms to identify ways to operate more efficiently, effectively and productively. The result will be a specific list of changes that will result in budget savings as well as in long- term improvement in the way in which the City provides its services, both internally and externally to residents and taxpayers. This analysis and the improvement recommendations that will result will be based on non-partisan, professional criteria about the best ways to provide services. II. ABOUT MANAGEMENT PARTNERS Management Partners is a professional management consulting firm dedicated to helping local government organizations increase their effectiveness. The firm was founded in 1994 and is staffed by professionals who are experienced public service managers as well as qualified management consultants. We have offices in Cincinnati, Ohio, and San Jose, California, servicing clients throughout the United States. Our passion is quality management and quality performance. As a firm, our commitment is to produce first-rate analysis and results that clients can implement. The firm has extensive experience helping local governments improve their operations and create processes that result in a high level of service to customers. We have undertaken organizational reviews for virtually every type of city and city function, including reviews of entire governments as well as selected studies of individual departments and operations. In addition, we have expertise in applying performance management techniques, including performance measurement preparation and training, having trained over 100 jurisdictions throughout North America as the trainer for the International City/City Management Association's (ICMA) Center for Performance Measurement. We know that successful organizations are institutions that are well-designed and have clear systems for the planning and management of work, and that the people who staff them are well supported by good leadership and sound management practice in their everyday relationships. Management Partners, Inc. City of San Bernardino Organizational Review Our interest as a firm is in helping our clients identify ways in which they can improve, by changing business processes or systems or through improvements in the art of management. We bring to bear an unusual breadth and depth of understanding of local government, with a bias toward implementation of best practice ideas that are tailored to the unique circumstances of the individual client. More information about the firm is at www.managementpartners.com. III. PLAN OF WORK We propose a project consisting of seven discrete activities consistent with the needs of the City. We will begin with a survey of the City organization to develop an understanding about current operations of the overall government and of the major functional activities within the government in relation to each other. This will be followed by a thorough review of operations, including identification of work priorities and service delivery capabilities within individual departments. Our consultants all have local government experience in addition to their expertise in management consulting. To leverage the work of our consultants we also rely on subject area specialists who have both extensive consulting experience and are nationally recognized experts in their field. This includes policing, fire, public works and other local government service areas as appropriate. The combination of proven techniques and professional experience results in an objective analysis of individual department's organization and operations with recommendations for specific improvements to increase effectiveness and achieve cost savings. Activity 1 - Start Project The starting point on this project will be to meet with City management to discuss the details of the project approach and execution. In addition to this initial meeting, we will meet with the department directors to introduce the project and our team of consultants, and will conduct individual interviews with City leaders, as appropriate to properly frame the priorities for attention. This will afford an opportunity to identify any special situations or needs that individual managers want to have considered at the start of the project. At this time, we will also seek information concerning current City priorities and work planning. The project start-up activity will lay the basis of the partnership between the Management Partners' project team and City staff. It will be the occasion for us to fine-tune the project schedule (which is presented with this proposal as a draft) so that it can be comfortably integrated with the other work that City staff must attend to while this project is in progress. Activity 2 - Conduct Strategic Organization Review The initial substantive activity is the overall review of the government. We will examine the key legislative and administrative policies and procedures. We will also review significant plans, strategic and operational, that have been used to guide programs and services, as well as studies of individual functions that may have been completed in recent years. We will also conduct individual interviews with each member of the senior management team and with Management Partners, Inc. 2 City of San Bernardino Organizational Review selected additional staff or stakeholders as may be useful to gain an understanding of the operations of the City government. We will review the staff support services that are provided on a centralized basis for the City as well as be introduced to the operations in each department. During this review we will be looking for areas of duplication and redundancy that exist in all organizations. Sometimes redundancy is a good thing, but sometimes it simply wastes precious resources and prevents the organization from obtaining maximum economy of scale savings. We expect to complete a tour of the major city facilities and to review ordinances, administrative procedures or instructions that are relevant to overall operations. We will familiarize ourselves with the key elements of your financial management system (chart of accounts, investment policy, budget, purchasing manual and risk policies) as well as the key elements relevant to personnel management (personnel policies, labor agreements, etc). We will also examine your information technology operations. This activity will focus specifically on the programs, systems, and expenditures that are corporate in nature. In other words, those expenditures or cost drivers that are applicable to the entire organization rather than specific to one department or program. This activity will also include a review of the City's asset management - real property, facilities and fleet. A review of the fiscal environment will also be a part of this activity. Revenues, expenditures and long-term financial plans, including fees for service and other revenue sources, will be reviewed and evaluated It is critically important to understand the fiscal environment in which the City is operating and identify opportunities for revenue generation or cost reimbursement that may not have been implemented. Our extensive experience throughout California provides us with a unique understanding of best practices in terms of revenue management, user fee options and cost recovery measures that cities can utilize. Activity 3 - Conduct Operations Review Management Partners will meet with managers in each department to review relevant information regarding department priorities and work plans, including program operating goals and key projects currently planned or in execution. This review will be coordinated with and through the director of each department and will include interviews with each manager with key service delivery and project management responsibility. We will obtain and review policies, procedures, expenditure detail, and performance data that may be available for each program. This information will be obtained through a combination of interviews with staff members responsible for the programs, review of documents and data, observation of workflow, and evaluation of any existing workload data of program performance. Based on the information collected in interviews, observations, and analysis of the departmental documentation, selected business processes may be identified for further analysis as necessary. Management Partners will identify the most significant barriers to effective organization function and efficiency in service delivery. Incorporating that understanding with Management Partners' accumulated expertise in managing service delivery, the firm will identify Management Partners, Inc. 3 City of San Bernardino Organizational Review opportunities to improve the organization's structure and service delivery functions. For each improvement opportunity, Management Partners will assess the feasibility of implementation. Implementation actions will also identify opportunities for improvements to service delivery that can be achieved. Because public safety is the first priority of local government, and the locus of most expenditures, we will look for ways in which the City can optimize its expenditures in this area to provide resources to improve direct "front line" service delivery. We use a variety of analytical tools to determine how the City can provide better service. One of these-the position utilization analysis-ensures that all sworn personnel are being deployed to the fullest. We examine the utilization of all personnel and determine which support functions being accomplished with sworn personnel could be undertaken by civilian personnel. We also examine departmental workloads and evaluate how the existing resources are deployed to deal with those workloads. The objective is to optimize the City's ability to have resources available at the time they are most needed. Another area of great importance in any City is the development and maintenance of public infrastructure. We review existing capital project management practices carefully because the scale of a large city's capital program can easily match or even exceed annual operations expenditures. We make sure that the City has the proper practices in place to deliver projects efficiently and to maximize reimbursement of costs to the City. Savings generated or new revenues to the City's General Fund from this analysis can be used to fund critical operations and maintenance expenditures. Activity 4 - Conduct Best Practice Research and Peer Benchmarking At this stage in the project we will also complete a research survey of how comparable agencies measure their performance and maximize resource optimization. Benchmarking against the best state and national practices will be a thread that runs through this entire project. In order to ensure that this benchmarking work is of maximum utility, an effort will be made early in the project to define the appropriate criteria to be used in defining peer agencies, as well as national best practices. By focusing on the criteria that allows valid comparisons, we will be able to identify peer jurisdiction that are meaningful and objectively derived. Since the service delivery profile of San Bernardino will vary across departmental and program areas, we will work with departments to ensure benchmarks and best practices are measured in service delivery environments similar to that of San Bernardino. Since cities are charged with delivering effective services in a world of limited resources, we will concentrate on finding out how departments achieve maximum productivity and measurable performance for the least cost. This research will provide meaningful comparisons about such issues as staffing levels, service levels and budgets. Specific areas for benchmarking will include: 1. Identifying best practices relative to service, systems and management in comparable jurisdictions 2. Identifying best practice mechanisms for measuring effectiveness of the mission Management Partners, Inc. 4 City of San Bernardino Organizational Review 3. Identifying best practice tools for optimizing resource allocation towards mission and for achieving maximum cost efficiencies, and 4. Identifying staffing and service level norms in comparable jurisdictions. Activity 5 - Obtain Employee Input City employees are the bedrock of quality service delivery organizations. They know and have opinions about the good things that the City does, as well as about those things that could be done better. Our experience is that tapping into that knowledge base through professionally conducted focus groups is a useful source of learning. It is also an empowering experience for employees because it allows them to make suggestions for improvement. It also reveals issues and problems in other operational areas. Management Partners will conduct focus groups with representative employees from the City's various departments and programs. We anticipate that eight focus groups will be required to afford a representative sample of the diversity of programs and services with their associated business problems. Each will last about 90 minutes. Focus groups will be confidential, with employee comments being encouraged on a not-for-attribution basis. These discussions will provide useful perspective on those aspects of City operations that are working well and those that need attention. Frequently, specific ideas for further consideration are also identified in focus group discussions. This activity further broadens our knowledge of the current situation from the employee perspective and helps to highlight areas for potential improvement from the unique perspective of employees who actually do the work on a daily basis. In some local governments, employees are represented by organized labor associations that bargain with City management about workplace issues and represent its membership in a variety of ways. We also obtain employee input from talking with the leadership of these employee organizations. They have a unique perspective on City operations from their interactions with rank and file employees and often have excellent suggestions that can improve employee productivity and morale. Activity 6 - Report Results After we have concluded the investigation and data-gathering phase of the study we will brief City leaders on the results of our analysis. This will be a comprehensive presentation in a format that will be designed to facilitate dialogue. We will be interested in feedback from the City at this point concerning the sensitivity, feasibility, and constraints regarding our initial recommendations. We are cognizant that the City of San Bernardino, as with most local governments in California, is facing significant fiscal constraints. San Bernardino also has its own City Charter, which shapes how the City operates in a manner analogous to state law. Our ultimate recommendations will be those that can be achieved within the context of San Bernardino's fiscal constraint and which are consistent with the Charter. Management Partners, Inc. 5 City of San Bernardino Organizational Review The feedback session will be followed by the development of a draft report. The draft report will layout the analysis and facts considered relevant to effecting improvement, including specific recommendations for implementation. The draft report will be reviewed with the City to ensure factual accuracy prior to preparation of a final project report. Activity 7 - Prepare and Present Final Report The next step will be to prepare the final project report, based on the draft and reflecting careful consideration of comments and suggestions developed during its review. Management Partners will present the final recommendations to the City at a public meeting, if desired. Activity 8 - Provide Implementation Assistance A project such as this has value once its results are implemented. The first step toward successful implementation is to provide assistance to the City as it works to implement the recommendations contained in the report. We will be available, and look forward, to the opportunity to support the management team with further refinements to its management system and processes. Because Management Partners is skilled at all aspects of City government, we believe that we can support staff in implementing good work planning and execution techniques, as well as in providing analytical support and best practice information for the range of services that City of San Bernardino provides to its residents and businesses. IV. OUR PROJECT TEAM Andrew Belknap, Regional Vice President, will lead the project team. He will provide project direction and expert guidance to the review. In addition, Gerald Newfarmer, President and CEO, will be fully engaged with the project throughout to assure that the work is at the high level that has earned the firm its reputation for quality work. Jan Perkins, Partner, will be the project manager responsible for effective execution of the project and the work of the project team. She will be assisted by Senior Management Advisors Michael Bridges, Rebekka Hosken, and Julie CT Hernandez, and Special Advisors Thomas Frazier, John Granito, and David Vaclavik. Emily Baker and James Campbell will provide analytical and research support to the efforts of the project team A brief synopsis of the qualifications of each of our team members follows, with complete professional biographies included as Attachment A to this proposal. Gerald Newfarmer, President and CEO, has 30 years of management experience in local government. After serving in a variety of positions for the City of Oakland, Jerry served as City Manager in Fresno, and San Jose California, and in Cincinnati, Ohio. In addition, he served as Team Leader of the State-Local Relations Team of the National Performance Review. He has successfully directed each of Management Partners' project assignments since the founding of the company in 1994. Andrew Belknap, Regional Vice President of Management Partners' West operations (based in San Jose) has more than 20 years of local government experience. This includes service as a City Manager, Public Works Director, and consultant to California municipalities and special Management Partners, Inc. 6 City of San Bernardino Organizational Review districts. As interim CEO of the Sacramento-Yolo Port District in 2005, Andy helped arrange a complex deal that ended in the Port of Oakland taking over management. 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 all types of organizational and policy analysis. He is also an excellent facilitator and strategic thinker. Jan Perkins, Partner, developed her expertise in strategic planning, goal setting, community engagement and problem solving over a 30-year career in local government. She joined Management Partners in 2005. Jan assists government leaders in far-ranging areas such as facilitation, leadership development, team building, organizational analysis and performance evaluation. Jan served as City Manager of both Fremont and Morgan Hill, California. Earlier, she was Assistant City Manager of Santa Ana, California; Deputy City Manager of Grand Rapids, Michigan; and Assistant City Administrator/Community Development Director in Adrian, Michigan. She is widely known in the field as the author of numerous leadership articles, as President of the California City Management Foundation and as chair of numerous committees for the International City/County Management Association. Michael Bridges, Senior Management Advisor, has nearly 30 years of management experience in local government, having served in a variety of positions for the City of Oakland, including Deputy City Manager. Prior to attaining this position, he worked as a senior management staff member in Oakland's Parks and Recreation Department for five years. He subsequently served as the City Administrator in Cascade Locks, Oregon, as the Interim Assistant City Manager in Belmont, and as the Interim City Manager of Winters. In his work with the firm, Mike has provided consulting assistance to the cities of Santa Clara and San Jose, the East Bay Regional Park District, and the Mid-Peninsula Open Space District. Rebekka Hasken, Senior Management Advisor, has significant experience as a local government staff member and consultant in a diverse range of communities. Her areas of expertise include management improvement initiatives, such as organizational reviews; development review processes, facilitation, training recruitment and staffing studies. Since joining Management Partners, Rebekka has been primary staff person for improving development review permit processes in Belmont, San Ramon, Santa Monica, Mammoth Lakes, and Riverside, California; and in Tucson, Arizona. She studied staffing and relief for the San Mateo County Sheriff's Department and also worked on an organizational review of that entire County. Rebekka also did a major review of the code enforcement program in Long Beach, California. Earlier, she was a staff member for the Town Manager's Office in Lexington, Massachusetts, and the Mayor's Office in Appleton, Wisconsin. She was Assistant Village Manager in the Chicago suburb of La Grange Park. Julie C.T, Hernandez, Senior Management Advisor, joined Management Partners in December 2004 after almost 20 years in public service. Most recently, she was Senior Management Analyst for Economic Development and Redevelopment in Moorpark, California, which is the most affluent and fastest growing city in Ventura County. Julie earlier was Assistant City Manager of the City of Santa Paula, and she spent 10 years with the City of Oxnard in positions of increasing responsibility. During her career, Julie acquired skills and knowledge in a wide range of areas, including personnel, risk management, information systems, city clerk operations, economic development and redevelopment, property management, public Management Partners, Inc. 7 City of San Bernardino Organizational Review information office, and administering film permits. During her service in Moorpark, Julie simultaneously implemented a three-year, $1.5 million grant to bring social services to Moorpark and managed a redevelopment project to build a three-building, 30,000-square-foot Human Services Complex as a home for the new social and medical services. Thomas Frazier, Special Advisor, has a long and distinguished career in law enforcement. Tom began his career serving with the Police Department of San Jose, California, where he held all ranks from police officer through Deputy Chief of Police, with service in leadership positions in every aspect of departmental operations. He then served as Commissioner of Police for the City of Baltimore, Maryland, where he led a major modernization of the department including substantial, innovative application of information technology to departmental operations, as well as to a significant reassignment of personnel to dramatically increase the department's commitment to direct police service to the citizens of the city. Subsequently, Tom served as the Director of the COPS Program of the United States Department of Justice. John Granito, Special Advisor, has provided consulting in fire and emergency management services to jurisdictions large and small throughout the United States. He also brings knowledge of police services to this study, which is a unique combination that will serve the City well. John has served more than 350 municipal fire-rescue departments. In addition, Dr. Granito was Chair of the National Fire Protection Association's 1201 technical committee on the Organization, Operation, Deployment, and Evaluation of Fire and Emergency Medical Services and has been a member of the International Disaster Research Committee. He has served as Supervisor of Fire Training for New York State, and as Director of IAFC's International Fire Administration Institute. He is a member of the International Association of Fire Chiefs, the New York State Fire Chiefs Association, and the Florida Fire Chiefs Association. David Vaclavik, Special Advisor, has more than 25 years of experience working with local governments, including serving as a Public Works Director in Oak Park, Michigan, and Appleton, Wisconsin. Among his many accomplishments, he led the development of the first storm water utility in the State of Wisconsin, and he planned and oversaw the construction of a regional storm-water management system that allowed more than two square miles of development. In Appleton, Dave led the implementation of automated refuse collection, a citywide recycling program, implementation of a parking utility and the development of a quality improvement program responsible for many operational improvements throughout the department. When not holding a public management position, Dave has provided management consulting on a variety of projects with Management Partners including Louisville, Kentucky; Manchester, Connecticut; Topeka, Kansas; and Lexington, Massachusetts. He is a member of the American Public Works Association, and has presented numerous papers on topics such as GIS, storm-water management and utility development, utility rates and consultant selection. Dave is a part-time lecturer for the University of Wisconsin - Fox Valley. V. REPRESENTATIVE CLIENTS Management Partners has provided a variety of assistance to local government clients across the United States that may be of interest to City of San Bernardino. Each of our client relationships is unique because each of our clients has different needs and priorities; we Management Partners, Inc. 8 City of San Bernardino Organizational Review therefore tailor our work to suit the individual client and do not practice cookie-cutter consulting. Our commitment is to provide unsurpassed quality management support for each of our clients, with our test of a satisfactory project that the client respects the value that we have added for them through our work. Santa Clara. California Management Partners has worked with the City Manager and her management team to improve operations throughout the government, including specific assistance with budget and labor relations matters. In addition, the firm has conducted specific organization reviews of most department functions including Public Works, Library, Policy, Fire, Human Resources and Legal. In addition, the firm has worked with the senior management team in workshops and retreats to develop strategic goals and priorities for the City. Client Contact: Ms. Jennifer Sparacino, City Manager 1500 Warburton Avenue Santa Clara, CA 95050 408-615-2210 San Mateo County. California Management Partners has just completed a review of all government operations reporting to the County Manager. The primary focus was to examine the organizational relationships and effectiveness, and to specifically review succession planning issues. Prior to this assignment, the firm has worked with many functions of the government including development review, Public Works, Sheriff, Health Department, and performance management Client Contact: Mr. John Maltbie, County Executive Officer 455 County Center Redwood City, CA 94063 650-363-4121 Lona Beach. California Management Partners completed a comprehensive review of City code enforcement operations and inspection programs in the City of Long Beach. Our study resulted in substantial productivity enhancements and a cost savings to the City's general fund that will eventually grow to $16 million annually. We were also asked to assist with implementation. This recent project is included as a project reference because it met a need in an area of public service involving multiple city departments and allied with the development review process, and was executed in a large city government Client Contact: Mr. Gerald R. Miller, City Manager 13th FI., City Hall 333 W Ocean Blvd. Long Beach, CA 90802 562-570-6812 Management Partners, Inc. 9 City of San Bernardino Organizational Review Louisville. Kentuckv Management Partners assisted 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. Management Partners reviewed almost every aspect of the government to complete integration and transition to a best-in-class level of operations. Over a dozen organizational review reports were issued yielding 611 recommendations. One-time cost savings from implementation of these improvements were estimated at over $11 million while annual savings were estimated at over $6 million. Increases in revenue were estimated at over $4 million. In addition to conducting performance reviews of general government functions, Management Partners developed a comprehensive, integrated management system that includes performance measurement and project tracking systems. Client Contact: Honorable Jerry Abramson, Mayor Larry Hayes, Deputy Mayor and Chief Operating Officer 527 West Jefferson Street Louisville, Kentucky 40202 502-547-8140 Management Partners takes pride in the quality of the work it does for local governments. A client list can be found on our website, www.managementpartners.com and we invite the reader to contact any of our clients. Management Partners, Inc. 10 City of San Bernardino Organizational Review VI. HOURS OF WORK AND COST, PROJECT SCHEDULE This project will be a very important engagement for Management Partners. We anticipate that the project will take 1,276 hours of consulting time to complete, as shown in the table below. Activity 1 - Start Project Hours 54 2 - Conduct Strategic Organization Review 330 3 - Conduct Operations Review 462 4 - Conduct Best Practice Research and Peer Benchmarking 144 5 - Obtain Employee Input 104 6 - Report Results 96 7 - Prepare and Present Final Report 46 8 - Provide Implementation Assistance Total 40 1,276 This projected amount of work to complete the assignment is our best estimate, but it is also our commitment to this engagement. Our real goal is to complete the project to the satisfaction of the City and we will, of course, do what is required to accomplish that result. The cost for the project described in this proposal is $198,500, including expenses. Management Partners guarantees that budget savings from this review of government operations will exceed twice the one-time cost ofthe contract. The project schedule provides a detailed breakdown of the anticipated activities and tasks and is contained as Attachment B to this proposal. As noted in the plan of work, we anticipate that we will fine-tune the project schedule during the organizational meeting to meld it comfortably with the City work commitments that will continue durin9 the time of the project. VII. CONCLUSION Management Partners has the experience, the professional talent and necessary to successfully complete a quality project for the City of San welcome the opportunity to provide additional information that may be helpful. the commitment Bernardino. We Management Partners, Inc. 11 City of San Bernardino Organizational Review ATTACHMENT A PROFESSIONAL BIOGRAPHIES GERALD E. NEWFARMER Jerry Newfarmer, President and CEO, founded Management Partners to help government leaders. Prior to founding the company, Jerry served in public service positions with local governments in California and Ohio. Jerry began his career with the city of Oakland, California, where he served in a variety of management positions over a ten-year period, concluding as Assistant City Manager, the Chief Operating Officer role. Subsequent to his service in Oakland, Jerry served as the City Manager of the cities of Fresno, San Jose and Cincinnati. He has also served as the leader of the State and Local Government Team in the National Performance Review, an examination of the operations and management of the Government of the United States. In addition to his public service, Jerry served as President of the San Francisco Chamber of Commerce, a position he held during the Loma Prieta Earthquake. Mr. Newfarmer is a graduate of San Jose State University with a degree in Business Administration. He received his Masters of Public Administration (with distinction) from the University of California at Berkeley. He was honorably discharged from the U.S. Navy with the rank of Lieutenant after service on destroyers that included a tour of duty in Vietnam He has also been active in professional organizations, currently serving as a member of the ICMA Government Affairs and Policy Committee and the Board of Directors of the Greater Cincinnati Chapter of the American Society for Public Administration (ASPA) and of the Charter Committee of Greater Cincinnati. Additionally, he serves as the executive director of the Large Cities Executive Forum. He is a past president of the City Manager's Department of the League of California Cities, the San Francisco Bay Area Chapter of ASPA, chair of the ICMA Fund for Professional Management, and president of the Charter Committee of Greater Cincinnati. He has been recognized by the International City/City Management Association (ICMA) as a Credentialed Manager. Mr. Newfarmer has led Management Partners' consulting practice in all of its engagements nationally since the organization of the firm in 1994, serving both elected and appointed officials. Management Partners, Inc. 12 City of San Bernardino Organizational Review ANDREW S. BELKNAP Andrew Belknap, Regional Vice President, has more than 20 years of diverse local government management experience. He has served as a city manager, public works director and independent professional advising local government in California. He has been with Management Partners since 2001, and is based in San Jose, California. Andy began his 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 a City energy management program. Eventually, Andy was named chief of staff to the Public Works Director responsible for budgeting, utility rate setting, capital program management and organizational analysis. In 1989, Andy was named City Manager for the City of Ojai, a nationally known resort community, after serving three years as Public Works Director there. He brought strong 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. At the regional level, Andrew has been instrumental in brokering complex multi-agency agreements involving solid waste management and police services. As chair of his California region's City Manager's Association in 1998 he devised a successful plan to create a joint powers library authority to serve seven cities and a population in excess of 600,000. He has also served on several League of California Cities working groups and was selected to represent the Santa Barbara area on the California City ICounty youth services task force. Andy manages Management Partners' work in the Western United States, leading a staff of 10 professionals. During this time, he has worked as a consultant and project manager on a wide range of assignments for large and small local governments. Most recently, he took on a special assignment as interim CEO for the troubled Sacramento-Yolo Port District. In December 2005, he helped finalized a deal for the Port of Oakland to manage Sacramento's inland port. As a trained economist, Andy brings a special expertise to fiscal analysis and public finance issues, including the analysis of local revenue measures. He has completed a broad range of organizational and a 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 public finance specialty. He is a member of ICMA and the Urban Land Institute. Management Partners, Inc. 13 City of San Bernardino Organizational Review JAN C. PERKINS Jan Perkins, Partner, has 30 years of local government management experience in four communities. She also has held major leadership positions in professional organizations, has authored numerous articles, and has spoken at many workshops and conferences. Jan was City Manager of Fremont, California, for nearly 11 years, and earlier was City Manager of Morgan Hill, California. She also served the cities of Santa Ana, California; and Grand Rapids and Adrian, Michigan, in a variety of senior management positions. Since joining Management Partners in 2005, Jan has led complex projects that assisted senior local government managers with strategic and business planning, leadership development and coaching, organization development and reviews, and staffing analyses. She is based in the company's West office in San Jose, California. Among her recent project clients are San Mateo County, Contra Costa Transportation Authority, City of Huntington Beach and the City of La Palma. She 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 Manager's Department of the League of California Cities. She also chaired a number of ICMA committees, and is a Fellow with the National Academy for Public Administration. Jan earned a bachelor's degree in Sociology and a Master of Public Administration degree from the University of Kansas. She also is a graduate of Harvard University's Program for Senior Executives in State and Local Government. She is recognized by the ICMA as a Credentialed Manager. Jan provides expert assistance to government leaders in facilitation, leadership development, coaching, strategic planning, visioning and goal setting, community engagement, team building, organizational analysis and policy board/staff effectiveness. 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 10- 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 Deputy City Manager of Santa Ana, California, followed by top positions in Morgan Hill and Fremont. Jan's most recent articles include "Successful Leadership," which appeared in the March 2005 issue of Public Management Magazine, and "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. Management Partners, Inc. 14 City of San Bernardino Organizational Review MICHAEL K. BRIDGES Mike Bridges, Senior Management Advisor, has 28 years management experience in local government and six years of local government consulting experience. He has served in public service positions and has consulted for cities and counties in California, Oregon, Washington, and Nevada. He joined Management Partners in 2001. Mike began his career with the city of Oakland, California, where he provided general administration support in several city departments. He served as a Deputy City Manager, managing groups of city departments and the creation of two new departments. Mike then was named City Administrator of Cascade Locks, Oregon, a full-service city that offered water, sewer and municipal electric utilities. Through the Public Service Skills program of the League of California Cities, Mike then became Interim Assistant City Manager in Belmont and the Interim City Manager in Winters He managed the creation and operation of the Community Assistance Center in response to the 1989 Loma Prieta earthquake, and he also opened Oakland's Emergency Center to coordinate the city's response to the 1991 Oakland Hills firestorm. Since joining Management Partners, Mike's projects have included public safety (sheriff and police), coroner operations, health clinics, county courts, public defenders, community development, and parks and recreation. These projects have included organizational analyses, benchmarking, efficiency studies, best practices, staff scheduling, interim management assignments, and multi-year staffing level modeling. Mike earned a bachelor's degree in Business Administration from San Jose State University and a master's degree in Public Administration from California State University, Hayward. He served in the U.S. Air Force Security Service in Okinawa, Japan; Thailand, and Vietnam, working as a radio intercept specialist with a top-secret codeword clearance. Active in community and professional organizations, Mike has served as President of the Oakland/Dalien Sister City Association, and a member of the Oakland Convention and Visitors' Bureau, Oakland Marketing Board, the Paramount Theater of the Arts board, and the Mayor's Community Policing Task Force. He has served on the Montclair Elementary School PTA Board and is the Troubador Lead Parent for the Pacific Boychoir Academy. Management Partners, Inc. 15 City of San Bernardino Organizational Review REBEKKA G.HOSKEN Rebekka Hosken, Senior Management Advisor, has extensive local government experience as a staff member and a consultant in a diverse range of communities. She joined Management Partners in 1999 and has been a key staff member in numerous organizational reviews and studies. Rebekka specializes in the improvement of development review (building and planning) and capital improvement processes, performance measurement, benchmarking, analysis of fee structures, staffing, facilitation and training. She has studied public works, parks, police, sheriff's offices, fire and city attorney departments for organizational and process improvements. During her local government career, Rebekka served in the Town Manager's Office in Lexington, Massachusetts; was Executive Assistant to the Mayor in Appleton, Wisconsin; and most recently was Assistant Village Manager in the Chicago suburb of La Grange Park In Appleton, she co-chaired the City's Quality Improvement Program and was responsible for training a majority of the City's 600 employees in methods of quality improvement, group facilitation and process analysis. In Lexington, she undertook the first-ever citizen survey to evaluate police services and helped recruit a new chief. For Management Partners, Rebekka has been primary staff person on improving development review processes in Belmont, San Ramon, Santa Monica, Mammoth Lakes and Riverside, California; as well as Tucson, Arizona. She was principal staff on two contracts with the City of Long Beach, improving the City's code enforcement and nuisance abatement programs. Rebekka has served on various committees for the Illinois Association of Municipal Management Assistants (IAMMA), Intergovernmental Risk Management Agency (IRMA) municipal risk pool, and local Chambers of Commerce. She recently co-trained an ICMA conference course on improving development review processes and co-authored an article on the same topic for PM Magazine. She earned a bachelor's degree with honors from the University of Michigan at Ann Arbor, and a master's in Business Administration, with Certificate in Public Management, from Boston University. Management Partners, Inc. 16 City of San Bernardino Organizational Review JULIE C.T. HERNANDEZ Julie C.T. Hernandez, Senior Management Advisor, joined Management Partners in December 2004 after spending almost twenty years in public service. In her most recent position she served as Senior Management Analyst for Economic Development and Redevelopment in Moorpark, California (the most affluent and fastest growing city in Ventura County). She was the Assistant City Manger for the City of Santa Paula before joining Moorpark. Prior to her service in Santa Paula, she spent ten years with the city of Oxnard where she held positions of increasing responsibility. Both Oxnard and Santa Paula are very diverse cities, both economically and ethnically, with Hispanic populations as majorities in both cities. During her career, Julie acquired skills and knowledge in a wide range of areas including personnel, risk management, information systems, city clerk operations, economic development and redevelopment, property management, public information office, and administering film permits. She is a skilled facilitator and experienced process manager. During her service in Moorpark, she simultaneously implemented a three-year $1.5 million grant to bring social services to Moorpark and managed a redevelopment project to build a three-building, 30,000 square foot Human Services Complex as a home for the new social and medical services. In the City of Santa Paula, Julie served as Chief Negotiator for collective bargaining with the City's six employee associations. In addition, Julie's special assignments were the City's California Oil Museum, Cable TV channel, special events permits, and creation of the City's Youth Master Plan and Volunteer Recognition Program. In the City of Oxnard, Julie worked as a budget analyst for the City Manager's Office and also worked as a Public Works/Development Services Department analyst responsible for water, traffic, equipment maintenance, utility rate studies, establishment of development and permit fees, and the Public Works Department capital improvement plan. Julie graduated from the University of California at Santa Barbara with a Bachelor's degree in psychology and has a Master's degree from San Diego State University in Counseling Psychology with a Community Outreach emphasis. She is a member of the International City/County Management Association (ICMA), the National Hispanic Network of Local Government Officials (NHNLGA), and the Municipal Management Assistants of Southern California (MMASC). She has served in various capacities on the boards and on many committees within these organizations, including a term as President of the Hispanic Network. In her community, she has served on the Board of Directors of the local Boys and Girls Club, the United Way, Destino 2000 (a philanthropic grants provider for services to Latinos), Professional Latinos Association Network (PLAN), and the Ventura County Regional Civic Alliance. Management Partners, Inc. 17 City of San Bernardino Organizational Review THOMAS C. FRAZIER Tom Frazier, Special Advisor, has a long and distinguished career in law enforcement. Tom began his career serving with the Police Department of San Jose, California, where he held all ranks from Police Officer through Deputy Chief of Police, with service in leadership positions in every aspect of departmental operations. Tom then served as Commissioner of Police for the City of Baltimore, Maryland, responsible for all operational aspects of a full-service metropolitan police department. He commanded 3,150 sworn and 600 non-sworn personnel in a nine.Precinct configuration. He led a major modernization of the department including substantial, innovative application of information technology to departmental operations, as well as to a significant reassignment of personnel which dramatically increased the department's commitment to direct police service to the citizens of the city. Subsequently, Tom served as the Director of the COPS Program of the United States Department of Justice. During his administration, he oversaw the development, implementation and management of grant programs assisting local law enforcement in putting 100,000 additional community-policing officers on the street. He administered and monitored over $8.8 billion in Federal grants. Tom is also a trainer and instructor. Some of the organizations that he has assisted as a trainer and instructor include: California Commission on Peace Officers Standards and Training, Federal Bureau of Investigation National Academy at Quantico, Canadian National Police College, Justice Institute of British Columbia and the International Community Policing symposium, Sao Paulo, Brazil. Tom serves on a variety of boards and professional organizations. He is President, Board of Directors, Police Executive Research Forum Chair of Executive Committee, Baltimore/Washington High Intensity Drug Trafficking Area (HIDTA). Member of the National Community Oriented Policing Resource Board (COPS), board member for Mid-Atlantic Regional Community Policing Institute, member of the International Association of Chiefs of Police, and member of the FOP. He has been the recipient of many awards for outstanding service. Among those are the Edmund J. Randolph Award for Outstanding Service, United States Department of Justice, and the Webber Seavey Award for Quality in Law Enforcement, International Association of Chiefs of Police award for 3-1-1. Tom served as a U.S Army Intelligence Officer in Vietnam where he received the Bronze Star, the Air Medal, and the Combat Infantryman's Badge. He has a Master of Science, Administration of Criminal Justice and a Bachelor of Science, Social Studies, from San Jose State University. Management Partners, Inc. 18 City of San Bernardino Organizational Review JOHN A. GRANITO John Granito, Special Advisor, is an expert in fire-rescue services and emergency management. He both a consultant and instructor in fire-rescue services and emergency management. John has served as safety consultant to the Port of New Orleans since 1992; and has been consultant to IBM Corporation, the Strategic Air Command, the Agency for International Development, the International City Management Association, the Department of Energy, the National Emergency Management Institute; DOE facilities at Hanford, Rocky Flats, INEEL, Los Alamos, and Argonne; the Department of Army in four states; NASA, the Federal Emergency Management Agency, four airports, and more than 350 municipal fire-rescue departments. In addition to his consulting activities, John has been an instructor at the National Staff and Command School, and has served as an instructor and exercise controller in municipal protection at the National Emergency Training Center. He has instructed more than 800 teams of officials in disaster preparation and emergency planning. John has taught and analyzed protection needs abroad in such diverse environments as Chernobyl, London, Caracas, Seville, Melbourne, Berlin, Johannesburg, Hawaii, and Alaska. He has been lead instructor for the University of Maryland's course in combination fire department leadership, and lectures nationally. John is the author of more than 200 chapters, technical monographs, reports, articles, and books on the organization and management of municipal fire/rescue protection programs and emergency management organizations. He was associate editor of two journals, Chief Fire Executive and Fire Command. He has authored the chapter on planning and evaluating community fire protection in the last four editions of the NFPA Fire Protection Handbook. He is co- editor for the new ICMA "Greenbook" Manaaina Fire and Rescue Services and was co- editor for the last edition of it. He is author of the section of the Fire Chiefs Handbook that addresses the future of fire protection. John is coordinator of the Urban Fire Forum, an organization composed of chief executive officers from the fire departments of 30 of the largest cities in the United States, Canada, Great Britain, Germany, and Australia. John was Chair of the National Fire Protection Association's 1201 technical committee on the Organization, Operation, Deployment, and Evaluation of Fire and Emergency Medical Services, and has been a member of the International Disaster Research Committee. He has served as Supervisor of Fire Training for New York State, and as Director of IAFC's International Fire Administration Institute. He is a member of the International Association of Fire Chiefs, the New York State Fire Chiefs Association, and the Florida Fire Chiefs Association. He holds a Doctoral Degree in administration and leadership studies, a Master's Degree in educational psychology, and a Bachelor's Degree in history. John is Professor Emeritus and retired as Vice-President for Public Service of the State University of New York Graduate Center at Binghamton. Management Partners, Inc. 19 City of San Bernardino Organizational Review DAVID J. VACLAVIK, P.E. David Vaclavik has more than 25 years experience working with local governments. He was a Public Works Director in two communities spanning 12 years and has provided management consulting on a variety of projects throughout the Midwest. Dave began his career in consulting in Southern Michigan serving clients in Michigan, Indiana and New York After four years, he advanced to the position of senior management consultant for the Midwest office of an international consulting firm where he provided consulting services to a 10-state region. He was an early pioneer in GIS, serving as the project manager for the implementation of a comprehensive system for the Fort Wayne, Indiana Public Works Department in the mid 1980s. In 1986, Dave joined the City of Oak Park, Michigan and became one of the youngest Public Works Directors in the state the following year. In Oak Park, he led the development and implementation of a voter approved city wide street rehabilitation program. He also sat on the Board of the Southeast Oakland County Resource Recovery Authority (SOCRRA), implementing a regional recycling program involving nearly a dozen communities. Dave became the Public Works Director in Appleton, Wisconsin in 1990. In that capacity he successfully managed a landfill closure avoiding pending Superfund listing and saving the community an estimated $10 million. He developed a grow1h management model used by the City to evaluate the costs and benefits of potential development. Dave also led the development of the first storm water utility in the State of Wisconsin and planned and oversaw the construction of a regional storm water management system allowing over two square miles of development. This regional approach was made possible by boundary agreements that were negotiated by Dave and the City Attorney with bordering communities These were the first such agreements in Wisconsin and formed the basis for enabling legislation passed shortly thereafter. Also in Appleton, Dave led the implementation of automated refuse collection, a city wide recycling program, implementation of a parking utility and the development of a quality improvement program responsible for many operational improvements throughout the department. Dave returned to consulting in 1999 and has worked with a number of clients in Wisconsin. Projects include a shared services study for the Village of Sussex and the Town of Lisbon Shared services studies and development of a Vision plan for the Village of Brown Deer. Dave is a graduate of the University of Michigan with a degree in Civil Engineering and a Master of Business Administration. He is a licensed professional engineer in both Michigan and Wisconsin. He is a member of the American Public Works Association and has presented numerous papers on topics including GIS, storm water management and utility development, utility rates and consultant selection. Dave is a part time engineering lecturer for the University of Wisconsin - Fox Valley. Management Partners, Inc. 20 o " .!:: Q.l -0 "::;: ro <1l cO:: Q; '" [0 e eO ro~ U) .~ '0 ~ >-", 00 2 ::l llJ-c f- III z'fi WI/) ::!:ti J: III ().~ < ~ f-a. f-ot: <I'll .. C ~ NN ~~ N ~~ o ~~ M ~ se mg o 00 R o N :e o 00 (Do N ~D ~ ~N 0; MOO 0; 00 ~ 00 00 ON 0; 00 N 0; q 00 w N 00 wM ;0 q N ;0 q N o ;0 N;;? t ~ e ~ . . ., . " c o .~ N 'c . .. o " Vl]i Q:; (j; 00_ o ro " c " ~~~~ ......OJ.... ::J o llJ 0 0 Q:~~~ t: u ({) u :!,..c'fi~; ": "!'! ,~ .... Il.lllJ... l'~~o .~ :t N ~ N N " o " M '2 " o M N o w o 00 o N o :'i 0; 00 0; 0; ~ 00 00 N in N '" q w 00 " q N ;0 N o ;0 " 00 " 00 ro il t . . <L .~ ~ GO III C ". . ~ ~ ~ :; g Vl ~ c n.Q ~ ~ ~~~-~'C 5 o {5 g (ij E ~ '~~/l.'~~ ~ .! 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C <1l E <1l '" '" e '" ::;: ** FOR OFFICE USE ONLY - NOT A PUBLIC DOCUMENT ** RESOLUTION AGENDA ITEM TRACKING FORM Item # LJ 1 Resolution # Vote: Ayes Nays ~ Abstain ~'\ Change to motion to amend original documents D Companion Resolutions .2(X)h - J"~ I Absent b NulllVoid After: U 0 days / X ( I 7/00 Resolution # On Attachment~ ~ution of attachment stored separately: D PUBLISH D POST D RECORD W/COUNTY D By: Date Sent to Mayor: Date of Mayor's Signature: Date of Clerk/CDC Signature: (0 Reso. Log Updated: D Seal Impressed: D Reso. # on Staff Report D &'.-.'l~- Oh Date Returned: 7-:;J 1- c:k? Not Returned: D Date Memo/Letter Sent for Signature: 1;( Reminder Letter Sent: 2"d Reminder Letter Sent: Request for Council Action & Staff Report Attached: Yes No By_ Updated Prior Resolutions (Other Than Below): Yes No By_ Updated CITY Personnel Folders (6413,6429,6433,10584,10585,12634): Yes No By_ Updated CDC Personnel Folders (5557): Yes No By_ Updated Traffic Folders (3985, 8234, 655, 92-389): Yes No By_ Copies Distributed to: Animal Control City Administrator City Attorney Code Compliance Development Services Others: D~A $~ Facilities ~ t:an~ Finance D Fire Department D Human Resources D Information Services D Parks & Recreation -:K1 ~ ,Q,,\ ~Cv.Police Department D Public Services D Water Department D D D D D Notes: Ready to File: Revised 12/18/03 Date: ;> I OFFICE OF THE CITY CLERK RACHEL G. CLARK, C.M.C. . CITY CLERK 300 North "D" Street. San Bernardino. CA 92418-0001 909.384.5002. Fax: 909.384.5158 www.sbcity.org '" June 28, 2006 Gerald E. Newfarrner Management Partners 2107 N. First Street, Suite 470 San Jose, CA 95131 Dear Mr. Newfarmer: At the Mayor and Common Council meeting of June 19, 2006, the City of San Bernardino adopted Resolution 2006-231 - Resolution authorizing the Mayor to execute a services agreement with Management Partners to conduct a Professional Review of the Operation of all City Departments. Enclosed are one (1) original agreement and two (2) duplicate original agreements, to be executed by you, Gerald E. Newfarrner. Please sign in the appropriate locations and return the fully executed ORIGINAL agreement and one fully executed duplicate agreement to the City Clerk's Office, Attention: Dodie Otterbein, P.O. Box 1318, San Bernardino, CA 92402, as soon as possible. Please retain an executed copy of the agreement for your records. Please be advised that the resolution and agreement will be null and void if not executed within sixty (60) days or by Friday, August 18, 2006. If you have any questions, please do not hesitate to contact Dodie Otterbein, Records Management Coordinator at (909)384-5002. Sincerely, C\ /'IJ~{};::JJ.- \ MANAGEMENT PARTNERS INCORPORATED Jeri 1. Beckstedt Office Manager 5\3-~\i1-5'~~ ~~~ ~aQ.\~QII M. ,ax ~\i\-3~~G . CJ\\lQ ~S1~~ ~ aMen.com C\\\l\~'O.\\' ., _\..\.~\@\'Galla~e\'Gell:</ C""" oV S!l.to\ y,,,v.m,VDlNO \ lot Ruman D\gn\\)' . Rones\)' .U . ",.".~ . \l.<,wec . . ","CC\l\l\\\a\>"'" _"' In\.~n\'j CITY OF SAN BERNARDINO Interoffice Memorandum CITY CLERK'S OFFICE Records and Information Management (RIM) Program DATE: July 26, 2006 TO: Lori Sassoon, Assistant City Manager City Manager's Office Sandra Medina, Assistant to the City Clerk~~!\J FROM: RE: Duplicate Signed Agreement Please find enclosed one duplicate original executed copy of the agreement attached to Resolution No. 2006-231, authorizing the Mayor to execute a services agreement with Management Partners to conduct a professional review of the operation of all City departments If you have any questions, please call Dodie Otterbein at ex!. 3215.