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HomeMy WebLinkAboutCM On-Call Organizational Development Services; March 2025AGREEMENT FOR PROFESSIONAL SERVICES BY AND BETWEEN THE CITY OF SAN RAFAEL AND RAFTELIS FINANCIAL CONSULTANTS, INC. FOR ON -CALL ORGANIZATIONAL DEVELOPMENT SERVICES This Agreement is made and entered into as of Mar 26, 2025 (the "Effective Date"), by and between the CITY OF SAN RAFAEL, a chartered California municipal corporation (hereinafter "CITY"), and RAFTELIS FINANCIAL CONSULTANTS, INC., a North Carolina corporation (hereinafter "CONSULTANT"). CITY and CONSULTANT may be referred to individually as a "Party" or collectively as the "Parties" or the "Parties to this Agreement." RECITALS A. CITY desires to secure professional services more fully described in this Agreement, at Exhibit A, entitled "SCOPE OF SERVICES"; and B. CONSULTANT represents that it, and its subcontractors, if any, have the professional qualifications, expertise, and necessary licenses and desire to provide certain goods and/or required services of the quality and type which meet objectives and requirements of CITY; and C. The Parties have specified herein the terms and conditions under which such services will be provided and paid for. NOW, THEREFORE, the parties hereby agree as follows: AGREEMENT 1. SERVICES TO BE PROVIDED. Except as otherwise may be expressly specified in this Agreement, CONSULTANT shall furnish all technical and professional services, including labor, material, equipment, transportation, supervision and expertise (collectively referred to as "Services") to satisfactorily complete the work required by CITY at its sole risk and expense. Services to be provided to CITY are more fully described in Exhibit A entitled "SCOPE OF SERVICES." CONSULTANT acknowledges that the execution of this Agreement by CITY is predicated upon representations made by CONSULTANT in that certain proposal, dated July 19, 2024 ("Proposal") set forth in Exhibit A, which constitutes the basis for this Agreement. 2. COMPENSATION. In consideration for CONSULTANT's complete performance of Services, CITY shall pay CONSULTANT for all materials provided and services rendered by CONSULTANT at the unit rates and rates per hour for labor, as set forth in Exhibit AL, for a total amount not to exceed Rev 08 22 $50,000. CONSULTANT will bill City on a monthly basis for Services provided by CONSULTANT during the preceding month, subject to verification by CITY. CITY will pay CONSULTANT within thirty (30) days of City's receipt of invoice. TERM OF AGREEMENT. Unless otherwise set forth in this Agreement or unless this paragraph is subsequently modified by a written amendment to this Agreement, the term of this Agreement shall begin on the Effective Date of this Agreement and terminate on October 30, 2025. 4. PROJECT COORDINATION. A. CITY'S Project Manager. Angela Robinson Pinon is hereby designated the PROJECT MANAGER for the CITY and said PROJECT MANAGER shall supervise all aspects of the progress and execution of this Agreement. B. CONSULTANT'S Project Director. CONSULTANT shall assign a single PROJECT DIRECTOR to have overall responsibility for the progress and execution of this Agreement for CONSULTANT. Michelle L. Ferguson, Executive Vice President, is hereby designated as the PROJECT DIRECTOR for CONSULTANT. Should circumstances or conditions subsequent to the execution of this Agreement require a substitute PROJECT DIRECTOR, for any reason, the CONSULTANT shall notify the CITY within ten (10) business days of the substitution. TERMINATION. A. Discretionary. Either party may terminate this Agreement without cause upon thirty (30) days written notice mailed or personally delivered to the other party. B. Cause. Either party may terminate this Agreement for cause upon fifteen (15) days written notice mailed or personally delivered to the other party, and the notified party's failure to cure or correct the cause of the termination, to the reasonable satisfaction of the party giving such notice, within such fifteen (15) day time period. C. Effect of Termination. Upon receipt of notice of termination, neither party shall incur additional obligations under any provision of this Agreement without the prior written consent of the other. D. Return of Documents. Upon termination, any and all CITY documents or materials provided to CONSULTANT and any and all of CONSULTANT's documents and materials prepared for or relating to the performance of its duties under this Agreement, shall be delivered to CITY as soon as possible, but not later than thirty (30) days after termination. v 08 22 2 OWNERSHIP OF DOCUMENTS. The written documents and materials prepared by the CONSULTANT in connection with the performance of its duties under this Agreement, shall be the sole property of CITY. CITY may use said property for any purpose, including projects not contemplated by this Agreement. INSPECTION AND AUDIT. Upon reasonable notice, CONSULTANT shall make available to CITY, or its agent, for inspection and audit, all documents and materials maintained by CONSULTANT in connection with its performance of its duties under this Agreement. CONSULTANT shall fully cooperate with CITY or its agent in any such audit or inspection. ASSIGNABILITY. The parties agree that they shall not assign or transfer any interest in this Agreement nor the performance of any of their respective obligations hereunder, without the prior written consent of the other party, and any attempt to so assign this Agreement or any rights, duties or obligations arising hereunder shall be void and of no effect. INSURANCE REQUIREMENTS. During the term of this Agreement, and for any time period set forth in Exhibit B, CONSULTANT shall procure and maintain in full force and effect, at no cost to CITY insurance policies with respect to employees and vehicles assigned to the performance of Services under this Agreement with coverage amounts, required endorsements, certificates of insurance, and coverage verifications as defined in Exhibit B. 10. INDEMNIFICATION. A. Except as otherwise provided in subparagraph B of this section, CONSULTANT shall, to the fullest extent permitted by law, indemnify, release, defend with counsel approved by CITY, and hold harmless CITY, its officers, agents, employees and volunteers (collectively, the "City Indemnitees"), from and against any claim, demand, suit, judgment, loss, liability or expense of any kind, including but not limited to attorney's fees, expert fees and all other costs and fees of litigation, (collectively "CLAIMS"), arising out of CONSULTANT'S performance of its obligations or conduct of its operations under this Agreement. The CONSULTANT's obligations apply regardless of whether or not a liability is caused or contributed to by the active or passive negligence of the City Indemnitees. However, to the extent that liability is caused by the active negligence or willful misconduct of the City Indemnitees, the CONSULTANT's indemnification obligation shall be reduced in proportion to the City Indemnitees' share of liability for the active negligence or willful misconduct. In addition, the acceptance or approval of the CONSULTANT's work or work product by the CITY or any of its directors, officers or employees shall not relieve or reduce the CONSULTANT's indemnification obligations. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from CONSULTANT'S performance of or operations under this Agreement, CONSULTANT shall provide a defense to the City Indemnitees or at CITY'S option reimburse the City Indemnitees their costs of defense, including reasonable attorneys' fees, incurred in defense of such claims. B. Where the services to be provided by CONSULTANT under this Agreement are design professional services to be performed by a design professional as that term is defined under Civil Code Section 2782.8, then, to the extent permitted by law including without limitation, Civil Code sections 2782, 2782.6 and 2782.8, CONSULTANT shall indemnify and hold harmless the CITY and its officers, officials, and employees (collectively City Indemnitees) from and against damages, liabilities or costs (including incidental damages, Court costs, reasonable attorney's fees as may be determined by the Court, litigation expenses and fees of expert witnesses incurred in connection therewith and costs of investigation) to the extent they are caused by the negligence, recklessness, or willful misconduct of CONSULTANT, or any subconsultants, or subcontractor or anyone directly or indirectly employed by them, or anyone for whom they are legally liable (collectively Liabilities). Such obligation to hold harmless and indemnify any indemnity shall not apply to the extent that such Liabilities are caused in part by the negligence or willful misconduct of such City Indemnitee. C. The defense and indemnification obligations of this Agreement are undertaken in addition to, and shall not in any way be limited by, the insurance obligations contained in this Agreement, and shall survive the termination or completion of this Agreement for the full period of time allowed by law. 11. NONDISCRIMINATION. CONSULTANT shall not discriminate, in any way, against any person on the basis of age, sex, race, color, religion, ancestry, national origin or disability in connection with or related to the performance of its duties and obligations under this Agreement. 12. COMPLIANCE WTTH ALL LAWS. CONSULTANT shall observe and comply with all applicable federal, state and local laws, ordinances, codes and regulations, in the performance of its duties and obligations under this Agreement. CONSULTANT shall perform all services under this Agreement in accordance with these laws, ordinances, codes and regulations. CONSULTANT shall release, defend, indemnify and hold harmless CITY, its officers, agents and employees from any and all damages, liabilities, penalties, fines and all other consequences from any noncompliance or violation of any laws, ordinances, codes or regulations. 13. NO THIRD PARTY BENEFICIARIES. CITY and CONSULTANT do not intend, by any provision of this Agreement, to create in any third party, any benefit or right owed by one party, under the terms and conditions of this Agreement, to the other party. v 08 22 4 14. NOTICES. All notices and other communications required or permitted to be given under this Agreement, including any notice of change of address, shall be in writing and given by personal delivery, or deposited with the United States Postal Service, postage prepaid, addressed to the parties intended to be notified. Notice shall be deemed given as of the date of personal delivery, or if mailed, upon the date of deposit with the United States Postal Service. Notice shall be given as follows: To CITY's Project Manager: Angela Robinson Pinon Assistant City Manager 1400 Fifth Avenue San Rafael, CA 94901 15. INDEPENDENT CONTRACTOR. To CONSULTANT's Project Director: Michelle L. Ferguson Executive Vice President 445 S. Figuera Street, Suite 1925, Los Angeles, CA 90071 For the purposes, and for the duration, of this Agreement, CONSULTANT, its officers, agents and employees shall act in the capacity of an Independent Contractor, and not as employees of the CITY. CONSULTANT and CITY expressly intend and agree that the status of CONSULTANT, its officers, agents and employees be that of an Independent Contractor and not that of an employee of CITY. 16. ENTIRE AGREEMENT -- AMENDMENTS. A. The terms and conditions of this Agreement, all exhibits attached, and all documents expressly incorporated by reference, represent the entire Agreement of the parties with respect to the subject matter of this Agreement. B. This written Agreement shall supersede any and all prior agreements, oral or written, regarding the subject matter between the CONSULTANT and the CITY. C. No other agreement, promise or statement, written or oral, relating to the subject matter of this Agreement, shall be valid or binding, except by way of a written amendment to this Agreement. D. The terms and conditions of this Agreement shall not be altered or modified except by a written amendment to this Agreement signed by the CONSULTANT and the CITY. E. If any conflicts arise between the terms and conditions of this Agreement, and the terms and conditions of the attached exhibits or the documents expressly incorporated by reference, the terms and conditions of this Agreement shall control. 17. SET-OFF AGAINST DEBTS. CONSULTANT agrees that CITY may deduct from any payment due to CONSULTANT v0822 under this Agreement, any monies which CONSULTANT owes CITY under any ordinance, agreement, contract or resolution for any unpaid taxes, fees, licenses, assessments, unpaid checks or other amounts. 18. WAIVERS. The waiver by either party of any breach or violation of any term, covenant or condition of this Agreement, or of any ordinance, law or regulation, shall not be deemed to be a waiver of any other term, covenant, condition, ordinance, law or regulation, or of any subsequent breach or violation of the same or other term, covenant, condition, ordinance, law or regulation. The subsequent acceptance by either party of any fee, performance, or other consideration which may become due or owing under this Agreement, shall not be deemed to be a waiver of any preceding breach or violation by the other party of any term, condition, covenant of this Agreement or any applicable law, ordinance or regulation. 19. COSTS AND ATTORNEY'S FEES. The prevailing party in any action brought to enforce the terms and conditions of this Agreement, or arising out of the performance of this Agreement, may recover its reasonable costs (including claims administration) and attorney's fees expended in connection with such action. 20. CITY BUSINESS LICENSE / OTHER TAXES. CONSULTANT shall obtain and maintain during the duration of this Agreement, a CITY business license as required by the San Rafael Municipal Code, and CONSULTANT shall pay any and all state and federal taxes and any other applicable taxes. CITY shall not be required to pay for any work performed under this Agreement, until CONSULTANT has provided CITY with a completed Internal Revenue Service Form W-9 (Request for Taxpayer Identification Number and Certification). 21. SURVIVAL OF TERMS. Any terms of this Agreement that by their nature extend beyond the term (or termination) of this Agreement shall remain in effect until fulfilled and shall apply to both Parties' respective successors and assigns. 22. APPLICABLE LAW. The laws of the State of California shall govern this Agreement. 23. COUNTERPARTS AND ELECTRONIC SIGNATURE. This Agreement may be executed by electronic signature and in any number of counterparts, each of which shall be deemed an original, but all of which together shall constitute one document. Counterpart signature pages may be delivered by telecopier, email or other means of electronic transmission. v 08 22 [Signatures are on the following page.] � 08 22 IN WITNESS WHEREOF, the parties have executed this Agreement as of the day, month and year first above written. CITY OF SAN RAFAEL: Cristin8 Alilovioh CRISTINE ALILOVICH, City Manager APPROVED AS TO FORM: Office of the City Attorney An -ea Vlsve thwava fog An.k�r Hv.�nnuir.�rlsti. s"'5 'NP.. By: ROBERT F. EPSTEIN, City Attorney ATTEST: City Clerk LINDSAY LARA, City Clerk CONSULTANT: By: 11 /19/24 Name: Michelle Ferguson Title: Executive Vice President [If CONSULTANT is a corporation, add signature of second corporate officer] By: Name: Title: EXHIBIT A SCOPE OF SERVICES The Services to be performed for CITY by CONSULTANT under this Agreement are more fully described in CONSULTANT's proposal, which is attached to this Exhibit A. Rev. 08 22 A-1 M RAFTELIS City of San Rafael Organizational Deve'®prnent Services STATEMENT OF INFORMATION / JULY 19, 2024 I R RAFTELIS July 19, 2024 John Stefanski Assistant City Manager City of San Rafael 1400 Fifth Avenue San Rafael, CA 94901 Subject: Statement of Information for Organizational Development Services Dear John Stefanski: We are pleased to submit this proposal to provide the City of San Rafael (City) with organizational development services, including executive coaching, training, teambuilding, and facilitation. We understand that you are seeking to establish a list of qualified vendors for these services to ensure a variety of high - quality development opportunities for your staff. We believe Raftelis offers the City several distinct advantages for this work. We are passionate about public employee development and have created one of the only leadership development, performance improvement, and innovation training programs in the country that is specifically designed to meet the unique needs of local governments and utilities. Our methodologies for training and coaching have been proven successful in municipal organizations like yours nationwide. Our training programs harness the power of collaboration to fast -track learning, using shared experiences, connection building, and information sharing. Our course materials are useful and engaging, and unique and creative graphics are used to synthesize concepts and support dialogue. Our experienced facilitators, with direct local government experience, are flexible and sensitive to the group's needs yet able to guide them to achieve meeting goals. We are confident our approach will provide the City with the organizational development services it seeks. We look forward to the opportunity to serve the City of San Rafael. I am authorized to bind the firm. If you have any questions, please do not hesitate to contact me or Nancy Hetrick, Vice President, at nhetrick@raftelis.com or 408.674.3369. Sincerely, Michelle L. Ferguson Executive Vice President P: 828.777.6588 / E: mferguson@raftelis.com 445 S. Figuera Street, Suite 1925, Los Angeles, CA 90071 www.rafteiis.com Table 1 YEA�SOF FSERVICE Contents Company Overview.................................1 Service Offerings ..................................... 6 Qualifications and Experience ............... 8 R A F E L I E A roach and Methodolo ' S CHARITABLE pp 9Y ••••••••••••••••• 30 O GIFT FUND pricing Information...............................36 Making our woria t)erter Additional Information 38 .......................... The Raftelis Charitable Gift Fund allocates profits, encourages employee contributions, and recognizes time to charitable organizations that support: • Access to clean water and conservation • Affordability • Science, technology, and leadership Raftelis is investing in improved telecommunication technologies to reduce the firm's number one source of carbon emissions —travel. JAI @ Di-%, rsib- and inclusion are an iiategral part of Rafts [is' core values. We are committed to doing our part to fight prejudice, racism, and discrimination by becoming more informed, disengaging with business partners that do not share this commitment, and encouraging our employees to use their skills to work toward a more just society that has no barriers to opportunity. R4FTELIS 'I Who We Are Since our founding in 1993, local government and utility leaders have partnered with Raftelis to transform their organizations by enhancing performance, planning for the future, identifying top talent, improving their financial condition, and telling their story. We've helped more than 700 organizations in the last year alone. We provide trusted advice, and our experts include former municipal and utility leaders with decades of hands-on experience running successful organizations. People who lead local governments and utilities are innovators —constantly seeking ways to provide better service to the communities that rely on them. Raftelis provides management consulting expertise and insights that help bring about the change our clients seek. Experience Our staff has assisted more than 1,700 local government organizations across the U.S., including some of the largest and most complex agencies in the nation. In the past year alone, Raftelis worked on over 1,300 financial, management, and/or technology consulting projects for over 700 public -sector agencies in 47 states, the District of Columbia, and Canada. Raftelis has assisted hundreds of local governments across the country. In many instances, we have worked with organizations over multiple years and established long-term partnerships to build capacity and lasting improvements throughout an organization. s� RAFTELIS Our team has provided training in a variety of communities with diverse populations and socio-economic statuses, including Sacramento Regional Water Authority, CA; Beaverton, OR; Charleston, SC; West Hollywood, CA; and Widefield Water and Sanitation District, CO. Participants in Raftelis Performance Academy (RPA) come from across the country from a wide variety of city and utility clients. Firm History Raftelis is a subchapter S-Corporation incorporated in the state of North Carolina on April 23, 2004. The predecessor to Raftelis, Raftelis Environmental Consulting Group, Inc., was established on May 10, 1993, by George A. Raftelis to provide financial and management consulting services of the highest quality to public -sector clients. In 1999, the firm's name was changed to Raftelis Financial Consulting, PA. Following the sale of a portion of the firm to a group of employees on April 22, 2004, the firm's name changed to Raftelis Financial Consultants, Inc., which remains the firm's legal name. We currently do business as Raftelis. Company Information Name: Raftelis Financial Consultants, Inc. Address: 445 S. Figueroa Street, Suite 1925, Los Angeles, CA 90071 Contact Information: Nancy Hetrick, Vice President Phone: 408.674.3369 / Email: nhetrick@raftelis.com RAFTELIS 3 CALIFORNIA EXPERIENCE `o N This table lists the California -a utilities that Raftelis has assisted y d a _ E over the past five years on !0G r o w 3 ' a, C a Q. E "T' = O c financial, rate, and/or management Z, d C ° = CAL N = d' consulting projects. 0 e H a oed a w �+ a 3 a c N a3 w a r> m v o ¢ o C d o E 'w c Client o ¢a o Mn o c LL E m mMn o it o u m o ° we o` m_ 3� Alameda County Water District • • • • Anaheim, City of • • • Arroyo Grande, City of • • 0 • Atwater, City of • • • • Bakersfield, City of • • • Benicia, City of • Beverly Hills, City of • • • • • Borrego Water District • • • Brea, City of • • • Brentwood (CA), City of • • • CAL FIRE/San Luis Obispo Calleguas Municipal Water District 0 0 • • • Camarillo, Clty of • • • • • Carlsbad Municipal Water District • • • • • Casltas Municipal Water District • • Castaic Lake Water Agency • • • • • • Central Basin Municipal Water District • • • • Central Contra Costa Sanitary District Channel Islands Beach Community Services • • District Chino Hills, City of 0 • • Chino, City of 0 • • Chowchilla, City of • • is • Corona, City of • • County of San Diego • • • Crescents Valley Water District 0 • • Cucamonga Valley Water District • • Del MarUnlon School District • Delta Diablo Sanitation District • East Bay Municipal Utility District • • East Orange County Water District 0 • • • East Valley Water District • • 0 • Eastern Municipal Water District • El Toro Water District • • • Elk Grove Water District • • • Elsinore Valley Municipal Water District • • • Escondido, City of • • 0 • • • Galt, City of • • • • • Glendora, City of • Goleta Water District • • • • Goleta West Sanitary District +0 • • • • Helix Water District • • Henderson, City of • • • • Hollister, City of • • • • Holtville, City of ! • Huntington Beach, City of • ® • 0 Imperial County 0• Inland Empire Utilities Agency 0 RAFTELIS 4 Client Irvine Unified School District Jurupa Community Services District Kem County Water Agency La Canada Irrigation District La Habra Heights County Water District Laguna Beach, City of Lake Valley Fire Protection District Las Virgenes Municipal Water District Leucadia Wastewater District Livermore, City of Long Beach City of Los Alamos Community Services District Los Angeles Department of Water and Los Angeles, City of Bureau of Sanitation Madera, City of Mammoth Community Water District Marin Municipal Water District Merced, City of Mesa Water District Metropolitan Water District of Southern California Modesto Irrigation District Mojave Water Agency Monterey County Water Resources Agency Monterey, City of Moulton Niguel Water District Municipal Water District of Orange County Napa Sanitation District Ojai Valley Sanitary District Olivenhain Municipal Water District Ontario Municipal Utilities Company Ontario, City of Orange, City of Palo Alto, City of Phelan Pinon Hills Community Services Placer County Water Agency Pleasant Hill Recreation & Park District Pomona, City of Rainbow Municipal Water District Ramona Municipal Water District Rancho California Water District Redlands, City of Rincon del Diablo Municipal Water District Riverside Public Utilities Roseville, City of Sacramento Regional County Sanitation District Sacramento, City of N c O -a d N c a ° a _ c U. u E %E a c m m a aa CL d E - O cr°U) 0 d 0 C W = D C:' AmO = 07 l0 d ad d U) � T `y d 07 N C N 7 E N W 07 Of 0J = `O N ;CL CL t0 � 'O `o a V > m o U m O d Q O d O E—y c +;� Y -C IL 0 o ii E tr a U M wo O 3� D • • • • • • t� a� S: RAFTELIS 5 N c O w w 0 C c 0i IL fV E a O c o In as O w n a w °' E = 7 c ; o 01 a E c H w o' ad w m y w rn % m a w W a a w CL 2 f0 t; m c o w ai E a 3> Client in'a ° d O c E A m n w o >w m ,a`; 7 Q IL O ii _ R M L) O rA o O Salton Community Services District San Bernardino Valley Municipal Water San Bernardino, County of San Clemente, City of San Diego, City of Public Utilities San Dieguito Water District San Elijo Joint Powers Authority 49 San Gabriel County Water District San Gabriel, City of San Jose, City of San Juan Capistrano, City of Santa Ana, City of Santa Barbara, City of Santa Clara Valley Water District Santa Clarita Water District 49 Santa Crr4 City of Santa Fe Irrigation District 10 Santa Fe Springs, City of Santa Margarita Water District Santa Rosa, City Attorney's Office Scotts Valley Water District Shaffer, City of Shasta Lake, City of Sierra Madre, City of Signal Hill, City of Simi Valley, City of Sonoma, City of South Mesa Water Company South Pasadena, City of South San Francisco, City of Sunnyslope County Water District Sweetwater Authority Temescal Valley Water District Thousand Oaks, City of Torrance, City of Trabuco Canyon Water District Triunfo Sanitation District d� Tustin, City of Yi Union Sanitary District ' Ventura Regional Sanitation District' Ventura, City of Vista, City of P Walnut Valley Water District Watsonville, City of +> West Basin Municipal Water District; r: j Western Municipal Water District Yorba Linda Water District Zone 7 Water Agency �> 8 RAFTELIS Service Od%d% 40 fferings Raftelis is able to immediately assist the City with executive coaching, teambuilding and workshop facilitation, and staff training on a variety of topics. Below is an introduction to each of our services; more details on the approach and methodology are provided later in this document. Executive Coaching We provide executive coaching services, offering our diverse group of former senior public sector managers to provide targeted and goal -based coaching to current managers. Raftelis understands the value of providing executive coaching to assist executives and other managers in their continued development and growth. Lifelong learning is a key attribute of a successful executive or manager, and executive coaching is a way to provide support and assistance to existing members of the leadership team or those likely to succeed them in such roles soon. We have developed a tailored coaching methodology that respects the learner and is sensitive to their organizational reputation. We start with a learning period to explore their interests and attitudes regarding areas for improvement, have them complete a self -assessment, then develop a coaching plan which is implemented over the course of regular meetings. There is also an option for a 360-style review by peers. Our consultant team of former local government professionals can address specific department skillsets. We ensure that the coach is a good fit for the candidate by asking them to approve the match before coaching begins. Coaching typically occurs in a series of in - person and remote meetings based upon the needs of each client. Teambuilding and Workshop Facilitation Since 2010, we have provided facilitation of retreats, meetings, and workshops. Raftelis is qualified to provide facilitation services for various retreat and meeting types, including management retreats and meetings, process improvement, priority setting, and more. We believe in fully supporting each retreat from beginning to end, from collaboratively planning the agenda to providing a final deliverable that summarizes the results. We carefully tailor the agenda to accommodate a wide variety of retreat and meeting purposes, including general meetings, priority setting, process improvement, and more. We are committed to creating a safe and open environment that supports participant engagement and results in successful outcomes. RAFTELIS 7 Raftelis Performance Academy Raftelis TRAINING THAT ADDRESSES UTILITY AND Performance LOCAL GOVERNMENT NEEDS Academy Local governments need employees who have a wide array of leadership, analytic, and problem -solving competencies to address the issues and challenges associated with providing high -quality and equitable services that meet current and evolving community needs. Current course offerings offered by the Raftelis Performance Academy provide learning and development opportunities that help meet these needs in the following areas: • Organizational culture • Effective facilitation • Strategic planning • Developing efficient workflows • Performance measurement • Recruitment and retention • Building a positive work environment • Change management • Diversity, equity, and inclusion • Effective work planning • Business process re - engineering • Process mapping • Media training THE RAFTELIS PERFORMANCE ACADEMY FACILITY • Customer Service • Effective Utility Management (EUM) • Data -driven decision making • Crisis and risk communication • Innovation and disruption • Community engagement While the Raftelis Performance Academy's training opportunities can be offered at your site or virtually, we've found that many organizations are looking for an immersive program to send individuals or a whole team. Our state-of-the-art training center in Cincinnati provides flexible seating for 34 participants and break-out rooms for small -group work. Conveniently located for air and car travel, the facility also has lodging across the street. TRAINING OPPORTUNITIES FOR ALL CAREER STAGES Learning and development opportunities are developed to meet the needs of individuals as they progress throughout their careers: • Entry- to midlevel analysts • Field/line employee to supervisor transition • Middle manager to executive transition • First-time managers 01 RAFTELIS QUALIFICATIONS AND EXPERIENCE Project Team WE HAVE A TEAM OF CONSULTANTS WHO SPECIALIZE IN THE ORGANIZATIONAL DEVELOPMENT SUPPORT YOU ARE SEEKING Our project team consists of senior -level consultants with local government experience. What sets our project team apart is our ability to explore and relate to your organizational needs while simultaneously providing realistic and varied approaches. With the depth of more than 180 consulting professionals, and specifically the current and anticipated workload of the individuals assigned to this project, we have the availability to provide the requested services in a timely and efficient manner to meet the scheduling requirements and objectives of the City. As a rule, Raftelis operates at a company -wide project utilization of approximately 65% to 75%. This level of utilization, which we expect to continue through the proposed timeline of this project, will provide the project team with ample time to allocate to the City's needs. Raftelis actively manages the distribution of our staff hours to ensure we allocate the necessary resources to meet the needs of each of our clients. Raftelis' executive and management team participate in a weekly conference call to review the number of consulting hours required to meet the needs of our clients during the upcoming week. This weekly meeting allows our project managers to deploy our consulting staff in a flexible manner that ensures a suitable level of hours will be devoted to each client. Biographies and qualifications for each of our team members are provided on the following pages. 09 FACILITATOR/TRAINER Executive Vice President PROFILE Michelle has nearly 25 years of management experience with and for local governments across the country. As organizational assessment practice leader for The Novak Consulting Group, Michelle spearheaded the work of nearly 200 local government reviews in some of the foremost governments across the country. Michelle has completed detailed organizational reviews of entire jurisdictions and recommended improvements to the structure, staffing, and processes within departments of all sizes. Specific department reviews have included development review, parks and recreation, public works, human services, human resources, capital budgeting, and finance. As a Lean certified professional, Michelle excels at helping local governments continuously improve and rely on data to make informed choices about services to the public. She is skilled in project management, process improvement strategies, performance measurement, consent building, and public process design. Additionally, she has provided customized training in the development and use of performance measures to assist numerous organizations continuously improve service delivery. Michelle is also a skilled facilitator, able to bring diverse groups of people together to articulate shared visions and priorities. She has led strategic planning engagements at the community, organizational, and department levels, and she has facilitated numerous staff and governing body retreats. Michelle began her consulting career in 2005 following ten years of direct experience in local government management, which included serving as assistant county manager in Arlington County, Virginia. During her tenure with Arlington County, Michelle oversaw the daily management and implementation of the County's capital program. She also led the RAFTELIS Specialties • Organizational assessment • Staffing analysis • Process improvement • Performance management • Capital planning • Strategic planning • Facilitation • Community engagement Professional History • Raftelis: Executive Vice President (2024-present); Vice President (2021-2023), Senior Manager (2020-2021); Organizational Assessment Practice Leader, The Novak Consulting Group (2009- 2020) • Management Panners: Senior Management Advisor (2005-2009) • Arlington County, Virginia: Assistant County Manager (2002-2005) • City of Overland Park, Kansas: Assistant City Manager (1996-2002) Education • Master of Public Administration - University of Kansas (1998) • Bachelor of Arts in Political Science - Loyola University, Chicago (1996) Certifications • Lean Certified Professional Memberships • International City/County Management Association (ICMA) • Engaging Local Government Leaders (ELGL) organization -wide performance measurement initiative establishing their Balanced Scorecard. Before Arlington County, Michelle served as assistant city manager in Overland Park, Kansas. Michelle earned a bachelor's degree in political science from Loyola University -Chicago and a master's degree in public administration from the University of Kansas. She is a member of the International City/County Management Association. She also served as the president of the Metropolitan Association of Local Government Assistants in Washington, D.C, and has presented at state and national conferences on topics such as strategic planning, effective governing bodies, and council -staff relations. RAFTELIS 10 Nancy Hetri FACILITATOR/TRAINER Vice President PROFILE Nancy has nearly 30 years of experience as a local government management consultant and practitioner. Her lifelong commitment to the value and importance of public service underscores her work with local government clients. She invests time to understand both the human dynamic and the systems and culture within an organization to ensure project outcomes that will best service the unique needs of the organization. Nancy has extensive experience as a facilitator and trainer. She has worked with both elected and appointed officials from jurisdictions throughout the western United States to conduct goal setting, develop strategic plans, and prioritize service delivery. She has led engaging strategic planning processes that sharpen focus while strengthening teamwork. The strategic plans that are developed offer a meaningful and implementable road map for the organizations she serves. In addition, Nancy has worked with leadership teams in all local government service areas to improve team effectiveness. In addition to her work in organizational development and strategic planning, Nancy has led hundreds of local government consulting engagements spanning all areas of general management consulting support, including executive recruitment, organization assessment, workforce and succession planning, performance management system design, and financial sustainability planning. Nancy is active in professional associations that support the advancement of local government professionals. She served as the President of the Municipal Management Association of Northern California (MMANC), founded the Women's Leadership Summit, and sits on the board of Cal- ICMA where she chairs the Cal-ICMA Talent Initiative. Nancy studied political science with a concentration in public administration as an undergraduate and continued her studies in a Master of Public Administration program. She has participated in an executive leadership program and received certifications in leadership and style assessment tools such as the Myers -Briggs Type Indicator (MBTI), DiSC, and the CPI 260 Psychological Inventory. Specialties • Strategic planning and facilitation • Organizational culture and team building • Organizational design • Governance strategy and support • Performance management • Workforce planning and development Professional History • Raftelis: Vice President (2023-present) • Baker Tilly LLC: Managing Director (through acquisition) 2022-2023 • Management Partners: Vice President, Partner, Senior Manager, Senior Management Advisor (2006-2022) • County of San Mateo, County Manager's Office: Principal Management Analyst, Management Analyst III (2001-2006) • Management Partners: Management Advisor (1996-2001) • Norman Roberts and Associates (Executive Recruiters): Research Associate (1995-1996) Education • Coursework complete toward Master of Public Administration, California State University, San Francisco (1996-1997) • Bachelor of Arts, Political Science with concentration in Public Administration, California State University, Chico (1994) Certifications • Myers -Briggs Type Indicator • DiSC • CPI 260 California Psychological Inventory Professional Memberships • ICMA, member; past trainer for the Center for Performance Measurement • Cal-ICMA, board member, Talent Initiative Chair • Women Leading Government, member • Municipal Management Association of Northern California, Past President, founder, Women's Leadership Summit RAFTELIS 11 Jan Perkins ICMA CM FACILITATOR/TRAINER/EXECUTIVE COACH Vice President PROFILE Jan Perkins has over 30 years of management experience in local government. 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 as Assistant City Manager; Grand Rapids, Michigan in various analyst roles and Deputy City Manager; and Adrian, Michigan as Community Development Director and Assistant City Administrator. Jan is an expert facilitator and organization development consultant. She provides consulting assistance to government leaders in organizational analysis, leadership development, facilitation, strategic planning, teambuilding, executive performance evaluation, and policy board/staff effectiveness. Jan has held leadership positions in professional associations, is a frequent speaker at professional conferences and has received awards from professional and civic associations. In 2016, Jan was honored by ICMA with its Distinguished Service Award, received the Lifetime Achievement Award from Women Leading Government, and a Lifetime Achievement Award from her MPA alumni association, the KUCIMATs. She has authored a number of articles on leadership, executive performance evaluation, ethics and successful hiring strategies. Jan holds an undergraduate degree in sociology and a Master's of Public Administration from the University of Kansas. She completed the Program for Senior Executives in State and Local Government from Harvard University and is an ICMA Credentialed Manager. She is a founding board member of Women Leading Government, assisted in recruiting the women in public administration conferences at the University of Kansas, served on and chaired ICMA committees, was President of the Alameda County City Managers Association, is a Past President and current member of the California City Management Foundation, and is a Fellow with the National Academy for Public Administration. Jan has published and presented extensively on topics ranging from executive coaching to ethics to city management to prioritization and performance measurement. Specialties • Strategic planning and facilitation • Organization development advisor • Organization design • Performance management • Change management • Executive coaching • Elected official/executive relationships Professional History • Raftelis: Vice President (2023-present) • Management Partners: Vice President, Senior Partner, Partner (2005-2022); Managing Director, Baker Tilly, through acquisition of Management Partners (2022-2023). • City of Fremont, CA: City Manager/Acting City Manager (1993-2005) • City of Morgan Hill, CA: City Manager (1990- 1993) • City of Santa Ana, CA: Assistant City Manager (1984-1990) • City of Grand Rapids, MI: Deputy City Manager (1981-1984), Analyst (1975-1979) • City of Adrian, MI: Community Development Director/Assistant City Administrator (1979- 1981) Education • Master's Degree in Public Administration - University of Kansas (1976) • Bachelor's Degree in Sociology - University of Kansas (1974) Certifications • Certificate from Harvard University's Program for Senior Executives in State and Local Government • ICMA Credentialed Manager Professional Memberships • ICMA • Women Leading Government, founding board member • California City Management Foundation, Past President RAFTELIS 12 Jennifer eal FACILITATOR/TRAINER �1 Manager PROFILE Specialties Jennifer has over 20 years of public sector experience, including ten • Strategic Planning Facilitation years of leadership experience in local government. She has a wide array Organizational assessment of expertise in organizational assessment, process improvement, • Training and curriculum development . Performance management financial management, strategic planning, and leadership development. Business process improvement Jennifer is a certified Lean Six Sigma Black Belt. She is a skilled • Lean process development and facilitator, trainer, and problem solver, having led several organizations implementation through the development of strategic plans, detailed implementation Professional History plans, and performance measurement systems. • Raftelis: Manager (2022-present) Senior Consultant (2020-2022); Associate, The Novak Consulting Group (2019-2020) Jennifer began her local government career as an undergraduate intern • The Ohio State University: Lecturer (2019- with the Village of Lincoln Heights, Ohio, where she developed a parks Present) • J Teal Consulting: Principal Consultant plan and several grant applications for the community. After working (2017-2019) for the Department of Homeland Security and the Department of • City of Gahanna, Ohio: City Administrator Defense, Jennifer returned to local government to manage the business (2016-2017), Chief Financial Officer (2011- 2015), Deputy Finance Director (2009-2011) operations of the City of Colorado Springs' Stormwater Enterprise. • City of Colorado Springs, Colorado - There, she oversaw the business, finance, customer service, IT, and GIS Stormwater Enterprise: Business Administrator (2007-2009) functions of a $16 million/year utility responsible for maintaining and • Missile Defense Agency: Financial Manager improving stormwater infrastructure. (2006-2007) • Department of Homeland Security: Budget Analyst (2003-2006) In Gahanna, Ohio, Jennifer worked as the deputy finance director, chief • George Mason University: Budget Assistant financial officer, and finally, city administrator. In her finance roles, (2001-2003) • Village of Lincoln Heights, Ohio: Economic Jennifer was instrumental in guiding the City out of the recession while Development Intern (1999) strengthening its financial position and management strategies. Jennifer led the City through a bond rating increase, multiple debt issuances, the Education • Master of Public Administration - George development of key financial policies, and multiple rounds of union Mason University (2003) negotiations. Working with the elected leadership, Jennifer transformed • Bachelor of Arts in Urban Planning and Public Administration - Miami University the City's budget and financial reporting processes to align with best (2000) practices and Government Finance Officer Association award standards and developed the community's first Citywide strategic plan. Certifications • Lean Six Sigma Black Belt Certification • Everything DISC® Certification Jennifer is active in the local government industry, has presented at Professional Memberships several conferences, and co-authored a recent peer -reviewed article on • International City/County Managers process improvement in the public sector for the Journal of Public Association (ICMA) a Engaging Local Government Leaders Integrity. She is also a lecturer at the Ohio State University John Glenn (ELGL) College of Public Affairs, where she teaches graduate and undergraduate seminars in Local Government Administration. RAFTELIS 13 Jan,- � Janik STAFF CONSULTANT/FACILITATOR Consultant Janae began her consulting career following 12 years of service with the City of San Diego Superior Court. Her expertise lies in the areas of process improvement, strategic planning, program implementation, and workforce planning and support. She is an innovative problem solver who maximizes the usage of technological solutions. As a Budget and Finance Analyst with the City of San Diego, Janae assisted in the development of a $200-million-dollar annual budget, developed forecasting models for future revenue and expenditures, and conducted financial trend analysis of payroll and benefit costs for over 1,200 employees. Janae is well -versed in the creation of strategic plans and managing high visibility projects with cross -functional impacts. During her tenure as a Court Operations Supervisor, she managed the transition to virtual court proceedings during the COVID-19 pandemic to allow remote access to justice for community members. Other notable projects included re- allocating available resources to maintain services following staffing reductions, authoring standard operating procedures to share best practices throughout the organization, and developing a new electronic system for filing documents to reduce case processing times and improve customer experience. Janae was instrumental in identifying continuous process improvement opportunities that drove operational efficiencies and reduced costs. Janae began her career at the Superior Court working in various customer service and administrative roles aimed at improving case processing times and providing quality service to members of the San Diego community. Janae earned a master's degree in business administration and strategic management from Western Governors University and a bachelor's degree in television and film from San Diego State University. Specialties • Organizational assessment • Process improvement • Strategic planning • Program implementation • Performance management • Forecasting • Data analysis Professional History • Raftelis: Consultant (2022-present) • Wells Fargo: Senior Technology Business Systems Consultant — Contractor (2022) • San Diego Superior Court: Budget & Finance Analyst (2021-2022); Court Operations Supervisor (2018-2021); Courtroom Clerk (2016-2018); Court Administrative Clerk (2013-2016); Court Operations Clerk (2010-2013) Education • Master of Business Administration — Western Governors University (2015) • Bachelor of Science in Television, Film & New Media — San Diego State University (2010) Professional Memberships • Engaging Local Government Leaders (ELGL) RAFTELIS 14 Jim A mstrong EXECUTIVE COACH Principal Consultant .00 PROFILE Specialties • Municipal budget development & Prior to joining Raftelis, Jim had a long and successful local government financial management career in four California cities. Most recently, he served as City • Organizational analysis Administrator of Santa Barbara from 2001 to 2014. During his tenure, he • Long term financial planning • Establishment of performance successfully led the City through the 2008-10 recession; completion of a management systems General Plan update; two major wildland fires; and the dissolution of the • Strategic planning City's Redevelopment Agency. He was instrumental in the creation of the Professional History City's Neighborhood Improvement Task Force and the South Coast Task • Raftelis: Principal (2019-present) Force on Youth Gangs. Santa Barbara also implemented a comprehensive Ralph Andersen &Associates: Senior Consultant (2015-2018) performance management program under Jim's direction. • Santa Barbara, California: City Administrator (2001-2014) After leaving government service, Jim has provided consulting services for • Fullerton, California: City Manager (1992-2001) several California cities and special districts. His assignments have included • Anaheim, California: Assistant City management studies executive recruitments and development of long- > > p g Manager (1990-192); Assistant to the City Manager (1979-1983); term financial plans. He is known for his extensive knowledge of local Administrative Assistant (1978-1979); government finance, budgeting and financial analyses. Administrative Aide (1977-1978) • Hanford, California: City Manager (1983-1990) Prior to Raftelis, Jim served as senior consultant with Ralph Andersen & Associates, conducting city manager and senior level executive Education Master of Public Administration - recruitments and management studies for cities and special districts California State University, Long Beach throughout California. Management studies included a high-level review of • Bachelor of Arts in Psychology, Political a city's entire departmental operations; development of a cost -benefit Science, Cum Laude - University of California, Los Angeles model to determine the feasibility of creating a municipal police department; and evaluation of management systems at a community Professional Memberships college district. • Santa Barbara County City Managers Association: Chair • Orange County City Managers As City Administrator in Santa Barbara, Jim led the organization through Association: President • South San Joaquin Valley City a major downsizing as a result of the 2008-10 recession with a minimum Managers Association: President disruption of services, successfully completed several important capital • International City/County Management Association: Life Member improvement projects including a new airline terminal and a major new . Santa Barbara Neighborhood Clinics: downtown parking structure, implemented major organization efforts President of the Board including a comprehensive performance management system, a modern Channel Islands YMCA: Chair of the Board, Treasurer communications strategy, and an award -winning sustainability program; Santa Barbara Rotary Foundation: and developed revised budgeting and financial management systems that President Santa Barbara County United Way: stabilized city finances, improved accountability, and increased Board of Directors transparency. Aircraft Owners and Pilots Association Experimental Aircraft Association Liga International (Flying Doctors of Jim's prior work included serving as City Manager in Fullerton (CA), Mercy) Assistant City Manager in Anaheim (CA), City Manager in Hanford (CA), and Assistant to the City Manager in Anaheim (CA). He has received the Orange County Division of American Society of Public Administration Public Administrator of the Year and Channel Islands YMCA Distinguished Service Award. RAFTELIS 15 Linda Barton EXECUTIVE COACH Senior Advisor PROFILE Linda has over 35 years of leadership and management experience in local and state government. She served in Colorado, Oregon, Minnesota, Texas, and California. She was City Manager in Burnsville, Minnesota; Bedford, Texas; and Livermore, California. She also served as Deputy City Manager in Corvallis, Oregon and Bellevue, Washington and Assistant to the City Manager in Lakewood, Colorado. Additionally, she served as Commissioner of Employee Relations for the State of Minnesota. Linda has expertise in executive coaching, executive performance evaluation, strategic planning, and team building. She has provided these services to the cities of Pleasanton, Dublin, Berkeley, and San Leandro and in Monterey County in California. She has also worked with Cedar Park, Texas and Maricopa County, Arizona. Linda is an ICMA credentialed manager and received the Distinguished Service Award from ICMA and the Lifetime Achievement Award from Women Leading Government in California. She served as President of the Alameda County California City Management Association, President of the California City Management Association, and President of the California Redevelopment Association. She has also served as a member on numerous committees of ICMA over her 35 years of active membership. Specialties • Executive coaching • Executive performance evaluation • Strategic planning • Facilitation Professional History • Raftelis: Senior Advisor (2023- present) • BakerTilly: Consultant (2022-2023) • Management Partners: Special Advisor (2012-2022) • City of Livermore, California: City Manager (2001-2011) • City of Bellevue, Washington: Deputy City Manager (1996-2001) • City of Bedford, Texas: City Manager (1994-1996) • State of Minnesota: Commissioner of Employee Relations (1990-1994) • City of Burnsville, Minnesota: City Manager (1985-1990) • City of Corvallis, Oregon: Deputy City Manager (1980-1985) • City of Lakewood, Colorado: Assistant to the City Manager (1975- 1980) Education • Bachelors Degree in Sociology - Colorado College (1971) • Master of Public Administration - University of Colorado (1975) Linda has a Bachelors Degree in Sociology from Colorado College in Colorado Springs and a Masters in Public Administration from the University Certifications of Colorado in Boulder. • ICMA Credentialed City Manager Professional Memberships • International City Management Association • Arizona City Management Association RAFTELIS 16 Steven Drew , EXECUTIVE COACH Senior Advisor PROFILE Specialties Steve has over 40 years of experience in water utility management, • Strategic Planning Organizational Assessments municipal government leadership, and private consulting. He began his Continuity & Resiliency of Utility career with the City of Greensboro, NC Water Resources Department Operations where he served at all levels of technical and managerial positions • Workforce Development • Diversity & Inclusion including electronics technician, superintendent, water supply division, M/ BE Support and Development and department operations manager until becoming Director of Water Disaster Preparedness Resources utility in 2011. Steve served as assistant city manager before • Crisis Management retiring from public service in 2020. Before joining Raftelis, Steve worked • Media Communications . Governance as a private consultant in the areas of executive recruitment, technical water utility subject matter review, and business growth development. Professional History Steve has extensive experience working in the areas of organizational • Raftelis: Senior Advisor (2024-present); Principal Consultant (2022-2023) improvement, governance, strategic planning, continuity of operations, • Independent Consultant (2020-2022) disaster preparedness, capacity development, and capital improvement. • City of Greensboro, NC: Interim Assistant City Manager(2018-2019) Steve's wide range of experience has informed his extensive technical • Water Resources Utility Director (2012— 2020) knowledge and administrative expertise in the areas of water and • Operations Manager (2010-2012) wastewater operations, asset management, regulatory compliance, • Water Supply Division Manager (2001- 2010) general utility management, customer service, executive leadership, • Superintendent of Plant M&O (1989- assessment, and affecting positive organizational change. As a result, 2001) City leadership consistently trusted his recommendations, leading to • Electronics Technician & Plant Mechanic (1979-1989) development and implementation of strategies that addressed a wide range of improvements, upgrades, and efficiencies regarding physical Education assets, operations, and associated fiscal impact. • Bachelor of Arts Political Science - University of North Carolina at Greensboro (1985) Over the course of Steve's career, he has been a passionate advocate and innovator for organizational improvement and culture change. During Certifications "A" "C" the 1990's, Steve worked with the City's Human Resources Department's • NC Surface and Well Water Treatment Facility Operator Training Division to develop its first front-line supervisor and mid -level • Public Executive Leadership Academy, management development program known as Leadership 2000. From UNC School of Government Government there he participated in curriculum review, served as instructor, coach Micro MBA, Virginia Tech AWWA Utility Leadership and was consulted on Executive Leadership Program development. Professional Memberships Steve was instrumental in developing WaterMARK Academy, • American Water Works Association • Water Environment Federation (Management, Accountability, Relationships, Key Performance 3 NC One Water Indicators), where employees throughout the Utility were provided the e NC Water Operator's Association requisite training and guidance so that they could successfully work Society of Maintenance and Reliability Professionals together as a team to define and develop the details of MARK, as well as , National Forum for Black Public develop an action plan that incorporated established core values of the Administrators (Life -Time Honorary City organization and the Utility. Membership) a Toastmasters International (2008 — 2018) 0 US Coast Guard Auxiliary - division staff officer — retired (1992-2012) RAFTELIS 17 Susan Healy Keene AICP EXECUTIVE COACH Senior ' Advisor PROFILE Specialties • Strategic Planning and facilitation Susan Healy Keene has over 30 years of experience in local government. She ° Organizational Assessment served as Director of Community Development in the cities of Beverly Hills Development review processes and West Hollywood, California. She also served in various planning • Executive coaching positions for the city of Santa Monica. Professional History • Raftelis: Senior Advisor (2024- As a consultant, Susan has assisted public agencies in the creation of present) • Management Partners: Special strategic plans, organizational assessments, and development process Advisor: Baker Tilly, through improvements. She has successfully facilitated workshops for board retreats acquisition of Management Partners (2022-2024); Special Advisor (2021- and city council priority setting sessions to build consensus and achieve 2022) results. Susan helps government leaders increase organizational effectiveness • City of Beverly Hills, California: Director of Community Development by planning and establishing clear and actionable goals. (2009-2021) • City of West Hollywood, California: As Director of Community Development in the City of Beverly Hills, Susan Director of Community Development (2005-2009), Planning Manager led a full -service department with 70 FTEs and a $22.5M budget. The (2001-2005) department included planning, building and safety, code enforcement, • City of Santa Monica, California: Senior Planner (1998-2001), transportation, traffic engineering, rent stabilization, special events, and Associate Planner (1995-1998), filming. She guided development review and completion of major Assistant Planner (1992-1995) construction projects including iconic retail stores on Rodeo Drive, a five- Education star hotel, and luxury single-family homes. Through implementation of the • Master of Arts degree in Department Strategic Plan Susan provided optimum delivery of services that p g � p p ry Organizational Leadership - Woodbury University (2013) included engagement with residents and the business community. • Bachelor of Arts degree in Urban Planning and Design - University of Susan has held leadership positions in professional associations including the Cincinnati (1976) League of California Cities as Past President of the Planning and Certifications Community Development Department and as co-chair for the American American Institute of Certified Planners (AICP) (1995) Planning Association State conference and committee chair for the National APA conference. In 2013, the California Chapter of the APA Planner Professional Memberships Emeritus Network (PEN) awarded Susan recognition for her contributions to • American Planning Association the planning profession. Susan holds an undergraduate degree in Urban Planning and Design from the University of Cincinnati and a Master of Arts degree in Organizational Leadership from Woodbury University. She taught classes in supervisory and management skills as part of the Leadership Academy in the City of Beverly Hills. Susan values public service and works to encourage planning for the future with collaborative problem solving and good governance. RAFTELIS 18 Rebekka G. Hosken EXECUTIVE COACH Senior Manager PROFILE Rebekka joined Raftelis in 2020 with 16 years of direct service to local governments and 10 years of management consulting experience. As an experienced consultant, Rebekka has led organizational assessments for a broad range of operating departments and offices in cities, counties, universities, and special districts, including community development, public works, police, administration, and city attorney departments. With direct operational experience in municipal administration, public works, and finance departments, Rebekka's breadth of knowledge makes her skillful in quickly identifying organizational strengths and opportunities, analyzing operations through creation of process maps and workflows, preparing actionable recommendations for improvement, and communicating findings to a wide variety of audiences. She has consulted for over 125 clients throughout the United States and Canada. Rebekka has led or assisted with facilitations of employee process improvement sessions, City Council governance retreats, strategic planning sessions, trainings, and more. Most recently, Rebekka served as finance director for the City of La Canada Flintridge, California, a contract city north of Los Angeles, responsible for accounts payable, receivable, budget, audit, and payroll. During her tenure, she identified and successfully obtained a State loan for the financing of the City's new city hall and played a key leadership role in successfully moving all operations and staff, as well as communicating all financial impacts of the project to management and City Council. Previously, Rebekka was the budget officer for the City of Simi Valley, California, a full -service community in the Los Angeles region. Rebekka earned a master's degree in Business Administration with a Certificate in Local Government and Non -Profit Management from Boston University, and a Bachelor of Arts from the University of Michigan — Ann Arbor. She has published articles in Public Management magazine and served as a trainer in sessions at International City/County Management Association (ICMA) conferences. Specialties • Organizational assessment • Budgeting and financial analysis • Business process improvement • Strategic planning • Staffing analysis Professional History • Raftelis: Senior Manager (2023- present); Manager (2020-2022) • City of La Canada Flintridge, California; Finance Director (2017- 2020) • City of Simi Valley, California; Budget Officer (2012-2017) • City of Burbank, California; Senior Management Analyst (2010-2012) • Management Partners; Senior Consultant (1999-2010) • Village of La Grange Park, Illinois; Assistant Village Manager (1996- 1999) • City of Appleton, Wisconsin; Assistant to the Mayor (1994-1996) • Town of Lexington, Massachusetts; Management Intern (1992-1993) Education • Master of Business Administration — Boston University (1993) • Certificate in Local Government and Non -Profit Management — Boston University (1993) • Bachelor of Arts in Russian Studies — University of Michigan (1989) Professional Memberships • Government Finance Officers Association • California Society of Municipal Finance Officers RAFTELIS 19 acqueline Jarrell, P.F., 01Y, VVEF Fellow EXECUTIVE COACH 4 Principal Consultant PROFILE Specialties • Executive leadership Jackie Jarrell has over three decades working in the water sector for one of Organizational management the strongest public utilities in the country, Charlotte Water. Jackie spent 38 improvement assessments and years serving the Charlotte region through various roles held, which implementation in operational areas Wastewater treatment operations and included technical, management, and leadership responsibilities. A majority management of her career was spent in all aspects of operations from wastewater Field operations management • Customer service management treatment to water distribution, sanitary sewer collections, and customer Customer assistance programs —water service. Throughout her experience, Jackie was instrumental in bill assistance, affordability, equitable Organizational changes in order to improve work processes, develop service delivery • Continuous Improvement programs — employees, and ensure high quality services to the community. Jackie ISO14001, ISO 9001, Partnership for began her career in the Engineering division completing water distribution g g g � p g Safe Water, Residuals and Biosolids management and sanitary sewer assessments and modeling, and she was responsible for Regional partnership agreements the development of the Capital Investment Plan. Professional History • Raftelis: Principal Consultant (2024- Early on, Jackie recognized the importance of engaging operations staff in present) the system assessments and in capital planning. During her time in • Charlotte Water: Deputy Director (2020- 2023); Operations Chief (2014- Engineering, Jackie started the Backflow Prevention program for Charlotte 2020); Environmental Management Water. She went on to lead the System Protection Division, working with a Division Superintendent (2000-2014); regulatory staff team and industrial and commercial customers managing System Protection Division Manager (1996-2000) the industrial pretreatment program. Jackie completed a reorganization, • Charlotte -Mecklenburg Utility and developed initiatives including employee development, training for Department: Civil Engineer II 1996); Civil Engineer I (1985-1987) industries, mechanisms for engaging with industries on a more continuous basis, and an annual recognition program for industries that demonstrated Education re lato excellence.Relationships hd with i �' were strengthened community • Bachelor of Science in Engineering, Urban & Environmental - University of leaders such as the Chamber of Commerce and economic development. North Carolina Charlotte (1985) Jackie became a Wastewater Treatment Plant Superintendent and eventually Environmental Management Chief, managing and leading six Certifications • Registered North Carolina Professional wastewater treatment facilities operations and the biosolids program, the Engineer#017372 largest land application program in the Southeast. Under her leadershipof g pp p � • Op WastewaterOperator-in-Training Grad Plant Operator -in -Training Grade II #985298 over 20 years, the treatment facilities achieved exceptional regulatory • Florida Water and Pollution Control experience recognized every year by the National Association of Clean Operators Assoc. Pretreatment Water Agencies with Silver, Gold, and eventual Platinum awards. She Certification Grade C • Cross Connection Control - University initiated a corporate ISO 14001 certification for the plants and the biosolids of Southern California Foundation for program. Jackie also championed many new technological approaches, Cross Connection , Control and Hydraulic Research; NC technologies supporting innovation, and process improvements. Section AWWA-WEA Certificate of Training for Testing Jackie served as President of the Board of Trustees of the Water Professional Memberships Environment Federation (WEF), an international organization of 35,000 Water Environment Federation water professionals. She was named a WEF Fellow in 2021. She is President (2019-2020) UNC Charlotte Civil & Environmental currently serving as the chair of the Diversity Equity and Inclusion College Advisory Board Advisory to the Board. RAFTELIS 20 EXECUTIVE COACH Senior Advisor PROFILE Susan has more than 30 years of local government experience in Arizona and Texas where she served in numerous managerial roles; she retired as a County Administrator in 2022. Since then, she has served as a Senior Advisor for the Arizona City/County Management Association (ACMA) and International City/County Management Association (ICMA). In this role, Susan has provided professional and personal support and advice to members of ACMA and ICMA. Her support has ranged from topics such as relations with elected officials, staff relations, overall management questions, assistance to individuals on career goals and professional development, relations with ICMA, responses to local controversies such as referenda on the council-manager plan, and confidential issues and concerns. She joined Raftelis in January of 2024. Susan's most recent direct local government experience was with Yuma County, Arizona where she served six years as County Administrator. She started her executive management career in City of Midland, Texas as an Assistant City Manager in 1990. She went on to be Assistant City Manager at the City of Tracy, California from 1993 to 1997. She went on to be the City Manager at the City of Bedford, Texas in 1997 and then the interim City Manager at the City of Lancaster, Texas. She was briefly an Adjunct Professor at the University of North Texas in 2000. Specialties • Executive coaching • Strategic planning • Citizen focused services • Public safety • Budget and finance • Leadership and teamwork • Emergency management • Public works and utilities Professional History • Raftelis: Senior Advisor (2024- present) • Arizona City/County Management Association (ACMA): Senior Advisor (2022-present) • Yuma County, AZ: County Administrator (2016-2022) • City of Corpus Christi, TX: Assistant City Manager (2013-2016) • City of Peoria, AZ: Deputy City Manager(2006-2013) • City of Rowlett, TX: City Manager (2001-2005) • University of North Texas: Adjunct Professor(2000-2001) • City of Bedford, TX: City Manager (1997-2000) • City of Tracy: Assistant City Manager (1993-1997) • City of Midland, TX: Assistant City Manager (1990-1993) Education Susan then went on to be the City Manager at City of Rowlett, Texas in 2001 . Bachelor of Arts in Political Science until 2005 and then transitioned in 2005 to 2006. She became the Deputy City - University of North Texas, Denton, Manager at the Cityof Pia Arizona in 2006 for She TX (1981) g eor� seven y ears. e ten Master of Public Administration — became the Assistant City Manager at the City of Corpus Christi, Texas from University of North Texas, Denton, 2013 to 2016. TX (1969) Professional Memberships In January 2023, Susan received the John J. "Jack" DeBolske Award, the • International City/County highest honor bestowed by the Arizona City/County Management Management Association • National Association of Counties Association. This award recognizes City/County Managers who demonstrate • National League of Women in the highest level of professional excellence in local government and who have Government made life contributions in serving the • Texas Women Leading Government profession. and South Texas WLG a Arizona City/County Management Association Texas City/County Management Association Regional Wireless Cooperative 3 Arizona Municipal Water Users Association RAFTELIS 21 Don White ki EXECUTIVE COACH Senior Advisor PROFILE Specialties • Executive coaching Don has 40 years of local government experience in two California cities • Executive recruitment where he served in numerous capacities and departments, including 26 • Facilitated performance evaluations years as Human Resources Director where he oversaw all recruitments. He • Workshop facilitation , Organizational analysis retired as City Manager in 2021. Since then, he has provided consulting • Strategic planning services for several cities. His assignments have included workshop • Goal setting and team building facilitation, team building, goal setting, strategic planning, organizational Fiscal sustainability • Human resources analysis and financial sustainability. He also served as an interim Deputy City Manager for Lake Forest, CA where he oversaw the Community Professional History • Raftelis: Senior Advisor (2024-present) Services Department and the Marketing and Communications • Management Partners/BakerTilly: Department, conducted an organizational analysis, and assisted in the Special Advisor (2022-2023) recruitment of the new Deputy City Manager. He joined Raftelis in • City of Lake Forest: Interim Deputy City Manager (6/2023-9/2023) January of 2024. Management Partners: Special Advisor (2022) • Laguna Hills, California: City Manager Don's most recent direct local government experience was with Laguna (2018-2021); Assistant City Manager Hills, California where he served 29 years. He started with the newly (1994-2018); Director of Administrative incorporated city in 1991 as the Director of Administrative Services and Services (1991-1994) La Mirada, California: Economic was promoted to Assistant City Manager in 1994. From 2018 to 2021, he Development Director (1989-1991); served as City Manager. Prior to being named City Manager, he oversaw Redevelopment Manager (er (19 988); Assistant to the City Manager (1986); human resources, finance, risk management, information technology, Various Management Analyst/Intern public information, economic development, and parks and recreation. As Positions (1981-1985) Human Resources Director, he oversaw all recruitments, including Education multiple executive level recruitments for Finance Director, Community • Bachelor of Arts in Business Development Director, Public Works Director, Community Services Administration —Whittier College, Whittier, CA (1981) Director, and City Clerk. During his tenure, he was instrumental in the start-up of the new City, two major annexations, several complex Professional Memberships development agreements, the planning and development of a major • International City/County Management Association, 30 Year Service Award Community Center and Sports Complex, and the acquisition and Recipient renovation of what is now the Laguna Hills Civic Center. He conducted . Government Finance Officers Association of the United States and numerous organizational analyses and was the team lead on strategic Canada planning and long-term financial planning. He was consistently recognized • League of California Cities Revenue by the Government Finance Officers Association for award winning and Taxation Policy Committee • Exclusive Risk Management Authority budgets and financial reporting and navigated the City through the great of California, Chair recession and the pandemic. Before joining Laguna Hills, Don served as Economic Development Director in La Mirada, California, where he oversaw the City's Redevelopment Agency. He started his local government career in La Mirada as an Administrative Intern while completing his college studies. During his 11 years with La Mirada, he served in various capacities, including Assistant to the City Manager. RAFTELIS 22 Pamela J. Wideman EXECUTIVE COACH Senior Manager PROFILE Pamela has over 25 years of experience in leading local government teams, with the last 10 years in executive leadership with the City of Charlotte. She is adept at forging creative solutions to government and community issues at the local level, with service to the community as the foundation of her leadership style. She is known for her thoroughness as well as engendering trusting relationships with elected officials, executive leadership across public, private, and non-profit organizations, and residents, all while providing exceptional customer service throughout the process. Pamela most recently served as the Director of the City of Charlotte's Housing & Neighborhood Services Department, leading a team of over 200 staff across five key divisions. Pamela shaped Charlotte's affordable housing landscape and managed the oversight of millions of public dollars. She helped create and preserve over 5,000 affordable housing units, created and successfully deployed COVID-19 Pandemic relief programs for rent, mortgage, utility, and deposit assistance to keep vulnerable residents housed during the pandemic, developed a new local rental subsidy program, and managed over $68 million in homelessness support and prevention. During her work there, Pamela hired numerous staff members for her Department and participated on executive search panels for positions both with the City of Charlotte as well as with other municipalities and organizations. Pamela is a highly sought after speaker for her expertise in affordable housing and has spoken on numerous panels across the country. Pamela strongly believes that "service is the rent we pay for living on this earth" and is often asked to share her public sector experiences with students, professional trade organizations, and local municipalities. Pamela has a passion for developing and implementing solutions that serve the community. She served as an early Advisory Member for the Greenlight Fund in Charlotte, and on the Mayors and CEOs Committee for U.S. Housing Investment. Pamela was awarded the Master of Public Administration Alumna of the Year and received a Leadership in Black Excellence from her alma mater, the University of North Carolina — Specialties • Executive Level Management • Hiring and Recruitment • Executive Coaching • Affordable Housing Expertise • Community Development Policy and Program Development • Team Development & Leadership • Consensus Building • Community Engagement • Budget Management Professional History • Raftelis: Manager (2021 — Present) • City of Charlotte: Director of Housing & Neighborhood Services (2017 — 2021) • City of Charlotte: Housing & Neighborhood Services Deputy Director (2008 — 2016) • City of Charlotte: Housing & Neighborhood Services Supervisor (2006 — 2008) • City of Charlotte: Budget Analyst (2003 —2006) Education • Harvard Kennedy School -Senior Executives in State and Local Government (2015) • UNC-Chapel Hill - Municipal Administration (2007) • University of North Carolina at Charlotte- Masters in Public Administration (2006) • Belmont Abbey College -Bachelor of Arts in Business Administration (1999) Professional Memberships • International City/County Managers Association • Urban Land Institute • National Forum for Black Public Administrators Charlotte. She was also recognized as a Women's In Leadership Champion by the Charlotte Chapter of the Urban Land Institute. Additionally, she was recognized as one of the top 10 `Behind the Scenes" newsmakers by the Charlotte Business Journal in both 2017 and 2020. She currently serves on the Board of Directors for the United Way of Greater Charlotte and the Children and Family Services Center. She is a member of the International City/County Management Association and the National Forum for Black Public Administrators. RAFTELIS 23 Experience RAFTELIS HAS ONE OF THE MOST EXPERIENCED LOCAL GOVERNMENT FINANCIAL AND MANAGEMENT CONSULTING PRACTICES IN THE NATION Our team has extensive experience with strategic planning throughout the country. Our clients tell us we are more than just consultants —we are trusted advisors. We point to a strong repeat customer base as part of the evidence, as well as the many clients who have hired us numerous times to do vital work for their organizations. Other clients have told us that our contacts are "enthusiastic" when providing a reference to potential clients, and they point to actionable and practical solutions. We welcome the City to check our references to learn about the quality of our work and client. relationships. • r • 1 ' % • •• 16 0 �• e s % �• • • , ° ° • y RAFTELIS HAS PROVIDED FINANCIAL/ • • S ORGANIZATIONAL/TECHNOLOGY ASSISTANCE TO PUBLIC AGENCIES SERVING MORE THAN ♦ • 25% OF THE U.S. POPULATION. ti City of Victorville CA Reference: Keith Metzler, City Manager P: 760.955.5029 / E: kmetzier@victorvilleca.gov The City of Victorville (City) is a full -service local government serving a community of 136,000 located in San Bernardino County, CA. The City engaged Raftelis to provide executive coaching to a deputy director who was on a leadership development track to become a department director. Our executive coach worked collaboratively with the Deputy City Manager and deputy director to outline the expectations of the engagement. Following a series of coaching interviews and a self -assessment, a coaching plan was prepared. Coaching sessions were conducted, and resources were identified to assist the deputy director in her development. Both structured as well as informal "on call" coaching sessions were held. Ultimately, the deputy director was promoted to director. RAFTELIS 24 City of Stockton CA Reference: Harry Black, City Manager P: 209.937.8294 / E: harry. black@stocktonca.gov Raftelis was engaged in providing leadership coaching to a newly appointed department director who was moving into a first-time strategic team leader role from being a technical subject matter expert. Our executive coach worked collaboratively with the City Manager and department director to understand the learning objectives and scope of the engagement. The coaching engagement involved conducting a series of interviews, a self -assessment by the director, a colleague feedback process, the development of a coaching plan, and a series of coaching sessions. Structured and informal "on call" sessions were conducted. City of Pleasanton CA Reference: Heidi Murphy, Director of Library and Recreation P: 925.931.5944 / E: hmurphy@cityofpleasantonca.gov Our executive coaches served as coaches for several mid -managers in the Library and Recreation Department as part of the department's professional development program. We worked collaboratively with the Director to first identify the overall objectives of the coaching engagements. We then conducted our individual coaching assignments with each individual. These coaching assignments included a series of interviews with the individuals being coached, administering a self -assessment, preparing a coaching plan, and conducting coaching sessions (both structured and informal). Sacramento Regional Water Authority CA Reference: Jim Peifer, Executive Director P: 916.967.7692 / E: jpeifer@rwah2o.org The Sacramento Regional Water Authority (Authority) engaged the firm to provide leadership development training services. In May 2024, through our Raftelis Performance Academy, Raftelis provided its Transformative Utility Leaders class onsite at the Authority. Participants spent an immersive four days focused on transformative leadership concepts, through a curriculum designed to support emerging and seasoned leaders alike. Key focus areas included authentic leadership, strategic planning and visioning, communications and innovation, and change management. This program also included a hands-on utility simulation, designed to provide participants with the opportunity to explore the key issues and choices faced by the Authority.. The Transformative Utility Leaders program used a blend of direct instruction, shared experiences, connection building, hands on exercise, and self - exploration to support their professional and leadership development. RAFTELIS 25 City of Charleston sc Reference: Susan Poteat, Director of Process and Service Improvement P: 843.577.1381 / E: poteats@charleston-sc.gov Over the past six years, Raftelis and the City of Charleston (City) have developed a dynamic innovation and process improvement program, designed for local governments and utilities, that focuses on systematically building expertise and capacity within public service organizations, called BRIDGE Academy. BRIDGE Academy is a process improvement and innovation training program that is designed for local governments and utilities. BRIDGE Academy, which stands for "building resilient, innovative, data -driven government employees," is designed to create an internal engine of innovation. BRIDGE academy participants, as formal and informal leaders in local government and utilities, develop in-depth expertise in LEAN and Six Sigma process improvement techniques. They then apply those techniques in their daily work and, just as importantly, train their peers, cultivating a culture of continuous improvement. BRIDGE ,A-1--y Paril eip�n2 �Jdol k600k \ The Prpacss Improvement GyAlo And A3 Rep.A Ills Pncess Impmvemant Lyplc eM Lytle n me IounBNnn oltlm BRiUGE e.=...mys apgoadl to Yoce ��wemml MryW nmmpmeeYuree pname Pump Innw ry Suslemm 1� PlRnitlng LN�nY�nmp n nmm 1 � z •v Imeovating / fiep MYYus _� _� � 1`e (M •u #tlom Fli Levnm (L,// RlmzuY m Wmelnp Bvwgn Bn aley of Ye Pm[sss Imwwremml Lytle merles pmRm Rams to mane mvelw mY polzem wolkentl wmism Pmzlzpe ummuBlW umenirm Ip pmoRm lm Sou ornery eeeess wPmmaem la Imo e�emm a ilm cvrae a cmenum—Inem xi alwryz tr pppavmRes to wnwM am Ynpmve progreon em seMcea A] Ref ft ew Al srpwesrMrV srMr/YssYamasrrvwsww�esr/W M YowYlr[rNwUY[rw tssaVlM/YrrAwUmAlerli)YYY.MUM LSY[ N¢[M wzbesrs rYsplp YYM Iw Y IYr w rrYm[rr Y�tlYeYrMn M Yrrn YwrzvnrwlYf Y rYrs U RwYr MwYM [�AlAs[r�r � n leswss rwsemYY1Rs rlwerlr rbsw[wYtlN YM rs��Yrr Yard 1M wYAI IrYYlw4 Y wwYnw tsoAf baN.r rr� • r[wlAr Yei[[r BRIDGE Training Workshop and sample page from custom workbook, City of Charleston, SC Our team of consultants has also worked alongside the City's efficiency experts and the Process and Service Improvement Department to conduct value- added analyses to many of the City's core lines of business. Monthly meetings with the Mayor and project leadership ensure continued progress on implementation of initiatives. To date, the firm has conducted a variety of different process improvement and efficiency projects, including detailed reviews of the City's development review process; the permitting process; public works, fleet, and solid waste; a review of the structural placement of the City's Tourism and Special Events function; and City-wide employee engagement assessments. RAFTELIS 26 City of Beaverton o Reference: Jenny Haruyama, City Manager or Dan Weinheimer, Assistant City Manager P: 970.232.4352 / E: dweinheimer@beavertonoregon.gov In early 2024, the City of Beaverton (City) engaged the Raftelis Performance Academy to provide four days of onsite Process Improvement and Innovation training to staff. This highly interactive course included an introduction to the concepts of process improvement and innovation, planning and selection of improvement projects, visualization and data collection tools and problem definition, and innovation tools to identify and solve problems. Participants were tasked with selecting a project and developing an action plan. The course concluded with tools to sustain progress, including project management and measures of success, and a graduation ceremony for participants. In addition, members of our team have led the City's annual executive team retreats for the past two years. Gap Analysis - Critical Success Factors 1. Identify Current Performance 2. Define Desired Performance 3. Evaluate the Performance Gap > What is currently preventing achievement of the goal? > What are the root causes of the problems you see in the process? 4. To move from Current to Desired performance levels, what MUST change? Cu Perfm s �I Behavioral Insights SOCIAL 0 Show that most people are performing the desired behavior Use existing networks Encourage people to make commitments to others Examples: > Include language in collection letters that "most people pay on time, > Share neighborhood recycling rates TIMELY 40 Prompt people when they are likely to be most receptive Consider immediate costs and benefits • Bridge the "intention/action gap" > Ask for payment during the registration process, not later > Place recycling bins in the places most likely to be littered RAFTELIS 27 City of El Cerrito r Reference: Karen Pinkos, City Manager P: 510.215.4302 / E: kpinkos@ci.el-cerrito.ca.us The City of El Cerrito (City) is a full -service local government serving a community of 25,000 located in west Contra Costa County, CA. The City engaged Raftelis to lead its annual City Council and Executive Team retreats. Members of our team have a long-standing working relationship with the City, having led the City's strategic planning processes over the past decade and assisted with addressing financial challenges by facilitating the development of a financial sustainability plan. Raftelis remains an ongoing partner for community engagement efforts and internal facilitation services as needed. City of Roseville Ce,, Reference: Sean Bigley, Assistant Environmental Utilities Director P: 916.774.5513 / E: sbigley@roseville.ca.us In 2020, the City of Roseville (City) Water Utility engaged Raftelis to facilitate the development of an organizational strategic business plan. The City wanted the new plan to meet best practices of utility management by using the Effective Utility Management (EUM) primer created by a collaboration of seven organizations, including the American Public Works Association, American Water Works Association, and National Association of Clean Water Agencies, among others. To do so, we held several training sessions and workshops with Utility managers to review and understand the ten attributes of EUM. Raftelis led managers through the ten attributes, beginning with a self -assessment exercise to understand each of the ten attributes and then review data to assess their current performance. The group then established goals for improvement in specific criteria. Finally, this information was "baked into" the Utility's strategic plan, which incorporated the work plans necessary to achieve those goals. Samples from the training workbook are provided below. EUM Overview Leadenhip Attribute Team Workshop Operational Optimization/ Financial Viability ROSEVILLE _ RAFTELIS 28 City of Hayward CA Reference: Kelly McAdoo, Former City Manager, now City Administrator of City of Santa Barbara P: 805.564.5305 / E: kmcadoo@santabarbaraca.gov Since 2015, the City of Hayward has engaged the firm to conduct a variety of retreats and facilitations, including strategic planning, multiple City Council retreats, and management team retreats. Most recently, in April 2023, the firm facilitated a Mayor and Council Retreat, which included key staff members, with a focus on teambuilding and governance. With three new City Council members, the Mayor sought to build the team and discuss how the Council could best work together. The agenda included a discussion of how to govern together and sharing of expectations, the Council -Staff partnership, validating the strategic plan "big bucket" priorities, and identifying potential revisions necessary in the City Council Handbook. Sample material from the April session is provided below. Governing Together • What does good governance look like to you? • What values are important to you in governing? • What is important to remember when your position is the prevailing decision, and what is important to remember when your position is not the prevailing decision? What type of relationship do you hope to have with your colleagues on the governing body? • What type of relationship do you hope to have with the City Manager and her team? • What do you hope this governing body will be known for? Articulating Expectations Expectations • What do you need and expect from your City Council Colleagues? • What do you need and expect from the Mayor? • What does the City Council need and expect from the City Manager and her team? Gives • What are you willing to give your City Council Colleagues? • What are you willing to give the Mayor? • What is the City Council willing to give the City Manager and her team? RAFTELIS 29 City of Long Beach a Reference: Lisa Fall, Bureau Manager, Development Services Department P: 562.570.6853 / E: lisa.fall@longbeach.gov In late 2022, the City of Long Beach Development Services Department (Department) engaged the firm to prepare a new strategic plan. The project involved numerous input mechanisms to gather context and information about perceived strengths, weaknesses, opportunities, and challenges. In December 2022, we facilitated a strategic planning workshop with the Department's management team, with the goal of synthesizing the gathered contextual information into key goals and priorities to achieve the Department's new vision. A day -long workshop was held during which participants reviewed the context and input, drafted mission and values statements, and gained consensus on the Department's new vision and the key focus areas to achieve it. The day included large and small group work, as well as participant workbooks. Samples of the workbook are provided below. Additional staff input opportunities, including hybrid in -person and remote staff focus groups, and a final workshop were subsequently held to complete the Department's strategic plan. DEVELOPMENT SERVICES DEPARTMENT Strategic Planning Workshop Briefing Book DECEMBER C, 2022 .. , r T E L I S Aspirations Please answer the following: ®• We would be proud of the Development Services Department in rive years it • What would you like Development Services to be known for in the future? ASP!RAT!ON t: AS?tCAT!ON 2 A s>tIRA',!!ON ? RAFTELIS 30 Approach and Methodoloffvg To support the Jearning and profassJonal development of its team, the City is Seeking a public - sector -focused training partner to provide organizational development services for its workforce Our team has extensive experience supporting public sector organizational development and delivering high -impact training programs for utility and local government clients. Our focus is on ensuring our content meets the specific needs of the organizations we assist, rather than providing a "one -size fits all" approach. Below we have provided additional details on our approach for each service offered. Executive Coaching Services Phase Aa Begin Overall Engagement Our Executive Coaching Coordinator will collaborate with to the City discuss and confirm the overall expectations of the engagement. We will want to fully understand the City's intended leadership development objectives and how we can best support the City's interests. In this first phase, we will also seek information from the City about existing leadership development programs being provided by the agency, and other background information that will provide context for our Executive Coaching Coordinator and our Executive Coaches. We will propose several Executive Coaches for each person to be coached for the City's consideration. We will work with the City in making the right match for the individual being coached. Phase E- Begin Indiv5dual Executive Leadership Coaching Assignment Once a match is made with one of our Executive Coaches, they will work collaboratively with the individual to be coached to outline the expectations of the specific coaching assignment. Coaching will involve creating a Coaching Plan, along with a schedule for coaching. Our coaching sessions are interactive and engaging. We provide structure as well as informal mentoring and discussion opportunities. We offer ideas regarding resources available to support the success of the individual as well. These may include professional associations, outside or in- house training opportunities, the Raftelis Performance Academy, or other avenues to support professional and leadership development. Each coaching assignment will involve the following major Activities. RAFTELIS 31 Activity 1: Conduct Initial Coaching Interviews and Administer Self -Assessment Tool Our Executive Coach will begin by meeting with the City to understand your objectives for the individual being coached. We will offer a balance of in -person and remote coaching opportunities as agreed upon, and the first coaching session will consist of an interview with the individual being coached. If desired, in -person sessions can be discussed for an additional fee. During this initial coaching session, our Executive Coach will provide an overview of the Confidential Self -Assessment Guidefor Professional Development. The next step is for the individual to complete this questionnaire. Activity 2: Prepare Coaching Plan We typically have two or three coaching sessions before the Coaching Plan is prepared. This provides our Executive Coach and the individual being coached an opportunity to explore a variety of avenues that will be incorporated into the Coaching Plan. It also allows time for the individual to prepare the self -assessment, which is a key component of preparing the Coaching Plan. Our Executive Coach will prepare a Draft Coaching Plan, based on the interviews and the completed self - assessment. The suggested draft will contain specific professional and leadership development goals, activities aimed at working toward those goals, measures of success, and timelines. Our Executive Coach and the individual being coached will meet to discuss the Draft Coaching Plan. Modifications will be made to ensure that, once finalized, it is precisely what the individual wishes to establish as goals and activities to achieve those goals. At this point, it is also a good opportunity for the individual to meet with his or her supervisor to review the plan to ensure it contains all desired goals. Activity 3: Conduct Coaching Our Executive Coach and the individual being coached will schedule regular coaching sessions. Conversations in these sessions typically incorporate: • Progress on the Coaching Plan • Mentoring specific issues being encountered • Discussion of professional association opportunities • Identification of resources available to assist the individual being coached • Other issues of interest to the individual being coached Optional Colleague Feedback Activity If desired, colleagues of the individual being coached can be engaged in providing feedback. The feedback is most typically solicited from the manager's peers in the organization. It can be quite useful in providing meaningful feedback to support the development of goals and ongoing learning. This tool would be administered during Activity 1 so that the results can be useful in developing the Coaching Plan. A separate fee is charged for this service. Pileasuring Effectiveness We will work with the City and the specific individuals being coached to collaboratively decide on what measure of success to use. The coaching plan that the individual develops with the assistance of our executive coach includes the following component: "I will measure my success in meeting my goals by ". Since the coaching plan is individualized, there should not be standard metrics applied. If a supervisor is involved in setting goals, then input on measures of success will be sought from the supervisor. Some examples are: RAFTELIS 32 • Team meetings are viewed by team members as productive and helpful (measured by a survey of the team members) • Recruitment goals met (objective data to measure success) • Staff reports are written more clearly, concisely and persuasively (success determined by supervisor) • Executive coaching has improved the individual's management skills (success determined by the supervisor) Teatnbuilding and Workshop Facilitation �. a•nY`fJbu- ]id19'. an,,d —1 vv]s Raftelis has team members certified in the administration of various teambuilding and assessment tools including Everything DiSCT, Myers -Briggs®, and CliftonStrengths®R . In addition, Raftelis has developed its own Leadership Archetype tool which allows a group to analyze and review various leadership types. Our team can administer these tools with your staff and facilitate subsequent teambuilding discussions about their outcomes and learn how individual personality types can be addressed in the work setting to maximize team effectiveness. r0'wP F2C1111aIj n. Raftelis is qualified to provide facilitation services for a variety of retreat, workshop, and meeting types, including management retreats and meetings, process improvement, priority setting, and more. We frequently provide this service across the country to cities, counties, and special districts of all sizes. We believe in fully supporting each retreat or meeting from beginning to end, from collaboratively planning the agenda to providing a final deliverable that summarizes the results. We are able to adjust our agenda to accommodate a wide variety of retreat and meeting purposes, including general meetings, priority setting, process improvement, and more. Before each retreat, workshop, or meeting, we will have a planning call with the client to ensure an understanding of the intended outcomes of the session. We typically conduct interviews with governing body members when the retreat is with a city council or other governing body, as well as the key executive staff to learn about interests and objectives of the workshop. We solicit and review a variety of information from the client to ensure we fully understand what they need to get out of the workshop at the end of the session. We prepare a draft customized agenda and materials, and then seek feedback from the client prior to finalizing the materials for the workshop or meeting. To ensure we meet the specific goals of the session, our team will conduct necessary research and prepare workbooks and presentations, depending on what is appropriate for the situation. RAFTELIS 33 Each retreat will include exercises and discussions to accomplish the identified goals. During the session, the primary role of the facilitator is to ensure that the environment is respectful and conducive to open and constructive dialogue, so the established objective is ultimately met. While the agenda provides the structure to accomplish the tasks, we also know how important it is to pay attention to the group and make sure conversations that need to happen, actually happen. Therefore, we are flexible and in tune with the group during the process. Our graphic facilitator, if desired, can transform the conversation into graphic form to build excitement and a shared understanding. We will provide a summary report documenting the results in approximately one week. Our visual facilitator is available for such engagements, and a pricing option has been provided for this service. Raftelis Performance Academy Below is a list of current RPA courses, organized by category, that we can provide for the City. We are also able to create customized training to address your specific needs. Personai and Professional Skill Development Authentic Leadership For current and emerging leaders, identifying and honing their authentic leadership styles and behaviors is important for motivating, leading, and sustaining high -performing teams and organizations. In the Authentic Leadership workshop, participants are led through exercises and discussions aimed at helping them better understand their authentic leadership styles and behaviors, and how their individual approach toward leadership impacts others. Prior to the program, participants will complete the EverythingDiSCO Management profile, an online assessment aimed at providing insights into the one-on-one relationships a leader has with individual staff and colleagues. Participants will explore various dimensions of leadership and work to identify and cultivate their personal and authentic leadership priorities. Transformative Local Government Leaders Participants will spend an immersive four days focused on transformative leadership concepts, through a curriculum designed to support emerging and seasoned leaders alike. Key areas of focus include authentic leadership, strategic planning and visioning, communications and innovation, and change management. The Transformative Local Government Leaders program uses a blend of direct instruction, shared experiences, connection building, hands on exercise, and self -exploration to support participants' professional and leadership development. Technical Skill Development Introduction to Process Improvement and Innovation The Introduction to Process Improvement and Innovation program is focused on creating a common understanding of process improvement and innovation concepts. It is intended to create awareness and interest in Process Improvement and Innovation program sessions, and is appropriate for staff in all areas of the workforce, and at all levels of their careers. Process Improvement and Innovation Participants will learn and practice process improvement and innovation concepts and techniques, rooted in the disciplines of Lean, Six Sigma, and Change Management, tailored to the specific needs and challenges of the local government sector. Through a mix of direct instruction and hands-on activities, participants will learn and RAFTELIS 34 apply process improvement and innovation skills to improve operations and solve organizational issues. Problem -solving concepts and tools will include root cause analysis, gap analysis, and addressing equity in process improvement. Innovation concepts and tools will include creative problem -solving techniques such as behavioral insights and "yes, and" thinking. Process Improvement and Innovation Train -the -Trainer Coaching In order to build organizational capacity within the City, additional train -the -trainer coaching is available for individuals who have participated in the Process Improvement and Innovation program and who wish to participate in future sessions as a trainer and lead process -improvement efforts in their organizations. These coaching sessions are designed to: • Help participants identify process improvement and innovation content areas of interest and aptitude • Guide participants in developing an action plan to prepare for training • Provide follow-up support after training Effective Facilitation This training was designed to build skills among participants with different starting points so at the conclusion everyone will have "leveled up" their facilitation skill building. Facilitation looks different in different contexts, and participants will learn to identify these. Performance Measurement In this training, we introduce participants to the use and development of performance measures in order to manage performance and track the progress of process improvement and innovation initiatives. We review the principles of performance management and why measures are important. We will discuss the Success Pyramid to ensure measures meet the expectations of target audiences, best practices in performance measurement development and use, and common terminology on the types of measures. Finally, we will talk about how measures should be tracked and used to better analyze and review operational performance. Assessing Your Organization's Communications and Outreach This workshop walks participants through a seven -step This leadership training has been unlike anything I've attended before. I can honestly say that it is worth the price, time in class, and time away from my daily duties. It is the first training I've been to that has given me a shift in perspective from my current operating role to a wider view of our Agency as a whole and the decisions and pressures that our leadership team and Board of Directors are faced with. The facilitators are engaging, and the content has been practical, relatable, and applicable. The focus on soft skills, internal work for personal development, and strategies to handle challenges in our supervisor roles... have really resonated with me. Quote from a recent RPA training student checkup for assessing an organization's efforts and outputs as well as the outcomes of its communications, all in a cost- effective and efficient manner. The seven steps include examination of materials, messaging, planning, outreach techniques and more, and provides the guidance for how to measure success. The workshop is highly interactive with a mix of direct instruction, individual and group exercises, and using a workbook participants can take home with them and use again. RAFTELIS 35 Building a Strategic Communications Plan from Scratch Participants will learn through a mix of individual and group hands-on activities how to develop and execute strategic and measurable communications and outreach plans to support community initiatives. Using industry standards and best practices, participants will learn to understand the difference between tactical and strategic communications, identify cost-effective ways for conducting research to inform communications strategies, explore best practices in media relations, digital relations, and community engagement, and learn how to measure the success of communications and outreach efforts. Crisis and Risk Communications No organization is immune to crisis. It is not a matter of "if ' but "when." A crisis can make or break an organization's reputation, so knowing what to do, in what order, and more importantly, how to communicate through it is essential to making it through a crisis effectively. In this very interactive training, participants will learn two key things: (1) how to develop a useful and customized crisis communication plan to serve them through a variety of scenarios and (2) what and how to communicate through a crisis to establish your organization as trusted experts and to alleviate fear. Succession Planning Succession Planning The most important asset of any public organization is its employees. Effective succession planning is key to ensuring continuity of operations and care. This workshop will equip managers with the skills and tools needed to assess their organization and teams' succession planning needs, identify key positions on their teams, and develop candidate profiles and training plans to support those key positions. Content will be delivered through a blend of direct instruction and hands-on exercises based on each participant's organization and team. RAFTELIS 36 Pricing Information The proposed scope of services and associated fees includes all professional services and development of instructional materials for each proposed course or engagement. It does not include time or expenses related to securing training locations, consumable supplies, copies, and travel or meals for participants. Any expenses beyond those explicitly listed are the responsibility of the City. All pricing and hourly rates are expected to increase approximately 3% in January of each calendar year. RPA Courses A sample price list is provided below, as well as staff hourly rates. We will work with the City to develop specific, customized pricing based on the needs of the City, number of participants and sessions, and number of trainers needed. We assume in person training, but would be happy to discuss virtual options if desired. Course / Type Duration Maximum Cost Participants Authentic Leadership One Day 24 $15,000 (includes cost of DISC® materials for participants) $25,000 Transformative Local Government Leaders Four Days 24 An optional DiSC° management profile is available for an additional fee of $165/participant Intro to Process Improvement and One Full Day 40 $12,500 Innovation Process Improvement and Innovation Four Full Days 24 $25,000 Process Improvement and Innovation: Two Half -Days 6 $12,500 Train the Trainer Effective Facilitation One Full Day 24 $12,500 Performance Measurement One Full Day 40 $12,500 Assessing Your Organization's One Half -Day 24 $7,500 Communications/ Outreach Building a Strategic Communications Plan One Full Day 24 $12,500 from Scratch Crisis and Risk Communications One Full Day 24 $12,500 Succession Planning One Day 24 $12,500 Group Facilitation One Day N/A $12,500 Group Facilitation Two Days N/A $19,500 RAFTELIS 37 Executive Coaching Executive coaching services are charged on a time and expenses basis at $250 per hour, plus actual expenses. For Executive Coaching, we estimate 35 hours for each employee engagement, which includes preparation and meeting follow-up time for our Executive Coach. If the City wishes to include the optional colleague feedback questionnaire, the cost is $2,500. This covers our time for administering and compiling the results. Hourly Rates Raftelis' standard 2024 billing rates are provided below by team member classification in conformance with the City's submittal form. Custom scopes of work will be billed at hourly rates plus expenses. Description Hourly Rate Executive Vice President $400 Vice President $360 Senior Manager $320 Principal Consultant $295 Manager $285 Senior Consultant $250 Consultant $220 Associate Consultant $185 RAFTELIS 38 ADDITIONAL INFORMATION RAFTEL S F RM CAPABILITIES FINANCE: Meet your goals while maintaining a financially sustainable organization • Rate, charge, and fee studies • Financial and capital planning • Cost of service and cost allocation Customer assistance programs Affordability analysis • Utility valuation Budget development Financial condition assessments Debt issuance support Economic feasibility and analysis 000 COMMUNICATION: Communicate strategically to build an informed, supportive community Strategic communication planning • Public involvement and community outreach Public meeting facilitation Graphic design and marketing materials Media and spokesperson training • Risk and crisis communication Social media strategy Visual facilitation • Virtual engagement 0911 STRATEGIC PLANN NG: Set the direction for the future of your organization and community • Organization, department, and community -based strategic planning • Effective Board / Commission / Council governance • Retreat planning and facilitation .0 ORGANIZATION: Plan for long-term sustainability and operate with maximum efficiency • Organizational and operational assessments • Stormwater utility development and implementation support • Performance measurement • Staffing analysis • Organizational climate and culture • Asset management and operations • Regional collaboration and service sharing Process improvement i1io TECHNOLOGY: Use your data and technology to improve experience and gain valuable insights • Billing, permitting, and customer information audits • Business process development Data management, analytics, and visualization • Performance measurement and dashboarding • Software solutions • Website development • Information technology assessments and strategic planning • Customer management assessments and optimization • CIS selection and implementation • AMR/AMI feasibility studies • Mobile workforce management • Meter data management • CMMS selection and implementation • GIS optimization services • Fleet management systems IS1 EXECUTIVE SERVICES: Identify and train top talent to lead local governments and utilities • Executive recruitment services • Organizational development and training Executive coaching services Facilitated executive performance evaluations EXHIBIT B INSURANCE REQUIREMENTS During the term of this Agreement, and for any time period set forth below, CONSULTANT shall procure and maintain in full force and effect, at no cost to CITY insurance policies with respect to employees and vehicles assigned to the performance of Services under this Agreement with coverage amounts, required endorsements, certificates of insurance, and coverage verifications as defined in this Exhibit B. A. Scope of Coverage. During the term of this Agreement, CONSULTANT shall maintain, at no expense to CITY, the following insurance policies: 1. Commercial general liability. A commercial general liability insurance policy in the minimum amount of one million dollars ($1,000,000) per occurrence/two million dollars ($2,000,000) aggregate, for death, bodily injury, personal injury, or property damage. 2. Automobile liability. An automobile liability (owned, non -owned, and hired vehicles) insurance policy in the minimum amount of one million dollars ($1,000,000) per occurrence. 3. Professional liability. If any licensed professional performs any of the services required to be perfonned under this Agreement, a professional liability insurance policy in the minimum amount of one million dollars ($1,000,000) per occurrence/two million dollars ($2,000,000) aggregate, to cover any claims arising out of the CONSULTANT's performance of services under this Agreement. Where CONSULTANT is a professional not required to have a professional license, CITY reserves the right to require CONSULTANT to provide professional liability insurance pursuant to this section. 4. Workers' compensation. If it employs any person, CONSULTANT shall maintain workers' compensation insurance, as required by the State of California, with statutory limits, and employer's liability insurance with limits of no less than one million dollars ($1,000,000) per accident for bodily injury or disease. CONSULTANT's workers' compensation insurance shall be specifically endorsed to waive any right of subrogation against CITY. B. Other Insurance Requirements. The insurance coverage required of the CONSULTANT in subparagraph A of this section above shall also meet the following requirements: 1. Except for professional liability insurance or workers' compensation insurance, the insurance policies shall be specifically endorsed to include the CITY, its officers, agents, employees, and volunteers, as additional insureds (for both ongoing and completed operations) under the policies. 2. The additional insured coverage under CONSULTANT's insurance policies shall be "primacy and noncontributory" with respect to any insurance or coverage maintained by CITY and shall not call upon CITY's insurance or self-insurance coverage for any contribution. The "primary and noncontributory" coverage in CONSULTANT'S policies shall be at least as broad as Rev 08 22 B-1 ISO form CG20 01 04 13. 3. Except for professional liability insurance or workers' compensation insurance, the insurance policies shall include, in their text or by endorsement, coverage for contractual liability and personal injury. 4. By execution of this Agreement, CONSULTANT hereby grants to CITY a waiver of any right to subrogation which any insurer of CONSULTANT may acquire against CITY by virtue of the payment of any loss under such insurance. CONSULTANT agrees to obtain any endorsement that may be necessary to effect this waiver of subrogation, but this provision applies regardless of whether or not CITY has received a waiver of subrogation endorsement from the insurer. 5. If the insurance is written on a Claims Made Form, then, following termination of this Agreement, said insurance coverage shall survive for a period of not less than five years. 6. The insurance policies shall provide for a retroactive date of placement coinciding with the Effective Date of this Agreement. 7. The limits of insurance required in this Agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and noncontributory basis for the benefit of CITY (if agreed to in a written contract or agreement) before CITY'S own insurance or self-insurance shall be called upon to protect it as a named insured. 8. It shall be a requirement under this Agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be available to CITY or any other additional insured party. Furthermore, the requirements for coverage and limits shall be: (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured; whichever is greater. No representation is made that the minimum insurance requirements of this Agreement are sufficient to cover the obligations of the CONSULTANT under this Agreement. 9. CONSULTANT agrees to ensure that subcontractors, and any other party involved with the Services, who is brought onto or involved in the performance of the Services by CONSULTANT, provide the same minimum insurance coverage required of CONSULTANT, except as with respect to limits. CONSULTANT agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this Agreement. CONSUTLANT agrees that upon request by CITY, all agreements with, and insurance compliance documents provided by, such subcontractors and others engaged in the performance of Services will be submitted to CITY for review. 10. CONSULTANT agrees to be responsible for ensuring that no contract used by any party involved in any way with the Services reserves the right to charge CITY or CONSULTANT for the cost of additional insurance coverage required by this Agreement. Any 08 22 B-2 such provisions are to be deleted with reference to CITY. It is not the intent of CITY to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against CITY for payment of premiums or other amounts with respect thereto. C. Deductibles and SIR's. Any deductibles or self -insured retentions in CONSULTANT's insurance policies must be declared to and approved by the CITY and shall not reduce the limits of liability. Policies containing any self -insured retention (SIR) provision shall provide or be endorsed to provide that the SIR may be satisfied by either the named insured or CITY or other additional insured party. At CITY's option, the deductibles or self -insured retentions with respect to CITY shall be reduced or eliminated to CITY's satisfaction, or CONSULTANT shall procure a bond guaranteeing payment of losses and related investigations, claims administration, attorney's fees and defense expenses. D. Proof of Insurance. CONSULTANT shall provide to the PROJECT MANAGER all of the following: (1) Certificates of Insurance evidencing the insurance coverage required in this Agreement; (2) a copy of the policy declaration page and/or endorsement page listing all policy endorsements for the commercial general liability policy, and (3) excerpts of policy language or specific endorsements evidencing the other insurance requirements set forth in this Agreement. CITY reserves the right to obtain a full certified copy of any insurance policy and endorsements from CONSULTANT. Failure to exercise this right shall not constitute a waiver of the right to exercise it later. The insurance shall be approved as to form and sufficiency by the CITY. v 08 22 B-3 CONTRACT ROUTING FORM INSTRUCTIONS: Use this cover sheet to circulate all contracts for review and approval in the order shown below. TO BE COMPLETED BY INITIATING DEPARTMENT PROJECT MANAGER: Contracting Department: City Manager Project Manager: Angela Robinson Pinon Contractor Name: Raftelis Contractor's Contact: Michelle Ferguson ❑ FPPC: Check if Contractor/Consultant must file Form 700 Extension: Click here to enter text. Contact's Email: mferguson@raftelis.com Step RESPONSIBLE DESCRIPTION COMPLETED REVIEWER DEPARTMENT DATE Check/Initial 1 Project Manager a. Email PINS Introductory Notice to Contractor n/a 10/21/2024 b. Email contract (in Word) and attachments to City Attorney c/o Laraine.Gittens@cityofsanrafael.org 2 City Attorney a. Review, revise, and comment on draft agreement 10/31/2024 and return to Project Manager 10/31/2024 ❑X NT b. Confirm insurance requirements, create Job on PINS, send PINS insurance notice to contractor ❑X NT 3 Department Director Approval of final agreement form to send to ARP contractor 4 Project Manager Forward three (3) originals of final agreement to 11/19/2024 contractor for their signature 5 Project Manager When necessary, contractor -signed agreement ❑X N/A agendized for City Council approval * *City Council approval required for Professional Services Agreements and purchases of goods and services that exceed Or $75,000; and for Public Works Contracts that exceed $175,000 Click here to Date of City Council approval CONTINUE ROUTING PROCESS WITH HARD COPY enter a date. PRINT 6 Project Manager Forward signed original agreements to City ❑X BS Attorney with printed copy of this routing form 7 City Attorney Review and approve hard copy of signed agreement 8 City Attorney Review and approve insurance in PINS, and bonds (for Public Works Contracts) 9 City Manager / Mayor Agreement executed by City Council authorized official 10 City Clerk Attest signatures, retains original agreement and forwards copies to Project Manager Raftelis PSA-On Call Organizational Development Final Audit Report Created: 2025-03-25 By: Laraine Gittens (laraine.gittens@cityofsanrafael.org) Status: Signed Transaction ID: CBJCHBCAABAA04gGmegy5483ByHgYJT7XV690QtErDsh 2025-03-26 "Raftelis PSA-On Call Organizational Development" History Document created by Laraine Gittens (laraine.gittens@cityofsanrafael.org) 2025-03-25 - 9:44:37 PM GMT E'y Document emailed to andrea.visveshwara@cityofsanrafael.org for signature 2025-03-25 - 9:46:51 PM GMT Email viewed by andrea.visveshwara@cityofsanrafael.org 2025-03-26 - 3:51:13 AM GMT 60 Signer andrea.visveshwara@cityofsanrafael.org entered name at signing as Andrea Vlsveshwara for 2025-03-26 - 3:52:38 AM GMT 6m Document e-signed by Andrea Vlsveshwara for (andrea.visveshwara@cityofsanrafael.org) Signature Date: 2025-03-26 - 3:52:40 AM GMT - Time Source: server 71+ Document emailed to Brenna Nurmi (brenna.nurmi@cityofsanrafael.org) for approval 2025-03-26 - 3:52:42 AM GMT Email viewed by Brenna Nurmi (brenna.nurmi@cityofsanrafael.org) 2025-03-26 - 2:32:44 PM GMT d© Document approved by Brenna Nurmi (brenna.nurmi@cityofsanrafael.org) Approval Date: 2025-03-26 - 2:32:55 PM GMT - Time Source: server E-4' Document emailed to cristine.alilovich@cityofsanrafael.org for signature 2025-03-26 - 2:32:57 PM GMT Email viewed by cristine.alilovich@cityofsanrafael.org 2025-03-26 - 2:46:53 PM GMT Adobe Acrobat Sign be Signer cristine.alilovich@cityofsanrafael.org entered name at signing as Cristine Alilovich 2025-03-26 - 2:50:18 PM GMT &0 Document e-signed by Cristine Alilovich(cristine.alilovich@cityofsanrafael.org) Signature Date: 2025-03-26 - 2:50:20 PM GMT - Time Source: server P4 Document emailed to brenna.nurmi@cityofsanrafael.org for signature 2025-03-26 - 2:50:23 PM GMT n Email viewed by brenna.nurmi@cityofsanrafael.org 2025-03-26 - 2:50:49 PM GMT do Signer brenna.nurmi@cityofsanrafael.org entered name at signing as Brenna Nurmi (for) 2025-03-26 - 2:51:10 PM GMT d© Document e-signed by Brenna Nurmi (for) (brenna.nurmi@cityofsanrafael.org) Signature Date: 2025-03-26 - 2:51:12 PM GMT - Time Source: server ® Agreement completed. 2025-03-26 - 2:51:12 PM GMT 0 Adobe Acrobat Sign