HomeMy WebLinkAboutHR On-Call Organizational Development Services; A1
v. Feb 2025 Page 1
AMENDMENT TO CONTRACT
BY AND BETWEEN
THE CITY OF SAN RAFAEL AND ________________________________
FOR ________________________________________________________
Original Contract Execution Date: ________________,
Contract No._______________________
Amendment No. ___
THE ABOVE-NAMED CONTRACT is hereby amended by the parties as set
forth herein by the checked boxes below and is effective on _____________________.
☐ SCOPE OF WORK: The Scope of Work is hereby amended in Exhibit A-__,
attached hereto and incorporated by reference.
☐ COMPENSATION: The parties agree to increase the not-to-exceed amount by
$____________, and to increase the total not-to-exceed amount under the Contract to
$_________________.
☐ TERM OF CONTRACT: For Contractor to perform the additional or amended
work described herein, the term of this Contract shall be extended to
______________________.
Except as specifically amended herein, all other provisions, terms and obligations
of the Contract between the parties shall remain valid and shall be in full force.
1
March 26, 2025
ON-CALL ORGANIZATIONAL DEVELOPMENT SERVICES
For City Clerk use only: Exp. 06/30/2026
L8.0026
X
RAFTELIS FINANCIAL CONSULTANTS, INC.
June 30, 2026
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September 23, 2025
L8.0062.A1
v. Feb 2025 Page 2
IN WITNESS WHEREOF, the parties have executed this Amendment on the day,
month, and year first specified below.
CITY OF SAN RAFAEL:
_________________________________
________________________________,
_________________________________
Executed on:_______________________
APPROVED AS TO FORM:
Office of the City Attorney
_________________________________
________________________________,
_________________________________
ATTEST:
City Clerk
_________________________________
________________________________,
_________________________________
CONTRACTOR:
__________________________________
By: ____________________________
Name: ____________________________
Title: ____________________________
[If Contractor is a corporation, second
corporate officer signature required]
__________________________________
By: ____________________________
Name: ____________________________
Title: _____________________________
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Raftelis
Michelle Ferguson
Executive Vice President
Andrea Visveshwara
Chief Assistant City Attorney
City Manager
Cristine Alilovich
September 23, 2025
Brenna Nurmi, Deputy City Clerk for Lindsay Lara, City Clerk
Deputy City Clerk
CONTRACT ROUTING FORM
INSTRUCTIONS: Use this cover sheet to circulate all contracts for review and approval in the order shown
below.
All following documents are attached as reference material.
RESPONSIBLE PARTY DESCRIPTION COMPLETED
Project Manager Email PINS insurance request to Contractor ☐
City Attorney’s Office Review, revise as needed, and approve agreement as to
form
Department Director Review and approve agreement
Risk Management Confirm insurance documentation is complete
Finance Review and sign off on funding availability
TO BE COMPLETED BY INITIATING DEPARTMENT PROJECT MANAGER:
Contracting Department:
Project Manager:
Contractor Name:
Contractor’s Contact: Contact’s Email:
City Council Date: ☐ ___________________ or ☐ Not applicable
☐ FPPC: Check if Contractor must file Form 700
Raftelis Financial Consultants, Inc.
Alissa Curtin
Human Resources
X
mferguson@raftelis.com
X
Michelle Ferguson
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Rev. 08.22 1
AGREEMENT 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 ________________________ (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 A, for a total amount not to exceed
Mar 26, 2025
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$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.
3. 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 Piñon 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.
5. 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.
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6. 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.
7. 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.
8. 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.
9. 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,
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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 WITH 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.
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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 Piñon
Assistant City Manager
1400 Fifth Avenue
San Rafael, CA 94901
To CONSULTANT’s Project Director:
Michelle L. Ferguson
Executive Vice President
445 S. Figuera Street, Suite 1925,
Los Angeles, CA 90071
15. INDEPENDENT CONTRACTOR.
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
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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.
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[Signatures are on the following page.]
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IN WITNESS WHEREOF, the parties have executed this Agreement as of the day, month
and year first above written.
CITY OF SAN RAFAEL:
_________________________________
CRISTINE ALILOVICH, City Manager
APPROVED AS TO FORM:
Office of the City Attorney
_________________________________
By: ROBERT F. EPSTEIN, City Attorney
ATTEST:
City Clerk
_________________________________
LINDSAY LARA, City Clerk
CONSULTANT:
__________________________________
By: ____________________________
Name: ____________________________
Title: ____________________________
[If CONSULTANT is a corporation, add
signature of second corporate officer]
__________________________________
By: ____________________________
Name: ____________________________
Title: ____________________________
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Docusign Envelope ID: 36CC4C83-DD54-4EA1-AE7C-BFBF9A537112
Rev. 08.22 A-1
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.
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City of San Rafael
Organizational Development Services
STATEMENT OF INFORMATION / JULY 19, 2024
Docusign Envelope ID: 36CC4C83-DD54-4EA1-AE7C-BFBF9A537112
445 S. Figuera Street, Suite 1925, Los Angeles, CA 90071
www.raftelis.com
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
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Table of
Contents
Company Overview ................................. 1
Service Offerings ..................................... 6
Qualifications and Experience ............... 8
Approach and Methodology ................. 30
Pricing Information ............................... 36
Additional Information .......................... 38Making our world better
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.
Diversity and inclusion
are an integral part of
Raftelis’ 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.
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RAFTELIS 1
COMPANY OVERVIEW
Who We Are
RAFTELIS: HELPING LOCAL GOVERNMENTS AND UTILITIES THRIVE
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.
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RAFTELIS 2
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
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RAFTELIS 3
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Alameda County Water District
Anaheim, City of
Arroyo Grande, City of
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
Camarillo, City of
Carlsbad Municipal Water District
Casitas 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
Chino, City of
Chowchilla, City of
Corona, City of
County of San Diego
Crescenta Valley Water District
Cucamonga Valley Water District
Del Mar Union School District
Delta Diablo Sanitation District
East Bay Municipal Utility District
East Orange County Water District
East Valley Water District
Eastern Municipal Water District
El Toro Water District
Elk Grove Water District
Elsinore Valley Municipal Water District
Escondido, City of
Galt, City of
Glendora, City of
Goleta Water District
Goleta West Sanitary District
Helix Water District
Henderson, City of
Hollister, City of
Holtville, City of
Huntington Beach, City of
Imperial County
Inland Empire Utilities Agency
CALIFORNIA EXPERIENCE
This table lists the California
utilities that Raftelis has assisted
over the past five years on
financial, rate, and/or management
consulting projects.
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RAFTELIS 4
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Irvine Unified School District
Jurupa Community Services District
Kern 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
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RAFTELIS 5
Client Af
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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
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
Santa Cruz, City of
Santa Fe Irrigation District
Santa Fe Springs, City of
Santa Margarita Water District
Santa Rosa, City Attorney’s Office
Scotts Valley Water District
Shafter, 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
Tustin, City of
Union Sanitary District
Ventura Regional Sanitation District
Ventura, City of
Vista, City of
Walnut Valley Water District
Watsonville, City of
West Basin Municipal Water District
Western Municipal Water District
Yorba Linda Water District
Zone 7 Water Agency
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RAFTELIS 6
SERVICE OFFERINGS
Service Offerings
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.
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RAFTELIS 7
Raftelis Performance Academy
TRAINING THAT ADDRESSES UTILITY AND
LOCAL GOVERNMENT NEEDS
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
Customer Service
Effective Utility
Management (EUM)
Data-driven decision making
Crisis and risk
communication
Innovation and disruption
Community engagement
THE RAFTELIS PERFORMANCE ACADEMY FACILITY
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 mid-level analysts
Field/line employee to supervisor transition
Middle manager to executive transition
First-time managers
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RAFTELIS 8
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.
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RAFTELIS 9
Michelle Ferguson
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
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.
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 Partners: 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)
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RAFTELIS 10
Nancy Hetrick
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
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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
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RAFTELIS 12
Jennifer Teal
FACILITATOR/TRAINER
Manager
PROFILE
Jennifer has over 20 years of public sector experience, including ten
years of leadership experience in local government. She has a wide array
of expertise in organizational assessment, process improvement,
financial management, strategic planning, and leadership development.
Jennifer is a certified Lean Six Sigma Black Belt. She is a skilled
facilitator, trainer, and problem solver, having led several organizations
through the development of strategic plans, detailed implementation
plans, and performance measurement systems.
Jennifer began her local government career as an undergraduate intern
with the Village of Lincoln Heights, Ohio, where she developed a parks
plan and several grant applications for the community. After working
for the Department of Homeland Security and the Department of
Defense, Jennifer returned to local government to manage the business
operations of the City of Colorado Springs’ Stormwater Enterprise.
There, she oversaw the business, finance, customer service, IT, and GIS
functions of a $16 million/year utility responsible for maintaining and
improving stormwater infrastructure.
In Gahanna, Ohio, Jennifer worked as the deputy finance director, chief
financial officer, and finally, city administrator. In her finance roles,
Jennifer was instrumental in guiding the City out of the recession while
strengthening its financial position and management strategies. Jennifer
led the City through a bond rating increase, multiple debt issuances, the
development of key financial policies, and multiple rounds of union
negotiations. Working with the elected leadership, Jennifer transformed
the City’s budget and financial reporting processes to align with best
practices and Government Finance Officer Association award standards
and developed the community’s first Citywide strategic plan.
Jennifer is active in the local government industry, has presented at
several conferences, and co-authored a recent peer-reviewed article on
process improvement in the public sector for the Journal of Public
Integrity. She is also a lecturer at the Ohio State University John Glenn
College of Public Affairs, where she teaches graduate and
undergraduate seminars in Local Government Administration.
Specialties
Strategic Planning
Facilitation
Organizational assessment
Training and curriculum development
Performance management
Business process improvement
Lean process development and
implementation
Professional History
Raftelis: Manager (2022-present) Senior
Consultant (2020-2022); Associate, The
Novak Consulting Group (2019-2020)
The Ohio State University: Lecturer (2019-
present)
J Teal Consulting: Principal Consultant
(2017-2019)
City of Gahanna, Ohio: City Administrator
(2016-2017), Chief Financial Officer (2011-
2015), Deputy Finance Director (2009-2011)
City of Colorado Springs, Colorado -
Stormwater Enterprise: Business
Administrator (2007-2009)
Missile Defense Agency: Financial Manager
(2006-2007)
Department of Homeland Security: Budget
Analyst (2003-2006)
George Mason University: Budget Assistant
(2001-2003)
Village of Lincoln Heights, Ohio: Economic
Development Intern (1999)
Education
Master of Public Administration - George
Mason University (2003)
Bachelor of Arts in Urban Planning and
Public Administration - Miami University
(2000)
Certifications
Lean Six Sigma Black Belt Certification
Everything DiSC® Certification
Professional Memberships
International City/County Managers
Association (ICMA)
Engaging Local Government Leaders
(ELGL)
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RAFTELIS 13
Janae Janik
STAFF CONSULTANT/FACILITATOR
Consultant
PROFILE
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)
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RAFTELIS 14
Jim Armstrong
EXECUTIVE COACH
Principal Consultant
PROFILE
Prior to joining Raftelis, Jim had a long and successful local government
career in four California cities. Most recently, he served as City
Administrator of Santa Barbara from 2001 to 2014. During his tenure, he
successfully led the City through the 2008-10 recession; completion of a
General Plan update; two major wildland fires; and the dissolution of the
City’s Redevelopment Agency. He was instrumental in the creation of the
City’s Neighborhood Improvement Task Force and the South Coast Task
Force on Youth Gangs. Santa Barbara also implemented a comprehensive
performance management program under Jim’s direction.
After leaving government service, Jim has provided consulting services for
several California cities and special districts. His assignments have included
management studies, executive recruitments, and development of long-
term financial plans. He is known for his extensive knowledge of local
government finance, budgeting and financial analyses.
Prior to Raftelis, Jim served as senior consultant with Ralph Andersen &
Associates, conducting city manager and senior level executive
recruitments and management studies for cities and special districts
throughout California. Management studies included a high-level review of
a city’s entire departmental operations; development of a cost-benefit
model to determine the feasibility of creating a municipal police
department; and evaluation of management systems at a community
college district.
As City Administrator in Santa Barbara, Jim led the organization through
a major downsizing as a result of the 2008-10 recession with a minimum
disruption of services, successfully completed several important capital
improvement projects including a new airline terminal and a major new
downtown parking structure, implemented major organization efforts
including a comprehensive performance management system, a modern
communications strategy, and an award-winning sustainability program;
and developed revised budgeting and financial management systems that
stabilized city finances, improved accountability, and increased
transparency.
Jim’s prior work included serving as City Manager in Fullerton (CA),
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.
Specialties
Municipal budget development &
financial management
Organizational analysis
Long term financial planning
Establishment of performance
management systems
Strategic planning
Professional History
Raftelis: Principal (2019-present)
Ralph Andersen & Associates: Senior
Consultant (2015-2018)
Santa Barbara, California: City
Administrator (2001-2014)
Fullerton, California: City Manager
(1992-2001)
Anaheim, California: Assistant City
Manager (1990-1992); Assistant to the
City Manager (1979-1983);
Administrative Assistant (1978-1979);
Administrative Aide (1977-1978)
Hanford, California: City Manager
(1983-1990)
Education
Master of Public Administration -
California State University, Long Beach
Bachelor of Arts in Psychology, Political
Science, Cum Laude - University of
California, Los Angeles
Professional Memberships
Santa Barbara County City Managers
Association: Chair
Orange County City Managers
Association: President
South San Joaquin Valley City
Managers Association: President
International City/County Management
Association: Life Member
Santa Barbara Neighborhood Clinics:
President of the Board
Channel Islands YMCA: Chair of the
Board, Treasurer
Santa Barbara Rotary Foundation:
President
Santa Barbara County United Way:
Board of Directors
Aircraft Owners and Pilots Association
Experimental Aircraft Association
Liga International (Flying Doctors of
Mercy)
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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.
Linda has a Bachelors Degree in Sociology from Colorado College in
Colorado Springs and a Masters in Public Administration from the University
of Colorado in Boulder.
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)
Certifications
ICMA Credentialed City Manager
Professional Memberships
International City Management
Association
Arizona City Management
Association
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RAFTELIS 16
Steven Drew
EXECUTIVE COACH
Senior Advisor
PROFILE
Steve has over 40 years of experience in water utility management,
municipal government leadership, and private consulting. He began his
career with the City of Greensboro, NC Water Resources Department
where he served at all levels of technical and managerial positions
including electronics technician, superintendent, water supply division,
and department operations manager until becoming Director of Water
Resources utility in 2011. Steve served as assistant city manager before
retiring from public service in 2020. Before joining Raftelis, Steve worked
as a private consultant in the areas of executive recruitment, technical
water utility subject matter review, and business growth development.
Steve has extensive experience working in the areas of organizational
improvement, governance, strategic planning, continuity of operations,
disaster preparedness, capacity development, and capital improvement.
Steve’s wide range of experience has informed his extensive technical
knowledge and administrative expertise in the areas of water and
wastewater operations, asset management, regulatory compliance,
general utility management, customer service, executive leadership,
assessment, and affecting positive organizational change. As a result,
City leadership consistently trusted his recommendations, leading to
development and implementation of strategies that addressed a wide
range of improvements, upgrades, and efficiencies regarding physical
assets, operations, and associated fiscal impact.
Over the course of Steve’s career, he has been a passionate advocate and
innovator for organizational improvement and culture change. During
the 1990’s, Steve worked with the City’s Human Resources Department’s
Training Division to develop its first front-line supervisor and mid-level
management development program known as Leadership 2000. From
there he participated in curriculum review, served as instructor, coach
and was consulted on Executive Leadership Program development.
Steve was instrumental in developing WaterMARK Academy,
(Management, Accountability, Relationships, Key Performance
Indicators), where employees throughout the Utility were provided the
requisite training and guidance so that they could successfully work
together as a team to define and develop the details of MARK, as well as
develop an action plan that incorporated established core values of the
City organization and the Utility.
Specialties
Strategic Planning
Organizational Assessments
Continuity & Resiliency of Utility
Operations
Workforce Development
Diversity & Inclusion
M/WBE Support and Development
Disaster Preparedness
Crisis Management
Media Communications
Governance
Professional History
Raftelis: Senior Advisor (2024-present);
Principal Consultant (2022-2023)
Independent Consultant (2020-2022)
City of Greensboro, NC: Interim Assistant
City Manager (2018–2019)
Water Resources Utility Director (2012–
2020)
Operations Manager (2010-2012)
Water Supply Division Manager (2001-
2010)
Superintendent of Plant M&O (1989-
2001)
Electronics Technician & Plant Mechanic
(1979-1989)
Education
Bachelor of Arts Political Science -
University of North Carolina at
Greensboro (1985)
Certifications
NC “A” Surface and “C” Well Water
Treatment Facility Operator
Public Executive Leadership Academy,
UNC School of Government
Micro MBA, Virginia Tech AWWA Utility
Leadership
Professional Memberships
American Water Works Association
Water Environment Federation
NC One Water
NC Water Operator’s Association
Society of Maintenance and Reliability
Professionals
National Forum for Black Public
Administrators (Life-Time Honorary
Membership)
Toastmasters International (2008 – 2018)
US Coast Guard Auxiliary - division staff
officer – retired (1992-2012)
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RAFTELIS 17
Susan Healy Keene AICP
EXECUTIVE COACH
Senior Advisor
PROFILE
Susan Healy Keene has over 30 years of experience in local government. She
served as Director of Community Development in the cities of Beverly Hills
and West Hollywood, California. She also served in various planning
positions for the city of Santa Monica.
As a consultant, Susan has assisted public agencies in the creation of
strategic plans, organizational assessments, and development process
improvements. She has successfully facilitated workshops for board retreats
and city council priority setting sessions to build consensus and achieve
results. Susan helps government leaders increase organizational effectiveness
by planning and establishing clear and actionable goals.
As Director of Community Development in the City of Beverly Hills, Susan
led a full-service department with 70 FTEs and a $22.5M budget. The
department included planning, building and safety, code enforcement,
transportation, traffic engineering, rent stabilization, special events, and
filming. She guided development review and completion of major
construction projects including iconic retail stores on Rodeo Drive, a five-
star hotel, and luxury single-family homes. Through implementation of the
Department Strategic Plan, Susan provided optimum delivery of services that
included engagement with residents and the business community.
Susan has held leadership positions in professional associations including the
League of California Cities as Past President of the Planning and
Community Development Department and as co-chair for the American
Planning Association State conference and committee chair for the National
APA conference. In 2013, the California Chapter of the APA Planner
Emeritus Network (PEN) awarded Susan recognition for her contributions to
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.
Specialties
Strategic Planning and facilitation
Organizational Assessment
Development review processes
Executive coaching
Professional History
Raftelis: Senior Advisor (2024-
present)
Management Partners: Special
Advisor: Baker Tilly, through
acquisition of Management Partners
(2022-2024); Special Advisor (2021-
2022)
City of Beverly Hills, California:
Director of Community Development
(2009-2021)
City of West Hollywood, California:
Director of Community Development
(2005-2009), Planning Manager
(2001-2005)
City of Santa Monica, California:
Senior Planner (1998-2001),
Associate Planner (1995-1998),
Assistant Planner (1992-1995)
Education
Master of Arts degree in
Organizational Leadership -
Woodbury University (2013)
Bachelor of Arts degree in Urban
Planning and Design - University of
Cincinnati (1976)
Certifications
American Institute of Certified
Planners (AICP) (1995)
Professional Memberships
American Planning Association
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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 Cañada
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 Cañada 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
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RAFTELIS 19
Jacqueline Jarrell, P.E., OIT, WEF Fellow
EXECUTIVE COACH
Principal Consultant
PROFILE
Jackie Jarrell has over three decades working in the water sector for one of
the strongest public utilities in the country, Charlotte Water. Jackie spent 38
years serving the Charlotte region through various roles held, which
included technical, management, and leadership responsibilities. A majority
of her career was spent in all aspects of operations from wastewater
treatment to water distribution, sanitary sewer collections, and customer
service. Throughout her experience, Jackie was instrumental in
organizational changes in order to improve work processes, develop
employees, and ensure high quality services to the community. Jackie
began her career in the Engineering division, completing water distribution
and sanitary sewer assessments and modeling, and she was responsible for
the development of the Capital Investment Plan.
Early on, Jackie recognized the importance of engaging operations staff in
the system assessments and in capital planning. During her time in
Engineering, Jackie started the Backflow Prevention program for Charlotte
Water. She went on to lead the System Protection Division, working with a
regulatory staff team and industrial and commercial customers managing
the industrial pretreatment program. Jackie completed a reorganization,
and developed initiatives including employee development, training for
industries, mechanisms for engaging with industries on a more continuous
basis, and an annual recognition program for industries that demonstrated
regulatory excellence. Relationships were strengthened with community
leaders such as the Chamber of Commerce and economic development.
Jackie became a Wastewater Treatment Plant Superintendent and
eventually Environmental Management Chief, managing and leading six
wastewater treatment facilities operations and the biosolids program, the
largest land application program in the Southeast. Under her leadership of
over 20 years, the treatment facilities achieved exceptional regulatory
experience recognized every year by the National Association of Clean
Water Agencies with Silver, Gold, and eventual Platinum awards. She
initiated a corporate ISO 14001 certification for the plants and the biosolids
program. Jackie also championed many new technological approaches,
technologies supporting innovation, and process improvements.
Jackie served as President of the Board of Trustees of the Water
Environment Federation (WEF), an international organization of 35,000
water professionals. She was named a WEF Fellow in 2021. She is
currently serving as the chair of the Diversity Equity and Inclusion
Advisory to the Board.
Specialties
Executive leadership
Organizational management
improvement assessments and
implementation in operational areas
Wastewater treatment operations and
management
Field operations management
Customer service management
Customer assistance programs – water
bill assistance, affordability, equitable
service delivery
Continuous Improvement programs –
ISO14001, ISO 9001, Partnership for
Safe Water, Residuals and Biosolids
management
Regional partnership agreements
Professional History
Raftelis: Principal Consultant (2024-
present)
Charlotte Water: Deputy Director
(2020- 2023); Operations Chief (2014-
2020); Environmental Management
Division Superintendent (2000-2014);
System Protection Division Manager
(1996-2000)
Charlotte-Mecklenburg Utility
Department: Civil Engineer II (1987-
1996); Civil Engineer I (1985-1987)
Education
Bachelor of Science in Engineering,
Urban & Environmental - University of
North Carolina Charlotte (1985)
Certifications
Registered North Carolina Professional
Engineer #017372
NC Wastewater Treatment Plant
Operator-in-Training Grade II #985298
Florida Water and Pollution Control
Operators Assoc. Pretreatment
Certification Grade C
Cross Connection Control - University
of Southern California Foundation for
Cross Connection
Control and Hydraulic Research; NC
Section AWWA-WEA Certificate of
Training for Testing
Professional Memberships
Water Environment Federation
President (2019-2020)
UNC Charlotte Civil & Environmental
College Advisory Board
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RAFTELIS 20
Susan Thorpe
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.
Susan then went on to be the City Manager at City of Rowlett, Texas in 2001
until 2005 and then transitioned in 2005 to 2006. She became the Deputy City
Manager at the City of Peoria, Arizona in 2006 for seven years. She then
became the Assistant City Manager at the City of Corpus Christi, Texas from
2013 to 2016.
In January 2023, Susan received the John J. “Jack” DeBolske Award, the
highest honor bestowed by the Arizona City/County Management
Association. This award recognizes City/County Managers who demonstrate
the highest level of professional excellence in local government and who have
made life contributions in serving the profession.
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
Bachelor of Arts in Political Science
– University of North Texas, Denton,
TX (1981)
Master of Public Administration –
University of North Texas, Denton,
TX (1989)
Professional Memberships
International City/County
Management Association
National Association of Counties
National League of Women in
Government
Texas Women Leading Government
and South Texas WLG
Arizona City/County Management
Association
Texas City/County Management
Association
Regional Wireless Cooperative
Arizona Municipal Water Users
Association
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RAFTELIS 21
Don White
EXECUTIVE COACH
Senior Advisor
PROFILE
Don has 40 years of local government experience in two California cities
where he served in numerous capacities and departments, including 26
years as Human Resources Director where he oversaw all recruitments. He
retired as City Manager in 2021. Since then, he has provided consulting
services for several cities. His assignments have included workshop
facilitation, team building, goal setting, strategic planning, organizational
analysis and financial sustainability. He also served as an interim Deputy
City Manager for Lake Forest, CA where he oversaw the Community
Services Department and the Marketing and Communications
Department, conducted an organizational analysis, and assisted in the
recruitment of the new Deputy City Manager. He joined Raftelis in
January of 2024.
Don’s most recent direct local government experience was with Laguna
Hills, California where he served 29 years. He started with the newly
incorporated city in 1991 as the Director of Administrative Services and
was promoted to Assistant City Manager in 1994. From 2018 to 2021, he
served as City Manager. Prior to being named City Manager, he oversaw
human resources, finance, risk management, information technology,
public information, economic development, and parks and recreation. As
Human Resources Director, he oversaw all recruitments, including
multiple executive level recruitments for Finance Director, Community
Development Director, Public Works Director, Community Services
Director, and City Clerk. During his tenure, he was instrumental in the
start-up of the new City, two major annexations, several complex
development agreements, the planning and development of a major
Community Center and Sports Complex, and the acquisition and
renovation of what is now the Laguna Hills Civic Center. He conducted
numerous organizational analyses and was the team lead on strategic
planning and long-term financial planning. He was consistently recognized
by the Government Finance Officers Association for award winning
budgets and financial reporting and navigated the City through the great
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.
Specialties
Executive coaching
Executive recruitment
Facilitated performance evaluations
Workshop facilitation
Organizational analysis
Strategic planning
Goal setting and team building
Fiscal sustainability
Human resources
Professional History
Raftelis: Senior Advisor (2024-present)
Management Partners/BakerTilly:
Special Advisor (2022-2023)
City of Lake Forest: Interim Deputy City
Manager (6/2023-9/2023)
Management Partners: Special Advisor
(2022)
Laguna Hills, California: City Manager
(2018-2021); Assistant City Manager
(1994-2018); Director of Administrative
Services (1991-1994)
La Mirada, California: Economic
Development Director (1989-1991);
Redevelopment Manager (1987-1988);
Assistant to the City Manager (1986);
Various Management Analyst/Intern
Positions (1981-1985)
Education
Bachelor of Arts in Business
Administration – Whittier College,
Whittier, CA (1981)
Professional Memberships
International City/County Management
Association, 30 Year Service Award
Recipient
Government Finance Officers
Association of the United States and
Canada
League of California Cities Revenue
and Taxation Policy Committee
Exclusive Risk Management Authority
of California, Chair
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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 –
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.
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- Master’s 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
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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.
City of Victorville CA
Reference:Keith Metzler, City Manager
P: 760.955.5029 /E: kmetzler@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 HAS PROVIDED FINANCIAL/
ORGANIZATIONAL/TECHNOLOGY ASSISTANCE
TO PUBLIC AGENCIES SERVING MORE THAN
25% OF THE U.S. POPULATION.
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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.
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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 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.
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City of Beaverton OR
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.
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City of El Cerrito CA
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 CA
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.
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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.
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City of Long Beach CA
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.
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APPROACH AND METHODOLOGY
Approach and Methodology
To support the learning and professional 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 A: 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 B: Begin Individual 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.
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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 Guide for 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.
Measuring 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:
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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)
Teambuilding and Workshop Facilitation
Teambuilding and Assessment Tools Administration
Raftelis has team members certified in the administration of various teambuilding and assessment tools including
Everything DiSC®, Myers-Briggs®, and CliftonStrengths®. 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.
Group Facilitation
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.
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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.
Personal 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 EverythingDiSC® 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
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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
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.
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
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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.
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PRICING INFORMATION
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
Participants Cost
Authentic Leadership One Day 24 $15,000 (includes cost of DiSC®
materials for participants)
Transformative Local Government Leaders Four Days 24
$25,000
An optional DiSC® management
profile is available for an
additional fee of $165/participant
Intro to Process Improvement and
Innovation One Full Day 40 $12,500
Process Improvement and Innovation Four Full Days 24 $25,000
Process Improvement and Innovation:
Train the Trainer Two Half-Days 6 $12,500
Effective Facilitation One Full Day 24 $12,500
Performance Measurement One Full Day 40 $12,500
Assessing Your Organization’s
Communications/ Outreach One Half-Day 24 $7,500
Building a Strategic Communications Plan
from Scratch One Full Day 24 $12,500
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
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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
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ADDITIONAL INFORMATION
RAFTELIS FIRM 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
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
STRATEGIC PLANNING: 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
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
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
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
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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 performed 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 “primary 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
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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
Docusign Envelope ID: 36CC4C83-DD54-4EA1-AE7C-BFBF9A537112
v 08.22 B-3
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.
Docusign Envelope ID: 36CC4C83-DD54-4EA1-AE7C-BFBF9A537112
CONTRACT ROUTING FORM
INSTRUCTIONS: Use this cover sheet to circulate all contracts for review and approval in the order shown below.
Step RESPONSIBLE
DEPARTMENT
DESCRIPTION COMPLETED
DATE
REVIEWER
Check/Initial
1 Project Manager
a. Email PINS Introductory Notice to Contractor
b. Email contract (in Word) and attachments to City
Attorney c/o Laraine.Gittens@cityofsanrafael.org
n/a
10/21/2024
☒
☒
2 City Attorney
a. Review, revise, and comment on draft agreement
and return to Project Manager
b. Confirm insurance requirements, create Job on
PINS, send PINS insurance notice to contractor
10/31/2024
10/31/2024
☒ NT
☒ NT
3 Department Director Approval of final agreement form to send to
contractor
ARP ☒
4 Project Manager
Forward three (3) originals of final agreement to
contractor for their signature
11/19/2024 ☒
5 Project Manager When necessary, contractor-signed agreement
agendized for City Council approval *
*City Council approval required for Professional Services
Agreements and purchases of goods and services that exceed
$75,000; and for Public Works Contracts that exceed $175,000
Date of City Council approval
☒ N/A
Or
Click here to
enter a date.
☒
PRINT CONTINUE ROUTING PROCESS WITH HARD COPY
6 Project Manager Forward signed original agreements to City
Attorney with printed copy of this routing form
☒ BS
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
TO BE COMPLETED BY INITIATING DEPARTMENT PROJECT MANAGER:
Contracting Department: City Manager
Project Manager: Angela Robinson Pinon Extension: Click here to enter text.
Contractor Name: Raftelis
Contractor’s Contact: Michelle Ferguson Contact’s Email: mferguson@raftelis.com
☐ FPPC: Check if Contractor/Consultant must file Form 700
Docusign Envelope ID: 36CC4C83-DD54-4EA1-AE7C-BFBF9A537112
Raftelis PSA-On Call Organizational
Development
Final Audit Report 2025-03-26
Created:2025-03-25
By:Laraine Gittens (laraine.gittens@cityofsanrafael.org)
Status:Signed
Transaction ID:CBJCHBCAABAAO4gGmegy5483ByHqYJT7XV690QtErDsh
"Raftelis PSA-On Call Organizational Development" History
Document created by Laraine Gittens (laraine.gittens@cityofsanrafael.org)
2025-03-25 - 9:44:37 PM GMT
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
Signer andrea.visveshwara@cityofsanrafael.org entered name at signing as Andrea VIsveshwara for
2025-03-26 - 3:52:38 AM GMT
Document e-signed by Andrea VIsveshwara for (andrea.visveshwara@cityofsanrafael.org)
Signature Date: 2025-03-26 - 3:52:40 AM GMT - Time Source: server
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
Document approved by Brenna Nurmi (brenna.nurmi@cityofsanrafael.org)
Approval Date: 2025-03-26 - 2:32:55 PM GMT - Time Source: server
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
Docusign Envelope ID: 36CC4C83-DD54-4EA1-AE7C-BFBF9A537112
Signer cristine.alilovich@cityofsanrafael.org entered name at signing as Cristine Alilovich
2025-03-26 - 2:50:18 PM GMT
Document e-signed by Cristine Alilovich (cristine.alilovich@cityofsanrafael.org)
Signature Date: 2025-03-26 - 2:50:20 PM GMT - Time Source: server
Document emailed to brenna.nurmi@cityofsanrafael.org for signature
2025-03-26 - 2:50:23 PM GMT
Email viewed by brenna.nurmi@cityofsanrafael.org
2025-03-26 - 2:50:49 PM GMT
Signer brenna.nurmi@cityofsanrafael.org entered name at signing as Brenna Nurmi (for)
2025-03-26 - 2:51:10 PM GMT
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
Docusign Envelope ID: 36CC4C83-DD54-4EA1-AE7C-BFBF9A537112
Certificate Of Completion
Envelope Id: 36CC4C83-DD54-4EA1-AE7C-BFBF9A537112 Status: Completed
Subject: DocuSign: Amendment with Raftelis for On-Call Organizational Development Services
Source Envelope:
Document Pages: 59 Signatures: 4 Envelope Originator:
Certificate Pages: 5 Initials: 4 Alissa Curtin
AutoNav: Enabled
EnvelopeId Stamping: Enabled
Time Zone: (UTC-08:00) Pacific Time (US & Canada)
111 Morphew St
San Rafael, CA 94901
Alissa.Curtin@cityofsanrafael.org
IP Address: 199.88.113.8
Record Tracking
Status: Original
8/18/2025 1:19:16 PM
Holder: Alissa Curtin
Alissa.Curtin@cityofsanrafael.org
Location: DocuSign
Signer Events Signature Timestamp
Marissa Sanchez
Marissa.Sanchez@cityofsanrafael.org
City of San Rafael
Security Level: Email, Account Authentication
(None)Signature Adoption: Pre-selected Style
Using IP Address:
2600:1010:b061:bb62:e09b:d0fa:ba5:1fbb
Signed using mobile
Sent: 9/12/2025 1:08:32 PM
Viewed: 9/12/2025 1:40:03 PM
Signed: 9/12/2025 1:40:10 PM
Electronic Record and Signature Disclosure:
Not Offered via Docusign
Nataly Torres
Nataly.Torres@cityofsanrafael.org
Legal Assistant
City of San Rafael
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 199.88.113.8
Sent: 9/12/2025 1:40:12 PM
Viewed: 9/12/2025 1:52:48 PM
Signed: 9/12/2025 1:52:54 PM
Electronic Record and Signature Disclosure:
Not Offered via Docusign
Van Bach
vanb@cityofsanrafael.org
Signing Group: Finance
Security Level: Email, Account Authentication
(None)Signature Adoption: Pre-selected Style
Using IP Address: 199.88.113.8
Sent: 9/12/2025 1:40:13 PM
Viewed: 9/15/2025 9:57:58 AM
Signed: 9/15/2025 9:58:23 AM
Electronic Record and Signature Disclosure:
Accepted: 9/15/2025 9:57:58 AM
ID: d2d495eb-51fd-482f-8c08-d4ed97f5881d
Michelle Ferguson
mferguson@raftelis.com
Executive Vice President
Raftelis
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address:
2603:6080:6800:5:e4a3:21c0:92b3:680c
Sent: 9/15/2025 9:58:26 AM
Viewed: 9/15/2025 12:24:48 PM
Signed: 9/15/2025 12:25:02 PM
Electronic Record and Signature Disclosure:
Accepted: 9/15/2025 12:24:48 PM
ID: cea5d6f7-733d-4684-a4a6-b2df4ecdd4dd
Signer Events Signature Timestamp
Andrea Visveshwara
Andrea.Visveshwara@cityofsanrafael.org
Chief Assistant City Attorney
City of San Rafael
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 199.88.113.8
Sent: 9/15/2025 12:25:04 PM
Viewed: 9/17/2025 3:11:07 PM
Signed: 9/17/2025 3:11:27 PM
Electronic Record and Signature Disclosure:
Not Offered via Docusign
Heather Davis
Heather.Davis@cityofsanrafael.org
Risk Manager
City of San Rafael
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 199.88.113.8
Sent: 9/15/2025 12:25:05 PM
Viewed: 9/19/2025 3:13:31 PM
Signed: 9/23/2025 1:19:08 PM
Electronic Record and Signature Disclosure:
Not Offered via Docusign
Cristine Alilovich
Cristine.Alilovich@cityofsanrafael.org
City Manager
City of San Rafael
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address:
2601:645:e82:6d80:45a5:9daa:6d9d:9460
Sent: 9/23/2025 1:19:10 PM
Viewed: 9/23/2025 7:24:50 PM
Signed: 9/23/2025 7:24:57 PM
Electronic Record and Signature Disclosure:
Accepted: 8/8/2025 5:50:59 PM
ID: 92734b64-c5dc-4308-af7f-b0f4b9ffd306
Brenna Nurmi, Deputy City Clerk for Lindsay Lara,
City Clerk
Brenna.Nurmi@cityofsanrafael.org
Deputy City Clerk
City of San Rafael
Signing Group: City Clerk
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 199.88.113.8
Sent: 9/23/2025 7:25:01 PM
Viewed: 9/25/2025 9:24:49 AM
Signed: 9/25/2025 9:26:21 AM
Electronic Record and Signature Disclosure:
Not Offered via Docusign
In Person Signer Events Signature Timestamp
Editor Delivery Events Status Timestamp
Nataly Torres
Nataly.Torres@cityofsanrafael.org
Legal Assistant
City of San Rafael
Security Level: Email, Account Authentication
(None)
Using IP Address: 199.88.113.8
Sent: 8/18/2025 1:31:36 PM
Viewed: 9/12/2025 1:06:53 PM
Completed: 9/12/2025 1:08:30 PM
Electronic Record and Signature Disclosure:
Not Offered via Docusign
Agent Delivery Events Status Timestamp
Intermediary Delivery Events Status Timestamp
Certified Delivery Events Status Timestamp
Carbon Copy Events Status Timestamp
Lidia Que
Lidia.Que@cityofsanrafael.org
City of San Rafael
Security Level: Email, Account Authentication
(None)
Sent: 9/25/2025 9:26:23 AM
Electronic Record and Signature Disclosure:
Not Offered via Docusign
Witness Events Signature Timestamp
Notary Events Signature Timestamp
Envelope Summary Events Status Timestamps
Envelope Sent Hashed/Encrypted 8/18/2025 1:31:36 PM
Envelope Updated Security Checked 9/12/2025 1:08:31 PM
Envelope Updated Security Checked 9/12/2025 1:08:31 PM
Certified Delivered Security Checked 9/25/2025 9:24:49 AM
Signing Complete Security Checked 9/25/2025 9:26:21 AM
Completed Security Checked 9/25/2025 9:26:23 AM
Payment Events Status Timestamps
Electronic Record and Signature Disclosure
ELECTRONIC RECORD AND SIGNATURE DISCLOSURE
From time to time, City of San Rafael (we, us or Company) may be required by law to provide to you certain written
notices or disclosures. Described below are the terms and conditions for providing to you such notices and disclosures
electronically through the DocuSign system. Please read the information below carefully and thoroughly, and if you can
access this information electronically to your satisfaction and agree to this Electronic Record and Signature Disclosure
(ERSD), please confirm your agreement by selecting the check-box next to ‘I agree to use electronic records and
signatures’ before clicking ‘CONTINUE’ within the DocuSign system.
Getting paper copies
At any time, you may request from us a paper copy of any record provided or made available electronically to you by us.
You will have the ability to download and print documents we send to you through the DocuSign system during and
immediately after the signing session and, if you elect to create a DocuSign account, you may access the documents for a
limited period of time (usually 30 days) after such documents are first sent to you. After such time, if you wish for us to
send you paper copies of any such documents from our office to you, you will be charged a $0.00 per-page fee. You may
request delivery of such paper copies from us by following the procedure described below.
Withdrawing your consent
If you decide to receive notices and disclosures from us electronically, you may at any time change your mind and tell us
that thereafter you want to receive required notices and disclosures only in paper format. How you must inform us of your
decision to receive future notices and disclosure in paper format and withdraw your consent to receive notices and
disclosures electronically is described below.
Consequences of changing your mind
If you elect to receive required notices and disclosures only in paper format, it will slow the speed at which we can
complete certain steps in transactions with you and delivering services to you because we will need first to send the
required notices or disclosures to you in paper format, and then wait until we receive back from you your
acknowledgment of your receipt of such paper notices or disclosures. Further, you will no longer be able to use the
DocuSign system to receive required notices and consents electronically from us or to sign electronically documents from
us.
All notices and disclosures will be sent to you electronically
Unless you tell us otherwise in accordance with the procedures described herein, we will provide electronically to you
through the DocuSign system all required notices, disclosures, authorizations, acknowledgements, and other documents
that are required to be provided or made available to you during the course of our relationship with you. To reduce the
chance of you inadvertently not receiving any notice or disclosure, we prefer to provide all of the required notices and
disclosures to you by the same method and to the same address that you have given us. Thus, you can receive all the
disclosures and notices electronically or in paper format through the paper mail delivery system. If you do not agree with
this process, please let us know as described below. Please also see the paragraph immediately above that describes the
consequences of your electing not to receive delivery of the notices and disclosures electronically from us.
How to contact City of San Rafael:
You may contact us to let us know of your changes as to how we may contact you electronically, to request paper copies
of certain information from us, and to withdraw your prior consent to receive notices and disclosures electronically as
follows: To contact us by email send messages to: city.clerk@cityofsanrafael.org
To advise City of San Rafael of your new email address
To let us know of a change in your email address where we should send notices and disclosures electronically to you, you
must send an email message to us at city.clerk@cityofsanrafael.org and in the body of such request you must state: your
Electronic Record and Signature Disclosure created on: 5/22/2025 12:46:43 PM
Parties agreed to: Van Bach, Michelle Ferguson, Cristine Alilovich
previous email address, your new email address. We do not require any other information from you to change your email
address.
If you created a DocuSign account, you may update it with your new email address through your account preferences.
To request paper copies from City of San Rafael
To request delivery from us of paper copies of the notices and disclosures previously provided by us to you electronically,
you must send us an email to city.clerk@cityofsanrafael.org and in the body of such request you must state your email
address, full name, mailing address, and telephone number. We will bill you for any fees at that time, if any.
To withdraw your consent with City of San Rafael
To inform us that you no longer wish to receive future notices and disclosures in electronic format you may:
i. decline to sign a document from within your signing session, and on the subsequent page, select the check-box
indicating you wish to withdraw your consent, or you may;
ii. send us an email to city.clerk@cityofsanrafael.org and in the body of such request you must state your email, full name,
mailing address, and telephone number. We do not need any other information from you to withdraw consent.. The
consequences of your withdrawing consent for online documents will be that transactions may take a longer time to
process..
Required hardware and software
The minimum system requirements for using the DocuSign system may change over time. The current system
requirements are found here: https://support.docusign.com/guides/signer-guide-signing-system-requirements.
Acknowledging your access and consent to receive and sign documents electronically
To confirm to us that you can access this information electronically, which will be similar to other electronic notices and
disclosures that we will provide to you, please confirm that you have read this ERSD, and (i) that you are able to print on
paper or electronically save this ERSD for your future reference and access; or (ii) that you are able to email this ERSD to
an email address where you will be able to print on paper or save it for your future reference and access. Further, if you
consent to receiving notices and disclosures exclusively in electronic format as described herein, then select the check-
box next to ‘I agree to use electronic records and signatures’ before clicking ‘CONTINUE’ within the DocuSign system.
By selecting the check-box next to ‘I agree to use electronic records and signatures’, you confirm that:
You can access and read this Electronic Record and Signature Disclosure; and
You can print on paper this Electronic Record and Signature Disclosure, or save or send this Electronic Record and
Disclosure to a location where you can print it, for future reference and access; and
Until or unless you notify City of San Rafael as described above, you consent to receive exclusively through
electronic means all notices, disclosures, authorizations, acknowledgements, and other documents that are required
to be provided or made available to you by City of San Rafael during the course of your relationship with City of
San Rafael.