HomeMy WebLinkAboutM-77-0514PROPOSAL. TO STUDY THE
GOVERNMENT STRUCTURE
AND OPERATION OF THE
MIAMI DADS AREA
Price Waterhouse & .Co, beiieVes that this etudy will provide
§igttifioant assistance to the governments and citi2ens of the
Miattti-Dade area in addressing the Major issues and concerns
relative to the overall government structure and the allocation
Of responsibilities for delivery of services. We recommend that,
as a means of increasing the benefits resulting from the study,
the broadest possible group of county jurisdictions participate
it planning and administering, and possibly funding, the project.
Such participation will assure that all viewpoints are fully
recognized and that the final report reflects a true "county -wide`
perspective.
The study of city and county consolidations we have recently
completed for the City of Memphis and Shelby County, Tennessee
is highly relevant to the objectives of this project. We can
assure you that we will take full advantage of this valuable
experience through the assignment of the Memphis/Shelby County
project team to this engagement.
We look forward to working with you on this challenging'.
study. Should you require any additional information, please
call either Mr. Paul B. Goodstat or Mr. Lewis J. Krulwich at
(202) 296-0800.
:Very truly yours,
PROPOSAL. TO` STUDY. THE
GOVERNMENT STRUCTURE'
ANO OPERATION OF. THE','
'MIAM1 DADR AREA
•
Oi FiCE 6E GOV P 4.it IT SERVICES •
tB0 STFtEEt N:tir!
JJASNI 4GtO ,D G.20d06''
202,296 0800
Mayor Maurice A
City Hall
bitter Rey
Miami, Florida
Dear Mayor Ferret
We appreciate the opportunity to submit :this proposal to
study the government structure and operatiot► of the Miami -bade
area, The objectives of this project are:
Study the current allocation of service delivery
responsibilities within the two-tier structure of
Dade County and the general organizational structure
through which services are delivered. Determine
the desirability of changes in order to improve
the overall delivery of services in the County.
Study the two-tier government structure in the
County to determine the degree to which it facil-
itates citizen access to, and participation in,
municipal and county government. Recommend changes
in organizational structure which would facilitate
increased access and participation.
Our proposal discusses the background of the study, the
scope and approach to accomplish the study objectives, a preliminar
work plan and the organization and qualifications of the project
Our proposal shall remain firm for a period of 60 working
Pride Waterhouse & 'Co, believes that this study gill provide
significant assistance to the governments and cititetts of the
Nlatibade atea in addressing the major issues and concerns
relative to the overall government structure and the allocation
of responsibilities for delivery of services, We recommend that,
as a means of increasing the benefits resulting from the study,
the broadest possible group of county jurisdictions participate
in planning and administering, and possibly funding, the project.
Such participation will assure that all viewpoints are fully
recognized and that the final report reflects a true "county -wide"
perspective.
The study of city and county consolidations we have recently
completed for the City of Memphis and Shelby County, Tennessee
is highly relevant to the objectives of this project. We can
assure you that we will take full advantage of this valuable
experience through the assignment of the Memphis/Shelby County
project team to this engagement.
We look forward to working with you on this challenging
study, :Should you require any additional information, please
call either Mr. Paul B. Goodstat or Mr. Lewis J. Krulwich at
(202) 296-0800.
Very truly yours,
7
MiA:HttbADE_At.
A
On Hay 21, 1958, the voters of Dade County approved a hotie
rule
charter, establishing a new metropolitan federation or twos
tiered form of government. The resultant structure combines an
overall county government providing basic municipal services to
the unincorporated areas of Dade County (over 40 percent of the
population) and county -wide services to all areas, with 26
separate municipal governments providing municipal services 'CO
their respective areas.
The referendum in 1958 followed over 20 years of a gradual
shifting of responsibility for selected government functions from
the municipalities to either the county or to county -wide autho-
rities or boards. Examples of functions which shifted to county-
wide responsibility were:
1943, Creation of a county -wide public health system,
1943, Creation of the Greater Miami Port Authority,
1944, Organization of the Dade County Coordinating
Planning Council,
1945, Creation of the Dade County Port Authority in
lieu of the Greater Miami Port Authority,
1945, Consolidation of school districts into
county -wide system, and
1949, Transfer of Jackson Memorial Hospital from the
City of Miami to Dade County.
the .governfiiefit of Metropolitan bade County 'Metro) was estab .iahed
-with a nine'f'netnber Board of County Commissioners, Bight members
are elected from districts in an et4arge election; acid the ninth
• member it the County Mayor who is elected County -wide, A County
Manager is appointed by the Board and serves as the chief aditit%
istrative officer of the County,
The structures of the various municipal governments vary;
however, in the largest municipality, the City of Miami, a City
Manager serves as the chief administrative officer, and is
appointed by the Board of City Commissioners, The Board con-
sists of the Mayor who is elected at -large for a two-year term,
and four Commissioners elected at -large for staggered four-year
terms,
Over the years, there has been considerable discussion as
the most effective and responsive government orgariiza;-
tion for the County;
'the proper relationships between Metro,, the Municipal-
ities and the unincorporated areas;
the tax and other revenue sources necessary to support
the government; and
the most effective assignments of responsibility for
delivery of services to the various units of govern-
ment.
These controversies have led to several unsuccessful attempts
to amend the charter. A recent unsuccessful referendum in 1972
proposed changes to a "strong mayor" form of County government,
,and to a Board of County Commissioners elected by district, in
lieu of the current at -large approach. The 1972 referendum was
held pursuant to the recoftendations of the bade County Looal
06vernfent Study Co mission, The Cotimission had deliberated for
approximately one year and, with the assistance of the Center for
Urban Studies of the University of Miami, presented a series of
proposals for government change.
In the past five years there has continued to be eXtensive
discussion as to the most effective government structure; how=
ever, there has been no formal government -sponsored attempt to
address the existing problems or areas of concern and to recom-
mend improvements to the government structure. The overall issue
is whether the current government bodies within the two-tier
structure and the relationships and distribution of responsibilities
among these organizations result in the most effective and
responsive government for all the citizens of Dade County.
Several specific questions should be addressed in any study
addressing this issue. They include:
1. What is the most effective means of combining the
advantages of a centralized County -wide Metro government with the
maintenance of the unique municipalities within Dade County and
the desire of these municipalities to provide varying levels of
local services?
2. What is the need for improved coordination between the.
Metro government and the 26 municipalities within the County, and
what organizational relationships and management systems must
exist to effectively plan and provide services within the two-
tier structure?
>ean theern eitstr atufe bes"t fa.%jtate
c,it efts partie :pat.eti Lt aid ac 4ess o i'cioa g ver iiRe` tt '
lade bounty
4 r 'koW - should the• government -structure recotio i'e the fact
r
than the Metro govert Tent, which is primarily designed to p ovid'e .'
county -'tide services, gust also be responsible fi ipaltype.
'sevices for unincorporated areas which represent.approkitately
40 p' ercen t of bade County`s population?
5,` Rota does the government structure contribute to,.,assuring
that the levels of service delivered to particular°areas•of-the
Coutity.match, as closely as possible, the takes end fees•paid by
•
the . c tizetis and businesses of such areas?
The objectives, and scope of work for this study
are based on these 'issues and areas of concern.
follow.
TOM :OntTIVEV
.�. TO study the current allot ation °of sery a del. very
sponsibilities within the two-tier structure of bade County, e id
the general organisational structure through which services are
delivered, to determine the desirability of changes it order to
•'lttove the overall delivery of services in the County,
2' To study the two-tier government structure in the•.
County to determine the degree to which it facilitates'citizet1
'access to and participation in municipal and county government
,a -rid to ' recommend changes in organizational structure which would:
•.f=acilitate increased access and participation.
' by SCOP ....At4t T C14NICAt AtIP OAC1
The scope of this study is defined it term of two factors
(1) the types of government structures to be considered for Dade
CoUtty; and (2) the factors to be used in analyzing alternatives
to the current allocation of service delivery responsibilities and
to the overall government structure,
1.
Government structures to bestudied
__
This project will consider the various forms of "two-tier"
or metropolitan federation forms of government; and will assume
that government structures shall operate both at the County
(Metro) and the municipality levels. The effectiveness and
applicability to Dade County of features from the following
governments will be considered:
• current government structures within Dade County,
the federated (Metro) form of government of Toronto,
the Los Angeles County "Lakewood" Form,
the Indianapolis-Unigov partially consolidated form,
and
other forms of local government which are deemed
relevant to the two -tiered approach in Dade County.
The study will not consider the application to Dade County
of a consolidated form of government in which all functions would
be performed by one government. This limitation is included for
the following reasons:
Dade County is a heterogeneous area in terms of its
demographic and geographic characteristics and level o
service requirements;
?ice
,itcihousc •
there ekists a 164 history of tunicipa . government in
Dade County and previous studies have indicated a high
degree of citizen association with and approval of the
Unique features of their respective municipal govern"
melts; and
the political problems in Miami -Dade associated with
toying from the present two-tier structure to cot-
pletely consolidated government would be difficult to
overcome.
pactors to be used in analyzing alternatives to_the
current allocation of service delivery responsibilities
and to the general organizational structure of the
governments
In the analysis and evaluation of alternative approaches to
the allocation of service delivery responsibility and to the
general organizational structure of the governments, there are
several factors or criteria which will be used to develop the
final recommendations. These factors will be applied to selected
major services such as law enforcement, fire protection, parks
and recreation, public works and transportation. The following
represent our preliminary view as to the most relevant and
practical factors for use in meeting each of the two objectives
of this project:
a. Factors to be analyzed in evaluating alternatives
to improve the overall delivery of services
(Objective #1)
(1) Ability to plan, budget and administer the delivery
of services in an effective and coordinated manner.
(2) Ability to effectively finance government services
within the 10-mill limit.
(3) Extent of clear lines of responsibility for
administering the delivery of services.
�rirr
:ttc 1i a nisc
t5e tt t At'L t i ' .0 r it - Ov r,t i t
t) Itequirefferitg for major tapi'el it egtoeii a,
t Y (6) Requireftiet is or local dematlda for gigi ificaiit
VeriatLbns it ievej.s of services,
() Existence of significant variations in• tie' unit
costs of•serVices provided by various.jurisdictio'as and the
equireiiientS or justifiability for such.co t Variations,
b Y, factors to be analyzed _in .evaluating altertati
general organizational structures tb im_roue
citizen access to and participation in governmatt
(Objective #2)
(1) Extent of demonstrated citizen satisfaction with
the current organizations structure,
(2) Extent of citizen participation in Various govern-
ment activities.
(3) Degree to which minority groups are represented in
municipal and county government.
,hell,()USC
e tedhh:oal approaoh and work plan proposed to Meet the
0153ect vet aye based on several major assumptions:
The need to assure that the unique aspects of bade
County and its municipalities are investigated and
accounted for in the development of all recommenda-
tions. Given the complexities and heterogeneity of the
area, the work plan provides for extensive interviews
with officials of the municipalities and Metro, and
with leaders of the major civic, business, and labor
organizations.
The ability to take full advantage of the previous
experience of Price Waterhouse & Co. in studying city -
county forms of government. Price Waterhouse has
recently completed an overall review of four such
governments, including Miami -Dade; the work plan
therefore assumes an understanding of the major issues
of griencesnoforganization,
areas, andaalgeneral knowledge of
with the
experience
the Miami -Dade area.
The use of existing sources of data to the maximum
feasible extent. There have been several studies of
major aspects of the Miami -Dade experience conducted
over the last several years -- notably in the areas of
finance and public opinion -- that will be used as
source documents in this study. It would be both
unnecessary and inefficient to collect new information
in areas of prior study.
Based on these assumptions, the major tasks to be conducted
during this project are:
Task 1 Finalize work plan with client and orient
the project team
The final work plan for the study will be developed and
jointly reviewed by Price Waterhouse & Co. and client officials.
Project team members would meet with County and City officials to
make arrangements for progress reporting and working conditions,
e.g. office space and other logistics.
Vrice
Tateihouse
IteviEt4 eviOus studies d
televant source documents
The relevant studies and documentation would be reviewed.
Thee have been several major studies conducted which will pro
Vide particularly useful information for this project; and we
would propose to utilize these secondary sources, rather than
collect new data. Examples of such studies include:
Kingsbury, Gary and Steifbold Rodney P., ed. Metro-
politan Government Structure: Administrative, Fiscal,
and Comparative Studies. This study would be used in
connection with an analysis of effective service deliv-
ery, the ability of the government to respond to change
and the effectiveness and equity of revenue raising.
Kingsbury, Gary, Steifbold, Rodney P. and Wood, Thomas
J. Citizen Support for Two -Tier Government, The Miami -
Dade Experience 1957-1973. This study would be used to
analyze citizen access to the two-tier government and
whether clear lines of responsibility for government
services and activities are present.
Task 3: Interview Government officials, civic,
business and interest group representatives
in Miami -Dade
Representatives of relevant community groups and government
officials from Metro and approximately 12 municipalities would be
interviewed to gather information and insights into current
government organizations and operations. The 12 specific munici-
palities would be selected with your approval on the basis of
representative demographic characteristics, size and nature of
government organization and operation. The purpose of the
interviews would be to investigate:
• issues and problems inherent in the current allocation
of service delivery responsibilities,
Vice
tterh use
issit@t and problems inherent in the urr'ent e
organizational structure, and
operational practices it the areas of budgeting,
planning and managing the various government service
areas,
Tast_,4: Visit Metropolitan Toronto and Los Angeles
for interviews of government officials and
and representatives of community groups,
These two cities would be visited and studied to gain an
understanding of the two-tier Toronto approach to local govern-
ment and the Los Angeles County "Lakewood" form. We would
ascertain whether certain aspects of these government organiza-
tions would address the problems identified by officials of
Miami -Dade interviewed in Task 3. The choice of these two areas
is based on preliminary information as to the needs of the Miami -
Dade area and the potential applicability of certain aspects of
the government organizations in Los Angeles and Toronto.
Task 5: Analyze the Data
We would analyze the secondary source material and primary
research information gathered in the previous tasks and develop
specific recommendations addressing the issues and problems
inherent in the current government structure in Miami -Dade. Our
analysis would be conducted on the basis of the factors described,
on a preliminary basis, in Section 111.2 of this proposal.
Prepare apt
regent the final report
Vathit the final report we would discuss the problemprobleme idea a
tiled it the current govertmetit structures acid allocatiot?i of
service delivery respor sibilities ar d make specific reoortie ida-
tielhA for improvettettt based upon our research atd analysis, We
would be prepared to discuss the final report with the board of.
City Cotnrt1is8iotners of the City of Miami and answer aty questions.
coricet=ttittg the report it a formal presetttatioti,
.. -, • ''....- - - .'- ,-,-. • - . • .-. ' . .. .. ' . . ' ' ' -. ' ' -, • - - - - ' ' ' ' - -.. _,,
•
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Cur O'rt53ddt team for this study will be cottpoSed of si5eciall
it local government and will have as the basic study team ,.•
the Price Waterhouse & Co, staff responsible for Mir consolidation
*C1ddy for the City of Memphis and Shelby County, Tennessee, The
t5*-6-gitibt of Our project teat will ensure that all elements of
'the proposed study are addressed by personnel with highly relevant
'401ifications and ekperience, txhibit I; which depicts the
••-project team organization, ig followed by.detailed resutnes
''1).ropOsed staff, ':',
PROJECT TEAM
ORGANIZATION < CHART
City Manager
City of Miami
Joseph Grassie.:
Project Analysts:
L . Krulwich
W. Hudgens
S. Sprague
EX. tBiT
Mange . of
•EXperience.•
Professional
and business
history
PAUL $ . ObO TA '
tartner, Management Advisory Services it the
Office of Government Services. Responsible
for providing consulting services to agencies
of the Federal government and state aid local
governments,
b.S,A,, Public Administration, City College of
New York,
Graduate work, Albany Graduate School of public
Affairs, State University of New York.
Over fifteen years of consulting and management
experience including twelve years of direct
experience with government. His experience
has included a broad exposure to government
agencies and programs through his direction
and/or participation in the design of solutions
to various organizational, systems, operational
and staffing problems.
Specific responsibilities have included direction
of a data processing department, systems analysis
and design, conduct of departmental organization
and management studies, review of fiscal and
administrative implications of proposed legis-
lation and program analysis and evaluation.
Price Waterhouse & Co.: Partner, 1974, Manager,
1969 to 1973; Consultant, 1967 - 1969.
Business Equipment Manufacturers Association:
Director of Standards, 1965 - 1967; Assistant
Director of Standards, 1964 - 1965.
New York State Department of Mental Hygiene:
Director of Data Processing, 1963 - 1964.
New York State Division of the Budget: Sr.
Budget Examiner (management), 1962 - 1963;
Budget Examiner (Management), 1960 - 1962.
Partner -in -charge of a study of consolidated
city/county governments for the City of Memphis
and Shelby County, Tennesseee. The study is
directed toward the experiences of the con-
solidated governments and the organizational,
financial and service delivery effects of their
consolidations.
PAUL 11 GOWATAT
Pap 2
Professional
And bUsitets
eXptritnce
(cont.)
Partner th charge of ah analysis of the cost
finding and rate settitg systetis Of the
New York State Department of Mettal Hygiehe to
determine the system changes required to comply
With legislation passed in the 1976 session of
of the state legislature.
Partner in charge of the development of a bud-
get and planning manual for use by the U.S.
Nuclear Regulatory Commission, The manual
covers the overall Federal budget process,
budget techniques generally, and specific
Commission budget preparation and execution
procedures.
Partner in charge of the documentation of
budget procedures for the National Oceanic and
Atmospheric Administration.
Design of the Gasoline Rationing Coupon
Redemption and Banking System for the Federal
Energy Administration. His role included
design of the Retailer Subsystem as well as
serving as alternate project manager.
As part of FEA's contingency conservation plan-
ning effort, partner in charge of a project
involving the analysis of energy conservation
alternatives and in the design of specific
conservation measures. This project included
the design and use of a mode7L which predicted
the conservation of fuel resulting from
restricting certain types of paiking; the
design and use of a model predicting the impact
of the international Energy Agreement on the
U.S. supply of crude oil; the development
of shortfall data to be fed into the Chase
Econometrics model to determine the micro -
economic and the macroeconomic impact of various
conservation measures; and the synthesis of prior
FEA research on energy conservation in the
industrial, residential, commercial and trans-
portation sectors of the economy.
Professional
and business
experience
(cont ► )
project Manager for the design and itpletfentation
of patient billing and cost reporting systetns
for the So institutions and 60,000 employees
of the State Department of Mental 'Hygiene of
New York involving over 200 programs, related
documentation and user procedures for all
users. The cost reporting system produces
cost information for supportive, ancillary
and patient care cost centers which is used by
the Department in progam analyses and reimburse-
ment tate setting. The patient billing system
bills all payors (private, third party,
Medicaid, Medicare, etc.) on the basis of
unique cost center rates.
Project manager for the design of a Water
Pollution Control Information System for the
New York State Department of Environmental
Conservation. The system design included
capabilities for monitoring and control of
the State's water pollution abatement programs,
e.g., actual water quality vs. standards,
sources of pollution, abatement steps taken,
status of pollution control projects and
related abatement activities.
Design of Financial Subsystem of the Educational
Information System developed for the New York
State Department of Education. The EIS has
been implemented to serve the needs of some
800 school districts by providing administrative,
accounting and financial reporting data pro-
cessing services through regional data pro-
cessing centers.
Participation in the organization of the central
computer service of the State of New York
with responsibilty for the basic design of
systems to be implemented for the initial
user agencies, the preparation of equipment
specifications and the evaluation of resultant
proposals and selection of equipment.
Direction of the design and implementation of
accounts receivable and statistical systems
for a large state agency having an annual budget.
of over $300,000,000.
1
Profetgiohal
atd busitett
eRperietee
(cot.)
• ,
tkd bit
• 5it'eetiet of' at itduitryawitt atatdardapregrat m
reipottible ter tote dtvelopmett of tatiotal.ttat-
dardt it tuth arta-g A§ tomputer eodet for itfor- i
filatiOil itterchatge, prograttitg latguaget, data
trattmittiot and optieal and magtetia eharteter
• reeopitiot,
Certified Matagemett Cottultatt,. Institute of I
Matagemett Cottultattg. - , ., . • .
Member, Americat Society for Nolte_ Administration
',. Member, Attociatiot of Oovernmettecotittants,
.: National CoMMittee MI Intergovertmettarojects.
_ • _ .„.
hid -at 'o i
Professional
and business
history
Manager, Management Advisory Services in the
Office of COverntt,ent Services, Washington,
b,C,
B,S,, Bconotics, Cornell University M.B.A.,
Finance and Accounting, Columbia University
Graduate School of Business Administration,
k1S work and consulting experience include
supervisory Federal and State budgeting and
financial management; analysis of pension --
related issues; research and development man-
agement experience; public sector policy and
program analysis in the fields of health and
education for the Federal government; finan-
cial and management information computer
systems design; and legislative analysis in
the areas of health, transportation, laws
enforcement, drug abuse, civil rights and
consumer affairs.
Price Waterhouse & Co.: Tanager, August 1974
to date.
Office of Management and Budget (OMB):
Management Associate, 1973-1974; Legislative
Analysis Specialist, 1970-1973.
National Aeronautics and Space Administration
(NASA): Deputy Director, Office of Apollo
Program Resources Control (Apollo Program
Budget Office), 1967-1970; Financial Systems
Analyst, 1964-1967.
Socony Mobil Oil Company: Marine Transpor-
tation Analyst, 1962.
Developed a budget and planning manual for
use by the U.S. Nuclear Regulatory Commis-
sion. This manual covers the overall Federal
budget process, budget techniques generally,
and specific Commission instructions.
Manager of project for City of Memphis and
Shelby County to study the issues related to
city/county consolidation. Areas covered
include: experiences of other municipalities,
alternative forms of government, successes
and problems of consolidation, and methods
effect consolidation.
tIontilkUttn
page`'
PrOfessio ial'
and busitess.
e tperiehde -
(coftitued)
dY Y .. 1M ..
1 esig ied process for the State of South
a 'ol fia to assess the impact of Federal
grafts on the State budget. The project
ilcluded an analysis of the State Midget
process; a review of the overall organita-
tion, and development of procedures and
forms,
•Served as project manager for the docut'ien-
tation of the budget process of the i3ational
Oceanic and Atmospheric Administration
(Department of Commerce).
Served as the Acting Budget Director for two
years of the Apollo Program Office of the
NASA; supervised five employees in the devel-
opment of budget instructions, guidelines,
and manuals; analyzed budget submissions from
field centers and contractors; and developed
overall program and agency budgets.
Managed projects relating to the analysis of
agency budget issues for the Office of Man-
agement and Budget in the areas of health,
education and transportation.
As a Legislative Analyst for the OMB -- anal-
ysis, development and drafting of legislation
and policy in transportation (air, rail,
highway, urban mass transit), consumer
affairs, law enforcement, civil rights and
property management.
Design, implementation and operation of
Management -by -Objective systems for. major
Federal agencies.
Design of comprehensive computer -based man--
-agement information' systems for research.
laboratory for the Langley Research Center"o
NASA.
Design of laboratory cost systems..
Development and operation of management'
,Information systems correlating costs,
schedules, and performance.
Page 3
'professional
acid business
emperience
kesearch and developtent contract tatageirent r
Managed a lt-1n interagency study of
Federal healthmanpower programs and -alterna-
tive Federal strategies, roles, and programs.
Members of the study group included repre'
sentatives of HEW offices of the Assistant
Secretaries for health, Planning and Evalua-
tion and Legislation; Department of the
Treasury; and OMB. Study considered both
undergraduate and post -graduate education and
training issues and programs.
Managed an in-depth review of Federal higher
education programs including those relating
to student assistance, institutional support,
and aid to the disadvantaged (1973-1974).
The study considered both grant and loan
options. The project was carried out by
the staff from HEW (including the Office of
Education), Treasury and OMB.
Managed project for the U.S. Department of.
Commerce to identify, survey and analyze
sources of data regarding foreign investment
in the United States, 1975.
Managed project for the Executive Office of
the President (Council on International
Economic Policy and the Office of Management
and Budget) to survey and analyze Federal
government data collection activities re-
garding foreign investment in the United
States, 1975.
Consultant for the Pension Benefit Guaranty
Corporation in the development and implemen-
tation of an employer net worth definition.
Primary responsibility was in area of govern-
ment implementation issues, 1975.
SANDRA C, SPAAWE
P6§ition Consultant, Office of Coverntiert Services,
Washington, DC,
Education BA, Government, Skidmore College, New York;
Graduated Summa cum laude, Phi Beta Kappa.
Graduate work, School of Business and Public
Administration, George Washington University.
l.angeof Her experience includes legislative and regulatory
experience research, speech writing and interest group liaison
in the areas of alternate energy sources: nuclear
power, solar energy, geothermal energy and synthetic
fuels; the environment; foreign affairs and inter-
national economics; senior citizens; civil rights
and the District of Columbia Government.
Professional Price Waterhouse & Co.; January 1976 to date.
and business
history Danzansky, Dickey, Tydings, Quint & Gordon;
Attorneys at law, July 1975 - December, 1975.
The Honorable Ronald A. Sarasin, United States
House of Representatives, 5th District, Connecticut;
May, 1974.- June, 1975.
The New England Congressional Caucus; January,
1974 to May, 1974.
Professional Design of emergency energy conservation measures
and business for the Federal Energy Administration. Project
experience involved an analysis of design alternatives, pre-
paration of detailed procedures and implementation
plans and an analysis of the expected energy
savings.
Performed a detailed impact analysis of a number
of proposed energy conservation programs and
options to deal with potential energy shortages
for the Federal Energy Administration. The results
of the analysis were developed into a contingency
plan consisting of a series of options for dealing
with an energy shortage.
Consultant on the project for City of Memphis and
Shelby County to study the issues related to city/
county consolidation. Areas covered include:
experiences of other municipalities, alternative
forms of government, successes and problems of
consolidation, and methods to effect consolidation.
Professional
and business
experience,
continued
Legal Assistant responsibilities ifieluded.
Hearing attendance and legislative analysis
on matters which impacted upon the Potomac
Electric power Commission.
Establishment of two legislative tracking
systems for the Federal Legislative Branch of
Government and the City Council of the District
of Columbia.
Participantion in litigation department strategy
sessions.
gislative Aid Duties included:
▪ Specialized legislative research.
- Preparation of Floor Statements, Testimony
and Questions in connection with: a) Congress-
man Ronald Sarasin's assignment to the Mouse
Select Committee on Aging; Federal, State and
Community Services Subcommittee, and b) the
committees assigned to the 25 Congressmen/
women of the New England Delegation.
- Liaison with interest groups and organizations
on the state and national levels.
Speech writing on legislative issues; e.g.,
"Clean Air in Connecticut", "The On -going
Energy Problem", "Economic Problems in New
England", "US Foreign Policy", "Land Use
Policy Planning", and The Crisis in Social
Security".
1
INN t. WA ER
Pas .tio Partner in charge of State acid Local Government
Services, , Office of t overnhent Services,
Washington, b.C.
t.5., Accounting, `university of Illinois;
Graduate Study, University of Nebraska arid
Northwestern University
He is the fires lead specialist partner for
state and local government in the United States,
His experience includes directing consulting and
operational auditing engagements for governmental
and commercial clients, including the evaluation,
development, and installation of accounting
management information and control systems,
inventory management systems, work measurement
and establishment of work standards.
Education
Mange of
experience
Professional
and business
history
Price Waterhouse & Co. -- Partner 1970 to date;
joined firm June 1957
U.S. Air Force -- 1958 to 1961, Electronic Data
Processing
Professional Member of the AICPA Committee on Governmental
and business Auditing and participant in the development of
experience the recently released "Statement of Position on
Accrual of Revenues and Expenditures by State
and Local Government Units."
Conducted numerous operational reviews of state
and local governmental agencies.
Directed many feasibility and cost benefit studies
for Wisconsin governmental units including a study
of the cost impact of numerous judicial reform
proposals developed by The Citizens Committee on
Judicial Organization.
Some of the major systems assignments in which
he participated include:
• On -site project management of an engage-
ment for the Wisconsin Department of
Transportation to design and implement
a fully integrated financial and
administrative information system.
PAat - 2
Professional
and business
experience
(continued)
e bisection of a major project for Milwaukee
County, Wisconsin, aimed at determining
financial management information heeds and
designing a mechanized capability to satisfy
the needs. Project resulted in a compre-
hensive report outlining such complex
requirements as program budgeting and cost
accounting.
• Supervision of a large project for the
State of Illinois to design, program and
implement a payroll system for the state's
140,000 employees. The project was success-
fully implemented in less than one year's
time utilizing a sophisticated data pro-
cessing system with terminal update and
look -up capabilities.
• Conducted a work measurement feasibility
study for the City of Milwaukee and
designed a detailed work measurement and
work simplification system for the Bureau
of Engineers.
• Directed several projects for the Uisconsin
Council on Criminal Justice related to
financial analysis and grant evaluation.
Has assisted numerous offices of Price Uaterhouse
& Co. in accounting and system matters in relation
to their governmental clients, including the City
of Memphis, Tennessee; City of Homestead, Florida;
County of Monroe, New York; City of Englewood,
New Jersey; Rock County Wisconsin; Outagamie
County, Wisconsin; Milwaukee County, Wisconsin;
City of Clearwater, Florida.
Member, American Institute of Certified Public
Accountants
Member, Wisconsin State Society of Certified
Public Accountants
Holder of Certificate in Data Processing, Data
Processing Management Association
Holder of Certificate in Management Accounting,
National Association of Accountants
Member, Association for Systems Management
Member, Municipal Finance Officers Association
Member, Hospital Financial Management Association
Member, Institute of Management Consultants
Member, AICPA Committee on Governmental Auditing
1
t
ttNT
PAA
,tomthutity iti eh Member, Milwaukee County toard
sgrviees Suboo ittee
And §oeial Reeling 'with an Evaluation of the Program
orgn44tions; of Mental Health Center
Chairman, Wisconsin state Society of CPA's
in1575
Cotrnittee for Liaison with the Legislative
Auditor
Member, 1969 Wisconsin Governor's Commission
of Education
Member, 1965 Wisconsin Expenditure Management
Committee
f
Pt sitiin
TER F. MAST
T
Manager, Managetent Consulting Eervides
Location 'Toronto
Nationality Canadian
Languages
Education
Range of
e tperente
English, French
B,A., University ofToronto, 1951; C,A.
Institute of Chartered Accountants of_Ontario,
1958; F.C.A., (honorary), Institute of
Chartered Accountants of Ontario, 1968;
Canada Medal, 1967.
Cost -benefit analysis, corporate and future
planning, management controls, systems
analysis, group problem solving, educational
program development, personnel recruitment
and succession planning, financial analysis,
auditing and accounting, sales, market
research, organization and execution manage-
ment analysis, social systems analysis.
Professional Price Waterhouse Associates: Manager,
and business management planning, information and control
history systems, 1969 to date.
Government of Canada, Department of Indian
Affairs and Northern Development, Ottawa:
Finance and management advisor, 1969.
Shell Canada Ltd., Toronto: Special assign-
ments, marketing; manager, budgets; assistant
manager, accounting policy; task force leader
-- general accounting study and other assign-
ments, 1963-1969.
Canadian Institute of Chartered Accountants,
Toronto: Director of continuing education,
1961-1963.
Clarkson, Gordon & Co., Vancouver and Toronto:
Audit assignments and manager, 1954-1961.
Simpson -Sears Ltd., Vancouver: Office
manager, Agency Department, 1952-1954.
Copp, Clark Publishing Company, Limited,
Toronto: Editorial trainee and salesman,
1951-1952.
1
P TER P , OIIPRANT
Page 2
Professional
and business
experience
(continued)
Professional_
and business
affiliations
Assisted the Council of the Borough of York
to develop its submission to the Royal
cotinission on Metropolitan Toronto which
included research on all phases of municipal/
provincial relations, and development of a
suitable vehicle for public participation in
the creation of the brief.
On behalf of a major provincial government's
administrative control secretariat, reviewed
proposals for reorganization of a crown
corporation to determine their suitability in
the light of the corporation's existing needs
and programs.
Directed a review of the educational financing
system of the Province of Ontario and developed
four alternatives scenarios to illustrate
implications of possible changes in financing
and to guide future planning.
Conducted a much -publicized cost -benefit
study of land use alternatives in the Borough
of York in Metropolitan Toronto.
Directed an organization review of the
Property Rights Division of the Ministry of
Consumer and Commercial Relations of the
Province of Ontario.
Participated in the operational audit of a
medium -size Ontario municipality.
Member, Institute of Management Consultants
of Ontario, 1973, member of Council, 1975
and 1976, and Secretary 1976.
Member, Institute of Chartered Accountants of
Ontario and member of Council, 1968 and
1969.
Associate member, New York State Society of
Certified Public Accountants.
Member, The Institute of Public Administration
of Canada.
Member, Planning and Urban Affairs Committee,
Metropolitan Toronto Board of Trade.
P TtR P. OLIP N
Page 3
Coffmunty PnstLpresident, Bureau of Muiicipai Resaardh,
aerVices and Paatopresident, The lndiatLEskimo Association
rganitatof Canada.
Oitis `orrg
merly Honorary Treasurer, The National
Ballet Child of Canada.
Member, The University Club of "Toronto.
Accounting for Pension Plats - The Canadian
Chartered Accountant, dune 1960,
The Accountant's Library- The Canadian
Chartered Accountant, August 1963.
Program Definition in PPBS - The Business
Quarterly, Summer 1970.
Program Evaluation Accounting - Ontario
Association of Education Officials, 1970,
Futures Planning in Education - Ontario
Association of Schools Business Officials,
May 1973.
Materiality and Equity in Property Taxation
- the National Tax Association - Tax
Association of America, 1973.
Task Force Management: A Way to Tackle the
Human Problems - Canadian Business,
September 1973.
Robert Moses: Power Broker - Civic, April
1976.
Remember the Boston Tea Party - The Financial
Post, June 26, 1976.
1./ItttAM RUMENS
Ftaition
Education
Consultant, Office of Government Services
M,F,A. Finance, University of Maryland
H.S. Administration & Management Science,
Carnegie-Mellon University
Mange of His experience includes consulting work for a
Experience number of local governments on engagements involving
budget analysis, financial management, and produc-
tivity improvement.
Specific responsibilities have included the
design and administration of a local government
performance/program budget process and design,
implementation, and management of a local govern-
ment performance monitoring system and productivity
improvement program.
Professional Price Waterhouse & Co.: Consultant, 1976 to date.
and Business
History
Fairfax County, Virginia, Office of Research &
Statistics: Division Chief 1975 to 1976; Branch
Chief, 1973 to 1975.
Fairfax County, Virginia, Office of Management
& Budget: Senior Budget Analyst, 1972 to 1973
Budget Analyst, 1971 to 1972.
Professional Lead consultant in the design and implementation of
and Business a budget control and forecasting system for the
Experience County of Erie, New York. The purpose of this
engagement was to identify, collect, report, and
analyze several key internal revenue and expenditure
variables and high impact external variables for
budget control and forecasting purposes.
Lead consultant in the design of a revised budget
process for the Municipality of Anchorage, Alaska.
The purpose of this engagement was to design an
improved budget process, prepare a comprehensive
budget manual, and instruct the municipal staff in
the implementation of the revised process.
Professional
and $usiness
Experience
(continued)
Professional
and Business
Affiliations
Publications
and Addresses
participated in the evaluation of the budget
system of the County of Los Angeles, California.
The purpose of this engagement was to review the
existing budget process and develop recommendations
to streamline the process, realign organizational
responsibilities, and implement a more analytical
budget review process.
In the Fairfax County, Virginia, Office of Research
and Statistics, he was responsible for supervising
40 professionals in providing staff support to the
County Executive and County agencies in budget
analysis, performance measurement and productivity
improvement. This .entailed implementing the County's
performance measurement system and conducting
productivity studies to enhance the efficiency
of County operations.
In the Office of Management and Budget of the
Fairfax County government he was responsible for
the design and implementation of the County's
performance/program budget process. He was respon-
sible for supervising the review of agency budget
requests and making recommendations to the County
Executive. He assisted the budget officer in
developing procedures governing the formulation
and administration of the budget, and in consoli-
dating the recommendations of the budget analysts
into a balanced fiscal plan.
International City Management Association
Municipal Finance Officers Association
Virginia Finance Officers Association
Hudgens, William G. Productivity_Improvement Manual
for Local Government Officials, Price Waterhouse
& Co., 1977.
Hudgens, William G. & Samuel A. Finz, An Analysis
of the Cross Receipts Tax in Fairfax County, Virginia,
Special Bulletin, Official Publication of the
Munici ii Finance Officers Association, 1975.
=LIAM0
Agg
Publiaatien§ Speaker at VArihue national and state profeagienal
and Addree§e§ aAgt5Ciatibn conference§ and workthop§ involving
(continued) tunicipal finance adtini§trati in, budget analysis,
productivity improvetenti and perfortanee tleasure=
bents