HomeMy WebLinkAboutRFQ Response - Management Partnersur�SR� "AR, r,,i..;
PROPOSAL TO
CITY OF MIAMI
io
MISCELLANEOUS MANAGEMENT ADVISORY CONSULTING SERVICES
RFQ # 501331,1
Contact person/contract liaison:
Gerald E. Newfarmer
1730 Madison Road
Cincinnati, OH 45206
513-861-5400 phone
513-861-3480 fax
jnewfarmer@ managementpartners.com
FEIN: 31-1407585
August 6, 2015
Managernen
APartners
August 6, 2015
Ms. Lydia Osborne
City of Miami — City Clerk
3500 Pan American Drive
Miami, FL 33133
Dear Ms. Osborne:
Management Partners is pleased to provide this proposal in response to the City of Miami's
request for qualifications for miscellaneous management advisory consulting services. We are
well qualified to provide support to the City in the general management, operations, and subject
matter categories, as well as some subsections of the finance and economics category.
Management Partners was founded in 1994 with a specific mission to help local government
leaders improve their service to the public. We are a national consulting firm headquartered in
Cincinnati, Ohio, with offices in San Jose and Costa Mesa, California. We are staffed with 80
professionals who are experienced public service managers as well as qualified management
consultants. This group includes generalists as well as subject -matter experts. Our consultants
have years of experience working in all aspects of local government management and have
built a track record of extraordinary quality service for our clients.
The firm has extensive experience helping improve both the efficiency and effectiveness of local
government services. We have completed projects in virtually every type of local government
service, including reviews of entire governments as well as selected studies of individual
departments and functional activities. Typical projects include organizational analysis and
performance assessments; performance management systems; process improvements;
financial planning, budgeting and analysis; organizational development and training; strategic
and business planning; and alternative service delivery including sharing and consolidating
services.
We offer a balance of perspectives with a practitioner's bias and a proven track record of
successful consulting engagements. This experience gives us a sensitivity that produces
positive outcomes. Each of our projects is individually tailored to the unique needs of the client.
We have a deep understanding of the local government service environment and we are proud
to say that as a result of our quality work, many of our clients ask us to complete subsequent
assignments.
As local government professionals we know the value we add for a client is based on our ability
to produce results that will be implemented. All of our work is focused on that outcome. The
essentials of our project management approach are summarized below, including the specifics
of work planning, execution, and the importance of our built-in quality assurance elements,
inclusion of employee input, and focus on ultimate implementation.
1730 MADISON ROAD • CINCINNATI, OH 45206.513 8615400 • Fax 513 8613480 MANAGEMENTPARTNERS. COM
2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 a 408 437 5400 . FAX 408 453 6191
3152 RED HILL AVENUE, SUITE 210 • COSTA MESA, CALIFORNIA 92626 ® 949 222 1082 • FAX 408 453 6191
Ms. Lydia Osborne Page 2 .1
Our project team members' backgrounds, coupled with the firm's record of service to local
governments and quality staff work, assure you that the advice and deliverables we provide will
be useful to the City. Without exception, we deliver first-rate staff work that is always on time
and on budget.
We are excited about the possibility of assisting the City of Miami with whatever projects may be
identified. We look forward to answering any questions you might have about this proposal or
about Management Partners' consulting team.
Sincerely,
Gerald E. Newfarmer
President and CEO
Table of Contents
Management Partners Experience and Past Performance....................................................1
CCategory Specific Experience..................................................................................................2
Project Team Qualifications and Experience........................................................................16
Areasof Expertise..................................................................................................................20
Attachment A — Project Team Resumes...............................................................................27
j! Attachment B — Required Forms
...........................................................................................41
City of Miami
Miscellaneous Management Advisory Consulting Services
Nfpxis� PERPORMa1�cE
Management Partners has a well-established track record of helping public sector organizations
throughout the United States, including all of the services provided by cities, counties, towns
and special districts at the local level. During our more than 20 years of service, we have earned
a national reputation by delivering quality, actionable work products to our clients. We bring
extensive experience to this project, along with first-hand knowledge of local government
operations. We are distinguished by the fact that each team we assign is led and staffed by
associates who have actual experience in direct public service and experience working together
as a team. The work we do is not an academic exercise; it is grounded in the real world of
customer service and accomplishment in the public sector. As a result, we have a bias for
producing value-added work for each client that will be actionable, and will be implemented.
Management Partners' services include everything required to support local government
leaders, elected or appointed. The range of our services is illustrated in the following list:
■ Organizational Analvsis and Performance Assessments — Also called efficiency studies,
audits, and organizational reviews, identifies improvements to an operation's efficiency
and effectiveness.
■ Performance Management — To systematically track the performance of the enterprise,
including performance management and measurement, process management,
performance budgeting, employee performance evaluation, and strategic and process
benchmarking.
■ Process Improvement — To critically examine specific business processes by which
customers are served (internal or external), to identify the opportunities for improvement,
using process mapping and other tools.
• Financial Planning, Budgeting and Analysis — To manage the financial affairs of the
enterprise, perform multi-year financial planning, and develop a well -structured,
transparent budgeting process supported by thorough analysis_
® Organizational Development and Training — To help clients develop organizational
capacity, a key to high performance organizations. Services include executive coaching,
customer service training, employee and customer surveys and conflict management
workshops.
■ Strategic and Business Planning — To set the direction for the enterprise and to prepare
the business plans required to continuously improve service delivery.
• Sharing and Consolidation of Services — To improve the cost-effectiveness of service
delivery. There are usually opportunities to partner with other units of government to
combine service delivery through sharing or consolidation. Options range from the
complete integration of previously separate jurisdictions to sharing or consolidating the
management of individually delivered services and operations.
■ Management Consulting Services — Assists government leaders by providing executive
staff during transitional periods. Rather than just "treading water," our approach
combines continuation of services along with organizational effectiveness analysis to
provide a solid foundation for a new permanent employee.
■ Executive Recruitment — To staff the enterprise with top quality Leadership, Management
Partners assists clients in recruiting talent.
We also experienced• in executive management facilitation, having facilitated numerous
council/board and management team workshops and meetings. We have designed and led
many civic engagement projects of a broader nature, often in conjunction with strategic planning
Management Partners
City of Miami
Miscellaneous Management Advisory Consulting Services
projects. We are specialists in performance management and led the creation of the
International City/County Management Association's (ICMA) Center for Performance
Measurement. In addition, we have supported many local governments (cities, counties and
towns) in the design and implementation of jurisdiction -specific performance management
programs. Staff development and training is always a priority, especially in the area of
performance measurement, where we have trained well over 100 jurisdictions throughout North
America.
Financial and business planning is an important part of our work and helping local governments
address the effects of the recent recession has been an area of major emphasis. Working with
cooperating local governments to identify and implement shared service delivery has also been
an area of particular competence, especially in the current economic environment.
We offer a balance of perspectives with a practitioner's bias and a proven track record of
successful consulting engagements. This experience gives us a sensitivity that produces
positive outcomes. Each of our projects is individually tailored to the unique needs of the client.
We have a deep understanding of the service environment of local government and we are
proud to say that as a result of our quality work, many of our clients ask us to complete
subsequent assignments.
We have not previously conducted any projects for the City of Miami, although we are currently
in discussions about performing a process improvement analysis of the Police Department's
recruitment on -boarding process.
Our firm has never had any litigation, either civil or criminal, involving a governmental agency.
14 2
Management Partners specializes in providing quality professional consulting assistance to local
government clients in general management, operations, and specific subject matter areas. We
have been providing these services for over 20 years and currently have more than 80 former
local government employees in the firm. We serve all village, town, city, county, and special
district governments nationally.
Our website, www.managementpartners.com contains information about our clients, and you
are welcome to contact any of them about the quality of our work. We believe our track record of
completing similar projects on time and on budget, with quality deliverables specifically
designed to be implemented, make Management Partners well qualified to execute this work for
the City of Miami.
The following five contracts demonstrate our experience in general management, operations,
and subject matter consulting.
Stockton, California
Management Partners has provided expert financial advice and analysis to the City of Stockton
since 2011. We were first engaged to conduct a review of the City's financial condition. We
concluded that the City had a serious deficit and that immediate, significant measures would be
required. Management Partners was then asked to continue providing financial advice and
expertise, which included preparing a ten-year financial forecast and associated models, and
2 Management Partners
City of Miami
Miscellaneous Management Advisory Consulting Services
providing experts to serve in various positions, including chief financial officer, budget officer
and accounting manager. We also were engaged to serve as the project manager for a then
new mediation process required under California State Law AB 506. Our role continued through
the City's bankruptcy, with Management Partners taking the lead in coordinating and managing
the process with multiple outside experts, City staff, and the City Council.
Value: $2,462,000+
Duration: 10/2011 to present
Client Contact: Ms. Laurie Montes, Deputy City Manager
425 N. EI Dorado Street
Stockton, CA 95202
(209) 937-8843
Long Beach, California
In 2012, Management Partners conducted an organizational scan to identify opportunities for
restructuring or improving services to achieve long-term financial stability. The project included
conducting interviews, benchmarking selected services and reviewing documents ranging from
budget and organization charts to the City Charter and labor association agreements. We also
researched best practices from large municipalities and analyzed their applicability to the City.
Management Partners identified at least $28 million in potential savings that could be achieved
through changes in compensation, alternative service delivery and consolidation of similar
functions within the government.
Since early 2013 we have provided project management services to implement the
recommendations from the 2012 organizational scan. These include performing detailed
feasibility studies for outsourcing street sweeping, refuse hauling and employee assistance
services developing a labor relations "road map" for implementing compensation changes;
conducting fleet utilization and activity -based cost analyses; analyzing process improvements
1 for the City's business licensing and development review processes; and conducting
organization structure reviews of the Development Services and Public Works departments to
align management structures and staffing with new fiscal realities. Currently we are conducting
i a process improvement analysis for Long Beach's capital improvement project management
systems and will soon commence a feasibility analysis for outsourcing specialized helicopter
and marine equipment maintenance functions.
Value: $800,000+
Duration: 2/2012 to 3/2015
Client Contact: Mr. Patrick West, City Manager
333 West Ocean Boulevard
Long Beach, CA 90802
(562) 570-6570
Phoenix, Arizona
Management Partners was retained by the City of Phoenix to conduct an innovation and
efficiency study of the Fire Department. The department has over 1,600 employees and a
budget in excess of $250 million. Our work included examining and analyzing all fire department
services and operations, conducting peer benchmarking and reviewing best practices, seeking
input from all Fire Department employees via an electronic survey and through focus groups,
preparing a Standards of Cover analysis, and identifying innovations and efficiencies that would
Management Partners
City of Miami
Miscellaneous Management Advisory Consulting Services
either improve operations or save costs. The results of our work included recommendations for
over $39 million in potential new revenues and over $5.1 million in savings. Throughout the
project, Management Partners worked with a steering committee of City and Fire Department
representatives.
Value: $183,950
Duration: 4/2011 to 5/2012
Client Contact: Ms. Lisa Takata, Deputy City Manager
200 West Washington Street
Phoenix, AZ 85003
(602) 261-8876
or
Ms. Kara Kalkbrenner, Fire Chief
150 South 12th Street
Phoenix, AZ 85034
(602) 252-5297
Sanford, Florida
Management Partners conducted a six-month organization review and developed
recommendations to allow the City of Sanford to address a projected shortfall in revenues while
continuing to provide the same levels of service. We analyzed information that results from
employee and stakeholder interviews, an employee survey, and an extensive document review.
The report provided both financial and operational options, which, when implemented would
address the structural imbalances in the forecast budgets. A strategy for a balanced budget was
outlined in the recommendations, with more than $500,000 in annual savings.
Recommendations included changes to operations, changes to revenue and expenditure
forecasting techniques, changes to the pension systems, adding a number of economic
development strategies, and investing fund balances. The five-year impact of all
recommendations was estimated to be $8.8 million.
Value: $92,900
Duration: 12/2013 to 8/2014
Client Contact: Mr. Norton N. Bonaparte, Jr., City Manager
300 N. Park Avenue
Sanford, Florida 32701
(407) 6885009
Sarasota County, Florida
Management Partners conducted an organization review of the Public Utilities Department after
the department director resigned and a large number of billing errors had occurred. We looked
at all facets of the organization, including financial and operational issues. While the utilities
were financially healthy, they were underinvesting in operations and infrastructure to a degree
that increased the operational risk. Our report contained recommendations to improve service
effectiveness, reduce inefficiencies, upgrade technology, and make investments into
infrastructure.
Value: $98,612
Duration: 5/2013 to 3/2014
4 Management Partners
City of Miami
Miscellaneous Management Advisory Consulting Services
Client Contact: Mr. Mark Cunningham, Assistant County Administrator
1660 Ringling Boulevard, 2nd Floor
Sarasota, FL 34236
(941) 361-5293
The following is a list of clients we have assisted in the last five years. We are proud that many
of them have hired us for more than one project.
Alameda, California
Alameda County, California
Albany, California
Amberley, Ohio
Anaheim, California
Atherton, California
Aurora, Colorado
Baldwin County Sheriff's Office,
Alabama
Bay Area Air Quality Management
District, California
Bellevue, Washington
Bellflower, California
Bellingham, Washington
Berkley, California
Beverly Hills, California
Blue Ash, Ohio
Boone County, Kentucky
Bothell, Washington
Brentwood, California
Brunswick, Ohio
Burbank, California
Capitol Region Council of
Governments, CT
Carson, California
Centre Region Council of
Governments, Pennsylvania
Ceres, California
Charles Town, West Virginia
Charlotte, North Carolina
Chatham County, Georgia
Chesapeake, Virginia
Chevy Chase, Maryland
Cincinnati, Ohio
Cincinnati Museum Center, Ohio
Clayton, Ohio
Coastside Water District, California
Colerain Township, Ohio
Columbia Association, Maryland
Columbus, Georgia
Concord, California
Contra Costa Transportation
Authority, California
Cortlandt, New York
Costa Mesa, California
Covington, Kentucky
Cypress, California
Dakota County, Minnesota
Davis, California
Dayton, Ohio
Deer Park, Ohio
DeKalb County, Georgia
Howard County, Maryland
Huber Heights, Ohio
Hyattsville, Maryland
Indian Hill, Ohio
Ione, California
Jacksonville, North Carolina
Jefferson County, Kentucky
Johnson County, Kansas
Kansas City, Missouri*
Kenton County, Kentucky
Kids Central, Florida
King County, Washington
Kirkland, Washington
La Habra Heights, California
La Palma, California
La Puente, California
Laguna Beach, California
Lake Oswego, Oregon
Lancaster, Pennsylvania
Lantana, Florida
Largo, Florida
Las Vegas, Nevada
Lenexa, Kansas
Lexington, Kentucky
Livermore, California
Long Beach, California
Los Angeles, California
Loudoun County, Virginia
Louisville, Kentucky
Loveland, Ohio
Manchester, Connecticut
Mansfield, Connecticut
Mansfield Downtown Partnership,
Connecticut
Maple Bluff, Wisconsin
Margate, Florida
Marin County, California
Martinez, California
Mason, Ohio
Menlo Park Fire District, California
Merced, California
Miami -Dade County, Florida
Miami Valley Risk Management
Association, Ohio
Middleton, Ohio
Milpitas, California
Mission Viejo, California
Modesto, California
Monroe, Ohio
Monterey County, California
Montgomery, Ohio
Morgantown, West Virginia
Rancho Cordova, California
Rancho Palos Verdes, California
Ranson, West Virginia
Redondo Beach, California
Redwood City, California
Regional Economic Area
Partnership, Kansas
Reno -Tahoe Airport Authority,
Nevada
Reno -Sparks Convention and
Visitors Authority, Nevada
Renton, Washington
Rio Rancho, New Mexico
Riverside County, California
Rosemead, California
Sacramento, California
Sacramento Area Council of
Governments, California
Sacramento County, California
Saint Paul, Minnesota
San Bernardino, California
San Diego County Cities, California
San Diego State University,
California
San Francisco Municipal Executives
Association, California
San Joaquin Valley Library System,
California
San Jose, California
San Juan Capistrano, California
San Mateo, California
San Mateo County, California
San Mateo Transit District, California
Sanford, Florida
Santa Barbara County Association
of Governments, California
Santa Clara, California
Santa Clara County, California
Santa Clara Valley Water District,
California
Santa Cruz, California
Santa Fe, New Mexico
Santa Monica, California
Sarasota County, Florida
Seal Beach, California
Sedgwick County, Kansas
Shawnee, Kansas
Silverton, Ohio
Solano Irrigation District, California
Solid Waste Authority of Central
Ohio
Soledad, California
Management Partners 5
City of Miami
Miscellaneous Management Advisory Consulting Services
Derby, Kansas
Dublin, California
DuPage County Forest Preserve,
Illinois
Durham, North Carolina
EI Cerrito, California
EI Monte, California
Fairfax, California
Fairfield, California
Fairfield, Ohio
Fillmore, California
Florence, Kentucky
Foley, Alabama
Fort Lauderdale, Florida
Franklin County, Ohio
Fremont, California
Fresno, California
Fresno Chamber of Commerce,
California
Gainesville, Florida
Garden Grove, California
Glendora, California
Goleta, California
Government Cooperation and
Efficiency Project, Ohio
Gulf Shores, Alabama
Hamilton, Massachusetts
Hamilton County, Ohio
Hamilton County Job and Family
Services, Ohio
Hampton Roads Partnership,
Virginia
Harrisburg, Pennsylvania
Hillsborough, California
Housing Authority of Santa Clara
County, California
Morro Bay, California
Mountain View, California
Mountlake Terrace, Washington
Muhlenberg Township,
Pennsylvania
Murietta, California
Napa, California
Nashville, Tennessee
New Concord, Ohio
New Haven, Connecticut
Newport Beach, California
Norfolk, Virginia
North Las Vegas, Nevada
North Port, Florida
Novato, California
Oak Brook, Illinois
Oakland, California
Ojai Valley Sanitation District,
California
Oklahoma City, Oklahoma
Orange Beach, Alabama
Orange County, California
Orinda, California
Oro valley, Arizona
Pacific library Partnership, California
Painesville, Ohio
Palo Alto, California
Palos Verdes Estates, California
Paradise Valley, California
Peninsula Family Services,
California
Petaluma, California
Phoenix, Arizona
Pinellas County, Florida
Pittsburg, California
Pottstown, Pennsylvania
Sonoma County, California
Sonoma Valley Fire and Rescue,
California
Southern California Association of
Governments, California
Southwest Ohio Fire Benchmarking
Consortium
Springdale, Ohio
Springfield, Oregon
St Louis Park, Minnesota
Stockton, California
Sunnyvale, California
Surprise, Arizona
Sycamore Community Schools,
Ohio
Tacoma, Washington
Tolland, Connecticut
Tracy, California
Tyler, Texas
University Place, Washington
Vallejo, California
Ventura County, California
Villa Park, California
Virginia Beach, Virginia
Washoe County, Nevada
West Palm Beach, Florida
Westerville, Ohio
Wichita, Kansas
Wilsonville, Oregon
Windsor, California
The Woodlands, Texas
Woodside, California
Worthington, Ohio
Yellow Springs, Ohio
Yuba City, California
Yuma, Arizona
As requested in the RFQ, we have provided a report Management Partners prepared for the
City of Phoenix as a sample of our work on a CD.
Florida Experience
Our project director, Kevin Knutson, worked for the City of Coral Springs, Florida, for 17 years,
many of which as the budget and strategic planning manager. Alan Rosen was in the budget
office of Broward County before serving as budget manager for other jurisdictions. Other Florida
associates who are available to support this project as needed are David Harden, former city
manager of Delray Beach and Susan Boyer, former city manager of Avon Park, Lady Lake, and
Crystal River and current executive director of the Florida Benchmarking Consortium.
Florida clients from the past ten years include the following.
Cape Coral Development Review Process Improvement 2006
Fort. Lauderdale Human Resources Operations Review 2014
Gainesville Management Retreat 2008
Kids Central Analysis of Positions and Processes 2012
Lantana Public Works Organization Review 2015
6 Management Partners
City of Miami
Miscellaneous Management Advisory Consulting Services
Subject Matter Expertise
We have a number of subject matter experts in the firm and can provide project support for the
following specializations, among others:
• General management
• Strategic planning
• Budget and finance
• Purchasing
• Information technology
• Human resources
• Human services
• Housing and urban development
• Community development, planning and
zoning
• Building permits and inspection services
• Police
• Fire and Emergency Medical Services
• Dispatch
• Emergency management Municipal
courts
• Jails
• Public Works
• Facilities and fleet
• Water and wastewater
• Solid waste
• Transportation
• Airports
• Economic development
• Parks and recreation
• Libraries
• Cultural facilities and programming
• Parking
Our team members all have experience in various disciplines:
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Wayne Chapman, Partner
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Jan Goldstein, Senior Manager
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Alan Rosen, Senior Management Advisor
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Management Partners 7
City of Miami
Miscellaneous Management Advisory Consulting Services
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In addition, we have more than 70 other skilled local government subject -matter experts in the
firm who can be assigned as needed.
Work Planning and Delivery
We will approach each project for the City of Miami in four discrete but interactive phases
described below.
Learning. We begin projects with a careful learning stage, during which we listen and learn
about the current staffing in the department. We recognize that the people who are working the
processes are busy, yet they are best positioned to know what works and what does not.
Through personal interviews with key personnel; and a thorough review of data and written
documentation, Management Partners develops a clear understanding of your current
operations workflow. We are as interested in operating constraints and
impediments to success as we are in the technical aspects of service
levels, use of technology, and other matters impacting the
effectiveness and efficiency of the departments. Learning
Diagnosis. As we listen and learn, we focus on the
programs and services of each department and analyze
the staffing levels of each program. We concentrate on
how work is planned, managed and executed. We also Action Diagnosis
examine overhead and support levels, the availability
and use of technology, organizational plans,
management and monitoring systems and the degree to
which performance measures and performance standards exist opportunity
and are being used.
Identification s
Opportunity Identification. When the investigation and data
gathering activities are complete we are able to analyze staffing levels identify changes that will
reduce costs without compromising service delivery. Every human organization has
opportunities for improvement. The challenge is to identify those that are realistic, cost-effective
and produce better service to the public. We compare current service quality levels for Miami's
programs to best practices in the industry and identify those with significant potential for
improvement or cost savings.
8 Management Partners
City of Miami
Miscellaneous Management Advisory Consulting Services
Action. Management Partners has a strong bias for implementation. As practitioners, we have
an orientation to achieve results. Our work goes beyond providing good analysis that is clearly
communicated to concise, actionable recommendations. We provide a draft action plan that is a
detailed roadmap about how to implement the recommendations that we make and to achieve
the improvements in efficiency and cost savings that we describe.
Quality Staff Work
Management Partners goes to unusual lengths to ensure that our work is reliably of high quality.
Our consultants are schooled in local government and are carefully selected to,be part of our
organization. Moreover, our project team members have public service experience in the areas
they examine. The work is subjected to careful internal control processes designed to make
certain that you, our client, receive work products that meet consistently high standards of
quality.
We have an established methodology for managing our consulting projects so that the work is
done on time and to your satisfaction. Each deliverable also undergoes a peer review process
to see that it meets Management Partners' standard of excellence. In addition to our own high
standards, we also survey each client when a project is complete to learn how we can improve.
Implementation
Management Partners has worked for the majority of our clients on multiple occasions. We are
consistently told that the reason our clients use our services on a variety of projects is that we
deliver results and that our work provides implementation actions that accomplish the
objectives. Management Partners is led by local government experts who know how to get
things done, appreciating the difficulties and the constraints on local leaders, as well as the
essential ingredients to effectively drive implementation. These ingredients include,
• Creating a sense of urgency;
• Engaged leadership;
• Well-developed implementation planning;
• Frequent communication with stakeholders;
• Planned milestones and completion dates; and
• Institutionalized management processes.
Implementation is effective only if there is an expectation and commitment to do so. We use
well-grounded management techniques to effectively shape organizational culture so that
project goals can be realized.
For each project we undertake, Management Partners prepares a draft Implementation Action
Plan. The Action Plan is designed to be an executable plan of work that managers can use to
implement the recommendations in the project report. The draft Action Plan will list each
separate recommendation, including component milestones. The amount of time required to
complete each will be estimated, and relative priority status of the individual recommendation
will be identified along with the designation of the responsible manager. This document will
serve as a roadmap and accountability document for department administration for guiding
implementation of the report's recommendations.
Management Partners 9
City of Miami
Miscellaneous Management Advisory Consulting Services
Reporting
Reports prepared by Management Partners are rich in detail, with recommendations supported
by quality analysis. We take pains to ensure that our observations and subsequent
recommendations for restructuring are organized in an easy to understand format and
presented in a positive manner.
We undertake several discrete steps to report the results of our work and to set the stage for
implementation. The first is to prepare a draft report for management to review to assure that
facts are accurate and ideas are presented clearly. Management Partners retains responsibility
for its professional recommendations, but we expect that vetting the draft report with
management improves its utility. In addition to examining the report for accuracy, the draft
review provides an opportunity to discuss the recommendations and to identify implementation
issues. Management Partners is committed to recommending actions that result in meaningful
operational improvements and can be implemented in the real world.
After the report is reviewed by the staff, our project team meets with them to discuss comments,
answer questions, and hear their suggestions. Following the discussion, Management Partners
adjusts the report as appropriate and issues a final report.
As has been previously mentioned, Management Partners is a consulting firm that works
exclusively with local government. We have developed our approach and methods in order to
serve this unique industry over the last 20+ years. Our consultants understand that democratic
local government takes place in a political setting. Most of our consultants have held local
government positions, such as chief administrative officer, city manager, finance director, police
chief, fire chief, budget manager and/or budget analyst. They understand this setting and know
that it is very different from the private sector. To be successful in the public sector, a leader
must be inclusive, collaborative, respectful of differing viewpoints and appreciative of democratic
self-government with its premium on extensive public input and respect for a variety of opinions.
Working in this environment takes determination and focus to get things done.
To provide strong, independent analysis • Document the way things are and what the
requires expertise equal to or better than problem is that we are trying to solve
staff and external advocates.
Management Partners is committed to
ensuring the factual basis of best
practices in every area of public service.
We view this engagement as an
opportunity to provide a full range of
analytical services to the City and that is
why our breadth and depth of expertise is
important.
There are two important touchstones for
Management Partners when it comes to
providing honest unbiased, accurate
information: the notion of "completed staff
work" and principled public service ethics.
Completed staff work refers to the
doctrine of producing solid analysis and
• Document what success will look like
• To the extent there are unknowns, break
there down, then make and document
reasonable assumptions
10 Management Partners
City of Miami
Miscellaneous Management Advisory Consulting ,Services
clear recommendations for leaders that define the issues and problems precisely, examine a
range of solutions, evaluate these solutions completely and honestly, analyze policy implications
and offer clearly articulated recommendations (and alternatives) that leaders can implement.
Our approach to completed staff work is illustrated in the adjacent graphic,
In large measure, this is behind the scenes work that involves "sweating the details" and
developing potential solutions. As a result, it avoids some of the common failings found in
budget and legislative analysis, such as half-baked ideas that cannot be implemented, immature
presentations and reports that recommend more study.
The other touchstone Management Partners uses in providing unbiased and accurate
information is the International City/County Management Association's (ICMA) Code of Ethics,
which is applicable to local government professionals worldwide. ICMA is the leading
association of professional local government managers. Since 1924 it has promulgated a code
of ethical principles by which all members are expected to abide. Management Partners
subscribes to these principles.
Analytical Methodology
During our more than 20 years of service to local governments, Management Partners has
developed sophisticated analytical tools. We train our analysts in the use of these techniques
with the goal of delivering value for the client. Our battery of techniques includes the following:
•
Personal interviews,
•
Business process workflow mapping and analysis,
t •
Best practice analysis,
•
Program analysis,
•
Comparative jurisdiction analysis (benchmarking),
•
Organizational structure analysis,
•
Staffing and workforce analysis,
•
Position utilization (deployment) analysis,
•
s
Cost of service analysis,
•
Alternative service delivery analysis,
i •
Shared service delivery analysis, and
I •
Risk assessment analysis.
None of the analytical techniques stand alone. As with any learning endeavor, it is necessary to
approach each issue from different perspectives. We therefore use multiple techniques in
concert with each other, relying on those that are most relevant to the scope, timeframe, and
budget and which are appropriate for each activity.
Management Partners 11
City of Miami
Miscellaneous Management Advisory Consulting Services
We anticipate that the techniques that we may use during specific assignments include:
12 Management Partners
Personal
All engagements and all
Structured interviews
Interview notes that
Interviews
environments.
tailored to the work
identify issues,
responsibility of each
perceptions about
respective interviewee.
strengths and
Interviews may include such
weaknesses,
topics as perceptions about
identification of key
issues and opportunities,
data, verification of data
work processes, work
and other interviews.
management, data
identification and
verification.
Business Process
Repetitive work
Build "as -is" map based on
As -is process maps.
Analysis and
processes such as
interviews and focus groups
To -be process maps.
Mapping
accounts payable and
of process participants and
Description of process
receivable, procurement,
our observations in the field.
improvements and the
registration, customer
Validate the "as -is" map.
alignment of personnel
service calls.
Evaluate the current
and resources.
Swim -lane process
process to identify process
analysis is used when a
bottlenecks, redundancies,
process involves multiple
and excessive check -offs.
organizational units to
Compare current process
understand organizational
against common industry
impact on work.
practices.
Integrated definition
Design new, "to -be" process
modeling is used when
based on the evaluation of
aligning financial,
the current process.
personal, and technical
resources to work
processes.
Best Practice
Any environment in which
Identify applicable practice
Performance gap report.
Analysis
there is a commonly
standards (usually 3 to 5) for
Clients often use this.
accepted norm of best
each work unit or function.
information as the
practices relating to a
Standards can be both
starting point for
subject area.
quantitative and qualitative.
developing or modifying
Best practices are drawn
Document the standard and
their own performance
from standards and
the client's Level of
management reporting
recommendations of
performance relative to the
systems.
professional associations,
standard.
regulatory bodies,
Identify performance
advisory bodies;
strengths and opportunities
professional and
for improvement relative to
academic literature; and
the gaps between the
our experience working
standard and client
with high-performance
performance.
organizations.
12 Management Partners
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Miscellaneous Management Advisory Consulting Services
Comparative
Jurisdiction
Analysis
Organizational
Structure Analysis
Staff ingMorkforce
Analysis
Position Utilization
(deployment)
Analysis
When a client wishes to
compare an operation
with similar organizations
where there is some
common level of
measurement.
Any large or complex
organization exhibiting
one or more of the
following conditions:
Overlap or duplication of
work or functions; Work
silos; Unusual placement
of work responsibilities;
Significant cross-over of
workflows; Significant
pyramiding or unusually
flat organization (i.e., too
great or too little of a
span of control);
Perceptions of weak
organizational
communication; Lack of
understanding by
stakeholders of assigned
responsibilities.
Any service area that is
demand -driven or is
performed using crews or
teams. Examples include
accounts processing,
human resources
processing, street
maintenance crews,
library staffs, etc.
Specific workforce
analysis for demand
driven and/or
geographically based
functions, particularly
public safety functions.
Identify the subject areas for
comparison.
Identify criteria for
comparison.
Identify peer communities.
Obtain data from client and
from peers.
Array data and analyze
results.
Follow up to identify reasons
for significant variance.
Collect and review
functional tables of
organization and staffing.
Evaluate inter- and intra -
organizational work flow.
Evaluate levels of
supervision and scope of
supervisory responsibility.
Compare with similar
organizations.
Identify potential service
areas, usually through best
practice analysis or
organizational analysis.
Collect staffing and work
volume data.
Compare staff to work ratios
against industry norms.
Collect demand data, such
as calls for service and time -
in -service times.
Analyze each position
according to direct service
or support.
Establish alternative policies
for service availability.
Calculate staffing models.
Directionally consistent
comparison of client
with accepted peers.
Revised organization,
based on assignment of
responsibility and
accountability;
appropriate levels of
supervision;
management of work
flow.
Recommendations for
alternative staffing or
work processes.
User interactive data
model for determining
staffing needs by time
and location.
Management Partners 13
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Miscellaneous Management Advisory Consulting Services
14 Management Partners
Cost of Service
Any service area where
Identify potential cost areas.
Cost management
Analysis
cost activities can be
Collect and quantify relevant
report.
readily quantified, such
cost data over time.
as facility repair; or where
Identify alternative cost
there is a high variability
strategies.
in cost, such as
contracted printing
services; or where costs
can be directly managed,
such as fuel purchases.
This analysis is frequently
incorporated into staffing
and work load analysis
and alternative service
analysis.
Alternative Service
Any service or function
Complete evaluation sheet
_
Recommendations for
Delivery Analysis
that might lend itself to
which scores potential
alternative approaches
being assigned to another
approaches based on the
to deliver services.
work unit within the
following factors: political
organization, to another
acceptability, importance of
governmental entity, to a
the service to the mission of
nonprofit provider, or
the organization, availability
contracted to a private
of other service providers,
service provider.
legal constraints, constraints
in labor contracts, impact on
employees, impact on
service delivery, potential for
financial gain, potential for
improved service delivery.
Shared Service
This is a unique subset of
Identify potential service
Recommendations for
Delivery Analysis
the alternative service
areas based on the
sharing of services
delivery analysis. It
following criteria: prior
among two or more
evaluates the potential for
history of shared services,
political jurisdictions.
sharing of a service by
potential for cost savings
two or more
and/or service improvement,
governmental
potential governance issues,
jurisdictions.
public awareness, legal
authority or constraints.
14 Management Partners
City of Miami
Miscellaneous Management Advisory Consulting Services
Engaging Staff in process Improvements
It is one thing for professionals outside a business process to examine the workflow and
suggest improvements; it is quite another to engage the staff responsible for executing the work
to participate in and agree on improvements to be implemented. Once that agreement has been
developed, then City management can execute the actions required for improvement.
Management Partners can plan and lead three-day decision-making sessions involving
members of City staff having responsibility for the daily operations using the GE Work-OutTM
technique. This technique, developed by General Electric to increase process efficiency and
effectiveness in serving process customers, has been used successfully by Management
Partners with staff teams in many local jurisdictions to create work flow and performance
efficiencies.
After the initial internal analysis has been completed and our perspective has been informed
through the systematic process of listening to knowledgeable external process customers,
Management Partners will work with the an interdepartmental team to establish goals for
process improvement. Unlike a traditional reengineering approach that is lengthy to complete,
this process enables the involved staff members to decide on process improvements. Although
Management Partners 15
Risk Assessment
Evaluation of financial or
Identify potential financial
Assessment of financial
Analysis
operational risk,
risk areas.
management risk.
particularly relating to
Using a check -off system,
financial operations,
evaluate each area based
human resources
on the standards of the
management, and
Committee of Sponsoring
information technology.
Organizations (COSO)
This is not an evaluation
relating to control environ -
of physical safety or
ment, risk management,
insurance risk.
control activities, information
management, security
protocols, property
management, planning and
budgeting processes,
customer service, treasury
management, payables and
receivables management,
fixed assets management,
payroll, procurement, project
management, and
performance measurement.
Policy Analysis
Evaluation of written or
Review existing policies for
Recommendations for
established informal
currency and continued
policies that need
policies and procedures
applicability, internal and
modification,
in any organization.
external consistency,
elimination, or inclusion:
This is often done in
comprehension, conditions
conjunction with business
of law or regulation,
process, organization,
continued need, constraints
and staffing analyses.
on work processes and
staffing.
Engaging Staff in process Improvements
It is one thing for professionals outside a business process to examine the workflow and
suggest improvements; it is quite another to engage the staff responsible for executing the work
to participate in and agree on improvements to be implemented. Once that agreement has been
developed, then City management can execute the actions required for improvement.
Management Partners can plan and lead three-day decision-making sessions involving
members of City staff having responsibility for the daily operations using the GE Work-OutTM
technique. This technique, developed by General Electric to increase process efficiency and
effectiveness in serving process customers, has been used successfully by Management
Partners with staff teams in many local jurisdictions to create work flow and performance
efficiencies.
After the initial internal analysis has been completed and our perspective has been informed
through the systematic process of listening to knowledgeable external process customers,
Management Partners will work with the an interdepartmental team to establish goals for
process improvement. Unlike a traditional reengineering approach that is lengthy to complete,
this process enables the involved staff members to decide on process improvements. Although
Management Partners 15
City of Miami
Miscellaneous ManagementAdvisory Consulting Services
some of the improvements identified may be long-term, there is an emphasis on immediate
implementation.
Teams of city staff members are identified to work together in a workshop setting as Work -Out
participants, with the charge to prepare actions that, once implemented, will achieve the
improvement goals established by management. Management Partners will facilitate the teams'
deliberations as well as a concluding session in which specific action plan recommendations are
presented to management for approval. The actual decision-making dimension of this part of the
process is crucial; the basis upon which reform usually founders is inaction and indecision. With
a built-in emphasis on decision-making, results become the defined outcome of this activity.
At the conclusion of the Work -Out and after presentations by the Work -Out teams, the city's
management team is expected to confirm the outline of a written implementation plan
documenting decisions and identifying steps to be taken to complete the recommended actions
of the Work -Out team. Management Partners translates the results of the Work -Out into an
implementation action plan. We believe that including this activity is beneficial for Miami,
particularly in encouraging employee buy -in through inclusion in the improvement process.
Own 121111,
Management Partners has a strong project team that is well-qualified to complete this work for
the City of Miami. Kevin Knutson, Regional Vice President, will serve as project director and will
oversee the substantive work of the project. Amy Paul, Corporate Vice President, will serve as
project manager and will be responsible for execution of the project. They will be supported by
Wayne Chapman, Jacquelyn McCray, Jan Goldstein, Alan Rosen, Robert Leland, Dave Harden,
Susan Boyer, Joe Polisar, Ned Pettus, Sam Lieberman, and other special advisors as needed,
depending on project subject areas.
The qualifications of each team member are briefly summarized below. Complete resumes for
each person are included in Attachment A to this response.
Jerry Newfarrner, President and CEO
Jerry Newfarmer founded Management Partners in 1994 after many years of public
management leadership in California and Ohio. He is a national leader in local government
performance management, and he has led his firm to nationally recognized expertise in quality
leadership of all forms of local government. Jerry served as city manager in Fresno and San
Jose, California; and Cincinnati, Ohio. He was assistant city manager of Oakland, California,
which was the chief operating officer role. He has been a key presence in the International
City/County Management Association, and was team leader of the State -Local Relations Team
of the National Performance Review. He currently serves as Executive Director of the Large
Cities Executive Forum, and has received the ICMA designation as a Credentialed Manager.
Kevin Knutson, Regional Vice President
_All 1
Kevin Knutson is Regional Vice President for Management Partners' eastern office in Cincinnati,
Ohio. Kevin has more than 20 years of experience in local government, including ten years in
strategic planning, budget, performance measurement, and process improvement and six years
in community relations, communications, and citizen engagement. He is recognized as a
16 Management Partners I
City of Miami
Miscellaneous Management Advisory Consulting Services
national expert in local government performance management, long-term financial planning, and
communications. He was part of a team that implemented quality management practices in
Coral Springs that led to the City being the first local government to earn the Malcolm Baldrige
National Quality Award. Kevin served as interim city manager, assistant city manager, director
of the office of management and budget, and director of community relations in Reno, Nevada;
and as director of communications and marketing and budget and strategic planning manager
for Coral Springs, Florida. He has earned the designation of Credentialed Manager from ICMA
and was named the City -County Communications and Marketing Association's 2011
Communicator of the Year.
Amy Cohen Paul, Corporate Vice President
Amy Paul has more than 30 years of experience in local government management,
performance measurement and strategic planning. She assists public agencies in conducting
organizational reviews, implementing organizational improvements, identifying alternative
service delivery methods, designing and implementing performance management systems, and
developing strategic and business plans. She also is a skilled facilitator and trainer. Amy was
part of the original management team of the International City/County Management
Association's Center for Performance Measurement and she helped produce ICMA's training
materials on outcome measurement. She is the editor of the book Managing for Tomorrow.
Global Change and Local Futures, and is the author of many articles in professional
publications, including The Municipal Year Book.
Wayne Chapman, Partner
Wayne Chapman has more than 35 years of experience as a practicing public manager and
nearly 20 years of experience assisting local governments as a consultant for Management
Partners. Wayne is a nationally -recognized expert in municipal finance, housing and community
development. Wayne's consulting engagements have included comprehensive staffing reviews,
organizational analyses, process improvement projects, management information systems,
performance measurement, training, financial modeling and forecasting, and cost recovery
modeling. Wayne led our recent projects for the City of Covington, Kentucky, and Sanford,
i Florida. He has been with Management Partners since 1994, after a career of public service
including the positions of city manager of Aspen, Colorado and Schenectady, New York, and as
budget director and director of neighborhood housing and conservation for the City of
Cincinnati, Ohio.
Jacquelyn McCray, Ph.D., Senior Manager
Jacquelyn McCray is a Senior Manager with extensive local government consulting experience.
She is a professional planner and a certified economic development professional. She has
extensive experience assisting local governments to reform and improve development review
processes, organizational and workflow analyses, performance measurement, succession
planning and strategic benchmarking and planning. Jacquelyn has expertise in process
improvement and re-engineering of local government development review processes and
procedures. She also has excellent interview and facilitation skills, and she frequently conducts
employee and stakeholder focus group meetings, strategic planning sessions. Before joining
Management Partners, Jacquelyn held positions as a budget analyst, project manager and land -
use manager with the City of Cincinnati. She served as vice chairperson and member of the
Cincinnati City Planning Commission for nine years. Jacquelyn is a member of the American
Institute of Certified Planners (AICD).
Management Partners 17
City of Miami
Miscellaneous Management Advisory Consulting Services.
Jan Goldstein, Senior Manager
Jan Goldstein worked with and in the public sector for more than 18 years. Her expertise
includes serving as department director with the Indianapolis Airport Authority and managing a
federally funded non-profit organization. Jan is skilled in all of the support activities of
government: strategic and long-range planning; process analysis and improvement; training;
and writing operations and personnel manuals. She has specific expertise in fleet, facilities,
contract management, and parking operations and management including revenue control.
Jan's consulting engagements have included shared services reviews, organizational and
facilities assessment analyses, executive recruitment, and process improvement projects. She
has helped many clients implement innovative techniques that resulted in enhanced business
practices and increased productivity.
Alan Rosen, Senior Management Advisor
Alan Rosen has more than 12 years of diverse non-profit, state and local government budget
experience in New York, Florida, Georgia, and as the budget manager for Washoe County,
Nevada. He helped implement outcome -based budgeting in Broward County, Florida, and
Fulton County, Georgia. His areas of expertise include fiscal and budget analysis, performance
measurement, process improvement and group facilitation. Alan was trained in process
improvement and served as an internal consultant in two large local governments. He brings a
blend of analytical, budgetary and strategic skills that add value to all aspects of local
government. Since joining Management Partners, Alan has assisted local governments on
almost 30 projects in a variety of subject areas including human resources, finance and budget,
public safety, and parks and recreation.
Robert Leland, Special Advisor
Bob Leland joined Management Partners in 2012, after 37 years of experience in state and local
government finance. He was director of finance for 26 years for the City of Fairfield, California, a
city long known for its entrepreneurial management and long-term financial planning. He
previously served as assistant finance director for the City of Sacramento, where he managed
the city budget, and as a staff consultant to the Assembly Revenue and Taxation Committee,
where he drafted and analyzed legislation and worked on the team implementing Proposition
13. Since 2010 Bob has consulted in his area of special expertise, municipal budgeting and
long-range forecasting. He is a leader in his profession, having been elected by his peers as
president of both the California Society of Municipal Finance Officers and the League of
California Cities' Fiscal Officers Department. Bob was the recipient of the 2010 Award of
Excellence in Public Finance from the California Public Securities Association, which recognizes
exceptional work, creativity, service and leadership by a municipal finance professional.
David Harden, Special Advisor
David Harden joined Management Partners in 2013 after a 48 -year career in public service,
including 23 years as the city manager for Delray Beach, Florida, which was designated as an
"All -America City" in 1993 and 2001. In 2006, Delray Beach was given the Muehlenbeck Award
for Excellence in Local Government from the Alliance for Innovation, Prior to his tenure in Delray
Beach, David served as the city manager of Winter Park, Florida for 12 years. Previously he
was a planner for Winter Park and Orange County, Florida. His master's degree is in city
18 Management Partners
City of Miami
Miscellaneous Management Advisory Consulting Services
-1 planning from the Georgia Institute of Technology. He is a retired captain in the US Navy
Reserve, served during Vietnam, and currently resides in West Palm Beach.
Susan Boyer, Special Advisor a
Susan Boyer has spent over 25 years in local government public service. She has worked for a
diverse set of cities and counties, serving as city manager in the Florida cities of Avon Park,
Lady Lake and Crystal River. As a manager, she provided visionary leadership and was an
effective change agent in the areas of financial transformation and stability, project management
and staff development. Susan has been a longtime member of the International City/County
Management Association and the Florida City/County Management Association, as well as
many other professional organizations.
Joseph Polisar, Special Advisor
Joseph Polisar served 34 years in the law enforcement profession and is recognized as a leader
in law enforcement at the local, state, national and international levels. He joined the
Albuquerque, New Mexico Police Department in 1977, the largest law enforcement agency in
the state. He rose through the ranks to serve as the chief of police before retiring at the end of
1997. He then was appointed chief of police for the Garden Grove, California Police
Department, where he served for 13 years, concluding his service in 2011. He was elected as
president of the International Association of Chiefs of Police (IACP) in 2003. He served as a
commissioner for the Commission on Accreditation for Law Enforcement Agencies (CALEA)
from 2005 to 2011. Both the Albuquerque and Garden Grove Police Departments maintained
their accredited status with CALEA under Joe's leadership.
Ned Pettus, Special Advisor
Ned Pettus, Jr, serves as a Special Advisor for Fire, EMS, Emergency Management, and
Emergency Communications for Management Partners. Prior to joining Management Partners,
he had a distinguished career as a member of the Columbus, Ohio Division of Fire for 35 years
beginning in January 1977 and moving up through the ranks to the position of fire chief in March
2002. Chief Pettus served the Columbus City Charter maximum of two -five year terms as chief,
retiring on March 24, 2012. Under his leadership the Columbus Division of Fire received
international accreditation from the Commission on Fire Accreditation, International (CFAI) in
March of 2007, and was reaccredited in August, 2012. In June 2009 Chief Pettus received the
2009 Metropolitan Fire Chief of the Year award, and served as Secretary, Treasurer, Vice
President and President of the Metropolitan Fire Chiefs Association, a section of the
International Association of Fire Chiefs (IAFC) and the National Fire Protection Association
(NFPA). Chief Pettus was appointed to the Board of Directors of the NFPA in June of 2010. He
holds professional designations of Chief Fire Officer (CFO) and Member of the Institution of Fire
Engineers (MIFireE).
Sam Lieberman, Senior Management Advisor
Sam Lieberman is responsible for conducting complex financial and operational analysis to
support many different types of clients including organization reviews, process improvement
studies, service sharing projects, and financial planning and budgeting studies. He has helped
facilitate strategic planning and process improvement workshops, developed and analyzed
strategic planning community input surveys, conducted research and analyses, assisted in the
development of performance measurement systems, and directed benchmarking research, He
Management Partners 19
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Miscellaneous Management Advisory Consulting Services
also collects, analyzes, and reports data for the annual Southwest Ohio Fire Benchmarking
Project. Recent clients whom he has served include Berkeley, Carson, San Bernardino, Orange
County, Santa Clara Valley Water District, and Zone 7 Water Agency in California; Hartford,
Mansfield, and New Haven, Connecticut; Kenton County and Florence, Kentucky; Kansas City,
Missouri; DeKalb County, Georgia; Pinellas County and Largo, Florida; Phoenix, Arizona; and
Hamilton County, Fairfield, Mason, Montgomery, and Westerville, Ohio.
An organization chart of our project team is show below.
As noted above, our firm has experience in all areas of local government operations. We have a
number of subject matter experts in the firm and can provide project support for the following
specializations, among others:
• General management
•
Emergency management
• Strategic planning
•
Municipal courts
• Budget and finance
•
Jails
• Purchasing
•
Public Works
• Information technology
•
Facilities and fleet
• Human resources
•
Water and wastewater
• Human services
•
Solid waste
• Housing and urban development
•
Transportation
• Community development, planning and
•
Airports
zoning
•
Economic development
• Building permits and inspection services
.
Parks and recreation
• Police
•
Libraries
• Fire and Emergency Medical Services
•
Cultural facilities and programming,
• Dispatch
•
Parking
20 Management Partners
City of Miami
Miscellaneous Management Advisory Consulting Services
- In addition, we bring a number of different approaches to bear in any given area, depending on
the needs and issues that give rise to the project. Here are some approaches that we use to
help local governments improve:
Process Analysis. Much of the work of government is done in discrete business
processes. Often, the actual process spans multiple administrative departments or
agencies resulting in bureaucratic delays and inefficiencies. Three examples are the
development review process, the procurement process, and the hiring process.
The development review process requires the engagement of every agency involved
with the physical development of the community even though a development or planning
department may have the responsibility to serve as the "front door" to the customer/
process user.
Similarly, when a major procurement is required or a vacancy occurs (or is anticipated),
the operational unit that has the job is most interested in a smooth procurement or
hiring/replacement transition. But often there are centralized purchasing and centralized
human resources functions, sometimes operating with significant civil service or
collective bargaining constraints that have major roles to play.
Understanding how complex processes involving multiple organizational units actually
operate, through the use of process mapping, is the precondition to improvement. Then
the process is analyzed and an improvement program is defined to effect improvement.
/ Performance Management. Local government operations are complex, and it is often
difficult to have a comfortable grasp of everything. A clear approach to describing the
work of the government, including both the regular, day-to-day repetitive services the
government provides as well as the key projects planned for execution in the upcoming
time frame is the essential basis of quality performance.
Clearly defining the work to be done is the simple starting point. Measuring program
accomplishments delivering services with measures that can be used to compare results
with top performing organizations should be part of every government's normal
operations. Project management that has well-defined schedules, budgets, and
responsibility for execution can and should be included. The effect is clear management
accountability and stakeholders who know what is expected and how success will be
judged.
And once organizational performance and project management are well established in
the organization, they can be Finked with policy-making (through the budget process) and
employee development (performance appraisal process). Key elements of performance
management, which can and often are developed independently of one another, are
discussed below.
Performance Measurement. Implementing a system of metrics to measure the
performance of each program in the delivery of core services is basic to effective
management. Creating that system is a one-time transaction.
Project Management. Almost all of the key action items in a strategic, business or
work plan are projects. Maintaining a quality system of effective project planning and
management is therefore a basic element of a performance management system.
Management Partners 21
City of Miami
Miscellaneous Management Advisory Consulting Services
Performance Budgeting. Linking performance results to the budget process is
encouraged by GFOA because doing so links execution with planning. Although it is
no substitute for decision-making by elected officials, performance budgeting
provides information policy -makers should have available.
Employee Performance. Most systems to evaluate employee performance are
poorly executed and are often the subject of employee derision. This is unfortunate,
since the encouragement of quality employee performance which provides honest,
systematic useful feedback is basic to an effective organization. Used as part of a
well -conceived effort to support employee development, performance appraisals
serve a much-needed communication between the employee and the organization.
Performance evaluations should be complemented with an Employee Recognition
Program that is inventive, multi -layered and operates throughout your organization.
Position Utilization Analysis is a rigorous methodology for analyzing the deployment
of the law enforcement agency workforce which assesses the balance between those
employees engaged in direct customer service and those who are in support roles.
Coupling this methodology with the intelligent application of best practice techniques in
service delivery can result in a major reorientation of the workforce. This change has
huge benefits for the public. The result of our analysis of the Boston Police Department
was that 163 positions could be redeployed into direct customer service at no additional
cost to the city.
/ Benchmarking. Benchmarking is a powerful tool to understand how an organization
compares with others and motivate managers and employees to improve. There are
three forms of benchmarking: strategic, process and community, and each has its place.
Strategic benchmarking, getting data from other service providers that can be compared
with your performance metrics, is the approach familiar to most local government
managers. It is helpful for understanding how you compare, and who the good
performers might be. Process benchmarking is the technique for finding out how a good
performer achieves superiority, the "why" behind the numbers. Community
benchmarking goes beyond the government to engage the entire community in
identifying benchmarks of what makes the community a good place to live.
Benchmarking is a powerful source of organizational learning, properly used, to enable
employees to help improve the performance of their organizations.
/ Quality Execution exists only in organizations that have a clear focus -for employees
and accountability for managers. General purpose local government is complex and
often confusing. Developing a clear understanding of the work of the organization,
including all of its many separate programs and projects, is daunting to the experienced
manager and elected official alike, and particularly so for the new elected official.
Management Partners can help by clarifying core business services and key projects
that should be clearly described and available for review by elected officials in exercising
their stewardship responsibility for the government. Each project should have milestones
identified, along with a clear schedule for implementation. Each program should have
efficiency and effectiveness measures that will be used to evaluate success. Both
projects and programs should have accountability for execution clearly assigned.
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Customer Service Focus. Local government is a service business and although cities
provide many different types of core services, the reason for being is to serve residents
and taxpayers. Over time, though, the government adds in support positions and often
the positions do not provide service directly to the customer. Some of these are
necessary: the front line worker wouldn't be effective without support. But too many
support positions drain resources from direct customer service.
Chief Executive Officer's Organization Review. A good leader periodically surveys
the organization for which s/he is responsible, taking a macro look at its most important
business elements to make sure those that are really important are receiving appropriate
attention. It is natural to become immersed in the details of daily operations and not
notice when a small problem is turning into a cancer that can do significant damage, left
unaddressed.
Management Partners has a simple, structured survey that a CEO can use to
systematically examine the essential business basics. It should be done occasionally to
make sure the emphasis is on the right issues going forward, and that the most
important matters are getting the attention they need to receive.
Management System Review. Every organization has a management system. In
complex, general-purpose local governments it is almost always implicit and is seldom
considered as a whole, integrated system. Under the direction of the chief executive,
Management Partners has created a simple process involving senior managers to
evaluate and make the system explicit, clarifying the relationship between the
component parts and establishing an agenda for overall improvement.
Budget Stress. When the economy goes bad and an organization faces the stress of
cutting back on spending, rather than to do it in the usual way (every department except
police and fire do 5% and 10% budget reduction plans, and/or cut one-time spending,
and/or eliminate training, and/or cut conferences and travel, and/or stop normal fleet
replacements, etc.), Management Partners can help turn the budget stress into a
positive experience by engaging your staff in ways to save money and make it easier to
work at the same time, Using the GE Work-OutTM process, with good leadership staff
can help with the jurisdiction's budget problem and have a unique opportunity to impact
how the organization does its work, making it streamlined, less costly, and more
customer -oriented.
Service Sharing. Often, sharing service delivery between governments is a good way to
streamline and cut costs. While everyone has examples of sharing services with
neighboring local governments, there is a huge array of untapped opportunities. We
have helped jurisdictions identify and implement service sharing with a structured project
that is sure to save money and improve service at the same time.
There are many different ways to work with your neighbor including swapping service
delivery responsibility, cooperating in a managed competition approach, and outright
consolidation of functions. This is not a one -size -fits -all task. And it requires strong
leadership. But a well -organized project to share service delivery is sure to produce
results.
Strategic Planning. Long-term planning for the enterprise is a basic best practice.
Every jurisdiction starts with a different history about goal -setting or strategic planning,
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but whatever the history, it is a necessary tool in the local government Leader's arsenal.
The process to accomplish strategic planning must therefore be tailored to fit the unique
local setting. At a minimum it should involve the senior administrative staff and the policy
body. The inclusion of stakeholders is an excellent way to gain input and a full-scale
community engagement process can also serve the government well if appropriate for
the community.
We think it is important that strategic planning be integrated with the administration's
business or work planning so there is clear understanding about how to implement
strategic plan ideas and when that will occur. We have worked with many local
governments to help put best practice ideas into operation, blended naturally with
current local practices.
Ask Your Employees What They Think! The CEO is separated from front-line
employees by managers and union representatives alike. It is easy to be out of touch.
With the power of information technology, the ability exists for the CEO to directly give
employees an opportunity to provide feedback about how well the organization is doing
Management Partners has created a safe but open way for CEOs to do that, enabling
them to get this important, useful information (and enjoy the positive benefits in
employee PR) without the risk of the request for feedback backfiring.
The Imperfect Department. Every local government has top -performing departments
and departments that are less than perfect in their effectiveness. Sometimes there is a
department that is troubled, where problems continue to crop up, through no fault of its
own or as a result of internal operations that aren't working right. The cause of
dysfunctions in organizations that are not high performing is always a combination of
people and system problems. And the relationship between these two dimensions isn't
always clear. Careful diagnosis and holistic, thoughtful improvement planning can help
an organization turn around, often in a short period of time.
/ Transition in Department Leadership. When there is turnover in a department head
position (either anticipated or in process), there is an excellent opportunity to conduct an
outside review of departmental operations. Seen as a "physical exam," such a review
makes sense to most employees and other stakeholder groups.
Whether it's an internal promotion or an outside appointment, or whether a review
occurs during the selection process or immediately after the appointment, a department
operations review by a neutral outside professional group can help to create an agenda
for improvement with a positive, future orientation.
Departments in which Management Partners has direct experience reviewing operations
and creating improvement agendas based on best practices:
• Police/Sheriff
• Public Works
• Social Services
• Library
• Transportation
• Community Services
• Convention Center
• Fire and EMS
• Parks and Recreation
• Human Resources
• Law
• Purchasing
• Airports
• Public Services
• Communications Dispatch
• Finance
• Health
• Water and Wastewater
• Community Development
• Fleet Management
• Facilities Management
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1
• Courts • Probation • Jails
Golf Courses • Animal Control • Printing/Reproduction
... and many other specialized municipal services.
Succession Planning. Change is the only constant, it is said, and there is a constant
need to prepare for management turnover. The best practice is to think about individual
succession in key positions as part of a regular program of management development.
In a best practice environment, a government has an organized program to identify
managers with an interest in and aptitude for promotion to prepare, in both the near and
longer term. Every jurisdiction is in a different circumstance in their thinking about and
preparation for succession. Management Partners can help assess where the
organization is and provide ideas about how to help managers develop and prepare the
organization for the transitions that are sure to come.
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I
ATTACHMENT A PROJECT TEAM RESUMES
GERALD E. NEWFARIVIER
Jerry Newfarmer, President and CEO, founded Management Partners in 1994 to help
government leaders improve their operations to better serve their publics. He has led the
company, which has offices in Ohio and California, in hundreds of projects to help governments,
large and small, improve both governance and operations. Management Partners has
pioneered many techniques for more effective leadership of local government, from policy
development to implementation.
Jerry has extensive public service experience, having served in top city management roles in
California and Ohio. He also has been a leader in professional organizations like the
International City/County Manager's Association; was president of the San Francisco Chamber
of Commerce; and headed the State and Local Government Team in the National Performance
Review, an examination of the operations and management of the Government of the United
States.
Jerry began his career with the city of Oakland, California, where he served in a variety of
management positions over a 10 -year period, concluding as assistant city manager, the chief
operating officer role. He subsequently served as city manager of Fresno and San Jose,
California; and of Cincinnati, Ohio.
As a national leader in local government performance management, Jerry was instrumental in
establishing the International City/County Management Association's Center for Performance
Measurement. He also has been active in professional organizations, serving as a member of
the ICMA Government Affairs and Policy Committee. He serves as executive director of the
Large Cities Executive Forum; and is a past president of the City Manager's Department of the
League of California Cities and the San Francisco Bay Area Chapter of ASPA. Jerry has been
recognized as a Credentialed Manager of the ICMA.
Jerry earned a bachelor's degree in business administration from San Jose State University and
a master of public administration degree (with distinction) from the University of California at
Berkeley. He was honorably discharged from the U.S. Navy with the rank of lieutenant, after
service on destroyers.
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Kevin Knutson, ICMA-CM, is Regional Vice President for Management Partners' eastern office
in Cincinnati, Ohio. Kevin has more than 20 years of experience in local government, including
ten years in strategic planning, budget, performance measurement, and process improvement
and six years in community relations, communications, and citizen engagement.
He has served as an assistant city manager for the City of Reno, Nevada, with oversight of
human resources, intergovernmental affairs, economic development, and redevelopment; as
well as neighborhood services, community resources, and public information. He also served as
interim city manager for the City of Reno and interim executive director of the Reno
Redevelopment Agency. In September 2011 he was named "Communicator of the Year" by the
City -County Communications & Marketing Association (3CMA).
He previously served as the director of the office of management and budget, where he
oversaw strategic planning, budgeting, performance measurement, internal audit, community
resources, and public outreach. Before that, he was the director of community relations, with
responsibility for the City's communications, neighborhood services, and Reno Direct. This
included responsibility for media and public relations, advertising, Reno TV, the City's website
and intranet, the City's call center, neighborhood services, and the community liaison program.
Prior to joining Reno, Kevin served as the director of communications and marketing for the City
of Coral Springs, Florida.
For seven years, he served as the budget and strategic planning manager for Coral Springs,
overseeing the award-winning strategic plan, business plan, budget, capital improvement and
replacement programs, performance measurement system, process improvement program,
managed competition, and elements of the City's quality initiative. He was writer and editor of
the City's Baldrige and Sterling applications and has served as a Sterling Examiner. The City of
Coral Springs was awarded the Florida Governor's Sterling Award for Organizational Excellence
in 1997 and 2003, and was the first local government to win the Malcolm Baldrige National
Quality Award in 2007.
He is recognized as a national expert in local government performance management, long-term
financialplanning, and communications; and has been a speaker and author on long-range
financial planning and performance management for the Government Finance Officers
Association (GFOA), the American Productivity and Quality Center (APQC), and 3CMA.
Kevin earned master and bachelor degrees in English from Florida International University in
Miami, Florida; and has attended the Center for Creative Leadership, GFOA's Advanced
Government Finance Institute, and Harvard's Kennedy School of Government executive
program. He was honorably discharged from the U.S. Army, after service in Germany.
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AMY COHEN PAUL
Amy Cohen Paul, Corporate Vice President, has over 30 years of experience assisting local
governments with a variety of engagements, including process improvement and performance
management systems. Her expertise includes research and training in performance
measurement and benchmarking, process improvement, total quality management, strategic
and business planning, organizational development, and identifying service sharing
opportunities among jurisdictions. She is also a skilled facilitator and trainer.
Amy has managed a variety of Management Partners' process improvement, strategic planning,
organization review, and performance measurement and benchmarking projects, She has
worked with small and large jurisdictions, as well as special districts. A sampling of clients she
has helped with process improvement projects include: North Port and Largo, Florida;
Lexington -Fayette Urban County Government and Louisville, Kentucky; Des Moines, Iowa; the
City of Rockville, Howard County, and the Maryland -National Capital Park and Planning
Commission, Maryland; Oklahoma City, Oklahoma; and Stockton, California.
Her focus is on identifying meaningful, results -oriented measures and industry best practices. A
sampling of clients she has assisted with organization reviews and performance management
systems includes: Berkley, San Jose, Oakland and Marin County, California; Manchester,
Connecticut; Louisville, Florence, and Kenton County, Kentucky; Des Moines, Iowa; Rockville,
Maryland; the Unified Government of Wyandotte County/Kansas City, Kansas; Kansas City,
Missouri; Arlington Public Schools, Virginia; the District of Columbia; Rye, New York; Lexington,
Massachusetts; Troy, Michigan; and Montgomery and Westerville, Ohio.
A sampling of clients she has helped with strategic planning and goal setting include the cities of
Huntington Beach, La Palma, and Pittsburg, the Orange County Cemetery District, and the
Solano Irrigation District, California; the City of Louisville and the Louisville Department of
Health, Kentucky; the Hamilton County Job and Family Services Agency and the Hamilton
County Solid Waste District (Ohio); Montgomery, Ohio; the Town of Mansfield and the Mansfield
Downtown Partnership, Connecticut.
Amy was part of the original management team of the International City/County Management
Association's (ICMA) Comparative Performance Measurement Consortium. It originally was a
group of about 40 large cities and counties, and has grown to more than 120 jurisdictions.
Amy designed and presented performance measurement and benchmarking training sessions
for more than 75 jurisdictions, and for the ICMA University. She also helped design a training
program to develop outcome -based indicators. Amy has designed and lead community
workshops on performance measurement with the National Civic League.
Amy directed a three-year Leadership Development Program for the ICMA, funded by the W.K.
Kellogg Foundation. She developed a multi -media training program and implementation
materials for public boards, commission and committees. She also directed a two-year
FutureVisions Program for the ICMA, working with 67 communities.
She is the editor of the book, Managing for Tomorrow. Global Change and Local Futures, and
is the author of many articles in professional publications, including The Municipal Year Book.
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WAYNE V. `rHAPMAN
Wayne Chapman; Partner, has more than 35 years of experience in local government
organizations. He has led a variety of consulting projects for Management Partners since 1994
Earlier, he served as city manager of Aspen, Colorado, and Schenectady, New York; and he
was budget director and director of Neighborhood Housing and Conservation for the City of
Cincinnati, Ohio.
Wayne's consulting engagements have included comprehensive staffing reviews, organizational
analyses, process improvement projects, management information systems, performance
measurement, training, financial modeling and forecasting, and cost recovery modeling. He is
knowledgeable about numerous functions of government, including law enforcement, courts,
jails, child support enforcement, development review, emergency communications operations,
housing, schools, public works, airports and fire service.
As a Management Partners consultant, Wayne has helped police departments in Boston,
Baltimore, Cleveland, Albuquerque, Louisville, Kentucky; and Topeka, Kansas. Wayne has
worked with sheriff's departments in Polk County, Florida; King County, Washington; and
Loudoun County, Virginia. He has reviewed court operations in district and common pleas
courts. And he has worked with corrections agencies, including affiliated services such as
probation, parole and diversion programs.
Wayne has managed development review improvement projects for several fast-growing
jurisdictions, including Wichita, Kansas; Cape Coral, Florida; Louisville and Las Vegas. These
projects have successfully improved the development review process without compromising
quality.
Wayne also has carried out several comprehensive organization reviews of many local
governments, as well as specific departments within local governments. Those include Polk
County, Florida; Topeka and the Unified Government of Wyandotte/Kansas City, Kansas;
Kenton County and Louisville, Kentucky; Las Vegas, Nevada; and Allegan County, Michigan.
Wayne earned a bachelor's degree in political science from the University of Cincinnati.
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i JACQUELYN Y. MCCRAY, PH.D.
Jacquelyn McCray, Senior Manager, has more than 25 years of experience in local government
management. Nine of those years were with the City of Cincinnati, where she was a budget
analyst, project manager and land -use planner. Since joining Management Partners she has
been a key staff member on myriad projects analyzing development review processes,
implementing performance measurement systems and conducting organization reviews. She is
particularly adept at process improvement, benchmarking, performance management and
measures, and focus group facilitation.
Jacquelyn is a member of the American Institute of Certified Planners (AICP), the American
Planning Association, and a certified economic development professional. She served as a
member and vice chairperson of the Cincinnati City Planning Commission for nine years. During
her tenure with the City of Cincinnati, Jacquelyn was a member of the City Manager's
Performance Team and helped develop performance measurement training materials for all city
departments. She has also served as a city planner and a budget and evaluation.
With Management Partners, Jacquelyn has led development review process analyses and
improvement projects for the Louisville, Kentucky consolidated government; the cities of Cape
Coral, Largo and North Port Florida; Wichita, Lenexa and Olathe, Kansas; Nevada County,
California; the Maryland -National Capital Park and Planning Commission; the Unified
Government of Wyandotte County and Kansas City, Kansas; Lexington, and Louisville,
Kentucky; Howard County, Maryland; Novi, Michigan; Oklahoma City, Oklahoma, Aurora,
Colorado; Minneapolis and Saint Paul, Minnesota.
Jacquelyn has worked on various service sharing and consolidation projects to analyze and
assess opportunities. Some of the agencies have included the cities of Blue Ash, Montgomery
and Sycamore Community Schools in Ohio; the cities of Chesapeake, Norfolk and Virginia
Beach, Virginia, and Allen County and Fort Wayne, Indiana. In the area of performance
measurement and management review projects, she has assisted the District of Columbia;
Arlington County Public Schools and Loudoun County, Virginia; the Louisville, Kentucky
consolidated government; the Unified Government of Wyandotte County, Kansas; King County,
Washington, Westerville, Ohio and Manchester, Connecticut. She also conducts performance
measurement training for local government employees.
Jacquelyn has completed human resources benchmarking analyses for Sedgwick County,
Kansas; and Loudoun County, Virginia; and she assisted with benchmarking and compensation
analyses -for the cities of Oakland and Santa Clara, California. She has also assisted Boone
County, Kentucky by designing and conducting performance evaluation training for directors,
managers, and supervisors.
Jacquelyn has completed organization development and improvement reviews, position
analyses and service consolidation assessments for agencies across the country. Among them
are Berks County, Pennsylvania; Kansas City, Kansas; the Nashville (Tennessee) Airport
Authority; Kenton County and the consolidated governments of Louisville and Lexington
Kentucky; the City of Fort Wayne and Allen County, Indiana; Lancaster and Muhlenberg,
Pennsylvania, Chesapeake, Hampton, and Norfolk, Virginia; and Blue Ash, Montgomery and
Sycamore Community Schools in Ohio. Jacquelyn has also assisted the following jurisdictions
and agencies in the development of strategic plans: Montgomery, Ohio; Manchester,
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Connecticut; the Hamilton County, Ohio Department of Job and Family Services, the Mansfield
Downtown Partnership, Connecticut, and Morgantown, West Virginia.
Jacquelyn recently completed her doctoral studies at Antioch University's Ph.D. in Leadership
and Change Program. She also holds a bachelor's degree in urban planning and a master's
degree in public administration from the University of Cincinnati.
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JAN GOL®STEIN
Jan Goldstein, Senior Manager, has worked with and in the public sector, including executive
management roles, for more than 18 years.
Jan is skilled in strategic and long-range planning; process analysis and improvement; training,
and writing operations and personnel manuals. She has specific expertise in fleet, facilities,
contract management, and parking operations and management, including revenue control.
While managing a non-profit organization that was federally funded, Jan was accountable for
overseeing every aspect of operations including strategic planning, finance, community
relations, federal, state and local compliance, fundraising, asset management, human
resources, and marketing. She developed documentation and implemented streamlined
processes to create staff efficiencies, allowing more time for other employee responsibilities.
As a consultant, Jan worked with municipalities, hospitals, universities and airports to
incorporate innovative techniques that resulted in enhanced business practices and increased
productivity. Jan's consulting engagements have included shared services reviews,
organizational and facilities assessment analyses, executive recruitment, and process
improvement projects. She has experience and expertise identifying best practices. She worked
with clients to offer creative solutions within the constraints of the agencies' operations.
While a department director with the Indianapolis Airport Authority, Jan successfully planned for
long-range department development, including providing training and progressive programs for
personnel. She worked with her staff to develop policies and procedures, creating a department
with a national reputation for employee training, retention, promotion, and honesty.
Jan received a Bachelor of Science degree and Master of Science degree to education from
Indiana University. She has been a presenter at international conferences and has published
articles in several publications.
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ALAN R®SEN
Alan Rosen, Senior Management Advisor, leads our Florida office located in Altamonte Springs.
He joined Management Partners in 2013 and has been involved in over 25 wide-ranging
projects including large group facilitations, benchmarking, organizational and financial
assessments, performance measurement and process mapping. These projects have covered a
variety of topics including human resources, budgeting, transportation, public safety, street
maintenance and public affairs.
Before joining Management Partners Alan accumulated more than 12 years of diverse
experience in, county government as well as state and other local government entities. He has
served governments in Florida, Georgia, New York, and Nevada including service as a budget
manager, financial systems manager, senior budget and management analyst and internal
consultant. As an internal consultant he has completed many diverse projects leading to more
efficient processes for a number of organizations.
Alan began his career in Broward County's Office of Management and Budget where he helped
to implement outcome -based budgeting, which was used to connect outcomes to the budget
process. This process helped reduce costs while minimizing impacts to operations. While In
Broward County, Alan developed, coordinated and monitored operating and capital budgets for
departments including Finance and Administrative Services, Aviation and Environmental
Protection and Growth Management totaling over $450 in annual expenditures. In addition to
substantial budgetary experience, Alan also has significant experience in performance
measurement, process improvement, organizational analysis, group facilitation, and Community
Redevelopment Areas
Some example of Alan's process improvement and organizational analyses include: improving
the intake and review process for housing aid, analyzing a complex purchasing process and
reducing task time, documenting process steps relating to a self-funded health plan and
suggesting efficiencies, and analyzing the return on investment of tax increment financing
districts. The results of his tax increment financing study were published in the May 2011 issue
of Public Management Magazine (ICMA).
Alan earned a bachelor's degree in psychology from the University at Albany, New York, and a
master's degree in public administration, with an emphasis in local government management,
from the Rockefeller College of Public Affairs and Policy. He is a graduate of ICMA's Emerging
Leaders Development Program.
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ROBERT C. LELAND
Bob Leland, Special Advisor, Joined Management Partners in 2012 after 37 years of experience
in state and local government finance. He was director of finance for 26 years for the City of
Fairfield, California, a city long known for its entrepreneurial management and longterm
financial planning. He previously served as assistant finance director for the City of
Sacramento, where he managed the city budget, and as a staff consultant to the Assembly
Revenue and Taxation Committee, where he drafted and analyzed legislation and worked on
the team implementing Proposition 13. Since 2010 he has consulted in his area of special
expertise, municipal budgeting and long-range forecasting.
Bob has been a leader in his profession, having been elected by his peers as president of both
the California Society of Municipal Finance Officers and the League of California Cities' Fiscal
Officers Department. He also served on the League's board of directors and worked on several
League task forces including Prop 1 A.
He has served on several statewide bodies, including the California Debt and Investment
Advisory Commission, the California Asset Management Program (as a founding member and
president), and the California Statewide Communities Development Authority. He also served
as a member and chair of the City of Davis' Finance and Economics Commission.
Bob was the recipient of the 2010 Award of Excellence in Public Finance from the California
Public Securities Association, which recognizes exceptional work, creativity, service and
leadership by a municipal finance professional.
Bob earned a bachelor's degree in political science from the University of California at Santa
Barbara and a master's degree in public policy from the University of Michigan at Ann Arbor.
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DAVID HARDEN
David Harden, Special Advisor, has had a distinguished 48 -year career in public service,
including 23 years as the city manager of Delray Beach, Florida, and 12 years as the city
manager of Winter Park, Florida. Prior to his leadership posts, David was a city planner for
Winter Park and Orange County, Florida. He also served local governments in Florida as a
consultant specializing in stormwater utilities, environmental audits, and nominations to the
National Register of Historic Places.
During his tenure in Delray Beach, the City was named an All -America City in 1993 and 2001,
was recognized as "The Best Run Town in Florida" in 1994, and was given the 2006
Muehlenbeck Award for Excellence in Local Government from the Alliance for Innovation. In
2011, the City received the Florida Municipal Achievement Award — Florida Citizenship Award
from the Florida League of Cities for the City's civics educational programs. Delray Beach also
achieved certification as a Blue Wave City for its beaches. Palm Beach County's League of
Cities named Delray Beach the Member City of the Year for 2012 for excellence in municipal
service. That same year, the Delray Beach Preservation Trust recognized David by establishing
the David T. Harden Preservation Award for his "extensive work in historic preservation."
David has been active in local community organizations, including serving as a board member
and Transportation Committee, chair of the Palm Beach County League of Cities; the Urban
Administration Committee of the Florida League of Cities; the board of the Delray Beach
Chamber of Commerce; the Delray Beach Rotary; and as vice president for Administration of
the Gulf Stream Council of the Boy Scouts of America. During Vietnam, Captain Harden
(retired) was supply officer for the USS Clarion River in the US Navy.
He holds a master's degree in city planning from Georgia Institute of Technology, and earned a
BA in chemistry from Emory University.
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SUSAN BOYER
Susan Boyer, Special Advisor, has spent over 25 years in local government public service
distinguished by providing progressive vision and decisive leadership. She focused her public
service career in Florida serving as assistant city manager in Port Orange and city manager in
Avon Park, Lady Lake and Crystal River. Prior to her leadership positions, Susan was a city
planner for the City of Kissimmee. She also served in several interim positions for Lake County;
each time brought in to repair organizational and financial issues and develop team work.
Ms. Boyer developed the foundation for the transformation and creation of a new organizational
culture and vision in each city she managed. She is familiar with the need to manage an
effective and efficient workforce and the importance of identifying stakeholders, their roles and
responsibilities. She has led the development of master plans for water, wastewater, storm
water and recreation departments. Ms. Boyer is also experienced in grant writing, and
performing cost/benefit analyses.
In Crystal River, she initiated the process to rewrite the Land Development Code, thus updating
and taking the first steps to be better prepared to address development while maintaining the
City's identity. She has a proven track record in organizational transformation, planning,
customer excellence, financial management and consensus building. Her private sector work
has included multi-million dollar project management, personnel policy review, and an
incorporation study.
She is currently serving as the executive director of the Florida Benchmarking Consortium and
remains active in the Florida City/County Management Association and the International
City/County Management Association. She also serves on the board of directors for the
University of Central Florida Public Administration Advisory Board.
Susan attended the University of Florida where she earned a bachelor's degree in political
science and a Certificate of Environmental Studies as well as a master's degree in political
science/public administration. She completed the Senior Executive Institute at the Weldon
Cooper Center for Public Service, University of Virginia and is an ICMA Credentialed Manager.
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JOSEPHPOLISAR
Joseph Polisar, Special Advisor, is a results -driven leader with over 30 years of experience
spanning the full range of law enforcement and security operations, instruction and consulting.
Joe has served as chief of police for the Albuquerque, New Mexico Police Department and the
Garden Grove, California Police Department. Experience in two states and in two different sized
law enforcement agencies, coupled with his service as president of the International Association
of Chiefs of Police (IACP), gives Joe unusual breadth of experience in public safety.
Joe began his career in January 1977 when he entered the Albuquerque Police Department
Academy. He worked his way up through the ranks serving as a patrol officer, detective,
sergeant, lieutenant, captain and chief of police, retiring in 1997. He went on to serve as chief of
police for the Garden Grove, California Police Department from 1998 to 2011.
Joe has instructed classes in various law enforcement topics at the national and international
level. The US Department of Justice (USDOJ) sent him to teach a two-week management and
leadership class to senior Pakistani Police leaders in Islamabad, Pakistan, in 2003. He has
served as an expert consultant for the USDOJ Civil Rights Division and has held top secret
clearances from both the FBI and Department of Homeland Security.
He also has been active in professional organizations. Joe served two consecutive terms as
president of the New Mexico Chiefs of Police Association and as president of the International
Association of Chiefs of Police, the world's oldest and largest police executive association. He
also has served as a commissioner for the Commission on Accreditation for Law Enforcement
Agencies (GALEA) for six years.
Joe earned his bachelor's degree in management from the University of Phoenix. He is a
graduate of the 1751h Session of the FBI National Academy and the 18th Session of the FBI
National Executive Institute. Joe also attended the Senior Executives in State and Local
Government program at the John F. Kennedy School of Government at Harvard University.
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NEIL PETTUS
Ned Pettus Jr., Special Advisor, served as fire chief of the Columbus Division of Fire, which had
over 1,500 members. He was appointed as the first African-American fire chief on March 26,
2002 and was reappointed for a second term in March of 2007.
In June of 2009, Pettus received the 2009 Metropolitan Fire Chief of the Year Award. He had
served as treasurer, secretary, vice president and in May of 2011 was elected president of the
Metropolitan Fire Chiefs Association, a section of the International Association of Fire Chiefs
(IAFC) and National Fire Protection Association (NEPA). He was appointed to the National Fire
Protection Association (NFPA) Board of Directors in June of 2010.
During his career, Ned achieved a personal and professional milestone in his career and was
designated as a "Chief Fire Officer" (CFO) by the Commission on Professional Credentialing.
He also received his designation as a Member of the Institution of Fire Engineers (MIFireE)
which promotes, encourages and improves the science and practice of fire extinction, fire
prevention and fire engineering and all operations and expedients connected therewith, and to
give impulse to ideas likely to be useful with or in relation to such science and practice to the
members of the institution and to the community at large.
Pettus graduated Summa cum Laude from Capital University with a bachelor's degree in
political science and public administration and a master of arts in human development from
Fielding Graduate University. He holds two master's degrees: a master of science in
administration degree from Central Michigan University. Ned also attended Harvard University's
Kennedy School of Government, Executive Education program and was awarded a certificate of
completion for the Senior Executives in State and Local Government program in June 2007. He
began studies toward his Ph.D. in human and organization development in the fall of 2009.
Management Partners 39
City of Miami
Miscellaneous Management Advisory Consulting Services
SAMUEL J. LIEBERMAN
Sam Lieberman, Senior Management Advisor, joined Management Partners in April 2010. Since
then he has conducted complex financial and operational analyses to support a variety of
assignments including organization and process improvement studies, and service sharing,
financial planning, and budgeting projects. He has helped facilitate strategic planning and
process improvement workshops, conducted research and analysis on staffing studies, assisted
in the developing performance measurement systems, and directed benchmarking research.
During his tenure at Management Partners, Sam has assisted with the development of
performance measures in Fairfield and Westerville, Ohio and manages the annual Ohio Fire
Benchmarking Projects He has participated in numerous fire and police organizational
assessments, most recently for Florence, Kentucky and Chatham County, Georgia. He has
facilitated strategic planning efforts in Montgomery, Ohio, and Morgantown, West Virginia and
has developed and analyzed strategic planning community surveys, most recently for the cities
of Margate, Florida and Santa Ana, California. He has analyzed budgets and staffing for several
jurisdictions and assisted with a fleet management study.
Sam has most recently helped Saint Paul, Minnesota and Aurora, Colorado improve their
development review processes. Other clients he has served include the cities of Berkeley,
Carson and San Bernardino, Orange County, Santa Clara Valley Water District and Zone 7
Water Agency in California; Hartford, Mansfield, and New Haven, Connecticut; Kenton County
and Florence, Kentucky; Kansas City, Missouri; DeKalb County, GA; Pinellas County and Largo,
Florida; Phoenix, Arizona; and Hamilton County, Fairfield, Mason, Montgomery and Westerville,
Ohio.
Sam gained valuable experience in the day-to-day functioning of local government during an
internship with the City of Cincinnati while completing his undergraduate work. He researched
the feasibility of implementing a streetcar system in Cincinnati and prepared staff reports on the
subject. He also assisted with the process of rolling out and implementing CincyCare, a
public/private health care partnership. As he was concluding his political science degree, Sam
authored a scholarly article that assessed the accuracy of pre-primary polling in the 2008
Democratic Presidential Primary. That paper was presented during a conference of the Midwest
Association for Public Opinion Research in September 2008. Sam graduated from the
University of Cincinnati in 2008 with honors degrees in sociology and political science
Prior to joining Management Partners, Sam worked in local politics. He managed a Cincinnati
City Council campaign and then served as deputy finance director for a Congressional
campaign.
40 Management Partners
City of Miami
Miscellaneous Management Advisory Consulting Services
ATTACHMENT B — REQUIRED FORMS
Management Partners 41
Certification Statement
Please quote on this form, if applicable, net prices for the item(s) listed. Return signed original and
retain a copy for your files. Prices should include all costs, including transportation to destination. The
City reserves the right to accept or reject all or any part of this submission. Prices should be firm for a
minimum of 180 days following the time set for closing of the submissions.
In the event of errors in extension of totals, the unit prices shall govern in determining the quoted
prices.
We (I) certify that we have read your solicitation, completed the necessary documents, and propose to
furnish and deliver, F.O.B. DESTINATION, the items or services specified herein.
The undersigned hereby certifies that neither the contractual party nor any of its principal owners or
personnel have been convicted of any of the violations, or debarred or suspended as set in section
18-107 or Ordinance No. 12271.
All exceptions to this submission have been documented in the section below (refer to paragraph and
section).
EXCEPTIONS:
We (I) certify that any and all information contained in this submission is true; and we (1) further certify
that this submission is made without prior understanding, agreement, or connection with any
corporation, firm, or person submitting a submission for the same materials, supplies, equipment, or
service, and is in all respects fair and without collusion or fraud. We (I) agree to abide by all terms and
conditions of this solicitation and certify that I am authorized to sign this submission for the submitter.
Please print the following and sign your name:
SUPPLIER NAME: Management Partners
ADDRESS: 1730 Madison Road, Cincinnati, OH 45206
PHONE: 513-861-5400 FAX: 513-861-3480
EMAIL: Jnewfarmer@managementpartners.com BEEPER:
SIGNED BY: -
TITLE: , President and CEO
DATE: ?- S- I S -
FAILURE TO COMPLETE SIGN AND RETURN THIS FORM SHALL DISQUALIFY THIS BID.
Page 2 of 40
Certifications
Legal Name of Firm:
Management Partners, Inc.
Entity Type: Partnership, Sole Proprietorship, Corporation, etc.
Corporation
Year Established:
1994
Office Location: City of Miami, Miami -Dade County, or Other
Cincinnati, Ohio
Occupational License Number:
N/A
Occupational License Issuing Agency:
N/A
Occupational License Expiration Date:
N/A
If Proposer has a local office, as defined under Chapterl8/Article 111, Section 18-73 of the City Code,
has Proposer filled out, notarized, and included with its proposal, the "City of Miami Local Office
Certification" form? YES or NO? The City of Miami Local Office Certification form is located in the
Oracle Sourcing System ("iSupplier"), under the Header/Notes and Attachment Section of this
solicitation.
t Please list and acknowledge all addendum/addenda received. List the addendum/addenda number and
date of receipt (i.e. Addendum No. 1, 5/1/15), If no addendum/addenda was/were issued, please insert
' N/A/
f Addendum No. 1, 7/22/15 Addendum No. 2, 7/27/15 Addendum No. 3, 7/31/15 Addendum No. 4, 8/3/15
} Addendum No. 5, 8/5/15
Has Proposer reviewed the attached Sample Professional Services Agreement (PSA)?
Does the Proposer acknowledge that the attached PSA is an example of the standard Agreement used in
conjunction with the services related to this solicitation and shall not be amended?
Yes
Page 3 of 40
CitZ of Miami, Florida RFQ No.501331
Attachment A
Price Proposal Schedule
The Proposer's price shall be submitted on this "Price Proposal Schedule", and in the manner stated herein.
Proposer is requested to fill in the applicable blanks on this form and to make no other marks.
PROPOSED RATES
Proposer should list in the tables below not -to -exceed hourly rates for the various staff levels proposed to
complete the services as stated in this Solicitation. Hourly rates shall apply to the applicable service
category(ies) and shall only be completed for a proposal for those specific categories proposing on. The rates
shall remain firm and fixed for the initial term of the Contract. The City reserves the right to negotiate the rates
for renewal and/or extension periods.
The positions identified in the following table by the Proposer should be the same as the personnel
identified in the Proposer's Information under Key Personnel and Subcontractors Performing Services.
The City expects that these personnel will be performing the services as needed under any Work Order.
MAXIMUM PROPOSED HOURLY RATES
Title of Personnel
General
Operations
Finance
Management
Category
Category
Category
Regional Vice President
$ 250
$ 250
$ 250
Corporate Vice President
$ 220
$ 220
$ 220
Partner
$ 200
$ 200
$ 200
Special Advisor
$ 190
$ 190
$ 190
Senior Manager
$ 175
$ 175
$ 175
Senior Management Advisor
$ 140
$ 140
$ 140
Notes:
1. All out-of-pocket expenses, including materials, employee travel, per diem, and miscellaneous costs and
fees, should be included in the Proposer's price, as they shall not be reimbursed separately by the City.
2. Notwithstanding the rates above, compensation to the selected Proposer shall be based on the projects
assigned during the Work Order process. The selected Proposer shall not exceed the maximum hourly
rates when calculating the not -to -exceed cost statement required for each work order.
3. Proposer may attach another sheet if necessary.