HomeMy WebLinkAboutAgreement - RaftelisCITY OF SAN LUIS OBISPO
ON-CALL PROFESSIONAL SERVICES AGREEMENT
This agreement (Agreement) is made and entered into in the City of San Luis Obispo on
____________ by and between the City of San Luis Obispo, a municipal corporation and charter
city (City), and Raftelis Financial Consultants, Inc., hereinafter referred to as Consultant
(collectively referred to as the “Parties”).
WITNESSETH:
WHEREAS, on March 1, 2024, City requested proposals for Qualifications for Organizational
Development Services. ; and
WHEREAS, the City wants to engage a consultant for organizational development services.
(the “Services”); and
WHEREAS, Consultant is qualified to perform this type of Services and has submitted a
written proposal to do so, which has been accepted by City; and
NOW, THEREFORE, in consideration of their mutual promises, obligations, and covenants
hereinafter contained, the Parties hereto agree as follows:
1.TERM. The term of this Agreement shall be from the date this Agreement is made and entered,
as first written above, for 5 years, or upon acceptance and completion of said Services,
whichever occurs sooner.
2.INCORPORATION BY REFERENCE. City Request for Qualifications for Organizational
Development Services and Consultant's proposal are hereby incorporated in and made a part
of this Agreement, attached as Exhibit A. The City’s insurance requirements are hereby
incorporated in and made part of this Agreement, attached as Exhibit B. To the extent that
there are any conflicts between the Consultant’s fees and scope of work and the City’s terms
and conditions as stated herein, the City’s terms and conditions shall prevail unless specifically
agreed otherwise in writing signed by both Parties.
3.CITY’S OBLIGATIONS. For providing services as specified in this Agreement, City will pay and
Consultant shall receive therefor compensation as set forth in Exhibit A..
4.CONSULTANT’S OBLIGATIONS. For and in consideration of the payments and agreements herein
before mentioned to be made and performed by City, Consultant agrees with City to do everything
required by this Agreement including that work as set forth in Exhibit A.
5.PAYMENT OF TAXES. The contract prices shall include full compensation for all taxes that
Consultant is required to pay.
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6. LICENSES AND PERMITS. At all times during the term of this Agreement, Consultant shall
have in full force and effect, all licenses required of it by law for the performance of the
Services described in this Agreement. The Consultant shall procure all permits and
licenses, pay all charges and fees, and give all notices necessary under this Agreement.
7. COMPLIANCE WITH LAW. The Consultant shall keep itself informed of and shall observe and
comply with all applicable State and Federal laws and regulations, and county and City of San Luis
Obispo ordinances, regulations and adopted codes, which in any manner affect those employe d
by Consultant or in any way affect the performance of the Services pursuant to this Agreement.
The City, and its officers and employees, shall not be liable at law or in equity occasioned by failure
of the Consultant to comply with this Section. Failure to comply with local ordinances may result
in monetary fines and cancellation of this Agreement.
8. COMPLIANCE WITH INDUSTRY STANDARD. Consultant shall provide services acceptable to
City in strict conformance with the Agreement. Consultant shall also provide in accordance
with the standards customarily called for under this Agreement using the degree of care and
skill ordinarily exercised by reputable providers of such services. Where approval by the City,
the City Manager, the Mayor, or other representative of City is required, it is understood to be
general approval only and does not relieve Consultant of responsibility for complying with all
applicable laws, codes, policies, regulations, and good business practices.
9. INDEPENDENT CONTRACTOR.
a. Consultant is and shall at all times remain as to the City a wholly independent
contractor. The personnel performing the Services under this Agreement on
behalf of Consultant shall at all times be under Consultant's exclusive direction
and control. Neither City nor any of its officers, employees, or agents shall have
control over the conduct of Consultant or any of Consultant's officers, employees,
or agents, except as set forth in this Agreement. Consultant shall not at any time
or in any manner represent that it or any of its officers, employees, or agents are
in any manner officers, employees, or agents of the City. Consultant shall not incur
or have the power to incur any debt, obligation, or liability whatsoever against
City, or bind City in any manner.
b. No employee benefits shall be available to Consultant in connection with the
performance of this Agreement. Except for the fees paid to Consultant as provided
in the Agreement, City shall not pay salaries, wages, or other compensation to
Consultant for performing the Services hereunder for City. City shall not be liable
for compensation or indemnification to Consultant for injury or sickness arising
out of performing services hereunder.
10. PRESERVATION OF CITY PROPERTY. The Consultant shall provide and install suitable
safeguards, approved by the City, to protect City property from injury or damage. If City
property is injured or damaged resulting from Consultant’s operations, it shall be replaced
or restored at Consultant’s expense. The City’s facilities shall be replaced or restored to a
condition as good as when the Consultant began the work.
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11. IMMIGRATION ACT OF 1986. The Consultant warrants on behalf of itself and all
subconsultants engaged for the performance of the Services that only persons authorized
to work in the United States pursuant to the Immigration Reform and Control Act of 1986
and other applicable laws shall be employed in the performance of the Services
hereunder.
12. NON-DISCRIMINATION. In the performance of the Services, the Consultant agrees that
it will not engage in, nor permit such subconsultants as it may employ, to engage in
discrimination in employment of persons because of age, race, color, sex, national origin
or ancestry, sexual orientation, or religion of such persons.
13. PAYMENT TERMS. The City’s payment terms are 30 days from the receipt of an original
invoice and acceptance by the City of the materials, supplies, equipment, or services
provided by the Consultant (Net 30). Consultant will submit invoices monthly for actual
services performed. Invoices shall be submitted on or about the first business day of each
month, or as soon thereafter as practical, for services provided in the previous month.
Final June invoices shall be received no later than the 5th business day of July to meet
City fiscal year-end deadlines. Payment shall be made within thirty (30) days of receipt of
each invoice as to all non-disputed fees. If the City disputes any of Consultant's fees it
shall give written notice to Consultant within thirty (30) days of receipt of an invoice of
any disputed fees set forth on the invoice. Any final payment under this Agreement shall
be made within forty-five (45) days of receipt of an invoice, therefore.
14. INSPECTION. City shall at all times have the right to inspect the work being done under this
Agreement and Consultant shall furnish City with every reasonable opportunity and assistance
required for City to ascertain that the Services of the Consultant are being performed in
accordance with the requirements and intentions of this Agreement. All work done, and all
materials furnished, if any, shall be subject to the City’s inspection and approval. The inspection
of such work shall not relieve Consultant of any of its obligations under the Agreement.
15. RELEASE OF INFORMATION.
a. All information gained by Consultant in performance of this Agreement shall be
considered confidential and shall not be released by Consultant without City's prior
written authorization. Consultant, its officers, employees, agents, or subconsultants, shall
not, without written authorization from the City Manager or unless requested by the City
Attorney, voluntarily provide declarations, letters of support, testimony at depositions,
response to interrogatories, or other information concerning the work performed under
this Agreement. Response to a subpoena or court order shall not be considered
"voluntary" provided Consultant gives City notice of such court order or subpoena.
b. Consultant shall promptly notify City should Consultant, its officers, employees, agents,
or subconsultants be served with any summons, complaint, subpoena, notice of
deposition, request for documents, interrogatories, request for admissions, or other
discovery request (“Discovery”), court order, or subpoena from any person or party
regarding this Agreement, unless the City is a party to any lawsuit, arbitration, or
administrative proceeding connected to such Discovery, or unless Consultant is
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prohibited by law from informing the City of such Discovery. City retains the right, but has
no obligation, to represent Consultant and/or be present at any deposition, hearing, or
similar proceeding as allowed by law. Unless City is a party to the lawsuit, arbitration, or
administrative proceeding and is averse to Consultant in such proceeding, Consultant
agrees to cooperate fully with City and to provide the opportunity to review any response
to Discovery requests provided by Consultant. However, City's right to review any such
response does not imply or mean the right by City to control, direct, or rewrite said
response.
16. OWNERSHIP OF DOCUMENTS.
a. Consultant shall maintain complete and accurate records with respect to sales, costs,
expenses, receipts, and other such information required by City that relate to the
performance of the Services under this Agreement. Consultant shall maintain adequate
records of services provided in sufficient detail to permit an evaluation of services. All
such records shall be maintained in accordance with generally accepted accounting
principles and shall be clearly identified and readily accessible. Consultant shall provide
free access to the representatives of City or its designees at reasonable times to such
books and records; shall give City the right to examine and audit said books and records;
shall permit City to make transcripts or copies therefrom as necessary; and shall allow
inspection of all work, data, documents, proceedings, and activities related to this
Agreement. Such records, together with supporting documents, shall be maintained for a
period of three (3) years after receipt of final payment.
b. Upon completion of, or in the event of termination or suspension of this Agreement, all
original documents, designs, drawings, maps, models, computer files, surveys, notes, and
other documents prepared in the course of providing the Services under this Agreement
shall become the sole property of the City and may be used, reused, or otherwise
disposed of by the City without the permission of the Consultant. With respect to
computer files, Consultant shall make available to the City, at the Consultant's office and
upon reasonable written request by the City, the necessary computer software and
hardware for purposes of accessing, compiling, transferring, copying and/or printing
computer files. Consultant hereby grants to City all right, title, and interest, including any
copyright, in and to the documents, designs, drawings, maps, models, computer files,
surveys, notes, and other documents prepared by Consultant in the course of providing
the Services under this Agreement.
17. INDEMNIFICATION AND DEFENSE. To the fullest extent permitted by law (including, but
not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify,
defend, and hold harmless the City, and its elected officials, officers, employees,
volunteers, and agents (“City Indemnitees”), from and against any and all causes of action,
claims, liabilities, obligations, judgments, or damages, including reasonable legal
counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s
performance or Consultant’s failure to perform its obligations under this Agreement or
out of the operations conducted by Consultant, including the City’s passive negligence,
except for such loss or damage arising from the sole or active negligence or willful
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misconduct of the City. In the event the City Indemnitees are made a party to any action,
lawsuit, or other adversarial proceeding arising from Consultant’s performance of this
Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s
option, reimburse the City Indemnitees their costs of defense, including reasonable legal
fees, incurred in defense of such claims.
18. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE.
a. The City may at any time, for any reason, with or without cause, suspend or terminate
this Agreement, or any portion hereof, by serving upon the Consultant at least thirty
(30) days prior written notice. Upon receipt of said notice, the Consultant shall
immediately cease all work under this Agreement, unless the notice provides
otherwise. If the City suspends or terminates a portion of this Agreement such
suspension or termination shall not make void or invalidate the remainder of this
Agreement.
b. In the event this Agreement is terminated pursuant to this Section, the City shall pay
to Consultant the actual value of the work performed up to the time of termination,
provided that the work performed is of value to the City. Upon termination of the
Agreement pursuant to this Section, the Consultant will submit an invoice to the City
pursuant to Section 14.
19. TERMINATION FOR CAUSE. If, during the term of the Agreement, the City determines the
Consultant is not faithfully abiding by any term or condition contained herein, the City
may notify the Consultant in writing of such defect or failure to perform. This notice must
give the Consultant a ten (10) calendar day notice of time thereafter in which to perform
said work or cure the deficiency.
a. If the Consultant has not performed the work or cured the deficiency within the
ten (10) days specified in the notice, such shall constitute a breach of the
Agreement and the City may terminate the Agreement immediately by written
notice to the Consultant to said effect (“Notice of Termination”). Thereafter,
neither party shall have any further duties, obligations, responsibilities, or rights
under the Agreement except to comply with the obligations upon termination.
b. In said event, the Consultant shall be entitled to the reasonable value of its
services performed from the beginning date in which the breach occurs up to the
day it received the City’s Notice of Termination, minus any offset from such
payment representing the City’s damages from such breach. “Reasonable value”
includes fees or charges for goods or services as of the last milestone or task
satisfactorily delivered or completed by the Consultant as may be set forth in the
Agreement payment schedule; compensation for any other work or services
performed or provided by the Consultant shall be based solely on the City’s
assessment of the value of the work-in-progress in completing the overall scope.
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c. The City reserves the right to delay such payment until completion or confirmed
abandonment of the project, as may be determined in the City’s sole discretion,
so as to permit a full and complete accounting of costs. In no event, however, shall
the Consultant be entitled to receive in excess of the not to exceed amount shown
in this Agreement.
20. INSURANCE. Consultant shall maintain prior to the beginning of and for the duration of this
Agreement insurance coverage as specified in Exhibit B attached to and made part of this
Agreement.
21. BUSINESS LICENSE & TAX. The Consultant must have a valid City of San Luis Obispo
business license & tax certificate before execution of the contract. Additional
information regarding the City’s business tax program may be obtained by calling
(805) 781-7134.
22. SAFETY PROVISIONS. The Consultant shall conform to the rules and regulations
pertaining to safety established by OSHA and the California Division of Industrial
Safety.
23. PUBLIC AND EMPLOYEE SAFETY. Whenever the Consultant operations create a
condition hazardous to the public or City employees, it shall, at its expense and
without cost to the City, furnish, erect and maintain such fences, temporary railings,
barricades, lights, signs and other devices and take such other protective measures as
are necessary to prevent accidents or damage or injury to the public and employees.
24. UNDUE INFLUENCE. Consultant declares and warrants that no undue influence or pressure
was used against or in concert with any officer or employee of the City in connection with the
award, terms or implementation of this Agreement, including any method of coercion,
confidential financial arrangement, or financial inducement. No officer or employee of the City
has or will receive compensation, directly or indirectly, from Consultant, or from any officer,
employee or agent of Consultant, in connection with the award of this Agreement or any work
to be conducted as a result of this Agreement. Violation of this Section shall be a material
breach of this Agreement entitling the City to any and all remedies at law or in equity.
25. ASSIGNMENT. The Consultant shall not assign, transfer, convey or otherwise dispose of
the contract, or its right, title or interest, or its power to execute such a contract to any
individual or business entity of any kind without the previous written consent of the City.
Because of the personal nature of the services to be rendered pursuant to this
Agreement, only employees of Consultant, shall perform the services described in this
Agreement. Consultant may use assistants, under their direct supervision, to perform
some of the services under this Agreement.
a. As required above, before retaining or contracting with any subconsultant for any
services under this Agreement, City must consent to such assignment of performance
in writing. For City to evaluate such proposed assignment, Consultant shall provide City
with the identity of the proposed subconsultant, a copy of the proposed written
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contract between Consultant and such subconsultant, which shall include an
indemnity provision similar to the one provided herein and identifying City as an
indemnified party, or an incorporation of the indemnity provision provided herein, and
proof that such proposed subconsultant carries insurance at least equal to that
required by this Agreement or obtain a written waiver from City for such insurance.
26. AMENDMENT. Any amendment, modification, or variation from the terms of this Agreement
shall be in writing and shall be effective only upon approval by the appropriate review
authority according to the City’s Financial Management Manual. Consultant shall not be
compensated for any services rendered in connection with its performance of this Agreement
which are in addition to those set forth herein, unless such additional services are authorized
by the City in advance and in writing.
27. COMPLETE AGREEMENT. This written Agreement, including all writings specifically
incorporated herein by reference, shall constitute the complete Agreement between the
Parties hereto. No oral agreement, understanding, or representation not reduced to writing
and specifically incorporated herein shall be of any force or effect, nor shall any such oral
Agreement, understanding, or representation be binding upon the Parties hereto. Each party
is entering into this Agreement based solely upon the representations set forth herein and
upon each party's own independent investigation of any and all facts such party deems
material.
28. NOTICE. All notices to the Parties hereto under this Agreement shall be in writing and shall be
sent either by (i) personal service, (ii) delivery by a reputable document delivery service, such
as, but not limited to, Federal Express, which provides a receipt showing date and time of
delivery, or (iii) United States Mail, certified, postage prepaid, return receipt requested. All
such notices shall be delivered to the addressee or addressed as set forth below:
To City: Human Resources
City of San Luis Obispo
949 Mill St.
San Luis Obispo, CA 93401
Attention: Diana Federico
To Consultant: Raftelis Financial Consultants, Inc.
445 S. Figueroa Street, Suite 1925
Los Angeles, CA 90071
Jan Perkins (jperkins@raftelis.com)
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29. GOVERNING LAW. Any action arising out of this Agreement shall be brought in the
Superior Court of San Luis Obispo County, California, regardless of where else venue may
lie. The validity, interpretation, construction and performance of this Agreement, and all
acts and transactions pursuant hereto and the rights and obligations of the Parties hereto
shall be governed, construed and interpreted in accordance with the laws of the State of
California, without giving effect to principles of conflicts of law.
30. AUTHORITY TO EXECUTE AGREEMENT. Both City and Consultant do covenant that each
individual executing this Agreement on behalf of each party is a person duly authorized
and empowered to execute Agreements for such party.
IN WITNESS WHEREOF, the Parties hereto have caused this instrument to be executed the day and
year first above written.
CITY CONSULTANT
_______________________________
By: City Manager
_______________________________
APPROVED AS TO FORM:
_______________________________
By: J. Christine Dietrick, City Attorney
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City of San Luis Obispo
Organizational Development Services
BID #2402-001 PROPOSAL / QUALIFICATIONS / APRIL 1, 2024
Exhibit A
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445 S. Figueroa Street, Suite 1925, Los Angeles, CA 90071
www.raftelis.com
April 1, 2024
Ms. Diana Federico
Human Resources Analyst
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Subject: Bid #2401-001 Proposal/Qualifications for Organizational Development Services
Dear Ms. Federico:
We are pleased to submit this proposal to provide the City of San Luis Obispo (City) with organizational
development and employee training services.
We understand that the City is committed to fostering a culture of high performance and seeks a consultant
to partner with the Human Resources Department to provide organizational development support, training,
coaching, and consulting services. You seek to provide City staff with a menu of potential services and
development opportunities and coaching support to assist staff as they navigate through their careers.
We believe Raftelis offers the City several distinct advantages for this work. We are passionate about public
employee development and created one of the only leadership development, performance improvement, and
innovation training program in the country that is specifically designed to meet the unique needs of local
governments and utilities. Our methodologies for training and coaching have been proven successful. Our
training programs harness the power of collaboration to fast-track learning, using shared experiences,
connection building, and information sharing. Our course materials are useful and engaging, and unique
and creative graphics are used to synthesize concepts and support dialogue. Our facilitators are flexible and
sensitive to the group’s needs yet able to guide them to achieve meeting goals.
We are confident our approach will provide the City with the development and training opportunities it seeks. We
look forward to the opportunity to serve the City of San Luis Obispo. I am authorized to bind the firm. If you have
any questions, please do not hesitate to contact Jan Perkins at jperkins@raftelis.com or 949.202.8870.
Sincerely,
Michelle L. Ferguson
Executive Vice President
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Table of
Contents
Submittal Forms ...................................... 1
Qualifications ........................................... 6
Work Program ........................................ 31
Requested Changes to Terms and
Conditions .............................................. 37
Making our world better
The Raftelis Charitable Gift Fund allocates
profits, encourages employee contributions,
and recognizes time to charitable
organizations that support:
• Access to clean water and
conservation
• Affordability
• Science, technology, and leadership
Raftelis is investing in improved
telecommunication technologies to reduce
the firm’s number one source of carbon
emissions—travel.
Diversity and inclusion
are an integral part of
Raftelis’ core values.
We are committed to doing our part to fight
prejudice, racism, and discrimination by
becoming more informed, disengaging with
business partners that do not share this
commitment, and encouraging our
employees to use their skills to work toward
a more just society that has no barriers to
opportunity.
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RAFTELIS 1
SUBMITTAL FORMS
Submittal Forms
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RAFTELIS 2
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RAFTELIS 3
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RAFTELIS 4
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RAFTELIS 5
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RAFTELIS 6
Q UALIFICATIONS
Qualifications
RAFTELIS: HELPING LOCAL GOVERNMENTS AND UTILITIES THRIVE
Since our founding in 1993, local government and utility leaders have partnered with Raftelis to transform their
organizations by enhancing performance, planning for the future, identifying top talent, improving their financial
condition, and telling their story. We’ve helped more than 700 organizations in the last year alone. We provide
trusted advice, and our experts include former municipal and utility leaders with decades of hands-on experience
running successful organizations. People who lead local governments and utilities are innovators—constantly
seeking ways to provide better service to the communities that rely on them. Raftelis provides management
consulting expertise and insights that help bring about the change that our clients seek.
We believe that Raftelis is the right fit for this project. We provide several key factors
that will benefit the City and help to make this project a success.
RESOURCES & EXPERTISE: This project will require the resources necessary to effectively staff the project and
the skillsets to complete all of the required components. With more than 170 consultants, Raftelis has one of the
largest local government management and financial consulting practices in the nation. Our depth of resources will
allow us to provide the City with the technical expertise necessary to meet your objectives. In addition to having
many of the industry’s leading management and financial consultants, we also have experts in key related areas, like
stakeholder engagement and data analytics, to provide additional insights as needed.
DECADES OF COLLECTIVE EXPERIENCE: Raftelis has been in business for 30 years and our associates and
subject matter experts have decades of experience in strengthening local municipalities and nonprofit organizations.
They’ve served in a wide range of positions, from city manager to public works director to police chief.
PERSONAL SERVICE FROM SENIOR-LEVEL CONSULTANTS: You appreciate it when deadlines are met,
phone calls are returned, and your challenges are given in-depth, out-of-the-box thinking. While other firms may
assign your business to junior-level people, our approach provides exceptional service from senior-level consultants.
NICHE EXPERTISE: Our expertise lies in strengthening public-sector organizations. We’re consulting specialists
rather than generalists, focusing our strengths to do a highly effective job for a specific group of clients.
OFFICE LOCATIONS: Raftelis is headquartered in Charlotte, NC and has 15 other offices located strategically
across the U.S. A list of our office locations is included below:
• Albany Metro, NY
• Austin, TX
• Bellingham, WA
• Boston Metro, MA
• Charlotte, NC
• Cincinnati, OH
• Denver Metro, CO
• Durham, NC
• Greensboro, NC
• Kansas City, MO
• Littleton, CO
• Los Angeles, CA
• Murrieta, CA
• Orlando Metro, FL
• Santa Barbara, CA
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RAFTELIS 7
FIRM CAPABILITIES
FINANCE: Meet your goals while maintaining a
financially sustainable organization
• Rate, charge, and fee studies
• Financial and capital planning
• Cost of service and cost allocation
• Customer assistance programs
• Affordability analysis
• Utility valuation
• Budget development
• Financial condition assessments
• Debt issuance support
• Economic feasibility and analysis
COMMUNICATION: Communicate strategically to
build an informed, supportive community
• Strategic communication planning
• Public involvement and community outreach
• Public meeting facilitation
• Graphic design and marketing materials
• Media and spokesperson training
• Risk and crisis communication
• Social media strategy
• Visual facilitation
• Virtual engagement
STRATEGIC PLANNING: Set the direction for the
future of your organization and community
• Organization, department, and community-based
strategic planning
• Effective Board / Commission / Council governance
• Retreat planning and facilitation
ORGANIZATION: Plan for long-term
sustainability and operate with maximum efficiency
• Organizational and operational assessments
• Stormwater utility development and implementation
support
• Performance measurement
• Staffing analysis
• Organizational climate and culture
• Asset management and operations
• Regional collaboration and service sharing
• Process improvement
TECHNOLOGY: Use your data and technology to
improve experience and gain valuable insights
• Billing, permitting, and customer information audits
• Business process development
• Data management, analytics, and visualization
• Performance measurement and dashboarding
• Software solutions
• Website development
• Information technology assessments and strategic
planning
• Customer management assessments and optimization
• CIS selection and implementation
• AMR/AMI feasibility studies
• Mobile workforce management
• Meter data management
• CMMS selection and implementation
• GIS optimization services
• Fleet management systems
EXECUTIVE RECRUITMENT: Identify top talent
to lead local governments and utilities
• Executive recruitment services
• Executive coaching services
• Facilitated executive performance evaluations
• Organizational development and training
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Experience
RAFTELIS HAS ONE OF THE MOST EXPERIENCED LOCAL GOVERNMENT
FINANCIAL AND MANAGEMENT CONSULTING PRACTICES IN THE NATION.
Local government and utility leaders partner with Raftelis to transform their organizations by enhancing
performance, planning for the future, identifying top talent, improving their financial condition, and telling their
story. We’ve helped more than 700 organizations in the last year alone. We provide trusted advice, and our experts
include former municipal and utility leaders with decades of hands-on experience running successful organizations.
People who lead local governments and utilities are innovators—constantly seeking ways to provide better service to
the communities that rely on them. Raftelis provides management consulting expertise and insights that help bring
about the change that our clients seek.
In support of this mission, we have developed training specifically for the needs of the public sector. The Raftelis
Performance Academy can host cohorts of public sector participants from cities and utilities nationwide at our in-
house training facility in our Cincinnati office or provide training at their home locations.
Executive Coaching Experience
City of Victorville CA
Reference: Keith Metzler, City Manager
P: 760.955.5029 / E: kmetzler@victorvilleca.gov
The City of Victorville (City) is a full-service local government serving a community of 136,000 located in San
Bernardino County, CA. The City engaged Raftelis to provide executive coaching to a deputy director who was on
a leadership development track to become a department director. Our executive coach worked collaboratively with
the Deputy City Manager and deputy director to outline the expectations of the engagement. Following a series of
coaching interviews and a self-assessment, a coaching plan was prepared. Coaching sessions were conducted, and
resources identified to assist the deputy director in her development. Both structured as well as informal “on call”
coaching sessions were held. Ultimately, the deputy director was promoted to director.
City of Stockton CA
Reference: Harry Black, City Manager
P: 209.937.8294 / E: harry.black@stocktonca.gov
Raftelis was engaged to provide leadership coaching to a newly appointed department director who was moving
into a first-time strategic team leader role from being a technical subject matter expert. Our executive coach worked
collaboratively with the City Manager and department director to understand the learning objectives and scope of
the engagement. The coaching engagement involved conducting a series of interviews, a self-assessment by the
director, a colleague feedback process, development of a coaching plan, and a series of coaching sessions. Structured
and informal “on call” sessions were conducted.
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RAFTELIS 9
City of Pleasanton CA
Reference: Heidi Murphy, Director of Library and Recreation
P: 925.931.5944 / E: hmurphy@cityofpleasantonca.gov
Our executive coaches served as coaches for several mid-managers in the Library and Recreation Department as
part of the department’s professional development program. We worked collaboratively with the Director to first
identify the overall objectives of the coaching engagements. We then conducted our individual coaching
assignments with each individual. These coaching assignments included a series of interviews with the individuals
being coached, administering a self-assessment, preparing a coaching plan, and conducting coaching sessions (both
structured and informal).
Sacramento Regional Water Authority CA
Reference: Jim Peifer, Executive Director
P: 916.967.7692 / E: jpeifer@rwah2o.org
The Sacramento Regional Water Authority (Authority) has engaged the firm to provide leadership development
training services, which is currently in the planning phase. In May 2024, through our Raftelis Performance
Academy, Raftelis will provide its Transformative Utility Leaders class onsite at the Authority. Participants will
spend an immersive four days focused on transformative leadership concepts, through a curriculum designed to
support emerging and seasoned leaders alike. Key areas of focus include authentic leadership, strategic planning and
visioning, communications and innovation, and change management. This program also includes a hands-on utility
simulation, designed to provide participants with the opportunity to explore the key issues and choices faced by 21st
century utility organizations. The Transformative Utility Leaders program uses a blend of direct instruction, shared
experiences, connection building, hands on exercise, and self-exploration to support participants’ professional and
leadership development.
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RAFTELIS 10
Employee Training Services and Retreat Facilitation
Experience
City of Charleston SC
Service: Employee Training Services
Subject: BRIDGE Academy
Reference: Susan Poteat, Director of Process and Service Improvement
P: 843.577.1381 / E: poteats@charleston-sc.gov
Over the past six years, Raftelis and the City of Charleston (City) have developed a dynamic innovation and process
improvement program, designed for local governments and utilities, which focuses on systematically building
expertise and capacity within public service organizations, called BRIDGE Academy. BRIDGE Academy is a
process improvement and innovation training program that is designed for local governments and utilities.
BRIDGE Academy, which stands for “building resilient, innovative, data-driven government employees,” is
designed to create an internal engine of innovation. BRIDGE academy participants, as formal and informal leaders
in local government and utilities, develop in-depth expertise in LEAN and Six Sigma process improvement
techniques. They then apply those techniques in their daily work and, just as importantly, train their peers,
cultivating a culture of continuous improvement. To date, we have conducted four, four-day and one partial-day
BRIDGE Academy courses for the City.
BRIDGE Training Workshop and sample page from custom workbook, City of Charleston, SC
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RAFTELIS 11
City of Roseville CA
Service: Employee Training Services
Subject: Effective Utility Management
References: Sean Bigley, Assistant Environmental Utilities Director
P: 916.774.5513 / E: sbigley@roseville.ca.us
In 2020, the City of Roseville (City) Water Utility engaged Raftelis to facilitate development of an organizational
strategic business plan. The City wanted the new plan to meet best practices of utility management by using the
Effective Utility Management (EUM) primer created by a collaboration of seven organizations including the
American Public Works Association, American Water Works Association, and National Association of Clean
Water Agencies, among others.
To do so, we held several training sessions and workshops with Utility managers to review and understand the ten
attributes of EUM. Raftelis led managers through the ten attributes, beginning with a self-assessment exercise to
understand each of the ten attributes and then review data to assess their current performance. The group then
established goals for improvement in specific criteria. Finally, this information was “baked into” the Utility’s
strategic plan, which incorporated the work plans necessary to achieve those goals. Samples from the training
workbook are provided below.
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RAFTELIS 12
City of Hayward CA
Service: Facilitation Services
Subject: Teambuilding and Governance
Reference: Kelly McAdoo, City Manager
P: 510.583.4305 / E: kelly.mcadoo@hayward-ca.gov
Since 2015, the City of Hayward has engaged the firm to conduct a variety of retreats and facilitations, including
strategic planning, multiple City Council retreats, and management team retreats.
Most recently, in April 2023, the firm facilitated a Mayor and Council Retreat, which included key staff members,
with a focus on teambuilding and governance. With three new City Council members, the Mayor sought to build
the team and discuss how the Council could best work together. The agenda included a discussion of how to govern
together and sharing of expectations, the Council-Staff partnership, validating the strategic plan “big bucket”
priorities, and identifying potential revisions necessary in the City Council Handbook.
Sample material from the April session is provided below.
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RAFTELIS 13
City of Long Beach CA
Service: Facilitation Services
Subject: Department Strategic Planning
Reference: Lisa Fall, Bureau Manager, Development Services Department
P: 562.570.6853 / E: lisa.fall@longbeach.gov
In late 2022, the City of Long Beach Development Services Department (Department) engaged the firm to prepare a
new strategic plan. The project involved numerous input mechanisms to gather context and information about
perceived strengths, weaknesses, opportunities, and challenges.
In December 2022, we facilitated a strategic planning workshop with the Department’s management team, with the
goal of synthesizing the gathered contextual information into key goals and priorities to achieve the Department’s
new vision. A day-long workshop was held during which participants reviewed the context and input, drafted
mission and values statements, and gained consensus on the Department’s new vision and the key focus areas to
achieve it. The day included large and small group work, as well as participant workbooks. Samples of the
workbook are provided below. Additional staff input opportunities, including hybrid in person and remote staff
focus groups, and a final workshop were subsequently held to complete the Department’s strategic plan.
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RAFTELIS 14
City of West Hollywood CA
Service: Employee Training Services
Subject: Introduction to Performance Measurement
Reference: Christine Safriet, Assistant to the City Manager
P: 323.848.6467 / E: csafriet@weho.org
As part of a broader initiative to create high-level performance measures for all City of West Hollywood (City)
departments, in January 2023 Raftelis provided two training sessions with a cross-section of City staff on the basics
of Performance Measurement. The training was conducted remotely using Microsoft Teams with approximately 40
participants across two, two-hour sessions.
Participants were taught the principals of performance measurement, with the goal to ensure an understanding of
performance measurement, knowledge about how performance measures are used, and the ability to use
performance measures in making service and program decisions. We discussed best practices in municipal
performance measures, targeting measures to the correct audience (“Success Pyramid”), and the need to ensure
efficiency and effectiveness measures as well as inputs and outputs.
Samples from the training presentation are provided below.
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RAFTELIS 15
City of Santa Barbara CA
Service: Facilitation Services
Subject: Land Development Process Improvement Exercise
Reference: James Hamilton, Community Development Business Manager
P: 805.564.5504 / E: jhamilton@santabarbaraca.gov
In June 2020, the City of Santa Barbara (City) had requested assistance with a process improvement exercise to
engage staff following conclusion of an organizational assessment of the land development process. That process,
which included extensive input from staff and stakeholders, as well as process mapping, resulted in the identification
of several specific areas in need of revision and improvement.
To accomplish this, a process improvement exercise (PIE) was created with staff to gather staff from all departments
involved in the land development process, focus on specific aspects that require attention, allow staff to develop
recommendations to management for improving the process, and provide a forum for useful inter-department
discussion. Participants reviewed the prior study and process maps and worked in a facilitated manner to make
recommended amendments to City’s review processes These recommendations were reported out, explained, and
“sold” to management by the staff.
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RAFTELIS 16
Project Team
Our trainers and facilitators are senior-level consultants with direct local government experience and
who specialize in training, facilitation, and coaching for public entities. All team members are Raftelis
employees; no subcontractors are proposed for this engagement.
On the following pages, we have included resumes for each of our trainers and facilitators.
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RAFTELIS 17
Jan Perkins ICMA CM
FACILITATOR/TRAINER/COACH
Vice President
PROFILE
Jan Perkins has over 30 years of management experience in local government.
She served in several California and Michigan jurisdictions, including as City
Manager in Fremont and Morgan Hill, California. She also served the cities
of Santa Ana, California as Assistant City Manager; Grand Rapids, Michigan
in various analyst roles and Deputy City Manager; and Adrian, Michigan as
Community Development Director and Assistant City Administrator.
Jan is an expert facilitator and organization development consultant. She
provides consulting assistance to government leaders in organizational
analysis, leadership development, facilitation, strategic planning,
teambuilding, executive performance evaluation, and policy board/staff
effectiveness.
Jan has held leadership positions in professional associations, is a frequent
speaker at professional conferences and has received awards from professional
and civic associations. In 2016, Jan was honored by ICMA with its
Distinguished Service Award, received the Lifetime Achievement Award
from Women Leading Government, and a Lifetime Achievement Award
from her MPA alumni association, the KUCIMATs. She has authored a
number of articles on leadership, executive performance evaluation, ethics
and successful hiring strategies.
Jan holds an undergraduate degree in sociology and a Master’s of Public
Administration from the University of Kansas. She completed the Program
for Senior Executives in State and Local Government from Harvard
University and is an ICMA Credentialed Manager. She is a founding board
member of Women Leading Government, assisted in recruiting the women in
public administration conferences at the University of Kansas, served on and
chaired ICMA committees, was President of the Alameda County City
Managers Association, is a Past President and current member of the
California City Management Foundation, and is a Fellow with the National
Academy for Public Administration.
Jan’s personal objective is to help local government leaders be their best,
encourage young people to enter local government as a career and thrive in it,
and to foster good governance at the local level. Jan believes in valuing all
individuals, doing our best in all we do, collaborating with others to solve
problems, and planning for the future. She has published and presented
extensively on topics ranging from executive coaching to ethics to city
management to prioritization and performance measurement.
Specialties
•Strategic planning and facilitation
•Organization development advisor
•Organization design
•Performance management
•Change management
•Executive coaching
•Elected official/executive
relationships
Professional History
•Raftelis: Vice President (2023-
present)
•Management Partners: Vice
President, Senior Partner, Partner
(2005-2022); Managing Director,
Baker Tilly, through acquisition of
Management Partners (2022-2023).
•City of Fremont, CA: City
Manager/Acting City Manager
(1993-2005)
•City of Morgan Hill, CA: City
Manager (1990-1993)
•City of Santa Ana, CA: Assistant
City Manager (1984-1990)
•City of Grand Rapids, MI: Deputy
City Manager (1981-1984), Analyst
(1975-1979)
•City of Adrian, MI: Community
Development Director/Assistant City
Administrator (1979-1981)
Education
•Master’s Degree in Public
Administration - University of
Kansas (1976)
•Bachelor’s Degree in Sociology -
University of Kansas (1974)
Certifications
•Certificate from Harvard University’s
Program for Senior Executives in
State and Local Government
•ICMA Credentialed Manager
Professional Memberships
•ICMA
•Women Leading Government,
founding board member
•California City Management
Foundation, Past President
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RAFTELIS 18
Michelle Ferguson
FACILITATOR/TRAINER
Executive Vice President
PROFILE
Michelle has nearly 25 years of management experience with and for local
governments across the country.
As organizational assessment practice leader for The Novak Consulting
Group, Michelle spearheaded the work of nearly 200 local government
reviews in some of the foremost governments across the country. Michelle
has completed detailed organizational reviews of entire jurisdictions and
recommended improvements to the structure, staffing, and processes within
departments of all sizes. Specific department reviews have included
development review, parks and recreation, public works, human services,
human resources, capital budgeting, and finance.
As a Lean certified professional, Michelle excels at helping local governments
continuously improve and rely on data to make informed choices about
services to the public. She is skilled in project management, process
improvement strategies, performance measurement, consent building, and
public process design. Additionally, she has provided customized training in
the development and use of performance measures to assist numerous
organizations continuously improve service delivery.
Michelle is also a skilled facilitator, able to bring diverse groups of people
together to articulate shared visions and priorities. She has led strategic
planning engagements at the community, organizational, and department
levels, and she has facilitated numerous staff and governing body retreats.
Michelle began her consulting career in 2005 following ten years of direct
experience in local government management, which included serving as
assistant county manager in Arlington County, Virginia. During her tenure
with Arlington County, Michelle oversaw the daily management and
implementation of the County's capital program. She also led the
organization-wide performance measurement initiative establishing their
Balanced Scorecard. Before Arlington County, Michelle served as assistant
city manager in Overland Park, Kansas.
Michelle earned a bachelor's degree in political science from Loyola University-Chicago and a master's degree in
public administration from the University of Kansas. She is a member of the International City/County
Management Association. She also served as the president of the Metropolitan Association of Local Government
Assistants in Washington, D.C, and has presented at state and national conferences on topics such as strategic
planning, effective governing bodies, and council-staff relations.
Specialties
•Organizational assessment
•Staffing analysis
•Process improvement
•Performance management
•Capital planning
•Strategic planning
•Facilitation
•Community engagement
Professional History
•Raftelis: Executive Vice President
(2024-present); Vice President
(2021-2023), Senior Manager
(2020-2021); Organizational
Assessment Practice Leader, The
Novak Consulting Group (2009-
2020)
•Management Partners: Senior
Management Advisor (2005-2009)
•Arlington County, Virginia: Assistant
County Manager (2002-2005)
•City of Overland Park, Kansas:
Assistant City Manager (1996-2002)
Education
•Master of Public Administration -
University of Kansas (1998)
•Bachelor of Arts in Political Science
- Loyola University, Chicago (1996)
Certifications
•Lean Certified
Professional Memberships
•International City/County
Management Association (ICMA)
•Engaging Local Government
Leaders (ELGL)
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RAFTELIS 19
Nancy Hetrick
FACILITATOR/TRAINER
Vice President
PROFILE
Nancy has nearly 30 years of experience as a local government management
consultant and practitioner. Her lifelong commitment to the value and
importance of public service underscores her work with local government
clients. She invests time to understand both the human dynamic and the
systems and culture within an organization to ensure project outcomes that
will best service the unique needs of the organization.
Nancy has extensive experience as a facilitator and trainer. She has worked
with both elected and appointed officials from jurisdictions throughout the
western United States to conduct goal setting, develop strategic plans, and
prioritize service delivery. She has led engaging strategic planning processes
that sharpen focus while strengthening teamwork. The strategic plans that are
developed offer a meaningful and implementable road map for the
organizations she serves. In addition, Nancy has worked with leadership
teams in all local government service areas to improve team effectiveness.
In addition to her work in organizational development and strategic planning,
Nancy has led hundreds of local government consulting engagements
spanning all areas of general management consulting support, including
executive recruitment, organization assessment, workforce and succession
planning, performance management system design, and financial
sustainability planning.
Nancy is active in professional associations that support the advancement of
local government professionals. She served as the President of the Municipal
Management Association of Northern California (MMANC), founded the
Women’s Leadership Summit, and sits on the board of Cal-ICMA where she
chairs the Cal-ICMA Talent Initiative. She continues to support the success of
MMANC and its sister association, the Municipal Management Association
of Southern California (MMASC) and delivers webinars and conference
sessions for a variety of professional associations, including ICMA, the
California Special Districts Association, the California Public Employers
Labor Relations Association (CALPELRA), MMANC, and MMASC.
Nancy studied political science with a concentration in public administration
as an undergraduate and continued her studies in a Master of Public
Administration program. She has participated in an executive leadership
program and received certifications in leadership and style assessment tools
such as the Myers-Briggs Type Indicator (MBTI), DiSC, and the CPI 260
Psychological Inventory.
Specialties
•Strategic planning and facilitation
•Organizational culture and team
building
•Organizational design
•Governance strategy and support
•Performance management
•Workforce planning and
development
Professional History
•Raftelis: Vice President (2023-
present)
•Baker Tilly LLC: Managing Director
(through acquisition) 2022-2023
•Management Partners: Vice
President, Partner, Senior Manager,
Senior Management Advisor (2006-
2022)
•County of San Mateo, County
Manager’s Office: Principal
Management Analyst, Management
Analyst III (2001-2006)
•Management Partners:
Management Advisor (1996-2001)
•Norman Roberts and Associates
(Executive Recruiters): Research
Associate (1995-1996)
Education
•Coursework complete toward
Master of Public Administration,
California State University, San
Francisco (1996-1997)
•Bachelor of Arts, Political Science
with concentration in Public
Administration, California State
University, Chico (1994)
Certifications
•Myers-Briggs Type Indicator
•DiSC
•CPI 260 California Psychological
Inventory
Professional Memberships
•ICMA, member; past trainer for the
Center for Performance
Measurement
•Cal-ICMA, board member, Talent
Initiative Chair
•Women Leading Government,
member
•Municipal Management Association
of Northern California
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RAFTELIS 20
Catherine Carter
FACILITATOR/TRAINER
Vice President
PROFILE
Catherine has more than a decade of experience facilitating local government
and utility strategic planning processes, as well as considerable expertise
conducting assessments of organizational effectiveness practices. With a
background in public administration and environmental management, she
possesses extensive stakeholder engagement, process design, research, and
analytical skills.
Catherine has led or supported numerous strategic planning engagements,
ranging in size from governing body retreats to set community goals to large-
scale, full organizational efforts involving hundreds of internal and external
stakeholders. Recent experience includes governing body retreats with
Lafayette (CO), Nantucket (MA), Johnson City (TN), and Minot (ND).
Examples of department-level strategic plans include the Sewerage and Water
Board of New Orleans (LA), the District of Columbia Department of Public
Works (DC), the City of Austin Communication and Technology
Management Department (TX), Charlotte Water (NC), and Nashville Metro
Water Services (TN). Finally, Catherine has also recently facilitated full-
municipality or county strategic plans with the Cities of Gaithersburg (MD)
and Avondale (AZ), the Town of Shrewsbury (MA), and Jefferson County
(CO).
In addition to strategic planning activities, Catherine has also conducted
management studies and organizational assessments. She specializes in issues
related to water, wastewater, and stormwater utilities; customer service
policies and practices; and other challenges facing public sector organizations
across the country. Major initiatives in the last few years include a customer
service assessment for Fairfax Water (VA), which included the organization’s
first-ever customer satisfaction survey; development of a governance
framework and structure for the Western Intake Partnership (NC), an
organizational structure review and support for realignment for the
Anchorage Water and Wastewater Utility (AK), and customer policy manual
updates for San Diego Public Utilities (CA) and Pinellas County Utilities
(FL).
Specialties
•Strategic planning
•Facilitation
•Organizational assessment
•Staffing analysis
•Strategy monitoring and
implementation
•Risk and resiliency assessment
•Business process improvement
•Comparative industry analyses
Professional History
•Raftelis: Vice President (2024-
present); Senior Manager (2022-
2023); Manager (2019-2021); Senior
Consultant (2016-2018); Consultant
(2013-2015); Associate Consultant
(2011-2012)
•Mecklenburg County Waste
Management Advisory Board
(appointed term: 2019-2021)
•The Institute for Sustainable
Development (2009-2011)
Education
•Master of Public Administration -
University of North Carolina
Charlotte (2017)
•Master of Environmental
Management - Duke University
(2011)
•Bachelor of Science in
Business/Economics, Biology,
Environmental Studies - Randolph-
Macon College (2009)
Certifications
•Certified DiSC Facilitator
•Change Management & Leadership
Certification - Cornell University
(2019)
•American Water Works Association
Risk & Resiliency Certification
(2019)
Professional Memberships
•AWWA
•ELGL
•Solid Waste Association of North
America
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RAFTELIS 21
Susan Healy Keene AICP
FACILITATOR/COACH
Principal Consultant
PROFILE
Susan Healy Keene has over 30 years of experience in local government. She
served as Director of Community Development in the cities of Beverly Hills
and West Hollywood, California. She also served in various planning
positions for the city of Santa Monica.
As a consultant, Susan has assisted public agencies in the creation of
strategic plans, organizational assessments, and development process
improvements. She has successfully facilitated workshops for board retreats
and city council priority setting sessions to build consensus and achieve
results. Susan helps government leaders increase organizational effectiveness
by planning and establishing clear and actionable goals.
As Director of Community Development in the City of Beverly Hills, Susan
led a full-service department with 70 FTEs and a $22.5M budget. The
department included planning, building and safety, code enforcement,
transportation, traffic engineering, rent stabilization, special events, and
filming. She guided development review and completion of major
construction projects including iconic retail stores on Rodeo Drive, a five-
star hotel, and luxury single-family homes. Through implementation of the
Department Strategic Plan, Susan provided optimum delivery of services that
included engagement with residents and the business community.
Susan has held leadership positions in professional associations including the
League of California Cities as Past President of the Planning and
Community Development Department and as co-chair for the American
Planning Association State conference and committee chair for the National
APA conference. In 2013, the California Chapter of the APA Planner
Emeritus Network (PEN) awarded Susan recognition for her contributions to
the planning profession.
Susan holds an undergraduate degree in Urban Planning and Design from
the University of Cincinnati and a Master of Arts degree in Organizational
Leadership from Woodbury University. She taught classes in supervisory and management skills as part of the
Leadership Academy in the City of Beverly Hills.
Susan values public service and works to encourage planning for the future with collaborative problem solving and
good governance.
Specialties
•Strategic Planning and facilitation
•Organizational Assessment
•Development review processes
•Executive coaching
Professional History
•Raftelis: Senior Advisor (2024-
present)
•Management Partners: Special
Advisor: Baker Tilly, through
acquisition of Management Partners
(2022-2024); Special Advisor (2021-
2022)
•City of Beverly Hills, California:
Director of Community Development
(2009-2021)
•City of West Hollywood, California:
Director of Community Development
(2005-2009), Planning Manager
(2001-2005)
•City of Santa Monica, California:
Senior Planner (1998-2001),
Associate Planner (1995-1998),
Assistant Planner (1992-1995)
Education
•Master of Arts degree in
Organizational Leadership -
Woodbury University (2013)
•Bachelor of Arts degree in Urban
Planning and Design - University of
Cincinnati (1976)
Certifications
•American Institute of Certified
Planners (AICP) (1995)
Professional Memberships
•American Planning Association
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RAFTELIS 22
Don White
FACILITATOR/COACH
Principal Consultant
PROFILE
Don has 40 years of local government experience in two California cities
where he served in numerous capacities and departments; he retired as City
Manager in 2021. Since then, he has provided consulting services for
several cities. His assignments have included workshop facilitation, team
building, goal setting, strategic planning, organizational analysis and
financial sustainability. He also served as an interim Deputy City Manager
for Lake Forest, CA where he oversaw the Community Services
Department and the Marketing and Communications Department and
conducted an organizational analysis. He joined Raftelis in January of
2024.
Don’s most recent direct local government experience was with Laguna
Hills, California where he served 29 years. He started with the newly
incorporated city in 1991 as the Director of Administrative Services and
was promoted to Assistant City Manager in 1994. From 2018 to 2021, he
served as City Manager. Prior to being named City Manager, he oversaw
human resources, finance, risk management, information technology,
public information, economic development, and parks and recreation.
During his tenure, he was instrumental in the start-up of the new City, two
major annexations, several complex development agreements, the planning
and development of a major Community Center and Sports Complex and
the acquisition and renovation of what is now the Laguna Hills Civic
Center. He conducted numerous organizational analyses and was the team
lead on strategic planning and long-term financial planning. He was
consistently recognized by the Government Finance Officers Association
for award winning budgets and financial reporting and navigated the City
through the great recession and the pandemic.
Before joining Laguna Hills, Don served as Economic Development
Director in La Mirada, California, where he oversaw the City’s
Redevelopment Agency. He started his local government career in La
Mirada as an Administrative Intern while completing his college studies.
During his 11 years with La Mirada, he served in various capacities,
including Assistant to the City Manager.
Specialties
•Executive coaching
•Workshop Facilitation
•Organizational analysis
•Strategic planning
•Goal setting and team building
•Fiscal sustainability
Professional History
•Raftelis: Senior Advisor (2024-present)
•Baker Tilly Municipal Advisors: Special
Advisor (2022-2023)
•City of Lake Forest: Interim Deputy City
Manager (6/2023-9/2023)
•Management Partners: Special Advisor
(2022)
•Laguna Hills, California: City Manager
(2018-2021); Assistant City Manager
(1994-2018); Director of Administrative
Services (1991-1994)
•La Mirada, California: Economic
Development Director (1989-1991);
Redevelopment Manager (1987-1988);
Assistant to the City Manager (1986);
Various Management Analyst/Intern
Positions (1981-1985)
Education
•Bachelor of Arts in Business
Administration – Whittier College,
Whittier, CA (1981)
Professional Memberships
•International City/County Management
Association, 30 Year Service Award
Recipient
•Government Finance Officers
Association of the United States and
Canada
•California City Management Foundation
•League of California Cities Revenue
and Taxation Policy Committee
•International Conference of Shopping
Centers
•Exclusive Risk Management Authority
of California, Chair
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RAFTELIS 23
Jim Armstrong
COACH
Principal Consultant
PROFILE
Prior to joining Raftelis, Jim had a long and successful local government
career in four California cities. Most recently, he served as City
Administrator of Santa Barbara from 2001 to 2014. During his tenure, he
successfully led the City through the 2008-10 recession; completion of a
General Plan update; two major wildland fires; and the dissolution of the
City’s Redevelopment Agency. He was instrumental in the creation of the
City’s Neighborhood Improvement Task Force and the South Coast Task
Force on Youth Gangs. Santa Barbara also implemented a comprehensive
performance management program under Jim’s direction.
After leaving government service, Jim has provided consulting services for
several California cities and special districts. His assignments have included
management studies, executive recruitments, and development of long-
term financial plans. He is known for his extensive knowledge of local
government finance, budgeting and financial analyses.
Prior to Raftelis, Jim served as senior consultant with Ralph Andersen &
Associates, conducting city manager and senior level executive
recruitments and management studies for cities and special districts
throughout California. Management studies included a high-level review of
a city’s entire departmental operations; development of a cost-benefit
model to determine the feasibility of creating a municipal police
department; and evaluation of management systems at a community
college district.
As City Administrator in Santa Barbara, Jim led the organization through
a major downsizing as a result of the 2008-10 recession with a minimum
disruption of services, successfully completed several important capital
improvement projects including a new airline terminal and a major new
downtown parking structure, implemented major organization efforts
including a comprehensive performance management system, a modern
communications strategy, and an award-winning sustainability program;
and developed revised budgeting and financial management systems that
stabilized city finances, improved accountability, and increased
transparency.
Jim’s prior work included serving as City Manager in Fullerton (CA),
Assistant City Manager in Anaheim (CA), City Manager in Hanford (CA),
and Assistant to the City Manager in Anaheim (CA). He has received the
Orange County Division of American Society of Public Administration
Public Administrator of the Year and Channel Islands YMCA Distinguished Service Award.
Specialties
•Municipal budget development &
financial management
•Organizational analysis
•Long term financial planning
•Establishment of performance
management systems
•Strategic planning
Professional History
•Raftelis: Principal (2019-present)
•Ralph Andersen & Associates: Senior
Consultant (2015-2018)
•Santa Barbara, California: City
Administrator (2001-2014)
•Fullerton, California: City Manager
(1992-2001)
•Anaheim, California: Assistant City
Manager (1990-1992); Assistant to the
City Manager (1979-1983);
Administrative Assistant (1978-1979);
Administrative Aide (1977-1978)
•Hanford, California: City Manager
(1983-1990)
Education
•Master of Public Administration -
California State University, Long Beach
•Bachelor of Arts in Psychology, Political
Science, Cum Laude - University of
California, Los Angeles
Professional Memberships
•Santa Barbara County City Managers
Association: Chair
•Orange County City Managers
Association: President
•South San Joaquin Valley City
Managers Association: President
•International City/County Management
Association: Life Member
•Santa Barbara Neighborhood Clinics:
President of the Board
•Channel Islands YMCA: Chair of the
Board, Treasurer
•Santa Barbara Rotary Foundation:
President
•Santa Barbara County United Way:
Board of Directors
•Aircraft Owners and Pilots Association
•Experimental Aircraft Association
•Liga International (Flying Doctors of
Mercy)
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Rebekka G. Hosken
FACILITATOR/COACH
Senior Manager
PROFILE
Rebekka joined Raftelis in 2020 with 16 years of direct service to local
governments and 10 years of management consulting experience. As an
experienced consultant, Rebekka has led organizational assessments for a
broad range of operating departments and offices in cities, counties,
universities, and special districts, including community development, public
works, police, administration, and city attorney departments. With direct
operational experience in municipal administration, public works, and
finance departments, Rebekka’s breadth of knowledge makes her skillful in
quickly identifying organizational strengths and opportunities, analyzing
operations through creation of process maps and workflows, preparing
actionable recommendations for improvement, and communicating findings
to a wide variety of audiences. She has consulted for over 125 clients
throughout the United States and Canada.
Rebekka served as finance director for the City of La Cañada Flintridge,
California, a contract city north of Los Angeles, responsible for accounts
payable, receivable, budget, audit, and payroll. She automated several
previously manual operations, including business licensing and payroll
processing, coordinated acceptance of credit cards from customers for the
first time, and implemented a new financial software system. During her
tenure, she identified and successfully obtained a State loan for the financing
of the City’s new city hall and played a key leadership role in successfully
moving all operations and staff, as well as communicating all financial
impacts of the project to management and City Council.
Previously, Rebekka was the budget officer for the City of Simi Valley,
California, a full-service community in the Los Angeles region. She prepared
the City’s $196 million annual budget and $160 million capital improvement
program, as well as the City’s cost allocation plan. She managed the budget
and capital projects module training and set up for a comprehensive citywide
enterprise resource planning (ERP) system implementation across nine
operating departments.
Rebekka earned a master’s degree in Business Administration with a
Certificate in Local Government and Non-Profit Management from Boston
University, and a Bachelor of Arts from the University of Michigan – Ann Arbor. She has published articles in
Public Management magazine and served as a trainer in sessions at International City/County Management
Association (ICMA) conferences
Specialties
•Organizational assessment
•Budgeting and financial analysis
•Business process improvement
•Strategic planning
•Staffing analysis
Professional History
•Raftelis: Senior Manager (2023-
present); Manager (2020-2022)
•City of La Cañada Flintridge,
California; Finance Director (2017-
2020)
•City of Simi Valley, California;
Budget Officer (2012-2017)
•City of Burbank, California; Senior
Management Analyst (2010-2012)
•Management Partners; Senior
Consultant (1999-2010)
•Village of La Grange Park, Illinois;
Assistant Village Manager (1996-
1999)
•City of Appleton, Wisconsin;
Assistant to the Mayor (1994-1996)
•Town of Lexington, Massachusetts;
Management Intern (1992-1993)
Education
•Master of Business Administration –
Boston University (1993)
•Certificate in Local Government and
Non-Profit Management – Boston
University (1993)
•Bachelor of Arts in Russian Studies
– University of Michigan (1989)
Professional Memberships
•Government Finance Officers
Association
•California Society of Municipal
Finance Officers
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Jennifer Teal
FACILITATOR/TRAINER
Manager
PROFILE
Jennifer has over 20 years of public sector experience, including ten years
of leadership experience in local government. She has a wide array of
expertise in organizational assessment, process improvement, financial
management, strategic planning, and leadership development. Jennifer is a
certified Lean Six Sigma Black Belt. Her commitment to empowering
others has led to the implementation of numerous lean management
projects that improve the efficiency and quality of government services and
the development of in-house process improvement and innovation
academies in multiple communities. She is a skilled facilitator, trainer, and
problem solver, having led several organizations through the development
of strategic plans, detailed implementation plans, and performance
measurement systems.
Jennifer began her local government career as an undergraduate intern
with the Village of Lincoln Heights, Ohio, where she developed a parks
plan and several grant applications for the community. After working for
the Department of Homeland Security and the Department of Defense,
Jennifer returned to local government to manage the business operations of
the City of Colorado Springs’ Stormwater Enterprise. There, she oversaw
the business, finance, customer service, IT, and GIS functions of a $16
million/year utility responsible for maintaining and improving stormwater
infrastructure.
In Gahanna, Ohio, Jennifer worked as the deputy finance director, chief
financial officer, and finally, city administrator. In her finance roles,
Jennifer was instrumental in guiding the City out of the recession while
strengthening its financial position and management strategies. Jennifer led
the City through a bond rating increase, multiple debt issuances, the
development of key financial policies, and multiple rounds of union
negotiations. Working with the elected leadership, Jennifer transformed
the City’s budget and financial reporting processes to align with best
practices and Government Finance Officer Association award standards
and developed the community’s first Citywide strategic plan.
Jennifer is active in the local government industry, has presented at several
conferences, and co-authored a recent peer-reviewed article on process
improvement in the public sector for the Journal of Public Integrity. She is
also a lecturer at the Ohio State University John Glenn College of Public
Affairs, where she teaches graduate and undergraduate seminars in Local
Government Administration.
Specialties
•Strategic Planning
•Facilitation
•Organizational assessment
•Training and curriculum development
•Performance management
•Business process improvement
•Lean process development and
implementation
Professional History
•Raftelis: Manager (2022-present)
Senior Consultant (2020-2022);
Associate, The Novak Consulting Group
(2019-2020)
•The Ohio State University: Lecturer
(2019-present)
•J Teal Consulting: Principal Consultant
(2017-2019)
•City of Gahanna, Ohio: City
Administrator (2016-2017), Chief
Financial Officer (2011-2015), Deputy
Finance Director (2009-2011)
•City of Colorado Springs, Colorado -
Stormwater Enterprise: Business
Administrator (2007-2009)
•Missile Defense Agency: Financial
Manager (2006-2007)
•Department of Homeland Security:
Budget Analyst (2003-2006)
•George Mason University: Budget
Assistant (2001-2003)
•Village of Lincoln Heights, Ohio:
Economic Development Intern (1999)
Education
•Master of Public Administration -
George Mason University (2003)
•Bachelor of Arts in Urban Planning and
Public Administration - Miami University
(2000)
Certifications
•Lean Six Sigma Black Belt Certification
•Everything DiSC® Certification
Professional Memberships
•International City/County Managers
Association (ICMA)
•Engaging Local Government Leaders
(ELGL)
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Ashley Garcia
STAFF CONSULTANT/FACILITATOR
Senior Consultant
PROFILE
Ashley began consulting in 2020 after a decade of direct service to local
governments in Southern California. Prior to joining Raftelis, Ashley spent
nearly four years as a consultant conducting dozens of organizational
assessments and strategic plan engagements. Through specifically tailored
retreat planning and facilitation, she seeks input and consensus from elected
officials, staff, and members of the community to help local governments
establish collective priorities. The combination of practitioner and consulting
experience enables her to effectively relate to client needs and provide
appropriate solutions, rooted in industry best practices.
Ashley has assessed a wide variety of local government operations including
development review, human resources, city clerk’s office, fire department,
library, public works, and municipal utilities. Her work helps local
government organizations increase effectiveness and deploy resources
efficiently to achieve community priorities. This work includes analysis of
staffing and organizational structure, peer comparison analysis, creation of
process maps, policy and procedure updates, and process improvement
workshop facilitation. She has also used qualitative and quantitative methods
to assess both employee and customer experiences and identify actionable
recommendations for enhanced service delivery.
Ashley began her career in Orange County, California, where she served the
cities of Villa Park, Huntington Beach, Laguna Niguel, and Costa Mesa in
progressively responsible roles within the City Manager’s Office. Ashley
expanded her experience in organizational development at the City of Santa
Maria, where she led an effort to align employee competencies and
performance metrics to the city’s mission and values.
Ashley is a proponent of continuous improvement and professional
development. She is involved in organizations that promote good government
and cultivate leaders, including the International City/County Management Association (ICMA) and Women
Leading Government (WLG). Ashley served as president of the Municipal Management Association of Southern
California (MMASC) in 2018, leading the organization as it established a strategic plan and achieved record
membership levels. During her experience on the executive board, she served as annual conference co-chair, hosted
numerous regional networking events, and led the planning committee for the inaugural Women’s Leadership
Summit in conjunction with WLG.
Ashley earned a master’s degree in public administration from the University of Southern California and a
bachelor’s in human and organizational development with an emphasis in public policy from Vanderbilt University.
Specialties
•Strategic planning
•Organizational assessment
•Process improvement
•Staffing analysis
Professional History
•Raftelis: Senior Consultant (2023-
present)
•Baker Tilly x Management Partners:
Senior Manager, Consulting (2020-
2023)
•City of Santa Maria, California:
HR Projects Administrator (2019-
2020)
•City of Costa Mesa, California:
Management Analyst (2015-2018)
•City of Laguna Niguel, California:
Management Analyst (2012-2015)
•City of Huntington Beach, California:
Graduate Management Fellowship
(2011-2012)
•City of Villa Park, California:
Management Intern (2009-2010)
Education
•Master of Public Administration -
University of Southern California
(2012)
•Bachelor of Science in Human and
Organizational Development -
Vanderbilt University (2009)
Professional Memberships
•Municipal Management Association
of Southern California (MMASC):
Past President
•International City/County
Management Association (ICMA)
•Women Leading Government
(WLG)
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Janae Janik
STAFF CONSULTANT/FACILITATOR
Consultant
PROFILE
Janae began her consulting career following 12 years of service with the City
of San Diego Superior Court. Her expertise lies in the areas of process
improvement, strategic planning, program implementation, and workforce
planning and support. She is an innovative problem solver who maximizes
the usage of technological solutions.
As a Budget and Finance Analyst with the City of San Diego, Janae assisted
in the development of a $200-million-dollar annual budget, developed
forecasting models for future revenue and expenditures, and conducted
financial trend analysis of payroll and benefit costs for over 1,200 employees.
Janae is well-versed in the creation of strategic plans and managing high
visibility projects with cross-functional impacts. During her tenure as a Court
Operations Supervisor, she managed the transition to virtual court
proceedings during the COVID-19 pandemic to allow remote access to
justice for community members. Other notable projects included re-allocating
available resources to maintain services following staffing reductions,
authoring standard operating procedures to share best practices throughout
the organization, and developing a new electronic system for filing
documents to reduce case processing times and improve customer
experience. Janae was instrumental in identifying continuous process
improvement opportunities that drove operational efficiencies and reduced
costs.
Janae began her career at the Superior Court working in various customer
service and administrative roles aimed at improving case processing times
and providing quality service to members of the San Diego community.
Janae earned a master’s degree in business administration and strategic management from Western Governors
University and a bachelor’s degree in television and film from San Diego State University.
Specialties
•Organizational assessment
•Process improvement
•Strategic planning
•Program implementation
•Performance management
•Forecasting
•Data analysis
Professional History
•Raftelis: Consultant (2022-present)
•Wells Fargo: Senior Technology
Business Systems Consultant --
Contractor (2022)
•San Diego Superior Court: Budget &
Finance Analyst (2021-2022); Court
Operations Supervisor (2018-2021);
Courtroom Clerk (2016-2018); Court
Administrative Clerk (2013-2016);
Court Operations Clerk (2010-2013)
Education
•Master of Business Administration –
Western Governors University
(2015)
•Bachelor of Science in Television,
Film & New Media – San Diego
State University (2010)
Professional Memberships
•Engaging Local Government
Leaders (ELGL)
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Myra Ray-Howett
STAFF CONSULTANT/FACILITATOR
Associate Consultant
PROFILE
Myra holds public sector experience in best practice research, policy
analysis, and grant management at both the state and local level. Prior to
the start of her consulting career, Myra worked as a management analyst for
the City of Cambridge, Maryland. In her role, Myra worked directly with
the City Manager to provide the City Council with well-informed reports
and policy recommendations on topics such as municipal marina and utility
rate increases. She also managed the review and award process for the
City’s American Rescue Plan Act (ARPA) non-profit grant program of
approximately $870,000.
Before her role with the City of Cambridge, Myra worked with the Anne
Arundel County Partnership for Children, Youth and Families where she
assisted in researching and writing the 2021 Community Health Needs
Assessment, helped to facilitate community engagement meetings, and
created a grant management and tracking system for the organization. In
addition to her experience with city and county government, Myra has
worked for the Delaware General Assembly as a legislative fellow by
staffing the House Administration Committee and writing policy
memorandums for lawmakers on issues such as voting rights, housing
affordability, and education. Further, she spent a year and a half as a
research fellow with the University of Delaware’s Institute for Public
Administration, where she conducted over forty program evaluations for
senior centers to help the Delaware General Assembly determine each
center’s eligibility for Grant-In-Aid funding.
Myra also has experience in communications and environmental policy. She previously interned with the Alliance
for the Chesapeake Bay, spending months writing articles to inform the public on issues impacting the health of the
Chesapeake Bay watershed, our nation’s largest estuary. She also conducted various case studies on funding sources
for municipal green infrastructure projects.
Myra earned a bachelor’s degree in anthropology from St. Mary’s College of Maryland and a master’s degree in
public administration from the University of Delaware. She also served as co-president for the University of
Delaware’s ICMA student chapter.
Specialties
•Best practice research
•Grant management
•Program evaluation
Professional History
•Raftelis: Consultant (2022-present)
•City of Cambridge, Maryland:
Management Analyst (2022)
•Anne Arundel County Partnership
for Children, Youth and Families:
Executive Administrative
Coordinator (2021-2022)
•Delaware General Assembly:
Legislative Fellow (2021)
•Alliance for the Chesapeake Bay:
Communications Intern (2020)
•Biden Institute for Public
Administration: Research Fellow
(2019-2021)
•Willow Construction: Contract
Administrator (2017-2019)
Education
•Master of Public Administration -
University of Delaware (2021)
•Bachelor of Arts in Anthropology –
St. Mary’s College of Maryland
(2017)
Professional Memberships
•International City/County
Management Association (ICMA)
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Billing Rates and Pricing
Raftelis can develop customized pricing and scopes to meet specific City needs. Course offerings would be
developed in more detail and a cost provided to the City based upon desired duration, mode (onsite versus remote),
number of participants, etc. We are happy to work with the City to scale our offerings to meet your needs.
Hourly Rates
Raftelis’ standard 2024 billing rates are provided below by team member classification in conformance with the
City’s submittal form. All pricing and hourly rates are expected to increase approximately 5% per year from the first
contract year.
Description Hourly Rate
Executive Vice President $400
Vice President $360
Senior Manager $320
Principal Consultant $295
Manager $285
Senior Consultant $250
Consultant $220
Associate Consultant $185
Commitment to
Sustainability
Raftelis is dedicated to minimizing our impact on the environment while at the same time maintaining the high-
quality service and responsiveness that our clients have come to expect. One of our firm’s largest environmental
impacts is transportation, as we assist clients around the country. We have minimized this impact over the last
decade by opening several additional offices, allowing our clients to be served by more localized consultants and
significantly reducing the carbon footprint from our air travel. To further reduce travel by our consultants, we use
remote meetings whenever possible. Raftelis also participates in local community efforts to improve the
environment, such as Adopt-a-Stream. We have recycling initiatives in place for paper, plastic, aluminum, and
ink/toner, and we purchase materials with recycled content whenever possible. We also strive to ensure that our
technology and appliances meet or exceed ENERGY STAR certification standards. Finally, Raftelis tries to
examine options for decreasing environmental footprint and to keep abreast of sustainability best practices in our
field. We do not hold any third-party certifications related to sustainable business operations.
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W ORK PROGRAM
Work Program
We understand that the City of San Luis Obispo seeks consulting assistance for the delivery
of executive coaching and organizational development services as part of its commitment to
build a high performance culture of engaged and skilled employees. Raftelis specializes in
providing high quality and engaging training and development to the public sector. We offer
the following options to assist the City in addressing its scope of work and meeting its staff
development goals. We are also always happy to discuss customized options.
Raftelis offers executive coaching services, public sector courses through our Raftelis Performance Academy (RPA),
and facilitation of meetings, workshops, and retreats. An introduction to our executive coaching methodology and
the RPA and a list of specific courses is provided below. We provide general options as well as those specific to job
categories, e.g., customer service for customer service counter representatives.
Executive Coaching
Raftelis understands the value of providing executive coaching to assist
executives and other managers in their continued development and growth.
Lifelong learning is a key attribute of a successful executive and manager,
and executive coaching is a way to provide support and assistance to
existing key members of the leadership team or those likely to succeed in
such roles soon.
We have developed a nuanced coaching methodology that respects the
individual and is sensitive to the environment in which they are working.
• Our consultant team of former local government professionals can
address a wide variety of discipline-specific skillsets as well as the
soft skills required of an executive, manager, and future leader.
• We have a variety of executive coaches and offer options to ensure
there is a good “match” for the individual seeking coaching, who will approve them before coaching begins.
How It Works
The coaching sessions are typically conducted remotely, with some in-person sessions if desired and feasible.
• We begin each coaching engagement with a learning period to find out about the individual’s interests and
what they would like to achieve through coaching.
• The individual completes a self-assessment.
• We offer a confidential colleague assessment component, if desired.
• We develop a coaching plan for the individual, which is then implemented over the course of regular
coaching sessions.
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Our project team is passionate about supporting professional and leadership development and the success of local
government managers and leaders. Raftelis provides ongoing training to our executive coaches, we have specific
methodologies and materials that we use, and we are continually improving our processes. In addition to our 11
trained executive coaches, Raftelis has many other experienced practitioners who have been leaders in their field
who will be resources to the City as we progress through the engagement.
We have outlined our approach in more detail below. This is subject to refinement based on conversations with you
to ensure we meet your interests.
Phase A: Begin Overall Engagement
Our Executive Coaching Coordinator will collaborate with the City to discuss and confirm the overall expectations
of the engagement. We will want to fully understand your intended leadership development objectives and how we
can best support your interests. In this first phase, we will also seek information from you about existing leadership
development programs being provided by the City, and other background information that will provide context for
our Executive Coaching Coordinator and our Executive Coaches.
We will propose several Executive Coach options for the City’s consideration for each person to be coached. We
will work with you to make the right match for each individual being coached.
Phase B: Begin Individual Executive Leadership Coaching Assignment
Once a match is made with one of our Executive Coaches, they will work collaboratively with the individual to be
coached to outline the expectations of the specific coaching assignment. Coaching will involve creating a Coaching
Plan, along with a schedule for coaching. Our coaching sessions are interactive and engaging. We provide structure
as well as informal mentoring and discussion opportunities. We offer ideas regarding resources available to support
the success of the individual as well. These may include professional associations, outside or in house training
opportunities, the Raftelis Performance Academy, or other avenues to support professional and leadership
development.
Each coaching assignment will involve the following major Activities:
Activity 1: Conduct Initial Coaching Interviews and Administer Self-Assessment Tool
Our Executive Coach will begin by meeting onsite with the City to understand your objectives for the individual
being coached. The first coaching session will consist of an onsite interview with the individual being coached and
all subsequent sessions will be conducted remotely (online). If desired, in-person sessions can be discussed for an
additional fee.
During this initial coaching session, our Executive Coach will provide an overview of the Confidential Self-Assessment
Guide for Professional Development. The next step is for the individual to complete this questionnaire.
We will collaborate with the individual to be coached to determine if they would like to receive colleague feedback
as part of their learning. If so, we will solicit confidential feedback from within the organization from the peers and
colleagues of the person being coached. The feedback can be quite useful in providing meaningful specific feedback
to support the development of goals and ongoing learning. Our Executive Coach will provide an online tool for peer
feedback, and will review and analyze responses, all of which will be kept confidential. Results of this tool can be
useful in developing the Coaching Plan.
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Activity 2: Prepare Coaching Plan
We typically have two or three coaching sessions before the Coaching Plan is prepared. This provides our Executive
Coach and the individual being coached an opportunity to explore a variety of avenues that will be incorporated
into the Coaching Plan. It also allows time for the individual to prepare the self-assessment, which is a key
component of preparing the Coaching Plan.
Our Executive Coach will prepare a Draft Coaching Plan, based on the interviews and the completed self-
assessment. The suggested draft will contain specific professional and leadership development goals, activities
aimed at working toward those goals, measures of success, and timelines.
Our Executive Coach and the individual being coached will meet to discuss the Draft Coaching Plan. Modifications
will be made to ensure that, once finalized, it is precisely what the individual wishes to establish as goals and
activities to achieve those goals. At this point, it is also a good opportunity for the individual to meet with his or her
supervisor to review the plan to ensure it contains all desired goals from the City’s perspective.
Activity 3: Conduct Coaching
Our Executive Coach and the individual being coached will
schedule regular coaching sessions, typically bi-weekly, but this can
vary. Conversations in these sessions typically incorporate:
• Progress on the Coaching Plan.
• Mentoring on specific issues being encountered.
• Discussion of professional association opportunities.
• Identification of resources available to assist the individual
being coached.
• Other issues of interest to the individual being coached.
While status reports on coaching session dates and topics covered will be provided upon request to the City, the
specifics of all coaching sessions are confidential in order to ensure a safe environment for open discussion for the
person being coached.
Phase C: Measuring Effectiveness
We will work with the City and the specific individuals being coached to collaboratively decide on what measure of
success to use. The coaching plan that the individual develops with the assistance of our executive coach includes
the following component: “I will measure my success in meeting my goals by _________”. Since the coaching plan
is individualized, there should not be standard metrics applied. If a supervisor is involved in setting goals, then input
on measures of success will be sought from the supervisor.
Some examples are:
• Team meetings are viewed by team members as productive and helpful (measured by a survey of the team
members).
• Recruitment goals met (objective data to measure success).
• Staff reports are written more clearly, concisely, and persuasively (success determined by supervisor).
At the conclusion of the coaching sessions, we will assess and measure effectiveness with the person being coached
and with the City.
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Organizational Development Consulting
Raftelis’ Performance Academy (RPA) is the only leadership development, performance improvement, and
innovation training program in the country that is specifically designed to meet the unique needs of local
governments and utilities. The opportunities we offer in-person at our state-of-the-art training center located in
Cincinnati or delivered onsite at your facility are aimed at developing high-performing leaders, driving process
improvement, and fostering innovation in your organizations while addressing equity and inclusion concerns.
Raftelis Performance Academy
TRAINING THAT ADDRESSES LOCAL GOVERNMENT
AND UTILITY NEEDS
Local governments and utilities need employees that have a wide array of leadership, analytic, and problem-solving
competencies to address the issues and challenges associated with providing high-quality and equitable services that
meet current and evolving community needs. The Raftelis Performance Academy (RPA), located in our Cincinnati
office, provides learning and development programs that help meet these needs in the following areas:
Organizational culture
Strategic planning
Developing efficient workflows
Performance measurement
Recruitment and retention
Building a positive work
environment
Change management
Diversity, equity, and inclusion
Assessing existing strategies
Effective work planning
Business process re-engineering
Process mapping
Media training
Data-driven decision making
Crisis and risk communication
Effective Utility Management
(EUM)
Innovation and disruption
Community engagement
THE RAFTELIS PERFORMANCE ACADEMY FACILITY
While training opportunities provided by the Raftelis Performance Academy can be offered at your site or virtually,
we’ve found that many organizations are looking for an immersive program to send individuals or a whole team.
Our state-of-the-art training center in Cincinnati provides flexible seating for 34 participants and break-out rooms for
small-group work. Conveniently located for air and car travel, the facility also has lodging across the street.
TRAINING OPPORTUNITIES FOR ALL CAREER STAGES
Learning and development opportunities are developed to meet the needs of
individuals as they progress throughout their careers:
• Entry- to mid-level analysts
• Field/line employee to supervisor transition
• Middle manager to executive transition
• ICMA Credentialed Manager core competencies
• First time managers
• Elected official training
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Raftelis Performance Academy Training Menu
Below is a list of current RPA courses, organized by category, that we can provide onsite for the City. We are also
able to create customized training to address your specific needs.
Personal and Professional Skill Development
Authentic Leadership
For current and emerging leaders, identifying and honing their authentic leadership styles and behaviors is
important for motivating, leading, and sustaining high-performing teams and organizations. In the Authentic
Leadership workshop, participants are led through exercises and discussions aimed at helping them better
understand their authentic leadership styles and behaviors, and how their individual approach toward leadership
impacts others. Prior to the program, participants will complete the EverythingDiSC® Management profile, an
online assessment aimed at providing insights into the one-on-one relationships a leader has with individual staff
and colleagues. Participants will explore various dimensions of leadership and work to identify and cultivate their
personal and authentic leadership priorities.
Transformative Local Government Leaders
Participants will spend an immersive four days focused on transformative leadership concepts, through a curriculum
designed to support emerging and seasoned leaders alike. Key areas of focus include authentic leadership, strategic
planning and visioning, communications and innovation, and change management. The Transformative Local
Government Leaders program uses a blend of direct instruction, shared experiences, connection building, hands on
exercise, and self-exploration to support participants’ professional and leadership development.
Technical Skill Development
Introduction to Process Improvement and Innovation
The Introduction to Process Improvement and Innovation program is focused on creating a common
understanding of process improvement and innovation concepts. It is intended to create awareness and
interest in Process Improvement and Innovation program sessions, and is appropriate for staff in all areas of
the workforce, and at all levels of their careers.
Process Improvement and Innovation
Participants will learn and practice process improvement and innovation concepts and techniques, rooted in the
disciplines of Lean, Six Sigma, and Change Management, tailored to the specific needs and challenges of the
local government sector. Through a mix of direct instruction and hands-on activities, participants will learn and
apply process improvement and innovation skills to improve operations and solve organizational issues.
Problem solving concepts and tools will include root cause analysis, gap analysis, and addressing equity in
process improvement. Innovation concepts and tools will include creative problem-solving techniques such as
behavioral insights and “yes, and” thinking.
Process Improvement and Innovation Train-the-Trainer Coaching
In order to build organizational capacity within the City, additional train-the-trainer coaching is available
for individuals who have participated in the Process Improvement and Innovation program and who wish to
participate in future sessions as a trainer and lead process-improvement efforts in their organizations.
These coaching sessions are designed to:
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• Help participants identify process improvement and innovation content areas of interest and aptitude
• Guide participants in developing an action plan to prepare for training
• Provide follow-up support after training
Performance Measurement
In this training, we introduce participants to the use and development of performance measures in order to
manage performance and track the progress of process improvement and innovation initiatives. We review
the principles of performance management and why measures are important. We will discuss the Success
Pyramid to ensure measures meet the expectations of target audiences, best practices in performance
measurement development and use, and common terminology on the types of measures. Finally, we will
talk about how measures should be tracked and used to better analyze and review operational performance.
Assessing Your Organization’s Communications and Outreach
This workshop walks participants through a seven step checkup for assessing an organization’s efforts and outputs as
well as the outcomes of its communications, all in a cost effective and efficient manner. The seven steps include
examination of materials, messaging, planning, outreach techniques and more, and provides the guidance for how to
measure success. The workshop is highly interactive with a mix of direct instruction, individual and group exercises,
and using a workbook participants can take home with them and use again.
Building a Strategic Communications Plan from Scratch
Participants will learn through a mix of individual and group hands-on activities how to develop and execute
strategic and measurable communications and outreach plans to support community initiatives. Using industry
standards and best practices, participants will learn to understand the difference between tactical and strategic
communications, identify cost-effective ways for conducting research to inform communications strategies, explore
best practices in media relations, digital relations, and community engagement, and learn how to measure the
success of communications and outreach efforts.
Crisis and Risk Communications
No organization is immune to crisis. It is not a matter of “if” but “when.” A crisis can make or break an
organization’s reputation, so knowing what to do, in what order, and more importantly, how to communicate
through it is essential to making it through a crisis effectively. In this very interactive training, participants will learn
two key things: (1) how to develop a useful and customized crisis communication plan to serve them through a
variety of scenarios and (2) what and how to communicate through a crisis to establish your organization as trusted
experts and to alleviate fear.
Succession Planning
Succession Planning
The most important asset of any public organization is its employees. Effective succession planning is key to
ensuring continuity of operations and care. This workshop will equip managers with the skills and tools needed to
assess their organization and teams’ succession planning needs, identify key positions on their teams, and develop
candidate profiles and training plans to support those key positions. Content will be delivered through a blend of
direct instruction and hands-on exercises based on each participant’s organization and team.
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Other Services
Teambuilding and Assessment Tools Administration
Raftelis has team members certified in the administration of various teambuilding and assessment tools including
Everything DiSC®, Meyers-Briggs®, and CliftonStrengths®. In addition, Raftelis has developed its own Leadership
Archetype tool which allows a group to analyze and review various leadership types. Our team can administer these
tools with your staff and facilitate subsequent teambuilding discussions about their outcomes and learn how
individual personality types can be addressed in the work setting to maximize team effectiveness.
Group Facilitation
Raftelis is qualified to provide facilitation
services for a variety of retreat, workshop, and
meeting types, including management retreats
and meetings, process improvement, priority
setting, and more. This is a frequent service we
provide across the country to cities, counties,
and special districts of all sizes.
We believe in fully supporting each retreat or
meeting from beginning to end, from
collaboratively planning the agenda to
providing a final deliverable that summarizes
the results. We are able to adjust our agenda to
accommodate a wide variety of retreat and
meeting purposes, including general meetings, priority setting, process improvement, and more. Before each
retreat, workshop, or meeting, we will have a planning call with the client to ensure an understanding of the
intended outcomes of the session. We typically conduct interviews with governing body members when the
retreat is with a city council or other governing body, as well as the key executive staff to learn about interests
and objectives of the workshop. We solicit and review a variety of information from the client to ensure we fully
understand what they need to get out of the workshop at the end of the session.
We prepare a draft customized agenda and materials, and then seek feedback from the client prior to finalizing
the materials for the workshop or meeting. To ensure we meet the specific goals of the session, our team will
conduct necessary research and prepare workbooks and presentations, depending on what is appropriate for the
situation.
Each retreat will include exercises and discussion to accomplish the identified goals. During the session, the
primary role of the facilitator is to ensure that the environment is respectful and conducive to open and
constructive dialogue, so the established objective is ultimately met. While the agenda provides the structure to
accomplish the tasks, we also know how important it is to pay attention to the group and make sure
conversations that need to happen actually happen. Therefore, we are flexible and in tune with the group during
the process. Our graphic facilitator, if desired, can transform the conversation into graphic form to build
excitement and a shared understanding.
We will provide a summary report documenting the results in approximately one week. Our visual facilitator
is available for such engagements, and a pricing option has been provided for this service.
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EXHIBIT B
INSURANCE REQUIREMENTS FOR PROFESSIONAL SERVICES
Without limiting CONSULTANT’s indemnification of CITY, and prior to commencement of Work,
CONSULTANT shall obtain, provide and maintain at its own expense during the term of this AGREEMENT,
policies of insurance of the type and amounts described below, and in a form satisfactory to CITY.
General liability insurance. CONSULTANT shall maintain commercial general liability insurance with
coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than
$1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property
damage. The policy must include contractual liability that has not been amended. Any endorsement
restricting standard ISO “insured contract” language will not be accepted.
Professional liability (errors & omissions) insurance. CONSULTANT shall maintain professional liability
insurance that covers the Services to be performed in connection with this AGREEMENT, in the minimum
amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or
retroactive date must be before the effective date of this AGREEMENT and CONSULTANT agrees to
maintain continuous coverage through a period no less than three (3) years after completion of the
services required by this AGREEMENT.
Workers’ compensation insurance. CONSULTANT shall maintain Workers’ Compensation Insurance
(Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000). CONSULTANT
shall submit to CITY, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor
of CITY, its officers, agents, employees, and volunteers.
Proof of insurance. CONSULTANT shall provide certificates of insurance to CITY as evidence of the
insurance coverage required herein, along with a waiver of subrogation endorsement for workers’
compensation. Insurance certificates and endorsements must be approved by CITY’s R isk Manager prior
to commencement of performance. Current certification of insurance shall be kept on file with CITY at all
times during the term of this contract. CITY reserves the right to require complete, certified copies of all
required insurance policies, at any time.
Duration of coverage. CONSULTANT shall procure and maintain for the duration of the contract insurance
against claims for injuries to persons or damages to property, which may arise from or in connection with
the performance of the Work hereunder by CONSULTANT, his agents, representatives, employees or
subconsultants.
Primary/noncontributing. Coverage provided by CONSULTANT shall be primary and any insurance or self-
insurance procured or maintained by CITY shall not be required to contribute with it. The limits of
insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance.
Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage
shall also apply on a primary and non-contributory basis for the benefit of CITY before the CITY’s own
insurance or self-insurance shall be called upon to protect it as a named insured.
CITY’s rights of enforcement. In the event any policy of insurance required under this AGREEMENT does
not comply with these specifications or is canceled and not replaced, CITY has the right but not the duty
to obtain the insurance it deems necessary, and any premium paid by CITY will be promptly reimbursed
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by CONSULTANT or CITY will withhold amounts sufficient to pay premium from CONSULTANT payments.
In the alternative, CITY may cancel this AGREEMENT.
Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized
by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line
Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial
Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless
otherwise approved by the CITY’s Risk Manager.
Waiver of subrogation. All insurance coverage maintained or procured pursuant to this AGREEMENT shall
be endorsed to waive subrogation against CITY, its elected or appointed officers, agents, officials,
employees and volunteers or shall specifically allow CONSULTANT or others providing insurance evidence
in compliance with these specifications to waive their right of recovery prior to a loss. CONSULTANT
hereby waives its own right of recovery against CITY and shall require similar written express waivers and
insurance clauses from each of its subconsultants.
Enforcement of contract provisions (non estoppel). CONSULTANT acknowledges and agrees that any
actual or alleged failure on the part of the CITY to inform CONSULTANT of non-compliance with any
requirement imposes no additional obligations on the CITY nor does it waive any rights hereunder.
Requirements not limiting. Requirements of specific coverage features or limits contained in this Section
are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage
normally provided by any insurance. Specific reference to a given coverage feature is for purposes of
clarification only as it pertains to a given issue and is not intended by any party or insured to be all
inclusive, or to the exclusion of other coverage, or a waiver of any type. If the CONSULTANT ma intains
higher limits than the minimums shown above, the CITY requires and shall be entitled to coverage for the
higher limits maintained by the CONSULTANT. Any available insurance proceeds in excess of the specified
minimum limits of insurance and coverage shall be available to the CITY.
Notice of cancellation. CONSULTANT agrees to oblige its insurance agent or broker and insurers to provide
to CITY with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice
is required) or nonrenewal of coverage for each required coverage.
Additional insured status. General liability policies shall provide or be endorsed to provide that CITY and
its officers, officials, employees, and agents, and volunteers shall be additional insureds under such
policies. This provision shall also apply to any excess/umbrella liability policies.
Prohibition of undisclosed coverage limitations. None of the coverages required herein will be in
compliance with these requirements if they include any limiting endorsement of any kind that has not
been first submitted to CITY and approved of in writing.
Separation of insureds. A severability of interests provision must apply for all additional insureds
ensuring that CONSULTANT’s insurance shall apply separately to each insured against whom claim is made
or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain
any cross-liability exclusions.
Pass through clause. CONSULTANT agrees to ensure that its subconsultants, subcontractors, and any
other party involved with the project who is brought onto or involved in the project by CONSULTANT,
provide the same minimum insurance coverage and endorsements required of CONSULTANT.
CONSULTANT agrees to monitor and review all such coverage and assumes all responsibility for ensuring
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that such coverage is provided in conformity with the requirements of this section. CONSULTANT agrees
that upon request, all agreements with consultants, subcontractors, and others engaged in the project
will be submitted to CITY for review.
CITY’s right to revise specifications. The CITY reserves the right at any time during the term of the
contract to change the amounts and types of insurance required by giving the CONSULTANT ninety (90)
days advance written notice of such change. If such change results in substantial additional cost to the
CONSULTANT, the CITY and CONSULTANT may renegotiate CONSULTANT’s compensation.
Self-insured retentions. Any self-insured retentions must be declared to and approved by CITY. CITY
reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a
deductible. Self-insurance will not be considered to comply with these specifications unless approved by
CITY.
Timely notice of claims. CONSULTANT shall give CITY prompt and timely notice of claims made or suits
instituted that arise out of or result from CONSULTANT’s performance under this AGREEMENT, and that
involve or may involve coverage under any of the required liability policies.
Additional insurance. CONSULTANT shall also procure and maintain, at its own cost and expense, any
additional kinds of insurance, which in its own judgment may be necessary for its proper protection and
prosecution of the work.
Verification of Coverage. Contractor shall furnish the City with a certificate of insurance showing
maintenance of the required insurance coverage, as well as endorsements effecting general liability
coverage.. All endorsements are to be received and approved by the City before work commences.
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