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HomeMy WebLinkAboutItem 6d - Approve a Contract Amendement with Management Partners to Allow for Continued Work on Various CIP Park Projects Item 6d Department: Public Works Cost Center: 5009 For Agenda of: 5/3/2022 Placement: Consent Estimated Time: N/A FROM: Matt Horn, Public Works Director Prepared By: Ellen Boyle, Administrative Assistant II SUBJECT: APPROVE A CONTRACT AMENDMENT WITH MANAGEMENT PARTNERS TO ALLOW FOR CONTINUED WORK ON PROJECT DELIVERY FOR VARIOUS CIP PARK PROJECTS RECOMMENDATION 1. Approve Contract Amendment No. 1 with Management Partners to allow for continued work on the City’ Capital Improvement Plan (CIP) project delivery; and 2. Authorize the City Manager to execute the proposed Contract Amendment No. 1 with Management Partners; and 3. Approve a Budget Amendment Request in the amount of $70,000 from CIP Project Delivery Augmentation (Project No. 1000500) to the CIP Project Engineerin g Other Contract Services Account. DISCUSSION Background In November 2020, City voters approved a Local Revenue Measure (Measure G -20) establishing a 1.5 percent local sales tax. Prior to approval, the City had a 0.5 percent sales tax in place that was approved in 2006 and renewed in 2014. Measure G -20 replaces the 0.5 percent sales tax with a 1.5 percent sales tax that is expected to generate $25 million in revenue annually until ended by voters. The result of this increased revenue is expanded funding to maintain, enhance, and expand City infrastructure and a g reater capacity to serve planned growth. Approximately $126 million is planned to be invested in new projects over the next 5 years. This precipitous increase necessitated a review of the Capital Improvement Plan (CIP) Engineering program and project delivery structure. On July 26, 2021, the City entered into an agreement with Management Partners to evaluate and provide recommendations on how to augment delivery capacity of the City’s CIP Engineering Program and provide recommendations on how the CIP Engi neering Program could better serve the community. That analysis was complete on July 30, 2021 and presented to Council on February 1, 2022. The City is currently working on the process to implement those recommendations. As concluded and incorporated in to the 53 recommendations of the Management Partners study, the City needs additional project delivery staff to successfully deliver on the expanded CIP. Expansion of CIP project delivery staff is underway but not yet f ully staffed. Page 209 of 395 Item 6d Council approved the addition of four positions to CIP Engineering at Mid Year. Staff are in the process of meeting and conferring with SLOCEA about several of these new positions. Simultaneous to that, there are presently four positions vacant in the CIP Program due to promotions, transitions out of the organization, and the hiring challenges that are a reality in 2022. When Public Works first embarked on the Management Partners study, the Department knew there was a shortage of staff resources to workload, in order to keep projects moving forward during the Financial Plan period, Management Partners also entered into an agreement with the City of San Luis Obispo on August 9, 2021(Attachment B), to complete the scoping phase for nine CIP projects (Attachment C – CMR to Authorize Agreement for Phase 1). This Phase 1 work was completed in January 2022. With this report, staff is requesting to amend the agreement with Management Partners to continue project management services on five of the nine CIP projects through design phase. The other four CIP Projects will be continued in house when staff are available to address. This will help City staff continue progress on important park projects including the following capital improvement projects: 1. DeVaul Ranch Playground Equipment Replacement 2. Emerson Park Amenity Upgrades and Beautification 3. Orcutt Area Park Improvements (Master Plan and Linear Park) 4. Vista Lago Mini Park Playground Equipment Replacement 5. Laguna Lakes Improvements- Park Master Plan. Sole Source Justification Staff recommends sole sourcing (Attachment D) this work to Management Partners due to their unique knowledge of the CIP Engineering Program and the se project from their Phase 1 work. This service is necessary because the FY 20-21 Capital Improvement Plan has expanded significantly due to the increased revenue brought on by Measure G - 20. Current staffing levels are not sufficient to manage the increased project load. Previous Council or Advisory Body Action These projects were identified in the 2021-23 Financial Plan that was approved by Council. Policy Context Consistent with the October 2018 Purchasing Policy Update to the July 2015 Financial Management Manual, Council approval must be obtained before proceedin g, as approval is required for Consultant Services that cost over $99,999. Public Engagement Public engagement was conducted during the initial identification of these Projects to be included in the 2021-23 Financial Plan. Page 210 of 395 Item 6d CONCURRENCE There is broad support throughout the organization to improve CIP processes and capacity. All City departments are impacted by the efficient delivery of capital projects. San Luis Obispo voters supported Measure G-20 in November 2020 to increase the local sales tax rate to keep public areas clean and safe, maintain streets, open space and natural areas, among other uses. In doing so, the community has signaled its support for the City’s ability to deliver on projects that will benefit residents, local bu sinesses, and visitors. ENVIRONMENTAL REVIEW The recommended action is not a “Project” under California Environmental Quality Act (CEQA) Guidelines Section 15378. Individual capital projects have varying environmental impacts that will be reviewed in compliance with CEQA during the design process of each project. FISCAL IMPACT Budgeted: No Budget Year: 2021-22 Funding Identified: Yes Fiscal Analysis: Funding Sources Total Budget Available Current Funding Request Remaining Balance Annual Ongoing Cost General Fund $157,072 $70,000 $87,072 N/A State Federal Fees Other: Total $157,072 $70,000 $87,072 N/A At the conclusion of Phase 1, approximately $30,000 is remaining from the original contract of $85,000 (Purchase Order #611176). Management Partners provided a proposal for the Phase 2 work (Attachment E) that adds $70,000 to the remaining Phase 1 budget for a total of $100,000 for their advisory work on these park projects. A total of $100,000 will provide approximately 475 hours of consulting services. There is currently $157,072 remaining in the City’s CIP Project Delivery Augmentation account (1000500), which will allow the City to continue with Management Partners’ proposed management of the above-mentioned CIP projects. Staff recommends approving a budget amendment request in the amount of $70,000 from CIP Project Delivery Augmentation to amend the current contract and purchase order with Management Partners. Page 211 of 395 Item 6d ALTERNATIVES Deny authorization to amend the Management Partners agreement. The option exists to have the CIP program operate without support from Management Partners. This would put the CIP behind schedule due to limited staffing to address the increased workload associated with Measure G-20 funding. ATTACHMENTS A - Amendment No. 1 to Management Partners Agreement B - Agreement with Management Partners C - City Manager Report to Authorize Agreement for Phase 1 D - Sole Source Justification for Management Partners E - Exhibit to the Contract Amendment Page 212 of 395 AMENDMENT TO AGREEMENT THIS AMENDMENT TO AGREEMENT is made and entered in the City of San Luis Obispo on [date] by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, herein after referred to as City, and MANAGEMENT PARTNERS, hereinafter referred to as Contractor. WITNESSETH: WHEREAS, on August 9, 2021 the City entered into an Agreement with Contractor for capital project management; and WHEREAS, the City desires to amend the scope of services to include continued work on project delivery for various CIP park projects and Contractor has submitted a proposal for this purpose that is acceptable to the City. NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows: 1. The scope of services and related compensation is hereby amended as set forth in Exhibit A attached hereto. 2. All other terms and conditions of the Agreement remain in full force and effect. IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first written above. ATTEST: CITY OF SAN LUIS OBISPO ________________________________ By:_____________________________________ City Clerk City Manager or Mayor APPROVED AS TO FORM: CONTRACTOR: Contractor ________________________________ By: _____________________________________ City Attorney Name Its: Page 213 of 395 Page 214 of 395 Agreement Page 1 AGREEMENT THIS 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, hereinafter referred to as City, and MANAGEMENT PARTNERS, hereinafter referred to as consultant. W I T N E S S E T H: WHEREAS, the City wants to receive consultation that will prepare capital projects capital descriptions and scoping for subsequent capital project management. WHEREAS, Consultant is qualified to perform this type of service and has submitted a proposed plan of work to do so which has been accepted by City. 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, until July 1, 2022, and acceptance or completion of said services. 2. INCORPORATION BY REFERENCE The Consultant’s fees and scope of work are incorporated in and made a part of this Agreement attached as Exhibit A. The City’s terms and conditions are hereby incorporated in an made a part of this Agreement as Exhibit B. The City’s insurance requirements and Consultant’s proof of insurance are hereby incorporated in and made part of this Agreement attached as Exhibit C. To the extent that there are any conflicts between the Consultant’s fees and scope of work and the City’s terms and conditions, 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 in a total sum not to exceed $85,000 for the scope of services provided 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 provide services as set forth in Exhibit A. 5. AMENDMENTS. Any amendment, modification, or variation from the terms of this Agreement shall be in writing and shall be effective only upon approval by the Department Head or City Manager of the City. DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D 8/9/2021 | 12:52 PM PDT Page 215 of 395 Agreement Page 2 6. 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. 7. NOTICE. All written notices to the parties hereto shall be sent by United States mail, postage prepaid by registered or certified mail addressed as follows: Public Works Department City of San Luis Obispo 919 Palm St. San Luis Obispo, CA 93401 Attn: Rebecca Bernstorff Management Partners 3152 Red Hill Ave. Suite 210 Costa Mesa, California 92626 8. 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 OF SAN LUIS OBISPO, A Municipal Corporation By:_____________________________________ City Manager APPROVED AS TO FORM: CONSULTANT ________________________________ By: _____________________________________ City Attorney DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 216 of 395 1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480 MANAGEMENTPARTNERS.COM 2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • 408 437 5400 • FAX 408 453 6191 3152 RED HILL AVENUE, SUITE 210 • COSTA MESA, CALIFORNIA 92626 • 949 222 1082 • FAX 408 453 6191 July 2, 2021 Ms. Shelly Stanwyck Assistant City Manager City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Ms. Stanwyck: Thank you for the opportunity to submit a revised proposal to provide capital improvement projects (CIP) management consulting assistance to the City of San Luis Obispo. We understand that City leaders have now identified additional capital projects for us to manage so we have updated our proposal to reflect the increased work. Management Partners has the expertise and skills necessary to provide this assistance and we would be pleased to do so. We have prepared this revision in two phases. Phase 1 – Prepare Project Descriptions and Scoping, to be followed by Phase 2 – Implement Project Management. The fee section below pertains only to Phase 1. Before we describe our approach, we would like to share some brief information about our firm. About Management Partners As you may know, Management Partners was founded in 1994 with a specific mission to help local government leaders improve their service to the public. Since then, we have worked with cities, counties, towns, and special districts of all sizes across the United States to help them work more effectively and run more efficiently. We offer a balance of perspectives with a practitioner’s bias and a proven track record of successful consulting engagements. This experience gives us a sensitivity that produces positive outcomes. We are proud to say that as a result of our quality work, many of our clients ask us to complete subsequent assignments. ▪We Know Local Government. Our associates have served in local governments, so we have a deep understanding of the operating and political environments in which you work. ▪We Take a Collaborative Approach. We consider ourselves part of your team and strive to ensure our work supports your overall corporate strategy and goals. ▪We Have Extensive Experience. Each of our more than 100 associates is an expert in one or more service areas, and our firm has assisted hundreds of jurisdictions in 44 states. ▪We Have Developed Proven Methodologies. We understand the importance of a holistic approach to improving organizations, using field-tested techniques for each aspect of the work. ▪Our Work Plan is Tailored to Your Needs. Each of our projects is individually tailored to our client’s unique needs, starting with a careful learning process. ▪We Take Pride in the Quality of Our Work. Our internal processes ensure first-rate, complete staff work and adherence to the highest of ethical standards in public service. EXHIBIT A DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 217 of 395 Ms. Shelly Stanwyck Page 2 ▪We Are Focused on Implementation. As practitioners, our recommendations make practical sense and are able to be implemented. ▪We Provide a Full Suite of Services. Management Partners’ services include everything required to support local government leaders, including organization assessments, performance management, process improvement, strategic planning, and financial planning, budgeting and analysis. Understanding of the Engagement The City of San Luis Obispo anticipates significantly increasing the production of capital improvement project work over the next several years as a result of several elements as described below. ▪In November 2020, voters approved an additional one percent sales tax, and the extension of an existing one-half percent sales tax. This measure will provide approximately $21 million per year in funding and a significant part of these revenues are earmarked for CIP work. ▪It appears likely based on the American Recovery Plan Act (ARPA), and other federal funding initiatives, that the City will be able to secure additional grant or subvention funding for further added capital work. Based on these developments the City is likely to triple its annual capital improvement project expenditures. Additionally, the sooner these projects can be constructed, the less they will cost, and the ability to be timely with CIP delivery will improve the City’s ability to compete for federal funding. Capital Projects for Management Partners’ Engagement The Public Works Department has a need for project management assistance for a portion of these projects on the short term as it assesses and implements new staffing models. The following list shows seven master projects, some of which have sub-projects to be managed. Each will require careful definition and scoping before we start on the actual project work. This is important for both the City and Management Partners so we have a solid estimate of the resources necessary for completion, which we can then manage against. 1.Emerson Park Amenity Upgrades and Beautification 2.Development Related Park Improvements a)Orcutt Area i.Neighborhood Park ii.Linear Park iii.Pocket Park iv.Trail Junction b)Laguna Lake Improvements 3.Electric Vehicle Charging Station at Various Facilities a)Utilities - 879 Morro b)Corporation Yard c)Parks and Recreation d)Various City Facilities 4.Playground Equipment Replacement a)DeVaul Ranch Playground b)Vista Lago Mini Park Playground 5.Bus Shelter Replacements 6.Water Storage Tank Maintenance—Wash water tank #1 7.Fire Stations 3 and 4 Remodel Space Study and Design DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 218 of 395 Ms. Shelly Stanwyck Page 3 Management Partners’ Project Management Role. Our role will be to lead cross-functional teams to efficiently implement capital projects to meet the City’s objectives for each of the projects assigned to Management Partners. Our overall responsibilities will be to ensure clarity about the project description and parameters, establish a work plan and schedule, identify the parties (contractors, designers, others) who will need to participate in the project, work through established City processes and manage the projects in such a way that they are delivered on time and within budget. If impediments to time and budget arise, our responsibility is to alert City staff early about the issues and identify options for resolution. Key Tasks for City Staff. City staff will be responsible for providing policy and program guidance, advising us about stakeholders who need to be involved, advising us about City procedures, approving invoices, ensuring compliance with City permit requirements, providing legal and risk management reviews, making decisions throughout the project, and being available to Management Partners for review and discussion as projects proceed. Phased Approach We have described a two-phase approach to our project management proposal, as described below. ▪ Phase 1 – Prepare Project Descriptions and Scoping. The first step is to carefully describe and scope each capital project so the project parameters are clear and there is mutual understanding by the parties about what the end result entails. This will include an estimate of the resources required to complete the project and our staff hours to be used for this work. It will also include a work plan for Phase 2 – Implement Project Management. With Phase 1 having been completed, we can then manage against a meaningful cost estimate. ▪ Phase 2 – Implement Project Management. The remaining tasks of project management will proceed in Phase 2. Description of Phase 1 – Prepare Project Descriptions and Scoping The first phase of our work will be to collaborate with staff in San Luis Obispo to create a project definition and clear description of each of the capital projects listed above (or a revised list as may be provided by the City subsequent to the preparation of this proposal). Our key tasks in Phase 1 include: 1. Confirm the list of projects. 2. Obtain background information. ▪ Review written materials. This includes written descriptions for each of the capital projects, planning documents, staff reports and other similar items that will provide a solid understanding of all projects we will be managing. ▪ Conduct interviews. This involves interviewing appropriate staff about each of the capital projects to obtain their understanding of the project scope, expectations and other details as may be currently known. 3. Meet with City staff onsite to physically view the locations of each of the capital projects. 4. Prepare a worksheet containing scoping information for each project. This may include: ▪ Description, ▪ Expected or required completion dates, ▪ Current estimated costs and funding source(s), ▪ Known stakeholders who should be involved, and DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 219 of 395 Ms. Shelly Stanwyck Page 4 ▪Other key information about the project that will aid us in fully understanding the scope and expectations. 5.Meet with City staff to review worksheets and confirm project descriptions and scopes. 6.Submit project descriptions and scopes to City for approval. 7.Create a work plan and organize the work for Phase 2 – Implement Project Management. The work plan will include tasks, timelines, and assignments for the projects assigned to Management Partners. After the conclusion of Phase 1, City management will have a scope of work for the actual management of each assigned project. This can be the basis of a presentation to the City Manager and City Council to obtain approval for our assistance in Phase 2. Description of Phase 2 – Implement Project Management Once Phase 1 is completed, we will provide a fee estimate for Phase 2. Phase 2 will involve implementing project management for the projects assigned to Management Partners. Key Tasks for Project Management Implementation. These tasks entail planning, design development, execution, communication, creation of schedules, cost estimates and scopes of work. Tasks include: 1.Conduct a kickoff meeting to ensure that the capital project objectives are clear along with the assignments, schedule, and other parameters. 2.Communicate with the team (internal and external on the project, such as contractors, designers, City staff, and Management Partners’ staff). 3.Prepare requests for proposals (RFP) and facilitate the RFP and selection process. 4.Coordinate with consultants (e.g., engineers, designers, etc.) and staff on the project. 5.Prepare draft reports for City review for submittal to other bodies (e.g., Council). 6.Make presentations on the project. 7.Monitor project budget status. 8.Alert the City about problems needing resolution. 9.Provide regular project updates. Management Partners will prepare a monthly summary of progress on all projects being managed. Our work products will be reviewed internally per our peer review protocols. The monthly progress report will be one report containing progress on all our assigned projects. Consultants We have a team of experts available for this engagement. Jan Perkins, Vice President, will serve as engagement manager. We will assign Steven B. Kahn as our lead consultant for the capital projects management. He will be assisted by Craig Bronzan and Paul McCreary for park-related projects. We will assign other Management Partners consultants in support roles, as shown in the table below. Our commitment is to provide high quality consulting expertise to the City of San Luis Obispo. Their qualifications are provided in the attachment to this proposal. DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 220 of 395 Ms. Shelly Stanwyck Page 5 Associate Role Jan Perkins, Vice President Engagement Manager ▪Responsible for Management Partners’ contract, ensuring quality deliverables and regular communications with the City of San Luis Obispo ▪Assign other Management Partners’ team members as needed to ensure project delivery Steven Kahn, PE, Special Advisor Lead Project Manager ▪Coordinate the work of Management Partners’ subject matter specialists who will be performing project management on specific capital projects (Craig Bronzan and Paul McCreary) ▪Responsible for managing specific capital projects Craig Bronzan, Special Advisor Project Manager/Parks Projects Responsible for managing specific capital projects Paul McCreary, Special Advisor Project Manager/Parks Projects Responsible for managing specific capital projects Pete Gonda, Senior Manager Procurement Expert Provide assistance with RFP processes Sydney Bannister, Management Analyst Provide analytical support, assistance with deliverables Claire Coleman, Senior Management Analyst Provide analytical support, assistance with deliverables Christine Butterfield, Senior Manager Facilitation, stakeholder/community engagement Julie Hernandez, Senior Management Advisor Facilitation, stakeholder/community engagement Other provisions pertaining to our consultants are listed below. ▪Our consultants are part of our overall team and are available for assignments on other engagements, consistent with our responsibility to the City of San Luis Obispo, at the discretion of Management Partners. Management Partners and our consultants will determine the method and manner of carrying out the work and achieving the desired result. We will also determine the schedule of our consultants, including onsite or off-site hours. ▪Matters pertaining to personnel, such as discipline, hiring, or evaluations, are not part of the scope of work, nor are execution of contracts or other written documents obligating the City. All such matters will be the responsibility of the City. ▪Management Partners provides all insurance (including workers’ compensation, liability and professional errors and omissions), training and administrative support (including equipment such as phones and computers) as necessary during the assignment. ▪Our consultants use their Management Partners business cards and email address and will identify themselves as consultants with our firm. Our consultants will only use City information systems and equipment if required to access data and information essential for our consulting engagement. Such instances will be authorized by Management Partners. ▪The City may provide conference room or office space if needed when our consultants are working onsite. It is important to the City, our consultants, and our firm to be clear that we are doing this work for the City as a firm and that our consultants work for Management Partners. DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 221 of 395 Ms. Shelly Stanwyck Page 6 Fee Proposal for Phase 1 We propose an initial not-to-exceed contract in the amount of $85,000 to carry out Phase 1 – Prepare Project Descriptions and Scoping, as summarized above. This assumes an average of 28 hours per project for definition, description, and scoping for approximately 17 projects/sub-projects, along with preparing a work plan with tasks, timelines and assignments. During this engagement, the actual consultant hours will be paid by the City of San Luis Obispo at a rate of $160 per hour plus travel expenses for three capital project managers, Steven Kahn, Craig Bronzan and Paul McCreary. This is discounted from their regular billing rates of $210 per hour in recognition of the anticipated length of the engagement. Other consultants will be provided at their regular hourly rates ranging from $90 to $240 per hour depending on the individual assigned to the project. Travel expenses will also be charged. A table showing our regular consultant rates is provided below. Associate Hourly Rate Vice President/Senior Partner $240 Special Advisor $210* Senior Manager $190 Senior Management Advisor $170 Senior Management Analyst $130 Management Analyst $90 Peer review $140 *Discounted for this engagement to $160 per hour Conclusion We appreciate the opportunity to be of assistance to the City of San Luis Obispo. Please feel free to contact Jan Perkins (949-202-8870) if you have any questions about this proposal. Sincerely, Jerry Newfarmer President and CEO Accepted for the City of San Luis Obispo by: Name: _________________________________________ Title: _________________________________________ Date: _________________________________________ DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 222 of 395 Ms. Shelly Stanwyck Page 7 Attachment – Team Qualifications JAN C. PERKINS Jan Perkins, Vice President, has 30 years of local government management experience in five communities, including as city manager. She has held major leadership positions in professional organizations, has authored numerous articles, and is a frequent speaker at workshops and conferences. She joined Management Partners in 2005. Relevant Projects Since joining Management Partners, Jan has led complex projects that provided assistance to senior local government managers and elected officials. These have included strategic and business planning, council/board effectiveness, executive performance evaluations, budget policy development, organizational assessments, teambuilding, leadership development, and staffing analyses. She is based in the company’s Orange County, California, office. Clients range from small to large and of various types. Examples include the cities of Dallas, Texas; Reno, Las Vegas and North Las Vegas, Nevada; the California cities of Alameda, Anaheim, Garden Grove, Beverly Hills, Pleasanton, El Segundo, Santa Clara, Fremont, Union City, Stockton, Encinitas, Victorville, Newport Beach, Laguna Beach, Santa Rosa, Santa Maria, Indian Wells, Santa Ana, Martinez, Livermore, and Benicia; the counties of Orange, Alameda, Marin, Monterey, San Mateo, Riverside, and Ventura; Alameda County Zone 7 Water Agency, Orange County Cemetery District, and the South Bay Cities Council of Governments. Experience Jan was city manager of Fremont, California, for 11 years, and earlier was city manager of Morgan Hill, California. She also served the city of Santa Ana, California as assistant city manager; Grand Rapids, MI in a variety of management positions including deputy city manager, and Adrian, Michigan, as community development director and assistant city administrator. Expertise Jan is an expert facilitator and organization development consultant. She provides advice on best practices in organization design, performance management, change management, executive coaching and elected official/executive relationships. Education Jan earned a bachelor’s degree in sociology and a master’s degree in public administration from the University of Kansas. She is a graduate of Harvard University’s Program for Senior Executives in State and Local Government. She is recognized by ICMA as a Credentialed Manager and served on ICMA’s Women Leading Government Board. Other Jan 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. Jan served as president of the California City Management Foundation, president of the Alameda County City Managers Association, and as executive board member of the City Managers’ Department of the League of California Cities. She also chaired a number of ICMA committees and is a fellow with the National Academy for Public Administration. Among Jan’s articles are “Hiring 2.0: 23 Creative Ways to Recruit and Keep Great Staff,” which appeared in the January/February 2011 issue of Public Management magazine; “Successful Leadership,” which appeared in the March 2005 issue of Public Management magazine; “The Value of Going Back to the Basics,” co-authored with former Fremont Mayor Gus Morrison, which appeared in the June 2005 issue DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 223 of 395 Ms. Shelly Stanwyck Page 8 of Western City magazine; “It’s (Gulp) Evaluation Time,” July 2005, PM magazine; “Ethics: Alive and Well,” co-authored by Elizabeth Keller and published in the January/February 2007 issue of Public Management, and “Assessing the Ethical Culture of Your Agency,” co-authored by JoAnne Speers and Arne Croce, which appeared in the January/February 2007 issue of Public Management; “Assessing the Ethical Culture of Your Agency,” co-authored by JoAnne Speers and Arne Croce, which appeared in the January/February 2007 issue of Public Management; “Building Career Resiliency: Hone Your Ability to Grow From Adversity,” co-authored with Pat Martel, which appeared in the March 2016 issue of Public Management; “Maximizing Manager Success,” co-authored by Kevin Duggan, Frank Benest and Kevin O’Rourke, published in the April 2016 issue of Public Management, “A Constructive Dialogue: Facilitated Performance Reviews Can Provide Meaningful Feedback,” co-authored with Frank Benest, published in the November 2016 issue of Public Management, and a variety of short articles published on the League of Women in Government website. STEVEN B. KAHN Steven Kahn, Special Advisor, has an extensive career in the public works field, with broad experience in both the public and private sectors over the last 36 years. Experience Most recently, Steve served as the interim public works director for the City of Guadalupe. Prior to that, he was the public works director for the City of Santa Maria for over four years. In Santa Maria he was responsible for overseeing capital projects, development review, traffic, transit, streets, facilities and fleet maintenance. Steve also worked for six years as the utilities engineer for the City of Santa Maria, with oversight responsibilities in water, wastewater, solid waste and stormwater. Steve also served as the public works director for the City of Atascadero for over eight years, where he oversaw capital projects, transit, transportation, traffic, development, streets, parks, facilities, stormwater, wastewater, solid waste and public works administration. Prior to Atascadero, Steve worked in various engineering positions with the City of Santa Maria. Before going to work for public agencies, Steve spent 11 years with two different civil engineering firms surveying, designing and building public works Improvements. Expertise Throughout his career, Steve developed a reputation for strong communication and collaboration skills, and he has extensive experience working with and presenting to the public, community leaders and agencies on many controversial and complex issues and projects. Education Steve holds a bachelor's degree in civil engineering from California Polytechnic State University, San Luis Obispo. He is a registered Civil Engineer and Licensed Land Surveyor in the State of California. Other Steve was president of the American Society of Civil Engineers, San Luis Obispo branch in 1995-1996. He was president of the Central Coast Chapter of the American Public Works Association from 2014 to 2016. DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 224 of 395 Ms. Shelly Stanwyck Page 9 CRAIG BRONZAN Craig Bronzan, Special Advisor, has more than 36 years of full-time experience as a third generation parks, recreation, and community services professional. He has extensive experience in parks and recreation maintenance and programs, park and facility design and planning, community outreach, citizen involvement, and contracting for services. He started his career in recreation in a part-time capacity in high school and through college, working as a sports official, coach, playground leader, and special events and program coordinator. Relevant Projects Since joining Management Partners in 2014, Craig has helped complete organization assessments, provide management services and develop strategic plans related to recreation, maintenance, parks, community services and cultural arts for the County of Monterey; Hayward Area Recreation and Park District (HARD); Mid-Peninsula Open Space District; the California cities of Stockton, Tracy, Riverside, Benicia, San Jose, Mission Viejo, Scotts Valley, Chula Vista, Perris, Cypress, and Union City; and Oakland Park, Florida. Experience Craig’s first director position was in the City of Escalon. He then worked for over 19 years with the City of Turlock where he held various positions including recreation supervisor, recreation superintendent, assistant director of community activities and facilities, administrator of recreation and neighborhood services, and community services manager. During his tenure in Turlock he was responsible for traditional park and recreation services and programs, including the Parks and Recreation and Arts Commissions. For the last five years in Turlock, with the merging of parks and recreation into the Police Services Department, Craig also became responsible for prevention services, neighborhood associations, animal control, grants, code enforcement, the Police Activities League, and the records division as Custodian of Records. In 1998, Craig was hired as the first Parks and Recreation director for the City of Brentwood. Over a period of 15 years, Craig developed an award winning department that served as a model for others in the parks and recreation field in California. As Brentwood’s population grew from 18,000 to over 52,000, Craig provided leadership and management for construction of 58 parks, an aquatics complex, a 38-acre sport facility, two community centers, a dog park, a skate/BMX park, five joint use gymnasiums with the two local school districts, and a joint use Olympic-size aquatic facility at Heritage High School. The Parks and Recreation Department received numerous design and programs awards and was recognized as one the 100 Best Communities for Youth in the nation, was a six-time winner of the Playful City award, is a bicycle friendly community, and is recognized as a HEAL (Healthy Eating an Active Lifestyle) City. In Brentwood, Craig managed an annual budget of over $17 million with a full-time staff of 26 and over 200 part-time and seasonal employees. He was also responsible for staffing several commissions, including a Park and Recreation Commission, an Arts Commission, a Youth Commission, and the Brentwood Advisory Neighborhood Committee. The Parks and Recreation Commission was recognized in 2004 by the National Recreation and Park Association as the outstanding commission in the nation. The City of Brentwood is one of the leaders in California for contracting landscape and maintenance services, a subject Craig has made presentations on at professional association meetings. It was also one of the first communities in California to require residential development to contribute to the City’s public art program. DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 225 of 395 Ms. Shelly Stanwyck Page 10 Education He received his Bachelor of Science degree from California State University, Fresno, and his Master’s in Public Administration from California State University, Stanislaus. Other Craig has been active and served on policy boards of the California Park and Recreation Society, National Recreation and Park Association, and the League of California Cities Community Services division. He is also a former 2-time chair of the Pacific Southwest Maintenance Management School and continues to serve in a Regent Emeritus capacity with the school. PAUL MCCREARY Paul McCreary, Special Advisor, has 30 years of local government experience, including 20 years in management and executive positions leading large, complex parks and recreation organizations. Experience Most recently Paul served as the General Manager of the Hayward Area Recreation and Park District (HARD), California’s largest recreation special district, serving more than 300,000 residents. There he oversaw a $36 million operating budget, $250 million capital budget and over 600 employees in two unions and four unrepresented bargaining units. He served as liaison to a complex network of more than two dozen public agencies, including a city, county, schools, utilities, transportation commissions and a joint powers authority, along with dozens of non-profit organizations. Throughout his career Paul completed over $125 million in capital improvements and $31 million in real property acquisition. He is versed in the implementation of the Quimby Act and park dedication ordinances and has updated three park and facility impact fee programs. He served on cross-functional staff teams during development review and construction of five new large-scale residential developments with thousands of housing units, strengthening his knowledge of general plans, zoning ordinances and entitlement processes. Paul has extensive experience with long range and strategic planning. In Hayward he oversaw a Facility Condition Assessment Study a new Parks and Recreation Master Plan with a social equity lens and updated the Parks and Recreation Master Plan in Dublin twice. While with the City of Dublin, he updated the Parks and Recreation Master Plan twice and authored a 10-Year Department Strategic Plan. Paul also has experience promoting fiscal sustainability. While at HARD, Paul guided the agency from the brink of bankruptcy to the largest fund balance in District history. He led the campaign for a $250 million general obligation bond for capital projects that received 79% voter approval and restructured the District’s debt to minimize borrowing costs and prepared for the issuance of the first $125 million of bonds, improving the District’s credit rating. To supplement the bond proceeds, Paul worked with the District’s Foundation to garner over $2.5 million in grants and private funding and obtained over $7.0 million in competitive grants from the State. Expertise Paul’s expertise includes parks and facilities planning and development; fiscal sustainability; real property acquisition, zoning, and entitlement processes; budget and capital improvement plan preparation; park operations and maintenance; recreation, cultural arts, public art, and heritage programs; human services, CDBG and grant programs; library services; finance, accounting, and human DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 226 of 395 Ms. Shelly Stanwyck Page 11 resources; community engagement; staff support for councils and boards, commissions, and advisory committees; and intergovernmental relations. Education Paul earned a bachelor’s degree in park and recreation administration and a minor in business administration from California State University, Chico, and a master’s in public administration from the University of San Francisco. He also received a certificate in the strategic management of public organizations from the University of California Berkeley’s Goldman School of Public Policy. Other Paul has served as President of the California Parks and Recreation Society District 3, as Secretary for the Municipal Management Association of Northern California, and as a Board Member for the Hayward Chamber of Commerce. He currently serves on the Board of Directors for the California Foundation for Parks and Recreation, and the California State University Chico Foundation Audit Committee. Prior to working in the public sector, he was an accountant for two accountancy firms. PETE GONDA Pete Gonda, Senior Manager, joined Management Partners in 2017 after spending more than twenty- three years in local government. Expertise Over the last several years Pete has focused on procurement management, infrastructure improvements and contract development. He also brings a strong generalist perspective, having served in several multi-disciplinary roles. Experience Pete began his public-sector career with the Town of Mansfield, Connecticut, working in the Town Manager’s Office during Graduate School. Following a move to California, Pete interned with the City of Saratoga in the Office of the City Manager, and was subsequently hired as an analyst, overseeing human resources, service contracting and intergovernmental relations. Pete then joined the City of Sunnyvale, spending eighteen years there in the departments of Public Safety and Finance. Pete’s areas of focus included performance-based budgeting, process improvements, service level reviews, legislative/policy analysis, and revenue/expense management. His revenue expertise helped the City navigate through two successful ballot measures and several tax compliance audits, resulting in more than $2 million in ongoing annual revenue. Pete took over management of Sunnyvale’s centralized purchasing division in 2008. The functions included procurement, inventory warehousing, surplus disposal and ultimately print/copy/mail operations. In each of the 9 years that Pete managed the procurement group, the division received the National Purchasing Institute’s Achievement of Excellence in Procurement award. In 2009 as the Great Recession was taking hold, Pete co-managed a local economic stimulus program called Sunnyvale Works! to accelerate capital projects by leveraging $27 million in federal grant funds and providing job opportunities to the hard-hit construction industry. Under Pete’s leadership, a total of $80 million in design and construction contracts were bid/awarded over a 20-month period, saving the City nearly 30% from engineering estimates. The Sunnyvale Works! program received the Alliance for Innovation’s Outstanding Achievement Award and Public CEO’s Public Works project of the year award. DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 227 of 395 Ms. Shelly Stanwyck Page 12 Education Pete earned a bachelor’s degree in political science and a master’s degree in public administration, both from the University of Connecticut. He also holds the Certified Public Procurement Officer (CPPO) designation from the Universal Public Procurement Certification Council (UPPCC). Other For several years, Pete served as the coaching program coordinator of the California Society of Municipal Finance Officers Career Development Committee, and as an Executive Officer on the Utility Users Tax Technical Task Force of the League of California Cities Revenue and Taxation Policy Committee. He also held leadership positions in the Municipal Management Association of Northern California. SYDNEY BANNISTER Sydney Bannister, Management Analyst, has nearly a decade of local government experience that began at the age of 16 as an umpire. Both her bachelor’s and master’s degrees are in public administration, the latter with a focus in city and county management. Key areas of interest are organizational development and review, data analysis, and project management. Experience Sydney’s local management experience began at the age of 16 as an umpire with the Manhattan, Kansas, Parks and Recreation Department. During her collegiate experience she worked for the Olathe, Kansas, Parks and Recreation Department as an administrator. She then became a management intern in the City Clerk’s Office where she gained expertise developing ordinances, writing and interpreting legal documents, and creating fiscal notes and projections. During her first year of graduate school, Sydney work with the League of Kansas Municipalities as a policy analysis intern. As the title indicates, she was responsible for analyzing and collecting data for the League. Sydney worked on a variety of projects, ranging from writing press releases and FAQs about the 2020 Census, preparing and delivering testimony at the Kansas State Capitol, writing for the Kansas Government Journal, and assisting with municipal training academies. At the conclusion of her first year of graduate school, Sydney received an offer to be a Cookingham-Noll Fellow with the City of Kansas City, Missouri (KCMO), which is one of the oldest city management fellowships in the country. She began her fellowship with KCMO during the height of the COVID-19 pandemic, which resulted in staff shortages throughout the government. As a result, Sydney filled many roles, including acting as a budget analyst for nine months, which provided her with comprehensive understanding of KCMO’s $1.8 billion budget and the budgetary process. Other projects for KCMO include coordinating the Community Engagement University, assisting with financial quarterly analysis, compiling a Citywide Business Plan, inventorying and analyzing KCMO’s boards and commissions, coordinating KCMO’s presentation as an All-America City finalist, and assisting in launching the Office of Citizen Engagement. Expertise Data analysis; researching best practices and implementation planning; project management; leadership development DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 228 of 395 Ms. Shelly Stanwyck Page 13 Education Bachelor’s in public administration, minors in leadership studies and law & society from University of Kansas; Master’s in public administration, Certification in city and county management Other Outstanding Undergraduate in KU Public Administration and Affairs Award Winner; Graduate School City and County Management Cohort Class President ’21; Judy Kelsey ICMA Scholarship Winner ’21; ELGL, GFOA, and ICMA member CLAIRE COLEMAN Claire Coleman, Senior Management Analyst, joined Management Partners in February of 2019. Expertise As a senior management analyst, Claire conducts analyses and research on financial, organizational, and operational projects for clients. She has supported organizational assessments, peer comparison studies, and department merger analyses. Her analytical training includes financial modeling, regression analysis, and proposal development. Experience Claire brings a combination of private sector, government contracting, and public sector experience to Management Partners. Prior to joining the team, she worked on Hornblower Cruises & Events’ winning proposals to operate the New York City ferry system and the ferries to Alcatraz National Park. She also worked in business development at a software startup where she sourced new business opportunities and helped implement solutions for clients to improve employee communication and engagement. Education Claire holds a BA in Economics and Russian Studies with a minor in Politics from Oberlin College. She wrote her thesis on experimental national income tax policies and their impact on labor markets in post- Soviet Central Europe. She speaks Russian, Slovak, and Spanish. CHRISTINE BUTTERFIELD Christine Butterfield, Senior Manager, has worked in local government for over 20 years in a variety of management positions. Christine joined Management Partners in 2014. In this capacity she has conducted organizational analyses, policy reviews, and policy implementation projects and has also provided management services support. She has extensive experience in housing and assisted several communities in the process of evaluating and implementing rental inspection and rent control policies. Relevant Projects Her management services work includes the City of Vallejo Housing and Community Development Division. In Vallejo, she assisted with program administration of block grant funds, development of an updated draft of the impediments to fair housing, and a review of rental housing inspection program best practices and preliminary stakeholder engagement. Christine also provided management services to Midpeninsula Regional Open Space District (Midpen) and assisted with the management of the Public Affairs Department. In July 2017, she was appointed as the public affairs manager and led the strategic communications activities for the opening of new public access at Mount Umunhum, the third-highest peak in the bay area. She also served as the acting DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 229 of 395 Ms. Shelly Stanwyck Page 14 assistant general manager, where she managed a $22 million-dollar budget and 40 staff members in planning, engineering and construction, real property, natural resources and public affairs. Experience Christine began her career in the Chicago-metro area working in several positions in the city manager’s office in Woodridge and then Oak Park (Illinois). She served as an assistant city manager in Roseville, Minnesota and Bakersfield, California. In those positions, she was responsible for a wide range of cross department and multijurisdictional projects involving process design, improvement, and implementation. Her responsibilities as an assistant city manager also included human resources, information technology, and public relations. From 2007 through 2013, Christine served as the Community Development director for the City of Cedar Rapids. She was responsible for current and long-range planning, economic development, Section 8, CDBG program and the metropolitan transportation planning organization. Six months into her service, a record flood left the community with $7 billion in damages. Christine led disaster recovery planning and service delivery after the 2008 flood. Expertise Among other skills, Christine is an experienced facilitator. She oversaw, designed and led a community- wide recovery planning process that engaged more than 4,000 residents in a 10-month period. In addition to residents, the process engaged all levels of government and generated plans for flood protection and the redevelopment of 10 neighborhoods. The plans and implementation actions garnered national recognition. Some of these included the American Planning Association’s 2011 National Planning Excellence Award for Best Practices in Hazard Mitigation and Disaster Planning; 2010 U.S. Army Corps of Engineers Outstanding Planning Achievement Award; and the 2009 International Downtown Association Pinnacle Award. Following the disaster, Christine also served as the acting director of Code Enforcement. She developed a model anti-predatory contractor certification process. FEMA’s Office of Inspector General awarded it as a 2009 Best Practice: Contractor Certification. Concurrent with the disaster recovery projects, Christine worked closely with the development community to conduct multiple process improvement reviews of the building permit and land development system. She led the Community Development Department in the implementation of the business system improvements. One of the most notable of these was the design of the first paperless land development submission system in the state. Education Christine holds two bachelor’s degrees from the University of Minnesota in history and political science, and a master’s degree in public policy and administration from the Robert M. La Follette School of Public Affairs at the University of Wisconsin. Other Christine remains active in the hazard mitigation and risk reduction community. She edited the American Planning Association/FEMA 2014 publication of Planning for Post-Disaster Recovery: Next Generation. In early 2015, she wrote Best Practices in Public Engagement in Recovery Planning also published by the American Planning Association and FEMA. In 2016, she joined practitioners from around the world at the Harvard Kennedy School to share stories and lessons learned. Since 2009, Christine has presented and conducted trainings with the National Housing Conference, American DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 230 of 395 Ms. Shelly Stanwyck Page 15 Planning Association, American Society of Landscape Architects, International Economic Development Council and the Natural Hazard Center at the University of Colorado. She is a member of the American Planning Association, the International City/County Managers Association and served on the Policy Committee of the National Earthquake Engineering Research Institute. JULIE C.T. HERNANDEZ Julie C.T. Hernandez, Senior Management Advisor, joined Management Partners in 2004 after almost 20 years in California local government management. Julie also served as the executive director of the Local Government Hispanic Network, an organization with which she has been active since 1990. Expertise She has a wide range of expertise that includes budget and management analysis, organizational and process reviews, organizational development, teambuilding, strategic planning, public works and development services, personnel and labor relations, risk management, information systems, city clerk operations, economic development and redevelopment, and public information office. Julie also is a skilled facilitator and experienced project manager. Experience In her most recent position, Julie served as senior management analyst for economic development, redevelopment, CDBG, and public information and outreach in Moorpark, which was the most affluent and fastest growing city in Ventura County. In this capacity, she was responsible for business attraction, retention and development assistance. Some of her activities included guiding business through the permitting process, problem solving, developing business-friendly policies and processes, redevelopment, strategic planning, marketing, business licensing, managing grants, and administering film permits. As a member of the Economic Development Collaborative of Ventura County, she worked with economic development managers throughout the county to revitalize and fund an enhanced, proactive business assistance and marketing organization. In her public outreach capacity, she simultaneously implemented a three-year, $1.5 million grant to bring social services to the city, and managed a redevelopment project to build a three-building, 30,000-square-foot Human Services Complex to house the new social and medical services. Julie served as assistant city manager for the City of Santa Paula and was responsible for personnel and labor relations, risk management, information systems, public information and outreach, and the City Clerk’s Office. She served as chief negotiator for collective bargaining with the City’s six employee associations and as public information officer. Her special assignments were the City’s California Oil Museum, cable TV channel, special events permits. In her public outreach capacity she conducted youth services master planning through focus group sessions with City Council, city departments, businesses, and community groups, resulting in a five-year Youth Master Plan. She also successfully implemented a new volunteer recognition program for City volunteers. Julie also spent ten years with the City of Oxnard as a budget analyst in the City Manager’s Office and a management analyst in the combined public works/development services departments. She successfully completed training to become a trainer and facilitator in the city’s management development and teambuilding program. She was the city’s designated trainer for ethics training. DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 231 of 395 Ms. Shelly Stanwyck Page 16 Education Julie earned a bachelor’s degree in psychology from the University of California at Santa Barbara and a master’s degree in counseling psychology, with a community outreach emphasis, from San Diego State University. She is also a graduate of the Coro Foundation’s Oxnard Focus Program. Other She has held a number of leadership positions in national, state and local organizations throughout her career. She is a member of the International City/County Management Association (ICMA), and the Municipal Management Association of Southern California (MMASC). She is a founding member of Local Government Hispanic Network (LGHN), and the Cal-ICMA Preparing the Next Generation Committee. She has served on various boards and committees within these organizations, including a term as president of the Local Government Hispanic Network. Julie frequently facilitates and speaks at workshops and conferences about local government issues. Her community work includes serving on the Board of Directors of the Boys and Girls Club, the United Way, Destino Hispanic Legacy Fund (a philanthropic grants provider for services to Latinos), Professional Latinos/as Advancement Network and the Ventura County Civic Alliance. She is also a long-time member of the Admin/Finance Committee of First 5 Ventura County. She has co-authored several articles, including “Serving Diverse Communities-Best Practices,” which appeared in the June 2007 issue of Public Management magazine; “Serving Diverse Communities- Cultural Competency,” which appeared in the July 2007 issue of Public Management magazine; and “Cultivating Diversity in Municipal Management,” which appeared in the May 2009 issue of Western Cities magazine. DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 232 of 395 EXHIBIT B GENERAL TERMS AND CONDITIONS 1.Insurance Requirements. The Contractor shall provide proof of insurance in the form, coverages and amounts specified in Section E of the City’s Request for Proposal referenced in paragraph 2 of the Agreement, unless changes are otherwise approved and agreed to in writing between the parties. If the Agreement is entered into outside of a Request for Proposal, Contractor shall provide proof of insurance in the form of coverages and amounts specified in Exhibit C. 2.Business License & Tax. The Contractor 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. 3.Ability to Perform. The Contractor warrants that it possesses, or has arranged through subcontracts, all capital and other equipment, labor, materials, and licenses necessary to carry out and complete the work hereunder in compliance with all federal, state, county, city, and special district laws, ordinances, and regulations. 4.Laws to be Observed. The Contractor shall keep itself fully informed of and shall observe and comply with all applicable state and federal laws and county and City of San Luis Obispo ordinances, regulations and adopted codes during its performance of the work. 5.Payment of Taxes. The contract prices shall include full compensation for all taxes that the Contractor is required to pay. 6.Permits and Licenses. The Contractor shall procure all permits and licenses, pay all charges and fees, and give all notices necessary. 7.Safety Provisions. The Contractor shall conform to the rules and regulations pertaining to safety established by OSHA and the California Division of Industrial Safety. 8.Public and Employee Safety. Whenever the Contractor’s 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. 9.Preservation of City Property. The Contractor 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 the Contractor’s operations, it shall be replaced or restored at the Contractor’s expense. The facilities shall be replaced or restored to a condition as good as when the Contractor began work. 10.Immigration Act of 1986. The Contractor warrants on behalf of itself and all DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 233 of 395 subcontractors engaged for the performance of this work that only persons authorized to work in the United State pursuant to the Immigration Reform and Control Act of 1986 and other applicable laws shall be employed in the performance of the work hereunder. 11. Contractor Non-Discrimination. In the performance of this work, the Contractor agrees that it will not engage in, nor permit such subcontractors 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. 12. Work Delays. Should the Contractor be obstructed or delayed in the work required to be done hereunder by changes in the work or by any default, act, or omission of the City, or by strikes, fire, earthquake, or any other Act of God, or by the inability to obtain materials, equipment, or labor due to federal government restrictions arising out of defense or war programs, then the time of completion may, at the City’s sole option, be extended for such periods as may be agreed upon by the City and the Contractor. In the event that there is insufficient time to grant such extensions prior to the completion date of the contract, the City may, at the time of acceptance of the work, waive liquidated damages that may have accrued for failure to complete on time, due to any of the above, after hearing evidence as to the reasons for such delay, and making a finding as to the causes of same. 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 Contractor (Net 30). 14. Inspection. The Contractor shall furnish City with every reasonable opportunity for City to ascertain that the services of the Contractor are being performed in accordance with the requirements and intentions of this contract. 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 Contractor of any of its obligations to fulfill its contract requirements. 15. Audit. The City shall have the option of inspecting and/or auditing all records and other written materials used by Contractor in preparing its invoices to City as a condition precedent to any payment to Contractor. 16. Interests of Contractor. The Contractor covenants that it presently has no interest, and shall not acquire any interest—direct, indirect or otherwise—that would conflict in any manner or degree with the performance of the work hereunder. The Contractor further covenants that, in the performance of this work, no subcontractor or person having such an interest shall be employed. The Contractor certifies that no one who has or will have any financial interest in performing this work is an officer or employee of the City. It is hereby expressly agreed that, in the performance of the work hereunder, the Contractor shall at all times be deemed an independent contractor and not an agent or employee of the City. 17. Hold Harmless and Indemnification. (a) Non-design, non-construction Professional Services: To the fullest extent permitted by DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 234 of 395 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 active or passive negligence, except for such loss or damage arising from the sole negligence or willful 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. (b) Non-design, construction Professional Services: To the extent the Scope of Services involve a “construction contract” as that phrase is used in Civil Code Section 2783, this paragraph shall apply in place of paragraph A. 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, except for such loss or damage arising from the active negligence, sole negligence or willful 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. (c) Design Professional Services: In the event Consultant is a “design professional”, and the Scope of Services require Consultant to provide “design professional services” as those phrases are used in Civil Code Section 2782.8, this paragraph shall apply in place of paragraphs A or B. 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 all claims, damages, injuries, losses, and expenses including costs, attorney fees, expert consultant and expert witness fees arising out of, pertaining to or relating to, the negligence, recklessness or willful misconduct of Consultant, except to the extent caused by the sole negligence, active negligence or willful misconduct of the City. Negligence, recklessness or willful misconduct of any subcontractor employed by Consultant shall be conclusively deemed to be the negligence, recklessness or willful misconduct of Consultant unless adequately corrected by Consultant. 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. In no event shall the cost to defend charged to Consultant DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 235 of 395 under this paragraph exceed Consultant’s proportionate percentage of fault. However, notwithstanding the previous sentence, in the event one or more defendants is unable to pay its share of defense costs due to bankruptcy or dissolution of the business, Consultant shall meet and confer with other parties regarding unpaid defense costs. (d) The review, acceptance or approval of the Consultant’s work or work product by any indemnified party shall not affect, relieve or reduce the Consultant’s indemnification or defense obligations. This Section survives completion of the services or the termination of this contract. The provisions of this Section are not limited by and do not affect the provisions of this contract relating to insurance. 18. Contract Assignment. The Contractor 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. 19. Termination for Convenience. The City may terminate all or part of this Agreement for any or no reason at any time by giving 30 days written notice to Contractor. Should the City terminate this Agreement for convenience, the City shall be liable as follows: (a) for standard or off-the-shelf products, a reasonable restocking charge not to exceed ten (10) percent of the total purchase price; (b) for custom products, the less of a reasonable price for the raw materials, components work in progress and any finished units on hand or the price per unit reflected on this Agreement. For termination of any services pursuant to this Agreement, the City’s liability will be the lesser of a reasonable price for the services rendered prior to termination, or the price for the services reflected on this Agreement. Upon termination notice from the City, Contractor must, unless otherwise directed, cease work and follow the City’s directions as to work in progress and finished goods. 20. Termination. If, during the term of the contract, the City determines that the Contractor is not faithfully abiding by any term or condition contained herein, the City may notify the Contractor in writing of such defect or failure to perform. This notice must give the Contractor a 10 (ten) calendar day notice of time thereafter in which to perform said work or cure the deficiency. If the Contractor has not performed the work or cured the deficiency within the ten days specified in the notice, such shall constitute a breach of the contract and the City may terminate the contract immediately by written notice to the Contractor to said effect. Thereafter, neither party shall have any further duties, obligations, responsibilities, or rights under the contract except, however, any and all obligations of the Contractor’s surety shall remain in full force and effect, and shall not be extinguished, reduced, or in any manner waived by the terminations thereof. In said event, the Contractor 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 Contractor as may be set forth in DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 236 of 395 the Agreement payment schedule; compensation for any other work, services or goods performed or provided by the Contractor shall be based solely on the City’s assessment of the value of the work-in-progress in completing the overall work scope. The City reserves the right to delay any 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 Contractor be entitled to receive in excess of the compensation quoted in its proposal. DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 237 of 395 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME:CONTACT (A/C, No):FAX E-MAILADDRESS: PRODUCER (A/C, No, Ext):PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. OTHER: (Per accident) (Ea accident) $ $ N / A SUBR WVD ADDL INSD THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT AUTOS ONLY AUTOSAUTOS ONLY NON-OWNED SCHEDULEDOWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY OFFICER/MEMBER EXCLUDED? (Mandatory in NH) DESCRIPTION OF OPERATIONS below If yes, describe under ANY PROPRIETOR/PARTNER/EXECUTIVE $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT EROTH-STATUTEPER LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION $ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE DAMAGE TO RENTED $PREMISES (Ea occurrence) COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO-JECT LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY 3/18/2021 Liberty Mutual InsurancePO Box 188065Fairfield, OH 45018 800-962-7132 800-845-3666 Ohio Security Insurance Company 24082 American Fire and Casualty Company 24066 Ohio Casualty Insurance Company 24074 A 1,000,000BKS578260573/1/2021 3/1/2022 1,000,000 ✓ 15,000 ✓ 1,000,000 2,000,000 2,000,000 B BAA57826057 3/1/2021 3/1/2022 1,000,000 ✓ C USO57826057 3/1/2021 3/1/2022 5,000,000✓✓ 5,000,000 ✓0 A XWS57826057 3/1/2021 3/1/2022 ✓ 1,000,000 1,000,000 1,000,000 A Employment Practices Liability BKS57826057 3/1/2021 3/1/2022 Josh Brown BusinessService@LibertyMutual.com ✓ Per Claim Limit Aggregate Limit Per Claim Deductible $10,000 $10,000 $5,000 Management Partners Inc.1730 Madison RdCincinnati OH 45206 60714457 ✓✓ ✓✓ ✓✓ ✓ Insured Provision. This Policy is Primary and we will not ask for Contribution of the policy issued to the Additional Insured. Waiver of Subrogation 30* Day Notice of Cancellation *10 Day Notice of Cancellation for Cancellation for Non-Payment of Premium City of San Luis Obispo990 Palm StSan Luis Obispo CA 93401 Certificate Holder is Additional Insured if required by written contract or written agreement subject to General Liability Blanket Additional Applies. 60714457 | 57826057 | 21-22 GL AU UMB WC OT | Josh Brown | 3/18/2021 11:14:54 AM (PDT) | Page 1 of 1 (;+,%,7&DocuSign Envelope ID: 30B78673-CD8E-42C5-9735-37AC6D9D6F53 Exhibit CDocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 238 of 395 CERTIFICATE HOLDER © 1988-2010 ACORD CORPORATION. All rights reserved. ACORD 25 (2010/05) AUTHORIZED REPRESENTATIVE CANCELLATION DATE (MM/DD/YYYY)CERTIFICATE OF LIABILITY INSURANCE LOCJECTPRO-POLICY GEN'L AGGREGATE LIMIT APPLIES PER: OCCURCLAIMS-MADE COMMERCIAL GENERAL LIABILITY GENERAL LIABILITY PREMISES (Ea occurrence)$DAMAGE TO RENTED EACH OCCURRENCE $ MED EXP (Any one person) $ PERSONAL & ADV INJURY $ GENERAL AGGREGATE $ PRODUCTS - COMP/OP AGG $ $RETENTIONDED CLAIMS-MADE OCCUR $ AGGREGATE $ EACH OCCURRENCE $ UMBRELLA LIAB EXCESS LIAB DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (Attach ACORD 101, Additional Remarks Schedule, if more space is required) INSRLTR TYPE OF INSURANCE POLICY NUMBER POLICY EFF(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)LIMITS WC STATU-TORY LIMITS OTH-ER E.L. EACH ACCIDENT E.L. DISEASE - EA EMPLOYEE E.L. DISEASE - POLICY LIMIT $ $ $ ANY PROPRIETOR/PARTNER/EXECUTIVE If yes, describe under DESCRIPTION OF OPERATIONS below (Mandatory in NH) OFFICER/MEMBER EXCLUDED? WORKERS COMPENSATION AND EMPLOYERS' LIABILITY Y / N AUTOMOBILE LIABILITY ANY AUTO ALL OWNED SCHEDULED HIRED AUTOS NON-OWNEDAUTOS AUTOS AUTOS COMBINED SINGLE LIMIT BODILY INJURY (Per person) BODILY INJURY (Per accident) PROPERTY DAMAGE $ $ $ $ THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR ADDL WVD SUBR N / A $ $ (Ea accident) (Per accident) THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). The ACORD name and logo are registered marks of ACORD COVERAGES CERTIFICATE NUMBER: REVISION NUMBER: INSURED PHONE(A/C, No, Ext): PRODUCER ADDRESS:E-MAIL FAX(A/C, No): CONTACTNAME: NAIC # INSURER A : INSURER B : INSURER C : INSURER D : INSURER E : INSURER F : INSURER(S) AFFORDING COVERAGE SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. +$86(5  ( *DOEUDLWK 5G 6WH  &LQFLQQDWL 2+   VZRRG#WKHKDXVHUJURXSFRP &RQWLQHQWDO &DVXDOW\ &RPSDQ\ 0$1$3$5 0DQDJHPHQW 3DUWQHUV ,QF  0DGLVRQ 5RDG &LQFLQQDWL 2+   $3URIHVVLRQDO /LDELOLW\   /LPLW  5HWHQWLRQ &LW\ RI 6DQ /XLV 2ELVSR  3DOP 6W 6DQ /XLV 2ELVSR &$  DocuSign Envelope ID: 30B78673-CD8E-42C5-9735-37AC6D9D6F53DocuSign Envelope ID: CBD753C9-7369-493F-B00D-8F6B1E4D115D Page 239 of 395 Page 240 of 395 City of San Luis Obispo, City Manager Report Final City Manager Approval Approver Name Date Approved ACM Community Services Shelly & GH 7/15/21 & 7/26/21 Reviewer Routing List Reviewer Name Date Reviewed City Attorney MJ 7/13/21 Finance Nh 7/26/2021 July 6, 2021 FROM: Matt Horn, Public Works Director MH 7/6/2021 PREPARED BY: Paul Fields, Public Works Administrative Analyst SUBJECT: Contract with Management Partners to Provide Interim CIP Project Management Services RECOMMENDATION 1. Execute an agreement with Management Partners to provide project management services in support of CIP Engineering. 2. Approve a Budget Amendment Request in the amount of $85,000 from CIP Project Delivery Augmentation (Project No. 100050) to the CIP Project Engineering Other Contract Services Account. DISCUSSION Background In November 2020, City voters approved a Local Revenue Measure (Measure G-20) establishing a 1.5 percent local sales tax. Prior to approval, the City had a 0.5 percent sales tax in place that was approved in 2006 and renewed in 2014. Measure G-20 replaces the 0.5 percent sales tax with a 1.5 percent sales tax that will generate $21,600,000 in revenue annually until ended by voters. The result of this increased revenue is expanded funding to maintain, enhance, and expand City infrastructure and a greater capacity to serve planned growth. Approximately $126 million will be spent on new projects over the next 5 years. This precipitous increase necessitated a review of the CIP program structure. The City will need additional project delivery staff to successfully deliver on the expanded CIP. On March 22, 2021, the City executed an agreement with Management Partners to assess the CIP program and provide recommendations on its structure to acclimatize the program to the increased project load. Management Partners is in the process of reviewing the program’s work procedures, staffing, policies, and structure with the goal of enabling it to achieve effectiveness, efficiency, and sustainability in delivering capital projects. Management Partners will ultimately provide a set of recommendations and an implementation action plan conveying the steps needed to appropriately staff the CIP program. Page 241 of 395 Authorization to Hire Contract CIP PM’s Page 2 Fiscal Year 21-22 will be the first year of increased funding and an expanded CIP related to Measure G-20. While Management Partners is conducting its assessment, the CIP program needs project management assistance for multiple capital projects and the increased workload because of Measure G-20. Management Partners will be responsible for ensuring clarity in project description and parameters, establishing work plans and schedules, identifying participating parties, and managing projects so that they are delivered on time and within budget. Staff anticipates needing Management Partners’ project management assistance until the necessary CIP staffing additions have been determined and filled. Proposed Phase 1 The first phase of work will be to collaborate with City staff to create a project definition and clear description of each of the capital projects that will be under Management Partners’ purview. This entails confirming project scope, obtaining background materials, meeting with City staff at project sites and preparing project descriptions. Steven Kahn will serve as the Lead Project Manager; he will be responsible for capital project management and for coordinating what subject matter specialists will be assigned to projects. He will be assisted by Craig Bronzan and Paul McCreary, who will provide project management support for park related projects. Proposed Phase 2 Phase 1 allows the consultant to prepare for the delivery and support of the projects. Phase 2 entails implementing project management for the assigned capital projects. While the phase 2 cost is undetermined at this point, it is anticipated the cost to require City Council approval. Staff anticipates seeking council approval on this item along with Management Partners’ recommendations in Fall 2021. FISCAL IMPACT Staff recommends executing an agreement with Management Partners to conduct phase 1 for a not to exceed amount of $85,000. Completion of phase 1 will allow Management Partners to determine the workload needed to support the CIP program, at which point they will submit a fee proposal for phase 2. Phase 1 will be funded by the Other Contract Services Account within the CIP Project Engineering cost center. To cover the agreement staff is requesting to reallocate $60,000 from project 1000500, CIP Project Delivery Augmentation, to CIP Project Engineering’s Other Contract Services account (operating). Per page 530 of the 2021-23 Financial Plan $500,000 was approved for project 1000500 in fiscal year 2021-22 Fund Cost Center Account Current Balance Balance After BAR 101 5009 61013 $24,400 $109,400 ATTACHMENTS 1. Management Partners Proposal –CIP Project Management Support 2. Management Partners_Service Agreement.docx 3. Sole Source Justification 4. CMR -CIP Staffing Study -Management Partners 5. BAR –CIP Project Management Support Page 242 of 395 Authorization to Hire Contract CIP PM’s Page 3 ALTERNATIVES 1. Do not authorize execution of the agreement. In addition to staff’s recommendations the option exists to have the CIP program operate without supplemental staffing. This would put the CIP behind schedule due to limited capacity to address the increased workload associated with Measure G-20 funding. Page 243 of 395 Page 244 of 395 City of San Luis Obispo Sole Source Justification Form Management Partners It is the policy of the City of San Luis Obispo to solicit quotations or bids for purchases of commodities or services for  specified  dollar  amounts and  to  select  vendors  on  a  competitive  basis (See  City  of  San  Luis  Obispo  Financial  Management Manual, Section 201, Exhibit 201‐B).  Pursuant to San Luis Obispo Municipal Code Chapter 3.24.060, certain acquisitions in which the products or services  may only be obtained from a single source may be purchased without engaging in bidding procedures. Such Sole  Source acquisitions must be justified in sufficient detail to explain the basis for suspending the usual competitive  procurement process and approved by the approving authority before such a purchase is made.  1. What product or service is being requested? Why is it necessary?  Management Partners will provide Capital Improvement Program project management support. This  service is necessary because the FY 20‐21 Capital Improvement Plan has expanded significantly due  to the increased revenue brought on by Measure G‐20. Current staffing levels are not sufficient to  manage the increased project load.    2. Is this “brand” of product or services offered the only one that meets the City’s requirements? If  yes, what is unique about the product/services?  Yes, Management Partners is uniquely suited to provide project management support due to their  completion of an assessment of the CIP program, which provided recommendations on how to best  expand capacity so the City can meet the increased capital project workload brought about due to  Measure G‐20. Due to their work conducting this assessment, Management Partners is intimately  familiar with the CIP program’s structure and policies. Furthermore, Management Partners will be  well suited to incorporate any policy or structure change included in their recommendations into  their work until staffing levels are sufficient to address the increased capital project load.    3. Is the product or service proprietary, or is it available from various dealers? Have you verified this?  This service is available from other consultants. However, Management Partners is uniquely suited to  provide this service given their familiarity with the City’s CIP program. This familiarity will  reduce  delays in delivering capital projects on schedule.    4. Have other products/vendors been considered? If yes, which? And how did they fail to meet the  City’s requirements?  No other vendors would fail to meet the City’s requirements in that there would be significant delay  in delivering capital projects due to the need to become familiar with the capital program. Due to  Management Partners’ work conducting a CIP program assessment, they are very familiar with the  CIP program’s structure and policies and staff intends to utilize their   service.    5. Is the purchase an upgrade or addition to an existing system or brand of products adopted citywide?  If so, will purchase of this product avoid  “switching” costs as opposed to  purchasing another  Page 245 of 395 product or service (e.g., additional training required; data conversion; implementation of a new  system; etc.)?  This purchase is an expansion on existing project management support for the CIP Engineering  Program. The purpose of this contract amendment is to continue to receive project management  support as the CIP team works to expand and fulfill the future needs of the increased Measure G‐20  revenues. In order to be successful in delivering Measure G‐20 capital projects, it is important that  the city receives project management support to supplement staff in this transition.    6. Is this a request for services by a contractor with necessary, unique, and critical knowledge  of  established City systems or programs? If so, will the use of the contractor’s services avoid other  costs (e.g., significant staff time in compiling information, data transfers, etc.)?  Yes, using Management Partners to provide this service will allow the City to receive needed  project management to support the City's CIP program. Therefore, staff recommends utilizing  Management Partners for this work, as it will result in significant cost and time savings.    7. What is the quoted price for the product or services, and is it reasonable (based on other products  or services in the same field or based on historical pricing for the City for similar products or  services)?  The proposal received from Management Partners for Phase 2 work proposes the City add an  additional $70,000 to their remaining $30,000 existing hourly based contract, for a total of $100,000  for their advisory work on various CIP projects. This will bring their total contract price for Phase 1  ($85K) and Phase 2 ($70K additional) to $155K. This is a reasonable quote based on the services  provided.       Paul Fields     Requester          Dan Clancy, Purchasing Analyst  Date  Page 246 of 395 1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480 MANAGEMENTPARTNERS.COM 2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • 408 437 5400 • FAX 408 453 6191 3152 RED HILL AVENUE, SUITE 210 • COSTA MESA, CALIFORNIA 92626 • 949 222 1082 • FAX 408 453 6191 January 18, 2022 Ms. Shelly Stanwyck Assistant City Manager City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Ms. Stanwyck: Following completion of Phase 1 of our engagement to provide capital improvement management consulting assistance to the City of San Luis Obispo, this proposal describes the scope of the Phase 2 component. At this point, Management Partners is in a position to provide capital project consulting assistance to Public Works/Engineering and the Parks and Recreation Department as City staff moves forward with the implementation of the park projects addressed in Phase 1. Management Partners has the expertise and skills necessary to provide this assistance and we would be pleased to do so. Understanding of the Engagement Management Partners assisted the City in preparing project scope statements for the following parks capital improvement projects: ▪ DeVaul Ranch Playground Equipment Replacement, ▪ Emerson Park Amenity Upgrades and Beautification, ▪ Orcutt Area Park Improvements (Master Plan and Linear Park), ▪ Vista Lago Mini Park Playground Equipment Replacement, and ▪ Laguna Lakes Improvements – Park Master Plan. Some of these projects have begun to move forward, while the strategies, scope and general approach of others are still under review and development. Based on our expertise and experience, Management Partners is available to provide expert consulting advice to City staff in transitioning from project scope statements to project implementation. This will include hiring landscape architecture consulting firms (where necessary) and moving into preliminary design. Capital Project Consulting Assistance Management Partners’ Management Consulting Role. For the park projects, our primary client will be the Parks and Recreation Department. We will also provide consulting advice as necessary to the cross- functional teams assigned to efficiently implement the parks capital projects. Our overall responsibilities will be to ensure clarity about the project description and parameters and provide advice and assistance to City staff by: ▪ Establishing a work plan and schedule; ▪ Identifying the parties (contractors, designers, others) who will need to participate in the project; ▪ Ensuring good communication; and ▪ Working through established City processes. Page 247 of 395 Ms. Shelly Stanwyck Page 2 If during our advisory work, we become aware of time and budget impediments or other project constraints, we will alert staff about the issues and identify options for resolution. Key Tasks for City Staff. City staff will be responsible for providing all project management on the various projects. This will include providing policy and program guidance, managing stakeholder engagement, advising about City procedures, approving invoices, ensuring compliance with City permit requirements, providing legal and risk management reviews, making decisions throughout the project, and meeting with Management Partners’ advisors for review and discussion as projects proceed. Phase 2 Approach Key Tasks for Management Consulting Assistance to City Staff. These tasks entail advising City staff regarding planning, design development, execution, communication, creation of schedules, and reviewing cost estimates by design professionals and scopes of work. Management Partners will advise and coach City staff in the following described below. ▪ Project Objectives. Ensure the capital project objectives are clear along with the assignments, schedule, and other parameters. ▪ Communications. Advise on best practices in communications with the team (internal and external on the project, such as contractors, designers, City staff, and Management Partners’ advisors). ▪ Request for Proposals. Advise about the preparation of requests for proposals (RFPs) by City staff and provide advice on the RFP selection process. Assist with preparing scopes of work for RFPs if desired. ▪ Budget, Scheduling and Project Issues. Identify potential budget and scheduling challenges. Alert City staff about potential problems needing resolution. Management Partners will prepare a monthly summary of progress on all projects where we are providing advice and assistance. Our work products will be reviewed internally per our peer review protocols. Consultants Jan Perkins, Vice President, will serve as engagement manager. We will assign Craig Bronzan to provide consulting assistance on parks-related projects. We will assign other Management Partners consultants in support roles as necessary, as shown in the table below. Their qualifications are provided in the attachment to this proposal. Our commitment is to provide high-quality consulting expertise to the City of San Luis Obispo. Associate Expertise Craig Bronzan, Special Advisor Parks and recreation facilities planning Lynn Dantzker, Senior Partner Capital projects management, document preparation Sydney Bannister, Management Analyst Document preparation, analysis and other assistance Page 248 of 395 Ms. Shelly Stanwyck Page 3 Other provisions pertaining to our consultants are listed below. ▪ All work performed on behalf of the City will be provided by Management Partners as a firm. At all times, Management Partners shall have the right to assign and substitute team members with equivalent skills and abilities, at its sole discretion and without prior approval of City. ▪ Our consultants are part of our overall team and are available for assignments on other engagements, consistent with our responsibility to the City of San Luis Obispo, at the discretion of Management Partners. Management Partners and our consultants will determine the method and manner of carrying out the work and achieving the desired result. We will also determine the schedule of our consultants, including onsite or off-site hours. ▪ Matters pertaining to personnel, such as discipline, hiring, or evaluations, are not part of the scope of work, nor are execution of contracts or other written documents obligating the City. All such matters will be the responsibility of the City. ▪ Management Partners shall not execute contracts or other written documents on behalf of the City, nor shall our associates obligate the City through written, oral or other means to enter into any contract, expend City funds, or take any specific actions. At all times, City staff shall be responsible for determining the appropriateness and legality of any contracts executed for services desired by the City, and City staff shall be responsible for execution of such contracts. ▪ Management Partners provides all insurance (including workers’ compensation, liability and professional errors and omissions), training and administrative support (including equipment such as phones and computers) on behalf of its consultants, as necessary during the assignment. ▪ Our consultants will use their Management Partners business cards and email addresses and will, at all times, be consultants with our firm and identify themselves as consultants with our firm. The City will not assign any City position titles to Management Partners’ consultants and will not refer to Management Partners’ consultants by any City position titles, including interim titles. Our consultants will only use City information systems and equipment if required to access data and information essential for our consulting engagement. Such instances will be authorized by Management Partners. ▪ The City may provide conference room or office space if needed when our consultants are onsite. Fee Proposal for Phase 2 At the conclusion of Phase 1, we expect approximately $30,000 will remain on our current hourly based contract. We propose that the City add $70,000 for a total of $100,000 for our advisory work on these park projects. A total of $100,000 will provide approximately 475 hours of consulting services. We understand that this may be more than needed for our advisory work or the City may want to augment it if more assistance is needed. During this engagement, our services provided will be paid based on actual consultant hours at the rates shown in the table below. Services from other consultants will be provided at rates ranging from $90 to $240 per hour depending on the consultant(s) assigned to the project. Travel expenses will also be charged, including reasonable travel time. Associate Hourly Rate Vice President/Senior Partner $240 Special Advisor $210 Senior Manager $190 Senior Management Advisor $170 Senior Management Analyst $130 Management Analyst $90 Peer review $140 Page 249 of 395 Ms. Shelly Stanwyck Page 4 Conclusion We appreciate the opportunity to be of assistance to the City of San Luis Obispo. Please feel free to contact Jan Perkins (949) 202-8870) if you have any questions about this proposal. Sincerely, Jerry Newfarmer President and CEO Accepted for the City of San Luis Obispo by: Name: _________________________________________ Title: _________________________________________ Date: _________________________________________ Page 250 of 395 Ms. Shelly Stanwyck Page 5 Attachment – Team Qualifications CRAIG BRONZAN Craig Bronzan, Special Advisor, has more than 36 years of full-time experience as a third generation parks, recreation, and community services professional. He has extensive experience in parks and recreation maintenance and programs, park and facility design and planning, community outreach, citizen involvement, and contracting for services. He started his career in recreation in a part -time capacity in high school and through college, working as a sports official, coach, playground leader, and special events and program coordinator. Relevant Projects Since joining Management Partners in 2014, Craig has helped complete organization assessments, provide management services and develop strategic plans related to recreation, maintenance, parks, community services and cultural arts for the County of Monterey; Hayward Area Recreation and Park District (HARD); Mid-Peninsula Open Space District; the California cities of Stockton, Tracy, Riverside, Benicia, San Jose, Mission Viejo, Scotts Valley, Chula Vista, Perris, Cypress, and Union City; and Oakland Park, Florida. Experience Craig’s first director position was in the City of Escalon. He then worked for over 19 years with the City of Turlock where he held various positions including recreation supervisor, recreation superintendent, assistant director of community activities and facilities, administrator of recreation and neighborhood services, and community services manager. During his tenure in Turlock he was responsible for traditional park and recreation services and programs, including the Parks and Recreation and Arts Commissions. For the last five years in Turlock, with the merging of parks and recreation into the Police Services Department, Craig also became responsible for prevention services, neighborhood associations, animal control, grants, code enforcement, the Police Activities League, and the records division as Custodian of Records. In 1998, Craig was hired as the first Parks and Recreation director for the City of Brentwood. Over a period of 15 years, Craig developed an award winning department that served as a model for others in the parks and recreation field in California. As Brentwood’s population grew from 18,000 to over 52,000, Craig provided leadership and management for construction of 58 parks, an aquatics complex, a 38-acre sport facility, two community centers, a dog park, a skate/BMX park, five joint use gymnasiums with the two local school districts, and a joint use Olympic-size aquatic facility at Heritage High School. The Parks and Recreation Department received numerous design and programs awards and was recognized as one the 100 Best Communities for Youth in the nation, was a six-time winner of the Playful City award, is a bicycle friendly community, and is recognized as a HEAL (Healthy Eating an Active Lifestyle) City. In Brentwood, Craig managed an annual budget of over $17 million with a full-time staff of 26 and over 200 part-time and seasonal employees. He was also responsible for staffing several commissions, including a Park and Recreation Commission, an Arts Commission, a Youth Commission, and the Brentwood Advisory Neighborhood Committee. The Parks and Recreation Commission was recognized in 2004 by the National Recreation and Park Association as the outstanding commission in the n ation. The City of Brentwood is one of the leaders in California for contracting landscape and maintenance services, a subject Craig has made presentations on at professional association meetings. It was also one of the first communities in California to require residential development to contribute to the City’s public art program. Page 251 of 395 Ms. Shelly Stanwyck Page 6 Education He received his Bachelor of Science degree from California State University, Fresno, and his Master’s in Public Administration from California State University, Stanislaus. Other Craig has been active and served on policy boards of the California Park and Recreation Society, National Recreation and Park Association, and the League of California Cities Community Services division. He is also a former 2-time chair of the Pacific Southwest Maintenance Management School and continues to serve in a Regent Emeritus capacity with the school. LYNN DANTZKER Lynn Dantzker, Senior Partner, has managed a variety of Management Partners’ organizational assessments with a focus on organizing for effectiveness and strengthening employee engagement, special studies related to efficiency efforts related to various city bankruptcies, and community development process reviews and fee studies. She has also led projects to consider the governance and efficiency implications of various governmental reorganizations and consolidations from park districts, fire and transportation agencies and sewer collection and treatment special districts. Lynn led the project to merge two Alameda C ounty transportation agencies, the establishment of a regional fire dispatch agency in San Joaquin County and assisted with the merger of the San Bernardino Fire Department into the San Bernardino County Fire Protection District as part of a bankruptcy proceeding. She also worked with the Metropolitan Transportation Commission (MTC) and the Association of Bay Area governments (ABAG) on a merger study that resulted in a consolidation of staff and consideration of merger in the future. Relevant Projects Organizational review clients include Santa Clara, Sacramento, Stockton, San Bernardino, Oakland, Davis, Tracy, the Metropolitan Transportation Commission and Sonoma County. Her focus has been on citywide assessments as well as public works, human resources, community development and utility departments. Development review clients include Sacramento, San Jose, Rancho Cucamonga, and San Mateo. Governmental reorganization clients include the Silicon Valley Library System, Livermore, Alameda County Transportation Commission, City of Stockton (fire dispatch), Metropolitan Transportation Commission and the Association of Bay Area Governments (ABAG). Experience 29 years in city management. Eleven years assisting local government through consulting with Management Partners. Expertise Organization assessment and structure review, organizing for effective service delivery, employee engagement and professional development, governmental reorganization and consolidation and development services. Page 252 of 395 Ms. Shelly Stanwyck Page 7 Education BA in sociology from New York University; Master in Public Administration from University of Southern California SYDNEY BANNISTER Sydney Bannister, Management Analyst, has nearly a decade of local government experience that began at the age of 16 as an umpire. Both her bachelor’s and master’s degrees are in public administration, the latter with a focus in city and county management. Key areas of interest are organizational development and review, data analysis, and project management. Experience Sydney’s local management experience began at the age of 16 as an umpire with the Manhattan, Kansas, Parks and Recreation Department. During her collegiate experience she worked for the Olathe, Kansas, Parks and Recreation Department as an administrator. She then became a management intern in the City Clerk’s Office where she gained expertise developing ordinances, writing and interpreting legal documents, and creating fiscal notes and projections. During her first year of graduate school, Sydney work wit h the League of Kansas Municipalities as a policy analysis intern. As the title indicates, she was responsible for analyzing and collecting data for the League. Sydney worked on a variety of projects, ranging from writing press releases and FAQs about the 2020 Census, preparing and delivering testimony at the Kansas State Capitol, writing for the Kansas Government Journal, and assisting with municipal training academies. At the conclusion of her first year of graduate school, Sydney received an offer to be a Cookingham-Noll Fellow with the City of Kansas City, Missouri (KCMO), which is one of the oldest city management fellowships in the country. She began her fellowship with KCMO during the height of the COVID-19 pandemic, which resulted in staff shortages throughout the government. As a result, Sydney filled many roles, including acting as a budget analyst for nine months, which provided her with comprehensive understanding of KCMO’s $1.8 billion budget and the budgetary process. Other projects for KCMO include coordinating the Community Engagement University, assisting with financial quarterly analysis, compiling a Citywide Business Plan, inventorying and analyzing KCMO’s boards and commissions, coordinating KCMO’s presentation as an All-America City finalist, and assisting in launching the Office of Citizen Engagement. Expertise Data analysis; researching best practices and implementation planning; project management; leadership development Page 253 of 395 Page 254 of 395