HomeMy WebLinkAbout06-08-2022 Management Partners Agreement Amendment No. 1AMENDMENT TO AGREEMENT
THIS AMENDMENT TO AGREEMENT is made and entered into on ___________________________
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.
CITY OF SAN LUIS OBISPO
_______________________________
Derek Johnson, City Manager
ATTEST:
________________________________
Teresa Purrington, City Clerk
APPROVED AS TO FORM:
________________________________
J. Christine Dietrick, City Attorney
CONTRACTOR
___________________________________
Jerry Newfarmer, President and CEO of
Management Partners
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6/8/2022 | 8:45 PM PDT
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.
EXHIBIT A
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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
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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
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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:_________________________________________
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Derek Johnson
City Manager
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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.
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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.
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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
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