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HomeMy WebLinkAboutRESPONSE - RFP - P1028 ORGANIZATIONAL STRUCTURE REVIEW 28434We Get Results We are proud of our track record helping jurisdictions. Some examples include: • Cut cycle time by one-third in a city's internal development review process, using analysis and a structured decision - making technique that emphasized immediate implementation. • Reduced overhead/support staffing and increased by 15% the number of uniformed police officers available for direct customer service, using position utilization analysis. • Saved a city government (120,000 population) up to $1.8 million in operating costs while improving service and streamlining the organization, through optimization analysis. • Overhauled and consolidated a city's code enforcement operation, which reduced case backlogs from 7,500 to 1,200, increased productivity 10% and pushed the compliance rate to 92%. • Completed a management review of a county government, saving substantially more than the Performance Contract guarantee. • Provided interim management services to a stressed local government, averting both a governance and a financial disaster. HELPING LOCAL GOVERNMENTS IMPROVE` Whatever the challenge - financial, performance or process improvement - Management Partners is your hest resource. Our focus is helping government leaders bolster their effectiveness by streamlining processes, improving operations, developing quality staff, ensuring sound fiscal management and planning for the future. Some ways that we can help you: Performance Management projects encompass a wide range of tools, such as designing and implementing systems that: • Measure organizational performance • Strengthen project planning • Provide a balanced scorecard • Leverage strategic benchmarking to compare your operations to those in similar government agencies. Development Review is a complex process involving multiple departments and steps. Its effects are far-reaching and can have a long- lasting impact on community growth. We help restructure development approval processes to improve quality, timeliness and customer service. Our unique methodology also can be applied to code enforcement and inspections. Service Delivery Alternatives provide innovative ways to get the most out of specialized functions such as fire protection, crime prevention and even library services - especially when finances are a concern. Consolidation, service sharing and regionalization are possible alternatives. Among our major successes are helping merge city and county services and multiple fire protection districts. A Performance Contract offers a complete management review of your organization. We contractually guarantee to produce annual savings after examining business practices, levels of service, and service delivery mechanisms for efficiency and productivity. A Partnership Agreement offers a way for Management Partners to take on tasks or projects that your busy staff cannot do. We become your partner by spearheading a project at a moment's notice (with no ramp -up time), providing nimble responses to elected officials, and offering capacity for issue analysis from our diverse pool of professionals. Our Clients Management Partners has served hundreds of clients - large and small; cities, counties and special districts - across the United States since our founding in 1994. Here are a few of them: • City of Surprise, AZ • San Mateo County, CA • King County Sheriff's Office, WA • Ventura County Library District, CA • Louisville Metro Government, KY • Polk County, FL • Port of Sacramento, CA • City of Arlington, TX • City of Olathe, KS • City of Santa Clara, CA • City of Reading/Berks County, PA • Lake County, IL • East Bay Regional Park District, CA • City of Reno, NV • Town of Woodside, CA • City of Cincinnati, OH • City of Shoreline, WA • Contra Costa Transportation Authority, CA • Santa Barbara County, CA • City of Kansas City, MO • City of North Las Vegas, NV • Fresno Unified School District, CA • Loudoun County, VA • City of San Jose, CA • Maryland -National Capital Park and Planning Commission, MD Visit our website for a complete client list: wwturaaneWmentpartners. com N IANAGEMENT PARTNERS I N C O R P O R A T E D Management Partners is a professional management consulting firm specializing in helping local government leaders improve the way their governments operate. Management Partners is a unique organization that provides clients with the expertise of professionals with extensive experience in all aspects of local government operation as well as knowledge about how the best governments in the country provide services. We take pride in our performance in serving clients, so each assignment we undertake is performed with care and attention. Our staff includes leaders and managers with practical experience in public service, including chief executives and department directors with experience in a variety of program areas. As a result of our backgrounds and experience, we understand what it takes to bring excellence to public service, and we are sensitive to the political context of leadership in public agencies. Management Partners has a management bias and a practical bent that emphasizes getting things done. These qualities are reflected in the way we approach each of our assignments. At the same time, we believe that management in the public service should perform at the same high standard achieved by the very best of America's companies. Management Partners has completed a wide variety of projects to improve the effectiveness of their organizations for local government clients throughout North America. We have conducted organizational reviews for a number of major public agencies, which have produced significant operational improvements. We are skilled at assessing both systemic and operational techniques and the effectiveness of those who use them. We provide the full range of consulting techniques and services that can assist local government leaders, bringing to bear both expertise and staff capacity to help get things done. Management Partners' client list includes many cities and counties from throughout the country. A sample of our larger clients includes: Cincinnati, Kansas City, San Diego, San Jose, Long Beach, Oakland, San Francisco, Tucson, Albuquerque, Calgary, Wichita, Louisville, Arlington (Texas), Dayton, Baltimore, Boston, Washington, D.C., and Richmond. County clients include Arlington County, Virginia; Berks County, Pennsylvania; San Mateo, Ventura, Alameda, Orange and Santa Barbara, California; Sedgwick County, Kansas; Hamilton County, Ohio; and Polk County, Florida. In addition, the company has served many special districts, including schools. We maintain two offices: Cincinnati, Ohio and San Jose, California. The Cincinnati office serves as the corporate headquarters. EAST WEST 1730 Madison Road 2107 North First Street, Suite 470 Cincinnati, OH 45206 San Jose, CA 95131 513 861 5400 408 437 5400 www.managern artners.com MANAGEMENT_ PARTNERS Winter/Spring 2006 I N C O R V O R A T E D 1 r tI it i"�l �. Jitom`CtYiC We work with managers in many different local government settings, with lots of different titles and job descriptions. Regardless of the title, every professional local government manager must be a leader to be successful. Leadership is often the difference between excellence and mediocrity in the organization's overall performance. While myriad leadership styles are successful, every really good leader does two things: support the staff and stretch the organization. Support comes in a variety of ways - coaching, directing, nurturing, providing help. Standing up for them when they need a protector. Being there when they need a shoulder to lean on. Helping people transcend the pettiness of daily stress, or their individual roles, to be a part of a larger success, But the leader's engagement with staff must be more than reactive. She must actively care for the organization's managers collectively and individually - for their development, their performance, their success. Though busy with daily activities, extraordinary leaders spend substantial persona/ time focusing on managers. They participate in training sessions, set performance goals and discuss results. And they dig down into the organization, engaging with managers to identify staff who are growing and performing well, and those who aren't. And then the leader acts to improve the team, promoting the best, weeding out the worst performers. A bonus observation: Traditional managers define success in terms of the people for whom they are directly responsible - department heads and employees. Really effective city or county managers define success to include everyone with a stake in the action - staff members appointed by others, elected officials, members of advisory boards or commissions, volunteers, even leaders of client or supplier organizations. Good leaders are invested in the success of everyone around them. The success of the leader is inseparable from the success of the whole enterprise. Mammoth Lakes, California A Client/Consultant Partnership Success Story In the fall of 2004, :he Town of Mammoth Lakes, California, hired Management Partners to analyze its development review and permitting processes. Incorporated in 1984, Mammoth Lakes initially was a sleepy, secluded ski resort town of 7,000 year-round residents. But its scenic location in the Sierra moun- tain range, bordering the Ansel Adams and John Muir Wilderness Areas, turned it into a mecca for tourists year-round, as well as one of the nation's premier ski resorts. The result has been a development boom, with significant increase in the volume and complexity of projects. The usual single-family devel- opments were joined by a wave of condo/multi-family and commercial developments, including large-scale hotels. The Town's five-year projection showed up to 1,200 units being built each year. Town staff, accustomed to simpler projects and slower growth, did not have a system in place: to handle this rapid change, and they did not have the proper automation or staffing. Management Partners spent three months analyzing Town issues, culminating in a December 2004 report with 21 recommendations. In January 2005, Management Partners was asked to help fast - track implementation of many report recommendations. The goal was to have system changes in place by summer, the Town's peak development season. This aggressive schedule was made possible largely due to the excellent partnership between our firm and Town staff responsible for delivering services. Management Partners held regular meetings with Town staff to review progress. We regularly updated Town Council, and we facilitated two workshops with council and the Planning Commission on how they posi- tively or negatively impact the process. The project included a public education/outreach plan as well as an Implementation Action Plan for handing off the project to staff once our contract ended. Some changes made as a result of this project include: • A new Town policy allows staff to reject incomplete submittals • A standard format for responding to customers is used in all Town divisions/departments (i.e., plan check and review) • Specific turnaround timetables for each type of application are in place, along with public education materials • Key staff were added • A new automated project trac<ing software system was purchased. The Town staffs energy and dedication to the project contributed to its overwhelming success, as did clear backing from management. By truly partnering with our firm, Mammoth Lazes made incredible progress in a short period of time. MANAGEMENT PARTNERS Winter/Spring 2006 I N C O R P 0 R A T F D Me We work with managers in many different local government settings, with lots of different titles and job descriptions. Regardless of the title, every professional local government manager must be a leader to be successful. Leadership is often the difference between excellence and mediocrity in the organization's overall performance. While myriad leadership styles are successful, every really good leader does two things: support the staff and stretch the organization. Support comes in a variety of ways - coaching, directing, nurturing, providing help. Standing up for them when they need a protector. Being there when they need a shoulder to lean on. Helping people transcend the pettiness of daily stress, or their individual roles, to be a part of a larger success. But the leader's engagement with staff must be more than reactive. She must actively care for the organization's managers collectively and individually - for their development, their performance, their success. Though busy with daily activities, extraordinary leaders spend substantial persona/ time focusing on managers. They participate in training sessions, set performance goals and discuss results. And they dig down into the organization, engaging with managers to identify staff who are growing and performing well, and those who aren't. And then the leader acts to improve the team, promoting the best, weeding out the worst performers. A bonus observation: Traditional managers define success in terms of the people for whom they are directly responsible - department heads and employees. Really effective city or county managers define success to include everyone with a stake in the action - staff members appointed by others, elected officials, members of advisory boards or commissions, volunteers; even leaders of client or supplier organizations. Good leaders are invested in the success of everyone around them. The success of the leader is inseparable from the success of the whole enterprise. Mammoth Lakes, California A Client/Consultant Partnership Success Story ,r In the fall of 2004, the Town of Mammoth Lakes, :. California, hired Management Partners to analyze its development review and permitting processes. Incorporated in 1984, Mammoth Lakes initially was a — sleepy, secluded ski resort town of 7,000 year-round >. s residents. But its scenic location in the Sierra moun- tain range, bordering the Ansel Adams and John Muir Wilderness Areas, turned it into a mecca for tourists year-round, as well as one of the nation's premier ski resorts. The result has been a development boom, with significant increase in the volume and complexity of projects. The usual single-family devel- opments were joined by a wave of condo/multi-family and commercial developments, including large-scale hotels. The Town's five-year projection showed up to 1,200 units being built each year. Town staff, accustomed to simpler projects and slower growth, did not have a system in place to handle this rapid change, and they did not have the proper automation or staffing. Management Partners spent three months analyzing Town issues, culminating in a December 2004 report with 21 recommendations. In January 2005, Management Partners was asked to help fast - track implementation of many report recommendations. The goal was to have system changes in place by summer, the Town's peak development season. This aggressive schedule was made possible largely due to the excellent partnership between our firm and Town staff responsible for delivering services. Management Partners held regular meetings with Town staff to review progress. We regularly updated Town Council, and we faclitated two workshops with council and the Planning Commission on how they posi- tively or negatively impact the process. The project included a public education/outreach plan as well as an Implementation Action Plan for handing off the project to staff once our contract ended. Some changes made as a result of this project include: • A new Towr policy allows staff to reject incomplete submittals • A standard format for responding to customers is used in all Town divisions/departments (i.e., plan check and review) • Specific turnaround timetables for each type of application are in place, aloncl with public education materials • Key staff were added • A new automated project tracking software system was purchased. The Town staffs energy and dedication to the project contributed to its overwhelming success, as did clear backing from management. By truly partnering with our firm, Mammoth Lakes made incredible progress in a short period of time. The New York City Police Department modified its Crime Control Model several years ago to embrace the use of computer -driven crime statistics, often referred to as CompStat. NYPD uses the statistics in a weekly crime report and as the basis of weekly discussions where precinct commanders, leaders of other operational units and agency executives strategl7c about the Flow of crime and quality of life enforcement issues. The CompStat system has proven to be highly effective in preventing and investigating crime in New York City. Serious incidents - murder, rape and robbery, for example - declined about 504) from 2004 to 2005, and are down almost 9% since 2003, NYPD statistics show Management Partners has worked with several law enforcement clients who also use CompStat as their primary operational mode. Among them are the Polk County Sheriff's Office (over 1,500 personnel;, Louisville Police Department (over 1,200 personnel), and Manchester (Connecticut) Police Department (with 125 personnel;. We have worked with many law enforcement agencies to develop performance measures, which Is the first step in a data based decision -making model like CompStat. CompStat was conceived as an organized system for managing and directing police operations. It is firmly rooted in five basic principles: 1. Setting specific objectives 2. Gathering timely and accurate data/intelligence 3. Utilizing effective strategies and tactics 4. Rapid deployment of personnel and resources, and 5. Relentless follow-up and assessment' Setting specific objectives: Organizations are more likely to be successful if they know what success looks like. Setting objectives defines what success looks like from a police operations point of view. Objectives should be framed as outcomes, rather than process objectives. For example, "reducing crime" and "getting weapons off the street" are outcome objectives, while "increasing the number of undercover operations' is a process. objective Departments that set specific objectives can then target resources to them When staff who are at the point of contact know outcomes are being measured, they become focused on them What (lets measured gets done. Gathering timely and accurate data/ In police operations. "intelligence" translates into crime data defined by location and type within 24 hours of occurrence. Usually, this is accomplished by displaying crime incidents, patterns and trends on a map to identify "hot spots." The key to timely and accurate intelligence is a powerful electronic information system that allows easy and up-to-the- minute data entry from the field and provides daily analysis, Intelligence repor must he formatted for easy use in planning tactics and output must be electronically accessible to operations persrmnel Utilizing effective strategies and tactics: Law enforcement agencies use crime intelligence to deploy operations staff in locations and modes that are the most appropriate for controlling hot spots. Successful use of CompStat requires that strategy and tactics be de -compartmentalized. In other words, strategy and tactics must cut across the organizational milieu so that any and every department resource is available for a coordinated attack on the hot spots. The Implication is that effective tactics and strategy mean organizational barriers must be broken down and recast in every tactical plan Sn thar no internal obstacle to success remains. The hallmark of effective strategy and tactics is not crimes solved, but crimes prevented, To a degree, solving a crime is an indication of failure because that means there is a failure of prevention A decreasing crime rate indicates that effective strategy and tac_t;cs are bemm, Rapid deployment of personnel and resources: This is the action phase of effective strategy and tactics. 7 he emphasis her i, on rapid. one successful law enforcement agency translates "rapid into 'daily.'" It analyzes intelligence at the start of each day, developing deployment and operations plans for the next 24 hours in the context of that intellio_ ence, and then directing operations for the day based on that plan. Relentless follow-up and assessment: This is the most critical component of CompStat Relentless follow-up is the cultaral value that says, "We will continue to grind on a problem until that problem is solved." What is communicated, both internally and externally, is a dogged determination that crime and criminal activity will be halted, not just managed Winter/Spring 2006 Employee Surveys Bolster Performance When was the last time you formally asked your employees for their opinion? Do you know what your employees think about their work environment? Here's why you should care: This information can be critically important to providing the best municipal services, retaining the best workers, and creating a work environment based on trust. and mutual respect. While surveys of residents help measure performance, don't stop there. Employees can provide valuable information on equipment, resources, workload distribution, supervisor/worker relations, and both internal and external communication channels. The City of Shoreline, Washington, surveys employees every two years. Shoreline took the results to heart, creating an organizational improvement program aimed at building trust and improving communication. Results from the new Shoreline survey: • 991)/o of respondents have a clear understanding of how their job fits with the City's mission (compared to 86% two years ago). • 971% agree the organization treats employees with respect (compared to 75%) • 9811/6 believe employees can trust their department head (compared to 53%) The newest Shoreline survey also revealed that 89% of employees would recommend working for the City to a friend. In the case of Shoreline, its city manager and leadership team invested in their most important asset - employees - by listening to them, providing training and tools to do their job, and addressing their concerns. Shoreline's experience with employee surveys will be presented as a case study at the June 2006 Innovations in Government Conference in Dayton, Ohio. Let Management Partners help you conduct an employee attitude survey to find ways to improve operations and results. For information, call our east office at (513) 861-5400 or our west office at (408) 437-5400. Or email Jerry Newfarmer at inewfarmerCaman_g�_gementpart_ners.com. + c ut, ra a $ nr , ► r001 xr i 'CON CT us What does it take to be a successful local government manager? This is a question that Jan Perkins of Management Partners has often been asked over the years. (Meet Jan on the back page of this issue.) In a recent article in Public Management magazine, Jan offered the following measures as fundamental to effective leadership in local government. 1. Believe deeply in the value of public service. 2. Treat people fairly and with respect. 3. Aim high, and get it done. 4. Deliver what you promise. S. Cultivate partnerships. 6. Listen carefully, and communicate well. 7. Seek to learn in all things. 8. Act with integrity. 9. Surround yourself with people smarter than you are! 10. Always say "thank you." (And mean it!) We look forward to hearing from you. Please contact us at the following: EAST OFFICE 1730 Madison (Road Cincinnati, OH 45206 (513)861-5400 WEST OFFICE 2107 North First Street Suite 470 San Jose, CA 95131 (408)437-5400 INTERNET These measures focus on leadership skills as well as on values and beliefs. To learn EMAIL more about these attributes of successful leadership in local government, read Jan's Jerry Newfarmer, President/CEO article in the March 2005 edition of Public Management. The article can be found on u Management Partners' website ( . ,_ n _ - ,,), MAWAGr.n ENT Pnirrlvlexs 17-,G Madison Road Gncinna5, OH 45205 ]an Perkins recently joined Management Partners as a Partner in our Western Office. Jan spent 30 years in local government positions. Most recently, she served as City Manager in Fremont, California, and before that in Morgan Hill, California. In her work at Management Partners, Jan provides assistance to government leaders in facilitation, leadership development, coaching, strategic planning, visioning and goal setting, community engagement, teambuilding, organizational analysis, policy board/staff effectiveness, and executive performance evaluation. Contact Jan at: t er~,.conl or by calling 949-202-8870. Greg Horwedel has joined Management Partners as a Senior Management Advisor in our Eastern Office. Greg has 15 years of local government experience, having most recently served as County Administrator in Dinwiddie County, Virginia, and before that as Township Administrator in Deerfield Township, Ohio. Greg's expertise includes economic development, neighborhood revitalization, housing and community development, planning, budgeting and finance, and re -engineering organizations. Contact Greg at: lentpa�tne or by calling 513-861-5400. Assessment means that the agency also values learning about the things responsible for success and those that cause failure. The corollary to assessment is application - incorporating what is learned into agency operations and practice. Follow-up and assessment take many forms. These include maintaining detailed records of what works, meeting regularly with community groups to report on outcomes, and holding regularly scheduled agency meetings where operations leaders report their results and plans to peers and senior agency managers. It is important to understand that assessment and follow-up cannot be limited to a single form, but should use each and every form that is appropriate. That is what creates the relentless character of the endeavor. �IcIJ. „hI, PhI II, P,,,,hd I1, t! ,,ng 1 ,6,, [)yry .An,,, ,.„r „h 1), ", 1.e-R r ,,,,, ,, ,i 1/ !, I',, .,.„ d. i. I'll � \ I„,.mh l'. i.l l r 1-,1111 , , l PROPOSAL TO CITY OF FORT COLLINS ORGANIZATIONAL STRUCTURE REVIEW AUGUST 119 2006 MANAGEMENT PARTNERS I N C O R P O R A T E D MANAGEMENT PARTNERS I N C O R P O R A T E D August 4, 2006 Mr. James B. O'Neill, CPPO, FNIGP Director Purchasing and Risk Management Division 215 North Mason Street, 2nd Floor P.O. Box 580 Fort Collins, CO 80522 Dear Mr. O'Neill: Management Partners is pleased to provide this proposal in response to your Request for Proposal (RFP) P1028 to perform an Organizational Structure Review for several departments in Fort Collins. This study is intended to provide a comprehensive assessment of the organizational structure and its affects on future service delivery. As detailed in the RFP, the organization has encountered transformational changes during the past year and a half on several fronts including the consolidation of some services. Clearly, this is an organization that is not content to rest on its laurels and is in a constant search for excellence. The departure of the Transportation Services Director is the perfect time to undertake an organization study since this important juncture is an opportune time for structural change. Management Partners is well qualified to complete this work and is quite interested in entering into an agreement with the City of Fort Collins to do so. We have prepared a plan of work that addresses the issues identified in the RFP and will result in recommendations that can be implemented. We have significant experience working with cities and counties throughout the United States to review operations with the goal of helping implement improvements. We would be pleased to count Fort Collins among our satisfied clients. Sincerely, Gam. Gerald E. Newfarmer President and CEO 1730 Madison Road WWW.managementpartners.com 513 861 5400 Cincinnati, OH 45206 Fax 861 3480 Organizational Structure Review City of Fort Collins MANAGEMENT PARTNERS' QUALIFICATIONS Management Partners is a management consulting firm with a well -established track record of assisting local governments throughout the United States in improving their operations. Our specialty is local government operations, including all of the services provided by cities, counties, and special districts at the local level. We help local government leaders improve the way in which their organizations work by using the full range of management improvement techniques. Management Partners was incorporated in 1994 and maintains two offices —one in Cincinnati, Ohio and the other in San Jose, California. The firm has a proven track record of quality service to numerous local governments throughout the United States. We believe that our long-term success as a firm is built on exceptional quality service to clients. Management Partners is staffed by professionals with extensive experience in all aspects of local government management, including the full range of city operations. The staff is comprised of former city and county managers, division chiefs, and experts in specialties like public works, finance, public safety, and development review and permitting. All are qualified management consultants. Because we all have practical, "real -world" experience in government, we understand issues related to the needs and expectations of public agency chief officers, department directors and managers, and employees who actually do the work. The firm has assisted numerous jurisdictions throughout the country with organizational reviews of entire governments as well as individual departments. Some of the representative clients we have helped include Manchester, Connecticut; Allegan County, Michigan; Louisville and Kenton County, Kentucky; Topeka, Kansas; Reading and Berks County, Pennsylvania; North Las Vegas, Nevada; San Mateo County, California; and Polk County, Florida. Management Partners' staff is well -versed in a variety of techniques to enhance staff effectiveness. We have designed and conducted employee attitude surveys, analyzed issues leading to poor staff morale, provided clients with teambuilding and facilitation services. The firm has trainers certified in the Myers -Briggs Type Indicator and other tools that help improve the way staff interact together. We also have an extensive background in performance measurement, starting with the development of the International City/County Management Association's (ICMA) Center for Performance Measurement. The Center for Performance Measurement is a collaborative effort by cities and counties to develop comparative performance measures through the collection and sharing of performance results for a basic set of government services. Management Partners provided training to all local governments joining the Center for Performance Measurement on an exclusive basis for five years. As a result, we have trained local government staff in over 100 jurisdictions throughout the United States and Canada. We are sensitive to the political context that is unique to public service. Management Partners is committed to providing each client with the highest quality staff work in every assignment. Management Partners, Inc. 1 Organizational Structure Review City of Fort Collins PROJECT TEAM Julia Novak, Regional Vice President of Management Partners' eastern operations, will lead the project team. She will provide project direction and expert guidance to the review, and be responsible for assuring the work maintains the high quality level that has earned the firm its reputation. Michelle Ferguson, Senior Management Advisor; Jacquelyn McCray, Senior Management Advisor; Jonathan Ingram, Management Advisor; and Charlotte Arbuckle, Management Analyst, will assist Julia on this project. Brief highlights of experience for each team member are included below. Complete bios are included as Attachment A. Julia Novak, Regional Vice President, joined Management Partners in 2003 after spending over 16 years in active service to local governments. Since joining Management Partners, she has been project manager for several large organization review projects including Louisville, Kentucky; Polk County, Florida; Manchester, Connecticut; Berks County/Reading, Pennsylvania and Topeka, Kansas. During her local government career, Julia worked in Fort Collins, Colorado; Lexington, Massachusetts; Rockville, Maryland; and was city manager of Rye, New York. Michelle Ferguson, Senior Management Advisor, joined Management Partners in 2005, after ten years of experience working in local government management. Her skills include project management, process improvement strategies, performance measurement, consent building, and public process. Michelle has special expertise in capital budgeting and financing, project implementation, and process re -engineering. Michelle served as the Assistant County Manager in Arlington County, Virginia where she also held the post of Director of Engineering and Capital Projects. Prior to that assignment, she served as the Assistant City Manager in Overland Park, Kansas. Since joining Management Partners Michelle has worked on organizational reviews and process improvement projects in Arlington, Texas; Charlotte, North Carolina; Polk County, Florida and on performance measurement projects in Lawrence, Kansas; King County, Washington and Lake County, Illinois. Jacquelyn McCray, Senior Management Advisor, is a professional planner and a certified economic development professional. Since joining Management Partners in 1997, she has worked on numerous key projects involving development review, organizational and workflow analyses, performance measurement, and strategic benchmarking and planning. Jacquelyn has expertise in process improvement and re -engineering of local government development review procedures. She also has excellent interview and facilitation skills, and frequently conducts employee and stakeholder focus group meetings. Jacquelyn has conducted organizational reviews for Kenton County, Kentucky; Wichita Municipal Court; the Town of Manchester, Connecticut (recreation, planning, building and inspections, and elderly services); Louisville, Kentucky (planning and urban design); and Polk County, Florida (utilities, facilities, traffic engineering and personnel). Before joining Management Partners, Jacquelyn held positions as a budget analyst, project manager and land -use manager for nine years with the City of Cincinnati. She currently serves as vice chairperson of the Cincinnati City Planning Commission, and is a member of the American Institute of Certified Planners (AICP). Management Partners, Inc. 2 !"et Results. proud of our jtsdictions. Some e • Cut cycle time by internal developm using analysis,anc making technique immediate impler • Reduced overhea increased by 15% uniformed police direct customer, utilization analys • Saved a city govI population) up't+ operating costs I and streamlining through optimiz • Overhauled and n a city's r'process, red decision - support staffing and ie number of fficers available for Mee, using position the backlo4s lion, a city's which , CM fin ftatever the chatiengE- Afanagement Partners Our focus is helping government leaders bolster their effectiveness by streamlining processes, improving operations, developing quality staff, ensuring soundfiscal management and planning for the future. Some ways that we can help you: Performance Management projects encompass a wide range of tools, such as designing and implementing systems that: • Measure organizational performance • Strengthen project planning • provide a balanced scorecard • Leverage strategic benchmarking`to compare your operations to those in similar government agencies. .,__. z.,.....o•.r vpview is a complex process effects are far-reaching and can have a iong lasting impact on community growth. Q processes o restructure development approval improve quality, timeliness and customer service. Our unique, methodology also can be applied to code enforcement and inspections. IMP your:v t resmwri-• - Service Delivery A>lrves'provlde our Clients Management Partners has served hundreds of clients -lard, and sea* 000, counties and t _ special districts - across the United States since our founding in lW4. Here are a few of them: crime prevention and even ltbrarY serxr%-z' - especially when finances are a concern. Consolidation, service sharing and regionalization are possible alternatives. Ams our major successes are helping merge city and county services and multiple fire Protection districts. A Performance Contrwt offers a complete management review of Your organization. We contractually guarantee to produce annual savings after examining business practices, levels of service, and service delivery mechanisms for efficiency and productivity. A pip Agreement offers a way for, Management Partners to take on tasks or projects that your busy staff cannot do. We become your partner by spearheading a project at a moment's notice (with no ramp -up titre), providing nimble responses to elected officials, -..a ,,r o r-anacity for issue • City of Surprise, AZ • San Mateo County, CA • King County Sheriff's Office, WA • Ventura County Library District, CA • Louisville Metro Government, KY • Polk County, FL • Port of Sacramento, CA • City of Arlington, TX • city of Olathe, KS • Clty of SantaClara, CA VA PA • City of R & r • Lake County, it • East Bay Rggional Park District, CA • City of Reno, NV • Town of Woodside, CA • City of Cincinnati, OH • City of Shoreline, WA • Contra Costa Transportation Authority, CA • Santa Barbara County, CA • City of Kansas City, MO • City of North Las Vegas, NV • Fresno Unified School District, CA • Loudoun County, VA • City of San Jose, CA Maryland -National Capital Park and Planning Commission, MD ;it our website for a complete client list: ww ctpartners.com -. f SK h'9Y #5 Organizational Structure Review City of Fort Collins Jonathan Ingram, Management Advisor, joined Management Partners in July 2005. Jon earned his MPA from Northern Illinois University where he studied urban management and fiscal administration. Jon's analytical abilities and attention to detail are important assets for the project teams he supports. Prior to beginning work at Management Partners, Jon was employed with the City of Highland Park, Illinois. Jon's work in the Highland Park City Manager's Office included legislative impact analysis, process improvement, contract oversight, budget management and administrative policy development. Since joining Management Partners, Jon has supported projects in Kenton County, Kentucky; Polk County, Florida; Lawrence, Kansas; Cincinnati, Ohio; Lenexa, Kansas and Lake County, Illinois. Charlotte Arbuckle, Management Analyst, joined Management Partners in August 2006. She recently completed a master's degree in political science at Miami University of Ohio, with a concentration in public administration and American politics. Her research, writing and analytical skills are a complement to the skills of other Management Partners team members. At Miami University, Charlotte assisted with various economic development projects through the Center for Public Management and Regional Affairs. She also interned in the economic and community development departments in the cities of Zanesville and Cambridge, Ohio. RELEVANT EXPERIENCE AND SIMILAR PROJECTS Management Partners is proud of its track record of service to satisfied clients in cities and counties throughout the country and we encourage you to contact any of them. During the last five years we have assisted numerous organizations with similar projects. We have included below a selected list of clients with the most relevant projects, along with contact information for each. We also invite you to visit our web site for additional information on our clients, staff, and services (www.managementpartners.com). Louisville, Kentucky Management Partners assisted Mayor Jerry Abramson in merging the City of Louisville government, with the government of Jefferson County, Kentucky into a single government for Louisville Metro, the sixteenth largest city in the United States. The firm assisted the Mayor and his management team for two years, beginning with the merger in January 2003. We worked throughout the government to complete integration and transition to a best -in -class level of operations. Over a dozen organizational review reports were issued yielding 611 recommendations. One-time cost savings from implementation of these improvements were estimated at over $11 million while annual savings were estimated at over $6 million. Increases in revenue were estimated at over $4 million. One of the most comprehensive reviews was conducted with the Planning Department and looked at the development review process throughout the government. In addition to conducting performance reviews of general government functions, Management Partners developed a comprehensive, integrated management system that includes performance measurement and project tracking systems. Julia Novak directed the firm's work and personally managed several of the organization reviews. Approximately ten different staff members worked on this project at various times, including Jacquelyn McCray, who is included in this proposal. Management Partners, Inc. 3 Organizational Structure Review City of Fort Collins Client Contact: Honorable Jerry Abramson, Mayor Larry Hayes, Deputy Mayor and Chief Operating Officer 527 West Jefferson Street Louisville, Kentucky 40202 502-547-8140 Manchester, Connecticut Management Partners began working with the Town of Manchester in May 2004 to conduct an organizational review and efficiency study of nine functions: general government, recreation, library, human services, public works, finance, information technology, police and water and sewer. The scope of our work in Manchester included reviewing the organizational structure and assessing existing business practices, benchmarking with other communities and making recommendations to improve the efficiency of the organization. Julia Novak directed the firm's work with the City of Manchester. Approximately eight different staff members worked on this project at various times including Jacquelyn McCray and Jonathan Ingram. Client Contact: Ms. Dede Moore Director of Administrative Services 494 Main Street Manchester, CT 06040 860-647-3160 Topeka, Kansas The City of Topeka retained Management Partners to conduct an operational review of the entire government to identify opportunities for improvement. Our report, some of which was implemented by the former Mayor, served as the basis of continuing reform efforts as the City government transitioned to the Council -Manager form of government in late 2005. Because the firm was not involved in the political issue of the form of government (on the ballot in November 2004) and approached its assignment objectively and professionally, we were able to earn the respect of the staff of the City even while the political issue was in play. Julia Novak directed the eight staff members who worked on this project for the City of Topeka. Client Contact: Mr. Jim Langford Director of Budget and Financial Services 215 SE 7th Street Room 355 Topeka, KS 66603 785-368-3970 Polk County, Florida Management Partners was hired by the Polk County Efficiency Commission to undertake a comprehensive study of the county government operations with a goal of identifying more efficient means for service delivery. This included examining consolidation opportunities among various government services. As part of this work, Management Partners reviewed every function of this large and complex organization and conducted numerous focus groups. The Commission's final work was presented to the Board of County Commissioners in June 2006 and presented 20 specific recommendations designed to improve both efficiency and Management Partners, Inc. 4 Organizational Structure Review City of Fort Collins effectiveness. Five of the recommendations crossed jurisdictional boundries to include service consolidation and contracting with the 17 municipalities in Polk County. This project was directed by Julia Novak and involved twelve staff from Management Partners, including Jacquelyn McCray, Michelle Ferguson, and Jonathan Ingram. Client Contact: Mr. Kelly Norton Efficiency Commission Chair 2470 Clower Lane, Drawer EC01 Bartow, Florida 33831 863-644-1784 City of Reading and County of Berks, Pennsylvania Management Partners worked with the City of Reading and County of Berks through a state funded Early Intervention Program aimed at assisting local governments trying to avoid municipal bankruptcy. The project involved developing multi -year financial plans for both the City and County and reviewing specific services to identify efficiencies and service level improvements. The Finance Department and Reading Police Department were the focus of the reviews for the City of Reading where significant savings and redeployment opportunities were identified — including contracting certain functions and working more closely with Berks County on others. The work in Berks County focused on four areas: developing a business plan to bring the County -owned Heim Nursing Home into financial solvency; reviewing the Berks County Department of Children and Youth; the Sheriff's Central Processing Operation; and conducting a staffing analysis for the 23`d Judicial District Court. Julia Novak led the staff team on this project. Jacquelyn McCray and Jonathan Ingram also worked on this project. Client Contact: Mr. Leon Churchill, Managing Director Mr. Bill Dennis, County Manager City of Reading Ms. Terry Styer, Chief Clerk 815 Washington Street County of Berks Reading, PA 19601 633 Court Street, 13d` Floor 610-655-6222 Reading, PA 19601 610-478-6136 PROPOSED APPROACH In any organization, public or private, the primary goal should be to achieve a high level of customer service. In our experience, you cannot achieve the goals of customer service without first developing an organizational environment and culture that provides support to employees and emphasizes service to both internal and external customers. How is this achieved? There is no exact formula. Every organization faces a complex and changing external and internal environment that affects the culture and service environment. Certain best practice models can be assessed to see if they are applicable in the Fort Collins environment. In addition, management practices like span of control, organizational hierarchy and reporting structures, and accountability issues enter into the mix. Management Partners' consultants all have experience leading organizations and understand elements that help assure success. Management Partners, Inc. 5 Organizational Structure Review City of Fort Collins The scope of services outlined in the RFP represent an effective and rational approach for this project. The following work plan includes five activities that will result in a report containing an analysis of the Transportation Services organization with specific findings and recommendations relating to: • The organizational structure —What works well and what should be changed to make it ideal for the next decade? How does the organizational structure impact employee performance? What is the optimal span of control and reporting relationships? • Communication —How well is internal and external communication working? What improvements need to be made? • Efficiency —Are the current operations operating as efficiently as possible? What changes should be considered to save costs? • Mission —Are there overlaps in organizational missions that, if consolidated, would improve service and efficiency? • Interagency cooperation —What strategies (in addition to the creation of a One -Stop Shop) might be considered in the development review area to improve customer service and organizational performance? Management Partners has worked collaboratively with many clients in the past. We look forward to working with the Fort Collins project manager and staff team throughout the project. We anticipate meeting with the project manager and team at critical junctures in the project to report our findings and discuss potential recommendations. Collaboration is very important and the roles played by the Fort Collins project team will be vital to the success of the project. We suggest the following breakout of responsibilities between the staff team and consultant team: Fort Collins project team: Coordinate fieldwork; provide guidance and direction to Management Partners throughout the project and especially to provide input on the ideas that are proposed. Management Partners' role is to conduct a thorough review of the organizational structure and provide the project team with analysis and recommendations to meet the goal of identifying the ideal organizational structure for the next decade. Our suggested work plan below provides detailed activities to accomplish the project goals. Plan of Work Activity 1— Start Project At the beginning of this project we will meet with the project team to finalize the scope of work and schedule. We will learn more about the City's objectives and expectations for this project and make sure we have a project plan that will deliver the desired end result. Management Partners will develop a request for background information including the mission, vision and values of Fort Collins as well as the goals of the key service areas. We will also examine budgets, organization charts, business or strategic plans, and performance measures relevant to each service area. Reviewing these documents, interviewing key managers, assessing how the organizational values are exhibited in everyday assignments are one of the ways that Management Partners assesses the culture of the organization. Understanding, appreciating and Management Partners, Inc. 6 Organizational Structure Review City of Fort Collins respecting the unique culture of the organization is important to making recommendations for reform that will ultimately be successful. We will begin the project by interviewing the directors of the key service areas to gain an understanding of the strengths and weaknesses of the Transportation Services functions, customer service issues, communication issues, and ideas for improvement. Activity 2 — Assess Transportation Services Structure The objective of this activity is to assess the current organization structure to then identifying the optimum organizational structure for the future. In doing so, Management Partners will look at the current span of control at all levels in the organization and the formal and informal management systems that exist. These include but will not be limited to systems for accountability, communication, and performance appraisal. We will interview the acting department director and division heads in Transportation Services to solicit their input on what works well currently and the improvements that they feel would merit consideration. We will also seek input on overlaps in services with other departments in the City as well as well as gaps that might exist. We will also discuss areas where services might be more efficiently delivered and ways of doing so. Employees in every organization have ideas for improvement and although this scope of work anticipates interviewing top managers, we would encourage the City to consider adding focus groups to the scope of work. Management Partners recommends this technique as a way of engaging employees in the project and soliciting their input and further assessing how the organization lives its stated organizational values. We have suggested it as an optional activity to the suggested scope of work. If this optional activity is chosen by the City, Management Partners will conduct eight focus groups with employees from Transportation Services and other key service areas (e.g., Utility Services, Community Planning and Environmental Services, etc.). Activity 3 — Assess Related Service Areas Management Partners will interview the department directors and division heads from those areas that have direct contact with Transportation Services on a regular basis to accomplish three objectives: 1) to solicit their input on what works well currently and suggested improvements; 2) to understand the mission and goals of their organizations and the interrelationships with Transportation Services; 3) to identify potential efficiencies in operations that could be achieved without compromising customer service. No doubt many employees have been in the organization through various structural alignments and are likely to have ideas about structures they like and do not like and what will ultimately be successful, or not. The structure of an organization is important — but far more important is understanding that organizations are managed and staffed by people with opinions and ideas — and ultimately they make the structure work (or not). The interviews will include identifying the mission and goals of each organization and the areas where collaboration with Transportation Services is most often found. Management Partners Management Partners, Inc. 7 Organizational Structure Review City of Fort Collins will also look for overlaps in service areas as well as where cost -savings or sharing of services might afford efficiencies in operations. Activity 4 — Best Practice Analysis Once Management Partners has examined the organizational relationships and service delivery mechanism for Transportation Services and other key service areas, we will identify best practices in other public agencies. After developing criteria for comparison jurisdictions, we will review various organizational structures in those jurisdictions. The selection of comparison jurisdictions as well as the outcomes from this activity will be accomplished in collaboration with the Fort Collins project manager and team. Activity 5 — Conduct Analysis With the findings from activities 2, 3 and 4, Management Partners will identify an optimal organizational structure, including reporting relationships. We will also identify potential cost saving measures or operational efficiencies that could be realized by the City. Consolidation options will be one of the potential efficiencies that we will examine and consider. In addition, the implications of the one -stop shop on both service delivery and efficiencies will also be reviewed and appropriate recommendations will be formalized. Once Management Partners' team has conducted our analysis, we will meet with the Fort Collins team to review our findings and recommendations. We will share the reasons behind our recommendations and make sure that there is agreement before going forward. Activity 6 — Report Results Having completed the organizational review and analysis of best practices and having discussed the results with the Fort Collins project manager and staff team, Management Partners will prepare a draft report setting forth our analysis and recommendations. The draft report will be reviewed with Fort Collins project manager and team to assure that the analysis and recommended actions are clearly set forth and to ensure factual accuracy. Once the Fort Collins team has had the opportunity to review the draft report and provide feedback, Management Partners will finalize the report. Activity 7 — Assist with Implementation As former managers, Management Partners has a strong bias for action. We pride ourselves on being the author of reports that do not just sit on shelves collecting dust. Rather, we provide our clients with a management tool to implement (and track implementation of) the recommendations contained in our report. The Action Plan is designed to be an executable plan of work that the City can use to implement the specific recommendations set forth in the project report. The draft Action Plan will list each separate recommendation, including component milestones. The amount of time required to complete each will be estimated, and the person to be responsible for completion will be identified. Management Partners, Inc. 8 Organizational Structure Review City of Fort Collins PROJECT SCHEDULE AND FEES The RFP makes it clear that timing is very important to the City of Fort Collins. A proposed draft project schedule is included as Attachment B. Management Partners takes pride in our ability to deliver a quality product on schedule. We would encourage you to discuss this with any of our clients. Although we anticipate collaborating on a project schedule during our first meeting with the City, we will guarantee that the project will be completed within a maximum of six months from the beginning of the project. Once we establish the schedule, we will provide deliverables as promised. It is estimated that 300 hours of consulting assistance will be required to complete the plan of work described above. The balance among activities is as follows: ACTIVITY HOURS 1 — Start Project 54 2 — Assess Transportation Services Structure 48 3 — Assess Related Service Areas 36 4 — Best Practices Analysis 36 5 — Conduct Analysis 48 6 — Prepare Report and Recommendations 64 7 — Assist with Implementation 14 TOTAL 300 This projected amount of work to complete the assignment is our best estimate, but it is also a commitment of this engagement. Our goal is to complete the project to the satisfaction of the client and the firm will, of course, do what is required to accomplish that result. The total "not - to -exceed" cost for this project is $49,625. If the City chooses to have Management Partners conduct employee focus groups, $4,500 would be added to this cost. We anticipate invoicing the City as work proceeds. The total cost for this project is based on the following rates for team members: Project Director $250/hour Senior Management Advisor $150/hour Management Advisor $100/hour Management Analyst $ 75/hour CONCLUSION Management Partners has the experience and track record of performance to complete this work for Fort Collins in a quality manner. We look forward to the opportunity to be of service and we welcome any questions you may have. Management Partners, Inc. 9 Organizational Structure Review City of Fort Collins ATTACHMENT A - PROJECT TEAM BIOGRAPHIES JULIA D. NOVAK Julia Novak joined Management Partners in May 2003 as a Regional Vice President. Julia has more than 16 years of local government management experience, and is also an experienced consultant, trainer and facilitator who has worked with numerous organizations and community groups. During her local government career, she worked in Fort Collins, Colorado; Lexington, Massachusetts; Rockville, Maryland; and was City Manager of Rye, New York. Since joining Management Partners, Julia has directed organizational reviews and studies for virtually all areas of municipal operations, including finance, human resources, planning and development review, health and human services, public works, facilities, fleet, public safety and parks and recreation. Julia has been directly involved in developing business and strategic plans, and in developing and reviewing performance measures/indicators. She is a skilled process manager with excellent facilitation skills, and she continues to assist governing bodies and leadership teams by facilitating team -building, strategic planning and goal -setting sessions in retreat environments. In September 2000, Julia was the recipient of the Assistant's Excellence in Leadership Award given by the International City/County Management Association for the work she did "building community" and "increasing organizational capacity" during her four and a half years as Deputy City Manager of Rockville, Maryland. She was the guiding force behind Rockville's successful Community Visioning process called Imagine Rockville, Creating the Future. She developed the community neighborhood resource program and a civic education program called Rockville University. In April 2002, Julia was one of 20 practitioners who participated in the ICMA-sponsored symposium on the Future of Local Government Administration. Her response to Dr. James Svara's paper, "City Council, Roles, Performance, and the Form of Government," is included in the ICMA-published book The Future of Local Government Administration. Julia has been a speaker at national conferences for the International City/County Management Association, National League of Cities and American Society of Public Administrators. She has been a featured speaker/trainer for the Metropolitan (D.C.) Association of Local Government Administrators and the Illinois Assistant Municipal Managers Association. Julia earned a bachelor's degree in Government and Politics from George Mason University, and a master's degree in Public Administration from the University of Kansas. She is certified to administer several Level-B Psychological Assessments, including the Myers -Briggs Personality Type Indicator (MBTI), the Apter Motivational Styles Profile (AMSP) and the Strength Deployment Inventory (SDI). In addition, she has completed training in popular Level -A Assessments, including the Thomas-Killman Conflict Modes Inventory and the Human Element- B (FIRO-B). Julia has focused her professional life on developing "community" in organizations and cities. Board development, employee feedback, process management, facilitation, training, and leadership development are among Julia's areas of specialty. Management Partners, Inc. 10 Organizational Structure Review City of Fort Collins MICHELLE L. FERGUSON Michelle Ferguson joined Management Partners in 2005 as a Senior Management Advisor. She has 10 years of experience in local government management, most recently as Assistant County Manager in Arlington, Virginia. She also served as Director of Engineering & Capital Projects in Arlington, and, earlier, was Assistant City Manager in Overland Park, Kansas. In her consulting role, Michelle has worked with staff in Lake County, Illinois; King County, Washington; and Lawrence, Kansas, to develop performance measurement systems. She worked on process improvement projects in Polk County, Florida; Arlington, Texas; Kansas City, Missouri; and Montgomery County, Maryland. During her tenure with Arlington County, Michelle was responsible for the daily management and implementation of the county's $500 million capital program. She re -engineered the program to ensure efficient delivery of 450 capital projects. Michelle also designed and led numerous public processes to garner community consensus for projects, and she had oversight responsibility for the county's performance measurement program. For Overland Park, Michelle was project manager for the development of the city's $150 million convention center and hotel project. She helped develop a public -private financing structure for the center and administered the contract over the private management firm that operated it. Michelle was City liaison to several community business organizations, and she investigated all city harassment and discrimination claims. Michelle earned a bachelor's degree in political science from Loyola University and a Master of Public Administration degree from the University of Kansas. She is a member of the International City/County Management Association, the American Society of Public Administration, and the American Public Works Association. She also recently served as the president of the Metropolitan Association of Local Government Assistants in Washington, D.C. JACQUELYN Y. MCCRAY Jacquelyn McCray, Senior Management Advisor, has more than 18 years of experience in local government management. Nine of those years were with the City of Cincinnati, where she was a budget analyst, project manager and land use planner. Since joining Management Partners in 1997, Jacquelyn has been a key staff member on myriad projects analyzing development review processes, performance measurement and organizational review. She is particularly adept at process improvement, benchmarking, performance measures and focus group facilitation. Jacquelyn is a certified planner and certified economic development professional. She currently serves as vice chairperson of the Cincinnati City Planning Commission. In her years on staff with the City of Cincinnati, Jacquelyn was a member of the City Manager's Performance Team and helped develop performance measures training materials for all departments. She was a City Planner for six years, and also served in the Office of Budget and Evaluation. Management Partners, Inc. 11 Organizational Structure Review City of Fort Collins With Management Partners, Jacquelyn has worked on development review process analyses and improvement for the cities of Scarsdale and Rye, New York; Rockville, Maryland; Wichita, Kansas; and Tucson, Arizona; and also for the consolidated government of Louisville, Kentucky, and the Maryland National Capital Park and Planning Commission. In the areas of performance measurement and management review projects, Jacquelyn assisted the Louisville, Kentucky; King County, Washington; the District of Columbia, Rockville, Maryland; and Arlington County, Virginia, public schools. She also conducts performance measurement training for jurisdictions. Jacquelyn has completed human resources benchmarking analyses for Sedgwick County, Kansas; and Loudoun County, Virginia, and assisted on benchmarking and compensation analyses for the Cities of Oakland and Santa Clara, California. She has also assisted the City of Covington, Kentucky, in developing a long-range financial plan. Jacquelyn has completed organizational improvement reviews, position analyses and service consolidation assessments for agencies across the country. Among them are Berks County, Pennsylvania, Department of Children and Youth Services; Kansas City, Kansas development services consolidation; the Town of Manchester, Connecticut, departments of planning, human resources, recreation and building; and the Nashville, Tennessee, Airport Authority. Jacquelyn earned a bachelor's degree in Urban Planning and a master's degree in Public Administration from the University of Cincinnati. She is a member of the American Institute of Certified Planners (AICP). JONATHAN R. INGRAM Jonathan Ingram joined Management Partners as a Management Analyst in July 2005 after completing a Master of Public Administration degree at Northern Illinois University. He previously served as an Administrative Intern in the Highland Park, Illinois City Manager's Office, where he obtained a broad range of municipal management experience. Some of Jon's responsibilities while at the City of Highland Park included contract/franchise agreement oversight, program administration, administrative policy development and implementation, and legislative impact analysis. Throughout his tenure in Highland Park, Jon worked with citizens, neighboring municipalities, Councils of Government, and federal and state agencies to address the needs of Highland Park residents. Since joining Management Partners, Jon has worked on projects for Kenton County and the City of Covington, Kentucky, the Southwest Ohio fire benchmarking project; Montgomery County Park and Planning District; and Polk County, Florida. In addition to earning an MPA degree, Jon graduated with honors from Aurora University in 2003 with a bachelor's degree in Political Science, and minors in History and International Studies. Management Partners, Inc. 12 Organizational Structure Review City of Fort Collins, Colorado �7r MANAGEMENT PARTNERS I N C 0 R►0 RAT 10 Introductions o Jerry Newfarmer President/CEO o Julia Novak Regional Vice President MANA IHMR `►.ITN �e Organizational Structure Review City of Fort Collins Jon has served as a member of the International City/County Management Association (ICMA), the Illinois City/County Management Association (ILCMA), and the Illinois Association of Municipal Management Assistants (IAMMA). In 2004, Jon was awarded the IAMMA Outstanding Intern Award in recognition of his professional service. CHARLOTTE ARBUCKLE Charlotte Arbuckle joined Management Partners as a Management Analyst in August 2006. She recently completed a master's degree in political science at Miami University of Ohio, with a concentration in public administration and American politics. She worked as a graduate assistant at the Center for Public Management and Regional Affairs, and was an intern in the economic and community development departments in the Cities of Zanesville and Cambridge, Ohio. Charlotte's research skills include quantitative and qualitative methods of academic research, survey development and distribution. She has extensive experience in both the academic research style of writing and the technical writing style. Her research analysis skills are demonstrated by her ability to gather information from multiple sources and compile it into one representative, analytical and unbiased product. In Zanesville, Charlotte successfully wrote and secured state grants for Community Reinvestment Areas. She assisted the City of Zanesville Housing Planner with the application process for the Community Housing Improvement Program. She took on the role of Fair Housing Coordinator for the City of Cambridge and Guernsey County. In 2003, she received an award from the State of Ohio for Fair Housing excellence. Charlotte earned a bachelor's degree in political science from Muskingum College, where she minored in biology/conservation sciences. As an undergraduate, she completed research in both fields of study and presented faculty/student collaborative research at the Annual Political Science Association's national convention in Philadelphia in 2003, and the Southern Political Science Association's convention in New Orleans in 2004. Management Partners, Inc. 13 Organizational Structure Review City of Fort Collins ATTACHMENT B - PROPOSED PROJECT SCHEDULE start) 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 9128 ' 1012 1019'10116 10123 10130 1116 11113 11t20 1112711214 12111 12118 12125 111 lie 1115 1122 1/29 215 2112 2119 Activity 1 - Start Project 1 1(Meet with CM and ACM 1 2 Meet with Project Team 1.3 Interview Key Service Area Directors 1.4 Finalize Project Plan 1.5 Prepare and Review Background Matenalsmok Activlty 2 - Asse" Transportadon Servlus Structure 9/25' 10/2 10/9 ! 10/16 10t23 10/30 11/6 11113 11120 11127 12l4 12l11 12/18 12l25 1!1 1/8 1115 : 1122 1R9 2/5 2/12 2119 2.1'Interview Department and Division Heads _ __. 2,2 Conduct Employee Focus Groups (estimate 6) 2.3'Summarize Findings 2.4 Review with Project Manager Activity 3- Assess Related Service Areas 9/25 10/2 1019 10/16 10/23 10/30 1116 11/13 11120 11127 12/4 12111 12/10 12/25 1/1 1/8 1/15' 1/22 1129 2/5 2112 2/19 Interview Department and Division Heads Who Interact with 3.1 Transportation Services on a Regular Basis Conduct Employee Focus Groups from Outside Transportation 3 2 Services (CPES, Utilites, eu) _ 3.3 Summarize Findings 3.4 Review with Project Manager Activity 4- Best Practice Analysis 9/25 1012 10/9 10/16 10/23 10/30 11/6 11113 11/20 11127 12A 12/11 12/10 12125 Ill 1/8 1/15 1122 1/29 2/5 2/12 2/19 4.1 Identify Jurisdiction for comparison - . 4 2 Rev ew organizational structures 4.3 Identify potential structures for consideration 4 4,Revew with Project Manager Activity - Conduct Analysis 9I25 1012 10/9' 1111115 10f23 10l30 1116 11/13 11/20 11/27I 12/4 12111 12/18 12125 ill 1/8 1/15 1122 1129 2/5 2/12 2/19 S 1'Identify optimal reporting relationships 5.2 Identify Potential cos[ saving Measures 51.3 Identify and Analyze Consolidation Options 5.4 Review implications for one -stop shop 5.5 Summarize Findings 5.8 Review with Project ManageC Activity 6-Report Results 9/25:1012 10/9'10/16 10123 10/30 11/6 1111311V20 11/27!12/4 12111 12118,12/25 1/1 1/8 1115 1/22 1/29 2/5 2112 2119 0.1 Prepare Draft Report _ 6.2:Review with Client 6.3 Prepare Final Report 0A Present Findings Acdviity7- Assist withlmplementadon_ 9125 1012 10/9', 10/16 10/23 10/30, 11/6 11/13 11120' 11/27 12/4 12/11 12/18 12/25 1/1 1/8 1/15 1/22 1/29 2/5 2/12 2/19 7.1 Prepare Draft Action Plan 7.2 Assist with Implementation Management Partners, Inc. 14 •I Presentation Overview o Context o Approach o Methodology o Our Consulting Team o References o Why Management Partners? > The Context o City continues to grapple with major fiscal stress o Key vacancy created the opportunity to evaluate organizational relationships o City wants to assess Organization Structure Communication Operational Efficiency Mission overlap and consolidation opportunities Interagency cooperation o This effort should integrate with organization focus on delivering value to citizens > MANA- KFAR 1. - Key Elements of Our Approa o Careful learning phase, to develop good understanding of: Current organization arrangements Relevant organization history Approach to planning and executing work Methods for assessing outcomes Communication processes Staffing patterns and allocation of management responsibility o Collaboration with City project team o Rigorous analysis o Creative application of best practice ideas > Methodology o Learning phase Interview key staff in Transportation, Community Planning & Environmental Services Departments Interview other key city leaders — Utility Services, support functions o Define operational programs/core services o Analyze relationships between programs o Assess work commitments and goals, capacity to deliver > �esa..cnxr1. — MetilOdOlOgj/ (continued) 49 o Conduct employee focus groups (optional) o Document 5 Year Horizon Potential Affecting City Operations o Apply Best Practices o Report Results o Prepare Action Plan for Implementation IOur Consulting Team o Project Team: Julia Novak Michelle Ferguson Jacquelyn McCray Jonathan Ingram Charlotte Arbuckle o Two offices San Jose, CA Cincinnati, OH o 35 Employees with various areas of specialty > MANAG.NC _1"FpL P',Our Bias We have an Operations Bias: We believe that value from a project like this comes from implementable ideas, clearly presented, with a plan for execution ... that is actually accomplished. We never underestimate the importance of study and planning, but we plan for action. > Msmu"' Relevant References o Louisville, Kentucky o Manchester, Connecticut o Polk County, Florida o Reading/Berks County, Pennsylvania o Topeka, Kansas o Kansas City, Missouri o Cincinnati, Ohio o Cape Coral, Florida o North Las Vegas, Nevada o Santa Clara, California o San Mateo County, California DIAM2ZhflfiS h1,rrnas Why Management Partners o Experience & Focus Record of performance focused on local government Perspective of a national firm Record of innovation and satisfied clients We pride ourselves on repeat business o First-rate Work Quality, Fairly Priced o Results Orientation with a Longer View MANAGMEM FARTNUH • We Look Forward to Working With Fort Collins, Colorado www.managementpartners.com MANAGEMENT PARTNERS I N C O R P O R A T E D MANAGEMENT PARTNERS I N C 0 R P O R A T E O Organizational Review Clients Fleet Utilization • City of Reno, NV • Polk County, FL • King County Sheriff, WA • City of Brentwood, CA • Louisville Metro Government, KY Strategic Planning • Lake County, IL • The Woodlands, TX • City of Shoreline, WA • City of Montgomery, OH • City of Huntington Beach, CA • Orange County Cemetery District, CA Fire Service Study/Consolidation • City of Erlanger, KY • City of North Las Vegas, NV • City of Cincinnati, OH • Tri-Cities: Huntington Beach, Santa Ana, Fountain Valley, CA • City of Ventura, CA • Kenton County, KY • San Mateo County Sheriff, CA Police Utilization • City of Reading, PA • City of Brockton, MA • City of Boston, MA - Police Department • Polk County, FL • King County Sheriff, WA General Organizational Review • City of Topeka, KS • City of Cincinnati, OH • City of North Las Vegas, NV • City of Reading, PA - Finance Department • City of Beverly Hills, CA - Public Works Department • East Bay Regional Park District, CA • Louisville Metro Government, KY • City of Wichita - Municipal Court • Polk County, FL • Allegan County, MI • San Mateo County, CA • Boone County, KY - County Golf Course Operations • Berks County, PA - County Children and Youth Services