1632 Management Partners, Inc.PURCHASING DEPARTMENT
/b37"-
Tuesday, January 14, 2014
T'RANSMITT'AL MEMORANDUM
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ZD ORIGINAL
To: Mayor /City Clerk -
RE: RFP 12/13 -46 City of Sanford Analysis of Operations & Structure -
Management Partners. Inc (Contract)
The item(s) noted below is /are attached and forwarded to your office for the following action(s):
❑ Development Order
❑ Final Plat (original mylars)
❑ Letter of Credit
❑ Maintenance Bond
❑ Ordinance
❑ Performance Bond
❑ Resolution
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Once completed, please:
❑ Return originals to Purchasing
❑ Return copies
Special Instructions:
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® Mayor's signature
❑ Rec Ekeeping ng
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Safe (Vault)
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❑ Payment Bond
❑ City Manager Signature
® City Clerk Attest /Signature
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Date
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AGREEMENT BY AND BETWEEN
THE CITY OF SANFORD, FLORIDA AND MANAGEMENT PARTNERS, INC.
THIS AGREEMENT (hereinafter the "Agreement ") is made and entered into this
day of , 20TIq, by and between THE CITY OF SANFORD,
FLORIDA, a Flo ida munic pality, (hereinafter referred to as the "City "), whose mailing
address is 300 North Park Avenue, Sanford, Florida 32771, and MANAGEMENT
PARTNERS, INCORPORATED, an Ohio corporation which is registered as a foreign
corporation and authorized to conduct business in the State of Florida, (hereinafter
referred to as "Partners ") whose address is 1730 Madison Road, Cincinnati, Ohio
45206. The City and Partners may be collectively referenced herein as the "parties ".
WI TNESSETH:
WHEREAS, the City is desirous of improving the efficiency and effectiveness of
its operations, and
WHEREAS, the City desires to engage Partners to render certain management
and analytical services in connection therewith and Partners desires to provide such
services, and
WHEREAS, this Agreement has been procured in compliance with the controlling
provisions of law.
NOW, THEREFORE, in consideration of the mutual covenants, promises, and
representations contained herein and other good and valuable consideration, the receipt
and sufficiency of which is hereby acknowledged, the parties hereto agree as follows:
Section 1. Recitals. The above recitals are true and form a material part of this
Agreement upon which the parties have relied.
Section 2. Authority. Each party hereto represents to the other that it has
undertaken all necessary actions to execute this Agreement, and that it has the legal
authority to enter into this Agreement and to undertake all obligations imposed on it.
The person(s) executing this Agreement for Partners certify that he /she /they is /are
authorized to bind Partners fully to the terms of this Agreement.
Section 3. Scope of Agreement.
(a). This Agreement is for performance management consulting services
(hereinafter referred to as the "services ") in a satisfactory and proper manner in
accordance with direction provided by the City Manager, or his designee, to include all
labor and materials that may be required. This Agreement and the work hereunder
shall be implemented by work orders issued by the City to Partners. The parties shall
agree to the scope of services, compensation and due dates in each work order issued
hereunder.
1 11' 1 1, e
(b). Partners represents that it has, or will secure at its own expense, all
personnel required in performing all of the services required under this Agreement.
Such personnel shall not be employees of or have any contractual relationships with the
City. All the services required hereunder will be performed by Partners or under its
supervision and all personnel engaged in the work shall be fully qualified and shall be
authorized or permitted under Federal, State and local law to perform such services.
(c). At such times and in such forms as City may require, Partners shall
furnish to the City such statements, records, reports, data and information as the City
may request pertaining to matters covered by this Agreement. Unless authorized by
City, Partners will not release any information concerning the project, including any
reports or other documents prepared pursuant to this Agreement.
Section 4. Effective Date. This Agreement shall take effect on the date that this
Agreement is fully executed by the Parties hereto.
Section 5. Compensation. The parties agree to compensation as set forth in
work orders issued by the City from time -to -time.
Section 6. Standard Contractual Terms and Conditions. Unless specifically
excluded in this document, all "Standard Contractual Terms and Conditions ", as
provided on the City's website, apply to this Agreement. Such Terms and Conditions
may be found at the City's website (www. Sanford FL.gov). Partners specifically agrees
to all such terms and conditions.
Section 7. Partners' Mandatory Compliance with Chapter 119, Florida
Statutes, and Public Records Requests.
(a). In order to comply with Section 119.0701, Florida Statutes, public records
laws, Partners must:
(1). Keep and maintain public records that ordinarily and necessarily would be
required by the City in order to perform the service.
(2). Provide the public with access to public records on the same terms and
conditions that the City would provide the records and at a cost that does not
exceed the cost provided in Chapter 119, Florida Statutes, or as otherwise
provided by law.
(3). Ensure that public records that are exempt or confidential and exempt
from public records disclosure requirements are not disclosed except as
authorized by law.
(4). Meet all requirements for retaining public records and transfer, at no cost,
to the City all public records in possession of Partners upon termination of the
contract and destroy any duplicate public records that are exempt or confidential
21Pat e
and exempt from public records disclosure requirements. All records stored
electronically must be provided to the City in a format that is compatible with the
information technology systems of the City.
(b). If Partners does not comply with a public records request, the City shall
enforce the contract provisions in accordance with the contract.
(c). Failure by Partners to grant such public access and comply with public
records request(s) shall be grounds for immediate unilateral cancellation of this
Agreement by the City. Partners shall promptly provide the City with a copy of any
request to inspect or copy public records in possession of Partners and shall promptly
provide the City a copy of Partners' response to each such request.
Section 8. Time is of the Essence. Time is hereby declared of the essence as
to the lawful performance of all duties and obligations set forth in this Agreement.
Section 9. Entire Agreement/Modification. This Agreement, together with the
exhibit(s), constitutes the entire integrated Agreement between the City and Partners
and supersedes all prior written or oral understandings in connection therewith. This
Agreement, and all the terms and provisions contained herein, including without
limitation the exhibits hereto, constitute the full and complete agreement between the
parties hereto to the date hereof, and supersedes and controls over any and all prior
agreements, understandings, representations, correspondence and statements whether
written or oral. This Agreement may only be amended, supplemented or modified by a
formal written amendment.
Section 10. Severability. If any term, provision or condition contained in this
Agreement shall, to any extent, be held invalid or unenforceable, the remainder of this
Agreement, or the application of such term, provision or condition to persons or
circumstances other than those in respect of which it is invalid or unenforceable, shall
not be affected thereby, and each term, provision and condition of this Agreement shall
be valid and enforceable to the fullest extent permitted by law when consistent with
equity and the public interest.
Section 11. Waiver. The failure of the City to insist in any instance upon
the strict performance of any provision of this Agreement, or to exercise any right or
privilege granted to the City hereunder shall not constitute or be construed as a waiver
of any such provision or right and the same shall continue in force.
Section 12. Captions. The Section headings and captions of this Agreement
are for convenience and reference only and in no way define, limit, describe the scope
or intent of this Agreement or any part thereof, or in any way affect this Agreement or
construe any provision of this Agreement.
3111a; e
Section 13. Counterparts. This Agreement may be executed in any number of
counterparts, each of which shall be deemed an original, but all of which, taken
together, shall constitute one and the same document.
Section 14. Binding Effect. This Agreement shall be binding upon and inure to
the benefit of the successors in interest, transferees and assigns of the parties. Each
party hereto represents to the other that it has undertaken all necessary actions to
execute this Agreement, and that it has the legal authority to enter into this Agreement
and to undertake all obligations imposed on it. The signatories hereof represent that
they have the requisite and legal authority to execute this Agreement and bind the
respective parties herein.
Section 15. Remedies. The rights and remedies of the parties, provided for
under this Agreement, are in addition to any other rights and remedies provided by law.
Section 16. Governing law, Venue and Interpretation. This Agreement is to be
governed by the laws of the State of Florida. Venue for any legal proceeding related to
this Agreement shall be in the Eighteenth Judicial Circuit Court in and for Seminole
County, Florida. This Agreement is the result of bona fide arms length negotiations
between the City and Partners, and all parties have contributed substantially and
materially to the preparation of the Agreement. Accordingly, this Agreement shall not
be construed or interpreted more strictly against any one party than against any other
party.
IN WITNESS WHEREOF, the City and Partners have executed this instrument
for the purpose herein expressed with the signatories below representing and
acknowledging, and understanding that the other party is acting in reliance thereto, that
they have full and plenary authority to execute this Agreement and bind the party for
whom they are executing this Agreement. A
Attest:
THE CITY OF SANFOR
nn By: C4-AVI
V� Jeff Triplett
Cynthia Porter, City Clerk Mayor / �/ %
Dated:
Approved as to form and legality for
Use and reliance by the City of Sanford, Florida
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Attest:
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Arrh C. Paul
Treasurer
Print Name:
STATE OF OHIO
COUNTY OF AIg aIVL-L�
PARTNERS
By: ix 11-1
Gerald E. Newfarmer
President & CEO
Dated: i — Z — 1 LV
The foregoing instrument was acknowledged before me this day of
201Ax/ by as
C v of Partners, an Ohio corporate entity, on behalf of the
Company. He is personally known to me or has produced
, as identification.
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nature of Notary Public
Print Name: � e r L L L -e e k s f-ea f
Notary Public — State of € v
My Commission Expires:
Commission No.:
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Notary Public, State of Ohio
My Commission Expires 04-15-2017
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DOCUMENT APPROVAL 1/8/2014 9:41 AM
Contract Agreement Name: RFP 12/13 -46 City of Sanford Analysis of
4nXa in & S t e- Management Partners Inc,
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Finan ce Director
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CITY COMMISSION MEMORANDUM 1 3.246 l�
DECEMBER 9, 2013 AGENDA A
TO: Honorable Mayor and Members of the City Commission
PREPARED BY: William Smith, Purchasing Manager
SUBMITTED BY: Norton N. Bonaparte, Jr., City Manager
SUBJECT: Discussion Regarding Evaluation Shortliste irms and Selection of Firm to
Perform Management Analysis of Operati; ns and Structure of the City
Government
SYNOPSIS:
Evaluation, Selection and Approval of award to the selected Firm, is
requested.
FISCAL/STAFFING STATEMENT:
The cost of the proposal is $
Commission.
BACKGROUND:
or as negotiated if directed by the City
On August 1, 2013, RFP 12/13 -46 was advertised to solicit proposals from firms to provide the
subject study. After review and scoring, three firms were deemed to be on the "short- list" to
provide presentations to the City Commission. On November 18, 2013, each of the three firms
made a presentation as indicated above. The three shortlisted firms and their proposal prices are:
Berkshire $128,500
Munilytics $102,250
Management Partners $ 99,900
Since the solicitation was in the form of an RFP, negotiations may be conducted in the order of
ranking.
LEGAL REVIEW:
No legal review requested of the City Attorney.
RECOMMENDATION:
It is staff's recommendation that the City Commission approve award of a contract for the
identified services with the highest ranked firm.
0 ' City of Sanford Florida — Purchasing Division
300 N. Park Avenue (P.O. Box 1788) Sanford, Florida 32701
Phone: 407.688.5028 FAX: 407.688.5021 email: bill.smith @sanfordfl.gov
Date Issued: August 1, 2013
Request for Proposals Bids Number: RFP 12/13 -46
Title: City of Sanford Management Analysis of Operations and Structure
Opening Date: August 22, 2013 at 2:00 p.m. (Non - public Opening)
The City of Sanford, Florida hereby requests sealed proposals from qualified firms to
provide Management Analysis of Operations and Structure of the City Government as
provided by the terms, conditions and specifications contained in this request for
proposals. Responses will be received by the City of Sanford, Florida, at the office of Mr.
F. William Smith, Purchasing Manager, 300 North Park Avenue, Room 236, Sanford,
Florida, until August 19, 2013 at 2:00 p.m., at which time the Proposals will be opened
and the names of the firms who provided responses made public.
Submission Documents, addenda, short lists, tabulation reports, awards, etc. may be
found and downloaded from the web site: www.myyendorlink.com select register and
complete that process. Then, under agency select — City of Sanford then click on search
solicitations; scroll down to the bid number indicated and click on the magnifying glass in
blue.
Submissions delivered after the date and time indicated above will not be opened or
otherwise considered. Please note that facsimile, telegraph, email submissions will not be
considered. Any uncertainty regarding the time a proposal is received by the City of Sanford
will be resolved against the proposer.
Black- out - period: It is noted that attempts to contact City Commission members,
members of the Evaluation and Selection Committee or City officials and
employees other than through the City of Sanford Purchasing Manager during this
procurement process is contrary to the public interest and may result in
disqualification of a responding firm.
Proposals are not publically opened. However, at the time of the opening the City will reveal
the names of the proposers. No other information will be released until an award is
announced.
Persons with disabilities needing assistance to participate in any of these proceedings should
contact 407.688.5025 at least 48 hours in advance of the meeting.
Respectfully,
F. William Smith, Purchasing Manager
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PROPOSAL TO
CITY OF SANFORD
FOR
MANAGEMENT ANALYSIS OF OPERATIONS AND STRUCTURE
RFP # 12/13 -46
August 22, 2013
Manager
Partners
PROPOSAL SUBMISSION FORM
PART 1 GENERAL
1.01 Description
The following Submission in response to the solicitation: (1) City of Sanford Management
Analysis of Operations and Structure RFP 12/13 -46, is hereby made to The City of Sanford,
Florida. This Proposal is submitted by (2) Management Partners
1730 Madison Road
Cincinnati OH 45206
513 - 861 -5400 inewfarmer @managementpartners.com
(1) Title and Solicitation number of Bid /Proposal Name of Project as shown in the Invitation
(2) Name, address, telephone number and email address of Proposer
1.02 The Undersigned:
A. Acknowledges receipt of:
Addenda: Number 1 Dated August 6, 2013
Number 2 Dated August 8.2013
B. Has examined the specifications, requirements and all Solicitation Documents
and understands that in submitting his Response , he /she waives all right to
plead any misunderstanding regarding the same.
C. Agrees:
1. To hold this Proposal open for 90 calendar days after the opening date.
2. By signing this document the BIDDER /OFFEROR hereby agrees to be
bound by the specifications, terms, conditions, scheduling, pricing and
representations as stated and submitted with this bid form and any
subsequent negotiations. However, it is understood that the City reserves
the right to declare any response or part(s) thereof nonresponsive if
exceptions to specifications, terms, conditions, etc. of the solicitation are
not acceptable in the opinion of the City to meet the requirements of said
solicitation.
3. To enter into and execute a contract with the City if awarded on the basis
of this response.
3. To accomplish the performance required in accordance with the Contract
Documents and /or purchase order.
1.03 Please attach sheets which contain your response to this form. The response is
to reflect line Item pricing of recommended equipment reflecting optional add -on's
and other relevant Information.
a 3
1.04 SUBMITTED, signed and sealed this day of d�,
Management Partners
Bid r/O
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By (Signature) Date
Gerald E. Newfar er, President and CEO
Printed Name and Title
1730 Madison Road
Business Address
Cincinnati, OH 45206 (CORPORATE SEAL)
City State Zip Code
513- 861 -5400 513 -861 -3480
Telephone No. Facsimile No.
Comments:
MARK THE EXTERIOR OF ENVELOPE CONTAINING YOUR BID RESPONSE:
YOUR COMPANY NAME & ADDRESS AS THE RETURN ADDRESS
ADDRESS OR DELIVER TO:
William Smith, Purchasing Agent; City of Sanford
P.O. Box 1788 (300 N. Park Avenue, Room 236); Sanford, FL 32772
IN UPPER LEFT CORNER OF ENVELOPE, PROVIDE THE FOLLOWING:
RFP 12113 -46 City of Sanford Management Analysis of Operations and Structure
Open Date: August 22, 2013 Open Time: 2:00 p.m.
Management
Partners
August 22, 2013
Mr. F. William Smith
Purchasing Manager
City of Sanford
300 N. Park Avenue
Sanford, Florida 32701
Dear Mr. Smith:
The City of Sanford's plan to conduct an organization -wide analysis of operations and structure
can provide a significant return on investment through increased efficiency, alignment with
strategic goals, and a more effective structure. Management Partners is highly qualified to assist
in successfully identifying and implementing realistic recommendations to accomplish the City's
project goals.
Although we will discuss our understanding of the project and approach in more detail in the
attached proposal, in summary it is our understanding that the City wishes to conduct an in-
depth analysis of the operations and structure of all existing departments. The goal is to identify
strategies to provide high quality core services in the most cost - effective manner.
Management Partners is a professional management consulting firm specializing in helping
local government organizations meet service demands, improve effectiveness, and streamline
operations. Our clients benefit from the expertise of professionals with extensive experience in
all aspects of public management as well as knowledge of how the best jurisdictions in the
country provide services.
Two distinctive qualities make Management Partners' project approach especially valuable to
our clients. First, our team includes a number of subject matter experts with distinguished
careers in local government. This allows us to analyze the feasibility of potential enhancements
within the unique circumstances of each of the major departments such as police and fire.
Second, we emphasize employee engagement, creating avenues for all employees to play a
role in identifying opportunities for improvement.
As President and CEO of Management Partners, I am the firm's authorized representative. I can
be reached in our Cincinnati office (address, phone and fax numbers below) and via email at
Newfarmer (a�managementpartners.com. We would be pleased to answer any questions you
may have about this proposal or about Management Partners.
Sincerely,
V041
Gerald E. Newfarmer
President and CEO
1730 MADISON ROAD • CINCINNATI, OH 45206. 513 8615400 • FAx 513 8613480 MANAGE MENTPARTNERS.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 2221082 • FAx 408453 6191
Table of Contents
Section 1 - Firm Description ................... ...............................
Section 2 - Firm Experience .................... ...............................
Section 3 - Scope of Services ................. ...............................
Section 4 - Project Team Qualifications . ...............................
Section 5 - Exceptions ............................. ...............................
Conclusion................................................ ...............................
Attachment A - Proposed Project Schedule .........................
Attachment B - Project Team Resumes . ...............................
Attachment C - Required Forms ............. ...............................
................. ..............................1
................ ............................... 5
................ ............................... 9
.............. ............................... 21
.............. ............................... 25
.............. ............................... 25
.............. ............................... 27
.............. ............................... 29
.............. ............................... 39
City of Sanford
Management Analysis of Operations and Structure
Management Partners was founded in 1994 with a specific mission to help local government
leaders improve their service to the public. We are a national consulting firm headquartered in
Cincinnati, Ohio, with offices in San Jose and Orange County, California. We have a well -
established track record of helping public sector organizations throughout the United States,
including all of the services provided by cities, counties, towns, and special districts at the local
level.
During our 19 years of service, we have earned a national reputation by delivering quality,
actionable work products to our clients. We bring extensive experience to this project, along with
first -hand knowledge of local government operations. We are distinguished by the fact that each
team we assign is led and staffed by associates who have actual experience in direct public
service and experience working together as a team. The work we do is not an academic
exercise; it is grounded in the real world of customer service and accomplishment in the public
sector. As a result, we have a bias for producing value -added work for each client that will be
actionable, and will be implemented.
The firm is staffed with more than 60 professionals who are experienced public service
managers, as well as qualified management consultants. This group includes generalists as well
as subject- matter experts. Our consultants have years of experience working in all aspects of
local government management and have built a track record of extraordinary quality service for
our clients.
The firm has extensive experience helping improve both the efficiency and effectiveness of local
government services. We have completed organizational staffing and improvement projects in
virtually every type of local government service, including reviews of entire governments as well
as selected studies of individual departments and functional activities.
Management Partners' services include everything required to support a local government
leader, elected or appointed. Our full range of services includes the following:
• Organizational Analysis and Performance Audits — Also called efficiency studies and
organizational reviews, identifies improvements to an operation's efficiency and
effectiveness.
• Performance Management — Encompasses a wide range of management tools that can
be and often are developed independently of one another, including: performance
management and measurement, process management, performance budgeting,
employee performance evaluation and strategic and process benchmarking.
• Process Improvement — Examines the processes by which customers are served, an
important technique for developing a program for operations improvement, including
process mapping.
• Strategic and Business Planning — Can be an important tool for focusing the efforts of an
organization and fostering communication between leaders, staff and important
stakeholder groups.
• Financial Planning. Budgeting and Analysis — Assists clients in analyzing their finances
and planning for the effective and efficient use of taxpayer or customer dollars.
• Organizational Development and Training — Helps clients develop organizational
capacity, a key to developing high performance organizations. Services include
Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
executive coaching, customer service training, employee and customer surveys and
conflict management workshops.
• Sharing and Consolidation of Services — Offers a more efficient way to provide services,
particularly on a regional basis. Options range from the complete integration of
previously separate jurisdictions to sharing or consolidating the management of
individually delivered services and operations.
• Interim Management — Assists government leaders by providing executive staff during
transitional periods. Rather than just "keeping the chair warm," our interim managers
provide value -added services during their tenure.
• Executive Recruitment — Identifies top candidates for chief executive officer positions
and department director level jobs in local governments.
We are also experienced in executive management facilitation, having facilitated numerous
council /board and management team workshops and meetings. We have designed and led
many civic engagement projects of a broader nature, often in conjunction with strategic planning
projects. We are specialists in performance management and led the creation of the
International City /County Management Association's (ICMA) Center for Performance
Measurement. In addition, we have supported many local governments (cities, counties and
towns) in the design and implementation of jurisdiction- specific performance management
programs. Staff development and training is always a priority, especially in the area of
performance measurement, where we have trained well over 100 jurisdictions throughout North
America.
Financial and business planning is an important part of our work and assisting local
governments in addressing the effects of the recent recession has been an area of major
emphasis. Working with cooperating local governments to identify and implement shared
service delivery has also been an area of particular competence, especially in the current
economic environment.
We offer a balance of perspectives with a practitioner's bias and a proven track record of
successful consulting engagements. This experience gives us a sensitivity that produces
positive outcomes. Each of our projects is individually tailored to the unique needs of the client.
We have a deep understanding of the service environment of local government and we are
proud to say that as a result of our quality work, many of our clients ask us to complete
subsequent assignments.
We have a track record of successfully analyzing the operations of complex local government
organizations resulting in the implementation of recommendations that have materially improved
the long -term effectiveness and efficiency of operations. This includes numerous organizations
where many or all employees are subject to employee collective bargaining agreements. As you
will see in our work plan, we are committed to assisting the implementation of identified
recommendations, and will identify and plan for constraints to implementation, including
statutory, regulatory, and organizational culture.
As noted in the transmittal letter, several features of Management Partners' approach to an
organizational review project are unique. Our project team is staffed with professionals who
have actual experience serving in local government, rather than simply careers as consultants.
Moreover, our project team includes nationally recognized experts in the major areas of public
service provided by the City of Sanford, police, fire, and public works. These experts bring the
perspective of practical operational experience to enrich the analysis we provide to improve the
efficiency and effectiveness of organizations.
2 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
In addition, we include a significant employee engagement dimension to our project work. While
the understanding of the work of the organization can (and normally does) come from
engagement of managers and specialized staff personnel, our experience is that front -line
employees have much to offer about ways that the government can work better. We therefore
include both a survey and focus groups as mechanisms for their input.
Finally, our bias for implementation isn't just
tested approach to implementation planning
emphasis on implementation. Our experience
work that will come from this project with
implementation.
Management Partners, Inc.
something invented for this proposal; our time -
fits perfectly with the City of Sanford's RFP
helping management incorporate the additional
current responsibilities will ensure successful
City of Sanford
Management Analysis of Operations and Structure
Management Partners specializes in providing quality professional consulting assistance to local
government clients. Our website, www.managementi)artners.com contains information about
our clients, and you are welcome to contact any of them about the quality of our work. We
believe our record of completing similar projects on time and on budget, with quality deliverables
specifically designed to be implemented, make Management Partners well qualified to execute
this work for the City of Sanford.
Experience
To give you an idea about the breadth of Management Partner's experience, the following is a
list of clients we have assisted in the last three years, many of whom have hired us for more
than one project. The vast majority of these projects have included organizational or financial
analyses to improve processes and service delivery.
Alachua County, Florida
Alameda, California
Alameda County, California
Albany, California
Amberley, Ohio
Anaheim, California
Atherton, California
Aurora, Colorado
Bay Area Air Quality Management
District, California
Bellevue, Washington
Bellflower, California
Bellingham, Washington
Berkley, California
Beverly Hills, California
Blue Ash, Ohio
Boone County, Kentucky
Bothell, Washington
Brentwood, California
Brunswick, Ohio
Burbank, California
Capitol Region Council of
Governments, CT
Carson, California
Centre Region Council of
Governments, Pennsylvania
Ceres, California
Chatham County, Georgia
Chevy Chase, Maryland
Cincinnati, Ohio
Cincinnati Museum Center, Ohio
Coastside Water District, California
Colerain Township, Ohio
Columbia Association, Maryland
Columbus, Georgia
Concord, California
Contra Costa Transportation
Authority, California
Cortlandt, New York
Costa Mesa, California
Covington, Kentucky
Cypress, California
Management Partners, Inc.
Howard County, Maryland
Huber Heights, Ohio
Hyattsville, Maryland
Indian Hill, Ohio
lone, California
Jacksonville, North Carolina
Jefferson County, Kentucky
Johnson County, Kansas
Kansas City, Missouri"
Kenton County, Kentucky
Kids Central, Florida
King County, Washington
Kirkland, Washington
La Habra Heights, California
La Palma, California
La Puente, California
Laguna Beach, California
Lake Oswego, Oregon
Lancaster, Pennsylvania
Largo, Florida
Las Vegas, Nevada
Lenexa, Kansas
Lexington, Kentucky
Livermore, California
Long Beach, California
Los Angeles, California
Loudoun County, Virginia
Louisville, Kentucky
Manchester, Connecticut
Mansfield, Connecticut
Mansfield Downtown Partnership,
Connecticut
Mariemont, Ohio
Marin County, California
Martinez, California
Mason, Ohio
Menlo Park Fire District, California
Merced, California
Miami Valley Risk Management
Association, Ohio
Middleton, Ohio
Milpitas, California
Rancho Cordova, California
Rancho Palos Verdes, California
Redondo Beach, California
Redwood City, California
Regional Economic Area
Partnership, Kansas
Reno -Tahoe Airport Authority,
Nevada
Reno - Sparks Convention and
Visitors Authority, Nevada
Renton, Washington
Rio Rancho, New Mexico
Riverside County, California
Rosemead, California
Sacramento, California
Sacramento Area Council of
Governments, California
Sacramento County, California
San Bernardino, California
San Diego County Cities, California
San Diego State University,
California
San Francisco Municipal Executives
Association, California
San Joaquin Valley Library System,
California
San Jose, California
San Juan Capistrano, California
San Mateo, California
San Mateo County, California
San Mateo Transit District, California
Santa Barbara County Association
of Governments, California
Santa Clara, California
Santa Clara County, California
Santa Clara Valley Water District,
California
Santa Cruz, California
Santa Fe, New Mexico
Santa Monica, California
Sarasota County, Florida
Seal Beach, California
City of Sanford
Management Analysis of Operations and Structure
Dakota County, Minnesota
Davis, California
Dayton, Ohio
Deer Park, Ohio
Derby, Kansas
Dublin, California
DuPage County Forest Preserve,
Illinois
El Cerrito, California
El Monte, California
Fairfax, California
Fairfield, California
Fairfield, Ohio
Fairview Heights, Illinois
Fillmore, California
Florence, Kentucky
Franklin County, Ohio
Fremont, California
Fresno, California
Fresno Chamber of Commerce,
California
Gainesville, Florida
Garden Grove, California
Glendora, California
Goleta, California
Government Cooperation and
Efficiency Project, Ohio
Gulf Shores, Alabama
Hamilton, Ohio
Hamilton County, Ohio
Hamilton County Job and Family
Services, Ohio
Hampton Roads Partnership,
Virginia
Harrisburg, Pennsylvania
Hillsborough, California
Housing Authority of Santa Clara
County, California
References
Mission Viejo, California
Modesto, California
Monterey County, California
Montgomery, Ohio
Morro Bay, California
Mountain View, California
Mountlake Terrace, Washington
Muhlenberg Township,
Pennsylvania
Murietta, California
Napa, California
Nashville, Tennessee
New Haven, Connecticut
Newport Beach, California
North Las Vegas, Nevada
North Port, Florida
Novato, California
Oak Brook, Illinois
Oakland, California
Ojai Valley Sanitation District,
California
Oklahoma City, Oklahoma
Orange County, California
Orinda, California
Oro valley, Arizona
Pacific library Partnership, California
Painesville, Ohio
Palo Alto, California
Palos Verdes Estates, California
Paradise Valley, California
Peninsula Family Services,
California
Petaluma, California
Phoenix, Arizona
Pinellas County, Florida
Pittsburg, California
Pottstown, Pennsylvania
Sedgwick County, Kansas
Shawnee, Kansas
Silverton, Ohio
Solano Irrigation District, California
Soledad, California
Sonoma County, California
Sonoma Valley Fire and Rescue,
California
Southern California Association of
Governments, California
Southwest Ohio Fire Benchmarking
Consortium
Springdale, Ohio
Springfield, Oregon
St. Louis Park, Minnesota
St. Paul, Minnesota
Stockton, California
Sunnyvale, California
Surprise, Arizona
Sycamore Community Schools,
Ohio
Tacoma, Washington
Tolland, Connecticut
Tracy, California
Tyler, Texas
University Place, Washington
Vallejo, California
Ventura County, California
Villa Park, California
Washoe County, Nevada
Westerville, Ohio
Wilsonville, Oregon
Windsor, California
The Woodlands, Texas
Woodside, California
Worthington, Ohio
Yuba City, California
Yuma, Arizona
Covington, Kentucky
Management Partners conducted a review of the organization and operations of the government
of the City of Covington, Kentucky. In doing so, we applied best practices knowledge in the
search for opportunities for improvement. Separate analyses were completed for the Police
Department, Fire Department, Community Development, Housing and Code Enforcement
Departments, the Department of Public Infrastructure, Finance Department and the Office of the
City Manager (the latter included an overview review of the structure of the government). This
work was completed as a key part of an overall initiative to reform the operations of the
government under the guidance of the Mayo r, City Commission and City Manager.
The review included every aspect of departmental operations, including organization, staffing,
use of performance metrics, allocation of staff to specialized units and the application of industry
best practices.
Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
Client Contact: Mr. Larry Klein, City Manager
Covington City Hall
638 Madison Avenue
Covington, KY 41011
(859) 292 -2134
February 2012 to April 2013
Pinellas County, Florida
Management Partners has completed several projects for Pinellas County in the last two years,
reflecting the range and diversity of the general management consulting skills the company
offers local government leaders. The County retained Management Partners to conduct a
review of the operations and business processes of its Community Development Department.
The purpose of the review was to assess the department's effectiveness in managing various
housing assistance and loan programs, consistent with industry best practices and financial
processes. We conducted the analysis through a series of facilitated focus groups in which
department staff and Management Partners' project team reviewed each business process,
developed alternative processes designed to operate more effectively and efficiently, and
provided operational and structural improvements based on the revised processes.
Subsequently, the County expanded the project scope to include a review of the structure and
operations of the Housing Finance Authority, the staffing for which is integrated with the
Community Development Department. The additional review resulted in a recommendation that
the current structure was the most effective alternative but that some operational changes would
eliminate the various issues that gave rise to structural and governance issues. The Community
Development Department, Housing Finance Authority, and Board of County Commissioners
accepted the recommendations and are in the process of implementing them.
Subsequently, the County retained Management Partners to assist in preparing to engage in
shared services with other local governments. The assignment was to review services to
prepare the County to offer to and /or contract with other local governments to share service
delivery. That preparatory work has just been concluded.
Client Contact: Mr. Robert LaSala, County Manager
315 Court Street
Clearwater, FL 33756
(727) 464 -3485
January to June 2013
Santa Ana, California
Management Partners was engaged in 2011 to conduct a review of the organization and
operations of the government to develop recommendations to allow Santa Ana to continue to
provide services within its projected resource capacity. We conducted interviews with elected,
appointed and labor leaders and collaborated with a project steering committee to identify
alternatives for analysis. We also reviewed each labor association's memoranda of
understanding to identify significant cost drivers. As part of the project, a ten -year financial
perspective, including a five -year forecast, was developed to show the magnitude of the City's
budget challenges. Our analysis resulted in 47 recommendations in three areas: new revenues,
service delivery model changes and compensation changes. If implemented, the
recommendations would improve Santa Ana's financial condition by at least $24 to $27 million
Management Partners, Inc. 7
City of Sanford
Management Analysis of Operations and Structure
annually. The analysis identified several targeted opportunities for contracting, including zoo
operations and fire service. The City issued a request for proposals for zoo operations and
recently approved contracting for fire service with the Orange County Fire Authority, which will
save approximately $10.5 million annually.
Following the retirement of the incumbent city manager, the firm was asked in 2013 to review
the work from two years ago to identify those actions that were implemented and those that
remained to be implemented, update the long -range financial plan, and provide a roadmap for
implementation. The firm was also asked to assist the elected and appointed leaders in the
development of a strategic plan, including significant community engagement.
Client Contact: Mr. Kevin O'Rourke, Interim City Manager
20 Civic Center Plaza, 8th Floor
Santa Ana, CA 92701
(714) 647 -5200
March 2011 to present
Largo, Florida
Management Partners was retained by the City of Largo to analyze the development review and
permitting services operations and business processes. The work included conducting
interviews with staff and stakeholders, developing "as is" process maps as well as "to be"
process maps to streamline processes. Management Partners also facilitated a three -day
process improvement session with Largo City employees most familiar with development review
processes and procedures. Another component of our work was to identify requirements for a
new permitting system, which the City will use in its request for proposals. The
recommendations identified actions to make the processes more efficient for staff and more
business friendly for customers.
Client Contact: Ms. Carol Strickland
Director, Community Development Department
201 Highland Avenue
Largo, FL 33770
(727) 586 -7490
October 2012 — August 2013
Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
4
Our Understanding of the Project
From our knowledge of the City of Sanford and the scope of services described in the RFP, we
understand that management desires a thorough analysis of the operations and structure of all
City departments to identify strategies for providing high - quality, cost - effective services. Our role
will be to analyze the operations and current organizational structure of all City departments and
make recommendations so the City can increase departmental efficiency in a cost - effective
manner based on best practices. We will perform a comprehensive analysis of existing services,
operations, organizational structure, and current staffing to identify those services which are
critical and to recommend ways to deliver these services more efficiently.
The project will include the following elements:
• Work with the City Manager's Office to outline the organizational analysis process.
• Finalize the draft timeline for successful completion of the project.
• Review department service delivery models and recommend alternative models that will
maintain or improve those services identified as crucial while lowering costs. Some of
the strategies we will evaluate for use include:
• Identification of relevant best practices
• Evaluation of existing service levels
o Potential elimination of services
• Combining /consolidating services within the City's organizational structure
• Entering into service agreements with other municipalities, agencies, or districts
• Outsourcing /privatization of services
o Centralization of services
o Alternative revenue sources to fund public safety needs
• Prepare an analysis of department staffing. Areas of consideration will include:
o Staffing and workflow
o Workload
• Skill levels
• The potential to reduce, combine, or add positions
• Departmental manager -to- employee ratio and spans of control
• Prepare an analysis of departmental organizational structure to determine if restructuring
might achieve efficiencies. Strategies we will consider include:
• Combining departments /divisions
• Appropriate span of control
• Inter- and i ntra- departmental workflow
• Flat vs. hierarchal organizational structures
o Centralized and decentralized models
o Eliminating departmental and divisional silos and redundancies
o Benchmarking with other appropriate municipalities.
o Potential revenue enhancements, including possible fee schedule adjustments
• Conduct a meeting with the City Manager's Office to discuss preliminary observations
and sample organization structures.
• Recommend potential changes to the organization to meet the goals of this project.
At the conclusion of the analysis, we will provide a written report that includes a prioritized list of
recommendations supported by analysis and clearly defensible justification, as well as a cost
benefit analysis for any funding required for implementing a particular recommendation.
Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
Management Partners always includes a second deliverable with the final report, a draft
implementation action plan (see Activity 6 in the Work Plan below). The Implementation Action
Plan includes:
• Implementation steps,
• Priority of each recommendation
• Management accountable for implementation,
• Time to complete information, along with guidance for integrating this new work with the
other work priorities of Sanford managers,
• Anticipated impediments, and
• Strategies to address impediments.
The Implementation Action Plan will also consider the requirements of collective bargaining
agreements.
Work Plan
Based on our experience and our understanding of the needs of Sanford as outlined in the RFP,
we have prepared a detailed plan of work. This framework is amenable to refinement to
emphasize matters of particular interest to management.
Activity 1: Start Project
Management Partners will begin this project with a careful learning phase, starting with a
planning meeting with the City Manager's Office to ensure that we have a sequence of events
and schedule that will fit appropriately with the policy needs and tempo of events. During the
kick -off meeting we will confirm and review the work plan and schedule of key deliverables.
The project start-up activity will form the foundation for the partnership between our project team
and the City. In addition to covering logistics such as who should be interviewed and
communication protocols, we will discuss the approach and timing of this project in relation to
other activities in the City to plan for a smooth interface between our work and the regular work
of the enterprise. We understand that the effort associated with this study is in addition to the
normal work and must be integrated in a way that minimizes disruption. Throughout the project
we will keep you informed of our progress, observations, and initial recommendations.
Activity 2: Review Government Structure, Staffing, Business Processes,
Operations
As a result of working with a variety of local governments to help them best use their resources,
Management Partners has extensive knowledge about best practices in jurisdictions throughout
the country. Using that data and other pertinent sources, we will gather best practices that may
have application in the City of Sanford and examine each service and program to identify
potential areas for improvement.
During this activity, Management Partners will review and analyze the City's existing policies,
procedures, strategies and history. Through this analysis, we will identify how well the current
policies and procedures promote operational sustainability and make recommendations based
on that analysis. One of the first steps in the analysis will be to interview all of the City policy -
makers and members of the senior staff to learn their perceptions, to hear their ideas, and
obtain their suggestions about areas for attention, including ideas that perhaps have been
suggested in the past but were not acted upon.
10 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
We will also conduct four employee focus groups to gather information on those elements that
are working well and where there may be opportunities for improvement. Our focus group
facilitators are skilled in managing small group discussions, drawing out issues and concerns,
and encouraging solution- oriented thinking. In addition, we will design and issue a citywide
employee survey to solicit feedback about management systems and service delivery
processes, giving all employees the opportunity to be engaged in the improvement process.
There is no doubt that the leaders of the government know opportunities and have ideas to
pursue, which we will combine with our own knowledge of local government best practices
(including reforms that have been implemented or considered in other cities) to create a
preliminary list of opportunities for improvement.
Activity 3: Analyze Service Delivery Processes
Using the information gathered during Activity 2, we will review department service delivery
models to identify alternative approaches that will maintain or improve services while lowering
costs. For this analysis we will research relevant best practices, evaluate current service levels,
identify discretionary services that could be reduced or eliminated, find opportunities to
consolidate services within the City's organizational structure or enter into service agreements
with other agencies, recognize outsourcing /privatization opportunities, and research alternative
revenue sources to fund public safety needs.
Management Partners has considerable experience identifying, analyzing and assisting with the
implementation of alternative service delivery approaches, including those mentioned above.
Each type of service, however, is unique and producing quality service for the residents of
Sanford demands individual consideration of the best techniques available, conceptually and
locally. Moreover, implementation planning must take into account the value of maintaining a
well- trained, committed workforce for the hard times as well as the good times. Thorough
evaluation thus requires careful consideration of both immediate and long -term consequences.
Activity 4: Analyze Departmental Staffing
In the context of our understanding of the City's policies, procedures, and processes, we will
analyze departmental staffing and workflow, departmental workload and the distribution of
tasks, and position skill level needs. The goal of this analysis will be to determine optimal
staffing to maintain services while keeping costs as low as possible. Recommendations may
include suggestions to reduce, combine, or add positions. We will also identify standards for
manager -to- employee ratios in departments and spans of control.
It is noted that a general purpose local government is analogous to a private sector
conglomerate company, in that it consists of many different "lines of business." For superior
performance the specialties of police service, fire service, public works, community development
and the like each require professionals whose life's work and training are committed to those
specialties. Accordingly, while the Management Partners project team is staffed with generalists
who have often completed the type of organizational analysis called for by the City of Sanford,
our team also includes subject matter specialists for the key department reviews to provide for
more thorough understanding and analysis and for the additional credibility by the professionals
in the departments being reviewed.
Activity 5: Analyze Organizational Structure
Next we will look at the structure of the organization and its component departments, with our
understanding of the potential future staffing needs as a basis. We will compare the existing
Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
structure with the needs identified in activities 3 and 4, and look for opportunities to improve
through restructuring or alternate service delivery models.
Strategies we will consider include combining departments or divisions, recalibrating spans of
control, making changes to inter- and intra - departmental workflow, comparing flat and hierarchal
organizational structures, applying centralized or decentralized models, and eliminating
departmental redundancies. We will look at other high - performing and appropriate municipalities
for approaches that would work in Sanford.
Lastly, we will review the level of cost recovery and make recommendations for potential
revenue enhancements, including possible fee schedule adjustments.
Activity 6: Summarize Observations and Initial Recommendations
When we have completed our review of the organization, our focused research into applicable
best practices and the analysis of operations, staffing, and structure, we will summarize our
observations and identify the opportunities for improvement. We will prepare a summary of the
results of our work for review with the City project management team. Our observations and
subsequent recommendations will be organized in an easy to understand format and presented
in a positive and productive manner.
Activity 7: Report Results
Once we have received feedback on the ideas for improvement and the business opportunities
they represent included in the summary reviewed in Activity 6, we will prepare a draft report
containing the analysis and recommendations. As noted below, the draft report will be submitted
for review by the City. Then with the City's feedback in hand, Management Partners will prepare
the final report that includes a prioritized list of recommendations supported by analysis and
clearly defensible justification, as well as a cost/benefit analysis for any funding required for
implementing a particular recommendation.
Reports prepared by Management Partners are rich in detail, with recommendations supported
by quality analysis. We take pains to ensure that our observations and subsequent
recommendations are organized in an easy to understand format and presented in a positive
manner.
We undertake several discrete steps to ensure quality control. The first is to prepare a draft
report for management to review to assure that facts are accurate and ideas are presented
clearly. Management Partners retains responsibility for its professional recommendations but we
expect that vetting the draft report with management improves its utility. In addition to vetting the
report for accuracy the draft review provides an opportunity to discuss the recommendations
and to identify implementation issues. Management Partners is committed to recommending
actions that result in meaningful operational improvements and can be implemented in the real
world. Once comments have been received, the final project report will be prepared, subjected
to a rigorous peer review, and then transmitted to you.
Activity 8: Support Implementation
Management Partners has a strong bias for action. Our reports and resulting recommendations
become tools for priority setting, and for the development of department and division work
plans. In addition to the final report, we will prepare a draft Implementation action plan
incorporating each recommendation in the memorandum. The draft action plan sets forth the
steps required for implementation, assigns responsibility for action, an assigned priority level
(immediate, near- or long -term) for each recommendation, and a task time for completion. We
12 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
will also point out any potential impediments to implementation and propose strategies to
address those impediments.
The action plan is prepared as a draft and becomes final once directors and managers integrate
the action steps into their actual plans of work and replace the estimated task time /priority with
actual dates for planned completion.
Hours by Activity
Some of the project director's hours are included in the category "Other" above. We anticipate the
Project Director will spend an additional 20 to 40 hours on the project. These are included in the not -to-
exceed price. The remaining hours are for report production support.
2Implementation support will be assigned on an ad hoc basis, depending on specific needs of the
organization, but are included in the not -to- exceed price in the cost proposal.
A proposed timetable, with milestones, is included as Attachment A. Using the work plan above
with a start date of October 7, 2013, we can have a draft report prepared by January 1, 2014
and a final draft one month later, as stipulated in the RFP. We expect to refine this schedule
with you during the project start-up (Activity 1) as discussed previously.
Approach and Methodology
While the work plan outlines the organizational analysis plan, below we have included
guidelines we use in performing the organizational analysis. Management Partners has
extensive experience with similar work and is prepared to assist the City of Sanford with all
elements of the scope of work as identified in the RF P.
We make a commitment to quality and timely performance with each client we serve. As local
government professionals, we know that the value we add for a client is based on our ability to
produce results that will be implemented. All of our work is focused on that outcome. The
essentials of our project management approach are summarized below, including the specifics
of work planning, execution, and the importance of our built -in quality assurance elements and
focus on ultimate implementation.
Management Partners, Inc. 13
Project
Activity
Manager
Advisors
Advisors
Other'
Total
1: Start Project
4
-
-
4
1 8
2: Review Government Structure,
Staffing, Business Processes,
Operations
20
52
90
-
162
3: Analyze Service Delivery
Processes
6
36
78
-
120
4: Analyze Departmental Staffing
10
28
54
-
92
5: Analyze Organizational Structure
10
30
58
-
98
6: Summarize Observations and
Initial recommendations
20
10
18
4
52
7: Report Results
28
1 18
10
10
66
8: Support Implementation
TBD
TBD
12
2
14
Totals
98
174
320
20
612
Some of the project director's hours are included in the category "Other" above. We anticipate the
Project Director will spend an additional 20 to 40 hours on the project. These are included in the not -to-
exceed price. The remaining hours are for report production support.
2Implementation support will be assigned on an ad hoc basis, depending on specific needs of the
organization, but are included in the not -to- exceed price in the cost proposal.
A proposed timetable, with milestones, is included as Attachment A. Using the work plan above
with a start date of October 7, 2013, we can have a draft report prepared by January 1, 2014
and a final draft one month later, as stipulated in the RFP. We expect to refine this schedule
with you during the project start-up (Activity 1) as discussed previously.
Approach and Methodology
While the work plan outlines the organizational analysis plan, below we have included
guidelines we use in performing the organizational analysis. Management Partners has
extensive experience with similar work and is prepared to assist the City of Sanford with all
elements of the scope of work as identified in the RF P.
We make a commitment to quality and timely performance with each client we serve. As local
government professionals, we know that the value we add for a client is based on our ability to
produce results that will be implemented. All of our work is focused on that outcome. The
essentials of our project management approach are summarized below, including the specifics
of work planning, execution, and the importance of our built -in quality assurance elements and
focus on ultimate implementation.
Management Partners, Inc. 13
City of Sanford
Management Analysis of Operations and Structure
Work Planning and Delivery
We will approach this project for Sanford in four discrete but interactive phases described
below.
Learning. We begin the project with a careful learning stage, during which we listen and learn
about the current processes used in the department. We recognize that the people who are
working the processes are busy, yet they are best positioned to know what works and what
does not. Through personal interviews with key personnel; and a thorough review of data and
written documentation, Management Partners develops a clear understanding of your current
operations. We are as interested in operating constraints and impediments to success as we
are in the technical aspects of service levels, use of technology, and othe r matters impacting the
effectiveness and efficiency of the departments.
Diagnosis. As we listen and learn, we focus on the programs and services of each department
and analyze the staffing levels of each program. We
concentrate on how work is planned, managed and
executed. We also examine overhead and support levels, Learning
the availability and use of technology, organizational
plans, management and monitoring systems and
the degree to which performance measures and
performance standards exist and are being
used. Action Diagnosis
Opportunity Identification. When the
investigation and data gathering activities are
complete we are able to analyze staffing levels
identify changes that will reduce costs without Opportunity
compromising service delivery. Every human organization Identification
has opportunities for improvement. The challenge is to
identify those that are realistic, cost - effective and produce better
service to the public. We compare current service quality levels for Sanford's programs to best
practices in the industry and identify those with significant potential for improvement or cost
savings.
Action. Management Partners has a strong bias for implementation. As practitioners, we have
an orientation to achieve results. Our work goes beyond providing good analysis that is clearly
communicated to concise, actionable recommendations. We provide a draft action plan that is a
detailed roadmap about how to implement the recommendations that we make and to achieve
the improvements in efficiency and cost savings that we describe.
Quality Staff Work
Management Partners goes to unusual lengths to ensure that our work is of reliably high quality.
Our consultants are schooled in local government and are carefully selected to be part of our
organization. Moreover, our project team members have public service experience in the areas
they examine. The work is subjected to careful internal control processes designed to make
certain that you, our client, receive work products that meet consistently high standards of
quality.
We have an established methodology for managing our consulting projects so that the work is
done on time and to your satisfaction. Each deliverable also undergoes a peer review process
14 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
to see that it meets Management Partners' standard of excellence. In addition to our own high
standards, we also survey each client when a project is complete to learn how we can improve.
Implementation
Management Partners has worked for the majority of our clients on multiple occasions. We are
consistently told that the reason our clients use our services on a variety of projects is that we
deliver results and that our work provides implementation actions that accomplish the
objectives. Management Partners is led by local government experts who know how to get
things done, appreciating the difficulties and the constraints on local leaders, as well as the
essential ingredients to effectively drive implementation. These ingredients include:
• Creating a sense of urgency,
• Engaged leadership,
• Well- developed implementation planning,
• Frequent communication with stakeholders,
• Planned milestones and completion dates, and
• Institutionalized management processes.
Implementation is effective only if there is an expectation and commitment to do so. We use
well - grounded management techniques to effectively support positive change so that project
goals can be realized.
Analytical Methodology
During our 19 years of service to local governments, Management Partners has developed
sophisticated analytical tools. We train our analysts in the use of these techniques with the goal
of delivering value for the client. The City's RFP requests information about the firm's approach
to the organization analysis plan. In doing this work we use a variety of techniques to achieve
the outcomes anticipated in the above plan of work. The tools include the following:
• Personal interviews,
• Business process workflow mapping and analysis,
• Best practice analysis,
• Program analysis,
• Comparative jurisdiction analysis (benchmarking),
• Organizational structure analysis,
• Staffing and workforce analysis,
• Position utilization (deployment) analysis,
• Cost of service analysis,
• Alternative service delivery analysis,
• Shared service delivery analysis, and
• Risk assessment analysis.
None of the analytical techniques stand alone. As with any learning endeavor, it is necessary to
approach each issue from different perspectives. We therefore use multiple techniques in
concert with each other, relying on those that are most relevant to the scope, timeframe, and
budget and which are appropriate for each activity.
We anticipate that the techniques that we may use for this study include:
Management Partners, Inc. 15
City of Sanford
Management Analysis of Operations and Structure
16 Management Partners, Inc.
Personal
All engagements and all
Structured interviews
Interview notes that
Interviews
environments.
tailored to the work
identify issues,
responsibility of each
perceptions about
respective interviewee.
strengths and
Interviews may include such
weaknesses,
topics as perceptions about
identification of key
issues and opportunities,
data, verification of data
work processes, work
and other interviews.
management, data
identification and
verification.
Business Process
Repetitive work
Build "as -is" map based on
As -is process maps.
Analysis and
processes such as
interviews and focus groups
To -be process maps.
Mapping
accounts payable and
of process participants and
Description of process
receivable, procurement,
our observations in the field.
improvements and the
registration, customer
Validate the "as -is" map.
alignment of personnel
service calls.
Evaluate the current
and resources.
Swim -lane process
process to identify process
analysis is used when a
bottlenecks, redundancies,
process involves multiple
and excessive check -offs.
organizational units to
Compare current process
understand organizational
against common industry
impact on work.
practices.
Integrated definition
Design new, "to -be" process
modeling is used when
based on the evaluation of
aligning financial,
the current process.
personal, and technical
resources to work
processes.
Best Practice
Any environment in which
Identify applicable practice
Performance gap report.
Analysis
there is a commonly
standards (usually 3 to 5) for
Clients often use this
accepted norm of best
each work unit or function.
information as the
practices relating to a
Standards can be both
starting point for
subject area.
quantitative and qualitative.
developing or modifying
Best practices are drawn
Document the standard and
their own performance
from standards and
the client's level of
management reporting
recommendations of
performance relative to the
systems.
professional associations,
standard.
regulatory bodies,
Identify performance
advisory bodies;
strengths and opportunities
professional and
for improvement relative to
academic literature; and
the gaps between the
our experience working
standard and client
with high - performance
performance.
organizations.
16 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
Comparative
When a client wishes to
Identify the subject areas for
Directionally consistent
Jurisdiction
compare an operation
comparison.
comparison of client
Analysis
with similar organizations
Identify criteria for
with accepted peers.
where there is some
comparison.
common level of
Identify peer communities.
measurement.
Obtain data from client and
from peers.
Array data and analyze
results.
Follow up to identify reasons
for significant variance.
Organizational
Any large or complex
Collect and review
Revised organization,
Structure Analysis
organization exhibiting
functional tables of
based on assignment of
one or more of the
organization and staffing.
responsibility and
following conditions:
Evaluate inter- and intra-
accountability;
Overlap or duplication of
organizational work flow.
appropriate levels of
work or functions; Work
Evaluate levels of
supervision;
silos; Unusual placement
supervision and scope of
management of work
of work responsibilities;
supervisory responsibility.
flow.
Significant cross -over of
Compare with similar
work flows; Significant
organizations.
pyramiding or unusually
flat organization ( i.e., too
great or too little of a
span of control);
Perceptions of weak
organizational
communication; Lack of
understanding by
stakeholders of assigned
responsibilities.
Staffing/Workforce
Any service area that is
Identify potential service
Recommendations for
Analysis
demand - driven or is
areas, usually through best
alternative staffing or
performed using crews or
practice analysis or
work processes.
teams. Examples include
organizational analysis.
accounts processing,
Collect staffing and work
human resources
volume data.
processing, street
Compare staff to work ratios
maintenance crews,
against industry norms.
library staffs, etc.
Position Utilization
Specific workforce
Collect demand data, such
User interactive data
(deployment)
analysis for demand
as calls for service and time-
model for determining
Analysis
driven and /or
in- service times.
staffing needs by time
geographically based
Analyze each position
and location.
functions, particularly
according to direct service
public safety functions.
or support.
Establish alternative policies
for service availability.
Calculate staffing models.
Management Partners, Inc. 17
City of Sanford
Management Analysis of Operations and Structure
18 Management Partners, Inc.
Any service area where
Identify potential cost areas.
Cost management
Cost of Service
Analysis
cost activities can be
Collect and quantify relevant
report.
readily quantified, such
cost data over time.
as facility repair; or where
Identify alternative cost
there is a high variability
strategies.
in cost, such as
contracted printing
services; or where costs
can be directly managed,
such as fuel purchases.
This analysis is frequently
incorporated into staffing
and work load analysis
and alternative service
analysis.
Alternative Service
Any service or function
Complete evaluation sheet
Recommendations for
Delivery Analysis
that might lend itself to
which scores potential
alternative approaches
being assigned to another
approaches based on the
to deliver services.
work unit within the
following factors: political
organization, to another
acceptability, importance of
governmental entity, to a
the service to the mission of
non - profit provider, or
the organization, availability
contracted to a private
of other service providers,
service provider.
legal constraints, constraints
in labor contracts, impact on
employees, impact on
service delivery, potential for
financial gain, potential for
improved service delivery.
Shared Service
This is a unique subset of
Identify potential service
Recommendations for
Delivery Analysis
the alternative service
areas based on the
sharing of services
delivery analysis. It
following criteria: prior
among two or more
evaluates the potential for
history of shared services,
political jurisdictions.
sharing of a service by
potential for cost savings
two or more
and /or service improvement,
governmental
potential governance issues,
jurisdictions.
public awareness, legal
authority or constraints.
18 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
Risk Assessment
Analysis
Policy Analysis
Evaluation of financial or
operational risk,
particularly relating to
financial operations,
human resources
management, and
information technology.
This is not an evaluation
of physical safety or
insurance risk.
Evaluation of written or
established informal
policies and procedures
in any organization.
This is often done in
conjunction with business
process, organization,
and staffing analyses.
Identify potential financial
risk areas.
Using a check -off system,
evaluate each area based
on the standards of the
Committee of Sponsoring
Organizations (COSO)
relating to control environ-
ment, risk management,
control activities, information
management, security
protocols, property
management, planning and
budgeting processes,
customer service, treasury
management, payables and
receivables management,
fixed assets management,
payroll, procurement, project
management, and
performance measurement.
Review existing policies for
currency and continued
applicability, internal and
external consistency,
comprehension, conditions
of law or regulation,
continued need, constraints
on work processes and
Assessment of financial
management risk.
Recommendations for
policies that need
modification,
elimination, or inclusion.
Management Partners, Inc. 19
City of Sanford
Management Analysis of Operations and Structure
n
S
Management Partners has a strong project team that is well - qualified to complete this work for
Sanford. This project will be a top priority for Management Partners and our team members will
be available in whatever capacity and with whatever availability will contribute to the success of
the project. Kevin Knutson, Regional Vice President, will direct the project, assuring that client
expectations are fulfilled and that our high standards of quality staff work are met. Wayne
Chapman, Partner, will serve as the project manager for the project. He will be assisted by Jerry
Newfarmer, Robin Haley, Ned Pettus, Joe Polisar, Jan Goldstein, Joey Reed, and Sam
Lieberman.
Brief qualifications of each team member are summarized below. Additional biographic
information is included as Attachment B.
Kevin Knutson, Regional Vice President
Kevin Knutson is Regional Vice President for Management Partners' eastern office in Cincinnati,
Ohio. Kevin has more than 20 years of experience in local government, 17 of which were in
Florida, including ten years in strategic planning, budget, performance measurement, and
process improvement and six years in community relations, communications, and citizen
engagement. He is recognized as a national expert in local government performance
management, long -term financial planning, and communications. He was part of a team that
implemented quality management practices in Coral Springs that led to the City being the first
local government to earn the Malcolm Baldrige National Quality Award. Kevin served as interim
city manager, assistant city manager, director of the office of management and budget, and
director of community relations in Reno, Nevada; and as director of communications and
marketing and budget and strategic planning manager for Coral Springs, Florida. He is a
recognized as a Credentialed manager by ICMA and was named the City- County
Communications and Marketing Association's 2011 Communicator of the Year.
Wayne Chapman, Partner
Wayne Chapman has more than 35 years of experience as a practicing public manager and
nearly 20 years of experience assisting local governments as a consultant for Management
Partners. Wayne is a nationally- recognized expert in municipal finance, housing and community
development. Wayne's consulting engagements have included comprehensive staffing reviews,
organizational analyses, process improvement projects, management information systems,
performance measurement, training, financial modeling and forecasting, and cost recovery
modeling. Wayne led our recent projects for the City of Covington, Kentucky, and Pinellas
County, Florida. He has been with Management Partners since 1994, after a career of public
service including the positions of city manager of Aspen, Colorado and Schenectady, New York,
and as budget director and director of neighborhood housing and conservation for the City of
Cincinnati, Ohio.
Jerry Newfarmer, President and CEO
Jerry Newfarmer founded Management Partners in 1994 after many years of public
management leadership in California and Ohio. He is a national leader in local government, and
has developed Management Partners into the leading firm nationally that assists local
government leaders with every aspect of organizational improvement. Jerry served as city
manager in Fresno and San Jose, California; and Cincinnati, Ohio. He was assistant city
Management Partners, Inc. 21
City of Sanford
Management Analysis of Operations and Structure
manager of Oakland, California, which was the chief operating officer role. He also served as
President and CEO of the San Francisco Chamber of Commerce. He has been a leader in the
International City /County Management Association, and was team leader of the State -Local
Relations Team of the National Performance Review.
Robin Haley, Senior Manager
Robin Haley has over 24 years in public sector consulting and 10 years of experience as a
financial analyst and project manager in private industry. He has expertise analyzing the full
range of public sector operations, including fleet management and fleet utilization, parks and
recreation, public works, libraries, land management, environmental services, refuse services,
and similar disciplines. Mr. Haley has served as consultant and project manager on over 200
operational, organizational and management improvement studies nationwide. Additionally, he
has analyzed the feasibility of city /county consolidation efforts, and made successful
recommendations to increase the efficiency and cost - effectiveness of joint operations. Some of
the clients he has assisted include the cities of Tampa, Miami and Venice, Florida; Pasco, Polk,
Hernando and Monroe County, Florida; Nashville and Knox County, Tennessee; Beaufort
County, South Carolina; San Antonio, Texas; Moline and Rock Island, Illinois; Milwaukee,
Wisconsin; Aurora, Colorado; and Effingham County, Georgia.
Ned Pettus, Special Advisor
Ned Pettus, Jr. serves as a Special Advisor for Fire, EMS, Emergency Management, and
Emergency Communications for Management Partners. He had a distinguished career as a
member of the Columbus, Ohio Division of Fire for 35 years beginning in January 1977 and
moving up through the ranks to the position of fire chief in March 2002. Chief Pettus served the
Columbus City Charter maximum of two -five year terms as chief, retiring on March 24, 2012.
Under his leadership the Columbus Division of Fire received international accreditation from the
Commission on Fire Accreditation, International (CFAI) in March of 2007, and was reaccredited
in August, 2012. In June 2009 Chief Pettus received the 2009 Metropolitan Fire Chief of the
Year award, and served as Secretary, Treasurer, Vice President and President of the
Metropolitan Fire Chiefs Association, a section of the International Association of Fire Chiefs
(IAFC) and the National Fire Protection Association (NFPA). Chief Pettus was appointed to the
Board of Directors of the NFPA in June of 2010. He holds professional designations of Chief
Fire Officer (CFO) and Member of the Institution of Fire Engineers (MIFireE).
Joseph Polisar, Special Advisor
Joseph Polisar serves as a Special Advisor for police and law enforcement services for
Management Partners. His law enforcement public service spans 34 years and he is recognized
as a leader at the local, state, national and international levels. He joined the Albuquerque (New
Mexico) Police Department in 1977, the largest law enforcement agency in the state. He rose
through the ranks to serve as the chief of police before retiring at the end of 1997. He then was
appointed chief of police for the Garden Grove, California Police Department, where he served
for 13 years, concluding his service in 2011. He was elected as president of the International
Association of Chiefs of Police (IACP) in 2003. He served as a commissioner for the
Commission on Accreditation for Law Enforcement Agencies ( CALEA) from 2005 to 2011. Both
the Albuquerque and Garden Grove Police Departments maintained their accredited status with
CALEA under Joe's leadership.
22 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
Jan Goldstein, Senior Manager
Jan Goldstein has worked with and in the public sector for more than 18 years. Her expertise
includes serving as department director with the Indianapolis Airport Authority and managing a
federally funded non - profit organization. Jan is skilled in all of the support activities of
government: strategic and long -range planning; process analysis and improvement; training;
and writing operations and personnel manuals. She is has specific expertise in fleet, facilities,
contract management, and parking operations and management including revenue control. She
has helped many clients implement innovative techniques that resulted in enhanced business
practices and increased productivity.
Joey Reed, Senior Management Advisor
Joey Reed joined Management Partners in July 2012, following her introduction to public
service with 12 years of service with the Ohio State Auditor's Office. She worked as a financial
auditor in the Financial Section and transferred to the Ohio Performance Team where she
served as a performance analyst. Her performance audit work included economy and efficiency
analyses for many types of jurisdictions including school districts, municipalities, and state and
local agencies. The performance audits identified recommendations to help agencies meet
budget deficits and /or streamline work processes to reduce waste or increase productivity. Her
audit reports were used as a tool for strategically dealing with financial operations, meeting
budget forecasts, planning, and providing an objective review for community stakeholders. Joey
has expertise in human resources, finance, operations and support, and contract management.
Additionally, she has assisted clients with public works organization reviews, facilities
management, fleet and inventory management, staff deployment and reorganization, utility
billing and process improvements.
Sam Lieberman, Management Advisor
Since joining Management Partners, Sam has contributed to a variety of projects that have
included strategic planning, budget and staffing analyses, and fleet management. He has been
trained in performance measurement and has assisted clients with benchmarking. Recent
clients whom he has served include the cities of Hartford, Mansfield and New Haven,
Connecticut; Kenton County, Kentucky; Kansas City, Missouri; and Mason and Montgomery,
Ohio; Berkeley, Carson and San Bernardino, Orange County, Santa Clara Valley Water District
and Zone 7 Water Agency in California. While in school, Sam gained valuable experience in the
day -to -day functioning of local government during an internship with the City of Cincinnati. He
researched the feasibility of implementing a streetcar system in Cincinnati and prepared staff
reports on the subject. He also assisted with the process of rolling out and implementing
CincyCare, a public /private health care partnership.
Management Partners, Inc. 23
City of Sanford
Management Analysis of Operations and Structure
We have no formal exceptions to the terms and conditions, contractual or other requirements
defined in the RFP. We expect, however, that the final project schedule will blend the key
elements of the City- approved work plan with any particular timing needs City leaders have.
Management Partners is not party to any litigation, claim, or contract dispute filed by or against
the firm.
Management Partners has the experience, the professional talent, and the commitment to
quality necessary to successfully complete this project for the City of Sanford. We welcome the
opportunity to provide additional information that may be helpful, and we look forward to the
chance to discuss the ideas contained in this proposal with the City.
Management Partners, Inc. 25
2.1
2.2
2.3
24
City of Sanford
Management Analysis of Operations and Structure
ATTACHMENT A - PROPOSED PROJECT SCHEDULE
Organizational Review Sim 2 1 3 4 5 G 7 A 1 9 1 10 1 11 1 12 1 13 1 14 1 15 1 16 1 17 1 18 9 20
City of Sanford, FL 1113 1720 1 1127 1 213 2110 2117 1 2124 1 W 13110 1 3/171 3f24 1 3131 1 417 14114 10211 4128 1 516 1 5112 5119 5126
Actitit f: Start Pro'ect
ArtNity 2: Renew Gowmment Structure, Staffing, Business Processe!
1113
1120
1127
213
2f10
2117
2124
3r3
3110
3r17
3124
3f31
417
4114
4121
4128
515
5112
509
5126
mana ement and process owners.
m�deplc
rp
Assess workloads and disNbuflon of work
Desi n, deplo and anal
andan
1.2
AnaE yze S pSn of control
7777,
LInIeNew
Surnmenze data and dorm affinity. anatys;s
Summarize data
4.3
ReSearCh rremm y Skill IMIS b y CWSIRCalion
Rvest data on roc easses, workloads, and staffing
4.4
Summarize obsenations and opportunities for improwment
Acliqty 4: Analyze Departmental Staffing
1113
1 1120
1 1127
1 213
12110
12117
12124
313
3110
3117
13124
1 3131
417
4114
4/21
14128
1 515
1 5112
5119
1 5126
4.1
Assess workloads and disNbuflon of work
ldanli and research benchmark a encieS
1.2
AnaE yze S pSn of control
7777,
Perform oulsourcing/p6,o6zation analysis
4.3
ReSearCh rremm y Skill IMIS b y CWSIRCalion
Perform shared senkes ana[ysis
4.4
Summarize obsenations and opportunities for improwment
Ederrjify resjrvcturing models
5.1
5.2
53
54
5.5
6.6
AcU,tty 5: Analyze Organizational Structure
TiM
120
1127
213
12110
2117
21241
3f3
13110
3117
3124
3131
417
4114
412114f28
515
51121511915126
1 5119
15126
Conduct best practice analysis
ldanli and research benchmark a encieS
7777,
Perform oulsourcing/p6,o6zation analysis
Perform shared senkes ana[ysis
Ederrjify resjrvcturing models
Summarize obsembons and oppoduMies for imp:o'ement
Actkity 7: Report Results
1113
1 1120
1 1127
1 213
12710
12117
12124
1 313
1 3110
13117
1 3124
13131
1 417
1014
1412114128
1 515
1 5112
1 5119
15126
7.1 Prepare draft report
"e df' report
7.2 ReAew MwithUt mana ennent
-a ' C
7.3 Pre are final re art
7.4 Present to Cit mana emem
Management Partners, Inc, 27
City of Sanford
Management Analysis of Operations and Structure
ATTACHMENT B — PROJECT TEAM RESUMES
KEVIN KNUTSON
Kevin Knutson, ICMA -CM, is Regional Vice President for Management Partners' eastern office
in Cincinnati, Ohio. Kevin has more than 20 years of experience in local government, including
ten years in strategic planning, budget, performance measurement, and process improvement
and six years in community relations, communications, and citizen engagement.
He has served as an assistant city manager for the City of Reno, Nevada, with oversight of
human resources, intergovernmental affairs, economic development, and redevelopment; as
well as neighborhood services, community resources, and public information. He also served as
interim city manager for the City of Reno and interim executive director of the Reno
Redevelopment Agency. In September 2011 he was named "Communicator of the Year" by the
City- County Communications & Marketing Association (3CMA).
He previously served as the director of the office of management and budget, where he
oversaw strategic planning, budgeting, performance measurement, internal audit, community
resources, and public outreach. Before that, he was the director of community relations, with
responsibility for the City's communications, neighborhood services, and Reno Direct. This
included responsibility for media and public relations, advertising, Reno TV, the City's website
and intranet, the City's call center, neighborhood services, and the community liaison program.
Prior to joining Reno, Kevin served as the director of communications and marketing for the City
of Coral Springs, Florida.
For seven years, he served as the budget and strategic planning manager for Coral Springs,
overseeing the award - winning strategic plan, business plan, budget, capital improvement and
replacement programs, performance measurement system, process improvement program,
managed competition, and elements of the City's quality initiative. He was writer and editor of
the City's Baldrige and Sterling applications and has served as a Sterling Examiner. The City of
Coral Springs was awarded the Florida Governor's Sterling Award for Organizational Excellence
in 1997 and 2003, and was the first local government to win the Malcolm Baldrige National
Quality Award in 2007.
He is recognized as a national expert in local government performance management, long -term
financial planning, and communications; and has been a speaker and author on long -range
financial planning and performance management for the Government Finance Officers
Association (GFOA), the American Productivity and Quality Center (APQC), and 3CMA.
Kevin earned master and bachelor degrees in English from Florida International University in
Miami, Florida; and has attended the Center for Creative Leadership, GFOA's Advanced
Government Finance Institute, and Harvard's Kennedy School of Government executive
program. He was honorably discharged from the U.S. Army, after service in Germany.
Management Partners, Inc. 29
City of Sanford
Management Analysis of Operations and Structure
WAYNE V. CHAPMAN
Wayne Chapman, Partner, has more than 35 years of experience in local government
organizations. He has led a variety of consulting projects for Management Partners since 1994.
Earlier, he served as city manager of Aspen, Colorado, and Schenectady, New York; and he
was budget director and director of Neighborhood Housing and Conservation for the City of
Cincinnati, Ohio.
Wayne's consulting engagements have included comprehensive staffing reviews, organizational
analyses, process improvement projects, management information systems, performance
measurement, training, financial modeling and forecasting, and cost recovery modeling. He is
knowledgeable about numerous functions of government, including law enforcement, courts,
jails, child support enforcement, development review, emergency communications operations,
housing, schools, public works, airports and fire service.
As a Management Partners consultant, Wayne has helped police departments in Boston,
Baltimore, Cleveland, Albuquerque, Louisville, Kentucky; and Topeka, Kansas. Wayne has
worked with sheriffs departments in Polk County, Florida; King County, Washington; and
Loudoun County, Virginia. He has reviewed court operations in district and common pleas
courts. And he has worked with corrections agencies, including affiliated services such as
probation, parole and diversion programs.
Wayne has managed development review improvement projects for several fast - growing
jurisdictions, including Wichita, Kansas; Cape Coral, Florida; Louisville and Las Vegas. These
projects have successfully improved the development review process without compromising
quality.
Wayne also has carried out several comprehensive organization reviews of many local
governments, as well as specific departments within local governments. Those include Polk
County, Florida; Topeka and the Unified Government of Wyandotte /Kansas City, Kansas;
Kenton County and Louisville, Kentucky; Las Vegas, Nevada; and Allegan County, Michigan.
Wayne earned a bachelor's degree in political science from the University of Cincinnati.
30 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
GERALD E. WEWFARMER
Jerry Newfarmer, President and CEO, founded Management Partners in 1994 to help
government leaders improve their organizations, staff and operations. He has led the company,
which has offices in Ohio and California, in hundreds of projects to help governments, large and
small, become more effective in myriad ways.
Jerry has extensive public service experience, having served in top city management roles in
California and Ohio. He also has been a leader in professional organizations like the
International City /County Manager's Association; was president of the San Francisco Chamber
of Commerce; and headed the State and Local Government Team in the National Performance
Review, an examination of the operations and management of the Government of the United
States.
Jerry began his career with the city of Oakland, California, where he served in a variety of
management positions over a 10 -year period, concluding as assistant city manager, the chief
operating officer role. He subsequently served as city manager of Fresno and San Jose,
California; and of Cincinnati, Ohio.
As a national leader in local government performance management, Jerry was instrumental in
establishing the International City /County Management Association's Center for Performance
Measurement. He has directed Management Partners' many performance management
assignments, which range from Kent, Washington; to Alameda, Orange and San Mateo
Counties in California; to Rockville and Montgomery County, Maryland. Jerry frequently
presents seminars about performance management to both elected and appointed officials.
He also has been active in professional organizations, serving as a member of the ICMA
Government Affairs and Policy Committee; on the Board of Directors of the Greater Cincinnati
Chapter of the American Society for Public Administration (ASPA); and on the Charter
Committee of Greater Cincinnati. He serves as executive director of the Large Cities Executive
Forum; and is a past president of the City Manager's Department of the League of California
Cities and the San Francisco Bay Area Chapter of ASPA. Jerry has been recognized as a
Credentialed Manager of the ICMA.
Jerry earned a bachelor's degree in business administration from San Jose State University and
a master of public administration degree (with distinction) from the University of California at
Berkeley. He was honorably discharged from the U.S. Navy with the rank of lieutenant, after
service on destroyers that included a tour of duty in V ietnam.
Management Partners, Inc. 31
City of Sanford
Management Analysis of Operations and Structure
ROBIN G. HALEY
Mr. Haley has over 24 years of public management consulting experience, with a primary
emphasis on public works and related services. His experience is diverse and includes utilities,
streets and highways, solid waste and recycling, rights -of -way maintenance, parks and
recreation, fleet management, facilities management, and customer service management
systems. Additionally, Robin has 10 years of experience as a financial analyst in the
transportation and defense contracting industries, with responsibility for budgeting and budget
oversight, cost estimation and customer service.
Mr. Haley's engagements include analyses of the Metropolitan Nashville- Davidson County
waste management operations as well as its fleet management program, a performance audit of
the Pinal County, Arizona, Department of Public Works, and the Public Works operations of the
Indiana cities of Gary, Hammond, East Chicago, Whiting and Hobart, as well as Springfield,
Lowell, Marshfield and Saugus, in Massachusetts, Maricopa County, Arizona and Hyattsville,
Maryland. He analyzed recycling operations for the Department of Public Works in Waltham,
Massachusetts. He is currently assisting the Town of Jamestown, RI with a project that includes
a detailed analysis of parks maintenance and recreational services, and the Town of West
Springfield, Massachusetts in the assessment of the feasibility of consolidating parks and
facilities maintenance services in the Town and School System.
Mr. Haley conducted a review of the Lake County, Indiana solid waste and recycling operations
in 2006. This project culminated with his facilitation of a public - private collaboration on regional
solid waste alternatives. The result was a cost savings for Lake County reported to be in the
range of tens of millions of dollars.
As a consultant, Robin has conducted numerous analyses of the feasibility of regional service
consolidation, sharing and mergers. These studies have included such clients as Rock Island
and Moline, Illinois; Gainesville and Hall County, Georgia; Troup County and LaGrange,
Georgia; Glynn County and Brunswick, Georgia; and others. These politically sensitive studies
have yielded significant cost savings for clients, and perhaps more importantly, have also
resulted in a more standardized and effective service delivery model.
In addition to his experience in public works and engineering - related engagements, Mr. Haley
also has significant experience analyzing human resources systems, including classification and
compensation systems, programmatic assessments, staffing analyses, and operational studies.
Further, Robin has a background and experience in quantitative methods, including economic
ordering models, equivalent annual costing analyses, and queuing models.
Mr. Haley's experience and history of producing implementable results for his clients makes him
an asset on a wide variety of engagements for local governments. He holds a bachelor of
science degree from the Georgia Institute of Technology, and a master's degree in business
administration from Georgia State University.
32 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
NED PETTUS
w
Ned Pettus Jr., Special Advisor, served as fire chief of the Columbus Division of Fire, which had
over 1,500 members. He was appointed as the first African - American fire chief on March 26,
2002 and was reappointed for a second term in March of 2007.
In June of 2009, Pettus received the 2009 Metropolitan Fire Chief of the Year Award. He had
served as treasurer, secretary, vice president and in May of 2011 was elected president of the
Metropolitan Fire Chiefs Association, a section of the International Association of Fire Chiefs
(IAFC) and National Fire Protection Association (NFPA). He was appointed to the National Fire
Protection Association (NFPA) Board of Directors in June of 2010.
During his career, Ned achieved a personal and professional milestone in his career and was
designated as a "Chief Fire Officer" (CFO) by the Commission on Professional Credentialing.
He also received his designation as a Member of the Institution of Fire Engineers (MIFireE)
which promotes, encourages and improves the science and practice of fire extinction, fire
prevention and fire engineering and all operations and expedients connected therewith, and to
give impulse to ideas likely to be useful with or in relation to such science and practice to the
members of the institution and to the community at large.
Pettus graduated Summa cum Laude from Capital University with a bachelor's degree in
political science and public administration and a master of arts in human development from
Fielding Graduate University. He holds two master's degrees: a master of science in
administration degree from Central Michigan University. Ned also attended Harvard University's
Kennedy School of Government, Executive Education program and was awarded a certificate of
completion for the Senior Executives in State and Local Government program in June 2007. He
began studies toward his Ph.D. in human and organization development in the fall of 2009.
Management Partners, Inc. 33
City of Sanford
Management Analysis of Operations and Structure
JOSEPH M. POLISAR
Joseph Polisar, Special Advisor, is a results- driven leader with over 30 years of experience
spanning the full range of law enforcement and security operations, instruction and consulting.
Joe has served as chief of police for the Albuquerque, New Mexico Police Department and the
Garden Grove, California Police Department. Experience in two states and in two different sized
law enforcement agencies, coupled with his service as president of the International Association
of Chiefs of Police (IACP), gives Joe unusual breadth of experience in public safety.
Joe began his career in January 1977 when he entered the Albuquerque Police Department
Academy. He worked his way up through the ranks serving as a patrol officer, detective,
sergeant, lieutenant, captain and chief of police, retiring in 1997. He went on to serve as chief of
police for the Garden Grove, California Police Department from 1998 to 2011.
Joe has instructed classes in various law enforcement topics at the national and international
level. The US Department of Justice ( USDOJ) sent him to teach a two -week management and
leadership class to senior Pakistani Police leaders in Islamabad, Pakistan, in 2003. He has
served as an expert consultant for the USDOJ Civil Rights Division and has held top secret
clearances from both the FBI and Department of Homeland Security.
He also has been active in professional organizations. Joe served two consecutive terms as
president of the New Mexico Chiefs of Police Association and as president of the International
Association of Chiefs of Police, the world's oldest and largest police executive association. He
also has served as a commissioner for the Commission on Accreditation for Law Enforcement
Agencies (CALEA) for six years.
Joe earned his bachelor's degree in management from the University of Phoenix. He is a
graduate of the 175th Session of the FBI National Academy and the 18th Session of the FBI
National Executive Institute. Joe also attended the Senior Executives in State and Local
Government program at the John F. Kennedy School of Government at Harvard University.
34 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
JAN GOLDSTEIN
Y v'e
Jan Goldstein, Senior Manager, has worked with and in the public sector, including executive
management roles, for more than 18 years.
Jan is skilled in strategic and long -range planning; process analysis and improvement; training,
and writing operations; and personnel manuals. She has specific expertise in fleet, facilities,
contract management, and parking operations and management, including revenue control.
While managing a non - profit organization that was federally funded, Jan was accountable for
overseeing every aspect of operations including, strategic planning, finance, community
relations, federal, state and local compliance fundraising, asset management, human resources,
and marketing. She developed documentation and implemented streamlined processes to
create staff efficiencies, allowing more time for other employee responsibilities.
As a consultant, Jan worked with municipalities, universities and airports to incorporate
innovative techniques that resulted in enhanced business practices and increased productivity.
She has experience and expertise identifying best practices. She worked with clients to offer
creative solutions within the constraints of the agencies' operations.
While a department director with the Indianapolis Airport Authority, Jan successfully planned for
long -range department development, including providing training and progressive programs for
personnel. She worked with her staff to develop policies and procedures, creating a department
with a national reputation for employee training, retention, promotion, and honesty.
Jan received a bachelor of science degree and master of science degree in education from
Indiana University. She has been a presenter at international conferences and has published
articles in several publications.
Management Partners, Inc. 35
City of Sanford
Management Analysis of Operations and Structure
JOEY M. REED
Joey M. Reed, Senior Management Advisor, began working with Management Partners in July
2012. Prior to that, she was employed with the Ohio State Auditor's Office for 12 years. She
worked as a financial auditor in the Financial Section where her work involved using generally
accepted accounting principles (GAAP) and generally accepted government auditing standards
(GAGAS). During 2004, she transferred to the Ohio Performance Team where she served as a
performance analyst.
The performance audit work included performing economy and efficiency analyses for many
different agencies including school districts, municipalities, and state and local agencies. Joey
worked directly with state officials and office holders such as boards of commissioners, city
council members, state directors, school superintendents and treasurers to develop audit plans
and processes. The performance audits identified recommendations for entities to implement to
deal with budget deficits and /or streamline work processes to reduce waste or increase
productivity. The audit reports were used as a tool for strategizing about financial operations,
meeting budget forecasts, planning, and providing an objective review for community
stakeholders. Joey has expertise in human resources, finance, operations and support, and
contract management.
Joey participated on an internal strategic planning committee to improve office effectiveness
and has implemented streamlined processes for project budgets. Specifically for school audits,
she was the regional liaison expert for school district transportation assessments. She also
provided internal coaching on other aspects of school operations. She attended external
trainings and collaborated with the State Department of Pupil Transportation to provide
colleagues with up -to -date legislative impacts, funding formulas and best practices for pupil
transportation. In addition, Joey has expertise in developing audit planning and objectives,
conducting process mapping, and analyzing benchmarking data for multiple government
agencies.
Joey has a bachelor's degree in science with a major in accounting, cum laude, from College of
Mount St. Joseph. Currently, she is enrolled in Xavier University's Executive MBA Program and
is expected to graduate with a master's degree in business administration in May of 2013.
Joey's most recent achievement was earning an Entrepreneurship Blue Belt in Six Sigma
through Xavier University and a Green Belt in Lean Six Sigma through the State Auditor's
Office. She is currently working toward her Black Belt in Six Sigma through Xavier University
simultaneously with her MBA coursework.
36 Management Partners, Inc.
City of Sanford
Management Analysis of Operations and Structure
SAMUEL J. LIEBERMAN
Sam Lieberman, Management Advisor, joined Management Partners in April 2010. He
graduated from the University of Cincinnati in 2008 with honors degrees in sociology and
political science.
While in school, Sam gained valuable experience in the day -to -day functioning of local
government during an internship with the City of Cincinnati. He researched the feasibility of
implementing a streetcar system in Cincinnati and prepared staff reports on the subject. He
also assisted with the process of rolling out and implementing CincyCare, a public /private health
care partnership.
As he was concluding his political science degree, Sam authored a scholarly article that
assessed the accuracy of pre - primary polling in the 2008 Democratic Presidential Primary. That
paper was presented during a conference of the Midwest Association for Public Opinion
Research in September 2008.
During his tenure at Management Partners, Sam has assisted with the development of
performance measures in Fairfield and Westerville, Ohio and has conducted research for
several benchmarking studies. He has participated in strategic planning projects, analyzed
budgets and staffing for several jurisdictions as well as assisted with a fleet management study.
Recent clients whom he has served include the cities of Berkeley, Carson and San Bernardino,
Orange County, Santa Clara Valley Water District and Zone 7 Water Agency in California;
Hartford, Mansfield and New Haven, Connecticut; Kenton County, Kentucky; Kansas City,
Missouri; Phoenix, Arizona; and Fairfield, Mason, Montgomery and Westerville, Ohio.
Prior to joining Management Partners, Sam worked in local politics. He managed a Cincinnati
City Council campaign and then served as deputy finance director for a Congressional
campaign.
Management Partners, Inc. 37
City of Sanford
Management Analysis of Operations and Structure
ATTACHMENT C — REQUIRED FORMS
Management Partners, Inc. 39
Project Name: Management Analysis of Operations and Structure
Proposal No.:
RFP 12/13 -46
SECTION 00432
NON COLLUSION AFFIDAVIT
The undersigned, by signing this document hereby certifies that the company named below
hereby is or does:
1. States that the entity named below and the individual signing this document has
submitted the attached bid or proposal:
2. He is fully informed respecting the preparation and contents of the attached proposal
and of all pertinent circumstances respecting such proposal;
3. Said bid or proposal is genuine and is not a collusive or sham bid or proposal;
4. Neither the said bidder or proposer nor any of its officers, partners, owners, agents,
representatives, employees or parties in interest, including this affiant, has in any way
colluded, conspired, connived or agreed, directly or indirectly with any other bidder,
proposer, firm or person to submit a collusive or sham bid or proposal in connection with
the Contract for which the attached bid or proposal has been submitted or to refrain from
bidding or proposing in connection with such Contract, or has in any manner, directly or
indirectly, sought by agreement or collusion or communications or conference with any
other bidder, proposer, firm or person to fix the price or prices in the attached bid or
proposal or of any other bidder of proposer, or to fix any overhead, profit or cost element
of the bid or proposal price or the bid or proposal price of any other bidder or proposer,
or to secure through any collusion, conspiracy, connivance or unlawful agreement any
advantage against the City of Sanford or any person interested in the proposed
Contract.
The price or prices quoted in the attached bid or proposal are fair and proper and are not
tainted by any collusion, conspiracy, connivance or unlawful agreement on the part of
the bidder or proposer or any of its agents, representatives, owners, employees, or
parties in interest, including the individual signing this document.
Management Partners
Bidder 1-1
i-
Signature of Authorize epresentative ( Affant) Date
Gerald E. Newfarmer, President and CEO
Printed or Typed Name and Title of Authorized Representative (Affiant)
COUNTY OF a0-�`V^`�
STATE OF ELOMBA 0 --k,:z
On this ` 6-4 -" day of , 20 13 , before me, the undersigned
Notary Public of the State of Florida, personally appeared e �, o --I c4- C • N w -k r Wier
Project Name: Management Analysis of Operations and Structure
Proposal No.: RFP 12/13 -46
whose name(s) is /are subscribed to the within instrument, and he /she /they
acknowledge that he /she /they executed it. WITNESS my hand and official seal. He /She is
personally to me or has produced as
identr rcatif on.
'��lrrrm�t�•�
t
Public in and for the County and State Aforementioned)
My commission expires: fflmf MISTER
Notary Pu@iic, .pfate of Ohio
END OF SECTION toss'" E *es 04-16.2017
Project Name: Management Analysis of Operations and Structure
Proposal No.: RFP 12113 -46
SECTION 00434 -1
CONFLICT OF INTEREST AFFIDAVIT
The Affiant identified below deposes and states that:
1. The below named Bidder is submitting an Expression of Interest for the City of Sanford
project named above.
2. The Affiant has made diligent inquiry and provides the information contained in this
Affidavit based upon his own knowledge.
3. The Affiant states that only one submittal for the above project is being submitted and
that the below named Bidder has no financial interest in other entities submitting
proposals for the same project.
4. Neither the Affiant nor the below named Bidder has directly or indirectly entered into any
agreement, participated in any collusion, or otherwise taken any action in restraint of free
competitive pricing in connection with the Bidder's submittal for the above project. This
statement restricts the discussion of pricing data until the completion of negotiations and
execution of the Agreement for this project
5. Neither the 'Bidder nor its affiliates, nor any one associated with them, is presently
suspended or otherwise ineligible from participating in contract lettings by any local,
state, or federal agency.
6. Neither the Bidder, nor its affiliates, nor any one associated with them have any potential
conflict of interest due to any other clients, contracts, or property interests for this
project.
7. 1 certify that no member of the Bidder's ownership, management, or staff has a vested
interest in any aspect of or Department of the City of Sanford.
8. 1 certify that no member of the Bidder's ownership or management is presently applying
for an employee position or actively seeking an elected position with City of Sanford.
9. In the event that a conflict of interest is identified in the provision of services, I, on behalf
of the below named Bidder, will immediately notify the City of Sanford in writing.
Management Partners
Bidder
Signature of Authorized presentative (Affiant) Date
Gerald E. Newfarmer, President and CEO
Printed or Typed Name and Title of Authorized Representative (Affiant)
COUNTY OF 46( r UULJ -g'
Project Name: Management Analysis of Operations and Structure
Proposal No
RFP 12/13 -46
STATE OF Ft=6RtBi4
On this day of ��'✓� a _ , 20 rte_, before me, the undersigned-
Notary Public of the State of Flor da, personally appeared (Q r
whose name(s) is /are subscribed to the within instrument, and he /she /they
acknowledge that he /she /they executed it. WITNESS my hand and official seal. He /She is
personally known to me or has produced as
identification.
(Notarypublic in and for the County and State Aforementioned)
My commission expires: J9VL•BECKSTEDT
Public, State of Ohio
My Commission Expires 04 -15-2017
END OF SECTION
00434 -2
Project Name: Management Analysis of Operations and Structure
Proposal No.: RFP 12/13 -46
SECTION 00436 -1
FLORIDA STATUTES ON PUBLIC ENTITY CRIMES AFFIDAVIT
The Affiant identified below attests to the following:
I understand that a "public entity crime" as defined in Section 287.133(1)(g), Florida
Statutes, means a violation of any State or Federal law by a person with respect to and
directly related to the transaction of business with any public entity or with an agency or
political subdivision of any other state or with the United States, including, but not limited
to, any bid or contract for goods or services to be provided to any public entity or an
agency or political subdivision of any other state or of the United States and involving
antitrust, fraud, theft, bribery, collusion, racketeering, conspiracy, or material
misrepresentation.
I understand that "convicted" or "conviction" as defined in Paragraph 287.133(1)(b),
Florida Statutes, means a finding of guilt or a conviction of a public entity crimes, with or
without an adjudication of guilt, in any Federal or state trial court of record relating to
charges brought by indictment or information after July 1, 1989, as a result of a jury
verdict, non -jury trial, or entry of a plea of guilty or nolo contendere.
I understand that an "affiliate" as defined in Section 287.133(1)(a), Florida Statutes,
means: A predecessor or successor of a person convicted of a public entity crime: or an
entity under the control of any natural person who is active in the management of the
entity and how has been convicted of a public entity crime. The term "affiliate" includes
those officers, directors, executives, partners, shareholders, employees, members, and
agents who are active in the management of an affiliate. The ownership by one (1)
person of shares constituting a controlling interest in another person, or a pooling of
equipment or income among persons when not for fair market value under an arm's
length agreement, shall be a prima facie case that one person controls another person.
A person who knowingly enters into a joint venture with a person who has been
convicted of a public entity crime in Florida during the preceding thirty -six (36) months
shall be considered an affiliate.
4. 1 understand that a "person" as defined in Section 287.133(1)(e), Florida Statutes,
means any natural person or entity organized under the laws of any state or of the
United States with the legal power to enter into a binding contract and which bids or
applies to bid on contracts for the provision of goods or services let by a public entity, or
which otherwise transacts or applies to transact business with a public entity. The term
"person" includes those officers, directors, executives, partners, shareholders,
employees, members, and agents who are active in management of an entity.
5. Based on information and belief, the statement which I have marked below is true in
relation to the entity submitting this sworn statement. (Note: indicate which of the below
statements apply)
X Neither the entity submitting this sworn statement, nor any officers, directors,
executives, partners, shareholders, employees, members, or agents who are active in
management of the entity, nor the affiliate of the entity has been charged with and
convicted of a public entity crime subsequent to July 1, 1989.
Project Name: Management Analysis of Operations and Structure
Proposal No.:
RFP 12/13 -46
The entity submitting this sworn statement, or one or more of the officers,
directors, executives, partners, shareholders, employees, members or agent who are
active in management of the entity, or an affiliate of the entity, has been charged with
and convicted of a public entity crime subsequent to July 1, 1989.
The entity submitting this sworn statement, or one or more of the officers,
directors, executives, partners, shareholders, employees, members or agents who are
active in management of the entity, or an affiliate of the entity, has been charged with
and convicted of a public entity crime subsequent to July 1, 1989. However, there has
been a subsequent proceeding before an Administrative Law Jury of the State of Florida,
Division of Administrative Hearings and the Final Order entered by the Administrative
Law Jury determined that it was not in the public interest to place the entity submitting
this sworn statement on the convicted vendor list. (You must attach a copy of the final
order.)
I understand that the submission of this form to the City of Sanford is for the city only and, that
this form is valid through December 31, of the calendar year in which it is filed. I also
understand that i am required to inform the City prior to entering in to a contract in excess of the
threshold amount provided in section 287.017, Florida Statues, for category two of any change
in the information contained in this form.
Management P rtners 31- 1407585
FEIN No.
Signature of Authorized Vresentative (Affiant) ` Date
Gerald E. Newfarmer, President and CEO
Printed or Typed Name and Title of Authorized Representative (Affiant)
COUNTY OFi�t��.
STATE OF Ft6RtBA
On this emu- day of , 20 /5 , before me, the undersigned
Notary Public of the State of FI rida, personally appeared G -e,- t IV P e�
whose name(s) is /are subscribed to the within instrument, and he /she /they
acknowledge that he /she /they executed it. WITNESS my hand and official seal. He /She is
personally known to me or has produced as
i en i cation. !I
(Notary Public in and for the County and State Aforementioned)
My commission expires: BR-O CKSIEDT
QTafe of Olt
END OF SECTION* C""On Eores 04-15-2017
00436 -2
Project Name:
Proposal No.:
Management Analysis of Operations and Structure
RFP 12/13 -46
SECTION 00438 -1
COMPLIANCE WITH THE PUBLIC RECORDS LAW AFFIDAVIT
Upon award recommendation or ten (10) days after opening, submittals become "public
records" and shall be subject to public disclosure consistent with Chapter 119, Florida Statutes.
Proposers /Bidders must invoke the exemptions to disclosure provided by law as applicable to
the response to the solicitation, must identify the data or other materials to be protected, and
must state the reasons why such exclusion from public disclosure is necessary. The submission
of a proposal authorizes release of your firm's credit data to the City of Sanford.
If the Bidder submits information exempt from public disclosure, the Bidder must identify with
specificity which pages /paragraphs of their bid /proposal package are exempt from the Public
Records Act, identifying the specific exemption section that applies to each. The protected
information must be submitted to the City in a separate envelope marked accordingly.
By submitting a response to this solicitation, the Bidder agrees to defend, indemnify and hold
the City harmless in the event we are forced to litigate the public records status of the Bidders
documents.
Management Partners
Bid
Signature of Authorize presentative (Affiant) Date
Gerald E. Newfarmer, President and CEO _.
Printed or Typed Name and Title of Authorized Representative (Affiant)
COUNTY OF GtirKr ^�
STATE OF FWRUM- 6
On this .DY-`4- day of 12013 befor me, the urtdersigned
Notary Public of the State of Florida, personally appearedd 5—,61-
ld ' • �%
whose name(s) is /are subscribed to the within instrument, and he /she /they
acknowledge that he /she /they executed it. WITNESS my hand and official seal. He /She is
personally known to me or has produced as
Identification.
`%ttt1N 111
V MA
(Notary VGblic in and for the County and State Aforementioned)
My commission expires: 'R L. BEGMTEDT
NO
END OF SECTION WyCommission E pires 04-15.2017
Project Name: Management Analysis of Operations and Structure
Proposal No.:
RFP 12/13 -46
SECTION 00450 -1
CERTIFICATION OF NON - SEGREGATED FACILITIES FORM
The Contractor certifies that no segregated facilities are maintained and will not be maintained
during the execution of this contract at any of its establishments.
The Contractor further certifies that none of its employees are permitted to perform their
services at any location under the Contractor's control during the life of this contract where
segregated facilities are maintained.
The Contractor certifies further that it will not maintain or provide for its employees any
segregated facilities at any of its establishments, and that he will not permit his employees to
perform their services at any location, under his control, where segregated facilities are
maintained.
As used in this certification, the term "segregated facilities" means any waiting rooms, work
area, rest rooms and wash rooms, restaurants and other eating areas, time clocks, locker rooms
and other storage or dressing areas, parking lots, drinking fountains, recreation or entertainment
areas, transportation, and housing facilities provided for employees which are segregated by
explicit directive or are in fact segregated on the basis of race, creed, color or national origin,
because of habit, local custom, or otherwise.
The Contractor agrees that (except where it has obtained identical certification from proposed
subcontractors for specific time periods) it will obtain identical certifications from proposed
subcontractors prior to the award of subcontract exceeding $10,000 and that it will retain such
certifications in its files.
Management Partners
Signature of Autho
Date
Gerald E. Newfarmer, President and CEO
Printed or Typed Name and Title of Authorized Representative
END OF SECTION
Project Name: Management Analysis of Operations and Structure
Proposal No.:
RFP 12/13 -46
SECTION 00452 -1
DISPUTES DISCLOSURE FORM
Answer the following questions by answering "YES" or "NO ". If you answer "YES ", please
explain in the space provided, please add a page(s) if additional space is needed.
Has your firm, or any of its officers, received a reprimand of any nature or been
suspended by the Department of Professional Regulation or any other regulatory agency
or professional association within the last five (5) years? No (YIN)
Has your firm, or any member of your firm, been declared in default, terminated or
removed from a contract or job related to the services your firm provides in the regular
course of business within the last five (5) years? No (Y /N)
3. Has your firm had filed against it or filed any requests for equitable adjustment, contract
claims or litigation in the past five (5) years that is related to the services your firm
provides in the regular course of business? No (Y /N) Note: If yes, the
explanation must state the nature of the request for equitable adjustment, contract claim
or litigation, a brief description of the case, the outcome or status of suit and the
monetary amounts or extended contract time involved.
I hereby certify that all statements made are true and agree and understand that any
misstatement or misrepresentation or falsification of facts shall be cause for forfeiture of rights
for further consideration of the project identified.
Management Partners
Fir
iv 113
Signature of Authori6d Representative
Gerald E. Newfarmer, President and CEO
Printed or Typed Name and Title of Authorized Representative
END OF SECTION
SECTION 00454 -1
DRUG FREE WORKPLACE FORM
Date
Project Name: Management Analysis of Operations and Structure
Proposal No.:
RFP 12/13 -46
The undersigned, in accordance with Florida Statute 287.087 hereby certifies that the company
named below does:
Publish a statement notifying employees that the unlawful manufacture, distribution,
dispensing, possession, or use of a controlled substance is prohibited in the workplace
and specifying the actions that will be taken against employees for violations of such
prohibition.
Inform employees about the dangers of drug abuse in the workplace, the business's
policy of maintaining a drug -free workplace, any available drug counseling, rehabilitation,
and Employee assistance programs, and the penalties that may be imposed upon
employees for drug abuse violations.
Give each employee engaged in providing the commodities or contractual services that
are proposed a copy of the statement specified in item 1.
4. In the statement specified in item 1, notify the employees that, as a condition of
working on the commodities or contractual services that are under bid, the employee will
abide by the terms of the statement and will notify the employer of any conviction of, or
plea of guilty or nolo contendere to, any violation of Chapter 893 or of any controlled
substance law of the United States or any state, for a violation occurring in the
workplace no later than five (5) days after such conviction.
5. Impose a sanction on, or require the satisfactory participation in a drug abuse assistance
or rehabilitation program if such is available in the employee's community, by any
employee who is so convicted.
6. Make a good faith effort to continue to maintain a drug -free workplace through
implementation of this section.
Management Partners
Firm.,
-
P" *x1p1,3
Signature of Authori a epresentative Date
Gerald E. Newfarmer, President and CEO
Printed or Typed Name and Title of Authorized Representative
END OF SECTION
• All policies, except for professional liability policies and workers compensation policies shall
name the City of Sanford as Additional Insured,.
• Professional Liability Coverage, when applicable, will be defined on a case by case basis.
• In the event that the insurance coverage expires prior to the completion of the project, a
renewal certificate shall be issued 30 days prior to said expiration date.
• All limits are per occurrence and must include Bodily Injury and Property Damage.
• All policies must be written on occurrence form, not on claims made Form, except for
Professional liability.
Self insured retentions shall not be allowed on any liability coverage .
In the notification of cancellation: The City of Sanford shall be endorsed onto the
policy as a cancellation notice recipient. Should any of the above described policies
be cancelled before the expiration date thereof, notice shall be delivered to the City
of Sanford in accordance with the policy provisions.
• All insurers must have an A.M. Best rating of at least A -VII.
• It is the responsibility of the Contractor to responsible to ensure that all Subcontractors
retained by the Prime Contractor shall provide coverage as defined herein before and
after, and are the responsibility of said Prime Contractor in all respects.
• Any changes to the coverage requirements indicated above shall be approved by the City
of Sanford, Risk Manager
• Address of "Certificate Holder" is: City of Sanford; Attention: Purchasing Manager;
P.O. Box 1788 (300 N Park Avenue); Sanford, FL 32771 Phone: 407.688.5028/5030
FAX: 407.688.5021
• All certificates of insurance, notices, etc. must be provided to the above address.
Certification:
The Undersigned accepts and agrees to meet all of the insurance coverage requirements,
terms, conditions and certification(s) stated herein before and after and further agrees to
maintain and provide the designated coverage during the life of the identified document. Also,
when the coverage requirements stated herein before and after are specifically referenced by
applicable solicitation, purchase order or contract document, those terms, conditions and
coverage requirements are incorporated into that document as if fully set forth in verbatim .
M a
,AagemeV Partners
Firm
Au o ' d Signature
Gerald E. Newfarme
Printed Name
qi9 I,
Date
President and CEO
Title
City of Sanford, Florida
INSURANCE REQUIREMENTS OUTLINED BELOW APPLICABLE TO CONTRACTS FOR
SERVICES WHEN THE CONTRACTOR PERFORMS ON OR OFF CITY PREMISES
• SP- 11012: When contract cost not to exceed $500,000; not to exceed 180 days and no
unusual hazards exist
1. Vendor, Contractor, bidder shall provide, to the City of Sanford "City," prior to
commencing any work, a Certificate of Insurance which verifies coverage in compliance
with the requirements outlined below. Any work initiated without completion of this
requirement shall be unauthorized and the City will not be responsible (Ref: items
17 and 18, standard terms and conditions included with City of Sanford Purchase
Order).
2. The City reserves the right, as conditions warrant, to modify or increase insurance
requirements outlined below as may be determined by the project, conditions and
exposure.
Outline of Requirements:
Certification:
It is noted that the City has a contractual relationship with the named vendor, contractor or
provider (collectively referred hereinafter as Contractor) applicable to a purchase order, work
order, contract or other form of commitment by the City of Sanford, whether in writing or not and
has no such contractual relationship with the Contractor's insurance carrier. Therefore, the
onus is on the Contractor to insure that they have the insurance coverage specified by the City
to meet all contractual obligations and expectations of the City. Further, as the Contractor's
insurance coverage is a matter between the vendor and its insurance carrier, the City will turn to
the Contractor for relief as a result of any damages or alleged damages for which the Contractor
is responsible to indemnify and hold the City harmless. It is understood that the Contractor may
satisfy relief to the City for such damages either directly or through its insurance coverage;
exclusions by the insurance carrier not withstanding, the City will expect relief from the
Contractor.
The insurance limits indicated above and otherwise referenced are minimum limits
acceptable to the City. Also, all contractor policies shall to be considered primary to
City coverage and shall not Contain co- insurance provisions.
UP TO VENDOR POLICY LIMITS, BUT
COVERAGE REQUIRED
WITH MINIMUM POLICY
LIMITS OF:
Workers' Compensation
Employers Liability $ 500,000
`Certificates of exemption are not acceptable in lieu of workers
Each Accident $ 500,000
Disease $ 500,000
compensation insurance
Commercial General Liability shall include- Bodily injury liability,
Property Damage liability; Personal Injury liability and
$ 1,000,000 Per Occurrence
Advertising injury liability Coverages shall include: Premises/
$ 1,000,000 General Aggregate
Operations, Products/Completed Operations; Contractual liability;
Independent Contractors, Explosion; Collapse; Underground
Comprehensive Auto Liability, CSL, shalt include "any auto" or
$ 1,000,000 Combined Single Limit
shall include all of the following: owned, leased, hired, non -owned
$ 1,000,000 General Aggregate
autos, and scheduled autos.
Certification:
It is noted that the City has a contractual relationship with the named vendor, contractor or
provider (collectively referred hereinafter as Contractor) applicable to a purchase order, work
order, contract or other form of commitment by the City of Sanford, whether in writing or not and
has no such contractual relationship with the Contractor's insurance carrier. Therefore, the
onus is on the Contractor to insure that they have the insurance coverage specified by the City
to meet all contractual obligations and expectations of the City. Further, as the Contractor's
insurance coverage is a matter between the vendor and its insurance carrier, the City will turn to
the Contractor for relief as a result of any damages or alleged damages for which the Contractor
is responsible to indemnify and hold the City harmless. It is understood that the Contractor may
satisfy relief to the City for such damages either directly or through its insurance coverage;
exclusions by the insurance carrier not withstanding, the City will expect relief from the
Contractor.
The insurance limits indicated above and otherwise referenced are minimum limits
acceptable to the City. Also, all contractor policies shall to be considered primary to
City coverage and shall not Contain co- insurance provisions.