HomeMy WebLinkAboutCC 11 ARROYO ASSO'S 06-18-90DATE:
TO:
FROM:
June 13, 1990
William A. Huston, City.Manager
Administrative Services Department
CONSENT CALENDAR NO. 11
6/18/90
Inter - Com
SUBJECT: PROFESSIONAL SERVICES AGREEMENT WITH ARROYO ASSOCIATES
RECOMMENDATION:
Direct staff to execute attached agreement with Arroyo Associates.
BACKGROUND:
In 1986, an organizational study was conducted to improve
efficiency and effectiveness in the Public Works Department.
Several recommendations were made and have been implemented; and
it is appropriate to do "Phase 2" as a follow up. Since that time,
the City has experienced significant growth, placing new demands
on the Public Works Department. A management study has been
proposed to assist the Department in determining its appropriate
level of resources to meet increasing needs.
Staff interviewed three highly qualified firms who submitted
proposals. The committee consisted of the City Manager, Public
Works Director, and Director of Administrative Services. It was
the consensus of the staff that while all the firms were qualified,
Arroyo Associates had the most specific, results -oriented proposal,
and demonstrated same in the interview. The reference check
consensus was that the principals have excellent consultant skills;
pay' attention to detail and produce workable solutions; are
excellent at analyzing problems; and are sensitive to parameters
of local government. Arroyo Associates will do this project for
$26,500. This amount is included in the fiscal year 90/91 budget.
The fee recap was as follows:
Arroyo Associates - $26,500
KMPG Peat Marwick - $28,500
Hughes Heiss - $30,000
The City Attorney has reviewed and approved the attached agreement.
LO, �-
Royleen A. White, Director
Community and Administrative Services
RAW:kd
Attachment: Professional Service A4reement
PROFESSIONAL SERVICES AGREEMENT
This Agreement is made and entered into this 15 day of June, 1990,
between the City of Tustin, a body corporate and politic
(hereinafter referred to as "City"), and Arroyo Associates
(hereinafter referred to as "Consultant").
A. Recitals
(1) City has heretofore issued its Request for Proposal
pertaining to the performance of professional services
with respect to a Public Works Department Management
Study, which is attached hereto as Exhibit "A: and by
this reference made a part of this agreement.
(2 ) Consultant has submitted its proposal for the performance
of such services, a copy of which is attached hereto as
Exhibit "B", and by this reference made a part of this
agreement.
(3) City desires to retain Consultant to perform professional
services necessary to render advice and assistance to
City in developing a Public Works Department Management
Study.
(4) Consultant represents that it is qualified to perform
such services and is willing to perform such professional
services as hereinafter defined.
NOW, THEREFORE, it is agreed by and between City and Consultant as
follows :
B. Agreement
1. Definitions: The following definitions shall apply to
the following terms, except where the context of this
Agreement otherwise requires:
(a) Project: Described in Exhibit "A" attached hereto,
including, but not limited to, the preparation of
surveys, reports, and documents, the presentation,
both oral and written, of such documents to City as
required and attendance at any and all work
sessions, public hearings and other meetings
conducted by City with respect to the Project.
(b) Services: Such professional services as are
necessary to be performed by Consultant in order to
complete the Project in accordance with scope of
work outlined in Exhibits "A" and "B".
Page 2
2. Consultant agrees as follows:
(a) Consultant shall forthwith undertake and complete
the project in accordance with Exhibits "A" and "B"
attached hereto, and all in accordance with Federal,
State, and District statutes, regulations,
ordinances and guidelines, all to the reasonable
satisfaction of the City.
(b) Consultant shall supply copies of all reports, plans
and documents (hereinafter collectively referred to
as "documents") including all supplemental technical
documents, as described in Exhibits "A" and "B" to
City within the time specified in Exhibit "B". City
may thereafter review and forward to Consultant
comments regarding said documents and Consultant
shall thereafter make such revisions to said
documents as are deemed necessary. City shall
receive revised documents in such form and in the
quantities determined necessary by the City. The
time limits set forth pursuant to this section may
be extended upon written approval of City.
(c) Consultant agrees that all services performed by
Consultant shall be performed by individuals
described in Exhibit "B", except upon the prior
written approval of the City. Consultant shall, at
Consultant's sole cost and expense, secure and hire
such other persons as may, in the opinion of
Consultant, be necessary to comply with the terms
of this Agreement. Consultant further agrees that
no subcontractor shall be retained by Consultant
except upon the prior written approval of the City.
(d) Consultant agrees to provide 5 copies of the final
report plus a 'camera ready' copy.
3. City agrees as follows:
(a) To pay Consultant a sum not to exceed a maximum of
Twenty -Six Thousand, Five Hundred Dollars
($26,500.00) for the performance of the services
required hereunder. This sum shall cover the cost
of all staff time and all other direct or indirect
costs or fees, including the work of employees,
consultants and subcontractors to Consultant.
Payment to Consultant shall be made in accordance
with the schedule set forth below.
Page 3
(b) Payments to Consultant shall be made by City in
accordance with the invoices submitted by
consultant, on a monthly basis, and such invoices
shall be paid within thirty days after said invoices
are received by City. In no event, however, will
said invoices exceed Twenty -Six Thousand, Five
Hundred Dollars ($26,500.00).
4. Termination: This Agreement may be terminated by City
upon the giving of a written "Notice of Termination" to
Consultant at least Fifteen (15) days prior to the date
of termination specified in said Notice. In the event
this Agreement is so terminated, Consultant shall be
compensated at Consultant's applicable hourly rates, as
set forth in Exhibit "B", on a pro rata basis with
respect to the percentage of the Project completed as of
the date of termination. In no event, however, shall
Consultant receive more than the maximum specified in
paragraph 3 (a) , above. Consultant shall provide to City
any and all documents, data, studies, surveys, and
reports, whether in draft of final form, prepared by
Consultant as of the date of termination. Consultant may
not terminate this Agreement except for cause.
5. Notices and Designated Representative: Any and all
notices, demands, invoices and written communications
between the parties hereto shall be addressed as set
forth in this paragraph 5. The below -named individuals,
furthermore, shall be those persons primarily responsible
for the performance by the parties under this Agreement:
Royleen A. White
Director of Administrative Services
City of Tustin
300 Centennial Way
Tustin, California 92680
Nicholas T. Conway
Principal
Arroyo Associates
101 Green Street, Suite #7
Pasadena, CA 91105
6. Insurance: Consultant shall neither commence work under
this Agreement until it has obtained all insurance
required hereunder nor shall Consultant allow any
subcontractor to commence work on a subcontract until all
insurance required of the subcontractor has been
obtained. Consultant shall take out and maintain at all
times during the term of this Agreement the following
policies of insurance:
Page 4
(a) Worker's Compensation Insurance: Before beginning
work, Consultant shall furnish to City a certificate
of insurance as proof that it has taken out full
worker's compensation insurance for all persons whom
it may employ directly or through subcontractors in
carrying out the work specified herein, in
accordance with the laws of the State of California.
The certificate shall contain a waiver of
subrogation rights against City.
(b) Public Liability and Property Damage: Throughout
the term of this Agreement, at Consultant's sole
cost and expense, Consultant shall keep, or cause
to be kept, in full force and effect, for the mutual
benefit of the City and Consultant, comprehensive,
broad form, general public liability and automobile
insurance against claims and liabilities for
personal injury, death, or property damage arising
from Consultant's activities, providing protection
of at least One Million Dollars ($1,000,000.00) for
bodily injury or death to any one person or for any
one accident or occurrence and at least One Million
Dollars ($1,000,000.000) for property damage.
(c) General Insurance Requirements: All insurance
required by express provision of this Agreement
shall be carried only in responsible insurance
companies licensed to do business in the State of
California and policies required under paragraphs
6.(a) and (b) shall name as additional insureds
City, its officials, officers, employees and agents.
Consultant shall furnish City with certificate
evidencing insurance in form acceptable to City.
7. Indemnification: Consultant shall defend, indemnify and
save harmless City, its officials, officers, employees
and agents from all liability from loss, damage or injury
to persons or property, including the payment by
Consultant of any and all legal coasts and attorney's
fees, in any manner arising out of or incidental to the
performance by Consultant of this Agreement, including,
but not limited to, all consequential damages, to the
maximum extent permitted by law.
8. Assignment: No assignment of this Agreement or of any
part or obligation of performance hereunder shall be
made, either whole or in part, by Consultant without the
prior written consent of City.
Page 5
9. Independent Contractor:_ The parties hereto agree that
Consultant and its employees, officers, and agents are
independent contractors under this Agreement and shall
not be construed for any purpose to be employees of the
City.
10. Governing Law: This Agreement shall be governed by and
construed in accordance with the laws of the State of
California.
11. Entire Agreement: This Agreement supersedes any and all
other agreements, either oral or written, between the
parties with respect to the subject matter herein. Each
party to this Agreement acknowledges that no
representation by any party which is not embodied herein
nor any other agreement, statement, or promise not
contained in this Agreement shall be valid and binding.
Any modification of this Agreement shall be effective
only if it is in writing, signed by all parties.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement
as of the day and year set forth above:
CONSULTANT
CITY
ATTEST:
r
RROYO
ASSOCIATES
May 1, 1990
Ms. Royleen A. White, Director
Community and Administrative Services
300 Centennial Way
Tustin, California 92680
Re: Management Study of Public Works Department
Dear Ms. White:
(818) 796.6427 • FAX (818) 796.9887
7S0 EAST GREEN STREET, SUITE 307
PASADENA, CALIFORNIA 91106
Arroyo & Associates is pleased to submit a proposal to conduct a
management study of the City's Public Works Department. This proposal
replaced that which I submitted on December 1, 1989 when working for
another Firm. We believe we are uniquely qualified to conduct this study
since our project team members have extensive experience in conducting
similar studies of Public Works departments and related functions for the
cities of Fontana, Buena Park, South Pasadena, Huntington Beach, Costa
Mesa, Burbank, Montebello and Los Angeles, Santa Barbara and Alameda
counties.
We look forward to meeting with you and discussing our proposal in
further detail.
Sincerely yours,
Nicholas T. Conway
Principal
TABLE OF CONTENTS
COVERLETTER............................................................. i
I. INTRODUCTION.......................................................... 1
II. WORK PLAN................................................................. 2
III. CONSULTANT QUALIFICATIONS .........................8
I V . SCHEDULE AND COSTS............................................14
EXHIBITS
Follows Page
I. PUBLIC WORKS DEPARTMENT
ORGANIZATION CHART
I. INTRODUCTION
I. INTRODUCTION
This initial section of our proposal outlines our understanding of the operating
environment and issues confronting the Department, the project's scope and
specific study's objectives.
Since its incorporation in 1927, the City of Tustin has undergone significant
development and growth in its population, with the greatest percentage occurring
during the last fifteen years. However, with approximately one third of the City's
land currently planned for development, it is anticipated that the population will
increase an additional 40% during the next ten years. Currently the City's Public
Works Department has a $4.7 million annual operating budget and 76 full time
employees. The City's management has requested consultant assistance in
evaluating the efficiency and effectiveness of the resources allocated to support and
maintain the current infrastructure and ability to meet its anticipated expansion.
• !12MO•:
The scope of the study is limited to analysis of the Public Works Department
and its two divisions—Engineering and Field Services as shown in Exhibit I.
The objectives of the study include:
• Identification of the Department's mission, goals and objectives.
• Evaluation of the Department's organization structure including the
appropriateness of functional divisions of labor, reporting relationships
and spans of control for supervisors.
• Assessment of the adequacy of staffing levels for the various
organizational units.
• Evaluation of the feasibility of providing services with in-house versus
contract personnel.
• Assessment of internal controls and levels of accountability within the
Department.
1
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II., WORK PLAN
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This section of our proposal discusses our overall approach to the study and the
specific tasks and deliverables we will provide in attaining the stated objectives.
A. OVERVIEW
To meet the study objectives discussed in Section I, the ultimate product of this
study effort should be a detailed plan, reviewed and adopted by the Department and
City management. That plan should: set forth the desired goals and expectations of
the Department; provide an assessment in both qualitative and quantitative terms,
its current strengths and weaknesses in achieving the desired performance; outline
a recommended course of action including assigned responsibilities for
implementation; and delineate benefits, costs and timeframes for modifying and/or
enhancing its service delivery system and its attendant efficiency and effectiveness
in meeting current and future expectations. To successfully develop such a plan, the
project team must have a clear understanding of the organizations' current and
future goals and directions, and examine every facet of the organization in detail,
prior to determining a recommended course of action. Our approach requires
conducting interviews with City and Department management, line supervisors;
collecting and analyzing in-depth operational data from both staff and contractors
regarding work methods, policies, procedures and service levels; conducting on-site
observations; and reviewing facilities and other capital requirements. In executing
this engagement we will perform the tasks outlined in the paragraphs that follow.
B. TASK PLAN
Task 1 -- Document the Organizations' Current Goals, Objectives and
Operations Issues
To realistically evaluate system, policies, procedures and the operations of the
functions and services, it is essential that the project team members have a clear
understanding of where the Department is going; which key issues impact and
shape service requirements; and understand community needs, projected workload
and funding requirements. To gain this understanding, we plan to conduct a series
of initial interviews with members of the City Council, the City Manager, Director of
Public Works, Engineering Services Manager, Field Services Manager and other key
management staff where appropriate. In addition, we will review appropriate
documents tracing its history, formation and the development of the current
organization structure. Specific issues receiving emphasis by the project team will
include the following:
Basic service delivery goals and objectives of the Department and
supervisors in each service area and the process used to identify and
evaluate attainment thereof.
2
• The interrelationship between adopted goals and objectives and
Department operating policies and practices.
• Identification of key problems impacting service needs to which the
Department and City must respond. This would include exploring such
areas as program expansion/ retrenchment and relative infrastructure
maintenance requirements; administrative support; funding; personnel
rules and regulations and preventative maintenance programs.
Also, these initial interviews will provide an opportunity to identify and
isolate factors and . constraints which could have an impact on current or near-term
future overall Department and individual program operations.
Task 2 — Profile Current Operations and Service Levels
The objective of this task is to develop a detailed understanding of each
program's organization, operations, and costs for service. In accomplishing this task
we will:
• Interview all management and supervisory personnel in each division's
program/function to document how the current plan of management and
administrative organization functions and is staffed.
• Develop detailed descriptions of the staffing and workload of all units and
functions within each program.
• Document key service level objectives for all service activities
accomplished within each program.
• Develop detailed description of service .demand and workload trends faces
within each function/program.
• Develop detailed portraits of current program service levels provided by
both in-house personnel and contract.
• Identify facilities and equipment available to support program operations.
• Document major management systems available to support operations
within the various divisions/programs including:
- Work planning and control
- Administrative support
- Automated Information
- Classification and Compensation
- Performance Evaluation and Appraisal
3
Task 3 -- Evaluate Current Services, Delivery Systems and Identify
Efficiency and Effectiveness Issues
Drawing upon the results of the data collected in the first three tasks, we will
analyze and identify problems, issues and improvement areas for each of the
services discussed above. Our analysis will include the identification of the service
methods employed, related costs, and recommendations for improving efficiency
and effectiveness. The purpose of the analysis will be to identify improvement
opportunities in staff productivity which can be translated into either cost savings or
service levels enhancements. Our analysis will include:
• A detailed evaluation of line staff productivity and utilization for each
program and function.
• Identification of basic line staffing requirements for each program by
position and function considering existing and expected future workload
and Departmental service level objectives.
• Detailed identification of opportunities to improve productivity through
modification of work planning and control systems.
• Identification of specific work method approaches which could positively
impact staff utilization .
• Specific recommendations for enhancing service levels through either
addition of staff, improved utilization of existing staff, contracting or some
combination thereof.
Task 4 — Evaluate Current Plan and Management of the Administrative
Organization
Once we have a basic understanding of the service and outputs provided by the
various units, we can focus our attention of analyzing the efficiency and
effectiveness of the organization and management structure currently in place to
coordinate and manage service delivery. Using the data collected to this point we
will evaluate both the Department's overall plan of management and organization
and each division and program from the following perspectives:
• Is the overall Department and each of its divisions efficiently and
effectively organized?
• Are the respective organization structures too "tiered" or too "flat" from
the management staffing perspective?
• Are functions placed too high or too low in regard to their importance in
meeting operating and service objectives?
• Are spans of control .too broad or too limited?
4
0 Does the current plan of management and administrative organization
provide for adequate communication and coordination between and
among operating units?
• Is there any overlapping or duplication of functions?
• Does the plan of organization provide clear lines of authority and
responsibility?
• Are management and supervisory personnel spending the majority of
their time on high priority work and performance responsibilities?
• Are management and supervisory personnel property -utilized when staff
and line responsibility and workload requirements are considered?
• What functions are underemphasized to effectively manage
organizational growth in the coming years.
Based on the results of the above, the project team would develop both
recommended adjustments in the short range and define a longer range plan of
administrative and management organization staffing for the City and each service
function. The plan would include identification of specific organizational
modifications required and the impact of those modifications on both management
and supervisory staffing levels and costs.
Task 5 — Evaluate Key Management Systems and Procedures
Our fifth task will involve evaluation of existing work planning and
scheduling systems and approaches employed in each program as documented in
Task 2. These systems, coupled with existing supervisory approaches analyzed in
Task 4, have significant impact on both staff productivity and actual service levels.
The objective of this task is to evaluate the efficiency and effectiveness of
systems and procedures available to support operations in achieving desired
expectations: We anticipate evaluating:
• Financial ' planning and budgeting
• Work planning and scheduling systems
• Performance monitoring, measurement and reporting systems
• Quality Assurance and Quality Control procedures
• Personnel rules and regulations
• Role of Technology in support of programs and services
5
Task 6
Once current operations have been analyzed, we will review the
appropriateness of the plans available for expansion and/or modifications in
services based on development and infrastructure expansion and funding and
match those management service expectations discussed in Task 1. This task will
have two primary foci:
To consider when and if it would be cost-effective for the
Department/ program to consider transition from providing service to
contract for service delivery.
To consider when and if it would be cost-effective for the Department to
expand and/or expand existing programs based on alternative fund
sources and community needs.
Finally, we will identify and estimate the cost impact of likely future
enhancements in systems, administrative support, and organization structures that
will be required as the City and Department changes and the complexity of
administrative requirements increases/ decreases.
Task 7 — Evaluate Engineering Services and Capital Improvement Program
A critical linkage in any comprehensive Public Works Department is that
between maintenance and capital projects. Thus the purpose of this task is to assess
the efficiency and effectiveness of the process and procedures employed to manage
capital projects. This will entail:
• Documentation of current and anticipated workload and related schedule.
• Documentation and analysis of systems (both manual and automated),
policies and procedures used to manage design and implementation of
projects for both in-house and contract jobs.
• Evaluation of staffing levels and skill mix, duties and responsibilities of
personnel assigned to engineering and capital planning.
Task 8 — Prepare Management
Once we have documented and analyzed the organization, we will prepare a
final report. This report will summarize the work completed in all the previous
tasks. We plan to meet with the Project Steering Committee, and the Board of
Governors to review our findings and recommendations. In addition to reviewing
that document whose data finding, and analysis have been validated in prior tasks,
we will facilitate discussion regarding the relative priority of the various action
items. The action plan will identify the recommendation cost impact assigned
responsibility, timeframe and anticipated benefits resulting from its
implementation.
C'
At the conclusion of that meeting, we will prepare a document that reflects the
agreed upon plans and future actions of both parties. It is our experience that the
presence of such a document greatly assists both city management and elected
officials in monitoring progress and maintaining accountability for achieving
expected results.
7
III. CONSULTANT QUALIFICATIONS
i96-TOMMIM ILION drewil 4 N 14r41V• .
Arroyo Associates believes the most important factor in selecting a consultant
is the qualifications, experience and reputation of the specific project team members
who will conduct the actual day to day work. In that regard, we are indeed proud
of our project team members' reputations for providing quality management
consulting services to local government managers throughout Southern California.
In this section, we describe our Firm and its basic management and operating
philosophies; our project team members' experience and qualifications; and
relevant client engagements completed by our project team members. We
encourage you to contact our client references in order to obtain first hand
evidence of their perspectives of the completeness and high quality of our work.
A. FIRM
Established in 1987 and recently reorganized, Arroyo Associates is a woman
owned and minority owned management consulting firm providing analytical
consulting services to local governments in Southern California.
Our philosophy in providing professional services to our clients minimizes
non-productive overhead and maximizes work experience of our project team
members. Key elements of Arroyo Associates' approach to the business of consulting
to local government include the following:
• There is no non -working project director or partner -in -charge of or
managing our consulting assignments.
• A Principal of the firm manages and serves as Lead Analyst in each of our
projects.
• We minimize the involvement of junior or inexperienced analytical staff.
Each member of our project team is a seasoned local government
management analyst. Furthermore, each member of our project team has
multiple project and years of analytical experience in every facet of local
government operations.
• A personal commitment by our project team members to assist our clients
in determining the optimum solutions to their problems.
E'11
We have structured a project team to include two senior level consultants each
of whom has over fifteen years of management consulting experience to local
governments. In addition our project team has specific experience in conducting
organization and operation studies of Public Works departments and related
functions. Our Project Team includes:
Nicholas T. Conway is a Principal and one of the founders of Arroyo
Associates. Prior to forming this firm, Mr. Conway was a Senior Associate with
Hughes, Heiss & Associates where he was in charge of opening and developing
its new offices in Southern California. Prior to this last year, Mr. Conway was a
Principal with a "Big 6" international accounting, tax and management
consulting firm where he directed their government consulting services. Mr.
Conway will serve as the project manager and lead analyst on this assignment.
He will be actively involved in each state of the analysis including data
collection, analysis and report preparation. Additionally he will have lead
responsibilities for working with the Department and City's Management.
Mr. Conway's relevant project experience includes: project manager for a
management audit of Public Works Departments in the cities of Buena Park,
Fontana, Phoenix, South Pasadena and Los Angeles, San Bernardino and
Alameda counties . In addition, Mr. Conway has conducted numerous studies
of public works related functions including parks, streets, vehicles, buildings,
capital planning and project management, sewers and water works.
William J. Taylor is a Principal and one of the founders of Arroyo Associates.
Prior to forming this firm, Mr. Taylor was a Senior Associate with William
Hamilton and Associates. While at that firm, Mr. Taylor focused on
organization and productivity studies of public works departments and
functions. Mr. Taylor will assist Mr. Conway on this assignment and be actively
involved in each state of the analysis including data collection, analysis and
report preparation.
Mr. Taylor's relevant project experience includes: project manager for
management studies of public works departments in the cities of Burbank,
Costa Mesa, Huntington Beach, Montebello and Santa Barbara County.
Resumes of our project team members are provided for your review.
9
NICHOLAS T. CONWAY
Mr. Conway is a partner with Arroyo Associates and has over fifteen years of
management consulting experience. He holds a Bachelor of Arts degree from the
University of Delaware and a Master of Public Administration from USC.
Relevant Experience includes:
Served as project manager for an organization study of the Arizona State
Government. The study, undertaken at the request of the Governor and State
Legislature,* examined the overall organization of State Government and the
operations of each State agency. Scope of study included over 80 departments,
40,00 employees and 120 Boards and Commissions. The final report adopted
by the Blue Ribbon Commission overseeing the consultant's work, is
currently serving as the Governor and Legislature's blue print for
reorganizing State Government operations.
Served as project manager for the management audit for the Los Angeles
County Department of Parks and Recreation. Scope of study included grounds
maintenance and operations of County sites including staffing levels,
classification of personnel, policies and procedures and service levels at the
more than 79 local and 9 regional park sites. Study resulted in the major
reorganization of the Department and implementation of a regionally based
coordination of delivery of parks and recreation services in Los Angeles
County.
• Served as project manager for the management audit of Los Angeles County's
Mechanical departments and Automotive Craft Services Division. Scope of
study included the operation of the County garage and satellite sites
throughout the County. Study identified approximately 80 recommendations
including the reorganization of the vehicle maintenance function for Los
Angeles County.
Currently serving as project manager for the management audit of public
work functions and services in the City of South Pasadena. Scope of study
includes street, traffic, park, vehicle, water and waste water functions.
• Served as project manager for the management audit of the Automotive
Services Department of the Alameda County General Services Agency. Scope
of study included the operations of the County garage and parking facilities
and satellite sites throughout the County. Study resulted in the
reorganization of the garage operations.
10
• Served as project management for the management audit of San Bernardino
County Flood Control District. Scope of Study included all divisions
including maintenance, operations, construction design and equipment. The
study resulted in the major reorganization of the district's operations
including a reduction of more than 100 positions and creation of a benefit
assessment program to support. projects.
• Served as task leader for our management review of the City of Phoenix
Water and Sewer Department. Scope of responsibilities included analysis of
field operations, consolidation of maintenance yard facilities, adequacy of
work standards, improved_ productivity through project scheduling and work
load distribution.
• Served as project manager for the management review of Ventura County
Property Administration agency which includes airports, harbors and parks.
Scope of review included analysis of operations, span of control, classification,
resource allocation, etc. Study resulted in the reorganization of the
department and realignment of resource.s
• Served as project director on a study of the Los Angeles County Facilities
Management Department. This study included analysis and evaluation of the
Architect/ Engineer and Project Management Division's bidding procedures
for construction contracts and project management practices.
• Served as project manager for a management review of the Parks, Recreation
and Community Services Department for the City of San Bernardino. This
study involved analysis of the Department's organization structure, staffing,
contracting for services and other related areas which affect the efficient and
effective delivery of service.s
• Task leader for a management review of the City of Buena Park Public Works
Department. Scope of study included 75 employees assigned to street, parks,
vehicle maintenance and engineering functions. The study focused on
organization structures, operating policies and procedures, staffing levels, and
effectiveness of service delivery systems.
• Project manager for management audit of all city operations and services in
the City of Fontana government. Scope of study included all departments and
functions focusing on internal controls, levels of accountability, organization
structure, staffing levels and contractor performance.
• Project manager for the analysis of staffing levels for the Fontana Public
Works Department. Scope of study included documenting service levels,
work methods, policies and procedures, organization and cost-effectiveness of
current and future service delivery systems.
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WILLIAM C. TAYLOR
Mr. Taylor is a Principal in Arroyo Associates and has over fifteen years of
management consulting experience. He holds a Bachelor of Science in Industrial
and Systems Engineering from USC and an M.B.A. in Operations Analysis from
UCLA.
Mr. Taylor is an adjunct faculty member at Loyola-Marymont and CSLA where he
teaches courses on Work Measurement, Statistical Quality Control, Work
Simplification, and Business Information Systems.
Relevant experience includes:
• Project manager for organization and staffing study for park maintenance and
related functions provided by the City of Costa Mesa. The scope of the project
included documentation of service levels, analysis of work methods and
workload planning and scheduling for maintenance and operations of city
parkland and buildings.
• Project manager for a management and productivity analysis of all functions
within the City of Burbank Public Works Department. The scope of the study
included analysis of service levels and staffing requirements for street, park,
vehicle and tree maintenance functions.
• Project manager for analysis and implementation of productivity standards
for City of Montebello Public Works Department. Scope of study including all
maintenance and operations functions including vehicle maintenance for
transit operations.
• Project Manager for an organization and staffing study for park streets and
street tree maintenance programs in City of Huntington Beach.
• Project Manager for organization and staffing study for solid waste crews and
landfill site .operated by. Santa Barbara County Department of Public Works.
• Project Manager for public works functions including street, parks, street
trees and vehicle maintenance services provided by City of Concord.
In addition to specific experience in conducting organization and staffing studies of
municipal public works services, Mr. Taylor has conducted numerous work load
measurement, productivity analysis and organization studies for commercial clients
including:
• Blue Cross of Southern California • Epson America
• Occidental Life Insurance Company • Matel, Inc.
• Great America Insurance Administrators • Security Pacific National Bank
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C. PROIECT TEAM REFERENCES
As discussed above, quality work, client service and satisfaction are our Firm's
stated goals. Listed below are client contacts who can address the issues for the
professionalism, timeliness and quality of our project team members work. They
include:
Contact Project Team Member
1. Ms. Annivory Calvert N. Conway
Director, Public Works Department
City of Fontana
(714) 350-7600
2. Mr. Louis Sandavol N. Conway
Director Public Works Department
City of Huntington Beach
(714) 526-5431
53(0
3. Ms. Judith Weiss N. Conway
Deputy Director
Los Angeles County Transportation
Commission
(213) 623-1194
4. Mr. Keith Van Holt W. Taylor
Director of Leisure Services
City of Costa Mesa
(714) 754-5300
5. Mr. Paul Cook W. Taylor
Former City Manager and
Director of Public Works
City of Huntington Beach
(714) 960-4591
6. Mr. Fred Sorsabal W. Taylor
Former City Manager -
Costa Mesa
(714) 582-2489
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I V . SCHEDULE AND COSTS
A. SCHEDULE
We are prepared to commence work within three weeks from the date we
receive notification to proceed. Based on the task plan identified in Section II of this
proposal, assuming a June 1 start date, we anticipate submitting a draft report to the
City Manager on August 15, 1990.
We estimate 376 consultant hours are required to complete the assigned tasks
for a cost of $24,440.* Our fees are based on the estimated hours multiplied b the
standard hourly rate of the consultant. Our estimated out-of-pocket expenses will be
$2,060, for a total cost not to exceed $26,500.
.W_..T TOTAL
Task 1
16
16
32
Task 2
40
40
80
Task 3
16
16
32
Task 4
40
40
80
Task 5
16
8
24
Task 6
16
16
32
Task 7
32
32
64
Task 8
16
16
32
Total
192
184
376
*As requested, $4,160 of our estimated consultant hours and
professional fees is related to our review of Engineering Services.
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