Attachment 1-3TOWN OF LOS GATOS CORE VALUES
COMMUNITY ... F
FISCAL Q
QUALITY PUBLIC c
civic P
CHARACTER GOVERNANCE S
STABILITY I
INFRASTRUCTURE E
ENRICHMENT
PUBLIC SAFETY
Preserve and enhance the M
Maintain ongoing fiscal I
I Maintain the condition and F
Foster opportunities for E
Ensure public safety through
Police
Ongoing Core Services
Economic Vitality
2014 -
- • Strategic G
Goals
General Plan Implementation: Update the Town website to U
Undertake Phase I of project to P
Partner with the Veterans
Implement migration to
Consider regulating polystyrene c
Adopt the use of tools to increase R
Review and revise Town policy E
Explore and present funding D
Develop plan to enhance the I
In c
con
Complete Specific Plan and EIR D
Develop public CUP database F
Facilitate privately4ed effort to U
Update Heritage Tree definition u
Develop a strategic plan
Conduct m
mid - contract review and
needs a
and resources (Complete)
Develop implementation plan for
Update the Housing Element s
Develop technology priorities plan D
Develop a policy to ensure the "
"Complete Streets Policy" that R
Review senior services needs Increase i
installation and use of
Review policies and practices related F
- t
t'i* C
- o
Consider the sale or lease
Increase the availability of
Expand community partnerships
�' o
` P
+ E
Amend zoning ordinance for Home o
Engage with schools to explore �
�.
Occupation Permits (Fall 2015) '
parking issues (In Progress)
'- p
ATTACHIV
- i _ I
Review role of Consulting Architect -
Increase regulation of on- street
_ v
[ENT 1
IUARY 18, 2014
PROPOSED STRATEGIC GOALS FOR COUNCIL CONSIDERATION
FY 2015 - 2017
KEY:
Black — Council proposed 2015 - 2017 Strategic Goal
Blue —Staff proposed 2015 - 2017 Strategic Goal
Purple— Proposed Strategic Goal discussed and not adopted in 2014
Green — Project already in progress per prior Town Council Direction
Red — Existing 2014 - 2016 Strategic Goal
CDD— Community Development Department
FIN — Finance Department
HR —Human Resources
PPW —Parks and Public Works Department
TAO —Town Attorney's Office
TMO —Town Manager's Office
High— Estimated High Workload
Med.— Estimated Medium Workload
Low — Estimated Low Workload
Unk. —More Information Needed to Estimate Workload
Community Character
• Implement specific measures from our Sustainability Plan (PPW and CDD: High)
• Expand smoking restrictions to multi - family housing and outdoor seating areas,
and /or consider tobacco retailer permitting (Proposed in 2014)(TAO: Med.)
• Consider repeal /revision of AHOZ ordinance (CDD and TAO: Med.)
• Consider converting AHOZ Design Guidelines to "Multiple Family Residential"
Guidelines (CDD: Med.)
• Sign Ordinance —could range from education and enforcement to review of and
revisions to standards to rewrite of entire ordinance (Proposed in 2014)(CDD and TAO:
High)
• Revise policies on Below Market Price units (CDD and TAO: High)
• Turn the corner of Lark and Winchester into a pocket park (PPW: High)
• Evaluate and make necessary changes to Town policies to encourage mom and pop
businesses to innovate their business plans /models (TMO and CDD: Med.)
• Regulate Food Trucks (Proposed in 2014)(CDD and TAO: High)
• Expand newsrack ordinance Town -wide (Proposed in 2014)(CDD and TAO: High)
• Adopt enhanced Water /Drought regulations and /or ordinances (In progress) (PPW:
High)
• Address cut through traffic (In progress) (PPW and Police: High)
ATTACHMENT
N: \MGR \AdminWorkFiles \2015 Council Reports \August 18 \Proposed Strategic Goals Issues for Council Consideration 2015_8.3.15.docx
Proposed Strategic Goals
Page 3 of 3
• Explore opportunities for energy improvements /cost savings in Town infrastructure
(PPW: High)
• Eliminate noise (compressor) in Pageant Park (In progress)(PPW: Low)
Quality Public Infrastructure— Downtown
• Identify a timeline with funding for repaving all Almond Grove streets (Existing 2014 -
2016 Goal)(PPW: High)
• Consider the implementation of parklets within the Downtown (PPW: Med.)
• Review options for traffic mitigation through the Downtown and neighborhoods (In
Progress)(PPW: High)
• Redo Downtown streetscape to make Downtown more user friendly and less frantic
(PPW: High)
• Close Downtown streets four times per year for festivals, street dances, car shows,
Oktoberfest, etc. (TMO, PPW, and Police: High)
• Add two parking garages Downtown (TMO and PPW: High)
• Review options to enhance parking in the Downtown (In Progress) (PPW and TMO:
High)
• Explore parking garage at Main /Lyndon without public cash outlay and with inclusion
of below market price housing (In Progress)(PPW and TMO: High)
• Revise Town Code with respect to parking, with an eye toward allowing valet parking
without a Conditional Use Permit (In Progress)(TMO, CDD, and TAO: Med.)
Civic Enrichment
• Explore options to work with the Beautification Committee to designate a Town tree
and /or plant (PPW or TMO: Low)
Public Safety
• Have the Police Department Chief report to Council (TMO and TAO: Med.)
Subject: FW: Comprehensive Review of the LGPD Budget (Strategic Goals TC Meeting)
From: John Shepardson [maiito:shepardsonlawColme.com]
Sent: Friday, July 17, 2015 3:55 PM
To: Marcia Jensen; BSpector; Steve Leonardis; Marico Sayoc; Rob Rennie; Council
Cc: Les White; Laurel Prevetti; Matt Frisby; Robert Schultz; Jonathan Knowles
Subject: Comprehensive Review of the LGPD Budget (Strategic Goals TC Meeting)
Dear Mayor & TC:
I hereby request:
1. That at the strategic goals meeting in August you include calling for a comprehensive review of the
entire Town budget, including the LGPD.
2. If inserted in the strategic goals, I ask that as soon at a new Town Manager is named that the matter be
placed on an agenda for a TC vote for funding and direction.
3. I ask that this email be included as part of the TC Packet so that there is a record of the request and TC
response.
Respectfully,
John
P.S.
I ask that Mr. Knowles and the PF join us in this request because public safety and fiscal responsibility
are important to the community. And if there better ways to fix our roads and address mounting
pension liabilities, I encourage Mr. Knowles and the PF to offer up their ideas on how to address
our governance challenges. One possibility is to dip into reserves, so the AG people don't have to wait
any longer for replacement of their "shatter slab" roads that have potential "trip and fall" liability. Could
the PF donate $2 -3M a year to the Town?
Quoting from
http: / /patch.com /califomiallos atos /greatest - person - Jonathan knowles i like to help
Greatest Person: Jonathan Knowles 'I Like
to Help'
ATTACHMENT
Los Gatos resident serves on several important nonprofit organizations in
town, which are key to building community.
By SHEILA SANCHEZ (Patch Staff) September 7, 2011
What are Knowles' hopes for Los Gatos?
"I would like to see downtown become more pedestrian friendly. Bikes and skateboards and filthy trash cans
and news stands on our very narrow sidewalks just don't work. We're moving, albeit slowly, in the right
direction with a recent cleaning of the sidewalks and a few new news stands, but we need to do more and
accelerate the pace."
He also hopes the town will give more attention to the infrastructure conditions all
around. Streets, light posts and road signs are crumbling and falling apart In too
many places, and medians and intersections are filled with dirt and weeds in many spots, Knowles
says. "We should once again become the gem of the valley of heart's delight." (emphasis added) [JS: Agree,
Agree, Agree!!!!]
From: John Shepardson (mailto:shepardsonlaw(a)me com]
Sent: Wednesday, July 29, 2015 7:02 PM
To: Council
Subject: Fwd: Lovely News... "Perfect Storm" Causing Financial Disaster in LG
Begin forwarded message:
From: John Shepardson <shepardsonlaw(d)me.com>
Subject: Lovely News... "Perfect Storm" Causing Financial Disaster in LG
Date: July 29, 2015 at 6:48:06 PM PDT
To: Marcia Jensen <MJensen(a)losgatosca qov >, BSpector <BSpector(a)losgatosca qov >, Steven Leonardis
<S Leonard isalosgatosca.gov >, Marico Sayoc <msavoc(d,)losgatosca.gov >, Rob Rennie <rrenniena losgatosca..gov >, Les
White <LWhite(a)losgatosca qov >, Laurel Prevetti <LPrevetti(a)losgatosca. qov >, Mike Wasserman
<Mike.Wasserman a)bos sccgov orq >, Barry Chang 4 Cupertino City Council <barrv4cuoertinong gmail com >,
" bloventhaltg'Dcitvofmontesereno orq" <bloventhal(g)citvofmontesereno orq >, "whuff(g)citvofmontesereno orq"
<whuff(a)cityofmontesereno orq >, "lallan(d)citvofmontesereno.org" <lallan&citvofmontesereno orq >,
"manstandig(a-)cityofmontesereno orq" <manstandig(Dcitvofmontesereno orq >, " bcraig(ocitvofmontesereno.org"
<bcraig(a)citvofmontesereno orq >, "sgarner(a)citvofmontesereno org" <sgarner(cilcityofmontesereno orq >,
"hmiller(a)saratoga.ca.us" <hmiller()g saratoga.ca.us >, "mcapoello(g)saratoga.ca us" <mcappelloasaratoga.ca.us >,
"elo(a)saratoga.ca.us" <elo(a)saratoga.ca.us >, "_mlbernald(a)saratoga.ca.us" <mlbernald(a)saratoga ca.us >,
"rkumar(a)saratoga.ca.us" <rkumar(a)saratoga.ca.us >, City Council <citvcouncil(d_)cupertino orq >, "rsinks(d_)cupertino.org"
<rsinks(d_)cupertino.org >, "ctwong(a)cupertino.org" <gwong@supertino.org >, "svaidhvanathan(�cuoertino org"
<svaidhvanathan(c)cupertino orq >, "doaul(a)cupertino.org" <dpaul(a�cupertino.org >, "pierluigi.oliverio(a)sanioseca qov"
<pierluigi.oliverio(a)sanioseca qov >, "manager(c)cupertingorg" <managert7a cupertino.org >, Debbie Bretschneider
<debbieb(g)saratoga.ca. us>
Dear Mayor and TIC Members:
Please include this article in the packet for Strategic Goals. The Santa Cruz Grand Jury
Report findings are equally applicable to Los Gatos. Of course, our large PD budget (42 %)
unfunded pension liabilities and the fact that 20% of our streets are in poor
or very poor condition have created a "Perfect Storm" for financial disaster. We need a
comprehensive third party review of our PD budget. An in -house review puts undue pressure
to on Staff to self - evaluate. The "Perfect Storm" is Mere —we are effectively "broke ":
we simply don't have the remaining $6M (based on $12M projected total cost)
to fix the Almond Grove/Broadway streets (unless we dipped into reserves, which is risky business).
The AG/Broadway streets were "shatter slabs" four years. The debt is four years old. The 42 %" PD
budget is a cancer on town services and and on the small town character of Los Gatos.
Keep the big PD budget and lose the Town. Reduce the PD budget and save the Town.
Grand Jury Report: Santa Cruz County, cities need to reduce unfunded
pension liability (emphasis added)
By Samantha Clark, Santa Cruz Sentinel
POSTED: 06/11/15, 7?I I'M PDT UPDATED: ON 06/11 /2015
41 COMMENTS
Post - retirement benefits
Agency Employees 6/30/13 Retirees 6/30/13 Unfunded liabilities for retiree benefits 2011 2013
Soquel Creek Water 47 46 $8.6M $9M
Capitols 65 92 $13.3M $14.9M
Scotts Valley 60 26 $14.2M $163M
Watsonville 361 328 $51 AM $53AM
Santa Cruz City 777 882 $108M $131 M
Santa Cruz County 2,350 2,428 $381 M $479M
Source: Grand Jury report June 2015
Santa Cruz >> The county of Santa Cruz, its four cities and the Soquel Creek Water District have significant
unfunded retirement obligations, according to one of two grand jury reports released Thursday.
In addition to investigating homelessness, the Santa Cruz County Grand Jury analyzed the past, present and future
retirement costs for the six jurisdictions, including the cities of Santa Cruz, Watsonville, Scotts Valley and Capitola,
and recommends that they take further action to reduce their unfunded obligations and explain the issue plainly in
their budgets for the community and governing bodies.
Santa Cruz County Grand Jury Reports
"Funded for the Future ?" Retirement Costs, Obligations To read: http: / /tinyurl.coin /o85bh5o
"Recipe for Failure: Shrinking Budgets and Increasing
Needs for Emergency Homeless Shelters"
To read: http: / /tinyurl.com /pa7twnw
"This should be known by the public and the cities, so we don't face
ballooning or surprise costs that impact the services that
government can provide," said jury forewoman Sara Cordell.
Rising pension costs are an especially important issue in Santa Cruz County, where 1 in 6 workers is employed by the
government. It's also a well -known statewide problem that emerged after the worst recession in half a century
In 2008, the California Public Employees Retirement System, which provides benefits to about 1.7 million state and
local government workers, retirees and their dependents, lost a jarring 27.8 percent of the value of its portfolio.
Local government pension plans took a nosedive with it. Some have declined from more than loo percent funded to
as low as 60 percent funded in the past eight years, according to the grand jury report. As of 2014, the six
jurisdictions are in the 70 percent range.
But even with legislation reform, the costs for retirement obligations continue to rise. The grand jury recognizes that
the six jurisdictions have made efforts to manage retirement costs, but they still fight an uphill battle.
"I would agree that there's more to be done," said Michael McDougall, the county's director of personnel. "But I
don't think the report gave the county anywhere near the credit that we and our labor unions deserve."
In addition to a number of actions in recent years, the county made changes to its retiree health care program in
2011, which reduced unfunded liability by more than $40 million, and asked employees to contribute more, which
saves $4 million annually.
Both the county and city of Santa Cruz adopted a second tier retirement program prior to the state reform in 2013
and are reviewing trust fund programs for retiree health, which the grand jury recommends.
"Some of the recommendations that they're making are consistent with what we're already doing or planning on
doing," said Santa Cruz City Manager Martin Bernal.
.Add ertisement
Bernal and Capitola City Manager Jamie Goldstein also intend to explain their city's retirement obligations for the
public in the adopted budget document.
Goldstein said Capitola's Finance Advisory Committee recommended reserving $300,000 from a $934,500 fund
balance for pension costs, which the City Council plans to do. The increase stemmed from a change in the way
CalPERS calculated city contributions for pensions. Previously, similar cities were pooled together. Now
contributions are calculated for each city.
Similarly, the Soquel Creek Water District can manage its retirement obligations individually and is proposing to pay
off its $6 million of unfunded liability in in years rather than 30 years to save money, said Michelle Boisen, financial
and business services manager.
Watsonville interim City Manager Marcela Tavantzis said she hasn't reviewed the grand jury report yet and will
prepare a response for City Council approval in August. Scotts Valley City Manager Stephen Ando did not respond to
requests for comment.
Sentinel reporter Jondi Gumz contributed to this report.
Santa Cruz County Grand Jury Reports
"Funded for the Future ?" Retirement Costs, Obligations To read: http: / /tinyurl.com /085bh5O
"Recipe for Failure: Shrinking Budgets and Increasing
Needs for Emergency Homeless Shelters"
To read: http: / /tinyurl.com /pa7twnw
Post - retirement benefits
Agency Employees 6/30/13 Retirees 6/30/13 Unfunded liabilities for post- retirement benefits 2011 2013
Sequel Creek Water 47 46 $8.6M $9M
Capitola 65 92 $13.3M $14.9M
Scotts Valley 60 26 $14.2M $16.3M
Watsonville 361 328 $51.4M $53.4M
Santa Cruz City 777 882 $108M $131M
Santa Cruz County 2,350 2,428 $381M $479M
Source: Grand Jury report June 2015
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Quoting from htti)://www.managementr)artners.com/bloc]/
Overcoming obstacles to shared services
MAY 0s 2015
BY JULIE ZIMMERMAN
At the Alliance for Innovation's recent Transforming Local Government conference, Virginia Beach was
awarded a 2015 Innovation Award for its shared - service plan with Norfolk and Chesapeake. Too
often, people weigh the cost savings and efficiency of
shared services against the risk of job loss and political
difficulties and conclude it's just not worth it. (emphasis
added)
In working with governments like Virginia Beach that have successfully implemented initiatives, we've
found there are ways to maneuver around or through these roadblocks. They may not be quick or easy,
but it's worth the effort to help governments run more efficiently and effectively.
Enlist the private sector. Business and non - profit leaders understand shared services because many of
them embraced the approach years ago. They can jump -start the conversation by providing examples
from their own businesses, and elected officials often find their point of view persuasive.
Involve elected officials early. There are political risks to sharing services that include potential job
losses and changes in the way jurisdictions do business. Even if the long -term benefits are worth it,
there's good reason for political leadership to be at least a little nervous about the idea, and they may fear
they'll be blamed if anything goes wrong. Enlisting their involvement early in the process, and keeping
them updated on the efforts, can help make them effective allies.
Survey the options. The possibilities for sharing services can seem endless, which makes it hard to know
where to start. That's why it helps to launch by empowering a committee to make a list of all the options,
no matter how big or small. As ideas are considered by a diverse group of interested parties, a list of
important projects often emerges. Tackle a few manageable ones for quick, early wins, but make a plan to
tackle the harder projects once the effort gains some momentum.
Be transparent about jobs. Doing more with less can make leaders and residents happy, but it can also
lead to a smaller workforce. Handle this challenge by open communication. Let employees share their
feedback so they know what's going on and have a chance to offer their ideas. Attrition and not filling
open positions can lessen the negative impact on employees. Being honest about the process and keeping
people informed will go a long way in easing fears about the future.
Make a plan for implementation. It's dispiriting for everyone involved to go through the effort of
identifying changes, only to see their ideas die on a shelf somewhere. Make sure all that hard work
doesn't go to waste by creating an implementation plan that includes tasks both immediate and long-
term, along with the people charged with carrying them out. Make sure the priorities are included in the
performance reviews of managers and staff. Come back to the plan at regular intervals to check on
progress, and update it on a regular basis as the organization evolves.
Quoting from http://www.managementyartners-com/images/MonroviaCaseStudy.Eff
7
City of Monrovia: Citywide Organization Study 2014
Management Partners conducted a high -level review of operations, organizational structures and
staffing within each of Monrovia's seven departments and to identify opportunties to provide
more efficient and effective municipal services given current and projected fiscal realities. To
conduct the study we reviewed documents, conducted multiple interviews with staff, facilitated a
series of employee focus groups and conducted benchmarking with comparable peer agencies.
We also applied our knowledge of best practices. Recommendations included restructuring the
Police and Public Works Departments to improve spans of control and managerial oversight
and better leveraging of information technology resources. Management Partners drafted an
implementation action plan for the recommendations, which is currently being executed by
staff. (emphasis added)
Quoting from http' / /www manat,ementpartners coin/ images /RohnertParkCaseStudy.pdf
City of Rohnert Park, California 2013
Management Partners was retained to develop a fiscal recovery plan to help Rohnert
Park achieve long -term budget stability. A key outcome of the project was the
development of an enhanced financial forecasting tool sufficient to prepare a 10 -year
forecast. In addition to creating the tool, we provided training to staff on its use. We
also conducted an assessment of needs that would be unavoidable during the forecast
period, and analyzed financial health indicators to provide a measurement of the City's
overall fiscal condition. The forecast and our financial analysis
showed that the City's fiscal condition much worse than
expected. We presented the results of our analysis to the City Council and
executive management, and offered observations and recommendations for improving
Rohnert Park's fiscal sustainability in the future. (emphasis added)
Quoting from http:/ /www managementpaitners com /images /SalinasCaseStudy.pdf
City of Salinas: Police Department Organization and Staffing Review 2014
Management Partners was retained by the City of Salinas to conduct a high -level review of the
organization and staffing of the Police Department with the goal of identifying ways to
maximize delivery of police service to the community
within available resources and meet future police service
management and staffing challenges. Through benchmarking, we
demonstrated that the Police Department was lacking in resources when compared with peers,
which meant difficult decisions about prioritizing core services would have to be made.
Therefore, recommendations included using staff with police powers for jobs requiring those
11
powers and letting appropriate city departments provide support services (i.e., technology and
fleet) instead of sworn officers. (emphasis added)
Quoting from agementpartners. com /images/PortofOaklandCaseStudyadf
Port of Oakland: Executive Level Organizational Structure Review 2013
Management Partners was engaged to conduct a review of the Port of Oakland's senior
management organization structure at a pivotal transition point in its executive leadership and a
rapidly changing business environment. The major objective was to review the senior
management leadership structure and make recommendations that if implemented, would set
the framework to work collaboratively, eliminate functional duplication, achieve efficiencies and
be accountable for results as a team.
Quoting from htty: / /www.managementpartners .com /images/MenloParkCaseStudypdf
City of Menlo Park: Review of Administrative Services Department 2014
Management Partners performed a review of the Administrative Services Department in Menlo
Park, which included finance, human resources, City clerk, information technology and the City
Manager's Office. In addition to interviewing managers responsible for the functions being
reviewed we also interviewed department directors (internal customers). To identify
improvement opportunities, we utilized a workload survey and conducted benchmarking. When
the recommendations in our report are fully implemented the City will benefit from improved
customer service, more efficient use of staff time, and better overall results from the
administrative services functions.
Quoting from htti): / /www managementl)artners colas/ images/ storiesPodf /MPSiteLongBeachProiect ndf
City of Long Beach, California — partial list
Financially Sustainable Budget Initiative
In 2012, Management Partners conducted an organizational scan to identify opportunities for restructuring or
improving services to achieve long -term financial stability. The project included conducting interviews, benchmarking
selected services and reviewing documents ranging from budget and organization charts to the City Charter and labor
association agreements. We also researched best practices from large municipalities and analyzed their applicability to
9
the City. Management Partners identified at least $28 million in potential savings that could be achieved through
changes in compensation, alternative service delivery and consolidation of similar functions within the government.
Since early 2013 we have provided project management services to implement the recommendations from the 2012
organizational scan. These include performing detailed feasibility studies for outsourcing street sweeping, refuse
hauling and employee assistance services; developing a labor relations "road map" for implementing compensation
changes; conducting fleet utilization and activity -based cost analyses; analyzing process improvements for the City's
business licensing and development review processes, and conducting organization structure reviews of the
Development Services and Public Works departments to align management structures and staffing with new fiscal
realities. We also conducted process improvement analysis for Long Beach's capital improvement project management
systems and identified several strategies for improving effectiveness, efficiency and accountability.
Fleet Activity -Based Cost Analysis
Management Partners conducted an activity -based cost analysis to quantify the fully burdened costs associated with
the City's major fleet maintenance and acquisition activities and to review the methodology for allocating those costs
to user departments. The project included a review of documents, interviews, data and financial analysis to calculate
shop labor rates, mark ups and productivity measures, benchmarking to compare calculated costs and productivity
with industry standards, and application of best practices. The analysis identified opportunities to increase the
efficiency of fleet operations and to improve transparency in how rates and charges are calculated and applied.
Outsourcing Analysis
Management Partners analyzed the City's street sweeping and refuse collection operations to identify opportunities for
providing the same or better level of service through competitive sourcing, and to quantify the potential cost savings
that could be achieved. The project included an extensive review of documents, interviews with managerial staff,
benchmarking, and the application of best practices. Our analysis Indicated Long Beach could
save between $1.6 and $2.3 million annually by outsourcing street sweeping
services and between $3.6 and $5.5 million by outsourcing refuse hauling
services. Subsequent to our analysis, we prepared Request for Proposals for each of these services. (emphasis
added)
Capital Improvement Project Management Review
Management Partners reviewed the systems being used by the Public Works Department to plan and execute capital
improvement projects and to identify opportunities for improved effectiveness, efficiency and accountability. The
review included interviewing staff and internal stakeholders representing other City departments; analyzing multiple
Capital Improvement Plan (CIP) documents, spreadsheets and other tools used by staff to track project status; and
applying best practices for CIP delivery.
Public Works Organizational Structure Review
10
Management Partners conducted a high -level evaluation of the Public Works Department's existing organization
structure, functions and staffing at the managerial level to identify opportunities for improved effectiveness and
efficiency, and to help inform decision making about a request to restore numerous positions to the department's
budget. The project included a review of documents, interviews with managers and supervisors, benchmarking, and
functional analysis. Specific recommendations were offered to improve management and accountability by filling two
existing positions, and to improve the level of communication, collaboration and teamwork between divisions.
Quoting from http://www.manageinenti)artners.com/images/ElMonteCaseStudy.pd f
City of El Monte: Financial Sustainability Plan 2015
Management Partners was retained to develop a financial sustainability plan for El Monte to help
the City bring its budget into balance. The project included a review of documents, interviews
with staff and elected officials, employee focus groups, an employee survey, and benchmarking
with comparable peer agencies. We also analyzed memorandums of understanding and side
letter agreements to pinpoint labor- related cost drivers, and developed a long -term forecasting
model to help staff and policy makers understand the fiscal impacts of potential decisions.
Recommendations for improving financial sustainability included a combination of revenue
enhancements, changes in compensation and benefits, expenditure reductions and efficiency
improvements. An implementation action plan was provided to help the City prioritize and
execute the recommendations.
Quoting from httn: / /www.managementpartners coin /images/ stories /ndf/MPSiteCamrobellProject ndf
City of Campbell, California 2013/2014
Management Partners was retained to conduct a review of the City's governmental organization and
services with the goal of identifying actions the City can take to assure long -term financial and operational
sustainability. The activities included analyzing current operational costs, identification of unmet needs
and associated costs, and the development of alternatives and recommendations to address both current
and unmet needs in a financially sustainable way, consistent with best governmental practices and policy
goals.
Quoting from http://www.managemenq?artners.co
;� more
11
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Quoting from httv://www.manageiiientpartners.com/services/services.html
Services
Management Partners offers a variety of services to local governments. Every project is tailored to meet
the specific needs of the client and each is designed to be implemented. Management Partners specializes
in the following:
Operations Improvement
Bring your organization to the height of its potential with a review of its efficiency and effectiveness. We
take a close look at the needs of your operations and identify the most effective use of existing resources
using best practices and innovative solutions. »more
Strategic Planning
Strategic or business planning is a vital tool for focusing the efforts of an organization, aligning resources,
and fostering communication between leaders, staff and stakeholder groups. »more
Service Sharing
Identify alternative service delivery methods as a way to save money and efficiently provide regional
services. In an era of strained budgets, more jurisdictions are finding ways of working together as unified
service providers. » more
Financial Planning/ Budgeting
12
Many organizations are using the current severe economic recession as an opportunity to roll out creative
ideas and business methods that were not possible in the past. »more
Organization Analysis
The perfect organization structure does not exist, nor does the perfect approach to doing business. An
organization's strengths change over time, and careful analysis can help achieve the best balance of
resources. > more
Organization Development
High performing organizations create opportunities for their team members, who are their most valuable
resource. Employee engagement can include training, mentoring and other growth - enabling measures,
often at very low cost to the organization. »more
Performance Management
How well is your organization doing? If you don't know, establishing a management system with outcome -
based performance measures, budgeting and benchmarking will help answer the question and highlight
accomplishments to the public, elected officials and staff. >>more
Process Improvement
We analyze business processes to eliminate redundancy, increase efficiency and provide great service to
customers and the community. By using best practices and input from employees, managers and the
community, we generate improvements to business processes. >>more
Facilitation and Training
People at all levels in an organization benefit from taking time out to better understand their roles. We
provide an approach that "gets everyone in the room" to uncover how they can best serve their
organization and their community. >>more
Executive Recruitment
We understand the environment in which local leaders operate, making Management Partners uniquely
qualified to find the right candidate for an executive management team. Each recruitment is designed to
meet the particular needs of the organization. >>more
Quoting
from htty: / /www.managementpartners.c
om/about/about-us.html
Management Partners is a professional management consulting firm specializing in helping government
organizations improve their operations for more than 20 years. We identify problems and best practices
that reveal ways to improve operations, and we take pride in delivering a quality product designed for
implementation.
13
Founded in 1994, Management Partners has a proven track record providing clients with professional
expertise in all aspects of local government management. Because our staff includes leaders and
managers with practical experience in all aspects of local government operations, our clients are able to
benefit from this knowledge. As consultants, we are committed to first -rate staff work for every single
engagement.
Management Partners has a management bias and a practical bent, qualities that are reflected in the way
we approach our assignments. Our client list includes many large cities and counties as well as small
cities, counties, villages, towns and townships throughout the United States. We assist special districts of
all types as well as public schools and community colleges.
Quoting from littp://www.1-nanagementpartners.coiii/blog/
Rod Gould ,joins Management Partners
MAY 26 201515Y JULIE, ZIiMMF.RMAN
Rod Gould, whose award - winning career in local government included stints as city manager of Santa
Monica, Poway, San Rafael and Monrovia, is joining Management Partners as vice president for
management, based in the firm's West Coast office.
Gould will assist West Regional Vice President Andrew Belknap in a range of responsibilities, including the
management of current projects, development of new projects, and recruitment and development of new
associates. Management Partners assists hundreds of local governments across the U.S., including many
in California, with projects that include performance management, strategic planning, organizational
analysis and financial forecasting.
"Throughout my career in city management,
I have been consistently impressed with the
quality and utility of Management Partners'
work," Gould said. "I'm eager to join such a
committed and expert group of
management consultants dedicated to
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excellence in local government, and I view
it as another stage of service. " (emphasis added)
Gould most recently led Santa Monica through a successful recovery from the recession. Highlights of his
five years in office include large -scale capital projects, advanced sustainability measures, a 20 percent
reduction in the homeless population, improved infrastructure maintenance and preservation of the city's
AAA bond rating.
JS:)
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