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Kelly Associates Management Group - RFP 2020-02 - Professional Strategic Planning Services S E M O C` , �', City of Rosemead, c,„,c PRIDE California o.pORATEO,95g A Proposal to Develop a Strategic Plan February 6, 2020 s�. itaNwiligagr Kelly Associates Management Group kelly associates Management Group February 6, 2020 Ms. Ericka Hernandez City Clerk City of Rosemead 8858 East Valley Boulevard Rosemead, CA 91770 SUBJECT: PROPOSAL TO DEVELOP A STRATEGIC PLAN Dear Ms. Hernandez: Kelly Associates Management Group LLC (KAMG) is pleased to submit this proposal to the City of Rosemead to facilitate the City's strategic planning process. We are looking forward to the possibility of working with you to develop a strategic plan that reflects the vision and needs of the community. I believe our staff's expertise makes us especially well-suited to assist Rosemead in developing effective programs and projects that are aimed at addressing the community's long-range strategic needs. Since 2011, KAMG has assisted a number of local government clients create and manage comprehensive strategic plans. The members of KAMG's staff are all seasoned, career municipal managers with extensive experience in developing and achieving community goals and objectives. (As an aside, I was a City Planning Intern in Rosemead from 1969 to 1971). In submitting this proposal, KAMG agrees to all conditions, instructions, descriptions and specifications contained in the City's Request for Proposal No. 2020-02 dated January 13, 2020. All work products submitted by KAMG in support of this proposal shall become the property of the City. Furthermore, KAMG guarantees that all aspects of this proposal including costs and rates shall remain in effect for a period of 60 days after the quote opening on Thursday, February 6, 2020. We look forward to working with the City of Rosemead. The Proposal Summary in Section I includes all relevant contact information if you have any questions. Sincerely, KELLY ASSOCIATES MANAGEMENT GROUP LLC William R. Kelly President/CEO 1110 Mirth Harbor Boulevard • Suite 900 • Fullerton • L1 • 92835 11.119.8132 City of Rosemead Proposal to Develop a Strategic Plan TABLE OF CONTENTS Section I — Proposal Summary 1 Section II — Profile of the Proposing Consultant 3 Section III — Qualifications of the Consultant 5 Section IV— Work Plan/Proposed Approach 9 Section V—Staffing 14 Section VI — Proposed Innovations 17 Section VII — Proposal Cost Sheets and Rates 18 Appendix A— Staff Resumes City of Rosemead Proposal to Develop a Strategic Plan Section I — Proposal Summary In 2011, William R. Kelly formed the Kelly Associates Management Group (KAMG) as a vehicle for former local government managers to continue offering their services to the profession by offering public sector organizations the opportunity to craft unique, creative solutions to the problems confronting their communities. Since then, the KAMG team has helped many clients develop and implement multi-year strategic and/or economic plans, goals and objectives that reflect environmental and stakeholder visions. The City of Rosemead now wishes to engage in a strategic planning process that addresses those long-term issues, goals, and priorities that are consistent with the City Council's vision and that focus on organizational best practices which enhance service levels within the community. KAMG proposes to solicit input to this process from both the community and from organizational stakeholders by utilizing a SWOT Analysis approach (Strengths, Weaknesses, Opportunities, Threats) that would establish a baseline of shared values and vision for the community which could then be crafted into strategic goals for the next ten years. In order to begin the process of crafting measurable objectives and strategies, KAMG will also ask stakeholders to identify what they see are the 5 to 10 most important policy directions the City should pursue that reflect the community's Mission, Vision and Core Values. In each of KAMG's strategic planning engagements, we have emphasized to our clients that reaching out to other stakeholders in the community can produce a more inclusive plan and usually results in greater community buy-in to individual goals and objectives. We've also encouraged our clients to take advantage of this process to provide the community with a broader understanding of the City's functions, it's fiscal and organizational challenges, and its role in regional issues and affairs. It has been our experience that a focused effort to communicate the adopted plan to residents, businesses and other organizations can help establish a broader and more consistent vision of the City's future. KAMG's proposal to assist the City of Rosemead in its strategic planning process reflects a 13- step Work Plan that includes information gathering, analysis, document preparation, review, and Plan presentation. For this work, KAMG proposes a fixed fee Professional Services Contract in the amount of$35,250. The following sheet contains KAMG's contact information. 1 City of Rosemead Proposal to Develop a Strategic Plan Contact Information Kelly Associates Management Group LLC William R. "Bill" Kelly, President/CEO 1440 North Harbor Boulevard, Suite 900 Fullerton, CA 92835 Cell: (714)837-7502 Email: williamk@ka-mg.com 2 City of Rosemead Proposal to Develop a Strategic Plan Section II — Profile of the Proposing Consultant Section II will provide an overview of Kelly Associates Management Group, highlighting the firm's expertise at delivering quality services to local government clients. Overview of Firm The Kelly Associates Management Group was formed to give public sector organizations the help they need to craft unique, creative solutions to the problems confronting their constituents. The KAMG team has proven its effectiveness in helping clients size up the environment, determine stake-holders, identify the landmines, figure out the best courses of action, and develop sound implementation strategies. What makes KAMG a particularly good partner is the breadth of experience its professional staff brings to every engagement. With an average of 35 years of public service experience each, all are former successful local government managers with proven track records who now offer their skills and knowledge on a consulting basis. KAMG has the resources to pull together the right team to deliver nearly any service a client may require, whether it's for a specific problem or project or to provide general, on-going staff assistance. Since 2011, the KAMG team has experience helping public sector clients in the following specialty areas: City Management Public Works& 410. Infrastructure Human Resources41110 Parks& Community& Recreation Economic Development Financial Stability, Capacity and Resources Kelly Associates Management Group is a California Limited Liability Corporation owned by William R. Kelly and Christine E. Kelly which operates out of its corporate office in Fullerton, 3 City of Rosemead Proposal to Develop a Strategic Plan California. The firm is currently in its 9th year of operation and has served over 40 local government and non-profit clients throughout the State. Currently, KAMG holds contracts with four local government clients, two of which are on-going retainers for general staff support and project management. The firm maintains adequate cash flow to meet its financial obligations which consist primarily of monthly staff salaries. As owner, Mr. Kelly has the flexibility to adjust salary expenses in order to accommodate cash flow requirements. Consequently, KAMG has the fiscal capability of providing the District's requested services. 4 City of Rosemead Proposal to Develop a Strategic Plan Section III — Qualifications of the Consultant Section III will expand on KAMG's experience and ability to develop the City of Rosemead's Strategic Plan. Experience with Similar Projects KAMG would bring to this engagement two important perspectives: 1) as consultants to government agencies and non-profit organizations, and 2) as long-time practitioners in the field of organizational management. As a company, KAMG has worked with small, medium-sized and large public organizations that have sought to establish multi-year planning tools that reflect environmental and stakeholder visions. These include community and/or economic strategic plans in the cities of Stanton, Signal Hill, Millbrae, Covina and Los Alamitos as well as for the Orange County Fair and Event Center, the Buena Park Police Department, the California Contract Cities Association (CCCA) and the East Valley Water District. KAMG has also facilitated goal-setting sessions for City Councils and Boards of Directors in several of our client cities and special districts. In each of KAMG's strategic planning engagements, it has been of utmost importance to gather a broad range of stakeholder input regarding the environment in which the organization functions. We have conducted both individual and group sessions in order to: • Help ascertain the strengths of the organization that allow it to pursue its goals and be successful • Evaluate the organization's weaknesses that hinder its ability to achieve its goals • Assess any opportunities in the environment that can help the organization achieve its goals • Identify any threats that could keep the organization from achieving its goals. Some of KAMG's clients, such as the City of Signal Hill, conducted extensive outreach to residents and businesses in the community to elicit their perspectives and visions for the future. In other instances, such as in Los Alamitos, Stanton and Buena Park, our clients kept their emphasis internal, focusing their strategic planning efforts on specific major issues facing their organization or on how their organizational alignment effected the allocation and utilization of resources for achieving goals. Finally, KAMG's work with the CCCA's Board of Directors was unique in that we were bringing together a diverse group of local elected leaders to develop and facilitate a process for soliciting member input and crafting an effective strategic plan for their represented entities. 5 City of Rosemead Proposal to Develop a Strategic Plan Pertinent Project Experience KAMG's President/CEO, William Kelly will serve as the project manager and primary point of contact for the City's Strategic Planning engagement. Mr. Kelly also served as the project manager for each of the engagements referenced below. IA 11 Pq 94 iCity of Millbrae. California tO 'P['F 0O Contact Name Ms. Marcia Raines Position President Public Sector Services Phone (650)995-4743 Email mraines.pss@gmail.com Project (NOTE:Ms. Raines was City Manager of Millbrae during KAMG's engagement) Description The City of Millbrae hired KAMG to create its 2013 Economic Development Strategic Plan.The purpose of this Plan was to help the City identify ways that it could still take a proactive approach to building a healthy economic base even in the absence of Redevelopment. KAMG's objectives for the project were to take a snapshot of the City's current status relative to its recent economic development goals and activities,to assess local and regional trends,to examine current growth opportunities, and to introduce a series of tools that the City could employ on a "go-forward" basis to help remain focused on addressing commercial, retail and industrial development. For several years following adoption of the Plan, KAMG continued to provide annual updates and consulted with the City on economic development issues. 0 City of Signal Hill, California Contact Name Mr. Ken Farfsing Position Retired Phone (626) 588 7156 Email Kcf817@aol.com Project (NOTE:Mr. Farfsing was City Manager of Signal Hill during KAMG's engagement) Description KAMG began working with the City of Signal Hill in July 2013 to develop a new Five- Year Strategic Plan. In addition to assessing fiscal and policy issues facing the City Council, KAMG was tasked to conduct a series of community outreach sessions including SWOT analyses with specific stakeholders, noticed community meetings and interviews with staff. While KAMG met all of the required task milestones, certain election-related issues in the community resulted in the City delaying final adoption and implementation of the Strategic Plan. 6 City of Rosemead Proposal to Develop a Strategic Plan \\ fo\ City of Stanton, California Contact Name Mr.James A. Box Position Director of Community Development City of Buena Park Phone (714) 562-3850 Email jbox@buenapark.com Project (NOTE:Mr. Box was City Manager of Stanton during KAMG's engagement) Description The City of Stanton's City Council retained KAMG in 2012 to revise its Community Strategic Plan.This involved considerable outreach to both the City Council and staff to evaluate progress towards achieving previously-established goals and objectives, identify local and regional trends, assess those dynamics at work in both the organization and community that can affect service delivery, establish new service priorities, and develop new goals,objectives and strategies for addressing priorities. KAMG also worked with the City to produce the 2014-15 Updated Strategic Plan that was approved by the City Council in March, 2015. KAMG met all of the City's schedule and budgetary timelines. 'OCFA C Orange County Fair and Event Center 'NEIContact Name Kathy Kramer Position President and General Manager Yakima Valley SunDome Phone (509) 248-7160 Email cwsf@fairfun.com Project (NOTE:Ms. Kramer was Chief Executive Officer of OCFEC during KAMG's Description engagement) KAMG was retained by the Orange County Fair and Event Center(OCFEC) in 2014 to develop a Five Year Strategic Business Plan.The OCFEC's goals were to define the role of the organization as a community based asset and develop strategic goals in support of this purpose, integrate the recommendations from the organization's 10-Year"Master Site Plan",ensure long-term fiscal stability for the organization with financial goals and metrics for key revenue drivers, define educational programming strategies and metrics around the organization's educational assets and develop strategies for funding this outreach, assess the OCFEC's service culture by reaching out and soliciting input from community and organizational stakeholders. Due to changes in organizational priorities, KAMG's draft Five-Year Business Plan was not submitted to the OCFEC Board. 7 City of Rosemead Proposal to Develop a Strategic Plan California Contract Cities Association Contact Name Mr. Marcel Rodarte Position Executive Director Address 11027 Downey Avenue Downey, CA 90241 Phone (562) 622-5533 Email Marcel@contractcities.org Project In June 2015, KAMG was hired by the 65-member California Contract Cities Description Association to develop a one- to three-year Strategic Plan. Working with a subcommittee and with the Executive Board, KAMG employed a SWOT analysis to gauge regional issues of importance to the Association's member jurisdictions and craft specific goals and objectives for addressing those issues. 8 City of Rosemead Proposal to Develop a Strategic Plan Section IV — Work Plan/Proposed Approach The City of Rosemead wishes to employ an inclusive strategic planning approach that works towards consensus on those strategic issues, goals, and priorities that are consistent with the City Council's vision. The resulting Strategic Plan is intended to focus on organizational best practices and identify programs, projects and initiatives that will enhance service levels within an ever-changing and evolving community environment. The sections below describe the process that KAMG would employ for soliciting and assessing stakeholder input to the Strategic Planning exercise. Review Current Strategic Plan and City Documents KAMG's first step will be to review the City's current "Strategic Plan 2018-2020" along with other key documents such as the adopted annual budget, the Comprehensive Annual Financial Report, the general plan, demographic information, etc. Using the data collected, KAMG will apply its knowledge and experience of best management practices to establish a baseline of community services and capabilities. SWOT Analysis KAMG will employ a SWOT Analysis approach (Strengths, Weaknesses, Opportunities, Threats) at the proposed Community Engagement Events and during the Initial Planning Meetings with major organizational stakeholders (City Council, City Manager, Executive Staff). The purpose of these outreach efforts would be to establish a baseline of shared values and vision for the community which could then be crafted into strategic objectives for the next ten years. The strategic objectives that evolve from the SWOT Analysis must be carefully weighed against current projects, programs and policies in order to properly assess what the City is capable of achieving. The ability to close the "gap" between today's reality and the community's long-term vision will depend in large part on an honest assessment of the many opportunities and threats in the environment that impact the organization. "Opportunities" are those factors that are available in the environment that can help the organization achieve its goals (as opposed to a "wish list" of desired outcomes). On the other hand, "threats" are those pitfalls looming in the environment that could throw up roadblocks or otherwise keep the organization from achieving its goals. While broad consensus may be reached on what the community's vision for the future is, the strategic plan that results from this process must include a carefully crafted implementation plan that would identify the individuals who would be accountable for meeting goals, a timeframe for accomplishment, and a system for measuring results against targeted expectations. 9 City of Rosemead Proposal to Develop a Strategic Plan Initial Planning Meetings & Study Session #1 KAMG will conduct Initial Planning Meetings with each designated stakeholder (City Council, City Manager, Executive Staff) for the purpose of engaging in the SWOT Analysis exercise. Specifically, the stakeholders will be asked to address the following: • What are the STRENGTHS of the organization and community that allows the City to pursue its goals and be successful? • What WEAKNESSES exist that hinder the City's ability to achieve its goals? • What OPPORTUNITIES does the environment afford the City that can help it achieve its goals? • What THREATS are lurking in the environment that could throw up roadblocks or otherwise keep the City from achieving its goals? Within the context of the SWOT analysis, stakeholders will also be asked to identify what they see are the 5 to 10 most important Targeted Goals that the City should be pursuing within the next 10 years. In this instance, "Goals" are defined as major City Council policy directions given to the staff that are aimed at addressing current needs (as well as those in the foreseeable future) and which reflect the City's Mission, Vision and Core Values. Following these Initial Planning Meetings, KAMG recommends conducting the first of 3 City Council Study Sessions to explore common themes and visions that would be helpful when soliciting public input. Community Engagement Event(s) The City's Request for Proposal indicates that KAMG shall facilitate one or more Community Engagement Events. While the specific scope and logistics of these events are yet to be determined, it is important to note that KAMG has conducted many such outreach efforts for other client's (strategic planning, community visioning, public education, organizational assessment, etc.). For the Rosemead events, KAMG would employ both plenary and small-group exercises to encourage maximum participation. The session would begin with an overview of the strategic planning process, a discussion about the City's vision and mission, and a summary of the City's current budget and finances. The participants would be divided into round-table groups to work through the components of the SWOT Analysis. At the end of the discussion, a spokesperson from each table would present their table's input to the entire group. These results would be recorded on flip charts. 10 City of Rosemead Proposal to Develop a Strategic Plan Status Memorandum and Study Session #2 Following the first City Council Study Session and the Community Engagement Event, KAMG will prepare a memorandum to the City Council and City Manager summarizing the input received and identifying major strategic issue areas along with recommendations for a series of short-, medium- and long-term Targeted Goals. Following distribution of the Status Memorandum, KAMG recommends conducting City Council Study Session #2 to discuss the information provided and to seek consensus on final Targeted Goals. Development of Objectives and Strategies KAMG believes that once consensus is reached on the Targeted Goals for the 10-year Strategic Plan, the responsibility should then fall to the City staff to create measureable objectives and strategies for achieving the goals along with reasonably expected completion dates and the designation of responsible staff members. KAMG will facilitate an exercise with the City Manager and the Executive Staff to begin developing these objectives and strategies for each Targeted Goal within the context of both its importance to the City and feasibility of implementation.The end result of this exercise would be a series of actual objectives and strategies that can be tracked and measured over the life of the Strategic Plan. Draft Strategic Plan & Study Session #3 Once final objectives and strategies are developed, KAMG will produce the draft 10-Year Strategic Plan. The draft Strategic Plan would be presented to the City Council, City Manager and Executive Staff at the third City Council Study Session for review and comment. Final Strategic Plan Based on any feedback received, KAMG will then prepare the final 10-Year Strategic Plan for formal submission and presentation to the City Council. Task List The following is a task list for implementing the Work Plan along with an estimated timeframe for implementation: 11 0 0 I I t City of Rosemead Proposal to Develop a Strategic Plan Task Activity Task 1 Project Orientation Initial logistics meeting with staff. Task 2 Background Document Review Review City-provided background documents (current goals and objectives, budget, CAFR, CIP, General Plan, etc.). Task 3 Initial Planning Meetings Conduct interviews with designated stakeholders (City Council, City Manager, Executive Staff) for the purpose of reviewing the City's 2018- 2020 Strategic Plan and engaging in the SWOT Analysis exercise for the new 10-Year Plan. This Task assume individual 1-hour interviews with five (5) City Council members, the City Manager, and eight (8) Executive Staff members (Department heads plus the Assistant City Manager, not including the City Attorney). Task 4 City Council Study Session No. 1 Review and summarize the results of the Initial Planning Meetings. Task 5 Prep For Community Engagement Events Prepare handouts and other materials NOTE: At this point, it is unknown how many events will be required and how the logistics for these events will be handled (i.e., facilities, noticing and/or invitations, copying, refreshments, etc.). This Task assumes that the City will handle all event logistics. Task 6 Community Engagement Event Facilitate a half-day Community Engagement Event to conduct a SWOT analysis for the purpose of examining public perceptions and observations about the community's future. NOTE: This proposal assumes one event and includes travel, set-up and breakdown time. Task 7 Status Memorandum Prepare a Status Memorandum to the City Council and City Manager summarizing all input received during the Initial Planning Meetings, City Council Study Session No. 1, and the Community Engagement Event. The memo will identify major strategic issue areas along with recommendations for Targeted Goals. Task 8 City Council Study Session No. 2 The purpose of this City Council Study Session No. 2 is to review all input received and seek consensus on final Targeted Goals. Task 9 Develop Objectives and Strategies Facilitate an exercise with the City Manager and Executive Staff to generate measurable objectives and strategies to meet all of the Targeted Goals. Task 10 Prep Draft Strategic Plan Prepare the draft 10-Year Strategic Plan. 12 City of Rosemead Proposal to Develop a Strategic Plan Task Activity Task 11 City Council Study Session No. 3 Facilitate City Council Study Session No. 2 focusing on the draft Strategic Plan. Task 12 Prep Final Strategic Plan Based on feedback received during Task 11, prepare the final 10-Year Strategic Plan. Task 13 Strategic Plan Report Deliver and present final 10-Year Strategic Plan Report. Assuming a March 1, 2020 start date, KAMG is confident that it can deliver the 10-Year Strategic Plan within the 180-day timeframe specified in the City's Request for Proposal. Please note that the number and scope of Community Engagement Events has yet to be determined. KAMG's proposal envisions a single community outreach event; however, if additional events are required, KAMG reserves the right to adjust the fixed fee amount accordingly. 13 City of Rosemead Proposal to Develop a Strategic Plan Section V — Staffing For the purposes of this engagement KAMG, will assign the following staff: • William R. "Bill" Kelly, President/CEO • Christine E. Kelly, Executive Vice President • David A. Gruchow, Principal The following describes the key KAMG personnel that will be assigned to meet the terms of this engagement including their qualifications and responsibilities. Resumes for these individuals are included in Appendix A at the end of this proposal. William R. "Bill" Kelly William R. "Bill" Kelly is KAMG's President/CEO where he specializes in the areas of organizational management, strategic planning, team building, economic development, and city planning. He will serve as KAMG's primary point of contact for this engagement and will conduct all interviews and presentations. Mr. Kelly previously served as the Chief Operating Officer for Urban Futures, Inc. for four years where he consulted with many local agencies. Prior to that, Bill was the City Manager of the City of Arcadia and Executive Director of the Redevelopment Agency for 14 years. He has also held positions of Deputy City Manager, Director of Community Development, Director of Development Services, and Director of Planning and Building for several California municipalities. He also served as Vice Chair of the State of California CLETS Committee and as Chair of the L. A. County Emergency Medical Services Commission. Mr. Kelly brings to the engagement the experience of one who has served the public sector as a department director, a City Manager and a private consultant. Mr. Kelly has a Bachelor of Science degree in City Planning from California State Polytechnic University, Pomona, an MPA from the University of Southern California, and both an Executive MBA and MA in Management from Claremont Graduate University, where he has also taken Doctoral Studies in Executive Management. He is an Adjunct Professor at the University of Southern California, Price School of Public Policy and is also a POST-certified instructor for statewide Police Team Building. 14 City of Rosemead Proposal to Develop a Strategic Plan Christine E. Kelly Christine E. "Chris" Kelly is KAMG's Executive Vice President where she specializes in the areas of project oversight, permit streamlining, economic development, and city planning. Her experience and expertise will be valuable in assessing the City's current services and finances and assisting in conducting of the Community Engagement Event(s). Ms. Kelly recently served as Land Use Services Director for the County of San Bernardino, overseeing Planning, Building and Safety, Code Enforcement, and Mining. Prior to that, she was the Community Development Director for the cities of Chino Hills, Pomona, Brea, and Cypress. Other positions she has previously held throughout her career include Director of Development Services, Building and Safety, and Redevelopment for several California municipalities. Finally, she also worked as a Senior Project Manager for Hogle-Ireland, overseeing the Chapman University Specific Plan and building expansion, as well as other agency specific plans. Ms. Kelly received her Bachelor of Arts degree in Anthropology and a Master's degree in Public Administration, both from California State University, Long Beach. She also received a Certificate in Urban Studies from the same institution. Ms. Kelly has served as Adjunct Faculty, teaching Economic Development in the Masters of Public Administration Program at California State University, Long Beach. David A. Gruchow David A. Gruchow, Principal, specializes in research and analysis and has worked closely with the KAMG team since 2009 after a 33-year career in city government. For this engagement, he will provide data collection and research assistance as well as preparation of all deliverables. For the first 16 years of his public service, Mr. Gruchow held staff and management positions in several departments in the City of Long Beach including Recreation, Finance, General Services, Public Works and the City Manager's Office. For the last 17 years, he served as Assistant City Manager and Assistant Redevelopment Agency Executive Director for the City of Yorba Linda where he managed several high-profile development projects. He also served as a Principal with Urban Futures, Inc. for two and a half years specializing in redevelopment and economic development. During his career, Mr. Gruchow has acquired extensive experience in local government finance and budgeting, Human Resources, capital improvement planning, public works, parks & recreation, public information, and community development/redevelopment. He has also participated in, and managed, various strategic planning and goal setting efforts. 15 City of Rosemead Proposal to Develop a Strategic Plan Mr. Gruchow has a Bachelor's degree in Political Science/Public Administration (with a minor in Speech Communications) and a Master's degree in Public Administration, both from California State University, Long Beach. 16 City of Rosemead Proposal to Develop a Strategic Plan Section VI — Proposed Innovations The strategic planning method that typically works best in the public sector is one that identifies the alignment of community and organizational values within the context of historic experience and the changing, evolving environment. One of the most important considerations during a strategic planning process, and the one that is often the most difficult to achieve, is putting current problems and issues into a longer-range context. Too frequently, there is a propensity to focus on the immediate needs of the community and/or organization without due consideration of how these needs might manifest themselves in three years, or five years or ten (or whether they will be of any consequence at all). Utilizing a SWOT Analysis (strengths, weaknesses, opportunities, threats), can help broaden a stakeholder's perspective of future conditions. In the past, KAMG has found that reaching out to other stakeholders in the community can produce a more inclusive plan and usually results in greater community buy-in to individual goals and objectives. When clients have included such community engagement into their process, they've realized significant benefits when the outreach events and workshops incorporate an educational component at the very beginning to establish a common baseline of understanding. Such an opening presentation may be made by the Mayor, a member of the City Council, City staff or KAMG and should include topics such the following: • An historical perspective of the City • An overview of the City's organization and function • A discussion about the City's budget and general financial status • A discussion about current issues and challenges • A discussion about the City's role in regional and state affairs It has also been KAMG's experience that a focused effort to communicate the adopted Strategic Plan to residents, businesses and other organizations can help establish a broader and more consistent vision of the City's future. 17 City of Rosemead Proposal to Develop a Strategic Plan Section VII — Proposed Cost Sheet and Rates KAMG proposes to utilize a blended corporate rate of $250 per hour for the work described in Section IV of this proposal for a fixed fee Professional Services Contract amount of: THIRTY-FIVE THOUSAND TWO HUNDRED AND FIFTY DOLLARS ($35,250)1 The fees include a reasonable allowance for expenses (i.e., travel time, meetings, office, etc.). KAMG will provide the City with an electronic version of the final report which the City can then copy for distribution. It is proposed that the Professional Fees be paid as follows: 1. 20% ($7,050) upon execution of a Professional Services Agreement 2. 20% ($7,050) upon delivery of the Status Memorandum (Task 7) 3. 60%($21,150) upon presentation of the final Strategic Plan to the City(Task 13) In addition to the fee proposal above, the City may wish to consider certain optional KAMG services depending on the results of the study and subsequent City Council direction. These additional/optional tasks would be performed by KAMG under a separately negotiated agreement and would be billed to the City based on the following rate schedule2: President/CEO $295/hr Executive Vice President $250/hr Managing Principal $250/hr Principal $200/hr Senior Associate $150/hr Any out of pocket expenses incurred for additional work would be billed based on actual cost plus 10%. Additional/optional tasks may include (but are not limited to) the following: • Development of an on-going progress monitoring program. • Conduct the two-year follow-up reviews as specified in the City's Request for Proposal (NOTE: KAMG estimates that these reviews would require approximately 40.0 hours and would include a review of the status of all objectives and implementation strategies, meetings with the City Manager, preparation of a written report and a presentation to 1 The proposed fixed fee amount is subject to a final determination as to the number of Community Engagement Events that will be required(the proposal as submitted assumes one Event). Each event assumes a fee of$4,000. 2 The rate schedule reflects KAMG's corporate billing rates at the time of this proposal. 18 City of Rosemead Proposal to Develop a Strategic Plan the City Council. This work would be billed on a time and materials basis utilizing the applicable hourly rates effective at the time of the engagement). 19 Appendix A Staff Resumes Kelly Associates Management Group LLC Resume of William R. "Bill" Kelly President/CEO Education Project Experience • Doctoral Studies in Executive • President/CEO, Kelly Associates Management, Claremont Graduate Management Group LLC University • Chief Operating Officer, Urban • Executive Masters of Business Futures Inc. • Administration, Claremont Graduate City Manager, City of Arcadia University ■ Principal, GRC Consulting Inc. • Masters of Arts in Management, • Deputy City Manager/Community Claremont Graduate University Development Director, City of • Masters of Public Administration, Burbank • Director of Development Services, University of Southern California • Bachelor of Science - Urban Planning, City of Brea • California State Polytechnic University- Director of Community Pomona Development/Public Works, City of Baldwin Park Qualifications • Director of Planning and Building, City of San Bruno William R. (Bill) Kelly is President/CEO of • City Planner, City of Glendora • Kelly Associates Management Group LLC Vice Chair/Member, State of where he specializes in the areas of California Law Enforcement organizational management, economic Telecommunications Commission • development,redevelopment, and city Chair ice Chair/Member, Los planning. Mr. Kelly also served as the Chief Angeles County Emergency Services Operating Officer for Urban Futures, Inc. for Commission • four years where he consulted with many local Adjunct Professor, University of agencies. Prior to that,he was the City Southern California-Price School of Manager of the City of Arcadia and Executive Public Policy • Director of the Redevelopment Agency for 14 Adjunct Faculty, California State years and also held positions of Deputy City University, Long Beach- Graduate Manager, Director of Community School of Public Policy • Development, Director of Development Adjunct Assistant Professor, Services, and Director of Planning and California State University, San Building for several California municipalities. Francisco-Graduate Program in Environmental Planning Mr. Kelly is an Adjunct Professor at the University of Southern California, Price School of Public Policy and is also a POST certified instructor for statewide Police Team Building. 1440 north harbor boulevard ■ suite 900 . fullerton . ca • 92835 714.449.8432 Kelly Associates Management Group LLC Resume of Christine E. "Chris" Kelly Executive Vice President Education Project Experience • • Masters of Public Administration, Executive Vice President, Kelly California State University, Long Associates Management Group LLC Beach • Land Use Services Director, County • Certificate in Urban Studies, California of San Bernardino State University, Long Beach • Community Development Director, • Bachelor of Arts in Anthropology, City of Chino Hills • California State University, Long Senior Project Manager, Hogle- Beach Ireland, Inc. • Director of Community Qualifications Development/Deputy Executive Director of Redevelopment, City of Christine(Chris)Kelly is Executive Vice Pomona • President of Kelly Associates Management Director of Development Services, Group LLC,where she specializes in the areas City of Brea • of project oversight,permit streamlining, Director of Community economic development, and city planning. Development/Deputy Executive Ms. Kelly recently served as Land Use Director Redevelopment, City of Services Director for the County of San Cypress • Bernardino, overseeing Planning, Building Associate Planner, City of Cypress • and Safety, Code Enforcement, and Mining. Administrative Analyst to the City Prior to that she was the Community Manager, City of Bellflower • Development Director for the City of Chino Adjunct Faculty, California State Hills, and throughout her career, held previous University, Long Beach—Graduate positions as Director of Development School of Public Policy Services, Building and Safety, and Redevelopment for several California Municipalities. Finally, she also worked as a Senior Project Manager for Hole-Ireland, overseeing the Chapman University Specific Plan and building expansion, as well as other agency specific plans. Ms. Kelly served as Adjunct Faculty,teaching Economic Development in the Masters of Public Administration Program at California State University, Long Beach. 1 1 10 north harbor boulevard • suite 900 • fullerton • ca • 92835 714.449.8432 Kelly Associates Management Group LLC Resume of David A. Gruchow Principal Education Project Experience • ■ Master of Public Administration, Principal,Kelly Associates California State University, Long Management Group LLC Beach • Principal, Urban Futures Inc. • Assistant City Manager/Assistant • Bachelor of Arts—Political Redevelopment Agency Executive Science/Public Administration, Director, City of Yorba Linda California State University, Long • Administrative Officer—Public Beach Works, City of Long Beach • Executive Assistant to the City Manager, City of Long Beach Qualifications • Senior Administrative Analyst, City of Long Beach David Gruchow has consulted to public sector • Recreation Leader, City of Long clients since 2009 after a 33-year career in city Beach government. For the first 16 years,he held staff and management positions in several departments in the City of Long Beach. For the last 17 years, he served as Assistant City Manager and Assistant Redevelopment Agency Executive Director for the City of Yorba Linda. Mr. Gruchow also served as a Principal with Urban Futures, Inc. for two and a half years specializing in redevelopment and economic development. In addition to his extensive knowledge of government finance and management practices,Mr. Gruchow's major strength lies in his ability to pull together and manage teams of people to address complex problems. His active involvement in several high-profile development projects in Yorba Linda makes him a key member of the project team. 1440 north harbor boulevard • suite 900 an fullerton • ca on 92835 714.449.8432