HomeMy WebLinkAbout4.11 Agreement with Matrix Consulting Group for Staffing Analysis and Optimization Planning Services for the Public Works DepartmentSTAFF REPORT
CITY COUNCIL
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Agenda Item 4.11
DATE:December 7, 2021
TO:Honorable Mayor and City Councilmembers
FROM:Linda Smith, City Manager
SUBJECT:Agreement with Matrix Consulting Group for Staffing Analysis and Optimization Planning Services for the Public Works DepartmentPrepared by:Jordan Foss, Management Analyst II
EXECUTIVE SUMMARY:The City Council will consider an agreement with Matrix Consulting Group for staffing analysis and optimization planning for the Public Works Department.
STAFF RECOMMENDATION:Adopt the Resolution Approving an Agreement with Matrix Consulting Group for Staffing Analysis and Optimization Planning Services for the Public Works Department.
FINANCIAL IMPACT:The agreement cost is not to exceed $51,500 through June 2022, which includes $47,100 for staffing analysis and optimization planning services, plus additional funds of $4,400 for reimbursable expenses as needed. There is sufficient funding in the Fiscal Year 2021-22 Budget tocover these costs.
DESCRIPTION:On July 16, 2021, the City issued a Request for Proposals (RFQ) for staffing analysis and optimization planning for the Public Works Department. Through the RFQ, the Public Works Department sought consultant services to perform an in-depth analysis of current staffing and operations and to create a staffing optimization plan. The RFQ specified that selection would be based on quality and completeness of submissions, as well as a firm's experience with engagements of similar scope and complexity. The RFQ was sent to a list of potential consultantsand posted on the City's website.In response to the RFQ, Staff received proposals from Matrix Consulting Group, Citygate Associates, Koff & Associates, Raftelis (The Novak Consulting Group), Regional Government Services, and Transformance Consulting. After reviewing the proposals, Staff determined Matrix
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Consulting Group was the most responsive in terms of experience and best meets the requirements of the RFQ. Matrix Consulting Group has provided similar services to an extensive client list including San Mateo County, the cities of Menlo Park, Milpitas, Palo Alto, San Mateo, Sunnyvale, and Tiburon, as well as many other cities nationwide.The services provided by Matrix Consulting Group in the agreement will include a holistic review and analysis of the Public Works Department current staffing and operations. Matrix Consulting Group will then create a detailed staffing optimization plan with both near-term and build-out implementation strategies. In providing these services, Matrix Consulting Group will review operating and capital improvement budgets. They will also utilize City plans and initiatives, such as the Capital Improvement Program; Climate Action Plan; Bike and Ped Master Plan; Downtown Dublin Vision, Downtown Specific Plan, and Downtown Streetscape Master Plan; ADA Transition Plan; and other plans and initiatives referenced in the Request for Qualifications to ensure comprehension of the Department’s purpose and direction. Additionally, City Staff has confirmed the revised schedule provided by Matrix Consulting Group, as shown in the Agreement (Attachment 2), is correct and that Matrix Consulting Group staff is available and will be appropriately allocated to the project for the entirety of the agreement, including during the holidays.
STRATEGIC PLAN INITIATIVE:None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:The City Council Agenda was posted.
ATTACHMENTS:1) Resolution Approving an Agreement with Matrix Consulting Group for Staffing Analysis and Optimization Planning Services for the Public Works Department2) Exhibit A to the Resolution –Agreement with Matrix Consulting Group for Staffing Analysis and Optimization Planning Services 3) Request for Qualifications for Staffing Analysis and Optimization Planning4) Proposal from Matrix Consulting Group
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Attachment 1
Reso. No. XX-21, Item X.X, Adopted 12/07/21 Page 1 of 1
RESOLUTION NO. XX – 21
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
APPROVING AN AGREEMENT WITH MATRIX CONSULTING GROUP FOR STAFFING
ANALYSIS AND OPTIMIZATION PLANNING SERVICES FOR THE PUBLIC WORKS
DEPARTMENT
WHEREAS,Staff issued a Request for Qualifications (RFQ) for staffing analysis and
optimization planning services for the Public Works Department; and
WHEREAS,the City received six responses to the RFQ; and
WHEREAS,Staff reviewed and evaluated the proposals in accordance with the RFQ
rating criteria and determined that Matrix Consulting Group best met the City desired scope of
services, based on quality, completeness of the submission, and the firm’s experience with
engagements of similar scope and complexity; and
WHEREAS, the City desires to enter into an agreement with Matrix Consulting Group for
a not-to-exceed amount of $51,500 over a seven month term for staffing analysis and
optimization planning services for the Public Works Department.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does
hereby approve the Agreement with Matrix Consulting Group attached hereto as Exhibit A.
BE IT FURTHER RESOLVED that the City Manager is authorized to execute the
Agreement and make any necessary, non-substantive changes to carry out the intent of this
Resolution.
PASSED, APPROVED AND ADOPTED this 7th day of December 2021, by the following
vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
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CONSULTING SERVICES AGREEMENT BETWEEN THE CITY OF DUBLIN AND
MATRIX CONSULTING GROUP
FOR
STAFFING ANALYSIS AND OPTIMIZATION PLANNING SERVICES
THIS AGREEMENT for consulting services is made by and between the City of Dublin (“City”) and
Matrix Consulting Group (“Consultant”) (together sometimes referred to as the “Parties”) as of December 7,
2021 (the “Effective Date”).
Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Consultant
shall provide to City the services described in the Scope of Work attached as Exhibit A at the time and
place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms
of this Agreement and Exhibit A, the Agreement shall prevail.
1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall
end on June 30, 2022, the date of completion specified in Exhibit A, and Consultant shall
complete the work described in Exhibit A on or before that date, unless the term of the
Agreement is otherwise terminated or extended, as provided for in Section 8. The time
provided to Consultant to complete the services required by this Agreement shall not affect
the City’s right to terminate the Agreement, as referenced in Section 8. Notwithstanding
the foregoing this Agreement may be extended on a month-to-month basis for up to 6
months upon the written consent of the Consultant and the City Manager, provided that: a)
sufficient funds have been appropriated for such purchase, b) the price charged by the
Consultant for the provision of the serves described in Exhibit A does not increase. None
of the foregoing shall affect the City’s right to terminate the Agreement as provided for in
Section 8.
1.2 Standard of Performance. Consultant shall perform all services required pursuant to this
Agreement in the manner and according to the standards observed by a competent
practitioner of the profession in which Consultant is engaged.
1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform
services pursuant to this Agreement. In the event that City, in its sole discretion, at any
time during the term of this Agreement, desires the reassignment of any such persons,
Consultant shall, immediately upon receiving notice from City of such desire of City,
reassign such person or persons.
1.4 Time. Consultant shall devote such time to the performance of services pursuant to this
Agreement as may be reasonably necessary to meet the standard of performance
provided in Subsection 1.2 above and to satisfy Consultant’s obligations hereunder.
Section 2. COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed
$51,500.00, notwithstanding any contrary indications that may be contained in Consultant’s proposal, for
Attachment 2
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services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict
between this Agreement and Consultant’s proposal, attached as Exhibit A, regarding the amount of
compensation, the Agreement shall prevail. City shall pay Consultant for services rendered pursuant to this
Agreement at the time and in the manner set forth herein. The payments specified below shall be the only
payments from City to Consultant for services rendered pursuant to this Agreement. Consultant shall
submit all invoices to City in the manner specified herein. Except as specifically authorized by City in
writing, Consultant shall not bill City for duplicate services performed by more than one person.
Consultant and City acknowledge and agree that compensation paid by City to Consultant under this
Agreement is based upon Consultant’s estimated costs of providing the services required hereunder,
including salaries and benefits of employees and subcontractors of Consultant. Consequently, the Parties
further agree that compensation hereunder is intended to include the costs of contributions to any pensions
and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City
therefore has no responsibility for such contributions beyond compensation required under this Agreement.
2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the
term of this Agreement, based on the cost for services performed and reimbursable costs
incurred prior to the invoice date. No individual performing work under this Agreement shall
bill more than 2,000 hours in a fiscal year unless approved, in writing, by the City Manager
or his/her designee. Invoices shall contain the following information:
Serial identifications of progress bills; i.e., Progress Bill No. 1 for the first invoice, etc.;
The beginning and ending dates of the billing period;
A Task Summary containing the original contract amount, the amount of prior billings,
the total due this period, the balance available under the Agreement, and the
percentage of completion;
A copy of the applicable time entries or time sheets shall be submitted showing the
following:
o Daily logs of total hours worked by each individual performing work under
this Agreement
o Hours must be logged in increments of tenths of an hour or quarter hour
o If this Agreement covers multiple projects, all hours must also be logged
by project assignment
o A brief description of the work, and each reimbursable expense
The total number of hours of work performed under the Agreement by Consultant and
each employee, agent, and subcontractor of Consultant performing services
hereunder;
The Consultant’s signature;
Consultant shall give separate notice to the City when the total number of hours
worked by Consultant and any individual employee, agent, or subcontractor of
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Consultant reaches or exceeds 800 hours within a 12-month period under this
Agreement and any other agreement between Consultant and City. Such notice shall
include an estimate of the time necessary to complete work described in Exhibit A and
the estimate of time necessary to complete work under any other agreement between
Consultant and City, if applicable.
2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for
services satisfactorily performed, and for authorized reimbursable costs incurred. City
shall have 30 days from the receipt of an invoice that complies with all of the requirements
above to pay Consultant.
2.3 Final Payment. City shall pay the last 10% of the total sum due pursuant to this
Agreement within 60 days after completion of the services and submittal to City of a final
invoice, if all services required have been satisfactorily performed.
2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to
this Agreement. City shall not pay any additional sum for any expense or cost whatsoever
incurred by Consultant in rendering services pursuant to this Agreement. City shall make
no payment for any extra, further, or additional service pursuant to this Agreement.
In no event shall Consultant submit any invoice for an amount in excess of the maximum
amount of compensation provided above either for a task or for the entire Agreement,
unless the Agreement is modified prior to the submission of such an invoice by a properly
executed change order or amendment.
2.5 Hourly Fees. Fees for work performed by Consultant on an hourly basis shall not exceed
the amounts shown on the compensation schedule attached hereto as Exhibit B.
2.6 Reimbursable Expenses. Reimbursable expenses are specified in Exhibit B, and shall
not exceed $4,400. Expenses not listed in Exhibit B are not chargeable to City.
Reimbursable expenses are included in the total amount of compensation provided under
this Agreement that shall not be exceeded.
2.7 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes
incurred under this Agreement and any similar federal or state taxes.
2.8 Payment upon Termination. In the event that the City or Consultant terminates this
Agreement pursuant to Section 8, the City shall compensate the Consultant for all
outstanding costs and reimbursable expenses incurred for work satisfactorily completed as
of the date of written notice of termination. Consultant shall maintain adequate logs and
timesheets to verify costs incurred to that date.
2.9 Authorization to Perform Services. The Consultant is not authorized to perform any
services or incur any costs whatsoever under the terms of this Agreement until receipt of
authorization from the Contract Administrator.
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Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole
cost and expense, provide all facilities and equipment that may be necessary to perform the services
required by this Agreement. City shall make available to Consultant only the facilities and equipment listed
in this section, and only under the terms and conditions set forth herein.
City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be
reasonably necessary for Consultant’s use while consulting with City employees and reviewing records and
the information in possession of the City. The location, quantity, and time of furnishing those facilities shall
be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve
incurring any direct expense, including but not limited to computer, long-distance telephone or other
communication charges, vehicles, and reproduction facilities.
Section 4. INSURANCE REQUIREMENTS. Before fully executing this Agreement, Consultant, at its
own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance
listed below against claims for injuries to persons or damages to property that may arise from or in
connection with the performance of the work hereunder by the Consultant and its agents, representatives,
employees, and subcontractors. Consistent with the following provisions, Consultant shall provide proof
satisfactory to City of such insurance that meets the requirements of this section and under forms of
insurance satisfactory in all respects, and that such insurance is in effect prior to beginning work.
Consultant shall maintain the insurance policies required by this section throughout the term of this
Agreement. The cost of such insurance shall be included in the Consultant's bid or proposal. Consultant
shall not allow any subcontractor to commence work on any subcontract until Consultant has obtained all
insurance required herein for the subcontractor(s) and provided evidence to City that such insurance is in
effect. VERIFICATION OF THE REQUIRED INSURANCE SHALL BE SUBMITTED AND MADE PART OF
THIS AGREEMENT PRIOR TO EXECUTION. Consultant shall maintain all required insurance listed
herein for the duration of this Agreement.
4.1 Workers’ Compensation.
4.1.1 General Requirements. Consultant shall, at its sole cost and expense, maintain
Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for
any and all persons employed directly or indirectly by Consultant. The Statutory
Workers’ Compensation Insurance and Employer’s Liability Insurance shall be
provided with limits of not less than $1,000,000 per accident. In the alternative,
Consultant may rely on a self-insurance program to meet these requirements, but
only if the program of self-insurance complies fully with the provisions of the
California Labor Code. Determination of whether a self-insurance program meets
the standards of the California Labor Code shall be solely in the discretion of the
Contract Administrator.
The Workers’ Compensation policy shall be endorsed with a waiver of subrogation
in favor of the entity for all work performed by the Consultant, its employees,
agents, and subcontractors.
4.1.2 Submittal Requirements. To comply with Subsection 4.1, Consultant shall
submit the following:
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a. Certificate of Liability Insurance in the amounts specified in the section;
and
b. Waiver of Subrogation Endorsement as required by the section.
4.2 Commercial General and Automobile Liability Insurance.
4.2.1 General Requirements. Consultant, at its own cost and expense, shall maintain
commercial general liability insurance for the term of this Agreement in an amount
not less than $1,000,000 and automobile liability insurance for the term of this
Agreement in an amount not less than $1,000,000 per occurrence, combined
single limit coverage for risks associated with the work contemplated by this
Agreement. If a Commercial General Liability Insurance or an Automobile Liability
form or other form with a general aggregate limit is used, either the general
aggregate limit shall apply separately to the work to be performed under this
Agreement or the general aggregate limit shall be at least twice the required
occurrence limit. Such coverage shall include but shall not be limited to, protection
against claims arising from bodily and personal injury, including death resulting
therefrom, and damage to property resulting from activities contemplated under
this Agreement, including without limitation, blanket contractual liability and the
use of owned and non-owned automobiles.
4.2.2 Minimum Scope of Coverage. Commercial general coverage shall be at least as
broad as Insurance Services Office Commercial General Liability occurrence form
CG 0001 (most recent edition) covering comprehensive General Liability on an
“occurrence” basis. Automobile coverage shall be at least as broad as Insurance
Services Office Automobile Liability form CA 0001, Code 1 (any auto). No
endorsement shall be attached limiting the coverage.
4.2.3 Additional Requirements. Each of the following shall be included in the
insurance coverage or added as a certified endorsement to the policy:
a. The Insurance shall cover on an occurrence or an accident basis, and not
on a claims-made basis.
b. City, its officers, officials, employees, and volunteers are to be covered as
additional insureds as respects: liability arising out of work or operations
performed by or on behalf of the Consultant; or automobiles owned,
leased, hired, or borrowed by the Consultant.
c. Consultant hereby agrees to waive subrogation which any insurer or
contractor may require from vendor by virtue of the payment of any loss.
Consultant agrees to obtain any endorsements that may be necessary to
effect this waiver of subrogation.
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d. For any claims related to this Agreement or the work hereunder, the
Consultant’s insurance coverage shall be primary insurance as respects
the City, its officers, officials, employees, and volunteers. Any insurance
or self-insurance maintained by the City, its officers, officials, employees,
or volunteers shall be excess of the Consultant’s insurance and shall not
contribute with it.
4.2.4 Submittal Requirements. To comply with Subsection 4.2, Consultant shall
submit the following:
a. Certificate of Liability Insurance in the amounts specified in the section;
b. Additional Insured Endorsement as required by the section;
c. Waiver of Subrogation Endorsement as required by the section; and
d. Primary Insurance Endorsement as required by the section.
4.3 Professional Liability Insurance.
4.3.1 General Requirements. Consultant, at its own cost and expense, shall maintain
for the period covered by this Agreement professional liability insurance for
licensed professionals performing work pursuant to this Agreement in an amount
not less than $2,000,000 covering the licensed professionals’ errors and
omissions. Any deductible or self-insured retention shall not exceed $150,000 per
claim.
4.3.2 Claims-Made Limitations. The following provisions shall apply if the professional
liability coverage is written on a claims-made form:
a. The retroactive date of the policy must be shown and must be before the
date of the Agreement.
b. Insurance must be maintained and evidence of insurance must be
provided for at least 3 years after completion of the Agreement or the
work, so long as commercially available at reasonable rates.
c. If coverage is canceled or not renewed and it is not replaced with another
claims-made policy form with a retroactive date that precedes the date of
this Agreement, Consultant shall purchase an extended period coverage
for a minimum of 3 years after completion of work under this Agreement.
d. A copy of the claim reporting requirements must be submitted to the City
for review prior to the commencement of any work under this Agreement.
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4.3.3 Submittal Requirements. To comply with Subsection 4.3, Consultant shall
submit the Certificate of Liability Insurance in the amounts specified in the section.
4.4 All Policies Requirements.
4.4.1 Acceptability of Insurers. All insurance required by this section is to be placed
with insurers with a Bests' rating of no less than A:VII.
4.4.2 Verification of Coverage. Prior to beginning any work under this Agreement,
Consultant shall furnish City with complete copies of all Certificates of Liability
Insurance delivered to Consultant by the insurer, including complete copies of all
endorsements attached to the policies. All copies of Certificates of Liability
Insurance and certified endorsements shall show the signature of a person
authorized by that insurer to bind coverage on its behalf. If the City does not
receive the required insurance documents prior to the Consultant beginning work,
it shall not waive the Consultant’s obligation to provide them. The City reserves
the right to require complete copies of all required insurance policies at any time.
4.4.3 Deductibles and Self-Insured Retentions. Consultant shall disclose to and
obtain the written approval of City for the self-insured retentions and deductibles
before beginning any of the services or work called for by any term of this
Agreement. At the option of the City, either: the insurer shall reduce or eliminate
such deductibles or self-insured retentions as respects the City, its officers,
employees, and volunteers; or the Consultant shall provide a financial guarantee
satisfactory to the City guaranteeing payment of losses and related investigations,
claim administration and defense expenses.
4.4.4 Wasting Policies. No policy required by this Section 4 shall include a “wasting”
policy limit (i.e. limit that is eroded by the cost of defense).
4.4.5 Endorsement Requirements. Each insurance policy required by Section 4 shall
be endorsed to state that coverage shall not be canceled by either party, except
after 30 days’ prior written notice has been provided to the City.
4.4.6 Subcontractors. Consultant shall include all subcontractors as insureds under its
policies or shall furnish separate certificates and certified endorsements for each
subcontractor. All coverages for subcontractors shall be subject to all of the
requirements stated herein.
4.5 Remedies. In addition to any other remedies City may have if Consultant fails to provide
or maintain any insurance policies or policy endorsements to the extent and within the time
herein required, City may, at its sole option exercise any of the following remedies, which
are alternatives to other remedies City may have and are not the exclusive remedy for
Consultant’s breach:
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Obtain such insurance and deduct and retain the amount of the premiums for such
insurance from any sums due under the Agreement;
Order Consultant to stop work under this Agreement or withhold any payment that
becomes due to Consultant hereunder, or both stop work and withhold any payment,
until Consultant demonstrates compliance with the requirements hereof; and/or
Terminate this Agreement.
Section 5. INDEMNIFICATION AND CONSULTANT’S RESPONSIBILITIES. Refer to the attached
Exhibit C, which is incorporated herein and made a part of this Agreement.
Section 6. STATUS OF CONSULTANT.
6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall
be an independent contractor and shall not be an employee of City. This Agreement shall
not be construed as an agreement for employment. City shall have the right to control
Consultant only insofar as the results of Consultant's services rendered pursuant to this
Agreement and assignment of personnel pursuant to Subsection 1.3; however, otherwise
City shall not have the right to control the means by which Consultant accomplishes
services rendered pursuant to this Agreement. Consultant further acknowledges that
Consultant performs Services outside the usual course of the City’s business; and is
customarily engaged in an independently established trade, occupation, or business of the
same nature as the Consultant performs for the City and has the option to perform such
work for other entities. Notwithstanding any other City, state, or federal policy, rule,
regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents,
and subcontractors providing services under this Agreement shall not qualify for or
become entitled to, and hereby agree to waive any and all claims to, any compensation,
benefit, or any incident of employment by City, including but not limited to eligibility to
enroll in the California Public Employees Retirement System (PERS) as an employee of
City and entitlement to any contribution to be paid by City for employer contributions and/or
employee contributions for PERS benefits.
6.2 Consultant Not an Agent. Except as City may specify in writing, Consultant shall have no
authority, express or implied, to act on behalf of City in any capacity whatsoever as an
agent. Consultant shall have no authority, express or implied, pursuant to this Agreement
to bind City to any obligation whatsoever.
Section 7. LEGAL REQUIREMENTS.
7.1 Governing Law. The laws of the State of California shall govern this Agreement.
7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with
all laws and regulations applicable to the performance of the work hereunder, including but
not limited to, the California Building Code, the Americans with Disabilities Act, and any
copyright, patent or trademark law. Consultant’s failure to comply with any law(s) or
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regulation(s) applicable to the performance of the work hereunder shall constitute a breach
of contract.
7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by
fiscal assistance from another governmental entity, Consultant and any subcontractors
shall comply with all applicable rules and regulations to which City is bound by the terms of
such fiscal assistance program.
7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and
its employees, agents, and any subcontractors have all licenses, permits, qualifications,
and approvals of whatsoever nature that are legally required to practice their respective
professions. Consultant represents and warrants to City that Consultant and its
employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect
at all times during the term of this Agreement any licenses, permits, and approvals that are
legally required to practice their respective professions. In addition to the foregoing,
Consultant and any subcontractors shall obtain and maintain during the term of this
Agreement valid Business Licenses from City.
7.5 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the
basis of a person’s race, sex, gender, religion (including religious dress and grooming
practices), national origin, ancestry, physical or mental disability, medical condition
(including cancer and genetic characteristics), marital status, age, sexual orientation, color,
creed, pregnancy, genetic information, gender identity or expression, political affiliation or
belief, military/veteran status, or any other classification protected by applicable local,
state, or federal laws (each a “Protected Characteristic”), against any employee, applicant
for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or
applicant for any services or programs provided by Consultant under this Agreement.
Consultant shall include the provisions of this Subsection in any subcontract approved by
the Contract Administrator or this Agreement.
Section 8. TERMINATION AND MODIFICATION.
8.1 Termination. City may cancel this Agreement at any time and without cause upon written
notification to Consultant.
Consultant may cancel this Agreement upon 30 days’ written notice to City and shall
include in such notice the reasons for cancellation.
In the event of termination, Consultant shall be entitled to compensation for services
performed to the effective date of termination; City, however, may condition payment of
such compensation upon Consultant delivering to City any or all documents, photographs,
computer software, video and audio tapes, and other materials provided to Consultant or
prepared by or for Consultant or the City in connection with this Agreement.
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8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this
Agreement beyond that provided for in Subsection 1.1. Any such extension shall require a
written amendment to this Agreement, as provided for herein. Consultant understands and
agrees that, if City grants such an extension, City shall have no obligation to provide
Consultant with compensation beyond the maximum amount provided for in this
Agreement. Similarly, unless authorized by the Contract Administrator, City shall have no
obligation to reimburse Consultant for any otherwise reimbursable expenses incurred
during the extension period.
8.3 Amendments. The Parties may amend this Agreement only by a writing signed by all the
Parties.
8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this
Agreement contemplates personal performance by Consultant and is based upon a
determination of Consultant’s unique personal competence, experience, and specialized
personal knowledge. Moreover, a substantial inducement to City for entering into this
Agreement was and is the professional reputation and competence of Consultant.
Consultant may not assign this Agreement or any interest therein without the prior written
approval of the Contract Administrator. Consultant shall not subcontract any portion of the
performance contemplated and provided for herein, other than to the subcontractors noted
in the proposal, without prior written approval of the Contract Administrator.
8.5 Survival. All obligations arising prior to the termination of this Agreement and all
provisions of this Agreement allocating liability between City and Consultant shall survive
the termination of this Agreement.
8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms
of this Agreement, City’s remedies shall include, but are not limited to, the following:
8.6.1 Immediately terminate the Agreement;
8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any
other work product prepared by Consultant pursuant to this Agreement;
8.6.3 Retain a different consultant to complete the work described in Exhibit A not
finished by Consultant; or
8.6.4 Charge Consultant the difference between the cost to complete the work
described in Exhibit A that is unfinished at the time of breach and the amount that
City would have paid Consultant pursuant to Section 2 if Consultant had
completed the work.
Section 9. KEEPING AND STATUS OF RECORDS.
9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps,
models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications,
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records, files, or any other documents or materials, in electronic or any other form, that
Consultant prepares or obtains pursuant to this Agreement and that relate to the matters
covered hereunder shall be the property of the City. Consultant hereby agrees to deliver
those documents to the City upon termination of the Agreement. It is understood and
agreed that the documents and other materials, including but not limited to those described
above, prepared pursuant to this Agreement are prepared specifically for the City and are
not necessarily suitable for any future or other use. City and Consultant agree that, until
final approval by City, all data, plans, specifications, reports and other documents are
confidential and will not be released to third parties without prior written consent of both
Parties.
9.2 Consultant’s Books and Records. Consultant shall maintain any and all ledgers, books
of account, invoices, vouchers, canceled checks, and other records or documents
evidencing or relating to charges for services or expenditures and disbursements charged
to the City under this Agreement for a minimum of 3 years, or for any longer period
required by law, from the date of final payment to the Consultant to this Agreement.
9.3 Inspection and Audit of Records. Any records or documents that Subsection 9.2 of this
Agreement requires Consultant to maintain shall be made available for inspection, audit,
and/or copying at any time during regular business hours, upon oral or written request of
the City. Under California Government Code Section 8546.7, if the amount of public funds
expended under this Agreement exceeds $10,000.00, the Agreement shall be subject to
the examination and audit of the State Auditor, at the request of City or as part of any audit
of the City, for a period of 3 years after final payment under the Agreement.
Section 10. MISCELLANEOUS PROVISIONS.
10.1 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for
declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing
party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which
that party may be entitled. The court may set such fees in the same action or in a
separate action brought for that purpose.
10.2 Venue. In the event that either party brings any action against the other under this
Agreement, the Parties agree that trial of such action shall be vested exclusively in the
state courts of California in the County of Alameda or in the United States District Court for
the Northern District of California.
10.3 Severability. If a court of competent jurisdiction finds or rules that any provision of this
Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so
adjudged shall remain in full force and effect. The invalidity in whole or in part of any
provision of this Agreement shall not void or affect the validity of any other provision of this
Agreement.
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10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this
Agreement does not constitute a waiver of any other breach of that term or any other term
of this Agreement.
10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of
and shall apply to and bind the successors and assigns of the Parties.
10.6 Use of Recycled Products. Consultant shall prepare and submit all reports, written
studies and other printed material on recycled paper to the extent it is available at equal or
less cost than virgin paper.
10.7 Conflict of Interest. Consultant may serve other clients, but none whose activities within
the corporate limits of City or whose business, regardless of location, would place
Consultant in a “conflict of interest,” as that term is defined in the Political Reform Act,
codified at California Government Code Section 81000 et seq.
Consultant shall not employ any City official in the work performed pursuant to this
Agreement. No officer or employee of City shall have any financial interest in this
Agreement that would violate California Government Code Section 1090 et seq.
Consultant hereby warrants that it is not now, nor has it been in the previous 12 months,
an employee, agent, appointee, or official of the City. If Consultant was an employee,
agent, appointee, or official of the City in the previous 12 months, Consultant warrants that
it did not participate in any manner in the forming of this Agreement. Consultant
understands that, if this Agreement is made in violation of California Government Code
Section 1090 et seq., the entire Agreement is void and Consultant will not be entitled to
any compensation for services performed pursuant to this Agreement, including
reimbursement of expenses, and Consultant will be required to reimburse the City for any
sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it
may be subject to criminal prosecution for a violation of California Government Code
Section 1090 et seq., and, if applicable, will be disqualified from holding public office in the
State of California.
At City’s sole discretion, Consultant may be required to file with the City a Form 700 to
identify and document Consultant’s economic interests, as defined and regulated by the
California Fair Political Practices Commission. If Consultant is required to file a Form 700,
Consultant is hereby advised to contact the Dublin City Clerk for the Form 700 and
directions on how to prepare it.
10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or
interview related to this Agreement, either orally or through any written materials.
10.9 Contract Administration. This Agreement shall be administered by the City Manager
("Contract Administrator"). All correspondence shall be directed to or through the Contract
Administrator or his or her designee.
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10.10 Notices. Any written notice to Consultant shall be sent to:
Matrix Consulting Group
Attn: Richard Brady
1650 S. Amphlett Blvd. Suite 213
San Mateo, CA 94402
Any written notice to City shall be sent to:
City of Dublin
Attn: Jordan Foss
100 Civic Plaza
Dublin, CA 94568
10.11 Integration. This Agreement, including the scope of work attached hereto and
incorporated herein as Exhibits A, B, and C represents the entire and integrated
agreement between City and Consultant and supersedes all prior negotiations,
representations, or agreements, either written or oral.
Exhibit A Scope of Services
Exhibit B Compensation Schedule & Reimbursable Expenses
Exhibit C Indemnification
10.12 Counterparts and Electronic Signatures. This Agreement may be executed in multiple
counterparts, each of which shall be an original and all of which together shall constitute
one agreement. Counterparts delivered and/or signatures executed by City-approved
electronic or digital means shall have the same force and effect as the use of a manual
signature. Both Parties desire this Agreement to be electronically signed in accordance
with applicable federal and California law. Either Party may revoke its agreement to use
electronic signatures at any time by giving notice to the other Party.
10.13 Certification per Iran Contracting Act of 2010. In the event that this contract is for
one million dollars ($1,000,000.00) or more, by Consultant’s signature below Consultant
certifies that Consultant, and any parent entities, subsidiaries, successors or subunits of
Consultant are not identified on a list created pursuant to subdivision (b) of Section 2203 of
the California Public Contract Code as a person engaging in investment activities in Iran as
described in subdivision (a) of Section 2202.5, or as a person described in subdivision (b)
of Section 2202.5 of the California Public Contract Code, as applicable.
SIGNATURES ON FOLLOWING PAGE
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The Parties have executed this Agreement as of the Effective Date. The persons whose signatures appear
below certify that they are authorized to sign on behalf of the respective Party.
CITY OF DUBLIN MATRIX CONSULTING GROUP
Linda Smith, City Manager Richard Brady, President
Attest:
Marsha Moore, City Clerk
Approved as to Form:
City Attorney
3070368.1
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EXHIBIT A
SCOPE OF SERVICES
1 Scope of Services and Project Schedule
The following section provides a revised scope that excludes the compensation analysis requested in the
RFP.
1. Project Task Plan
Task 1 Develop an Understanding of Current Public Works Issues and Develop a Current
State Assessment of Existing Operations
To fully provide services to the City, we need to quickly develop an understanding of the key issues
impacting and shaping service requirements for the community and the current organizational structures,
staffing allocations, and service delivery approaches currently in place. To accomplish this, the project team
will interview all full-time staff in the Public Works Department, selected managers and staff of the contract
companies, the City Manager, and any additional department heads or division managers the department
works closely with to understand the overall operations of the department.
Our interviews will focus on exploring issues and attitudes in the following areas:
• Adequacy of service levels, and perceived gaps in existing levels of service.
• Organizational changes which have been made in the past several years and perceptions of the
impacts of these changes.
• Staffing changes in the past several years due to the economic environment or other causes.
• Goals and objectives with regard to the delivery of services in the City and in each of the public
works functions and discussion of available workload data for each public works service area.
• Adequacy of management systems and technology, and the extent to which the managers in the
Department utilize this information to make meaningful managerial, operational, scheduling and staff
allocation decisions.
• Outsourcing philosophy of the Department; the services that are currently outsourced and
additional candidates.
• The understanding and use of best practices in the public works industry, both in terms of
incorporating of local practices employed by neighboring communities, and formal best practices
promulgated by the American Public Works Association.
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• The methods by which Department leadership discerns management trends and implements these
to address the City’s needs.
Next, we will develop a current state assessment of the Public Works Department. Our focus will be on how
services are delivered, staffed, and managed, as well as the costs associated with the delivery of those
services. The development of this document will be based on interviews with staff as well as collection of
departmental operating information and data, including the following:
• The current organization of services provided by the Department, including:
– The structure and functions of each unit,
– The staffing levels of each function and division,
– The basic job responsibilities for staff in these functions, and
– The budgets for the current and three prior fiscal years at a level of detail showing the authorized
budget for each division.
• Documentation of all key operations, including:
– Service scope and content,
– Standard operating procedures in effect,
– Record-keeping procedures,
– How staff are scheduled and deployed,
– How overtime is justified, used and approved,
– How the call-back system operates, and the frequency of call-backs,
– Workload data,
– Basic service levels, and
– The extent of contracted services by type, size, cost, and methods utilized to administer and
manage the contract.
• Documentation of the current technology in use in the Department, including:
– Geographical systems,
– Use of hand-held devices for reporting work and locations, and
– Computerized maintenance management/asset management systems
• Documentation of management systems available, including:
– Financial reporting and budgeting systems,
– Organizational business processes and procedures, and
– Performance monitoring systems.
• Documentation of the infrastructure maintained and repaired by the Department. For example, we
would review the City’s CIP, and obtain its latest Pavement Condition Assessment report, any structural
assessments for facilities, replacement of equipment, and any available condition assessments for
infrastructure Public Works is responsible for maintaining or overseeing.
• Documentation of all administrative systems, including procurement, customer requests for service,
approval of overtime, employee performance appraisal, budget development, and others.
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• Conduct interviews with identified stakeholders and customers of the Public Works Department to
assess the levels of service provided, any gaps in operational or administrative services as well as
customer service, and their perceptions of the technical skills and knowledge of management and
staff.
Once these initial data collection activities have been completed, the project team will prepare a summary
current state assessment that presents our understanding of the current organization, staffing, operations
and costs of the services provided by the Public Works Department. This will be reviewed with the
department for input and comment to ensure we have a strong understanding of the unique operating
environment of the City of Dublin Public Works operation.
TASK RESULT
This task will result in the development of a current state assessment of operational, organizational, and staffing allocations in the Department.
Task 2 Conduct a "Best Management Practices" Assessment and Comparative Survey.
In this task, our project team will utilize “best management practices” and a comparative survey to evaluate
staffing, productivity, processes, use of technology, management planning, as well as many other
dimensions of organizational performance for the functions under review. To accomplish this, we would
undertake the following activities: • Best Practices Comparative Assessment – The project team will develop a detailed list of
"best management practices" for use in a diagnostic appraisal of staffing and service delivery for each
service function (streets, traffic signals, streetlights, parks, facilities, etc.). This diagnostic appraisal
would additionally utilize recognized industry staffing benchmarks to assess current staffing allocations
based on service levels, operational practices and staffing levels.
• Comparative Survey – Additionally, we would compare organizational structure, staffing levels,
key operational practices and management performance indicators with six to eight comparative
communities. The comparative survey would provide insight regarding how the City compares to
other comparable municipal organizations in the Bay Area or elsewhere in California and identify
areas for further inquiry for potential modification to enhance efficiency, effectiveness of service
delivery and staffing utilization.
The comparative survey will be conducted against communities that have size, service portfolio and
demographic similarities to those of Dublin. A summary of the findings from these two efforts would be
developed as an interim delivery and shared with department leadership and project steering committee.
The results of this task will provide a strong understanding of current strengths of the organization and a
listing of potential improvement opportunities for further evaluation in later tasks.
The best practices assessment will utilize both industry-promulgated practices such as in APWA, IFMA,
NAFA, AWWA and others, as well as those of other well-managed public works operations with which the
project team has experience. Further, we will assess the degree to which staff are implementing these best
practices in the Dublin Public Works Department.
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TASK RESULT
The product of this task will be an assessment outlining how the City’s current staffing, service
delivery, organization and staffing compare to best practices and to comparable municipalities
and a summary of issues identified from this analysis.
Task 3 Evaluate the Staffing, Management and Operations of the Public Works Department.
In this work task, the project team will analyze all aspects of the staffing, work practices, service levels
organization and management within the Department, including:
• Evaluate department job titles and specifications. This analysis would build upon the data
collected in the comparative survey and additional analysis to evaluate the department’s positions
specifically regarding job titles and class specifications. This analysis will develop recommendations for
modifications necessary to meet the needs of the City to recruit and retain qualified staff necessary for
providing and overseeing service delivery. This analysis will require additional discussion with
representatives of the City’s Human Resources Department to ensure approaches utilized are consistent
with other policies and practices within the City.
• Evaluate the adequacy of work practices utilized by the Department. This analysis would
focus on the identification of opportunities to streamline internal processes and assignments as well as
work practices to increase productivity and/or enhance their effectiveness. We will focus on identifying any
redundancies or barriers to efficiencies in workflow process and provide recommendations to ensuring
accountability and efficient delivery of service. Within this task, we would evaluate whether sufficient time
and resources are not only allocated to core maintenance and service areas, but also if there is sufficient
capacity to handle other required functions such as safety training and safety programs, community
outreach, MUTCD, NPDES training, etc.
• Evaluate the management of the Department. Effective managers not only look inward in their
delegation of duties and responsibilities and their monitoring of the effectiveness of these assignments, but
they also look outwardly as well. This includes the attendance of industry trade groups, the monitoring of
best practices being implemented in other forward-looking public works organizations, the awareness and
implementation of management trends, and other facets of effective team building in order to adapt these to
the needs of the City of Dublin. Our project team will evaluate the extent to which managers are
implementing effective asset management techniques and operational practices, identifying needed training
for employees, and monitoring the external environment.
• Evaluate the levels of maintenance service delivered by the Department. This analysis would
focus on profiling the levels of service and assessing their adequacy and respective cost implications. We
will provide recommended service level targets for each core service provided by the department (including
maintenance contracts) that fit the needs of the community and are based upon national industry
standards.
• Evaluate work planning and scheduling. This analysis would focus on systems and processes
used to plan and schedule maintenance activities in the Department. This would also include an analysis
of how maintenance management systems are utilized and reported out. This subtask will also include an
analysis of overtime usage to determine the impacts on operations.
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• Evaluate the implementation of results-driven procurement principles. Many government
agencies relegate procurement to an ancillary function that requires compliance with necessary controls in
order to obtain required goods and services. In this way, the procurement function exists in isolation from
core operations rather than as a meaningful partner in achieving overall organizational objectives. Our
consultants will assess the degree to which current managers both understand and implement results-
driven procurement strategies that incorporate overall City objectives with critical and objective analysis of
contractor performance, as well as continuously search for innovative ways to improve its procurement
process to achieve better performance.
• Evaluate outsourcing and insourcing opportunities. The services provided by the Department
would be evaluated for outsourcing and insourcing, recognizing that this choice has multi-faceted
dimensions including cost, responsiveness, level of service guarantees, contract oversight, availability of
competitors, etc.
• Evaluate the adequacy of asset management by the Department. Approaches to renewing and
replacing infrastructure will be examined by our project team. The Department is responsible for the
maintenance of a significant and expensive infrastructure system. As part of this evaluate the development
and management of the City’s Capital Improvement Program.
• Evaluate the performance measures used in the Department. Performance measurement and
management are topical in local government and have become critical elements of assessing the efficacy
of programs. Further, they are ways of communicating successes to City management and to the general
public. However, performance measures should not simply be reflections of the amount of work
accomplished by an organization but rather a statement of the efficiency with which resources were used in
the accomplishment of work, and the effectiveness of the outcomes. A performance management program
should be a component of an overall asset management program that defines service levels, assigns
resources to their accomplishment, and holds the Department accountable to its stakeholders for efficient
and effective service delivery. Our project team will evaluate the current performance measurement and
management program and make recommendation on refinements to move Dublin to a higher state of
accomplishment and accountability.
• Evaluate the use of technology in the Department. The degree to which automated systems
are implemented and used in the Department will be evaluated, including the use of GIS, tablet devices and
maintenance management systems. Cost-saving technologies will be identified and recommended.
• Evaluate the adequacy of administrative systems and procedures. The project team will
evaluate the Department’s systems for capturing and reporting labor, materials, equipment and contractual
costs in a real-time and accurate manner. Further, we will evaluate the steps in the processes to gather
these data in terms of the degree of automation, any duplication of efforts, unnecessary signoffs and
approvals, etc.
• Evaluate customer service, including internal and external customers. For example, in
analyzing the service request response system, we would evaluate the system for responding to and
tracking customer service calls and requests and evaluate the use of technology to facilitate customer
service. During this task, we will also evaluate the response times to service calls, and the backlog of work
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and complaints. We will assess the communication both within the department as well as the means and
effectiveness of communications with residents and with other departmental staff of the City to assess
credibility and reputation.
At the conclusion of this task, we will have evaluated Public Works in the areas of work and operational
practices, service levels, technology implementation, workflows and work activities to identify strengths,
weaknesses, improvement opportunities and problem-solving techniques. In conjunction with interviews,
data collection and observations, the project team will, at this juncture, be able to evaluate the efficiency of
performance of current tasks, and where modifications to current systems, processes and staffing levels
are required. In assimilating all of the above findings, our project team will make recommendations related
to needed training for the leadership team, as well as line staff.
TASK RESULT
The product of this task will be improvement opportunities and proposed adjustments in
staffing, workflow practices, service levels, outsourcing / insourcing services, customer
service, training needs and operations of the Department.
Task 4 Evaluate How the Department Is Organized.
In this task, the project team will evaluate the plan of organization for the Public Works Department by
using several principles in the evaluation of organizational structure, including:
• Does the current organizational structure of Public Works foster accountability?
• Is the current organizational structure appropriate for service delivery and what alternatives to
enhance or improve service delivery efficiency or effectiveness?
• Are the plans of management organization for maintenance and engineering services in the
Department providing adequate communication and coordination where needed? Does the current
structure enhance shared knowledge and understanding?
• Do the plans of organization enhance career development opportunities, training, recruitment and
retention?
• Do the plans of organization enable staff to provide better service to the public in terms of cycle
times, user friendliness, performance management, quality control, and consistency?
Where appropriate, and as noted in the previous task, we would also compare the overall organizational
structure to that seen in other comparable public works operations in other communities to identify potential
alternative organizational structures for consideration.
TASK RESULT
The product of this task will be an organizational staffing optimization plan that promotes
accountability, communication and efficient workflow in Public Works functions.
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Task 5 Prepare a Draft and Final Report and Provide Plans for Implementing Improvement
Opportunities.
Once the work tasks noted above have been completed, we will discuss our analysis, findings, and
conclusions with the Department and develop a draft and final report. The draft report will be reviewed with
the City for input and comment. The draft and final reports will contain the following elements:
• An executive summary that provides all recommendations, associated costs and cost savings, and
priority of implementation.
• A detailed organizational staffing optimization plan.
• A detailed analysis of each identified improvement opportunity.
• A near-term and build-out transition plan and strategy for implementing the optimization plan
including an implementation plan for each improvement opportunity recommended.
Once staff and the Project Steering Committee have reviewed the draft final report and implementation
plan, and provided input, we would develop the final report. We would be pleased to present our findings to
the City Council at a scheduled meeting or workshop.
TASK RESULT
The product of this task would be the draft and final reports which would be reviewed with the City and presented in whatever forum is desired.
2. Project Schedule
The following revised schedule is based upon our discussion and provides for the engagement to be
completed over a fourteen (14) week period.
Week #
1 2 3 4 5 6 7 8 9 10 11 12 13 14
1. Current State Assessment
2. Best Practices/Comparative
3. Operational/Staffing Assessment
4. Organizational Structure
5. Draft Report
We are available to begin immediately following Council approval and receipt of a notice to proceed.
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EXHIBIT B
COMPENSATION SCHEDULE & REIMBURSABLE EXPENSES
The proposed total fixed price budget for this engagement, excluding the compensation comparison, is
$51,500, as show below.
Project Manager Lead / Sr Analyst Analyst Data/GIS Analyst Totals
1. Current State Assessment 8 24 24 8 64
2. Comparisons 8 24 20 4 56
3. Operations / Staffing 4 28 20 20 72 4. Organizational Structure 8 16 16 0 40
5. Draft/Final Report 12 24 24 0 60
Total Hours 40 116 104 32 292
Hourly Rate $ 200 $ 175 $ 150 $ 100
Total Professional Fees $ 8,000 $ 20,300 $ 15,600 $ 3,200 $ 47,100
Project Expenses $ 4,400
Total Project Cost
$ 51,500
We bill monthly for actual time and expense incurred in providing services.
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EXHIBIT C
INDEMNIFICATION
Consultant shall indemnify, defend with counsel acceptable to City, and hold harmless City and its officers,
elected officials, employees, agents and volunteers from and against any and all liability, loss, damage,
claims, expenses, and costs (including without limitation, attorney’s fees and costs and fees of litigation)
(collectively, “Liability”) of every nature arising out of or in connection with Consultant’s performance of the
services called for or its failure to comply with any of its obligations contained in this Agreement, except
such Liability caused by the sole negligence or willful misconduct of City.
Notwithstanding the forgoing, to the extent this Agreement is a “construction contract” as defined by
California Civil Code Section 2782, as may be amended from time to time, such duties of Consultant to
indemnify shall not apply when to do so would be prohibited by California Civil Code Section 2782.
The Consultant’s obligation to defend and indemnify shall not be excused because of the Consultant’s
inability to evaluate Liability or because the Consultant evaluates Liability and determines that the
Consultant is not liable to the claimant. The Consultant must respond within 30 days to the tender of any
claim for defense and indemnity by the City. If the Consultant fails to accept or reject a tender of defense
and indemnity within 30 days, in addition to any other remedy authorized by law, so much of the money due
the Consultant under and by virtue of this Agreement as shall reasonably be considered necessary by the
City, may be retained by the City until disposition has been made of the claim or suit for damages, or until
the Consultant accepts or rejects the tender of defense, whichever occurs first.
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REQUEST FOR QUALIFICATIONS1
STAFFING ANALYSIS AND OPTIMIZATION PLANNING
FOR THE PUBLIC WORKS DEPARTMENT
City of Dublin
Qualifications must be received by: August 12, 2021
Jordan Foss, Management Analyst 2
100 Civic Plaza
City of Dublin, CA 94568
1 Qualifications will be evaluated on the following: a) responsiveness to the Request for Qualifications questions, b) experien ce of
the firm, c) experience and qualifications of the assigned individuals and d) Satisfaction of previous clients.
Attachment 3
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Contents
STAFFING ANALYSIS AND OPTIMIZATION PLANNING ......................................................................1
Introduction .......................................................................................................................................................1
Overview of Process ..........................................................................................................................................3
Schedule for RFQ Process ................................................................................................................................4
Project Description/Scope of Services: ...........................................................................................................4
RFQ Submittal Requirements..........................................................................................................................5
Standard Consulting Services Agreement: ......................................................................................................6
Conflict of Interest ............................................................................................................................................6
Equal Employment Opportunity .....................................................................................................................7
Governing Law ..................................................................................................................................................7
References .........................................................................................................................................................7
Review and Selection Process ..........................................................................................................................7
Selection of Consultant .....................................................................................................................................8
Attachment A .....................................................................................................................................................9
Standard Consulting Services Agreement .......................................................................................................9
Attachment B.................................................................................................................................................. 27
City of Dublin Forced Ranking Rating Sheet .............................................................................................. 27
Attachment C.................................................................................................................................................. 28
Conflict of Interest Statement ....................................................................................................................... 28
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Request for Qualifications
For
STAFFING ANALYSIS AND OPTIMIZATION PLANNING
Introduction
The City of Dublin was incorporated in 1982 and is currently approximately 14.59 square miles in
area. In 2011, Dublin was named an “All-American City” by the National Civic League, one of the
nation’s oldest and most prestigious civic organizations. In 2018, Dublin was ranked No. 7 on the
list of Best Places to Live in America, and No. 1 in California, by Money Magazine. The
Metropolitan Transportation Commission has ranked Dublin as having the Bay Area’s Best Roads
for several years and Dublin takes pride in the quality of its many neighborhood parks, community
parks, sports fields, and The Wave, a state-of-the-art aquatics facility.
Dublin has been one of the fastest growing cities in California for the past few decades, with 60%
population growth between 2000 and 2010 and 43% growth between 2010 and 2020. The current
population of the City is approximately 64,700 and the build-out population is projected to be
75,000. Along with the population growth there has also been growth in the acreage of parks, miles
of streets, and number of City buildings to support the growing and diverse Dublin community. The
City’ Public Works Department currently manages 289 acres of parks, 125 acres of open space, 151
miles of streets, 150 acres of street landscaping, 4,736 streetlights, 98 traffic signals, and 11 buildings
and facilities, including City Hall, a Corp Yard, multiple Fire Stations, a Public Safety Complex, a
historical site, a Waterpark, a Senior Center, and a Community Center.
Purpose
The City of Dublin is seeking qualified firms to provide Staffing Analysis and Optimization Planning
services for the Public Works Department. The Public Works Department has 6 Divisions and 18
City employees. The City is a contract city and the Department utilizes contract services for day-to-
day maintenance operations, staff augmentation, and on-call professional services. The largest
contractor is for maintenance (buildings, parks, and streets), which employs approximately 37 full-
time employees. The Department maintains approximately 85 annual contracts, including 50 on-
call, as-needed professional services contracts.
The following is a list of the City Department positions and the approximate number of regular
positions in each department:
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• Public Works Director – 1
• Assistant Director/City Engineer – 1
• Public Works Managers – 5
• Management Analyst II - 1
• Assistant Civil Engineer – 1
• Associate Civil Engineer – 3
• Senior Public Works Inspector – 1
• Park & Development Coordinator – 1
• Administrative Aide – 1
• Environmental Technician – 1
• Permit Technician – 1
• Office Assistant – 1
The Department also sponsors a Civic Spark Fellowship, which employees one full-time fellow
between mid-September to mid-August each year. The Department also regularly has one paid
college intern during summer months.
Public Works Department Budget and Dublin Capital Improvement Program
The Public Works Department has a $17.7 million operating budget, which is comprised mostly of
contract services expenditures. Department personnel expenditures make up approximately $3.2
million of the Department budget. The Department also manages the City’s Capital Improvement
Program (CIP). The five-year (2020-2025) CIP totals approximately $162.4 million.
Comprehensive financial reports for the City and Department can be found here:
• https://dublin.ca.gov/265/Finance-Reports-Budgets-CIP-CAFR
Public Works Department Plans, Initiatives, and Other Reference Information
Below are links and references to current City of Dublin plans, projects, and software implementations
that involve the Public Works Department.
• Climate Action Plan: https://dublin.ca.gov/2244/Climate-Action-Plan
• Bike and Ped Master Plan: https://www.dublin.ca.gov/DocumentCenter/View/7738/Bike-
and-Ped-Plan-and-Guidelines-1?bidId=
• Downtown Dublin Vision, Downtown Specific Plan, and Downtown Streetscape Master Plan:
https://www.dublin.ca.gov/2106/Downtown-Dublin-Preferred-Vision
https://dublin.ca.gov/DocumentCenter/View/18529/Amended_DDSP_Oct_2014
https://www.dublin.ca.gov/DocumentCenter/View/23568/Downtown-Dublin-
Streetscape-Plan
• ADA Transition Plan: https://dublin.ca.gov/300/ADA-Transition-Plan
• DSI Asset Essentials: https://www.dudesolutions.com/professional-services
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o DSI Asset Essentials is the City’s recently deployed asset management, preventative
maintenance, and capital replacement forecasting software. The Department’s
Maintenance and Administration Divisions manages the software.
• Munis ERP Software: https://www.tylertech.com/products/munis
o The City of Dublin will be transitioning to Tyler Technologies Munis, a new Enterprise
Resource Planning (ERP) software, in 2022. The Finance and Administrative Services
Department is leading the project and Public Works staff is responsible for supporting
Department implementation.
o The City of Dublin will be transitioning the land management and permitting software
to EnerGov after the transition to Munis. The Administrative Services Department is
leading this portion of the project, as well, with Public Works staff providing support
for the implementation.
• Maintenance Contracts
o The City is under a multi-year agreement with MCE Corporation to provide
maintenance services for the City. The contract and relationship are managed by the
Maintenance Superintendent within the Public Works Department.
o The City is under a multi-year agreement with Alameda County Public Works Agency
to provide maintenance services for traffic signals and streetlights. The contract and
relationship are managed by the Maintenance Superintendent and the Transportation
and Operations Manager within the Public Works Department.
Overview of Process
1. Proposers shall submit one electronic copy to:
Jordan Foss
Management Analyst II
jordan.foss@dublin.ca.gov
cc: public.works@dublin.ca.gov
Electronic copies shall be submitted, via e-mail as PDF, with a maximum file size of fifty
megabytes (50 MB).
2. Deadline for submitting the statement of qualifications is August 12, 2021, by 4:00 p.m. to
Jordan Foss (jordan.foss@dublin.ca.gov).
3. The City will not pay for any costs incurred in preparation and submission of the statement
of qualifications or in anticipation of a contract. The format of submittals is at the discretion
of the Proposer. Each statement of qualifications shall be limited to a maximum of 30 pages,
single-sided, using minimum 12 point font size. Page limit excludes a table of contents, tabbed
dividers, and resumes for Consultant’s team.
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Schedule for RFQ Process
July 16, 2021 Request for Qualifications emailed to consultants and posted on the
City website.
August 6, 2021 Deadline to submit questions to City of Dublin
August 9, 2021 Addendum posted, if required
August 12, 2021 Statement of Qualifications are due no later than 4:00 PM on August
12, 2021 via e-mail to Jordan Foss at jordan.foss@dublin.ca.gov. Late
submittals will not be accepted.
Late-August 2021 Interview firms (tentative)
Early-September 2021 Receive Final Proposal from selected firm
Mid-September 2021 Approval of Consulting Services Agreement and Issuance of Notice to
Proceed.
(Tentative dates, subject to change)
Project Description/Scope of Services:
The selected Consultant shall be required to conduct an in-depth analysis of the City of Dublin’s
Public Works Department current staffing and operations, and create a detailed organizational
staffing optimization plan, which should incorporate the following components, at a minimum:
• Review of all Department job titles, specifications, salaries and compensation packages and
compare with current industry standards and evaluate based on industry trends.
• Interview all Department staff individually and with select staff from other Departments or
contractors (up to 4) regarding areas of responsibility and work plans.
• Review the Department’s staffing and overtime history.
• Assess staffing needs and optimal staffing levels based on the current service levels, as we ll
as the various work plans for each of the Department’s Divisions.
• Compare and analyze the Department’s current operational needs to industry standards and
best practices of other cities or municipalities of similar size and scope of work.
• Identify any redundancies or barriers to efficiencies in workflow processes, suggest any
beneficial adjustments to staffing or classifications, and recommend any opportunities as
they relate to staffing decisions.
• Provide an optimization plan, which streamlines business processes with the goal to gain
efficiencies, reduce redundancies, recommend appropriate staffing structure and levels, and
improve overall operations. Consider organizational, logistical, operational, and other
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constraints, and discuss options to address or work within these constraints to achieve
optimization.
• Provide a near-term and build-out transition plan and strategy for implementing the
optimization plan.
RFQ Submittal Requirements
Please prepare and organize your submittal based on the requirements provided below. Any other
information you would like to include should be placed in a separated section at the back of your
Statement of Qualifications (SOQ). Please note however that the RFQ submittal is limited to 30
pages maximum single sided (excluding resumes), and should be submitted on 8 ½ x 11 sized paper,
in 12-point font. Please keep the electronic submissions below 20MB.
Interested firms are requested to submit electronic copy of their SOQ as follows:
1. Enclose a cover letter not to exceed one page, describing the firm's interest and commitment
to perform work necessary to provide consulting services for Staffing Analysis and
Optimization Planning. The person authorized by the firm to negotiate a contract with the
City of Dublin shall sign the cover letter. Please include this cover letter within document and
not as a separate page.
2. State the qualifications and experience of the firm/individual(s). Please emphasize the specific
qualifications and experience with engagements of similar scope and complexity.
3. Provide at least three references (names and current phone numbers) from recent work
(previous five years) similar to the services outlined in this request for qualifications. Please
include a brief description of the work performed and the role your firm performed.
4. List key staff members, including identification of the Principal-in-Charge and Project
Manager/primary point-of-contact. Include each team member’s availability, including all
existing committed hours, and the ability of being able to complete the project in time and
budget.
5. Provide a schedule and an approach to completing this project, showing the flow of various
tasks of the work and demonstrating the clear understanding of the requested work.
6. Proposed Fee and Rate Schedule: Propose and describe in detail the fee structure
corresponding to the related professional services, with a total all-inclusive maximum price,
including all direct, indirect, and out-of-pocket expenses. Include an hourly rate schedule for
the firm staff members and subconsultants.
7. Provide confirmation of your firm’s ability to meet the City’s Standard Consulting Agreement
and insurance requirements. Exceptions to the Agreement and insurance requirements shall
be specifically noted in the Statement of Qualifications.
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Please provide your Statement of Qualifications electronically to Jordan Foss no later than August
12, 2021 by 4:00 p.m. The entire SOQ (excluding resumes) should be a maximum of 30 pages.
Submittals shall be submitted by electronic mail to jordan.foss@dublin.ca.gov with “RFQ Staffing
Analysis” in the subject line. Please keep the electronic submissions below 20MB.
Any Statements of Qualifications submitted after the stated deadline will not be accepted for
consideration.
Standard Consulting Services Agreement:
It is anticipated that the services covered by the Agreement resulting from this solicitation will be
performed on a time and materials fee basis for a specified scope of work. The term of the agreement
will begin October 1, 2021.
A sample of the City’s Standard Consulting Services Agreement (Agreement), including insurance
requirements, is provided as Attachment A.
If the interested firm desires to take exception to the Agreement and/or insurance requirements, the
interested firm shall clearly identify proposed changes to the Agreement and furnish the reason for
these changes, which shall be included in the qualification. Exceptions will be taken into consideration
in evaluating Qualifications. Otherwise, the interested firm is to state in the qualifications that the
Agreement and insurance requirements are acceptable.
Consideration for exceptions will not be considered if not included in the submitted proposal.
Conflict of Interest
Proposer agrees that, for the term of this contract, no member, officer or employee of the City of
Dublin, or of a public body within Alameda County or member or delegate to the Congress of the
United States, during his/her tenure or for one year thereafter, shall have any direct interest in the
contracts or any direct or material benefit arising therefrom.
Proposers must provide a list of any potential conflicts of interest in working for the City of Dublin.
This must include, but is not limited to, a list of your firm’s clients who are the following: Private
clients located or operating within the City of Dublin limits, Dublin San Ramon Services District, US
Army Camp Parks and/or the County of Alameda, and a brief description of work for these clients.
Proposers must also identify any other clients (including public entities), that may pose a potential
conflict of interest, as well as a brief description of work you provide to these clients.
This list must include all potential conflicts of interest within the year prior to the release of this RFQ
as well as current and future commitments to other projects.
Principals and those performing work for City of Dublin may be required to submit a California Fair
Political Practices Commission (FPPC) Form 700: Statement of Economic Interests documenting
potential financial conflicts of interest. For additional information, proposers should refer to the FPPC
website at http://www.fppc.ca.gov/Form700.html.
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Equal Employment Opportunity
Proposer shall not, on the grounds of race, color, sex, age, religion, national origin, ancestry, physical
handicap, medical condition, or marital status either discriminate or permit discrimination against any
employee or applicant for employment in any manner prohibited by Federal, State or local laws. In
the event of Proposer non-compliance, the City of Dublin may cancel, terminate or suspend the
Contract in whole or in part. Proposer may also be declared ineligible for further contracts with the
City of Dublin.
Proposer shall take affirmative action to ensure that applicants are employed, and that employees are
treated during their employment, without regard to their race, religion, color, sex, or national origin.
Such action shall include, but not be limited to the following: employment, upgrading, demotion or
transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of
compensation; and selection for training, including apprenticeship. Proposer and its sub-consultants
shall post in conspicuous places, available to all employees and applicants for employment, a notice
setting forth the following provisions [29 U.S.C. § 623, 42 U.S.C. § 2000, 42 U.S.C. § 6102, 42 U.S.C.
§ 12112, 42 U.S.C. § 12132, 49 U.S.C. § 5332, 29 CFR Part 1630, 41 CFR Parts 60 et seq.].
Governing Law
This RFQ summarizes the applicable laws and governance; when in conflict applicable State/Federal
guidelines shall apply. The contract and legal relations between the parties hereto shall be governed
and construed in accordance with the laws of the State of California.
Insurance Requirements
The Contractor shall provide insurance coverage as follows in conformance with the City of Dublin’s
requirements:
General Liability Insurance $1,000,000
Automobile Liability Insurance $1,000,000
Professional Liability Insurance $2,000,000
Workers’ Compensation Insurance $1,000,000
References
Contractor must include three (3) references for which the company has provided services similar to
those described in this RFQ. Reference information shall include: Name, Address, Contact, Title,
Phone Number, and Term of the Contract.
Review and Selection Process
The City reserves the right to make the selection based on its sole discretion. A committee selected by
City Staff will evaluate SOQs provided in response to this RFQ. The committee will use a forced
ranking process (please see Attachment B, Forced Ranking Rating Sheet, for further detail). Informal
interviews will be conducted by City staff.
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The City reserves the right to award a contract to the firm(s) that the City feels best meets the
requirements of the RFQ. The City reserves the right to reject any and all SOQs prior to execution of
the Agreement, with no penalty to the City.
Selection of Consultant
Submitted SOQs will be evaluated and rated using the following criteria:
• Qualifications and specific experience of key project team members.
• Quality and completeness of the SOQ.
• Experience with engagement of similar scope and complexity.
• Satisfaction of previous clients.
• Project cost.
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Attachment A
Standard Consulting Services Agreement
Attachment removed for purposes of December 7, 2021 Agenda Packet
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Attachment B
City of Dublin Forced Ranking Rating Sheet
[STAFF MAY INSERT A RANKING SHEET USED PREVIOUSLY OR CREATE ONE AS NECESSARY AND IF
APPLICABLE]
Instructions: After each review, write the name of the candidates in the boxes in ranked order of 1 through 5, with the number 1 candidate in the left
column being the most qualified candidate. For example, candidate Smith’s name would be in the Rank 1 box after the first revi ew, since that firm would
be the only candidate so far. After candidate Jones is reviewed in the second review, then decide which of the two candidates – Smith or Jones – should
be ranked #1 and #2. As reviews continue, re-rank the applicants as appropriate.
Rank 1
Firm 1 Rank 2
Firm 2 Rank 3
Firm 3 Rank 4
Firm 4 Rank 5
Firm 5
Rater Name: __________________________ Date:_____________ Proposal Name: Public Works Staffing Analysis &
Optimization Planning
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Attachment C
Conflict of Interest Statement
For the term of this contract, no member, officer or employee of the City of Dublin, or of a public body
within Alameda County or member or delegate to the Congress of the United States, during his/her tenure
or for one year thereafter, shall have any direct interest in the contracts or any direct or material benefit
arising therefrom.
Consultant must provide a list of any potential conflicts of interest in working for the City of Dublin. This
must include, but is not limited to, a list Consultant’s clients who are the following: Private clients located or
operating within the City of Dublin limits, Dublin San Ramon Service District, US Army Camp Parks
and/or the County of Alameda, and a brief description of work for these clients. Proposers must also
identify any other clients (including public entities), that may pose a potential conflict of interest, as well as a
brief description of work you provide to these clients.
This list must include all potential conflicts of interest within the year prior to the release of this RFQ as
well as current and future commitments to other projects.
Principals and those performing work for City of Dublin may be required to submit a California Fair
Political Practices Commission (FPPC) Form 700: Statement of Economic Interests documenting potential
financial conflicts of interest. For additional information, proposers should refer to the FPPC website at
http://www.fppc.ca.gov/Form700.html.
______________________________
SIGNATORY NAME, TITLE
FIRM
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Department
D UBLIN, CA LIFORNIA
August 11, 2021
Attachment 4
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Table of Contents
Letter of Interest i
1
Qualifications and Experience
1
2
References
8
3
Project Understanding, Approach and Schedule
11
4
Proposed Fee and Rate Schedule
23
5
Submittal Requirements and Statements
24
Appendix A: Resumes of Project Staff
25
Appendix B: Conflict of Interest Form
31
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1650 S. Amphlett Blvd., Suite 213 • San Mateo, CA 94402 • 650.858.0507
SF Bay Area (Headquarters), Boston, Charlotte, Dallas, Irvine, Portland, St. Louis
August 11, 2021
Jordan Foss, Management Analyst 2
Public Works Department
City of Dublin
100 Civic Plaza
Dublin, CA 94568
Dear Mr. Foss:
The Matrix Consulting Group is pleased to present our proposal to the City of Dublin to
conduct Staffing Analysis and Optimization Planning for the Public Works Department.
Our proposal is based on our review of the City’s Request for Qualifications, the issued
addendum, and our prior experience conducting similar evaluations in California and
throughout the country.
The Matrix Consulting Group is a national firm based in San Mateo, California with
regional offices around the country and in Canada. For over 18 years, our firm and
proposed project team have conducted management, staffing, consolidation and
operations studies of more than 200 public works departments throughout the United
States. Our experience has included the following clients:
Amherst, NH Lake County, IL Oklahoma City, OK
Anderson County, SC Littleton, CO Palo Alto, CA
Beverly Hills, CA Los Angeles County, CA Pittsburgh, PA
Brockton, MA Los Angeles, CA Port Everglades, FL
Brookline, MA Lowell, MA San Mateo, CA
Cedar Hill, TX Menlo Park, CA San Mateo County, CA
Cedar Rapids, IA Milpitas, CA Sunnyvale, CA
DeKalb County, GA Milwaukee, WI Tiburon, CA
Everett, WA Niles, IL Torrington, CT
Haverhill, MA Northampton, MA White Plains, NY
Joliet, IL Ogden City, UT Windsor, CT
We are currently conducting public works studies for the cities of Vacaville, CA and
mat rix
consulting group
282
Fayetteville, NC. We also have significant experience evaluating Public Works operations
as part of organization-wide studies.
The Matrix Consulting Group has prior consulting experience working with the City of
Dublin specifically the completion of a Police Services Study conducted in 2016. In prior
organizations (e.g., Hughes-Heiss and Associates and Maximus), the leadership of firm
have worked with Dublin going back to its incorporation.
The Matrix Consulting Group has a unique place in the consulting industry as a fact-based
firm. We pride ourselves on the development of well-written findings and
recommendations based on intensive input from staff and other stakeholders, extensive
data collection of workloads, service levels and costs, and extensive interaction with the
City as the project progresses.
The senior members of our proposed project team have decades of experience serving
local government in the analysis of public works and utilities operations. Our proposed
Project Manager, Alan Pennington, has over 14 years of consulting experience
supplemented by 13 years of local government experience.
We commit to the availability of all key project staff included in this proposal for the entire
period of the project, and further commit to dedicating sufficient time, personnel and
resources to complete the project on time and at the level of service outlined in the
following pages of the proposal.
As President, I am authorized to negotiate and contractually obligate our firm.
If you have any questions or require additional information, please contact me at 650-
858-0507 or by email at rbrady@matrixcg.net.
Richard P. Brady
Matrix Consulting Group
Richard Brady
President
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1 Qualifications and Experience
This section of the proposal introduces the firm, experience working with local
governments in California and elsewhere around the country, and our proposed project
team members.
1. Introduction to the Matrix Consulting Group
The Matrix Consulting Group’s only business focus is the provision of organization,
staffing and management analytical services to the public sector. We are a leader in
local government consulting. The following points provide specific information regarding
the firm’s background, focus and composition:
• Our only market and service focus is management, staffing and operations
analysis of local government.
• The firm is incorporated in California with our headquarters in San Mateo and a
satellite office in Irvine. We also have regional offices in Illinois, Massachusetts,
North Carolina, Texas, Oregon, and Florida. We are also incorporated in Canada
and have an office in Nova Scotia.
• We were founded in 2002 and are an independent organization with eighteen full-
time and four per-diem staff employed with the firm.
Our place in the government consulting industry is based on our experience and our
approach. While more fully explained in later sections of the proposal, these strengths
can be summarized as follows:
• Matrix Consulting Group has conducted over 200 studies of public works agencies
throughout the country. The firm has also conducted over 90 organization-wide
staffing and organizational studies for local government and over 1,300 studies of
individual departments.
• We are specialists, not generalists. Each staff member of our proposed team has
experience conducting scores of studies in public works and other service areas.
• Our approach to providing consulting services is in depth and client centered,
recognizing that each client environment is unique. These approaches include:
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– Extensive interviews with staff and other stakeholders.
– Intensive fact-based analysis of workloads, service levels and costs.
– Reports that provide this analysis in addition to an implementation plan.
– Collaboration with the client as the study proceeds.
• We have developed a strong relationship with our clients and have many
communities that have utilized us on multiple projects over the years due to the
quality and impact of our reports and recommendations.
We are known for the depth and insight of our analysis and our client responsiveness.
2. Firm Experience Conducting Dedicated Public Works Assessments.
The Matrix Consulting Group has conducted management, staffing, consolidation, and
operations studies of more than 200 public works departments throughout the United
States. Each of these studies were comprehensive assessments of Public Works
operations and collectively cover virtually every facet of public works operations. Our
experience has included the following clients:
Amherst, NH Lake County, IL Oklahoma City, OK
Anderson County, SC Littleton, CO Palo Alto, CA
Beverly Hills, CA Los Angeles County, CA Pittsburgh, PA
Brockton, MA Los Angeles, CA Port Everglades, FL
Brookline, MA Lowell, MA San Mateo, CA
Cedar Hill, TX Menlo Park, CA San Mateo County, CA
Cedar Rapids, IA Milpitas, CA Sunnyvale, CA
DeKalb County, GA Milwaukee, WI Tiburon, CA
Everett, WA Niles, IL Torrington, CT
Haverhill, MA Northampton, MA White Plains, NY
Joliet, IL Ogden City, UT Windsor, CT
We are currently conducting public works studies for Vacaville, CA and Fayetteville, NC.
3. Firm Experience Conducting Public Works Assessments as Part of Organization-
wide studies.
In addition to our dedicated public works studies, we have conducted over 80
organizational-wide studies that included as part of the scope of work the assessment of
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staffing and service impact analysis for Public Works operations. Recent clients include:
Albuquerque, New Mexico
Augusta, Georgia
Avon, Connecticut
Barstow, California
Brattleboro, Vermont
Carroll County, NH
DeKalb County, Georgia
Deltona, Florida
Goodyear, Arizona
Greenbelt, Maryland
Gulf Shores, Alabama
Half Moon Bay, California
Johnson County, Kansas
Monroe County, Michigan
Monrovia, California
Montpelier, Vermont
Orland Park, Illinois
Orleans, Massachusetts
Orting, Washington
Palos Verdes Estates, CA
Rancho Mirage, CA
Rancho Palos Verdes, CA
Raymore, Missouri
Roseville, California
Salt Lake County, Utah
Schertz, Texas
St. Cloud, Florida
Sunnyvale, California
Tigard, Oregon
Waxhaw, North Carolina
4. Project Team
We have proposed a very qualified and experienced project team for this engagement
including our most senior consultants and individuals with significant experience
conducting similar public works engagements. Each of our proposed team members are
technical experts in assigned functional areas.
The project team and their assigned role on the project are shown in the following project
organizational chart.
All members of our project team are available for work on this engagement, and we
commit to maintaining the project team for the duration of the project. As soon as we
are awarded a project, we allocate each team member to the project to ensure hours are
Alan Pennington
Project Manager
Jen Winter, P.E.
Asst. PM / Lead
Analyst
Robin Haley
Senior Analyst
Aaron Baggarly
Analyst
David Branch
Analyst
Ryan Peterson
GIS / Data
Analyst
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committed to this engagement. Additionally, we typically target staff utilization at 70%
to provide sufficient capacity to address any unexpected work obligations on projects.
5. Project Team Summary Biographies.
The following table provides biographical summaries for the proposed project team
followed by detailed resumes.
ALAN PENNINGTON is a Vice President with the Matrix Consulting Group with over 25
years of practitioner and consulting experience. Mr. Pennington served for over 13 years
in various public sector positions in Illinois before joining Matrix. The positions included
Assistant City Manager, Asst. Human Resources Director, and Labor Relations Manager.
Mr. Pennington has served as Project Manager (or principal analyst) on the following
organizational assessment studies which included public works functions: Alexandria (VA),
Charleston (SC), Everett (WA), Franklin (TN), Johnson County (KS), Menlo Park (CA), Montpelier
(VT), Orland Park (IL); Peoria County (IL), Rancho Mirage (CA), Rancho Palos Verdes (CA),
Raymore (MO), Roseville (CA), Schertz (TX), South Coast Water District (CA), St. Cloud (FL),
State of Missouri Dept. of Conservation (MO), Washington County (NY) and White Plains (NY).
Mr. Pennington has a BA (Public Management) and MPA from the University of Maine and
is a member of the following professional associations: The International City/County
Management Association (ICMA), Government Finance Officers Association (GFOA), and the
Association of Local Government Auditors (ALGA).
Mr. Pennington will serve as Project Manager for this engagement, providing technical and
administrative oversight.
JEN WINTER, P.E. is a Senior Manager with the Matrix Consulting Group. Ms. Winter
recently jointed our firm to lead our Public Works and Infrastructure Practice area. She
leads all public works studies including asset management, engineering, streets, public
utilities, and related services. Prior to joining Matrix Jen served within local government
as the Public Works Director for the City of Cedar Rapids, Iowa. She has also previously
served as the Regional Director for an engineering consulting firm. Ms. Winter has 25
years of experience in public works management and engineering.
Ms. Winter has a B.S (Engineering) from Iowa State University. She is a member of the
American Public Works Association (APWA) where she has served as Chair of the Center
for Sustainability and Regional Director on the Iowa Chapter Executive Board.
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Ms. Winter will serve as Assistant Project Manager and Senior Analyst on the project.
ROBIN HALEY is a Senior Manager with the Matrix Consulting Group and has over 30 years
of consulting experience in the public sector specializing in public works. Mr. Haley’s
career has included assignments as consultant and project manager on over 200
operational, organizational and management improvement studies nation-wide. Mr. Haley
has conducted over 150 analyses of utilities, public works and consolidation feasibility
projects across the country.
Some of Mr. Haley’s municipal clients include Milpitas (CA), Menlo Park (CA), San Mateo
County (CA), Beverly Hills (CA), Anderson County (SC), Amherst (NH), Northampton (MA),
Torrington (CT), Rock County (WI), DeKalb County (GA), Oconomowoc (WI), White Plains
(NY), Salt Lake County (UT), Maricopa County (AZ), Haverhill (MA), West Springfield (MA),
White Plains (NY), Gulf Shores (FL), Nashville-Davidson County (TN), and Aurora (CO).
Mr. Haley received his B.S. from Georgia Institute of Technology and his MBA from
Georgia State University. He is a member of the American Water Works Association
(AWWA) and the American Public Works Association (APWA).
Mr. Haley will serve as a Senior Analyst for this engagement.
AARON BAGGARLY is a Senior Manager with the Matrix Consulting Group and has been
with the firm for five years. Mr. Baggarly has over ten years of experience in the private
and public sector conducting planning, organizational, operational, and community
engagement studies for local, state, and national agencies. Mr. Baggarly most recently
worked for the City of Stillwater, OK as Planning Manager, and another consulting firm
prior to coming to Matrix Consulting Group.
Mr. Baggarly has a performed a wide array of analysis for public sector clients. Recent
clients include Milpitas (CA), Downey (CA), Napa County (CA), Blacksburg (VA), Boston
(MA), Burlington (VT), East Point (GA), Ft. Worth (TX), Kyle (TX), Mamaroneck (NY), Grand
County (UT), Waukesha (WI), Orland Park (IL), ToHo Water Authority (FL), Tinley Park (IL).
Mr. Baggarly has a B.S. (Community and Regional Planning) from Appalachian State
University and is a member of the American Institute of Certified Planners, earning this
designation in 2012.
Mr. Baggarly will serve as a Project Analyst on this assignment.
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DAVID BRANCH – Mr. Branch is a Manager with the Matrix Consulting Group and based
Prior to joining the Matrix Consulting Group, he completed internships with the City of
Riverside, CA Planning Division and the public policy department of the Los Angeles
Chamber of Commerce.
During his time with the firm, he has worked in a supporting role to senior project analysts
on numerous projects, including public works studies for Salt Lake City (UT), Rock County
(WI) and Anderson County (SC). Mr. Branch’s experience in projects evaluating functional
staffing allocations includes the following clients: Carroll County (NH), Cedar Rapids (IA),
DeKalb County (GA), Montgomery College (MD), Niles (IL), Niles Library District (IL), Peoria
County (IL), Riverside (CA), Rockingham County (NH), Salt Lake County (UT), Seattle City
Light (WA), St. Cloud (FL) and Tigard (OR).
Mr. Branch received his BS in Public Policy, Management, and Planning from USC and his
Master of Education from University of Missouri St. Louis.
Mr. Branch will serve as a Project Analyst on this engagement. assignment.
RYAN PETERSON is a is a Consultant with the Matrix Consulting Group, specializing in
GIS and data analytics. He has over five years of experience in conducting geospatial
analysis for local and regional governments, having previously worked for the City of
Portland and City of Beaverton, as well as the Tri-County Metropolitan Transportation
District of Oregon (TriMet).
Mr. Peterson leads our GIS and Analytics unit and supports our senior staff with detailed
analysis of workload data, spatial analysis and data analytics in support of our staffing
and operational efficiency evaluations. During his time with the firm, selected clients
where these skills were utilized for staffing and operational studies include: Aurora (CO),
Boston (MA), Boulder (CO), Buckeye (AZ), Clayton (MO), Columbus (OH), Davenport (IA),
Denton (TX), Dodge County (WI), Fort Worth (TX), Grand County (UT), Gulf Shores (AL),
Hennepin County (MN), Littleton (CO), Los Angeles (CA), New Rochelle (NY), Orange
County (FL), Pittsburgh (PA), Raleigh (NC), Rowan County (NC), San Francisco (CA), and
Yarmouth (MA).
He received his BS from the University of Oregon in Geography, a Graduate Certificate in
GIS from Portland State University, and holds a Certificate in Programming from Epicodus.
Mr. Peterson will serve as a Data Analyst on this engagement.
Resumes for each of our project team members are provided in Appendix A.
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6. Staff Availability.
As requested, we have outlined the current allocation of staff time over the next four
months based upon existing contracts. Several projects that these project team
members are allocated to will be substantially completed in September and October
providing sufficient time available to be allocated to this engagement upon selection.
September October November December
Staff Member
Hours
Committed
Hours
Committed
Hours
Committed
Hours
Committed
Alan Pennington 60% 55% 50% 35%
Jen Winter 30% 25% 25% 20%
Robin Haley 60% 50% 50% 40%
Aaron Baggarly 65% 50% 40% 30%
David Branch 60% 60% 50% 40%
Ryan Peterson 40% 30% 20% 20%
Our normal approach to project engagement is to allocate project team members at
approximately 70% utilization and commit them to the project upon notice of selection to
ensure they have sufficient capacity to complete all engagements on which they are
allocated. No change in our project team would occur without prior notice and approval
of the City of Dublin.
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2 References
The following table provides recent illustrative references for our firm and project team.
Client Project Summary
Menlo Park, California
Operational and Organizational
Assessment of Public Works
Justin Murphy
Deputy City Manager
701 Laurel Street
Menlo Park, CA 94025
JICMurphy@menlopark.org
650.330.6725
This study evaluated all divisions of the Public
Works Department, which includes Engineering,
Fleet Maintenance, Facilities Maintenance, Parks
Maintenance, Water Resources, Street
Maintenance and Tree Maintenance. The City’s
location presents challenges in transportation and
related travel times, and these are further
complicated by the Department’s historically high
turnover rate. Our project team assimilated these,
and other, factors into the analysis of the
Department.
Key recommendations included the transfer of land
development-related staff from DPW to Community
Development; an update of engineering standards;
the addition of a mechanic for the fleet
maintenance division, a maintenance worker for the
Trees Division, and a maintenance worker for the
Streets Division; a stronger definition of targeted
service levels.
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Client Project Summary
Everett, Washington
Organizational, Efficiency and
Effectiveness Study
Ryan Sass
Public Works Director
3200 Cedar Street
Everett, WA 98201
rsass@everettwa.gov
425.257.8942
The project team analyzed operations of this full-
service Public Works Department that included
engineering services, development review services,
information technology, street maintenance, fleet
maintenance, parks and ground maintenance,
distribution and collection system maintenance,
water and wastewater treatment, and the
maintenance of their peripheral pump and lift
statement assets. Recent management changes
provided the City with an opportunity to fully assess
the management, operations and organizational
structure of the Department, and our project team
made recommendations in each of these topical
areas.
Key recommendations included the organizational
relocation of engineering clerical functions, the
consolidation of fragmented utility locate
functions, revision of the capital improvement
budgeting process, increased staffing for the
maintenance of the City’s sidewalks as well as
paved surfaces, and a more focused approach to
asset management.
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Client Project Summary
Milpitas, California
Operational and Organizational
Assessment of the Public Works
Departments
Tony Ndah
Public Works Director
1265 N. Milpitas Boulevard
Milpitas, CA 95035
tndah@ci.milpitas.ca.gov
408.586.2602
In this study, the project team conducted an
analysis of the operations and organizational
structure of the Public Works Department, with
particular focus on staffing and organizational
structure. The Department had undergone severe
staffing reductions during the recession and was in
the process of strategically re-staffing to meet
current needs.
Recommendations included adding maintenance
staff in the storm sewer, water, streets
maintenance and parks maintenance sections. The
project team also recommended the procurement
and installation of a computerized maintenance
management system for work data collection and
reporting.
North Texas Emergency
Communications Center
Market Compensation Study
Terry Goswick
Executive Director
1649 W Frankford Road #150
Carrollton, TX 75007
terry.goswick@ntecc.org
469.289.3200
Because the scope of work for this project includes
employee classification and compensation we
wanted to provide a specific recent reference for
that work:
The Matrix Consulting Group completed a market
compensation survey for this emergency 9-1-1 and
dispatch center which serves four cities in the
Dallas/Fort Worth Metropolitan Area. The project
involved surveying more than 20 peer organizations
for compensation practices and comparable salary
ranges over 15 position titles. Position
characteristics were compared to determine
comparability and a market rate established for
each position, after which recommended salary
ranges were developed to position the agency
competitively with the local labor market.
We would be pleased to provide additional references upon request.
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3 Project Understanding, Approach, and Schedule
This section of the proposal provides a summary of Matrix Consulting Group’s
understanding of the project and presents a proposed work plan to complete a successful
organizational staffing analysis and optimization plan for the City of Dublin.
1. Project Understanding
We understand that the City of Dublin is seeking an in-depth analysis of the Public Works
Department staffing and operations in order to create a detailed organizational staffing
optimization plan to meet the current and future needs of the community. This review
will identify an appropriate staffing plan that enables the City to be proactive on service
delivery and ensure high levels of customer service while fully utilizing each position in a
cost-effective manner. Dublin is a contract city, which can create unique opportunities
and challenges compared to more traditional cities that are staffed to handle much of
their maintenance in-house.
Currently the department consists of six divisions and employs 18 City staff plus contract
services for day-to-day maintenance operations, staff augmentation, and on-call
professional services. The department maintains approximately 85 annual contracts. In
addition to standard roadway maintenance, the Public Works Department is also
responsible for almost 300 acres of parks, 125 acres of open space and 11 buildings and
facilities.
The operating budget of the department is $17.7 million, much of which is spent on
contract services. The Public Works Department is also responsible for managing the
City’s CIP program planned at $162.4 million over the next five years.
2. Overview of Approach to Providing Services
In addition to utilizing the information provided in the request for qualifications, our
approach to providing the requested services includes close cooperation with our client
including extensive interviewing, evaluation of City and Public Works Department
documents (budgets, organizational charts, work processes), data collection; and
evaluation of policies, procedures, and technology utilization to fully understand the
current service delivery approaches, challenges, and opportunities. We work closely with
our clients to meet all schedule and scope of work elements for our projects.
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Our firm’s reputation is based on providing detailed analysis through extensive data
collection, input and interaction with our clients. The cornerstone of our philosophy in
conducting organization and management studies is summarized in the following points:
• A principal of the firm is always involved on each project. For this project, we
would commit the Vice President of the company, who leads our general
consulting practice. He has over 15 years of local government consulting
experience and 14 years of local government work experience.
• We approach our projects with a firm grounding in formal analytical
methodologies. All impacts are identified and analyzed in detail to ensure that
recommendations are implemented and our clients (and the public they serve) can
understand the reasons for recommended changes. This is achieved by:
– Use of proven project management techniques.
– Input from staff members through interviews and surveys; extensive input
from other stakeholders (e.g., elected officials, community
representatives).
– Detailed data collection and analysis derived from primary sources.
– Extensive internal reviews of facts, findings, conclusions and
recommendations as studies proceed.
– Detailed implementation plans.
• We have routine project update meetings with our clients. To keep them informed
of progress and discuss issues, findings and alternatives throughout the
engagement. For this project, we would suggest bi-weekly progress calls be
conducted.
This philosophy and approach have provided our clients with valuable assistance and
advice in dealing with important public policy issues.
3. Project Management and Controls
We believe very strongly in the science of our craft. As a result, we utilize formal project
management techniques in our studies. These techniques include:
• All project work activities are defined in advance and tied to each project team
member, the deliverables, the schedule and the budget.
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• The project manager and lead analysts develop general and project specific data
collection plans and interview guides for all of our staff.
• Project team and client expectations and results are managed on a weekly basis
by developing and utilizing formal project schedules and reporting tools and
frequent review meetings are conducted with clients to review interim
deliverables.
• The project manager designs and personally reviews all interim and final products
before they are delivered to the client.
These project management approaches have resulted in all of our projects being
delivered at a high level of quality, on time and on budget. We are known for the depth
and insight of our analysis and our client responsiveness.
4. Detailed Project Approach.
In the following task plan, we provide a summary of the proposed approach to providing
services to the City of Dublin on this engagement and a proposed project schedule.
Following the description of each task is a defined deliverable for the task.
Due to the uncertainty of the current pandemic, we want to affirm our commitment to the
proposed schedule and can start and even entirely conduct this project remotely, if
necessary. In the past twelve months we have significant experience utilizing video
conferencing for interviews and interim deliverable reviews. Data collection can easily be
accomplished via email or file sharing.
Task 1 Develop an Understanding of Current Public Works Issues and
Develop a Current State Assessment of Existing Operations
To fully provide services to the City, we need to quickly develop an understanding of the
key issues impacting and shaping service requirements for the community and the
current organizational structures, staffing allocations, and service delivery approaches
currently in place. To accomplish this, the project team will interview all full-time staff in
the Public Works Department, selected managers and staff of the contract companies,
the City Manager, and any additional department heads or division managers the
department works closely with to understand the overall operations of the department.
Our interviews will focus on exploring issues and attitudes in the following areas:
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• Adequacy of service levels, and perceived gaps in existing levels of service.
• Organizational changes which have been made in the past several years and
perceptions of the impacts of these changes.
• Staffing changes in the past several years due to the economic environment or
other causes.
• Goals and objectives with regard to the delivery of services in the City and in each
of the public works functions and discussion of available workload data for each
public works service area.
• Adequacy of management systems and technology, and the extent to which the
managers in the Department utilize this information to make meaningful
managerial, operational, scheduling and staff allocation decisions.
• Outsourcing philosophy of the Department; the services that are currently
outsourced and additional candidates.
• The understanding and use of best practices in the public works industry, both in
terms of incorporating of local practices employed by neighboring communities,
and formal best practices promulgated by the American Public Works Association.
• The methods by which Department leadership discerns management trends and
implements these to address the City’s needs.
Next, we will develop a current state assessment of the Public Works Department. Our
focus will be on how services are delivered, staffed, and managed, as well as the costs
associated with the delivery of those services. The development of this document will be
based on interviews with staff as well as collection of departmental operating information
and data, including the following:
• The current organization of services provided by the Department, including:
– The structure and functions of each unit,
– The staffing levels of each function and division,
– The basic job responsibilities for staff in these functions, and
– The budgets for the current and three prior fiscal years at a level of detail
showing the authorized budget for each division.
• Documentation of all key operations, including:
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– Service scope and content,
– Standard operating procedures in effect,
– Record-keeping procedures,
– How staff are scheduled and deployed,
– How overtime is justified, used and approved,
– How the call-back system operates, and the frequency of call-backs,
– Workload data,
– Basic service levels, and
– The extent of contracted services by type, size, cost, and methods utilized
to administer and manage the contract.
• Documentation of the current technology in use in the Department, including:
– Geographical systems,
– Use of hand-held devices for reporting work and locations, and
– Computerized maintenance management/asset management systems
• Documentation of management systems available, including:
– Financial reporting and budgeting systems,
– Organizational business processes and procedures, and
– Performance monitoring systems.
• Documentation of the infrastructure maintained and repaired by the Department.
For example, we would review the City’s CIP, and obtain its latest Pavement
Condition Assessment report, any structural assessments for facilities,
replacement of equipment, and any available condition assessments for
infrastructure Public Works is responsible for maintaining or overseeing.
• Documentation of all administrative systems, including procurement, customer
requests for service, approval of overtime, employee performance appraisal,
budget development, and others.
• Conduct interviews with identified stakeholders and customers of the Public
Works Department to assess the levels of service provided, any gaps in operational
or administrative services as well as customer service, and their perceptions of
the technical skills and knowledge of management and staff.
Once these initial data collection activities have been completed, the project team will
prepare a summary current state assessment that presents our understanding of the
current organization, staffing, operations and costs of the services provided by the Public
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Works Department. This will be reviewed with the department for input and comment to
ensure we have a strong understanding of the unique operating environment of the City
of Dublin Public Works operation.
TASK RESULT
This task will result in the development of a current state assessment of
operational, organizational, and staffing allocations in the Department.
Task 2 Conduct a "Best Management Practices" Assessment and
Comparative Survey.
In this task, our project team will utilize “best management practices” and a comparative
survey to evaluate staffing, productivity, processes, use of technology, management
planning, as well as many other dimensions of organizational performance for the
functions under review. To accomplish this, we would undertake the following activities:
• Best Practices Comparative Assessment – The project team will develop a detailed
list of "best management practices" for use in a diagnostic appraisal of staffing and
service delivery for each service function (streets, traffic signals, streetlights, parks,
facilities, etc.). This diagnostic appraisal would additionally utilize recognized
industry staffing benchmarks to assess current staffing allocations based upon
service levels, operational practices and staffing levels appropriate for the City.
• Comparative Survey – Additionally, we would compare organizational structure,
staffing levels, key operational practices and management performance indicators
with six to eight comparative communities. The comparative survey would provide
insight regarding how the City compares to other comparable municipal
organizations in the Bay Area or elsewhere in California and identify areas for further
inquiry for potential modification to enhance efficiency, effectiveness of service
delivery and staffing utilization.
The comparative survey will be conducted against communities that have size, service
portfolio and demographic similarities to those of Dublin. A summary of the findings
from these two efforts would be developed as an interim delivery and shared with
department leadership and project steering committee. The results of this task will
provide a strong understanding of current strengths of the organization and a listing of
potential improvement opportunities for further evaluation in later tasks.
The best practices assessment will utilize both industry-promulgated practices such as
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in APWA, IFMA, NAFA, AWWA and others, as well as those of other well-managed public
works operations with which the project team has experience. Further, we will assess the
degree to which staff are implementing these best practices in the Dublin Public Works
Department.
TASK RESULT
The product of this task will be an assessment outlining how the City’s current
staffing, service delivery, organization and staffing compare to best practices and
to comparable municipalities and a summary of issues identified from this analysis.
Task 3 Evaluate the Staffing, Management and Operations of the Public
Works Department.
In this work task, the project team will analyze all aspects of the staffing, work practices,
service levels organization and management within the Department, including:
• Evaluate department job titles, specifications, salaries, and compensation
packages. This analysis would build upon the data collected in the comparative
survey and additional analysis to evaluate the department’s positions specifically
regarding class specifications, salaries, and overall compensation package. This
analysis will develop recommendations for modifications necessary to class
specifications and compensation elements to meet the needs of the City to recruit
and retain qualified staff necessary for providing and overseeing service delivery.
This analysis will require additional discussion with representatives of the City’s
Human Resources Department to ensure approaches utilized are consistent with
other compensation policies and practices within the City. Additionally, we will
evaluate the jobs and compensation approaches against industry standards. We
will provide recommendations on adjustments to staffing descriptions,
classifications, and compensation.
• Evaluate the adequacy of work practices utilized by the Department. This analysis
would focus on the identification of opportunities to streamline internal processes
and assignments as well as work practices to increase productivity and/or
enhance their effectiveness. We will focus on identifying any redundancies or
barriers to efficiencies in workflow process and provide recommendations to
ensuring accountability and efficient delivery of service. Within this task, we would
evaluate whether sufficient time and resources are not only allocated to core
maintenance and service areas, but also if there is sufficient capacity to handle
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other required functions such as safety training and safety programs, community
outreach, MUTCD, NPDES training, etc.
• Evaluate the management of the Department. Effective managers not only look
inward in their delegation of duties and responsibilities and their monitoring of the
effectiveness of these assignments, but they also look outwardly as well. This
includes the attendance of industry trade groups, the monitoring of best practices
being implemented in other forward-looking public works organizations, the
awareness and implementation of management trends, and other facets of
effective team building in order to adapt these to the needs of the City of Dublin.
Our project team will evaluate the extent to which managers are implementing
effective asset management techniques and operational practices, identifying
needed training for employees, and monitoring the external environment.
• Evaluate the levels of maintenance service delivered by the Department. This
analysis would focus on profiling the levels of service and assessing their
adequacy and respective cost implications. We will provide recommended
service level targets for each core service provided by the department (including
maintenance contracts) that fit the needs of the community and are based upon
national industry standards.
• Evaluate work planning and scheduling. This analysis would focus on systems
and processes used to plan and schedule maintenance activities in the
Department. This would also include an analysis of how maintenance
management systems are utilized and reported out. This subtask will also include
an analysis of overtime usage to determine the impacts on operations.
• Evaluate the implementation of results-driven procurement principles. Many
government agencies relegate procurement to an ancillary function that requires
compliance with necessary controls in order to obtain required goods and
services. In this way, the procurement function exists in isolation from core
operations rather than as a meaningful partner in achieving overall organizational
objectives. Our consultants will assess the degree to which current managers
both understand and implement results-driven procurement strategies that
incorporate overall City objectives with critical and objective analysis of contractor
performance, as well as continuously search for innovative ways to improve its
procurement process to achieve better performance.
• Evaluate outsourcing and insourcing opportunities. The services provided by the
Department would be evaluated for outsourcing and insourcing, recognizing that
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this choice has multi-faceted dimensions including cost, responsiveness, level of
service guarantees, contract oversight, availability of competitors, etc.
• Evaluate the adequacy of asset management by the Department. Approaches to
renewing and replacing infrastructure will be examined by our project team. The
Department is responsible for the maintenance of a significant and expensive
infrastructure system. As part of this evaluate the development and management
of the City’s Capital Improvement Program.
• Evaluate the performance measures used in the Department. Performance
measurement and management are topical in local government and have become
critical elements of assessing the efficacy of programs. Further, they are ways of
communicating successes to City management and to the general public.
However, performance measures should not simply be reflections of the amount
of work accomplished by an organization but rather a statement of the efficiency
with which resources were used in the accomplishment of work, and the
effectiveness of the outcomes. A performance management program should be
a component of an overall asset management program that defines service levels,
assigns resources to their accomplishment, and holds the Department
accountable to its stakeholders for efficient and effective service delivery. Our
project team will evaluate the current performance measurement and
management program and make recommendation on refinements to move Dublin
to a higher state of accomplishment and accountability.
• Evaluate the use of technology in the Department. The degree to which
automated systems are implemented and used in the Department will be
evaluated, including the use of GIS, tablet devices and maintenance management
systems. Cost-saving technologies will be identified and recommended.
• Evaluate the adequacy of administrative systems and procedures. The project
team will evaluate the Department’s systems for capturing and reporting labor,
materials, equipment and contractual costs in a real-time and accurate manner.
Further, we will evaluate the steps in the processes to gather these data in terms
of the degree of automation, any duplication of efforts, unnecessary signoffs and
approvals, etc.
• Evaluate customer service, including internal and external customers. For
example, in analyzing the service request response system, we would evaluate the
system for responding to and tracking customer service calls and requests and
evaluate the use of technology to facilitate customer service. During this task, we
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will also evaluate the response times to service calls, and the backlog of work and
complaints. We will assess the communication both within the department as well
as the means and effectiveness of communications with residents and with other
departmental staff of the City to assess credibility and reputation.
At the conclusion of this task, we will have evaluated Public Works in the areas of work
and operational practices, service levels, technology implementation, workflows and
work activities to identify strengths, weaknesses, improvement opportunities and
problem-solving techniques. In conjunction with interviews, data collection and
observations, the project team will, at this juncture, be able to evaluate the efficiency of
performance of current tasks, and where modifications to current systems, processes
and staffing levels are required. In assimilating all of the above findings, our project team
will make recommendations related to needed training for the leadership team, as well
as line staff.
TASK RESULT
The product of this task will be improvement opportunities and proposed
adjustments in staffing, workflow practices, service levels, outsourcing / insourcing
services, customer service, training needs and operations of the Department.
Task 4 Evaluate How the Department Is Organized.
In this task, the project team will evaluate the plan of organization for the Public Works
Department by using several principles in the evaluation of organizational structure,
including:
• Does the current organizational structure of Public Works foster accountability?
• Is the current organizational structure appropriate for service delivery and what
alternatives to enhance or improve service delivery efficiency or effectiveness?
• Are the plans of management organization for maintenance and engineering
services in the Department providing adequate communication and coordination
where needed? Does the current structure enhance shared knowledge and
understanding?
• Do the plans of organization enhance career development opportunities, training,
recruitment and retention?
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• Do the plans of organization enable staff to provide better service to the public in
terms of cycle times, user friendliness, performance management, quality control,
and consistency?
Where appropriate, and as noted in the previous task, we would also compare the overall
organizational structure to that seen in other comparable public works operations in other
communities to identify potential alternative organizational structures for consideration.
TASK RESULT
The product of this task will be an organizational staffing optimization plan that
promotes accountability, communication and efficient workflow in Public Works
functions.
Task 5 Prepare a Draft and Final Report and Provide Plans for Implementing
Improvement Opportunities.
Once the work tasks noted above have been completed, we will discuss our analysis,
findings, and conclusions with the Department and develop a draft and final report. The
draft report will be reviewed with the City for input and comment. The draft and final
reports will contain the following elements:
• An executive summary that provides all recommendations, associated costs and
cost savings, and priority of implementation.
• A detailed organizational staffing optimization plan.
• A detailed analysis of each identified improvement opportunity.
• A near-term and build-out transition plan and strategy for implementing the
optimization plan including an implementation plan for each improvement
opportunity recommended.
Once staff and the Project Steering Committee have reviewed the draft final report and
implementation plan, and provided input, we would develop the final report. We would be
pleased to present our findings to the City Council at a scheduled meeting or workshop.
TASK RESULT
The product of this task would be the draft and final reports which would be
reviewed with the City and presented in whatever forum is desired.
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5. Project Schedule
As shown in the following table, we are proposing a 12-week project schedule for the
scope of work proposed as shown below.
Week
1 2 3 4 5 6 7 8 9 10 11 12
1. Current State Assessment
2. Best Practices/Comparative
3. Operational/Staffing Assessment
4. Organizational Structure
5. Draft Report
This schedule provides a comprehensive review of Public Works operations within the
scope of this study over a three-month period.
We are available to begin work immediately upon receipt of a notice to proceed.
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4 Proposed Fee and Rate Schedule
The following table provides the hourly rate for each of the consultants in our proposal.
Please note that all consultants are employees of the Matrix Consulting Group.
Consultant Position Hourly Rate
Alan Pennington
Jen Winter
Vice President
Senior Manager
$200
$175
Robin Haley Senior Manager $175
Aaron Baggarly Senior Manager $150
David Branch Manager $150
Ryan Peterson Data Analyst $100
We are proposing to conduct this engagement for a total not-to-exceed fixed price of
$55,000 at the level of detail outlined in our proposed task plan.
PM Lead/Sr
Analyst Analyst Data
Analyst Totals
1. Current State Assessment 8 24 24 8 64
2. Comparisons 8 24 24 8 64
3. Operational Assessment 8 32 24 24 88
4. Organizational Structure 8 16 16 0 40
5. Draft/Final Report 12 24 24 0 60
Total Hours 44 120 112 40 316
Hourly Rate $200 $175 $150 $100
Total Professional Fees $8,800 $21,000 $16,800 $4,000 $50,600
Project Expenses $4,400
Total Project Cost
$55,000
Note that if the project is conducted remotely in whole or in part the travel expenses would
not be charged if unused.
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5 Additional Requirements
1. Conflict of Interest Statement
The Matrix Consulting Group has no financial, business or other relationship with the City
that would have an impact upon the outcome of this project.
2. Requested Changes to Contract
The Matrix Consulting Group requests no changes to the proposed contract for services
as outlined in Attachment A of the City’s Request for Proposals.
3. Confirmation of Firm’s Ability to Meet Agreement and Insurance Requirements
The Matrix Consulting Group confirms it can meet the City’s Standard Consulting
Agreement and insurance requirements.
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APPENDIX A – Resumes of Project Staff
ALAN PENNINGTON
VICE PRESIDENT, MATRIX CONSULTING GROUP
Alan Pennington leads our General Consulting Practice
which includes Public Works and Engineering assessments.
Alan has extensive experience conducting organizational,
operational, and staffing assessments for public works
operations including evaluation of the sufficiency of
contracted services. He has been employed by the firm
since 2005. Prior to that time, he served for over 13 years in
local government positions including Assistant City
Manager, Assistant HR Director, and Labor Relations
Manager. He has significant experience assessing and
implementing compensation and classification studies.
Experience Highlights
Everett, WA: Alan was the Project Manager on this
comprehensive study of the City’s Public Works Department
which included utilities, engineering, streets, stormwater,
public information, grants, and building permitting /
inspection operations.
Menlo Park, CA: Alan was the Project Manager on this
engagement evaluating both the Community Development
and Public Work Departments. This study included
assessments of staffing and organizational structure.
Role on This Engagement:
Alan will serve as the project manager for this assignment.
Relevant Clients:
CA
CA
CA
CA
MO
NY
PA
SC
TN
VA
WA
WA
WI
Downey
Menlo Park
Rancho Mirage
South Coast Water
Raymore
White Plains
Pittsburgh
Charleston County
Franklin
Alexandria
Everett
Orting
Milwaukee
Years of Consulting
Experience: 16
Years of Government
Experience: 13
Education:
BA, University of Maine,
Public Management.
MPA, University of
Maine,
Professional
Association:
ALGA, GFOA, ICMA
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JEN WINTER, P.E.
SENIOR MANAGER, MATRIX CONSULTING GROUP
Jen Winter, who just joined our firm to lead our Public Works
and Infrastructure Practice area. She leads all public works
studies including asset management, engineering, streets,
public utilities, and related services.
Prior to joining Matrix Jen served within local government as
the Public Works Director for the City of Cedar Rapids, Iowa.
She has also previously served as the Regional Director for
an engineering consulting firm.
Experience Highlights
Cedar Rapids, IA: Jen led the implementation of the
organizational and operational review for the City of Cedar
Rapids Public Works Department which included
engineering, streets, traffic, stormwater, sanitary sewer, real
estate, and right of way management.
• Authored the departments first Strategic Plan to align the
department goals with those of the City Council.
• Reorganized the department to create divisions with
better aligned teams and opportunities for career
development and succession planning.
• Outlined process improvements for a more predictable
and efficient work process.
• Implemented and participated in emergency response
training and development. Experience with federally
declared disasters.
• Developed and implemented an asset management
system.
• Introduced and led formal project management training.
Role on This Engagement: Jen will serve as a senior analyst
and assistant project manager on this engagement.
Relevant Clients:
CA
NC
Vacaville
Fayetteville
Years of Experience: 24
Education:
BS, Iowa State
University, Civil
Engineering
Professional
Association:
American Public Works
Association (APWA)
APWA Center for
Sustainability (Past
Chair)
APWA Iowa Chapter
Board Member
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Proposal to Provide Public Works Staffing Analysis and Optimization Planning Dublin, California
Matrix Consulting Group Page 27
ROBIN G. HALEY
SENIOR MANAGER, MATRIX CONSULTING GROUP
Robin Haley is the lead analyst on public works
engagements for the firm, including streets, facilities,
engineering, solid waste/recycling, parks, urban forestry,
public utilities and related services.
Prior to his work as a consultant for local government,
Robin worked for eight years as a financial and
management analyst, with responsibility for budget
development and monitoring, as well as cost modeling for a
large government contractor. His local government
consulting experience includes the following:
Experience Highlights
Everett, WA: Robin was the lead analyst for the firm’s efforts
in the evaluation of the Public Works Department’s
maintenance functions and public utilities operations:
• Recommended cross-training of maintenance workers in
streets and sidewalk crews to minimize the impact of
daily staff shortages.
• Made recommendations to reorganize the Department’s
Watershed Protection Group.
• Recommended cross-training of employees in the
Technical Services Group to ensure continuity of
knowledge of maintenance and programming of the
system’s programmable logic controllers.
• Recommended reclassification of specific Wastewater
Treatment Plant Operators.
Role on This Engagement:
Robin will serve as a Project Analyst.
Relevant Clients:
CA
CA
CA
CA
CT
CT
GA
IL
IL
MA
MA
NH
OK
PA
SC
TX
UT
UT
VT
WA
WI
Beverly Hills
Menlo Park
Milpitas
San Mateo County
Torrington
Windsor
DeKalb County
Lake County
Joliet
Brookline
Haverhill
Amherst
Oklahoma City
Pittsburgh
Anderson County
Cedar Hill
Ogden City
Salt Lake City
Montpelier
Everett
Rock County
Years of Experience: 32
Education:
BS, Georgia Institute of
Technology
MBA, Georgia State
University
Professional
Associations:
American Public Works
Association
American Water Works
Association
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AARON BAGGARLY, AICP
SENIOR MANAGER, MATRIX CONSULTING GROUP
Aaron Baggarly has served as an analyst on a wide variety
of local government studies. Aaron has extensive
experience conducting organizational, operational, and
staffing assessments for local government operations
including traditional public works services over his 13 years
of experience.
Experience Highlights
Everett, WA: Aaron was an analyst on this engagement that
reviewed the City’s Public Works Department which included
utilities, engineering, streets, stormwater, public information,
grants, and building permitting/inspection operations. Key
recommendations:
• Reorganization of the administrative, grants, and public
information functions under one manager.
• Consolidate utility locate teams and report to one
supervisor.
• Provided staffing analysis and identified the need for
additional Engineers and Engineering Technician
positions.
Menlo Park, CA: Aaron was an analyst on this engagement
of both the Community Development and Public Work
Departments. Key recommendations included:
• Outlined process improvements for a more predictable
and efficient work process.
• Move the land development function from Public Works
to Community Development.
• Identified short- and long-term staffing needs.
Role on This Engagement:
Aaron will serve as an analyst.
Relevant Clients:
AL
CA
CA
CA
FL
FL
IL
IL
MA
NC
NY
TX
TX
UT
VT
WA
WI
Gulf Shores
Menlo Park
Milpitas
Ventura
Toho Water Auth.
Pasco County
Orland Park
Tinley Park
Boston
Rowan County
Mamaroneck
Flower Mound
Fort Worth
Grand County
Burlington
Everett
Waukesha County
Years of Experience: 13
Education:
BS, Appalachian State
University, Community
and Regional Planning,
Minor in GIS.
Professional
Association:
American Institute of
Certified Planners
(AICP)
American Planning
Association
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DAVID BRANCH
MANAGER, MATRIX CONSULTING GROUP
David Branch has served as an analyst and project lead on
a wide range of government studies covering a variety of
city and county functions such as human resources,
finance, public works and utilities, fleet and facilities, parks
and recreation, and community development. David has
been with the firm for 8 years.
Experience Highlights
Watsonville, CA: David was the lead analyst for this
operations review of the fleet division, which studied
operational practices, staffing and organizational structure,
the City’s fleet replacement and disposal plan, and the rates
charged to customer departments.
• Analyzed each vehicle in the City’s fleet and
recommended disposal or the adoption of a replacement
schedule.
• Evaluated the division’s PM and reactive workload, and
recommended adoption of a new fleet management
software.
• Recommended the addition of a Fleet Manager,
additional mechanics, and a reduction of outsourcing for
routine work.
Gallup, NM: David was the lead analyst on this study of the
City’s Public Works Department.
• Analyzed work order data, reviewed roadway asset
volume, and developed a quantitative staffing model of
workload.
• Recommended implementation of a CMMS.
• Recommended overhaul of the City’s approach to
pavement management.
Role on This Engagement: David will serve as an analyst.
Relevant Clients:
CA
CA
CO
CO
GA
IL
IL
IL
IL
MA
NH
OR
SC
UT
WI
WI
Riverside
Watsonville
Aurora
Pueblo County
Forsyth County
Niles
Tinley Park
Lake County
Chatham
Haverhill
Carroll County
Tigard
Anderson County
Ogden
Rock County
Waukesha County
Years of Experience: 8
Education:
BS, University of
Southern California;
Policy, Management,
and Planning.
Professional
Association:
American Public Works
Association (APWA)
Association of Public
Safety
Communications
Officials (APCO)
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RYAN PETERSON
DATA/GIS ANALYST, MATRIX CONSULTING GROUP
Ryan Peterson is a Consultant with the Matrix
Consulting Group, specializing in GIS and data
analytics. He has over nine years of experience in
conducting geospatial analysis for local and regional
governments, having previously worked for the City of
Portland and City of Beaverton, as well as the Tri-
County Metropolitan Transportation District of Oregon
(TriMet).
Relevant experience highlights include:
• Data Collection and analysis.
• Analysis and redistricting of operation boundaries.
• Current staffing analysis and future staffing
projections.
Experience Highlights
Pittsburgh, PA: Ryan was a data analyst on this
engagement that mapped out 311 calls by districts in
order to find which divisions were overloaded and
which had to few 311 calls:
• Redrew the division in order to balance the workload.
• Provided multiple solutions that gave each district a
relatively similar workload in responding to 311 calls.
Role on This Engagement:
Ryan will serve as an analyst.
Relevant Clients:
MA
PA
CO
OR
TX
UT
CO
CO
CA
OH
NC
FL
WA
IA
WI
MA
MN
TX
TX
Boston
Pittsburgh
Aurora
Forest Grove
Fort Worth
Grand County
Littleton
Boulder
Los Angeles
Columbus
Raleigh
Orange County
Puyallup
Davenport
Dodge County
Yarmouth
Hennepin
County
Lewisville
Years of Experience:
9
Education:
BS, University of
Oregon, Geography.
Graduate Certificate,
Portland State
University, GIS.
Certificate of
Programming,
Epicodus Vocational
School
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Consulting Services Agreement for 07/16/2021
Staffing Analysis and Optimization Planning Attachment C – Page 1 of 1
Attachment C
Conflict of Interest Statement
For the term of this contract, no member, officer or employee of the City of Dublin, or of a public body
within Alameda County or member or delegate to the Congress of the United States, during his/her tenure
or for one year thereafter, shall have any direct interest in the contracts or any direct or material benefit
arising therefrom.
Consultant must provide a list of any potential conflicts of interest in working for the City of Dublin. This
must include, but is not limited to, a list Consultant’s clients who are the following: Private clients located or
operating within the City of Dublin limits, Dublin San Ramon Service District, US Army Camp Parks
and/or the County of Alameda, and a brief description of work for these clients. Proposers must also
identify any other clients (including public entities), that may pose a potential conflict of interest, as well as a
brief description of work you provide to these clients.
This list must include all potential conflicts of interest within the year prior to the release of this RFQ as
well as current and future commitments to other projects.
Principals and those performing work for City of Dublin may be required to submit a California Fair
Political Practices Commission (FPPC) Form 700: Statement of Economic Interests documenting potential
financial conflicts of interest. For additional information, proposers should refer to the FPPC website at
http://www.fppc.ca.gov/Form700.html.
______________________________
SIGNATORY NAME, TITLE
FIRM
Richard Brady, President
Matrix Consulting Group
8-11-21
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