HomeMy WebLinkAboutCC 2026-04-27 Agendas t4RH
CITY OF NORTH RICHLAND HILLS
CITY COUNCIL AGENDA
4301 CITY POINT DRIVE
NORTH RICHLAND HILLS, TX 76180
MONDAY, APRIL 27, 2026
WORK SESSION: 5:30 PM
Held in the Council Workroom
CALL TO ORDER
1. Discuss items from regular City Council meeting.
Attachments: Memorandum
2. Receive update on board and commission term limit research.
Attachments: Memorandum
FUTURE AGENDA ITEM(S)
The purpose of this item is to allow the Mayor and Council members an
opportunity to bring forward items they wish to discuss at a future work
session. In accordance with the Texas Open Meetings Act, any discussion
shall be limited to a proposal to place the item on a future agenda. The
Council shall not vote, or take any action on the items during this meeting.
Monday, April 27, 2026 City Council Agenda
Page 1 of 5
EXECUTIVE SESSION
The City Council may enter into closed Executive Session as authorized by
Chapter 551, Texas Government Code. Executive Session may be held at the
end of the Regular Session or at any time during the meeting that a need
arises for the City Council to seek advice from the city attorney (551.071) as
to the posted subject matter of this City Council meeting.
The City Council may confer privately with its attorney to seek legal advice on
any matter listed on the agenda or on any matter in which the duty of the
attorney to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with Chapter
551, Texas Government Code.
1. Section 551.071: Consultation with City Attorney to seek advice about
pending or contemplated litigation or on a matter in which the duty of the
attorney to the governmental body under the Texas Disciplinary Rules
of Professional Conduct of the State Bar of Texas clearly conflicts with
the Open Meetings Act - (1) Jessie Goodfellow v. City of North Richland
Hills, et al, Cause No. 352-366545-25; (2) Travis Scott Gray v. City of
North Richland Hills, et al, Civil Action No. 4-25CV1276-09; (3) Citizen
Formal Complaint; and (4) Bank of the West v. G.Q. Enterprises Corp.,
et al, Cause No. 141-376075-26.
2. Section 551.087: Deliberation regarding commercial or financial
information that the governmental body has received from a business
prospect that the governmental body seeks to have locate, stay, or
expand in or near the territory of the governmental body and with which
the governmental body is conducting economic development or
deliberation of the offer of a financial or other incentive to such a
business prospect - (1) Northeast Corner of Boulevard 26 & Harwood
Road, (2) EZ Streets Empowerment Zone, (3) Southwest Corner of
Davis Boulevard and Smithfield Road, and (4) 8021 and 8029 Main
Street.
REGULAR MEETING: Immediately following executive session (but no
earlier than 7:00 p.m.)
Held in the City Hall Council Chambers
A. CALL TO ORDER
A.1 INVOCATION - COUNCIL MEMBER GOETZ
Monday, April 27, 2026 City Council Agenda
Page 2 of 5
A.2 PLEDGE - COUNCIL MEMBER GOETZ
A.3 SPECIAL PRESENTATION(S) AND RECOGNITION(S)
A.4 PUBLIC COMMENTS
An opportunity for citizens to address the City Council on matters which are
scheduled on this agenda for consideration by the City Council, but not
scheduled as a public hearing. In order to address the City Council during
public comments, a Public Meeting Appearance Form must be completed and
presented to the City Secretary prior to the start of the City Council meeting.
A.5 REMOVAL OF ITEM(S) FROM CONSENT AGENDA
B. CONSIDER APPROVAL OF CONSENT AGENDA ITEMS
B.1 Approve the minutes of the April 13, 2026 City Council meeting.
Attachments: Memorandum
Minutes
B.2 Authorize the City Manager to execute an interlocal agreement with the
City of Terrell for the purchase of goods and services from vendors
selected through the competitive bidding process.
Attachments: Memorandum
Interlocal Agreement
C. PUBLIC HEARINGS
D. PLANNING AND DEVELOPMENT
E. PUBLIC WORKS
F. CITIZENS PRESENTATION
An opportunity for citizens to address the City Council on matters which are
not scheduled for consideration by the City Council or another City Board or
Commission at a later date. In order to address the City Council during
citizens presentation, a Public Meeting Appearance Form must be completed
and presented to the City Secretary prior to the start of the City Council
meeting.
G. GENERAL ITEMS
Monday, April 27, 2026 City Council Agenda
Page 3 of 5
G.1 Approve award of bid RFP 26-009 to Matrix Consulting Group, LTD. for
a Facilities & Construction Operational Efficiency Audit in the amount
not to exceed $77,000 and authorize the City Manager to execute the
related professional services agreement.
Attachments: Memorandum
Proposal
Professional Agreement
Form 1295
G.2 Approve award of bid RFP 26-008 to Baker Tilly Advisory Group, LP for
the Utility Billing Operational Efficiency Audit in the amount not to
exceed $82,875 and authorize the City Manager to execute the related
professional services agreement.
Attachments: Memorandum
Proposal
Agreement
Form 1295
G.3 Approve Resolution No. 2026-026, appointing members to the
Legislative Task Force of the City of North Richland Hills.
Attachments: Memorandum
Resolution No. 2026-026
GA Consider Ordinance No. 3955, amending Chapter 2, Article 11, Division
2, Rules of Procedure of the Code of Ordinances of the City of North
Richland Hills.
Attachments: Memorandum
Ordinance No. 3955
H. EXECUTIVE SESSION ITEMS - CITY COUNCIL MAY TAKE ACTION
ON ANY ITEM DISCUSSED IN EXECUTIVE SESSION LISTED ON
WORK SESSION AGENDA
I. INFORMATION AND REPORTS - COUNCIL MEMBER ROBERTS
1.1 Announcements
Attachments: Memorandum
J. ADJOURNMENT
Monday, April 27, 2026 City Council Agenda
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Certification
I do hereby certify that the above notice of meeting of the North Richland Hills
City Council was posted at City Hall, City of North Richland Hills, Texas in
compliance with Chapter 551 , Texas Government Code on Tuesday, April 21,
2026 by 5:00 PM.
Alicia Richardson
City Secretary/Chief Governance Officer
This facility is wheelchair accessible and accessible parking spaces
are available. Requests for accommodations or interpretive services
must be made 48 hours prior to this meeting. Please contact the City
Secretary's office at 817-427-6060 for further information.
Monday, April 27, 2026 City Council Agenda
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CITY COUNCIL MEMORANDUM
FROM: The Office of the City Manager DATE: April 27, 2026
SUBJECT: Discuss items from regular City Council meeting.
PRESENTER: Paulette A. Hartman, City Manager
SUMMARY:
Provide the City Council with the opportunity to discuss any item on the regular agenda.
GENERAL DESCRIPTION:
The purpose of this standing item is to allow the City Council an opportunity to inquire
about items that are posted for discussion and deliberation on the regular City Council
agenda.
The City Council is encouraged to ask staff questions to clarify and/or provide additional
information on items posted on the regular agenda or consent agenda.
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CITY COUNCIL MEMORANDUM
FROM: The Office of the City Manager DATE: April 27, 2026
SUBJECT: Receive update on board and commission term limit research
PRESENTER: Alicia Richardson, City Secretary/Chief Governance Officer
GENERAL DESCRIPTION:
On May 11, 1998, City Council adopted Ordinance 2304 to establish a process for the
appointment, review and removal and training of appointed boards and commission
members. A two-year term was established to coincide City Council members' terms with
their appointees. Historically, most boards have followed this process unless indicated
otherwise by State law, City Charter, or ordinance.
On November 4, 2025, the city held a special charter election, and voters of North
Richland Hills approved six propositions. Propositions A and B pertained to the length of
term for elected officials and established term limits of elected officials, respectively.
Proposition A — extended the mayor and council member terms from two (2) to three (3)
years and provided for a phased election schedule to transition to the three-year terms.
• May 2026 — mayor and places 2, 4, and 6 elected to three-year terms
• May 2027 — places 1, 3, 5, and 7 elected to three-year terms
Proposition B — established terms limits, allowing elected officials to serve up to three
terms as a council member and three additional terms as mayor, or vice versa.
At its February 9, 2026, work session, City Council discussed term lengths and term limits
of board and commission members and whether they should align with the City Council.
Staff was directed to prepare an ordinance aligning the term length of board and
commission members with the City Council. Subsequently, the City Council reconsidered
term limits for board and commission members at its February 23, 2026, work session
and staff was directed to research benchmark cities and municipalities with similar
populations as North Richland Hills.
City Council will receive a presentation from staff during work session.
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CITY COUNCIL MEMORANDUM
FROM: The Office of the City Manager DATE: April 27, 2026
SUBJECT: Approve minutes of the April 13, 2026 City Council meeting.
PRESENTER: Alicia Richardson, City Secretary/Chief Governance Officer
SUMMARY:
The minutes are listed on the consent agenda and approved by majority vote of Council
at the City Council meetings.
GENERAL DESCRIPTION:
The City Secretary's Office prepares action minutes for each City Council meeting. The
minutes for the previous meeting are placed on the consent agenda for review and
approval by the City Council, which contributes to a time-efficient meeting. Upon
approval of the minutes, an electronic copy will be uploaded to the City's website.
RECOMMENDATION:
Approve minutes of the April 13, 2026 City Council meeting.
MINUTES OF THE WORK SESSION AND REGULAR MEETING
OF THE CITY COUNCIL OF THE CITY OF NORTH RICHLAND HILLS, TEXAS
HELD IN THE CITY HALL 4301 CITY POINT DRIVE
APRIL 13, 2026
WORK SESSION
The City Council of the City of North Richland Hills, Texas met in work session on the
13th day of April at 5.00 p.m. in the Council Workroom prior to the 7.00 p.m. regular City
Council meeting.
Present: Jack McCarty Mayor
Cecille Delaney Place 1
Brianne Goetz Place 2
Danny Roberts Place 3
Matt Blake Place 4
Billy Parks Place 5
Russ Mitchell Place 6
Kelvin Deupree Mayor Pro Tem, Place 7
Staff Members: Paulette Hartman City Manager
Trudy Lewis Assistant City Manager
Caroline Waggoner Assistant City Manager
Alicia Richardson City Secretary/Chief Governance Officer
Bradley A. Anderle City Attorney
CALL TO ORDER
Mayor McCarty called the meeting to order at 5.00 p.m.
1. DISCUSS ITEMS FROM REGULAR CITY COUNCIL MEETING.
City Council had no questions for staff.
2. WELCOME AND INTRODUCTION - PUBLIC OFFICIAL, PUBLIC EMPLOYEE,
OR CITIZEN.
New city employees Stephen Barnes, Director of Finance and Zackery Loiselle, Chief
Building Official were introduced to the City Council.
3. REVIEW PROPOSED ETHICS ORDINANCE AND AMENDMENTS TO
COUNCIL RULES OF PROCEDURE.
Council member Roberts, on behalf of the Ad-Hoc Council Committee, provided an
April 13, 2026
City Council Meeting Minutes
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overview of changes from what was previously presented at the February 23 work
session.
City Attorney Bradley Anderle informed City Council that Section 2-52 (Quorum) of the
Rules of Procedure was changed from four to five members of the City Council to align
with State law. The Texas Open Meetings Act (Government Code Chapter 551) defines a
quorum as a majority of the governmental body and the North Richland Hills City Charter
defines the governing body as the mayor and seven (7) council members.
4. CHARTER ELECTION UPDATE REGARDING TERMS AND TERM LIMITS.
City Attorney Bradley Anderle provided an overview of the City Charter Amendments
approved at the November 4, 2025 election. Propositions A and B, extending the term
length from two to three years and the establishment of term limits, respectively amended
Article V, Sections 3 and 3.A.
The new term length for the governing body will be phased in with the 2026 and 2027
election cycles. The mayor and council places 2, 4, and 6 will be elected for a three-year
term in May 2026 and each election thereafter. Council places 1, 3, 5, and 7 will be
elected for a three-year term in May 2027 and each election thereafter.
The term limit for a council member, regardless of place, is three terms (nine years).
Likewise, the term limit for mayor is three terms (nine years). A person may serve three
terms as a council member and three terms as mayor for a cumulative total of 18 years.
The term limit begins with the May 2026 (mayor and council places 2, 4, and 6) and May
2027 (council places 1, 3, 5, and 7) election cycles. The term limit is not retroactive.
5. 2026 RESTAURANT REWARDS UPDATE
Director of Economic Development Craig Hulse provided an update on the Restaurant
Rewards Program for year 2026. The city increased its users by 93% and monies
rewarded by 106% compared to 2025. The program runs through April 30.
6. PRESENTATION ON IMPLEMENTATION OF PERMITTING EFFICIENCY
STUDY RECOMMENDATIONS.
City staff presented an update on the Permitting Efficiency Study, reporting departmental
progress on audit recommendations across Building Inspections, Planning, Engineering,
Fire, and Utility Billing. Staff noted that recommendations are at varying stages of
completion and summarized ongoing initiatives including improvements to the water and
sewer tap process, organizational restructuring within Building Inspections, and
continued cross training among building inspectors and code compliance inspectors and
customer service personnel. The update also highlighted team building efforts,
April 13, 2026
City Council Meeting Minutes
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advancement of the unified EPL (E-Services Portal Transitions) system for plan review
and inspections, implementation of standardized pre-application meeting procedures,
modernization of public notice signage, and continued development code amendment
work.
7. SHORT-TERM RENTAL REGISTRATION PROGRAM UPDATE
Managing Director of Community Services Stefanie Martinez provided an overview of the
Short Term Rental (STR) registration program. The STIR ordinance was adopted October
13, 2025, and includes an annual registration deadline of January 31. The city extended
the first year deadline to February 28, 2026. The ordinance allows existing STRs to
continue contingent upon the operator receiving a permit from the city. New STIRS are
only allowed in multi-family (capped at 5% in multi-family complexes), commercial, and
Town Center-Core zones. Staff's communication efforts in December and January led to
66 applications and 63 licensed STRs. The city collected $69,000 in past due Hotel
Occupancy Tax (HOT) from STIR operators and $10,500 year to date for 2026 Hotel
Occupancy Tax. Ms. Martinez provided an update on staff's non-compliance efforts.
There are 90 unlicensed properties in the city and 55 of those properties are shown as
active. The most common STIR complaints received by Code Compliance are excessive
parking, trash and trash receptacles set out on wrong days, and parties (occupancy
limit).
FUTURE AGENDA ITEM(S)
There were no requests from City Council for future agenda items.
CITY MANAGER REPORT
City Manager Paulette Hartman provided an update on the following:
Efficiency studies - the award of bid for the facilities and utility billing studies will be on
the April 27 City Council agenda.
Intergovernmental and Legislative Affairs Program - appointment of residents to the
Legislative Task Force will be on the April 27 agenda. The first meeting is anticipated to
be held in June.
Capital Improvement Advisory Committee - the recommended bond propositions will be
presented no later than June.
Ms. Hartman announced that North Richland Hills has been honored as a 2026 Top
Workplaces Culture Excellence Awards winner, earning national recognition based
entirely on confidential feedback from city employees. The City ranked among the top
organizations across the country and received six awards highlighting strengths in key
April 13, 2026
City Council Meeting Minutes
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areas of workplace culture. The awards recognize excellence in: employee appreciation,
work-life flexibility, employee well-being, compensation & benefits, purpose & values, and
professional development.
EXECUTIVE SESSION
1. SECTION 551.071: CONSULTATION WITH CITY ATTORNEY TO SEEK
ADVICE ABOUT PENDING OR CONTEMPLATED LITIGATION OR ON A
MATTER IN WHICH THE DUTY OF THE ATTORNEY TO THE
GOVERNMENTAL BODY UNDER THE TEXAS DISCIPLINARY RULES OF
PROFESSIONAL CONDUCT OF THE STATE BAR OF TEXAS CLEARLY
CONFLICTS WITH THE OPEN MEETINGS ACT - (1) JESSIE GOODFELLOW
V. CITY OF NORTH RICHLAND HILLS, ET AL, CAUSE NO. 352-366545-25;
(2) TRAVIS SCOTT GRAY V. CITY OF NORTH RICHLAND HILLS, ET AL,
CIVIL ACTION NO. 4-25CV1276-09; (3) BANK OF THE WEST V. G.Q.
ENTERPRISES CORP., ET AL, CAUSE NO. 141-376075-26; (4) SHORT TERM
RENTAL REGULATIONS; AND (5) TXDOT SH 26 TURN BACK PROJECT.
2. SECTION 551.087: DELIBERATION REGARDING COMMERCIAL OR
FINANCIAL INFORMATION THAT THE GOVERNMENTAL BODY HAS
RECEIVED FROM A BUSINESS PROSPECT THAT THE GOVERNMENTAL
BODY SEEKS TO HAVE LOCATE, STAY, OR EXPAND IN OR NEAR THE
TERRITORY OF THE GOVERNMENTAL BODY AND WITH WHICH THE
GOVERNMENTAL BODY IS CONDUCTING ECONOMIC DEVELOPMENT OR
DELIBERATION OF THE OFFER OF A FINANCIAL OR OTHER INCENTIVE
TO SUCH A BUSINESS PROSPECT - (1) NORTHEAST CORNER OF
BOULEVARD 26 & HARWOOD ROAD AND (2) EZ STREETS
EMPOWERMENT ZONE.
3. SECTION 551.074: PERSONNEL MATTERS TO DELIBERATE THE
EMPLOYMENT, EVALUATION, AND DUTIES OF PUBLIC OFFICERS OR
EMPLOYEES - CITY MANAGER
Mayor McCarty announced at 6.15 p.m. that the City Council would adjourn into
Executive Session as authorized by Chapter 551, Texas Government Code, specifically,
Section 551.071 : Consultation with City Attorney to seek advice about pending or
contemplated litigation or on a matter in which the duty of the attorney to the
governmental body under the Texas Disciplinary Rules of Professional Conduct of the
State Bar of Texas clearly conflicts with the Open Meetings Act - (1) Jessie Goodfellow v.
City of North Richland Hills, et al, Cause No. 352-366545-25; (2) Travis Scott Gray v.
City of North Richland Hills, et al, Civil Action No. 4-25CV1276-09; (3) Bank of the West
v. G.Q. Enterprises Corp., et al, Cause No. 141-376075-26; (4) Short Term Rental
Regulations; and (5) TxDOT SH 26 Turn Back Project, Section 551.087: Deliberation
April 13, 2026
City Council Meeting Minutes
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regarding commercial or financial information that the governmental body has received
from a business prospect that the governmental body seeks to have locate, stay, or
expand in or near the territory of the governmental body and with which the governmental
body is conducting economic development or deliberation of the offer of a financial or
other incentive to such a business prospect - (1) Northeast Corner of Boulevard 26 &
Harwood Road and (2) EZ Streets Empowerment Zone and Section 551.074: Personnel
Matters to deliberate the employment, evaluation, and duties of public officers or
employees - City Manager. Executive Session began at 6.22 p.m. and concluded at 7.26
p.m.
Mayor McCarty announced at 7.26 p.m. that City Council would convene to the regular
City Council meeting.
REGULAR MEETING
A. CALL TO ORDER
Mayor McCarty called the meeting to order April 13, 2026 at 7.30 p.m.
Present: Jack McCarty Mayor
Cecille Delaney Place 1
Brianne Goetz Place 2
Danny Roberts Place 3
Matt Blake Place 4
Billy Parks Place 5
Russ Mitchell Place 6
Kelvin Deupree Mayor Pro Tem, Place 7
Staff Members: Paulette Hartman City Manager
Alicia Richardson City Secretary/Chief Governance Officer
Bradley A. Anderle City Attorney
A.1 INVOCATION
Council member Delaney gave the invocation.
A.2 PLEDGE
Mayor McCarty led the Pledge of Allegiance to the United States and Texas flags.
A.3 SPECIAL PRESENTATION(S) AND RECOGNITION(S)
A.3.1 PRESENTATION BY ALLIANCE FOR CHILDREN
April 13, 2026
City Council Meeting Minutes
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City Council received a presentation from Lisa Mund with Alliance for Children.
A.4 PUBLIC COMMENTS
There were no requests to speak from the public.
A.5 REMOVAL OF ITEM(S) FROM CONSENT AGENDA
No items were removed from the consent agenda.
B. CONSIDER APPROVAL OF CONSENT AGENDA ITEMS
APPROVED
A MOTION WAS MADE BY COUNCIL MEMBER BLAKE, SECONDED BY COUNCIL
MEMBER GOETZ TO APPROVE THE CONSENT AGENDA ITEMS AS PRESENTED.
MOTION TO APPROVE CARRIED 7-0.
BA APPROVE THE MINUTES OF THE MARCH 23, 2026 CITY COUNCIL
MEETING.
B.2 CONSIDER RESOLUTION NO. 2026-021, AUTHORIZING THE RENEWAL
SUBSCRIPTIONS FOR FIVE FLOCK SAFETY GUNSHOT DETECTION RAVEN
DEVICES FROM FLOCK GROUP INC. IN THE AMOUNT OF $113,105.02
USING FY 2026 NORTH TEXAS ANTI-GANG CENTER GRANT #2848911
FUNDS AND $125,000.00 USING FY 2027 NORTH TEXAS ANTI-GANG
CENTER GRANT #2848912 FUNDS, IF AWARDED, FOR A TOTAL AMOUNT
OF $238,105.02 AND AUTHORIZING THE CITY MANAGER TO EXECUTE
REGIONAL ASSET TRANSFER ADDENDUMS WITH THE CITY OF FORT
WORTH TO TRANSFER THE SUBSCRIPTIONS APPROVED THEREIN.
B.3 CONSIDER RESOLUTION NO. 2026-022, AUTHORIZING SUBMISSION OF
THE APPLICATION AND ACCEPTANCE OF ALLOCATED FUNDS, IF
AWARDED, IN THE AMOUNT OF $12,033 FOR THE OFFICE OF JUSTICE
PROGRAMS' BUREAU OF JUSTICE ASSISTANCE (BJA) FY 2025 EDWARD
BYRNE MEMORIAL JUSTICE ASSISTANCE GRANT (JAG) PROGRAM -
LOCAL FORMULA.
B.4 TR26-02, ORDINANCE NO. 3950, AMENDING CHAPTER 54, ARTICLE XI
RESIDENTIAL PERMIT PARKING ZONE.
April 13, 2026
City Council Meeting Minutes
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B.5 APPROVE RESOLUTION NO.2026-023, APPROVING PARTICIPATION IN THE
REMNANT DEFENDANTS SETTLEMENT WITH ASSOCIATED PHARMACIES,
INC. (AND AMERICAN ASSOCIATED PHARMACIES), J M SMITH
CORPORATION, LOUISIANA WHOLESALE DRUG COMPANY, INC., MORRIS
AND DICKSON CO., NORTH CAROLINA MUTUAL WHOLESALE DRUG
COMPANY, INC., AND UNITED NATURAL FOODS, INC. (INCLUDING ITS
SUBSIDIARIES SUPERVALU AND ADVANTAGE LOGISTICS).
C. PUBLIC HEARINGS
CA ZC25-0149 , ORDINANCE NO. 3951, PUBLIC HEARING AND
CONSIDERATION OF A REQUEST FROM ELECTRIFY AMERICA LLC FOR A
SPECIAL USE PERMIT FOR AN ACCESSORY NON-REQUIRED OFF-STREET
PARKING LOT FOR ELECTRIC VEHICLE CHARGING AT 6421 PRECINCT
LINE ROAD, BEING 0.975 ACRES DESCRIBED AS LOT 17R, BLOCK 1,
THOMPSON PARK ESTATES.
APPROVED
Mayor McCarty opened the public hearing for ZC25-0149, Ordinance No. 3951.
Principal Planner Clayton Husband informed City Council the applicant is requesting a
special use permit for 0.975 acres located at 6421 Precinct Line Road. The area is
designated on the Comprehensive Land Use Plan as retail commercial and the current
zoning is C-1, commercial. Mr. Husband provided site photos of the property.
Applicant representatives Nathan Nickerson, 612 Rocky Ledge Road, West Lake Hills,
Texas and David Luebke, 2215 Post Road, Austin, Texas presented the request to
develop a parking lot with 24 spaces for electric vehicle charging stations. Mr. Nickerson
provided a video introduction and simulation photos of the proposed site.
City Council and the applicant representatives discussed security cameras, lighting
concerns for adjacent neighborhoods, and site entrance/exit and canopy.
Mr. Husband presented staff's report. The Planning and Zoning Commission, at their
March 19, 2026 meeting, recommended approval of the special use permit request with a
vote of 4-0.
Mayor Pro Tern Deupree inquired if a painted crosswalk would be installed from the
parking lot to adjacent businesses. Mr. Husband stated that the request did not include a
painted crosswalk, but City Council could require it as condition of approval.
There being no forms submitted, Mayor McCarty asked if there was anyone in the
audience wishing to speak in favor or against the item to come forward.
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City Council Meeting Minutes
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Sean Nutt, 6852 Greenleaf Drive, spoke in support of the request, and asked questions
regarding enforcement, idle time and fees. Mr. Luebke responded to the questions.
There being no one else wishing to speak, Mayor McCarty closed the public hearing.
A MOTION WAS MADE BY MAYOR PRO TEM DEUPREE, SECONDED BY COUNCIL
MEMBER DELANEY TO APPROVE ORDINANCE NO. 3951, TO INCLUDE THE
ADDITION OF A PAINTED CROSSWALK TO ADJACENT BUSINESSES.
MOTION TO APPROVE CARRIED 7-0.
C.2 ZC26-0157, ORDINANCE NO. 3952, PUBLIC HEARING AND
CONSIDERATION OF A REQUEST FROM HERNANDEZ AND SON'S LLC
FOR A SPECIAL USE PERMIT FOR A PERMANENT ACCESSORY BUILDING
AT 7228 BURSEY ROAD, BEING 2.07 ACRES DESCRIBED AS LOT 1,
BLOCK 1, GRIFFIN ADDITION.
APPROVED
Mayor McCarty opened the public hearing for ZC26-0157, Ordinance No. 3952.
Principal Planner Clayton Husband informed City Council the applicant is requesting a
special use permit for 2.07 acres located at 7228 Bursey Road. The area is designated
on the Comprehensive Land Use Plan as low density residential and the current zoning is
RE-1, residential estate. Mr. Husband provided site photos of the property.
Property owner Robert Robson, 7228 Bursey Road, informed City Council the purpose
for the permanent accessory building is to construct a new and modern garage. Mr.
Robson's contractor Christian Hernandez was present and available to answer questions.
Mr. Husband presented staff's report. The Planning and Zoning Commission, at their
March 19, 2026 meeting, recommended approval of the special use permit request with a
vote of 4-0.
There being no forms submitted, Mayor McCarty asked if there was anyone in the
audience wishing to speak in favor or against the item to come forward. There being no
one wishing to speak, Mayor McCarty closed the public hearing.
April 13, 2026
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A MOTION WAS MADE BY COUNCIL MEMBER PARKS, SECONDED BY COUNCIL
MEMBER GOETZ TO APPROVE ORDINANCE NO. 3952.
MOTION TO APPROVE CARRIED 7-0.
C.3 TR26-01, ORDINANCE NO. 3953, PUBLIC HEARING AND CONSIDERATION
REGARDING CITY-INITIATED TEXT AMENDMENTS TO SECTION 118-718
FOR THE PURPOSE OF REVISING ACCESSORY BUILDING AND
STRUCTURE REGULATIONS.
APPROVED
Mayor McCarty opened the public hearing for TR26-01, Ordinance No. 3953.
City Council received a presentation from Director of Planning Cori Reaume. The
Planning and Zoning Commission, at their March 19, 2026 meeting, recommended
approval of the text amendments to Section 118-718 with a vote of 4-0.
There being no forms submitted, Mayor McCarty asked if there was anyone in the
audience wishing to speak in favor or against the item to come forward. There being no
one wishing to speak, Mayor McCarty closed the public hearing.
A MOTION WAS MADE BY COUNCIL MEMBER BLAKE, SECONDED BY MAYOR PRO
TEM DEUPREE TO APPROVE TR26-01, ORDINANCE NO. 3953.
MOTION TO APPROVE CARRIED 7-0.
D. PLANNING AND DEVELOPMENT
There were no items for this category.
E. PUBLIC WORKS
EA CONSIDER RESOLUTION NO. 2026-024, RECOMMENDING THE AWARD OF
A CONSTRUCTION CONTRACT BY TARRANT COUNTY TO XIT PAVING AND
CONSTRUCTION, INC. FOR THE DAVID COURT PAVEMENT IMPROVEMENT
PROJECT FOR THE 51ST ANNUAL COMMUNITY DEVELOPMENT BLOCK
GRANT PROJECT IN THE TOTAL CONTRACT AMOUNT OF $339,060.
APPROVED
City Council received a presentation from City Engineer Nathan Frohman. The project is
anticipated to begin in Spring 2026 and will take 70 calendar days to complete.
April 13, 2026
City Council Meeting Minutes
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A MOTION WAS MADE BY COUNCIL MEMBER MITCHELL, SECONDED BY COUNCIL
MEMBER PARKS TO APPROVE RESOLUTION NO. 2026-024.
MOTION TO APPROVE CARRIED 7-0.
F. CITIZENS PRESENTATION
There were no requests to speak from the public.
G. GENERAL ITEMS
GA CONSIDER RESOLUTION NO. 2026-025, AUTHORIZING THE SUBMISSION
OF A GRANT APPLICATION AND ACCEPTANCE OF FUNDS, IF AWARDED,
IN AN AMOUNT NOT TO EXCEED $5,000 THROUGH THE 2026 WALMART
SPARK GOOD LOCAL GRANT PROGRAM.
APPROVED
City Council received a presentation from Police Chief Jeff Garner.
A MOTION WAS MADE BY COUNCIL MEMBER GOETZ, SECONDED BY COUNCIL
MEMBER BLAKE TO APPROVE RESOLUTION NO. 2026-025.
MOTION TO APPROVE CARRIED 7-0.
G.2 CONSIDER ORDINANCE NO. 3954, AMENDING CHAPTER 2, ARTICLE II, OF
THE CODE OF ORDINANCES OF THE CITY OF NORTH RICHLAND HILLS
ADDING DIVISION 4. CODE OF ETHICS.
APPROVED
Council member Roberts, on behalf of the Ad-Hoc Council Committee, provided an
overview of the committee's charge and the purpose, key provisions, and complaint
process of the ethics ordinance. Council member Roberts also reviewed the action that
can be taken by the City Council regarding complaints filed with the City.
A MOTION WAS MADE BY MAYOR PRO TEM DEUPREE, SECONDED BY COUNCIL
MEMBER BLAKE TO APPROVE ORDINANCE NO. 3954.
MOTION TO APPROVE CARRIED 7-0.
G.3 INTRODUCE RECOMMENDED AMENDMENTS TO THE COUNCIL RULES OF
PROCEDURE.
April 13, 2026
City Council Meeting Minutes
Page 10 of 12
Council member Roberts, on behalf of the Ad-Hoc Council Committee, introduced the
recommended amendments to the Council Rules of Procedure. The proposed
amendments restate and simplify language for the chapter and establishes clear and
transparent processes for Section 2-60, Procedural Rules for City Governance.
City Attorney Bradley Anderle informed City Council that Section 2-52, Quorum was
amended to align with State law (Open Meetings Act, Chapter 551) and the City Charter.
Chapter 551 of the Texas Government Code defines quorum as the majority of the
members of a governing body. The City Charter defines the governing body as the
mayor and council members. The governing body has eight (8) members and five is a
majority. The language in Section 2-52 was amended to reflect that five members
constitutes a quorum of the North Richland Hills City Council.
H. EXECUTIVE SESSION ITEMS - CITY COUNCIL MAY TAKE ACTION ON ANY
ITEM DISCUSSED IN EXECUTIVE SESSION LISTED ON WORK SESSION
AGENDA
There was no action necessary as a result of the executive session.
I. INFORMATION AND REPORTS
1.1 ANNOUNCEMENTS
Council member Goetz made the following announcements.
The Sounds of Spring Concert Series kicks off on Friday, April 17 at 7.00 p.m. on the
plaza in front of City Hall. Admission is free. Seating is on the lawn, so don't forget to
bring a blanket or lawn chair. A variety of food trucks will be on-site for each concert.
Please visit the city's website for more details.
Early voting for the May 2 election begins April 20 and will continue April 22 through 28.
The voting polls are closed April 21 for San Jacinto Holiday. Registered voters can cast
their ballot at North Richland Hills City Hall, the Birdville Independent School District
(BISD) Fine Arts Athletics Complex, North Richland Middle School, Smithfield Middle
School, or any other Tarrant County polling location. The North Richland Hills Library is
not an early voting location for this election. You can view the early voting schedule and
your sample ballot on the Tarrant County Elections website.
Kudos Korner - Lathan Tolbert in the Planning Department - A real estate management
company recently called to share the following: "I wanted you to know what an
outstanding job Lathan is doing and how well he is representing the NRH Planning
Department. I have had the opportunity to work with Lathan on a couple of projects where
I requested supporting documentation for a plat and survey. He was very prompt in his
April 13, 2026
City Council Meeting Minutes
Page 11 of 12
response and accurate with the information he provided. I also observed him interact with
another NRH citizen in your office and he was extremely professional, courteous, and
knowledgeable. He is an exceptional employee in your department." Thank you, Lathan.
Keep up the great work!
J. ADJOURNMENT
Mayor McCarty adjourned the meeting at 8.41 p.m.
Jack McCarty, Mayor
ATTEST:
Alicia Richardson
City Secretary/Chief Governance Officer
April 13, 2026
City Council Meeting Minutes
Page 12 of 12
k4Ft
hJOIF LH KICHLAND HILLS
CITY COUNCIL MEMORANDUM
FROM: The Office of the City Manager DATE: April 27, 2026
SUBJECT: Authorize the City Manager to execute an interlocal agreement with
the City of Terrell for the purchase of goods and services from
vendors selected through the competitive bidding process.
PRESENTER: Trudy J. Lewis, Assistant City Manager
SUMMARY:
Authorize the City Manager to execute an interlocal agreement with the City of Terrell for
the purchase of goods and services from vendors selected through the competitive
bidding process.
GENERAL DESCRIPTION:
The City of Terrell is requesting to enter into an interlocal agreement for the purchase of
goods and services from vendors selected through the competitive bidding process. City
Council has authorized several of these interlocal agreements in the past and they have
been mutually beneficial to the City of North Richland Hills and the other agencies.
Participation reduces the overall expense of soliciting bids and purchasing in larger
quantities often lowers the cost of the goods and/or services. Each agency will place their
orders and pay the vendors directly. The City of North Richland Hills or the City of Terrell
may change or cancel the agreement with a 30-day written notice. The City of North
Richland Hills currently participates in interlocal agreements with several local
governments throughout the DFW Metroplex and various parts of Texas.
RECOMMENDATION:
Authorize the City Manager to execute an interlocal agreement with the City of Terrell for
the purchase of goods and services from vendors selected through the competitive
bidding process.
INTERLOCAL AGREEMENT
BETWEEN
CITY OF NORTH RICHLAND HILLS AND THE CITY OF TERRELL
This Interlocal Agreement (the "Agreement") is made and entered into by and between
the CITY OF NORTH RICHLAND HILLS, hereinafter referred to as "NRH", and the CITY OF
TERRELL, hereinafter referred to as "TERRELL", collectively, the "Parties".
Pursuant to the authority granted by the Texas Interlocal Cooperation Act {Chapter 791
Texas Government Code} providing for the cooperation between local governmental bodies, the
Parties hereto, in consideration of the premises and mutual promises contained herein, agree as
follows:
NRH and TERRELL desire to enter into an Agreement for the purchase of goods and
services from vendors selected through the competitive bidding process as authorized by
Section 791.025 Tx. Govt. Code. Specifications for said items should be determined in
cooperation with the final approval of the entity processing the bid.
The responsibility of each entity shall be as follows:
1.
NORTH RICHLAND HILLS
1 . NRH shall be allowed to purchase goods and services from Vendors who have been
selected by TERRELL through the competitive bidding process. NRH will place orders
directly with and pay directly to the selected Vendor for goods and services purchased
through a contract.
2. All purchases will be within the specifications that have been agreed to. NRH shall be
responsible for the Vendors' compliance with all conditions of delivery, price and quality
of the purchased goods or services.
3. NRH shall give a 30-day written notification to all participating agencies of any change
or cancellation of participation.
4. The Purchasing Agent, shall be designated as the official representative to act for NRH
all matters relating to this Agreement for cooperative purchasing.
II.
TERRELL
1 . TERRELL shall be allowed to purchase goods and services from Vendors who have
been selected by NRH through the competitive bidding process of NRH. TERRELL will
place orders directly with and pay directly to the selected Vendor for goods and services
purchased through a contract.
1
2. All purchases will be within the specifications that have been agreed to. TERRELL shall
be responsible for the Vendors' compliance with all conditions of delivery, price and
quality of the purchased goods or services.
3. TERRELL shall give a 30-day written notification to a participating agency of any change
or cancellation of participation.
4. The Terrell City Manager, shall be designated as the official representative to act for
TERRELL in all matters relating to this Agreement for cooperative purchasing.
III
MISCELLANEOUS
1. This is the entire agreement of the parties and supersedes all prior understandings and
agreements between the parties regarding such matters. This Agreement may not be
altered, amended, or modified except in writing signed by all parties to this Agreement.
No official, agent, employee, or representative of either NORTH RICHLAND HILLS or
TERRELL has the authority to alter, amend, or modify the terms of this Agreement.
2. Any clause, sentence, paragraph or article of this Agreement which is determined by a
court of competent jurisdiction to be invalid, illegal, or unenforceable in any respect shall
not be deemed to impair, invalidate, or nullify the remainder of this Agreement if the
Agreement can be given effect without the invalid portion.
3. Any act of forbearance by either party will not constitute and will not have the effect of an
amendment of this Agreement. The failure of either party to exercise any right Linder this
Agreement under certain circumstances does not imply a waiver of such right under like
circumstances later occurring.
4. This Agreement shall be governed by, and construed in accordance with, the laws of the
State of Texas.
5. This Agreement shall take effect upon execution by the signatories and shall be in effect
from date of execution until terminated by either party with thirty (30) written notice.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
by their authorized officers.
2
CITY OF NORTH RICHLAND HILLS CITY OF TERRELL
BY: BY:.
Paulette Hartman, City Manager Mark C. Mills. City Manager
DATE: DATE:
lz�->Iz"Rav-167
ATTEST: ATTEST:
6bg d&r -
Alicia Richardson Dawn Steil
City Secretary/Chief Governance Officer City Secretary
APPROVED AS TO FORM AND LEGALITY: APPROVED AS TO FORM AND LEGALITY:
A —
Bradley Anderle MaryjAnN
City Attorney City
3
CITY COUNCIL MEMORANDUM
FROM: The Office of the City Manager DATE: April 27, 2026
SUBJECT: Approve award of bid RFP 26-009 to Matrix Consulting Group,
LTD. for a Facilities & Construction Operational Efficiency Audit in
the amount not to exceed $77,000 and authorize the City Manager
to execute the related professional services agreement.
PRESENTER: Paulette Hartman, City Manager
SUMMARY:
It is recommended that the City Council approve the award of bid RFP 26-009 to Matrix
Consulting Group, LTD. for a Facilities & Construction Operational Efficiency Audit as
detailed in the attached proposal in the amount not to exceed $77,000.
GENERAL DESCRIPTION:
As part of the FY2026 adopted operating budget, the City Council approved conducting
a Facilities & Construction Operational Efficiency Audit. The Council's directive to conduct
this efficiency audit stemmed from a commitment to operational excellence and
continuous improvement. This aligns with the City Council goals to drive operational
excellence into every area, steward the public's money well, and improve safety, security,
and infrastructure every day. This audit is essential to address facility Iifecycles and
inherent challenges of aging infrastructure. It will deliver a long-term roadmap that
integrates policy, process and technological recommendations to ensure the City's
physical assets are maintained efficiently and sustainably for years to come.
To ensure a fair and competitive selection process, the city conducted a comprehensive
nationwide search, reaching 2,657 potential vendors. On January 13, 2026, the city
formally released a Request for Proposals (RFP) through Public Purchase, a well-
established and widely used procurement platform. This broad outreach resulted in a
response from the vendor community, with three (3) proposals received by the
submission deadline of February 17, 2026, from the following firms:
Brio Services,ILC
Crowe, LLP
Matrix Consulting Group, LTD.
Proposals were evaluated based on the firm's experience, qualifications, proposed
methodology, cost and references. Based on an evaluation of the selection criteria, a five-
member committee including representatives from the City Manager's Office, Facilities &
Construction and Parks & Recreation departments recommend awarding the bid to Matrix
Consulting Group, LTD. due to their demonstrated expertise, comprehensive approach,
competitive pricing and understanding of municipal facilities management and operations.
Their extensive experience in conducting similar audits for municipal governments was a
significant factor in their selection.
RECOMMENDATION:
Approve award of bid RFP 26-009 to Matrix Consulting Group, LTD. for the Operational
Efficiency Audit of the Facilities & Construction Department in the amount not to exceed
$77,000 and authorize the City Manager to execute the related professional services
agreement.
MATRIX
CONSULTING GROUP
April 2,2026
Paulette Hartman
4301 City Point Drive
North Richland Hills,TX 76810
Dear Ms. Hartman:
I am writing to clarify the pricing on the proposal submitted on February 17, 2026 by my firm to conduct
the Facilities and Construction Operational Efficiency Audit. As shown by the detailed table in our
proposal, we proposed to conduct the engagement for $77,000, as shown in the following table that was
included on page 22 of our proposal.
Principal Project Senior Senior
in Charge Manager Analyst Consultant Analyst Totals
KickofFand Initiation..................... 4
Current State 2 12 16 24 8 62
BMP and Comparative 2 16 4 8 16 46
Operations Assessment 2 22 22 24 8 74
Organization and Staffing 2 22 22 12 12 66
Finances and Cost Allocation 2 22 22 4 8 54
Draft and Final Report 4 22 8 8 24 64
Total Hours 1s_ 116 92 s® 76 304 .
Hourly Pate $252 $225 $192 $172 $145
Total Professional Fees $4,5aa $26,1 as $17,480 $13,6aa $11,a20 $72,7aa
Project Expenses $4, 300
..Total Project Cost $77 aaa
Unfortunately,the narrative preceding this table inadvertently indicated a price of $74,500, so I wanted to
clarify that, as shown in the detailed pricing table, we were proposing $77,000, inclusive of all charges.
We look forward to the opportunity to serve the City of North Richland Hills.
If you have any questions, please let me know.
Alan D. PenninPnggGroup,
President
Matrix Consult Ltd.
MATPIXCONSULTINCGPOUP 1
MATPIX CONSULTI NO GPOUP 2
PROPOSAL TO PROVIDE A
FACILITIES AND CONSTRUCTION
OPERATIONAL EFFICIENCY AUDIT
FEBRUARY 17 , 2026
NORTH RICHLAND HILLS, TEXAS
MAT IX
CONSULTING GROUP
M AT R I X
CONSULTING GROUP
Charles Benson, Purchasing Manager
City of North Richland Hills
4301 City Point Drive
North Richland Hills,TX 76180
Dear Mr. Benson,
Matrix Consulting Group, Ltd. is pleased to present this proposal to the City of North Richland Hills for a
Facilities and Construction Operational Efficiency Audit. Our submission is based on our review of the
RFQ and our experience conducting similar performance, operational, process, staffing, and
organizational evaluations in Texas and nationwide. We have a specialized team focused on facilities
management operations and staffing, comprising industry leaders and subject-matter experts. Our key
qualifications to work with the City on this project include:
• Tailored Services to Meet Your Unique Organizational Needs: We understand that each municipal
organization has a unique organizational culture, service portfolio, and expectations regarding service
levels. As a result,we develop a highly customized approach to serving each client, designed to
support and advance your goals and objectives.
• A Highly Experienced Analytical Team: We have proposed a team comprising members who have
served in local government in executive management roles, as well as career consultants with
extensive experience conducting dozens of similar studies for local governments.
• Experience in the State of Texas. Our firm has completed more than 80 studies for Texas
municipalities over the last decade, including Addison, Burleson,Austin, Cedar Hills, Cedar Park,
Dallas, Denton, Flower Mound, Fort Worth, Kyle, New Braunfels, San Marcos, Schertz, and Southlake.
• Strong Facilities Management Experience. Aaron Baggarly, our proposed Principal-in-Charge, has
also led all of our firm's facilities space needs and allocation studies over the past ten years. Chas
Jordan,the proposed Project Manager for this assessment, is a former municipal Facilities Manager
and Assistant Public Works Director. These individuals are the same team currently completing the
Municipal Complex Facility Master Plan for North Richland Hills.
As the firm's President, I am authorized to represent the firm contractually and execute any service
agreement. I can provide any additional information you may need during the evaluation period. I can be
reached at the address and phone number below or via email at apennington@matrixcg.net.
04,Q P
II,,,,,AIII°4 I[D. IIG IIE;;',III° III°�IIIIII°� ,�°� u III°�
President, Matrix Consulting Group, Ltd
MATRIX CONSULTING GROUP
1875 S Grant Street,Suite 960
San Mateo,CA 94402
650-858-0507
FIRM OVERVIEW AND EXPERIENCE 1
PROJECT TEAM 6
PROJECT METHODOLOGY AND APPROACH 12
PROPOSED SCHEDULE 21
PROPOSED COST OF SERVICES 22
FORMS 23
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
//////%////ii
M E,,,,//
Matrix Consulting Group, Ltd. is a management consulting firm that provides high-quality analytical,
evaluation, support, and training services to public-sector entities. We were incorporated in California in
2003 and operate nationally. We are also licensed to conduct business in Texas.
• Our headquarters are in San Mateo (CA) with a satellite office in Irvine (CA). We have regional offices
in Dallas (TX), Charlotte (NC), Edwardsville (IL),the Tampa (FL) area, Portland (OR), and Nova Scotia,
Canada. The office location serving North Richland Hills is located at 8022 Providence Road, Suite
500-106, Charlotte, NC 28277.
• We employ 32 full-time, highly experienced management consultants specializing in public-sector
management consulting. We have subject-matter experts in virtually all major areas of local
government operations.
• Since our founding, we have worked with over 2,000 public-sector entities, evaluating organizational
effectiveness; streamlining business processes; evaluating service delivery approaches; ensuring
functional alignment to enhance interdepartmental collaboration; and developing appropriate
resources and staffing allocations. The following outlines the core service areas of our firm:
Administrative (HP, Finance, IT) Fire and EMS
Community Development Fleet Management
Emergency Communications Law Enforcement
Facilities and Space Planning Parks, Recreation, and Libraries
Financial Services Public Works and Utilities
We have dedicated subject matter experts in each of these core areas.
Matrix Consulting Group is unique in that our experience encompasses cost accounting and allocation,
process audits, and best practices. The following points highlight key distinguishing features of our
experience and approach to providing financial studies, cost allocation plans, and indirect cost rate
services.
• 11:;;:,'N1[3eur't IMainageiniein't Illinsuiglllit: Our team applies best management practices and industry standards,
leveraging staff interview expertise to refine services,fees, and time estimates.
• "rauillloired Ilf elports aind "'reinil1r,3lllatesm We customize reports and worksheets to ensure seamless
integration with City documents and systems.
• Coin'',u inued Su1[3l1f[3oilrt: Following project completion,we will provide ongoing technical support, model
reviews, and metric discussions at no additional cost.
Our mission is to deliver data-driven results that meet current needs and position our clients for future
success. The above points outline the added value of choosing a firm like Matrix Consulting Group. We
distinguish ourselves from our competitors through our commitment to delivering unparalleled value.
MATRIX CONSULTING GROUP 1
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
RELEVANT EXPERIENCE
Matrix Consulting Group has worked with hundreds of local entities nationwide. The following
subsections highlight the relevant experience of our proposed team members for this project.
11F°AC IIIIIE,,,.IIITIIIIIES IIE III,,,,, II°4III°4IIIIII°4 , l I[D SIPAOIE III14E]EIIEDS STUIE IIIIIES
Matrix Consulting Group has also conducted more than 30 studies nationwide over the past five years,
focusing on facilities planning and space needs analysis. Recent clients include:
Bakersfield, CA Gulf Shores,AL Redmond, WA (x2)
Beaufort Jasper WSA,SC Henderson, NV Sandersville, GA
Broward County, FL Hennepin County, MN Salt Lake City, UT
Burleson,TX Kawartha Lakes, ON Stafford County,VA
Clackamas County,OR Kyle,TX Stanislaus County,CA
Davenport, IA La Verne, CA Suisun City, CA
DeSoto,TX Mount Pleasant, SC Valley Center, KS
Erie County, NY New Rochelle, NY Westchester County, NY
Fremont, NE Pismo Beach,CA Wyandotte County, KS
Grand County, UT Red River Dispatch, ND Yarmouth, MA
All of these studies included staffing and operational assessment in addition to space and facility
components. Details about any project listed above are available upon request.
TEXAS IIE', IIEIIE',IIEIIIIIE',III°� IIE',
We have completed more than 80 projects for municipalities across Texas. The table below lists recent
projects our firm completed in the state.
Year Client Project
Current Dallas Real Estate Master Plan RFP Development
Current North Richland Hills Municipal Complex Facilities Master Plan
Current San Marcos Police Department and EMS Staffing Study
Current Travis County Sheriff's Office Staffing Study
2025 Duncanville Police and Fire Staffing Study
2024 Addison Facility Maintenance, Police, Fire, and Airport Assessments
2024 Dallas Development Services Implementation; Cost Allocation Plan
2024 Denton Real Estate Department Operational Analysis
2024 Frisco Fire Standard of Cover
2024 New Braunfels Police Staffing Study
2024 Pearland 9-1-1 Study
2024 Prosper Development Review Process Study
2023 DeSoto Fire Staffing,Station Location, and Facility Study
2023 Georgetown Fire Staffing and Operations Study
2023 Kyle Police Staffing, Operations,and Facility Study
2023 Parker County Emergency Communication Staffing Study
2023 Round Rock Fire Standard of Cover
2023 Travis County Jail Operational Assessment and Staffing; Fire Fees (Travis Co. ESD12)
MATRIX CONSULTING GROUP 2
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
Year Client Project
2022 Burleson Police Staffing and Facilities Study
2022 Cedar Park Fire and Police Departments Study
2022 Dallas Development Services Audit&Cost Allocation Plan
2022 Denton Cost of Services Study; Development Fee Study; Fleet Follow-up
2022 Fort Worth Police Staffing Study Update
2022 Texas City Police Staffing Study
Details about any listed project are available upon request.
IIG IIE',III°°°IIE',IIG IIE',III°� IIE',��
ADDISON,TX Matrix Consulting Group evaluated the General Services Department's current
operations,existing staffing and program services; as well as to document
and provide specific recommendations that optimize and enhance services
consistent with adopted industry standards. The project included a staffing
analysis and a full operational analysis of best practices and service levels for
the entire department including both fleet and facilities operations.
The study also included an in-depth analysis of the current asset and
maintenance management methodologies of the Town and recommendations
Staffing and Operational to improve upon the current practices. Recommendations included the need
Study of the General for dedicated staffing for fleet management competencies, an increased
Services Department focus on asset management condition, new contract management staffing
Brad Boganwright, FMP levels and techniques, and updated policies and procedures for continued
Assistant Director of operational success.
General Services
(972)450-2894
).ad.d.[2ayur
MATRIX CONSULTING GROUP 3
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
MIAMI BEACH, FL Matrix Consulting Group was engaged by the City's Facilities and Fleet
Management Department to perform a comprehensive organizational,
operational,and staffing assessment of the Facilities Management Division.
/P This assessment included a best management practices assessment of the
rad 0��0,0rr Kl"W9�Nu �3
�nt�
< ��� Division, an on-site visit and review of operations, a comparative assessment,
an operational assessment and an overarching analysis of the Division's
current organization and staffing.
Facilities Management In this project,the project team used industry benchmarks from IFMA on
Organizational and staffing levels per square foot to analyze effective staffing levels using
Staffing Assessment equivalency unit metrics developed for local government buildings.This data
was then coupled with results of workload analysis to determine not only
Francisco Garcia, where staffing is required but also how to best structure the Division to best
Facilities Division meet the needs of significant customer input and demand.
Director
(305) 673-7000
francu c rya arccV-d it..r..r..r..p.�u..r..r..r..p.G7e a h:Fl.:c
WEST Matrix Consulting Group was retained by the City of West Sacramento to
SACRAMENTO, CA conduct an analysis of the operations,work practices, staffing, and
organizational structure of the City of West Sacramento's Capital Project's
Department.
>> Recommendations included changes to the programs included in the
division, enhancements to the Department's use of technology, consistency
WEST . in reporting, and implementation of several best practices. The study also
SACRAMENTO addressed administrative systems and procedures and asset management.
The Department's approach to utilizing contract services was also reviewed
and several modifications or enhancements to this process were
Comprehensive Capital recommended.
Projects Department
Assessment This department includes the City's "Facilities Construction and Development
Division"that manages all City property projects and assets. This Division was
Direct Aof Cadame evaluated to determine needed systems to appropriately track facilities and led
Director of Capital to our current project with the City to develop a Facilities, Equipment, and
Projects(916) 617-4980 Vehicles Master Plan.
u.r.:�u.r.guar to utya fwa„sts a;r rrra„r to arc.
MATRIX CONSULTING GROUP 4
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
STOCKTON, CA The City of Stockton hired Matrix Consulting Group to conduct an
operational and organizational assessment of the Public Works Department
which included the Engineering, Construction Services, Operations and
"""y o �, Maintenance, Waste and Recycling, Fiscal, and Administrative Support
M575FOCK'TON divisions. The study aimed to identify opportunities to increase service
delivery and effective and efficient operations and project management.
The assessment included a best practice assessment and input from staff
Organizational and and internal stakeholders.
Operational Assessment
of the Public The project team identified strengths of the organization along with nearly
Department 100 specific recommendations in staffing, organizational structure, service
William Crew levels, performance metrics, asset management, and use of
City Manager technology. The project team also created a list of policies and procedures
(209) 937-8212 the department needs to develop that are essential for effective and
..I...i.��rq..:....... >.s py<au .�y..<a..:.. �y efficient operations. The recommendations were compiled into an
implementation plan with designated leads and timelines to assist the
department throughout the implementation phase.
BRADENTON, FL Matrix Consulting Group was retained to conduct a comprehensive
management,staffing,and operational assessment of the Public Works and
4' '
Utilities Department,which includes the City's Facilities and Electrical
�U�� Maintenance Division. The goals of the study included an organizational
FF
efficiency and staffing analysis to help deploy strategies to utilize staff
b r a id �e nI t lo P resources in the most effective manner,determine appropriate staffing levels
for the Department(s), and recommend organizational structure changes to
Organizational and enhance Department service levels.
Operational Assessment The project team recommended a reorganization of multiple divisions to
of the Public Works and better align teams and delivery of services. Matrix also recommended the
Utilities Department implementation of an asset management program and the use of technology
Rob Perry for field staff to be able to assign and record work order information from the
City Administrator field.
(941) 932-9442 Recommendations for the Facilities and Electrical Maintenance Division
&b..:..�:u�r r).bia.d.��:n.=.µ.::.Lgayrr
included reorganization for more effective services and implementation of
maintenance management tracking.
MATRIX CONSULTING GROUP 5
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
The following organizational chart shows the proposed project team. The Principal-in-Charge is
ultimately responsible for client satisfaction and completion of the work as proposed and requested.
The Project Manager will serve as NRH's primary point of contact, review and approve all deliverables
before submission, manage the project schedule, and coordinate project tasks. Each analyst will be
assigned specific responsibilities within the project to ensure effective delivery.
Aaron Baggarly
PresidentVice
Chas Jordan
Senior Manager
Manager
Lead
Analyst
IIIIIIIII� ,,..
o VII m c 011s m w _. m
Detailed resumes begin on the following page.
ST IF III= C lip C III TY'
The Matrix Consulting Group has the in-house resources to address all aspects of this project. Each
project team member currently has the capacity in the coming months to complete this project as
scheduled. If additional resources are needed, we have personnel with expertise in municipal operations
and data analysis who can support the project team to ensure timely delivery.
Name Title Role Capacity
Aaron Baggarly Vice President Principal-in-Charge 20%
Chas Jordan Senior Manager Project Manager/ Lead M,%
Megan Young Manager Senior Analyst %
Joe McDonald Senior Consultant Analyst M,%
Alexis Orrick Consultant Analyst M,%
MATRIX CONSULTING GROUP 6
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
RELEVANT CLIENTS:
C�N RLY I :
AL Gulf Shores
/Iradeht AZ, Buckeye
CA, Bakersfield
3 CA, La Verne
CA, Suisun City
Aaron oversees our organizational excellence practice. He has conducted FL, Broward County
, Monroe County
over 150 operational, process improvement,staffing,and needs FL FL, Davenport
assessments for all aspects of local government operations. Aaron takes KS, Wyandotte County
a holistic view of municipal operations and understands the intricacies of MN, Hennepin County
departmental operations and how they impact both internal and public NC, Durham
service needs. NC, Mecklenburg Co
Aaron's relevant experience include: NE, Fremont
NY, New Rochelle
• Completed over 70 facility studies for all government facilities with an SC, BJWSA
emphasis on public safety and criminal justice facilities. TX, Burleson
• Conducted facility condition assessments,space allocation review, TX, DeSoto
architectural space programs,and space projections. TX, KyleTX, N Richland Hills
• Develop facility master plans that address current and future spatial UT, Grand County
needs with a combination of new construction,adaptive re-use, and WA, Redmond
analysis for centralized and decentralized operations.
YEARS OF EXPERIENCE:
• Over 200 staffing and operational studies for all local government
operational areas. 19
IE XIIE IIE',IIE III IIE',III° CIIE', IIE° III mm IH II,,,,.III Cm IHTS: EDUCATION:
BS,Appalachian State
GULF SHORES,AL: STAFFING AND FACILTY 20-YR MASTER PLAN University, Community and
Aaron led the firm's effort to evaluate the operational and staffing needs Regional Planning, Minor
in GIS
to meet current and projected needs. He led the development of a 20-
year projection model that projected workload and staffing needs. These CERTIFICATIONS:
projection models led to the development of a 20-year facility master American Institute of
plan that identified four scenarios to meet future facility needs. Scenarios Certified Planners (AICP)
included a combination of renovation, expansion, and new construction.
FORT COLLINS, CO: REGULATORY PROCESS IMPROVEMENTS
Aaron led the firm's efforts to evaluate the City's regulatory business
practices for both internal services and public engagement.This study
identified process and organizational changes needed to streamline
business processes,enhance customer services,and identify processes
that should be centralized to align performance with service level
expectations.
1E1011 IE', 0114 "T IH III
Aaron will serve as the Principal-in-Charge for this engagement.
MATRIX CONSULTING GROUP 7
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
RELEVANT CLIENTS:
CA, Bellflower
nfafManagX CA, Brentwood
CA EBRPD
CA, La Mesa
CA, Long Beach
Chas Jordan serves as a lead analyst/project manager on projects CA, Moreno Valley
dealing with public works,facilities,fleet management, utilities, parks and CA, Port of LA
recreation and administrative functions. He holds the Facility CA, SDCWA
Management Professional credential from the International Facility CA, Stockton
Management Association. CA, West Sacramento
CA, Vacaville
Prior to joining Matrix, Chas served as an Assistant Public Works Director CO, Fort Collins
and Facilities Manager in Florida. His consulting expertise includes: FL, Bradenton
FL, Miami Beach
• Facilities Management organizational structure,operations, and best FL, Palmetto Bay
practices,specifically master planning, design standards,space FL, Seminole Tribe
FL, St. Johns Co.
needs,sustainable design,and life cycle cost analysis. FL, St. Petersburg
• Major construction project management and systems review. MA, Lowell
• Maintenance planning and coordination including work order MO, Jefferson City
technology implementation to improve workflow and management, MO, Lees Summit
integration strategies and employee training. OH, Cincinnati
OR, Washington Co.
• Strategic planning,organizational and staffing assessments, needs SC, Columbia
assessments,and best management practices evaluation and TX, Addison
implementation. VT, Burlington
IE';XIIE IIE',IIE III IIE',III° CIIE', IIH III m IIW° III,,,,.III Cm IIHTS:
YEARS OF EXPERIENCE:
ADDISON,TX: ASSESSMENT OF GENERAL SERVICES DEPT. 19
• Served as project manager to review and assess the organization and
staffing of the General Services Department (Facilities and Fleet)
• Reviewed maintenance standards and needed staffing resources. EDUCATION:
• Recommended Organizational and Staffing Improvements to meet MPA, University of North
Service Level Expectations. Florida
MIAMI BEACH, FL: FACILITIES DIVISION ASSESSMENT BA, University of NorthFlorida
• Served as project manager on an assessment of the organization and
staffing of the City's Facilities Management Division. PROFESSIONAL
CERTIFICATIONS:
• Served as a fleet analyst on an assessment of the utilization and
replacement of the City's vehicle fleet. Facility Management
Professional (IFMA)
1E1011 IE', 0114 "T IH III IIE',III° IIE',IM IIE',III° ° :
Facilities and Grounds
Chas will serve as Project Manager. Certificate (APWA)
MATRIX CONSULTING GROUP 8
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
PON
WON
i N��d@V7MY!'
/l RELEVANT CLIENTS:
F I14 SI RE
CA, Long Beach
%%r aCA, EBRPD
u
CA, Vacaville
r
CA San Mateo
� MA, Lowell
Megan leads the firm's parks and recreation projects. Megan brings more MI, Rochester Hills
than twelve years of experience working with local and regional MI, Royal Oak
governments. Prior to joining Matrix, Megan served as Assistant to the OR, Wilsonville
City Manager, Parks and Grounds Administrator, and Public Works TX, Buda
Operation Analyst in various organizations in South Carolina. Relevant
experience includes: YEARS OF EXPERIENCE:
• Park maintenance management, including maintenance standards, 13
playground and amenity management,and levels of service.
• Parks and Recreation operations, staffing, and programming analysis. EDUCATION:
• Organizational and staffing assessments, needs assessments,and BA, Intercultural Studies
best management practices evaluation and implementation. for Business and Spanish,
IE XIIE IIE',IIE III IIE',III° CIIE', IIE°"I III mm IW°"I III,,,,.III Cm IHTS: Wofford College
WILSONVILLE, OR: PARKS AND RECREATION ASSESSMENT MPA, Clemson University
Megan served as lead analyst on this project developing service level TRAINING &
targets,staffing level assessments and organizational review. Her role CERTIFICATIONS:
included on-site review of current services provided and recommended Project Management
targets for the future. Professional: 2020,2023,
Project Management
ROCHESTER HILLS, MI: GROUNDSKEEPING SERVICES Institute
Megan served as lead analyst on this project focusing on Certified Park and
groundskeeping services analysis and recommendations for staffing and Recreation Executive:
contracted services. The study also evaluated procurement practices and 2025, National Recreation
contract efficiencies. and Parks Association
EAST BAY REGIONAL PARK DISTRICT, CA: RESOURCE
ALLOCATION STUDY
Megan served as the lead analyst on the review of resource allocation
and staffing methodology.The study evaluated the operations, staffing,
and organization of the Park Operations Department,which includes Park
Maintenance, Maintenance&Skilled Trades,and Interpretive&
Recreation Services.
1E1011 IE', 0114 "T IH III IIE',III° IIE',IM IIE',III° °I:
Megan will be a Senior Analyst focusing on maintenance activities.
MATRIX CONSULTING GROUP 9
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
/ �r L��/00/1 R E EVANTLIENTS:C
//////////////////
+ ) ) C/ AL �H / CP,,,,,,
������� CA San,,,,,,,
f p,r/ on U�tant A, Dimas
CA, EBRPD
CA, SDCWA
CA, Thousand Oaks
Joe McDonald works in our General Consulting practice and has served CO, Greeley
as an analyst on several engagements with a focus on administrative FL, Bradenton
services, community development,and public works. Joe specializes in FL, Clearwater
employee/community engagement efforts,data and staffing analyses, FL, Dunedin
process optimization,technical documentation development, FL, Miami BeachFL, Palmetto Bay
procurement practices,and staff development. FL, Seminole Tribe
IE XIIE IIE',IIE IIIIIE',III° CIIE', IIW° III , IIW° III m11I TS: FL, St. Johns Co.
FL, St. Petersburg
MIAMI BEACH, FL: FACILITIES DIVISION ASSESSMENT TX, Addison
TX, Prosper
Joe worked as an analyst on this assessment of the City of Miami TN, Knoxville
Beach's Facilities Management division. Joe assisted primarily in the VT, Burlington
areas of information gathering (via interviews and data collection) as WA, Issaquah
well as data analysis of workload and other metrics. WA, Snohomish Co.
SAN DIEGO COUNTY WATER AUTHORITY: CIP ASSESSMENT
YEARS OF EXPERIENCE:
Joe served as an analyst on an operational assessment of the San Diego 5
County Water Authority's CIP program. This study focused on optimizing
the current CIP process as well as ensuring that the Authority had
adequate staffing,technology,and other resources to support it. Joe also EDUCATION:
worked as a technical writer to draft an updated CIP policy manual BA, Professional and
following the conclusion of the project. Technical
Communications,
UPPER ARLINGTON OHIO: PROCUREMENT KPIS University of South Florida
During this assessment of the City of Upper Arlington's Procurement
division,Joe led analysis on procurement policies and practices,staffing PROFESSIONAL
levels, and procurement spending. Joe assisted in the development of ASSOCIATIONS:
key performance indicators (KPIs) for implementation by the division. Public Sector HR
Association (PSHRA)
IE u IIE,,,.IIE', 0114 TIlW III S
American Society for
Joe will serve as an analyst on this engagement focusing on process Public Administration
mapping and procurement approaches. (ASPA)
MATRIX CONSULTING GROUP 10
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
1 ii f
,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
,,,,,, ,,, RELEVANT CLIENTS:
R�� CA, San Mateo
///////�
' CA, SYCSD
� CA, West Sacramento
NC, Fayetteville
OH, Cincinnati
Reece recently joined the firm to provide detailed analysis and metrics for WA, Gig Harbor
operational,organizational,staffing,and efficiency assessments. TX, Denton
Relevant experience includes:
• Survey development and analysis. YEARS OF EXPERIENCE:
• Parks and Recreation operations, staffing, and programming analysis. 6
• Reporting and data analytics.
EDUCATION:
• Staff and asset modeling.
MS, Microbiology,
IE XIIG IIE IIG III IIE',III° CIIE', IIH II mm IH II,,,,.III Cm IW°ITS: University of Oklahoma
UNIVERSITY OF OKLAHOMA, INSTITUTE FOR BS, Microbiology, Clemson
ENVIRONMENTAL GENOMICS: GRADUATE RESEARCH University
ASSISTANT
AREAS OF EXPERIENCE:
• Assisted in data collection and analysis for ongoing projects.
Data Analysis,
• Designed and completed lab experiments for thesis research, Management,and
analyzed data and created figures to visualize the results. Visualization
• Presented findings to my colleagues,department and committee
Statistical Analysis
members.
UNIVERSITY OF OKLAHOMA, DEPARTMENT OF
MICROBIOLOGY AND PLANT BIOLOGY: GRADUATE TEACHING
ASSISTANT
• Organized lab materials,taught course information, and kept records
of student progress.
CLEMSON UNIVERSITY AGRICULTURAL SERVICES
LABORATORY: STUDENT LABORATORY TECHNICIAN
• Coordinated incoming samples, record keeping and sample disposal.
Prepared agricultural samples for chemical and biological testing
IR011 IE III° u IIRTIIH III S
Reece will serve as an analyst on this engagement focusing on data
analysis and statistics.
MATRIX CONSULTING GROUP 11
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
This section outlines our project management approach, work plan, and schedule. Our consulting
philosophy is to deliver a customized approach to each client's unique issues. It needs to be in a fact-
based manner, utilizing our proven methodologies and analytical approaches, as summarized in the
following graphic:
)81 �i i I i� Mimii�iii� �i�MEWilloffilMin ii�
Our place in the government consulting industry is based on our experience and tailored approach to
meeting each client's unique needs.
PROJECT MANAGEMENT AND CLIENT INTERACTION
Project management is crucial for delivering a successful
engagement. Regular communication with the City's project
manager(s) regarding progress on all timeline items and milestones
will take place, and we will utilize formal project management
techniques, including:
• Project tasks, associated deliverables,timelines, and budgets are
clearly defined and assigned to each team member.
• Project team and client expectations and results are managed through formal project schedules and
reporting tools, and frequent client review meetings are held to assess interim deliverables.
• Quality control measures include a project executive review of all interim and final products before
they are delivered to the client.
MATRIX CONSULTING GROUP 12
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
• Bi-weekly (or alternative schedule) meetings with the client's project manager, and/or assigned
leadership or steering committee to report progress to date, problems or obstacles encountered, and
planned project activities.
We suggest forming a small project committee to collaborate with us on this project. This committee
would review our findings, conclusions, and recommendations by evaluating each interim deliverable.
PROPOSED WORK PLAN
This subsection summarizes our proposed task plan and includes a project schedule.
TASK 1: PF-1,011ECT IIIIII°4IIITIII ,,, TIII u III° l I[D KICK u III°°]J=
We recommend a virtual project initiation and kickoff meeting to begin the project. We recommend
establishing a small steering committee to oversee the project's duration. This team will meet regularly
to review deliverables and discuss project progress. The steering committee should include Department
leadership and staff responsible for implementing the recommendations.
In addition to this kickoff,we often hold an executive-level initiation meeting with Department and/or City
leadership to gather their perspective before beginning any work.
The kickoff's goal is to ensure the project team understands the City's goals for the project and to gain
insight into the Department's challenges. It also ensures the steering committee understands the task
plan, schedule, and commitments of both our team and the City team and communicates them to staff
as needed.
As part of the kickoff,the project team will review the types of data to be collected and discuss data
collection logistics. We will also discuss how interviews will be conducted and the platform for
scheduling interviews. The project team will then provide a project inception report outlining our
understanding of the project scope and the decisions made in the kickoff meeting.
TASK RESULT
The project team will develop a project inception report outlining the project team's
understanding of the project's scope, methodology,and timeline, along with data
collection requirements.
TASK : UIIE IIE IIE',III°4T STATE l I[D IIEXIISTIIIIII14 ,m u III° I[DIIITIII u III° S ASVESSMEJIMT
Understanding the organization's current state, including its staffing, operations, and existing processes,
is essential for developing recommendations tailored to the department's unique needs.
As outlined in the RFR this task will include multiple subtasks: data collection,focus groups, stakeholder
interviews, a stakeholder survey, and a review of prior studies.
MATRIX CONSULTING GROUP 13
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
(A) DATA COLLECTION AND INTERVIEWS
The interviews and data collection effort will seek information on how services are delivered, staffed, and
managed, as well as the costs associated with providing those services. Once initial data collection is
complete,the project team will prepare a document outlining our understanding of the department's
current state.
• A data collection list will be developed and shared with the City's Project Manager and/or steering
committee. Data collection items will include, but are not limited to: budgetary data, personnel
information, capital project information, workload data, asset inventories and conditions,
organizational charts, examples of existing contracts and agreements, and other relevant
information.
• An initial interview list will be created based on a discussion from the kickoff meeting and a review of
organizational structures. Interviews typically begin with leadership (Department and City as
applicable) and then progress to stakeholders outside the Department. The interview list will include
recommendations for individual interviews, as well as suggestions for focus groups. Before
scheduling interviews,tentative interview questions will be drafted for review by leadership and/or the
steering committee.
• Interview Department staff and internal stakeholders, including the City administration, department
heads, and/or division managers who frequently interact with Facilities and Construction. These
interviews will focus on exploring issues and attitudes in the following areas:
O Adequacy of service levels and perceived gaps in existing levels of service.
O Organizational structure and any changes that have been made in the past several years, and
perceptions of the impacts of these changes;
O Goals and objectives about the delivery of services in each operational functional area;
O Adequacy of management systems and technology, and the extent to which managers utilize this
information to make meaningful managerial, operational, scheduling, and staff allocation
decisions;
O Outsourcing philosophy of the Department: the services currently outsourced and additional
candidates.
O Identification of relevant workload for staff.
O Review any asset management programs and/or software and how any systems are used to plan,
schedule,track, and report on work activities.
(B) ASSESSMENT OF CURRENT STATE
Next,we will develop a current state profile of the Facilities and Construction Department. The
development of this detailed description will be based on interviews as well as on the collection of
operating information and data, including the following:
• The current organization of the services provided by the Department.
MATRIX CONSULTING GROUP 14
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
• Documentation of all key operations, including:
O Service scope and content;
O How staff are scheduled and deployed;
O Workload data;
O Basic service levels; and
O The extent of contracted services by type, size, and cost.
• Documentation of the current technology in use in the divisions, including:
O Current asset management and work order software systems;
O Geographical information system;
O Use of hand-held devices for reporting work.
• Documentation of management systems available to support departmental operations, including:
O Financial reporting, billing, and budgeting systems;
O Organizational business processes and procedures; and
O Performance monitoring systems.
• Documentation of all buildings managed by the Department, including an outline of services
necessary to support those buildings.
• Document current performance targets related to major service areas within the Department.
• Document the current coordination mechanisms and procedures for coordinating service delivery
among departments and divisions.
After data collection and interviews are complete,the project team will prepare a descriptive summary
profile that presents our understanding of the current organization, staffing, operations, and the costs of
the Department's services. We will also document key processes, communications, and technology use
to facilitate the completion of work tasks.
This profile will be circulated to staff and the project steering committee for comment to ensure our
understanding is accurate. Once completed and reviewed,the profile information will serve as the basis
for the analysis conducted in subsequent study tasks.
TASK RESULT
The project team will develop a current state assessment, documenting our
understanding of the current organization,staffing, operations, and costs of the services
provided by the Department.
MATRIX CONSULTING GROUP 15
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
TASK ;° m IIBIIEST IM INAGE',IIIE',III°4"T PfZACTICIES ASSIIESSIIIIEIII°4"T
This task will analyze the Department's operations against established best management practices from
multiple industry sources.
(A) COMPARATIVE SURVEY
In this effort, we will compare the Department's organizational structure, staffing levels, and services to
five comparable agencies in the Metroplex. The comparative survey will provide insight into how the
Department compares with other departments and identify areas for further exploration, including
potential adjustments to service levels, organizational structure, or operational practices,to improve
service delivery and staffing utilization, efficiency, effectiveness, and competitiveness.
We will work with the project steering committee and Department leadership to develop criteria for
identifying cities of similar size and characteristics for the comparative analysis.
(B) BEST MANAGEMENT PRACTICE ASSESSMENT
The project team will develop a detailed list of best management practices for diagnosing operational
practices,technology, staffing, and service delivery across each Departmental functional area. This
diagnostic appraisal will use recognized industry standards, where available,to evaluate the
Department's current policies, procedures, service levels, and staffing allocations. This effort will
establish initial benchmarks for services and staffing in accordance with national standards, including
the American Public Works Association (APWA) Management Practices Manual, Building Owners and
Managers Association (BOMA) Best Practices, International Facility Management Association (IFMA)
Best Practices, and standards and recommended practices from custodial-focused organizations such
as the International Sanitary Supply Association (ISSA) and the Association of Physical Plant
Administrators (APPA).
TASK RESULT
The project team will develop an interim report that documents the results of the
comparative analysis and best management practices assessment.
TASK 4: 01R1E]RAT10114A1..... SSIIESSII E',III°4T
This critical task will analyze opportunities to improve the Department's organizational structure,
management, operations, resource allocation, and staffing.
(A) ANALYZE THE EFFECTIVENESS OF MANAGING OPERATIONS
Departmental operations require effective management to ensure staff are appropriately scheduled,
deployed, utilized, and held accountable for performance. The project team will evaluate this in terms of
the following:
MATRIX CONSULTING GROUP 16
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
• Maintenance Management - Preventive Maintenance and Maintenance response programs. This
assessment will review current procedures, required maintenance cycles, and maintenance
scheduling.
• Preventive Maintenance - In this analysis,the project team will assess current Preventive
Maintenance schedules and philosophy to determine if the program meets industry standards and
manufacturer requirements, as well as determine if changes to the program would reduce or impact
reactive work order requirements.
• Work Order and Process Analysis - Assess the workflow for managing and processing service
requests and work orders to identify opportunities to improve efficiency and effectiveness. This will
include process mapping and a review of the steps used for prioritization, assignment, coordination,
completion, and closeout, and will determine whether there are any resistance factors or inherent
delays that can be mitigated.
• Response Time Analysis - Assessing the response type by trade,function, and service to determine
if staffing or resources are required based on City expectations of service. This information will
assist the project team in determining and documenting reasonable response times and in guiding
resource needs to meet those standards.
• Asset and Resource Assessment - The project team will review data and documentation held by the
Department on the inventory and condition of building assets and their components to determine
whether the data is being effectively collected and used to provide facility management services.
In this task,the project team will also review the adequacy of administrative processes and develop
recommendations to enhance performance and internal controls. The project team will also review
current performance measures for the Departments and their Divisions to determine whether the
Departments effectively monitor ongoing performance and ensure services are provided at the desired
levels. The assessment will then provide recommendations for revisions or updates to performance
measures for future use.
(B) EVALUATE THE ADEQUACY OF MAJOR WORK PRACTICES
This analysis will review the workload for the past three years for each functional area within the
Department. Additional analysis will identify opportunities to streamline internal processes, assignments,
and work practices,thereby increasing productivity and enhancing effectiveness. Furthermore,we will
identify the extent to which key tasks are not being completed due to staffing constraints and assess
how many tasks could be absorbed by streamlining the work process. Additional analysis will focus on
defining specific roles of departments and staff in the processes.
This task will also review the Department's outsourcing philosophy and recommend whether to insource
or outsource workloads.
(C) EVALUATE CURRENT TECHNOLOGY SYSTEMS.
This task will focus on understanding and assessing the Department's current technology systems,
including Computerized Maintenance Management Systems (CMMS),Automated Building Controls, and
MATRIX CONSULTING GROUP 17
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
asset management software. The project team will evaluate the current workload or asset management
software suite,the extent of CMMS implementation and use,the use of mobile and handheld devices in
the field (e.g.,tablets for technicians and supervisors), and how well current systems enable efficient
information sharing and eliminate duplicate data entry. We will also evaluate how proposed changes to
technology use may impact efficiency and operations and identify current accessibility and training
issues associated with technology use. The team will also assess the use of technology against the
knowledge and skills of key staff to determine whether training is required to implement the solution
effectively and meet the City's needs.
The preliminary recommendations will be developed, integrated into the interim deliverable, and
presented to the steering committee before finalization.
TASK RESULT
The project team will develop an interim report that provides a comprehensive analysis
of the Department's operations.
TASK 5: u IIE ,m II°4III ,,,, " III u III° II,,,,. l I[D ST III°°]I°]IIII°4Gm SVESS E',III°4"T
(A) EVALUATE THE ORGANIZATIONAL STRUCTURE OF THE DEPARTMENT
We will evaluate the organizational structure for gaps or overlaps in functions, spans of control, and
appropriate organizational locations. This will focus on organizational tiering,position relevance,overlaps,
and spans of control for supervisory employees.
Based on this review and analysis,we will recommend an organizational structure for the Department.
(B) DEVELOP SERVICE LEVEL AND STAFFING RECOMMENDATIONS.
This analytical effort will develop a departmental staffing allocation based on current and projected
service levels,workload, and recommended processes. It will also include a review of each departmental
position, with recommendations on the number and types of positions required to meet service demands
for each division under review.
Staffing metrics will guide future staffing adjustments based on "trigger points," service requirements, or
workload increases. In all cases, staffing recommendations will align with specific service levels to
inform policy decisions about service levels and the staffing required for successful implementation.
Our team has developed a proprietary facilities staffing model that provides staffing needs projections
based on the primary areas of Facilities Management that are incorporated in the City's Facilities and
Construction Department:
• Maintenance: IFMA Benchmark staffing expectations, square footage, and an equivalency unit model
are assessed to document the types of facilities managed and benchmark them against typical office
MATRIX CONSULTING GROUP 18
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
space requirements for maintenance. The model also integrates historical workload data to
determine appropriate staffing allocations based on trade-specific work types.
• Project Management: This model also uses project management data to determine appropriate
staffing for facilities construction projects based on size, scope, complexity, and value.
• Custodial or Janitorial Services: Using standard APPA cleaning levels,the model develops custodial
staffing requirements to meet expected cleanliness service levels,then assesses those requirements
against required staffing or contracted levels.
This model will justify and guide the application of industry benchmarks to a local government's unique
building maintenance needs.
TASK RESULT
The project team will develop a preliminary assessment deliverable that provides a
comprehensive analysis of the organizational and staffing needs of the Department.
TASK : III°°III III° IN III ,,, III,,,,. IIW[D COST AlE,,,.IIE,,,.00AT101114 ASVESSME]INT
In this task,the project team will review the Department's financial basis and the methodologies for
covering Facilities Management costs across the City. This will include an evaluation of current funding
methodologies and consideration of other industry systems, such as internal service or replacement
funding structures. This assessment will review the following key areas to determine an effective
mechanism for the highest possible cost recovery:
• Review how expenditures are currently allocated and why, including an evaluation of historical trends
and policies to determine whether these methodologies provide effective cost control and recovery.
• Evaluate funding methodologies that may provide for more effective cost recovery and determine
systems to implement that are possible based on current resources, and if rate revisions to guarantee
revenue sufficiency are required.
• Recommend policies or procedures for implementation to effectively manage the new funding
structure.
• Assess future financial sustainability based on current and projected capital and resource needs.
The deliverable for this task will be a spreadsheet or interim report documenting the findings of the
financial and cost allocation assessment, considerations for cost recovery, modeling of future needs,
and revenue sufficiency requirements.
MATRIX CONSULTING GROUP 19
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
TASK RESULT
The project team will develop an interim deliverable documenting cost allocation,
revenue sufficiency,and cost recovery considerations for review by the City's projec
team.
After completing the analysis in the previous tasks,the project team will compile the findings and
recommendations into a draft final report. This report consolidates the analytical steps and interim
deliverables into one document, including recommendations for each area addressed in the study. The
recommendations made as part of the study must be specific, measurable, prioritized, and linked to a
detailed, comprehensive implementation timeline. It will include the following elements:
• An executive summary that summarizes the significant findings of the study.
• A description of the study methodology.
• A detailed evaluation of each function under review with clear recommendations regarding
organizational structure, staffing requirements, and operational improvements. This will provide a
clear picture of the department's intended Future State.
• Cost-benefit analysis of recommendations and an implementation plan with prioritizations for the
Department to follow.
The project team will review all comments received on the draft report, edit and finalize it, and present
the final report to the City leadership team and/or elected officials.
The project team will also develop a proposed presentation of the Report's findings for City
Administration and/or City Council. This presentation will be provided initially as a Draft in Microsoft
PowerPoint format for review and approval by the City's leadership team, and a final version for use in
pre
TASK RESULT
The project team will develop a draft and final report that builds upon all interim
deliverables, providing a comprehensive analysis of the Department and
recommendations for improvement along with presentation to summarize results.
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
R � ,,, '
The following chart provides the proposed 6-month schedule for completing the assessment.
Task ff ff ff Month
onthff ff fI ff Month 2 Month 3 Month 4 Month 5 Month 6
..,Kickoff and Initiation IIIIIIIIIIIIIIIII
Current State and Existing Conditions
BMP and Comparative
Operations Assessment
Organizational and Staffing Assessment
Financial and Cost Allocation Assessment
Draft and Final Report U
All proposed timelines can be adjusted based on City staff priorities, preferences, and requirements. Our
task plan includes a City review of multiple interim deliverables,with each deliverable estimated to take
two weeks.
MATRIX CONSULTING GROUP 21
PROPOSAL FOR A FACILITIES AND CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
PRO
Matrix Consulting Group's fee proposal for this assessment is $74,500. The following project budget
outlines the hours by task and consultant level.
Principal Project Senior Senior
in Charge . Manager Analyst Consultant Analyst Totals
Kickoff and Initiation 4 8 4 0 0 16
Current State 2 12 16 24 8 62
BMP and Comparative 2 16 4 8 16 46
Operations Assessment 2 20 20 24 8 74
Organization and Staffing 2 20 20 12 12 66
Finances and Cost Allocation 2 20 20 4 8 54
Draft and Final Report 4 20 8 8 24 64
Total Hours _ 18 116 92 80 76 304
Hourly Rate $250 $225 $190 $170 $145
Total Professional Fees $4,500 $26, 100 $17,480 $13,600 $11 ,022 $72,700
Project Expenses $4,300
..Total Project Cost $77 000
We typically bill monthly for actual time and expenses incurred. Additionally, we are willing to tailor the
scope of our services to fit within the City's needs and budget, ensuring that we deliver maximum value
without compromising the project's quality and objective.
MATRIX CONSULTING GROUP 22
NON 1.A. JS1 AFFIDAVIT OF BIDDER
State of Nevada County of Clark
Alan D. Pennington verifies that:
(Name)
(1) He/She is owner, partner, officer, representative, or agent of
Matrix Consulting Group, LTD. has submitted the attached
bid: (Company Name)
(2) He/She is fully informed in respect to the preparation, contents and circumstances in regard
to attached bid;
(3) Neither said bidder nor any of its officers, partners, agents or employees has in any way
colluded, conspired or agreed, directly or indirectly with any other bidder, firm or person to
submit a collusive or sham bid in connection with attached bid and the price or prices quoted
herein are fair and proper.
SIGNATURE
Alan D Pennington
PRINTED NAME
Subscribed and sworn to before me this
12th Day of February 2025.
p�1 C)F
,Jerry L.Withers
NOTARY PUBLIC
N ARY PUBLIC in and for STATE OF NEVADA
State of Nevada, County of Clark ;`' Appt. No.05-99487 1
7XX�� X �„ 1A Expires September 17,2027
My commission expires: 09/17/2027
Notarized remotely using audio-video communication technology via Proof.
THIS FORM MUST BE COMPLETED, NOTARIZED AND SUBMITTED WITH BID
22
BID CERTIFICATION
The Undersigned, in submitting this bid, represents and certifies:
a. He/she is fully informed regarding the preparation, contents and circumstances of the attached
bid;
b. He/she proposes to furnish all equipment/service at the prices quoted herein and bid is in strict
accordance with the conditions and specifications stated herein;
c. There will be at no time a misunderstanding as to the intent of the specifications or conditions to
be overcome or pleaded after the bids are opened;
d. He/she is an equal opportunity employer, and will not discriminate with regard to race, color,
national origin, age or sex in the performance of this contract.
e. The undersigned hereby certifies that he/she has read, understands and agrees that acceptance by
the City of North Richland Hills of the bidder's offer by issuance of a purchase order will create
a binding contract. Further, he/she agrees to fully comply with documentary forms herewith
made a part of this specific procurement.
COMPANY: Matrix Consulting Group, LTD.
ADDRESS: 1875 S. Grant Street, Suite 960
CITY, STATE& ZIP: San Mateo, CA 94402
TELEPHONE: 650-858-0507
FAX 650-397-4050
EMAIL: apennington@matrixcg.net
SIGNATURE:
PRINTED NAME: Alan D. Pennington, President
DATE: February 11, 2026
23
CONFLICT OF INTEREST QUESTIONNAIRE
For vendor doing business with local governmental entity
Acomplete copy of Chapter 176 of the Local Government Code may be found at http://www.statutes.legis.state.tx.us/
Does/LG/htm/LG.176.htm. For easy reference,below are some of the sections cited on this form.
Local Government Code§176.001(1-a):"Business relationship"means a connection between two or more parties
based on commercial activity of one of the parties. The term does not include a connection based on:
(A) a transaction that is subject to rate or fee regulation by a federal,state,or local governmental entity or an
agency of a federal,state,or local governmental entity;
(B) a transaction conducted at a price and subject to terms available to the public;or
(C) a purchase or lease of goods or services from a person that is chartered by a state or federal agency and
that is subject to regular examination by,and reporting to,that agency.
Local Government Code§176.003(a)(2)(A)and(B):
(a) A local government officer shall file a conflicts disclosure statement with respect to a vendor if.
(2) the vendor:
(A) has an employment or other business relationship with the local government officer or a
family member of the officer that results in the officer or family member receiving taxable
income, other than investment income, that exceeds $2,500 during the 12-month period
preceding the date that the officer becomes aware that
(i) a contract between the local governmental entity and vendor has been executed;
or
(ii) the local governmental entity is considering entering into a contract with the
vendor;
(B) has given to the local government officeror a family member of the officer one or more gifts
that have an aggregate value of more than$100 in the 12-month period preceding the date the
officer becomes aware that:
(i) a contract between the local governmental entity and vendor has been executed;or
(ii) the local governmental entity is considering entering into a contract with the vendor.
Local Government Code§176.006(a)and(a-1)
(a) Avendor shall file a completed conflict of interest questionnaire if the vendor has a business relationship
with a local governmental entity and:
(1) has an employment or other business relationship with a local government officer of that local
governmental entity,or a family member of the officer,described by Section 176.003(a)(2)(A);
(2) has given a local government officer of that local governmental entity,or a family member of the
officer,one or more gifts with the aggregate value specified by Section 176.003(a)(2)(B),excluding any
gift described by Section 176.003(a-1);or
(3) has a family relationship with a local government officer of that local governmental entity.
(a-1) The completed conflict of interest questionnaire must be filed with the appropriate records administrator
not later than the seventh business day after the later of:
(1) the date that the vendor:
(A) begins discussions or negotiations to enter into a contract with the local governmental
entity;or
(B) submits to the local governmental entity an application,response to a request for proposals
or bids, correspondence, or another writing related to a potential contract with the local
governmental entity;or
(2) the date the vendor becomes aware:
(A) of an employment or other business relationship with a local government officer, or a
family member of the officer,described by Subsection(a);
(B) that the vendor has given one or more gifts described by Subsection(a);or
(C) of a family relationship with a local government officer.
Form provided by Texas Ethics Commission www.ethics.state.tx.us Revised 1 113 0/2 0 1 5
28
CONFLICT OF INTEREST QUESTIONNAIRE FORM CIQ
For vendor doing business with local governmental entity
This questionnaire reflects changes made to the law by H.B. 23,84th Leg., Regular Session. OFFICE USE ONLY
This questionnaire is being filed in accordance with Chapter 176,Local Government Code,by a vendor who Date Received
has a business relationship as defined by Section 176.001(1-a)with a local governmental entity and the
vendor meets requirements under Section 176.006(a).
By law this questionnaire must be filed with the records administrator of the local governmental entity not later
than the 7th business day after the date the vendor becomes aware of facts that require the statement to be
filed. See Section 176.006(a-1), Local Government Code.
A vendor commits an offense if the vendor knowingly violates Section 176.006,Local Government Code.An
offense under this section is a misdemeanor.
1 Name of vendor who has a business relationship with local governmental entity.
2
Check this box if you are filing an update to a previously filed questionnaire.(The law requires that you file an updated
completed questionnaire with the appropriate filing authority not later than the 7th business day after the date on which
you became aware that the originally filed questionnaire was incomplete or inaccurate.)
3 Name of local government officer about whom the information is being disclosed.
Name of Officer
AJ Describe each employment or other business relationship with the local government officer,or a family member of the
officer,as described by Section 176.003(a)(2)(A). Also describe any family relationship with the local government officer.
Complete subparts A and B for each employment or business relationship described. Attach additional pages to this Form
CIO as necessary.
A. Is the local government officer or a family member of the officer receiving or likely to receive taxable income,
other than investment income,from the vendor?
Yes F-1 No
B. Is the vendor receiving or likely to receive taxable income,other than investment income,from or at the direction
of the local government officer or a family member of the officer AND the taxable income is not received from the
local governmental entity?
Yes E-] No
5 Describe each employment or business relationship that the vendor named in Section 1 maintains with a corporation or
other business entity with respect to which the local government officer serves as an officer or director,or holds an
ownership interest of one percent or more.
6
Check this box if the vendor has given the local government officer or afamily member of the officer one or more gifts
as described in Section 176.003(a)(2)(B), excluding gifts described in Section 176.003(a-1).
7
4LQ kn56— February 11, 2026
Signature of vendor doing business wiA the governmental entity Date
Form provided by Texas Ethics Commission www.ethics.state.tx.us Revised 11/30/2015
27
In 2015, the Texas Legislature adopted House Bill 1295, which added section 2252.908 of the
Government Code. The law states that a governmental entity may not enter into certain contracts with
a business entity unless the business entity submits a disclosure of interested parties to the governmental
entity at the time the business entity submits the signed contract to the governmental entity.
The law applies only to a contract of a governmental entity that either(1)requires an action or vote by
the governing body of the entity or agency before the contract may be signed or (2) has a value of at
least $1 million. The disclosure requirement applies to a contract entered into on or after January 1,
2016.
The Texas Ethics Commission has adopted rules necessary to implement the law, prescribed the
disclosure of interested parties form, and posted a copy of the form on the commission's website.
Filing Process:
The commission has made available on its website a new filing application that must be used to file
Form 1295. A business entity must:
1) Use the application to enter the required information on Form 1295,
2) Print a copy of the completed form, which will include a certification of filing that will contain
a unique certification number.
3) Contract Number should be the Bid/RFP Number and Bid Title.
4) Sign the printed copy of the form (an authorized agent of the business entity must sign),
5) Either include your personal information or have the form notarized,
6) File the completed Form 1295 with the certification of filing with the governmental body with
which the business entity is entering into the contract.
The governmental entity must notify the commission, using the commission's filing application, of the
receipt of the filed Form 1295 with the certification of filing not later than the 30th day after the date
the contract binds all parties to the contract. The commission will post the completed Form 1295 to its
website within seven business days after receiving notice from the governmental entity.
Information regarding how to use the filing application may be found at
https://www.ethics.state.tx.us/whatsnew/elf info_form1295.htm.
24
SS
FOR DISADVANTAGED BIJ I W..:.R ENTERPRISES I..,
Disadvantaged Business Enterprises (DBE) are encouraged to participate in the City of North
Richland Hills bid process. Representatives from DBE Companies should identify themselves as
such and submit a copy of their Certification.
The City of North Richland Hills recognizes the certifications of both the State of Texas Building
and Procurement Commission HUB Program and the North Central Texas Regional
Certification Agency.All companies seeking information concerning DBE certification are urged
to contact:
Texas Building and Procurement Commission
Statewide HUB Program
1711 San Jacinto Blvd.,Austin TX 78701-1416
P O Box 13186,Austin, TX 78711-3186
(512) 463-5872
http://www.window.state.tx.us/procurement/prog/hub/hub-certification/
North Central Texas
Regional Certification Agency
624 Six Flags Drive, Suite 216
Arlington, Texas 76011
(817) 640-0606
http://www.nctrca.or�z/certification.html
If your company is already certified, attach a copy of your certification to this form and return
as part of your packet.
Company Names: Not Applicable
Representative:
Address:
City, State,Zip:
Telephone No. Fax No.
Email address:
INDICATE ALL THAT APPLY:
Minority-Owned Business Enterprise
Women-Owned Business Enterprise
Disadvantaged Business Enterprise
25
CO FIA T OFINTEREST Q11JESTIONNAIRE
Pursuant to Chapter 176 of the Texas Local Government Code, a person, or agent of a person, who
contracts or seeks to contract for the sale or purchase of property, goods, or services with the City of
North Richland Hills must file a completed conflict of interest questionnaire. The conflict of interest
questionnaire must be filed with the City Secretary of the City of North Richland Hills no later than the
seventh business day after the person or agent begins contract discussions or negotiations with the City
of North Richland Hills or submits to the City of North Richland Hills an application, response to a
request for proposal or bid, correspondence, or another writing related to a potential agreement with the
City of North Richland Hills. An updated conflict of interest questionnaire must be filed in accordance
with Chapter 176 of the Local Government Code. An offense under Chapter 176 is a Class C
misdemeanor.
The Conflict of Interest Questionnaire is included as part of this document and can be found at:
htti)s://www.ethics.state.tx.us/data/forms/conflict/CIo.l)df
To be considered for award, the Conflict of Interest Questionnaire is required to
be completed with dated signature.
26
CONTRACT CHANGES GRID
The Contractor has the obligation to review all documents that make up the contract documents in their
entirety and include any objections or requests for modifications to the Terms and Conditions, or any
of the Contract Documents, in the Contract Changes Grid included with the Notice to Bidders. No
changes or modifications will be made to the contract documents unless such changes are set forth in
the Contract Changes Grid, submitted to the City along with the Contractor's proposal, and agreed to
by the City.
CONTRACT CHANGES GRID
Proposed Contractor/Bidder Matrix Consulting Group, LTD. ("Contractor" or `Bidder"), submits the
following modifications to the City's Standard NIA ("Agreement")
requesting changes to such provisions be accepted by the City and incorporated into the Agreement.
Contractor understands and acknowledges that the City is under no obligation to accept the
modification(s) proposed by Contractor; however, the City agrees to negotiate in good faith in
consideration of Contractor's request, subject to legal requirements, City policies and advice of the City
Attorney.
Section/Page Term, Condition or Exception/Proposed Disposition (For
Specification Modification City of NRH Use
Only)
N/A
City Response:
Accepted
Not Accepted
Modified
29
CITY OF NORTH RICHLAND 1111,1,E
Wednesday, January 14, 2026
RFP #26-008—UTILITY BILLING OPERATIONAL EFFICIIENTCY AUDIT
ADDENDUM ONE:
1) The link on the bid document does not work please use the link on Public Purchase.
Pre-Proposal Meeting RFP 26-008 UB I Meeting-Join I Microsoft Teams
THIS ADDENDUM MUST BE SIGNED AND RETURNED WITH YOUR RFP
RESPONSE.
Acknowledge receipt of this addendum by inserting this page with your RFP response. This
addendum form is a part of the contract documents, and it so modifies, amends, deletes and/or
adds to the original RFP document.
Name and Address of Company: Authorized Represent ive:
Matrix Consulting Group, LTD. Signature: 10 q !7
1875 S. Grant Street, Suite 960 Name: Alan D. Pennington
San Mateo, CA 94402 Title: President
Phone: 650-858-0507
Email: apennington@matrixcg.net
F1.0. Box 820609 * North IFF!iichlla nd IIiiilllls, 1fexas 76182 0609
4"301 City IF'dir"nt I[Drive * (317)4.27 6150 * l::ax (317)4.27 6165
CITY OF NORTH RICIII AND 1111,1,E
Monday, January 26, 2026
RFP #26-009 Facilities & Construction Operational Efficiency Audit
ADDENDUM TWO:
1) Change the Pre-proposal date from Tuesday, January 27, 2026 at 3:00 P.M., to
Wednesday, February 4, 2026 at 10:00 A.M.
THIS ADDENDUM MUST BE SIGNED AND RETURNED WITH YOUR RFP
RESPONSE.
Acknowledge receipt of this addendum by inserting this page with your RFP response. This
addendum form is a part of the contract documents, and it so modifies, amends, deletes and/or
adds to the original RFP document.
Name and Address of Company: Authorized Representative:
Matrix Consulting Group, LTD. Signature: at'
, „�
1875 S. Grant Street, Suite 960 Name: Alan D. Pennington
San Mateo, CA 94402 Title: President
Phone: 650-858-0507
Email: apennington@matrixcg.net
F1.0. Box 820609 * North IFF!iichlla nd IIiiillHs, 1fexas 76182 0609
4"301 Gty IF'dir"nt If.)dve * (617)4.27 6150 * l::ax (617)4.27 6165
Docusign Envelope ID:976F98F6-3F41-4C99-8362-76267DOODB7F
PROFESSIONAL SERVICES AGREEMENT FOR
FACILITIES & CONSTRUCTION OPERATIONAL EFFICIENCY AUDIT
This PROFESSIONAL SERVICES AGREEMENT ("Agreement") is made by the
CITY OF NORTH RICHLAND HILLS, a Texas municipal corporation, hereinafter called
"City," and MATRIX CONSULTING GROUP, LTD., hereafter called "Contractor." The
parties are each individually referred to herein as a"parry" and collectively as the"parties."
1. SCOPE OF SERVICES
1.1 Contractor agrees to provide professional services for the purpose of Facilities &
Construction Operational Efficiency Audit as described in Exhibit A, which exhibit is
incorporated into this Agreement for any and all purposes.
1.2 Contractor agrees to complete and deliver the final report and all other
deliverables to City no later than December 31, 2026.
2. COMPENSATION
2.1 In consideration of the services described herein, City shall pay and Contractor
shall receive compensation in accordance with Exhibit B, "Compensation," which
exhibit is incorporated into this Agreement for any and all purposes.
2.2 Total payments including without limitation reimbursable expenses, to Contractor
by City for the services stated in Exhibit B shall not exceed SEVENTY-SEVEN
THOUSAND AND NO/100 DOLLARS ($77,000.00).
2.3 City may authorize additional services to be provided by Contractor as mutually
agreed upon by the parties in writing. Any authorization for additional services
shall be given to Contractor by City in writing, approved by City, and executed by
both parties.
3. TERM
This Agreement shall be effective upon May 18, 2026 and shall expire upon completion of
all services contemplated herein, but not later than May 18, 2027. The anticipated project
schedule is outlined in Exhibit C, "Project Schedule," which exhibit is incorporated into this
Agreement for any and all purposes.
4. TERMINATION
4.1 City may terminate this Agreement at any time for convenience or for any cause
by a notice in writing to Contractor. Either City or Contractor may terminate this
Agreement in the event the other party fails to perform in accordance with the
provisions of this Agreement. Upon receipt of such notice, Contractor shall
immediately discontinue all services and work and the placing of all orders or the
entering into contracts for supplies, assistance, facilities, and materials, in
connection with the performance of this Agreement and shall proceed to cancel
promptly all existing contracts insofar as they are chargeable to this Agreement.
Initial
Professiona Ses Agreement(Minor Services Contract),Page 1 of 18 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
Initial Here
Docusign Envelope ID:976F98F6-3F41-4C99-8362-76267DOODB7F
4.2 If City terminates this Agreement under the foregoing Paragraph 4.1, City shall
pay Contractor a reasonable amount for services performed prior to such
termination, which payment shall be based upon the payroll cost of employees
engaged on the work by Contractor up to the date of termination of this
Agreement and for subcontract and reproduction in accordance with the method
of compensation stated in Section 2: "Compensation" hereof. In the event of
termination, the amount paid shall not exceed the amount appropriate for the
percentage of work completed.
4.3 Non-appropriation of Funds. If services under this Agreement are anticipated to
be performed outside of the current fiscal year and in the event no funds or
insufficient funds are appropriated by City in any fiscal period for any payments
due hereunder, City will notify Contractor of such occurrence and this
Agreement shall terminate on the last day of the fiscal period for which
appropriations were received without penalty or expense to City of any kind
whatsoever, except as to the portions of the payments herein agreed upon for
which funds have been appropriated.
5. INDEMNIFICATION; RELEASE OF LIABILITY
CONTRACTOR SHALL RELEASE FROM LIABILITY, INDEMNIFY AND HOLD
THE CITY AND ITS OFFICERS, AGENTS AND EMPLOYEES HARMLESS
FROM ANY LOSS, DAMAGE, LIABILITY OR EXPENSE FOR DAMAGE TO
PROPERTY AND INJURIES, INCLUDING DEATH, TO ANY PERSON,
INCLUDING BUT NOT LIMITED TO OFFICERS, AGENTS OR EMPLOYEES
OF CONTRACTOR OR SUBCONTRACTORS, WHICH MAY ARISE OUT OF
ANY NEGLIGENT ACT, ERROR OR OMISSION IN THE PERFORMANCE OF
THIS AGREEMENT. CONTRACTOR SHALL DEFEND AT ITS OWN EXPENSE
ANY SUITS OR OTHER PROCEEDINGS BROUGHT AGAINST THE CITY, ITS
OFFICERS, AGENTS AND EMPLOYEES, OR ANY OF THEM, RESULTING
FROM SUCH NEGLIGENT ACT, ERROR OR OMISSION; AND SHALL PAY
ALL EXPENSES AND SATISFY ALL JUDGMENTS WHICH MAY BE
INCURRED BY OR RENDERED AGAINST THEM OR ANY OF THEM IN
CONNECTION THEREWITH RESULTING FROM SUCH NEGLIGENT ACT,
ERROR OR OMISSION.
6. INDEPENDENT CONTRACTOR
Contractor shall perform all work and services hereunder as an independent contractor and
not as an officer, agent or employee of City. Contractor shall have exclusive control of and
the exclusive right to control, the details of the work performed hereunder and all persons
performing same and shall be solely responsible for the acts and omissions of its agents,
employees and subcontractors. Nothing herein shall be construed as creating a partnership
or joint venture between City and Contractor, its agents, employees and subcontractors; and
the doctrine of respondent superior shall have no application as between City and
ivactor.
Profession 1 Soices Agreement(Minor Services Contract),Page 2 of 18 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
Initial Here
Docusign Envelope ID:976F98F6-3F41-4C99-8362-76267DOODB7F
7. ENTIRE AGREEMENT
This Agreement represents the entire agreement between City and Contractor and
supersedes all prior negotiations, representations or agreements, either written or oral.
This Agreement may be amended only by written instrument signed by both City and
Contractor.
8. PROHIBITION OF ASSIGNMENT
Neither parry hereto shall assign, sublet, or transfer their interest herein without the prior
written consent of the other party, and any attempted assignment, sublease, or transfer of all
or any part hereof without such prior written consent shall be void.
9. CHOICE OF LAW; VENUE
This Agreement shall be construed in accordance with the laws of the State of Texas.
Should any action, at law or in equity, arise out of the terms herein, exclusive venue for said
action shall be in Tarrant County, Texas.
10. CONFIDENTIAL INFORMATION
Contractor understands and acknowledges that Contractor will be provided with information
that may be confidential by law, rule, statute, ordinance, or legal order. Contractor shall not
disclose any information deemed confidential to any parry who is not privy to or who does
not have a special right of access to said information. Contractor agrees to use confidential
information for purposes of providing the services contemplated herein only as determined
by the City. Disclosure of, or unauthorized use of, any confidential information by
Contractor is a material breach of this Agreement. If Contractor violates this provision, and
in addition to any other remedies at law or in equity that the City may have, the City may
immediately obtain injunctive relief in a court of competent jurisdiction enjoining any
continuing or further breaches and exercise any further remedies as authorized by law.
Contractor agrees to indemnify and hold the City harmless for any claims or damages
caused by Contractor's breach of this confidentiality provision.
11. RIGHT TO AUDIT
During the term of this Agreement, and at any time within three (3) years following the
expiration of this Agreement, the City shall have the right of access to all information held
in the possession of the Contractor related to services performed under this Agreement, for
audit purposes or otherwise. Contractor agrees to provide access to such information unless
expressly prohibited from doing so by court or other governmental order. Except in the
event of an emergency, the City will provide reasonable advance notice of any intended
audits and the need for the information. Contractor agrees that it will keep records relating to
the services provided hereunder for as long as required by law.
12. NOTICES
Any notice required to be given hereunder shall be given by certified mail, return receipt to
the following addresses:
Initial
Professiona Sees Agreement(Minor Services Contract),Page 3 of 18 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
Initial Here
Docusign Envelope ID:976F98F6-3F41-4C99-8362-76267DOODB7F
If to City: If to Contractor:
City of North Richland Hills Matrix Consulting Group, Ltd.
Attn: Paulette Hartman, City Manager Attn: Alan D. Pennington, President
4301 City Point Drive 1875 S Grant Street, Suite 960
North Richland Hills, Texas 76102 San Mateo, CA 94402
With copy to the City Attorney at:
Bradley A. Anderle
Taylor, Olson, Adkins, Sralla&Elam L.L.P.
6000 Western Place, Ste 200
Fort Worth, Texas 76107
13. INSURANCE
Contractor shall maintain the following Insurance coverage during the term of this
Agreement, or other coverage acceptable to the City:
Comprehensive general liability insurance policy in minimum amounts of $1,000,000 per
occurrence and $2,000,000 general aggregate for damage and/or injury to persons or
property.
Professional liability policy with limits of no less than $1,000,000 per claim or occurrence.
Worker's compensation insurance or its equivalent in the minimum statutory amount in the
state where Contractor conducts its business.
Auto liability policy or its equivalent with a combined single limit of not less than
$1,000,000 per accident.
14. DISPUTE RESOLUTION
Except in the event of termination pursuant to Section 4.1, if either City or Contractor has a
claim, dispute, or other matter in question for breach of duty, obligations, services rendered,
or any warranty that arises under this Agreement, the parties shall first attempt to resolve the
matter through this dispute resolution process. The disputing party shall notify the other
party in writing as soon as practicable after discovering the claim, dispute, or breach. The
notice shall state the nature of the dispute and list the parry's specific reasons for such
dispute. Within ten (10)business days of receipt of the notice, both parties shall commence
the resolution process and make a good faith effort, either through email, mail, phone
conference, in person meetings, or other reasonable means to resolve any claim, dispute,
breach, or other matter in question that may arise out of, or in connection with, this
Agreement. If the parties fail to resolve the dispute within sixty (60) days of the date of
receipt of the notice of the dispute, then the parties may submit the matter to non-binding
mediation in Tarrant County, Texas, upon written consent of authorized representatives of
both parties in accordance with the Industry Arbitration Rules of the American Arbitration
�iation or other applicable rules governing mediation then in effect. The mediator shall
Profession 1 S�yices Agreement(Minor Services Contract),Page 4 of 18 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
Initial Her ii11
Docusign Envelope ID:976F98F6-3F41-4C99-8362-76267DOODB7F
be agreed to by the parties. Each party shall be liable for its own expenses, including
attorney's fees; however, the parties shall share equally in the costs of the mediation. If
the parties cannot resolve the dispute through mediation, then either parry shall have the
right to exercise any and all remedies available under law regarding the dispute.
Notwithstanding the fact that the parties may be attempting to resolve a dispute in
accordance with this informal dispute resolution process, the parties agree to continue
without delay all of their respective duties and obligations under this Agreement not
affected by the dispute. Either party may, before or during the exercise of the informal
dispute resolution process set forth herein, apply to a court having jurisdiction for a
temporary restraining order or preliminary injunction where such relief is necessary to
protect its interests.
EXECUTED on this, the day of , 20
ACCEPTED AND AGREED:
CONTACe OR: CITY OF NORTH RICHLAND HILLS:
By. -Efii@R1)1BggF- IF_9... By.
Name: Alan D. Pennington Paulette A. Hartman
Title: President City Manager
3/31/2026
Date: Date:
ATTEST: by: ATTEST:
gneddos
By. 9E64z6&43Q . By.
Name: Courtney Ramos Alicia Richardson
Title: Chief Financial Officer City Secretary/Chief Governance
Officer
APPROVED TO FORM AND LEGALITY:
By:
Bradley A. Anderle
City Attorney
Initial
Profession 1 Sgices Agreement(Minor Services Contract),Page 5 of 18 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
Initial Here
Docusign Envelope ID:976F98F6-3F41-4C99-8362-76267DOODB7F
EXHIBIT A
SCOPE OF SERVICES
TASK 1: PfZOTIECT IIIIII°4IIITIII ,,, TIII u III° l I[D KICK u III°°III°
We recommend a virtual project initiation and kickoff meeting to begin the project. We
recommend establishing a small steering committee to oversee the project's duration. This
team will meet regularly to review deliverables and discuss project progress. The steering
committee should include Department leadership and staff responsible for implementing the
recommendations.
In addition to this kickoff, we often hold an executive-level initiation meeting with Department
and/or City leadership to gather their perspective before beginning any work.
The kickoff's goal is to ensure the project team understands the City's goals for the project and
to gain insight into the Department's challenges. It also ensures the steering committee
understands the task plan, schedule, and commitments of both our team and the City team and
communicates them to staff as needed.
As part of the kickoff,the project team will review the types of data to be collected and discuss
data collection logistics. We will also discuss how interviews will be conducted and the platform
for scheduling interviews. The project team will then provide a project inception report outlining
our understanding of the project scope and the decisions made in the kickoff meeting.
TASK RESULT
The project team will develop a project inception report outlining the project team's
understanding of the project's scope, methodology, and timeline, along with data collection
requirements.
TASK : L IIRf IIE]I°4T ST TIIE', l I[D IIE XIISTIIIIII°4G u III°4I[ IIITIII u III° S SVESSIIIE',III14"T
Understanding the organization's current state, including its staffing, operations, and existing
processes, is essential for developing recommendations tailored to the department's unique
needs.
As outlined in the RFR this task will include multiple subtasks: data collection,focus groups,
stakeholder interviews, a stakeholder survey, and a review of prior studies.
ial
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(A) DATA COLLECTION AND INTERVIEWS
The interviews and data collection effort will seek information on how services are delivered,
staffed, and managed, as well as the costs associated with providing those services. Once
initial data collection is complete,the project team will prepare a document outlining our
understanding of the department's current state.
• A data collection list will be developed and shared with the City's Project Manager and/or
steering committee. Data collection items will include, but are not limited to: budgetary data,
personnel information, capital project information, workload data, asset inventories and
conditions, organizational charts, examples of existing contracts and agreements, and other
relevant information.
• An initial interview list will be created based on a discussion from the kickoff meeting and a
review of organizational structures. Interviews typically begin with leadership (Department
and City as applicable) and then progress to stakeholders outside the Department. The
interview list will include recommendations for individual interviews, as well as suggestions
for focus groups. Before scheduling interviews,tentative interview questions will be drafted
for review by leadership and/or the steering committee.
• Interview Department staff and internal stakeholders, including the City administration,
department heads, and/or division managers who frequently interact with Facilities and
Construction. These interviews will focus on exploring issues and attitudes in the following
areas:
o Adequacy of service levels and perceived gaps in existing levels of service.
o Organizational structure and any changes that have been made in the past several years,
and perceptions of the impacts of these changes;
o Goals and objectives about the delivery of services in each operational functional area;
o Adequacy of management systems and technology, and the extent to which managers
utilize this information to make meaningful managerial, operational, scheduling, and
staff allocation decisions;
o Outsourcing philosophy of the Department: the services currently outsourced and
additional candidates.
o Identification of relevant workload for staff.
o Review any asset management programs and/or software and how any systems are
used to plan, schedule,track, and report on work activities.
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(B) ASSESSMENT OF CURRENT STATE
Next,we will develop a current state profile of the Facilities and Construction Department. The
development of this detailed description will be based on interviews as well as on the collection
of operating information and data, including the following:
• The current organization of the services provided by the Department.
• Documentation of all key operations, including:
o Service scope and content;
o How staff are scheduled and deployed;
o Workload data;
o Basic service levels; and
o The extent of contracted services by type, size, and cost.
• Documentation of the current technology in use in the divisions, including:
o Current asset management and work order software systems;
o Geographical information system;
o Use of hand-held devices for reporting work.
• Documentation of management systems available to support departmental operations,
including:
o Financial reporting, billing, and budgeting systems;
o Organizational business processes and procedures; and
o Performance monitoring systems.
• Documentation of all buildings managed by the Department, including an outline of services
necessary to support those buildings.
• Document current performance targets related to major service areas within the
Department.
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• Document the current coordination mechanisms and procedures for coordinating service
delivery among departments and divisions.
After data collection and interviews are complete,the project team will prepare a descriptive
summary profile that presents our understanding of the current organization, staffing,
operations, and the costs of the Department's services. We will also document key processes,
communications, and technology use to facilitate the completion of work tasks.
This profile will be circulated to staff and the project steering committee for comment to ensure
our understanding is accurate. Once completed and reviewed,the profile information will serve
as the basis for the analysis conducted in subsequent study tasks.
TASK RESULT
The project team will develop a current state assessment, documenting our understanding of
the current organization, staffing, operations, and costs of the services provided by the
Department.
TASK 3: IIMES IPFZACTICIES ASSIIESS IEIII14"T
This task will analyze the Department's operations against established best management
practices from multiple industry sources.
(A) COMPARATIVE SURVEY
In this effort, we will compare the Department's organizational structure, staffing levels, and
services to five comparable agencies in the Metroplex. The comparative survey will provide
insight into how the Department compares with other departments and identify areas for further
exploration, including potential adjustments to service levels, organizational structure, or
operational practices,to improve service delivery and staffing utilization, efficiency,
effectiveness, and competitiveness.
We will work with the project steering committee and Department leadership to develop criteria
for identifying cities of similar size and characteristics for the comparative analysis.
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(B) BEST MANAGEMENT PRACTICE ASSESSMENT
The project team will develop a detailed list of best management practices for diagnosing
operational practices,technology, staffing, and service delivery across each Departmental
functional area. This diagnostic appraisal will use recognized industry standards,where
available,to evaluate the Department's current policies, procedures, service levels, and staffing
allocations. This effort will establish initial benchmarks for services and staffing in accordance
with national standards, including the American Public Works Association (APWA) Management
Practices Manual, Building Owners and Managers Association (BOMA) Best Practices,
International Facility Management Association (IFMA) Best Practices, and standards and
recommended practices from custodial-focused organizations such as the International
Sanitary Supply Association (ISSA) and the Association of Physical Plant Administrators
(APPA).
TASK RESULT
The project team will develop an interim report that documents the results of the comparative
analysis and best management practices assessment.
TASK 4: 01PE]RAT10114A1,,,,. S IIESSIIIE',III°4"T
This critical task will analyze opportunities to improve the Department's organizational
structure, management, operations, resource allocation, and staffing.
(A) ANALYZE THE EFFECTIVENESS OF MANAGING OPERATIONS
Departmental operations require effective management to ensure staff are appropriately
scheduled, deployed, utilized, and held accountable for performance. The project team will
evaluate this in terms of the following:
• Maintenance Management - Preventive Maintenance and Maintenance response
programs. This assessment will review current procedures, required maintenance cycles,
and maintenance scheduling.
• Preventive Maintenance - In this analysis,the project team will assess current Preventive
Maintenance schedules and philosophy to determine if the program meets industry
standards and manufacturer requirements, as well as determine if changes to the program
would reduce or impact reactive work order requirements.
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• Work Order and Process Analysis - Assess the workflow for managing and processing
service requests and work orders to identify opportunities to improve efficiency and
effectiveness. This will include process mapping and a review of the steps used for
prioritization, assignment, coordination, completion, and closeout, and will determine
whether there are any resistance factors or inherent delays that can be mitigated.
• Response Time Analysis - Assessing the response type by trade,function, and service to
determine if staffing or resources are required based on City expectations of service. This
information will assist the project team in determining and documenting reasonable
response times and in guiding resource needs to meet those standards.
• Asset and Resource Assessment - The project team will review data and documentation
held by the Department on the inventory and condition of building assets and their
components to determine whether the data is being effectively collected and used to provide
facility management services.
In this task,the project team will also review the adequacy of administrative processes and
develop recommendations to enhance performance and internal controls. The project team will
also review current performance measures for the Departments and their Divisions to determine
whether the Departments effectively monitor ongoing performance and ensure services are
provided at the desired levels. The assessment will then provide recommendations for revisions
or updates to performance measures for future use.
(B) EVALUATE THE ADEQUACY OF MAJOR WORK PRACTICES
This analysis will review the workload for the past three years for each functional area within the
Department. Additional analysis will identify opportunities to streamline internal processes,
assignments, and work practices,thereby increasing productivity and enhancing effectiveness.
Furthermore, we will identify the extent to which key tasks are not being completed due to
staffing constraints and assess how many tasks could be absorbed by streamlining the work
process. Additional analysis will focus on defining specific roles of departments and staff in the
processes.
This task will also review the Department's outsourcing philosophy and recommend whether to
insource or outsource workloads.
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(C) EVALUATE CURRENT TECHNOLOGY SYSTEMS.
This task will focus on understanding and assessing the Department's current technology
systems, including Computerized Maintenance Management Systems (CMMS),Automated
Building Controls, and asset management software. The project team will evaluate the current
workload or asset management software suite,the extent of CMMS implementation and use,
the use of mobile and handheld devices in the field (e.g.,tablets for technicians and
supervisors), and how well current systems enable efficient information sharing and eliminate
duplicate data entry. We will also evaluate how proposed changes to technology use may
impact efficiency and operations and identify current accessibility and training issues
associated with technology use. The team will also assess the use of technology against the
knowledge and skills of key staff to determine whether training is required to implement the
solution effectively and meet the City's needs.
The preliminary recommendations will be developed, integrated into the interim deliverable, and
presented to the steering committee before finalization.
TASK RESULT
The project team will develop an interim report that provides a comprehensive analysis of the
Department's operations.
TASK 5: u IIE ,m II°4III ,,,, " III u III° II,,,,. l I[D ST III°°°III°°]IIING SVESV E',III°TT
(A) EVALUATE THE ORGANIZATIONAL STRUCTURE OF THE DEPARTMENT
We will evaluate the organizational structure for gaps or overlaps in functions, spans of control,
and appropriate organizational locations. This will focus on organizational tiering, position
relevance, overlaps, and spans of control for supervisory employees.
Based on this review and analysis, we will recommend an organizational structure for the
Department.
(B) DEVELOP SERVICE LEVEL AND STAFFING RECOMMENDATIONS.
This analytical effort will develop a departmental staffing allocation based on current and
projected service levels,workload, and recommended processes. It will also include a review of
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each departmental position, with recommendations on the number and types of positions
required to meet service demands for each division under review.
Staffing metrics will guide future staffing adjustments based on "trigger points," service
requirements, or workload increases. In all cases, staffing recommendations will align with
specific service levels to inform policy decisions about service levels and the staffing required
for successful implementation.
Our team has developed a proprietary facilities staffing model that provides staffing needs
projections based on the primary areas of Facilities Management that are incorporated in the
City's Facilities and Construction Department:
• Maintenance: IFMA Benchmark staffing expectations, square footage, and an equivalency
unit model are assessed to document the types of facilities managed and benchmark them
against typical office space requirements for maintenance. The model also integrates
historical workload data to determine appropriate staffing allocations based on trade-
specific work types.
• Project Management: This model also uses project management data to determine
appropriate staffing for facilities construction projects based on size, scope, complexity, and
value.
• Custodial or Janitorial Services: Using standard APPA cleaning levels,the model develops
custodial staffing requirements to meet expected cleanliness service levels,then assesses
those requirements against required staffing or contracted levels.
This model will justify and guide the application of industry benchmarks to a local government's
unique building maintenance needs.
TASK RESULT
The project team will develop a preliminary assessment deliverable that provides a
comprehensive analysis of the organizational and staffing needs of the Department.
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TASK : III°°°III IIN IN III ,,, III,,,,. IIW[D COST AlE,,,.IIE,,,.00ATIGIN SVES III IIE]I° T
In this task,the project team will review the Department's financial basis and the methodologies
for covering Facilities Management costs across the City. This will include an evaluation of
current funding methodologies and consideration of other industry systems, such as internal
service or replacement funding structures. This assessment will review the following key areas
to determine an effective mechanism for the highest possible cost recovery:
• Review how expenditures are currently allocated and why, including an evaluation of
historical trends and policies to determine whether these methodologies provide effective
cost control and recovery.
• Evaluate funding methodologies that may provide for more effective cost recovery and
determine systems to implement that are possible based on current resources, and if rate
revisions to guarantee revenue sufficiency are required.
• Recommend policies or procedures for implementation to effectively manage the new
funding structure.
• Assess future financial sustainability based on current and projected capital and resource
needs.
The deliverable for this task will be a spreadsheet or interim report documenting the findings of
the financial and cost allocation assessment, considerations for cost recovery, modeling of
future needs, and revenue sufficiency requirements.
TASK RESULT
The project team will develop an interim deliverable documenting cost allocation, revenue
sufficiency, and cost recovery considerations for review by the City's project team.
TASK "gym [Df-ZAIP7 AIW[D III°11III° II..... IIE IIE] u I1RT IIWIGD IIE IIE IIE',��IIE',III°�° ° III u III°�
After completing the analysis in the previous tasks,the project team will compile the findings
and recommendations into a draft final report. This report consolidates the analytical steps and
interim deliverables into one document, including recommendations for each area addressed in
the study. The recommendations made as part of the study must be specific, measurable,
prioritized, and linked to a detailed, comprehensive implementation timeline. It will include the
following elements:
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• An executive summary that summarizes the significant findings of the study.
• A description of the study methodology.
• A detailed evaluation of each function under review with clear recommendations regarding
organizational structure, staffing requirements, and operational improvements. This will
provide a clear picture of the department's intended Future State.
• Cost-benefit analysis of recommendations and an implementation plan with prioritizations
for the Department to follow.
The project team will review all comments received on the draft report, edit and finalize it, and
present the final report to the City leadership team and/or elected officials.
The project team will also develop a proposed presentation of the Report's findings for City
Administration and/or City Council. This presentation will be provided initially as a Draft in
Microsoft PowerPoint format for review and approval by the City's leadership team, and a final
version for use in presenting the study results to the City Council.
TASK RESULT
The project team will develop a draft and final report that builds upon all interim deliverables,
providing a comprehensive analysis of the Department and recommendations for
improvement along with a presentation to summarize results.
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EXHIBIT B
COMPENSATION
1. COMPENSATION
For and in consideration of the services to be rendered by Contractor under this
Agreement, City shall pay to Contractor the compensation hereinafter set forth in
accordance with the terms set forth herein.
Matrix Consulting Group's fee proposal for this assessment is $77,000. The following project
budget outlines the hours by task and consultant level.
Principal Senior
in Project Senior Consultan
Charge Manager....Analyst t Analyst Totals
Kickoff and Initiation 4 8 4 0 0 16
Current State 2 12 16 24 8 62
BMP and Comparative 2 16 4 8 16 46
Operations Assessment 2 20 20 24 8 74
Organization and Staffing 2 20 20 12 12 66
Finances and Cost Allocation 2 20 20 4 8 54
Draft and Final Report 4 20 8 8 24 64
Total Hours 18 116 92 80 76 304
Hourly Rate $250 $225 $190 $170 $145
Total Professional Fees $4,500 $26,100 $17,480 $13,600 $11 ,020 $72,700
Project Expenses $4,300
..Total Project Cost $77,000
2. PAYMENT
Payments to Contractor will be made as follows:
Monthly payment of the fee will be in proportion to the percent completion of the total
work by task.
Monthly invoices will be issued by Contractor for all work performed under this
Agreement. Invoices will be prepared in a format approved by City prior to submission
of the first monthly invoice. Once approved, City agrees not to require changes in the
invoice format, but reserves the right to audit.
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City's payments under this Agreement, including the time of payment and the payment of
interest on overdue amounts, are subject to Chapter 2251 of the Texas Government Code.
Payment shall be due within thirty (30) days of the date the City receives a timely and
proper invoice for the goods or services. Interest on any overdue payment shall not
exceed 1% plus the prime rate as published by the Wall Street Journal on the first day of
July of the preceding fiscal year that does not fall on a Saturday or Sunday.
Upon completion of services enumerated in Exhibit A, the final payment will be due
upon receipt of the final invoice.
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EXHIBIT C
PROJECT SCHEDULE
PROJECT SCHEDULE
The Scope of Services for this PROJECT is based on the following schedule:
Task Month Month Month Month Month Month
?
Kickoff and Initiation ............ 3 4 5 6
Current State and Existing Conditions
BMP and Comparative
Operations Assessment
Organizational and Staffing Assessment
Financial and Cost Allocation Assessment
Draft and Final Report
All proposed timelines can be adjusted based on City staff priorities, preferences, and
requirements. Our task plan includes a City review of multiple interim deliverables, with each
deliverable estimated to take two weeks.
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CERTIFICATE OF INTERESTED PARTIES
FORM 1295
1of1
Complete Nos. 1-4 and 6 if there are interested parties. OFFICE USE ONLY
Complete Nos. 1, 2,3, 5,and 6 if there are no interested parties. CERTIFICATION OF FILING
1 Name of business entity filing form,and the city,state and country of the business entity's place Certificate Number:
of business. 2026-1440848
Matrix Consulting Group, Ltd
San Mateo, CA United States Date Filed:
2 Name of governmental entity or state agency that is a party to the contract for which the form is 03/31/2026
being filed.
North Richland Hills Date Acknowledged:
3 Provide the identification number used by the governmental entity or state agency to track or identify the contract,and provide a
description of the services,goods,or other property to be provided under the contract.
RFP 26-009
Consulting Services for Facilities and Construction Operational Efficiency Audit
Nature of interest
4
Name of Interested Party City,State,Country(place of business) (check applicable)
Controlling I Intermediary
5 Check only if there is NO Interested Party.
X
6 UNSWORN DECLARATION
My name is Alan D. Pennington
and my date of birth is
My address is 101 Southpointe Drive, Suite E Edwardsville IL 62025 USA
(city) (state) (zip code) (country)
I declare under penalty of perjury that the foregoing is true and correct.
Executed in Madison County, State of Illinois on the 31 stay of March 20 26
(month) (year)
Signature of authorized agent of contracting business entity
(Declarant)
Forms provided by Texas Ethics Commission www.ethics.state.tx.us Version V4.1.0.b6ef2aab
CITY COUNCIL MEMORANDUM
FROM: The Office of the City Manager DATE: April 27, 2026
SUBJECT: Approve award of bid RFP 26-008 to Baker Tilly Advisory Group,
LP for a Utility Billing Operational Efficiency Audit in the amount not
to exceed $82,875 and authorize the City Manager to execute the
related professional services agreement.
PRESENTER: Paulette Hartman, City Manager
SUMMARY:
It is recommended that the City Council approve the award of bid RFP 26-008 to Baker
Tilly Advisory Group, LP for a Utility Billing Operational Efficiency Audit as detailed in the
attached proposal in the amount not to exceed $82,875.
GENERAL DESCRIPTION:
As part of the FY2026 adopted operating budget, the City Council approved conducting
a Utility Billing Operational Efficiency Audit. The Council's directive to conduct this
efficiency audit stemmed from a commitment to operational excellence and continuous
improvement. This aligns with the City Council goals to drive operational excellence into
every area, steward the public's money well, and improve safety, security, and
infrastructure every day. This audit is being conducted to modernize our service model.
The result will be a long-term strategy that uses existing technology to optimize utility
billing operations, strengthen financial integrity and provide better service to our
community.
To ensure a fair and competitive selection process, the city conducted a comprehensive
nationwide search, reaching 2,807 potential vendors. On January 13, 2026, the city
formally released a Request for Proposals (RFP) through Public Purchase, a well-
established and widely used procurement platform. This broad outreach resulted in a
response from the vendor community, with seven (7) proposals received by the
submission deadline of February 17, 2026, from the following firms:
Baker Tilly Advisory Group, LP Raftelis Financial Consultants
Berry Dunn SLserco, Inc
Crowe, LLP Weaver
E Source Companies, LLC
Proposals were evaluated based on the firm's experience, qualifications, proposed
methodology, cost and references. Based on an evaluation of the selection criteria, a five-
member committee including representatives from the City Manager's Office, Finance,
Library, Public Works, and Utility Billing departments recommend awarding the bid to
Baker Tilly Advisory Group, LP due to their demonstrated expertise, comprehensive
approach, competitive pricing and understanding of municipal utility billing and collections
operations. Their extensive experience in conducting similar audits for municipal
governments was a significant factor in their selection.
RECOMMENDATION:
Approve award of bid RFP 26-008 to Baker Tilly Advisory Group, LP for a Utility Billing
Operational Efficiency Audit in the amount not to exceed $82,875 and authorize the City
Manager to execute the related professional services agreement.
Best and final offer prepared
for the City of North Richland
Hills, Texas
CO bakertitty
City of North Richland Hills
Attn: Paulette Hartman, City Manager Purchasing Department
4301 City Point Drive
North Richland Hills, TX 76180
Dear Ms. Hartman,
Baker Tilly Advisory Group, LP (Baker Tilly) is pleased to provide our best and final offer (BAFO) as
requested by the City of North Richland Hills (the City) as it relates to your Request for Proposal (RFP)for
a Utility Billing Operational Efficiency Audit.
Our proposal demonstrates that Baker Tilly possesses the strong interest, expertise and capability to
assist the City with your needs.
We are eager to demonstrate our commitment to becoming the City`s Valued Business Advisor and are
confident that choosing Baker Tilly will provide a compelling cost/value arrangement. Although our
proposed project fees are already within the City's budget for this project we are please to extend an
additional 2.5% discount as reflected in the table on the following page.
Above all, we will appreciate your business and offer you comprehensive, quality services with
personalized, day-to-day attention. We hope you will conclude that our offer provides the best value to the
City; however, we are open to discussing how we might adjust the scope of work and/or pricing to meet
your specific budget and other requirements.
If you have any questions, please contact me at 312.729.8098 or via e-mail at
Caitlin.Humrickhouse@bakertilly.com
Sincerely,
BAKER TILLY ADVISORY GROUP, LP
a J
r4 r VJ
Caitlin Humrickhouse, MPA, Principal
Baker Tilly Advisory Group, LP
+1 (312)729 8098 1 caitlin.humrickhouse@bakertilly.com
IIII III ° l IIII IIIIfees
Our rates shown in the table below reflect a 2.5% reduction from our original proposed and a 37%
discount off our standard hourly billing rates.
IIIIII pl, i i �
Phase 1 — Plan and manage project $6,500
Phase 2—Assess current structure and operations
• Information request and review: $6,000
• As Is Process Maps (3 Maps): $10,000
• Employee Interviews (14 Interviews): $7,000 $45,000
• Peer Benchmarking (5 peers): $9,000
• Customer Satisfaction Survey: $9,000
• Travel (Process map workshops): $4,000
Phase 3—Analyze current state and develop preliminary recommendations $16,000
Phase 4— Recommend and report
• Report Creation: $16,000 $17,500
• Travel (In-person Presentation): $1,500
Discount ($2,125)
Total Fees $82,875
IIII°°° IIIr IIII° IIII°°n e I
We have two adjustments to the project team, as outlined below.
Replace Project Manager Isaac Bales with Woody Battle.
Add Tammy Lohr-Schweitzer in a Quality Assurance role.
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Engagement role:Additional quality assurance
Tammy specializes in operational audits and organizational assessments for public
sector entities, including state and local governments, school districts, and higher
education institutions. She evaluates programs, processes, and organizational structures
to assess operational efficiency, effectiveness, and alignment with strategic objectives.
Her approach integrates data-driven analysis with meaningful engagement of leadership
.` and staff to develop thorough, evidence-based evaluations.
Tammy's work focuses on critical components of operational audits, including assessing
governance structures, resource allocation, internal processes, and supporting systems.
She identifies opportunities to streamline operations, strengthen internal controls, and
enhance organizational performance. By analyzing policies, procedures, and workflow
practices, she helps organizations identify operational risks, reduce inefficiencies, and
improve service delivery.
1
BEST AND FINAL OFFER
She conducts audits in accordance with applicable professional auditing standards,
ensuring that methodologies, documentation, and reporting meet rigorous requirements
for independence, objectivity, and evidence-based conclusions. Her work emphasizes
clear findings and practical recommendations that support accountability, transparency,
and continuous operational improvement.
Through a collaborative approach, Tammy works closely with client stakeholders to
develop reports and recommendations tailored to each organization's unique operational
environment. Her deliverables provide leadership with actionable insights that support
informed decision-making and sustainable performance improvements.
Prior to joining Baker Tilly, Tammy served as a Performance Auditor with the
Washington State Auditor's Office, where she conducted independent audits of
government programs and operations in accordance with Government Auditing
Standards (GAGAS).
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Engagement role:Project manager
As a public sector advisory manager, Woody has more than six years of experience
developing strategic plans, aligning operations to strategy and managing
organizational risk. He leverages experience with organizational restructuring and
operational audits of public sector organizations, and financial analysis for private
multi-national organizations, as well as private sector experience in Fortune 500 supply
chain consulting.
2
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Contents
EXPERIENCE, QUALIFICATIONS AND REPUTATION .................................................1 J
PROPOSED METHODOLOGY AND TOOLS................................................................10
PROPOSED PRICING....................................................................................................17
APPENDIX A: RESUMES ..............................................................................................19
APPENDIX B: SAMPLE REPORT.................................................................................26
bakertitty
The information provided ss the specific circumstances of any individual or entity.In specific
circumstances,the services ova pro ell snoU i ' Tilly Advisory Group,LP.
Baker Tilly'US,LLP and BakerTlllyfa provide professional services through an alternative practice structure in
accordance with the AICPA Code of P��ifo �Gontl / lations and professional standards.Baker Tilly US,LLP is a licensed
independent CPA firm that pr6yides attest aeruls Eo c�entsr' / up,LP and its subsidiary entities provide tax and business advisory services
ii�
to their clients Baker Tilly Advisory Group LP and,itssub61caf I� led CPA firms,
Baker Tilly,Advisory Group,LP and Baker Tilly US,LLP,trading as, eP�J ndent, bers of Baker Tilly International.Baker Tilly International
Limited is an English company.Baker Tilly International provides no profesis��r�f to cll /ii:ach member firm is a separate and independent legal entity,
and each describes itself as such.Baker Tilly Advisory Group,LP and Ba(orTf11 US " .' €sr Tilly International's agent and do not have the authority to
bind BakerTilly International or act on Baker Tilly International's behalf.None if`BAker T(�ly I'�';; Al,Baker Tilly Advisory Group,LP,Baker Tilly US,LLP nor
any of the other member firms of Baker Tilly International has any liability for each other's acts of o�,l 'ions.The name Baker Tilly and its associated Togo is used
o
under license from Baker Tilly International Limited.
As of June 3,2025,Baker Tilly and Moss Adams have merged.Combined statistics are based on data currently available,Actual counts may vary slightly and will be finalized during the integration process.
CO bakertitty
February 17, 2026 Baker Tilly Advisory Group, LP
17 Cowboys Way
City of North Richland Hills suite 800
Frisco,TX 75034
Attn: Paulette Hartman, City Manager +1 (972)748 0300
Purchasing Department bakertilly.com
4301 City Point Drive
North Richland Hills, TX 76180
Dear Ms. Hartman:
Baker Tilly understands that the City of North Richland Hills (the City) is seeking a qualified partner to
conduct a comprehensive operational efficiency study of the Utility Billing and Collections Department.
This proposal is the starting point—our vision of how we can achieve your goals with a focus on
identifying actionable improvements to streamline workflows, improve customer service, and enhance
operational and financial performance.
Baker Tilly brings a long-standing commitment to public sector excellence—combining deep
governmental advisory specialization with the scale to deliver. We are supported by a national platform
organized to deliver sector-focused service, enabling us to bring the right blend of utility operations,
process improvement, technology optimization, and financial best-practice expertise to engagements like
this one.
For state and local government clients specifically, Baker Tilly's public sector practice includes many
professionals and subject matter specialists dedicated to improving local government operations
nationwide. This depth allows us to bring tested approaches to operational efficiency studies, process
improvement, and performance measurement—while still providing a responsive, hands-on engagement
team.
Your RFP calls for demonstrated expertise in municipal utility operations, business process re-
engineering, and financial best practices, with deliverables that include AS-IS and TO-BE process
mapping, peer benchmarking, assessment of customer satisfaction, and an implementation roadmap with
ROI considerations. That is the core of the work our public sector advisory teams deliver. Our operational
efficiency audit approach is designed to help public-sector operations become more cost-effective and
responsive. We accomplish this by identifying the right organizational structure, staffing, roles, process
steps, and technology to streamline delivery and align work to priorities and strategy.
We appreciate your consideration and welcome the opportunity to serve as the City's partner in delivering
a forward-looking, practical plan to optimize utility billing operations, improve the customer experience,
and strengthen financial integrity. We can't wait to get started.
Sincerely,
Caitlin Humrickhouse, M.P.A., SWP, Principal
+1 (312) 729 8098 1 !. a ll'ii Ilz ,,,l l�ullll r �Lr,;„
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Experience,
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Give a brief overview of the firni including, but not lunited to, organizational structure and size, areas of
specialization, number of years in operation, etc Include an overview of sundar services piDvided on a regional
and local basis
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At Baker Tilly, we bring o legacy and commitment to helping our clients embrace what's next. With more
than 11.000 professionals from coast to coast and intornotiono||y, our resources fuel our ability to offer
clients deep industry insights, bold thinking and holistic solutions. Our ranking os the sixth-largest
advisory CPA firm nnoons vvo'ro actively shaping the industry landscape across markets.
% Sir no
6th~ 111000* 90* —3,400 $3113+ 100+ 300+
largest U.S. team members, years in Certified Public firm revenue worldwide office workplace and
accounting firm 1.000+prinripo|s business Accountants inFY2025 locations culture awards
G|V|NG YOU ��'00LS YOU VlE]l:]l ��'O NAV|GX�l:: ll��U��l U�lz�l
BaAe,r Tilly will successfully guide the Cd��thrmugh changing landscapes with skills, atab0d�
and strength as mne mf the mIdest and largest advisorV, tax and assurance firms in the United State's
What does our size mean for you? It's about having a powerhouse team of passionate professionals
unafraid to roll up their sleeves and provide hands-on support for the City. It's about team members
brimming with thoughtful ideas, backed by the scale of a firm genuinely dedicated to your success.
When you choose Baker Tilly, you're not just choosing a leading advisory, tax and assurance firm. You're
choosing o skilled navigator for the road ahead.
Bringing greater value, relationships and resources to our clients: Baker Tilly and Moss
Adams have joined forces
On June 3. 2O2S. Baker Tilly and Moss Adams combined toredefine
advisory and accounting services for our clients. The merger, which ���� bakertilly
nnokosBokorTi||ythosixth-|orgostodvisoryCPAfirnninthoUnitod `�'
States, brings broader.
reach and expanded capabilities to the City. X
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Our uni�odfirnnoperates under the Baker TiUynonno. fornningo /v/��~/~,����~�w/^�
leading firm positioned to help the middle market navigate on
increasingly complex environment.Our combination multiplies the
value we can deliver through o shared people-first ou|turo, client-centric service nnodo| and steadfast
commitment toquality. A fixture on the West Coast, Moss Adams adds o significant presence in
VVoshington, California, Arizona, Colorado and New Moxioo, and in Texas.
EXPERIENCE, QUALIFICATIONS AND REPUTATION
LlIpIhddhng trad l In IIII li IIIb focuslhng anIIIIaIhead
Where we've been and where we're going with the City
We started by planting strong roots nearly a century ago. From there, we ��illlO�ii��m"jjp1P�°°��
never stopped growing. Since our founding, we have grown to encompass A p" ;
more than 50 different business combinations, each with its own rich
history. We have augmented our scope across industries, services and
areas of expertise to better serve our clients. And we have expanded our
0+
reach from coast to coast and around the globe. ` ' years
What hasn't changed? Our dedication, values and passion for enhancing
and protecting our clients' value. That legacy continues with our service to the City.
IIII°° liiillllwr serV�ces I IroV InIIII IIII and r liianaIIII IIII l
Your team is ready to help you find solutions to overcome the obstacles that stand between you and your
goals. We provide a full range of service offerings for state and local governments, including those listed
below.
0ii��������������l�l��
Accounting services and assurance Housing and economic development
Arbitrage/rebate regulatory compliance Human capital services
Attestation services Investment services**
Capital planning Organizational management advisory
Cybersecurity consulting Post-issuance compliance
Economic development Public finance/bond issuance*
Efficiency studies Process improvement
Federal funding advisory Rate and user fee studies
Financial management services Risk advisory and internal audit
Financial reporting and GAAP services Strategic planning
*Services provided by Baker Tilly Municipal Advisors, LLC, a registered municipal advisor and controlled
subsidiary of Baker Tilly Advisory Group, LP, a tax and advisory firm.
**Services provided by Baker Tilly Investment Services, a division of Baker Tilly Wealth Management,
LLC, which is a registered investment advisor and controlled by Baker Tilly Advisory Group, LP.
State whether the frrin is local, regional, national, or international Give the location of the r.affice',�) which will
pmvi e theservice to the 4;ily
SIpwrurflhng the III l IIn and thegIIIdbe W IhIIIr resowrces far you
The City will have access to resources in over 100 worldwide Baker Tilly office locations, including 25
U.S. states and 13 international office locations. This means wherever you do business and wherever
your business grows—across the nation or around the globe—you'll have a team of specialists who
2
EXPERIENCE, QUALIFICATIONS AND REPUTATION
know the landscape and can help you achieve your goals in compliance with the local laws and
regulations.
IIII IIII pimseiiince ii IIIIexas
North Richland Hills will benefit from a responsive, accessible local engagement team based year-round
in our Frisco, TX office, while also gaining access to resources that span the nation and the globe. As
home to the ninth-largest economy in the world and one of the fastest-growing, most diverse economies
in the United States, Texas is a place where growth matters—and we're proud to be growing right
alongside you, with more than 1,100 professionals across nine Texas offices serving clients in a wide
range of sectors.
For the City, that means exceptional service from a local team passionate about protecting and
enhancing your value, with the ability to draw on our firm's broad national resources as your goals or
needs evolve.
Texas
local presence
9,700+
Texas clients
Nine offices
in the state of Texas
50+ years
of experience serving area clients
1,100+
professionals in Texas
L,r,luar Tilly nfPirr,Iorx,;tionn
4 XAS I10 NI''.:'
When the, p"ftrf wants a team with an in-depth understanding c)V ecomxwc r;on drfri:r s, km:rirlrle d e�:r)f regi� al ern d„tat
regulatif ms and la)cal assistance, �)u mm'f have k)gcr far
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................:
List and describe the frrin s experience':in providing the services dieing requested The list should identify a
mininium of five() clients served, preferably other municipalities or public agencies, during the last five() bears
out of the office that will be serving the City ofNorth Richland 1 dills The reference list should include contact
navies, valid errrrrrl addresses, glove:numbers, dates of ser service, and a description of the services es provided
nuns,trathingIIII 've L)eeiiin dowinIIII liil path IIII °° iiir
The experiences of our clients speak more about Baker Tilly's capabilities than any proposal ever could.
That's why we encourage you to talk with our clients. Here are a few individuals who welcome the
opportunity to share their Baker Tilly experience.
Each will give you an authentic perspective as you consider your own needs.
3
EXPERIENCE, QUALIFICATIONS AND REPUTATION
IIIIII IIIIIII IIIIIIIIIIIIIIIIIIIIIIIIII II�IVllllllilllllli01
mlllllll llli lI IIIIIIII IIII
Name Shad Springer Title Director of Utilities
Phone +1 (809)925 0951 ext. Email ��IL uunq.'.R...29.!I!YO..fl. III:L.E.!'.�L :p:.ii :.0.1I:.q.
721
Dates of service 12/14/2023 to 2/28/2025
Services Baker Tilly was engaged by the City of Santa Maria to conduct a comprehensive
assessment of the Utilities Department(providing water, wastewater and solid
waste services). The assessment aimed to evaluate the department's current
workforce structure, operational efficiency, and preparedness for future growth
and challenges. The project involved various activities, including interviews, site
visits, analysis/application of best practices, and peer research, to gather
insights and inform the recommendations.
The project delivered a set of 73 recommendations to enhance the effectiveness
and sustainability of the Utilities Department. These recommendations focused
on enhancing infrastructure and operational efficiency, strengthening
technological capabilities, organizational restructuring, developing master plans
and strategic roadmaps, optimizing financial and administrative processes, and
improving knowledge management. The assessment provided a staffing model
with a ten-year outlook and strategic guidance to help the department navigate
the complexities of its operations and demands, ultimately achieving its mission
of delivering high-quality utility services to the community.
u�uluuuudlllluul ul�udIIIIVu IIIIIIIIIIIIIIIfiutlllllllltlll uu llMllllfllllllllll�llllllllllllllllllllll�lllmlllllllllllllllllllllll lluu(uutllui iuuuuuul�udlllluul uuuuulluuuu u�udllllmuluuuI ��������
Name Brian Brooks Title Assistant Deputy Director
Phone +1 (972)442 5405 Email 21uau n Ib.!L.o.cp.Ih. . ?.". °.IG2.!I1.2...9.2M
Dates of service 6/1 2021 to 11/30/2021
Services Baker Tilly was engaged to provide an independent review of NTMWD's
administrative functions. The report produced 20 recommendations addressing
areas such as enterprise risk management, compensation and human capital
management, procurement and technology. Baker Tilly used the EPA's EUM
framework to assess each area of operations.
uu� IIII �
IIIIIIIIIIIII IIIIIIIIIIIII IIIIII IIIIIIIIIIII IIIIIIIIIIIIIIIIIIIIIIIIJ III III IIIIIIIIIIIIIIII 111 llllll llllllllllllll 111 llltlll lllllllll lllllll lliiiiiii1J 111 111 llliii111111 ll llllllltlll IIIIII IIIIIIIIIIIJ IIIIIII�II�IIIIIIIVV illllllludllmllllIII lVIIV I111ll
Name William Walker Title Deputy Executive Director and Director of
Budget and Planning
Phone +1 608)235-1033 Email lllllllll ml „i !"ml „ vru grvp„prvq„
Dates of service 3/24/2025 to 8/29/2025
Services Baker Tilly partnered with the Madison Metropolitan Sewerage District to conduct
a comprehensive organizational design assessment aligned with strategic goals.
We reviewed budgets, organizational charts, policies, and performance metrics,
and gathered insights through employee surveys, interviews, and focus groups.
Based on this analysis, we developed multiple future-state organizational
structure options with detailed reporting relationships, financial impact analyses,
and implementation strategies. Our final report provided actionable
recommendations to optimize staffing, improve processes, and enhance
technology usage.
4
EXPERIENCE, QUALIFICATIONS AND REPUTATION
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Iluuuull�uiui�Vu uuuiudlllll uitui ullluu uuuuiiituuiui Iluuuul luuuuuuuiuilluuuu�uu
Name Greg Cruce Title Interim Maintenance Operational Manager
Phone +1 (805)781 7264 Email
Dates of service 7/14/2023 to 5/17/2024
Services Our team was engaged by the Public Works Department to thoroughly examine
the Maintenance Division's organizational structure, work practices, and staffing.
Through a comprehensive approach involving staff interviews, document
reviews, and the study of best practices, we identified several areas for
Improvement. Our primary recommendation involved optimizing the Maintenance
Division's organizational structure and staffing distribution. We recommended
dividing the division into two sections to enhance management support and
streamline operations along with the creation of new roles to foster better
management of responsibilities and ensure effective succession planning.
Additionally, we emphasized the importance of embracing technology and
performance measurement systems to improve communication, streamline
processes, and facilitate data-driven decision-making, thereby enhancing overall
operational efficiency and responsiveness.
UII � WW II IIII�II I
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Name Sam Bautista, P.E. Title Kent County, DE, Director of Public Works
Phone +1 (302)744 9725 Email
Dates of service 3/29/2023 to 4/13/2024
Services Our team conducted a thorough assessment of the department to take a fresh
look at the department's organization structure and staffing to ensure it is
rightsized to meet the organization's core goals. This included a review of
succession planning and other operational needs.
This evaluation concluded that the department should be restructured into two
primary divisions (an Operations Division and a Water and Wastewater Division)
to address span of control challenges and provide additional management
capacity to ensure key goals are being met. There are also gaps in staffing, such
as within the Water Pollution Control Plant, Environmental Programs, and gaps
related to the review of new development projects. The department would also
benefit by strengthening its capacity in critical areas such as performance
measurement, analytics, and its use of technology. Addressing these and other
issues will require adding 7.5 full-time equivalent(FTE) positions.
Finally, the department has seen a significant turnover of staff members in
recent years, which has eroded its capacity and institutional knowledge. This
report recommends several succession planning approaches to bolster and
rebuild the team and develop a greater level of resilience for the future. Other
key recommendations address the need to improve City streets and develop a
strategic plan to guide the department in the future.
II II:III III II:III III MX' 'l:::]�?S II l( oulli l'Z II IIIII':IIIq"II: III II: II IIIAII:
u";orrnect olith our clients to/earn rrrong,Ackfftfonal refbn9rrces ang,as iaflable by rrr<fc.est.
5
EXPERIENCE, QUALIFICATIONS AND REPUTATION
Provide an organization chwt for the project teani, including any subconsultants Identify the m/e and value each
staff nieniber with play in the City's projects along with the level of tinie conimitnient
�~��� ��� North ��~^~�^���"� ��~U��
�= �� U N City =~� "� � =°� Richland Hills
"��
Jill
quality reviewer
Project manager
Utility billing subject
matter specialist
Customer survey subject
For each key staff nieniber and subconsultant that will be pe�forniing detailed, onsite workfor the City's project,
pmvide a brief resunie that includes an outfine of their education, workhistory, and workon sundar projects that
makes theni a qualified consultant for the City's projects
U ead^�ng the 0^1ynsqpe�rat^unaU eff^d^e���ncy aud^l se�rV^ces &A
u���n cove ���n g laUung the way
Meet the operational offioionoyaudit team we've assembled to achieve everything you envision. Selected
intentionally for your goals and backed by our specialized resources, these individuals are collaborative
and multidisciplinary. Their passion for the public sector will nnoko them on unstoppable force on your
boho|t You'll find their bios bo|ovv and oonnp|oto resumes in Appendix A.
Engagement role:Engagement signer
Caitlin is a strategic workforce planner with a deep understanding of succession
planning and strategic human capital management. Caitlin's other onoos of expertise
include benchmarking, organizational redesign and system needs assessment and
selection.
6
EXPERIENCE, QUALIFICATIONS AND REPUTATION
�I,II IIII IIIIII Illlu III IIII�IIIII (IIIIIIII IIII I IIIIIIIV III II IIII IIIIIIII Illllllill III �(IIII
Engagement role:Project director and quality reviewer
Jacquelyn has been a key staff member on myriad projects creating strategic plans,
facilitating community engagement, and analyzing development review processes,
performance measurement and organizational review. She is particularly adept at
process improvement, benchmarking, performance management, training and
development, strategic planning and priority setting, and focus group facilitation. She is
a skilled civic engagement and group process facilitator and has served various civic
A and professional groups in this capacity.
Jacquelyn has over twenty-five years of experience in local government management.
Nine of those years were with the City of Cincinnati, where she was a budget analyst,
project manager and land-use planner. She is a member of the American Institute of
Certified Planners and the International City/County Management Association.
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Engagement role:Project manager
w Isaac's sole focus is the public sector, with an eight-year track record of working with
public utilities, local governments, special districts and other public sector
organizations. Over the years, he has served these organizations in various capacities,
including municipal advisor, project manager, and business partner. Isaac's diverse
project experience has allowed him to specialize in areas such as human resource
process reviews, organizational and operational assessments, cost benefit analyses,
and software selection services. While focusing in these areas, his prior experiences
allow
WW him to understand the larger goals and objectives at play.
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Engagement role: Utility billing and operations subject matter specialist
l J Carlie has 25 years of experience delivering high quality public services in municipal
government. She served most recently as the Utilities Assistant General Manager for
Finance/Administration in the City of Riverside (CA)'s Public Utilities Department. In
that role she managed utility financial-related activities, including operating and capital
budgets; rate administration, billing, customer information systems; customer
engagement activities and programs; union negotiations, and administration. Carlie
also served as Riverside's Deputy City Manager, coordinating the overall administrative
activities and operations of the City and managing the Finance Department, the
Internal Audit Division, and Community Police Review Commission.
She completed eCornell's Diversity& Inclusion Certificate Program.
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Engagement role: Customer survey subject matter specialist
Emily is a manager in Baker Tilly's Management Advisory practice with more than 10
years of experience supporting public, nonprofit, and private sector organizations. She
specializes in business process optimization, data transformation, risk assessment,
and strategic analysis, delivering clear, actionable insights that drive informed decision-
making and long-term effectiveness.
AN III II II II II 14 II':::I III II'' OIC'RII IIII G II"`OG II III IIR III OII''' SUCCESS
Each n)9'r ssic)na1 cm �rc)ur"team was s le,ct c'd fc)r a reascm, but it's c)ur collectn,, brainpc)r er and
collab:vatic)n that will ultrrnatelUr make a e'diffigrenc e fc)r the City r
7
EXPERIENCE, QUALIFICATIONS AND REPUTATION
..................
Describe the capacity r.ar�.�°our",�f�rr�r and their ability to pelf arni thework in a timely rrrann r�relative to thepresent
workload
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iii �. � IIII .
Your team is excited and deeply committed. In fact, before responding to this RFP, each of them
evaluated their workloads to make sure they can deliver the exceptional, attentive, responsive service the
City deserves.
Our schedules are clear and we're ready to work closely with your management to co-develop detailed
timelines for transition, fieldwork and assurance that meet your deadlines.
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Provide any special vrr�cunistances or capabilities that �rou would like 4 ily to r�Cr?twkw about �°ou and your v�:arrr�ran ',
leani.
IIII IIII IIII iiil
sIped4hIzed exIperti iir IIII IIII iiir dhIents
Unlike many other firms, Baker Tilly is MUNICIPALITIES UTILITIES AND TRANSIT
organized by sector, not service line. What does
this mean for the City? It means you will be IIIIDIIII�I
served by a carefully selected team that blends
our government-focused professionals with .•. "♦
experienced specialists in the activities of the STATE
COUNTIES , ;• Public SeCtOr II� ENTITIES
City. The City of North Richland Hills will work specialization
with a knowledgeable team that understands
ASSURANCE
your specific challenges and provides K-12 SCHOOL HUNKFAQ r� TRIBAL GOVERNMENTS
innovative solutions to help you overcome DISTRICTS ADVISORY
them.
State and local government is a complex,
unique environment shaped b fiscal, regulatory NOT-FOR- HIGHER EDUCATION
q p Y g ry PROFIT
and operational considerations not found in
other sectors. Recognizing this complexity and eager to serve as a true valued advisor to the public
sector, more than 550 Baker Tilly professionals—including more than 50 principals—focus
directly on serving governments and provide hundreds of thousands of client service hours annually to
organizations like the City.
Nationwide, our public sector practice serves more than 4,200 state and local governmental entities,
including municipalities, counties, school districts, utilities, transit organizations, airports and special
authorities.
00
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8
EXPERIENCE, QUALIFICATIONS AND REPUTATION
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Baker Till Y has been in business for nearly a century, and f•rt.rblic sector entities oleng,some of our first clients,
In addition to our experienced engagement team, Baker Tilly will draw upon the deep wealth of expertise
of firm personnel and many subject matter advisors. Members of the Baker Tilly team have extensive
prior careers in all areas of municipal government as former directors and senior managers. This is a
strategic talent differentiator for Baker Tilly, and a valuable asset to our public sector clients. Below, we
included a table demonstrating the breadth of expertise among our municipal government specialists who
can support the core team and the City of North Richland Hills.
Carlos Ramos • •
Chris Bingham • • •
Pete Gonda,
MPA, CPPO
Robert Leland • •
Tyler Schenck • • •
........................
Provide vid rrrfrrfrrrcrrrr of one r pn9sentatfv ,,vrmpl of ngporl that the City vrftf r fre at the oncl r,ion of phase
of olor k
A representative sample report is provided in Appendix B. This sample illustrates the type of deliverable
the City will receive at the conclusion of a project phase, including the level of analysis, structure, and
clarity of findings and recommendations.
9
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Proposed methodology and tools
Oulline how the services rrrfff be pedorrned for the operational nal and efficiency study of the facilities Construction
A/lan flay. ent Depadment operations processes The oulline,,hrind include proposed olork plan, timeline of tfr
prol6ct, including ing key milestones and total estimated time needed, and the firm,finns expectations rrrfth regards to City
staff assistance that twill be needed
A,f tlrodolc.flf'and Tbols Consultants must provid detailed description of their proposed methodology,odology, including
the analytical tools and techniques they twill Milize to conduct the study and develop recommendations This
should include an explanation of how process improvement ent principles rrllll be applied to identify and vrrralyz
operational inefficiencies
QperatianaIIII IIIII ° liii liii IlldAudl
Our team helps make public-sector operations more cost-effective and responsive by transforming
departments and entire governments to align with the organization's overall strategy. We help identify the
right structure, staffing roles, and process steps to streamline operations and align actions to strategy.
This enables our clients to intentionally direct resources toward priorities within the department, for those
it supports and across the organization.
Our efficiency audits are critical to determining:
• Strategic visioning and operational alignment
• Division of roles and responsibilities
• Reporting relationships and spans of control
• Workload balance and resource allocation
• Efficient and effective use of technology
• Cultural, environmental and fiscal sustainability
Based on our understanding of the needs of North Richland Hills as outlined in the RFP and based on our
prior experience, we have prepared the following plan of work. We are able to modify and refine the
proposed phases and activities based on further discussion with you.
Phase 1—Plan and manage project
In this phase we ensure that everyone shares the same understanding of the project scope, objectives,
deliverables and timing. We also confirm that both client and consultant have appropriate resources
available and are well-coordinated.
1,1111111 confi:111,11ni scope, olbjectves and IJ:iniui g
This task includes a kick-off meeting with the project steering committee at the City. The following
subtasks will be completed to finalize the project design:
• Define project success. Discuss how the project aligns or impacts other initiatives and how North
Richland Hills wants to use the results of the project to further support its goals. Based on the RFP,
our understanding of success is an increased customer satisfaction score, a shortened revenue
collection timeline, and identifying measurable process efficiency gains through technology use.
These goals will be examined and analyzed in detail, as detailed below.
10
PROPOSED METHODOLOGY AND TOOLS
• Review work plan. Review the proposed objectives, scope and approach and make revisions, as
needed, based on the project success discussion. We will also introduce the "Information Request"
listing key documents needed as a part of our initial data gathering and identify individuals for
confidential interviews.
• Arrange logistics/administrative support. Agree upon a detailed project schedule, project status
meeting frequency and agenda, contact persons, interview schedule and other logistics and support
requirements etc.
We are sensitive to your busy schedule and competing deadlines. We begin every engagement with a
mutually agreed-upon timeline. Using that timeline, we develop and commit to a project approach to
ensure there are no surprises along the way. The agreed-upon project approach serves as a
communication and monitoring tool for the City and the Baker Tilly team.
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Based on information developed during the kickoff meeting, the Baker Tilly team will prepare a Project
Inception Report. The report will solidify the agreed upon project approach, the various internal and
external stakeholder interests and groups, suggest engagement methods for each, identify those
accountable for completion of the proposed engagement activities, issue complete project schedule, and
conclude with execution activities.
Key activities and deliverables
• Conduct virtual kick-off meeting
• Discuss project schedule and key milestones
• Confirm list of stakeholders and project approach
• Issue Project Inception Report
Phase 2—Assess current structure and operations
2,1 fcvli:ew uurulli III II aclllrguimoUnd uurfouimurr luour
During this step the Baker Tilly team will begin reviewing information provided by the City. We will gather
as much of this data/information as obtainable from publicly available websites. Our review may include:
• Department operating budget and strategic plan
• Organization charts and existing process workflow diagrams
• Budgeted full-time equivalent staffing levels by position
• Position descriptions
• Enterprise-wide and department-specific technology systems in use
• Relevant policies and procedures or employee handbooks
• Implementation materials provided by vendor
• Key performance indicators and operating metrics
• Community and employee surveys
• Other relevant information
g,g.....................CondUCt unlcuimvli:ew and focUs guimorfll`r umrccluurgs
Baker Tilly will develop the project interview and focus group schedule and questions with the project
steering committee. The meetings will include both public sector subject matter experts and generalists.
This proposal includes 14 interviews for the following positions/functional areas/stakeholder groups:
11
PROPOSED METHODOLOGY AND TOOLS
• Utility Billing and Collections Department leadership to discuss strategic priorities, staffing challenges,
and gaps in services or skillsets to meet strategic priorities.
• Supervisory leadership to discuss daily operations, division of duties, staffing and skillset gaps,
technology usage, and identified operation improvements.
• Individual or small focus group meetings with Utility Billing and Collections Department employees to
understand how work is distributed, workflows, and technology usage.
We will focus on the organizational structure and staffing, workflow processes and current operations for
billing and utility accounts, technology use and data for financial reporting and management, culture,
responsibilities and collaboration. The scope of our data gathering may address:
• Primary functions, responsibilities and required skills
• Staffing assignments, turnover and vacancies
• Training and professional development
• Policies, procedures and work order management
• Communication methods and frequency
• Hand-offs within the department and with other departments
• Service needs, met and unmet (with a focus on key performance indicators and reports
available/used)
• Role-based system access
• Shadow system usage (including excel spreadsheets)
2 d.... Ilfcvel:oll cUiniirent stale Il roccss umia s
The Baker Tilly team will document the current workflows for the utility billing, payment, and collections
processes. The process maps will be a visual representation that describes each step, step owner,
system used (technology or medium), and identifies risks or inefficiencies found during their creation. This
proposal includes development of three 'AS-IS' (current state) process maps.
Process maps will be developed through workshops (in-person or virtual)with key employees that have a
role in billing, payments and collection to discuss the specific steps, from start to end. Workshop
participants will be identified through employee interviews and confirmed with the City's project steering
committee. Workshops are collaborative and require participation by City employees to help document
the specific steps of each process.
2, .....................Il'[)evel:op and condUCt cL&sloinieir salosfacloon SUirvcy
Baker Tilly will develop and conduct a customer satisfaction survey using the Qualtrics Research Core
platform. Survey questions will be developed using best practices and Baker Tilly extensive professional
experience. Questions will be provided to the project steering committee and updated based on feedback
to ensure it captures information to answer the City's concerns about account setup, service requests,
billing and customer service.
Qualtrics supports multiple distribution options—including email distribution through the platform,
anonymous open links, QR codes, and embedded website links. This flexibility allows us to meet your
customers where they are while still maintaining strong data integrity.
Best practice is to distribute the survey directly from Qualtrics using individualized email links, as this
method enables the full suite of automated follow-up capabilities, including:
• Tracking of who has and has not responded
12
PROPOSED METHODOLOGY AND TOOLS
• Scheduled reminder messages targeted only to non-respondents
• Delivery monitoring (bounces, opens, clicks)
• Preventing duplicate responses
• Improved respondent experience, including one-click return to a partially completed survey
A standard cadence includes an initial survey invitation followed by one to two reminders over a 10 to 21-
day response window. These reminders can be timed based on response-rate trends, urgency, or your
communication preferences. If alternative distribution methods are required (such as a general link
provided by the association), we adjust our follow-up plan accordingly, recognizing that some automation
and tracking capabilities may be more limited.
All data collected is stored directly within Qualtrics' SOC 2 Type II—certified, encrypted cloud
infrastructure. Data is backed up automatically by the Qualtrics platform and is accessible only to
authorized members of the Baker Tilly team.
Survey data is exported to secure firm systems only when needed for analysis and reporting. No data is
stored on local devices unless encrypted and permitted by firm policy. All handling aligns with our firm's
internal confidentiality and data security protocols. Further information related to data security and data
integrity will be addressed as requested.
2,5 . waeir II cu oll a uimlll�uu g
Baker Tilly will benchmark North Richland Hills's utility billing function against industry standards of the
American Water Works Association (AWWA)and three comparable peers, as confirmed by the project
steering committee. Peer and industry benchmarking will focus on information available through publicly
available resources such as industry reports, budget documents, performance dashboards, and other
publicly accessible websites. Additionally, Baker Tilly will conduct 30-45 minute meetings with peer
organizations to clarify public data and gain additional insights into their operations. This proposal
includes data gathering for up to five peers as part of the benchmarking analysis.
The information compiled for North Richland Hills and municipal peers will focus on functional alignment,
staffing levels and responsibilities, number of customer accounts, customer satisfaction scores, collection
rates, and other key performance indicators.
Key activities and deliverables
• Review of all data provided
• Develop and issue customer satisfaction survey
• Conduct on-site/remote individual interviews, focus group meetings, and process mapping workshops
• Develop and validate current state process maps
• Peer benchmarking
Phase 3—Analyze current state and develop preliminary recommendations
1 .... 1[)evel:op Ufln ent stele assessun ent uiell oirt
The Baker Tilly team will synthesize and analyze the information collected up to this point and develop a
Current State Assessment Report; inclusive of initial observations to discuss with the project steering
committee. Our observations will identify:
• Gaps in policies, processes, and associated staffing or structure needed to meet strategic goals
13
PROPOSED METHODOLOGY AND TOOLS
• Technology leveraging opportunities
• Resources needed to meet results-based metrics and other performance measures
• Key themes resulting from the customer satisfaction survey, peer benchmarking, and interviews
The Baker Tilly team will discuss report with the project steering committee to solicit feedback and
discuss the direction and focus of the next phase. During this meeting, the project team and steering
committee will identify high priority items for detailed recommendation development.
3,2..... a a:Ilyze 14 uiroccss and staffuuig ineeds
Building from the Current State Assessment Report, Baker Tilly will identify changes to processes,
operations, or staffing levels to meet priorities and goals. When available, we will incorporate standard
industry metrics and incorporate the benchmarks from Task 2.5 into the analyses, as appropriate. Tasks
performed and resources used may include:
• Analyze service delivery metrics
• Identify staff and processes needed to optimize technology capabilities
• Identify employee soft and technical skills needed for responsibility realignments
• Identify communication strategy needs
• Research and identify appropriate industry best practices and organizational alignment based on
information and standards from:
• International City/County Management Association
• American Water Works Association
• Public Sector Human Resources Association
• Society for Human Resources Management
• Government Finance Officers Association
We will analyze staffing levels, workload, distribution of tasks, skill level needs and workflow and
determine optimal staffing for enhanced service levels, while keeping costs as low as possible.
3,,3 Cirealc Il uiclllium uu uimy uimccoumiumicu d�ituou s
Baker Tilly will prepare preliminary recommendations and meet with the project steering committee to
review and discuss them. The preliminary recommendations may include staffing and structure changes
such as position moves, new positions, or changes to staffing levels. Process recommendations may
include specific changes to workflow steps, technology use, or inter-and inter-departmental
communication, etc.
We find that visual aids help facilitate conversation. To supplement our written recommendations, Baker
Tilly will also develop draft organizational charts and To-Be (future state) process maps to discuss with
the City's project steering committee.
Coy activities
• Research industry best practices
• Complete analysis and prepare draft future state recommendations report
• Conduct remote preliminary recommendation review meeting with project steering committee
14
PROPOSED METHODOLOGY AND TOOLS
Phase 4—Recommend and report
4.1 .... Il Dui epaii e and ussUa ui e oirt
Baker Tilly will prepare a draft report to include the consulting team's observations and recommendations.
The report will address:
• Future state process maps— inclusive of changes for process efficiency
• Organizational structure recommendations down to the position and full-time equivalent levels
• Primary roles and responsibilities for new or restructured positions
• Observations and recommendations related to processes and technology as it relates to staffing and
efficiency
• Cost-benefit analysis for recommendations, as appropriate
• Details on rationale, metrics, and tools used for our analysis
In addition to the project report, we will prepare an Implementation Action Plan (IAP) incorporating each
recommendation. The IAP sets forth the steps required for execution, assigns responsibility for action,
and an assigned priority level (immediate, near or long term)for initiating each recommendation. The IAP
is prepared as a starting point and roadmap for the City and is provided for ongoing use as a living
document to track and update, with specific dates and responsibility owners, as the recommendations are
executed.
Baker Tilly consulting teams operate under the principle of"no surprises."We always make final
recommendations with our client's active involvement and input. We solicit feedback to ensure our facts
and conclusions are correct. We want to make sure both the consulting team and the client understand
the ramifications of the recommendations and proposed solutions to identified challenges.
We will review the draft report and Implementation Action Plan with the project steering committee and
make needed edits, then issue the final report.
d If':)ir:sent wire oirt and Il rovlide 011g6:11g sLfll 11 oui1
We are available to present the findings of our report to City leaders (management and City Council),
either in person or virtually, at your direction. We are also available to answer questions or provide
clarification as officials work to implement the recommendations. We are always only a phone call or
email away.
Key activities
• Draft report development
• Draft implementation action plan
• Conduct remote meeting with project steering committee to discuss the draft report
• Incorporate feedback from the City and deliver final report
• Present key findings and recommendations to City leaders
15
PROPOSED METHODOLOGY AND TOOLS
Proposed Titneline. The consultatrt shallprovide a detailedprolect timeline outlining all phases of the audit and
na/ysis, including key milestones and deliverables The proposed timeline should demonstrate rr efficient and
effective approach: to completing the prnOnt nrfthin a reasonable tfrrrnfrarr e
IIII IIII liii Illliii IIII Ir
IIII ...ct sdheduIII IIII°neetIIII i III ' VIIIII
The chart below represents our customized approach to deliver operational efficiency audit services to
the City on time.As appropriate interviews, focus group sessions, workshops and reviews of deliverables
will be conducted remotely and/or onsite.
III IIII IIIIIIII IIIIIIII IIIII II II II IIIIIIII IIIII IIIIIIII IIIIII IIIIIIIIII II�III�III IIIIIII IIIIII IIIIIIIIII�iii� � u� uu� �
—Confirm scope, objectives and
timing
1.2— Finalize project approach and
stakeholder outreach
a cull uuI uI �I .
uI uju iliuul�iuiuu uui uuiuul IIIIIIIIIIIII a ul uiul uuu uui iiiiu uuuu uiuu uu�ul uI uI liuiuii ulju 11 11111111111111111111111111uul ul°i illu0u11 ul Iluui iuuul ulju
Iiuul Iiui��
2.1 — Request and review background
information
2.2—Conduct interview and focus
group meetings
2.3— Develop current state process
maps
2.4— Develop and conduct customer
satisfaction survey
2.5—Peer Benchmarkin9
ul""uju iliuul''iuiuu lii � II IIIIIIIIIIII III IIIIIIIIIIIIIIII IIIII IIIII IIIIII III Pill IIII III II�I�II �uIIIIIIII III IIIIIIII°1 ui; � =uI!!I !!I IIIII,IIII IIIIIIII III IIIIIIIIIIII IIIIII uI IIIIII pu iiI
ulul uju 11 = „
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3.1 — Develop current state
assessment report
3.2—Analyze process and staffing
needs
3.3—Create preliminary
recommendations
uI""uju iuuul'iuiuu uui u u
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M'nnul Iii iumnnlii ul�ul�ulul�ul�ul Iii ul�ulluui�u Iiiu1ul ul�uluuiuul uI uii mui Iii ujluu
4.1 — Prepare and issue report
4.2— Present report and provide
ongoing support
U:? CONU II:'U:::JqII I II:IIII""II'"'
Working closely with you and your team, we will co-develop a timeline to deliver on time or ahead of
schedule.
16
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Proposed pricing
Provide a proposed pricing methc.clr.fr.gy, structure, and proposed pricing for the prol6 t The pricing, ubmif al
,shall include multiple options for the City to consider and should inclu l an a fir cade fear schedule that affr o/s tfra
City to n9vie r and stile t services it feels is in the best int nest of the City
IIII IIIIliii Ill liiiIIIIa I IIra lii IIII IIII fee liiiIIII° ate °far the 01y
Project costs are important to the City, as they are to Baker Tilly. We carefully prepared your project
budget, based on the needs and objectives described in the City's RFP and our experience conducting
similar assignments.
The City of North Richland Hills' RFP outlines a comprehensive scope of services. Our budget estimate
allows for a thorough analysis and insightful advice from an experienced team of government consulting
professionals, providing a high value for fees. If, however, our project plan and budget do not align with
your expectations, we will be happy to review both to achieve an appropriate balance between your
desired results and our pricing.
Baker Tilly will provide the services described in this proposal for the total fixed price, inclusive of both
professional service fees and out-of-pocket costs, of$85,000.
IIII �
Phase 1 — Plan and manage project $6,500
Phase 2—Assess current structure and operations
• Information request and review: $6,000
• As Is Process Maps (3 Maps): $10,000
• Employee Interviews (14 Interviews): $7,000 $45,000
• Peer Benchmarking (5 peers): $9,000
• Customer Satisfaction Survey: $9,000
• Travel (Process map workshops): $4,000
Phase 3—Analyze current state and develop preliminary recommendations $16,000
Phase 4— Recommend and report
• Report Creation: $16,000 $17,500
• Travel (In-person Presentation): $1,500
Total Fees $85,000
Pricing additional work
Should the City request and authorize additional work outside the scope of services described in our
proposal, we would invoice the City at either our standard hourly rates or at an agreed-upon fee based on
the additional scope requested. This may include:
• Work related to a special request
• Additional on-site meetings or presentations
17
PROPOSED PRICING
• Additional benchmark comparisons or comparison jurisdictions
• Project delays of more than four weeks attributable to the client
• Ongoing implementation support
The current Baker Tilly professional service billing rates are shown in the table below:
ui ui lu�uuu""iiii�uiiiiiiiii ui�uuu�uuu�udllllmuuuuuiVu udlllluuiuitui ii�uiiiiiiiii
Principal $390
Managing director $330
Director $330
Senior manager $260
Manager $215
Senior consultant $175
Consultant $140
Administrative support $50
OIII III 'flL..IL.. ' ""II'OIIWIDOIII'CIID IlhllIOUlflL..Y III'RO
We drill base,fees for acicfrtronal seno'ces on our stancfa?V Pry.urlY rates, We, drill alolays tell you if the assistance you
need is out of scope and n&ier l•rrrrfwrrrrr ac/cfrtronal olork orrtlrout al;rl;rrrw i 1.
Stating our assumptions
We based our project scope and fee quote on the assumptions detailed below. Should any of these
change during the engagement, we will bring the matter to the City's attention immediately and prepare a
change order detailing the new requirements and corresponding budget impact. We will not undertake
additional work without the City's written approval. Assumptions include:
• The City's senior management is fully committed to the success of this project.
• The City will designate and assign a dedicated project manager, who will be responsible for
coordinating activities with Baker Tilly and the City personnel, as needed, throughout the project.
• Baker Tilly will have access to and be provided with electronic or other readily available data without
the need to conduct data extraction or comprehensive synthesis.
• Information will be provided within the specified timeframes and format.
• There will be no significant changes in scope from that outlined in this proposal.
• Our bid is conditioned upon being afforded the opportunity to propose additional terms and negotiate
mutually agreeable revisions to Utility Billing Operational Efficiency Audit Contract prior to executing a
final contract.
• The City recognizes that the services provided are advisory in nature only and that the City will
assume responsibility for implementation decisions.
• Adherence to project timelines depends upon client personnel's availability to participate in interviews,
focus groups, deliverable reviews, etc.
• Work will be performed onsite or virtually as appropriate for the type of work being performed.
18
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Appendix A : Resumes
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PRINCIPAL. 0 bakertilly7
Caitlin Humfickhouse is a principal with Baker Tilly's public sector advisory practice.
Caitlin is a strategic workforce planner with a deep understanding of
succession planning and strategic human capital management. Caitlin's
other areas of expertise include benchmarking, organizational redesign
and system needs assessment and selection. Prior to joining the firm, she
worked at the University of Illinois at Chicago performing program and
,y market analyses for an online education unit.
Specific experience
• Provides management consulting services with a focus on resource
optimization, assisting governmental entities in their efforts to ensure
the resources available (people, processes and technology) are
Baker Tilly Advisory Group, LP utilized in the most efficient manner
400 North Ashley Drive Reviews and redesigns core business processes to enhance internal
Suite 1600 controls, align with industry best practices, leverage available
Tampa, FL 33602 technology and create efficiencies
United States Performs organizational structure analyses for local governments,
examining the current state versus the future optimal state of job
T: +1 (312)729 8098 functions and departments
:. a llin h uir�u:u: l�.hou..a I:zlf u�ur : ��„„ M Offers technology needs assessment and system selection services to
..:
help organizations achieve strategic goals by leveraging technology
bakertilly.com
• Prepares organizations to be sustainable and resilient in the face of
..........................................................................................
workforce challenges and fiscal pressure through the application of
operational and organizational reviews, succession planning and
Education technology implementation
Master of Public Administration with
a concentration in financial Industry involvement
management
University of Illinois at Chicago Illinois Association of Municipal Management Assistants
Bachelor of International Business
• Illinois City/County Management Association (ILCMA)
Bachelor of Spanish 0Institute of Internal Auditors (IIA)
University of Illinois at Urbana— 0 International City/County Management Association (ICMA)
Champaign
Community involvement
• Step Up
• Chicago Chapter of the U.S. National Committee for United Nations
Wo me n
20
DIRECTOR @9 bakertilly
Jacquelyn McCray, Ph.D., AICP
Jacquelyn McCray is a director with Baker public sectoradvisory practice.Jacquelyn is a professional urban planner. She has worked on numerous
projects involving development review, organizational and workflow
analyses, performance measurement, strategic benchmarking and
planning, and service sharing. Jacquelyn has experience in process
improvement and re-engineering of local government development review
processes involving multiple departments and agencies.
She also has excellent interview and facilitation skills and frequently
conducts leadership, employee and stakeholder focus group meetings. She
is a skilled civic engagement and group process facilitator and has served
various civic and professional groups in this capacity.
Jacquelyn previously held positions as a budget analyst, project manager
Baker Tilly Advisory Group, LP and land-use manager with the City of Cincinnati. After concluding her
140 E Town St tenure with Cincinnati, she served as vice chairperson and member of the
Suite 1275 Cincinnati City Planning Commission for nine years.
Columbus, OH 43215
United States Specific experience
T: +1 (513)394 7369 Extensive experience helping local governments create strategic plans
and community visions, reform and improve development review
processes, analyze organizations and workflows, develop performance
bakertilly.com measures and analyze peer benchmarking data
• Designed and facilitated strategic planning and goal-setting workshops
for municipalities and organizations across the U.S.
Education Performed organization and operations analysis for municipalities and
Ph.D. in leadership and change organizations across the U.S.
Antioch University Refined experience in analyzing organizational operations, conducting
(Culver City, California) development review process analyses and identifying improvement
projects for planning and land use management organizations
Master of public administration
Bachelor's degree in urban
planning
University of Cincinnati
21
CS
bakertilty
managerIsaac Bales
Isaac is a Baker public sectorpractice.
Isaac is a trusted advisor to public utilities, local governments and special
districts, serving as a project manager and strategic business specialist. He
brings deep expertise in human resource process reviews, organizational
and operational assessments and software selection initiatives. His broad
project experience enables him to align tactical improvements with the
tit strategic goals of public sector organizations, driving efficiency,
accountability and long-term value.
Specific experience
• Leads organizational and operational reviews to enhance efficiency,
optimize staffing, streamline processes and evaluate alternative service
Baker Tilly Advisory Group, LP delivery models
66 Hudson Blvd E Conducts business process assessments to identify improvement
Suite 2200 opportunities, strengthen internal controls and align operations with
New York, NY 10001 industry best practices
United States Delivers end-to-end technology consulting including needs
assessments, request for proposal (RFP)development, vendor
T: +1 (317)465 1659 evaluation and demo facilitation for enterprise resource planning (ERP),
u IIzII„ ?t „Ilz„ I„„ypll„IIr „i„r„ asset management and other enterprise systems
bakertilly.com
Industry involvement
.......................................................................................
• American PuNic Works Association (APWA)
Education • American PuNic Power Association (APPA), Business and Finance
Bachelor of Science in finance Conference Ranning Committee
Butler University • Pubfic Sector FIR Association (PSHRA)
(Indianapolis, Indiana) Project Management Vnstutute (PW)
Thought leadership
• Core workout with Core Competencies, North Carolina— PSHRA
Conference, speaker, 2025
• Building a talent pipeline, APPA National Conference, speaker, 2023
u flul Qy Wo kk)r}e de eIlog�r]2Dt Ins Ilg ng ygg Eg �iiQuon
towards ne energies, presenter, 2022
22
MANAGER
Isaac Bales
Page 2
Continuing professional education
* Project Management ProfessionaV (PMP)
* Pubfic Sector FIR Association —Certified ProfessionaV (PSHRA-CP)
• Registered municipal advisor representative
23
kertifty
s
specialCarlie Myers
advisor Baker public advisory
Carlie has 25 years of experience delivering high quality public services in
municipal government. She is skilled in developing strong internal and
external relationships to facilitate collaboration within the organization, other
agencies and community partners to achieve high priority goals.
Specific experience
Served as utilities assistant general manager finance/administration for
the city of Riverside, California's Public Utilities Department
Managed all utility financial related activities, including operating and
capital budgets; rate administration, billing, customer information
systems; customer engagement activities and programs; union
Baker Tilly Advisory Group, LP negotiations and administration
2050 Main St Prepared board and city council reports and presentations including five
Suite 700 year electric and water rate increases; self generation program; reserve
Irvine, CA 92614 policy review; capital improvement budgets and revenue bond issuance
Unites States Member of the citywide equity team to ensure an inclusive and diverse
workplace and ensure city programs and services continue to meet
T: +1 (949)222 2999 community needs
Served as Riverside's deputy city manager
bakertilly.com Responsible for complex professional administrative work while
assisting the city manager and assistant city manager with the
....................................................................................... coordination of the overall administrative activities and operations of the
Education city
• Managed the finance department, the internal audit division and
Bachelor of Science in Business community police review commission, to promote effective and efficient
Administration operations throughout the organization
University of Phoenix Lead city efforts, outreach and council discussions for new policies
addressing the California public employee's retirement scheme
Diversity and Inclusion Certificate (CaIPERS) pension unfunded accrual liability debit for, providing a long
Program term fiscal sustainability for the city's financial health
Cornell University
(Ithaca, New York)
24
bakertilty
managerEmily Hayes, CIA
Emily is a Baker management advisory practice.
Emily is a seasoned consulting professional with more than a decade of
experience delivering strategic, operational, and risk management advisory
services to public, private, Tribal, healthcare, higher education and
nonprofit organizations. She collaborates with a diverse portfolio of
r�
municipal, state, transit, utility, housing, and county agencies, as well as
mission-driven and commercial entities, to strengthen performance,
N resilience and accountability. Emily specializes in business process
assessment and optimization, data transformation, compensation and
benchmarking studies, market and economic analysis, risk assessment,
and business continuity planning. Known for her strong research and
information management background, she provides clients with clear,
actionable insights that support informed decision-making, operational
efficiency and long-term organizational effectiveness.
Baker Tilly Advisory Group, LP
601 W Riverside
Suite 1800 Specific experience
Spokane, WA 99201-0663 Association of Local Government Auditors (ALGA)
United States Institute of Internal Auditors (IIA)
T: +1 (206)302 6204 International City and County Manager's Association (ICMA)
bakertilly.com Continuing professional education
.......................................................................................
• Certified Internal Auditor(CIA)
Education
Master of Science in
information management
University of Washington
Bachelor of Arts in
international studies
American University
25
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Appendix B : Sample report
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February 4, 2025 Baker Tilly Advisory Group, LP
2570 W El Camino Real, Suite 640
Mountain View, CA 94040
+1 (949)809-5588
bakertilly.com
Baker Tilly is pleased to transmit this report summarizing our assessment of the
(City) Utilities Department. The focus of this assessment was to evaluate the department's current
workforce structure, operational efficiency, and preparedness for future growth and challenges.
The report presents our observations as well as a set of proposed recommendations to enhance the
effectiveness and sustainability of the Utilities Department in meeting the growing needs of the
community. Specifically, we have outlined strategies to optimize staffing levels, improve resource
allocation, and streamline operational processes to ensure the department's continued success in
providing essential utility services to the residents of the City.
We wish to thank City staff for their assistance in providing us with a variety of information and having
candid discussions with our team members to inform this assessment. Their cooperation and insights
have been invaluable in shaping our understanding of the department's operations and challenges.
We believe that the recommendations outlined in this report will provide a solid foundation for the Utilities
Department to navigate the complexities of its operations and demands and ultimately achieve its mission
of delivering high-quality utility services to the community.
Thank you once again for the opportunity to collaborate on this important initiative.
Sincerely,
Carol Jacobs, Managing Director
Baker Tilly Advisory Group, LP
+1 (949) 809-5588 1 carol.iacobsabakertilly.com
Table of Contents
ti hies epartment Assessment
Table of Contents
ExecutiveSummary....................................................................................................................................1
Major Areas of Focus and Recommendations.................................................................................... 1
Organization of the Document.............................................................................................................2
Background and Project Approach...........................................................................................................3
Background .........................................................................................................................................3
ProjectApproach.................................................................................................................................4
EngagementThemes..........................................................................................................................4
PeerLearning......................................................................................................................................5
Streamlining Operations and Leveraging Technology.........................................................................11
Technology Governance ................................................................................................................... 11
Advanced Metering Infrastructure (AMI)...........................................................................................14
Performance Measures..................................................................................................................... 15
Purchasing.........................................................................................................................................15
Interdepartmental Coordination ..............................................................................................................18
Strategic Planning for Future Growth.....................................................................................................20
Safety..........................................................................................................................................................23
SuccessionPlanning................................................................................................................................24
Organization Structure and Staffing.......................................................................................................26
Department Organization Structure ..................................................................................................26
Vacancies..........................................................................................................................................46
Near-Term Staffing Recommendations.............................................................................................47
Staffing Model and Projections..........................................................................................................49
Conclusion.................................................................................................................................................53
Attachment A—List of Recommendations...........................................................................................54
Attachment B—Interview Themes.........................................................................................................58
Attachment C—Employee Survey Results...........................................................................................61
Attachment D—"As Is" Process Maps..................................................................................................72
Attachment E—"To Be" Process Maps ................................................................................................73
Attachment F—Fleet and Staffing Evaluation......................................................................................74
Attachment G— Position Profile Template............................................................................................75
i
Table of Contents
ti hies epartment Assessment
Tables
Table 1. Departmentwide Vacancies..................................................................................................46
Table 2. Recommended Near-Term Staffing Changes.....................................................................47
Figures
Figure 1. Existing Utilities Department Organizational Structure......................................................3
Figure2. Water Utility FTEs....................................................................................................................6
Figure 3. Wastewater/Storm Sewer Utility FTEs.................................................................................6
Figure 4. Water Production per FTE......................................................................................................7
Figure 5. Wastewater Processed per FTE.............................................................................................7
Figure 6. Water Accounts per FTE.........................................................................................................8
Figure 7. Wastewater Accounts per FTE...............................................................................................8
Figure 8. Water Line Leaks/Breaks per 100 Miles................................................................................9
Figure 9. Planned Maintenance Ratio....................................................................................................9
Figure 10. Proposed Engineering and Technology Division Organization Structure......................31
Figure 11. Current Solid Waste Division Organization Structure.......................................................32
Figure 12. Proposed Solid Waste Division Organization Structure...................................................36
Figure 13. Current Water Resources Division Organization Structure..............................................37
Figure 14. Proposed Water Resources Division Organization Structure..........................................40
Figure 15. Current Business Division Organization Structure ...........................................................41
Figure 16. Proposed Business Division Organization Structure........................................................45
Figure 17. Proposed Departmentwide Organization Structure...........................................................46
Figure 18. - Population Growth...........................................................................................49
Figure 19. - Employment Growth........................................................................................50
Figure20. Water Accounts.....................................................................................................................50
Figure 21. Wastewater/Storm Sewer Accounts....................................................................................51
Figure 22. Residential Refuse Accounts..............................................................................................51
Figure 23. Utilities Staffing by Division.................................................................................................52
ii
Executive Summary
ti hies epartment Assessment
Executive Summary
Baker Tilly was engaged by the City Utilities Department to provide the department with a comprehensive
strategy to achieve its vision for the future, address staffing challenges, and scale up as the City grows.
Despite its establishment nearly 20 years ago, the Utilities Department remains relatively new and
underdeveloped, lacking the infrastructure and strategic framework necessary to function as a fully
realized department. The creation of the department, as a split from the Public Works Department, was a
fairly sudden step, and may not have been accompanied by thorough consideration of the department's
long-term needs and objectives. As a result, there are opportunities to refine and improve the
department's structure and organization.
Overall, the department's ad-hoc creation and development continue inhibiting its operations and
strategic thinking. It has gained some wonderful tactical instincts, but, for the second-largest department
in the City, it has an underdeveloped organizational capacity when it comes to strategic planning and
development. This is particularly important in the utility environment, and improvements in this area will
bring dividends to the City and its residents. This deficiency is not a result of individual or management
failings but is more a result of the fact that this is a new department that was created without adequate
planning. In such an environment, tactical and operational imperatives are always going to be prioritized
over long-run strategic needs. The advantage of an analysis such as this is to bring such strategic issues
into the focus they deserve.
Our recommendations provide a ten-year outlook and guide the department toward becoming a real,
sustainable entity, equipped to meet the evolving needs of the community. By providing actionable
insights and strategic guidance, this report serves as a roadmap for the department's transformation,
empowering its leaders to develop and cultivate the department for the benefit of all stakeholders.
This report provides 71 recommendations which are contained in Attachment A.
ajoir Aireas of I'"0 s airs IIII'° Oa mii m a° � Iii�Oir"�
As part of our assessment process, we engaged in various activities, including interviews, site visits,
analysis of best practices, and peer research. These activities provided valuable insights that informed
the major areas of focus and recommendations outlined in this report, guiding department leaders toward
strategic priorities for the near term. These areas of focus include:
1. Enhancing infrastructure and operational efficiency:Strengthening information technology
(IT)and technological capabilities: Expanding IT capacity and creating a dedicated IT strategic
plan are essential for leveraging existing systems like SCADA and implementing new tools such
as a computerized maintenance management system (CMMS)to enhance operational efficiency.
A CMMS, in particular, will allow the department to better understand both planned and
unplanned maintenance requirements and to apply resources appropriately.
2. Strengthening technological capabilities:To enhance its operational effectiveness, the
department must invest in expanding IT capacity and developing a strategic plan that integrates
existing and emerging technologies. This includes fully leveraging the SCADA system,
implementing a comprehensive CMMS, as mentioned above, and utilizing data analytics to drive
decision making. A clear technology roadmap will provide direction for the department, ensuring
that technological investments align with broader organizational goals and improve overall service
delivery.
1
Executive Summary
ti hies epartment Assessment
3. Organizational restructuring and staffing enhancements:The current structure of the Utilities
Department limits its ability to function as a fully developed, independent entity. A key focus is
restructuring the department to better align with strategic objectives, including creating new
divisions and enhancing leadership roles. Strategic staffing enhancements- hiring specialized
technical staff, expanding regulatory compliance positions, and reorganizing existing teams-will
address skill gaps and position the department to manage growth effectively. This restructuring
creates a more agile, accountable, and strategically focused organization.
4. Developing master plans and strategic roadmaps: Master planning is crucial for setting a
clear direction for the department's future. By updating and/or developing comprehensive master
plans for water, solid waste, and other critical areas, the department will create a strategic
framework that aligns with industry standards and the City's projected growth. These plans will
serve as roadmaps for infrastructure investments, operational improvements, and long-term
sustainability, ensuring the department can meet the evolving needs of the community.
5. Optimizing financial and administrative processes:Streamlining financial and administrative
processes will enhance efficiency and accountability within the department. This includes
clarifying procurement guidelines, standardizing processes for equipment replacement, and
distinguishing between sole and single-source procurements. Additionally, empowering staff with
the necessary access and authority to manage financial tasks will improve workflow and reduce
delays. These optimizations will create a more responsive and well-managed department that can
adapt quickly to operational and financial challenges.
6. Improving knowledge management:The success of the Utilities Department hinges on its
ability to attract, retain, and develop a skilled workforce. Recommendations include implementing
structured training and career development programs, conducting retirement eligibility analyses to
anticipate future staffing needs, and creating knowledge transfer tools to ensure continuity.
Fostering a culture of continuous learning and professional growth will enable the department to
build a capable and motivated team that is prepared to meet future demands.
These focus areas provide a strategic pathway for the Utilities Department to build a stronger, more
sustainable organization capable of adapting to the City's growth and evolving needs. Implementing these
recommendations will empower the department to fulfill its vision and better serve its community.
ui Dui ui °� ui0ui of th IIII ocuiineirvt
This report is organized into the following major sections:
• Project Approach;
• Streamlining Operations and Leveraging Technology;
• Inter-Departmental Coordination;
• Strategic Planning for Future Growth;
• Safety;
• Succession Planning; and,
• Organization Structure and Staffing.
2
Background and Project Approach
ti hies epartment Assessment
Background and Project Approach
J
�11111 adkgirouirid°
Located on California's Central Coast, stands as the largest municipality in population and
geographic area within "ount"yoasting a diverse population of over 109,000 residents,
the City has experience signs scant growth, surpassing as the county's most populous city
in 2006. With forecasts predicting a 32 percent population increase y 20501, strategic planning becomes
paramount to meet the rising demand for essential utilities.
The City operates under a Council-Manager form of government, comprising ten departments in total. As
the second largest department within the City, the Utilities Department oversees four enterprise funds:
water, wastewater, solid waste collections, and solid waste disposal. It is currently organized into three
divisions: water resources, solid waste, and business (see Figure 1).
With 132 authorized full-time equivalents (FTEs), the Utilities Department accounts for nearly 20 percent
of the City's workforce. However, positions are not always filled after attrition, leading existing employees
to take on additional responsibilities. This has led to new unique positions as the department adapts to
evolving needs and workloads.
Figure 1. Existing Utilities Department Organizational Structure
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1
3
Background and Project Approach
tl Itles epartment Assessment
I°° iroj IG°,)IIG°,)ir0a I
Baker Tilly and Utilities Department leadership staff began the project with a kickoff meeting to discuss
the project's objectives and timeline. Baker Tilly obtained information to inform the recommendations in
this report through various activities as discussed below.
L III
ZMENEEMENEEMENEENEEM
• Utilities Department leadership team
• Directors and/or managers from Human Resources,Finance,Community Development,Public Works and
Information Technology
UMINEENESSEEMENEEMENEEM
•- Regional Landfill
•Wastewater Treatment Plant
• Data figures were provided by the cities o -
-Sanitation District and County
*The cities of as well as the County of did not provide data
IIIII � IIIIIIII �
• Edit List,Meter Exchange,New Water Meter Installs,Temporary Construction Meters, Leak Adjustments,
Starting and Stopping Water Service,Delinquent Accounts,Water Reconnect,Starting Trash Service,
Transferring Trash Service,and Closing Trash Accounts
IU!�9!u!!II�IIIII IIII uuluu III a IIIIII II III II II
Baker Tilly used a multifaceted approach to gather insights from departmental staff in our assessment of
the Utilities Department. Through interviews, process mapping meetings, and an employee survey, we
gained a comprehensive understanding of the operational landscape, identified challenges, and
uncovered opportunities for growth. The following themes capture the perspectives shared by staff. The
complete interview themes and survey results are in Attachments B and C, respectively.
Our findings depict a department poised for transformative growth amidst operational challenges, mainly
stemming from its ad-hoc creation and development. Staff engagement revealed staffing and resource
concerns. Employees expressed dissatisfaction with staffing levels, mirroring management's
acknowledgment of the need for additional supervisory and middle management roles to enhance
oversight, better support data analysis, and facilitate effective decision-making capabilities.
The department's technological landscape presents both challenges and opportunities. The absence of a
CMMS and the underutilization of a Geographic Information System (GIS)and Supervisory Control and
Data Acquisition (SCADA)system highlights the need for a robust technology infrastructure and
specialized staff to fully utilize collected data. The successful implementation of Routeware and the
current transition to SpryPoint for utility billing signal important and successful steps toward
modernization.
The employee survey highlights discrepancies in accountability measures and teamwork dynamics,
indicating areas for improvement in organizational health. The need for enhanced communication,
improved morale, and a strategic focus on innovation is evident.
4
Background and Project Approach
ti hies epartment Assessment
The department's tactical approach toward long-term Capital Improvement Planning (CIP)and master
planning, primarily driven by state-mandated tasks and immediate project demands, has not been a
priority historically because it has fallen on Public Works. However, this is inconsistent with the
department's responsibility for several types of infrastructure. The recent hire of a principal engineer in
Water Resources for CIP development is promising, yet the capacity for future-focused planning is limited
by current project workloads. Moreover, the infrastructure requires attention, with aging water meters and
the need for a comprehensive water meter replacement program.
Interdepartmental collaboration, particularly with Finance and Utility Billing, is marked by a blend of
ineffective communication and systemic inefficiencies, with duplicate systems stemming from restricted
access to finance systems.
The engagement underscores a department at a crossroads, with a clear recognition of the challenges
ahead and a determination for improvement. By focusing on these key aspects, the Utilities Department
can improve operational efficiency, employee morale, and service delivery.
I°°lee uir III eall,1111111i ui.l
In our analysis of the Utilities Department, we conducted a detailed comparison with peer agencies,
including the cities of
Sanitation District an County. is comparison covered critical operational areas such as
collections, disposal WananWan, ater resources. Our team reviewed organization charts, position
titles, and the number of FTEs. This provided us with the necessary details to formulate well-informed
staffing proposals tailored to enhance the efficiency and effectiveness of the Utilities Department.
We developed a benchmark survey to gather detailed budgetary information, discern the scope of
services offered versus those contracted to other entities, and evaluate performance metrics. This
approach enables us to identify areas where the department excels and opportunities for improvement.
By leveraging the data, we can ensure that the department not only meets but exceeds standards set by
its counterparts, thereby delivering superior service to the community.
Despite our efforts to obtain data for a thorough comparison of the department's solid waste landfill and
collections metrics, we were unable to gather the necessary information. This lack of data presents a
challenge in benchmarking the department's erformance a ainst industry standards. We made multiple
email and phone call attempts to the for collections data, and to the
Counties of or isposa and landfill metrics but were
unsuccessfu in con ucting our survey o a ress t is gap, our teams also researched the California
Association of Sanitation Agencies (CASA) and the Solid Waste Association of North America (SWANA).
Unfortunately, neither organization had publicly available performance measures suitable for
benchmarking. While SWANA provides agency members access to performance measures, their most
recent data was from 2018, which is too outdated to effectively serve our benchmarking needs.
We were, however, able to obtain comparison data for Water Resources. The metrics received for Water
Resources reveal that the department operates at a significantly higher capacity, managing more water
and sewer accounts, and overseeing an extensive network of water and sewer mains. Notably, the
average water demand is more than double that of four peers, with 13,126 acre-feet compared to their
6,230 acre-feet, underscoring the department's operational scale.
We used benchmarks from the American Water Works Association's 2023 Utility Benchmarking report
(AWWA report). This report compiles performance data from utilities across North America, includin
summaries categorized by customer base. With a service population of around 110,000, is
on the cusp between two data subsets. Therefore, we present averages from both the 5 - 0-
population group and the 100,000-500,000-population group to compare- performance.
Regarding overall staffing, the Water Resources Division aligns closely with the median staffing levels of
water utilities in the 50,000-100,000-population group and is significantly lower than those in the larger
utility group. On the wastewater side,- is near the 25th percentile of the smaller wastewater
5
Background and Project Approach
tl hies epartment Assessment
utilities and again falls well below the range for larger utilities. This indicates that the Division is operating
with fewer resources compared to similar and larger utilities. Staff feedback highlighted that they are
currently understaffed. To take on more responsibilities and implement necessary infrastructure changes,
an increase in staffing levels is essential. Visual comparisons of staffing levels are provided in the charts
below in Figures 2 - 9.
Figure 2. Water Utility FTEs
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Figure 3. Wastewater/Storm Sewer Utility FTEs
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In comparing output, we observe that production of potable water per FTE comes in
significantly higher than the range for sma er utl Ides, and comparable to the 75th percentile for larger
utilities. For wastewater processing, performance is considerably higher than the ranges for
smaller and larger utilities. This indicates t at ater Resources is operating at a strong and efficient level.
Staff feedback indicates that maintaining and enhancing this efficiency, along with handling additional
responsibilities, may require further support and resources.
6
Background and Project Approach
ti hies epartment Assessment
Figure 4. Water Production per FTE
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Figure 5. Wastewater Processed per FTE
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Considering customer accounts instead of treated volume, number of water accounts per
FTE is similar to the 75th*esources
e of larger utilities and excee s t e overall range of smaller utilities. For
wastewater accounts, significantly surpasses the range for both utility sizes. This
demonstrates that Water is efficiently managing a high volume of customer accounts with
fewer staff compared to other utilities. While this showcases the Division's strong performance and
capability, maintaining this efficiency and accommodating future growth or additional responsibilities will
necessitate increased support and resources.
7
Background and Project Approach
ti hies epartment Assessment
Figure 6. Water Accounts per FTE
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Figure 7. Wastewater Accounts per FTE
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In addition to the per-employee measures, we reviewed two key metrics of system maintenance and
reliability. The first metric is the number of breaks or leaks in the waterlines. was near the
75th percentile of smaller utilities and above the median value for larger utilities. is metric is heavily
influenced by the age of the utility system's assets and the historical maintenance efforts. While M
in" ystem is relatively reliable, there is room for improvement, particularly in addressing aging
rastruscture and enhancing maintenance practices.
8
Background and Project Approach
ti hies epartment Assessment
Figure 8. Water Line Leaks/Breaks per 100 Miles
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The final performance measure we examined was the utility's planned maintenance ratio, which
compares the time spent on regular or preventive maintenance to unplanned maintenance due to leaks or
breaks. On this metric,- is comparable to the 25th percentile of smaller utilities and close to
the median value for larger systems. This comparison indicates that the department spends more on
reactive maintenance than preventative maintenance. This could lead to higher costs and service
disruptions, unless a greater emphasis is placed on preventative maintenance. However, given the lower
staffing levels that- utilizes, this is the expected outcome.
Figure 9. Planned Maintenance Ratio
PV.a IInI a I,I I I'Ia11 o l
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Our analysis reveals that while the Utilities Department demonstrates strong operational efficiency,
particularly in water production and wastewater processing, it operates with fewer resources compared to
similar and larger utilities. The department efficiently manages a high volume of customer accounts with
fewer staff, but maintaining this efficiency and accommodating future growth may require additional
support and resources.
Based on our peer learning and benchmarking research, it is evident that- faces significant
staffing inefficiencies impacting various aspects of the department. This report systematically addresses
9
Background and Project Approach
ti hies epartment Assessment
these issues, proposing detailed recommendations to rectify them and ensure a more efficient staffing
structure. Moreover, once the recommendations in this study are implemented, there may be a need to
increase front-line staff. However, this determination cannot be made until the processes are streamlined
and the impact of these changes is fully assessed. This comprehensive approach ensures that all
necessary responses to the comments from this section are effectively summarized and addressed.
10
Streamlining Operations and Leveraging
ti hies epartment Assessment Technology
Streamlining Operations and Leveraging Technology
The Utilities Department operates in a dynamic environment where technological advancements play a
pivotal role in enhancing operational efficiency and service delivery. Over the past year, significant strides
have been made with the introduction of GIS, which has streamlined processes. However, despite this
progress, the department faces challenges in effectively analyzing and utilizing the increasing volume of
data generated. There is a critical need to leverage technology more effectively to capitalize on the data
insights provided by GIS and other systems. By embracing modern solutions such as SCADA systems,
advanced metering infrastructure (AMI), and comprehensive data analysis tools, the department can
optimize its operations, improve decision-making processes, and enhance service reliability. This section
outlines strategic recommendations aimed at harnessing the power of technology to streamline
workflows, minimize costs, and deliver superior services to the community.
sIlhuiOIII'OGoveinirtairice
The Enterprise Resource Planning (ERP)system's update and the transition to SpryPoint for utility billing
are pivotal for the department's future. However, relying solely on ERP to fix citywide issues is misguided.
Proper implementation, training, and access to information are essential for the system's effectiveness.
Historically, the Finance Department's control has limited data access, creating challenges. If these
practices persist, the department may continue to face inefficiencies, data silos, compliance risks, and
missed strategic opportunities. Utilities must play a significant role in utility billing and for the ERP's
citywide implementation to be collaborative, ensuring comprehensive benefits and strengthening the
City's infrastructure. (See Inter-Departmental Coordination, below)
The SCADA system and data analysis are critical for the department, yet both are underutilized due to
insufficient IT capacity. This inefficiency could lead to operational setbacks, strategic oversights, and
increased risks, especially as the sole SCADA maintainer nears retirement. Recently, the department
received approval for an Electrical and Instrumentation Technician (EIT)dedicated to the SCADA system,
which is a positive step toward enhancing its maintenance and utilization. To further mitigate these
issues, it is imperative to expand IT capacity, ensuring robust data analysis and strategic use of SCADA,
thereby enhancing departmental efficiency and decision making, and ultimately strengthening the City's
infrastructure. (See Organization Structure and Staffing for additional information)
Recommendation 1. Expand IT capacity to fully leverage the SCADA system
and data analysis capabilities, ensuring these critical tools are utilized to
their fullest potential for the department's operations.
The current deployment of technology within the department lacks a cohesive strategic direction, resulting
in fragmented IT initiatives and suboptimal utilization of technological resources. There is a notable
absence of a unified roadmap that aligns technology investments with departmental goals and operational
priorities. As a result, there may be inefficiencies in resource allocation, missed opportunities for
technological integration, and challenges in achieving optimal performance from existing IT systems.
Creating an IT strategic plan will provide a structured approach to prioritize and synchronize IT projects,
ensuring they align with departmental objectives and enhance operational efficiency. By defining clear
goals, timelines, and performance metrics, the IT strategic plan will guide future technology investments,
promote coordination among IT initiatives, and facilitate the effective deployment and management of
technology solutions. This proactive approach will ultimately support the department in leveraging
technology as a strategic asset to meet evolving service demands and improve overall organizational
effectiveness.
Recommendation 2. Create an IT strategic plan to establish a clear roadmap
for technology within the department.
Computer Maintenance Management System (CMMS)
As noted above, the department spends more time reacting to unscheduled maintenance events than on
planned preventative maintenance. This is inefficient. Implementing a CMMS and preventative
11
Streamlining Operations and Leveraging
ti hies epartment Assessment Technology
maintenance program is essential for the department to enhance operational efficiency and reduce
downtime. An appropriate rollout and implementation of such a system will ensure that maintenance tasks
are performed proactively, leading to cost savings and improved asset management. If the department
continues without a CMMS, it may face increased maintenance costs, equipment failures, and potential
service disruptions. Therefore, it is crucial to prioritize the implementation of a CMMS with a strategic and
well-planned approach to maximize its benefits and support the department's long-term success. This will
facilitate data-driven decision making and help capture institutional knowledge within the department.
An appropriate rollout and implementation of such a system will ensure that maintenance tasks are
performed proactively, leading to cost savings and improved asset management. To achieve this, the
department should configure the CMMS to work seamlessly with SpryPoint, ensuring streamlined
workflows and efficient tracking of work orders. A robust work order system within the CMMS will enable
the department to track the Iifecycle of work orders effectively, minimizing errors and delays associated
with manual processes.
In developing and implementing a CMMS, it is crucial to evaluate similar software or systems used by
other City departments to determine if the same system can meet the specific needs of the Utilities
Department. Utilizing a system already in use by another department, such as Public Works, can provide
several benefits, including consistency across departments, which is essential for seamless integration
and operational efficiency. Additionally, using the same system can facilitate knowledge sharing and
resource optimization, as staff from different departments can collaborate and share insights on best
practices and troubleshooting. While an evaluation of the CMMS used by Public Works was not within the
scope of this assessment, it is important to note that these systems are typically designed to handle a
suite of public works functions, which includes utility functions. This means that the system is likely
capable of meeting the needs of the Utilities Department as well. Best practice suggests adopting the
same system as another department within the city unless there is a disqualifying reason, such as
specific functional requirements that the system cannot meet or significant integration challenges.
Recommendation 3. Implement a CMMS and preventative maintenance
program to streamline maintenance processes, improve operational
efficiency, and reduce equipment downtime.
Recommendation 4. Integrate the new CMMS with SpryPoint.
Recommendation 5. If possible, align the new CMMS with the CMMS in the
Public Works Department.
Our experience is that implementing these systems successfully requires active participation in the
implementation process by the staff members who will use the system going forward. Developing a
comprehensive implementation plan for the new CMMS is imperative (the implementation action plan that
follows this report will serve as a starting point). This plan should include identifying a dedicated project
manager and allocating temporary staff or consultants to support deployment efforts.
Selecting the right project manager for a CMMS implementation is crucial for success. The project
manager should have experience in managing similar projects, particularly CMMS or other enterprise
software systems, and be familiar with project management methodologies and change management
practices. Strong leadership and communication skills are essential to coordinate with stakeholders,
including IT staff, department heads, and end-users, and to clearly articulate project goals, timelines, and
expectations. While technical expertise is not mandatory, a good understanding of the CMMS and its
integration with other systems is important for informed decision-making and addressing technical
challenges. The project manager should also be skilled in identifying potential issues and developing
solutions to mitigate risks, ensuring the project stays on track.
With the additional recommended staff in the Engineering and Technology Division and Business
Division, there is a strong likelihood that the ideal candidate for the project manager role can be found
within these divisions. However, there may be a need to expand the use of temporary staff to cover the
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project manager's day-to-day work during the period when the employee is focused on CMMS
implementation.
Such a structured approach will ensure smooth integration, minimize disruptions, and maximize the
system's effectiveness in improving departmental operations.
Recommendation 6. Develop an implementation plan for the CMMS that
includes identifying an internal project manager within the Utilities
Department to oversee the implementation.
Recommendation 7. Expand the use of consultants or temporary staff to
temporarily backfill key City staff during implementation.
Process Workflows
Efficient process workflows are a critical part of an effective maintenance management system. The
workflow establishes process steps that staff and customers follow. As shown in the "as is" process maps
(Attachment D), these workflows are currently manual and labor-intensive, requiring significant time and
effort from staff to ensure each step is completed accurately. The transition to SpryPoint will assist in
automating many of these routine responsibilities, significantly increasing operational efficiency. However,
there are still areas for improvement that need to be addressed to fully optimize the system.
One such opportunity for improvement is to change the location of where door tags for 48-hour water
shut-off notices are printed. Currently, Utility Billing staff print the door tags downtown and the Customer
Service Technicians in Water Resources retrieve them. This practice is inefficient and time consuming, as
it disrupts workflow and reduces the time available for other critical tasks. The manual nature of this
process adds unnecessary steps and complexity to the workflow. To address this inefficiency, Customer
Service should generate and print the list of door tags, thereby reducing the number of trips to the Utility
Billing counter. By transferring the responsibility of printing door tags to Customer Service staff, redundant
steps can be eliminated to improve overall process efficiency.
Recommendation 8. Move door tag printing operations from Utility Billing to
Customer Service.
Currently, whenever trash service is stopped, containers are picked up and then re-delivered when
service is started. This practice is labor-intensive and unnecessary. It requires significant time and effort
from staff, diverting resources from more critical tasks. The manual handling of containers consumes
valuable time and increases the risk of injury and wear on equipment. This process adds extra complexity
to the workflow, making it less efficient and more costly.
It is recommended to discontinue picking up trash containers when service is stopped. Instead, leaving
the containers in place can save time and resources, allowing staff to focus on more essential duties. This
change will streamline operations by eliminating unnecessary trips to pick up and re-deliver containers.
As a result, labor costs will be reduced, and overall efficiency within the department will be improved.
Adopting this approach aligns with industry-best practices, which emphasizes minimizing unnecessary
tasks to enhance operational efficiency and resource allocation. By eliminating this unnecessary task, the
department can better allocate its resources to areas that directly impact service quality and operational
effectiveness. This shift will also reduce the physical strain on staff and decrease the utilization of
equipment, leading to longer service life and lower maintenance costs.
Furthermore, maintaining containers in place will provide a more consistent service experience for
customers, as they will not have to wait for containers to be re-delivered when service resumes. This
continuity can enhance customer satisfaction and reduce the administrative burden of managing
container logistics.
However, we recognize that this is a significant change in operations and may result in additional
challenges. To address these concerns, we recommend implementing this change on a trial basis. This
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will help identify any issues and determine if they can be resolved while maintaining the high level of
customer service that- prides itself on.
Recommendation 9. Discontinue picking up containers when trash service is
stopped on a trial basis.
Automation
As the Department transitions to SpryPoint, staff should look to automate routine responsibilities to
significantly increase operational efficiency. Currently, much of the workflow is manual, which can be
time-consuming and prone to errors.
An area that remains highly manual in the current workflow is scheduling work with customers. For
example, staff frequently make manual phone calls to schedule large meter sets, collect or drop off trash
containers, and address other service-related tasks. The process relies heavily on staff making manual
phone calls and other direct communications, which is time-consuming and susceptible to errors or
delays. This inefficiency slows down operations and impacts customer satisfaction. To further enhance
efficiency, the Department should implement a self-scheduling tool that allows customers to book
appointments, eliminating the need for manual phone calls. Since SpryPoint does not appear to offer a
built-in self-scheduling feature, the Department should select a scheduling tool that integrates seamlessly
with SpryPoint. This will streamline appointment-setting processes, reduce staff workload, and improve
customer experience.
Once these new tools are deployed, there may be opportunities for additional streamlining through
PowerApps. It is recommended that staff work with their new IT team to create and maintain any
developed applications. This collaboration will ensure that the Department continues to innovate and
optimize its processes, further enhancing operational efficiency and service delivery. Implementing
SpryPoint and additional automation could occur faster and more efficiently as shown in the "to be"
process maps (Attachment E).
Recommendation 10. Leverage automation to enhance operational
efficiencies of mundane responsibilities.
Recommendation 11. Implement a self-scheduling tool to eliminate the need
for routine customer contacts.
Recommendation 12. Collaborate with IT to create and maintain applications
from PowerApps to further streamline department workflows.
Advairiced I iil it i Ill ii ii as ii ii ( II II
The City currently employs an AMI system where meter readings are communicated via radio to towers,
enabling efficient data collection. All meters in can be read through this AMI system.
However, in cases where a communication error or of er issues prevent the read from being
communicated, Customer Service Technicians perform manual reads. AMI provides significant benefits,
primarily through faster and more accurate meter readings in real time, which ensures precise billing and
immediate detection of anomalies in water usage. This capability helps address issues proactively, before
they escalate into significant problems. One of the critical advantages of AMI is its ability to detect leaks
swiftly. For instance, if a customer is out of town and service pipes burst or if there is a substantial leak,
the AMI system alerts both the Utilities Department and customer (if they have opted for high-water usage
alarms). While the Department has a procedure in place where it notifies customers where continuous
consumption is recorded over a 72-hour period, significant damage could occur before such a notification
is sent. This early detection prevents water wastage and mitigates potential damage to properties.
AMI also enhances data accessibility, delivering a wealth of data that can be made available to
customers. This allows them to monitor their water usage patterns closely, leading to more informed
consumption behaviors and better water conservation practices. Additionally, automated reading
technology inherent in AMI systems reduces many recurring operating costs associated with manual
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meter readings. This efficiency gain translates into cost savings for the department, which can be
redirected to other critical infrastructure needs. The system can also identify drops in water pressure,
which may indicate leaks or other issues in the distribution network, helping to maintain the integrity of the
water supply and prevent service interruptions.
To fully leverage the benefits of AMI, the Utilities Department should investigate newer AMI programs
compatible with the new meters, considering factors such as interoperability, data security, ease of
integration, and cost effectiveness. The technology associated with AMI is evolving and getting better at
detecting leaks and allowing for customers to understand usage patterns to control their use and costs in
real time. Implementing new AMI software will provide better water usage data for both the Utilities
Department and customers. Customer engagement is also crucial; educating customers on the benefits
of AMI and how to use the data provided to manage their water usage effectively can help them set up
alerts for high water usage and track their consumption patterns. Operational training for Utilities staff will
ensure they are proficient in using AMI systems and interpreting the data, allowing them to respond
quickly to issues and provide better service to customers. Establishing a system for ongoing monitoring
and assessment of the AMI program's performance will help refine processes, enhance system
functionality, and ensure that the department continues to meet the evolving needs of its customers. By
implementing new AMI software, the Utilities Department can achieve significant improvements in water
management, operational efficiency, and customer service, paving the way for a more sustainable and
responsive water utility.
Recommendation 13. Investigate newer AMI programs compatible with the
new meters.
Recommendation 14. Implement new AMI software that will provide better
water usage data for the Utilities Department and provide customers the
option of a portal to allow easy access to water use data, receive immediate
leak detection alerts and water system notifications and pay their monthly
bill.
IIIasuirs
The Utilities Department tracks a comprehensive list of performance measures for Water Resources and
Solid Waste to ensure efficient service delivery and environmental compliance. These metrics include
water demand/workload, sewer and storm sewer effectiveness and efficiencies, collections by accounts
served, tons collected and hauled, and tons per load, providing a holistic view of operational
effectiveness. The data gathered from these measures enables the Utilities department to identify areas
for improvement, allocate resources more effectively, and enhance overall service quality.
Additionally, this information proves invaluable for long-term planning and sustainability efforts, as it offers
insights into consumption patterns and waste management efficacy. In addition to the existing
performance measures, Baker Tilly recommends incorporating additional measures to further improve the
department's capabilities. With the Water Resources Division's recent transition to a GIS-based work
order system, it is anticipated that more metrics will be tracked in the future.
Recommendation 15. Measure the frequency of valves being exercised,
hydrant flushing, and how often meters are replaced and tested.
I°° a uir I gas lii ui i
While oversight of the City's Purchasing Guidelines is not within the department's purview, feedback from
staff in Utilities indicates that the City's Purchasing Guidelines currently hinder streamlined procurement
of specialized equipment. The City's Purchasing Guidelines are designed to be a comprehensive policy
tool, yet their extensive content and detailed appendices appear to be overwhelming for staff who often
require quick access to information for specialized purchases. This complexity can lead to delays and
errors in procurement processes, as staff may struggle to find the relevant information promptly. A more
streamlined manual, with a clear standardization process for equipment and explicit details on
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cooperative purchasing, would prevent procurement inefficiencies and potential missteps due to the
current flexibility in budget-approved purchases without council oversight.
Our team suggests working with the City Manager's Office and Finance Department to recommend
several key improvements. By collaborating with these departments, the Utilities Department can work
towards streamlining procurement procedures, reducing delays, and enhancing resource allocation. This
approach will ensure that the department can operate more effectively and continue to provide high-
quality services to the community.
By relegating detailed appendices to separate reference documents, the manual becomes a more
practical tool for everyday use, enhancing efficiency and reducing the likelihood of errors. Standardization
would ensure that all departments use the same equipment, simplifying training, maintenance, and
procurement processes. This consistency would not only streamline operations but also reduce costs
associated with maintaining a diverse range of equipment. Additionally, the manual lacks sufficient
information on equipment standardization and sourcing justifications, leading to confusion and frustration
among staff. A formal standardization process would provide clear guidelines for purchasing, reducing the
risk of procurement errors and ensuring that all purchases align with the City's strategic goals.
Furthermore, the manual does not adequately explain cooperative purchasing programs, which could
facilitate equipment purchases.
Recommendation 16. Collaborate with the City Manager's Office and Finance
Department to address purchasing challenges.
Recommendation 17. Establish a formal process for standardizing equipment
to eliminate confusion and enhance consistency across the department,
leading to smoother operations and maintenance.
The City's policy of allowing equipment purchases without Council approval, if budgeted, provides
flexibility but can cause confusion if replacements are not identified in the budget. The adherence to the
California Uniform Public Construction Cost Accounting Act (CUPCCAA)guidelines for public works
projects complicates equipment purchases related to infrastructure improvements, as it requires
determinations on applicable policy requirements. CUPCCAA facilitates efficient public construction work
management, allowing for projects up to $60,000 to be handled internally or through negotiated contracts,
and up to $200,000 via informal bidding, standardizing cost accounting and bidding procedures.
Recommendation 18. Ensure the budget identifies equipment replacements.
Federal funding adds another layer of complexity, with references to federal procurement standards,
notably 2 CFR 200.318 to 327, and special provisions for Federal Transportation Procurements needing
to be correctly understood and applied. Federal funding standards impose stringent procurement
requirements that necessitate detailed documentation and adherence to overarching laws. These
requirements ensure the fulfillment of contractor agreements and maintain ethical standards to uphold
transparency and accountability with federal awards. This dual framework of local and federal guidelines
ensures that the department's procurement activities meet the highest standards of fiscal responsibility
and regulatory compliance.
Clarifying cooperative purchasing programs will expedite procurement and improve pricing through
collective bargaining power. Distinguishing between sole and single-source procurement will prevent
misunderstandings and streamline decision making, ensuring that the right procurement method is used
in each situation. Strengthening the justification for sole-source purchases, especially when using federal
funds, will ensure compliance with grant requirements and protect the department against audit risks.
Finally, clarifying local agency procurement adoption by stating that local agencies are leveraging the
procurement process, not the contract, of the initiating agency will provide clearer guidance and reduce
confusion. These improvements aim to enhance the efficiency, clarity, and compliance of the
procurement process within the Utilities Department.
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Recommendation 19. Clarify cooperative purchasing programs to expedite
procurement and ensure better deals are secured through collective
bargaining power.
Recommendation 20. Distinguish between sole and single-source
procurement to prevent misunderstandings and streamline decision
making.
Recommendation 21. Strengthen the justification for sole-source purchases,
especially when using federal funds, to ensure compliance with grant
requirements and protect against audit risks.
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Interdepartmental Coordination
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Interdepartmental Coordination
Effective coordination and collaboration between departments are essential components of a well-
functioning Utilities Department. During its nearly two-decade tenure, the department has encountered
challenges related to siloed operations and inconsistent communication channels with other City
departments. These issues have resulted in duplicated efforts, missed opportunities for synergy, and
inefficiencies in service delivery. To overcome these barriers and foster a cohesive organizational culture,
it is imperative to prioritize interdepartmental coordination. This section focuses on strategic initiatives of
establishing clear communication protocols, defining roles and responsibilities, and enhancing
collaboration across departments. By fostering stronger relationships and aligning efforts, the Utilities
Department can achieve operational excellence and better meet the evolving needs of its stakeholders.
Over the years, the Utilities Department has often taken on tasks originally assigned to other departments
due to gaps in responsibility allocation, leading to inefficiencies and duplicated efforts. One prevalent
example is the management of cell tower leases, which does not align with the core functions and
expertise of the department. By formalizing a structured process for assigning and regularly reviewing
departmental responsibilities, the department can clarify roles, reduce overlap, and ensure that tasks are
handled by the most suitable department, thereby enhancing overall operational efficiency and focus.
This approach will also foster a culture of accountability and collaboration across the organization,
aligning efforts more effectively with strategic objectives.
Recommendation 22. Establish a formal process for assigning and reviewing
departmental responsibilities to ensure tasks are appropriately delegated
and avoid unnecessary assumptions by the Utilities Department.
Recommendation 23. Reassign the management of cell tower leases to a more
appropriate department consistent with the revenues generated from the
leases.
Integrating Service Level Agreements (SLAs)can further enhance service delivery and accountability
among the various departments. SLAs serve as contractual agreements between service providers and
stakeholders, defining the expected level of service and the metrics by which performance will be
measured. They are essential tools for ensuring transparency, accountability, and quality in service
provision. SLAs outline responsibilities, helping to clarify who is accountable for what tasks and functions,
thus addressing the current issue of unclear responsibilities and ownership among departments.
Integrating SLAs into the department's operations enhances efficiency and promotes a culture of
accountability and continuous improvement in service delivery, both within the Utilities Department and in
collaboration with other departments providing services for utilities. Two example SLAs between city
departments will be provided under separate cover to the client as part of the final report.
Recommendation 24. Develop SLAs with partnering departments to clearly
define roles and responsibilities.
Another significant area requiring attention is the overlap and inefficiencies between the Finance Services
section of the Business Division and the Finance Department. Finance Services has taken on tasks
traditionally managed by the Finance Department but lacks the necessary access and authority in the
ERP system, currently Eden, to perform these tasks efficiently. This lack of access leads to duplicative
efforts and operational bottlenecks. The City is currently implementing a new ERP system, making this an
opportune time to address these issues and streamline operations.
For example, the Finance Services section handles tasks such as billings at the landfill scale house and
the septage receiving station at the Wastewater Treatment Plant (WWTP), which overlap with the Finance
Department's functions. However, due to a lack of access to the ERP system, the division cannot handle
adjustments or interact directly with the system, causing inefficiencies. The division manually processes
approximately 75 journal entries per year, which are then entered by the Finance Department due to the
Utilities Department's lack of direct access to the financial system. This additional step adds unnecessary
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complexity and delays. Providing access to the financial system will reduce the back-and-forth with the
Finance Department and streamline operations.
Additionally, the Finance Services section faces challenges in converting City budget and accounting
information into a pro-forma format for rate-setting purposes. Currently, this process is manual, prone to
errors, and time-consuming. It involves reconciling budget data with operational needs and historical
expenditure patterns, often leading to discrepancies between projected rates and actual financial
outcomes. This inefficiency can result in inconsistencies in rate adjustments and impact the department's
ability to accurately forecast revenue and expenditure trends.
The new ERP system should integrate directly with the pro forma and rate-setting process. This would
significantly improve efficiency and accuracy. By integrating budget data directly into the rate-setting
framework, the Finance Services section can streamline financial forecasting and rate adjustments. An
integrated system would automate calculations based on real-time financial data, ensuring that rate
adjustments align closely with budgetary requirements and operational needs. This approach reduces
manual work and enhances transparency and accountability in financial planning and decision making.
The Finance Services section currently uses a variety of asset management systems, most of which are
Excel-based and lack integration. This fragmented approach results in inefficiencies, difficulties
maintaining accurate and up-to-date information, and increases the risk of human error. Utilizing a true
asset management system as part of the CMMS recommended in an earlier section of this report would
centralize asset management, streamline maintenance scheduling, improve data accuracy, and enhance
overall operational efficiency. By moving all asset management functions to a CMMS, the Finance
Services section can eliminate the redundancy and manual data entry associated with multiple disparate
systems, thus improving reliability and effectiveness.
Recommendation 25. Establish a formal process for assigning and reviewing
departmental responsibilities to ensure tasks are appropriately delegated
and avoid unnecessary assumptions by the Utilities Department.
Recommendation 26. Empower Utilities Department staff to handle financial
and customer service issues by providing appropriate access and authority
in the financial system to allow them to handle financial adjustments,
journal entries, and other related tasks efficiently.
Recommendation 27. Integrate and standardize asset management systems
across the Utilities Department through a CMMS to replace the current
hodgepodge of systems.
Recommendation 28. Integrate the new ERP system with the pro forma and
rate-setting process that aligns with the City's budget and accounting
practices.
Over the years, the Utilities Department has often taken on tasks originally assigned to other departments
due to gaps in responsibility allocation, leading to inefficiencies and duplicated efforts. By formalizing a
structured process for assigning and regularly reviewing departmental responsibilities, the department
can clarify roles, reduce overlaps, and ensure that tasks are handled by the most suitable department,
thereby enhancing overall operational efficiency and focus. This approach will also foster a culture of
accountability and collaboration across the organization, aligning efforts more effectively with strategic
objectives.
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Strategic Planning for Future Growth
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Strategic Planning for Future Growth
As of January 1, 2022, the estimated population of the City had already reached nearl "tat surpassing as the most populous city in the county. Projections indicate growth
trend will continue, wit t e population forecasted to increase by 32 percent to 143,100 by 20502. Such
significant population growth poses opportunities and challenges for the department. As demand for
water and solid waste services escalates alongside the expanding population, the strain on existing
infrastructure, staffing, and resources become increasingly apparent. In response to this anticipated
growth, the City has undertaken various expansion projects to address immediate needs. However, while
the department has excelled tactically, the focus on urgent matters, like regulatory issues, has sometimes
overshadowed strategic planning and long-term vision. Strategic foresight is essential to ensure that the
utilities can effectively meet the evolving demands of a burgeoning population. This section outlines
recommendations for current expansions and discusses additional implementations necessary to
sustainably accommodate the City's projected growth in the coming years.
The department is preparing for two significant expansions, the development of a new landfill site and the
expansion of the WWTP. With the demand for waste management and wastewater treatment services
expected to increase alongside population growth, it is essential to plan these expansions meticulously to
ensure they align with the long-term goals and sustainability objectives. Additionally, the department is
planning to relocate water resources staff housed at the WWTP to the current landfill site to optimize
operations and resource allocation. This consolidation and proposed staffing increases underscore the
need for an expanded space. A well-designed building will reduce operational costs through functional
efficiencies and help attract and retain top talent.
Ensuring sufficient capacity and effective project management are paramount. The recent departure of
the deputy director overseeing Solid Waste, who was instrumental in designing the new landfill site, adds
a layer of urgency to these efforts. While the City is in the process of recruiting to fill the vacant deputy
director position, there is an immediate need to maintain momentum on this critical project. As one of the
key individuals responsible for overseeing the development of the new landfill site, the new deputy
director will play a vital role in ensuring effective project management and timely completion.
Additionally, with the impending closure of one of the few remaining nearby public landfills, Tajiguas
Landfill, there is added pressure to expedite the opening of the new site. This closure will impact the
available space at the new landfill site, necessitating prompt action to ensure adequate waste
management capacity for the City's future needs. The City must begin coordination for long-term
contracts to plan for the transfer work.
The future transition to the new landfill at is a critical juncture for the City, with significant
financial and operational implications. The esign and opening of a new landfill by 2030 represent a
substantial investment and a strategic move toward modernized waste management. However, the risks
associated with establishing a new landfill cannot be overlooked. These include the costs of construction,
potential regulatory hurdles, and the need for effective transition planning.
The interim period will require dual operations, managing the new site and the current regional
landfill until its closure is finalized. This phase is particularly challenging, as it demands precise planning
to ensure seamless operations, compliance with environmental regulations, and uninterrupted service to
the community.
Recommendation 29. Develop a comprehensive transition plan for the new
landfill at� to ensure a smooth changeover, addressing potential
challenges an to
that come with this critical juncture for the
City.
The transition to an electrified fleet, driven by the California Air Resources Board (CARB) is a crucial
environmental initiative for Solid Waste Collections. However, the department faces challenges with
z- County Association of Governments (SBCAG): Regional Growth Forecast 2050
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technology limitations, evident from an electric vehicle's inability to complete a full route, as well as the
financial implications of vehicle costs and charging infrastructure. Electric vehicles currently struggle to
complete a full route due to their limited battery life of 6-8 hours and reduced carrying capacity of 8 tons
compared to 10 tons for diesel trucks. Additionally, the cost of electric trucks is substantially higher, at
around $1,000,000 each, compared to $500,000 for diesel trucks. This financial burden necessitates
careful planning and budgeting to ensure compliance with the 2031 California regulations, which mandate
a shift from diesel to electric vehicles.
To meet these requirements, the team is purchasing new vehicles and upgrading existing ones to electric,
aiming to have seven side loaders and six front loaders by 2031. This will accommodate potential route
expansions and ensure compliance with the diesel cutoff date. The Interim Solid Waste Manager has
developed a fleet and staffing evaluation, which can be found under Attachment F.
The long-term implications of these regulations include the need for additional infrastructure to support
electric vehicles and the potential impact on service delivery. Diesel trucks can be used until the end of
their lifecycle post-2031, after which they must transition to electric. Until electric vehicles can match the
productivity of diesel vehicles, the City will need more vehicles and additional staffing to accomplish the
same number of daily pickups. Currently, electric automated side-loading residential loaders are
approximately 70-80% as productive as their diesel counterparts and twice as expensive.
Recommendation 30. Create an electrified fleet implementation strategy that
aligns with CARB's mandate, detailing timelines, budget and staffing
requirements, and staff training programs to facilitate the department's
transition.
If these issues are not addressed, the department may face increased operational costs and service
disruptions. Balancing environmental goals with operational feasibility is essential, and solutions like
hybrid models or a phased approach to electrification should be considered to ensure the department's
sustainability and efficiency. Moreover, the upgrade to scale software for improved compliance reporting
and the need to staff mandated programs like the diversion program are vital for regulatory adherence
and the department's future sustainability.
Updating and replacing infrastructure, similar to the future development of the new landfill at
and upgrades to the WWTP, will ensure the reliability and efficiency of the Utilities Departmen . ssessing
and upgrading meters, pipes, and other infrastructure will prevent potential failures and reduce
maintenance costs. This proactive approach will enhance service quality and customer satisfaction.
Before February 2022, the City was permitted under Central Coast Regional Water Quality Control Board
("Central Coast Water Board")Order No. R3-2010-0001 for individual waste discharge requirements for
discharges of domestic wastewater to land from the City WWTP, located on South Black Road in-
On September 25, 2020, the Central Coast Water Board adopted General Waste Discharge
Requirements Order No. R3-2020-0020 for Discharges from Domestic Wastewater Systems with Flows
Greater than 100,000 Gallons per Day. The City was required to enroll under the General Permit and
meet its increased and more stringent discharge requirements. The WWTP cannot currently meet the
requirements; as a result, the City will need to upgrade the plant and has already engaged a consultant to
manage the project.
IMPORTANT NOTE: The upgrade to the WWTP will require different treatment processes to meet the
new discharge requirements. These processes will most likely involve a more complex treatment process
that will require an increase in staffing. Recommendations for necessary staffing to properly operate and
maintain the plant and meet new discharge requirements will require careful consideration as the project
advances in order to maintain high standards and operational efficiency.
Recommendation 31. Evaluate staffing for the WWTP upgrade.
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Recommendation 32. Assess infrastructure and equipment necessary for
operations and update and/or replace where necessary.
The Wastewater Master Plan was last updated in 1993 and used during the last two treatment plant
expansions in 1996 and 2008. With the projected growth, anticipated higher household size and new
discharge requirements from the State, it is essential to update the master plan. The City is planning to
develop a new Master Plan as part of the WWTP upgrade project to comply with these new requirements.
The new Master Plan will not only update, replace, and expand on the 1993 version but also ensure that
the WWTP has the necessary capacity and employs efficient processes and advanced technologies to
treat liquids and solids in conformance with current and anticipated environmental standards. This
forward-thinking strategy will outline the long-term vision and actions needed to manage the City's water
resources sustainably, ensuring the protection and optimal use of these resources. The plan should
include an assessment of existing infrastructure, identify infrastructure needs, and set long-term goals,
with updates recommended every five years to stay ahead of changing conditions and regulations.
It is recommended to proceed with the new Wastewater Master Plan, incorporating a regular update cycle
every five years, to ensure ongoing compliance with state regulations, accommodate future growth, and
maintain the efficiency and sustainability of the wastewater treatment facilities.
The City does not have a water master plan but has an urban water master plan last updated in 2020.
There is a need to develop a comprehensive Water Master Plan that aligns with the latest industry
standards and growth projections. This strategic update will ensure the water management system is
equipped to handle future demands efficiently and sustainably. A thorough assessment of the existing
infrastructure within this plan will highlight necessary improvements and help establish long-term goals,
securing the City's water resources for the coming years and fostering a proactive approach to
environmental conservation and resource management.
Recommendation 33. Develop the water master plan to reflect the latest
industry standards and growth projections, ensuring the Department's
infrastructure can meet future demands.
Developing a Solid Waste Master Plan is essential to align with the recent changes and projected growth.
Best practices and data indicate that efficient and sustainable waste management is crucial for meeting
future demands and environmental standards.
This plan will enhance the department's operations by ensuring that solid waste management practices
are efficient, sustainable, and capable of handling increased waste volumes. The impact will be
significant, leading to improved operational efficiency, reduced environmental footprint, and better
resource management, ultimately supporting the City's long-term sustainability goals.
Recommendation 34. Develop a Solid Waste Master Plan.
Water meters can lose accuracy as they age. Newer meters provide more accurate water consumption
data; this will allow the utility to charge more accurately. Reducing the amount of unbilled water will
increase utility revenue. Meters should be replaced every 15 to 20 years. Establishing a replacement
program provides an annual replacement budget amount necessary to fund the replacement program.
Recommendation 35. Establish a water meter replacement program.
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Safety
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Safety
A critical area that requires continued attention is expanding the department's existing safety program.
Recognizing the department's recent designation of a dedicated safety position and update of its safety
plan, it is evident that the department has taken proactive steps toward bolstering its safety program.
Utilities has established a specialized safety program to strengthen existing protocols and ensure
compliance with industry standards, as well as to foster a culture of safety through targeted training and
rigorous oversight. Centralizing safety management under a designated administrative leader will enable
the department to effectively manage risks, reduce incidents, and safeguard personnel and the public,
thereby reinforcing organizational stability and financial health.
Currently, each of the solid waste collection vehicles has safety cameras installed. However, there are
additional features that are not installed, which are considered best practices in the industry. In addition to
the current cameras, there is an option to install an internal-facing camera, which is not utilized inPin
These interior cameras help with accident investigations and could decrease liability by prove a
c ear view of the driver's actions and the vehicle's interior environment. The City of San Antonio
conducted a pilot program from 2009 to 2011, where they installed interior cameras in their collection
vehicles. This program resulted in a significant reduction in collection vehicle accidents -from 142
accidents in 2009 to 57 in 2011, a decrease of nearly 60%3. Additionally, there is a feature that sends a
signal for a distracted driver, alerting the driver to potential safety risks in real time. Implementing these
advanced features can significantly enhance the overall safety of the operations, improve accountability,
and reduce accidents and associated costs. By adopting these industry-best practices, the department
can ensure a higher standard of safety and efficiency in its solid waste collection operations.
Recommendation 36. Implement an interior monitoring system in the
collection vehicles to ensure safety and efficiency.
Recommendation 37. Introduce a distraction alert system in the collection
vehicles that send signals to drivers when they are detected to be
distracted.
To further enhance safety and encourage best practices among drivers, it is recommended to establish a
driver scoring system for the collections vehicles. This system would evaluate drivers based on key
performance metrics such as adherence to safety protocols, driving behavior, and incident records and
recognize drivers who achieve above a certain score (for example, a score of 90%or higher). While this
initiative may represent a significant investment, the potential benefits of reducing liability and enhancing
operational safety are substantial. The scoring system promotes accountability and continuous
improvement, fostering a culture of excellence within the department. By recognizing top-performing
drivers, the department can motivate all drivers to adopt safer driving habits, ultimately reducing the risk
of accidents and enhancing overall operational efficiency. This approach aligns with industry-best
practices and supports the department's commitment to safety, efficiency, and employee engagement,
making the initial costs justified by the long-term gains.
Recommendation 38. Establish a driver scoring system for solid waste
collections vehicles and introduce a recognition program for drivers who
achieve above a certain score.
3KENS Channel 5, San Antonio, Texas: Smile,you're on garbage-cam!City monitors drivers, roadways
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Succession Planning
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Succession Planning
The employee survey revealed concerns in talent management. 65% of staff expressed doubts about the
City's capability to attract and retain talent, mirroring sentiments from staff interviews, highlighting a
critical area for improvement in human resources (HR) strategies.
Succession planning is a strategic practice of cultivating a talent pipeline within an organization to ensure
the continuity of service delivery by identifying and preparing potential leaders for future leadership roles.
Succession planning nurtures growth and enhances the retention of employees. Effective succession
planning helps employees see a well-defined career trajectory within the organization. This inspires
individuals to invest in their professional development and cultivate a sense of loyalty and commitment to
the organization. The result is a more engaged and dedicated workforce.
Significant turnover has tangible implications for the department and the community. With each
separation, the department loses institutional knowledge and expertise. The turnover affects project
continuity, collaboration, and efficiency within the department's workforce. As remaining team members
take on an additional workload, the potential for burnout and decreased job satisfaction may also
increase, which can exacerbate the cycle of turnover. Over time, morale may suffer, and a sense of
instability can permeate the workplace. This can make attracting and retaining top talent difficult.
The loss of experienced personnel hampers the ability to deliver timely and high-quality services. As a
result, projects may experience delays, maintenance schedules might be disrupted, and critical upgrades
could be deferred. In the long term, this could erode public trust in the department's ability to meet their
needs effectively, potentially leading to broader community-wide consequences.
To mitigate these risks, the new organizational structure recommended in the below section supports
succession planning by ensuring no more single points of failure. This structure promotes a more resilient
and adaptable workforce capable of maintaining operational continuity despite personnel changes. By
distributing critical responsibilities and knowledge among multiple employees, the department can better
preserve institutional knowledge and expertise, reducing the impact of turnover and enhancing overall
stability.
The department should a comprehensive retirement eligibility analysis to identify those positions that are
likely to become vacant due to retirements. This analysis will enable the organization to proactively plan
for succession, ensuring a smooth transition of knowledge and responsibilities. By anticipating vacancies,
the organization can develop targeted recruitment and training programs to prepare internal candidates
for advancement, thereby reducing the disruption caused by employee turnover. This foresight allows the
organization to preserve institutional knowledge, maintain continuity in critical roles, and foster employee
development by creating clear career pathways. Although conducting a retirement analysis was beyond
the scope of this project, an examination of employment dates provided by the City revealed that the
average tenure of Utilities Department employees is approximately 8.53 years with nine employees
having worked for over 20 years, and 25 employees for 15 or more years. This aging workforce indicates
anticipated turnover in the coming years, particularly among field employees. All Solid Waste Equipment
Operator Its have worked more than 10 years, while the Solid Waste Equipment Lead Operators have
worked more than 20 years and are expected to retire over the next year. A full retirement eligibility
analysis would provide a more detailed and precise forecast of impending vacancies, enabling even more
targeted and effective succession planning efforts.
Recommendation 39. Conduct a comprehensive retirement eligibility analysis.
Once at-risk positions are identified through the retirement eligibility analysis, training and development
opportunities can be created to target the competencies and specific skills needed to ensure a seamless
transition, maintain operational continuity, and prepare the next generation of leaders within the
organization.
Additionally, when the department becomes aware of supervisors or managers retiring or leaving the
organization, those employees should be asked to create a transition plan that documents important
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Succession Planning
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"need to know" information for their successor. A key component of this transition plan is documenting
duties and responsibilities comprehensively. Documenting institutional knowledge before employees
leave is crucial to ensure a thorough and effective knowledge transfer. This is especially important for
single-person classifications. Attachment G provides a sample of a position profile template that the
department can use to ensure knowledge transfer.
Recommendation 40. Develop and implement a knowledge transfer process
and tools.
In addition to these activities, the department would benefit from encouraging the establishment of
individualized training and career development plans. These plans would empower employees to take
ownership of their professional growth by collaboratively creating personalized pathways with their
supervisors. While the initiative should come from the department in concert with HR, the responsibility for
crafting and implementing these plans would primarily lie with the individual employee and their
supervisor. By tailoring development opportunities to each employee's unique skills, interests, and career
aspirations, the department can foster a culture of continuous learning and growth, leading to greater
employee satisfaction, retention, and organizational success.
Recommendation 41. Establish training and career development plans.
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Organization Structure and Staffing
s 111 �ui ui m s ul°° ui �ui ur � ul0 ui° Structure
The current department structure is characterized by a disjointed and relatively flat hierarchy,
substantiated by several key observations4. Several single points of failure are evident, indicating that the
structure was designed for the status quo rather than accommodating growth and strategic initiatives. The
employee survey reinforces these issues, with 58% of respondents disagreeing that staffing levels are
appropriate for the workload, and 62%finding staffing levels inadequate for the required work. Staff, while
hardworking and cognizant of their impact on residents' quality of life, are overwhelmed by the daily
workload of operations. (We typically find that about 70 to 80 percent of employee respondents in
organizational assessments believe that staffing levels are appropriate.)Additionally, the department
operates in status quo mode, primarily focused on operational rather than strategic objectives.
There is notable reliance on support from Public Works which, due to evolving regulatory requirements,
often lacks the specific expertise needed by the department. Building this expertise within the department
is crucial to ensure sustainable operations and strategic planning. The absence of inspection staff and
insufficient plan review capabilities are becoming increasingly problematic, especially with new
developments.
The department needs to address these structural inefficiencies to ensure compliance with regulations
and support future growth. This includes staffing mandated programs like the solid waste diversion
program, implementing succession planning, and establishing clear training and productivity standards..
The survey data, indicating a high awareness of job vacancies but a significant perception of inadequate
staffing, underscores the urgency for structural reform to meet the department's present and future
demands.
Engineering and Technology Division
The Utilities Department has four engineer positions—two specializing in Water Resources (Principal Civil
Engineer, Senior Civil Engineer) and two in Solid Waste (Principal Civil Engineer and Engineer 1/11).
Historically, the Utilities Department relied on the Public Works Department for engineering support,
including capital improvement projects and inspections. However, when the Department split from Public
Works, the expectation was for Utilities to remain primarily operational, without direct involvement in
engineering or development review functions. Over time, Public Works has shifted its focus away from
Utilities projects, leading to a decline in technical expertise needed for critical tasks such as trash
enclosures and sewer capacity assessments. Despite evolving expectations, the Utilities Department has
not been built up to handle these responsibilities.
This has led to inadequate review and implementation of service requirements for Utilities services in new
or redeveloped parcels. Examples include inconsistent consideration of Utilities capacity constraints for
water and sewer or site design to accommodate adequate trash enclosures.. Utilities, lacking their own
inspectors, must rely on Public Works Inspectors. This arrangement has deteriorated over the years, with
Public Works no longer inspecting water meter installations, instead, delegating this responsibility to the
Community Development Department. This has led to additional issues, as the Community Development
staff believe they are not adequately trained to assess meters, especially larger and underground ones
despite multiple trainings from Utilities staff. One of the concerns raised by Community Development staff
is that water meters do not always fit the plumbing correctly, requiring the expertise of Utilities staff for
proper installation.
The roles and responsibilities between Utilities, Public Works, and Community Development have
become increasingly blurred due to turnover, resulting in Utilities absorbing more engineering-related
4 Please note, all current state division organization structures are based on the current state approved in February
2024.
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Organization Structure and Staffing
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duties. This shift has strained the Utilities Department's capacity, especially in areas traditionally overseen
by Public Works.
In the 2022 Organizational Review of Public Works, the Matrix Consulting Group recommended that the
design and construction of the Utilities capital improvement projects be transferred to the Utilities
Department. This move was aimed at balancing the workload of the existing staff and reducing the scope
of projects that the staff had to manage. It does make sense for the Utilities Department to take on these
responsibilities, but they do not currently have the staffing to do so.
To address these challenges effectively, it is recommended to consolidate the four engineers currently
distributed across Water Resources and Solid Waste into a unified Engineering Division within the Utilities
Department. This consolidation would streamline project oversight, enhance technical expertise, and align
engineering efforts closely with Utilities'operational goals. Furthermore, additional staff(two Senior Civil
Engineers, one Public Works Inspector, and one division head -an Organizational/Enterprise Leader
[Non-Safety] or Engineering Division Deputy Director)should be hired to build capacity within the
Engineering Division to manage the expanding workload previously handled by Public Works. This
strategic expansion will ensure that Utilities has the requisite skills and resources to independently
oversee and execute engineering tasks, including capital improvements and regulatory compliance
initiatives.
The additional positions will provide added technical expertise in the integration and utilization of GIS for
spatial data analysis, infrastructure mapping, asset management, and development review meetings.
Additionally, they will help in the implementation and maintenance of SCADA systems for real-time
monitoring, control, and automation of water and waste operations. We believe these positions will help
improve data accuracy, operational efficiency, manage performance metrics, and streamline work.
Consolidating engineers into a dedicated division will bolster staffing levels, and importantly, Utilities can
more effectively mitigate operational inefficiencies, improve project delivery timelines, and maintain high
standards of service across its operational areas. This organizational realignment will also foster clearer
delineation of responsibilities and improve coordination with other City departments, ultimately enhancing
overall service delivery to the community.
The Utilities Department pays approximately$800,000 annually to the General Fund for Public Works and
Community Development services through the utility franchise fee. This arrangement was established
based on a cost allocation framework developed in 2019, aimed at ensuring compliance with
Proposition 218 and accurately reimbursing the General Fund for overhead costs not covered in the
existing cost allocation plan.
The basis for the $800,000 annual transfer no longer exists. In addition, the services related to
development projects are to be completely offset by fees, as the City Council approved 100% cost
recovery in 2024. With the justification for transfer no longer relevant and the difficulty in providing
necessary services to Utilities from Public Works and Community Development, reallocating these funds
to establish an independent engineering division within Utilities would be the most effective for providing
service while limiting additional financial impact to the Enterprise Funds. This strategic realignment would
allow the department to build its internal engineering capacity, enhancing its ability to manage and
oversee critical projects and planning and other infrastructure needs.
One personnel change in the FY 2024-2026 budget was approved to begin to address the engineering
expertise required in Utilities. This included the upgrade of a vacant Senior Civil Engineer in Solid Waste
to a Principal Civil Engineer.
Utilities aims to take full ownership of CIPs from start to finish, including inspections, due to a lack of
ownership in other departments. This strategy would allow Public Works to manage Citywide General
Fund projects while Utilities focuses on Utilities Enterprise Fund projects. Presently, the Director of
Utilities, the only person with CIP experience, is heavily involved in CIP reviews routed from Public
Works. To reduce reliance on the Director, an Engineering Division Deputy Director is recommended to
lead the Division, enabling the Director of Utilities to concentrate on broader responsibilities rather than
being a Project Engineer.
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Organization Structure and Staffing
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Recommendation 42. Consolidate current engineering staff in the Engineering
Division.
Recommendation 43. Create an Engineering and Technology Division, with an
Engineering Division Deputy Director(Organization/Enterprise Leader)
reporting directly to the Director.
There is a significant gap in inspection expertise within the Utilities Department, as staff must train
inspectors from Public Works and Community Development, who still require assistance from Utilities
staff for routine reviews. Hiring an internal inspector would eliminate this dependency, ensuring more
efficient and autonomous project management. This addition will ensure that inspection expertise is
readily available, reducing the reliance on other departments and enhancing overall efficiency.
Furthermore, it will improve the quality and safety of Utilities projects by ensuring compliance with all
relevant regulations. A dedicated inspector will also streamline project timelines, leading to faster
completion and better resource allocation.
Looking ahead, it is important to recognize that additional inspectors may be required as development
citywide continues to grow. Ongoing evaluation of inspection needs will be necessary to determine if
further inspectors are required in the future. Proactively assessing these needs will ensure that Utilities
can maintain high standards of quality and efficiency in its delivery of services and projects.
Recommendation 44. Add one inspector initially and evaluate demand for
additional inspectors.
It was noted that Utilities Department staff do not attend development review meetings, instead rely on
Public Works for review and consideration of Utilities impacts. With a lack of utilities experience and
focus, this reliance has resulted in unsatisfactory outcomes for Utilities services and dissatisfaction with
the development community. With a newly formed Engineering Division, we recommend Utilities
Engineering staff begin attending these meetings. Assigning Engineering staff to these meetings will
ensure that technical expertise is directly applied, leading to more accurate and efficient reviews. This will
also facilitate better communication and collaboration between departments, improving project outcomes.
Recommendation 45. Assign staff from the newly formed Engineering and
Technology Division to attend Development Review meetings.
The department's lack of technical support is a significant shortcoming. All technological needs are
currently handled by the Utilities Technology Analyst, which poses a risk due to reliance on a single
individual. This approach does not align with best practices, as it lacks redundancy and backup support in
case of emergencies or extended absences. Furthermore, the workload for the Utilities Technology
Analyst is already substantial, and with the addition of a recommended CMMS, the division's technology
demands will further increase, necessitating additional support. We recommend increasing technical
expertise within the division to assist the current staff in meeting the needs of the growing Department.
Creating a team dedicated to engineering and technology within the department will provide expertise and
support to assist current staff in leveraging technology effectively, thereby enhancing operational
efficiency. The proposed structure can be seen in Figure 10.
To provide leadership and direction for technological initiatives, it is recommended to hire an Information
Technology Manager who will oversee the new Information Technology workgroup. This managerial
position will ensure that technology resources are effectively deployed to support departmental
objectives. Hiring an Information Technology Manager will streamline the coordination of technology
initiatives, ensuring that the Utilities Department's systems are robust, secure, and up-to-date. This role
will foster innovation by implementing advanced technologies and best practices, leading to more efficient
service delivery and better resource management.
As noted in the Streamlining Operations and Leveraging Technology section of this report, implementing
a CMMS and preventative maintenance program is essential for the department to enhance operational
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Organization Structure and Staffing
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efficiency and reduce downtime. An appropriate rollout and implementation of such a system will ensure
that maintenance tasks are performed proactively, leading to cost savings and improved asset
management. If the department continues without a CMMS, it may face increased maintenance costs,
equipment failures, and potential service disruptions. Therefore, it is crucial to prioritize the
implementation of a CMMS with a strategic and well-planned approach to maximize its benefits and
support the department's long-term success. This will facilitate data-driven decision-making and help
capture institutional knowledge within the department. Managing these systems and obtaining important
data and reports is a complex and ongoing responsibility, therefore we recommend hiring a Business
Systems Analyst to implement and support the CMMS.
Recommendation 46. Hire an Information Technology Manager(Program
Leader)to oversee the new Information Technology team in the
Engineering and Technology Division.
The technical expertise of the EIT and Utilities Technology Analyst, currently under Wastewater/Storm
Sewer, aligns more closely with the Engineering and Technology department. This move will enhance
operational efficiency by providing necessary backup opportunities and ensuring continuity in technical
knowledge. Integrating these roles under the Information Technology Manager(Program Leader) in
Technology will streamline workflows and foster a cohesive team environment. This realignment is
expected to improve departmental performance and support the organization's technological initiatives.
Recommendation 47. Move the Electrical and Instrumentation Technician and
Utilities Technology Analyst to the Engineering and Technology Division.
Recommendation 48. Hire a Business Systems Analyst to oversee the
implementation of the new CMMS and assist with managing the system
after the implementation phase.
GIS provides detailed spatial data and analysis essential for efficient infrastructure management. It is our
understanding that there is at least a five-year backlog of the GIS as-built data in Public Works. This is
problematic as it hinders accurate and up-to-date mapping, delays project planning and execution, limits
modeling accuracy for water and wastewater services, does not provide base information for
implementation of a complete CMMS, and impacts overall operational efficiency. Engaging consultants or
qualified temporary help to address the backlog of GIS data to catch up the backlog of GIS data will
provide accurate data management, thereby preventing delays in water and sewer model updates, as
well as tracking maintenance activities and needs in a CMMS.
The volume of data the department collects has outpaced its capacity to analyze and utilize it effectively.
The current GIS Technician I/II, a relatively new role within the department, is operating at or beyond
capacity and lacks sufficient time to fully leverage skills to enhance technological operations. To address
this, we recommend the addition of a GIS Analyst. A GIS Analyst is crucial for distributing the workload
more effectively, bringing in specialized expertise for advanced GIS tasks, and supporting succession
planning by developing a skilled team. While the GIS Analyst will focus on advanced spatial analysis and
integrating new technologies, the existing GIS Technician handles general GIS data management and
maintenance. For example, the GIS Technician updates sewer maps, whereas the GIS Analyst uses
these maps to determine optimal routes for new pipes or identify areas needing repairs based on data
patterns. This deeper analysis is essential for making smarter decisions about infrastructure. The volume
of data the department collects has outpaced its capacity to analyze and utilize it effectively.
Recommendation 49. Add a GIS Analyst to enhance the capacity to fully
analyze and utilize the data being collected.
Recommendation 50. Hire consultants or qualified temporary help to assist
with the backlog of GIS data.
Computer Aided Design (CAD)drawings are not consistently provided with final plans, which necessitates
transforming these drawings into shapefiles for use in GIS. This gap in the workflow creates inefficiencies
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Organization Structure and Staffing
ti hies epartment Assessment
and potential inaccuracies in spatial data integration. Improving collaboration between CAD and GIS
teams will streamline workflows and ensure spatial data is accurately integrated into final plans.
Receiving CAD drawings with final plans would further enhance the precision and reliability of
infrastructure projects. This improvement will lead to more efficient project execution, reduce errors, and
enhance data integration. Ultimately, this will result in more accurate and reliable infrastructure planning
and maintenance. Additionally, fostering a more cohesive working environment that encourages
knowledge sharing and innovation will improve overall productivity and service delivery within the
departments. Adding staffing in Utilities to address Utilities-related items for new development and capital
projects as previously recommended in this section will facilitate a close coordination of CAD data from
those processes and the GIS system necessary for Utilities by providing both services within the
Department with a focus on utilities.
Recommendation 51. Improve collaboration between CAD and GIS teams to
streamline workflows and ensure receipt of CAD drawings with final plans
for accuracy.
The GIS Technician I/II is recommended to move from the Water Resources Division to the Engineering
Division, as this strategic move will consolidate engineering staff from Water Resources and Solid Waste
into a single, cohesive unit, fostering a more collaborative environment, streamlining workflows, and
improving communication among team members. This move will lead to more innovative solutions and
efficient problem solving, while also optimizing resources, reducing redundancy, and allowing for a more
specialized focus on GIS-related tasks within engineering projects, ultimately strengthening the
Department by creating a more integrated and efficient engineering team that delivers better service and
infrastructure management.
Recommendation 52. Move the GIS Technician 1/11 from Water Resources to
the Engineering Division.
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Organization Structure and Staffing
tj jtjes epartment Assessment
Figure 10. Proposed Engineering and Technology Division Organization Structure
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Technology'
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Solid Waste Division
The Solid Waste Division's responsibilities are vast, covering the entire lifecycle of waste management to
maintain cleanliness, promote recycling, and ensure compliance with all relevant regulations. The division
is structured into five distinct operational areas: refuse collection for residential and commercial sectors,
landfill disposal operations, street sweeping, recycling operations, and regulatory compliance. This
division is led by a Deputy Director (vacated at the initiation of this project)who oversees a total of 64
FTEs as shown in Figure 11. Within this framework are two Solid Waste Managers who specialize in
Collections and Landfill operations, ensuring that each functional area is managed effectively and per
environmental regulations and community needs from the point of collection to the final disposal or
recycling. Overall, the division is well organized and serves as a model for the remaining divisions.
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Organization Structure and Staffing
ti hies epartment Assessment
Figure 11. Current Solid Waste Division Organization Structure
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The current arrangement where five Public Works Fleet staff members are stationed at the landfill as part
of the Utilities Department presents an operational challenge. While the Utilities Department bears
financial responsibility for these personnel, they remain under the supervision of Public Works
Department staff. This setup creates an inherent organizational disconnect, potentially impacting the
efficiency and autonomy of fleet operations within the Utilities Department. Given the complex nature of
Utilities fleet management, this lack of direct oversight may hinder strategic decision making and
operational agility needed for optimal performance. To streamline operations and enhance efficiency in
fleet management, it is recommended to formally integrate the Public Works Fleet staff housed at the
landfill into the Utilities Department's organizational structure. This integration should include establishing
direct supervision and accountability within the Utilities Department, aligning these personnel more
closely with the specific operational needs and priorities of utilities fleet management.
A detailed transition plan should be developed to ensure smooth integration. The plan should include
timelines for transitioning supervisory responsibilities, reallocating reporting structures, and providing
necessary training for new leadership. Additionally, key milestones should be established to assess
progress and address operational concerns during the transition.
By consolidating oversight and control, the Utilities Department can better leverage its resources,
optimize fleet maintenance and deployment strategies, and ensure that fleet operations align seamlessly
with departmental goals and objectives. This proposed move will not impact procurement and
replacement; we recommend continuing to coordinate those functions citywide, as is the current practice
across all departments.
Recommendation 53. Transfer Fleet operations at the landfill from Public
Works to the Solid Waste Division reporting to the Deputy Director.
Recommendation 54. Develop a transition plan for the transfer of Fleet.
Each operating division has a regulatory compliance function; however, years ago, there was one single
Regulatory Compliance Division. Our initial recommendation based on staff interviews and materials
provided by the Department was to combine Regulatory Compliance staff in Water Resources and Solid
Waste to help cross-train staff and learn the nuances of each workgroup, allowing the workgroup to sit
within the business group. However, after discussions with the Utilities team, this approach was found to
be unfeasible. Because the work is so specialized and permitting requirements are so different,
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Organization Structure and Staffing
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opportunities for cross-training are extremely limited. Instead, it is recommended to further bifurcate the
groups so that regulatory compliance and operations staff work together as a team. This decision allows
each group to place more attention on their independent areas, ensuring better focus and efficiency in
their respective domains. Given that regulations drive operations and have become increasingly complex,
it is optimal for the teams to collaborate closely.
As a landfill owner and operator, the City is subject to a comprehensive framework of regulations
designed to ensure environmental protection, public health, and safety. Key regulations include:
• California Code of Regulations (CCR), Title 14: This title governs solid waste management,
including the operation and closure of landfills. It sets standards for landfill design, operation,
monitoring, and reporting.
• California Integrated Waste Management Act (AB 939): This act requires local jurisdictions like
the City to divert a certain percentage of waste from landfills through recycling and composting
initiatives.
• State Water Resources Control Board (SWRCB) Regulations: Landfills must comply with waste
discharge requirements that prevent contamination of groundwater and surface water. Operators
are required to implement monitoring programs and corrective actions if contamination is
detected.
• Air Quality Regulations: Landfills must adhere to air quality standards set by the California Air
Resources Board (CARB) and local air quality management districts. This includes managing
landfill gas emissions and implementing control measures to reduce volatile organic compounds
(VOCs).
• California Environmental Quality Act (CEQA): This act requires landfill operators to conduct
environmental impact assessments for new landfill projects or significant expansions, ensuring
that potential environmental impacts are considered and mitigated.
• Post-Closure Maintenance and Monitorina Regulations: After a landfill is closed, operators are
required to monitor and maintain the site for a specified period, ensuring that it does not pose
environmental or public health risks.
• Public Participation Regulations: Landfill operators must provide opportunities for public input and
engagement regarding landfill operations, expansions, and closure plans, fostering transparency
and community involvement.
In addition, as a municipal solid waste, recycling, and organics waste service collection provider, the City
is governed by a range of regulations aimed at promoting sustainable waste management practices,
enhancing recycling rates, and reducing environmental impact. Key regulations include:
• California Intearated Waste Manaaement Act (AB 939): This act requires local jurisdictions to
develop and implement waste diversion programs to reduce the amount of waste sent to landfills,
targeting a diversion goal of 50% (and higher in some areas).
• Senate Bill 1383 (SB 1383): Enacted to reduce organic waste in landfills, this law mandates that
jurisdictions implement programs for the collection of organic materials, including food waste and
green waste, and achieve a 75% reduction in organic waste disposal by 2025.
• AB 341: This legislation requires commercial businesses generating a certain amount of waste to
recycle and mandates that local jurisdictions develop recycling programs to meet diversion goals.
• AB 827: This law enhances access to recycling programs for multi-family residential dwellings,
requiring property owners to provide recycling services.
• California Code of Regulations (CCR), Title 14: This title contains detailed requirements for the
management of solid waste, including collection practices, recycling mandates, and reporting
obligations for waste diversion efforts.
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Organization Structure and Staffing
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• California Environmental Quality Act (CEQA): Waste collection providers may need to comply
with CEQA when implementing new programs or expanding existing services, ensuring that
potential environmental impacts are assessed.
• Container Recycling Regulations: Providers must adhere to regulations governing the collection
and processing of beverage container recyclables under the California Beverage Container
Recycling and Litter Reduction Act (AB 2020).
• Local Franchise Agreements: Many jurisdictions have franchise agreements that outline specific
requirements for refuse, recycling, and organics collection, including service standards, reporting,
and community outreach efforts.
• Hazardous Waste Regulations: Collection providers must comply with regulations regarding the
handling and disposal of hazardous waste, ensuring that such materials are managed in
accordance with state and federal laws.
A similar recommendation to split the regulatory compliance group, based on comparable circumstances,
was developed for the Wastewater and Water workgroups. Please refer to Recommendation 59 below.
Recommendation 55. Split Regulatory Compliance between Landfill and
Collection Operations.
A dedicated Regulatory Compliance Manager for the Recycling and Diversion team is crucial for
overseeing the expanding recycling and diversion programs. This manager would unify team activities,
ensuring a cohesive strategy across all programs. They would provide strategic oversight, align programs
and positions, and develop long-term strategies to address new regulations and operational challenges.
This role would also improve coordination with operations staff, while the supervisor focuses on direct
staff management, program implementation, and compliance tracking. Adding this managerial layer
bridges the gap between specialized roles, driving unified initiatives and ensuring regulatory compliance
and outreach programs work seamlessly. This structure mirrors the peer-to-peer relationship with the
Regulatory Compliance Manager on the Solid Waste Disposal side, who currently manages fewer staff.
Recommendation 56. Hire a Regulatory Compliance Manager to oversee the
Recycling and Diversion team.
The current Solid Waste Landfill Supervisor is completing the task of maintaining the landfill gas system
and carrying out various technical maintenance activities. This situation not only proves inefficient for the
supervisor, but also creates internal conflicts regarding responsibility—specifically, whether such tasks
fall under the regulatory compliance group or the landfill operations group. In addition, while the Public
Works Facilities team supports the general facilities on site, they do not support the generator, scale
house, or other specialized technical systems residing in Utilities. To address these challenges, it is
recommended that a specialized Field Technician be hired specifically for landfill operations. This new
role would report directly to the Solid Waste Landfill Supervisor overseeing landfill operations and would
focus on maintaining the landfill gas system and other specialized site maintenance activities. This
addition would ensure the efficient functioning of these systems, allowing the supervisor to concentrate on
their primary responsibilities. Meanwhile, the Public Works Facilities team should continue to support the
facilities for which they are currently assigned and responsible.
Recommendation 57. Hire a Field Technician to maintain landfill gas systems
and perform specialized site and facility maintenance.
The City contracts out an ongoing function of ensuring compliance with California's SB 1383 regulations,
a position crucial for the City's compliance efforts. The contracted role includes engaging with businesses
and apartment complexes to encourage participation in organic waste and recycling programs. The
responsibilities also encompass addressing contamination issues and providing necessary resources
such as indoor containers and informational materials. The role involves performing route audits to verify
proper waste sorting, utilizing technology for accurate recordkeeping, and adhering to and developing
procedures to streamline field processes. Despite the importance of these tasks, the current contracting
arrangement has resulted in a lack of continuity of services with more than six different contracted
34
Organization Structure and Staffing
ti hies epartment Assessment
employees carrying out the work over the past two years. This arrangement is not effective and does not
fully leverage the potential for operational efficiency and cohesive integration within the Utilities
Department.
To enhance operational efficiency, ensure regulatory compliance, and improve waste management
practices, it is recommended to hire a dedicated Regulatory Compliance Specialist 1/11 for this role.
Bringing this position in-house will streamline workflows, improve the consistency of field operations, lead
to more effective route audits, and better management of waste sorting processes. Importantly, it will
ensure continuous and thorough compliance with SB 1383 regulations, including more consistent
engagement with businesses and apartment complexes, addressing contamination issues promptly, and
providing ongoing support and resources. In addition, utilizing technology for accurate recordkeeping and
reporting will be more efficient with a dedicated employee facilitating better tracking of compliance efforts
and more reliable data for analysis and reporting. An in-house Regulatory Compliance Specialist 1/11 can
develop and adhere to procedures that streamline field operations, reducing redundancies and improving
overall efficiency. Integrating this role within the Utilities Department will foster a more cohesive working
environment, encouraging knowledge sharing and innovation.
Recommendation 58. Hire a dedicated Regulatory Compliance Specialist 1/11
for diversion responsibilities.
The proposed organizational structure in Figure 12 captures the new Fleet workgroup transferred from
Public Works and the addition of a Field Technician, Regulatory Compliance Manager and Regulatory
Compliance Specialist 1/11. By moving Engineering staff from Solid Waste to its own workgroup directly
reporting to the Director of Utilities, Solid Waste increases its headcount by 3 FTEs.
IMPORTANT NOTE: As the department transitions operations to the new landfill a� an
increase in staffing will be necessary. While the exact number of additional staff is not yet etermined —
pending completion of the final site design and planned operations— it is crucial the department assess
this need carefully as plans for operations at the new landfill site. At a minimum, it is expected that
additional Regulatory Compliance Specialist 1/11 positions will be required. Furthermore, Utilities should
evaluate the viability of the existing specialist-to-manager structure to ensure effective hierarchical
supervision and support for succession planning. Staffing structure must foster accountability,
mentorship, and professional development, all of which are key to maintaining high standards and
operational efficiency.
35
Organization Structure and Staffing
tI Ides epartment Assessment
Figure 12. Proposed Solid Waste Division Organization Structure
"
Solid Waste
67 FTE
Cepwty Dieectw(1)
Collections Fleet' Landfill
391FTE 5 FTE. 22 FTE.
1Leed Mlec[an1c.J 11'
Solid Waste manage,(11) Field Meehaniic(3i' Salkld'NwIe Manners(1)
Mai nitemmnce'u'darkerr I f,1)�
Regulatory & Operations& Reglallatary
Street Sweeping
Compliance Maintenance Maintenance Carnplianoe'=
r FTE M FTE (Contracted) 1e FTE a FTE
1 it Is>r/ in Vr ,, loud W.ote CClllecMa. ��afid VWaate LandF, 11agulatony+C:on,,binoe Manager
'Nl ir'ral; uperv➢sar(11 SUIpeTvxasrr'41p (1y
F'egullatary C,,,l nne.Saipyewis..rvr S Vid Was8e Epui,r,nt Lead 1� pe.tor Field.Teclnnl-in(1)1 RegulmUal'y Canepliance;p—lin
(1 y (2) Landfilq Heavy Epiuipment Lead V1I Q21,
Sapid Waste EguiPmernt Cnzvu!Leadar ITpe-t.,)2(
(23 Landfill Heavy Equiiprnent Operator
lllhllities,Odreach Specialist(2) ScAd UMaste Egnlpnient Operator 114 S11 (7')
Soilld haste Equipment Operator I('B4) Mdaiintein-ce Wcrrlker U11(7')
Mhawlenance W'Warkex 11(2y
r Mori
(ru 11 if N, 1,p(nip
'Pus'it...i.ove6
2 SW ree—mended to relacate from Pu1k111c''Works Department'Baker TIIIy recoimmends reviobing alllatations Weed on future staffing needs.
Water Resources Division
The Water Resources Division is structured to encompass several critical areas of service: Water,
Wastewater Treatment, Sanitary and Storm Sewer Collections, Regulatory Compliance, and Engineering.
This division is tasked with the vital responsibility of ensuring an adequate supply of potable water for
domestic, industrial, and fire protection purposes, operating the City's WWTP, and maintaining sanitary
sewer and storm systems.
At the start of the Baker Tilly assessment, the division was managed by a singular Water Resources
Manager overseeing all sections. Upon approved personnel changes in the FY 2024-26 budget, the
division now has authority to hire a new deputy director and a second Water Resources Manager to help
oversee operational and maintenance aspects of Water and Wastewater. This structure, which our team
recommends, now aligns with Solid Waste, offers a stronger reporting line, and provides the ability to
oversee day-to-day operations more efficiently. The Water Resources Division will benefit from the
additional staff with management responsibilities and supervisory roles. These changes are expected to
provide a more effective span of control and aid in data analysis and projections, resulting in a more
efficient organizational structure while offering increased opportunities for professional development
within the division.
Additionally, as part of additional approved personnel changes in the FY 2024-26 budget, a Program
Leader was added to help support the administration of the division, a Lead Customer Service Technician
was added to the water workgroup, and an Electrical and Instrumentation Technician was added to
support both water and wastewater.
36
Organization Structure and Staffing
The current structure can be found below in Figure 13.
Figure 13. Current Water Resources Division Organization Structure
wato WagtqWatWS16f1T1 SQWq1 Regulatoy Compfi"'ce L lEn=gine;nngi
War rl,gr
st"bution se�L"llactlons f uirn.]m up
As mentioned in the Solid Waste Division section, because regulatory compliance continues to become
increasingly specialized, it is recommended to split the regulatory compliance workgroup by creating two
Regulatory Compliance Supervisors from the existing vacant Regulatory Compliance Manager position.
This division of the work will allow the Water and Wastewater workgroups to focus more intensively on
their specific regulatory needs in alignment with operations, ensuring that compliance efforts are tailored
to the distinct requirements of each area.
The City, as an urban water supplier serving over 100,000 customers, is subject to a variety of regulations
related to sustainable water management, qua|ity, and conservation. This includes the following
legislation:
° Water Conservation Legislation: The California Urban Water Management Planning Act requires
large urban water suppliers to prepare and update Urban Water Management Plans (UWMPs)
every five years, focusing on water supply reliability, conservation measures, and demand
management.
° SB 606 and AB 1668: These laws establish specific water use efficiency standards for urban
water suppliers, mandating performance measures for indoor and outdoor water use, which
suppliers must meet to promote conservation.
° California Safe Drinking Water Act: This act regulates water quality and aafety, requiring urban
water suppliers to monitorand ensure compliance with state and federal drinking water
standards.
° Drought Contingency Plans: Suppliers must develop and implement plans detailing strategies for
drought response, including water conservation measures and emergency supply plans.
° Water Recycling and Reuse Regulations: Suppliers must adhere to regulations governing the
safe recycling and reuse of water, promoting sustainable practices.
° : This legislation requires urban suppliers that
rely on groundwater to participate in the development and implementation of Groundwater
Guatainabi|ity Plans to ensure long-term water availability.
37
Organization Structure and Staffing
ti hies epartment Assessment
• Environmental Regulations: Urban water suppliers must comply with various environmental
regulations, including the California Environmental Quality Act (CEQA), which assesses the
environmental impacts of water supply projects.
In addition, as owner and operator of the WWTP, the City is governed by a comprehensive set of
regulations aimed at protecting public health and the environment. Key regulations include:
• California Porter-Cologne Water Quality Control Act: This law establishes the framework for water
quality regulation in California, requiring wastewater treatment plants to obtain National Pollutant
Discharge Elimination System (NPDES) permits for discharges to surface waters.
• NPDES Permits: Administered by the State Water Resources Control Board (SWRCB), these
permits set specific effluent limits, monitoring requirements, and operational conditions to ensure
that discharges do not harm water quality.
• Waste Discharge Requirements (WDRs): The WWTP must comply with WDRs, which outline the
conditions under which they can discharge wastewater, including treatment standards and
monitoring protocols.
• California Code of Regulations (CCR), Title 22: This title governs the treatment and reuse of
recycled water, setting standards for the safe use of treated wastewater for various purposes,
including irrigation and industrial processes.
• California Environmental Quality Act (CEQA): Wastewater treatment projects may require
environmental impact assessments under CEQA to evaluate potential impacts on the
environment and community.
• State and Regional Water Quality Control Board Regulations: Local Regional Water Quality
Control Boards enforce regulations related to wastewater treatment, ensuring compliance with
state and federal water quality standards.
• Water Recycling and Reuse Regulations: These regulations promote the beneficial use of treated
wastewater, requiring treatment plants to meet specific standards for different types of recycled
water applications.
• Public Health Regulations: The California Department of Public Health sets standards for
wastewater treatment to protect public health, particularly regarding pathogen removal and the
safe use of recycled water.
• Stormwater Management Regulations: Treatment plants must also manage stormwater
discharges, following regulations that aim to prevent pollution from runoff.
By separating water and wastewater compliance functions, the department can enhance the expertise
within each team, reduce the risk of regulatory oversights, and improve the overall management of
compliance-related tasks. This approach also facilitates more targeted training and resource allocation for
greater efficiency and effectiveness in meeting regulatory demands.
Recommendation 59. Split Regulatory Compliance between Water and
Wastewater/Sanitary &Storm Sewer.
Recommendation 60. Split Regulatory Compliance Workgroup into Two
Supervisor Roles by Filling the Vacant Regulatory Compliance Manager
Position
A future study should be conducted to evaluate whether all tasks within the Water and Wastewater
Divisions necessitate certified operators or if some duties could be managed by specialized maintenance
personnel. This analysis should commence once the appropriate supervisory structure is established.
Conducting this evaluation now would be difficult due to the current supervisory framework not being
adequately equipped to accurately assess the complexity of tasks and determine the appropriate staffing
needs. By evaluating the intricacies of various tasks, the Department could potentially develop a more
versatile workforce. This approach may enhance staffing efficiency, enabling the Department to transition
38
Organization Structure and Staffing
ti hies epartment Assessment
from reactive to proactive maintenance strategies, particularly in areas such as sewer collections and
maintenance groups.
Recommendation 61. Perform a study to determine which tasks within Water
and Wastewater Divisions require certified operators.
Hiring an additional Customer Service Technician in Water Operations and Maintenance is essential to
support ongoing growth and improve service delivery. This role will enhance the department's ability to
manage water metering, billing, and infrastructure maintenance more efficiently. By addressing customer
inquiries and resolving issues promptly, the additional technician will help maintain high customer
satisfaction and operational reliability. Given the anticipated 32 percent population increase to 13,000
residents by 2050, this addition will ensure the department can handle increased demand and maintain
service qualit . It is also advisable to reevaluate future staffing needs based on the Regional Growth
Forecast for County and the accompanying staffing model to ensure continued efficiency
and effectiveness.
Recommendation 62. Reevaluate staffing needs based on regional growth
forecasts for efficiency
Recommendation 63. Add an additional Customer Service Technician in Water
Operations and Maintenance.
Based on attrition, the previous Water Conservation Specialist position has been transitioned to an
additional Regulatory Compliance Specialist role. This change enhances the resilience and capacity of
the Regulatory Compliance Team, allowing for more effective management of regulatory demands. To
address the outreach and marketing needs of the Water Resources Division, it is proposed to create a
new Utilities Outreach Specialist. This role should report directly to the Regulatory Compliance Supervisor
within the Water workgroup.
Implementing these changes will provide several benefits. The Utilities Outreach Specialist will enhance
the Department's ability to engage with the community, promote water conservation efforts, and
effectively communicate important information. Overall, these adjustments will create a more robust and
adaptable workforce, capable of meeting both current and future challenges.
Recommendation 64. Add a Utilities Outreach Specialist to in the Water
workgroup to help with community engagement.
Consolidating engineering functions from Water Resources and Solid Waste and creating a new
Engineering Division reporting to the Director of Utilities and moving staff to the new Administrative
Management workgroup will increase Water Resources headcount by 2.0 FTE from 54 to 56. See
Figure 14 for a proposed organization structure for Water Resources.
39
Organization Structure and Staffing
tl Itles epartment Assessment
Figure 14. Proposed Water Resources Division Organization Structure
Water Resources
56 FTE
Daepwuty Director(1)3
Wastewater/Storm sewer` Water
35 LTE
20 FIE
Water Resources Manager(1)1 Water Resources Manager(1)�
Re==FTE
operations& Regulatory operations&
Co Maintenance Compliance Maintenance
15 IFF E 4 1 30 FTE
Regulatory Complian ce Wastewater Regulatory Compliance Water Supervisor(Distribution) 1)
Supervisor(1)' Supervisor(2)c Supervisor(1)" Water SupeNisar(Treatment)(1)
Regulatory Compliance Wafer Resources Lead Operator(2), Regulatory Compliance Specialist 1111(2) Water System Operator I(1)�
Specialist III q2) Water Resources Operator(o� a �al;,f 1) Water Operator IAlII I I(10)
Laboratory Coordinator(1)3 1Wastewater Operator(1) Water Operator 11(6)
Wastewater Operator IA I1111(4) Lead Water Operator(2)
Maintenance Worker 1(2) Maintenance Worker 1(4)
Lead Customer Service Technician(1)=
c 1 w p r» n, r;t ,it ,r,nco r4)
'Upon attrition,positron becomes II Wastewater Operator
z Upon attrition,positions became Wastewater Operator Il IM I
'Approved personnelchanges during project
'Baker Tilly recommends revisiting allocations based on future staffing needs
Business Division
The Business Division is responsible for department administration, customer service, personnel
management, and finance services related to rate setting, budgeting, and purchasing for the Utilities
Department. The division is led by two Business Leaders, who oversee a staff of 10 FTEs. This structure
enables the division to manage the financial and customer service aspects of the Utilities Department,
ensuring efficient operations and high-quality service delivery. The Business Division, as shown in
Figure 15, is vital to maintaining the Department's financial health while supporting internal and external
customers of over 132 staff members and over 22,000 customers, respectively.
40
Organization Structure and Staffing
tl Itles epartment Assessment
Figure 15. Current Business Division Organization Structure
Bl shiess Divtsiion
12 IFTE
,Skdimin Services Rune Services
T FTE; 5 FTE;
Business Leader(1 Business ILeader(1)
Arlrnrnist,ratuwe Leader(2y Lttilitiea Accounting Technician IIIII(1,)
Adrnunistr'ative Assistant
(1 Account Clerk 111111(2)
Office Assrstant I.dll() A,c:c:crunt Glerk.II(1
Functions [7APayabla,
Customer Suplport. anageiment(Rate
Department Administratian udgeting,�Pxurchalsin�g,
Persnne� 1a1'�agenlie4'lt yatle,ABC ulnas
Safet'j Traiining e)
'Approved Per' nnel Charges During(Project
The Utility Billing Division resides within the Finance Department located downtown in the City Hall
Annex, despite being funded by the Utilities Department. This arrangement presents several challenges,
including inefficiencies in customer service and a lack of direct oversight by the Utilities Department.
Customers often experience frustration as they are bounced between the Finance and Utilities
departments because the Finance Department cannot answer certain questions, and the Utilities
Department lacks the authority and access to make necessary adjustments within the City's financial
software (Eden). The frequent interactions between Utility Billing and Water Resources highlight the need
for closer integration to efficiently handle billing and meter-related activities.
The Utility Billing structure currently consists of a program leader(utility billing manager), four finance
clerks, and two accounting technicians.
Moving the Utility Billing function and staff to the Utilities Department will address these challenges by
centralizing customer service, reducing inefficiencies, and improving the overall customer experience.
With direct oversight, the Utilities Department will have the authority and access needed to resolve
customer issues promptly, eliminating the current bottlenecks. This realignment will also enhance
communication and coordination between Utility Billing and other divisions within the Utilities Department,
leading to more streamlined operations and better resource allocation.
Since Utility Billing is already funded by the Utilities Department, this move will ensure that resources are
used effectively and support strategic goals such as improving technological infrastructure and
implementing advanced billing systems. Additionally, we recommend that a transfer plan be developed to
ensure a smooth transition of the Utility Billing function from Finance to Utilities. Ultimately, this transition
will facilitate better planning, execution, and service delivery, benefiting the department and its customers.
Recommendation 65. Transfer the Utility Billing function and current staff to
the Utilities Department.
41
Organization Structure and Staffing
ti hies epartment Assessment
Recommendation 66. Develop a transition plan for the transfer of Utility
Billing.
Hiring an Administrative Leader to report to the Business Leader in Finance Services will significantly
enhance the department's efficiency and effectiveness in managing its complex financial functions. The
Administrative Leader will streamline processes, improve project management, and ensure smooth
workflow execution, allowing the Business Leader to focus on high-level strategy and decision-making
related to the four enterprise funds. By overseeing financial data analysis, compiling comprehensive
reports, and managing project schedules, this role will reduce delays, enhance accuracy, and ensure
timely execution of day-to-day critical tasks. This support will free up senior leadership to focus on
broader organizational objectives, leading to more effective financial management and better outcomes
across the four funds related to rate setting, budgeting, and procurement. Adding the Administrative
Leader would strengthen the department's resiliency, enabling it to better adapt to challenges and support
long-term growth.
Recommendation 67. Hire an Administrative Leader under Finance Services
reporting to the Business Leader.
Account Clerks at the scale house, responsible for taking and processing payments at the landfill,
currently reside within the Solid Waste Division. Given their primary role is financial, it is recommended to
relocate them to the Business Division. This strategic move aligns their role more closely with their
financial responsibilities and centralizes financial functions within the Business Division, providing greater
resiliency and access to enhanced financial resources and expertise. By situating them in the Business
Division, staff will have the opportunity to participate in cross-training initiatives, ensuring backup support
and coverage in case of absences, which improves overall operational flexibility.
However, because there are significant differences between these two functions, including business
hours of operation (the landfill is open 7 days a week 7:00 a.m. to 4 p.m., with utility billing hours currently
Monday through Thursday 8:00 a.m. to 5:00 p.m.), establishing a cross-training program between the two
functions and overlapping shifts is critical. This would enable Utility Billing staff to step in as backup
during absences at the scale house, while scale house clerks could provide similar support during peak
times at Utility Billing.
This change is also intended to have a positive effect on landfill operations because the maintenance
workers and landfill heavy equipment operators currently provide relief coverage; moving the Account
Clerks assigned to the Scale house into Business Services will allow for a more streamlined workflow and
enable the landfill operations to focus on their core activities without interruptions, ultimately enhancing
efficiency and productivity across both divisions.
This move will need to be evaluated once operations transition to the new landfill site to ensure that the
intended benefits and efficiencies continue to be realized and to make any necessary adjustments based
on the new operational environment.
Recommendation 68. Move Account Clerk—Scale House staff from Landfill
Operations to Finance Services in the Business Division.
To provide the department with stronger and more consolidated customer support, the Office Assistant 1/11
should be moved from the Water Resources Division to the Customer Service team within the Business
Division when the department consolidates functions at the landfill. This shift will enhance efficiency by
aligning the Office Assistant with the expanded functions of the Customer Service team. By centralizing
customer service-related tasks, the position will be able to support a wider range of customer service-
related activities, ensuring consistent support across the board. This will require structured cross-training
in all customer service areas to ensure that all staff can be provided with the required levels of support for
each area.
This move will improve coordination and resource allocation, enabling the Office Assistant 1/11 to address
needs for all customer service operations, rather than being assigned to a single division. As the
42
Organization Structure and Staffing
ti hies epartment Assessment
department expands customer service functions, this realignment will provide the necessary backbone to
support those efforts, fostering better communication, streamlined workflows, and a more efficient use of
resources. Additionally, assigning this role within the Customer Service team will allow for more effective
management of customer inquiries, billing processes, and service requests, leading to enhanced service
delivery and improved operational effectiveness across the department.
Recommendation 69. Move the Office Assistant 1/11 from the Water Resources
Division to the Business Division under Customer Service.
To better serve Utilities, we recommend developing an Administrative Management workgroup to
consolidate administrative responsibilities. This addition will streamline processes and improve efficiency
by centralizing administrative tasks. Centralizing administrative tasks within a dedicated workgroup will
not only improve operational efficiency but also foster a more cohesive and collaborative work
environment. A specialized team focused on administrative duties can ensure that these tasks are
handled by individuals with the appropriate expertise and training, leading to higher quality and more
consistent administrative support. Moreover, this workgroup will allow other department staff to focus
more on their core responsibilities, reducing the burden of administrative tasks on non-administrative
personnel. Having all administrative staff working together will enhance communication and coordination,
leading to faster response times for internal requests. This consolidation will also create opportunities for
cross-training, ensuring staff can cover for each other during absences, thus maintaining consistent
support across the department.
Recommendation 70. Create an Administrative Management workgroup.
This new group will consist of a program leader, three administrative leaders, one confidential technician,
and an administrative assistant. Centralizing departmental work and consolidating all administrative
resources into a single, dedicated workgroup will improve consistency in administrative processes and
task execution.
To lead the Administrative Management group, the Program Leader should be moved from the Water
Resources Division. This transition will enhance administrative efficiency by aligning the Program Leader
with the broader functions of the Administrative Management team. In this recently added role, the
Program Leader will oversee the two existing Administrative Leaders over personnel management and
safety/training, a proposed new confidential technician to support them, a third proposed new
Administrative Leader that will provide cross functional department support and lead special projects, and
the existing Administrative Assistant within the group, helping to lead administrative management for the
entire Utilities Department.
Centralizing administrative tasks within this division will enable the Program Leader to support a wider
range of activities, ensuring consistent and comprehensive support across the department. This move will
improve coordination and resource allocation, allowing the Program Leader to address administrative
needs for all operations rather than being confined to a single division. As the department expands its
functions, this realignment will provide the necessary administrative backbone to support these efforts,
fostering better communication, streamlined workflows, and a more efficient use of resources.
Additionally, aligning this role within the Administrative Management group will allow for more effective
management of departmental inquiries, processes, and service requests, leading to enhanced service
delivery and improved operational effectiveness across the department.
The Business Division is under-resourced, significantly limiting its operational efficiency and ability to
effectively support the Water Resources and Solid Waste Divisions. The core issue lies in the division's
lack of high-level management, including the need for a deputy director to oversee the Business Division .
This hinders its capacity to operate efficiently and fulfill its role as a strategic, collaborative partner. With
the proposed increased staffing and consolidation of support staff as discussed in the recommendations
above, the Business Division will expand from 12 to 28 FTEs to accomplish current and additional key
functions (see Figure 16). As such, the division will be better equipped to provide essential oversight and
operational value. This is critical for the Utilities Department to grow into a truly effective and efficient City
department. Additionally, because the Business Leader over customer service will have a smaller scope,
43
Organization Structure and Staffing
ti hies epartment Assessment
the department should evaluate supervisory staffing levels upon attrition to ensure the structure is
optimized for efficiency and service delivery; replacing the Business Leader at attrition with a Program
Leader may be more suitable and in line with the structure of the other work groups.
Recommendation 71. Add a Deputy Director to oversee the Business Division.
Hiring a third Administrative Leader in Administrative Management is crucial for providing cross-functional
support and managing special projects, particularly as the Utilities Department undertakes new initiatives
such as opening a new City landfill and developing a replacement wastewater treatment plant. The
creation of a separate Engineering and Technology division will increase the focus on special projects
within this workgroup, and the subset of such projects will be increasing significantly over the next 5 to 10
year. creating a gap that necessitates additional project support. This new leadership will enhance the
coordination and execution of these projects, ensuring they are completed efficiently and effectively.
Given the increasing scope and complexity of such projects the addition of this position is well justified
and indeed urgently needed.
Recommendation 72. Add an Administrative Leader to cross-functional
support in Administrative Management.
Hiring a Confidential Technician to support the Administrative Leader over personnel and safety is
essential for building resiliency. This role would enhance the efficiency and effectiveness of the
Administrative Management workgroup by providing critical support in managing sensitive information
and safety protocols. Additionally, it would allow the Administrative Leader to focus on strategic initiatives,
improving overall operational performance.
Recommendation 73. Add a Confidential Technician to support the
Administrative Leader in the Administrative Management workgroup.
44
Organization Structure and Staffing
tl Ities epartment Assessment
Figure 16. Proposed Business Division Organization Structure
Business Division
28 FTE
Deputy DlrLEL
Finance Services llltlil'ity Billling3 Customer Service Administrative
9 FTE 7 FTE 5 FTE Management
G FTIF
Buislness Leader i V) Program ILeader It)' Business Leader(1) Program Leader(1)r"v
dlna al!ll IY d I �tzN^i Y i'� Finance Clerk II(4j1 finui Ir al r I �adc i r SI
Office Assiistank lilt(4J Administrative Assiistant 1 x
Utilities Accounting Technician IIII('1 y Accounting Technician(2y ( )
Account Clerk III(C) ,iiHri1ial c0im mCU
Account Clerk—S'Calehou3e(9)'
Account Clerk I(1)
n L e"l. I ✓ pomtlul
"ur@ W'Illyk,.:WI m rI moult
Position moved
`Approved Personnel Changes Fuming Project
a Staff recommended to relocate from Finance Department
Figure 17 below details the new organizational structure in its entirety. Baker Tilly believes these changes
will benefit Utilities now and in the future as the department expands operations, develops new
infrastructure, adapts to future regulations, and settles into new facilities.
45
Organization Structure and Staffing
ti hies epartment Assessment
Figure 17. Proposed Departmentwide Organization Structure
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Y rdurmlY of q^ ixnwn arw.
Vacairides
Data provided as of December 2024 showed that of the department's 132 authorized FTEs, 27 (20.7%)
were vacant, as shown in Table 1. High turnover and vacancies can reduce productivity and impact
morale as remaining staff members must take on additional responsibilities to cover the workload of the
vacant position(s). This can lead to increases in stress levels, poor customer service, and too often,
further vacancies as staff seek less challenging work environments. The department must address the
vacant positions. An analysis of the baseline staffing required for the departments will be guesswork until
vacancies are filled.
Recommendation 74. Prioritize filling vacancies within the Department
Table 1. Departmentwide Vacancies
� i y u � Il;llllli ui
uuu� a"um u�uu�u��u� uillllll u��iiiiii� u� iu1ou m�uu1m�u�,�uuuu�a uui Vim u� ii1m um m1ou u��u�uu°� u� u�m uuum a ui a luu�m u��u�"iuii
Business 12 1 Account Clerk 1 (1)
Solid Waste 64 8 Landfill Heavy Equipment Operator (1)
Maintenance Worker 1/11 (2)
Solid Waste Manager (2)
Solid Waste Equipment Lead Operator (1)
Regulatory Compliance Specialist 1/11 (1)
Utilities Outreach Specialist (1)
46
Organization Structure and Staffing
ti hies epartment Assessment
iu u 1 uupuu° Ililllllllll ui
i ui'liiiiiu ui ii ui�ui iullllll Illuiudiiiiiu uu oiuui uum uu1m ui�uiVuum ui uuiuii iiuim uu uu1m um miuui ui�u a°i udlllll Imp'uim uiVui a ui�ui liiiiiiu
Water 55 18 Customer Service Technician (1)
Resources Deputy Director(1)
Electrical and Instrumentation Technician (1)
Lead Wastewater Operator(1)
Lead Water Operator(2)
Maintenance Worker 1 (3)
Program Leader (1)
Regulatory Compliance Manager (1)
Senior Civil Engineer(1)
Staff Assistant PT-32 (1)
Wastewater Operator 1/11/111 (1)
Wastewater Supervisor(1)
Water Operator 1/11/111 (2)
Water Supervisor (Treatment) (1)
Neai1 I°"einirn Sta fhr i IIII°' 0 ul m ul m ur" � uu 0 ur"�
The Utilities Department is currently experiencing a pressing need for staffing, particularly in supervisory,
middle management, and administrative support roles. This deficiency has resulted in the existing staff
being overwhelmed with daily operational tasks, leaving little room for strategic planning or focusing on
long-term objectives. The lack of a strong management hierarchy and adequate administrative aid has led
to inefficiencies and a reactive approach to service delivery. Addressing these staffing needs is crucial for
immediate relief and lays the groundwork for a sustainable staffing model that aligns with the City's
growth trajectory over the long term.
In response to these challenges, it is essential to consider the addition of near-term staff to the Utilities
Department. These new roles are intended to address the gaps in management and administrative
support, thereby reducing the burden on current staff. This move is in line with the rapid organizational
growth and external pressures. By implementing these staffing recommendations, the Utilities
Department can lay a new foundation that more accurately reflects the present circumstances and fosters
a sustainable organizational structure.
These proposed additions aim to enhance the Utilities Department's capability to manage its operations
more effectively and improve the quality of services provided to the community. Moreover, the staffing
model (discussed in the following section of the report)will provide longer-term recommendations,
ensuring that the Utilities Department remains well-equipped to handle the evolving needs of the City.
There are several near-term staffing recommendations presented in this report. These new positions
reflect the rapid pace of growth and the external drivers experienced by the organization. By adding these
recommended positions, the Utilities Department will establish a new foundation that better reflects
current reality and creates a more sustainable organization. The near-term position recommendations are
shown in the table below.
Table 2. Recommended Near-Term Staffing Changes
Illlil u uuuu 61 � ui klllll s I�, .
uuuu)III III III III�III IIIIIIII III�IIIIIIIIIIIII Il�llm�m m o �u
Business Division Addition Deputy Director + 1.0
Business Division Addition Administrative Leader +2.0
47
Organization Structure and Staffing
ti hies epartment Assessment
Illlil u uuuu 61 ui klllll s I�, .
uuuu)III III III III�III IIIIIIII III�IIIIIIIIIIIII Il�llm�m m o �u
Business Division Addition Confidential Technician + 1.0
Business Division Transfer from Program Leader + 1.0
Finance
Business Division Transfer from Finance Clerk 1 +4.0
Finance
Business Division Transfer from Accounting Technician +2.0
Finance
Engineering & Addition Deputy Director + 1.0
Technology
Engineering & Addition Program Leader + 1.0
Technology
Engineering & Addition Business Systems Analyst + 1.0
Technology
Engineering & Addition Public Works Inspector + 1.0
Technology
Engineering & Addition GIS Analyst + 1.0
Technology
Solid Waste Addition Regulatory Compliance Manager + 1.0
Solid Waste Addition Regulatory Compliance Specialist 1/11 + 1.0
Solid Waste Transfer from Lead Mechanic + 1.0
Public Works
Solid Waste Transfer from Field Mechanic + 3.0
Public Works
Solid Waste Transfer from Maintenance Worker + 1.0
Public Works
Water Resources Addition Customer Service Technician + 1.0
Water Resources Addition Utilities Outreach Specialist + 1.0
Total New FTEs +13.0
Total Transferred FTEs +12.0
Grand Total' +25.0
Three positions are recommended to be moved from the Public Works Department. Therefore,they are not new FTEs to the City,
but new to the Utilities Department. Seven positions are recommended to be moved from the Finance Department. Therefore, they
are not new FTEs to the City,but new to the Utilities Department.
Compared to the AWWA report, the City's Water and Wastewater Operator staffing is very lean. While
Baker Tilly does not recommend staffing increases purely based on peer comparisons, it is important to
note that staff survey responses also indicated a high workload. However, interviews revealed that while
there are enough frontline staff, there is a significant need for management and supervisors to focus on
strategic planning.
Should the department decide to add frontline staff, we recommend a phased approach. Initially, the
priority should be to add a middle management group, as indicated in this report. This will provide the
necessary strategic oversight and support for frontline staff. Once vacancies are filled, robust technology
48
Organization Structure and Staffing
ti hies epartment Assessment
streamlines operations and the new wastewater plant is designed, the department will have a clearer
understanding of additional frontline staffing needs.
Staffhrig I II6 airsd III°Iirojecfloirls
Addressing these vacancies and strategically increasing staffing levels are necessary for maintaining
operational efficiency and service quality as=
continues to grow. In projecting the staffing
needs for the Utilities Department, we first assesse"testaffing and organizational changes required to
address the workload demands and challenges currently facing the organization. These staffing changes
are focused on management and administrative capacity as outlined in the previous section.
In addition to addressing current challenges per our near-term staffing recommendations, we also
reviewed anticipated growth in the community and estimated the growth needed in the organization to
meet the service demands likely to be generated by future residents and employers.
Population projections for the region anticipate that will grow by 28% between 2020 and
2050. Growth is expected to continue at a strong pace t roug 2040 before slowing down in the last ten
years of the planning periods. This results in disproportionately high growth in the short to medium term,
with modest growth in the last ten years of the projections.
Figure 18. - Population Growth
Sai[1i N1 rDii1,D IPOIP U ou o nro,,PAI11
205
Ouo muuo I;�(f(�k'Ff„I
1.f5EY,Ea�,¢1
:t
is �5r,!Ir£yFr —
rr r 1i;14;,5
One mitigating factor relating to utility services is the assumption that approximately 20% of new
population growth will be driven by an increase in household size as opposed to the development of new
residential properties. This pattern results in fewer new accounts to be serviced, and likely some
efficiencies at the household level in terms of consumption of water and production of solid waste.
In addition to the population growth driving residential demands for service, forecasts show job growth of
over 21% between 2020 and 2050, after a slight dip in employment due to post-pandemic effects. Job
growth is projected to be steady through the entire period, as opposed to the front-loaded growth
projected for population.
511111� County Association of Governments, Regional Growth Forecast 2050- County,January
49
Organization Structure and Staffing
ti hies epartment Assessment
Figure 19. - Employment Growth
hi,,-JoricM 2015 2()20,,,iIId P11'0�CCU','(1 2025 2()''W)
��vl'000
52,00(,)
muunuumm
2,000
1 500
110010
4,1,000
2,015 20,90 20,,"15 20:310 2 �-11 2 04 204,,--, 2050
This continuing growth in population and employment will drive demand for utility services. Our analysis
anticipates that between 7,500 and 8,500 customer accounts will be created by 2040, requiring additional
staffing to meet these service demands. The organizational improvements outlined previously will position
the Utilities Department to manage this growth effectively.
Figure 20. Water Accounts
Water Accounts
)LIdgietied 21015 211,125 a nid )�,,1oj1e1cL1e,d210310 211,1410
2500 35,000
IWO 30,000
2,000
25,000
1 0000
-500 D
2 ,
1-000 v5,000
10,000
MINES 5,000
2015 2020 2025(1,,)1 t)j) 2030(1,,)1 i)j) 2035(1,,)1 t)j) 2040(1,,)1 t)j)
50
Organization Structure and Staffing
W�^s,tewate r Ac C 0 U[ItS
)UJ,�gief�� �111)'L5-211,125Bnid )�rio^ieicfieid 210310-210,41(l
�5&0 38.800
8OO
�O00 25'
2
28.8OO
� �
� �
�
I58OO �' m
�
1'O00
(D 18.800 �
�
� 50)
5.8OO
-
2815 2828 2825(1,,)n)j) 2838(1,,)n)j) 2835(1,,)n)j) 2840(1,,)n)j)
Figure 22. Residential Refuse Accounts
[Res^clerf^a[ [Ref,�ise Accot,�i[IfS
)Uidgietieid 21015 21025Bnid )�rCUieicfieid210310 211,1410
2,800 38.800
25,000
TI 1,5OO
20,000
2 �
�
� 18OO �58OO �
^ . �
10,000 �
u, 5OO
5,000
- -
2815 2828 2825(1,,)n)j) 2838(1,,)n)j) 2835(1,,)n)j) 2840(1,,)n)j)
Looking at staffing growth between FY 2014-15 through the present and then at projected staffing through
FY 2039-40, we observe steady growth as the Utilities' customer base expands and service demands
grow to match. There are a few points of interest in the staffing trends, the first of which is the
reorganization recommended in this report. This would move staff members from Water Resources and
Solid Waste into the Business Division. This is visualized in the chart below by the growth in the gold
segment of the columns in FY 2024-25. Additionally, the creation of an Engineering and Technology
Division will shift some staff and add new technical staff to the department, as reflected in the red column
segments.
Organization Structure and Staffing
Figure 23. Utilities Staffing by Division
Uti[itieSStBffing by [jiViSion
11-11ro',rith s|nm,'.,, 2014-15�ind thrOU,',h 201'7�4-1'7�5
180
z4�
120
1O0
8�
6O
40
20
� � � � � � � � � � � � � � � � �
O
� � � � � � � � � � � � � � � � � � � � � � � � � LL-
mnVV,�Le,Reuou,ceu 11111111111 F,o(|dVV,���e 1111111111 Eng|neenng7ech 111,�111eu�D|"
Another departure from the generally steady growth trend comes into play as the Solid Waste Division
transfers operations from the old landfill to the new. The projections anticipate several years when Solid
Waste will need to manage and operate both locations, resulting in higher staffing for the division until
operations at the old landfill site are completed.
Another potential complication may arise from the staffing needs of potential new VVVVTP. Depending
on the design of the facility, the Water Resources Division may need to adjust the size of its wastewater
treatment contingent. While a nevverVVVVTP will probably provide for greater automadon, potentially
reducing staffing requirements, it will also come with much more extensive and complex treatment
systems which may necessitate increased staffing. The end result will depend on the exact treatment
systems selected aa well aa location and other variables.
Our projections anticipate the addition of approximately 51 FTEa by FY 2030-40. bringing the size of the
Utilities Department from 132 FTEato 183. This would be a reduction from the maximum size of 101
FTEa reached when the Solid Waste Division manages two landfill sites simultaneously. The addition of
51 FTEs represents department growth of approximately 38.64%. More than half of this growth is due to
the staffing recommendations described in this report; the remaining growth addresses continuing
development in the community and its impacts on customer account numbers. Staffing adjustments
related to growth in customer base is lower than the overall growth projected for the community, which
reflects anticipated gains in efficiency due to organizational effectiveness, process improvements, and
technology investments, as well as the economies of scale associated with a larger department.
It is also important to note that once the department has installed a proper CMMS (Recommendations 3-
6)it will have a much greater ability to plan and predict workload and staffing requirements. Once all
planned maintenance functions are loaded into the CW1W1G and the department has a reasonable period
of experience with unplanned maintenance requirements it will be able to match staffing requirements
with the resources provided with a precision not currently possible.
52
Conclusion
ti hies epartment Assessment
Conclusion
The recommendations and strategic focus areas outlined in this report provide a clear pathway for the
Utilities Department to evolve into a fully realized and sustainable entity capable of meeting the City's
growing needs. By addressing critical gaps in technology, infrastructure, staffing, and organizational
structure, the department can better align its operations with its long-term vision and goals. The proposed
changes are not just about immediate fixes but are designed to build a resilient, efficient, and adaptable
department that can navigate future challenges with confidence.
However, it is crucial to emphasize that these improvements in management structure, support staff, and
technology will not be sufficient on their own. There remains a pressing need to address the requirements
of the front-line staff who play a pivotal role in executing the department's mandate. The front-line staff will
also be significantly impacted by the operations of the new landfill and the new WWTP.
Implementing these recommendations will require committed leadership, strategic planning, and
collaboration across all levels of the department. By embracing these changes, the Utilities Department
will be empowered to enhance service delivery, improve operational efficiency, and foster a work
environment that attracts and retains talented professionals. The roadmap provided in this report sets the
foundation for a transformative journey, positioning the department as a vital, forward-thinking partner in
the City's continued growth and success.
53
Attachment A— List of Recommendations
ti hies epartment Assessment
Attachment A — List of Recommendations
Recommendation 1. Expand IT capacity to fully leverage the SCADA system and data analysis
capabilities, ensuring these critical tools are utilized to their fullest
potential for the department's operations.......................................................11
Recommendation 2. Create an IT strategic plan to establish a clear roadmap for technology
within the department........................................................................................11
Recommendation 3. Implement a CMMS and preventative maintenance program to streamline
maintenance processes, improve operational efficiency, and reduce
equipment downtime.........................................................................................12
Recommendation 4. Integrate the new CMMS with SpryPoint.........................................................12
Recommendation 5. If possible, align the new CMMS with the CMMS in the Public Works
Department.........................................................................................................12
Recommendation 6. Develop an implementation plan for the CMMS that includes identifying an
internal project manager within the Utilities Department to oversee the
implementation...................................................................................................13
Recommendation 7. Expand the use of consultants or temporary staff to temporarily backfill key
City staff during implementation......................................................................13
Recommendation 8. Move door tag printing operations from Utility Billing to Customer Service.
.............................................................................................................................13
Recommendation 9. Discontinue picking up containers when trash service is stopped on a trial
basis....................................................................................................................14
Recommendation 10. Leverage automation to enhance operational efficiencies of mundane
responsibilities...................................................................................................14
Recommendation 11. Implement a self-scheduling tool to eliminate the need for routine customer
contacts. .............................................................................................................14
Recommendation 12. Collaborate with IT to create and maintain applications from PowerApps to
further streamline department workflows.......................................................14
Recommendation 13. Investigate newer AMI programs compatible with the new meters..............15
Recommendation 14. Implement new AMI software that will provide better water usage data for
the Utilities Department and provide customers the option of a portal to
allow easy access to water use data, receive immediate leak detection
alerts and water system notifications and pay their monthly bill.................15
Recommendation 15. Measure the frequency of valves being exercised, hydrant flushing, and
how often meters are replaced and tested......................................................15
Recommendation 16. Collaborate with the City Manager's Office and Finance Department to
address purchasing challenges.......................................................................16
Recommendation 17. Establish a formal process for standardizing equipment to eliminate
confusion and enhance consistency across the department, leading to
smoother operations and maintenance...........................................................16
Recommendation 18. Ensure the budget identifies equipment replacements.................................16
Recommendation 19. Clarify cooperative purchasing programs to expedite procurement and
ensure better deals are secured through collective bargaining power. ......17
Recommendation 20. Distinguish between sole and single-source procurement to prevent
misunderstandings and streamline decision making....................................17
Attachment A— List of Recommendations
ti hies epartment Assessment
Recommendation 21. Strengthen the justification for sole-source purchases, especially when
using federal funds, to ensure compliance with grant requirements and
protect against audit risks................................................................................17
Recommendation 22. Establish a formal process for assigning and reviewing departmental
responsibilities to ensure tasks are appropriately delegated and avoid
unnecessary assumptions by the Utilities Department.................................18
Recommendation 23. Reassign the management of cell tower leases to a more appropriate
department consistent with the revenues generated from the leases.........18
Recommendation 24. Develop SLAs with partnering departments to clearly define roles and
responsibilities...................................................................................................18
Recommendation 25. Establish a formal process for assigning and reviewing departmental
responsibilities to ensure tasks are appropriately delegated and avoid
unnecessary assumptions by the Utilities Department.................................19
Recommendation 26. Empower Utilities Department staff to handle financial and customer
service issues by providing appropriate access and authority in the
financial system to allow them to handle financial adjustments,journal
entries, and other related tasks efficiently......................................................19
Recommendation 27. Integrate and standardize asset management systems across the Utilities
Department through a CMMS to replace the current hodgepodge of
systems...............................................................................................................19
Recommendation 28. Integrate the new ERP system with the pro forma and rate-setting process
that aligns with the City's budget and accounting practices........................19
Recommendation 29. Develop a comprehensive transition plan for the new landfill at
�to ensure a smooth changeover, addressing potential challenges an
opportunities that come with this critical juncture for the City....................20
Recommendation 30. Create an electrified fleet implementation strategy that aligns with CARB's
mandate, detailing timelines, budget and staffing requirements, and staff
training programs to facilitate the department's transition. .........................21
Recommendation 31. Evaluate staffing for the WWTP upgrade. .......................................................21
Recommendation 32. Assess infrastructure and equipment necessary for operations and update
and/or replace where necessary. .....................................................................22
Recommendation 33. Develop the water master plan to reflect the latest industry standards and
growth projections, ensuring the Department's infrastructure can meet
futuredemands..................................................................................................22
Recommendation 34. Develop a Solid Waste Master Plan. ................................................................22
Recommendation 35. Establish a water meter replacement program...............................................22
Recommendation 36. Implement an interior monitoring system in the collection vehicles to
ensure safety and efficiency.............................................................................23
Recommendation 37. Introduce a distraction alert system in the collection vehicles that send
signals to drivers when they are detected to be distracted. .........................23
Recommendation 38. Establish a driver scoring system for solid waste collections vehicles and
introduce a recognition program for drivers who achieve above a certain
score....................................................................................................................23
Recommendation 39. Conduct a comprehensive retirement eligibility analysis. ............................24
Recommendation 40. Develop and implement a knowledge transfer process and tools. ..............25
Recommendation 41. Establish training and career development plans..........................................25
Recommendation 42. Consolidate current engineering staff in the Engineering Division.............28
55
Attachment A— List of Recommendations
ti hies epartment Assessment
Recommendation 43. Create an Engineering and Technology Division, with an Engineering
Division Deputy Director(Organization/Enterprise Leader) reporting
directly to the Director.......................................................................................28
Recommendation 44. Add one inspector initially and evaluate demand for additional inspectors.
.............................................................................................................................28
Recommendation 45. Assign staff from the newly formed Engineering and Technology Division
to attend Development Review meetings........................................................28
Recommendation 46. Hire an Information Technology Manager(Program Leader) to oversee the
new Information Technology team in the Engineering and Technology
Division. ..............................................................................................................29
Recommendation 47. Move the Electrical and Instrumentation Technician and Utilities
Technology Analyst to the Engineering and Technology Division..............29
Recommendation 48. Hire a Business Systems Analyst to oversee the implementation of the new
CMMS and assist with managing the system after the implementation
phase...................................................................................................................29
Recommendation 49. Add a GIS Analyst to enhance the capacity to fully analyze and utilize the
databeing collected. .........................................................................................29
Recommendation 50. Hire consultants or qualified temporary help to assist with the backlog of
GISdata...............................................................................................................29
Recommendation 51. Improve collaboration between CAD and GIS teams to streamline
workflows and ensure receipt of CAD drawings with final plans for
accuracy..............................................................................................................30
Recommendation 52. Move the GIS Technician 1/11 from Water Resources to the Engineering
Division. ..............................................................................................................30
Recommendation 53. Transfer Fleet operations at the landfill from Public Works to the Solid
Waste Division reporting to the Deputy Director............................................32
Recommendation 54. Develop a transition plan for the transfer of Fleet..........................................32
Recommendation 55. Split Regulatory Compliance between Landfill and Collection Operations.34
Recommendation 56. Hire a Regulatory Compliance Manager to oversee the Recycling and
Diversionteam. ..................................................................................................34
Recommendation 57. Hire a Field Technician to maintain landfill gas systems and perform
specialized site and facility maintenance........................................................34
Recommendation 58. Hire a dedicated Regulatory Compliance Specialist 1/11 for diversion
responsibilities...................................................................................................35
Recommendation 59. Split Regulatory Compliance between Water and Wastewater/Sanitary &
StormSewer.......................................................................................................38
Recommendation 60. Split Regulatory Compliance Workgroup into Two Supervisor Roles by
Filling the Vacant Regulatory Compliance Manager Position.......................38
Recommendation 61. Perform a study to determine which tasks within Water and Wastewater
Divisions require certified operators...............................................................39
Recommendation 62. Reevaluate staffing needs based on regional growth forecasts for
efficiency.............................................................................................................39
Recommendation 63. Add an additional Customer Service Technician in Water Operations and
Maintenance. ......................................................................................................39
Recommendation 64. Add a Utilities Outreach Specialist to in the Water workgroup to help with
community engagement....................................................................................39
56
Attachment A— List of Recommendations
ti hies epartment Assessment
Recommendation 65. Transfer the Utility Billing function and current staff to the Utilities
Department.........................................................................................................41
Recommendation 66. Develop a transition plan for the transfer of Utility Billing............................42
Recommendation 67. Hire an Administrative Leader under Finance Services reporting to the
BusinessLeader. ...............................................................................................42
Recommendation 68. Move Account Clerk—Scale House staff from Landfill Operations to
Finance Services in the Business Division.....................................................42
Recommendation 69. Move the Office Assistant 1/11 from the Water Resources Division to the
Business Division under Customer Service...................................................43
Recommendation 70. Create an Administrative Management workgroup........................................43
Recommendation 71. Add a Deputy Director to oversee the Business Division. ............................44
Recommendation 72. Add an Administrative Leader to cross-functional support in Administrative
Management.......................................................................................................44
Recommendation 73. Add a Confidential Technician to support the Administrative Leader in the
Administrative Management workgroup. ........................................................44
Recommendation 74. Prioritize filling vacancies within the Department..........................................46
57
Attachment B—Interview Themes
ti hies epartment Assessment
Attachment B — Interview Themes
To:
From: Andy Belknap, Director
Michelle New, Consulting Manager, Project Manager
Paul Woodard, Special Advisor
Elliot Hallett, Consultant
Subject: — Utilities Department Assessment- Interview Themes
Date: March 21, 2024
Summary
The themes outlined in this memorandum were compiled based on input provided to the Baker Tilly team
during interviews with the Utilities Department management team and department directors and
managers who have frequent interaction with the Utilities Department, as listed below.
• Building Manager, Community Labor Relations Manager, Human
Development Resources
• Deputy Director of Utilities Planning Manager, Community
Development
• Director of Public Works • Regulatory Compliance Manger
• Director of Utilities
• Utilities Finance Manager
• Employment Services Manager, Human
Utilities Manager
Resources
• Interim Director of Finance Utility Billing Manager, Finance
• Interim Director of Human Resources Water Resources Manager
The comments, which we grouped into five themes or categories, summarize viewpoints expressed by
the interviewees. The five themes or categories include:
1. Staffing,
2. Functional alignment and organization structure,
3. Lack of technological investment,
4. Planning for future growth, and
5. Other.
Interview Themes
Staffing
• Department staff are hardworking and recognize that the work they do is important.
• They see their work as directly associated with residents' quality of life: providing safe
drinking water, solid waste collection and sanitation services, service provision to all new
developments, conservation promotion, etc.
58
Attachment B—Interview Themes
ti hies epartment Assessment
• Department staff is overwhelmed with day-to-day operations.
• The department lacks supervisory/middle management staff to maintain proper and effective
spans of control; these positions are needed to analyze data and make projections.
• No inspection staff exists, and this is a problem with respect to new developments. The original
expectation was that Public Works could cover for Utilities but as the reorganization matures this
is becoming problematic.
• Plan review is also an issue as Utilities is understaffed in this area and is not always able to
participate in the Development Review Meetings. Again, the expectation was that Public Works
could handle Utilities conditioning /plan review, but it is becoming increasingly problematic. A
recurring problem is the location of trash enclosures. There is not sufficient administrative support
for the work done in the field.
• Administrative support is also needed to support recruitments.
• The Geographic Information System (GIS)Technician, Civil Engineer, and Safety and Training
coordinator are all new positions that support the department.
• To meet compliance regulations, the department will need to staff mandated programs (e.g.,
diversion program).
• There is a need for succession planning and documenting training requirements, expectations,
and productivity standards.
• An expectations and productivity manual has been drafted and is being reviewed by
Human Resources (HR).
Functional alignment and organization structure
• Using crew leaders and leads to organize teams is a good first step in providing a hierarchy for
succession; eventually the department might need to add superintendents to accommodate
significant future growth.
• Collections staffing and organization is sufficient because routes are optimized, and staff has
already been hired for upcoming weekly organic collection.
• Engineering staff in Public Works manage projects that are designed by Utilities department staff
and contractors; this can lead to projects not always being built as designed.
• Separate and uncoordinated Capital Improvement Program (CIP)delivery systems have
developed in Public Works and Utilities and the work of each needs to be coordinated. A
suggestion is to have Utilities program and engineer Utilities projects with Public Works handling
bidding and construction and Utilities working with Public Works on inspection and acceptance.
There are ongoing discussions about the potential benefits of having utility billing move from
Finance to the Utilities Department. There are challenges in working across departments. For
example, customers are often bounced between Finance and Utilities because Finance cannot
answer operational questions and Utilities cannot adjust bills.
• Solid waste fleet management work out of the Public Works Department but are on site at the
Landfill. The Utilities Department pays Public Works for the fleet management staff. Any costs
incurred by the Utilities Department must be specific to utilities and cannot be used for any
general fund expenses. However, the billing from Public Works is not detailed enough to properly
delineate the utility costs. There is also a control issue by not having the fleet mechanics
supervised by Utilities staff, yet still be required to follow specific regulations.
• Use of consultants has mainly focused on larger or specialized plant repairs, special water
studies, models and plans, contract development for water well pump houses, and specialized
waste (e.g., household hazardous waste, green waste, construction and demolition waste, trees,
and mattresses).
59
Attachment B—Interview Themes
ti hies epartment Assessment
Lack of technological investment
• The lack of technology use within the Utilities Department is an overarching problem for the
organization which prohibits operational efficiency and effectiveness.
• The main gap is that data is being collected, but not analyzed or used to make decisions.
• Technology staff is needed to fully implement and use new software.
• There is a question as to whether the department should have its own technology staff.
• The department does not have a Computerized Maintenance Management System (CMMS)and
work orders are not tracked. Public Works is currently implementing a CMMS and Utilities may
learn from this work and perhaps adopt the same system.
• GIS is collecting data, but there isn't sufficient capacity to fully analyze and use it.
• Supervisory Control and Data Acquisition (SCADA) is maintained by one person, who is nearing
retirement age. SCADA is robust, but data that is collected is not being used.
• Routeware collection software has been implemented successfully.
• The City is updating its ERP system this summer; utility billing will switch to SpryPoint. Some
consideration should be given to Utilities having a stronger role in utility billing.
Planning for future growth
• Each operating division has regulatory compliance staff but there is disagreement regarding
whether they have the bandwidth to anticipate future tasks.
• Although they do make efforts to be strategic, overall, the department is more tactical than
strategic. There needs to be more of a focus on the future.
• The new civil engineer was hired to develop a CIP, but they are spending time on regular capital
projects and have not time to plan.
• The department is focused on state-mandated items and does not have any long-term
CIP planning.
• Water master plan was last completed in 2012.
• The department needs a staffing program to outline future staffing needs, including staffing for the
new wastewater treatment plant and new landfill.
Other
• There is constant open communication with Finance —Utility Billing (weekly meetings, ongoing
Teams chats, etc.) and generally a good working relationship, but also many duplicate systems
since Utilities cannot directly access any Finance systems.
• Some of the infrastructure is outdated.
• Current meters are 15-20 years old; a meter replacement program is needed.
• HR is planning to undertake a citywide compensation and classification study that will affect
positions in the Utilities Department.
Next Steps
These interview themes, together with the results of the process mapping, peer research, and employee
survey, will inform our analysis and assessment of City of Utilities Department.
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Attachment C — Employee Survey Results
Executive Summary
Baker Tilly has been engaged by the to conduct an assessment of the City's Utilities
Department and to provide the department wit a comprehensive strategy to achieve its vision for the
future, address staffing challenges, and scale up as the city grows. Part of our work included designing
and deploying an employee survey to help inform the assessment by understanding employees' opinions
about the City's strengths, limitations, and opportunities for the future.
Employees were asked a series of questions along nine general topics, including staffing, resources,
talent management, organizational health, organizational culture, communication, strategic and business
planning, support of new ideas and continuous improvements, and service delivery and customer service.
Overview
The survey questions were developed by Baker Tilly with input from staff. Baker Tilly's
interviews with the Utilities Department's management team and wit severs department
heads helped to inform questions for the survey. The questions were reviewe y t e hector of Utilities
and refined after that discussion.
The survey was distributed via email by the Director of Utilities on March 4, 2024, to 97 active department
employees. Two email reminders were sent before the survey closed on March 15. A total of 66
employees responded to the survey, a response rate of 68%.
Survey Design
The survey consisted of statements in nine categories as shown below. Respondents were asked to
indicate whether they strongly agree, agree, disagree, or strongly disagree with each. Respondents were
also allowed to answer don't know, and those responses are included in the analysis.
Questions in the survey fell into the following categories:
1. Staffing
2. Resources
3. Talent Management
4. Organizational Health
5. Organizational Culture
6. Communication
7. Strategic and Business Planning
8. Support of New Ideas and Continuous Improvements
9. Service Delivery and Customer Service
Additionally, demographic questions were asked of the employees to gain background information about
respondents to the survey, and to provide context for the data. These questions included the
respondents' division, type of position, and tenure at the City.
Survey Results
Staffing
The first series of questions centered around the topic of staffing. Table 1 shows responses to seven
statements about the City's staffing. The table shows the number of responses for strongly agree, agree,
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disagree, strongly disagree, and don't know separately, as well as the combined total for strongly
agree/agree and disagree/strongly disagree. Those cells highlighted in light orange show a high level of
agreement (80% or higher)with the statement, while cells with light green highlights indicate at least one-
quarter of respondents disagreed with the statement. The cells highlighted in light purple show that
respondents' opinions were split.
The statement with the most agreement about staffing is that 80% of the respondents are aware of
openings for vacant positions in their section or division, followed by 77% of the respondents who stated
that they are aware of openings for vacancies within the Utilities Department. Given the size of the
Utilities Department and its structure, it is expected that staff would be aware of openings for vacancies
within both their immediate section or division, and in the department as a whole.
Two questions regarding the appropriateness and adequacy of staffing levels received low ratings. When
asked if the staffing level in their workgroup is appropriate for the workload, 58% of the respondents
disagreed. When asked if staffing levels are adequate for the work required of one's section or division,
62%of the respondents disagreed. It is noteworthy that over half of the respondents indicated that
staffing levels are low; however, 76% of respondents reported that they can complete their work within
expected timeframes. Of concern is the 58% disagreement that the level of staff is appropriate for the
workload, and the 62% disagreement with the statement that staffing levels are adequate for the work
required of respondents' divisions.
Table 1. Staffing
I can complete my work within expected timeframes 16 (24%) 34 (52%) 11 (17%) 5 (7%) 0 (0%)
50 (76%) 16 (24%) 0 (0%)
The staffing level in my work group is appropriate for the 6 (9%) 20 (30%) 22 (33%) 16 (24%) 2 (3%)
workload 26 (39%) 38 (58%) 2 (3%)
Staffing levels are adequate for the work required of my 6 (9%) 15 (23%) 26 (39%) 15 (23%) 4 (6%)
section or division 21 (32%) 41 (62%) 4 (6%)
1 am generally aware of openings for vacant positions in 16 (24%) F 37 (56%) 7 (11%) 1 5 (7%) 1 (2%)
my section or division 53 (80%) 12 (18%) 1 (2%)
I am informed about the status of hiring for vacancies in 12 (18%) 25 (38%) 22 (33%) 6 (9%) 1 (2%)
my section or division 37(56%) 28 (42%) 1 (2%)
The vacancies in my section or division do not impact 7 (11%) 24 (36%) 25 (38%) 9 (13.5%) 1 (1.5%)
my ability to perform work effectively 31 (47%) 34(51.5%) 1 (1.5%)
1 am generally aware of openings for vacant positions 10 (15%) 41 (62%) 11 (17%) 4 (6%) 0 (0%)
throughout Utilities 51 (77%) 15 (23%) 0 (0%)
Resources
Table 2 shows the results for statements about the department's resources. Cells highlighted in light
orange show a high level of agreement. Generally, Utilities Department employees agreed that resources
are available, they know how to use and access those resources, and have the training needed to use the
tools required to do their jobs effectively. One area of strength is the City's technology, with 92%of the
respondents stating that they have the technology needed to do their jobs effectively. Additionally,
employees agreed that they have the tools, materials, equipment, and training they need to perform their
work.
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The lowest rated statement in the resources category was regarding policies and procedures, with 20%
disagreeing that their division's or section's policies and procedures are relevant and up to date, and an
additional 15%of the employees indicating that they don't know. This could be indicative that employees
have suggestions to improve or update the policies and procedures, or that there are employees who are
unfamiliar with them, even though 84% of the respondents reported knowing how to access them. The
Utilities Department could explore this area, making sure that all employees are familiar with the policies
and procedures, and determining if there is a need for a partial or comprehensive review and update.
Table 2. Resources
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I have the materials and tools needed to do my job 19 (29%) 39 (59%) 6(9%) 2 (3%) 0 (0%)
effectively 58 (88%) 8 (12%) 0 (0%)
have the equipment needed to do my job 18 (27%) 39 (59%) 8 (12%) 1 1 (2%) 0 (0%)
effectively 57(86%) 9 (14%) 0 (0%)
I have the technology needed to do my job 14 (21%) 47 (71%) 4(6%) 1 (2%) 0 (0%)
effectively 61 (92%) 5 (8%) 0 (0%)
have the necessary training to effectively perform 10 (15%) 48 (73%) 7 (11%) 1 1 (2%) 0 (0%)
my job duties 58 (88%) 8 (12%) 0 (0%)
I am provided additional training when I need it 12 (18%) 43 (65%) 10 (15%) 0 (0%) 1 (2%)
55 (83%) 10 (15%) 1 (2%)
1 know where to find City Administrative Memos 20 (30%) 36 (54%) 4 (6%) 1 3 (5%) 3 (5%)
(CAMS)and/or Department policies and procedures 56 (84%) 7 (11%) 3 (5%)
My division's or section's policies and procedures 7 (11%) 36 (54%) 11 (17%) 1 2 (3%) 10(15%)
are relevant and up to date 43 (65%) 13 (20%) 10(15%)
Talent Management
Table 3 shows the results for statements about talent management in the Utilities Department. Cells
highlighted in light orange show a high level of agreement, while those in light green indicate at least one-
quarter of respondents disagreed with the statement.
The statements about talent management within the Utilities Department show general agreement by the
staff. Four of the five statements received agreement scores of 70% or higher; 89%of the respondents
agree that their skills and abilities are effectively used; 77%of the respondents stated that their
supervisors support their professional development; 71% of the respondents understand that professional
development opportunities are available; and 70%of the respondents indicate that they receive
performance-related feedback from their supervisor.
The issue of concern in talent management surrounds the perceived ability of the City to attract and retain
employees, with 65% of the respondents reporting that they do not agree that the City as a whole is able
to attract and retain employees.
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Table 3. Talent Management
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My skills and abilities are effectively used in my 24 (36%) 35 (53%) 5 (7%) 1 (2%) 1 (2%)
current role 59 (89%) 6 (9%) 1 (2%)
My supervisors provide me with feedback 11 (17%) 35 (53%) 14 (21%) 5(7%) 1 (2%)
related to my performance 46 (70%) 19 (28%) 1 (2%)
My supervisors support my professional 16 (24%) 35 (53%) 10 (15%) 1 3 (5%) 2 (3%)
development 51 (77%) 13 (20%) 2 (3%)
Opportunities for professional development are 16 (24%) 31 (47%) 13 (20%) 3 (4.5%) 3 (4.5%)
made available to me 47 (71%) 16 (24%) 3 (4.5%)
The City is able to attract and retain employees
4 (6%) 15 (23%) 19 24 (36%) 4 (6%)
(29%)
19 (29%) 43 (65%) 4 (6%)
Organizational Health
Table 4 shows the results for statements about the department's organizational health. Cells highlighted
in light orange show a high level of agreement while those in light green indicate at least one-quarter of
respondents disagreed with the statement.
Strong organizational health is critical for an organization to function effectively. In the survey,
respondents were asked to evaluate thirteen statements about aspects of the department's organizational
health. There is general agreement that the Utilities Department's organizational health is positive, but
several statements show disagreement from at least 25%of the respondents.
On the issue of accountability, there is a strong sentiment that employees are held accountable for their
actions (99% agreed) and for the results of their own work (97% agreed). This indicates that methods are
in place to ensure accountability and that those methods are being implemented. This number dips to
65% agreement when staff was asked if other employees in their section or division are being held
accountable for their work, and 68% agreement that others in their section or division are being held
accountable for their actions. This discrepancy may or may not be a concern; if accountability measures
are being consistently applied, some staff may still feel that others are not being held accountable, even if
they are. The confidential nature of conversations regarding accountability and performance often leads
to people feeling that standards are not applied evenly.
Of the thirteen statements, a notable finding is that 25%or more of the respondents disagreed with nine
of them. These statements encompassed teamwork, respect, accountability, and feeling valued. There
was also disagreement concerning aspects of supervision, such as the ability to raise concerns without
fear of retaliation, receptiveness of supervisors to ideas for improvement, and supervisors sharing
information or recognizing work contributions. Furthermore, 37% of the respondents either disagreed with
or were uncertain about whether the Utilities Department values its employees.
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Table 4. Organizational Health
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Employees in my section or division work 15 (23%) 26 (39%) 15 (23%) 9 (14%) 1 (2%)
well as a team 41 (62%) 24 (36%) 1 (2%)
Employees in my section or division treat 13 (19%) 34 (51%) 11 (17%) 5 (8%) 3 (5%)
each other with respect 47 (70%) 16 (25%) 3 (5%)
1 am held accountable for the results of my 24 (36%) 40 (61%) 1 (1.5%) 1 1 (1.5%) 0 (0%)
work 64 (97%) 2 (3%) 0 (0%)
Employees in my section or division are 9 (14%) 34 (50.5%) 11 (17%) 9 (14%) 3 (4.5%)
held accountable for the results of their
work 43 (64.5%) 20 (31%) 3 (4.5%)
I am held accountable for my actions 23 (35%) 42 (64%) 1 (1%) 1 0 (0%) 0 (0%)
65 (99%) 1 (1%) 0 (0%)
Employees in my section or division are 10 (15%) 35 (53%) 10 (15%) 9 (14%) 2 (3%)
held accountable for their actions 45 (68%) 19 (29%) 2 (3%)
1 can raise concerns about work-related 11 (17%) 32 (48%) 11 (17%) F 9 (113.5%) 3 (4.5%)
issues without fear of retaliation 43 (65%) 20 (30.5%) 3 (4.5%)
My supervisors encourage open and 16 (24%) 31 (47%) 10(15%) 1 4 (6%) 5 (8%)
honest communication 47 (71%) 14 (21%) 5 (8%)
My supervisors are open to ideas for 13 (20%) 32 (48%) 11 (17%) 5 (7.5%) 5 (7.58%)
improvement 45 (68%) 16 (24.5%) 5 (7.5%)
My supervisors share information that 9 (14%) 33 (50%) 16 (24%) 5 (7.5%) 3 (4.5%)
helps me to understand the"big picture" 42 (64%) 21 (31.5%) 3 (4.5%)
My work contributions are acknowledged 16 (24%) 28 (42%) 14 (21%) 1 7 (11%) 1 (2%)
and/or recognized 44 (66%) 21 (32%) 1 (2%)
am encouraged to contribute to work 15 (23%) 37 (56%) 7 (10.5%) 5 (7.5%) 2 (3%)
process improvements 52 (79%) 12 (18%) 2 (3%)
The Department values its internal 9 (14%) 33 (50%) 14 (21%) 7 (10.511%) 3 (4.5%)
customers (employees) 42 (64%) 21 (31.5%) 3 (4.55%)
Organizational Culture
Organizational culture influences behavior in an organization. This collective personality of an
organization shapes how employees make decisions, approach their work, and engage with their co-
workers and the organization as a whole.
Table 5 shows the results for statements about the department's organizational culture. Cells highlighted
in light orange show a high level of agreement while those in light green indicate at least one-quarter of
respondents disagreed with the statement. The cells highlighted in light purple show that respondents'
opinions were split.
Two areas rated very high are that respondents clearly understand their job responsibilities and
expectations (93%) and are engaged in their work (97%). This first statement reinforces ratings regarding
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personal accountability in the previous section. Another positive aspect about the department is that 81%
of the respondents feel that they are treated as a valuable member of the team by other employees,
which indicates that there is good camaraderie and support among staff within Utilities. This contrasts
with the previous section where 64%of the respondents felt that they are valued by the Department.
One area of concern was the rating given to the statement that morale is positive in the City. Only 5% of
the respondents strongly agreed that morale in the City is positive, and 26% don't know. Opinions about
morale in the department and in the division or section indicates that it is higher there than in the City, but
those ratings were split. 55% of the respondents agreed that morale is positive in the division or section,
but 42% disagreed and an additional 2% do not know. 45% of the respondents agreed that morale is
positive in the department, but 44%disagreed and an additional 11% don't know.
Table 5. Organizational Culture
have a clear understanding of my job 19 (29%) 42 (64%) 5 (7%) 0 (0%) 0 (0%)
responsibilities and expectations 61 (93%) 5 (7%) 0 (0%)
I am engaged in my work 28 (42%) 36 (55%) 1 (1.5%) 0 (0%) 1 1.5%)
64 (97%) 1 (1.5%) 1 (1.5%)
My team works well together 21 (32%) 30 (45%) 7 (11%) 5 (7.5%) 3 (4.5%)
51 (77%) 12 (18.5%) 3 (4.5%)
am treated as a valued team member by 19 (29%) 34 (51.5%) 6 (9%) 4 (6%) 3 4.55%)
other employees 53 (80.5%) 10 (15%) 3 (4.5%)
When mistakes are made, my supervisor 16 (24.5%) 30 (45.5%) 12 (18%) 2 (3%) 6 (9%)
emphasizes lessons learned rather than
placing blame 46 (70%) 14 (21%) 6 (9%)
I trust my supervisors 16 (24%) 25 (38%) 12 (18%) 5 (8%) 8 (12%)
41 (62%) 17(26%) 8 (12%)
I trust the management team in Utilities 17 (26%) 23 (35%) 11 (16.5%) 1 7 (10.51%) 8 (12%)
40 (61%) 18 (27%) 8 (12%)
Morale is positive in my division or 5 (8%) 31 (47%) 20 (30%) 1 8 (12%) 2(3%)
section 36(55%) 28(42%) 2(3%)
4 (6%) 26 (39%) 21(32%) 8 (12%) 2 (3%)
Morale is positive in the Department
30(45%) 29(44%)! 7 (11%)
Morale is positive in the City 3 (4.5%) 17 (26%) 20 (30%) 9 13.5%) 17(26%)
20 (30.5%) 29 (43.5%) 17(26%)
Utilities fosters a culture of respect and 6 (9%) 33 (50%) 13 (20%) T 6 (9%) 8 (12%)
inclusivity 39 (59%) 19 (29%) 8 (12%)
1 would recommend others to work in my 16 (24.5%) 28 (42.5%) 12 (18%) 4 (6%) 6(9%)
section or division 44 (67%) 16 (24%) 6(9%)
1 would recommend others to work for 17 (26%) 31 (47%) 11 (16.5%) 1 3 (4.55%) 4 (6%)
Utilities 48 (73%) 14 (21%) 4 (6%)
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I would recommend others to work for the 10 (15%) 37 (56%) 9 (14%) 4 (6%) 6(9%)
City 47 (71%) 13 (20%) 6(9%)
Communication
Table 6 shows the results for statements about communication in the department. Statements highlighted
in light orange show a high level of agreement, while those in light green indicate at least one-quarter of
respondents disagreed with the statement.
Two highly rated aspects of communication in Utilities are the 84% of respondents agreeing that if they
have a question or concern, they can speak openly to their supervisors about it, and 82% agree that they
can express ideas or opinions with their supervisor. 73%of the respondents agree that important
information about the department is shared in a timely manner, and that they can communicate and
coordinate effectively with other departments as needed.
Five of the ten statements about communication indicate opportunities to improve. More than 25%of the
respondents disagree that there is open communication within their section or division (27%), that there is
open communication within the department overall (29%), that there is open communication within the
City overall (33%), and that their input matters at work (29%). 32% of the respondents disagreed with the
statement that their supervisor involves them in decisions that affect them and their work.
Table 6. Communication
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There is open communication within 8 (12%) 38 (58%) 13 (20%) 5 (7%) 2 (3%)
my section or division 46 (70%) 18 (27%) 2 (3%)
There is open communication within 5(7.5%) 37 (56%) 12 (18%) 1 7 (11%) 5 (7.5%)
the Department overall 42 (63.5%) 19 (29%) 5 (7.5%)
There is open communication within 3 (5%) 26 (39%) 16 (24%) T6 (9%) 15 (23%)
the City overall 29 (44%) 22 (33%) 15 (23%)
Important information about the 6 (9%) 42 (64%) 12 (18%) 4(6%) 2 (3%)
Department is provided to me in a
timely manner 48 (73%) 16 (24%) 2 (3%)
My input matters at work 13 (19.75%) F27 (41%) 13 (19.75%) 6 (9%) 7 (10.5%)
40 (60.75%) 19 (28.75%) 7 (10.5%)
If I have a question or concern, I can 19 (29%) 36 (54.5%) 6 (9%) 3(4.5%) 2 (3%)
speak openly to my supervisors about
it 55 (83.5%) 9 (13.5%) 2 (3%)
1 can express my ideas and opinions 20 (30%) 34 (52%) 5 (7.5%) 4 (6%) 3 (4.5%)
with my supervisors 54 (82%) 9 (13.5%) 3 (4.5%)
My supervisors involve me in 12 (18%) 30 (45%) 14 (21%) 7 (11%) 3 (5%)
decisions that affect me and my work 42 (63%) 21 (32%) 3 (5%)
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My supervisors model open and 16 (24%) 30 (45%) 15 (8%) 5 (8%)
honest communication 46 (69%) 15 (23%) 5 (8%)
1 communicate and coordinate 14 (21%) 34 (52%) 11 (16.5%) 1 3(4.5%) 4 (6%)
effectively with other City
Departments as needed 48 (73%) 14 (21%) 4 (6%)
Strategic and Business Planning
Table 7 shows the results for statements about strategic and business planning in the department.
Statements highlighted in light orange show a high level of agreement, while those in light green indicate
at least one-quarter of respondents disagreed with the statement. The cells highlighted in light purple
show that respondents' opinions were split.
91%of the respondents agree that they know the mission of the Utilities Department, and 96% have a
clear understanding of how their job contributes to fulfilling the mission of the department. These two
responses indicate understanding of the department's mission and the connection between one's role
and its importance in meeting the mission. This understanding of the department's mission is further
reinforced with 80% of the staff agreeing that they know what success looks like for their section or
division.
Over 25%of the respondents disagreed that their section or division anticipates issues and problems that
affect their work (35%) and 31% disagreed that their section or division is efficient from an operational
perspective. Respondents were split on their opinions of whether decisions in their section or division are
made in a timely manner, with 51% in agreement, 41% disagreeing, and 8% do not know.
Table 7. Strategic and Business Planning
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know the mission of the Utilities 18 (27%) 42 (64%) 4 (6%) 1 (1.5%) 1 (1.5%)
Department 60 (91%) 5 (7.5%) 1 (1.5%)
1 have a clear understanding of how my 23 (35%) 40 (60.5%) 2(3%) 0 (0%) 1 (1.5%)
job contributes to fulfilling the mission
of the department 63 (95.5%) 2 (3%) 1 (1.5%)
My section or division anticipates 5 (7.5%) 32 (49%) 22 (33%) 1 (1.5%) 6 (9%)
issues and problems that affect my
work 37 (56.5%) 22 (34.5%) 6 (9%)
My section or division is efficient from 7 (10.5%) T36 (54.5%) 17 (26%) 1 3 (4.5%) 3 (4.5%)
an operational perspective 43 (65%) 20 (30.5%) 3 (4.55%)
Decisions in my section or division are 4 (6%) T 30 (45%) 25 (38%) 1 2 (3%) 5 (8%)
made in a timely manner 34(51%) 27(41%) 5 (8%)
1 understand my section's or division's 15 (23%) T35 (53%) 14 (21%) 1 0 (0%) 2 (3%)
priorities 50 (76%) 14 (21%) 2 (3%)
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know what success looks like for my 18 (27%) 35 (53%) 11 (17%) 0 (0%) 2 (3%)
section or division 53 (80%) 11 (17%) 2 (3%)
Support of New Ideas and Continuous Improvements
Table 8 shows the results for statements about the support of new ideas and continuous improvements in
Utilities. According to the Regional Growth Forecast for County, is forecast to
have a 32 percent population increase to 143,100 residents yWnticipate growt as a significant
impact on the demand for water and solid waste services, which may put a strain on existing
infrastructure. Support of new ideas and continuous improvements are important to consider as the City
seeks to meet the demands of the growth forecast.
Statements highlighted in light orange show a high level of agreement while those in light green indicate
at least one-quarter of respondents disagreed with the statement. Overall, the staff rated the department
highly in statements regarding support of new ideas and continuous improvements, which will help the
department embrace innovation in anticipation of growth and change. 87% of the staff reports agreement
with being encouraged to use their judgment and initiative when carrying out their job, and 80% of the
staff agree that their supervisors encourage them to make independent decisions. However, 29% of the
staff disagreed that creativity and innovation are encouraged by their supervisors.
Table 8. Support of New Ideas and Continuous Improvements
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am encouraged to find ways to 17 (26%) 33 (51%) 8 (12%) 3 (5%) 4 (6%)
improve work processes or services. 50 (77%) 11 (17%) 4 (6%)
1 am encouraged to use my own 21 (32%) 36 (55%) 4 (6%) 2 (3%) 2 (3%)
judgment and initiative when carrying
out my job' 57(87%) 6 (9%) 2 (3%)
Creativity and innovation are 14 (21%) 27 (42%) 15 (23%) 4 (6%) 5 (8%)
encouraged by my supervisors 41 (63%) 19 (29%) 5 (8%)
My supervisors support and value 21 (32%) 30 (46%) 7 (11%) 1 2 (3%) 5 (8%)
initiative 51 (78%) 9(14%) 5 (8%)
My suggestions for improving services 12 (18%) 30 (46%) 9 (14%) 6 (9%) 8 (12%)
are taken seriously' 42 (64%) 15 (23%) 8 (12%)
My supervisors encourage me to make 22 (34%) 30 (46%) 7 (11%) 1 2 (3%) 4 (6%)
independent decisions 52 (80%) 9(14%) 4 (6%)
'One respondent skipped this question,making the percentages add to 99%.
Service Delivery and Customer Service
Table 9 shows the results for statements about the service delivery and customer service in the Utilities
Department. This section of the survey also reveals high support for the statements that the employees
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rated. Statements highlighted in light orange show a high level of agreement. 83% of the respondents
agree that they receive the information necessary to perform their jobs effectively; 83% agree that
customer needs are a top priority for Utilities; and 82% agree that they are supported by their supervisor
in solving customer issues/questions.
Table 9. Service Delivery and Customer Service
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receive the information necessary to 12 (18%) 42 (65%) 7 (11%) 1 (2%) 3 (5%)
perform my job effectively' 54 (83%) 8 (13%) 3 (5%)
My Department is well organized to 14(21.5%) 33 (51%) 13 (20%) 1 2 (3%) 3 (4.5%)
deliver the services we provide 27 (72.5%) 15 (23%) 3 (4.5%)
Customer needs are a top priority of 22 (34%) F 32 (49%) 5 (7.5%) 1 1 (1.5%) 5 (8%)
Utilities 54 (83%) 6 (9%) 5 (8%)
1 am empowered to make decisions to 17 (26%) 32 (49%) 6 (9%) 2 (3%) 8 (12%)
solve problems for customers' 49 (75%) 8 (12%) 8 (12%)
1 feel supported by my supervisor in 20 (31%) 33 (51%) 6 (9%) 1 0 (0%) 6 (9%)
solving customer issues/questions 53 (82%) 6 (9%)
'One respondent skipped this question,making the percentages add to 99%.
Respondent Information
Basic demographic information was requested of survey respondents to understand the mix of
respondents participating in the survey. The following information was requested: division, type of
position, and years of service. Tables 10 through 12 summarize the responses.
Table 10. In which Division do you work?
Business 6 (9%)
Solid Waste 25 (39%)
Water Resources 33 (52%)
Table 11 shows the position type of the respondents. Position concentration varied widely across
respondents.
Table 11. Which of the following best describes your position?
Administrative/Office 13 (21%)
Operations/Field 31 (51%)
Technology,engineering,or regulatory 10 (16%)
Supervisor to mid-management 7 (12%)
Department management 0 (0%)
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Table 12 shows the range of years of employment with the Utilities Department. A total of 42%of
respondents have worked for the City for five years or less, while 14% have worked for the City longer
than 20 years. Baker Tilly is assisting the department with identifying resources and changes needed to
maintain sustainable operations and prepare for the future with a ten-year outlook. While preparing for
this ten-year timeframe, the department should be mindful of the employees who have longevity with the
City and ensure that systems are in place to capture their institutional knowledge.
Table 12. How long have you worked for the City?
Less than 3 years 18 (28%)
3 to 5 years 9 (14%)
6 to 10 years 12 (19%)
11 to 20 years 16 (25%)
21 years or more 9 (14%)
Conclusion
The survey results offer valuable insights into the perceptions and experiences of employees within the
Utilities Department, aligning closely with the themes we heard in the interviews recently conducted with
management staff. These findings highlight the department's strengths, challenges, and areas for
improvement.
Consistently, both the survey and interview themes underscore concerns about staffing levels and
resource adequacy to meet workload demands. Employees indicated dissatisfaction with current staffing
levels and their workload. Similarly, while there is general agreement among employees regarding
effective talent management practices, concerns persist about the City's ability to attract and retain
employees, mirroring sentiments from the interviews.
Additionally, perceptions of organizational health revealed discrepancies in accountability measures and
concerns about teamwork, respect, and feeling valued, echoing sentiments expressed in the interviews.
However, it is worth noting that employees may not have full visibility into the application of accountability
measures due to the confidentiality of personnel actions. Despite these challenges, the survey revealed a
strong desire for improvement and a commitment to addressing issues collaboratively. Moreover, the
survey revealed opportunities to enhance communication within the department and across the City,
alongside concerns about morale, strategic planning, and fostering innovation. Addressing these
identified issues will be crucial in enhancing departmental effectiveness, employee satisfaction, and
service delivery, aligning with the department's vision for the future as the City continues to evolve. By
leveraging the strengths within the department and implementing targeted strategies to address the
identified challenges, we can position the Utilities Department for continued success and ensure it
remains a cornerstone of service and excellence within the City.
71
Attachment D—"As Is" Process Maps
ti hies epartment Assessment
Attachment D — "As Is" Process Maps
72
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Attachment F—Fleet and Staffing Evaluation
ti hies epartment Assessment
Attachment F — Fleet and Staffing Evaluation
74
Solid Waste Collections Fleet and Staffing Evaluation 2.0
Updated Date: 01/1712025
Current Fleet
Automated Side Loaders (A/S/L): 13 units+ 9 holdovers
• Commercial Front Loaders (C/F/L): 13 units + 8 holdovers
Current Staffing
• Supervisor: I
• Lead Operators: 2
• Crew Leaders: 2
• S.W.E.O.I: 14
• S.W.E.O. II: 10
• M.W. I: 2
Required Fleet
• A/S/L: 20 units (13 active, 7 spares)
• C/F/L: 16 units (10 active, 6 spares)
Projected Required Staffing by 06/01/2031
• Supervisor: I
• Lead Operators: 2
• Crew Leaders: 2
• S.W.E.O.I: 17
• S.W.E.O. II: 13
• M.W. I: 2
Projected Fleet Requirements by 06/01/2031
• A/S/L: 20 units (16 active, 4 spares)
• C/F/L: 16 units (12 active, 4 spares)
City Growth Projections (2031)
• Residential Route: Add 3 A/S/Ls (1 trash, 1 recycle, 1 organics)
• Commercial Route: Add 2 C/F/Ls (1 trash, 1 recycle)
Solid Waste Collections Recommendations
• Fleet Expansion: Start in CY 2025 to address aging fleet.
• Order Placement(January 2025):
o Order 4 A/S/Ls for 2028 delivery.
• Holdovers (CY 2025):
o Holdover 7 A/S/Ls for spares: 6417-16, 6411-19, 6414-19, 6412-14, 6423-16,
6425-16, 6451-16 to meet service demand.
o Retire 10 additional holdover trucks.
• Additional Staffing: Open recruitment for 3 S.W.E.O.I and 3 S.W.E.O.II in mid-2030 to
have operators trained for the additional routes in 2031.
Key Summary
• Fleet Needs by 2031: 20 A/S/Ls, 16 C/F/Ls.
o Order 4 A/S/Ls for 2028 delivery to meet Collections 2031 requirements and CA
diesel cutoff.
• Staffing Needs by 2031: 17 S.W.E.O.Is, 13 S.W.E.O.11s.
o Hire 6 Operators in 2030 to meet Collections needs in 2031.
• Additional S.W.E.O.s: Adding more S.W.E.O.s will support operational needs and
provide coverage for vacation and sick leave.
Solid Waste Collections Customer Growth Projections (2024-2029)
Single-Family Home Projections:
2026: 304 new single-family homes
• 2028: 290 new single-family homes
• 2030: 180 new single-family homes anticipated just beyond the five-year period
Multifamily Development:
• Total Units: 821 units across three multifamily developments expected to come online
within the next five years.
Anticipated Funding for Residential Containers:
2026: $70,000
2028: $65,000
2030: $45,000 anticipated just beyond the five-year period
Planned Allocation for Commercial Dumpsters:
• Total Estimated Budget: $80,000 over the next five years (preliminary estimate).
Additional Considerations:
• In addition, the Building Department"Com-Dev" receives on average 35 applications a
month for Accessory Dwelling Units (ADUs).
Summary:
This growth projection outlines the expected increase in residential and multifamily units, along
with the corresponding funding allocations for Solid Waste Collection. Regular updates from
Community Development will provide further insights into potential growth drivers.
Attachment G —Position Profile Template
ti hies epartment Assessment
Attachment G — Position Profile Template
75
Utilities [department
Position Profile and Resource Guide - TEMPLATE
[INSERT TJOB TITLE]
[INSERT JOB TITLE]
Table of Contents Baker Tilly
Table of Contents
ProjectProfile....................................................................................................................................1
Introduction ........................................................................................................................................1
PositionOverview...............................................................................................................................1
PositionTitle................................................................................................................................1
Department/Unit........................................................................................................................1
CurrentJob Holder......................................................................................................................1
Successor.....................................................................................................................................1
Organization and Reporting Structure................................................................................................1
PositionSummary..............................................................................................................................2
Essential Responsibilities and Duties..........................................................................................2
Critical Skills and Competencies..................................................................................................2
Job-Specific Knowledge...............................................................................................................2
MinimumRequirements..............................................................................................................2
Onthe Job.........................................................................................................................................3
Toolsand Systems.......................................................................................................................3
FieldOperations and Safety........................................................................................................3
Permitsand Regulations.............................................................................................................3
Emergency Response and Disaster Management.......................................................................3
Infrastructure and Assets............................................................................................................3
Contacts and Stakeholders..........................................................................................................3
Data and Asset Management Systems.......................................................................................4
Budget and Resource Management...........................................................................................4
Cross-Department Collaboration................................................................................................4
Utilities Department Information.......................................................................................................5
Utilities Projects and Priorities....................................................................................................5
Long-Term Projects and Planning...............................................................................................5
ThisPosition......................................................................................................................................6
Utilities Regulations and Standards............................................................................................6
Progress Tracking and Evaluation...............................................................................................6
Risk Mitigation Strategies...........................................................................................................6
Succession Planning Action Items...............................................................................................6
Resourcesand Information ................................................................................................................7
Documentation and Resources...................................................................................................7
SupportingContacts....................................................................................................................8
Sign-off and Approval ........................................................................................................................9
[INSERT JOB TITLE]
Project Profile Baker Tilly
Introduction
The Utilities Department recognizes the value of preparing employees for career
advancement and having an effective succession planning program that anticipates future staffing
needs. Succession planning is a multi-pronged effort that anticipates staffing changes, encourages staff
development, documents institutional knowledge, and ensures continuity of service.This Position Profile
and Resource Guide has been created as a tool for employees interested in career advancement into this
position and serves as a repository of central duties,job requirements, and essential skills, as well as
important contacts and resources.
While some of this information will not be applicable to each position within the department, those with
specialized knowledge and responsibilities should complete this entire document. Completion of the
document should be done in collaboration with the administrative team.
Position Overview
Position Title
Add the name of the position being vacated.
Department/Unit
Add the department or unit to which the position belongs.
Current lob Holder
Add the name and contact information of the current job holder.
Successor
Add the name and contact information of the designated successor, if known.
Organization and Reporting Structure
Department administration to include the department organization chart. Summarize where the
position resides, functions of the unit/division, and reporting structure.
1
[INSERT JOB TITLE]
Position Summary Baker Tilly
Essential Responsibilities and Duties
Outline the primary responsibilities and duties associated with the position. Include both day-to-day
tasks and broader strategic roles.
Critical Skills and Competencies
In collaboration with your supervisor, identify the essential skills, competencies, and qualifications
required to excel in the position. List both technical and soft skills needed for effective job performance.
High-performing organizations succeed because their employees exhibit desired critical competencies. A
competency is a set of skills, attributes, and behaviors used to define and measure an individual's
effectiveness. Competencies provide a structured guide for the professional development of individuals
interested in career advancement.
All employees use multiple competencies to perform their job.The Utilities
Department identified workplace competencies that contribute to an individual's success.The table
below shows which of the competencies are most important for success in this position, as ranked by
individuals knowledgeable about the roles and responsibilities the position performs.
mnmm��� ® m ® m
• List competencies here • List competencies here • List competencies here
Job-Specific Knowledge
Document specific knowledge areas that are unique to the role and not easily transferable without
guidance. Include industry-specific knowledge, regulations, or best practices.
Minimum Requirements
Using the job description as a base, and in collaboration with the section supervisor, department
administration should list minimum educational and experience requirements for the role. Include any
required licenses, training, or certifications.
2
[INSERT JOB TITLE]
On the Job Baker Tilly
Tools and Systems
List the tools, software, and systems regularly used in the role. Provide access instructions and details for
any proprietary systems.
Field Operations and Safety
If the position involves fieldwork, consider adding a section about field operations, safety protocols, and
any specialized equipment usage.
Permits and Regulations
Include information about relevant permits, licenses, and regulatory compliance that the successor needs
to be aware of, especially if the role involves managing construction or public infrastructure projects.
Emergency Response and Disaster Management
If the position has responsibilities related to emergency response or disaster management, detail the
procedures and coordination with other departments during emergencies.
Infrastructure and Assets
If the role includes asset management or maintenance, outline the key infrastructure and assets the
position is responsible for overseeing.
Contacts and Stakeholders
Identify key internal and external contacts the role interacts with regularly. Provide a brief description of
the nature of these interactions.
3
[INSERT JOB TITLE]
On the Job Baker Tilly
Data and Asset Management Systems
Include information about data management systems used to track assets, maintenance schedules, and
work orders.
Budget and Resource Management
If the position involves budget management or resource allocation,provide insights into budgeting
processes and financial responsibilities.
Cross-Department Collaboration
Identify other departments or teams the position collaborates with regularly.
4
[INSERT JOB TITLE]
Utilities Department Information Baker Tilly
Utilities Projects and Priorities
Provide an overview of ongoing and upcoming utilities projects and their strategic priorities.
Long-Term Projects and Planning
If the role involves long-term planning, describe any ongoing or upcoming projects that will require
continuity from the successor.
5
[INSERT JOB TITLE]
This Position Baker Tilly
M=EN=
Utilities Regulations and Standards
Outline relevant utilities regulations, standards, and industry best practices that the successor should be
aware of.
Progress Tracking and Evaluation
Establish methods for tracking the progress of knowledge transfer. Define key milestones and
checkpoints to assess the effectiveness of the process.
Risk Mitigation Strategies
Identify potential risks or challenges that may hinder successful knowledge transfer. Propose strategies
to mitigate these risks and ensure a smooth transition.
Succession Planning Action Items
Outline specific actions or initiatives to support the successor's development and readiness for the role.
Include potential cross-training opportunities and exposure to related areas.
6
[INSERT JOB TITLE]
Resources and Information Baker Tilly
Documentation and Resources
Specify the location of relevant documentation, manuals, guidelines, and resources related to the
position. Include access instructions to shared folders or databases.
This section includes information on where to find important documents, including Standard Operating
Procedures (SOPS), plans, schematics, drawings, and other relevant information.
7
[INSERT JOB TITLE]
Resources and Information Baker Tilly
Supporting Contacts
Provide a list of individuals or departments that the successor can reach out to for additional support and
guidance.
This section includes partners and contacts that have been essential and/or helpful to the success of this
position. Many of the internal contacts can be completed by department administration and used for all
position profiles. Any additional contacts can be added by the separating employee.
Contacts
Human Resources
Finance
Payroll
Credit cards
Training and safety
Public Works
Technology
External Agency Contacts
8
[INSERT JOB TITLE]
Sign-off and Approval Baker Tilly
s ® 1
Include a section for relevant stakeholders to sign-off on the knowledge transfer plan, indicating their
agreement and commitment to its implementation.
9
PROFESSIONAL SERVICES AGREEMENT FOR
UTILITY BILLING OPERATIONAL EFFICIENCY AUDIT
This PROFESSIONAL SERVICES AGREEMENT ("Agreement") is made by the
CITY OF NORTH RICHLAND HILLS, a Texas municipal corporation, hereinafter called
"City," and BAKER TILLY ADVISORY GROUP, LP, hereafter called "Contractor." The
parties are each individually referred to herein as a"parry" and collectively as the "parties."
1. SCOPE OF SERVICES
1.1 Contractor agrees to provide professional services for the purpose of Utility Billing
Operational Efficiency Audit as described in Exhibit A, which exhibit is incorporated into
this Agreement for any and all purposes.
1.2 Contractor agrees to complete and deliver the final report and all other
deliverables to City no later than January 31, 2027.
2. COMPENSATION
2.1 In consideration of the services described herein, City shall pay and Contractor
shall receive compensation in accordance with Exhibit B, "Compensation," which
exhibit is incorporated into this Agreement for any and all purposes.
2.2 Total payments including without limitation reimbursable expenses, to Contractor
by City for the services stated in Exhibit B shall not exceed EIGHTY-TWO
THOUSAND EIGHT HUNDRED SEVENTY-FIVE NO/100 DOLLARS
($82,875.00).
2.3 City may authorize additional services to be provided by Contractor as mutually
agreed upon by the parties in writing. Any authorization for additional services
shall be given to Contractor by City in writing, approved by City, and executed by
both parties.
3. TERM
This Agreement shall be effective upon May 18, 2026, and shall expire upon completion of
all services contemplated herein, but not later than May 18, 2027. The anticipated project
schedule is outlined in Exhibit C, "Project Schedule,"which exhibit is incorporated into this
Agreement for any and all purposes.
4. TERMINATION
4.1 City may terminate this Agreement at any time for convenience or for any cause
by a notice in writing to Contractor. Either City or Contractor may terminate this
Agreement in the event the other parry fails to perform in accordance with the
provisions of this Agreement. Upon receipt of such notice, Contractor shall
immediately discontinue all services and work and the placing of all orders or the
entering into contracts for supplies, assistance, facilities, and materials, in
Professional Services Agreement(Minor Services Contract),Page 1 of 10 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
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connection with the performance of this Agreement and shall proceed to cancel
promptly all existing contracts insofar as they are chargeable to this Agreement.
4.2 If City terminates this Agreement under the foregoing Paragraph 4.1, City shall
pay Contractor a reasonable amount for services performed prior to such
termination, which payment shall be based upon the payroll cost of employees
engaged on the work by Contractor up to the date of termination of this
Agreement and for subcontract and reproduction in accordance with the method
of compensation stated in Section 2: "Compensation" hereof. In the event of
termination, the amount paid shall not exceed the amount appropriate for the
percentage of work completed.
4.3 Non-appropriation of Funds. If services under this Agreement are anticipated to
be performed outside of the current fiscal year and in the event no funds or
insufficient funds are appropriated by City in any fiscal period for any payments
due hereunder, City will notify Contractor of such occurrence and this
Agreement shall terminate on the last day of the fiscal period for which
appropriations were received without penalty or expense to City of any kind
whatsoever, except as to the portions of the payments herein agreed upon for
which funds have been appropriated.
5. INDEMNIFICATION; RELEASE OF LIABILITY
CONTRACTOR SHALL RELEASE FROM LIABILITY, INDEMNIFY AND HOLD
THE CITY AND ITS OFFICERS, AGENTS AND EMPLOYEES HARMLESS
FROM ANY LOSS, DAMAGE, LIABILITY OR EXPENSE OF A THIRD-PARTY
FOR DAMAGE TO REAL OR PERSONAL PROPERTY AND INJURIES,
INCLUDING DEATH, TO ANY PERSON, INCLUDING BUT NOT LIMITED TO
OFFICERS, AGENTS OR EMPLOYEES OF CONTRACTOR OR
SUBCONTRACTORS, WHICH MAY ARISE OUT OF ANY NEGLIGENT ACT,
ERROR OR OMISSION IN THE PERFORMANCE OF THIS AGREEMENT.
CONTRACTOR SHALL DEFEND AT ITS OWN EXPENSE ANY SUITS OR
OTHER PROCEEDINGS BROUGHT BY A THIRD-PARTY AGAINST THE CITY,
ITS OFFICERS, AGENTS AND EMPLOYEES, OR ANY OF THEM, RESULTING
FROM SUCH NEGLIGENT ACT, ERROR OR OMISSION; AND SHALL PAY
ALL EXPENSES AND SATISFY ALL JUDGMENTS WHICH MAY BE
INCURRED BY OR RENDERED AGAINST THEM OR ANY OF THEM IN
CONNECTION THEREWITH RESULTING FROM SUCH NEGLIGENT ACT,
ERROR OR OMISSION.
TO THE EXTENT PERMITTED BY APPLICABLE LAW, THE LIABILITY
(INCLUDING ATTORNEYS FEES AND ALL OTHER COSTS) OF
CONTRACTOR AND ITS PRESENT OR FORMER PARTNERS, PRINCIPALS,
AGENTS OR EMPLOYEES RELATED TO ANY CLAIM FOR DAMAGES
RELATING TO THE SERVICES PERFORMED UNDER THIS AGREEMENT
SHALL NOT EXCEED THE FEES PAID TO CONTRACTOR FOR THE
PORTION OF SERVICES TO WHICH THE CLAIM RELATES. THIS
Professional Services Agreement(Minor Services Contract),Page 2 of 10 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
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LIMITATION OF LIABILITY SHALL NOT APPLY TO CONTRACTOR'S
INDEMNIFICATION OBLIGATIONS TO THE CITY UNDER THIS
AGREEMENT.
6. INDEPENDENT CONTRACTOR
Contractor shall perform all work and services hereunder as an independent contractor and
not as an officer, agent or employee of City. Contractor shall have exclusive control of and
the exclusive right to control, the details of the work performed hereunder and all persons
performing same and shall be solely responsible for the acts and omissions of its agents,
employees and subcontractors. Nothing herein shall be construed as creating a partnership
or joint venture between City and Contractor, its agents, employees and subcontractors; and
the doctrine of respondent superior shall have no application as between City and
Contractor.
7. ENTIRE AGREEMENT
This Agreement represents the entire agreement between City and Contractor and
supersedes all prior negotiations, representations or agreements, either written or oral.
This Agreement may be amended only by written instrument signed by both City and
Contractor.
8. PROHIBITION OF ASSIGNMENT
Neither party hereto shall assign, sublet, or transfer their interest herein without the prior
written consent of the other party, and any attempted assignment, sublease, or transfer of all
or any part hereof without such prior written consent shall be void.
9. CHOICE OF LAW; VENUE
This Agreement shall be construed in accordance with the laws of the State of Texas.
Should any action, at law or in equity, arise out of the terms herein, exclusive venue for said
action shall be in Tarrant County, Texas.
10. CONFIDENTIAL INFORMATION
Contractor understands and acknowledges that Contractor will be provided with information
that may be confidential by law, rule, statute, ordinance, or legal order. Contractor shall not
disclose any information deemed confidential to any party who is not privy to or who does
not have a special right of access to said information. Contractor agrees to use confidential
information for purposes of providing the services contemplated herein only as determined
by the City. Disclosure of, or unauthorized use of, any confidential information by
Contractor is a material breach of this Agreement. If Contractor violates this provision, and
in addition to any other remedies at law or in equity that the City may have, the City may
immediately obtain injunctive relief in a court of competent jurisdiction enjoining any
continuing or further breaches and exercise any further remedies as authorized by law.
Contractor agrees to indemnify and hold the City harmless for any third-party claims or
damages caused by Contractor's breach of this confidentiality provision.
Professional Services Agreement(Minor Services Contract),Page 3 of 10 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
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11. RIGHT TO AUDIT
During the term of this Agreement, and at any time within three (3) years following the
expiration of this Agreement, the City shall have the right of access to all information held
in the possession of the Contractor related to payment and invoicing for services performed
under this Agreement, for audit purposes or otherwise. Contractor agrees to provide access
to such information unless expressly prohibited from doing so by court or other
governmental order. Except in the event of an emergency, the City will provide reasonable
advance notice of any intended audits and the need for the information. Contractor agrees
that it will keep records relating to the services provided hereunder for as long as required
by law.
12. NOTICES
Any notice required to be given hereunder shall be given by certified mail, return receipt to
the following addresses:
If to City: If to Contractor:
City of North Richland Hills Baker Tilly Advisory Group, LP
Attn: Paulette Hartman, City Manager Attn: Caitlin Humrickhouse,Principal
4301 City Point Drive 17 Cowboys Way, Suite 800
North Richland Hills, Texas 76102 Frisco, TX 75034
With copy to the City Attorney at:
Bradley A. Anderle
Taylor, Olson, Adkins, Sralla&Elam L.L.P.
6000 Western Place, Ste 200
Fort Worth, Texas 76107
13. INSURANCE
Contractor shall maintain the following Insurance coverage during the term of this
Agreement, or other coverage acceptable to the City:
Comprehensive general liability insurance policy in minimum amounts of $1,000,000 per
occurrence and $2,000,000 general aggregate for damage and/or injury to persons or
property.
Professional liability policy with limits of no less than $1,000,000 per claim or occurrence.
Worker's compensation insurance or its equivalent in the minimum statutory amount in the
state where Contractor conducts its business.
Auto liability policy or its equivalent with a combined single limit of not less than
$1,000,000 per accident.
Professional Services Agreement(Minor Services Contract),Page 4 of 10 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
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14. DATA PRIVACY
To the extent the Services require Contractor to receive personal data or personal
information from the City, Contractor may process, and engage subcontractors to assist with
processing, any personal data or personal information, as those terms are defined in
applicable privacy laws. Contractor's processing shall be in accordance with the
requirements of the applicable privacy laws relevant to the processing in providing Services
hereunder, including Services performed to meet the business purposes of the City, such as
Contractor's tax, advisory, and other consulting services. Applicable privacy laws may
include any local, state, federal or international laws, standards, guidelines, policies or
regulations governing the collection, use, disclosure, sharing or other processing of personal
data or personal information with which Contractor or its clients must comply. Such privacy
laws may include laws regulating marketing communications, requiring security breach
notification, imposing minimum security requirements, requiring the secure disposal of
records, and other similar requirements applicable to the processing of personal data or
personal information. Contractor is acting as a Service Provider/Data Processor in relation to
City personal data and personal information.As a Service Provider/Data Processor
processing personal data or personal information on behalf of the City, Contractor shall,
unless otherwise permitted by applicable privacy law, (a) follow City instructions; (b) not
sell personal data or personal information collected from the City or share the personal data
or personal information for purposes of targeted advertising; (c) process personal data or
personal information solely for purposes related to the City's engagement and not for
Contractor's own commercial purposes; and (d) cooperate with and provide reasonable
assistance to the City to ensure compliance with applicable privacy laws. The City is
responsible for notifying Contractor of any applicable privacy laws the personal data or
personal information provided to Contractor is subject to, and City represents it has all
necessary authority (including any legally required consent from individuals) to transfer
such information and authorize Contractor to process such information in connection with
the Services described herein. The City further understands Baker Tilly US, LLP and Baker
Tilly Advisory Group, LP may co-process City data as necessary to perform the Services,
pursuant to the alternative practice structure in place between the two entities. Contractor is
responsible for notifying the City if Baker Tilly becomes aware that it can no longer comply
with any applicable privacy law and, upon such notice, shall permit the City to take
reasonable and appropriate steps to remediate personal data or personal information
processing.
Contractor does not treat properly de-identified data or aggregate consumer information as
personal data or personal information, and Contractor reserves the right to convert City
personal data or personal information into properly de-identified data or aggregate consumer
information for Contractor's own purposes.
15. ENTITY DISCLAIMER
Baker Tilly US, LLP and Baker Tilly Advisory Group, LP and its subsidiary entities provide
professional services through an alternative practice structure in accordance with the AICPA
Code of Professional Conduct and applicable laws, regulations and professional standards.
Professional Services Agreement(Minor Services Contract),Page 5 of 10 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
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Baker Tilly US, LLP is a licensed independent CPA firm that provides attest services to
clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and business
advisory services to their clients. Baker Tilly Advisory Group, LP and its subsidiary entities
are not licensed CPA firms. Baker Tilly Advisory Group, LP and its subsidiaries and Baker
Tilly US, LLP are independent members of Baker Tilly International. Baker Tilly
International Limited is an English company. Baker Tilly International provides no
professional services to clients. Each member firm is a separate and independent legal entity
and each describes itself as such. Baker Tilly Advisory Group, LP and Baker Tilly US, LLP
are not Baker Tilly International's agents and do not have the authority to bind Baker Tilly
International or act on Baker Tilly International's behalf. None of Baker Tilly International,
Baker Tilly Advisory Group, LP, Baker Tilly US, LLP, nor any of the other member firms
of Baker Tilly International has any liability for each other's acts or omissions. The name
Baker Tilly and its associated logo is used under license from Baker Tilly International
Limited.
16. DISPUTE RESOLUTION
Except in the event of termination pursuant to Section 4.1, if either City or Contractor has a
claim, dispute, or other matter in question for breach of duty, obligations, services rendered,
or any warranty that arises under this Agreement,the parties shall first attempt to resolve the
matter through this dispute resolution process. The disputing party shall notify the other
party in writing as soon as practicable after discovering the claim, dispute, or breach. The
notice shall state the nature of the dispute and list the party's specific reasons for such
dispute. Within ten (10)business days of receipt of the notice, both parties shall commence
the resolution process and make a good faith effort, either through email, mail, phone
conference, in person meetings, or other reasonable means to resolve any claim, dispute,
breach, or other matter in question that may arise out of, or in connection with, this
Agreement. If the parties fail to resolve the dispute within sixty (60) days of the date of
receipt of the notice of the dispute, then the parties may submit the matter to non-binding
mediation in Tarrant County, Texas, upon written consent of authorized representatives of
both parties in accordance with the Industry Arbitration Rules of the American Arbitration
Association or other applicable rules governing mediation then in effect. The mediator shall
be agreed to by the parties. Each parry shall be liable for its own expenses, including
attorney's fees; however, the parties shall share equally in the costs of the mediation. If
the parties cannot resolve the dispute through mediation, then either party shall have the
right to exercise any and all remedies available under law regarding the dispute.
Notwithstanding the fact that the parties may be attempting to resolve a dispute in
accordance with this informal dispute resolution process, the parties agree to continue
without delay all of their respective duties and obligations under this Agreement not
affected by the dispute. Either parry may, before or during the exercise of the informal
dispute resolution process set forth herein, apply to a court having jurisdiction for a
temporary restraining order or preliminary injunction where such relief is necessary to
protect its interests.
Professional Services Agreement(Minor Services Contract),Page 6 of 10 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
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EXECUTED on this, the day of , 20
ACCEPTED AND AGREED:
CONTRACTOR: CITY OF NORTH RICHLAND HILLS:
By. V, By.
Name: Caitlin Humrickhouse Paulette A. Hartman
Title: Principal City Manager
Date: 04/10/2026 Date:
ATTEST: ATTEST:
By. By.
Name: Jacquelyn McCray Alicia Richardson
Title: Director City Secretary/Chief Governance
Officer
APPROVED TO FORM AND LEGALITY:
By:
Bradley A. Anderle
City Attorney
Professional Services Agreement(Minor Services Contract),Page 7 of 10 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
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EXHIBIT A
SCOPE OF SERVICES
Professional Services Agreement(Minor Services Contract),Page 8 of 10 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
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Phase 1—Plan and manage project
In this phase we ensure that everyone shares the same understanding of the project scope, objectives,
deliverables and timing. We also confirm that both client and consultant have appropriate resources
available and are well-coordinated.
1,1111111 confi:111,11ni scope, objectives and IJ:iniuusg
This task includes a kick-off meeting with the project steering committee at the City. The following
subtasks will be completed to finalize the project design:
• Define project success. Discuss how the project aligns or impacts other initiatives and how North
Richland Hills wants to use the results of the project to further support its goals. Based on the RFP,
our understanding of success is an increased customer satisfaction score, a shortened revenue
collection timeline, and identifying measurable process efficiency gains through technology use.
These goals will be examined and analyzed in detail, as detailed below.
• Review work plan. Review the proposed objectives, scope and approach and make revisions, as
needed, based on the project success discussion. We will also introduce the "Information Request"
listing key documents needed as a part of our initial data gathering and identify individuals for
confidential interviews.
• Arrange logistics/administrative support. Agree upon a detailed project schedule, project status
meeting frequency and agenda, contact persons, interview schedule and other logistics and support
requirements etc.
We are sensitive to your busy schedule and competing deadlines. We begin every engagement with a
mutually agreed-upon timeline. Using that timeline, we develop and commit to a project approach to
ensure there are no surprises along the way. The agreed-upon project approach serves as a
communication and monitoring tool for the City and the Baker Tilly team.
1 g.... III uu lllisc Ilsuimolcct aIlslpi oa6h and slallkec 6:dcuim oL&luicacll
Based on information developed during the kickoff meeting, the Baker Tilly team will prepare a Project
Inception Report. The report will solidify the agreed upon project approach, the various internal and
external stakeholder interests and groups, suggest engagement methods for each, identify those
accountable for completion of the proposed engagement activities, issue complete project schedule, and
conclude with execution activities.
Key activities and doffvosadfos
• Conduct virtual kick-off meeting
• Discuss project schedule and key milestones
• Confirm list of stakeholders and project approach
• Issue Project Inception Report
Phase 2—Assess current structure and operations
2,1 fcvlicw uu ulli III Ilaacllkg1l'OUnd uusfouimum luous
During this step the Baker Tilly team will begin reviewing information provided by the City. We will gather
as much of this data/information as obtainable from publicly available websites. Our review may include:
• Department operating budget and strategic plan
• Organization charts and existing process workflow diagrams
• Budgeted full-time equivalent staffing levels by position
1
• Position descriptions
• Enterprise-wide and department-specific technology systems in use
• Relevant policies and procedures or employee handbooks
• Implementation materials provided by vendor
• Key performance indicators and operating metrics
• Community and employee surveys
• Other relevant information
2,2.... CondUCt uu fcuimvli:ew and focUc g1l'OLfl3 inieelJ11gs
Baker Tilly will develop the project interview and focus group schedule and questions with the project
steering committee. The meetings will include both public sector subject matter experts and generalists.
This proposal includes 14 interviews for the following positions/functional areas/stakeholder groups:
• Utility Billing and Collections Department leadership to discuss strategic priorities, staffing challenges,
and gaps in services or skillsets to meet strategic priorities.
• Supervisory leadership to discuss daily operations, division of duties, staffing and skillset gaps,
technology usage, and identified operation improvements.
• Individual or small focus group meetings with Utility Billing and Collections Department employees to
understand how work is distributed, workflows, and technology usage.
We will focus on the organizational structure and staffing, workflow processes and current operations for
billing and utility accounts, technology use and data for financial reporting and management, culture,
responsibilities and collaboration. The scope of our data gathering may address:
• Primary functions, responsibilities and required skills
• Staffing assignments, turnover and vacancies
• Training and professional development
• Policies, procedures and work order management
• Communication methods and frequency
• Hand-offs within the department and with other departments
• Service needs, met and unmet (with a focus on key performance indicators and reports
available/used)
• Role-based system access
• Shadow system usage (including excel spreadsheets)
2 d.... Ilfcvcll'oll' cUiniirent stale Il roccss umia s
The Baker Tilly team will document the current workflows for the utility billing, payment, and collections
processes. The process maps will be a visual representation that describes each step, step owner,
system used (technology or medium), and identifies risks or inefficiencies found during their creation. This
proposal includes development of three 'AS-IS' (current state) process maps.
Process maps will be developed through workshops (in-person or virtual)with key employees that have a
role in billing, payments and collection to discuss the specific steps, from start to end. Workshop
participants will be identified through employee interviews and confirmed with the City's project steering
committee. Workshops are collaborative and require participation by City employees to help document
the specific steps of each process.
2
2, .....................Il'[)evel:op and coed Ct cL&sloinieuim salJsfaclJon SUirvcy
Baker Tilly will develop and conduct a customer satisfaction survey using the Qualtrics Research Core
platform. Survey questions will be developed using best practices and Baker Tilly extensive professional
experience. Questions will be provided to the project steering committee and updated based on feedback
to ensure it captures information to answer the City's concerns about account setup, service requests,
billing and customer service.
Qualtrics supports multiple distribution options—including email distribution through the platform,
anonymous open links, QR codes, and embedded website links. This flexibility allows us to meet your
customers where they are while still maintaining strong data integrity.
Best practice is to distribute the survey directly from Qualtrics using individualized email links, as this
method enables the full suite of automated follow-up capabilities, including:
• Tracking of who has and has not responded
• Scheduled reminder messages targeted only to non-respondents
• Delivery monitoring (bounces, opens, clicks)
• Preventing duplicate responses
• Improved respondent experience, including one-click return to a partially completed survey
A standard cadence includes an initial survey invitation followed by one to two reminders over a 10 to 21-
day response window. These reminders can be timed based on response-rate trends, urgency, or your
communication preferences. If alternative distribution methods are required (such as a general link
provided by the association), we adjust our follow-up plan accordingly, recognizing that some automation
and tracking capabilities may be more limited.
All data collected is stored directly within Qualtrics' SOC 2 Type II—certified, encrypted cloud
infrastructure. Data is backed up automatically by the Qualtrics platform and is accessible only to
authorized members of the Baker Tilly team.
Survey data is exported to secure firm systems only when needed for analysis and reporting. No data is
stored on local devices unless encrypted and permitted by firm policy. All handling aligns with our firm's
internal confidentiality and data security protocols. Further information related to data security and data
integrity will be addressed as requested.
2,5 . w eir II su cll um uimlll�uu d
Baker Tilly will benchmark North Richland Hills's utility billing function against industry standards of the
American Water Works Association (AWWA) and three comparable peers, as confirmed by the project
steering committee. Peer and industry benchmarking will focus on information available through publicly
available resources such as industry reports, budget documents, performance dashboards, and other
publicly accessible websites. Additionally, Baker Tilly will conduct 30-45 minute meetings with peer
organizations to clarify public data and gain additional insights into their operations. This proposal
includes data gathering for up to five peers as part of the benchmarking analysis.
The information compiled for North Richland Hills and municipal peers will focus on functional alignment,
staffing levels and responsibilities, number of customer accounts, customer satisfaction scores, collection
rates, and other key performance indicators.
3
Key activities and dcttvcsadtos
• Review of all data provided
• Develop and issue customer satisfaction survey
• Conduct on-site/remote individual interviews, focus group meetings, and process mapping workshops
• Develop and validate current state process maps
• Peer benchmarking
Phase 3—Analyze current state and develop preliminary recommendations
3,1 .... Il tavel:olp oUiniirent shale asscssinient urepoirt
The Baker Tilly team will synthesize and analyze the information collected up to this point and develop a
Current State Assessment Report; inclusive of initial observations to discuss with the project steering
committee. Our observations will identify:
• Gaps in policies, processes, and associated staffing or structure needed to meet strategic goals
• Technology leveraging opportunities
• Resources needed to meet results-based metrics and other performance measures
• Key themes resulting from the customer satisfaction survey, peer benchmarking, and interviews
The Baker Tilly team will discuss report with the project steering committee to solicit feedback and
discuss the direction and focus of the next phase. During this meeting, the project team and steering
committee will identify high priority items for detailed recommendation development.
3,2..... a a:Ilyze 14suiroccss and sta fooig ineeds
Building from the Current State Assessment Report, Baker Tilly will identify changes to processes,
operations, or staffing levels to meet priorities and goals. When available, we will incorporate standard
industry metrics and incorporate the benchmarks from Task 2.5 into the analyses, as appropriate. Tasks
performed and resources used may include:
• Analyze service delivery metrics
• Identify staff and processes needed to optimize technology capabilities
• Identify employee soft and technical skills needed for responsibility realignments
• Identify communication strategy needs
• Research and identify appropriate industry best practices and organizational alignment based on
information and standards from:
• International City/County Management Association
• American Water Works Association
• Public Sector Human Resources Association
• Society for Human Resources Management
• Government Finance Officers Association
We will analyze staffing levels, workload, distribution of tasks, skill level needs and workflow and
determine optimal staffing for enhanced service levels, while keeping costs as low as possible.
4
d .... .Cireale uimscou iu isu d�ituou s
Baker Tilly will prepare preliminary recommendations and meet with the project steering committee to
review and discuss them. The preliminary recommendations may include staffing and structure changes
such as position moves, new positions, or changes to staffing levels. Process recommendations may
include specific changes to workflow steps, technology use, or inter- and inter-departmental
communication, etc.
We find that visual aids help facilitate conversation. To supplement our written recommendations, Baker
Tilly will also develop draft organizational charts and To-Be (future state) process maps to discuss with
the City's project steering committee.
Key activities
• Research industry best practices
• Complete analysis and prepare draft future state recommendations report
• Conduct remote preliminary recommendation review meeting with project steering committee
Phase 4—Recommend and report
4.1....................II Dui epaii s and ussUc ui sll oirt
Baker Tilly will prepare a draft report to include the consulting team's observations and recommendations.
The report will address:
• Future state process maps— inclusive of changes for process efficiency
• Organizational structure recommendations down to the position and full-time equivalent levels
• Primary roles and responsibilities for new or restructured positions
• Observations and recommendations related to processes and technology as it relates to staffing and
efficiency
• Cost-benefit analysis for recommendations, as appropriate
• Details on rationale, metrics, and tools used for our analysis
In addition to the project report, we will prepare an Implementation Action Plan (IAP) incorporating each
recommendation. The IAP sets forth the steps required for execution, assigns responsibility for action,
and an assigned priority level (immediate, near or long term)for initiating each recommendation. The IAP
is prepared as a starting point and roadmap for the City and is provided for ongoing use as a living
document to track and update, with specific dates and responsibility owners, as the recommendations are
executed.
Baker Tilly consulting teams operate under the principle of"no surprises." We always make final
recommendations with our client's active involvement and input. We solicit feedback to ensure our facts
and conclusions are correct. We want to make sure both the consulting team and the client understand
the ramifications of the recommendations and proposed solutions to identified challenges.
We will review the draft report and Implementation Action Plan with the project steering committee and
make needed edits, then issue the final report.
d If':)iresent uimsll oirt and ll` rovlidc 011g6:11g sLfll ll oui1
We are available to present the findings of our report to City leaders (management and City Council),
either in person or virtually, at your direction. We are also available to answer questions or provide
5
clarification as officials work to implement the recommendations. We are always only a phone call or
email away.
Key activities
• Draft report development
• Draft implementation action plan
• Conduct remote meeting with project steering committee to discuss the draft report
• Incorporate feedback from the City and deliver final report
• Present key findings and recommendations to City leaders
6
EXHIBIT B
COMPENSATION
1. COMPENSATION
For and in consideration of the services to be rendered by Contractor under this
Agreement, City shall pay to Contractor the compensation hereinafter set forth in
accordance with the terms set forth herein.
11111M
Phase 1 —Plan and manage project $6,500
Phase 2—Assess current structure and operations
• Information request and review: $6,000
• As Is Process Maps (3 Maps):$10,000
• Employee Interviews(14 lntervliews): $7,000 $45,000
• Peer Benchmarking (5 peers):$9,000
• Customer Satisfaction Survey:$9,000
• Travel (Process map workshops):$4,tl00
Phase 3—Analyze current state and develop preliminary recommendations $16,000
Phase 4—Recommend and report
• Report Creation: $116,000 $17,500
• Travel(in-person Presentation) $1,500
Discount ($2,125)
Total Fees $82,875
2. PAYMENT
Payments to Contractor will be made as follows:
Monthly payment of the fee will be in proportion to the percent completion of the total work
by task.
Monthly invoices will be issued by Contractor for all work performed under this
Agreement. Invoices will be prepared in a format approved by City prior to submission of the
first monthly invoice. Once approved, City agrees not to require changes in the invoice
format, but reserves the right to audit.
City's payments under this Agreement, including the time of payment and the payment of
interest on overdue amounts, are subject to Chapter 2251 of the Texas Government Code.
Payment shall be due within thirty (30) days of the date the City receives a timely and proper
invoice for the goods or services. Interest on any overdue payment shall not exceed 1%
plus the prime rate as published by the Wall Street Journal on the first day of July of the
preceding fiscal year that does not fall on a Saturday or Sunday.
Upon completion of services enumerated in Exhibit A, the final payment will be due upon
receipt of the final invoice.
Professional Services Agreement(Minor Services Contract),Page 9 of 10 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
Initial Here CH
EXHIBIT C
PROJECT SCHEDULE
PROJECT SCHEDULE
The Scope of Services for this PROJECT is based on the following schedule:
� ME Fm ON r."m
'1-1 -Confinn scope, objectimes and
himing
1.2- Finalize project approach and
stakeholder outreach
2-1 - Request and review background
linformation mom
22- Goncluct interview and focus
group meetAings
2-3,- Devellop current state Ipirocess
maps
2-4- Develop and conduct customer
satisfaction survey
2-5—Peer Benchmarking
3.1 - Develop current state,
assessment report
3-2-Analyze process and stiffing
needs
3.3,- Create,preflminary,
recommenidabons
4.1 - Pirepare and issue,repoirt
42- Present report and provide
ongoing support
l F r�7i FNA Vfli I"A I IIN 0 R 1 i II R IIY
Wot'kmg closely with you andycour teatn, 'we will co-develop a Wnekne to defivet,on time or ahead,or
schedule..
Professional Services Agreement(Minor Services Contract),Page 10 of 10 CA-CONTRACT NO."PROF-SERV-MSC 1/10/25"
Initial Here CH
CERTIFICATE OF INTERESTED PARTIES FORM 1295
10fi
Comptete I I-4 and 6 if there are interested parties. OFFICE USE GNLY
Complete Nos.1,2,3,5,and 6 if there are no interested parties. CERTIFICATION OF FILING
1 Name of business entity filling form,and the city,state and country of the business entity's place Certificate Number:
of business. 2026-1435507
Baker Tilly Advisory Group, LIP
Austin,TX United States Date Filled-,
2 Name of governmental entity or state agency that!is a party to the contract for which the form is 03,11,912026,
being filled!.
North Richland Hills, TX IDate Acknowledged:
3 Provide the identification number used by the governmental entity or state agency to track or identify the contract,ands provide a
description of the services,goods,or other property to be provided under the contract,
2'6-008
consuilting services
4 Nature of interest
IName of Interested Party City,State,Country(place of busliness), (check applicable)
Controlling I Intermediary
Hurnrickhouse,Caitlin, Tarnpla,FL United States X
5 Check only if there is NO Interested Party.
6 UNSWORN DECLARA71ON
My name is Calidin fluinfick1ouse and my date of birth is
My address is Wells Fargo Building,400 Ashley Drive Sill 1550 Tampa FIL 33602 1
(city), (stal (Zip code) (country)
declare under penalty of perjury that the foregoing is true and correct.
Executed in, Hdisborough Couill State of on the 19th day of March 20__2ra ..
(imionthi) (year)
Signature of authorized agent of contracting business entity
(Declarant)
Forins provided by Texas Ethics Corrimission www.ethics.s(atl Version,V4 1.0.b6ef 2aab
MR
NOKTH KICHLAND HILLS
CITY COUNCIL MEMORANDUM
FROM: The Office of the City Manager DATE: April 27, 2026
SUBJECT: Approve Resolution No. 2026-026, appointing members to the
Legislative Task Force of the City of North Richland Hills.
PRESENTER: Paulette Hartman, City Manager
SUMMARY:
At the March 23, 2026, City Council meeting, the City Council approved the establishment
of the Intergovernmental and Legislative Affairs Program, including the creation of the
Intergovernmental and Legislative Affairs Subcommittee of the City Council and the
Legislative Task Force to be made up of 9 citizen volunteers recommended by the Mayor
and appointed by the City Council. This memo presents the Mayor's recommended
appointments for the nine resident members who will serve on the Legislative Task Force.
Appointment of these members will complete the formation of the Legislative Task Force
and allow it to begin its work in advance of the upcoming legislative cycle.
GENERAL DESCRIPTION:
On March 23, 2026, the City Council approved the creation of the Intergovernmental and
Legislative Affairs Program to strengthen the City's ability to monitor, evaluate, and
respond to legislative developments at the state and federal levels. As part of this
program, the City Council also established the Legislative Task Force, a resident-led
advisory body responsible for evaluating the potential community impacts of proposed
legislation and providing recommendations to help shape the City's legislative agenda.
The Legislative Task Force consists of nine North Richland Hills citizens who volunteer
their time to support the City's legislative engagement efforts. In accordance with the
structure approved by the City Council, members are recommended by the Mayor and
appointed by the City Council. All members serve two-year terms beginning in May of the
year prior to a regular session of the Texas Legislature. The inaugural terms will begin in
May 2026 and conclude in April 2028.
The Mayor, with input from the City Council, has identified nine qualified residents whose
backgrounds, community involvement, and expertise will support the mission and
responsibilities of the Legislative Task Force. Appointment of these members will allow
the group to organize, receive orientation, and begin reviewing legislative issues relevant
to the community.
MR
NOKTH KICHLAND HILLS
The following individuals are recommended for appointments to the Legislative Task
Force for terms beginning May 2026 and ending April 2028:
Linda Burt
Kyle Morris
Kyle Pekurney
Tito Rodriguez
Charlie Ruiz
Greg Stamps
Randy Tolleson
Mark Vaughn
Greg Vick
This item is presented to the City Council for consideration and action regarding the
Mayor's recommendations for appointment to the Legislative Task Force as presented.
RECOMMENDATION:
Approve Resolution No. 2026-026, as presented.
RESOLUTION NO. 2026-026
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
NORTH RICHLAND HILLS APPOINTING MEMBERS TO
THE LEGISLATIVE TASK FORCE OF THE CITY OF
NORTH RICHLAND HILLS
WHEREAS, the City of North Richland Hills' Intergovernmental & Legislative Affairs Program
advocates, coordinates, and advances the City's legislative agenda to enhance
the City's ability to govern and provide essential municipal and community
services; and
WHEREAS, the purpose of the program is to ensure the City's interests are protected and
enhanced through active involvement in the legislative process and strong
intergovernmental relationships and to engage community leaders and partner
organizations to advocate for the citizens of North Richland Hills; and
WHEREAS, pursuant to Resolution No. 2026-020 the City Council created a standing
Intergovernmental & Legislative Affairs Subcommittee of the City Council and a
Legislative Task Force made up of citizen volunteers recommended by the Mayor
and appointed by the City Council to provide input into the City's Intergovernmental
& Legislative Affairs Program; and
WHEREAS, the City Council finds it necessary to appoint citizen volunteer members to the
Legislative Task Force to ensure membership across a broad area of expertise.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF NORTH
RICHLAND HILLS, TEXAS, THAT:
SECTION 1. The Legislative Task Force is hereby amended to consist of nine (9) members
recommended by the Mayor and approved by City Council. Members would serve
two-year terms beginning in May of the year prior to a regular session of the Texas
Legislature,with the inaugural terms beginning in May 2026 and concluding in April
2028. Each subsequent term would end in April of the year following a regular
legislative session.
The following members have been recommended by Mayor Jack McCarty for
consideration by the City Council for appointment to the Legislative Task Force.
Linda Burt
Kyle Morris
Kyle Pekurney
Tito Rodriguez
Charlie Ruiz
Greg Stamps
Randy Tolleson
Mark Vaughn
Greg Vick
SECTION 2. The Legislative Task Force shall meet prior to and during state legislative sessions
for the following purposes:
Resolution No. 2026-026
Page 1 of 3
• Review educational information from City staff, industry leaders, and
subject matter experts related to current issues and the proposed impact
proposed legislation could have on the community.
• Provide input to the Intergovernmental & Legislative Affairs City Council
Subcommittee and City staff on the City's legislative agenda and proposed
legislation.
• Engage with the community and advocate for the community to state
legislators during the Legislative Session.
SECTION 3. All resolutions that conflict with the provisions of this Resolution are hereby
repealed, and all other resolutions of the City not in conflict with the provisions of
this Resolution shall remain in full force and effect.
SECTION 4. If any provision of this Resolution, or application thereof, to any person or
circumstance, shall be held invalid, such invalidity shall not affect the other
provisions, or application thereof, of this Resolution, which can be given effect
without the invalid provision or application, and to this end the provisions of this
Resolution are hereby declared to be severable.
SECTION 5. The Mayor is hereby authorized to sign this Resolution and the City Secretary to
attest. This Resolution shall become effective and be in full force and effect
immediately in accordance with the provisions of the City Charter of the City of
North Richland Hills.
AND IT IS SO RESOLVED.
PASSED AND APPROVED this the 27th day of April, 2026.
CITY OF NORTH RICHLAND HILLS
Jack McCarty, Mayor
ATTEST:
Alicia Richardson
City Secretary/Chief Governance Officer
APPROVED AS TO LEGALITY:
Bradley A. Anderle, City Attorney
APPROVED AS TO CONTENT:
Paulette A. Hartman, City Manager
Resolution No. 2026-026
Page 2 of 3
Resolution No. 2026-026
Page 3 of 3
k4Ft
hJOIF LH KICHLAND HILLS
CITY COUNCIL MEMORANDUM
FROM: The Office of the City Manager DATE: December 11, 2023
SUBJECT: Consider Ordinance No. 3955, amending Chapter 2, Article II,
Division 2, Rules of Procedure of the Code of Ordinances of the City
of North Richland Hills.
PRESENTER: Ad-Hoc Council Committee
SUMMARY:
The City Council will consider an ordinance amending the current Rules of Procedure to
simplify language, comply with state law, and current City Council policies and practices.
GENERAL DESCRIPTION:
On January 12, 2026, the City Council approved Mayor McCarty's recommendation to
appoint Council members Delaney, Roberts, and Mitchell to serve on the Ad-Hoc Council
Committee. The charge of the committee was to work with staff to draft an ethics
ordinance and to amend the Rules of Procedure to align with North Richland Hills
governance and values.
At the February 23, 2026, work session, City Council received a presentation from the
Ad-Hoc Council Committee regarding proposed amendments to the Rules of Procedure
(Chapter 2, Article II, Division 2, Code of Ordinance of the City of North Richland Hills).
The committee received feedback and presented their final proposed amendments at the
April 13, 2026, work session meeting.
Pursuant to Section 2-62 of the Code of Ordinances, any new rules or amendments to
the Rules of Procedure must first be introduced into the record at a previous City Council
meeting. The proposed amendments were introduced into the record at the April 13,
2026, City Council meeting.
Ordinance No. 3955 is included in the packet, and a summary of the proposed changes
is provided below:
Sec. 2-52
Clarifies that five (5) members of the City Council constitute a quorum.
Sec. 2-60
Clarifies that these rules shall govern the proceedings of City Council meetings.
k4Ft
hJOIF LH KICHLAND HILLS
Sec. 2-68
Clarifies and updates language to align with current practice and incorporates a table of
motions for quick reference.
RECOMMENDATION:
Approve Ordinance No. 3955.
ORDINANCE NO. 3955
AN ORDINANCE OF THE CITY OF NORTH RICHLAND HILLS, TEXAS,
AMENDING AND RESTATING CHAPTER 2, ARTICLE II, DIVISION 2,
RULES OF PROCEDURE OF THE CODE OF ORDINANCES OF THE
CITY OF NORTH RICHLAND HILLS; PROVIDING THAT THIS
ORDINANCE SHALL BE CUMULATIVE OF ALL ORDINANCES AND
REPEAL OF CONFLICTING PROVISIONS; PROVIDING A SAVINGS
CLAUSE; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN
EFFECTIVE DATE.
WHEREAS, the City of North Richland Hills, Texas ("the City") is a home rule city acting
under its power adopted by the electorate pursuant to Article XI, Section 5
of the Texas Constitution and Chapter 9 of the Local Government Code;
and
WHEREAS, the Rules of Procedure governing city council meetings set forth in Chapter
2, Article II, Division 2 of the Code of Ordinances was first adopted in 1975,
and has subsequently been amended; and
WHEREAS, the City Council of North Richland Hills finds that the Rules of Procedure
should be amended and restated to update the rules to comply with state
law and current city council policies and practices.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
NORTH RICHLAND HILLS, TEXAS, THAT:
SECTION 1: The City Council hereby finds the recitals above to be true and correct,
and such recitals are hereby incorporated into this Ordinance as if written
herein.
SECTION 2: That Chapter 2, Article II, Division 2, of the Code of Ordinances of the City
of North Richland Hills is hereby amended and restated in its entirety to
read as follows:
"DIVISION 2. - RULES OF PROCEDURE
§ 2-51. Meetings to be public.
All city council meetings shall be open to the public in accordance with Article XVII I,
Section 4 of the City Charter and the Texas Open Meetings Act (Texas Government
Code, Chapter 551).
§ 2-52. Quorum.
Five members of the city council, as defined in Section 2-102 of the City Code, shall
Ordinance No. 3955
Page 1 of 11
constitute a quorum.
§ 2-53. Minutes of meetings.
The city secretary shall keep an account of all proceedings of the city council which,
upon approval by the city council, shall constitute the official record.
§ 2-54. Questions to contain one subject.
Questions submitted for a vote shall contain only one subject. If two or more points
are involved, any member may require a division when the question reasonably
admits of division.
§ 2-55. Right of floor.
Members wishing to speak must first be recognized by the chair and shall confine
remarks to the subject under discussion. No member may speak more than once on
a subject until every member wishing to speak has spoken. Members may not speak
more than twice to the subject under discussion.
§ 2-56. City manager.
The city manager shall attend all city council meetings unless expressly excused,
may make recommendations, and shall have the right to take part in discussions,
but shall have no vote.
§ 2-57. City attorney.
The city attorney shall attend all city council meetings unless expressly excused,
shall provide oral or written opinions upon request on questions of law, and shall
act as parliamentarian.
§ 2-58. City secretary.
The city secretary shall attend all city council meetings unless expressly excused,
keep the official minutes, and perform other duties as requested by the council.
§ 2-59. Officers and employees.
Any officer or employee, when requested by the city manager shall attend meetings
of the city council and may present information related to matters before the city
council.
Ordinance No. 3955
Page 2 of 11
§ 2-60. Procedural Rules for City Governance.
These rules shall govern the proceedings of the city council to establish clear,
consistent, and transparent processes for council governance and public
meetings. The Rules provide a framework for conducting City business efficiently,
safeguarding deliberative decision-making, and ensuring the fair and orderly
consideration of matters before the city council.
§ 2-61. Suspension of rules.
Provisions of section 2-67 shall not be suspended. Any other provisions of these
rules not governed by state law, the City Charter, or City Code may be temporarily
suspended by a unanimous vote of all members of the city council present and
voting.
§ 2-62. Amendment of rules.
These rules may be amended, or new rules adopted by a majority vote of all
members of the city council, provided that the proposed amendments or new rules
shall have been introduced into the record at a previous meeting of the city council.
§ 2-63. Types of meetings.
(a) Regular meetings. Regular meetings of the city council are held in the
council chamber at city hall on the second and fourth Monday of each month
at 7.00 p.m., unless otherwise scheduled by the city council. The call and
conduct of all meetings shall comply with the Texas Open Meetings Act,
Government Code Chapter 551.
(b) Special meetings. Special meetings may be called by the mayor or any four
council members. The call for a special meeting shall be filed with the city
secretary in writing, and any notice of such meeting shall be posted by the
city secretary in accordance with the Texas Open Meetings Act.
(c) Recessed meetings. Any meeting of the city council may be recessed to a
later time, provided a recess may not extend beyond the next regular
business day unless notice is reposted in accordance with the Texas Open
Meetings Act.
(d) Emergency meetings. An emergency meeting of the city council may be
called by the mayor or any three council members if an emergency or
urgent public necessity exists as defined by the Texas Open Meetings Act
and requires immediate council action. Notice shall meet the Act's
requirements and be posted at least one hour before the meeting is
convened.
Ordinance No. 3955
Page 3 of 11
§ 2-64. Meeting agendas.
(a) Generally. The city manager is responsible for creating the agenda and agenda
packet materials for city council meetings in accordance with this Code and
applicable state law, including items requested by city council pursuant to section
2-64(c).
(b) Work sessions. Work sessions, when needed, are held prior to the regular city
council meeting and shall be conducted in public pursuant to a posted agenda
approved by the city manager. The city council shall be free to fully discuss each
item on the work session meeting agenda, to question each other and to
question the staff, inquire into reasons for recommendations and to inquire as
to the opinion of other council members. Each council member shall be entitled
to state his or her position on each work session meeting agenda item.
(c) Placing items on the agenda. A standing item on each work session agenda
allows the mayor and council members to propose items for a future agenda. In
accordance with the Texas Open Meetings Act, discussion is limited to whether
the item should be placed on a future agenda. The city council may direct the
city manager to place the item on a future work session or regular meeting
agenda. No vote or action may be taken during the work session. The city
council may request informational reports from staff for the work session.
(d) Discussion of regular agenda items during work session. During the work
session meeting, the mayor or any council member may ask staff clarifying
questions and request staff evaluation of any item listed on the upcoming regular
city council meeting agenda.
(e) Procedural votes in work session. The city council shall be entitled to vote on
items of procedure pertaining to the work session meeting.
§ 2-65. Chair and duties.
(a) Chair. The mayor presides at all city council meetings. In the mayor's absence
or disability, the mayor pro tem presides. The mayor pro tem shall be selected
from among the council members: (1) at the first regular meeting following the
general city election; (2)following the swearing-in of members of the city council
upon declaration of members elected; or (3) upon action of the city council in
the event of a vacancy. If both the mayor and mayor pro tem are absent or
disabled, the council shall elect a chair to preside for the meeting or event.
(b) Call to order. Meetings shall be called to order by the mayor or, in the mayor's
absence or disability, by the mayor pro tem. If both are absent or disabled, the
city secretary shall call the meeting to order.
(c) Preservation of order. The chair shall preserve order and decorum, prevent
personal clashes or impugning of motives, and confine debate to the question
under discussion.
Ordinance No. 3955
Page 4 of 11
(d) Points of order. The chair shall determine all points of order, subject to the
right of any member to appeal to the council. If any appeal is taken, the question
shall be, "Shall the decision of the chair be sustained?"
(e) Questions stated; results announced. The chair shall state all questions
submitted for a vote and announce the result.
(f) Substitution for chair. The chair may call any other member to preside; such
substitution shall not continue beyond adjournment.
§ 2-66. Appeal of rulings of the chair.
A council member may appeal a ruling of the chair by stating: "I appeal the ruling of
the chair to the council," and briefly stating the grounds. The chair shall immediately
call for a vote on the appeal. The appeal prevails if approved by a majority of those
voting, and the objecting member's position prevails. If the chair fails to call the vote,
the mayor pro tem shall do so and may vote on the appeal; if the appeal carries, the
mayor pro tem shall preside for that portion of the meeting and may vote on any
substantive or procedural motion made. These rules apply to all city council
meetings
§ 2-67. Order of business.
(a) Agenda. The order of business for each regular or special meeting shall be as
contained in the agenda prepared by the city manager. The agenda lists
subjects to be considered by the council. The mayor or any council member
may request items be added by using the agenda-setting process in § 2-64. The
agenda and agenda packet shall be delivered to the city council prior to the
meeting.
(b) Consent agenda. Items anticipated to be routine and requiring little or no
discussion may be placed on a consent agenda to conserve meeting time.
Before considering the consent agenda, the mayor shall determine if any item
should be removed for individual discussion. Any member of the city council
may remove any consent item. Remaining consent items may be approved by
a single motion.
(c) Council communications. The city manager shall provide written analyses
and recommendations for items to be acted upon, delivered with the agenda
packet prior to the meeting unless an emergency condition necessitates later
delivery.
(d) Oral presentations by city manager. Matters requiring the city council's
attention or action which may have developed since the deadline for delivery of
the written council communication (subsection (c) of this section) may, upon
approval of the city council, and after satisfying the requirements of the Open
Meetings Act, be presented orally by the city manager.
Ordinance No. 3955
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(e) Public participation
(1) Citizens presentation. Members of the public may address the city council
on items not listed on the agenda and not scheduled as a public hearing,
by completing a public meeting appearance form and presenting it to the
city secretary before the item is heard. The form shall state the rules for
citizens presentations and include an acknowledgment by the speaker that
they understand and will adhere to the rules when addressing the city
council.
(2) Public comments (agenda items not set for public hearing). Speakers
must complete and submit a public meeting appearance form to the city
secretary prior to the item being reached. Public comments are generally
heard at the beginning of the regular meeting after ceremonial items, as
specified on the agenda, and must relate to matters within the city's
subject-matter jurisdiction.
(3) Public hearings. Speakers on items scheduled for public hearing may
submit a public meeting appearance form prior to the item being reached.
Comments shall be made at the time set for that public hearing.
(4) Recognition and time limits. No person may speak without first being
recognized by the mayor. Speakers are limited to three (3) minutes each,
with a cumulative limit of thirty (30) minutes for those speaking in favor of
an item and a like limit for those speaking in opposition. The city council
may extend time limits by majority vote. The mayor may, with council
concurrence, adjust time allocations based on item complexity and the
number of speakers.
(5) Spokesperson for groups. To expedite matters and avoid repetition,
groups are encouraged to designate a spokesperson. A spokesperson
speaking for ten (10) or more individuals present in the council chamber
may speak for up to ten minutes; other group members may not speak. The
mayor or city secretary must be advised prior to the start, and the mayor
may ask members to stand to confirm attendance.
(6) Relevance. During public hearings, comments must be germane to the
matter being considered. The mayor shall determine relevance, subject to
appeal to the council.
(7) Written comments. A public meeting appearance form may be used by
persons, present at the meeting, who do not wish to or cannot speak. The
mayor or city secretary will announce receipt of written comments during
testimony, and the minutes will reflect receipt of written comments for and
against the item.
(8) Avoiding repetition; speaking twice. Speakers shall not present the
same or substantially similar comments repeatedly. No person may speak
Ordinance No. 3955
Page 6 of 11
twice to the same item until all wishing to speak have been recognized. A
second opportunity to speak may be allowed only to present new evidence
and upon the mayor's ruling, with council concurrence, of good cause.
(9) Non-agenda inquiries. In compliance with the Texas Open Meetings Act,
if a member of the public or a member of the city council inquires about a
subject for which notice has not been given and is not listed on the meeting
agenda, the mayor or the city manager, or his designee, may provide a
statement of factual information or reference an existing policy in response
to the inquiry. The city council shall not discuss, deliberate or vote on any
matter not listed on the agenda, including those matters raised in citizens'
presentation, public comments or public hearings. Any requests or
proposals for future agenda items resulting from presentations by the public
shall be made by the mayor or a council member in accordance with
Section 2-64 of these rules of procedure for placing items on meeting
agendas.
(10) Decorum. At the beginning or during a meeting, the mayor may announce
the need to maintain proper decorum to hear all viewpoints and to refrain
from speaking, clapping, or other demonstrations, etc., while others are
speaking,
(11) Personal attacks prohibited. No member of the public shall be permitted
to conduct any verbal personal attack on the mayor, any member of the
council, city staff, or member of any city board or commission. Any such
attack or attempted attack may be challenged with a point of order, or the
mayor may interrupt an offending speaker to enforce this rule.
§ 2-68. Consideration of ordinances, resolutions, and motions.
(a) Form and legality. All ordinances and resolutions shall be presented only in
writing and approved as to form and legality by the city attorney (see Charter
Article VI, § 6).
(b) Effective date. Unless otherwise provided by applicable law, all ordinances—
except those prescribing a fine or penalty—are effective from and after the date
of passage, which may be upon one reading only; ordinances prescribing a fine
or penalty are effective after publication in the city's officially designated
newspaper.
(c) Distribution. Proposed ordinances are provided in the agenda packet pursuant
to section 2-67(a).
(d) Recording of votes. The vote of each council member shall be taken upon
passage of all ordinances, resolutions, and motions and entered upon the
official record.
Ordinance No. 3955
Page 7 of 11
(e) Vote requirements. Approval of any ordinance, resolution, or motion requires
the affirmative vote of a majority of the council members present, except as
otherwise provided by these rules or by state law. In the event of a tie vote, the
mayor shall vote to break the tie. No member shall be excused from voting
except on matters involving the member's own official conduct, where the
member's financial interests are involved, or when excused by the mayor for
other valid reasons.
(f) Order of precedence of motions.
Privileged Motions
1. Adjourn to a fixed time. Requires second; not debatable; amendable;
majority vote.
2. Recess meeting. Requires second; not debatable; not amendable; majority
vote. Chair may declare a recess without a vote.
3. Point of Privilege. No second; not debatable; no vote; chair rules on
admissibility.
Subsidiary Motions (apply to a pending main motion)
4. Table a motion. Requires second; not debatable; majority vote.
5. Call for the question. Requires second; not debatable; two-thirds vote.
6. Limit or extend debate. Requires second; not debatable; amendable; two-
thirds vote.
7. Postpone to a certain time. Requires second; debatable; amendable;
majority vote.
8. Refer to a committee. Requires second; debatable; majority vote.
9. Amend a motion. Requires second, debatable; amendable; majority vote for
most amendments.
10.Main Motion. Requires second; debatable; amendable; majority vote.
Motions not amendable: adjourn meeting, table a motion, take from the table,
objection to the consideration of the question, postpone indefinitely, call for the
question, point of information, point of order, point of privilege, suspend the
rules, appeal decision of the chair, and reconsider a motion.
Incidental Motions (no set order of precedence)
• Appeal decision of chair. Requires second, not amendable; majority vote.
• Object to consideration of a question. No second; not debatable; two-thirds
vote sustains the objection.
• Point of order. No second; not debatable; not amendable; chair rules.
• Withdraw a motion. May be withdrawn by the maker with consent of the
seconder; if objection is made, majority vote required to withdraw.
• Point of Information. Request to the chair for relevant facts; not for opinion
or debate; chair may rule out of order.
Ordinance No. 3955
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Motions Quick Reference
Motion Second? Debatable? Amendable Vote
Adjourn to a Yes No Yes Majority
fixed time
Recess Yes No No Majority
Point of No No No Chair rules
privilege
Table a motion Yes No No Majority
Call for the Yes No No Two-thirds
question
Limit/extend Yes No Yes Two-thirds
debate
Postpone to Yes Yes Yes Majority
certain time
Refer to Yes Yes Majority
committee
Amend a Yes Yes Yes Majority
motion
Main motion Yes Yes Yes Majority
Appeal Yes No Majority
decision of
chair
Object to No No No Two-thirds
consideration to sustain
objection
Point of order No No No Chair rules
Point of No No No Chair rules
information
Withdraw a Consent, if
motion objected Majority
majority
(g) Reconsideration. A motion to reconsider council action may be made no later
than the next official council meeting. Items to be reconsidered shall be
submitted to the city manager for listing on the formal meeting agenda (not the
work session agenda). A motion to reconsider may be made only by a member
who voted with the majority and may be seconded by any member; it passes by
majority vote. If the motion carries, the council shall reconsider and take action
on the corresponding item. No question shall be reconsidered twice except by
unanimous consent of the council; actions related to any contract may be
reconsidered at any time before final execution.
(h) Appropriation of money. Before formally approving motions that appropriate
money, information must be presented showing the purpose of the
Ordinance No. 3955
Page 9 of 11
appropriation and the account to be credited; the city council shall obtain a
report from the city manager as to availability prior to final action.
(i) Transfer of appropriations. Upon written recommendation of the city
manager, the city council may transfer at any time an unencumbered balance
of an appropriation from one department or division to another
§ 2-69. through § 2-90. (Reserved)
SECTION 3: This Ordinance shall be cumulative of all provisions of the Code of
Ordinances, City of North Richland Hills, Texas, except where the
provisions of this Ordinance are in direct conflict with the provisions of such
ordinances and such Code, in which event conflicting provisions of such
ordinances and such Code are hereby repealed.
SECTION 4: All rights and remedies of the City of North Richland Hills are expressly
saved as to any and all violations of the provisions of any ordinances in
the Code of Ordinances, City of North Richland Hills, Texas, that have
accrued at the time of the effective date of this Ordinance; and, as to such
accrued violations and all pending litigation, both civil and criminal,
whether pending in court or not, under such ordinances, same shall not
be affected by this Ordinance but may be prosecuted until final disposition
by the courts.
SECTION 5: It is hereby declared to be the intention of the City Council that the
phrases, clauses, sentences, paragraphs, and sections of this Ordinance
are severable, and if any phrase, clause, sentence, paragraph, or section
of this Ordinance shall be declared unconstitutional by the valid judgment
or decree of any court of competent jurisdiction, such unconstitutionality
shall not affect any of the remaining phrases, clauses, sentences,
paragraphs, and sections of this Ordinance, since the same would have
been enacted by the City Council without the incorporation in this
Ordinance of any such unconstitutional phrase, clause, sentence,
paragraph, or section.
SECTION 6: This Ordinance shall be in full force and effect from and after its
passage.
AND IT IS SO ORDAINED.
PASSED AND APPROVED on this 27t" day of April 2026.
CITY OF NORTH RICHLAND HILLS
Jack McCarty, Mayor
Ordinance No. 3955
Page 10 of 11
ATTEST:
Alicia Richardson
City Secretary/Chief Governance Officer
APPROVED AS TO FORM AND LEGALITY:
Bradley A. Anderle, City Attorney
Ordinance No. 3955
Page 11 of 11
"I"wFt
hJOKTH KIC:HLAND HILLS
CITY COUNCIL MEMORANDUM
FROM: The Office of the City Manager DATE: April 27, 2026
SUBJECT: Announcements
PRESENTER:
GENERAL DESCRIPTION:
Announcements
If you have not voted already, tomorrow is the last day for early voting and this
Saturday, May 2, is Election Day. City Hall and other voting locations will be open from
7 a.m. to 7 p.m. You can find your sample ballot and more information on the city's
website. Please contact the City Secretary's Office with any questions.
The Sounds of Spring Concert Series continues each Friday night through May 8 on the
plaza in front of City Hall. Admission is free. Seating starts at 6 p.m. and concerts begin
at 7 p.m. Seating is on the lawn, so don't forget to bring a blanket or lawn chair. A
variety of food trucks will be on-site for each concert. Please visit the city's website for
more details.
New York Times bestselling author Yangsze Choo will speak at the NRH Library on
Tuesday, May 5, at 1 p.m. She'll share insights about her latest book, The Ghost Bride,
which has also been adapted into a Netflix Original series. This free event will include a
discussion, Q&A, and a book signing, with books available for purchase. A ticketed
luncheon will also take place. For more details, please visit the Library's website.
Kudos Korner
Tonight we recognize:
Jose Meza in the IT Department for his exceptional responsiveness and dedication. A
Police Department employee recently shared that Jose quickly resolved a time-sensitive
issue, and when the problem resurfaced, he assisted again—this time on his day off.
Jose's willingness to support his colleagues at any hour exemplifies the high standards
of service we strive for in North Richland Hills. Thank you, Jose, for your exceptional
work and dedication!