Agenda packet, second session — Brentwood City Council, January 23, 2024 (part 3 of 3)

Design-Build Contract – City of Brentwood & @Design Build Entity Pg. 2 Solid Waste Organics Project
such bond, but the sole conditions of recovery shall be that claimant is a person described in Civil Code Section 9100, and has not been paid the full amount of his claim and that Surety does hereby waive notice of any such change, extension of time, addition, alteration or modification herein mentioned, including but not limited to the provisions of sections 2819 and 2845 of the California Civil Code.

By their signatures hereunder, Surety and Principal hereby confirm under penalty of perjury that surety is an admitted surety insurer authorized to do business in the State of California.

IN WITNESS WHEREOF, we have hereunto set our hands and seals this _______ day of ______________, 20__. (Corporate Seal)
Contractor/ Principal
By
Title
(Corporate Seal)
Surety
By
Attorney-in-Fact
(Attach Attorney-in-Fact Certificate) Title
APPROVED BY CITY:
s/_____________________________________ ______________________________________________ Date
______________________________________________
Name, Title
Signatures of those signing for the Contractor and Surety must be notified and evidence of corporate authority attached. A Power-of-Attorney authorizing the person signing on behalf of the Surety to do so much be attached hereto.

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Design-Build Contract – City of Brentwood & @Design Build Entity Pg. 3 Solid Waste Organics Project
Notary Acknowledgment
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

STATE OF CALIFORNIA
COUNTY OF ______________
On , 20___, before me, _______________________________, Notary Public, personally appeared , who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature of Notary Public

OPTIONAL
Though the information below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent removal and reattachment of this form to another document.

CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT ! Individual
! Corporate Officer
Title(s) Title or Type of Document
! Partner(s) ! Limited
! General Number of Pages
! Attorney-In-Fact
! Trustee(s)
! Guardian/Conservator Date of Document
! Other:

Signer is representing:

Name Of Person(s) Or Entity(ies)
Signer(s) Other Than Named Above
NOTE: This acknowledgment is to be completed for Contractor/Principal.

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Design-Build Contract – City of Brentwood & @Design Build Entity Pg. 4 Solid Waste Organics Project
Notary Acknowledgment
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature of Notary Public

Signer is representing:

Name Of Person(s) Or Entity(ies)
Signer(s) Other Than Named Above
NOTE: This acknowledgment is to be completed for the Attorney-in-Fact. The Power-of-Attorney to local representatives of the bonding company must also be attached.

END OF PAYMENT BOND

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EXHIBIT L

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EXHIBIT M
TO BE INSERTED WITH PHASE 2 AMENDMENT

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EXHIBIT N
TO BE INSERTED WITH PHASE 2 AMENDMENT

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EXHIBIT O
TO BE INSERTED WITH PHASE 2 AMENDMENT

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CITY COUNCIL AGENDA ITEM NO. G.1
01/23/2024
SUBJECT: 2023/24 Mid-Year Operating Budget Amendments and Longer Term General Fund Revenue Options
DEPARTMENT: Finance & Information Systems
STAFF: Kerry Breen, Director of Finance & Information Systems Christine Andrews, Asst. Dir. of Finance & Information Systems Sonia Agostini, Accounting Manager

TITLE/RECOMMENDATION
Staff recommends the City Council adopt a resolution amending the 2023/24 Operating Budget and provide feedback, if any, on longer term General Fund revenue options.

FISCAL IMPACT
The budget amendments proposed adhere to the City Council’s objectives and support the Strategic Plan initiatives. The amendments are also consistent with the City Council’s direction that current revenues cover current operational expenditures and that the General Fund reserve of 30% of operating expenditures is maintained.

The full schedule of proposed budget amendments can be found in Exhibit A.

Including the amendments outlined in this report, a General Fund surplus of approximately $500,000 is conservatively projected for this fiscal year. As a part of tonight’s discussion and proposed action, staff is further recommending a reservation of $1.1 million in funding for a future General Plan update. This additional action would result in a projected deficit of approximately $600,000 for the current fiscal year. A deficit, if it were to occur, would be offset by a transfer in from the Budget Stabilization fund, which has funds set aside for this purpose, ensuring the General Fund maintains the required 30% reserve. Staff’s year-end projections are conservative.

Staff will keep the Council informed of any significant economic impacts to the budget as needed and a financial update will be included as a part of the FY 2024/25 – FY 2025/26 Operating Budget workshop in May 2024.

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01/23/2024

BACKGROUND
The City’s Operating Budget is prepared on a two-year cycle, which currently includes both Fiscal Year (FY) 2022/23 and FY 2023/24. Section 2.5 of the Council/Administrative Policy No. 10-5, Budget and Fiscal Policies (“Policy”) requires that the City Council formally review the City’s fiscal condition, and amend appropriations if necessary, no later than seven months after the beginning of each fiscal year.

Tonight’s action is a mid-fiscal year or “Mid-Year” review of the 2023/24 Operating Budget that is required by this Policy. Staff has completed a thorough review of all of the City’s funds and operations and is recommending the Operating Budget amendments detailed in this report. The full schedule of proposed budget amendments can be found in Exhibit A.

In addition to requested budget amendments, this mid-year review presents the following General Fund information: 1) summary overview and FY 2023/24 projection; 2) Ten-Year Fiscal Model projection; and 3) a table summarizing various methods by which General Fund revenues could be increased over the long-term in Exhibit B.

GENERAL FUND SUMMARY OVERVIEW AND FY 2023/24 PROJECTION The 2022/23 – 2023/24 Operating Budget was adopted in June 2022 with a projected two-year General Fund cumulative surplus of $3.3 million. At the last budget discussion with the City Council in June 2023, the projected two-year surplus was reduced down to $0.4 million. The decline in the projected surplus was primarily due to 1) utilization of surplus property sale revenue to fund a Sand Creek Sports Complex as approved by the City Council; 2) extension of the estimated timeframe for the planned sale of other City surplus properties; and 3) mid-term budget expenditure increases.

At the close of FY 2022/23, General Fund revenues wound up exceeding expenses and amounts set aside for the 30% reserve by $1.0 million for that fiscal year, which is about 1% of our overall General Fund budget.

Pursuant to City Council policy, half of the surplus ($0.5 million) was used to pay down unfunded pension obligations, while the other half of the surplus was

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01/23/2024
transferred to the Budget Stabilization Fund. The balance in the Budget Stabilization Fund is projected to be used to offset rising pension and retiree medical costs in the intermediate-term.

For Fiscal Year 2023/24, staff’s current conservative projection estimates that the General Fund will produce a slight surplus of $0.5 million. In addition, the current predictions about the falling interest rate environment for the remainder of the fiscal year indicate that the City could experience large end of year fair market value adjustment gains in the investment portfolio that will positively impact the amount of this surplus. While this amount is not yet included in staff’s projections, staff is becoming increasingly confident that a year-end gain on investments will positively contribute to this year’s final result.

The projected surplus includes all of the proposed General Fund amendments detailed in the General Fund Amendments section of this report. The main drivers in the projection are summarized as follows:
 $1.1 million in savings from the original budget for the required annual CalPERS lump sum payment due to CalPERS investment gains when measured as of June 30, 2021 (prior to the losses suffered the following year that will cause our rates to jump back up next fiscal year); and
 additional projected personnel vacancy savings of an estimated $2.0 million compared to the Mid-Year projection, as the vacancy rate in the current year is approximately 9.0% versus the 4.5% projected in the Mid-Term rate; and  a net reduction in revenue of $1.3 million due to:
 lower development revenue due to commercial development timing changes and reduced other permitting activity;
 increases in property tax revenues resulting primarily from properties turning over and thus reassessed at higher values; and
 lower surplus property sale revenue due to an extension of the estimated timing of property sales.

Pursuant to City Council policy, half of any surplus would be used to pay down unfunded pension obligations, while the other half of the surplus would be transferred to the Budget Stabilization Fund. The projected surplus may be decreased or eliminated based on Council direction regarding reserving funding in the current year for the next General Plan Update, as described in detail below.

Proposed Increase in General Fund Reserve

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CITY COUNCIL AGENDA ITEM NO. G.1
01/23/2024
Staff is seeking direction from the City Council to set aside funds in the General Fund Reserve for a proposed change in timing for the next General Plan Update (“Project”).

The City’s current General Plan was adopted in 2014. Although some jurisdictions go longer between such updates, the State encourages local jurisdictions, and it is best practice, to comprehensively update a General Plan approximately every 10 years.

Staff originally anticipated beginning the next Project in 3-5 years. However, staff believes it would be prudent to begin the Project in FY 2025/26 instead. This is primarily due to a number of recent changes in State law that, among other things, make it more advisable to have General Plan policies that are more objective and precisely written than many of the current General Plan policies. It would also provide the public with an opportunity to refine its long-term vision for the community, which is the basis of the General Plan.

The total cost of the Project is estimated to be $1.35 million. Staff is proposing to increase the existing General Fund reserve for the Project by $1.1 million to reserve the total Project cost.

If the City Council gives direction to move forward with this reservation, it will be included with the recommended changes in the FY 2023/24 fund balance commitments of the General Fund to be brought for City Council consideration in June 2024. In addition, the Project would then be incorporated into the draft Capital Improvement Program (CIP) to be presented to the City Council for consideration at the CIP workshop in April of 2024.

If the City Council gives direction to approve this reservation, the conservative FY 2023/24 surplus projection would be reduced by the $1.1 million being set aside for the Project. This would change the current projection from a surplus of $500,000 to a deficit of $600,000 for FY 2023/24. As noted above, with expected fair market value gains at year-end, it is probable that the General Fund will be closer to a breakeven result after the $1.1 million reservation. Any actual deficit would be offset by a transfer in from the Budget Stabilization fund which has adequate funds set aside for this purpose from prior General Fund savings, while also ensuring the General Fund maintains the required 30% reserve.

GENERAL FUND BUDGET AMENDMENTS
Revenues
Development revenue is projected to fall short of budget by just under $1.0 million in FY 2023/24. The shortfall is a result of 1) changes in the timing of commercial development activity from FY 2023/24 to FY 2024/25, and 2) reduced volume in other

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01/23/2024
permitting activity, such as solar. Through December 31st, the City has issued 39 of the 50 budgeted single-family residential permits and approximately 14,000 square feet of the budgeted 150,000 square feet of non-residential permits. Revenue associated with timing changes will be included in the draft of the upcoming FY 2024/25 – 2025/26 Operating Budget to be presented for Council consideration in May of 2024.

Property taxes are the largest single source of revenue for the General Fund.

Property tax revenue is based on the assessed valuation of property in the City. The most recent valuation increase of 5.5% was announced by the Contra Costa County assessor’s office in July 2023. Current fiscal year projections are higher than the current amended budget, primarily due to increased values from the transfer of ownership of properties (largely the resale of single-family homes) in the prior year at higher resale values. As a result, an amendment for an additional $572,818 in property tax-related revenue is proposed for FY 2023/24.

This amendment will bring the budget for all property tax-related revenue to $25.6 million for FY 2023/24. The assessor will use property values as of December 31, 2023 to develop the FY 2024/25 assessed valuation, which is expected to be announced on July 1, 2024. Property tax revenues tend to lag economic activity by at least a year and staff anticipates the slowdown in home sales will begin to have an impact starting with 2024/25 revenues, and potentially impacting later years in the Fiscal Model. While the City has enjoyed several years of strong property tax revenue growth, staff does not believe this will trend will continue and is preparing for an increase of only 2% when the new values are released.

Sales taxes are the second largest source of revenue for the General Fund. Despite the slowing economy, consumer spending has remained relatively steady, although slightly below the pace forecast in the original budget. Current projections from the City’s sales tax consultant estimate FY 2023/24 sales tax revenues will be $291,917 lower than the current budget. After this adjustment, our sales tax revenue budget would be approximately $11.1 million for FY 2023/24. Additionally, staff is recommending a minor decrease in the Prop 172 sales tax revenue budget of $4,205 to bring the budget in line with consultant estimates for this revenue source.

Surplus Land Sales revenue projections have been updated to account for changes in the timing of the sale of remaining surplus properties, resulting in a reduction to current year revenues of $382,497. These revenues will be included in the draft 2024/25 – 2025/26 Operating Budget to be presented for Council consideration in May of 2024.

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Other revenue from a variety of sources is expected to see a net decrease from the current budget by about $241,000 in FY 2023/24, as detailed below:
 Miscellaneous year-to-date revenues from real property transfer tax, hotel tax and cellular site rental revenues are falling short of budget, while SB 90 mandated reimbursement activity is exceeding budget. A newly approved credit card surcharge fee is also resulting in increased revenues. When combined, the net revenues in these categories are expected to fall short of the current budget by $312,867.
 A Parks and Recreation revenue budget decrease of $4,625 is proposed for reduced rental income, due to the sale of the mobile stage.  Transfers in from the City Rentals Fund to the General Fund are being increased by $76,110 to account for the closure of the City Rental Fund resulting from the sale of the Technology Center property.

Total combined General Fund revenue amendments are a reduction of $1,310,792, which represents approximately 1.8% of the current budgeted revenue.

Expenditures
Personnel costs relating to pension contributions will come in $1,096,176 lower than originally budgeted. The City is required to make an annual lump sum payment to CalPERS to be applied to the City’s unfunded pension obligations. Favorable CalPERS investment returns in FY 2020/21, along with additional discretionary payments made by the City on the unfunded pension obligations, resulted in a substantially reduced required payment amount. However, due to CalPERS negative investment returns in FY 2021/22, required lump sum payments to CalPERS will return to elevated levels starting next fiscal year.

Parks and Recreation is proposing a budget increase of $43,000 for additional limited-service salaries budget to account for the staffing needs at the Brentwood Family Aquatic Complex. Year-to-date activity is resulting in projected costs exceeding current budget.

Other Expenditures increases are detailed below:
 Library budget increase of $29,678 are being proposed to account for the current lease obligation, plus increased technology costs.

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 Animal Services costs are being reduced by $19,549 to align with actual costs invoiced by the County.
 The Family Justice Center costs will be $21,000 higher in the current year.

Due to a delay in finalization of the 2023 agreement with the Family Justice Center, the prior fiscal year payment will need to be paid in the current fiscal year. This amendment request is related to a change in the timing of payments only, and does not reflect an increase in total funding.

Total combined General Fund expenditure amendments are a reduction of $1,022,047, which represents approximately 1.3% of the current budgeted expenditures.

GENERAL FUND TEN-YEAR FISCAL MODEL PROJECTION
The Fiscal Model assesses the impacts of proposed budget changes and whether those changes affect the City’s goal of a sustainable financial future. The Fiscal Model provides a tool to evaluate changes in the budget and project out the impacts of current economic conditions and policy decisions against future revenues and expenses. It is important to note that the Fiscal Model provides an analysis for a specific point in time and many variables can and do significantly change the forecast.

The Fiscal Model is not a precise prediction of future results; instead, it identifies long-term trends and potential financial challenges. With proper planning and vision, the Fiscal Model allows for course corrections well in advance of potential financial problems becoming a reality.

A summary of the results of the current Fiscal Model forecast is presented in the graph on the following page (includes reservation of $1.1 million from the current year to fund the next General Plan Update):

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At the end of the ten-year period, the remaining Budget Stabilization Fund (“BSF”) balance, in green, is projected to be about $3.0 million. The Fiscal Model shows the use of almost the entire BSF balance by the last year of the model. It should be noted that staff’s very long-term projections indicate decreasing cost pressures in the 15-20 year timeframe, which would eliminate the need for the Budget Stabilization Fund at that time.

A few key factors included in the most current version of the Fiscal Model include:
 Operating costs for the future Sand Creek Sports Complex and Vineyards Amphitheatre
 Impacts of absorbing the Affordable Housing costs into the General Fund when the Affordable Housing In-Lieu funds are exhausted (estimated 2027/28)  Increased sales tax revenues from a significant new development beginning in 2025/26
 Adaptive recreation ongoing funding of $150,000 starting next year.  Increased funding for the pavement management program, with annual General Fund contributions rising from $910,000 in the current year to $1,210,000 by 2025/26
 Increased pension and retiree medical costs resulting from CalPERS investment losses in 2022, phased in over several years per CalPERS policy  Slowing development, with an average of only 70 single family and 120 multifamily permits per year  Higher medium-term investment returns on City cash due to higher interest rates

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 Personnel vacancy rates fall to 6% from the current 9%.

The Fiscal Model projections can, and will, change over time, as new economic conditions emerge and the City Council enacts policy decisions. Staff will continue to update the Fiscal Model for these changes as they occur and report back to the City Council on a regular basis.

CALPERS LUMP SUM PAYMENT AND ENTERPRISE FUNDS BUDGET

AMENDMENTS
CALPERS Lump Sum Payment
As discussed above, savings from the decrease in the CalPERS required annual payment on unfunded pension obligations applies to the City’s Enterprise and Other Funds, resulting in personnel costs less than originally budgeted of $470,363.

Solid Waste, Water and Wastewater Enterprise Funds
The City provides residents with Solid Waste, Water and Wastewater services. The charges for these services (user fees), along with the costs for providing the services, are accounted for in individual Enterprise Funds. These funds are self-supporting and do not receive any General Fund support.

User fees are set in accordance with Proposition 218, which requires that customers be given the opportunity to challenge proposed rates. Rate studies are conducted periodically to ensure the enterprise rates are sufficient to cover: operating expenses, capital improvements, upgrades and costs associated with meeting both State and Federal guidelines and regulations. In June 2023, a new 5-year rate study was approved by the City Council. FY2023/24 user fee budgets for the Water Enterprise have already been adjusted in line with rate study projections. Similar budget adjustments for the Solid Waste and Wastewater Enterprises are being proposed with this mid-year item. Following are budget amendment requests specific to each Enterprise:

Solid Waste
The Solid Waste Enterprise Fund accounts for the operation, maintenance and capital costs of the solid waste system. An increase to user fee revenue of $1,106,038 is proposed to bring budgeted revenue in line with approved rate study revenue projections for FY 2023/24. This action does not change Solid Waste rates.

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As discussed above, the City will see a one-year reduction in CalPERS lump sum payment requirements. A decrease to expenditure budget of $102,866 is proposed for this purpose. The Solid Waste Enterprise Fund is projected to maintain its 30% cash reserve as of the end of the fiscal year.

Water
The Water Enterprise Fund accounts for the operation, maintenance and capital costs of the Water system. A proposed decrease to user fee revenue of $700,000 is proposed to reflect reduced consumption observed subsequent to the time frame in which the rate study analyses were performed. Staff will continue to monitor water revenues and provide updates to Council, as needed. This action does not change Water rates.

As discussed above, a decrease to expenditure budget of $117,284 is proposed for the CalPERS lump sum payment savings. Including both proposed amendments, the Water Enterprise Fund is projected to maintain its 30% cash reserve as of the end of the fiscal year.

Wastewater
The Wastewater Enterprise Fund accounts for the operation, maintenance and capital costs of the wastewater system. A decrease in sewer charge revenue of $449,330 is proposed to bring budgeted revenue in line with approved rate study revenue projections for FY 2023/24. This action does not change Wastewater rates.

As discussed above, a decrease to expenditure budget of $103,926 is proposed for the CalPERS lump sum payment savings. Including both proposed amendments, the Water Enterprise Fund is projected to maintain its 30% cash reserve as of the end of the fiscal year.

City Rentals Enterprise Fund
The City Rentals Enterprise Fund accounted for the City facilities rented and maintained through this fund. Due to the sale of the Technology Center, this fund is no longer required and will be closed at the end of FY 2023/24. A budget amendment of $76,110 is being proposed to increase the transfer out to the General Fund to allow for the transfer of all remaining fund balance.

Housing Enterprise Fund

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The Housing Enterprise Fund accounts for the administration of the housing rental units, Affordable Housing and the First-Time Homebuyers program. As discussed above, a decrease to expenditure budget of $11,052 is proposed for the CalPERS lump sum payment savings.

OTHER FUNDS BUDGET AMENDMENTS
Citywide Park Assessment District
This fund accounts for special benefit assessments levied on property owners for citywide park maintenance. As discussed above, a decrease to expenditure budget of $33,884 is proposed for the CalPERS lump sum payment savings.

Public Art Acquisition
This fund accounts for 80% of the Public Art fees collected from development and shall be utilized for all costs related to selection, acquisition, placement, installation, display and maintenance of artwork. An expenditure increase of $15,800 is requested to account for the utility box art approved by City Council in FY 2022/23.

The artwork was performed in FY 2023/24; however, the associated budget was not carried over. This is an amendment request for timing of work and associated payments only.

Information Services
This fund provides a source of funding for the development and coordination of the City’s information system’s needs. As discussed above, a decrease to expenditure budget of $60,901 is proposed for the CalPERS lump sum payment savings.

Vehicle and Equipment Replacement
This fund provides a source of funding for vehicle and equipment replacement. An increase in expenditure budget is proposed of $49,887 to account for increases in annual insurance premiums. The proposed increase represents less than 1.0% of the Vehicle and Equipment Replacement Fund expenditure budget.

Fleet Maintenance Services
This fund provides a source of funding for maintenance of all City vehicles, except for Police Department vehicles. As discussed above, a decrease to expenditure budget of $22,358 is proposed for the CalPERS lump sum payment savings.

Facilities Maintenance Services

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This fund provides a source of funding for maintenance and repairs of City facilities.

As discussed above, a decrease to expenditure budget of $18,092 is proposed for the CalPERS lump sum payment savings.

Parks and Landscape and Lighting Assessment Districts (LLAD) Replacement
This fund provides a source of funding for the replacement of landscaping, equipment and facilities in the citywide parks and LLADs. Expenditure budget increases are proposed of $76,000 for contractual services costs related to extra landscape replacement needs, $50,000 for light pole replacements at the Brentwood Senior Activity Center and Skate Park, and $39,000 for additional costs related to the replacement of bark in the Sand Creek median from State Route 4 to Brentwood Blvd.

The proposed increases represent approximately 9.0% of the Parks and LLAD Replacement Fund expenditure budget.

LONGER TERM GENERAL FUND REVENUE OPTIONS
The City Manager received direction to investigate the ways by which the City could increase General Fund revenues by a meaningful amount. Attached to this staff report, in Exhibit B, is a summary of various options. These are not recommendations for action, and are provided to the City Council as informational to illustrate longerterm options, which could fund desired community projects, facilities, or service level increases now or in the future. Staff has not spent a significant amount of time in thoroughly researching the detailed steps and timelines of any individual options at this point, but would do so at the direction of the City Council.

Not included in the Exhibit are methods already implemented, including fee and rate studies to ensure that development fully pays for itself, along with citywide administrative overhead reimbursement calculations. Also not included are cost recovery policies that are established by the City Council relating to desired General Fund subsidies (e.g. parks programs, special events).

CITY COUNCIL STRATEGIC INITIATIVE
Not Applicable

PREVIOUS ACTION
See Attachment 1

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DATE OF NOTICE
Not Applicable

ENVIRONMENTAL DETERMINATION
Not Applicable

ALTERNATIVE OPTION(S)

1. Adopt a resolution amending the 2023/24 Operating Budget with changes as directed by the Council

2. Direct staff to return with additional information on any of the outlined Long Term General Fund Revenue Options.

ATTACHMENT(S)

1. Attachment 1 - Previous Action

2. Resolution

3. Exhibit A

4. Exhibit B – Longer Term General Fund Revenue Options

5. Exhibit C – Mid-Year Budget Presentation Slides

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ATTACHMENT 1 – PREVIOUS ACTION
Previous actions related to this agenda item that were taken by the Council are listed below. To view prior actions and materials, and Brentwood Municipal Code references in the staff report, as applicable:
 Visit www.brentwoodca.gov/meetings, and select the meeting date(s) desired to see the reference materials and videos.
 Visit www.brentwoodca.gov/municipalcode to research references to the Brentwood Municipal Code and search by the code section(s) cited.

On November 9, 2021, the City Council received an update on the City of Brentwood Strategic Plan FY 2020/21 - FY 2021/22, an overview of the fiscal status of the City's finances, suggested focus area titles, as well as new initiatives for the FY 2022/23 - 2023/24 Strategic Plan.

On December 1, 2021, City Council participated in a strategic plan workshop to further discuss the framework for the City of Brentwood Strategic Plan FY 2022/23 and FY 2023/24.

On February 22, 2022, the City Council adopted resolution 2022-25 to 1) Receive the people, time and financial analysis of the draft City of Brentwood Strategic Plan FY 2022/23 - FY 2023/24; and 2) Adopt the draft City of Brentwood Strategic Plan FY 2022/23 - FY 2023/24; and 3) Direct staff to incorporate City of Brentwood Strategic Plan FY 2022/23 - FY 2023/24 costs into the Operating and CIP Budgets, as well as in the City's ten-year General Fund Fiscal Model as summarized; and 4) Approve the addition of six (6) new full-time positions as follows:

On April 12, 2022, the City Council conducted a workshop on the draft 2022/23 – 2026/27 Capital Improvement Program.

On April 26, 2022, the City Council introduced and waived the first reading of Ordinance 1037, approving the Brentwood Police Department Policy 708, Military Equipment Funding, Acquisition, and Use.

On May 10, 2022, the City Council Waived Second Reading and adopted Ordinance 1037 approving Brentwood Police Department Policy 708, Military Equipment, Acquisition, and Use, as required by AB 481 (2021).

On May 10, 2022, the City Council conducted a workshop on the draft 2022/23 – 2023/24 Operating Budget and draft General Fund Fiscal Model.

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On June 28, 2022, the City Council adopted Resolution 2022-85 adopting the 2022/23 – 2026/27 Capital Improvement Program, including roadway, parks and trails, water, wastewater and community facilities improvements to be constructed during the next five years; and approve a long-term interfund loan in the amount of $2,016,661 from the Pension/OPEB Obligation Fund to the City Capital Improvement Financing Program Fund, per Council/Administrative Policy 10-5, Budget and Fiscal Policies, Section 4.3, to provide capital funding for the portion of the Sand Creek Sports Complex project costs that are to be repaid with Bond Refinance Savings in accordance with the presented repayment schedule.

On June 28, 2022, the City Council adopted Resolution 2022-86 1) amending the 2021/22 Operating Budget, 2) amending the 2021/22 fund balance restrictions and commitments in the General Fund, 3) adopting the 2022/23 – 2023/24 Operating Budget, 4) approving pay down of unfunded obligations per Section 7.1.1 of Council/Administrative Policy Budget and Fiscal Policies, No. 10-5; and 5) approving the addition of one (1) new position to the City staff in FY 2022/23, as follows: One (1) Project Services Specialist.

On June 28, 2022, the City Council adopted Resolution 2022-87 approving the City of Brentwood’s Consolidated Landscape & Lighting Assessment Districts, Landscape & Lighting Assessment District No. 19-3, Landscape & Lighting Assessment District No. 21-1 and Citywide Park Maintenance District No. 98-1 Engineer’s Reports for Fiscal Year 2022/23; ordering maintenance of improvements; confirming the diagram and assessments; levying and collecting assessments; and finding that the above actions are exempt from the California Environmental Quality Act.

On July 12, 2022, the City Council adopted Urgency Ordinance No. 1043 amending Chapter 2.10 (General Municipal Election) of Title 2 (Administration and Personnel) of the Brentwood Municipal Code to add a New Section 2.10.065 (Mayor and City Council Campaign Contribution Limitations); and amending the 2022/23 General Fund Operating Budget in the amount of $25,000 for enforcement related expenses.

On July 26, 2022, the City Council adopted Resolution 2022-97 approving the purchase of fifteen pieces of art for the Brentwood Library at a cost not to exceed $24,502, and amending the FY 2022/23 Operating Budget by increasing expenditures in the Public Art Program Acquisition Fund by $24,502.

On August 9, 2022, the City Council adopted Resolution 2022-105 approving the purchase of an Armored Rescue Vehicle (ARV), as required by the City of Brentwood Ordinance 1037, Brentwood Police Department Policy 708; approving and authorizing the City Manager or Designee to execute a purchase order and necessary documents to purchase an ARV, Medevac G2, from LENCO Industries, Inc. in an amount not to exceed $367,907.05; amend the FY 2022/23 Police Grants Fund Operating Budget in the amount of $193,908; and amend the FY 2022/23 Asset Seizure Fund Operating Budget in the amount of $174,000.

On August 23, 2022, the City Council adopted Resolution 2022-111 approving the addition of One (1) new full-time position, an Administrative Assistant I/II in the Public Works Department, Engineering Division; and amending the 2022/23 Operating Budget.

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On September 27, 2022, the City Council adopted Resolution 2022-123 approving and authorizing the Mayor to sign the Fourth Amendment to the June 27, 2017 amended City Attorney Employment Agreement; authorizing the Director of Human Resources to make ministerial revisions to the pay schedule; and adopting appropriations amendments to the 2022/23 Operating Budget.

On October 22, 2023, the City Council adopted Resolution 2022-134 approving the Information Technology Master Plan.

On November 8, 2022, the City Council adopted Resolution 2022-137 approving the purchase of two replacement wheel loaders from Volvo Construction Equipment and Services; authorizing the city Manager or Designee to execute a purchase order and necessary documents in an amount not to exceed $568,348; and authorizing staff to amend the FY 2022/23 Vehicle and Equipment Replacement Fund Budget in the amount of $568,348.

On November 8, 2022, the City Council adopted Resolution 2022-143 approving and authorizing the City Manager to enter into an agreement with Koff & Associates, a Division of Gallagher Benefit Services, Inc., to conduct a citywide classification and compensation study and 2) approving and amendment to the 2022/23 General Fund Operating Budget.

On December 13, 2022, the City Council adopted Resolution 2022-151 approving and authorizing the City Manager to execute Change Order No. 1 to the Public Works contract with Park Planet for the Sunset Park Playground Replacement Project, CIP 352-52437 and amending the FY 2022/23 – 2026/27 Capital Improvement Program (CIP) and the 2022/23 Operating Budget.

On January 27, 2023, the City Council adopted Resolution 2022-14 (1) amending the 2022/23 Operating Budget; (2) approving the addition of one new full-time position; (3) approving the purchase of Unmanned Aircraft System (UAS), as required by City of Brentwood Ordinance 1037, Brentwood Police Department Policy 613; and (4) approving and authorizing the City Manager or designee to execute a purchase order and necessary documents to purchase six DJI Enterprise Mavic 3T UAS and one DJI Matrice 30T UAS, from Advexure LLC (dba Advexure Unmanned Systems) in an amount not to exceed $55,093.

On March 14, 2023, the City Council adopted Resolution 2023-26 authorizing the Director of Parks and Recreation to execute nine Agreements for Artist Services and one General Services Agreement for Utility Box Cleaning and Priming Services for a total of eleven utility boxes throughout Brentwood, in an amount not to exceed $15,800 and amend the FY 2022/2023 Operating Budget by increasing expenditures in the Public Art Program Acquisition Fund by $15,800.

On March 28, 2023, the City Council adopted Resolution 2023-34 approving and authorizing the City Manager or designee to sign an amendment and increase the purchase order with Phil’s Diesel Clinic, Inc. in the amount of $40,000 for a total amount of $179,000 for heavy-duty diesel truck service and repair and to increase the purchase order with Arata Equipment Company in the amount of $30,000 for a total amount of $184,000 for heavy-duty refuse truck parts; and authorizing staff to

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amend the Fleet Maintenance Services Fund FY 2022/23 Operating Budget in the amount of $70,000.

On April 11, 2023, the City Council adopted Resolution 2023-43 approving a Memorandum of Understanding between the City of Brentwood and Liberty Union High School District regarding the Public Art and Design Academy mural at the cost of $3,513, amending the FY 2022/23 Operating Budget by increasing the Public Art Acquisition Fund by $3,513 and authorizing the Director of Parks and Recreation or designee to execute the Memorandum of Understanding and make minor nonsubstantive revisions to it, in consultation with the City Attorney.

On April 11, 2023, the City Council adopted Resolution 2023-44 for the Deer Ridge Frontage Landscaping Improvements Project, CIP Project No. 352-52440, 1) approving and authorizing the City Manager or designee to execute a contract with PG&E in the amount of $89,932.29, plus a contingency of $13,489.84 for unanticipated additional services, for a total not to exceed amount of $103,422.13, 2) approving and authorizing the City Manager or designee to execute a contract with National Aquatic Services, Inc. in the amount of $110,774, plus a contingency of $11,077.40 for a total not to exceed amount of $121,851.40 for retrofit of the fountains, and 3) authorizing staff to amend the 2022/23 – 2026/27 Capital Improvement Program (CIP) by $108,819 for the Deer Ridge Frontage Landscaping Improvements Project, CIP Project No. 352-52440 and the FY 2022/23 Operating Budget for the associated project funding transfers.

On April 23, 2023, the City Council adopted Resolution 2023-49, approving the purchase of one tree chipper for Cal-Line Equipment and authorizing the City Manager or designee to execute a purchase order and necessary documents for a total not to exceed amount of $64,352 and amending the FY 2022/23 Operating Budget in the amount of $64,352 to allow for this expenditure in the current fiscal year.

On May 9, 2023, at the Capital Improvement Program Workshop, the City Council Adopted a motion to accept staff’s recommendation in allocating the following funds towards the Sand Creek Sports Complex, and approve all other CIP’s as presented:
1) General Fund in the amount of $1,621,091 - the majority consisting of the net proceeds from the sale of the Technology Center with the remainder coming from the return of excess General Fund funding from closure of completed capital projects; 2) repurposed Bond Proceeds in the amount of $388,931 – the project funded by these proceeds can be funded via another source; 3) $495,000 of unallocated bond refinance savings from prior refinancing efforts and 4) Parks and Trails Development Impact Fee (“DIF”) funds in the amount of $1,704,696.

On May 23, 2023, the City Council adopted Resolution 2023-61 approving the Utilization of American Rescue Plan Act Funds for FY 2022/23 General Government Revenue Replacement and Amending the FY 2022/23 Operating Budget.

On June 13, 2023, the City Council adopted Resolution 2023-80: 1) adopting the 2023/24 – 2027/28 Capital Improvement Program (CIP) including roadway, parks and trails, water, wastewater and community facilities improvements to be

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constructed during the next five years; 2) amending the FY 2023/24 Operating Budget to account for all revenues, appropriations, project funding transfers, and development impact fee revenue and expenditure budgets as detailed in the 2023/24 – 2027/28 CIP; 3) amending the 2022/23 – 2026/27 Capital Improvement Program for updates to the Sand Creek Sports Complex project sheet; and 4) amending the 2022/23 Operating Budget for the updated funding transfers for the Sand Creek Sports Complex project.

On July 25, 2023, the City Council adopted Resolution 2023-91 1) approving the contract documents, awarding the bid, and authorizing the City Manager or designee to execute a construction contract and necessary documents, including the use of contingency amounts, for the Creekside Park Pickleball Courts Project, CIP Project No. 352-52441 to Luma Engineering Contractors Inc., as the lowest responsible and responsible bidder in the amount of $371,562.45, plus funding authorization for a 10% contingency amount of $37,156.24 for additional services, for a total authorization not to exceed amount of $408,718.69, 2) amending the FY 2023/24 – 2026/27 Capital Improvement Program (CIP), and 3) amending the 2023/24 Operating Budget for the associated project funding transfers.

On August 22, 2023, the City Council adopted Resolution 2023-104 approving and authorizing the City Manager or designee to execute any necessary documents to purchase two replacement return activated sludge (RAS) pumps, manufactured by Pentair Fairbanks Nijhuis, for the wastewater treatment plant from JM Squared Associates, Inc. In an amount not to exceed $118,682; and authorizing staff to amend the FY 2023/24 wastewater replacement fund operating budget in the amount of $118,682.

On August 22, 2023, the City Council adopted Resolution 2023-105 approving an increase in compensation for members of the Brentwood Planning Commission, and amending the 2023/24 General Fund Operating Budget.

On September 26, 2023, the City Council adopted Resolution 2023-119 approving the contract documents, awarding the bid, and authorizing the City Manager or designee to execute a construction contract and necessary documents, including the use of contingency amounts, for the Brentwood Family Aquatic Pool heaters replacement to National Aquatics Services, Inc., as the lowest responsible and responsive bidder in the amount of $179,028.13 plus funding authorization for a 10% contingency amount of $17,902.81 for additional services, for a total authorization not to exceed amount of $ 196, 930.94, and amend the 2023/24 Parks and LLAD Replacement Fund Operating Budget in the amount of $196,931.

On December 12, 2023, the City Council adopted Resolution 2023-141 1) approving the purchase and installation of playground equipment for homecoming park, and authorizing the City Manager or designee to execute a contract in the amount of $ 287,036.18 plus 10% contingency amount of $ 28,703.62, for a total authorization not to exceed amount of $315,739.80 with Landscape Structures, Inc. through a sourcewell cooperative purchasing agreement for Homecoming Park Playground Replacement, CIP Project No. 352- 52447, 2) amending the 2023/24 - 2027/28 Capital Improvement Program (CIP) and 3) amending the 2023/24 Operating Budget for the associated project funding transfer.

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On December 12, 2023, the City Council adopted Resolution 2023-142 authorizing the City Manager or designee to execute an agreement and necessary documents with Axon enterprises, Inc. in the amount of $ 1,820,470 plus funding authorization of $150,000 for contingencies, for a total not -to -exceed funding authorization amount of $ 1,970,470 over a five- year term; and amending the FY 2023/24 Operating Budget.

On December 12, 2023, the City Council adopted Resolution 2023-143 approving the purchase of 14 vehicles: 7 Ford F250 trucks (3 for the Parks & Recreation Department, 3 for the Public Works Department, and 1 for the Police Department); 5 Ford F350 trucks for the Public Works Department, and 2 Ford F550 trucks for the Public Works Department, from Bill Brandt Ford in Brentwood, CA; amending the General Fund Street Division 2023/24 Operating Budget in the amount of $46,531; amending the General Fund Parks Landscape Operations 2023/24 Operating Budget in the amount of $31,714; amending the Vehicle and Equipment Replacement Fund 2023/24 Operating Budget in the amount of $309,325; and authorizing the City Manager or designee to execute any necessary documents in an amount not to exceed $1,321,420 for Fiscal Year 2023/24 for the purchase of these vehicles.

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RESOLUTION NO. 2024-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
BRENTWOOD AMENDING THE 2023/24 OPERATING BUDGETS;

AND PROVIDE FEEDBACK, IF ANY, ON LONGER TERM GENERAL

FUND REVENUE OPTIONS
WHEREAS, on November 9, 2021, the City Council received an update on the City of Brentwood Strategic Plan FY 2020/21 - FY 2021/22, an overview of the fiscal status of the City's finances, suggested focus area titles, as well as new initiatives for the FY 2022/23 - 2023/24 Strategic Plan; and
WHEREAS, on December 1, 2021, City Council participated in a strategic plan workshop to further discuss the framework for the City of Brentwood Strategic Plan FY 2022/23 and FY 2023/24; and
WHEREAS, on February 22, 2022, the City Council adopted resolution 2022- 25, to 1) Receive the people, time and financial analysis of the draft City of Brentwood Strategic Plan FY 2022/23 - FY 2023/24; and 2) Adopt the draft City of Brentwood Strategic Plan FY 2022/23 - FY 2023/24; and 3) Direct staff to incorporate City of Brentwood Strategic Plan FY 2022/23 - FY 2023/24 costs into the Operating and CIP Budgets, as well as in the City's ten-year General Fund Fiscal Model as summarized; and 4) Approve the addition of six (6) new full-time positions as follows:

One (1) Management Analyst
One (1) Assistant City Attorney
One (1) Accounting Specialist
One (1) Information Systems Specialist
One (1) Administrative Assistant I/II
One (1) Park Maintenance Worker I/II; and
5) Direct staff to incorporate the costs associated with the new positions listed in Section 4 into the FY 2022/23 and FY 2023/24 Operating Budget and authorize the commencement of recruitment for the new positions in FY 2021/22, to allow for filling of the positions no earlier than July 1, 2022; and
WHEREAS, on April 12, 2022, the City Council conducted a workshop on the draft 2022/23 – 2026/27 Capital Improvement Program; and WHEREAS, on April 26, 2022, the City Council introduced and waived the first reading of Ordinance 1037, approving the Brentwood Police Department Policy 708, Military Equipment Funding, Acquisition, and Use; and
WHEREAS, on May 10, 2022, the City Council Waived Second Reading and adopted Ordinance 1037 approving Brentwood Police Department Policy 708, Military Equipment, Acquisition, and Use, as required by AB 481 (2021); and WHEREAS, on May 10, 2022, the City Council conducted a workshop on the draft 2022/23 – 2023/24 Operating Budget and draft General Fund Fiscal Model; and

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WHEREAS, on June 28, 2022, the City Council adopted Resolution 2022-85, adopting the 2022/23 – 2026/27 Capital Improvement Program, including roadway, parks and trails, water, wastewater and community facilities improvements to be constructed during the next five years; and approve a long-term interfund loan in the amount of $2,016,661 from the Pension/OPEB Obligation Fund to the City Capital Improvement Financing Program Fund, per Council/Administrative Policy 10-5, Budget and Fiscal Policies, Section 4.3, to provide capital funding for the portion of the Sand Creek Sports Complex project costs that are to be repaid with Bond Refinance Savings in accordance with the presented repayment schedule; and WHEREAS, on June 28, 2022, the City Council adopted Resolution 2022-86, 1) amending the 2021/22 Operating Budget, 2) amending the 2021/22 fund balance restrictions and commitments in the General Fund, 3) adopting the 2022/23 – 2023/24 Operating Budget, 4) approving pay down of unfunded obligations per Section 7.1.1 of Council/Administrative Policy Budget and Fiscal Policies, No. 10-5; and 5) approving the addition of one (1) new position to the City staff in FY 2022/23, as follows: One (1) Project Services Specialist; and
WHEREAS, on June 28, 2022, the City Council adopted Resolution 2022-87, approving the City of Brentwood’s Consolidated Landscape & Lighting Assessment Districts, Landscape & Lighting Assessment District No. 19-3, Landscape & Lighting Assessment District No. 21-1 and Citywide Park Maintenance District No. 98-1 Engineer’s Reports for Fiscal Year 2022/23; ordering maintenance of improvements; confirming the diagram and assessments; levying and collecting assessments; and finding that the above actions are exempt from the California Environmental Quality Act; and
WHEREAS, on July 12, 2022, the City Council adopted Urgency Ordinance No. 1043, amending Chapter 2.10 (General Municipal Election) of Title 2 (Administration and Personnel) of the Brentwood Municipal Code to add a New Section 2.10.065 (Mayor and City Council Campaign Contribution Limitations); and amended the 2022/23 General Fund Operating Budget in the amount of $25,000 for enforcement related expenses; and
WHEREAS, on July 26, 2022, the City Council adopted Resolution 2022-97, approving the purchase of fifteen pieces of art for the Brentwood Library at a cost not to exceed $24,502, and amending the FY 2022/23 Operating Budget by increasing expenditures in the Public Art Program Acquisition Fund by $24,502; and WHEREAS, on August 9, 2022, the City Council adopted Resolution 2022-105, approving the purchase of an Armored Rescue Vehicle (ARV), as required by the City of Brentwood Ordinance 1037, Brentwood Police Department Policy 708; approving and authorizing the City Manager or Designee to execute a purchase order and necessary documents to purchase an ARV, Medevac G2, from LENCO Industries, Inc. in an amount not to exceed $367,907.05; amend the FY 2022/23 Police Grants Fund Operating Budget in the amount of $193,908; and amend the FY 2022/23 Asset Seizure Fund Operating Budget in the amount of $174,000; and

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WHEREAS, on August 23, 2022, the City Council adopted Resolution 2022- 111, approving the addition of One (1) new full-time position, an Administrative Assistant I/II in the Public Works Department, Engineering Division and amending the 2022/23 Operating Budget; and
WHEREAS, on September 27, 2022, the City Council adopted Resolution 2022-123, approving and authorizing the Mayor to sign the Fourth Amendment to the June 27, 2017 amended City Attorney Employment Agreement; authorizing the Director of Human Resources to make ministerial revisions to the pay schedule; and adopting appropriations amendments to the 2022/23 Operating Budget; and WHEREAS, on October 22, 2022, the City Council adopted Resolution 2022- 134, approving the Information Technology Master Plan; and WHEREAS, on November 8, 2022, the City Council adopted Resolution 2022- 137, approving the purchase of two replacement wheel loaders from Volvo Construction Equipment and Services; authorizing the City Manager or Designee to execute a purchase order and necessary documents in an amount not to exceed $568,348; and authorizing staff to amend the FY 2022/23 Vehicle and Equipment Replacement Fund Budget in the amount of $568,348; and
WHEREAS, on November 8, 2022, the City Council adopted Resolution 2022- 143, approving and authorizing the City Manager to enter into an agreement with Koff & Associates, a Division of Gallagher Benefit Services, Inc., to conduct a citywide classification and compensation study and approving and amendment to the 2022/23 General Fund Operating Budget; and
WHEREAS, on December 13, 2022, the City Council adopted Resolution 2022- 151, approving and authorizing the City Manager to execute Change Order No. 1 to the Public Works contract with Park Planet for the Sunset Park Playground Replacement Project, CIP 352-52437 and amending the FY 2022/23 – 2026/27 Capital Improvement Program (CIP) and the 2022/23 Operating Budget; and WHEREAS, on January 27, 2023, the City Council adopted Resolution 2022- 14, (1) amending the 2022/23 Operating Budget; (2) approving the addition of one new full-time position; (3) approving the purchase of Unmanned Aircraft System (UAS), as required by City of Brentwood Ordinance 1037, Brentwood Police Department Policy 613; and (4) approving and authorizing the City Manager or designee to execute a purchase order and necessary documents to purchase six DJI Enterprise Mavic 3T UAS and one DJI Matrice 30T UAS, from Advexure LLC (dba Advexure Unmanned Systems) in an amount not to exceed $55,093; and WHEREAS, on March 14, 2023, the City Council adopted Resolution 2023-26, authorizing the Director of Parks and Recreation to execute nine Agreements for Artist Services and one General Services Agreement for Utility Box Cleaning and Priming Services for a total of eleven utility boxes throughout Brentwood, in an amount not to exceed $15,800 and amend the FY 2022/2023 Operating Budget by increasing expenditures in the Public Art Program Acquisition Fund by $15,800; and

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WHEREAS, on March 28, 2023, the City Council adopted Resolution 2023-34, approving and authorizing the City Manager or designee to sign an amendment and increase the purchase order with Phil’s Diesel Clinic, Inc. in the amount of $40,000 for a total amount of $179,000 for heavy-duty diesel truck service and repair and to increase the purchase order with Arata Equipment Company in the amount of $30,000 for a total amount of $184,000 for heavy-duty refuse truck parts; and authorizing staff to amend the Fleet Maintenance Services Fund FY 2022/23 Operating Budget in the amount of $70,000; and
WHEREAS, on April 11, 2023, the City Council adopted Resolution 2023-43, approving a Memorandum of Understanding between the City of Brentwood and Liberty Union High School District regarding the Public Art and Design Academy mural at the cost of $3,513, amending the FY 2022/23 Operating Budget by increasing the Public Art Acquisition Fund by $3,513 and authorizing the Director of Parks and Recreation or designee to execute the Memorandum of Understanding and make minor non-substantive revisions to it, in consultation with the City Attorney; and WHEREAS, on April 11, 2023, the City Council adopted Resolution 2023-44 for the Deer Ridge Frontage Landscaping Improvements Project, CIP Project No. 352- 52440, 1) approving and authorizing the City Manager or designee to execute a contract with PG&E in the amount of $89,932.29, plus a contingency of $13,489.84 for unanticipated additional services, for a total not to exceed amount of $103,422.13, 2) approving and authorizing the City Manager or designee to execute a contract with National Aquatic Services, Inc. in the amount of $110,774, plus a contingency of $11,077.40 for a total not to exceed amount of $121,851.40 for retrofit of the fountains, and 3) authorizing staff to amend the 2022/23 – 2026/27 Capital Improvement Program (CIP) by $108,819 for the Deer Ridge Frontage Landscaping Improvements Project, CIP Project No. 352-52440 and the FY 2022/23 Operating Budget for the associated project funding transfers; and WHEREAS, on April 23, 2023, the City Council adopted Resolution 2023-49, approving the purchase of one tree chipper for Cal-Line Equipment and authorizing the City Manager or designee to execute a purchase order and necessary documents for a total not to exceed amount of $64,352 and amending the FY 2022/23 Operating Budget in the amount of $64,352 to allow for this expenditure in the current fiscal year; and
WHEREAS, on May 9, 2023, at the Capital Improvement Program Workshop, the City Council approved a motion to accept staff’s recommendation in allocating the following funds towards the Sand Creek Sports Complex, and approve all other CIP’s as presented: 1) General Fund in the amount of $1,621,091 - the majority consisting of the net proceeds from the sale of the Technology Center with the remainder coming from the return of excess General Fund funding from closure of completed capital projects; 2) repurposed Bond Proceeds in the amount of $388,931 – the project funded by these proceeds can be funded via another source; 3) $495,000 of unallocated bond refinance savings from prior refinancing efforts and 4) Parks and Trails Development Impact Fee (“DIF”) funds in the amount of $1,704,696;

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and
WHEREAS, on May 23, 2023, the City Council adopted Resolution 2023-61, approving the Utilization of American Rescue Plan Act Funds for FY 2022/23 General Government Revenue Replacement and Amending the FY 2022/23 Operating Budget; and
WHEREAS, on June 13, 2023, the City Council adopted Resolution 2023-80, 1) adopting the 2023/24 – 2027/28 Capital Improvement Program (CIP) including roadway, parks and trails, water, wastewater and community facilities improvements to be constructed during the next five years; 2) amending the FY 2023/24 Operating Budget to account for all revenues, appropriations, project funding transfers, and development impact fee revenue and expenditure budgets as detailed in the 2023/24 – 2027/28 CIP; 3) amending the 2022/23 – 2026/27 Capital Improvement Program for updates to the Sand Creek Sports Complex project sheet; and 4) amending the 2022/23 Operating Budget for the updated funding transfers for the Sand Creek Sports Complex project; and
WHEREAS, on July 25, 2023, the City Council adopted Resolution 2023-91, 1) approving the contract documents, awarding the bid, and authorizing the City Manager or designee to execute a construction contract and necessary documents, including the use of contingency amounts, for the Creekside Park Pickleball Courts Project, CIP Project No. 352-52441 to Luma Engineering Contractors Inc., as the lowest responsible and responsible bidder in the amount of $371,562.45, plus funding authorization for a 10% contingency amount of $37,156.24 for additional services, for a total authorization not to exceed amount of $408,718.69, 2) amending the FY 2023/24 – 2026/27 Capital Improvement Program (CIP), and 3) amending the 2023/24 Operating Budget for the associated project funding transfers; and WHEREAS, on August 22, 2023, the City Council adopted Resolution 2023- 104, approving and authorizing the City Manager or designee to execute any necessary documents to purchase two replacement return activated sludge (RAS) pumps, manufactured by Pentair Fairbanks Nijhuis, for the wastewater treatment plant from JM Squared Associates, Inc., in an amount not to exceed $118,682; and authorizing staff to amend the FY 2023/24 wastewater replacement fund operating budget in the amount of $118,682; and
WHEREAS, on August 22, 2023, the City Council adopted Resolution 2023- 105, approving an increase in compensation for members of the Brentwood Planning Commission, and amending the 2023/24 General Fund Operating Budget; and WHEREAS, on September 26, 2023, the City Council adopted Resolution 2023-119, approving the contract documents, awarding the bid, and authorizing the City Manager or designee to execute a construction contract and necessary documents, including the use of contingency amounts, for the Brentwood Family Aquatic Pool heaters replacement to National Aquatics Services, Inc., as the lowest responsible and responsive bidder in the amount of $179,028.13 plus funding authorization for a 10% contingency amount of $17,902.81 for additional services, for a total authorization not to exceed amount of $ 196, 930.94, and amend the

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2023/24 Parks and LLAD Replacement Fund Operating Budget in the amount of $196,931; and
WHEREAS, on December 12, 2023, the City Council adopted Resolution 2023- 141, 1) approving the purchase and installation of playground equipment for homecoming park, and authorizing the City Manager or designee to execute a contract in the amount of $ 287,036.18 plus 10% contingency amount of $ 28,703.62, for a total authorization not to exceed amount of $315,739.80 with Landscape Structures, Inc. through a Sourcewell cooperative purchasing agreement for Homecoming Park Playground Replacement, CIP Project No. 352- 52447, 2) amending the 2023/24 - 2027/28 Capital Improvement Program (CIP) and 3) amending the 2023/24 Operating Budget for the associated project funding transfer; and
WHEREAS, on December 12, 2023, the City Council adopted Resolution 2023- 142, authorizing the City Manager or designee to execute an agreement and necessary documents with Axon enterprises, Inc. in the amount of $ 1,820,470 plus funding authorization of $150,000 for contingencies, for a total not-to-exceed funding authorization amount of $ 1,970,470 over a five- year term; and amending the FY 2023/24 Operating Budget; and
WHEREAS, on December 12, 2023, the City Council adopted Resolution 2023- 143, approving the purchase of 14 vehicles: 7 Ford F250 trucks (3 for the Parks & Recreation Department, 3 for the Public Works Department, and 1 for the Police Department); 5 Ford F350 trucks for the Public Works Department, and 2 Ford F550 trucks for the Public Works Department, from Bill Brandt Ford in Brentwood, CA; amending the General Fund Street Division 2023/24 Operating Budget in the amount of $46,531; amending the General Fund Parks Landscape Operations 2023/24 Operating Budget in the amount of $31,714; amending the Vehicle and Equipment Replacement Fund 2023/24 Operating Budget in the amount of $309,325; and authorizing the City Manager or designee to execute any necessary documents in an amount not to exceed $1,321,420 for Fiscal Year 2023/24 for the purchase of these vehicles; and
WHEREAS, the General Fund is budgeted to maintain 30% undesignated reserves for FY 2023/24; and
WHEREAS, the City Council of the City of Brentwood has reviewed the recommended 2023/24 Operating Budget amendments.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Brentwood does hereby resolve as follows: adopt the appropriations and revenue amendments to the 2023/24 Operating Budget for the City of Brentwood per the attached Exhibit A, which are incorporated herein by reference.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Brentwood at a regular meeting held on the 23rd day of June 2024 by the following vote:

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Fund Name Revenues Expenditures Net Effect on Fund
General Fund:

Property Tax $ - 572,818 $ 572,818 $
Sales Tax - (296,122) (296,122)
Development (963,609)
Surplus Land Sales - (382,497) (382,497)
Other Revenue - (312,867) (312,867)
Personnel - 1,096,176 (1,096,176)
Library 29,678 - (29,678)
Animal Services - 19,549 (19,549)
Family Justice Center 21,000 - (21,000)
Parks and Recreation 43,000 (4,625) (47,625)
Transfers In/Out 76 - ,110 76 ,110
Sub-Total General Fund (1,310,792) (1,022,047) (288,745) Enterprise Funds:

City Rentals Enterprise 76,110 - (76,110)
Housing Enterprise - 11,052 (11,052)
Solid Waste Enterprise 1,106,038 1,208,904 (102,866)
Water Enterprise (700,000) (117,284) (582,716)
Wastewater Enterprise (449,330) (103,926) (345,404)
Other Funds:

Citywide Park Assessment District - 33,884 (33,884)
Public Art Acquisition - 15,800 (15,800)
Information Services - 60,901 (60,901)
Vehicle and Equipment Replacement 49,887 - (49,887)
Fleet Maintenance Services - 22,358 (22,358)
Facilities Maintenance Services - 18,092 (18,092)
Parks and LLAD Replacement - 165,000 (165,000)
Sub-Total Enterprise and Other Funds (43,292) (163,566) 120,274 Total 2023/24 Amendments (1,354,084) $ (1,185,613) $ (168,471) $ Exhibit A
Appropriation and Revenue Amendments to the City of Brentwood FY 2023/24 Operating Budget Fiscal Year 2023/24 Mid-year Budget Amendments
Increase (Decrease)

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Exhibit B - General Fund (GF) Revenue Enhancement Options No. Revenue Source Steps to Achieve Estimated Amount Notes Timeline 1 Sales Tax Measure A ballot measure would be required and would need 50% approval, or 2/3 approval needed if it were a special tax for specific purpose 1/2 cent increase would generate $5M per year. 1
cent would generate $10M per year
14 of the 18 other cities in Contra Costa Count
y have sales
tax add ons:
- 4 have 1/2 cent
- 1 has 3/4 cent
- 8 have 1 cent or more
Sales Tax measures have a high voter success rate
Election 2026 or later
2 Utility Users Tax (UUT) A ballot measure would be required and would need 50% approval, or 2/3 approval needed if it were a special tax for specific purpose Roughly $3M - $5M per year Roughly 50% of CA has a UUT; Voters rejected a UUT for ECCFPD funding several years ago Election 2026 or later 3 Parcel Tax A ballot measure would be required and would need 2/3 approval; Not as common for cities as sales tax or UUT measures. Roughly $3M - $5M per year Much more common for schools to pursue Election 2026 or later 4 TOT (Hotel Tax) Increase A ballot measure would be required and would need 50% approval Relativel y minor - an increase from a 10% to 12%
TOT rate would yield approximately $150,000 in
ongoing revenue per year
City has a 10% TOT already, in line with surrounding
agencies; Only San Pablo and Pittsburg have higher rates in Contra Costa County (12%)
Election 2026 or later
5 Business License Increase A ballot measure would be required and would need 50% approval Dependent on increase; For example a 20% fee increase would yield approximately $150,000 per year
Current tax is tied to Gross Receipts; Minimum $100; A
business with $1M in annual receipts pays $275 Election 2026 or later 6 General Obligation (GO) Bond A ballot measure would be required and would need 2/3 approval; proceeds could be used for a variety of capital projects; Legislation is being discussed to reduce the threshold to 55% Customizable Police Station was funded by a GO Bond; Payments made by tax roll assessments Election 2026 or later 7 Grants Secure grant funding wherever possible, e.g. Brentwood Blvd., non- potable systems expansion Varies with Grant May require City contribution; may include lengthy application processes Varies with Grant 8 Anaergia Project Transfer operating profit (after reimbursing Solid Waste Fund for related costs) to the General Fund Very preliminary - $5M per year Better revenue estimates would be available closer to facility launch 2026/2027 9 Cannabis Taxation License and Tax Cannabis - Voter approval of tax required Unknown Community impacts should be considered; As an aside,
the City has issued several significant fines for illegal growth, although it is too soon to report on collectability Election 2026 or later
10 Reserves City has 30% GF Reserves; this percentage could be lowered to provide one-time funds Reduction down to 20% equates to $7.5 million one-time money May face rating agency downgrades, less financial ability to respond to future challenges; Not a sustainable action plan Immediately 11 GF/Revenue Bond Issuance This would be a method to turn an annual cash flow from a new source of revenue into immediate cash to construct projects Dependent on revenue source and bonding capacity This is not a method to raise revenue, just a way to accelerate project construction if new revenues were achieved One year after revenue increase

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2023/24 Mid
‐Year
Operating Budget
• General Fund 2023/24 Projection
• General Fund Ten
‐Year Fiscal Model
• Enterprise and Other Funds• General Fund Revenue Sources• Budget Watch and Next Steps

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General Fund
2023/24 Projection
• June 2023 Mid
‐Term Projection
• Two
‐Year $0.4 Million Surplus
• Jan 2024 Mid
‐Year Projection
• Actual FY 2022/23 Surplus
$1 million
• Projected surplus for FY 2023/24
$0.5 million
2

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General Fund 2023/24
3 • $500,000 Surplus
• Conservative
Estimate
FY 2023/24
Projection

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General Fund 2023/24
4 • Property Tax +$0.6 million• Development ‐$1.0 million• Surplus Land Sales ‐$0.4 million • Sales Tax ‐$0.3 million
• Other Revenues ‐$0.2 million
Reduction in
Revenues of$1.3 million

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General Fund 2023/24
Reduction in
Expenditures of
$1.0 millionIncrease in Budget
Savings
5 • Budget Amendment
• CalPERS Annual
Payment
• Budget Savings
• Increase in Personnel
Savings

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General Fund 2023/24
6 • $1.1 million Reserve • Set aside funds from one‐time savings in personnel costs
• Provides funding for General
Plan Update in FY 2025/26
• Include project in the
upcoming CIP workshop
Fund Balance
Reserve for
General PlanUpdate

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General Fund Ten‐Year Fiscal Model
• Ensure Long‐term Financial Sustainability
• Indicate General Financial Direction• Conservative Forecast • Key Factors
7 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 23/24
Operating
Budget
Projection
Ten‐Year Fiscal Model

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General Fund Ten‐Year Fiscal Model
8

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2023/24 Enterprise and Other Fund
Amendments
9 Solid Waste Enterprise FundWastewater Enterprise Fund Water Enterprise FundOther Funds

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Budget Watch
• Inflation and Slowing Economic
Growth
• Pavement Management
Program (PMP)
• State Laws and Regulations• Increasing CalPERS
Contributions
• Labor Negotiations
10

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• 2024/25 – 2025/26 Strategic Plan Workshop – Jan. 29th • Capital Improvement Program (CIP) Workshop – April 9th• Operating Budget Workshop/CIP Adoption – May 28th• Operating Budget Adoption – June 25th 11

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Questions and Council
Direction
12

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Longer Term
General
Fund Revenue
Options
13

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Longer Term Revenue Options
14 •Sales Tax Measure ‐ $5 to $10 million per year (1/2 cent to 1 cent)•Utility Users Tax (UUT) – $3 to $5 million per year•Parcel Tax – $3 to $5 million per year (more common for schools)•TOT (Hotel Tax) – increase from 10% to 12% is $150,000 per year •Business License – 20% fee increase is $150,000 per year

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Longer Term Revenue Options
15 •General Obligation (GO) Bond – Customizable; capital projects •Grants – Varies with Grant•Anaergia Project – Preliminary estimates $5 million per year•Cannabis Taxation – No estimate •Reserves – 10% decrease in reserve ‐ $7.5 million in one‐time funds•GF/Revenue Bond – need new revenue source first; capital projects

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CITY COUNCIL AGENDA ITEM NO. G.2
01/23/2024
SUBJECT: Council Selection of Preferred Consultant to Perform the Brentwood Senior Activity Center Operational Assessment & Citywide Recreational Customer Satisfaction Survey
DEPARTMENT: City Manager’s Office
STAFF: Tim Ogden, City Manager

TITLE/RECOMMENDATION
Select preferred consultant to assist with Brentwood Senior Activity Center Operational Assessment & Citywide Recreational Customer Satisfaction Survey and amend resolution to include the consultant and agreement price.

FISCAL IMPACT
The three responses to the requested Senior Center Operational Assessment and Recreational Customer Satisfaction Survey range from $20,000 to approximately $100,000. The General Fund would fund the project through expenditure savings projected in the current year. This item was not included in the mid-year budget update, thus, the contract amount would reduce the FY 2023/24 projected surplus, if approved. Based on the consultant selected, the resolution would be amended to reflect the budget appropriation for the contract.

BACKGROUND
Initially requested as a future agenda item on September 12, 2023, and authorized on September 26, 2023, the City Council directed staff to prepare a Request for Proposals (RFP) to procure a consultant to assist with an operational assessment of the Brentwood Senior Activity Center (BSAC), and conduct a customer satisfaction survey of all recreational programming since 2019.

On November 14, 2023, the City Council approved the RFP and staff shared it via publication on the City’s website and delivered it directly to approximately a dozen firms and associations for them to consider and/or share with their members.

The scope of work requested (reflected below as originally published) included detailed interviews of Senior Center stakeholders and operational programming information, as well as a citywide survey of past and current recreational programming participants (users and providers):

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CITY COUNCIL AGENDA ITEM NO. G.2
01/23/2024
A. The Project involves performing an operational assessment of the Brentwood Senior Activity Center (“BSAC”), including:

1. Interview all facility rental and programming participants, existing and former staff, and current Parks & Recreation Commission members, which elect to participate, about any programming of the BSAC since 2019, to gauge effectiveness of programming and customer service.

Summarize interview feedback, and provide recommendations for improvement, if any.
a. The scope of personnel interviews is limited to those matters identified above. A discussion as to these limitations will be had prior to any interviews being conducted.

2. Review and summarize current and prior BSAC programming, MOU’s, special projects, events, and activities performed by City staff, and contracted non-profits and other community-based organizations since 2019 through present.

3. Report facility usage hours for all programming activities since 2019.

4. Report any future plans exploring program changes.

5. Assessment of language and cultural access, and recommendations for improvement, if any.

6. Assess the process for how staff is selected and assigned to work at BSAC, training of staff, on-site schedule of leadership, and leadership’s experience with seniors.

7. Independently evaluate and present findings to the City Council.

B. The Project also involves conducting a citywide survey (in both electronic and paper form) of willing past and current participants in all recreational programming at any City facility over the last three years (2021). The electronic and paper survey should cover the following topics:

1. Program efficiency.

2. Facilities satisfaction.

3. Customer service satisfaction of City staff and any third parties.

Continue survey outreach until 30% response rate is achieved.

C. Review staffing levels of programs and facilities, in comparison with prior programs and other like/similar cities and their operations.

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CITY COUNCIL AGENDA ITEM NO. G.2
01/23/2024
D. Comparison of programming and services provided currently by the City with other like/similar cities and their operations.

The following schedule was included in the RFP.

ACTIVITY PLANNED DATES
RFP Issued November 15, 2023
Request for Information Deadline December 1, 2023
Proposal Deadline December 15, 2023
Interviews (if requested by City
Council)
If authorized, TBD
Notice of Selection January 8, 2024
Council Consideration of Agreement January 23, 2024
Commence Services ~March 1, 2024
Project Completion May 1, 2024
The following final proposals were found to be responsive and moved forward for consideration.

Submitter Proposal Cost
Zilo International Group $20,000
Matrix Consulting Group $49,600
Berry Dunn $99,950
As the City Council’s motion was to have the firm independently evaluated, the City Council may want to consider any of the following questions as they review and consider the proposals ensuring the tasks align with the RFP in their selection of the consultant.

Does the proposal sufficiently address how the firm intends to:
 Obtain sufficient feedback from the approximate 1,200 Senior Center participants?
 Obtain a minimum 30% response rate from the surveying of approximate 12,000 registered participants of recreational programming?  Complete their findings by the expected project completion date of May 1, 2024?
 Ensure they accurately benchmark comparison city staffing levels, programs and services offered, etc. for context in evaluating the City’s efforts?  Provide any additional recommendation actions that the Council should consider as part of this contract?

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CITY COUNCIL AGENDA ITEM NO. G.2
01/23/2024
The City Council may select a preferred consultant to assist with the BSAC Operational Assessment and Citywide Recreational Customer Satisfaction Survey and adopt the attached resolution to memorialize this selection.

CITY COUNCIL STRATEGIC INITIATIVE
Focus Area 5: Parks and Recreation Services.

4. Expand and enhance recreation opportunities by increasing programming for seniors, youth, and teens; implementing adaptive recreation.

PREVIOUS ACTION
Previous Action by the City Council is included on Attachment 1.

DATE OF NOTICE
Not Applicable.

ENVIRONMENTAL DETERMINATION
Not Applicable.

ALTERNATIVE OPTION(S)
1) Do not approve a contract with a consultant to perform the Brentwood Senior Center operational assessment & citywide recreational customer satisfaction survey.

ATTACHMENT(S)

1. Previous Action

2. Resolution

3. Request for Proposals

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ATTACHMENT “1”
Previous actions related to this agenda item that were taken by the Council are listed below. To view prior actions and materials, and Brentwood Municipal Code references in the staff report, as applicable:
 Visit www.brentwoodca.gov/meetings, and select the meeting date(s) desired to see the reference materials and videos.
 Visit www.brentwoodca.gov/municipalcode to research references to the Brentwood Municipal Code and search by the code section(s) cited.

On September 12, 2023, Vice Mayor Meyer, and Council Members Mendoza and Pierson requested future agenda items generally related to issues at the Brentwood Senior Activity Center, and customer satisfaction of recreational programming.

On September 26, 2023, the City Council directed staff to spend staff time and resources on the following:
 Interview all the staff and all the stakeholders that participate in the programming of all of those facilities and programs
 Former employees who are residents if they’d like to participate  Include seniors and any participants in programming with the Parks and Rec  Investigation be independent
 Staff time and resources to create an RFP to be reviewed by Council  Set the budget amount for the investigation at $100k
 The full list of items for investigations specific to the senior center  Questions on the survey for residents questions related to youth services  Include in the RFP for consultant to put together a survey to encompass all of the various requests mentioned tonight
 Independently created, independently evaluated, and then presented to the city council
 Additional programming based on the Survey with all programming in Parks and Recreation to be included
 Add facilities and customer service
 Council will authorize the RFP unless that authority is delegated  Current non-profit and CBO partnerships and those terminated since 2019 including reasons for termination
 Current MOU use those that expired since 2019 and those about to expire  Current programs, special projects, events and activities and those terminated since 2019, including reasons for termination
 How staff is chosen to work at the center
 How training is managed for that staff, whether temporary or long term  Senior related experience qualifications of leadership positions of regular center staff
 Everything considered when placing staff there
 Any future plans being explored that potentially change the format infrastructure or offerings of the senior center
 Yearly attending number since 2019
 Confirmation of language and cultural access efforts
 The on-site schedule for Parks and Rec leadership

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Page 2 of 2 ends

 The status of the previously printed Brentwood seniors’ activities guide  To include facility usage of the senior center
 Effectiveness of the programming customer service
 Recommendations from the Parks and Commission, on how we can ensure a positive experience for our residents.
 A review of staffing levels in over the last 3 years in Parks and Recreation  With organizational charts and position and attrition over the 3 years and reason for leaving (general without names or position titles, should not be  employee specific)
 The City Attorney has the authority to use staff time and resources time and resources to run our motion past outside council
On November 14, 2023, City Council authorized staff to issue a Request for Proposal for Consultant to assist with Brentwood Senior Center Operational Assessment & Citywide Recreational Customer Satisfaction Survey.

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RESOLUTION NO. 2024-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
BRENTWOOD AWARDING A CONTRACT TO [CONSULTANT] TO

ASSIST WITH BRENTWOOD SENIOR CENTER OPERATIONAL

ASSESSMENT & CITYWIDE RECREATIONAL CUSTOMER

SATISFACTION SURVEY AND AUTHORIZING THE CITY

MANAGER OR DESIGNEE TO EXECUTE THE AGREEMENT, IN AN
AMOUNT NOT TO EXCEED [AMOUNT]
WHEREAS, on September 26, 2023, the City Council directed staff to prepare a Request for Proposals (RFP) to procure a consultant to assist with an operational assessment of the Brentwood Senior Activity Center (BSAC), and conduct a customer satisfaction survey of all recreational programming since 2019; and WHEREAS, on November 14, 2023, the City Council approved the RFP and staff published it on the City’s website and delivered it directly to approximately a dozen firms and associations for them to consider and/or share with their members; and
WHEREAS, the City found three responses to the RFP to be responsive and, after City Council evaluation and consideration, [CONSULTANT] was selected as the respondent whose proposal most closely met the City’s needs; and WHEREAS, the cost of these services will be expended through the General Fund and come from the anticipated FY 2023/24 surplus.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Brentwood does hereby approve and authorize the City Manager or designee to enter into an agreement with [CONSULTANT] to assist with the Brentwood Senior Activity Center Operational Assessment & Citywide Recreational Customer Satisfaction Survey in an amount not to exceed [AMOUNT].

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Brentwood at a regular meeting held on the 23rd day of January 2024 by the following vote:

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Submitted By:

Zilo International Group LLC
3939 East Arapahoe Road, Suite 210
Centennial, CO 80122
Milena Zilo
Founder and CEO
[email protected] STRATEGIC CONSULTING

RESEARCH SURVEY SERVICES
Senior Center Operations
Assessment & Recreational
Programming Survey
Revised

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Senior Center Operations Assessment & Recreational Programming Survey 2 Letter of Interest
January 5, 2024
Dear Selection Committee,
Zilo International Group LLC is pleased to respond to the RFP and partner with the City of Brentwood to perform an operational assessment of the Brentwood Senior Activity Center (BSAC), and conduct a citywide survey of past and current participants in all recreational programming occurring in any City facility since 2019.

Through our expert consulting services, we aim to support and enhance these survey efforts, providing in-depth analysis and actionable insights that will empower the ity to make informed decisions and strengthen its bond with the community. Our collaborative approach will ensure the successful implementation of a robust survey framework.

We understand the significance of this undertaking and are confident in meeting and exceeding the expectations of this project.

Our reputation is built on an outcome-based approach, a passion for service, and a longstanding commitment to fostering client-centric relationships. As the founder and CEO, I will personally oversee this project and act as the main point of contact. I am duly authorized to represent and legally bind Zilo International Group LLC to any agreements related to this endeavor. We have reviewed all addendums associated with this RFP.

We consider it a privilege to contribute to this opportunity and aim to establish a longterm partnership. If you have any inquiries, please do not hesitate to reach out to me.

Sincerely,
Milena Zilo
Founder and Chief Executive Officer
Zilo International Group, LLC
3939 East Arapahoe Road, Suite 210 | Centennial, CO 80122 Mobile: 917-225-1851 | Office: 720-295-0054
[email protected] | http://www.zilointernational.com

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Senior Center Operations Assessment & Recreational Programming Survey 3 General Qualifications
Zilo International Group LLC is a 100% privately
held, woman-owned and operated management
consulting firm. It was founded in Colorado in 2014
by CEO Milena Zilo. We are a small boutique
experienced community engagement and
government contractor and offer a variety of services
to organizations of all sizes in the public, private, and nonprofit sectors. In the past few years, we have
won projects in California, Colorado, District of
Columbia, Hawaii, Indiana, Michigan, New Mexico,
Oregon, Utah, Washington, and Wyoming
Our objective is Positioning You for Success through
a tailored approach to consulting. With each
engagement, we aim to implement custom-built
solutions to meet your specific needs.

Our team has strong strategic planning backgrounds
and experience creating and conducting in-depth
surveys, focus groups, statistical analysis and
modeling, and on-site data collection. Working with
both the private and public sector, we understand
emerging trends and can develop strategic solutions
that best match your objectives and values. We are
invested in our clients’ success and work diligently
with a focus on achieving measurable results and
building for the future. We employ the following key
elements:

EXPERIENCE
Our consultants have
worked in multiple
industries, accumulating
vast experiences across
different business units,
reducing operating costs
and delivering growth.

We develop tailored
solutions for our clients’
specific needs and goals.

PEOPLE
We integrate into the
teams we work with from
the start to the end of the
project. The collaboration
and culture of our team is
what ensures success.

You’ll find our process to
be highly adaptable,
iterative, and
collaborative.
1 2
VALUES
Our core values align
with our actions and are
the driving factors
behind everything we
do. Our core values are:

Loyalty, Respect,
Integrity, Accountability,
Entrepreneurship, and
Excellence.

Innovation and Execution:

We support our clients in executing 3
competitive and results-driven solutions.

Small Expert Teams:

We specifically match each client with a
team of our dedicated consultants.

Client Ownership Culture:

We are committed to the long-term
success of our clients through strategies
reinforced by mission, vision, and values.

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Senior Center Operations Assessment & Recreational Programming Survey 4 Experience and References
Zilo International Group has worked with numerous organizations in the non profit and public sectors to provide survey services and focus groups. Below please find a sample of our work. Additional references upon request.

City of Veneta 2023 Community Survey
Cole Haselip, [email protected]
Zilo was hired to design, administer, and analyze the results of a community survey for the City of Veneta, Oregon. There are approximately 2,100 households in the City of Veneta. Survey questions were designed to gauge community perceptions on community needs, important issues facing the City, sense of community, quality of life, support for potential policy measures as well as support and preferences for City goals and services. All Final Reports include an Executive Summary, Table of Contents, Methodology, Implications, and Key Findings Summary along with any other deliverables requested by the client.

Excerpts of deliverables for the City of Veneta are below:
2023 Community Survey Final Report, City of Veneta, Oregon

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Senior Center Operations Assessment & Recreational Programming Survey 5 2023 Community Survey Social Media Posts and Flyers for Outreach Zilo International Group is pleased to draft
multiple versions of flyers and/or social media
posts: Facebook, Instagram, City webpage, in
order to best align with the City's brand. This
includes the use of specific fonts, colors, or
sizes to match existing branding materials.

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Senior Center Operations Assessment & Recreational Programming Survey 6 Summary of Outline
Overview
Our approach is to work in partnership with the City over the duration of this project. We are committed to tailoring a customer approach to fit your needs and deliver constructive data and insight that are reliable, and useful. We offer our expertise and guidance wherever needed to ensure that the entire process is as smooth and extensive as possible.

The Zilo team uses a comprehensive set of checklists, tasks and procedures that are tailored to each specific client and project. We have identified the following tasks necessary for project completion, bur remain open to revisions as needed.

Task 1: Develop Work Plan and Finalize Schedule
During this phase we create a thorough communications plan and schedule between the City and Zilo. We work in partnership to ensure a collaborative process through the entire project in order to provide a schedule and work plan that best suits your needs, and to gain a deeper understanding of your audience. Regular communication will begin with a kick-off meeting to discuss your main goals and objectives. After the initial kick off meeting, we would have regular check-in sessions and updates.

Task 2: Data Collection: Conduct Interviews and
Survey
After the initial planning stages, and a solid understanding of existing data, research and internal beliefs, and hypothesis, a collaborative effort will be made to encompass all desired areas of evaluation. By partnering in all aspects of the scope of work we will make sure that all aspects of this project are done to the expectations in the RFP.

The initial phase of the project will involve conducting in-depth interviews with all relevant stakeholders, including facility rental and programming participants, existing and former staff, and current Parks & Recreation Commission members who choose to participate. The focus will be on assessing the effectiveness of BSAC programming, MOUs, special projects, events, and activities performed by City staff, contracted nonprofits, and other community-based organizations since 2019. Facility usage hours for all programming activities will be reported, along with any plans exploring program changes.

We will carefully summarize interview feedback and provide recommendations for improvement, as needed. The evaluation will also include an analysis of the staff selection process, staff training, on-site leadership schedules, and leadership's experience with seniors. As part of the assessment, we will thoroughly compare them with prior programs and benchmarking against similar cities and their operations providing further insights for strategic planning and improvement. A detailed

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Senior Center Operations Assessment & Recreational Programming Survey 7 assessment of the approach, encapsulating key learnings, will be provided, and specific recommendations for County Officials will be outlined.

Additionally, Zilo will conduct a citywide survey, both electronically and in paper form, targeting both past and current participants in all recreational programming at any City facility over the last three years. The survey will cover program efficiency, facilities satisfaction, and customer service satisfaction of City staff and any third parties involved. Our survey outreach will continue until a 30% response rate is achieved.

It is important to develop statistically valid surveys, we aim for results that have a margin of error of +/-4.9% at the 95% level of confidence. The design of the surveys will allow for easy completion and understanding while giving in-depth and useful information. We will avoid using jargon or technical terms that the general public may not understand. The surveys will be conducted in English and Spanish. The ultimate goal is to ensure the surveys’ effectiveness and validity, enabling the City to make wellinformed decisions based on reliable data.

Task 3: Final Report and Data Files
Following the culmination of data gathering, our focus will transition to the pivotal phase of analysis and reporting of the survey responses. Recognizing the paramount importance of this analytical endeavor.

Throughout the entire process, our team will be committed to maintaining a seamless and efficient project management experience, fostering strong collaboration with the City and delivering insightful and actionable results to aid in making informed decisions for the betterment of the community.

The final report will deliver a comprehensive analysis of the data gathered from the interviews and the survey. By presenting the results in a clear and concise manner, the report aims to facilitate informed decision-making and policy development based on the gleaned insights. The report will offer an overview of the project, delineate its purpose, incorporating both qualitative and quantitative data. Visual aids such as charts, graphs, and tables will be used to elucidate the results.

Leveraging our extensive experience in numerous projects and community engagement, we bring a wealth of expertise in analyzing data akin to the requirements of this project. Our commitment to exceeding stakeholder expectations is evident in our adept data analysis and synthesis. We value and incorporate feedback to make necessary refinements. With a profound dedication to community service and a track record of successfully completing similar projects, it would be a privilege to partner with you.

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Senior Center Operations Assessment & Recreational Programming Survey 8 Itemized Budget for Project
Our proposed fee is $20,000 for this project. Mailing will be billed at cost.

We understand there are budgetary constraints on this project and are open to fee negotiations as requirements are determined and finalized.

We will ensure and work with your team to stay within the appropriate budget and not to exceed those amounts.

It would be an honor to partner with you on this project and lead and assist you in achieving your goals. We are very excited about the prospect of working with you and providing you the resources and services needed. We are committed to serving our clients’ needs and will be available at all times.

Project Phase Total Fees
Project Management, Develop Work Plan,
Finalize Schedule and Regular Check-ins, $2,000
Data Collection: Conduct Interviews and
Survey
$12,000
Final Report and Data Files $6,000
Project Total $20,000

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Senior Center Operations Assessment & Recreational Programming Survey 9 Appendix
Key Personnel

Founder and Chief Executive Officer Milena Zilo will be the primary point of contact and project lead on this engagement. Our team operates with a high degree of professionalism, characterized by seamless collaboration and effective communication.

Each member brings their unique skill set to the table, contributing to a collective synergy that enhances our overall performance. In this collaborative environment, ideas are exchanged fluidly, and a sense of mutual respect prevails. The structure is designed to promote open dialogue, ensuring that every team member's perspective is considered valuable. This professional collaboration fosters a dynamic work culture where each individual's strengths are harnessed for the collective success of the team.

Below please find biographies of the consultants that will be assisting on this project and relevant experience.

Milena Zilo - Founder and Chief Executive Officer
Milena Zilo has 20 years of experience in Wall Street and International Consulting. She has worked with government officials and business professionals in organizations of different sizes in multiple industries, both domestically and internationally. Her competencies include a broad and deep knowledge of the global markets, the ability to identify, analyze and articulate successful strategies and opportunities best suited to a client’s goals.

She has visible level of leadership interaction and collaboration with multi-disciplinary teams in all key areas of the organization, board members and executive team, as well as external stakeholders. Milena has experience with due diligence and valuation analysis, business tribulations and suggesting solutions to improve efficiency, reducing cost structure, and accelerating growth while optimizing performance, and realigning organization impact with overall strategy. She has experience with quantitative, qualitative, and secondary research, focus group moderating, stakeholders interviews, and has designed and supervised the administration of numerous surveys. She specialized in the management of large data collection projects and planning and coordinating complex tasks.

Milena has lead teams in strategic planning, demand assessments, entering new markets/launching new products, merger and acquisitions, raising capital and private funding. She has extensive experience managing the financial planning and analysis for budgeting, forecasting, benchmarking and long range strategic planning on several projects, while ensured maintenance of appropriate internal controls and financial procedures. She has experience with evaluating enterprise risk through mitigation planning, implementation, and progress monitoring. With a genuine passion for making a positive impact, Milena remains committed to pushing the boundaries of community

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Senior Center Operations Assessment & Recreational Programming Survey 10 engagement, constantly seeking innovative approaches and staying up-to-date with emerging trends and technologies. Through their consulting services, they strive to empower organizations to build strong and resilient communities, where every voice is heard, and collective aspirations are turned into actionable solutions.

Milena graduated from the University of Denver with a bachelor's degree, majoring in Finance and double minored in Economics, and Legal Studies. At DU, she held numerous leadership positions. She is actively involved in the community and currently serves on the U.S Global Leadership Coalition’s Colorado Advisory Committee. She has served on several other committees and non-profit boards and has a passion for philanthropy and serving the community.

Alexandra McGroarty, CDP, CPC, SHRM-PASC
Senior Consultant
Alex is an accomplished and results-driven Human Resources consultant and leader bringing expertise on the local and global level in implementing engagement, retention, and diversity measures that focus on the employee lifecycle from talent acquisition to the development of colleagues. She has held internal Human Resources positions in several large institutions and has broad experience in improving both individual performance and organizational effectiveness. She is a trusted advisor and coach with experience in developing and leading Diversity, Equity, and Inclusion Councils, Employee Resource Groups, and Sustainability initiatives. Additionally, Alex has worked on numerous projects in HR Project Management (HRIS, Strategy, Org Design) and Change Management.

She enhances individual development and personal effectiveness using coaching and feedback, training, and leadership development initiatives. She uses a wide variety of assessment tools and resources in the development process that is tailored to the specific objectives of each unique situation. She also specializes in organizational effectiveness and has expertise in the areas of talent management, performance management, 360° assessments, succession planning, strategy integration, team building, and change management. She has a track record of enabling organizations and teams to better serve their customers and anticipates future needs. Alex also brings her expertise in the area of survey research and statistical analysis to develop and execute business strategies and focus change management efforts.

Alex was a finalist in the 2021 HR Person of the Year Awards and 2022 Ragan National Platinum HR Awards and in 2022 received Ragan’s Women of HR – Executive Coach She is also a published author of Bridging the Gap- Reducing Gender Bias in the Workforce.

Alex has a BA in Communication Studies Organizational from Rowan University and a Master of Science in Administration from Utica College. She holds a Certified Diversity Professional certification issued by the National Diversity Council and a Certified Professional Coach certification. Alex recently obtained a Graduate Certificate in

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Senior Center Operations Assessment & Recreational Programming Survey 11 Corporate Sustainability from Cornell University and her SHRM-PASC, the People Analytics Specialty Credential. She is also a member of the Human Resources Association of Southern New Jersey.

Katherine Molder Collins, M.A., APR - Consultant
Kathie is a dedicated and highly experienced nonprofit strategy consultant with a passion for making a positive impact on organizations that are committed to serving their communities. With a career spanning over decades in the nonprofit sector, Kathie has earned a reputation for providing invaluable guidance and support to nonprofit organizations of all sizes. Kathie's journey in the nonprofit world began with a deep commitment to philanthropy and a belief in the power of nonprofits to effect lasting change. She has served as a nonprofit executive director and written numerous grants for nonprofit organizations. She also contributed to the Nonprofit Association of Oregon's Board, actively sharing her expertise and learning from others within the sector.

Throughout her career, she has had the privilege of working with a diverse range of nonprofit organizations, from grassroots community initiatives to well-established national nonprofits, covering a wide spectrum of areas, including strategic planning, fundraising, program development, board governance, and capacity building. One of Kathie's standout qualities is her ability to assess an organization's unique challenges and opportunities and tailor solutions that align with their mission and values. She firmly believes that effective nonprofit management is not a one-size-fits-all approach and, as such, brings a personalized touch to every consulting engagement.

Kathie began her career as a newspaper editor, she actively sought avenues to enhance customer service within the publication. She developed a training program, which she later presented at a national conference in New Orleans, attended by publishers from across the paper's network. She then became a school public information officer, Kathie not only served as the president of the Oregon School Public Relations Association but also earned accreditation in public relations. She shared her knowledge and strategies at national seminars, emphasizing the vital role of public education. Her expertise extended to developing crisis communication training for school administrators, making her a sought-after presenter in the field. Kathie also has experience as an advisor to a local Small Business Development Center, where she specialized in creating tailored workshops for the SBDC and its clients. Her focus was on topics that fostered organizational excellence, including team-building, effective meeting leadership, and cross-marketing. Her ability to improve communication and enhance specific operational efficiencies led to presentations throughout Oregon.

Kathie holds an Associate of Arts degree in journalism, a Bachelor of Arts degree in Public Relations, and a Master of Arts degree in Organizational Leadership from Bellevue University. She is accredited in Public Relations and, during the pandemic, delved into documentaries and literature related to diversity, equity, and inclusion. In March 2021, she earned a Certificate in Diversity and Inclusion from Cornell University and now conducts workshops in the DEI field.

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Senior Center Operations Assessment & Recreational Programming Survey 12 Lorena Zilo - Senior Consultant
Lorena Zilo has over 15 years of experience in consulting, and has participated as a team lead in numerous projects. Lorena has undertaken a holistic approach to strategy and operations, from developing to implementing simple effective systems to driving results. Her work experience encompasses start-ups to Fortune 500 companies and organizations in the public sector, including projects in diverse industries. Lorena has led numerous projects and made key decisions that affect recruitment and hiring, marketing and communications, quality assurance, and control. She has a deep knowledge of engagement-based design methodologies: synthesizing information gathered from residents, stakeholders, site surveys, regulatory frameworks, and design best practices. She has demonstrated the ability to improve customer satisfaction and delivering results while leveraging the emotional intelligence and operational excellence needed to implement cultural change at all levels of the organization. She is a valuesdriven individual passionate about positively impacting.

Lorena graduated from Metro State University of Denver with a bachelor’s degree and has a Postgrad in Accounting from Raritan College. Lorena recognizes the importance of inclusivity and equity in community engagement. She is well-versed in best practices for engaging marginalized populations and promoting diversity within decision-making processes. By integrating principles of social justice, Lorena ensures that community engagement efforts are inclusive and empower those who are traditionally underrepresented. She has served on numerous committees at City of Aurora including:

Diversity Equity and Inclusion (DEI) Committee – Representing the Information Technology Department by suggesting improvements to the city and relating any information back to management and the department.

P.A.C.E Committee – Representing the Information Technology Department to City Manager by suggesting improved customer service, updates to purchasing policies and changes to various employee programs
SHIFT Committee – suggest and implement various project that effect all city employees based on six different categories which include Recruitment & Hiring, Benefits, Marketing & Communications, Culture and Philosophy, Employee Development, and Physical Environment
ARISE Program – meet once a month with different city departments to fully understand what roles they play for the city and how each department collaborates with each other.

SharePoint Governance Committee– Leading the City’s SharePoint Governance

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Senior Center Operations Assessment & Recreational Programming Survey 13 Team and making key decisions for all 19 departments involved Thank you for your consideration!
Zilo International Group is held to the highest standard of excellence when committing to our clients’ success. We would be honored to partner with you to achieve your goals.

Zilo International Group LLC
3939 East Arapahoe Road, Suite 210
Centennial, CO 80122
www.zilointernational.com

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Revised Proposal to Conduct a Parks & Recreation
Department Operational Assessment

BRENTWOOD, CALIFORNIA
January 9, 2024

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Table of Contents
Letter of Transmittal i
1 General Qualifications 1
2 Experience 1
3 Staffing 3
4 Price 3
5 Proposed Approach 4
6 Appendix: Resumes 7

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January 9, 2024
Tim Ogden
City Manager
City of Brentwood
150 City Park Way
Brentwood, CA 94513
Dear Mr. Ogden:

The Matrix Consulting Group is pleased to submit our revised proposal to conduct an Organizational Assessment of the City of Brentwood’s Senior Activity Center. Our proposal is based on the City’s RFP and our extensive experience conducting assessments of parks and recreation departments across the country. Our firm was founded in 2002 and has served over 1,700 clients since then. Our dedicated culture, parks and recreation department experience includes:

Alexandria, VA Grand Rapids, MI Salt Lake City, UT
Athens-Clarke, GA Hercules, CA San Mateo, CA
Ashland, OR Irvine, CA Seattle, WA
Baton Rouge, LA Libertyville, IL Southlake, TX
Boise, ID Milpitas, CA Torrington, CT
Elmhurst Park District, IL Richland County, SC Trumbull, CT Additionally, the Matrix Consulting Group has also conducted over 100 organization-wide studies around the country in the last decade encompassing all municipal functions including Parks and Recreation functions. Recent California clients include:

Barstow, CA
Half Moon Bay, CA
Lathrop, CA
Monrovia, CA
Rancho Mirage, CA
Rancho Palos Verdes, CA
Roseville, CA
Sunnyvale, CA
Walnut Creek, CA
Matrix Consulting Group is a California corporation and can be found online at www.matrixcg.net.

I am the firm’s President, authorized to negotiate on the firm’s behalf and bind it contractually. I can be reached at the address and phone number listed below, or via email at [email protected].

Richard Brady, President
Matrix Consulting Group, Ltd.
matrix
consulting group

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 1
1 General Qualifications
The Matrix Consulting Group is a management consulting firm dedicated to providing quality analytical assistance to local government. Our company was formed in 2002 by consultants to pursue an operating model in which analytical work is performed by senior-level staff. • We were founded in 2002, incorporated in California, and have our headquarters in the Bay Area (San Mateo) with regional offices in Irvine (CA), Edwardsville (IL), the Dallas Metroplex (TX), Portland (OR), the Tampa (FL) area, and Nova Scotia, Canada. • We are comprised of 27 full-time and seven part-time highly experienced management consultants who specialize in the analysis of local government functions encompassing the entire spectrum of critical operational areas. Subcontractors will not be required to provide services related to this project.

Staff from offices throughout the country would assigned to this engagement based on their experience with similar engagements and their specific skill sets and backgrounds. • Our most significant area of expertise is the provision of organizational and management assessments. We have conducted over 100 organization-wide assessments and over 1,600 departmental studies since 2002.

As the next section demonstrates, our experience evaluating recreational programs and facilities are extensive as well.
2 Experience
Our firm has extensive experience conducting parks and recreation studies, both in dedicated studies and as part of city-wide organizational studies.

Parks and Recreation Dedicated Studies
Since 2002, we have conducted over 50 dedicated parks and recreation studies. Recent clients include the following.

Alexandria, VA Grand Rapids, MI Salt Lake City, UT
Athens-Clarke, GA Hercules, CA San Mateo, CA
Ashland, OR Irvine, CA Seattle, WA
Baton Rouge, LA Libertyville, IL Southlake, TX
Boise, ID Milpitas, CA Torrington, CT
Elmhurst Park District, IL Richland County, SC Westford, MA We have also performed several surveys like the one requested in the RFP. In Westford, Massachusetts, we performed a community survey on recreational services using randomly generated addresses and a mailed form to reach an appropriate sample size and high confidence in response. This survey focused on services that residents wanted the Town to consider for implementation in their recreational programming.

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 2
Recreation Evaluations as Part of Organization-Wide Studies Additionally, the Matrix Consulting Group has also conducted over 100 organization-wide studies around the country in the last decade encompassing all municipal functions, including parks and recreation functions. Recent clients include:

Albany, NY
Albuquerque, NM
Barstow, CA
Brattleboro, VT
DeKalb County, GA
Goodyear, AZ
Half Moon Bay, CA
Johnson County, KS
Lathrop, CA
Lawrence, MA
Los Angeles, CA
Monroe County, MI
Monrovia, CA
Montpelier, VT
Niles, IL
Orland Park, IL
Rancho Mirage, CA
Rancho Palos Verdes, CA
Roseville, CA
Spokane, WA
Sunnyvale, CA
Walnut Creek, CA
Waltham, MA
West Covina, CA
Details about any project listed above are available upon request.

References
The following recent clients can be contacted about the quality and depth of our work:

Client Project Summary
Milpitas, California (2 studies)
Program and Fee Assessment
and Cost Recovery Policy
Development (as part of larger
Master Plan Update) (2020-21)
Operational Assessment
(2023)
Reference:

Renee Lorentzen, Director
Recreation and Community
Services
(408) 585-3409
[email protected]
The Matrix Consulting Group, in partnership with another firm, worked with the City of Milpitas on the development of a new Master Plan during 2020-2021. During this study, developed a comprehensive program assessment, fee assessment and cost recovery analysis. Our cost recovery policy was adopted without change by the City Council. We also identified new areas for programming to meet changing community needs and expectations.

We just completed an operational and staffing assessment of the department that evaluated organizational structure, staffing levels and internal processes to align staffing and practices with workload. Key recommendations included additional staff in select areas, increased utilization of contractual staff to supplement full-time staff, and a reorganization of functions to balance spans of control and increase efficiency of operations.

Chatham County, Georgia
Evaluation of the Paul
Anderson Howard Cohen
Weightlifting Center
Reference:

Holly Holdsworth
Deputy Director
(912) 652-6784
[email protected]
The Matrix Consulting Group was engaged to evaluate the operations of a special-use community center focused on providing Weightlifting programs and programs for individuals with limited mobility.

Recommendations including bringing operations in-house rather than continuing to contract operations, establishment of key performance indicators to assess results, and establishment of a cost recovery policy to guide fee and charge establishment.

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 3
3 Staffing
We have proposed an experienced project team for this engagement including senior staff and individuals with significant experience conducting similar engagements. The following chart shows the composition and reporting relationship of our proposed project team.

Resumes have been included as an Appendix.
4 Price
We are proposing to conduct this engagement for a total not-to-exceed cost of $47,500 as outlined in the following budget which shows estimated hours by task and by assigned consultant classification.

Project Task Project
Executive
Project
Manager
Senior
Analyst Analyst SeniorConsultant
Total
Hours Total Fee

1. Project Kickoff/CSA 2 12 4 32 24 74 $12,640

2. Survey 2 8 0 16 32 46 $9,320

3. Preliminary Analysis 2 12 8 24 20 66 $11,500

4. Draft and Final Reports 4 14 4 24 32 78 $13,320
Total Hours 10 46 16 96 108 276
Hourly Rate $300 $200 $200 $175 $135
Total Fees $3,000 $9,200 $3,200 $16,800 $14,580 $46,780 Travel Expenses $2,820
Total Project Cost $49,600
We have proposed project expenses that would cover one on-site visit, if needed, during the engagement for a site visit and one trip for the presentation of the final report.

Alan Pennington
Sr. Vice President/
Project Executive
Chas Jordan
Manager/Project
Manager
David Branch
Manager/Analyst
Khushboo Ingle
Vice President/
Senior Analyst
Derrick Turner
Manager/Analyst
Joe McDonald
Sr. Consultant/
Analyst

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 4
5 Proposed Approach
Our philosophy in providing consulting services is to provide a customized approach to address clients’ unique issues and needs in a fact-based manner utilizing our proven methodologies and analytical approaches as summarized in the following graphic:

Our place in the government consulting industry is based on our experience and our approach.

Work Plan
Task 1 Current State Assessment of the Senior Activity Center To effectively conduct this organizational study for the Department of Recreation and Community Services, we need to start with a strong understanding and foundation on the current services, service levels and resource allocations of the Senior Activities Center (SAC). • Conduct interviews with the Department Director, existing and former SAC staff, patrons, and members of the Parks & Recreation Commission to understand key issues facing the SAC and any planned changes in the near term that we should be aware of in our evaluation that would impact services, service delivery or staffing. The goal of this task is to understand the existing plans of the organization, services provided, service levels, staffing models, and operational practices and constraints. • Review available information, including mission statements, budgets, workload data, job descriptions, work rules, personnel rules, and other documents that provide insight into the department’s service delivery approaches, regulatory constraints, and operational practices.
• Develop an understanding of the scope of the programs and services for each service area in the Department and the historical utilization levels for each program/service. This will include a basic cost recovery review of specific programs and the SAC as a whole.

A principal of the firm is involved in every aspect of each study. For this engagement, Alan Pennington, Senior Vice President, will serve in this role.

We approach our projects by gaining a firm grounding in formal and fact-based analytical methodologies.

Our projects are characterized by extensive input and interaction between the consultants and our clients’ staff, management, and policy makers.

We recognize that successfully serving clients requires more than simply providing the right answers. In addition, we provide clients with practical plans for implementing change.

We work closely with our clients to meet all schedule and scope of work elements for our projects.

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 5
The current state assessment will be developed based on these efforts to document the existing operations. This will be circulated among staff for comment to ensure the accuracy of our understanding. Once completed and reviewed, the current state assessment will provide the basis for future analysis conducted and completed in subsequent study tasks and enable us to document how recommended changes in the final report will impact current operations.

TASK RESULT – A current state assessment of the SAC outlining services, service levels, staff allocations, performance metrics and utilization levels and cost of service provision.

Task 2 Stakeholder Input
To ensure the project team has an in-depth understanding from key stakeholders, the following efforts will be undertaken:

BSAC User Survey and Interviews – The project team will conduct a targeted survey of all prior and current BSAC participants to gain insights into programming efforts and customer service since 2019. We will supplement the survey with two virtual focus groups and conduct up to 10 individual interviews, as needed, to ensure a strong understanding of the stakeholder perspective.

City-wide Programming Survey – The project team will conduct an electronic and paper survey of all past and current City recreational program participants focused on understanding their perceptions regarding the efficiency and effectiveness of current programs, satisfaction with facilities and facility improvement needs, and customer service satisfaction. We will work with staff to ensure effective distribution of the surveys. The goal for this survey would be a 30% response rate as requested in the RFP.

TASK RESULT – The product of this task would be a summary of the interview and survey results.

Task 3 Preliminary Assessment
The task will evaluate the programming, services, operational practices, and staffing allocations against both recreational industry standards, best practices and approaches utilized by comparable communities in the Bay Area. We would undertake the following activities:
• Best Practices Assessment – The project team will develop a list of best management practices for use in a diagnostic appraisal of the SAC. These best practices would be developed in alignment with recommended practices of relevant professional associations such as the National Recreation and Parks Association (NRPA). This diagnostic appraisal would additionally utilize recognized industry staffing benchmarks to assess current staffing allocations based on service levels, operational practices and staffing levels appropriate for the community.
• Comparative Assessment – The project team will compare programming, staffing levels, managerial spans of control, contracted services, key operational practices, and

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 6
management performance indicators with up to four comparable communities. We will work with City staff to determine which communities to include in the comparative effort.

These two efforts combined will provide a gap analysis of current operations and enable the project team to identify key areas of focus for analysis. Opportunities for improving programming, new options for programming, management, operations, staffing, cost recovery, facility needs or improvements, and performance of the SAC will be analyzed. The project team will also analyze those issues identified from the survey to determine if other operational changes are appropriate to increase the efficiency or effectiveness of service provision. The preliminary recommendations developed will be presented for review with the City prior to finalization.

TASK RESULT – The product of this task would be draft recommendations for review.

Task 4 Prepare a Final Report and Present to City.

Once the work tasks noted above have been completed, our analysis, findings, and conclusions will be documented and reviewed with the City. The draft and final reports will contain the following elements:
• The final versions of interim deliverables including the current state assessment, preliminary assessment, and the employee survey results. • Detailed analysis of that led to the recommendations developed covering programming, staffing, cost recovery, and facility needs or improvements.

Once staff and the work group have reviewed the draft final report and implementation plan and provided input, we would develop the final report and present to the City.

TASK RESULT – The product of this task would be the draft and final reports and the presentation of results.

Schedule
We have proposed a nine-week timeframe to conduct this engagement, based upon the RFP completion date of May 1, 2024. This timeframe will provide sufficient time for the completion of tasks and for staff to review and provide feedback on interim deliverables. The one variable that may impact this period is the requirement of a 30% response rate for the survey. This requirement may impact this time frame.

Week
1 2 3 4 5 6 7 8 9
Current State Assessment / / /
Survey / / / /
Preliminary Analysis / / / /
Draft and Final Report

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 7

ALAN PENNINGTON

SENIOR VICE PRESIDENT, MATRIX CONSULTING GROUP
Alan Pennington leads our General Consulting Practice which includes our Parks and Recreation practice area. He has served as the Project Manager or Lead Analyst on over 300 local government studies including recent parks and recreation engagements. Alan has extensive experience conducting assessments for parks and recreation operations including evaluation of policies and procedures.

Alan’s relevant experience include:
• Completed over 300 local government assessment including over 50 parks and recreation evaluations.
• Implemented numerous approaches to ensuring stakeholder feedback and input is fully integrated into the evaluation and development of recommendations.
• Extensive experience evaluating parks and recreation services including ensuring maintenance of existing programs and facilities, and opportunities to expand to meet identified community needs in a financially sustainable manner.

Experience Highlights
Milpitas, CA: Alan was the Project Manager on for the Matrix Consulting Group’s portion of the Park Master Plan update. Our scope of work included:
• Evaluation of recreation programs, fee evaluation and calculation of cost recovery,
• Evaluating staffing requirements, and
• Development of a cost recovery policy and City Council resolution.

The City Council adopted the recommended cost recovery policy without modification providing for the first time a formal cost recovery target for staff to utilize in developing programs and fees.

Seattle, WA: Alan was the Project Manager on this study that included a review of the park’s maintenance function for the City of Seattle and developed recommended maintenance and improvement standards and aligning staffing with these standards. Key analysis included:
• Toured all parks to evaluate current maintenance standards. • Reviewed preventive maintenance standards.
• Developed staffing and policy recommendations for parks maintenance needs in compliance with best management
practices.

Role on This Engagement:

Alan will serve as a Project Executive on this engagement.

Relevant Clients:

CA
CA
CA
CO
FL
HI
IL
IL
IL
KS
MA
MI
MI
MO
NJ
OR
TX
TX
TX
WA
WA
Los Angeles
Menlo Park
Rancho Palos Verdes
Fort Morgan
St. Cloud
Maui County
Elmhurst Park District
Orland Park
Tinley Park
Johnson County
Orleans
Grand Rapids
Portage
Raymore
Franklin Township
Tigard
Ft. Worth
Schertz
Southlake
Everett
Seattle
Years of Consulting
Experience: 14
Years of Government
Experience: 13
Education:

BA, University of Maine,
Public Management.

MPA, University of Maine,
Professional Association:

Association of Local
Government Auditors
(ALGA)
Government Finance
Officers Association
(GFOA)
International City-County
Management Association
(ICMA)

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 8
CHAS JORDAN, P.W.E., F.M.P., S.C., LEED G.A., ENV SP

MANAGER, MATRIX CONSULTING GROUP
Chas Jordan serves as a project manager and analyst on projects dealing with public works, facilities, fleet management, utilities, parks and recreation, and administrative functions. Chas currently leads our parks and recreation sub-practice within General Consulting.

Before joining Matrix, Chas served as a local government Assistant Director and Facilities Manager managing a fully integrated internal facilities management program including the construction of two new recreation centers. Since joining Matrix, Chas has developed our parks and recreation staffing, programming, and operations model based on annual National Parks and Recreation Association agency performance data. His local government and consulting experience includes, but is not limited to:
• Parks maintenance levels, staffing, and planning.
• Recreation Center project development, space needs, and planning.
• Parks and Recreation operations, staffing, and programming analysis.

Experience Highlights
Addison, TX: Chas served as the lead analyst on this project to review the City’s General Services (Fleet and Facilities Department). This project reviewed their maintenance and long-term planning practices as well as recommended staffing and organizational improvements based on their asset inventory.

Cordova Parks and Recreation District, CA: Chas served as an analyst on this project focusing on programming analysis and
recommendations for future expansion. This process was done as a part of an Optimized Plan study to review options for the District to consider providing quality services in the future.

Menifee, CA: Chas served as an analyst on this project, primarily focusing on the City’s programming and maintenance areas for parks and recreation. He developed an assessment of both services and recommendations for improvement and expansion for the future.

Project Role: Chas will serve as project manager on this engagement.

Relevant Clients:

CA
CA
CA
CA
CA
CA
CA
CA
CA
CA
FL
FL
TX
Cordova Parks
and Rec District
Desert Hot
Springs
La Mesa
Menifee
Montclair
Moreno Valley
OCTA
San Diego Co.

Water Authority
San Bernardino
Whittier
Miami Beach
Seminole Tribe
Addison
Years of Experience: 18
Education:

MPA, University of North
Florida – Public
Administration
BA, University of North
Florida - Political Science
and Public Administration
Professional Associations:

American Public Works
Association (APWA)
• APWA Leadership and
Management
Committee (Past
Chair)
• APWA Florida Chapter
Past President

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 9

KHUSHBOO INGLE

VICE PRESIDENT, MATRIX CONSULTING GROUP
Ms. Ingle is a Vice President who manages cost allocation plan, user fee, development impact fee, and cost of service engagements. Her experience with the firm also includes participation in operational audit engagements focusing on reviewing organizational, staffing, and internal processes to enhance recreation and park services.

Khushboo’s relevant experience include:
• Completed over 150 cost of service studies for clients across the United States.
• Analysis focuses on program review, process flows, staffing, overhead allocation, and stakeholder outreach.
• Expertise also includes development of cost recovery policies and development of fee for service workbooks.

Experience Highlights
Menifee, CA: Khushboo served as an analyst on this engagement, which evaluated the cost recovery level and funding options as part of the City’s Park Master Plan. Key analysis includes:
• Review of current funding mechanisms.
• Calculation of existing and proposed cost recovery options. • Provided recommendations for improving cost recovery based upon utilizing citywide impact fees and non-resident surcharges.

Cordova Recreation Park District: As part of the Parks Optimization Plan, we reviewed the cost recovery for services, which included:
• Identifying the indirect cost associated with District operations. • Calculating cost recovery based upon divisions and programmatic areas.
• Support in identifying higher cost recovery programmatic areas.

Role on This Engagement:

Khushboo will serve as a Senior Analyst on this engagement coordinating financial analysis of programming and operations at the Senior Activity Center.

Relevant Clients:

CA
CA
CA
CA
CA
CA
CA
CA
CA
CA
FL
GA
NC
OR
PA
TX
WA
Cordova Rec Dist.

Downey
Menifee
Milpitas
Montebello
Redlands
San Mateo
Santa Clara
South Pasadena
South San Francisco
Fort Lauderdale
Dekalb County
Asheville
Ashland
Allentown
Austin
Seattle
Years of Experience: 11
Education:

B.A., University of
California – San Diego,
International Economics
M.A., University of
California – San Diego,
International Affairs
Professional Association /
Certification:

California Society of
Municipal Finance Officers
Government Finance
Officers Association
Revenue Enhancement
Best Practices

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 10

DAVID BRANCH

MANAGER, MATRIX CONSULTING GROUP
David Branch has served as an analyst and project lead on a wide range of studies during his 10 years with our firm. His experience includes functions such as parks maintenance, recreation programming, public works, code enforcement, building, planning, human resources, finance and purchasing, utilities, fleet and facilities.

David’s analysis focuses on workload and staffing, organizational structure, asset management, interpreting stakeholder input, and policy and process improvement using recognized best practices and quantitative metrics and modeling.

Experience Highlights
St. Cloud, FL: David served as the lead analyst for the Parks and Recreation Department analysis on this citywide organizational study.

The study reviewed the operations, staffing, and organizational structure of the Department. It included:
• On-site interviews with Department staff including the Director, Division Managers, and line-level personnel.
• Review of workload metrics, survey responses, comparative research, program participation and cost recovery data. • Review of programs, policies, and processes to compare them with best industry practices and evaluate readiness for future workload expansion factors incl. 200+ acres of new park and a second pool. • Recommendations for improved stakeholder input, cost recovery, technology utilization, and streamlined organizational structure, as well as 10-year staffing need projections for the Department.

Pittsburgh, PA: David served as the lead analyst in this assessment of the City’s parks maintenance service delivery model. The assessment examined the allocation of parks maintenance resources, and it included the following components:
• On-site interviews with Department maintenance management and tours of park facilities.
• Analysis of the City’s parks maintenance divisions and the number of parks, park features, and maintainable acreage within each. • Collection and analysis of staffing and workload data by function and geographic location, managing GIS specialist to develop current and projected workload maps.
• Analysis of anticipated workload and service level capacity between divisions and geospatial analysis of the hypothetical impact of adjusting division boundaries to equalize workload.

Role on This Engagement:

David will serve as an Analyst for this engagement.

Relevant Clients:

AZ
CA
CA
CO
CO
FL
FL
GA
IL
IL
IL
MA
NH
NM
OR
OR
PA
SC
TX
TX
UT
VA
WI
WI
WV
Buckeye
Riverside
Watsonville
Aurora
Pueblo County
Fort Myers
St. Cloud
Forsyth County
Niles
Tinley Park
Chatham
Haverhill
Carroll County
Gallup
Tigard
Tualatin Valley Water
Pittsburgh
Anderson County
Garland
Austin
Ogden
Virginia Beach
Rock County
Waukesha County
Marshall University
Years of Experience: 10
Education:

BS, University of Southern
California; Policy,
Management, and
Planning.

Professional Association:

American Public Works
Association (APWA)
Association of Public
Safety Communications
Officials (APCO)

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 11
DERRICK C. TURNER

MANAGER, MATRIX CONSULTING GROUP
Derrick C. Turner is an analyst within our General Consulting Practice which includes our Parks and Recreation practice area. He has served as an Analyst on multiple local government studies including recent parks and recreation engagements. Derrick has extensive experience evaluating municipal operations including the development and implementation of policies and procedures.

Derrick’s relevant government experience includes:
• Policy Implementation: Reviewing their capacity to implement county policies, ordinances, and regulations effectively and efficiently.
• Community Development: Examining their efforts in promoting economic development, infrastructure improvements, and
community well-being within the county.
• Long-Term Planning: Examining the government’s commitment to long-term strategic planning, which may involve setting and achieving goals.
• Problem-Solving and Decision-Making: Evaluating their ability to address challenges, find solutions, and make informed decisions in the best interests of the county and its residents.
• Communication and Public Relations: Evaluating their
effectiveness in communicating with the public, county officials, and other stakeholders. This includes transparency,
responsiveness, and public engagement.

Experience Highlights
Moreno Valley CA: Derrick was an analyst for the Matrix Consulting Group’s portion of the Park Master Plan update. Our scope of work included evaluation of recreation programs, fee evaluation and calculation of cost recovery.

Desert Hot Springs, CA: Derrick served as an analyst within the Matrix Consulting Group's contribution to the Park Master Plan update. Our responsibilities encompassed assessing recreation programs, conducting fee evaluations, and calculating cost recovery.

Whittier, CA: In Desert Hot Springs, Derrick took on the role of an analyst as part of Matrix Consulting Group's involvement in the Park Master Plan update. Our duties involved the evaluation of recreation programs, the execution of fee assessments, and the determination of cost recovery measures.

Role on This Engagement:

Derrick will serve as an Analyst.

Relevant Clients:

CA
CA
CA
CA
MO
OH
El Monte
Whittier
Moreno Valley
Desert Hot Springs
Lee’s Summit
Upper Arlington
Years of Consulting
Experience: 1
Years of Government
Experience: 9
Education:

BA, Tennessee State
University, Business
Management.

MBA, Keller Graduate
School of Management
Professional Association:

Georgia City/County
Managers Association
(GCCMA)
Georgia Government
Finance Officers
Association (GGFOA)
International City-County
Management Association
(ICMA)

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Proposal to Conduct a Parks & Recreation Dept. Organizational Assessment Brentwood, CA Matrix Consulting Group 12

JOE MCDONALD

SENIOR CONSULTANT, MATRIX CONSULTING GROUP
Joe McDonald has served as an analyst on a variety of
organizational, operational, and staffing assessments involving Parks and Recreation Departments. Joe assists in the following areas on all projects:
• Participating and/or leading interviews with employees and community stakeholders.
• Developing, administering, and subsequently analyzing employee and community surveys.
• Initiating comparative assessments of peer organizations.

These assessments are used to benchmark the client
organization against similar entities.
• Creating workflow diagrams of key business processes used by the client organization. These are used to identify key efficiencies (and inefficiencies) and make recommendations on process improvements.

Experience Highlights
Milpitas (CA): The Matrix Consulting Group was engaged by the City of Milpitas, CA to perform an organizational and staffing assessment of its Parks and Recreation department. On this project, Joe participated in staff interviews, performed a comparative survey of parks and rec departments throughout the state, and performed data analysis related to parks and program utilization.

Boston Planning and Development Agency (MA): As part of its ongoing engagement with the Boston Planning and Development Agency (BPDA) Joe is currently administering a community survey that seeks to understand sentiments surrounding Boston’s Article 80 development review process. Joe developed the survey, which was provided in ten different languages. The survey was distributed via web link, direct email, flyers, and at Boston community events.

Niles-Maine District Library (IL): The Matrix Consulting Group was tasked with performing a staffing and organizational assessment of the Niles-Maine District Library. This project is currently ongoing. This project included a survey that asked respondents to rate all services provided by the library. The survey was distributed via an online link as well as through a targeted mailing campaign that delivered flyers to residents within the Library District. Joe developed and administered this survey.

Role on This Engagement:

Joe will serve as an Analyst on this engagement.

Relevant Clients:

CA
CA
CO
FL
FL
FL
IA
NV
TN
WA
WV
Milpitas
San Bernardino
Co.

Greeley
Clearwater
Dunedin
Naples
Cedar Rapids
Henderson
Knoxville
Snohomish Co.

WVU
Years of Experience: 2
Education:

BA – Professional and
Technical
Communications,
University of South
Florida
Professional
Association:

Florida City County
Managers Association
(FCCMA)
Engaging Local
Government Leaders
(ELGL)
Society for Technical
Communications (STC)

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BerryDunn
4722 North 24th St., Suite 350
Phoenix, AZ 85016
480-482-3002

TO PROVIDE

PROPOSAL TO
City of Brentwood,
California
Parks and Recreation
Operational Assessment
Chad Snow | Project Principal
[email protected]

Jeff Milkes | Project Manager
[email protected]
Revised: January 16, 2024

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1. General Qualifications ...........................................................1

2. Experience ...............................................................................2

3. Staffing ....................................................................................3

4. Costs ........................................................................................4

5. Project Approach ....................................................................4 Appendix A: Resumes ................................................................7

TABLE OF CONTENTS

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iiiiii
January 16, 2024
City of Brentwood
Attention: Tim Ogden, City Manager
150 City Park Way
Brentwood, CA 94513
Dear Tim Ogden and Members of the Selection Committee:

On behalf of Berry, Dunn, McNeil & Parker, LLC (BerryDunn), I would like to thank you for this opportunity to respond to the City of Brentwood’s (the City’s) Request for Proposal (RFP) to conduct a Parks and Recreation Department Operational Assessment.

This assessment involves evaluating programs and operations at the Brentwood Senior Activity Center, as well as a survey of all recreational programming offered by the Parks and Recreation Department. Our team has completed similar assessments for multiple communities in California and across the country.

BerryDunn is a leading consulting firm with a specialized Parks, Recreation, Libraries Practice led by former industry practitioners and consulting experts who use their backgrounds to provide grounded and actionable recommendations to clients like the City. Our firm’s culture is centered on a deep understanding of our clients’ commitment to serving the public. We proudly tailor each of our projects to recognize the work our clients do every day. Our team has the operational and planning experience needed to develop a thorough assessment with implementable recommendations.

This project will be led by Jeff Milkes, MS, CPRP, senior consultant, with BerryDunn. who has over 30 years of experience managing and conducting operational assessments for recreation facilities, including senior centers. Joining Jeff on this effort will be Lakita Frasier, CPRP, who has over 18 years of experience focusing on recreation program assessments and other parks and recreation-related planning efforts and Dr. Monique le Conge Ziesenhenne, a subject matter expert with years of experience managing recreation programs in the Bay Area. To help facilitate outreach efforts targeted toward all members of the City’s diverse community, our team includes Oliver Amaya, PMP®, CPRP, who offers vast experience facilitating bilingual engagement.

Rounding out our team is ETC Institute (ETC) who will design and implement a statistically valid survey.

We have the expertise, proven approach, and resources to help the City achieve its objectives for this project. Our team has extensive experience with innovation and industry trends, frequently speaking at conferences and advising clients nationwide on using trend information for future programming opportunities.

As principal and chief operating operator of BerryDunn’s Consulting Services Team, I am authorized to bind BerryDunn to the commitments made therein. If you have any questions related to this proposal or updates during the evaluation process, please consider me the City’s primary point of contact and feel free to connect with me directly using the information provided below.

We have read the City’s request and reviewed its terms, conditions, and contents presented therein. Our proposal is a firm and irrevocable offer valid for 120 calendar days from the proposal due date of December 15, 2023.

Sincerely,
Chad Snow, PMP®, Principal, Chief Operating Officer
Consulting Services Team, Local Government Practice Group 4722 North 24th Street, Suite 350
Phoenix, AZ 85016
207-541-2294 ǀ [email protected]

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1 1. GENERAL QUALIFICATIONS
BerryDunn’s Parks, Recreation, Libraries Practice offers clients deep industry expertise in parks, open space, and natural areas built upon decades of experience working in and with agencies on:

All our Parks, Recreation, Libraries consultants are former industry practitioners and seasoned advisors, and our proposed project team consists of professionals with many years of experience operating the assets the City manages. Collectively, our team of more than 20 professionals have completed over 650 related planning projects, working with local, state, and national government agencies, as well as private-sector organizations, as they seek to make progress toward a shared vision.

Looking beyond the industry, we strive to deliver high-quality services by understanding expectations up front, developing a reasonable and achievable project approach, gaining concurrence on project tasks and timing, and using appropriate staff for each engagement. Supported by a wider team of over 350 consultants dedicated to serving nearly all aspects of local and state government, we offer a holistic approach to the City’s initiative. It is through our firsthand experience in parks and recreation and our broader team’s wellrounded perspective that we bring tailored insights and firsthand perspective related to the government operations and community needs that impact every project.

Whatever your plans may be, we will be with you at each step.

Operational Analysis
Programming Assessments
Master Planning
Strategic Planning
Needs Analyses
Financial Analyses
Cost Recovery
Quality Assessments
Company Name: Berry, Dunn,
McNeil & Parker, LLC
(BerryDunn)
Founded and Incorporated:
1974 in Maine
Headquartered: 2211
Congress Street, Portland, ME
04102
Locations:

Arizona
Connecticut
Maine
Massachusetts
New Hampshire
Puerto Rico
West Virginia
Business Type: Limited Liability
Company
Employees: 850+ nationwide
Website: www.berrydunn.com

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2 PARKS AND RECREATION BUSINESS PLAN
Mike Cavanaugh, Parks and Recreation Director
225 SE Avery Street
Newport, OR 97365
541-574-5453 | [email protected]
The Newport community benefits from an excellent parks and recreation system that features a recreation center, an aquatics facility, and a community facility serving adults 60 years and older.

However, paying for the operation of the three facilities presents a challenge for the Department because the size of Newport’s population is marginally sufficient to financially support the facilities through fees and charges. Managing general fund growth requires infusion from the tourism industry. To best help the City meet community needs in a sustainable way, our team conducted outreach and engagement, connecting with 390 community members. We also conducted a strengths, weaknesses, opportunities, and threats (SWOT) analysis, a market assessment, and an operational assessment, including funding and programming.

PARKS AND RECREATION MASTER PLAN
Katie Gauntlett, Director of Parks and Recreation
922 Manchin Ave.

Novato, CA 94945
415-899-8228| [email protected]
BerryDunn is currently working with the City of Novato, California to develop a Parks and Recreation Master Plan. As part of this plan, our team is evaluating recreation programming and recommending strategies to address potential gaps in service. As of 2020, the City’s population aged 65 and over was 25%. The City’s Margaret Todd Senior Center offers a variety of fitness and enrichment courses to residents, offering them a place to gather and learn new skills or engage in various recreational activities.

COMPREHENSIVE PARKS AND RECREATION MASTER PLAN UPDATE
Kristina Bao, Landscape Architect
250 S. 32nd St.

Springfield, OR 97478
541-736-4050 | [email protected]
Recently completed, this project included a significant engagement effort with greater than 5,000 individual inputs, inventory, GRASP® analysis, and level of service. Emphasis was placed on a high response rate for the survey, engagement with the tribal communities, teens, and Latino communities. The master plan included an in-depth analysis into the delivery of recreation services, parks maintenance and operations, and organizational and financial analysis. A key part of this master plan update is the focus on trails, trail management, regional connections, and opportunities for expansion. This master plan will guide policy and planning efforts for the next 10 to 20 years for this accredited and National Recreation and Park Association gold medal agency.

2. EXPERIENCE
Below, we provide reference information for clients who can speak well to the quality and satisfaction we provide when delivering master planning services. Jeff Milkes was project manager for each of these projects.

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3 3. STAFFING
Our team members bring valuable perspectives from their experiences leading parks and recreation agencies, as well as supporting agencies through master planning, operational assessments, strategic planning, and cost recovery projects.

Roles, Responsibilities, and Qualifications
Below, we introduce our proposed project team members, describe their roles and responsibilities, and detail their qualifications as they relate to delivering projects of this nature. Full resumes are located in Appendix A.

Lakita Frazier, MPA, CPRP | Subject Matter Expert
As subject matter experts, Lakita Frazier and Monique Ziesenhenne will work closely with our proposed project manager, Jeff Milkes, providing invaluable insight into senor programs, activities, and delivery of recreation services, as well as human resources and staffing insights.

Lakita is a senior consultant in BerryDunn’s Parks, Recreation, Libraries Practice. She is an accomplished executive with extensive experience in human resource management, marketing, and leading high-performing teams. She also has experience in fiscal management, public/private sector alliances, and personnel management, along with proven success in special event planning and community service through solid communication and exceptional supervisory/interpersonal skills. Lakita serves as an instructor at both the NRPA’s national revenue and director’s schools.

Oliver Amaya, MS, CPRP | Supporting Consultant
As supporting consultant, Oliver Amaya will support all aspects of the project, including engagement and analyses activities and deliverables development.

Oliver is a consultant in our Parks, Recreation, Libraries Practice. Before joining our team, he worked with the City of Corpus Christi, Texas Parks and Recreation Department as a special projects manager, where he helped the department execute initiatives based in community development, operational improvement, and increased connectivity.

Monique Ziesenhenne, PhD | Supporting Consultant
Dr. Monique le Conge Ziesenhenne brings broad public service leadership experience, including strategy, budgets, staff, and policy development. Most recently, she served in key leadership roles with the City of Palo Alto, including as Director of Library & Community Services and Assistant City Manager. Her perspective as an experienced practitioner will help our team tailor recommendations.

Jeff Milkes, MS, CPRP | Project Manager
As project manager, Jeff Milkes will serve as the City’s primary point of contact. He will monitor project progress, track the initiation and completion of tasks and milestones, and manage the operational assessment planning process.

Jeff is a senior consultant in BerryDunn’s Parks, Recreation, Libraries Practice. He is a successful parks and recreation professional with over 35 years of progressively responsible experience with municipalities, special districts, and military recreation organizations. He brings with him extensive experience managing aquatic and recreation facilities, sports and fitness programs, and park maintenance. He is passionate about developing community offerings with a high level of creativity and imagination.

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4 4. COSTS
Table 1 presents our proposed costs for completing the City’s requested scope of work. We propose a firm, fixed fee inclusive of all time, materials, and travel. If additional time or on-site work is required to reach deliverable acceptance, we are committed to delivering at that level with no cost increase to the City.

These costs were developed based on the following factors:
• Our detailed work plan narrative presented in our proposal • Our staffing plan and resource allocation, which provides the client with the appropriate number of resources and the ideal level of expertise to complete the tasks defined in the scope of work • Our experience conducting projects of similar scope and size TABLE 1: PROPOSED COSTS BY PHASE
Phase Costs
Phase 1: Project Administration $9,379
Phase 2: Operational Assessment of the BSAC $26,921
Phase 3: Survey $22,550
Phase 4: Benchmarking $4,788
Phase 5: Evaluation and Presentation of Findings $36,312 TOTAL $99,950

5. PROPOSED APPROACH
Project Understanding
The City of Brentwood is home to about 66,000 with 15.2% of its population over the age of 65. The City’s Parks and Recreation Department offers a wide variety of programs and services to this portion of the community through the Senior Activity Center and other facilities. Programs range from health and fitness to overall wellness programs.

For the community as a whole, the Parks and Recreation
Department offers multiple inclusive recreation programs at its community center. This Parks and Recreation Operational Analysis will allow the City to determine gaps in recreation programming for residents of all ages and senior
programming at the Brentwood Senior Activity Center.

Work Plan
Below and on the following pages, we present our work plan intended to achieve the City’s goals and objectives for this important initiative. We look forward to discussing our approach with the City and further customizing our work plan to best accommodate the City’s planning needs.

PHASE 1: Project Administration

1.1 Conduct Initial Project Planning. We will conduct an initial project planning and discovery session to identify stakeholder groups, project team members, project milestones, and
expectations. We will discuss our proposed project schedule, project work plan, and roles and responsibilities. Outcomes of this discussion will be used to develop the Project Work Plan and Schedule in Task 1.2.

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5 1.2 Develop a Project Work Plan and
Schedule. We will develop a Project Work
Plan and Schedule, which will outline our
communication and scope and review a
timeline to schedule project meetings. In
addition, the Project Work Plan will
incorporate agreed-upon procedures
between BerryDunn and the City related
to project control, including quality
management and deliverable
submission/acceptance management.
 Deliverable 1: Project Work Plan and
Schedule

1.3 Facilitate a Kickoff Presentation. We
will conduct an on-site kickoff
presentation with the City’s project team
that will serve as an opportunity to
introduce our project team members,
discuss project goals, present our project
approach and methodology, review the
final schedule of key project dates, and
answer any questions from the City’s
project team. While on-site, we will also
tour the Brentwood Senior Activity Center
and the Brentwood Community Center.

This tour will give us a grounded
exposure to physical resources, user
experience, and staff environments.

1.4 Conduct a Data Review. To gain a
breadth of knowledge about plans,
structure, operations, and systems, as
well as the client’s staff and community,
we will submit an information request to
the City’s project team.

PHASE 2: Operational
Assessment of the BSAC

2.1 Analyze Demographics and
Population Projections. We will conduct a
demographic analysis and market profile
of the city along with an analysis of
senior recreation trends. Our team will
utilize all information available from
previous planning efforts, Contra Costa
County, the U.S. Census Bureau, Esri,
and other local, regional, and sources.

2.2 Engage Internal Leaders and Staff.

Internal engagement with the City will
include interviews and focus groups with
Parks, Recreation, and Community
Services Department leadership,
management, and staff and Parks and
Recreation Commission members to
conduct fact-finding activities, focusing
on programs, services, and facility
operations.

2.3 Facilitate Stakeholder Meetings. We
will hold key stakeholder meetings with
community leaders from municipalities
in the City’s service area, the Senior
Services Committee, Steering Committee
members, alternative providers,
neighborhood associations, and other
groups or individuals as identified.

We will interview participants former and
current since 2019 (who elect to
participate). These interviews will be
focus group meetings over three days
with a second set of virtual focus group
meetings for those who are not available
or prefer the virtual opportunity.

2.4 Facilitate Public Input Sessions. We
will facilitate in-person meetings, and we
will conduct intercept surveys at
recreation locations.

We will interview all of the participants,
all facility rental and programming
participants, existing and former staff,
and current Parks and Recreation
Commission members, former and
current since 2019 (who elect to
participate). These interviews will be
conducted in focus group meetings over
three days with a second set of virtual
focus group meetings for those who are
not available or prefer a virtual
opportunity. We will follow-up with a
dotmocracy exercise (story boards) in the
Senior Center to confirm and collect
additional input. The details will be
included in the engagement plan,
developed with the City after the initial
project kick-off meeting. Our team will
facilitate in-person public focus groups to
collect input from key community
stakeholders.

We will seek input from businesses,
nonprofits, public agencies, and
volunteer partners, members of the
Brentwood Senior Citizen’s Club, as well
as any neighborhood alliances and
representatives.

2.5 Prepare an Engagement Feedback
Summary. Our team will provide a
summary of insights gleaned through the
engagement process. We will assess key
findings in relation to each other and
identify the common themes and
potential service gaps, as well as any
pertinent observations.
 Deliverable 2: Engagement
Feedback Summary

2.6 Assess Recreation Programs and
Senior Programs. We will develop an
inventory of existing programs for youth,
adults, and seniors and subsequently
compare the inventory to feedback
collected during the engagement
process.

The analysis process will begin with an
interactive workshop with City staff to
review issues, challenges, strengths, and
weaknesses of programs and services.

An inventory of core programs will be
developed and analyzed according to
program life cycle distribution, gap
analysis, and age segment analysis.

Other areas of review may include:
• Listing of the program inventory for
the most recent year
• Program alignment with community
need
• Programming trends within offerings
as well as regional and national
trends
• Assessing an equitable distribution
of programs
• Developing key performance
measures based on national best
practice approaches
We will review program performance
trends and consider their impact on the
City, and we will conduct a participation
analysis and financial performance
review. These activities will help
establish the level of equitable
distribution of programs as well as
alignment with community need.

2.7 Assess Staffing Levels. Our team will
broadly assess the Parks and Recreation
Department’s operational and
management structure as it related to
recreation and senior programming.

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6 This includes an assessment of hiring
processes, job descriptions, the role of
volunteers, staffing for social services,
and more.

Our team will assess the Department’s
current organizational structure based
on our experience working with a wide
variety of parks and recreation agencies.

We will also review staffing levels.

Through employee focus group meetings
and our own assessment, we will gain an
understanding of how the Department
currently operates.

2.8 Evaluate Marketing Efforts. Our team
has strong experience in evaluating not
only how to market recreation and senior
programs and services, but also how to
integrate branding and messaging into
the current and future operations,
communications, and funding resources
for the City. Based on the community
input and City goals, we will analyze and
report on recommendations for
marketing recreation and senior
programs and services over time.

2.9 Prepare an Assessment Report.

Following completion of the recreation
and senior programming assessment, we
will prepare an Assessment Report
summarizing information.
 Deliverable 3: Assessment Report
PHASE 3: Survey

3.1 Develop and Administer a Senior
Survey. To reach the City’s desired 30%
response rate of past and current
seniors, we will conduct both a paper
and online survey including a series of
questions emphasizing senior issues and
concerns. We will rely on contacts and
marketing from the City to help recruit
respondents.

Our goal will be to help ensure feedback
is gathered from a broad cross-section of
the community and of seniors, other
constituents, and stakeholders. Our
team will draft questions based on
information gleaned throughout the
public involvement process as well as
from staff, community leaders, and
steering committee input with questions
geared toward seniors. To help improve
response rates, we also anticipate that
the City would assist with marketing and
outreach to the pool of potential
respondents (15,000+). This would
result in a maximum margin of error
margin is +/- 4.9% (at the 95%
confidence level), and a sample size
consistent with the City’s goals.

The survey will also include cross tabs by
age, racial background, and residence
location, with respect to marketing,
program needs, areas to assist with
increasing participation, fees, etc.

We will look specifically at those older
adults of diverse backgrounds and
historically underserved populations.

Paper copies of the survey will be
available in the senior center.

The electronic and paper survey will
cover the following topics: 1. Program
efficiency. 2. Facilities satisfaction. 3.

Customer service satisfaction of City
staff and any third parties.
 Deliverable 4: Survey Report
Phase 4: Benchmarking

4.1 Conduct Benchmarking and National
Comparisons. To help ensure the City
and its community have a clear
understanding of the key topics and
trends influencing the next several years,
we will look at comparative trends and
available benchmarks for financial
sustainability, programs and services,
and related planning aspects. Additional
topics may be identified to help prioritize
other community concerns, as identified.
 Deliverable 5: Benchmarking Report
Phase 5: Evaluation and
Presentation of Findings

5.1 Compile and Present Findings. We
will compile initial findings from the
inventory, demographics, and needs
assessments and prepare a summary
findings presentation for staff, City
leadership, decision makers, other
stakeholders, and the public to validate
accuracy.

During this stage, we will confirm that all
information collected thus far is correct,
and identify additional issues or
opportunities for consideration.

5.2 Develop Goals, Objectives, and an
Action Plan. Following the workshops
and public presentation, we will develop
Goals, Objectives, and an Action Plan.

The Action Plan will contain prioritized
action steps, strategic themes and
objectives, key performance indicators,
and mid- and long-term initiatives.

5.3 Prepare a Draft Plan. We will
summarize and synthesize all research
and stakeholder input and develop
recommendations and priorities into a
Draft Parks and Recreation Department
Operational Assessment. We will work
with the City’s project team to prioritize
recommendations, balancing needs and
cost/benefit analyses, capacity of the
City, and potential budgetary realities.
 Deliverable 6: Draft Operational
Assessment

5.4 Facilitate a Review Session. After
applying first round edits, we will
facilitate a review session with the City to
discuss feedback and recommendations
within the plan, along with
implementation strategies.

5.5 Deliver a Final Presentation. We will
present the updated Parks and
Recreation Department Operational
Assessment to City leadership and the
City Council to provide an opportunity for
questions and final edits.

5.6 Finalize the Plan. After implementing
edits and submitting to the City for
review after our presentation, we will
develop the Final Parks and Recreation
Department Operational Assessment.

The final plan will be placed on the City’s
website for public access, and we will
encourage additional communication
with residents about ongoing
implementation updates.
 Deliverable 7: Final Operational
Assessment

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7 7

APPENDIX A
Project Team Resumes

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8 Jeff Milkes is a senior consultant in BerryDunn’s Park, Recreation, Libraries Practice.

Based locally in Oregon, he is a successful parks and recreation professional with over 35 years of progressively responsible experience with municipalities, special districts, and military recreation organizations. His work has focused on leadership development, performance management, non-traditional financing opportunities, and the provision of athletic and special events. Jeff brings with him extensive experience managing aquatic and recreation facilities, sports and fitness programs, and park maintenance. He is passionate about developing community offerings with a high level of creativity and imagination.

During his long and successful career, Jeff has served in a variety of capacities in the parks & recreation field. He worked his way up from recreation coordinator, sports director, community center manager, aquatics facility manager, recreation and parks manager to director of parks & recreation. He has delivered recreation services in small, mid-sized and large communities in Oregon and California. Jeff’s professional view of the field and judgement are often seen through the unique lens of an individual who has spent over fifteen years working oversees, supporting our active-duty military and their family members.

RELEVANT EXPERIENCE
Organizational Assessment: Jeff led a data driven operational restructuring of parks and recreation services for one of the country’s premier parks agencies in Portland, Oregon, serving as SE Services Manager from 2005 — 2016. He was responsible for neighborhood engagement and policy development to bring all recreation services and parks assets in east Portland under one organization. He managed seven community centers and more than 100 parks.

Leadership: Jeff led the formation of one of the country’s largest special events programs. He developed methods of alternative financing and offered creative events in nearly every Portland Oregon neighborhood. He has spoken at many industry events, including those hosted by the National Recreation and Parks Association, Oregon Recreation and Parks Association, and Washington Recreation and Parks Association.

HIGHLIGHTED EXPERIENCE
Canby, OR – Parks and Recreation Master Plan
Chelan and Douglas Counties Regional Port Authority—Sports Complex Needs Assessment
Fountain Hills, AZ – Community Services Parks, Trails and Recreation Master Plan Greater Vallejo Recreation District, CA – 10-Year Master Plan Jurupa Area Recreation and Park District, CA – Parks and Recreation Master Plan Kirkland, WA – Parks and Recreation Master Plan
Montebello, CA – Park Facilities Master Plan
Moses Lakes, WA – Parks Master Plan
Newport, OR – Recreation Business Plan
Novato, CA – Parks and Recreation Master Plan
Palmdale, CA – Parks and Recreation Master Plan
Umatilla, OR – Park Master Plan
Willamalane Park and Recreation District, OR – Parks and Recreation Comprehensive Plan
Winnemucca, NV – Aquatic Center Feasibility Study
Jeff Milkes, MS, CPRP
Project Manager

EDUCATION AND

CERTIFICATIONS
M.S., Recreation and
Resource Development,
Texas A&M University, 1987
B.S., Recreation & Park
Management, University of
Oregon 1985
Certified Park & Recreation
Professional (CPRP)

MEMBERSHIPS AND

AFFILIATIONS
Member Virginia Recreation,
Parks, Society (VRPS)
Board Member for Leadership
Training Institute (LTI)

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9 Oliver Amaya is a consultant in our Parks, Recreation, and Libraries Practice. Before joining our team, he worked with the City of Corpus Christi, Texas Parks and Recreation Department as a special projects manager, where he helped the department execute initiatives based in community development, operational improvement, and increased connectivity.

Oliver’s experience serving in the U.S. Army also honed his ability to balance complex projects, work in complex environments, solve difficult challenges, and make effective decisions. His fluency in Spanish and Portuguese, in addition to English, enables him to reach diverse groups and listen to their input.

RELEVANT EXPERIENCE
Project Management: Oliver brings six years of experience directing new projects, managing various contracts, instituting cost and schedule controls, and establishing best practices. He is effective in leading and directing various projects from inception to completion. He has 12 years of progressive management experience and repeated success in developing project initiatives, directing project plans, achieving performance targets, managing budgets, and monitoring project costs.

Cost Recovery: While serving as special projects manager for the City of Corpus Christi, Texas Parks and Recreation Department, Oliver participated in a parks and recreation fee study revision related to residential development as well as a fee study for the City’s tennis center. Oliver participated in research and peer benchmarking for both fee studies.

Project Coordination: Oliver has performed administrative duties for projects while working closely with project management, subcontractors, and clients. His experience includes organizing subcontractors while staying within budget limitations, preparing work orders and expense reports, translating Spanish and Portuguese documents and conversations into English, optimizing revenue by developing cost-reduction activities via efficient supplier development and resourcing, and collaborating with other administrative staff on projects and initiatives.

HIGHLIGHTED PROJECT EXPERIENCE
Avondale, AZ – Parks and Recreation Master Plan
Cedar Parks, TX – Parks, Recreation, Open Space, and Trails Plan Greeley, CO – Culture, Park and Recreation Department Comprehensive Plan Jurupa Area Recreation and Park District, CA – Parks and Recreation Master Plan Johnson County Park and Recreation District, KS – Children’s Services Strategic Plan Olive Amaya, PMP®
Supporting Consultant

EDUCATION AND

CERTIFICATIONS
BS, Liberal Arts, Excelsior
College
Associate of Applied Science,
Information Resources
Management, Cochise
College
Associate of Science,
Language, Excelsior College
Certified Project Management
Professional® (PMP®)
Customer Recovery
Certification
Business Administration and
Leadership Certification

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10 Lakita Frazier is a senior consultant in our Parks, Recreation, Libraries Practice. She has more than 20 years of parks and recreation leadership experience within county and municipal agencies, including as executive director for Richland County Recreation Commission, South Carolina, and as director of parks and recreation for the City of Suffolk, Virginia. She is an expert in developing high-performance teams, designing programs through community engagement and partnership, and managing public-sector organizations. Lakita is an active member of the industry, holding leadership roles with organizations including NRPA, American Academy of Parks and Recreation Administration, National Association of Park Foundations, and more.

She also has experience in fiscal management, public/private sector alliances, and personnel management, along with proven success in special event planning and community service through solid communication and exceptional supervisory/ interpersonal skills.

RELEVANT EXPERIENCE
Organizational Development: Lakita has assisted numerous parks and recreation agencies as they address organizational issues and needs, including those related to human resources and diversity, equity, and inclusion (DEI). She is skilled at working with management and staff to understand their goals, challenges, and requirements for capacity building. She excels at establishing long-term relationships with staff at all levels to achieve performance and productivity. She has managed teams with as many as 200 full-time employees and 600 part-time employees, volunteers, and contractors, and developed and implemented compensation and job classification plan to create equity in pay.

Strategic Planning: Lakita specializes in helping parks and recreation agencies develop and implement strategic initiatives. She understands what is required to align long-range recreation program and facility development with anticipated community growth; how to develop capital improvement programs and related funding mechanisms; and how to analyze departmental programs, facilities, and services to measure effectiveness. As an instructor and co-chair of the NRPA Directors School, she is well-versed in industry best practices and emerging trends.

Cost Recovery: Lakita’s public-sector parks and recreation background includes formulating and managing a $25 million budget. She is skilled in financial management and in developing partnerships and securing grants to support programs and services.

HIGHLIGHTED EXPERIENCE
Athens-Clarke County, GA—Parks, Recreation, and Open Space Master Plan Avondale, AZ — Parks and Recreation Master Plan
Maricopa County, AZ—Parks Fee Analysis
Raleigh, NC—Parks and Recreation Master Plan Update
Lakit Frazier, MPA, CPRP
Subject Matter Expert

EDUCATION AND

CERTIFICATIONS
Master of Public Administration,
Liberty University
Bachelor of Social Work, Norfolk
State University
Certified Parks and Recreation
Professional (CPRP)

MEMBERSHIPS AND

AFFILIATIONS
Member, Board of Directors,
National Recreation and Parks
Association (NRPA), 2020 to
Present
Fellow, Committee Chair, American
Academy of Parks and Recreation
Administration, 2020 to Present
Instructor, Co-Chair, National
Recreation and Parks Association
Directors School, 2022
Membership Chair, Board of
Directors, National Association of
Park Foundations, Present
Regent/Instructor, National
Recreation and Parks Revenue
Development and Management
School, 2019 to Present

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11 Dr. Monique le Conge Ziesenhenne is a senior consultant in our Parks, Recreation, Libraries Practice. She is a library planning expert with nearly 35 years of library and local government leadership experience spanning strategy, budget, staff, and policy development. Prior to joining BerryDunn, she served as director of library and community services and as assistant city manager for the City of Palo Alto, California. She also previously served as director of library and cultural studies for the City Richmond, California.

RELEVANT EXPERIENCE
Public-Sector Management: Thanks to three decades of public-sector experience, Monique has a mastery of local-government and library management. She has planned, implemented, and monitored budgets of more than $40 million; developed policy related to all aspects of service delivery and operations; and developed and managed programs—established timelines, surveys, audits, and training needs; managed programs, equipment, and facilities; and negotiated contracts and purchase agreements.

Innovative Strategic Planning: Monique has led strategic planning initiatives for public libraries and library systems, such as those in the Cities of Palo Alto, Richmond, and Benicia, California. She develops culturally aware programs based on community needs, which she analyzes through data, evaluation, and research. She emphasizes the importance of ethnic diversity, community demographics, and feedback. Always looking to the future, she has been recognized by the Alliance for Innovation and twice earned “top innovator” recognition from the Urban Libraries Council.

Staff Development and Training: Monique is committed to professional development and the highest degree of excellence for herself and those she mentors and oversees. She supervised, recruited, and trained staff of all levels. She strives to maximize staff efficiency and morale by assigning tasks related to personal interests and teamwork, and she carefully manages and communicates change. She has honed these skills in both union and non-union environments.

HIGHLIGHTED EXPERIENCE
Bruggemeyer Library Strategic Plan, City of Monterey Park, CA – Engagement Manager Public Engagement Facilitation for the Library Strategic Plan, Lake Oswego, OR – Engagement Manager
South Pasadena Public Library, Strategic Plan, South Pasadena, CA –Supporting Consultant
Lexington Public Library, Strategic Plan, KY— Engagement Manager Monique Le Conge
Ziesenhenne, PhD, MLIS
Subject Matter Expert

EDUCATION AND

CERTIFICATIONS
PhD, Managerial Leadership in the
Information Professions, Simmons
University
Master of Library & Information
Studies, University of California,
Berkeley
Bachelor of Science, Design
University of California, Davis
National Arts Strategies (NAS),
Alexandria, VA: The Chief Executive
Program (2013-2014)
Stanford University: Stanford
California State Library Institute on
21st Century Librarianship (August
2000)

MEMBERSHIPS AND

AFFILIATIONS
American Library Association (ALA)
Public Library Association,
President (2018-19)
California Library Association
(CLA), President (2008); Vice
President (2007)

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12 Page 388 of 401
13 berrydunn.com
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CITY COUNCIL AGENDA ITEM NO. G.3
01/23/2024
SUBJECT: City Council committees and committee assignments for 2024, including proposed Dissolution of the State Route 4 Noise Committee; and Dissolution of the Brentwood Neighborhood Committee.

DEPARTMENT: City Manager’s Office
STAFF: Tim Ogden, City Manager
Margaret Wimberly, City Clerk

TITLE/RECOMMENDATION
Staff recommends that the City Council 1) review the City Council committees, assignments and descriptions for 2024, and approve, by motion, the committees, appointments and descriptions of the committees; and 2) dissolve the Brentwood Neighborhood Committee and State Route 4 Noise Committee.

FISCAL IMPACT
Age Friendly Communities Ad-Hoc Committee: Staff time could be approximately 10-15 hours per month in working with the committee and with stakeholders preparing for funding requests related to the effort. If consultant assistance is needed, costs could exceed $50,000 or more. If staff is directed to move forward with consultant assistance, staff will return to City Council for their approval of any necessary General Fund budget adjustments.

Budget Ad-Hoc Committee: Depending on the scope and meeting frequency of the potential committee, staff time could be approximately 10-15 hours per month preparing for and following up on Budget Committee discussions.

Race and Equity Ad-Hoc Committee: Staff time could be approximately 10-15 hours per month working with the committee and efforts with stakeholders preparing for related funding requests. If consultant assistance is needed, costs could exceed $50,000 or more. If staff is directed to move forward with consultant assistance, staff will return to City Council for their approval of any necessary General Fund budget adjustments.

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CITY COUNCIL AGENDA ITEM NO. G.3
01/23/2024
Brentwood Neighborhood Committee: An expenditure budget of $2,122 for the Brentwood Neighborhood Committee is currently authorized in the FY 2022/23 General Fund Operating Budget and no expenditures have occurred in this fiscal year.

In being resolved, the General Fund would have ongoing savings of approximately $2,000 per fiscal year.

State Route 4 Noise Committee: There is no fiscal impact for the proposed dissolution of the State Route 4 Noise Committee.

BACKGROUND
Each year, the City Council reviews the committees and committee assignments, as well as those of regional bodies, and makes appointments as necessary for the upcoming year.

The draft list of 2024 City Council assignments includes standing Council committees, ad hoc committees, appointments to other regional bodies, and citizen appointments to other agencies. Staff recommends that the Council review the draft 2024 list of City Council committees, assignments (local and regional), as well as the committee descriptions below, and make revisions and appointments as needed.

The City Council forms committees to work on specific issues. They may be one of two types:

Ad-hoc, or temporary, committees: These are used to tackle a single topic in the short-term. They are not subject to the Brown Act if they are (a) constituted of only members of the legislative body that forms it, (b) comprised of less than a quorum of that body, (c) created to address a limited or single purpose within a limited duration, (d) not vested with continuing subject matter jurisdiction over an issue or area, and (e) not subject to a meeting schedule set by formal action of the legislative body.

Standing committees: These are used to do ongoing work on an issue or multiple issues. Standing committees are operate according to the same rules as City Council and commission meetings when it comes to the Brown Act. This means agendas are posted in advance, thereby providing meeting notice to the public, and with the public being able to attend the meetings and comment on agenda items. Consistent with prior Council direction, standing committee meetings would be held in the Council Chambers and broadcast via Zoom.

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CITY COUNCIL AGENDA ITEM NO. G.3
01/23/2024
Below is a list of the Council proposed committees, the committees recommended to be dissolved, and a proposed change to the Land Use Development Committee. This list includes the scopes of work for each committee, subject to Council approval:

Proposed New Committees
Age-Friendly Communities Committee (Ad-Hoc): The proposed committee will examine goals and implementation of funding opportunities focused on improving the quality of life and safety for older adults and adults with disabilities. This Ad-Hoc committee will be dissolved on January 1, 2025. 2023/24 – 2025/26 Budget Committee (Ad-Hoc): The proposed Budget Committee will offer oversight and guidance by providing policy level direction and input on the City’s FY 2023/24 and FY 2024/25 – 2025/26 Capital and Operating Budgets and may also consider budget implications relating to 2024 debt issuance and refinancing opportunities. This Ad-Hoc committee will be dissolved on January 1, 2025.

Race and Equity Committee (Ad-Hoc): The proposed Race and Equity Committee will create and develop a racial equity plan, and an anti-racism and anti-hate crime policy. This Ad-Hoc committee will be dissolved on January 1, 2025.

Proposed Committees to be Dissolved
Brentwood Neighborhood Committee (Standing): Unlike the other committees listed here, the Brentwood Neighborhood Committee (BNC) is not a committee of the Council, but rather an advisory committee meant to be comprised of residents (much like the Arts Commission, Planning Commission, etc.). The Committee has not met since March 10, 2021. Based on two recruitments that failed to receive a sufficient number of applicants to fill a quorum of 11 (five applicants the first time, and one applicant the second time), with much of the work now handled by city staff, and no current members, the committee is recommended to be dissolved effectively immediately.

State Route 4 Noise Committee (Ad-Hoc): The Committee was created after considering the State Route 4 noise study to assess other strategies for mitigating highway noise concerns of residents. With the Livorno Street Sound Wall project complete, staff recommends dissolving the State Route 4 Noise Committee, which has not met since late 2022.

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CITY COUNCIL AGENDA ITEM NO. G.3
01/23/2024
Proposed Change to Land Use and Development Committee
This committee meets on the third Monday of each month at 5:30 p.m. At times, these regular meeting dates fall on a City holiday, necessitating the need to cancel the meeting. Staff recommends the following change to this committee’s description to add an additional meeting date due to holidays. This is on the only substantive change being proposed for this committee; minor typographical matters are also proposed to be addressed (see proposed deleted language in strike-through and new language italicized and underlined).

Land Use and Development Committee:

This committee reviews items relating to major land use, community development, economic development, and housing policy topics, as well as citywide areas of interest, including but not limited to: general plan, zoning, permit processing, strategic initiatives, ordinances, economic development projects and programs, affordable housing projects and programs, and other major matters or projects that could affect Council policy, or result in a significant expenditure of City staff or financial resources. This committee will include the Chair of the Planning Commission, who will serve in an advisory, non-voting role.

The committee’s is assisted by staff primarily from the Community Development Department and Economic Development Division of the City Manager's Office. When agenda items are scheduled, this committee meets on the third Monday of each month at 5:30 p.m.; should the regular meeting day fall on a City holiday, the meeting will be held on the following Monday.

CITY COUNCIL STRATEGIC INITIATIVE
Not Applicable.

PREVIOUS ACTION
Previous Action by the City Council is included on Attachment 1.

DATE OF NOTICE
Not Applicable.

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CITY COUNCIL AGENDA ITEM NO. G.3
01/23/2024

ENVIRONMENTAL DETERMINATION
Not Applicable.

ALTERNATIVE OPTION(S)

1. Approve by motion City Council committees, assignments and descriptions for 2024, but 2) do not dissolve the Brentwood Neighborhood Committee.

2. Approve by motion City Council committees, assignments and descriptions for 2024, but 2) do not dissolve State Route 4 Noise Committee.

ATTACHMENT(S)

1. Previous Action

2. Draft 2024 City Council Assignments

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New Committees:

On October 24, 2023, the City Council, by motion, authorized staff to spend time and resources to develop a Race and Equity Commission to include stakeholders and elected officials, and that the Commission be tasked with the creation of a citywide racial equity plan, and from it, create an anti-racism and anti-hate crime policy.

On October 24, 2023, the City Council, by motion, spend time and resources to prepare a staff report to create a committee for Age Friendly Communities.

On October 24, 2023, the City Council, by motion, directed staff to spend time and resources to re-introduce the Budget Committee.

Brentwood Neighborhood Committee:

On July 14, 1998, the City Council, by motion, approved the Mission Statement and 1998 Goals for the Neighborhood Advisory Committee as prepared by the Committee.

On August 10, 2004, the City Council adopted Resolution 2004-193, adopting the amended mission statement, membership requirements and the 2004 goals for the Brentwood Advisory Neighborhood Committee.

On June 27, 2006, the City Council adopted Resolution 2006-144, adopting the amended mission statement, membership requirements and the 2006/2007 goals for the Brentwood Advisory Neighborhood committee.

On September 9, 2008, the City Council adopted Resolution 2008-226, adopting the amended mission statement and membership requirements for the Brentwood Advisory Neighborhood Committee.

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On April 10, 2012, the City Council adopted Resolution 2012-42, adopting the amended mission statement and membership requirements for the Brentwood Advisory Neighborhood Committee.

On July 26, 2016, the City Council adopted Resolution 2016-99 approving the restated Brentwood Neighborhood Committee Guidelines.

On December 10, 2019, the City Council adopted Resolution 2019-146, approving the restated Brentwood Neighborhood Committee Guidelines.

On April 12, 2022, the City Council, by motion, approved the revised Brentwood Neighborhood Committee’s duties, goals, and guidelines.

State Route 4 Noise Committee:

On January 25, 2022, the City Council approved the creation of the ad-hoc committee for 2022: the State Route 4 Noise Ad-Hoc Committee.

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2024 CITY COUNCIL COMMITTEES - LOCAL AND REGIONAL
City Council Committees
Regional Bodies and Other Local Appointments
Agency Type/Notes Meeting Schedule Appointment(s)
Association of Bay AreaGovernments Planning Agency Meetings are posted on their website https://abag.ca.gov/meetings Bryant Alt. MendozaAirport Land Use Committee Not appointed by the City. This is a Mayors’ Conference appointment. 3rd Thursday of each month, 7:00 p.m. at 30 Muir Road, Zoning Administrator Room, Bryant California Association of Councils Regional/Statewide Planning Agency, formed to serve regional governments Events are posted at https://calcog.org Bryant Alt. Mendoza Contra Costa Mayors conference Mayors from Contra Costa County 1st Thursday of each month at 6:30 pm Bryant Alt. Meyer Contra Costa Transportation Authority Not appointed by the City. This is a Transplan appointment. 3rd Wednesday of the month at 6:00 PM. Bryant Delta Six Mayors and City Managers from East County Quarterly Bryant ECCC Habitat Conservancy Board This board administers the JPA for state and federal permits Meetings are posted on their website at: https://www.cocohcp.org/agendacenter Bryant Alt. Mendoza
ECC Water ManagementAssociation
Eleven agency regional partnership working on water management issues Meetings are posted on their website at: https://www.eccc-irwm.org/meetings Bryant Committee Type Meeting Schedule Appointments
Age Friendly Communities Ad-Hoc As Needed Vacant/Vacant Agriculture Enterprise Standing First Monday of March, June, September and December at 2:00 p.m Bryant/MeyerFY 2023/24 – 2025/26 Budget Committee Ad-Hoc As Needed Vacant/Vacant Land Use and Development Standing Third Monday of each month at 5:30 p.m Mendoza/MeyerRace and Equity Committee Ad-Hoc As Needed Vacant/Vacant 2023 Commissions Interview Committee Ad-Hoc As Needed Bryant/Mendoza

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2024 City Council Committees – Local and Regional

Page 2 of 2 ends

Agency Type/Notes Meeting Schedule Appointment(s)
Enhanced Infrastructure Financing Districts (EIFDs)
Public Financing Authority for the Innovation Center and Brentwood-Blvd TBD Mendoza/Meyer Green Empowerment Zone California State Assembly passed AB 844 (Grayson), which established the Green Empowerment Zone Meetings are posted on their website at: https://www.contracosta.ca.gov/9963/Gov erning-Board-of-the-Green-Empowerment Bryant Alt. Darin Gale John Marsh Historic Trust (City Council Liaison) Support ongoing funding and historical renovation efforts Information is posted on their website at: https://www.johnmarshhouse.com Oerlemans League of California Cities (EastBay Division) Regional monthly meetings Meetings are posted on their website at: https://www.calcities.org/getinvolved/regional-divisions/east-baydivision Pierson Police Activities League, City Council Liaison
Fundraising Board for Police
Activities League programs First Monday of the month Oerlemans Alt. Pierson School Interagency City, BUSD, LUSD, and LMC meetings regarding education Quarterly meetings – January, May, and September Mendoza/PiersonTransplan, BART, State Route 4,and ECCRFFA Transportation Related Matters to coordinate transportation interest in the region Meetings are posted on their website: https://transplan.us/meeting/ Bryant Alt. Oerlemans
Tri-Delta Transit Board
Board includes two representatives from each of the four cities served by Tri-Delta, two members from the County, and one at-large member 4th Wednesday of each month at 4pm Bryant/Oerlemans

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CITY COUNCIL AGENDA ITEM NO. I.1
01/23/2024
SUBJECT: Consider a Request from Vice Mayor Meyer related to the scheduling of special City Council meetings and workshops DEPARTMENT: City Manager’s Office
STAFF: Tim Ogden, City Manager
Margaret Wimberly, City Clerk

TITLE/RECOMMENDATION
That the City Council consider and discuss the request from Vice Mayor Meyer related to the scheduling of special City Council meetings and workshops.

FISCAL IMPACT
There is no fiscal impact associated with this action.

BACKGROUND
Pursuant to Council Policy 110-1 Rule 4.4 (b)(2), this item has been placed on the agenda so that Council may discuss it and provide further direction to staff. Pursuant to Section 4.4, Council discussion is limited to whether staff time and City resources should be spent on the item and the time period for scheduling.

Over the course of the last two years, the City Council has consistently provided direction to staff that special City Council meetings and workshops should be held immediately prior to regular City Council meetings, where feasible.

CITY COUNCIL STRATEGIC INITIATIVE
Not Applicable.

PREVIOUS ACTION
Previous Action by the City Council is included on Attachment 1.

DATE OF NOTICE
Not Applicable.

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CITY COUNCIL AGENDA ITEM NO. I.1
01/23/2024

ENVIRONMENTAL DETERMINATION
Not Applicable.

ALTERNATIVE OPTION(S)
Not Applicable

ATTACHMENT(S)

1. Previous Action

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On January 9, 2024, Vice Mayor Meyer requested a future agenda related to the scheduling of special City Council meetings.

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Brentwood City CouncilJanuary 23, 2024

Brentwood City Council
January 23, 2024