Attachment 1 - CC Agreement No. 2026-23 with Chapman Consulting LLC

CC Agreement No. 2026-23

CITY OF CAMARILLO

PROFESSIONAL SERVICES AGREEMENT
With
Chapman Consulting, LLC

Form Approved April 2021 i CC Agreement No. 2026-23

TABLE OF CONTENTS
Page No.

Sec
tion 1. Term of Agreement. ............................................................................................. 1 Section 2. Scope and Performance of Services. ................................................................... 1 Section 3. Additional Services and Changes in Services. ..................................................... 2 Section 4. Familiarity with Services and Site. ........................................................................ 2 Section 5. Compensation and Payment. ............................................................................... 2 Section 6. Required Documentation Prior to Performance. ................................................... 3 Section 7. Time of Performance; Excusable Delays; Extensions. ......................................... 3 Section 8. Cooperation by City. ............................................................................................ 4 Section 9. Project Documents. .............................................................................................. 4 Section 10. Confidential Information; Release of Information. ................................................. 4 Section 11. Consultant’s Books and Records. ........................................................................ 5 Section 12. Status of Consultant. ............................................................................................ 5 Section 13. Compliance with Applicable Laws. ....................................................................... 6 Section 14. Unauthorized Aliens. ............................................................................................ 6 Section 15. Conflicts of Interest. ............................................................................................. 6 Section 16. Indemnification. .................................................................................................... 7 Section 17. Insurance. ............................................................................................................ 8 Section 18. Assignment. ......................................................................................................... 8 Section 19. Default; Limitations on Liability. ............................................................................ 8 Section 20. Termination of Agreement. ................................................................................... 9 Section 21. Notices. ................................................................................................................ 9 Section 22. General Provisions. ............................................................................................ 10 Ex
hibit A – Scope Of Services ................................................................................................ A-1 Exhibit B – Key Personnel & Compensation ........................................................................... B-1 Exhibit C – Insurance .............................................................................................................. C-1

Form Approved April 2021 1 CC Agreement No. 2026-23

PROFESSIONAL SERVICES AGREEMENT
This PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is effective as of April 1, 2026 (“Effective Date”), and is between the City of Camarillo, a California municipal corporation and general law city (“City”) and Chapman Consulting, a limited liability company (“Consultant”).

Section 1. Term of A greement.

Subject to the provisions of Section 20 (Termination of Agreement), the term of this Agreement will
be for a period commencing on the Effective Date and will terminate on March 31, 2027. This Agreement may be extended for one (1) additional period of up to two (2) years, subject to mutual written agreement of the parties.

Section 2. Scope and Performance of S ervices.

2.1 Consultant agrees t o perform the services set forth in Exhibit A (Scope of Services), which is made a part of this Agr eement.

2.2 Consultant w ill furnish all of the l abor, technical, administrative, pr ofessional and other personnel, all supplies and materials, equipment, printing, vehicles, transportation, office space and facilities, and all tests, testing and analyses, calculations, and all other means whatsoever, except as otherwise expressly specified in this Agreement, necessary to perform the services required of Consultant under this Agreement.

2.3 C
onsultant’s designated representative(s) who are authorized to act on its behalf and to make all decisions in connection with the performance of services under this Agreement are listed in Exhibit B (Key Personnel & Compensation ), which is made a part of this Agreement.

2.4 Consultant must make every reasonable effort to maintain the stability and continuity of Consultant’s key personnel and subconsultant s, if any, listed in Exhibit B to perform the services required under this Agreement. Consultant must notify City and obtain City’s written approval with respect of any changes in key personnel prior to the performance of any services by replacement personnel.

2.5 Consultant must obtain City’s prior written approval before utilizing any subconsultants to perform any services under this Agreement. This written approval must include the identity of the subconsultant and the terms of compensation.

2.6 Consultant represents that it has the qualifications, experience and facilities necessary to properly perform the services required under this Agreement in a thorough, competent and professional manner. Consultant will at all times faithfully, competently and to the best of its ability, experience and talent, perform all services described in this Agreement.

In meeting its obligations under this Agreement, Consultant must employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to those required of Consultant under this Agreement.

2.7 City may inspect and accept or reject any of Consultant’s work under this Agreement, either during performance or when completed. Acceptance of any of Consultant’s work by City will not constitute a waiver of any of the provisions of this Agreement.

2.8 The Consultant must maintain any work site in the City in a safe condition, free of hazards to persons and property resulting from its operations.

Form Approved April 2021 2 CC Agreement No. 2026-23
Section 3. A dditional Services and Changes in Services.

3.1 Consultant will not be compensated for any services rendered in connection with its performance of this Agreement that are in addition to or outside of those set forth in the Scope of Services or otherwise required by this Agreement, unless such additional services are authorized in advance and in writing by City.

3.2 If Consultant believes that additional services are needed to complete the Scope of Services, Consultant will provide the City Manager with written notification describing the proposed additional services, the reasons for such services, and a detailed proposal regarding cost.

3.3 City may order changes to the Scope of Services, consisting of additions, deletions, or other revisions, and the compensation to be paid Consultant will be adjusted accordingly.

All such changes must be authorized in writing, and executed by Consultant and City. The cost or credit to City resulting from changes in the services will be determined by the written agreement between the parties.

Section 4. Familiarity with Services and Site.

4.1 By executing this Agreement, Consultant represents that Consultant:
(a) has thoroughly investigated and considered the Scope of Services to be performed;
(b) has carefully considered how the services should be performed; (c) understands the facilities, difficulties, and restrictions attending performance of the services under this Agreement; and
(d) possesses all licenses required under local, state or federal law to perform the services contemplated by this Agreement, and will maintain all required licenses during the performance of this Agreement.

4.2 If services involve work upon any site, Consultant has or will investigate the site and is or will be fully acquainted with the conditions there existing, before commencing its services.

Should Consultant discover any latent or unknown conditions that may materially affect the performance of services, Consultant will immediately inform City of such fact and will not proceed except at Consultant’s own risk until written instructions are received from City.

Section 5. Compensation and Payment.

5.1 Subject to any limitations set forth in this Agreement, City agrees to pay Consultant the amounts specified in Exhibit B (Key Personnel & Compensation). The total compensation, including reimbursement for actual expenses, may not exceed the amount set forth in Exhibit B, unless additional compensation is approved in writing by City.

5.2 The use of subconsultants will not be considered a reimbursable expense, and such costs must be applied towards the approved budgeted amount.

5.3 Each month during the term of this Agreement, Consultant must furnish City with an original invoice for all services performed and expenses incurred during the preceding month in accordance with the fee schedule set forth in Exhibit B. The invoice must detail charges by the following categories: labor (by subcategory), reimbursable costs,

Form Approved April 2021 3 CC Agreement No. 2026-23
subconsultant c ontracts and miscellaneous expenses. The invoice must list, as applicable, the hours worked and hourly rates for each personnel category, the tasks performed, the percentage of the task completed during the billing period, the cumulative percentage completed for each task, and the total cost of the services. If applicable, the invoice must also provide a budget summary including the total amounts previously invoiced and paid, the current invoice amount and the budget remaining.

5.4 City will review each invoice submitted by Consultant to determine whether the work performed and expenses incurred are in compliance with this Agreement. In the event that no charges or expenses are disputed, the invoice will be approved and paid. In the event any charges or expenses are disputed by City, the invoice will be returned by City to Consultant for correction and resubmission.

5.5 Except as to any charges for work performed or expenses incurred by Consultant that are disputed by City, City will cause Consultant to be paid within 30 days of receipt of Consultant’s invoice.

5.6 Payment to Consultant for services performed under this Agreement may not be deemed to waive any defects in the services performed by Consultant, even if such defects were known to City at the time of payment.

5.7 City reserves the right to withhold future payment to Consultant if any aspect of the Consultant’s work is found substantially inadequate.

Section 6. Required Documentation Prior to Performance.

6.1 Consultant may not perform any services under this Agreement until:
(a) Consultant furnishes proof of insurance as required under Exhibit C; (b) Consultant provides City with a Taxpayer Identification Number; (c) Consultant obtains a City business tax certificate and license, if applicable, and provides proof of compliance; and
(d) City gives Consultant a written notice to proceed.

6.2 The City will have no obligation to pay for any services rendered by Consultant in advance of receiving written authorization to proceed, and Consultant acknowledges that any such services are at Consultant’s own risk.

Section 7. Time of Performance; Excusable Delays; Extensions.

7.1 Consultant must adhere to all schedules and deadlines set forth in this Agreement.

7.2 Consultant will not be liable for damages, including liquidated damages, if any, caused by delay in performance or failure to perform due to causes beyond the control of Consultant.

Such causes include, but are not limited to, acts of God, acts of terrorism, acts of federal, state or local governments, acts of City, court orders, fires, floods, epidemics, strikes, embargoes, and unusually severe weather.

7.3 If Consultant is delayed by any cause beyond Consultant’s control, City may grant, but is not required to, a time extension for the completion of services. If delay occurs, Consultant must notify City within 48 hours, in writing, of the cause and the extent of the delay and how such delay interferes with Consultant’s performance of services.

Form Approved April 2021 4 CC Agreement No. 2026-23
Section 8. C ooperation by City.

All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the Scope of Services will be furnished to Consultant in every reasonable way to facilitate, without undue delay, the services to be performed under this Agreement.

Section 9. Project Documents.

9.1 All original computer programs, data, designs, drawings, files, maps, memoranda, models, notes, photographs, reports, studies, surveys and other documents (collectively, “Project Documents”) prepared, developed or discovered by Consultant in the course of providing services under this Agreement will become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of Consultant. Consultant will take such steps as are necessary to perfect or protect the ownership interest of City in such Project Documents. Upon completion, expiration or termination of this Agreement or upon request by City, Consultant must turn over to City all such original Project Documents in its possession; provided, however, that Consultant may retain copies of Project Documents. City acknowledges and agrees that use of Consultant’s completed work product, for purposes other than identified in this Agreement, or use of incomplete work product, is at City’s own risk. If necessary, Consultant agrees to execute all appropriate documents to assign to City the copyright or intellectual property rights to the Project Documents created pursuant to this Agreement.

9.2 Except as necessary for the performance of services under this Agreement, no Project Documents prepared under this Agreement, will be released by Consultant to any other person or entity without City’s prior written approval.

Section 10. Confidential Information; Release of Information.

10.1 All information gained or work product produced by Consultant in performance of this Agreement will be considered confidential, unless such information is in the public domain or already known to Consultant. Consultant may not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.

10.2 Consultant, its officers, employees, or agents, may not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the services performed under this Agreement. Response to a subpoena or court order will not be considered “voluntary” provided Consultant gives City notice of such court order or subpoena.

10.3 If Consultant, or any officer, employee, or agent of Consultant, provides any information or work product (including Project Documents) in violation of this Agreement, then City will have the right to reimbursement and indemnity from Consultant for any damages, costs and fees, including attorneys fees, caused by or incurred as a result of Consultant’s conduct.

10.4 Consultant must promptly notify City should Consultant, its officers, employees, or agents be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the services performed under this Agreement. City retains the right, but has no obligation, to represent Consultant or be

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present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate f
ully with City and to provide City with the opportunity to review any response to discovery requests provided by Consultant. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite such response.

10.5 All media and press releases, including graphic display information, must be approved and distributed solely by City, unless otherwise agreed to in writing by City. All media interviews regarding the performance of services under this Agreement are prohibited unless expressly authorized by City.

Section 11. Consultant’s Books and Records.

11.1 Consultant must maintain all documents and records demonstrating or relating to Consultant’s performance of services under this Agreement, including ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to work, services, expenditures and disbursements charged to City under this Agreement. All financial documents or records must be maintained in accordance with generally accepted accounting principles and all other documents must be sufficiently complete and detailed so as to permit an accurate evaluation of the services provided by Consultant under this Agreement. All such documents or records must be maintained for at least three years following the final payment under this Agreement.

11.2 Any and all records or documents required to be maintained by this section must be made available for inspection, audit and copying, at any time during regular business hours, upon written request by City or its designated representative. Copies of such documents or records must be provided directly to City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records must be made available at Consultant’s address indic ated for receipt of notices in this Agreement.

11.3 Where City has reason to believe that any of the documents or records required to be maintained by this section may be lost or discarded due to dissolution or termination of Consultant’s business, City may, by written request, require that custody of such documents or records be given to a person or entity mutually agreed upon and that such documents and records thereafter be maintained by such person or entity at Consultant’s expense. Access to such documents and records must be granted to City, as well as to its successors-in-interest and authorized representatives.

Section 12. Status of Consultant.

12.1 Consultant is and will at all times remain a wholly independent contractor and not an officer or employee of City. Consultant has no authority to bind City in any manner, or to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City.

12.2 The personnel performing the services under this Agreement on behalf of Consultant will at all times be under Consultant’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City , will have control over the conduct of Consultant or any of Consultant’s officers, employees or agents, except as provided in this Agreement. Consultant agrees that it will not at any time or in any manner represent that Consultant or any of Consultant’s officers, employees or agents are in any manner officials, officers, or employees of City.

Form Approved April 2021 6 CC Agreement No. 2026-23

12.3 N either Consultant, nor any of Consultant’s officers, employees or agents, will obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Consultant expressly waives any claim to any such rights or benefits.

Section 13. Compliance with Applicable Laws.

13.1 I n General. Consultant must use the standard of care in its profession to keep itself informed of and comply with all federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the term of this Agreement that apply to the services performed by Consultant.

13.2 Professional Licenses and Approvals . Consultant agrees that it will, at its sole cost and expense, obtain and maintain in effect at all times during the term of this Agreement any licenses, permits, insurance and approvals that are legally required for Consultant to practice its profession.

13.3 Employment Laws. Consultant agrees to comply with all applicable federal and state employment laws including those that relate to minimum hours and wages, occupational health and safety, and workers compensation insurance. Consultant further represents that it is an equal opportunity employer and in performing services under this Agreement agrees to comply with all applicable federal and state laws governing equal opportunity employment, and further agrees that it will not discriminate in the employment of persons to perform services under this Agreement on the basis of the race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, or sexual orientation of any such person, except as may be permitted by California Government Code section 12940.

Section 14. Unauthorized Aliens.

Consultant agrees to comply with all of the applicable provisions of the Federal Immigration and Nationality Act (8 U.S.C. § 1101 and following), as it may be amended, and further agrees not to employ unauthorized aliens as defined under the Act. Should Consultant employ any unauthorized aliens for the performance of any work or services covered by this Agreement, and should any liability or sanctions be imposed against City for the use of unauthorized aliens, Consultant agrees to reimburse City for the amount of all such liabilities or sanctions imposed, together with any and all related costs, including attorneys’ fees, incurred by City.

Section 15. Conflicts of Interest.

15.1 Consultant covenants that neither Consultant, nor any officer, principal or employee of its firm, has or will acquire any interest, directly or indirectly, that would conflict in any manner with the interests of City or that would in any way hinder Consultant’s performance of services under this Agreement. Consultant’s attention is directed to the conflict of interest rules applicable to governmental decision-making contained in the Political Reform Act (California Government Code Section 87100 and following) and its implementing regulations (California Code of Regulations, Title 2, Section 18700 and following), and California Government Code section 1090.

15.2 Consultant covenants that neither Consultant, nor any officer, principal or employee of its firm will make, participate in the making, or in any way attempt to use the position of Consultant to influence any decision of the City in which Consultant knows or has reason to know that Consultant, or any officer, principal or employee of Consultant has any of the financial interests listed in Government Code section 87103.

Form Approved April 2021 7 CC Agreement No. 2026-23

15.3 I f Consultant discovers that it has employed a person with a direct or indirect interest that would conflict with its performance of this Agreement, Consultant must promptly disclose the relationship to City and take such action as City may direct to remedy the conflict.

15.4 City understands and acknowledges that Consultant is, as of the Effective Date, independently involved in the performance of non-related services for other governmental agencies and private parties. Consultant represents that, except as otherwise disclosed to City, it is unaware of any stated position of City relative to these projects. Any future position of City on these projects will not be considered a conflict of interest for purposes of this section.

Section 16. Indemnification.

16.1 Consultant agrees that it will, to the fullest extent permitted by law, defend, indemnify, and hold harmless City from all Services Claims and Operations Claims (each defined below) related to the performance by Consultant of this Agreement as provided in this section.

Consultant acknowledges that City would not enter into this Agreement in the absence of Consultant’s commitment to defend, indemnify, and hold harmless City as set forth in this section.

16.2 For the purposes of this section, “City” includes City’s officers, officials, employees, agents and volunteers, and “Consultant” includes Consultant’s officers, officials, employees, agents and subcontractors and any other persons for whom Consultant is legally responsible.

16.3 With respect to the performance of professional services under this Agreement where the law establishes a professional standard of care for such services, Consultant agrees to indemnify, and hold harmless City from and against all liabilities, damages, losses, and costs, including but not limited to reimbursement of reasonable attorney's fees and all other costs of defense, to the extent caused by the negligence, recklessness, or willful misconduct of Consultant (collectively, “Services Claims”).

16.4 With respect to the acts and operations of Consultant under this Agreement other than the performance of professional services, Consultant agrees to defend, indemnify, and hold harmless City from and against any and all claims, liabilities, damages, losses, and costs, including but not limited to reasonable attorney's fees and all other costs of defense, to the extent caused, in whole or in part, by the negligence, recklessness, or willful misconduct of Consultant, and excepting only those claims, damages, liabilities, losses, and costs caused by City’s sole negligence or willful misconduct (collectively, “Operations Claims”).

16.5 Consultant must notify City within five days of receipt of notice of any Operations Claims or Services Claims made or legal action initiated that arises out of or pertains to Consultant’s performance of services under this Agreement.

16.6 Consultant’s duty to defend Operations Claims is a separate and distinct obligation from Consultant’s duty to indemnify City for any Operations Claims. With respect to Operations Claims, Consultant is obligated to defend City in all legal, equitable, administrative, or special proceedings, with counsel reasonably approved by City, immediately upon tender to Consultant of an Operations Claim in any form or at any stage of an action or proceeding, whether or not liability is established. An allegation or det ermination that persons other than Consultant are responsible for the Operations Claim does not relieve Consultant from its separate and distinct obligation to defend under this section. The obligation to defend extends through final judgment, including exhaustion of any appeals.

Form Approved April 2021 8 CC Agreement No. 2026-23

16.7 C onsultant agrees that settlement of any Operations or Services Claim against City requires the consent of City. City agrees that its consent will not be unreasonably withheld provided that Consultant is financially able (based on demonstrated assets including insurance) to fulfill its obligation to indemnify City for the costs of any such settlement as required under this Agreement.

16.8 The insurance required to be maintained by Consultant under this Agreement is intended to ensure Consultant’s obligations under this section, but the limits of such insurance do not limit the liability of Consultant.

16.9 Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each subcontractor or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this Agreem ent. If Consultant fails to obtain such indemnity obligations from others as required, Consultant will be fully responsible for all obligations under this section. City’s failure to monitor compliance with this requirement imposes no additional obligations on City and will in no way act as a waiver of any rights under this Agreement.

16.10 The parties acknowledge and agree that design professionals are required to defend and indemnify the City only to the extent permitted by Civil Code section 2782.8, which allows for claims only to the extent that they arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the design professional, and also places limitations on the costs of defense that may be charged to a design professional. The term "design professional,” is defined in Section 2782.8, and includes licensed architects, licensed landscape architects, registered professional engineers, professional land surveyors and the business entities that offer such services in accordance with the applicable provisions of the Business and Professions Code. The parties further acknowledge and agree that the provisions of this Section 16 are to be interpreted and applied to the fullest extent permitted by Civil Code section 2782.8.

16.11 The provisions of this section will survive the expiration or earlier termination of this Agreement in accordance with the applicable provisions of Exhibit C (Insurance).

Section 17. Insurance.

Consultant agrees to obtain and maintain in full force and effect during the term of this Agreement the insurance coverages listed in Exhibit C (Insurance), which is made a part of this Agreement.

All insurance policies are subject to approval by City as to form and content. These requirements are subject to amendment or waiver if so approved in writing by the City Manager or City Attorney.

Section 18. Assignment.

The expertise and experience of Consultant are material considerations for this Agreement. City has an interest in the qualifications of and capability of the persons and entities that will fulfill the duties and obligations imposed upon Consultant under this Agreement. In recognition of that interest, Consultant may not assign or transfer this Agreement or any portion of this Agreement or the performance of any of Consultant’s duties or obligations under this Agreement without the prior written consent of City, which may be withheld in the City’s sole discretion. Any attempted assignment will be null and void, and will constitute a material breach of this Agreement entitling City to any and all remedies at law or in equity, including summary termination of this Agreement.

Section 19. Default; Limitations on Liability.

19.1 In the event that Consultant is in default under the terms of this Agreement, City will have

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no obligation or duty to continue compensating Consultant for any services performed af
ter City provides written notice to Consultant of such default.

19.2 Consultant agrees that no City official, officer, employee or agent will be personally liable to Consultant in the event of any default or breach of City, or for any amount which may become due to Consultant, or for any obligations directly or indirectly incurred under this Agreement.

19.3 City’s liability under this Agreement is limited to payment of Consultant in accordance with the terms of this Agreement and excludes any liability whatsoever for consequential or indirect damages even if such damages are foreseeable.

Section 20. Termination of Agreement.

20.1 City may terminate this Agreement, with or without cause, at any time by written notice of termination to Consultant. In the event such notice is given, Consultant must cease immediately all work and services in progress.

20.2 Consultant may terminate this Agreement at any time upon 30 days’ prior written notice of termination to City.

20.3 Upon termination of this Agreement by either Consultant or City, all property belonging to City that is in Consultant’s possession must be returned to City. Consultant must promptly deliver to City a final invoice for all outstanding services performed and expenses incurred by Consultant as of the date of termination. Compensation for work in progress not based on an hourly rate will be prorated based on the percentage of work completed as of the date of termination.

20.4 Consultant acknowledges City’s rights to terminate this Agreement as provided in this section, and hereby waives any and all claims for damages that might otherwise arise from City’s termination of this Agreement.

Section 21. Notices.

21.1 All written notices required or permitted to be given under this Agreement will be deemed made when received by the other party at its respective address as follows:

To City:

City of Camarillo
601 Carmen Drive
Camarillo, California 93011
A
ttention:

Greg Ramirez, City Manager
Tel
. (805)-388-5309
e-mail [email protected]
To Consultant:

Chapman Consulting, LLC
1133 Los Robles Street
Davis, CA 95618
A
ttention:

Athena Chapman, President
Tel
. (650)-273-3947
e-mail [email protected]

21. 2 Notice will be deemed effective on the date personally delivered or electronically transmitted by facsimile. If the notice is mailed, notice will be deemed given three days after deposit of the same in the custody of the United States Postal Service, post age prepaid, for first class delivery, or upon delivery if using a major courier service with tracking capabilities.

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21.3 A ny party may change its notice information by giving notice to the other party in compliance with this section.

Section 22. General Provisions.

22.1 Authority to Execute; Counterparts. Each party represents and warrants that all necessary action has been taken by such party to authorize the undersigned to execute this Agreement and to bind it to the performance of its obligations hereunder. This Agreement may be executed in several counterparts, each of which will constitute one and the same instrument and will become binding upon the parties when at least one copy has been signed by both parties.

22.2 Entire Agreement. This Agreement, including the attached Exhibits A through C , is the entire, complete, final and exclusive expression of the parties with respect to the matters addressed in this Agreement and supersedes all other agreements or understandings, whether oral or written, between Consultant and City prior to the execut ion of this Agreement.

22.3 Binding Effect. This Agreement is binding upon the heirs, executors, administrators, successors and assigns of the parties.

22.4 Modification of Agreement. No amendment to or modification of this Agreement will be valid unless made in writing and approved by Consultant and by the City Council or City Manager, as applicable. The parties agree that this requirement for written modifications cannot be waived and that any attempted waiver will be void.

22.5 Electronic Signatures ; Counterparts. This Agreement and any amendment will be considered executed when the signature page of a party is delivered by electronic transmission. Such electronic signatures will have the same effect as an original signature. This Agreement may be executed in multiple counterparts.

22.6 Waiver. Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement will not constitute a waiver of any other term, condition, or covenant. Waiver by any party of any breach of the provisions of this Agreement will not constitute a waiver of any other provision, or a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any services by Consultant will not constitute a waiver of any of the provisions of this Agreement.

22.7 Interpretation. This Agreement will be interpreted, construed and governed according to the laws of the State of California. Each party has had the opportunity to review this Agreement with legal counsel. The Agreement will be construed simply, as a whole, and in accordance with its fair meaning. It will not be interpreted strictly for or against either party.

22.8 Severability. If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement will not be affected and the Agreement will be read and construed without the invalid, void or unenforceable provision.

22.9 Venue. In the event of litigation between the parties, venue in will be exclusively in a state court in the County of Ventura.

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THE UNDERSIGNED AUTHORIZED REPRESENTATIVES OF the parties hereby execute this A
greement as follows:

CITY OF CAMARILLO
__
_______________________________
Greg Ramirez, City Manager
A
TTEST:
_________________________________

Carrie Weal, City Clerk
CO
NSULTANT:

C
hapman Consulting, a Limited Liability Company
By_________________________________

Name: Athena Chapman
Title: President
By_________________________________

Name: Roxanne Bledsoe
Title: Chief of Staff
Camarillo Business Tax Certificated No. OBT-883 / Expiration Date March 31, 2027 03 / 17 / 2026
03 / 17 / 2026

Form Approved January 2018 A-1

EXHIBIT A

SCOPE OF SERVICES
[Attached]

Form Approved January 2018 A-2
Healthy Camarillo
Chapman Consulting, LLC
Scope of Work
In alignment with the Scope of Work, our proposal is structured around five interconnected tasks: Task 1: Initial Development Phase, Task 2: Planning for Program Launch, Task 3: Creating the Staffing Infrastructure, Task 4:

Planning for Long-Term Sustainability, and Task 5: Project Management, which will support and guide the implementation of all preceding tasks. We propose the following phased approach to effectively execute these tasks.

Ta
sk 1: Initial Development Phase – Chapman will approach the Initial Development Phase with a flexible framework to assess the current landscape of needs in the Camarillo community through data analysis, strategic stakeholder engagement, and inclusive community input. We will start by revie wing the 2022 and 2025 Ventura County Community Health Needs Assessments (CHNA).

Concurrently, we will conduct interviews with key representatives across the City, Camarillo Health Care District (CHCD), and Pleasant Valley Recreation & Park District (PVRPD) to align current priorities, perceived barriers, and inter-agency goals.

We will outline this approach in a Stakeholder Engagement Framework and Plan, which will be reviewed by the City, CHCD, and PVRPD. We will also share initial plans with additional necessary groups, such as the Steering Committee, to ensure we incorporate local needs into this process. The plan will include a strategy for acces sible town halls, targeted listening sessions with priority populations, and digital engagement tools to maximize reach.

We will develop and facilitate two inclusive community input sessions and help co -design a Healthy Camarillo Advisory Council structure that reflects broad community representation and includes transparent selection criteria, term limits, and operational norms. Our engagement process will be rooted in principles of co -creation and cultural responsiveness to ensure that residents are not only heard but empowered to shape the Healthy Camarillo public health programming.

A
nother key part of this initial development phase is creating a strategic communications plan for the Healthy Camarillo initiative. Based on our initial assessment of the partnership dynamics between the three agencies and the diverse community demographics within Camarillo, we will develop a comprehensive communications strategy that aligns with the initiative's priorities and goals of establishing meaningful community engagement, building lasting partnerships with residents and local organizations, and promoting equitable access to health resources and programming. This effort requires a multi-faceted communications campaign that operates at both the citywide level and within specific neighborhoods and cultural communities. To develop the strongest possible messaging and visual identity, we recommend including stakeholder input on messaging and design through the stakeholder engagement process to assess how different populations view health initiatives and their impact. This approach allows us to gauge community knowledge levels around health topics and meet people where they are by identifying with trusted messengers within each community segment, ensuring we develop messaging and visual branding that effectively addresses community perspectives, resonates with their values, and ensures broad acceptance across all demographic groups. Our marketing plan will focus on increasing public understanding and participation in Healthy Camarillo programs, garnering favorable community support and media coverage, mobilizing key community stakeholders to advocate for expanded health initiatives, and ensuring that messaging reaches all demographic groups through culturally responsive and accessible communication channels that have been tested and refined through direct community feedback.

Form Approved January 2018 A-3
The comprehensive website development plan represents a critical component of the digital infrastructure needed to support the Healthy Camarillo initiative's long-term sustainability and community engagement goals. We will create a plan for a robust online platform that serves as the central hub for community health resources, program information, and interactive engagement opportunities while maintaining consistent branding across all three partner organizations. During the stakeholder engagement process, we will present mockups and materials to ensure the online platform meets community needs and preferences, ensuring we meet people where they are.

This digital presence will feature intuitive navigation designed for diverse user needs, mobile responsivenes s to accommodate varying access preferences, and full accessibility compliance to ensure equitable access for all community members. The selected content management system will empower staff from all three agencies to collaboratively maintain and update content while preserving messaging consistency, supported by a comprehensive maintenance plan that includes regular updates, security protocols, and sustainable cost projections to ensure long-term operational success.

Task Description Key Staff Hours
Task 1.A Health Review 55
Review existing
materials
Review the 2022 and 2025 Ventura County Community Health Needs Assessments to verify data relevance and identify any significant updates and trends.

Project Lead,
Analyst
5 Conduct interviews
with key
representatives
Identify 5-10* key representatives from the City, CHCD, and PVRPD.

Draft interview guide and schedule interviews. Assess needs and existing assets for Healthy Camarillo initiative. Include NKE Strategies as needed to inform marketing and communications efforts.
*Hours estimate is based on 5 interviews.

Project Lead,
Analyst,
Scheduling
Support
30 Summarize key
themes from
stakeholder
interviews to share
with City staff
Share a qualitative summary of key themes with City to provide real - time information on process outcomes.

Project Lead 5
Create Stakeholder
Map to inform the
Community Input
Sessions
To support the design process, conduct stakeholder mapping by identifying key demographic groups and trusted community partners to support outreach and engagement.

Project Lead,
Analyst
15 Deliverable: Summary of Key Themes from Stakeholder Interviews Task 1.B: Stakeholder Engagement (Travel time is not reflected in the estimated hours.) 160 Host and facilitate
two Community
Input Sessions (one
virtual, one in-
person)
For each session, work with the City to identify and secure accessible venues (in-person) and platforms (virtual), ensuring ADA compliance and language accessibility. Draft session materials, feedback forms, and facilitation prompts/run-of-shows across formats to ensure alignment.

Prepare summary reports to share community findings. Include NKE Strategies as needed to develop promotional materials and increase awareness of events. One input session would include a focus to gather input to inform communications messaging and design.

Goals of the sessions would be as follows:

First community input session:

Introduce ourselves to the community, and socialize the initiative.

Surface any Camarillo City-specific nuances that may not have been outlined in the CHNA. Identify if anything has shifted since the 2025 CHNA work and if there are any additional perspectives to consider.

Test early communications messaging.

Gather early input on the Healthy Camarillo program development (e.g. signature events).

Project
Director,
Project Lead,
Analyst,
Scheduling
Support,
Comms Lead,
Comms
Coordinator
110
(60 for
in-
person
session
and 50
for
virtual)

Form Approved January 2018 A-4
Task Description Key Staff Hours
Second community input session:

Further test communications messaging with audiences.

Clarify signature events needs and preferences.

Identify best way to reach community members, especially those who cannot do in-person or even virtual.

Develop Stakeholder
Engagement
Framework and Plan
Draft initial plan, which will include both online and in -person participation pathways. Review plan with City staff.

Project Lead,
Analyst, SME
30 Develop Healthy
Camarillo Advisory
Council
Develop a charter, define selection application criteria and process, define meeting cadence, identify roles, responsibilities, and term length, develop conflict of interest/disclosure form.

Project Lead,
Analyst
20 Deliverable: Stakeholder Engagement Framework and Plan (with two community input sessions) and Healthy Camarillo Advisory Council Framework and Plan
Task 1.C: Marketing and Communications 120
Develop
Comprehensive
Brand Identity
Package
Create message platform, visual identity elements (brand, logo), a usage protocol for when to use the visual elements, and a style guide.

Comms Lead,
Comms
Coordinator
40 Develop Integrated
Marketing Strategy
Assess the partnership dynamics between the three agencies and community demographics. Gather stakeholder input on messaging and design. Develop key messages and marketing targets across digital and traditional media channels.

Comms Lead,
Comms
Coordinator
80 Deliverable: Brand Identity and Marketing Plan
Task 1.D: Website Development and Digital Presence 90
Plan website design
and development
Conduct key stakeholder interviews to define audience needs and desired functionality. Design a user interface with a focus on intuitive navigation and mobile-first responsiveness. Ensure content management system can be maintained by staff from the City, CHCD, and PVRPD.

Comms Lead,
Comms
Coordinator
70 Create maintenance
plan
Document hosting and technical infrastructure needs, security protocols, and cost projections.

Comms Lead,
Comms
Coordinator
20 Task 2: Program Launch Planning – Chapman will develop a comprehensive plan to successfully launch Healthy Camarillo, using input from the City, CHCD, and PVRPD, as well as community input, to balance visibility, impact, and access. Our planning will be guided by local data, the 2022 Ventura County Needs Assessment findings, and community input gathered during the Initial Development Phase, ensuring alignment with the community’s expressed priorities. In collaboration with the City, CHCD, and PVRPD, we will co -design programs and events such as health fairs, behavioral health workshops, physical activity sessions, and nutrition series that reflect community priorities and leverage existing local infrastructure and partnerships. We will align with the City staff and key stakeholders at a signature event designed to galvanize community support and underscore the initiative’s commitment to whole-person health. To ensure effective implementation, we will build detailed operational plans that integrate resource mapping, staffing capacity assessments, and realistic timelines. We will also develop evaluation framework to track key impact measures such as attendance rates, demographic variation in participation, level of satisfaction, long-term impact on budget, and any possible county health outcomes, such as chronic disease prevalence, vaccination rates, and substance use rates.

Task Description Key Staff Hours
Task 2: Program Launch Planning 70

Form Approved January 2018 A-5
Task Description Key Staff Hours
Develop Program
Launch Plan
Coordinate with the City, CHCD, and PVRPD to decide on format of signature event and other programming. Include the following in the Program Launch Plan: timeline, budget, partnership needs, and staffing allocation.

Project
Director,
Project Lead,
Analyst, SME
50 Create Framework for
Signature Events
Identify ideal signature event type. Develop evaluation framework for the signature event, which would track key metrics to show impact.

Project Lead,
Analyst
20 Deliverable: Program Launch Plan with framework for signature events T
ask 3: Staffing Infrastructure Building – We will conduct a cross-agency staffing analysis that identifies the full spectrum of personnel needs required to support Healthy Camarillo’s programming, fiscal priorities, and operations, beginning with a review of current workforce capacity across the City, CHCD, and PVRPD. Next, we will determine the staffing needs based on the Program Launch Plan and its outlined activities and events, as well as the Governance Structure Plan. We will conduct a staffing gap analysis to determine any remaining staffing needs across program coordination, administrative operations, and technical support. The resulting staffing recommendations will outline clearly defined roles, identify resource-sharing opportunities across the agencies, and take into consideration the full fiscal and operational picture, which may include a potential hi ring plan.

Task Description Key Staff Hours
Task 3.A: Comprehensive Staffing Analysis 35
Develop analysis Assess current workforce availability across the City, CHCD, and PVRPD, review fiscal priorities, and conduct staffing gap analysis.

Project Lead,
Analyst
25 Develop
Recommendations
Create recommendations for a staffing model based on the gap analysis. Project Director,
Project Lead,
Analyst
10 Deliverable: Staffing Analysis and Recommendations
Task 4: Long-term Development Strategy – Our approach to long-term sustainability begins with designing a robust governance framework that enables clear roles, effective decision-making, and shared accountability across the City, CHCD, and PVRPD. We will co-develop an enhanced Memorandum of Understanding (MOU) that articulates each agency’s evolving responsibilities, transparent resource allocation methods, and formal conflict resolution protocols. This will be accompanied by a tiered organizational structure with defined leadership roles, standardized reporting requirements, and coordinated communication channels to ensure seamless collaboration and operational efficiency across all levels of the initiative.

B
uilding on this foundation, we will develop Staffing Recommendations and a strategic external Partnership Development Plan. Our plan will identify partners across healthcare, community organizations, education institutions, mental health organizations, local businesses, and the nonprofit sector, offering customized collaboration opportunities through a multi-tiered sponsorship structure. To ensure long-term financial sustainability, we will design a diversified funding strategy that expands on the partnership plan to incorporate processes for grant applications, corporate sponsorship, community fundraising, and fee -based service exploration, supported by detailed five-year budget projections.

T
o drive continuous improvement, we will implement a comprehensive evaluation framework that tracks program performance through both quantitative and qualitative indicators (such as health outcomes, participation rates, digital engagement, community feedback and satisfaction, key partner insights). The plan will also outline an adaptive annual review and decision-making process for program changes in response to emerging public health trends, demographic shifts, and evolving resource availability. Together, these components will position Healthy Camarillo for strategic growth, operational sustainability, and enduring community impact.

Form Approved January 2018 A-6
Task Description Key Staff Hours
Task 4.A. Governance Structure Development 50
Draft MOU framework Define governance structure, which includes roles, decision-making processes, resource allocation, accountability measures, and conflict resolution plans. Review with the City, CHCD, and PVRPD.

Project
Director,
Project Lead,
Analyst, SME
50 Deliverable: Governance Structure Plan and MOU
Task 4.B. External Support and Partnership Development 15 Identify list of potential
partners
Recommend list of local partnerships based on the community needs assessment review in Task 1.

Analyst 5
Develop Partnership
Development Plan
Build on list of potential partners to include outreach tactics and partnership agreements.

Project Lead,
Analyst
10 Deliverable: Partnership Development Plan
Task 4.C. Resource Development 30
Create Funding Strategy Identify funding opportunities and outline ongoing approach to secure funding across industries.

Project Lead,
Analyst
10 Develop Budget
Projections
With input from key City staff, develop five-year budget projections for full program costs across staffing, communications, events, technology, and ongoing evaluation.

Project
Director,
Project Lead,
Analyst
20 Deliverable: Funding Strategy and Budget Projections Task 4.D. Program Evolution and Adaptation 50
Determine program
performance metrics and
KPIs
Identify key metrics to track program evolution (such as health outcomes, participation rates, community feedback and satisfaction, etc.).

Project Lead,
Analyst, SME
10 Outline an annual review
process
Include an analysis of community health indicators, program data, and a cost-benefit analysis to measure ROI within the annual review process outline. Include drafting an Annual Review Report Template and assessment instruments as needed. This will also be a flexible process with the ability to adapt based on community health trends and feedback.

Project Lead,
Analyst
20 Develop Program
Evaluation Plan
Draft a comprehensive evaluation framework that incorporates both quantitative and qualitative evaluation metrics and the annual review process.

Project Lead,
Analyst
20 Deliverables: Annual Review Report Template and Program Evaluation Plan

Form Approved January 2018 A-7
Task 5: Ongoing Project Management – To ensure strong coordination, accountability, and momentum throughout the Healthy Camarillo initiative, we will implement a disciplined, transparent project management approach anchored in regular communication and aligned decision-making. We will begin with a comprehensive kickoff meeting to confirm key stakeholders and reviewers from the City, CHCD, and PVRPD, and review the project timeline, milestones, and roles. Bi-weekly meetings with program leads will provide consistent status updates, preview draft deliverables, and allow for real-time input and course correction. Our team will manage all logistics, including preparing agendas in advance and circulating clear action items following each meeting. We will attend and present at quarterly Steering Committee meetings to share and gather feedback on major components such as the Stakeholder Engagement Framework, Program Launch Plan, Governance Structure, and Evaluation Plan. In addition, we will coordinate and deliver tailored presentations to the Camarillo City Council, CHCD Board, and PVRPD Board at key project milestones to ensure alignment and transparency. Our team will manage the scheduling and facilitation of all stakeholder interviews and will conduct a Mid -Year Status Check to evaluate progress and recalibrate as needed, ensuring Healthy Camarillo stays on track and responsive to stakeholder and community needs. We will also allow at least ten business days for review of each larger task to ensure enough time for input.

Task Description Key Staff Hours
Task 5: Ongoing Project Management (Travel time is not reflected in the estimated hours.) 177 Kickoff Meeting (virtual) Determine key stakeholders from the City, CHCD, and PVRPD and key reviewers. Review project timeline and deliverables.

Full team 10
Bi-weekly virtual meetings with
staff program leads from the
City, CHCD, and PVRPD
Provide status updates and preview deliverables as needed.

Opportunity for ongoing feedback.

Project Lead,
PM, Analyst
35 Develop meeting agendas and
action items, internal project
planning and meetings
Ongoing throughout the project, Chapman will develop agendas in advance of meetings and share action items after meetings.

Project Lead,
PM, Analyst
35 Quarterly meetings with
Steering Committee (2 in-
person and 2 virtual), with two
people in attendance
Present/share the following:

Stakeholder Engagement Framework and Plan
Program Launch Plan
Governance Structure Plan
Evaluation Plan
Project
Director,
Project Lead,
Analyst
32 One presentation each to:

CHCD and PVRPD would be invited to attend the in-person City Council meeting if they would like, but we would also provide separate virtual presentation for direct feedback.

Project
Director,
Project Lead,
Analyst
10 One presentation each to:

CHCD and PVRPD would be invited to attend the in-person City Council meeting if they would like, but we would also provide separate virtual presentation for direct feedback.

Project
Director,
Project Lead,
Analyst
10 Mid-Year Status Check Check in with the City, CHCD, and PVRPD on project expectations, any feedback, and plan for the second half of the project.

Project
Director,
Project Lead,
PM
5 Finalize Comprehensive
Strategic Work Plan
Package final products from Tasks 1-4 into a Comprehensive Strategic Work Plan.

Project
Director,
40 Form Approved January 2018 A-8
Task Description Key Staff Hours
Project Lead,
PM, Analyst
Deliverables: Presentation of Mid-Project Update Presentation of Long-term Development Strategy, Meeting materials (agendas, action items, updates, etc.), and Comprehensive Strategic Work Plan Ta
sk 6: Travel – This proposal includes travel for up to five (5) in-person meetings, with three Chapman team members attending each, one based locally and two traveling by air. Chapman will invoice travel expenses separately, in accordance with federal GSA per diem and mileage reimbursement rates. To control costs, travel time will be billed at 50% of the staff member’s hourly rate and capped at two (2) hours per person per meeting, with no travel time for the LA-based staff member. Travel-related costs will be billed separately as incurred. The total number of meetings will be flexible based on actual project needs, with the understanding that billing will reflect only the meetings and travel time actually incurred.

P
roject Timeline
Deliverable April 2026 – June
2026
July 2026 – Sept
2026
Oct 2026 – Dec
2026
Jan 2026 – March
2027
Task 1: Initial Development Phase
Summary of Key
Themes from
Stakeholder Interviews

Stakeholder
Engagement
Framework and Plan

Two community input
sessions  
Advisory Council
Framework and Plan 
Brand Identity and
Marketing Plan 
Task 2: Program Launch Planning
Program Launch Plan
with framework for
signature events

Task 3: Staffing
Staffing Analysis and
Recommendations 
Task 4: Long-term Development Strategy
Governance Structure
Plan and Memorandum
of Understanding

Partnership
Development Plan 
Funding Strategy and
Budget Projections 
Annual Review Report
Template 
Doc ID: e0bc1a1733f9814039753d2a2d45981cccef1346
Form Approved January 2018 A-9
Deliverable April 2026 – June
2026
July 2026 – Sept
2026
Oct 2026 – Dec
2026
Jan 2026 – March
2027
Program Evaluation
Plan 
Task 5: Ongoing Project Management
Bi-weekly meetings
with staff program
leads from the City,
CHCD, and PVRPD
   
Quarterly meetings
with Steering
Committee
   
Presentation of Mid-
Project Update 
Presentation on Long-
term Development
Strategy

Comprehensive
Strategic Work Plan 

Form Approved January 2018 B-1

EXHIBIT B

KEY PERSONNEL & COMPENSATION

1. Consultant’s designated representative(s) who are authorized to act on its behalf and to make all decisions in connection with the performance of services under this Agreement is Athena Chapman.

2. Total compensation under this Agreement, including reimbursement for actual expenses, may not exceed $186,808.75.

C
ost of Services – By Task
Task Estimated Hours Total Cost

1. Initial Planning 425.00 $87,672.50

2. Planning for Program Launch 70.00 $13,355.00

3. Staffing Infrastructure 35.00 $7,320.00

4. Long-Term Sustainability Planning 145.00 $31,055.00

5. Project Management 177.00 $37,831.25

6. Travel 20.00 $9,575
Total 872.00 $186,808.75
Hourly Rates – By Classification
Role Hourly Rate
Project Director $250.00
Project Manager $200.00
Project Lead $225.00
Analyst $190.00
Subject Matter Expert (SME) $225.00
Communications Lead $225.00
Communications Coordinator $190.00
Scheduling Assistant $100.00
A
dditional Work: Additional work outside the defined scope will be billed at a reduced hourly rate (5 –10% discount) from standard rates, in recognition of our commitment to a long -term partnership with the City.

Form Approved April 2021 C-1

EXHIBIT C

INSURANCE

1. Required Insurance . Before commencing any services, Consultant must procure and maintain in full force and effect during the term of this Agreement the following types of insurance with at least the minimum coverage listed and subject to the applicable additional requirements set forth below:

Type of Insurance Limits
Commercial General Liability $1,000,000/ $2,000,000 (occurrence/aggregate) Business Automobile Liability $1,000,000
Workers’ Compensation Statutory Requirements
Professional Liability $1,000,000

2. Insurance Rating. All insurance required to be maintained by Consultant must be issued by companies licensed by or admitted to conduct insurance business in the State of California by the California Department of Insurance and must have a rating of A- or better and Financial Size Category Class VII or better by the latest edition of A.M. Best’s Key Rating Guide, unless otherwise approved by City’s legal counsel.

3. Commercial General Liability Insurance. The commercial general liability insurance must meet or exceed the requirements of Insurance Services Office (ISO) form CG 00 01, and must be provided on a per occurrence basis for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. The insurance must be on an “occurrence” not a “claims made” basis. Defense costs must be paid in addition to limits. There must be no cross -liability exclusion for claims or suits by one insured against another. The insurance must include a waiver of subrogation applicabl e
t
o the insurance or self -insurance, a primary and non- contributory endorsement, and an additional insured endorsement, all in favor of the City of Camarillo, its officers, employees and agents, and volunteers; blanket endorsements are acceptable. Any endorsement restricting standard ISO “insured contract” language will not be accepted.

4. Business Automobile Insurance. The business automobile insurance coverage must be at least as broad as ISO Business Auto Coverage form CA 00 01, covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with the services to be performed under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles, in an amount stated above per combined single limit for each accident. Such insurance must include a waiver of subrogation applicable to the insurance or self -insurance, and a primary and non -contributory endorsement, and an additional insured endorsement, all in favor of the City of Camarillo, its officers, employees and agents, and volunteers; blanket endorsements are acceptable.

5. Workers’ Compensation. If Consultant has any employees, Consultant must maintai n
w
orkers’ compensation insurance (statutory limits) and employer’s liability insurance (with limits of at least $1,000,000). Such insurance must include a waiver of subrogation

Form Approved April 2021 C-2
endorsement in favor of the City of Camarillo, its officers, employees, agents, and volunteers; a blanket endorsement is acceptable.

6. Professional Liability (Errors & Omissions) Insurance. The professional liability insurance must cover the services to be performed under this Agreement. The coverage must be provided on a “claims made” basis. Consultant must maintain continuous coverage through a period not less than three years after the completion of the services required under this Agreement.

7. Umbrella or Excess Liability Insurance. If an excess or umbrella liability policy is used to meet minimum limit requirements, the insurance must provide coverage at least as broad as specified for the underlying coverages. Any such coverage provided under an umbrella or excess liability policy must include a “drop-down provision” requiring the policy to respond in the event that any primary insurance that would otherwise have applied proves to be uncollectable in whole or in part for any reason. Coverage must be provided on a “pay-on- behalf” basis, with defense costs payable in addition to policy limits. There may be no cross- liability exclusion precluding coverage for claims or suits by one insured against another.

The policy must “follow form” to the underlying primary policy. Coverage must be applicable to all insureds under the primary policies. The insurance must contain or be endorsed to contain a waiver of subrogation applicable to the insurance or self-insurance, and a primary and non-contributory endorsement for the benefit of City. The scope of coverage provided is subject to approval of City following receipt of the required proof of insurance.

8. Consultant ’s Limitations and Endorsements. The Consultant’s insurance policies must not include any endorsements or provisions that limit coverage for the following risks:
explosion, collapse, or underground hazards (XCU); products and completed operations; pollution liability; and contractual liability. These coverages must be specifically included without any exclusions, modifications, or restrictions that would limit the scope of protection otherwise afforded by the basic policies. Any endorsement or exclusion that reduces or eliminates coverage for the above-listed risks is unacceptable.

9. Deductibles and Self -Insured Retention . Any deductibles or self -insured retentions applicable to the insurance policies required under this Agreement must be declared to and approved by City. In no event may any required insurance policy have a deductible, self - insured retention or other similar policy provision in excess of $50,000 without prior written approval by City in its sole discretion. At the option of City, either the insurer will reduce or eliminate such deductibles or self -insured retentions with respect to the City’s additional insureds or Consultant will procure a bond guaranteeing payment of any losses, damages, expenses, costs or settlements up to the amount of such deductibles or self -insured retentions.

10. Certificates of Insurance and Endorsements; Notice of Termination or Changes to Policies. Prior to commencing any services under this Agreement, Consultant must file with the City certificates of insurance and endorsements evidencing the existence of all insurance required by this Agreement , along with such other evidence of insurance or certified copies of policies as may reasonably be required by City. These certificates of insurance and endorsements must be in a form approved by the City’s legal counsel.

Consultant must maintain current certificates and endorsements on file with City during t he
te
rm of this Agreement reflecting the existence of all required insurance. Each of the certificates must expressly provide that no material change in the policy, or termination or cancellation of the required coverage, will be effective except upon 30 days’ prior written notice to City by certified mail, return receipt requested (except for nonpayment for which a

Form Approved April 2021 C-3
10-day notice is required). The delivery to City of any certificates of insurance or endorsements that do not comply with the requirements of this Agreement will not waive the City’s right to require compliance. In the event that Consultant’s policies are materially changed, Consultant must provide the City with at least 30 days’ prior written notice of the applicable changes. City reserves the right to require complete, certified copies of all required insurance policies at any time.

11. Failure to Maintain Required Insurance . If Consultant, for any reason, fails to have in place at all times during the term of this Agreement all of the required insurance coverage, the City may, but is not obligated to, obtain such coverage at Consultant’s expense and deduct the cost from the sums due Consultant. Alternatively, City may terminate the Agreement.

12. Effect of Coverage . The existence of the required insurance coverage under this Agreement will not be deemed to satisfy or limit Consultant’s indemnity obligations under this Agreement. Consultant acknowledges that the insurance coverage and policy limits set forth in this Agreement constitute the minimum coverage and policy limits required. Should any coverage carried by the Consultant or any subconsultant of any tier have limits of liability that exceed the limits or have broader coverage than required in this Agreement , those higher limits and that broader coverage are deemed to apply for the benefit of any person or organization included as an additional insured and those limits and broader coverage will become the required minimum limits and insurance coverage in all sections of this Agreement. Any insurance proceeds available to City in excess of the limits and coverages required by this Agreement, and which is applicable to a given loss, must be made availabl e
t
o City to compensate it for such losses.

13. Required Insurance for Subconsultants/Subcontractors. Consultant agrees to ensure that any subconsultants/subcontractors providing services under this Agreement provide the same minimum insurance coverage and endorsements required of Consultant. Consultant agrees to review and monitor all such coverage and assumes responsibility for ensuring that such coverage is provided in conformity with the requirements of this Agreement.

14. Right to Revise Insurance Specifications. City reserves the right to change the amounts and types of insurance required by giving Consultant at least 90 days advance written notice of such change. If such change results in substantial additional cost to Consultant, the parties may renegotiate Consultant’s compensation.

15. Timely Notice of Claims. Consultant must give City prompt notice of claims made of lawsuits initiated that arise out of or result from Consultant’s performance under this Agreement, and that involve or may involve coverage under any of the required liability insurance policies.

ANY PROPRIETOR/PARTNER/EXECUTIVE
OFFICER/MEMBER EXCLUDED?

INSR ADDL SUBR

LTR INSD WVD

PRODUCER CONTACT
NAME:

FAXPHONE
(A/C, No):(A/C, No, Ext):

E-MAIL
ADDRESS:

INSURER A :

INSURED INSURER B :

INSURER C :

INSURER D :

INSURER E :

INSURER F :

POLICY NUMBER POLICY EFF POLICY EXPTYPE OF INSURANCE LIMITS(MM/DD/YYYY) (MM/DD/YYYY)

AUTOMOBILE LIABILITY

UMBRELLA LIAB

EXCESS LIAB

WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

AUTHORIZED REPRESENTATIVE
EACH OCCURRENCE $
DAMAGE TO RENTEDCLAIMS-MADE OCCUR $PREMISES (Ea occurrence) MED EXP (Any one person) $
PERSONAL & ADV INJURY $
GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $

PRO-POLICY LOC PRODUCTS - COMP/OP AGGJECT
OTHER: $

COMBINED SINGLE LIMIT
$(Ea accident)
ANY AUTO BODILY INJURY (Per person) $

OWNED SCHEDULED
BODILY INJURY (Per accident) $AUTOS ONLY AUTOS

HIRED NON-OWNED PROPERTY DAMAGE
$AUTOS ONLY AUTOS ONLY (Per accident)
$

OCCUR EACH OCCURRENCE
CLAIMS-MADE AGGREGATE $
DED RETENTION $

PER OTH-

STATUTE ER
E.L. EACH ACCIDENT
E.L. DISEASE - EA EMPLOYEE $
If yes, describe under
E.L. DISEASE - POLICY LIMITDESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGE NAIC #

COMMERCIAL GENERAL LIABILITY
Y / N
N / A
(Mandatory in NH)

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS

CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

CERTIFICATE HOLDER CANCELLATION
© 1988-2015 ACORD CORPORATION. All rights reserved.ACORD 25 (2016/03)

CERTIFICATE OF LIABILITY INSURANCE

DATE (MM/DD/YYYY)
$
$
$
$
$
The ACORD name and logo are registered marks of ACORD
3/4/2026
(877) 401-9660 (530) 756-3900
18058
Chapman Consulting, LLC
1133 Los Robles St
Davis, CA 95618-4927
00914
A 1,000,000
X X PHBX21001661 1/16/2026 1/16/2027 50,000
10,000
1,000,000
3,000,000
2,000,000
B
X 57WECAC1VEA 10/9/2025 10/9/2026 1,000,000
Y 1,000,000
1,000,000
A Hired and Non-Owned PHBX21001661 1/16/2026 Hired Non Owned Auto 1,000,000 A Errors & Omissions PHSD1841659-008 1/16/2026 1/16/2027 Professional Liab. 5,000,000 City of Camarillo is additional insured regarding the general liability per the attached.

Waiver of subrogation applies to the workers compensation.

Primary and non-contributory and waiver of subrogation applies to the general liability per the attached.

Hired auto liability and non-owned auto liability has limits of $1,000,000/$3,000,000.

SEE ATTACHED ACORD 101
City of Camarillo
601 Carmen Drive Camarillo, California 93010
CHAPCON-01 ALICIA50
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PHILADELPHIA INDEMNITY INSURANCE COMPANY

RATED BY MULTIPLE COMPANIES - HARTFORD
X
1/16/2027
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X

FORM NUMBER:

EFFECTIVE DATE:

The ACORD name and logo are registered marks of ACORD

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THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, ACORD 101 (2008/01)
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LOC #:

AGENCY NAMED INSURED

POLICY NUMBER

CARRIER NAIC CODE
© 2008 ACORD CORPORATION. All rights reserved.

Greenfield Insurance Agency
CHAPCON-01
SEE PAGE 1
1 SEE PAGE 1
ACORD 25 Certificate of Liability Insurance
1 SEE P 1
Chapman Consulting, LLC
1133 Los Robles St
Davis, CA 95618-4927

CA - YOLO
SEE PAGE 1
ALICIA50
1 Description of Operations/Locations/Vehicles:

Professional Liability is $5,000,000 per claim/$5,000,000 per aggregate with a $15,000 retention.

POLICY NUMBER: PHBX21001661

BUSINESSOWNERS
BP 04 48 07 13
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

ADDITIONAL INSURED – DESIGNATED PERSON OR

ORGANIZATION
This endorsement modifies insurance provided under the following:

BUSINESSOWNERS COVERAGE FORM

SCHEDULE
Name Of Person(s) Or Organization(s):

City of Camarillo
Information required to complete this Schedule, if not shown above, will be shown in the Declarations.

Section II – Liability is amended as follows:

A. The following is added to Paragraph C. Who Is An
Insured:

3. Any person(s) or organization(s) shown in the
Schedule is also an additional insured, but only
with respect to liability for "bodily injury", "property damage" or "personal and advertising injury"
caused, in whole or in part, by your acts or
omissions or the acts or omissions of those
acting on your behalf in the performance of your
ongoing operations or in connection with your
premises owned by or rented to you.

However:
a. The insurance afforded to such additional
insured only applies to the extent permitted
by law; and
b. If coverage provided to the additional
insured is required by a contract or
agreement, the insurance afforded to such
additional insured will not be broader than
that which you are required by the contract
or agreement to provide for such additional
insured.

B. With respect to the insurance afforded to these
additional insureds, the following is added to Paragraph D. Liability And Medical Expenses Limits Of
Insurance:

If coverage provided to the additional insured is
required by a contract or agreement, the most we will
pay on behalf of the additional insured is the amount of insurance:

1. Required by the contract or agreement; or

2. Available under the applicable Limits Of
Insurance shown in the Declarations;
whichever is less.

This endorsement shall not increase the applicable
Limits Of Insurance shown in the Declarations.

BP 04 48 07 13 © Insurance Services Office, Inc., 2012 Page 1 of 1

THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

Countersigned by
Authorized Representative
Form WC 04 03 06 (1) Printed in U.S.A.

Process Date: 02/17/26

WAIVER OF OUR RIGHT TO RECOVER FROM

OTHERS ENDORSEMENT - CALIFORNIA
Policy Number: 57 WEC AC1VEA Endorsement Number: 006
Effective Date: 02/11/26 Effective hour is the same as stated on the Information Page of the policy.

Named Insured and Address: Chapman Consulting, LLC
1133 LOS ROBLES ST
DAVIS CA 95618
We have the right to recover our payments from anyone liable for an injury covered by this policy. We will not enforce our right against the person or organization named in the Schedule. (This agreement applies only to the extent that you perform work under a written contract that requires you to obtain this agreement from us.) You must maintain payroll records accurately segregating the remuneration of your employees while engaged in the work described in the Schedule.

The additional premium for this endorsement shall be 5 % of the California workers' compensation premium otherwise due on such remuneration.

SCHEDULE
Person or Organization Job Description
City of Camarillo, 601 CARMEN DR, CAMARILLO, CA,
93010
1 Policy Expiration Date: 10/09/26
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

WAIVER OF TRANSFER OF RIGHTS OF RECOVERY AGAINST

OTHERS TO US
This endorsement modifies insurance provided under the following:

BUSINESSOWNERS COVERAGE FORM

SCHEDULE
POLICY NUMBER: PHBX21001661 BUSINESSOWNERS
BP 04 97 01 06
Name of Person or Organization:

City of Camarillo
Information required to complete this Schedule, if not shown above, will be shown in the Declarations.

Paragraph K. Transfer Of Rights Of Recovery Against Others To Us in Section III – Common Policy Conditions is amended by the addition of the following:

We waive any right of recovery we may have against the person or organization shown in the Schedule above because of payments we make for injury or damage arising out of your ongoing operations or "your work" done under a contract with that person or organization and included in the "products -completed operations hazard". This waiver applies only to the person or organization shown in the Schedule above.

Philadelphia Indemnity Insurance Company
PI-BOP-011 (01/18)
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

PRIMARY AND NON-CONTRIBUTORY – DESIGNATED PERSON OR ORGANIZATION This endorsement modifies insurance provided under the following:

BUSINESSOWNERS COVERAGE FORM

SCHEDULE
Name of Person or Organization:

City of Camarillo
Information required to complete this Schedule, if not shown above, will be shown in the Declarations.

The following is added to SECTION III – COMMON POLICY CONDITIONS (APPLICABLE TO SECTION I – PROPERTY AND SECTION II – LIABILITY), H. Other Insurance:

This insurance is primary and non-contributory as respects our coverage for the person or organization shown in the SCHEDULE of this endorsement. We will not seek contributions from any other insurance policy available to the person or organization shown in the SCHEDULE of this endorsement for “bodily injury”, “property damage” or “personal and advertising injury” covered under this policy.

PI-BOP-011 (01/18)

Page 1 of 1 ends

Athena Chapman, MPP
President
Chapman Consulting, LLC
1133 Los Robles Street
Davis, CA 95618
+1 (650) 273 3947
[email protected]
www.chapmanconsult.com
D
ate: July 25, 2025
Subject: Proposal Submission – The Healthy Camarillo Initiative Request for Proposals To Whom It May Concern:

On behalf of Chapman Consulting, LLC (Chapman), I am pleased to submit our response to the Professional Consultant Services f or the Healthy Camarillo Initiative Request for Proposals (RFP) to develop the Healthy Camarillo collaborative community health program. Chapman is a California-based consulting firm with deep expertise across stakeholder engagement, strategic planning, and cross-sector program implementation. For this engagement, we are proud to partner with NKE Strategies, a fellow California -based firm specializing in communications and marketing.

Executive Summary
Our team has led regional and statewide initiatives that reflect the complexity and ambition of this project, including serving as regional facilitators for CalAIM implementation convenings and supporting the strategic plan for Orange County’s Health Care Agency. Our consultants have worked with several county-based local health plans and cities on strategic initiatives, coordinating across policy, finance, service delivery, procurement, and programming county functions. We understand the policy, operational, and relational dynamics that must align to drive sustainable impact.

We understand the importance of engaging key stakeholders and incorporating input from the community affected by any health initiative. Stakeholder engagement is a core strength of our team, and we specialize in convening diverse groups to shape policy and program design. Chapman provides comprehensive support across all phases of engagement, from identifying and recruiting participants to developing interview guides and facilitating structured interviews, expert roundtables and workgroups, and focus groups. Our team is skilled in capturing and verifying meeting notes, producing accurate transcripts, and synthesizing stakeholder input to identify cross-cutting themes, operational challenges, and actionable recommendations. We tailor outreach and education strategies to promote inclusive participation and deliver findings through clear, accessible summaries and presentations that support evidence-based decision-making.

We offer:
• Cross-functional expertise: We have a deep understanding of how health, social, and local government systems intersect.

Our team has led initiatives spanning community advisory structures, interdepartmental strategy development, a nd s
takeholder governance design.
• Trusted facilitation and execution: Chapman is recognized for our ability to convene diverse groups and turn stakeholder input into action. We have successfully led initiatives with complex political and operational dynamics, building consensus across government agencies, providers, and community partners to drive meaningful progress . • Adaptable, community-informed approaches: Our engagement strategies are rooted in cultural humility and designed to foster inclusive participation. We tailor each approach to the local context, centering the voices of historically underserved communities to ensure strategies are both effective and grounded in lived experience. • Long-term strategic planning and sustainability: We help partners develop actionable, future-oriented plans that extend beyond short-term funding cycles. Our strategies are built to evolve alongside shifting policy landscapes, stakeholder priorities, and organizational capacity.
• California policy context: With over seven years of experience working across California and staff based statewide, we have a thorough understanding of the state’s budget, regulatory, and funding environments. We bring national, state, and local expertise to inform strategy and implementation with confidence.

We are confident that our team’s experience and approach will meet the needs of your initiative and accelerate your impact.

As President and Project Director, I am authorized to bind Chapman in contract and will serve as the key staff person respons ible for accountability for all tasks issued under the RFP.

We appreciate the opportunity to support the City of Camarillo’s (the City) vision for a healthier, more connected community and look forward to the potential for collaboration.

Si
ncerely,
A
thena Chapman
President, Chapman Consulting
[email protected]
+1 (650) 273 3947

Healthy Camarillo Proposal – Chapman Consulting
Table of Contents

2. Statement of Qualifications ................................................................................................................................................................... 4

3. Staffing and Resumes ............................................................................................................................................................................. 7

4. Scope of Work ...................................................................................................................................................................................... 19

5. Cost Proposal ....................................................................................................................................................................................... 25

6. Insurance Documentation.................................................................................................................................................................... 27

Healthy Camarillo Proposal – Chapman Consulting

2. Statement of Qualifications
Overall Approach
Chapman is pleased to submit our proposal in response to the City’s RFP opportunity. We are a California-based, woman-owned, mission-driven health policy and strategy consulting firm specializing in stakeholder engagement, community health strategy, and Medicaid and Medicare policy. Since 2018, we have grown from a small team into a firm equipped to support complex, multi -year initiatives. Our work is focused on advancing equitable access, improving care delivery, and achieving better health outcomes for underserved populations.

We offer both the agility and client focus of a small firm, along with direct access to a robust bench of subject matter experts (SMEs) with expertise across local, state, and federal levels. Our team brings decades of experience convening stakeholders, soliciting and analyzing input, collaborating with local health departments, and supporting the operational needs of public programs. Chapman has successfully partnered with government agencies, counties, health plans, safety net providers, health care foundations, trade associations, and community-based organizations to deliver high-quality, data-informed solutions. This allows us to operate with fluency across the broader health ecosystem, as we understand both policy drivers and on-the-ground operational realities of health programs. With staff primarily based in California (with two members in the Los Angeles area), and additional team members bringing perspectives from outside the state, we offer both localized insight and national context. Our prior work includes presenting to local councils, state agencies, and the boards of directors, public health department leadership, and private health care companies. We bring state-level policy fluency, particularly around how budgetary and regulatory changes cascade down to local health strategies and have supported multiple clients in navigating inter-agency dynamics. This blend of strategy and implementation expertise, operational capacity, and policy acumen uniquely positions us to support the City in advancing the Healthy Camarillo initiative.

Our approach to delivering this work involves transparency, accountability, and strong project management. We propose dividing the scope into five tasks—Task 1: Initial Development, Task 2: Program Launch, Task 3: Staffing and Volunteer Infrastructure, Task 4:

Long-term Development, and Task 5: Ongoing Project Management. Chapman will subcontract with NKE Strategies , a California- based communications firm with 25 years of experience, to deliver the communications and marketing tasks. To ensure effective delivery of these tasks, we apply a structured project management approach with a strong emphasis on collaboration, accountability, and risk management.

Task Coordination
Chapman brings deep experience managing complex, multi-stakeholder initiatives for local, state and federal clients. Our structured, proactive project management approach emphasizes clear communication, risk mitigation, and effective change management. Our approach to managing and coordinating tasks follows three core principles: clear expectations through role definition and staff assignment, collaborative oversight through team integration and coordination, and continuous quality assurance. We work closely with client teams and engage key staff early, develop comprehensive project plans and meeting materials, and provide consistent follow-ups to ensure accountability. Our methodology follows a disciplined lifecycle —initiate, plan, execute, review, and close— anchored by regular stakeholder engagement and continuous quality improvement. Our team includes experienced project managers with a strong track record of leading complex initiatives, establishing effective governance structures, and alignin g deliverables with client expectations, compliance requirements, and performance goals.

Our subcontractor, NKE Strategies, will be fully integrated into the project team and managed by the Project Director. Chapman and NKE Strategies have collaborated effectively on projects over the years combining policy and regulatory knowledge with key communications strategies. Currently, both firms support the Local Health Plans of California (LHPC) and there is a long histor y of successful partnership between the presidents of each firm. We will establish clear scopes of work and roles for Chapman and NKE Strategies including deliverables, timelines, and communication expectations. We will also hold regular coordination meetings with NKE Strategies to align activities, discuss progress, and surface any risks or issues early. We will maintain open communication channels between Chapman, NKE Strategies, and the City as appropriate, to facilitate transparency and responsiveness.

Healthy Camarillo Proposal – Chapman Consulting
P
rojects of Similar Size and Complexity
Client and Project Relevant Experience
Chapman Team Experience
California Department of Health
Care Services (DHCS): CalAIM
Providing Access and Transforming
Health Collaborative Planning and
Implementation (CPI) Initiative
Contact: DHCS
[email protected]
866-529-7550
Key Staff: Elizabeth Evenson,
Gretchen Schroeder, Roxanne
Bledsoe, Heather Miau
Final Product: Link
Regional Stakeholder Engagement and Strategic Implementation Support : January 2023 – Present Since January 2023, Chapman has served as the regional facilitator for CalAIM implementation efforts, bringing together city and county staff, Medi-Cal managed care plans, providers, hospitals, and community-based organizations to support the rollout of Enhanced Care Management (ECM) and Community Supports. Through consistent monthly convenings , both in-person and virtual—we have fostered cross-sector collaboration and peer-to-peer learning that has advanced stakeholders’ understanding and implementation of these new Medi -Cal benefits.

Key activities include: Convening monthly steering committee meetings and establishing targeted workgroups to address emerging operational challenges and population-specific needs. Developing semi-annual implementation plans that adapt to the maturity of the programs and evolving needs—initially focused on education and onboarding, and now emphasizing upcoming policy changes, sustainability planning, and alignment with evolving program requirements. Facilitating long-term planning through the Generative Sustainability Framework, helping partners identify actionable strategies to sustain collaboration and service delivery beyond the conclusion of CPI funding. This work builds on our deep experience with stakeholder engagement, ensuring that technical assistance is grounded in local context and informed by those closest to implementation.

Orange County Health Care Agency
(OCHCA): Strategic Plan
Contact: Clayton Chau
[email protected]
714-248-4507
K
ey Staff: Athena Chapman,
Elizabeth Evenson
Final Product: Link
Strategic Planning and Cross-Departmental Coordination: September 2020 – January 2021 Chapman supported the development of the Fiscal Year 2021–2023 Strategic Plan for the OCHCA, which serves more than 3.2 million residents.

This effort involved strategic coordination across six major departments , Mental Health and Recovery Services, Correctional Health Services, Public Health Services, Medical Health Services, Strategy and Special Projects, and the Director’s Office —and assessed county-level operations spanning policy, finance, service delivery, procurement, and programming.

Key activities included: Conducting comprehensive assessments of county-level health programs, analyzing organizational structures across a complex and large county health care agency. Performing a county-wide funding source assessment across Medicaid, federal, and state programs to inform sustainable service integration strategies. Facilitating key informant interviews, department-level roundtables, and targeted working groups with local and state officials to surface strategic priorities. Developing a SWOT analysis to guide cross-departmental alignment.

Producing strategic planning templates, profiles, and written reports summarizing key findings and recommendations. The engagement leveraged Chapman’s strengths in local government strategy and stakeholder engagement to produce an actionable three -year plan, grounded in the county’s complex health infrastructure and responsive to both leadership and frontline perspectives.

Kaiser Permanente: Memorandum
of Understanding (MOU)
development and advisory
committee strategy
Contact: Arif Shaikh
[email protected]
714-246-8418
Key Staff: Athena Chapman,
Samantha Pellón, Roxanne Bledsoe,
Heather Miau
Final Product: Executed MOUs with
local county and cities: Link
Community Advisory Committee:

Link
Local Partnership Facilitation and Infrastructure Planning: January 2023 – January 2025 Chapman supported Kaiser Permanente’s Medi-Cal managed care expansion into 32 California counties, providing strategic guidance on stakeholder engagement, operational readiness, and cross-sector collaboration. We helped Kaiser establish meaningful partnerships with local public health departments and government entities, navigate administrative complexities, and ensure alignment with Medi -Cal requirements.

Key activities included: Conducting a comprehensive landscape assessment to identify and map key local public health and local government contacts. Designing and implementing a phased stakeholder engagement plan, which included phased outreach to local level leaders, documentation and tracking of outreach contact lists, triaging county requests for additional information, and facilitating i nitial kickoff calls with county contacts. Supporting execution of Memoranda of Understanding (MOUs) by leading direct negotiations with local health departments to better understand their technical capabilities and program needs, define roles, clarify data-sharing protocols, and improve referral pathways.

Advising on the design and implementation of Kaiser’s Medi-Cal Managed Care Community Advisory Committees, including development of a sustainable governance framework, implementation plan, community engagement strategy, and related internal Kaiser management and staffing. This work culminated in a 2025 convening in which Chapman co-facilitated a County Health Executives Association of California -Kaiser event that brought over 150 senior leaders from local health departments, state agencies, and managed care plans across the state to discu ss meaningful participation and engagement in the Community Health Assessment/Community Health Improvement Plan process.

Healthy Camarillo Proposal – Chapman Consulting
Client and Project Relevant Experience
NKE Strategies (Subcontractor) Experience
Local Health Plans of California
(LHPC): Community Investment
Project
C
ontact: Linnea Koopmans
[email protected]
916-48-8292
Key Staff: Nicole Evans and Eloina
Ro
gers
Final Product: Link
Marketing Plan and Website Development: January 2024 – Present NKE Strategies served as strategic advisor and communications lead for an association of locally based Medi -Cal managed care health plans, developing a comprehensive brand identity and integrated marketing strategy.

Key activities included: Creating a complete brand platform including message development and style guidelines . Implementing an integrated marketing approach utilizing traditional media. Comprehensive website development with intuitive navigation, and mobile respo nsiveness, along with content management system identification and maintenance planning. NKE’s work culminated with a year -long campaign highlighting local health plan support for community investment, including strategic messaging development, mat erials design, and coordinated promotion that successfully positioned local health plans as critical partners in addressing California's health care needs.

California Housing Finance Agency
(CalHFA): CalAssist Mortgage Fund
C
ontact: Rebecca Franklin
[email protected]
916-214-3850
Key Staff: Nicole Evans and Eloina
Ro
gers
Final Product: Link
Disaster Relief Program Brand Launch and Multi-Channel Outreach: March 2025 – Present NKE Strategies led the full development and promotion of the CalAssist Mortgage Fund, a new disaster relief initiative under CalHFA.

Key activities included: Developing a comprehensive brand identity package including professional logo design, clear message platform development, detailed style guidelines, and usage protocols for this new state disaster relief program. Implementing an integrated marketing strategy utilizing traditional media channels, digital platforms, community events, and partner network amplification through coord inated outreach with community-based organizations and ethnic media. Creating and managing website development with intuitive navig ation, mobile responsiveness, and ADA accessibility compliance, featuring interactive elements that supported program registration and resource access.

Establishing content management protocols that allowed multiple state agency staff to maintain consistent branding and messag ing while updating program information. Through this comprehensive approach combining brand development, multi -channel marketing, and accessible digital presence, they successfully launched and promoted the program to diverse communiti es throughout California.

CalHFA: California Mortgage Relief
Program
C
ontact: Rebecca Franklin
[email protected]
916-214-3850
Key Staff: Nicole Evans and Eloina
Ro
gers
Final Product: Link
Statewide Mortgage Assistance Program Communications Strategy: May 2021 – Present NKE Strategies served as the lead communications agency for this large -scale statewide marketing campaign designed to prevent foreclosures, maintain generational wealth, and keep Californians in their homes. NKE continues to provide ongoing communications support.

Key activities included: Developing a comprehensive brand identity package including professional logo design, clear message platform development, detailed style guidelines, and usage protocols for this major state mortgage assistance program targeting at -risk, socially disadvantaged households affected by COVID-19 financial hardships. Implementing a highly targeted, robust, multi -layered communications strategy utilizing traditional media channels, digital platforms, community events, and partner network amplification through coordinated outreach with community-based organizations and ethnic media to drive application submissions from eligible households across all regions of California. Managing comprehensive website development with intuitive navigation, mobile responsiveness, and ADA accessibility compliance.

Establishing content management protocols to maintain consistent branding and messaging while updating program information.

Throughout the program, they successfully managed several expansions and additional outreach campaigns to broaden scope and reach, demonstrating our capability to adapt and scale communications strategies for large -budget, statewide programs requiring coordination across multiple agencies and extensive stakeholder networks to serve California's most vulnerable communities.

Healthy Camarillo Proposal – Chapman Consulting

3. Staffing and Resumes
Chapman has assembled a highly qualified team of professionals with the expertise required to fulfill the City ’s RFP needs. Our organizational structure is designed to provide seamless oversight, subject matter depth, and efficient task execution. The proposed key personnel and their respective roles are outlined in Figure 1 below.

Athena Chapman, President of Chapman Consulting, will serve as the Project Director with ultimate accountability for the performance of all work under this contract, including strategic oversight, quality assurance, and client satisfaction. She w ill oversee all tasks, assign appropriate staff, and resolve escalated issues.

Roxanne Bledsoe, Project Manager (PM), reports directly to the Project Director and will coordinate internal project tracking, monitor milestones, support resource allocation, and oversee deliverable production across assigned tasks. She is responsible for managing internal workflows, conducting quality control reviews, and preparing project status reports.

Project Leads will manage the day-to-day operations and technical execution of their assigned task workstreams. Each Project Lead is responsible for implementing the workplan, maintaining timelines, ensuring quality, and coordinating with the City as appr opriate.

All Project Leads report to the Project Director and will collaborate closely with the PM on deliverable approval and strategic guidance.

Analysts will provide targeted expertise, conduct research and data analysis, draft deliverables, and support engagement acti vities, as directed by the Project Lead. The SMEs will provide strategic guidance on complex deliverables and key decision points. Their involvement offers additional depth and flexibility, allowing the team to scale its expertise and swiftly respond to evolving project needs. Scheduling support will handle the administrative coordination of all stakeholder engagement activities .

Chapman takes a strategic approach to staffing that balances technical expertise, subject matter depth, and efficient resourc e use.

The proposed team includes former Centers for Medicare & Medicaid Services ( CMS) and state Medicaid officials, health policy researchers, stakeholder engagement specialists, and data analysts. Collectively, we bring advanced skills in literature review, policy analysis, survey design, technical writing, qualitative and quantitative data synthesis, and expert panel facilitation—capabilities directly aligned with the City’s needs. Additional details on individual qualifications and summaries of their relevant key project experience are provided in the resumes below.

Resumes
See the following pages for staff resumes.
7 Healthy Camarillo Proposal – Chapman Consulting
Athena Chapman, MPP – Davis, CA
President | Proposed Role: Project Director

SUMMARY OF QUALIFICATIONS
Health policy leader with over 20 years of experience leading community health initiatives through multi -agency collaboration, program implementation, and stakeholder engagement. As President of Chapman Consulting, Athena advises public health departments, health systems, and health plans across California on aligning strategic planning and service delivery with fede ral and state Medicaid, Medicare, and public health policy and ﬁnancing framework. She brings expertise in c hange management, governance design, and cross-sector coordination, with a proven track record in developing tools to monitor deliverables, metrics, and community health outcomes. She has held senior roles at the California Association of Health Plans, the Department of Health Care Services (DHCS), and the Centers for Medicare & Medicaid Services (CMS), where she facilitated stakeholder-driven initiatives and translated complex regulations into actionable strategies.

KEY PROJECT EXPERIENCE
San Francisco Health Plan
2023 – Present Project Lead, Chapman Consulting
Directed a multi-phase population health management (PHM) roadmap aligned with DHCS requirements. Conducted an organizational assessment to deﬁne staﬃng needs and cross-functional roles. Created implementation plans, monitored KPIs, and supported cultural change eﬀorts to embed PHM principles across departments. Led ECM/Community Supports training, claims implementation, and operational alignment with Medi-Cal reform implementation.

City of San Jose and Dignity Moves
2024 – 2025 Project Lead, Chapman Consulting
Secured grant funding and assessed sustainable ﬁnancing options for Emergency Interim Housing. Analyzed federal, state, and local funding sources, including Medi-Cal ECM and Community Support, and provided strategic guidance on becoming a direct Medi-Cal service provider. Conducted a Medi-Cal 101 training for City staﬀ to strengthen internal capacity.

California Primary Care Association
2021 – 2023 Project Lead, Chapman Consulting
Provided strategic guidance on Medi-Cal managed care reforms, CalAIM implementation, and Medicaid ﬁnancing. Synthesized regulatory and policy frameworks for executive and operational audiences. Delivered technical assistance, developed educational tools, and conducted virtual trainings on key policy initiatives including ECM, Community Supports, alternative payment models, and delegated contracting.

Orange County Health Care Agency
2020 – 2021 Project Lead, Chapman Consulting
Led the development of a three-year strategic plan across four departments (Mental Health & Recovery, Correctional Health, Public Health, and Medical Health Services). Facilitated cross-departmental planning, stakeholder engagement, and funding source assessments to support system-level integration. Developed project plans, performance metrics, and presentations tailored to both executive leadership and frontline staﬀ.

EDUCATION
2005 Master of Public Policy, George Mason University, Arlington, VA 2002 Bachelor of Arts, Sociology, Minors: Business Administration and Spanish, University of San Diego, San Diego, CA
8 Healthy Camarillo Proposal – Chapman Consulting
Roxanne Bledsoe – Phoenix, AZ
Director of Operations | Proposed Role: Project Manager

SUMMARY OF QUALIFICATIONS
Experienced healthcare project manager with over 10 years supporting Medicaid, behavioral health, managed care, and community health initiatives across multiple states. Skilled in stakeholder engagement, multi-agency collaboration, and building governance structures, including Memoranda of Understanding (MOUs) and organizational hierarchies. Demonstrated success in developing strategic plans to launch complex health programs, coordinate large-scale program rollouts, facilitate cross- functional collaboration, and track outcomes and deliverables across dynamic regulatory environments. Experienced in designing program evaluation frameworks and tracking metrics to measure imp act and inform continuous improvement.

KEY PROJECT EXPERIENCE
Department of Health Care Services Collaborative Planning and Implementation Initiative 2023 – Present Project Manager, Chapman Consulting
Serve as project manager overseeing the design, planning, and implementation of two DHCS -funded Collaborative Planning and Implementation Initiative workgroups by engaging various stakeholders to identify and address challenges with implementing ECM and Community Supports benefits. Create project materials, agendas, and timelines to ensure consistent communication, accountability, and knowledge transfer throughout outreach and training processes. Track training deliverables, participation metrics, and post-training feedback to refine future outreach and education strategies.

San Francisco Health Plan – PHM Strategy Development
2023 – Present Project Manager, Chapman Consulting
Serve as the primary project manager for the development and implementation of San Francisco Health Plan’s PHM roadmap, a key strategic initiative required by DHCS. Manage project timelines, stakeholder convenings, and workgroup activities to support development of the PHM framework, clarify staff roles, and establish clear accountability.

Kaiser Permanente
2023 – 2024 Project Manager, Chapman Consulting
Managed execution of over 1,200 DHCS-mandated MOUs across 32 California counties, ensuring compliance with evolving state regulatory guidance. Managed stakeholder engagement strategy including the identification and coordination of contacts across multiple county agencies. Developed and maintained robust tracking tools for outreach and MOU progress to ensure transparency, accountability, and timely escalation of barriers to execution.

Mercer Government Human Services Consulting — Medicaid Rate-Setting Projects 2016 – 2022 Project Coordinator, Mercer
Supported actuarial consulting teams in managing Medicaid rate-setting projects for multiple state stakeholders, acting as the central point of coordination for deliverables, deadlines, and quality assurance. Facilitated communication across multidisciplinary teams of actuaries, policy consultants, and financial analysts to ensure timely handoffs and deliverable consistency.

EDUCATION
2024 Bachelor of Science, Business, Project Management, University of Phoenix, Phoenix, AZ 9 Healthy Camarillo Proposal – Chapman Consulting
Elizabeth Evenson – Sacramento, CA
Vice President | Proposed Role: Project Lead

SUMMARY OF QUALIFICATIONS
Health policy and regulatory aﬀairs professional with over 17 years of experience supporting local governments, special districts, and public agencies in the development and implementation of community health programs. Skilled in stakeholder engagement, multi-agency collaboration, and designing strategic plans that include implementation strategies, program launch timelines, staﬃng analysis, volunteer coordination, and program budgets. Experienced in developing governance structures and organizational hierarchies, and building sustainable programs through resource development, partnership and sponsorship strategies, and alignment across funding streams. Adept in creating evaluation frameworks that support annual reviews, track key metrics, and measure program impact to drive continuous improvement.

KEY PROJECT EXPERIENCE
Department of Health Care Services Collaborative Planning and Implementation Initiative 2023 – Present Project Lead, Chapman Consulting
Lead two DHCS-funded Collaborative Planning and Implementation Initiative workgroups, which include stakeholders such as county agencies, Medi-Cal managed care plans, hospitals, and community-based organizations, to identify challenges with implementing two Medi-Cal beneﬁts (ECM and Community Supports) approved through the state’s 1915(b) and 1115 waivers.

Establish the framework and support needed to implement major system transformation and change management eﬀorts .

California Association of Health Plans
2022 – 2025 Project Lead, Chapman Consulting
Managed the California Association of Health Plan’s (CAHP) Data Exchange Framework (DxF ) Educational Initiative grant oﬀered by the California Center for Data Insight and Innovation. Collaborated with CAHP and the Medi -Cal managed care plans to identify needs to support plans in signing the Data Sharing Agreement and developed an in- depth understanding of the regulatory requirements to support DxF implementation. Developed support resources to assist in meeting deliverables .

Orange County Health Care Agency
2020 – 2021 Project Support, Chapman Consulting
Supported the development of a three-year strategic plan across four departments (Mental Health & Recovery, Correctional Health, Public Health, and Medical Health Services). Facilitated cross -departmental planning, stakeholder engagement, and funding source assessments to support improved communication across departments within the Agency. during the transition to a remote work environment as required by the COVID-19 pandemic. Developed project plans, performance metrics, and presentations tailored to both executive leadership and frontline staﬀ.

Government Operations Agency
2021 Project Support, Chapman Consulting
Facilitated a stakeholder workgroup comprised of representatives from Government Operations Agency, Blue Shield of California (statewide vaccine distribution third-party administrator), the Department of Public Health, California Hospital Association, California Association of Public Hospitals, California State Association of Counties, County Local Health Jurisdictions, and more, to identify issues with COVID-19 vaccine distribution to local health jurisdictions, challenges documenting vaccine administration through the state’s vaccine registry (MyTurn), and the transition to a statewide vaccine delivery network.

Teliov
2019 – 2020 Project Support, Chapman Consulting
Facilitated focus group of Pharmacy Beneﬁt Managers (PBMs) on behalf of the California Department of Managed Health Care.

Recruited PBM participants, guided structured discussion, and drafted formal meeting summaries and recommendations to inform a legislative report on pharmaceutical cost transparency. Managed complex stakeholder dynamics and extracted actionable insights.

EDUCATION
2005 Bachelor of Arts, Government, Sacramento State University, Sacramento, CA 10 Healthy Camarillo Proposal – Chapman Consulting
Gretchen Schroeder, MPH – Davis, CA
Senior Director | Proposed Role: Project Lead

SUMMARY OF QUALIFICATIONS
Seasoned public health consultant with over 25 years of experience supporting local governments and public agencies in community health program development, implementation strategy, and sustainable programming. Deep expertise in stakeholder engagement, multi-agency collaboration, governance structure development, and resource development.

Experienced in designing program budgets, assessing cross -agency staffing needs, supporting program launches, and leading funding and partnership development to ensure long-term impact.

KEY PROJECT EXPERIENCE
Department of Health Care Services Collaborative Planning and Implementation Initiative 2023 – Present Project Lead, Chapman Consulting
Facilitate two DHCS-funded Collaborative Planning and Implementation Initiative workgroups by engaging stakeholders such as Medi-Cal managed care plans, community providers, and county divisions to identify and address challenges with implementing ECM and Community Supports benefits approved through the state’s 1915(b) and 1115 waivers.

California Department of Aging Behavioral Health Toolkits 2025 Project Lead, Chapman Consulting
Conducted key informant interviews of older adult providers to assess awareness of changes to the behavioral health funding streams and to inform components of the toolkits. The toolkits were designed to assist providers in creating opportunities to improve behavioral health care for older adults at the local level.

Sacramento’s Whole Person Care (WPC) Pilot
2018 – 2021 Director of Transformation, Transform Health Managed the City of Sacramento’s WPC Pilot. Partnering with Sacramento’s City Manager’s Office for decision making and guidance in serving the city’s most vulnerable, unhoused individuals. Convened the City, managed care providers, community providers, and Federally Qualified Health Centers to design, implement, and manage a new service approach. Developed several programs and events, ensuring effective messaging, and coordinating with various agencies to ensure success.

Developed detailed, multi-year WPC budgets and payment structures, adapting them over time to reflect evolving needs and funding opportunities. Developed and adapted contracts delineating City and community organization activities based on changing needs. Engaged a variety of local funders to generate resources required to create new programs.

Medi-Cal Administrative Activities (MAA) Program
2003 – 2018 MAA Consultant, HealthReach
Consulted with counties, school districts, and First 5 Commissions on the Medi -Cal Administrative Activities program, adapting state and federal technical assistance to suit each public agency and their local needs. Developed and provided trainings and engaged with local providers to assist them in drawing down additional Medi -Cal funds.

EDUCATION
2005 Master of Public Health in Health Policy and Management, University of California, Berkeley, Berkeley, CA 1995 Bachelor of Arts, International Studies, Concentration in International Development, American University, Washington, DC
11 Healthy Camarillo Proposal – Chapman Consulting
Heather Miau, MPA – Los Angeles, CA
Senior Policy Analyst| Proposed Role: Analyst

SUMMARY OF QUALIFICATIONS
Public health professional with experience supporting local governments and public agencies in behavioral health policy, program launch, and funding strategy development. Skilled in stakeholder engagement and multi -agency collaboration through the facilitation of workgroups. Experienced in developing resources including toolkits and learning agendas, synthesizing stakeholder feedback, and conducting program evaluations to inform continuous improvement. Adept at identifying funding gaps and sustainable financing strategies for local initiatives.

KEY PROJECT EXPERIENCE
California Department of Aging Behavioral Health Toolkits 2025 Project Manager & Analyst, Chapman Consulting
Developed a virtual resource toolkit that provides key details on Proposition 1 and its county -based funding structure in creating opportunities, at the local level, to improve behavioral health care for older adults. Compose d information and resources for stakeholders in all 58 California counties.

Local Health Plans of California Dual-Eligible Special Needs Plans (D-SNPs) Workgroups 2024 – Current Project Manager, Chapman Consulting
Managed the facilitation of a series of virtual and in-person workgroup meetings to support local health plans in California to launch D-SNPs. Assisted in the development of interactive peer-learning activities, agendas and session content based on member feedback, collected ongoing evaluation data to inform future programming, and co -authored biannual evaluation reports, identifying themes and findings from the workgroup.

The City of San Jose’s Dignity Moves Initiative
2024 Project Manager & Analyst, Chapman Consulting
Partnered with Dignity Moves, an emergency interim housing developer, to support the City of San Jose’s Emergency Interim Housing (EIH) program. Identified funding gaps and evaluated sustainable financing strategies for long -term operations by conducting environmental scans of local, state, and federal funding sources and synthesizing findings into a strategic funding landscape analysis. The analysis assessed one-time and ongoing opportunities, mapped funding streams to eligible EIH services, and identified technical assistance pathways for participating service providers.

EDUCATION
2023 Masters in Public Administration, University of Southern California, Los Angeles, CA 2020 Bachelor of Science, Environmental Science, minor in Conservation Biology, University of California, Los Angeles, Los Angeles, CA
12 Healthy Camarillo Proposal – Chapman Consulting
Ann Choi – Oakland, CA
Policy Consultant | Proposed Role: Analyst

SUMMARY OF QUALIFICATIONS
Health policy professional with over 10 years of experience supporting federal, state, and local public agencies in community health program development, implementation strategy, and sustainable programming. Extensive experience in stakeholder engagement, multi-agency collaboration, program evaluation, and governance structure development , including MOUs.

Demonstrated success in program budgeting and evaluation.

KEY PROJECT EXPERIENCE
Resources for Integrated Care
2022 – 2025 Contracting Officer Representative, Centers for Medicare & Medicaid Services (CMS) Managed production of technical assistance resources, including webinars, written tools and a public website, to assist healt h plans and providers in caring for individuals dually eligible for Medicare and Medicaid. Conducted needs analyses and special studies of policy issues related to barriers in providing equitable health care. Managed facilitation of communities of practice for providers and health plans to collaboratively problem solve challenges and share best practices. Oversaw program and contractor evaluations, including budget tracking, to ensure regulatory compliance and responsible government spending.

Financial Alignment Initiative (FAI) Demonstration
2022 – 2025 State Lead, CMS
Served as project lead coordinating cross-functional teams to integrate delivery and payment of Medicare and Medicaid programs with the aim of improving care, quality, and cost. Identified and analyzed operational issues inhibiting integration.

Developed and maintain strategic stakeholder engagement with state and federal government officials, advocacy groups, and trade organizations to enhance regulatory compliance and service delivery. Evaluated performance of health plans participating in the FAI demonstration. Supported development of, and evaluated, State Medicaid Agency Contracts.

Department of Health and Human Services (HHS) Disaster Recovery Deployments 2018 – 2022 HHS Disaster Recovery Volunteer, CMS
Coordinated delivery of HHS’ responses to local communities recovering from various disasters. Developed networks of federal, state, and local stakeholders to collaboratively address a variety of public health issues. Adapted Children and Youth Task F orce in Disasters framework for various communities.

Peace Corps, Cambodia
2014 – 2016 Community Health Education Volunteer, Peace Corps Applied for and implemented eight USAID grant funded public health projects focused on WASH, nutrition, and youth empowerment in rural Cambodia. Leveraged relationships with international NGOs, government organizations, and village leaders to develop, manage, and evaluate program metrics, ensuring program sustainability. Developed and managed program budgets.

EDUCATION
2014 Bachelor of Arts, Social Welfare and Legal Studies, minor in Public Policy, University of California, Berkeley, Berkeley, CA
13 Healthy Camarillo Proposal – Chapman Consulting
Samantha Pellón, MPH – Sacramento, CA
Vice President | Proposed Role: SME

SUMMARY OF QUALIFICATIONS
Public health leader with over 17 years of experience supporting community -based health initiatives through strategic planning, cross-sector collaboration, and program implementation. Adept at engaging diverse stakeholders , from health systems and provider groups to county agencies and community partners —to inform the design and launch of high-impact initiatives.

Demonstrated success leading large-scale, multi-agency projects that strengthen local systems of care, clarify governance roles, and improve coordination through stakeholder-driven planning and actionable MOUs. Brings deep experience guiding organizational assessments, staffing strategies, and community engagement frameworks that advance sustainable programs.

Skilled in aligning operational goals with measurable outcomes, tracking progress through robust evaluation structures, and supporting long-term funding strategies through grantmaking, partnership development, and interagency alignment.

KEY PROJECT EXPERIENCE
Kaiser Permanente
2023 – 2025 Project Lead, Chapman Consulting
Led stakeholder engagement strategy across 32 counties to support coordination between Kaiser Permanente and local government partners and the execution of state-required MOU agreements. Designed implementation and outreach plans to build collaborative relationships with county health departments, facilitating shared service models and cross -agency planning.

Served as content lead for local referral and data-sharing agreements, clarifying roles, responsibilities, and workflows between systems. Supported governance development and program launch efforts to improve coordination of community- based services and sustainable care pathways.

San Francisco Health Plan – PHM Strategy Development
2023 – Present Project Co-Lead, Chapman Consulting
Co-led development of a multi-phase PHM roadmap, including strategic planning, staffing assessment, and program implementation aligned with regulatory benchmarks. Facilitated a stakeholder workgroup to improve care experience and health equity, coordinating discussions across provider systems to identify shared priorities and operational improvements.

Supported development of program evaluation frameworks using KPIs and feedback loops to guide ongoing quality and access improvements. Collaborated with internal teams and external partners to embed PHM principles, improve system integration, and build cross-functional alignment.

ACEs Aware Initiative
2019 – 2021 Director of Medicaid Policies and Programs, Aurrera Health Group Designed and launched a $45 million statewide grant program to support trauma -informed care and expand screening in community settings. Established and facilitated a cross-sector Advisory Committee to inform initiative strategy, target metrics, and implementation milestones. Developed governance structures, meeting protocols, and engagement processes to ensure diverse stakeholder input and transparent decision-making. Oversaw program design, impact measurement strategy, and technical assistance to support community health program development, staffing needs, and sustainable implementation practices.

EDUCATION
2014 Master of Public Health, University of California, Berkeley, CA 2006 Bachelor of Arts, Dual Degree in Psychology and Legal Studies, Claremont McKenna College, Claremont, CA 14 Healthy Camarillo Proposal – Chapman Consulting
Amelia Murphy, MPH, MBA – Washington, DC
Director of Business Development | Proposed Role: SME

SUMMARY OF QUALIFICATIONS
Amelia is an accomplished health policy and managed care strategist with extensive experience leading projects focused on stakeholder engagement, long-term services and supports (LTSS), and health equity. At ATI Advisory, she managed complex projects, including a $1 million Robert Wood Johnson Foundation initiative , that involved convening stakeholders through interviews and focus groups, synthesizing qualitative and survey data, and delivering actionable insights to federal clients such as CMS. Amelia provides expertise in conducting environmental scans and policy analyses by assessing state and federal Medicare and Medicaid regulations, developing content to guide health plans and state governments, and drafting policy comment letters. She has effectively led business development efforts by designing and managing RFP responses, guiding D - SNP Model of Care development, and creating strategic communications to support client engagement. Amelia’s background also includes facilitating data-driven technical assistance workshops, creating journey maps for both processes and individuals, and advancing health advocacy through targeted communications and outreach efforts.

KEY PROJECT EXPERIENCE
Stakeholder Engagement for Robert Wood Johnson Foundation 2022 – 2024 Project Lead, ATI Advisory
Led the coordination of three national expert roundtables on health equity in LTSS, managing participant recruitment, logistic s, and the development of discussion guides and presentation materials. Following each session, s ynthesized stakeholder input into a comprehensive final report identifying cross-cutting themes and recommending policy actions. Partnered with community-based organizations to design and facilitate six focus groups involving LTSS beneficiaries from diverse racial, ethnic, and linguistic backgrounds. She developed and refined discussion protocols, tracked qualitative themes, and integrated findings into a policy report.

Survey Analysis for CMS Program
2024 – 2025 Project Lead, ATI Advisory
Led the analysis of more than 300 survey responses collected from the CMS’ Guiding an Improved Dementia Experience (GUIDE) model participants. Her analysis focused on health equity planning components and was presented to CMS leadership to shape future technical assistance resources and model design strategies. This work demonst rates her capacity to manage complex federal datasets and translate findings into programmatic recommendations.

Older Adults Needs Analysis for Lutheran Services in America 2021 – 2022 Analyst, ATI Advisory
Conducted interviews with older adults and caregivers in rural areas and analyzed over 500 data points, along with companion survey results, to identify barriers to care and community-specific needs.

Workshop Facilitation for Area Agencies on Aging
2020 – 2021 Analyst, Maryland Department of Aging
Facilitated technical assistance workshops for 19 local Area Agencies on Aging to improve statewide data collection for Older Americans Act health programs. Analyzed semi-annual program report data and communicated insights to local departments, which contributed to successful grant application efforts. Her work involved organizing stakeholder engagement sessions and synthesizing findings to improve program implementation.

EDUCATION
2022 Master of Public Health, Master of Business Administration, John Hopkins University, Baltimore, MD 2013 Bachelor of Arts, Psychology and Italian Studies, Smith College, Northampton, MA 15 Healthy Camarillo Proposal – Chapman Consulting
Emily Querry – Denver, Colorado
Executive Assistant | Proposed Role: Scheduling Support

SUMMARY OF QUALIFICATIONS
Detail-oriented and proactive Executive Assistant with over 10 years of experience supporting senior leadership across corporate, nonprofit, and government-adjacent settings. Skilled in complex calendar and travel management, cross -agency coordination, and preparing high-quality reports and presentations. Brings a strong foundation in event planning, travel coordination, and internal communications, alongside hands -on volunteer experience addressing social isolation, women’s wellness, and health equity. Adept at navigating fast-paced, multi-partner initiatives with discretion, professionalism, and a commitment to mission-driven outcomes.

KEY PROJECT EXPERIENCE
Stakeholder Engagement Scheduling
2025 – Present Executive Assistant, Chapman Consulting Manage scheduling and communications for project meetings and public board presentations, ensuring timely delivery of workplans, stakeholder engagement materials, and contract deliverables. Assist in outreach coordination by maintaining stakeholder contact lists, tracking community input, and organizing logistics for town halls, interviews, focus groups, and public health events.

Complex Scheduling for Executives
2022 – 2025 Executive Assistant, Western Union
Provided seamless administrative support to multiple senior leaders across health -focused projects, including complex calendar and meeting management with public sector and nonprofit partners. Coordinated logistics for cross -organizational meetings, planning stakeholder events, and arranging travel for in-person events. Maintained regular, high-level communication across internal teams and external stakeholders, ensuring project milestones and deadlines are met.

Volunteer Community Engagement
2019 – 2025 Volunteer Staff, Friends of the Elderly
Alleviated social isolation among older adults through consistent companionship, coordinated outings, and one -on-one support, fostering emotional well-being and community connection. Built trusted relationships with older adults , serving as dependable advocates and friends to enhance quality of life and promote dignity and inclusion.

EDUCATION
2021 Bachelor of Arts, Criminal Justice, Aurora University, Aurora, IL 16 Healthy Camarillo Proposal – Chapman Consulting
Nicole K. Evans – Sacramento, CA
NKE Strategies President and CEO | Proposed Role: Communications Lead

SUMMARY OF QUALIFICATIONS
Strategic communications executive with 25+ years of experience developing strategic outreach plans to raise public awareness of key initiatives, with an emphasis on health care communications. Proven record of developing and executing high- impact culturally responsive and accessible campaigns that shape public perception and drive policy outcomes. Known for building strategic communications functions from the ground up and leading senior -level engagements across public and private sectors.

KEY PROJECT EXPERIENCE
CalAssist Mortgage Fund
2025 – Present Director of Outreach and Engagement, NKE Strategies Developed, designed, and launched a highly targeted and strategic communications campaign designed to raise awareness of a new state program offering assistance to homeowners who survived a California natural disaster. Using multi-channel communications, conduct culturally appropriate outreach targeting diverse communities that were impacted by disasters .

Through the website, paid media, local media, social media and community partnerships, delivering impactful messages that drive action. As a new state program, developed program name and brand identity that represents the program focus and purpose.

Local Health Plans of California
2018 – Present Public Affairs Firm of Record, NKE Strategies Strategic advisor and communications lead for an association of locally based Medi -Cal managed care health plans. Work with state and local media outlets on health policy issues that impact communities, with an emphasis on engaging and lifting up the health care safety net. Notably developed a year-long campaign highlighting local health plan support for community investment, spotlighting how local plans address unique local needs. The project culminated with a final report, project branding, development on a website, design of materials and promotion of the report.

California Mortgage Relief Program
2021 – Present Marketing and Outreach Director, NKE Strategies Led a multifaceted, culturally responsive outreach campaign across various communication channels that reached homeowners facing financial hardship due to the COVID-19 pandemic. Designed, planned, and launched paid ad campaigns, hosted numerous high level press events, announced multiple program expansions, and crafted impactful strategic messaging for numerous target audiences across the state.

California Health and Human Services Agency
2003 – 2006 Assistant Secretary for External Communications Responsible for strategic communications supporting the largest state Health and Human Services Agency in the U.S., including communications oversight of 11 state departments including health, mental health, community services, etc. Oversaw state public education and awareness campaigns, including anti-tobacco campaigns, and managed crisis communications. Served as the public spokesperson for the agency.

First 5 California
1999 – 2003 Communications Director, First 5 California Collaboratively launched a $40 million/year multicultural communications program which aligns with the First 5 initiative established to improve health, education and the development of children from prenatal stages to age 5. Oversaw all paid and earned media, grassroots outreach, and educational material development. Managed large media budgets and various teams of contractors ensuring overall consistency.

EDUCATION
1993 Bachelor of Arts, Communications, Journalism, and Related Programs, California State University of Fresno, CA
17 Healthy Camarillo Proposal – Chapman Consulting
Eloina Rogers, Sacramento, CA
NKE Strategies, Consultant | Proposed Role: Communications Coordinator

SUMMARY OF QUALIFICATIONS
Website design and digital communications professional with a strong track record of creating user -centered websites for public sector and mission-driven programs. Experienced in developing brand-aligned visual designs, intuitive navigation, and content management workflows that support collaboration. Skilled in supporting multilingual content and coordinating with developers to test and launch iterative improvements. Brings a strategic eye to digital engagement, ensuring each site not only meets technical requirements but also advances broader outreach and communications goals.

KEY PROJECT EXPERIENCE
CalAssist Mortgage Fund, CalHFA
March 2025 – Present Program Manager, NKE Strategies
As a manager on the Outreach and Engagement team for a statewide disaster relief program, supported the development and execution of a comprehensive brand identity package. Responsibilities included designing the program website with ADA compliance, mobile responsiveness, and user-friendly navigation in mind. Created the program logo and developed a detailed brand guide with style guidelines and usage protocols to ensure consistency across all communications. Contributed to the implementation of an integrated marketing strategy across social media, search engine marketing, traditional media, and community-based channels. Prepared outreach materials for community events, coordinated a high visibility press conference featuring high-profile speakers, and collaborated with community and legislative organizations to expand program reach.

Worked closely with the development team to ensure website content accuracy, functionality, and alignment with program goals. Played a key role in establishing a content management process to maintain and update the site while preserving brand consistency. This work supported the creation of interactive features and a sustainable maintenance plan for ongoing digital presence and engagement.

Local Health Plans of California (LHPC)
2023 – Present Consultant, NKE Strategies
Designed and developed a website to showcase LHPC’s Community Investment initiative. Created a clean, user-friendly layout aligned with the organization’s mission, ensured ADA compliance and mobile responsiveness, and established a scalable content management approach for ongoing updates.

California Mortgage Relief Program, CalHFA
2021 – Present Outreach and Engagement Manager, OsaaS LLC Contributed to the execution of a statewide, culturally inclusive outreach initiative aimed at informing homeowners experiencing financial hardship during COVID-19. Led the design and iterative development of the program website, managed content updates and multilingual translations, and collaborated with developers to ensure each rollout met accessibility, usability, and programmatic goals. Oversaw day-to-day management of the program’s social media presence and supported the deployment of paid digital campaigns. Handled legislative inquiries and supported coordination efforts for press events and public announcements. This work helped ensure the website remained a reliable, user-centered hub for program information as messaging and eligibility expanded throughout the pandemic.

Secretary of State
2020 – 2021 Quality Assurance and Project Management Support, OsaaS LLC Performed quality assurance testing to verify that the new system met established requirements and functionality standards.

Also provided project management support throughout the system development process.

EDUCATION
2011 Bachelor of Science, Business Administration, Sacramento State University, Sacramento, CA 18 Healthy Camarillo Proposal – Chapman Consulting

4. Scope of Work
In alignment with the Scope of Work, our proposal is structured around five interconnected tasks: Task 1: Initial Development Phase, Task 2: Planning for Program Launch, Task 3: Creating the Staffing and Volunteer Infrastructure, Task 4: Planning for Long-Term Sustainability, and Task 5: Project Management, which will support and guide the implementation of all preceding tasks . We propose the following phased approach to effectively execute these tasks .

Task 1: Initial Development Phase – Chapman will approach the Initial Development Phase with a flexible framework to assess the current landscape of needs in the Camarillo community through data analysis, strategic stakeholder engagement, and inclusive community input. We will start by reviewing the 2022 and 2025 Ventura County Community Health Needs Assessment s (CHNA).

Building on this health landscape review, we will design and execute a multi-pronged stakeholder engagement approach organized around the top needs areas outlined in the 2022 Ventura County Community Health Needs Assessment and supported by other data sources and qualitative findings which may include, but is not limited to, mental health and substance use , prevention of chronic conditions, and advancing equitable access to healthcare. We will outline this approach in a Stakeholder Engagement Framework and Plan, which will be reviewed by the City, CHCD, and PVRPD. We will also share initial plans with additional necessary groups , such as the Steering Committee, to ensure we incorporate local needs into this process. The plan will include a strategy for accessible town halls, targeted listening sessions with priority populations, and digital engagement tools to maximize reach. We will develop and facilitate two inclusive community input sessions and help co -design a Healthy Camarillo Advisory Council structure that reflects broad community representation and includes transparent selection criteria, term limits, and operational norms. Our engagement process will be rooted in principles of co-creation and cultural responsiveness to ensure that residents are not only heard but empowered to shape the Healthy Camarillo public health programming.

Another key part of this initial development phase is creating a strategic communications plan for the Healthy Camarillo init iative.

Based on our initial assessment of the partnership dynamics between the three agencies and the diverse community demographi cs within Camarillo, we will develop a comprehensive communications strategy that aligns with the initiative's priorities and go als of establishing meaningful community engagement, building lasting partnerships with residents and local organizations, and p romoting equitable access to health resources and programming. This effort requires a multi -faceted communications campaign that operates at both the citywide level and within specific neighborhoods and cultural communities. To develop the strongest possible messaging and visual identity, we recommend including stakeholder input on messaging and design through the stakeholder engagement process to assess how different populations view health initiatives and their impact. This approach allows us to gauge com munity knowledge levels around health topics and meet people where they are by identifying with trusted messengers within each community segment, ensuring we develop messaging and visual branding that effectively addresses community perspectives, resonates with their values, and ensures broad acceptance across all demographic groups. Our marketing plan will focus on increasing public understanding and participation in Healthy Camarillo programs, garnering favorable community support and me dia coverage, mobilizing key community stakeholders to advocate for expanded health initiatives, and ensuring that messaging reaches all demographic groups through culturally responsive and accessible communication channels that have been tested and refined through direct community feedback.

The comprehensive website development plan represents a critical component of the digital infrastructure needed to support the Healthy Camarillo initiative's long-term sustainability and community engagement goals. We will create a plan for a robust online platform that serves as the central hub for community health resources, program information, and interactive engagement opportunities while maintaining consistent branding across all three partner organizations. During the stakeholder engagement process, we will present mockups and materials to ensure the online platform meets community needs and preferences, ensuring we meet people where they are. This digital presence will feature intuitive navigation designed for diverse user needs, mobil e responsiveness to accommodate varying access preferences, and full accessibility compliance to ensure equitable access for all community members. The selected content management system will empower staff from all three agencies to collaboratively maintain and update content while preserving messaging consistency, supported by a comprehensive maintenance plan that includes regular updates, security protocols, and sustainable cost projections to ensure long -term operational success.

Task Description Key Staff Hours
Task 1.A Health Review 55
Review existing materials Review the 2022 and 2025 Ventura County Community Health Needs Assessments to verify data relevance and identify any significant updates and trends.

Project Lead,
Analyst
5 Conduct interviews with key
representatives
Identify 5-10* key representatives from the City, CHCD, and PVRPD.

Draft interview guide and schedule interviews. Assess needs and existing assets for Healthy Camarillo initiative. Include NKE Strategies as needed to inform marketing and communications efforts.

Project Lead,
Analyst,
Scheduling
Support
30 19
Healthy Camarillo Proposal – Chapman Consulting
Task Description Key Staff Hours
*Hours estimate is based on 5 interviews.

Summarize key themes from
stakeholder interviews to share
with City staff
Share a qualitative summary of key themes with City to provide real- time information on process outcomes.

Project Lead 5
Create Stakeholder Map to
inform the Community Input
Sessions
To support the design process, conduct stakeholder mapping by identifying key demographic groups and trusted community partners to support outreach and engagement.

Project Lead,
Analyst
15 Deliverable: Summary of Key Themes from Stakeholder Interviews Task 1.B: Stakeholder Engagement (Travel time is not reflected in the estimated hours.) 160 Host and facilitate two
Community Input Sessions (one
virtual, one in-person)
For each session, work with the City to identify and secure accessible venues (in-person) and platforms (virtual), ensuring ADA compliance and language accessibility. Draft session materials, feedback forms, and facilitation prompts/run-of-shows across formats to ensure alignment.

Goals of the sessions would be as follows:

First community input session:
• Introduce ourselves to the community, and socialize the initiative. • Surface any Camarillo City-specific nuances that may not have been o
utlined in the CHNA. Identify if anything has shifted since the 2025 CHNA work and if there are any additional perspectives to consider. • Test early communications messaging.
• Gather early input on the Healthy Camarillo program development (e.g. signature events).

Second community input session:
• Further test communications messaging with audiences. • Clarify signature events needs and preferences.
• Identify best way to reach community members, especially thos e w
ho cannot do in-person or even virtual.

Project
Director,
Project Lead,
Analyst,
Scheduling
Support,
Comms Lead,
Comms
Coordinator
110
(60 for
in-
person
session
and 50
for
virtual)
Develop Stakeholder
Engagement Framework and
Plan
Draft initial plan, which will include both online and in -person participation pathways. Review plan with City staff.

Project Lead,
Analyst, SME
30 Develop Healthy Camarillo
Advisory Council
Develop a charter, define selection application criteria and process, define meeting cadence, identify roles, responsibilities, and term length, develop conflict of interest/disclosure form.

Project Lead,
Analyst
20 Deliverable: Stakeholder Engagement Framework and Plan (with two community input sessions) and Healthy Camarillo Advisory Council Framework and Plan
Task 1.C: Marketing and Communications 120
Develop Comprehensive Brand
Identity Package
Create message platform, visual identity elements (brand, logo), a usage protocol for when to use the visual elements, and a style guide.

Comms Lead,
Comms
Coordinator
40 Develop Integrated Marketing
Strategy
Assess the partnership dynamics between the three agencies and community demographics. Gather stakeholder input on messaging and design. Develop key messages and marketing targets across digital and traditional media channels.

Comms Lead,
Comms
Coordinator
80 Deliverable: Brand Identity and Marketing Plan
Task 1.D: Website Development and Digital Presence 90
Plan website design and
development
Conduct key stakeholder interviews to define audience needs and desired functionality. Design a user interface with a focus on intuitive navigation and mobile-first responsiveness. Ensure content Comms Lead,
Comms
Coordinator
70 20
Healthy Camarillo Proposal – Chapman Consulting
Task Description Key Staff Hours
management system can be maintained by staff from the City, CHCD, and PVRPD.

Create maintenance plan Document hosting and technical infrastructure needs, security protocols, and cost projections.

Comms Lead,
Comms
Coordinator
20 Task 2: Program Launch Planning – Chapman will develop a comprehensive plan to successfully launch Healthy Camarillo, using input from the City, CHCD, and PVRPD, as well as community input , to balance visibility, impact, and access. Our planning will be guided by local data, the 2022 Ventura County Needs Assessment findings, and community input gathered during the Initial Development Phase, ensuring alignment with the community’s expressed priorities. In collaboration with the City, CHCD, and PVRPD, we will co-design programs and events such as health fairs, behavioral health workshops, physical activity sessions, and nutrition series that reflect community priorities and leverage existing local infrastructure and partnerships. We will align with the City staff and key stakeholders at a signature event designed to galvanize community support and underscore the initiative’s commitment to whole-person health. To ensure effective implementation, we will build detailed operational plans that integrate resource mapping, staffing capacity assessments, and realistic timelines. We will also develop evaluation framework to track key impact measures such as attendance rates, demographic variation in participation, level of satisfaction, long-term impact on budget, and any possible county health outcomes, such as chronic disease prevalence, vaccination rates, and substance use rates .

Task Description Key Staff Hours
Task 2: Program Launch Planning 70
Develop Program Launch Plan Coordinate with the City, CHCD, and PVRPD to decide on format of signature event and other programming. Include the following in the Program Launch Plan: timeline, budget, partnership needs, and staffing allocation.

Project Lead,
Analyst
20 Deliverable: Program Launch Plan with framework for signature events Task 3: Staffing and Volunteer Infrastructure Building – We will conduct a cross-agency staffing analysis that identifies the full spectrum of personnel needs required to support Healthy Camarillo’s programming , fiscal priorities, and operations, beginning with a review of current workforce capacity across the City, CHCD, and PVRPD. Next, we will determine the staffing needs based on the Program Launch Plan and its outlined activities and events, as well as the Governance Structure Plan. We will conduct a staffing gap analysis to determine any remaining staffing needs across program coordination, administrative operations, technical support, and volunteer engagement. The resulting staffing recommendations will outline clearly defined roles, identify resource-sharing opportunities across the agencies, and take into consideration the full fiscal and operational picture , which may include a potential hiring plan.

In parallel, we will design a comprehensive volunteer management framework that enables Healthy Camarillo to tap into local energy and commitment while maintaining high standards of quality and coordination. This will include targeted recruitment strategies that reflect the community’s diversity, accessible training modules that prepare volunteers for both frontline and behind- the-scenes roles, and recognition mechanisms that foster long -term engagement. We will also develop shared scheduling, communication, and data protocols to streamline coordination across agencies. Our goal is to build a staffing and volunteer infrastructure that is efficient, cost-effective, scalable, and rooted in the strengths of the Camarillo community.

Project Lead,
Analyst
25 Develop Recommendations Create recommendations for a staffing model based on the gap analysis . Project Director,
Project Lead,
Analyst
10 Deliverable: Staffing Analysis and Recommendations
Task 3.B: Volunteer Management Framework (Optional Additional Task) 25 Develop analysis Assess the demographics of Camarillo and what organizations and networks already exist to foster volunteer relationships Project Lead,
Analyst
15 Develop Recommendations Create recommendations for a volunteer management framework based on input from the community and the City, CHCD, and PVRPD Project
Director,
10 21
Healthy Camarillo Proposal – Chapman Consulting
Task Description Key Staff Hours
Project Lead,
Analyst
Deliverable: Volunteer Analysis and Recommendations
Task 4: Long-term Development Strategy – Our approach to long-term sustainability begins with designing a robust governance framework that enables clear roles, effective decision-making, and shared accountability across the City, CHCD, and PVRPD. We will co-develop an enhanced Memorandum of Understanding (MOU) that articulates each agency’s evolving responsibilities, transparent resource allocation methods, and formal conflict resolution protocols. This will be accompanied by a tiered organizational structure with defined leadership roles, standardized reporting requirements, and coordinated communication channels to ensure seamless collaboration and operational efficiency across all levels of the initiative.

To ensure long-term financial sustainability, we will design a diversified funding strategy that expands on the partnership plan to incorporate processes for grant applications, corporate sponsorship, community fundraising, and fee-based service exploration, supported by detailed five-year budget projections.

To drive continuous improvement, we will implement a comprehensive evaluation framework that tracks program performance through both quantitative and qualitative indicators (such as health outcomes, participation rates, digital engagement, community feedback and satisfaction, key partner insights). The plan will also outline an adaptive annual review and decision-making process for program changes in response to emerging public health trends, demographic shifts, and evolving resource availability. Together, these components will position Healthy Camarillo for strategic growth, operational sustainability, and enduring community imp act.

Task Description Key Staff Hours
Task 4.A. Governance Structure Development 50
Draft MOU framework Define governance structure, which includes roles, decision-making processes, resource allocation, accountability measures, and conflict resolution plans. Review with the City, CHCD, and PVRPD.

Analyst 5
Develop Partnership
Development Plan
Build on list of potential partners to include outreach tactics and partnership agreements.

Project Lead,
Analyst
10 Develop Budget Projections With input from key City staff, develop five-year budget projections for full program costs across staffing, communications, events, technology, and ongoing evaluation.

Project
Director,
Project Lead,
Analyst
20 Deliverable: Funding Strategy and Budget Projections Task 4.D. Program Evolution and Adaptation 50
Determine program
performance metrics and KPIs
Identify key metrics to track program evolution (such as health outcomes, participation rates, community feedback and satisfaction, etc.).

Project Lead,
Analyst
20 Develop Program Evaluation
Plan
Draft a comprehensive evaluation framework that incorporates both quantitative and qualitative evaluation metrics and the annual review process.

Project Lead,
Analyst
20 22
Healthy Camarillo Proposal – Chapman Consulting
Task Description Key Staff Hours
Deliverables: Annual Review Report Template and Program Evaluation Plan Task 5: Ongoing Project Management – To ensure strong coordination, accountability, and momentum throughout the Healthy Camarillo initiative, we will implement a disciplined, transparent project management approach anchored in regular communication and aligned decision-making. We will begin with a comprehensive kickoff meeting to confirm key stakeholders and reviewers from the City, CHCD, and PVRPD, and review the project timeline, milestones, and roles. Bi -weekly meetings with program leads will provide consistent status updates, preview draft deliverables, and allow for real -time input and course correction. Our team will manage all logistics, including preparing agendas in advance and circulating clear action items following each meeting. We wi ll attend and present at quarterly Steering Committee meetings to share and gather feedback on major components such as the Stakeholder Engagement Framework, Program Launch Plan, Governance Structure, and Evaluation Plan. In addition, we will coordinate and deliver tailored presentations to the Camarillo City Council, CHCD Boa rd, and PVRPD Board at key project milestones to ensure alignment and transparency. Our team will manage the scheduling and facilitation of all stakeholder interviews and will conduct a Mid-Year Status Check to evaluate progress and recalibrate as needed, ensuring Healthy Camarillo stays on track and responsive to stakeholder and community needs. We will also allow at least ten business days for review of each larger task to ensure enough time for input.

Full team 10
Bi-weekly virtual meetings with
staff program leads from the
City, CHCD, and PVRPD
Provide status updates and preview deliverables as needed.

Opportunity for ongoing feedback.

Project Lead,
PM, Analyst
35 Quarterly meetings with
Steering Committee (2 in-
person and 2 virtual), with two
people in attendance
Present/share the following:
• Stakeholder Engagement Framework and Plan
• Program Launch Plan
• Governance Structure Plan
• Evaluation Plan
Project
Director,
Project Lead,
Analyst
32 One presentation each to:

Camarillo City Council (in-
person), CHCD Board of
Directors (virtual), and PVRPD
Board of Directors (virtual),
with two people in attendance
Develop a PowerPoint presentation summarizing progress. Present this Mid-Project Update to each governing body. Incorporate the Program Launch Plan and tailor to each agency.
• CHCD and PVRPD would be invited to attend the in-person City C
ouncil meeting if they would like, but we would also provide separate virtual presentation for direct feedback.

Project
Director,
Project Lead,
Analyst
10 One presentation each to:

Camarillo City Council (in-
person), CHCD Board of
Directors (virtual), and PVRPD
Board of Directors (virtual),
with two people in attendance
Develop a PowerPoint presentation summarizing outcomes of the project, with a focus on the Long-term Development Strategy. Tailor and present to each agency.
• CHCD and PVRPD would be invited to attend the in-person City C
ouncil meeting if they would like, but we would also provide separate virtual presentation for direct feedback.

Project
Director,
Project Lead,
Analyst
10 Mid-Year Status Check Check in with the City, CHCD, and PVRPD on project expectations, any feedback, and plan for the second half of the project.

Project
Director,
Project Lead,
PM
5 Finalize Comprehensive
Strategic Work Plan
Package final products from Tasks 1-4 into a Comprehensive Strategic Work Plan.

Project
Director,
Project Lead,
PM, Analyst
40 Deliverables: Presentation of Mid-Project Update Presentation of Long-term Development Strategy, Meeting materials (agendas, action items, updates, etc.), and Comprehensive Strategic Work Plan 23 Healthy Camarillo Proposal – Chapman Consulting
Project Timeline
Deliverable Nov 2025 – Jan 2026 Feb 2026 – Apr 2026 May 2026 – July 2026 Aug 2026 – Oct 2026 Task 1: Initial Development Phase
Summary of Key Themes
from Stakeholder
Interviews

Stakeholder
Engagement Framework
and Plan

Two community input
sessions  
Advisory Council
Framework and Plan 
Brand Identity and
Marketing Plan 
Task 2: Program Launch Planning
Program Launch Plan
with framework for
signature events

Task 3: Staffing and Volunteer Infrastructure Building
Staffing Analysis and
Recommendations 
Volunteer Analysis and
Recommendations 
Task 4: Long-term Development Strategy
Governance Structure
Plan and Memorandum
of Understanding

Partnership
Development Plan 
Funding Strategy and
Budget Projections 
Annual Review Report
Template 
Program Evaluation Plan 
Task 5: Ongoing Project Management
Bi-weekly meetings with
staff program leads from
the City, CHCD, and
PVRPD
   
Quarterly meetings with
Steering Committee    
Presentation of Mid-
Project Update 
Presentation on Long-
term Development
Strategy

Comprehensive Strategic
Work Plan 
24 Healthy Camarillo Proposal – Chapman Consulting

5. Cost Proposal
Athena Chapman, MPP
President
Cha
pman Consulting, LLC
1133 Los Robles Street
Davis, CA 95618
+1 (650) 273 3947
[email protected]
www.chapmanconsult.com
Da
te: July 25, 2025
Subject: Cost Proposal – The Healthy Camarillo Initiative RFP Chapman Consulting, LLC (Chapman) is pleased to submit the enclosed cost proposal in response to the City of Camarillo’s RFP for the Healthy Camarillo Initiative. This estimate reflects the staffing levels and level of effort we believe are appropriate to meet the goals of the project, based on the scope outlined in our proposal.

This proposal includes travel for up to five (5) in-person meetings, with two-three Chapman team members attending each, one based locally and two traveling by air. Chapman will invoice travel expenses separately, in accordance with federal GSA per d iem and mileage reimbursement rates. To control costs, travel time will be billed at 50% of the staff member’s hourly rate and capped at two (2) hours per person per meeting, with no travel time for the LA-based staff member. Travel-related costs are not included in the task-based labor estimates in this proposal and will be billed separately as incurred. The total number of meetings will be flexible based on actual project needs, with the understanding that billing will reflect only the meetings and travel time actually incurred.

If project needs to expand materially, for example, if the City requests additional deliverables, meetings, or community enga gement efforts—we will collaborate to define the expanded scope and provide a revised cost estimate prior to initiating the additio nal work.

Cost of Services – By Task
Task Estimated Hours Total Cost

1. Initial Planning 425.00 $87,672.50

2. Planning for Program Launch 70.00 $13,355.00

3. Staffing Infrastructure 35.00 $7,320.00
Optional Task 3.B: Volunteer Management Framework 25.00 $5,267.50

4. Long-Term Sustainability Planning 145.00 $31,055.00

5. Project Management 177.00 $37,831.25
Total Including Optional Task 877.00 $182,501.25
Total WITHOUT Optional Task 852.00 $177,233.75
Note: The cost estimates provided in the table above reflect labor only and do not include travel-related costs. Travel expenses for in-person meetings, up to five (5) throughout the project and will be invoiced separately in accordance with federal GSA per diem rates, with travel time billed at 50% of each staff member’s hourly rate (not to exceed two (2) hours per traveler per meeting).

Hourly Rates – By Classification
Role Hourly Rate
Project Director $250.00
Project Manager $200.00
Project Lead $225.00
Analyst $190.00
Subject Matter Expert (SME) $225.00
Communications Lead $225.00
Communications Coordinator $190.00
Scheduling Assistant $100.00
25 Healthy Camarillo Proposal – Chapman Consulting
A
dditional Work: Additional work outside the defined scope will be billed at a reduced hourly rate (5 –10% discount) from standard rates, in recognition of our commitment to a long-term partnership with the City.

We appreciate the opportunity to support this important initiative and look forward to the potential for collaboration.

Sincerely,
A
thena Chapman
President, Chapman Consulting
[email protected]
+1 (650) 273 3947

Healthy Camarillo Proposal – Chapman Consulting
6 . I
nsurance Documentation
Chapman’s insurance documentation begins on the following page. At this stage in the procurement process, we have not added a subrogation waiver to our insurance policies, as it would not be reasonable to incur the additional cost prior to contract ex ecution.

We have, in good faith, provided Certificates of Insurance naming the City of Camarillo as an additional insured, demonstrating our intent to comply with all insurance requirements upon award. Should we be selected for contract award, we will promptly update our policies to include the required waiver of subrogation and provide updated documentation.

Camarillo City CouncilMarch 25, 2026

Camarillo City Council
March 25, 2026