OCOTOBER 10, 2025
City of Camarillo
PROPOSAL FOR CITY-WIDE ORGANIZATIONAL ASSESSMENT AND
PERFORMANCE MEASUREMENT DEVELOPMENT SERVICES
Colleen Rozillis, Principal
Annie Rose Favreau, Director
Jessie Lenhardt, Senior Manager
Cover Letter
Dear City of Camarillo Selection Committee,
Baker Tilly is pleased to submit our proposal to provide city-wide organizational assessment and performance measurement development services for the City of Camarillo (City).
We understand the City is seeking a qualified consultant with the resources, expertise, experience, and knowledge required to conduct a comprehensive organizational assessment and develop a citywide performance measurement framework. The scope of work is defined within the RFP; however, if additional needs are identified through the course of this engagement, we will collaborate with the City to develop an updated scope and present the update for approval by the City. We’re confident that Baker Tilly offers the team, capabilities, approach, and level of dedicated service that will meet or exceed your expectations for the following reasons:
The right experience. Unlike many of our competitors, Baker Tilly has a dedicated team that performs performance reviews and other similar evaluative projects year-round, resulting in an experienced team that can bring best practices and project efficiencies to the City.
Our firm has experience across all facets of local government and program evaluation services are a core competency of our government services practice. Our dedicated local government consulting team is formally trained in and has completed engagements in accordance with Generally Accepted Government Auditing Standards (GAGAS), which demonstrates the rigorous quality of our work. We collaborate with our clients to establish mutually understood objectives, review findings, verify facts, test the practicality of recommendations, and deliver reports that are considerate of the environment in which our public sector clients operate. Our services typically encompass a wide range of activities focused on reducing risks, strengthening controls and compliance, and enhancing performance.
Quality of service you’ll receive. We do more than just the technical task at hand. We focus on how we can deliver the greatest value by collaborating with you to help strengthen your ability to serve your community. We draw on best practices to develop solutions that are practical, achievable, and affordable, and we deliver results in a manner sensitive to the public service environment in which our clients operate.
Colleen Rozillis, principal, is authorized to bind Baker Tilly contractually and is signed below. Jessie Lenhardt, senior manager, will be the primary contact for this proposal and engagement. Jessie is signed below, and her contact information is included below her signature. Annie Rose Favreau will provide quality assurance over the engagement.
We commit to making the City a long-term and extremely satisfied client of Baker Tilly. Our personal promise to you is to ensure that you receive the best service Baker Tilly is capable of providing.
Sincerely,
Colleen Rozillis
Principal
+1 (206) 302 6795
[email protected]
Annie Rose Favreau
Director
+1 (206) 302 6326
[email protected]
Jessie Lenhardt
Senior Manager
+1 (503) 478 2222
[email protected]
Contents
Cover Letter 2
Firm qualifications 4
Relevant experience and references 6
Proposed project team 9
Project understanding and approach 10
Value for fees 16
Appendix A: Resumes 17
Appendix B: Exceptions 23
The information provided here is of a general nature and is not intended to address the specific circumstances of any individual or entity. In specific circumstances, the services of a professional should be sought.
Baker Tilly US, LLP and Baker Tilly Advisory Group, LP and its subsidiary entities provide professional services through an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable laws, regulations and professional standards. Baker Tilly US, LLP is a licensed independent CPA firm that provides attest services to clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and business advisory services to their clients. Baker Tilly Advisory Group, LP and its subsidiary entities are not licensed CPA firms.
Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, are independent members of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity, and each describes itself as such. Baker Tilly Advisory Group, LP and Baker Tilly US, LLP are not Baker Tilly International’s agent and do not have the authority to bind Baker Tilly International or act on Baker Tilly International’s behalf. None of Baker Tilly International, Baker Tilly Advisory Group, LP, Baker Tilly US, LLP nor any of the other member firms of Baker Tilly International has any liability for each other’s acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited.
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Firm qualifications
Firm history and organization structure
Since our founding, we’ve grown organically as well as through strategic combinations, expanding to encompass 75 different business combinations united under one calling: to deliver high-quality accounting and advisory services to our clients. We’ve augmented our scope across industries, services and areas of expertise to better serve our clients. And we’ve expanded our reach from coast to coast and around the globe.
Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, operate under an alternative practice structure and are members of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. Baker Tilly US, LLP, an Illinois limited liability partnership, is a licensed CPA firm that provides assurance services to its clients. Baker Tilly Advisory Group, LP, a Delaware limited partnership, and its subsidiary entities provide tax and consulting services to their clients and are not licensed CPA firms.
Primary office location
Our primary office location for this engagement will be our Woodland Hills, California office located at 21700 Oxnard St, Suite 300, Woodland Hills, California 91367.
Baker Tilly consulting at a glance
Our reputation for quality is well-documented. As a leading advisory, tax and assurance firm, we were named a “Leader in Consulting” by Accounting Today. Below are key facts about our consulting practice, including the depth of resources that stand ready to support the City’s project team:
Delivering specialized expertise to our public sector clients State and local government is a complex, unique
environment shaped by fiscal, regulatory and operational considerations not found in other industries/sectors.
Recognizing this complexity and eager to serve as a true valued advisor to the public sector, Baker Tilly formalized its dedicated public sector specialization more than 50 years ago. Today, nearly 350 Baker Tilly professionals
— including more than 30 principals — focus directly on serving governments and provide hundreds of thousands of client service hours annually to organizations like the City.
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Nationwide, our public sector practice serves more than 3,500 state and local governmental entities, including municipalities, counties, school districts, utilities, transit organizations, airports and special authorities. Several of these client groups are now served by dedicated specialists in distinct sub- practices.
Investing our resources in California
It’s the best of both worlds. The City will have a responsive, accessible engagement team year-round while gaining access to resources that span the nation and the globe.
California's population is the largest in the United States and growing, with the fifth-largest economy in the world, boasting a diverse range of sectors and businesses. We’re proud to be growing right alongside you. For Baker Tilly, expanding client relationships, a burgeoning local presence and an understanding of your state’s unique markets are escalating our growth in the Golden State.
Baker Tilly has more than 2,700 professionals across 23 California locations here for you. For the City, that means exceptional service from a local team passionate about protecting and enhancing your value and standing ready to draw on our broad national resources as your goals or needs evolve.
Serving governmental entities
Baker Tilly will bring the City deep experience serving governments across the nation. The following is a representative list of our California public sector clients.
REPRESENTATIVE LIST OF OUR CALIFORNIA PUBLIC SECTOR CLIENTS • Alameda County
• Bakersfield
• Benecia
• Berkeley
• Chino Hills
• Chula Vista
• Corona
• Cosumnes Community
Services District
• Culver City
• Cupertino
• Fresno
• Fullerton
• Glendale
• Laguna Beach
• Laguna Niguel
• Lodi
• Los Angeles
• Menlo Park
• Monterey County
• Modesto
• Newport Beach
• North Coast County Water
District
• Pacifica
• Palo Alto
• Pasadena
• Paso Robles
• Redlands
• Redondo Beach
• Riverside
• Roseville
• San Francisco
• San Joaquin County
• San Jose
• San Mateo County
• Santa Clara City
• Santa Clara County
• Santa Cruz Water
Department
• Santa Monica
• Santa Rosa
• Signal Hill
• Stockton
• Sutter County
• Town of Loomis
• Ukiah
• Union Sanitary District
• Vacaville
• Vallejo
• West Sacramento
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Relevant experience and references
We’ve been a leader in organizational assessments for over 30 years and perform 20 to 30 assessments for public sector agencies each year.
Organizational assessment and performance management
Our consulting team has successfully completed numerous organizational reviews for state, city, and county agencies, including workload evaluations, staffing assessments, management and operational reviews, and stakeholder engagement. We bring deep familiarity with city service delivery models and understand the unique challenges of balancing limited resources with complex community demands. Based on our understanding of your objectives, we believe our targeted experience in the following areas positions us well to support the City of Camarillo:
Organizational assessment and optimization
Organizational assessments are a powerful tool to improve performance, enhance operations, and strengthen an organization’s ability to achieve its goals. By conducting a systematic and comprehensive evaluation of an organization’s people, processes, and systems (including structure, internal procedures, workplace culture, stakeholder needs, and performance) we help our clients make the organizational changes necessary for sustained success. Our consultants approach services by combining extensive industry expertise with a unique blend of behavioral skills, addressing both the art and science of leadership and organizational change. We help our clients improve organizational effectiveness, unlocking the potential of their people, increasing workplace satisfaction, and achieving better performance results.
By carefully analyzing our client’s organizational structure, staff roles and responsibilities, workforce allocation, and reporting lines, as well as the processes that support them, we identify areas for improvement and recommend adjustments that enhance overall efficiency and effectiveness. By understanding the dynamics between organizational components, such as leadership, culture, decision-making processes, and employee competencies, we provide actionable insights that drive organizational improvement. Through these tailored analyses, we empower our clients to make informed decisions about workforce planning, resource allocation, and organizational design. The result is an organization that is better aligned with its mission, more responsive to external challenges, and equipped to deliver superior performance.
Performance management and tracking with Envisio
In recent years, we have seen the development of robust, moderately priced, cloud-based technology tools to facilitate performance management and results tracking and reporting processes. These tools enable a more rapid, effective, and sustainable approach to managing and improving organizational performance.
Among the leading providers of strategy and performance management software in the local government market today is Envisio. The performance data analytics, performance evaluation, and reporting functionality supports critical performance management needs, including alignment of the performance goals with financial plans; aggregation and visualization of results data; organizational and community dashboards to drive transparency; management of employee performance; and performance benchmarking.
Baker Tilly has a strategic partnership with Envisio. We offer value-added services in designing performance dashboards and reporting tools to help the City track and monitor progress toward performance goals across various initiatives.
Examples may include your annual budget, capital improvement plan, economic development plan, federal and state funding, and others. Should the City be interested in exploring such capabilities, either now or later in the performance management process, we can arrange a product demonstration and provide costing for the City's consideration.
Performance measurement and reporting
Our performance measurement services are designed to develop meaningful, actionable metrics that align with the City’s strategic goals, departmental functions, and service delivery outcomes. We use a structured and collaborative approach to design performance frameworks that include logic models, key performance indicators (KPIs), and clear ownership
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structures across departments. In alignment with the RFP requirements, we develop comprehensive measure sets, spanning input, output, outcome, impact, and process metrics, and deliver a KPI inventory that includes a crosswalk of systems, data sources, and responsible owners. Our team brings expertise in public sector performance management, data governance, and strategic alignment to ensure the framework is both practical and sustainable, enabling continuous improvement and enhanced accountability at all levels of the organization. We also develop performance metrics to enhance accountability, transparency, and performance-based budgeting. Performance metrics typically incorporate the identification of efficiency and effectiveness measures, alignment with strategic goals, and development of performance dashboards for use by decision makers. Results can be utilized to inform strategic plans, policy development, performance audits, and budgets.
The following are excerpts from our workbooks, guides, and templates that will be included in this engagement and provided to the City for ongoing performance measurement management:
KPI Toolkit: What are Logic Models?
An easy way to “read” a logic model and the connections between its components is with a series of “if and then” statements.
Managers in charge of activity then develop two measures related to the elements in the Results Statement:
1. Output = The number of things delivered to customers in this period
2. Outcome = The performance that specific customers want from the product of service For example, a Result Statement for an IT Help Desk Chat program read: The purpose of the IT Help Desk Chat program is to provide quick and efficient solutions for low-level IT need to City employees, so they can experience reduced downtimes and improved customer service. The related IT Help Desk Chat program measures include:
1. Output: The number of issues resolved through the Chat function
2. Outcome: Employees experience reduced downtimes and improved customer service It’s okay if it’s not clear how you might realistically measure an output or outcome (that process will happen at the next step when you choose you KPIs). For now, focus on the big picture output and outcomes your team is working to achieve.
Activity: Connecting outputs to outcomes
Activity: KPI implementation planning
References
Some client engagements below were completed under Moss Adams before the Moss Adams-Baker Tilly merger in June of 2025. Each will give you an authentic perspective as you consider your own needs.
Our firm policy does not allow us to release information regarding contract values for our clients without permission. We can provide this information upon request, pending confirmation from the client that they approve sharing these details.
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CITY OF SALEM
2021 ORGANIZATION ALIGNMENT AND PERFORMANCE FRAMEWORK
Name Courtney Knox-Busch Title Chief Strategy Officer
Phone +1 (503) 540 2426 Email [email protected]
Project Description: Following a citywide organizational assessment, we led the City through an organizational alignment initiative focused on strengthening executive structure and improving cross-departmental coherence. This included aligning City Manager direct reports with best practices, balancing executive responsibilities, and introducing deputy city manager roles to create leadership capacity. We also worked to better align the organizational structure with key result areas, ensuring that departmental functions and reporting relationships supported strategic goals and improved collaboration across the organization.
Following the organizational alignment, we developed and launched a citywide performance measurement framework to operationalize strategic outcomes. We supported the City in selecting Strategic KPIs, outlining roles and responsibilities, choosing appropriate reporting methods, and establishing an annual performance cycle. Implementation activities for 2020–2021 were defined, including training on performance roles, developing a data dictionary, creating reporting templates, and initiating data collection for the Annual Community Report. These efforts laid the groundwork for a sustainable performance management system that promotes accountability, transparency, and continuous improvement.
TOWN OF LOOMIS
2025 ORGANIZATION STRUCTURE AND STAFFING ASSESSMENT
Name Wes Heathcock Title Town Manager
Phone +1 (916) 652 1840 Email [email protected]
Project Description: We were engaged by the Town to provide a comprehensive organizational structure and staffing review, focusing on its six departments: Engineering, Public Works, Planning, Finance, Library, and Administration. We assessed operations, organizational frameworks, and staffing levels through close collaboration with staff, aiming to identify the most efficient service delivery methods. The review addressed key questions regarding organizational structure, job descriptions, personnel capabilities, and staffing adequacy, with recommendations based on best practices and evidence-based operational strategies to enhance efficiency and service quality for the Town’s citizens.
CITY OF BAKERSFIELD
2024 CITYWIDE KPI CONSULTING
Name Juan M. Heredia Title Assistant to the City Manager Phone +1 (661) 852 7027 Email [email protected] Project Description: For the 2024 budget development cycle, the City undertook a comprehensive project to evaluate and enhance its Key Performance Indicators (KPIs) with the goal of improving their relevance, measurability, and effectiveness in communicating the impact of the City’s work. The project involved a thorough review of existing KPIs across departments, stakeholder engagement to align metrics with strategic priorities, and the development of updated KPIs that better reflect operational performance and community outcomes. Emphasis was placed on ensuring that each KPI was clearly defined, actionable, and aligned with best practices in performance management.
As a result of this initiative, the City now has a refreshed KPI framework that supports greater transparency, informed decision-making, and more meaningful performance reporting across the organization. The results are published throughout the City’s recent budget document which can be viewed here: Link to budget document.
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Proposed project team
We assemble the right team with the right experience to serve you year after year and take you further than anyone thought possible.
Working with the right team of professionals makes all the difference to your engagement. The team members we’ve thoughtfully selected to serve your specific needs have years of experience working with governments. But more than that, you’ll find they bring diverse perspectives focused on helping. Your Baker Tilly team will personally engage with your team and bring a new level of energy and enterprise to your engagement.
Colleen Rozillis, principal, will serve as the team’s engagement principal and oversee all deliverables for the City. Annie Rose, director, will serve as the quality assurance reviewer to ensure that the City is satisfied with the work throughout the duration of the engagement. Jessie Lenhardt, senior manager, will serve as the project manager, the City’s primary lead for the services we provide and will be responsible for the services being completed on time, and within budget. This experienced team will also be joined by Annie Fadely, manager, as the team’s lead analyst and Claire Kasinadhuni, senior, as well as Shelby Smeenge, senior, as support analysts. Project team roles are summarized in the following table, and resumes for the project leaders are located in the appendix of this proposal which describe our team’s individual qualifications, certifications, and relevant experience.
We will not be utilizing subcontractors for this engagement.
NAME AND TITLE ROLE
Colleen Rozillis, PMP, Principal Engagement Principal
Annie Rose Favreau, Director Quality Assurance
Jessie Lenhardt, PMP, Senior Manager Project Manager
Annie Fadely, Manager Lead Analyst
Claire Kasinadhuni, Senior Analyst
Shelby Smeenge, Senior Analyst
Drawing upon our broad array of municipal government experts In addition to our experienced engagement team, we are able to draw upon the deep wealth of expertise provided by our personnel with extensive prior careers in municipal government. This is a strategic talent differentiator for Baker Tilly and a valuable asset to our public sector clients.
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Project understanding and approach
Project understanding
We understand that the City is seeking a qualified firm to complete a comprehensive organizational assessment and development of a citywide performance measurement framework, then support training and implementation. The desire for this project stems from the City’s commitment to provide effective services that are aligned with community priorities and applied effectively and efficiently.
The City has proposed a five-phase approach including: organizational assessment and current state analysis; stakeholder engagement and performance insight gathering; framework development and performance measures design; implementation planning, training, and capacity building; and evaluation and refinement. Our proposed approach maps the requested phases to our tested audit-based approach.
This approach has proven to optimize staff time, ensure assessment and performance measurement information is integrated, and that there is sufficient review by the City. All objectives and deliverables have been accounted for in the following workplan.
Project approach
Phase 1:
Start-Up and Ongoing Project Management
This phase ensures a structured project launch, effective coordination, and seamless delivery by establishing project protocols and ensuring alignment with leadership.
1.1 Kickoff meeting
Baker Tilly will begin the engagement by meeting with you and your project team to discuss the details of the project approach and execution. During this initial meeting, we will confirm deliverables and due dates to ensure the project is completed on time and within budget and that our proposed scope of work is aligned precisely to meet your goals.
1.2 Document and data request
We will provide a document and data request prior to this meeting and will review any material that is provided in advance. This will likely include departmental staffing structures, administrative/operational policies and procedures, service level agreements, communication plans, strategic or business plans, prior department or organizational studies, employee turnover data, performance metrics and workload data, among other items.
1.3 Project management
We’ll conduct rigorous project management activities for the duration of the engagement. These activities will include coordinating with the core project team, working through issues and solving problems, monitoring progress against the approved work plan, and submitting progress reports. At the requested cadence, we will provide the project team with project reports that detail the status of work, upcoming activities, and anticipated deliverable dates. For this type of work, we recommend bi-weekly updates.
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1.4 Quality assurance
We believe it’s important to recognize the need for quality by providing excellent client service and engagement oversight. All deliverables receive a quality assurance review before submittal to the City.
Phase 1
Deliverables
• Kick off call
• Finalized workplan and timeline
• Document request
• Interview list
Phase 2:
Fact Finding
Fact finding activities are designed to gather quantitative and qualitative information to build a comprehensive understanding of your internal operations, functional alignment, staffing efficiency, resource allocation, and current performance measurement practices.
2.1 Review documents and data
We’ll review and analyze the City’s documents and data, including strategic and operating plans, organizational charts, departmental budgets, staffing lists, job descriptions, workload and service demand data, internal process documentation, technology systems inventories, reporting and performance measure documents and data, and existing contracts for services.
2.2 Conduct interviews
Interviews are at the heart of fact finding. It’s through interviews that we gather strategic insights into what’s working well, and where there are issues across the organization that will inform our current state assessment, development of recommendations, and readiness for change. We will hold up to 15 confidential interviews, with City staff.
2.3 Administer employee survey
In addition to interviews, our fact-finding process may include a confidential online survey to gain input from employees across the City. The online survey enables us to cost-effectively reach a broader audience within the City and gain additional insights from department-specific leaders on a) organizational structure and reporting relationships, b) roles and responsibilities among teams, c) communication and culture, d) workload data, and e) opportunities to increase efficiency. We will discuss this option with City leadership to determine the best way to engage a broad group of employees in the assessment process.
2.4 Process and System Mapping
For this engagement, we propose to conduct a comprehensive process inventory of critical processes per function. Based on our understanding of the City this would include 10 questionnaires.
This practice will detail the major processes performed per function, the process owner, systems used, dependencies on other functions, and any reliance on a third-party vendor. We will also ask whether each process has associated documentation. As a deliverable, the City will have, a completed inventory of its processes and dependencies on systems, other functions, and vendors. We propose conducting one informational session to describe the purpose and how to complete the questionnaire before distribution to department leaders. The questionnaire will be distributed via Excel for completion.
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2.5 Facilitate work sessions
We will facilitate up to 10 workshops to surface cross-departmental insights and priority performance areas, identify key performance drivers and barriers to operational efficiency, and review the process inventory to fill-in any gaps or missing information
2.6 Prepare preliminary observations
We’ll document our preliminary observations, including commendations, opportunities for improvement, evaluation of the internal capacity, and change readiness. Opportunities for improvement will be organized by area of focus and relate to the organizational development as defined by City leadership and staff.
2.7 Present preliminary observations
We’ll present preliminary observations to the City. The fact-finding phase of work gives the entire project team an opportunity to scan a wide breadth of issues.
The purpose of sharing preliminary observations is to avoid surprises by giving the City a chance to preview findings and verify facts to make sure the basis for each observation is accurate and valid.
Observations will form the basis for analysis of opportunities for improvement.
Phase 2
Deliverables
• Preliminary observations
• Process inventory
Phase 3:
Analysis
Analysis moves the engagement from observation into assessment, determining the significance of issues and how best to address them.
3.1 Assess operational efficiency
Based on observations, we’ll evaluate each functional area and position for opportunities for improvement. Our assessment will be forward-looking to help the City to better align its people, processes, systems, and culture with the needs of the community, identify potential cost savings, and to position the City to attain its strategic objectives.
3.2 Identify best practices through benchmarking
We’ll leverage peer benchmarking to provide comparative data on organization and team structures. We will work with the City to identify five to eight peers based on geographic relevance, services delivered, and operational metrics such as the number of staff and operating budget. We’ll reach out to peers to gather firsthand insights about their organizational structures, staffing models, communication practices, and processes. Incorporating this feedback with the rest of our observations enhances our ability to provide innovative, effective, value-added solutions to the City.
3.3 Best practices review
Review performance frameworks from peer and high-performing municipalities to identify effective metrics, measurement categories, and strategies for aligning KPIs with strategic goals and service delivery outcomes.
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3.4 Perform gap and alternatives analysis
We’ll identify differences between current City practices and appropriate peer and best practices to define gaps that should be addressed. The gap analysis will focus on opportunities to align organizational structures, improve efficiency and effectiveness, and evaluate processes over time. Opportunities for improvement will build on strengths and address weaknesses. For each major opportunity for improvement, we’ll conduct an alternative analysis in an abbreviated cost-benefit format. The results will directly feed into our recommendations.
3.5 Prepare draft findings and recommendations
Based on our analysis, we’ll update observations and prepare recommendations for the organizational assessment. Observations and recommendations will be organized by area of focus and will include, but may not be limited to: organization structure, efficacy of communication channels, opportunities to enhance efficiency, effectiveness, and service to the community. Our recommendations will leverage existing strengths and include sufficient detail to support implementation. Wherever possible, we will include samples and templates to support success.
3.6 Prepare draft performance measurement framework
We’ll create a preliminary framework that includes a citywide logic model and proposed performance measures (input, output, outcome, impact, and process), ensuring alignment with the City's strategic priorities and departmental functions.
3.7 Present draft observations and recommendations
Draft organizational assessment will be presented to City leadership for fact validation and assessment of the practicality of recommendations.
The draft performance framework will be circulated to each department for review and validation of the practicality of each performance measure.
Phase 3
Deliverables
• Draft organizational assessment report
• Draft performance measurement framework per division
• Draft report and framework review presentation
Phase 4:
Reporting
The final phase covers the production of deliverables, including draft and final documents as well as development of training materials and implementation planning.
4.1 Prepare draft report and implementation plan
We will draft a thorough report that outlines all findings, analyses, and practical recommendations. This report will feature a suggested new organizational chart and a step-by-step implementation plan with a defined timeline and success metrics. The draft report will provide sufficient detail to ensure it can stand on its own and will encompass the following:
• Executive summary
• Commendations (what is working well)
• Observations and recommendations
• Study objectives, scope, and methodology
• Implementation plan, including schedule and estimated fiscal impact as well as change management strategies
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4.2 Finalize performance framework, KPI inventory
Refine and finalize the citywide performance measurement framework and logic models, including department- and division-specific performance measure sets and a comprehensive KPI inventory with a crosswalk of data systems, sources, and ownership responsibilities.
4.3 KPI toolkit
In addition to a finalized performance measurement framework we will provide the City with a comprehensive KPI toolkit. The toolkit will strengthen the City’s data-driven culture, enabling ongoing management of its KPIs. The toolkit will include:
• Facilitators' guide including definitions of outputs, outcomes, logic models, and the methodology for developing and updating the City’s KPI inventory, managing data, and tracking and communicating progress.
• Activity workbook
• Data template
• Dashboard template (as needed)
4.4 Submit final report
Based on your feedback, we’ll revise the draft report and submit our final report.
4.5 Present final report
We’ll present the final report and prepare a presentation to City leadership and facilitate these briefings.
Phase 4
Deliverables
• Draft and final organizational assessment reports
• Final report presentation
• KPI toolkit with templates
Phase 5:
Training and Implementation
The training and implementation phase focuses on equipping staff with the tools, knowledge, and support needed to effectively adopt the performance measurement framework through a phased rollout, standardized reporting practices, and scalable solutions that ensure long-term sustainability. • Develop phased implementation rollout plan – Outline a step-by-step strategy for deploying the performance framework across departments, including timelines, priorities, and resource needs. • Develop staff training materials – Produce user-friendly materials to support staff understanding and application of performance measures, reporting tools, and data processes. • Develop communication plan – Design a communications strategy to manage stakeholder expectations, share progress updates, and build organizational buy-in throughout implementation. • Deliver training sessions for staff – We will host 2-3, 90-minute, in-person training sessions with staff on interpreting and applying performance data in decision-making, with practical guidance tailored to different roles and departments.
• Monitoring and evaluation. Change of this nature can take significant time and effort to adapt to new processes, measures, reporting, and data management. We recommended scheduling a series of brief pulse surveys, issued monthly to check on the overall status of implementation and surface
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major issues or barriers. The results of the surveys should be monitored and major issues addressed.
We then recommend conducting a comprehensive review session one year after implementation to identify any lessons learned and opportunities for improvement or refinement. As part of this scope, we will work with the City to develop the pulse survey and schedule distributions. The KPI toolkit provided will be the comprehensive guide for review and evaluation after one year.
If desired, we are prepared to administer the survey and conduct the review session, however that cost is not included in this scope.
Phase 5
Deliverables
• Implementation plan
• Communication plan
• Training sessions
• Pulse survey template
Project timeline
Combined projects typically take approximately seven to eight months to complete from project start-up to delivery of the final plan. The overall timing will depend on the availability of key City personnel and the general timing of this work in relation to other relevant work impacting the organization. Should we be awarded this work, we are available to begin work shortly after contract execution.
PHASE MONTH
1 MONTH
2 MONTH
3 MONTH
4 MONTH
5 MONTH
6 MONTH
7 MONTH
8 1. START-UP
2. FACT FIND.
3. ANALYSIS
4. REPORTING
5. IMPLEMEN.
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Value for fees
Sharing our transparent fee estimate
For our clients, it’s about more than the dollars you pay at the end of the day; it’s about value. You’ll get solid and timely deliverables. But more than that, the experience you’ll have working with forward- thinking, industry-specialized professionals who work side by side with you to explore new possibilities is where you’ll see the value. Our professional fees will be billed monthly based on the amount of work completed, plus expenses. We are committed to fees that are fair and commensurate with the experience and level of service described in this proposal.
Based on our initial understanding of your needs, we estimate the total cost to be $79,485.
Service Description Amount
Phase 1: Start-up and Ongoing Management $4,350
Phase 2: Fact Finding $22,050
Phase 3: Analysis $16,950
Phase 4: Reporting $17,450
Phase 5: Training and Implementation $14,900
Travel Fees (not to exceed 5% of total project fees) $3,785 Total Cost (not to exceed) $79,485
Hourly rates by staffing level
Our standard hourly rates range from $300 to $655, however, we have provided the following discounted hourly rates for the City, which include all overhead costs.
STAFF LEVEL HOURLY RATE
Principal $400
Director $350
Senior Manager $350
Manager $300
Senior $250
Staff $200
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Appendix A: Resumes
0BColleen Rozillis, PMP, Principal
Professional Experience
Colleen has over 20 years of experience providing strategic guidance to a diverse range of clients. She helps organizations enhance their operations and culture, improve strategic leadership and planning, reduce risk, and cultivate more effective governance. She works collaboratively with clients to understand their goals, objectives, and define organizational and programmatic changes to better equip and position them to achieve those goals.
Colleen leads the firm’s Strategy & Operations Consulting Practice, overseeing strategic and management consulting, environmental, social, and governance (ESG) consulting, and public sector internal and performance auditing. She serves as the consulting leader for the firm's Public Sector, Not-for-Profit, and Tribal industry group, and as the firm’s Government National Practice leader.
Her extensive government background spans planning, policy, and financial analysis for local and state agencies in Alaska, Arizona, California, Colorado, Hawaii, Michigan, Montana, Nevada, Ohio, Oregon, Pennsylvania, Texas, Utah, and Washington. She also managed the Performance Reporting Branch of the Washington State DOT and authored their 2011–2015 Strategic Plan.
Colleen has provided similar conulting services to clients including City of Abilene, City of Glendale, City of Salem, City of Stockton, Concordia University, County of Maui, Lake Stevens Sewer District, Orange County, Santa Clara Valley Water District, Seattle Public Schools, SOAR Oregon, Sound Transit, and the states of Oregon and Utah.
Professional Affiliations and Certifications
• Immediate Past Chair, Board of Trustees, Humanities Washington • Member, Society for Corporate Governance
• Member, Project Management Institute
• Member, International City & County Management Association • Member, Institute of Internal Auditors
• Member, Association of Local Government Auditors
• Project Management Professional (PMP)
Education
• MS, public policy and management, Carnegie Mellon University • BA, English and political science, University of Michigan • Diversity and Inclusion Certificate, Cornell University
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1BAnnie Rose Favreau, Director
Professional Experience
Annie Rose helps mission-driven organizations increase their impact. With a focus on organizational development, her areas of expertise include strategic planning, governance consulting, organizational assessments, performance measurement development, and leadership facilitation.
Annie Rose has extensive experience bringing practical insights and clear solutions for complex problems to an array of clients in the public and social sectors—including local, state, and tribal governments, not-for-profit organizations, foundations, and higher education institutions.
Her recent municipal clients include City of Bakersfield, City of Corona, City of Cupertino, City of Glendale, City of Santa Monica, City of Stockton, City of Salem, County of Chelan, County of Maui, Curry County, and Klamath County.
Professional Affiliations and Certifications
• Member, Institute of Internal Auditors (IIA)
• Member, International City and County Manager’s Association (ICMA) • Facilitator Training Intensive Certification, Center for Equity and Inclusion • Certificate of Nonprofit Board Consulting, BoardSource Education
• MPA, Daniel J. Evans School of Public Policy and Governance, University of Washington
• BA, French and English literature, Seattle University
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2BJessie Lenhardt, PMP, Senior Manager
Professional Experience
Jessie specializes helping clients in both the public and private sectors reach their organizational development goals. Her experience includes strategic planning, succession planning, process enhancement, evaluations of organizational and operational efficiency, compensation benchmarking, and assessments of structure and staffing. Jessie's approach is grounded in a deep understanding of the dynamics that shape effective organizations and she brings a unique blend of strategic thinking and operational acumen to each engagement.
Jessie is dedicated to advancing organizational development strategies that that align with broader organizational goals. She has a keen ability for identifying areas that need improvement and she excels at implementing targeted interventions that boost efficiency, stimulate innovation, and elevate overall organizational effectiveness. Jessie has garnered an outstanding reputation for her collaborative approach, integrity, and solution-oriented mindset. She consistently drives tangible and sustainable improvements within the organizations she serves.
Jessie works with clients in both the public and private sector, and across several industries including state, local, and tribal governments, construction, not-for-profit, higher education, health care, and technology.
Jessie’s recent municipal clients include City of Bakersfield, City of Cupertino, City of Glendale, City of North Las Vegas, City of Salem, City of Santa Monica, City of Stockton, County of Orange, Douglas County, and Klamath County.
Professional Affiliations
• Member, Project Management Institute
• Member, International Financial Reporting Standards Foundation • Member, International City & County Management Association • Member, Association of Local Government Auditors
Professional Certifications
• Project Management Professional (PMP)
Education
• MA, organizational leadership, Gonzaga University
• BA, art history, University of Oregon
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3BAnnie Fadely, Manager
Professional Experience
Annie works with public sector and values-driven organizations on projects that improve organizational health, maximize resources, and align operations with strategic goals. Her expertise includes assessing functional alignment, staffing levels, risk exposure, and operational efficiency; performance auditing; identifying process improvements; group facilitation and stakeholder engagement; strategic planning; and change management. Annie takes a collaborative, transparent, and detail-oriented approach to each project.
Prior to joining Baker Tilly, Annie held roles in economic policy and political campaign consulting.
Annie has recently provided operational reviews and organizational assessment services to clients including the City of Duvall, City of Salem, City of Cupertino, City of Stockton, City of Modesto, City of Bakersfield, Orange County)
Annie has recently provided performance auditing services to clients including Santa Clara Valley Water, Orange County, and the City of Stockton.
Professional Affiliations and Certifications
• Member, International City and County Management Association (ICMA) • Member, Association of Local Government Auditors (ALGA) • Member, Institute of Internal Auditors (IIA)
• Certified Change Practitioner (ProSci)
Education
• MPA, Daniel J. Evans School of Public Policy and Governance, University of Washington
• BA, international studies, University of Washington
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4BClaire Kasinadhuni, Senior
Professional Experience
Claire has been providing consulting and analytical services since 2020. Her experience includes statistical data analysis, research, literature reviews, and strategy support. She has also been involved in program analysis, the development and implementation of system updates, as well as vulnerability assessments.
Claire’s recent clients include Makah Tribe, Tahoe Forest Hospital District, City of Santa Monica, City of Glendale, Lane County, Delaware Office of Defense Services, Oregon Public Defense Commission, Washington State Bar Association, and State of Utah.
Professional Affiliations and Certifications
• Member, International City and County Management Association (ICMA) • Member, Association of Local Government Auditors (ALGA) • Member, Institute of Internal Auditors (IIA)
• Certificate of Applied Policy and Governance, Sacramento State Capital Fellows Program
Education
• BA, environmental studies, University of Washington
• MA, public administration, University of Washington
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5BShelby Smeenge, Senior
Professional Experience
Shelby is passionate about bringing people together and synthesizing information through data analysis and research. Her passion for data analytics began during her undergraduate studies in Geographic Information Systems (GIS) and Geospatial Studies, where she developed a strong foundation in leveraging spatial data to drive insightful decision-making. She has a proven track record in project management, fostering collaborative environments, and strategic decision-making. Committed to improving social impact and enhancing human experiences, she focuses on strategic planning, simplifying processes, and innovative problem-solving. Shelby has deep expertise in facilitating productive discussions and leading cross-functional teams toward consensus and implementation.
Her experience includes leading key strategic priorities, facilitating teams in identifying challenges, and implementing projects to advance client's objectives. She excels in streamlining business operations for increased efficiency and effectiveness, coordinating project plans, and managing work groups.
Shelby’s current clients include, City of Cupertino, City of Modesto, City of Salem, City of Santa Fe, Ontario International Airport Authority, Spokane Regional Health District, State of Utah, Taramack Center, and Wake County Professional Certifications
• Foundations in Design Thinking, IDEO U 2022
Education
• MA, social anthropology, Goldsmiths, University of London • BA, geography, Carthage College
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Appendix B: Exceptions
This Proposal is contingent upon completion of the Baker Tilly new client acceptance process and execution of a mutually acceptable contract. With regard to the RFP terms and Professional Services Agreement (PSA) Baker Tilly, suggests the following:
(i) clarifying acceptance criteria (PSA §2.7 pg. 16);
(ii) clarifying City ownership of final deliverables and Baker Tilly ownership (and retention) of intellectual property, working papers and general skills and know-how (PSA §9 pg. 19); (iii) focusing and clarifying any indemnification provisions (PSA §10.3 pg. 19 and §16 pg. 22); (iv) access and audits focused on information pertaining to fees and expenses charged and access shall not include facilities or systems housing confidential information of Baker Tilly or Baker Tilly’ other clients (PSA §11 pg. 20);
(v) addressing mutual limitation of liability and no third-party beneficiaries (PSA §19 pg. 23); (vi) clarifying procedures upon termination (PSA §20 pg. 24); (vii) clarifying insurance requirements to comport with existing policies, including providing for confidentiality of insurance structure (including deductibles, retention levels, and declaration pages), notification only goes to primary insured, additional insureds are added via blanket endorsement on commercial general liability and auto (Exhibit C pg. 29); (viii) addressing Data Privacy and Security (New)
(ix) addressing Alternative Practice Structure (New)
We have successfully signed services agreements with thousands of clients and we commit to working in good faith to successfully negotiate a mutually agreeable contract on a timely basis should we be awarded this work.