Gilroy City Council
April 6, 2026

underrepresented, and why—using data, policy,
pricing, and service delivery lenses together.

We will map recreation participation and service
utilization against community demographics and
geographic distribution to identify disparities related to income, age, race and ethnicity, language,
ability, transportation access, digital access, and
proximity to facilities. This analysis will highlight
where structural barriers—such as cost, location,
scheduling, language access, or awareness—may
limit participation.

Equity findings will be integrated directly with the
Cost Recovery and Resource Allocation Policy,
allowing the City to assess how pricing, scholarships,
and fee assistance programs support or constrain
access for socioeconomically challenged populations.

BerryDunn will evaluate whether current equity
tools are aligned with community need and whether
they are implemented consistently across service
categories.

Recommendations will focus on practical, scalable
strategies to expand access, such as targeted
outreach, language access improvements, mobile or
pop-up programming, place-based service delivery,
and targeted pilot initiatives designed to reach
underrepresented populations. The emphasis will be
on embedding equity into everyday decision-making
rather than treating it as a standalone program.

8.2 Partnerships, Sponsorships, and Volunteer
Programs. BerryDunn will inventory and assess
existing partnerships, memoranda of understanding
(MOUs), shared-use agreements, sponsorships,
and volunteer programs, including relationships
with schools, libraries, nonprofits, leagues, and
community organizations. This assessment will
evaluate performance, alignment with City goals,
administrative burden, and risk exposure.

The review will identify opportunities to strengthen
existing partnerships, streamline or formalize
agreements, and explore new partnership and
shared-use models that expand service reach without
disproportionately increasing staffing or operating
costs. BerryDunn will also assess the structure and
management of volunteer programs to help ensure
appropriate oversight, role clarity, and alignment with risk management practices.

8.3 Risk Management, Safety, and Operational
Standards. BerryDunn will conduct an advisory
review (not a legal review) of policies, procedures,
and practices related to risk management and safety,
including incident reporting, background checks,
youth and aquatic safety protocols, emergency
response plans, insurance coverage, and staff
training requirements. This review will be informed
by relevant CAPRA standards and industry best
practices.

The assessment will identify gaps, inconsistencies,
or outdated practices and recommend priority
updates to standard operating procedures (SOPs),
documentation, and training cadence to support
consistent, defensible operations and reduce liability
exposure.

8.4 Performance Measurement and
Benchmarking. BerryDunn will develop a
performance measurement framework aligned with
NRPA and CPRS Agency Performance Review
metrics. We will use this framework to develop a
focused set of KPIs dashboard and definitions that
support monitoring of participation, equity outcomes,
cost recovery, operational efficiency, maintenance
performance, and customer experience.

The framework will define data sources, collection
cadence, and reporting formats, including
recommendations for internal dashboards and publicfacing reporting. Emphasis will be placed on metrics that are meaningful, achievable, and sustainable
within existing staffing and system capacity.

8.5 Programmatic Mini-Studies. BerryDunn will
conduct focused programmatic mini-studies for key
recreation service clusters identified in the RFP, such as adaptive recreation, aquatics, youth and adult
sports, senior services, contract classes, special
events, volunteers, reservations, and targeted
community recreation services.

Each mini-study will evaluate staffing and service
delivery models, program mix, risk considerations,
fee strategy and affordability relative to cost recovery expectations, and industry best practices, including
effective marketing and outreach strategies. The
intent is to inform portfolio-level decisions rather than redesign individual programs.
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8.6 SWOT Analysis and Growth Opportunities.

BerryDunn will conduct an in-depth strengths,
weaknesses, opportunities, and threats (SWOT)
analysis to synthesize findings from the
organizational, staffing, financial, program, facility, equity, and performance assessments completed in
earlier phases. The SWOT analysis will provide a
clear, structured summary of internal and external
factors affecting the Recreation Division’s current
performance and future direction.

This analysis will integrate quantitative findings (e.g., staffing ratios, cost recovery by service category,
participation and access patterns, facility condition
and access gaps) with qualitative input from staff
engagement and community feedback. Strengths
and weaknesses will focus on internal factors such
as organizational capacity, service delivery models,
operational practices, and resource allocation, while
opportunities and threats will address external factors including demographic change, growth pressures,
funding constraints, partnership potential, and
regulatory or risk considerations.

The SWOT analysis will be used as a decisionsupport tool to frame strategic trade-offs, clarify priorities, and inform the development of actionable
recommendations in subsequent phases.

8.7 Growth and Opportunity Identification.

Building on the SWOT analysis, BerryDunn will
identify short- and long-term growth and improvement
opportunities for the Recreation Division. This phase
will focus on realistic, implementable strategies that
respond to community needs, operational capacity,
financial sustainability, and facility readiness.

BerryDunn will explore opportunities across multiple
dimensions, including:
• Expansion or refinement of recreation
services and service categories
• Alternative service delivery models, including
partnerships and contractual arrangements
• Shared-use agreements and collaboration
with schools, nonprofits, and regional partners
• Place-based or targeted service strategies
to address access gaps and underserved
populations
• Revenue-supported or cost-neutral growth
opportunities aligned with the Cost Recovery
Policy
Recommendations will be evaluated in the context
of staffing capacity, capital constraints, operating
impacts, and long-term sustainability. The intent of
this phase is not to recommend growth for growth’s
sake, but to identify opportunities that are aligned
with the City’s values, feasible within available
resources, and responsive to evolving community
needs.

Phase 9: Implementation Roadmap
and Council Presentation

9.1 Visioning and Strategic Prioritization
Workshops. BerryDunn will facilitate one or more
structured visioning and prioritization workshops with
City leadership and key staff to confirm the desired
future direction of the Recreation Division and to test and refine preliminary findings. These sessions will
focus on aligning recommendations with City goals,
operational capacity, and community expectations.

Sample Mini Study
Phase 8 Deliverables
 Deliverable 13: Equity and Access Action Plan
 Deliverable 14: Partnership and Sponsorship
Framework
 Deliverable 15: Operations, Safety, and Risk
Management Review
 Deliverable 16: Programmatic Mini-Study
Summaries
 Deliverable 17: SWOT Analysis
 Deliverable 18: Growth Opportunities Report
9 35

Topics may include, but are not limited to:
• Desired levels of service across parks,
facilities, trails, and recreation services
• Maintenance and operational service
expectations
• Land acquisition and facility development
considerations
• Funding and financing strategies
• Partnership and alternative service delivery
opportunities
The workshops will help establish a shared
understanding of priorities, trade-offs, and
sequencing, helping ensure recommendations
are grounded in City realities and positioned for
successful implementation.

9.2 Implementation Roadmap and Strategic
Action Framework. Building on the assessment
findings and workshop input, BerryDunn will develop
a prioritized implementation roadmap that organizes
recommendations into clear, actionable steps. The
roadmap will include:
• Priority actions organized by near-, mid-, and
long-term time frames
• Estimated cost ranges and potential funding
sources
• Responsible parties and implementation
considerations
• Key dependencies and decision points
Rather than a standalone master plan, this
framework will function as a decision-support tool
that allows the City to advance improvements
incrementally and strategically.

9.3 Draft Assessment Report and Review.

BerryDunn will prepare a Draft Recreation Division
Assessment Report that synthesizes all analyses,
findings, and recommendations from the project. The
draft report will be provided to City staff for review
and feedback. BerryDunn will facilitate a structured
review session to discuss comments, confirm
priorities, and refine recommendations as needed.

9.4 City Council Presentation and Final
Deliverables. BerryDunn will prepare presentation
materials and deliver a formal presentation to City
Council and key stakeholders. The presentation will
focus on:

Key findings and implications
• Policy and investment options
• Priority recommendations and implementation
roadmap
• Near-term actions and decision points
Following the presentation and incorporation of
final feedback, BerryDunn will prepare the Final
Recreation Division Assessment Report and
associated implementation materials suitable for
public release and ongoing use by City staff.

Phase 9 Deliverables
 Deliverable 19: Draft Recreation Division
Assessment Report with Phased
Implementation Roadmap (0–6, 6–18, 18–36
months)
 Deliverable 20: Final Recreation Division
Assessment Report
 Deliverable 21: City Council Presentation and
Briefing Materials
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Proposed Timeline
SECTION 05
37

Below is our anticipated schedule for completing the City’s requested scope of work. We expect the project to take approximately 10 to 12 months and look forward to collaborating with the City to finalize the timeline. We remain flexible to adjust the schedule as needed—whether to accelerate or extend the process—while helping to ensure consistent progress and momentum throughout the project.

Table 1: BerryDunn’s Proposed Schedule
Phase / Months M A M J J A S O N D J
Ongoing Project Management ● ● ● ● ● ● ● ● ● ● ●
Phase 1: Project Initiation,
Background Review, and
Governance
● ●
Phase 2: Community Engagement
and Needs Assessment ● ● ● ●
Phase 3: Staffing and Organization
Assessment ● ● ●
Phase 4: Financial Analysis, Cost
Recovery, and Fee Policy ● ● ● ●
Phase 5: Program and Service
Portfolio Review ● ● ●
Phase 6: Facilities, Asset
Management, and Capital Needs ● ● ●
Phase 7: Technology, Data, and
Business Processes ● ● ●
Phase 8: Equity, Partnerships, Risk,
and Performance ● ● ●
Phase 9: Implementation Roadmap
and Council Presentations ● ● ● ● ●
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Prior Work Sample
On the following pages, we provide the Executive
Summary from the Omaha, Nebraska Parks and
Recreation Comprehensive Master Plan. Scan this QR
Code or cick this link to the full document.

SECTION 06

VIEW WORK

SAMPLES
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Pricing
SECTION 07
46

Table 2 outlines our proposed costs for completing the City’s requested scope of work. We propose a firm, fixed fee that includes all time, materials, and travel expenses. These costs were carefully developed based on:
• The detailed work plan narrative presented in our proposal • Our staffing plan and resource allocation, ensuring the right number of team members with the appropriate expertise to effectively complete the defined tasks • Our extensive experience managing projects of similar scope and scale We welcome open conversation and are happy to discuss and negotiate pricing to best align with the City’s needs and budget.

Table 2: Proposed Costs by Phase
PHASE Costs Hours
Phase 1: Project Initiation, Background Review, &
Governance $36,099 122
Phase 2: Community Engagement and Needs Assessment $54,256 131 Phase 3: Staffing and Organization Assessment $18,543 69 Phase 4: Financial Analysis, Cost Recovery, and Fee Policy $22,366 83 Phase 5: Program and Service Portfolio Review $15,433 57 Phase 6: Facilities, Asset Management, and Capital Needs $46,995 105 Phase 7: Technology, Data, and Business Processes $16,783 69 Phase 8: Equity, Partnerships, Risk, and Performance $58,354 197 Phase 9: Implementation Roadmap and Council
Presentations $29,178 138
TOTAL $298,007 971
Table 3 outlines our hourly rates for any work that is not included in the firm, fixed fee. Note, we will not charge hourly for any tasks included in the detailed work plan. Our team is flexible and will determine the final scope with the City during the project kickoff. Examples of reducing scope include fewer in-person meetings, while expanded scope may include translation or other value-added services.

Table 3: Hourly Rates
Principal Engagement
Manager
Project
Manager Manager Staff Consultant
Project
Coordinator QA/Editorial
$350 $260 $240 $220 $220 $160 $140
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Additional Information
SECTION 08
48

A-1
ATTACHMENT A – CONTRACT REQUIREMENTS

ACKNOWLEDGEMENT
I, __________________________________, declare as follows:

That I am the _________________________, of ________________________________, (Title) (Company)
the Consultant making the attached proposal; and that I have read the sample Agreement for Services (Attachment B), including the insurance & indemnification requirements contained therein, and hereby state that I understand and am willing to abide by, and can meet the requirements of the contract, including insurance and indemnification requirements, without modification thereto, should my firm be selected for a project or projects based on my qualifications and proposal, assuming a mutually agreeable scope, fee, and schedule can be established.

I understand that the attached sample agreement is the current version used by the City of Gilroy.

The standard agreement for Professional Services is currently being updated, and a new version may be used by the time the agreement resulting from this RFP is executed.

Signed this _______ day of __________________, 2026
By _______________________________
Title: _____________________________

Wage Theft Prevention Policy Statement
It is the policy of the City that all parties contracting with the City must comply with all applicable federal, state and local wage and hour laws including but not limited to the Federal Fair Labor Standards Act (“FLSA”) and the California Labor Code. Suitable language regarding this requirement should be in all contracts.

1. Disclosure. As a part of any City solicitation for goods and/or services, including public works projects, contractor shall complete a “Bid Certification” (“Certification”) that requires each potential contractor to disclose whether the contractor has been found by a court or final administrative action of an investigatory government agency to have violated federal, state, or local wage and hour laws within the past five (5) years from the date of the submitted bid or proposal.

2. Disqualification. The City MAY disqualify a potential contractor based on the disclosed violation.

3. Contract Termination. A current contractor found by a court or by final administrative action of an investigatory government agency to have violated applicable wage and hour laws, in the five (5) years prior to or during the term of the contract with the City, may be in material breach of its contract with the City if the violation is not fully disclosed and/or satisfied per City contract requirements. Such breach may serve as a basis for contract termination and/or any other remedies available under law, including a stipulated remediation plan.

I, _________________________, certify that (Business Name) _________________________________ ☐Has
☐ Has Not
been found by a court or by final administrative action of an investigatory government agency to have violated applicable wage and hour laws on more than one (1) occasion or has one (1) unpaid wage judgment.

For each disclosed violation, please provide a copy of (i) the court order and judgment and/or final administrative decision; and (ii) documents demonstrating either that the order/judgment has been satisfied, or if the order/judgment has not been fully satisfied, a written and signed description of potential contractor’s efforts to date to satisfy the order/judgment. The completed Certification shall be submitted by the potential contractor to the City as a part of its bid or proposal.

Signature and Date: _________________________________________________________________ Attachment B - Wage Theft Form

Project Team Resumes

APPENDIX A
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Teresa Jackson is a manager in our Parks, Recreation and Libraries Practice. She has more than 25 years of experience supporting municipal parks and recreation and special events departments, including as recreation manager for the City of Sacramento, California; special events manager for the City of Boulder, Colorado; and community center operations manager for Estes Valley Recreation and Park District, Colorado. She is highly skilled in community outreach, facilities management, programming, public policy, and project management.

EXPERIENCE
Project Management: Teresa is a talented project manager with experience leading parks and recreation master plans, feasibility studies, and cost recovery analyses. She focuses on building strong relationships with staff, elected officials, partner organizations, and community members. She has collaborated with non-profits, community-based organizations, and neighboring municipalities to deliver activities and programs in small, mid-sized, and large communities.

Operations Analysis and Programming: Prior to joining BerryDunn, she led the development and implementation of the Estes Valley Recreation Center, a $27-million, 70,000-square-foot facility intended to house a multi-generational, multipurpose senior, aquatics, fitness, childcare, and library center.

Policy Innovation: Teresa excels at identifying opportunities for progressive programming and management.

While serving the City of Sacramento, she led a review of the City’s park code to allow for commercial uses in parks and community centers. She also managed a committee which established a city ordinance for special events.

Cost Recovery: Teresa has supported several cost recovery initiatives for parks and recreation departments and districts. She leverages her public-sector background, consulting experience, and knowledge of industry best practices to help clients understand the full costs of providing services, identify cost-saving measures, and develop cost recovery and fee structure strategies.

SELECT CLIENTS
City of Glendale, AZ
City of Omaha, NE
Town of Sahuarita, AZ
Town of Kingman, AZ

AFO, CPO
Manager | Berry, Dunn, McNeil & Parker, LLC
Teresa Jackson

PROPOSED PROJECT ROLE
Project Manager

RELEVANT EXPERIENCE
25+ years

CERTIFICATIONS AND MEMBERSHIPS
• Certified Aquatics Facility Operator (AFO)
• Certified Pool Operator (CPO)

EDUCATION
• Bachelor’s Degree, Recreation Administration,
California State University
52

James Mickle is a manager in our Parks, Recreation, Libraries Practice. He has over 20 years of experience in recreation operations, programming, and administration; volunteer board leadership; and community and employee engagement. Prior to joining BerryDunn, he served in positions of progressive responsibility, including bureau manager, division head, and facilities manager, for the City of Norfolk, Virginia’s Recreation and Leisure Activities. He is committed to supporting underserved communities and holds a Certificate in Diversity, Equity, and Inclusion (DEI) from eCornell.

EXPERIENCE
Recreation Leadership: Prior to joining BerryDunn, James served the City of Norfolk, Virginia’s Department Recreation and Leisure Activities. Over the course of his 23-year tenure, he held positions of progressive responsibility, including bureau manager, division head, and facilities manager. He was also the recreation supervisor for the Boys and Girls Clubs of Southeast Virginia for 12 years. He has extensive experience with facility management, youth and teen civic engagement, and active older adults comprehensive planning.

Industry Excellence: James is committed to industry excellence, as demonstrated by his CPRP certification.

As a parks and recreation practitioner, he led Commission for Accreditation of Park and Recreation Agencies (CAPRA) accreditation and reaccreditation processes.

Project Management: James has documented strengths in leadership, team building, and maintaining relationships with a diverse range of stakeholders in dynamic, fast-paced settings. James has extensive project management and organizational change management experience, including managing the CAPRA accreditation process.

SELECT CLIENTS
City of Modesto, CA
City of Omaha, NE
PenMet Recreation District, WA
Stanislaus County, CA
CPRP
Manager | Berry, Dunn, McNeil & Parker, LLC
James Mickle

PROPOSED PROJECT ROLE
Engagement Manager

RELEVANT EXPERIENCE
20+ years

CERTIFICATIONS AND MEMBERSHIPS
• Certified Parks and Recreation Professional
(CPRP)
• National Recreation and Parks Association (NRPA)
• Member of Virginia Recreation, Parks, Society
(VRPS)
• Board Member for Leadership Training Institute
(LTI)
• 2017 President’s Award from the Virginia
Recreation and Parks Society issued by Senator
Mark Warner

EDUCATION
• BA, Music Education, Norfolk State University
• Diversity, Equity, and Inclusion (eCornell)
53

Lakita Frazier is a senior consultant in our Parks, Recreation, Libraries Practice. She has more than 20 years of parks and recreation leadership experience within county and municipal agencies, including as executive director for Richland County Recreation Commission, South Carolina, and as director of parks and recreation for the City of Suffolk, Virginia. She is an expert in developing high-performance teams, designing programs through community engagement and partnership, and managing publicsector organizations.

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

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

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

SELECT CLIENTS
City of Rock Springs, WY
City of Douglasville, GA
Redwood City, CA
Salt Lake City, UT
CPRP
Sr. Consultant | Berry, Dunn, McNeil & Parker, LLC
Lakita Frazier

PROPOSED PROJECT ROLE
Subject Matter Expert

RELEVANT EXPERIENCE
20+ years

CERTIFICATIONS AND MEMBERSHIPS
• Certified Parks and Recreation Professional
(CPRP)
• Member, Board of Directors, National Recreation
and Parks Association (NRPA), 2020 to present
• Fellow, Committee Chair, American Academy of
Parks and Recreation Administration, 2020 to
present
• Membership Chair, Board of Directors, National
Association of Park Foundations, Present
• Member, International City/County Management
Association, 2018 to present

EDUCATION AND FACULTY POSITIONS
• Bachelor of Social Work, Norfolk State University
• Regent/Instructor, National Recreation and Parks
Revenue Development and Management School,
2019 to Present
54

Nikki Ginger is a manager in our Parks, Recreation, Libraries Practice. She has more than a decade of urban parks and recreation leadership experience, including nearly 13 years of experience with the Chicago Park District, where she helped to lead the District’s CAPRA accreditation and earn National Gold Medal recognition. She has a diverse background in organizational and professional development, employee engagement, and staff training, and she excels at helping agencies engage and support their staff and communities.

EXPERIENCE
Staff Development: Nikki has a strong track record of motivating and inspiring staff. While serving the Chicago Park District, she worked with executive leadership to develop a workforce development team and structure.

Then, as director of workforce development, Nikki supported a staff for than 3,000 from onboarding through retirement. She created a professional development program; directed a new employee interview process to increase employee retention and ensure alignment of the right candidate to the right position; and she led a staff engagement strategy built around online resources, regular communications, and social support tools.

Organizational Improvement: Nikki has a proven ability to revamp and reenergize parks and recreation programs. She shares related insights and thought leadership regularly at national and state conferences and through the nationally recognized NRPA Certified Parks and Recreation Professional (CPRP) training program. She has firsthand experience leading organizational improvement—for instance, during her time with the Chicago Park District, she launched “innovation sessions” to gather operational information and share opportunities for improvement with executive leadership.

Equity and Mentorship: While serving the Chicago Park District, Nikki oversaw the development of diversity, equity, and inclusion tools, including racial and resilience townhalls, and educational offerings. She formalized university relations , oversaw development of internship program, and helped negotiate educational discounts of up to 25% for Chicago Park District staff.

SELECT CLIENTS
City of Lake Elsinore, CA
City of Pflugerville, TX
Redwood City, CA
Vermont State Parks

MAEA, CPRE, SHRM-SCP
Manager | Berry, Dunn, McNeil & Parker, LLC
Nikki Ginger

PROPOSED PROJECT ROLE
Subject Matter Expert

RELEVANT EXPERIENCE
13 years

CERTIFICATIONS AND MEMBERSHIPS
• Certified Parks and Recreation Executive (CPRE),
National Recreation and Park Association (NRPA)
• NRPA Directors School, 2019
• Society of Human Resource Management – Senior
Certified Professional (SHRM-SCP)
• NRPA
• Illinois Park and Recreation Association (IPRA)

EDUCATION
• MA, Educating Adults, DePaul University
• BA, Marketing and Psychology, DePaul University
55

Becky Dunlap is a manager in our Parks, Recreation, Libraries Practice. She is a purpose-driven, strategy-focused CPRP who specializes in maximizing organizational efficiencies and opportunities for innovation. She takes a human-first approach to find solutions for the most pressing issues facing the field of parks and recreation, leveraging her broad experience in camp, sports, recreation facility, and park management.

EXPERIENCE
Industry Excellence: Becky is passionate about empowering the next generation of leaders in the field. She has published over 100 episodes of the Let’s Talk Parks podcast, a show to inspire and share resources within the parks and recreation field. In addition, she has been published in Parks and Recreation Business Magazine and was recognized in the inaugural cohort of NRPA’s 30 under 30 in 2021.

Community Engagement: Becky leads dynamic community engagement efforts. She specializes in leveraging technology to reach participants virtually, wherever they are and whenever is most convenient for them. She trains parks and recreation departments on how to promote continued engagement with their communities.

Public Sector Experience: Thanks to broad exposure to various public-sector roles, Becky brings a holistic perspective to each engagement. She understands how parks and recreation functions fit within larger local government structures and how to maximize potential for collaboration. She has worked for both a city and a county in roles such as facility operations coordinator, zoo camp director, marketing assistant, and customer service team member.

PUBLICATIONS
CPRP
Manager | Berry, Dunn, McNeil & Parker, LLC
Becky Dunlap

PROPOSED PROJECT ROLE
Subject Matter Expert

RELEVANT EXPERIENCE
10+ years

CERTIFICATIONS AND MEMBERSHIPS
• Certified Parks and Recreation Professional
(CPRP), National Recreation and Park Association
(NRPA)

EDUCATION
• Bachelor’s degree, Forest Resources, Natural
Resources, and Tourism, University of Georgia
Georgia Parks and Recreation Association, 2019
Missouri Parks and Recreation Association, 2018
National Recreation and Parks Association, 2017,
2018
Colorado Parks and Recreation Association, 2016
Topics: Technology, Marketing, Productivity,
Organizational Efficiencies
NRPA Marketing and Communications Certificate
program, co-author, 2018
“Defining an Audience,” Parks and Recreation
Business, December 2017
Creator and Host of the Let’s Talks Parks podcast,
2017 to Present

SELECT CLIENTS
Athens-Clarke County, GA
Phelan Pinon Hills Park and Recreation District, CA
San Luis Obispo County, CA
56

Dante Cavaz is a consultant in our Parks, Recreation, and Libraries Practice. He excels in using geographic information system (GIS) analysis and data-driven methodologies to support parks and recreation agencies in their planning and strategic initiatives. With both technical expertise and a commitment to community engagement, Dante’s work informs outcomes that cater to clients’ diverse needs. His strong communication skills, ability to synthesize information sources, and fluency in Portuguese allow him to engage effectively with a variety of interested parties and contribute to projects promoting equity and community well-being.

EXPERIENCE
GIS Analysis: Leveraging his background in geospatial analysis, Dante uses the suite of ArcGIS software to make maps that assist decision-making and project outcomes. He also employs these spatial analysis skills to perform level of service (LOS) analysis for parks and recreation master planning projects, as well as for municipal comprehensive plans. Dante is also experienced in interactive mapping approaches, such as ArcGIS Story Maps, which allow him to create easily shareable digital maps based on geographic data.

Data Analysis and Visualization: Dante is skilled at extracting and analyzing large datasets. He leverages Power Query to efficiently organize quantitative data, which he then visualizes through charts, graphs, and maps. Dante uses data visualizations to help ensure clear communication and informed decision-making in parks and recreation initiatives. By analyzing complex data, Dante uncovers actionable insights that drive strategic planning projects.

Community Engagement and Facilitation: Dante has experience facilitating stakeholder interviews and focus groups, employing strong written and verbal communication skills to connect with others and glean key insights. Additionally, he has staffed many community pop-up events, engaging the public and learning about their priorities.

SELECT CLIENTS
City of Lake Elsinore, CA
City of Golden, CO
City of Fairfax, VA
Pima County, AZ
Consultant | Berry, Dunn, McNeil & Parker, LLC
Dante Cavaz

PROPOSED PROJECT ROLE
Subject Matter Expert

RELEVANT EXPERIENCE
2 years

EDUCATION
• BA, History, Brown University
• Outstanding Innovator Award – BerryDunn
Innovation Council
57

Jason Genck
Jason Genck is a senior manager in and leader of our Parks, Recreation, Libraries Practice. He has nearly 30 years of experience in the parks and recreation industry and is a sought-after thought leader in this space. He has led large, municipal parks and recreation departments and special districts.

Prior to joining BerryDunn, Jason served as executive director of the City of Westminster, Colorado’s Parks, Recreation, and Libraries Department—a three-time recipient of NRPA’s Gold Medal Award.

EXPERIENCE
Parks and Recreation Leadership: As executive director of the City of Westminster’s Parks, Recreation, and Libraries Department, Jason oversaw a staff of over 1,000 and served a community of approximately 115,000 residents. In this role, he helped guide the development of Westminster’s billion-dollar downtown development plan, transit-oriented development plan, citywide COVID-19 social recovery efforts, a first-ever Inclusivity Board, and focus-area specific plans in marketing and outreach, libraries, open space, and cultural arts.

Strategic Planning: Jason has overseen the development of numerous strategic plans, ranging from citywide strategic plans to park and library strategic plans, arts and culture master plans, and more. He approaches each project with enthusiasm and optimism and is a sought-after innovation leader. His work is defined by his ability to help clients build upon what makes them unique and to engage stakeholders in creative, meaningful ways so that plans are developed with a broad base of support and truly reflect the needs of those impacted.

Organization Development: Jason has led multiple organization development and change management efforts as an executive director and as a consultant. He thoughtfully engages a broad array of stakeholders and emphasizes the importance of holistic wellbeing. His passion for organizational development extends into the leadership and mentorship he provides through speaking and teaching engagements.

SELECT CLIENTS
City of Avondale, AZ
City of Pflugerville, TX
City of Rock Springs, WY
Town of Gilbert, AZ

MPA, CPRP
Sr. Manager, Practice Lead | Berry, Dunn, McNeil & Parker, LLC

PROPOSED PROJECT ROLE
Oversight

RELEVANT EXPERIENCE
30 years

CERTIFICATIONS AND MEMBERSHIPS
• Certified Park and Recreation Professional
(CPRP), National Recreation and Park
Association (NRPA)
• American Park and Recreation Society
• Colorado Park and Recreation Association
• American Academy for Park and Recreation
Administration Extern Program
• Rho Phi Lambda National Honorary Fraternity
• Center for Creative Leadership Graduate

EDUCATION
• MPA, Arizona State University
• BA, University of St. Francis
58

Lisa Paradis is a principal in our Parks, Recreation, Libraries Practice. She has more than 25 years of experience as a park and recreation director, most recently for the Town of Brookline, Massachusetts.

Lisa has helped many organizations and communities embrace systemic challenges through actionoriented strategic planning and financial and organizational management. Her approach involves creating and implementing strategic plans, cost recovery plans, feasibility studies, and organizational assessments. She understands the importance of a thoughtful, mission driven, community-centric, and implementable approach.

EXPERIENCE
Parks and Recreation Innovation: As a leader, mentor, and often provocateur, Lisa helps organizations and communities to achieve unimagined greatness by embracing systemic challenges through bold, action-oriented strategic planning, financial and organizational management. Lisa is steadfast in her pursuit to challenge professionals to think beyond the obvious and tackle challenges from a variety of perspectives to find the best possible solution for their communities.

Master and Strategic Planning: Lisa has led many master and strategic planning projects for parks and recreation departments and districts throughout the country. She is especially skilled at leading carefully assembled teams with hyper-specific expertise and qualifications needed by each client.

Parks and Recreation Cost Recovery: Lisa is an expert in cost recovery strategies for parks and recreation departments. She has led cost recovery efforts for clients including the City of Jefferson City, Missouri; City of Mobile, Alabama; and Town of Gilbert, Arizona. She works with agencies to understand the true costs of providing facilities and services, identify areas of greatest community impact, and develop creative alternative cost recovery strategies.

SELECT CLIENTS
Charleston County, NC
City of Tampa, FL
City of Fort Lauderdale, FL
City of Douglasville, GA

MPA, CPRP
Principal | Berry, Dunn, McNeil & Parker, LLC
Lisa Paradis

PROPOSED PROJECT ROLE
Oversight

RELEVANT EXPERIENCE
25+ years

CERTIFICATIONS AND MEMBERSHIPS
• Certified Park and Recreation Professional,
National Recreation and Park Association
• American Academy of Park and Recreation
Administration (AAPRA), 2018
• Massachusetts Recreation and Park Association
Professional of the Year, 2017

EDUCATION
• MBA, University of Massachusetts, Boston
• Bachelor’s degree, Political Science, University
of Massachusetts, Amherst Harvard University,
Cambridge, Massachusetts – Post-Graduate
coursework, Public Administration, Organizational
Management
• University of Massachusetts, Boston,
Massachusetts – Post-Graduate coursework;
Performance Measurement
59

Randall Kopff, PLA, CLARB
With over 24 years of experience, Randall brings a dynamic blend of creativity, technical expertise, and strategic thinking to parks and recreation projects. His work spans every stage of the process—from site inventory and analysis to master planning, design development, and implementation. Known for his ability to transform public input into meaningful design solutions, Randall collaborates closely with clients to ensure each project reflects a shared vision. His skills in graphic presentations, 3-D modeling, project management, and technical drawings make him a versatile partner who can guide complex projects from concept to completion with clarity and precision.

Professional Credentials
Bachelor of Science, Landscape Architecture, The Ohio State University Professional Landscape Architect in California #6633, Arizona, Nevada, and Oregon The Council of Landscape Architectural Registration Boards, Member #40708 California Park and Recreation Society, Member
Relevant Project Experience
Ada County, ID Parks and Waterways Master Plan
Arizona State Parks Great Western Trail Master Plan
Casa Grande, AZ Parks and Recreation Master Plan
Chandler Parks, AZ Strategic Master Plan
Coconino County, AZ Fort Tuthill Regional Park Master Plan Coconino County, AZ Parks and Recreation Master Plan Update Colorado Springs, CO Parks and Recreation Master Plan Update Dubuque, IA Parks and Recreation Master Plan
Glendale, AZ Parks and Recreation Master Plan
Goodyear, AZ Parks, Trails, Recreation, and Open Space Master Plan Jurupa Area Recreation and Park District Master Plan
Lake Elsinore, CA Community Services Master Plan Update Littleton, CO Parks Condition Assessment and Feasibility Study Maricopa County, AZ Parks and Recreation Master Plan*
Modesto, CA Parks and Recreation Master Plan Update
Nevada State Parks Rafter 7 Regional Park Ranch Master Plan Oakland, CA Park Condition Assessment
Palmdale, CA Parks and Recreation Master Plan
Phoenix, AZ Papago Park Regional Master Plan
Scottsdale, AZ Parks and Recreation Master Plan
Sedona, AZ Parks and Recreation Master Plan*
Town of Oro Valley Parks and Recreation Needs Assessment and Master Plan Town of Prescott Valley Parks and Recreation Master Plan Tucson, AZ Urban Bikeways Master Plan*
*Projects completed in similar roles at previous employer 60

Marissa Pellegrini, PLA, ASLA, CLARB
Marissa is a landscape architect and urban designer with more than 13 years of professional experience in landscape architecture and planning. She possesses a deep portfolio of parks, recreation, and active transportation experience and she specializes in parks and recreation projects. She has managed, served as lead landscape architect, and led community outreach on a wide range of multidiscipline projects including park revitalization, waterway revitalization, multi-use paths, and neighborhood, community, and regional parks and recreation facilities. Marissa will use her strong professional knowledge and insight on systemwide parks and recreation planning, site-specific parks and active transportation planning, and consensus building to ensure this project reflects the City’s vision and remains grounded in long-term sustainability.

Professional Credentials
Bachelor of Science, Landscape Architecture, Purdue University Professional Landscape Architect in Arizona, Nevada, Utah, Washington The Council of Landscape Architectural Registration Boards, Member National Recreation and Parks Association, Member
Arizona Parks and Recreation Association, Member
Relevant Project Experience
City of Goodyear Parks, Trails, Recreation, and Open Space Master Plan City of Casa Grande Parks and Recreation Master Plan
City of Chandler Parks Strategic Master Plan
City of Glendale Parks Conditions Assessment
Ada County Parks and Waterways Master Plan
City of Colorado Springs, CO Parks and Recreation Master Plan Update City of Scottsdale Parks and Recreation Master Plan
Town of Oro Valley Parks and Recreation Needs Assessment and Master Plan Town of Prescott Valley Parks and Recreation Master Plan City of Goodyear Bullard Wash Bicycle and Pedestrian Path Master Plan City of Avondale Agua Fria Wetlands Park Master Plan
City of Boise, ID Parks And Recreation Asset Condition Assessment Services Arizona State Parks Great Western Trail Master Plan
City of Buckeye Skyline Park Feasibility Study
City of Casa Grande Carr McNatt Park Master Plan and Design City of Goodyear Recreation Campus Master Plan and Design City of Scottsdale WestWorld Master Plan
Town of Gilbert Regional Park Master Plan
City of Scottsdale Indian School Park Master Plan
Town of Gilbert Desert Sky Park Master Plan
City of Chandler Veterans Oasis Park Memorial
61

www.etcinstitute.com
Ryan Murray
Director of Community Research
725 W. Frontier Lane, Olathe, Kansas 66061
[email protected]
About Ryan Murray
Mr. Murray has over 15 years of experience in survey administration, development, supervision, and research analysis. Throughout his tenure at ETC Institute Mr. Murray has had the pleasure of working on survey projects that cover a wide variety of topics, including parks and recreation, community planning, customer satisfaction, transportation, employee, library, comprehensive planning, parks and recreation master plans, water and utility, and business development. His current role as Assistant Director of Community Research includes quantitative and qualitative research, report analysis, benchmarking research, survey development, and the presentation of results.

In his previous role he planned, coordinated, and supervised the administration of large-scale origin-destination transportation studies on multiple projects across the country. Over the past two years, Mr. Murray has worked as a Project Manager on projects for over 200 state, county, local, and private sector clients.

Below are examples of Mr. Murray’s previous clients:

PROFESSIONAL EXPERIENCE
• Aberdeen, SD
• Auburn, AL
• Augusta, GA
• Austin, TX
• Blue Springs, MO
• Cape Coral, FL
• Cary, IL
• Chapel Hill, NC
• Dallas, TX
• Denver Regional Council
of Governments, CO
• Des Moines Area Regional
Transit Authority, IA
• Des Moines, IA
• Des Plaines, IL
• Doral, FL
• Durham, North Carolina
Police Department
• EMBARK, OK
• Fauquier County Parks
• Flower Mound, TX
• Genessee County, IL
• Geneva, IL
• Grand Prairie, TX
• Houston Metro, TX
• Johnson County, KS
• Kansas City, KS
• Kansas City, MO
• Kennesaw, GA
• Kettering, OH
• Las Vegas, NV
• Miami, FL
• Miami Dade County, FL
• Missouri City, TX
• Oklahoma City, OK
• Olathe, KS
• Palm Beach, FL
• Pearland, TX
• Rowan County, NC
• Shoreline, WA
• St. Joseph, MO
• St. Louis, MO
• Tacoma, WA
• Tucson, AZ
• Valparaiso, IN
• Washougal, WA
• Wauwatosa, WI
• Webster Groves Library, MO
• Winnetka, IL
• Wyandotte County, KS
• Seminole County, FL
• Hallandale Beach, FL

EDUCATION
B.S., Public Administration
University of Kansas

EXPERIENCE
15 Years
62

“BerryDunn was able to help us by
guiding us in a comprehensive approach
to the completion of a plan. The result
was a thorough 10-year Master Plan, with
a clear Implementation plan and capital
improvement strategy.””
Former Client: City of Owensboro, Kentucky
63

“BerryDunn” is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide professional services in an alternative practice structure in accordance with the AICPA Code of Professional Conduct. BDMP Assurance, LLP is a licensed CPA firm that provides attest services, and Berry, Dunn, McNeil & Parker, LLC, and its subsidiary entities provide tax, advisory, and consulting services.

The entities falling under the BerryDunn brand are independently owned and neither entity is liable for the services provided by the other entity. Our use of the terms “our firm” and “we” and “us” and terms of similar import denote the alternative practice structure of Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP.

We will be utilizing generative AI programs where appropriate and permissible under client contracts and relevant laws. These AI tools are designed to support our team in various aspects of our work, including data analysis and project management. The integration of AI enables us to provide more accurate insights and streamline our processes, ultimately benefiting our clients through enhanced service delivery.

This proposal is the work of Berry, Dunn, McNeil &
Parker, LLC and is in all respects subject to negotiation, agreement, and signing of specific contracts.
berrydunn.com ©2026 BerryDunn | All rights reserved.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT

MATRIX CONSULTING GROUP

GILROY, CALIFORNIA

PROPOSAL TO CONDUCT A

RECREATION DIVISION

ASSESSMENT
FEBRUARY 6, 2026

MATRIX CONSULTING GROUP
1875 S Grant Street, Suite 960
San Mateo, CA 94402
650-858-0507
Katty Alvarez, Finance Analyst
Kylie Katsuyoshi, Management Analyst
City of Gilroy
7351 Rosanna St.

Gilroy, CA 95020
Dear Ms. Alvarez and Katuyoshi:

Matrix Consulting Group, Ltd., a California corporation, is pleased to submit our proposal to conduct a Recreation Division Assessment for the City of Gilroy. Our proposal is based on our review of and understanding of the City’s background, our experience working with the City, and our experience working with hundreds of clients across the country. Our qualifications stand apart from other firms for their:
• Expansive Experience. Over the last 24 years, our firm has conducted management and operational studies of more than 50 parks and recreation departments across the United States. We also have significant experience evaluating parks and recreation operations across more than 100 organization-wide studies and 200 public works assessments.
• History with the City of Gilroy: We recently completed an Organizational and Operational Review of the Public Works Department (and a police study a decade ago). The study aimed to promote a culture of continuous improvement and the efficient, effective use of staff. • Client Focus: Matrix Consulting Group prides itself on developing recommendations tailored to each client's unique circumstances. We employ best practices assessments to identify opportunities for improvement and tailor recommendations to ensure they meet their needs and expectations. • Project Team Qualifications: We propose a highly qualified consulting team that has worked together on many similar projects. Several team members have experience in local government parks and recreation.

Our team includes members of Group4 Architecture, Research & Planning, Inc. (Group 4), who will provide expertise related to facilities, asset management, and capital needs As the firm’s President, I am authorized to represent the firm contractually and execute any service agreement. I confirm that Matrix Consulting Group and Group4 are free from any known or potential conflicts of interest, and we have reviewed and accepted the City’s standard agreement. Jen Winter, a Vice President, will serve as the City’s primary contact and can provide any additional information you may need during the evaluation period. We can be reached at the address and phone number below or via email at [email protected] and [email protected].

ALAN D. PENNINGTON
President, Matrix Consulting Group, Ltd.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT

MATRIX CONSULTING GROUP
EXECUTIVE SUMMARY 1
1: COMPANY BACKGROUND 4
2: COMPANY & PROJECT TEAM QUALIFICATIONS 8
3: REFERENCES 22
4: PROPOSED METHODOLOGY 26
5: PROPOSED TIMELINE 221
6: PRIOR WORK SAMPLES 42
7: PRICING 43
8: ADDITIONAL INFORMATION 44

TABLE OF CONTENTS

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 1

INTRODUCTION TO THE FIRMS
Matrix Consulting Group, Ltd., is pleased to submit this proposal to conduct a comprehensive Recreation Division Assessment for the City of Gilroy. This assessment will evaluate the Division’s organizational structure, operations, staffing, programs, facilities, financial practices, and community engagement to provide actionable recommendations aligned with the National Recreation and Park Association (NRPA) standards and Commission for Accreditation of Park and Recreation Agencies (CAPRA) guidelines.

For this important project, we are partnering with Group 4 Architecture, Research, & Planning, Inc., as a subcontractor. Group 4 brings architectural and planning expertise to comprehensively assess facility condition, capital needs, and future infrastructure requirements.

Our approach combines rigorous data analysis, extensive community engagement, industry best practices, and our team’s deep experience in parks and recreation consulting to deliver a strategic roadmap that positions the Recreation Division for long-term success and fiscal sustainability.

PROJECT TEAM EXPERIENCE
Our project team combines unparalleled expertise in parks and recreation consulting with specialized architectural and facilities planning capabilities:

Matrix Consulting Group brings over 24 years of experience, having conducted more than 50 dedicated parks and recreation studies and over 100 organization-wide assessments nationwide that included these functions. The firm has a proven history with the City of Gilroy, having recently completed an Organizational and Operational Review of the Public Works Department (as well as other studies in the past). Key team members include:

JEN WINTER, PE, VICE PRESIDENT
• Principal-in-Charge; 25+ years’ experience; former Public Works Director

MEGAN YOUNG, CPRE, MANAGER
• Project Manager; NRPA Certified Park & Recreation Executive; 12+ years’ experience

KHUSHBOO INGLE, VICE PRESIDENT
• Financial Analyst; 200+ cost of service studies completed GROUP 4 ARCHITECTURE
• Certified small business and majority woman-owned California corporation; 50 years of experience

EXECUTIVE SUMMARY

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 2

TASK PLAN AND SCHEDULE
Our comprehensive six-task approach is grounded in NRPA best management practices and CAPRA accreditation standards:

TASK DESCRIPTION SCHEDULE
Task 1
Project Initiation & Existing Conditions Assessment: Kickoff meetings, stakeholder interviews, document review, contracted services analysis, and facility inventory compilation.

Months 1-3
Task 2
Community Engagement & Needs Assessment: Bilingual community and intercept surveys, focus groups with diverse populations, stakeholder interviews, and targeted outreach to underserved communities.

Months 2-5
Task 3
Organizational & Operational Assessment: CAPRA compliance review across all 151 standards, operational analysis, staffing evaluation, facility condition assessment, program review with lifecycle analysis, and programmatic mini studies.

Months 3-6
Task 4
Financial Analysis, Cost Recovery & Planning: Fee structure review, costrecovery model development, draft fee recommendations, and phased Capital Improvement Plan (0-5, 6-10, 10+ years).

Months 5-8
Task 5
Performance Measurement, SWOT & Benchmarking: Utilization and levelof-service analysis, KPI scorecard development, comparative benchmarking with California peers, and facilitated SWOT sessions.

Months 5-9
Task 6
Draft & Final Report: Comprehensive documentation including executive summary, CAPRA gap analysis, cost recovery policy, fee schedule, capital improvement priority plan, and implementation roadmap.

Months 9-10

PROPOSED FEE
The total fixed-fee investment for this comprehensive assessment is $188,780, inclusive of all professional fees and project expenses. This fee represents 936 total consultant hours across both firms and includes expenses.

WHY MATRIX CONSULTING AND GROUP 4
Our team offers the City of Gilroy distinct advantages:

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 3
Proven Track Record: Over 50 dedicated parks and recreation studies and 100+ organization-wide assessments, with specific recent Bay Area and Northern California experience including Milpitas, Brentwood, East Bay Regional Park District, San Carlos, and Vacaville.

Established Relationship: Our firm has a successful track record with the City of Gilroy, including an understanding of its culture and operational environment.

CAPRA Expertise: Our methodology incorporates all 151 CAPRA standards, providing a pathway to accreditation readiness.

Integrated Facilities Analysis: Group 4 brings architectural and planning expertise to comprehensively assess facility condition, capital needs, and future infrastructure requirements.

Client-Centered Approach: The project team will develop tailored recommendations that reflect Gilroy’s unique community needs, demographics, and fiscal realities, and will provide ongoing support.

Matrix Consulting Group and Group 4 Architecture are committed to delivering a comprehensive Recreation Division Assessment that will serve as a strategic foundation for Gilroy’s recreation services.

Our data-driven methodology, extensive community engagement approach, and deep parks and recreation expertise will provide the City with actionable recommendations to enhance service delivery, achieve fiscal sustainability, and position the Recreation Division for long-term success. We look forward to the opportunity to partner with the City on this important initiative.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 4
This section includes a general overview of our firm and subconsultant, followed by information about the project team’s organization and highlights of our experience.

INTRODUCTION TO MATRIX CONSULTING GROUP, LTD.

Matrix Consulting Group, Ltd. is a management
consulting firm that provides quality analytical
assistance to local and state governments. Our
history and composition are summarized below:
• Our headquarters are in California, and we maintain regional offices in Charlotte (NC), Dallas Metroplex (TX), Edwardsville (IL), Irvine (CA), Portland (OR), the Tampa/Fort Myers (FL) area, and Nova Scotia, Canada.
• We comprise 32 full-time and 7 part-time management consultants who specialize in analyzing local government functions across a wide range of operational areas. • Since our founding over 24 years ago, we have worked with over 2,000 government agencies. Our firm has conducted more than 50 dedicated studies of parks and recreation operations and over 100 organization-wide studies, many of which included an assessment of recreation functions. • Our mission is to deliver data-driven results that meet current needs and position our clients for future success. No other firm better understands how public agencies operate or how to help them thrive.

SERVICE AREAS
Our firm provides a full range of services to public-sector organizations, including organizational and management studies, performance audits, cost-of-service and user-fee studies, and targeted reviews of specific issues, such as recreation management. We have dedicated subject matter experts in each of these areas. The following table outlines the core services provided by our firm:

Administrative Citywide/Countywide/Statewide Community Development • Compliance audits
• Human Resources studies
• Infrastructure assessments
• IT assessments
• Organizational assessments
• Process improvement
• Shared services analysis
• Staffing analysis
• Strategic planning
• Customer service assessments
• Management analysis
• Organizational assessments
• Shared services analysis
• Staffing analysis
• Strategic planning
• Customer service assessments
• Management analysis
• Organizational assessments
• Permit streamlining
• Permitting software decisions
• Staffing analysis
1: COMPANY BACKGROUND

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 5
Corrections & Justice Emergency Communications Financial Services • Feasibility studies
• Needs assessments
• Operational analysis
• Staffing analysis
• Feasibility studies
• Implementation assistance
• Staffing analysis
• Billable hours/rates
• Cost allocation plans
• Cost of service studies
• Fee studies
Fire & EMS Fleet Management Higher Education
• Community risk assessments
• Contract compliance audits
• Management studies
• Scheduling/deployment
• Standards of cover studies
• Station location planning
• Staffing analysis
• Strategic/master plans
• Asset management studies
• EV/sustainability plans
• Maintenance operations studies
• Replacement plans
• Utilization reviews
• Technology reviews
• Administrative services studies
• Campus security assessments
• Operational assessments
• Organizational assessments
• Staffing studies
• University/City contract studies
Law Enforcement Parks, Recreation and Libraries Public Works and Utilities • Feasibility studies
• Community policing studies
• Management studies
• Overtime audits
• Patrol beat redesign
• Patrol scheduling/deployment
• Projections and growth impact
• Staffing analysis
• Customer service assessments
• Master and strategic planning
• Operational analysis
• Park condition assessments
• Staffing & program analysis
• Facilities studies
• Feasibility studies
• Needs assessments
• Operational analysis
• Preventive maintenance
• Staffing analysis
• Sustainability studies
Our consultants are subject-matter experts in their assigned areas and actively participate in industryrelevant professional associations to stay current with emerging trends and best practices.

EXPERIENCE
The following subsections provide summaries of our general experience in Parks and Recreation.

PARKS AND RECREATION DEDICATED STUDIES
Since 2003, we have conducted over 50 dedicated parks and recreation studies. Recent clients include the following.

Alexandria, VA Grand Rapids, MI Salt Lake City, UT
Athens-Clarke, GA Hercules, CA San Mateo, CA
Ashland, OR Irvine, CA Seattle, WA
Baton Rouge, LA Libertyville, IL Southlake, TX
Boise, ID Milpitas, CA Torrington, CT
Brentwood, CA Palmetto Bay, FL Trumbull, CT
Elmhurst Park District, IL Richland County, SC Vacaville, CA In partnership with other firms, we have conducted Park Master Plans for the following communities in the last five years. In each of these studies, we were entirely responsible for evaluating the programming operations and determining staffing requirements.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 6
Bellflower, CA La Mesa, CA Naples, FL (in progress)
Buena Vista, CO (in progress) Menifee, CA Moreno Valley, CA Desert Hot Springs, CA Milpitas, CA Whittier Park, CA

RECREATION EVALUATIONS AS PART OF ORGANIZATION-WIDE STUDIES Matrix Consulting Group has also conducted over 100 organization-wide studies across the country in the last decade, covering all municipal functions, including parks and recreation. Recent clients include:

Buda, TX
Coventry, RI
Half Moon Bay, CA
Johnson County, KS
Joplin, MO
Monroe County, MI
Orland Park, IL
Orting, WA
Portage, MI
Rancho Mirage, CA
Rancho Palos Verdes, CA
Salt Lake County, UT
Schertz, TX
St. Cloud, FL
Takoma Park, MD
Tigard, OR
Warrenville, IL
Wilsonville, OR
Details about any project listed above are available upon request, and additional information about our experience is available in Section 2: Company & Project Team Qualifications and Section 3: References.

SUBCONTRACTOR: GROUP 4 ARCHITECTURE, RESEARCH & PLANNING, INC.

Group 4 Architecture, Research + Planning, Inc. (Group 4) is a full-service architecture firm of talented professionals inspired to create places for communities to gather, imagine, and grow.

The firm can be summarized as follows:
• Incorporated in 1976, Group 4 is a certified
small business and a majority woman-owned
California corporation, with satellite offices in
San Diego, Cleveland, Seattle, and Philadelphia.
• Their 37-person staff includes planners, architects, interior designers, and technical and construction support specialists. Many are active in professional organizations such as the American Institute of Architects and the California Parks and Recreation Society. • Most professional staff are LEED-accredited and signatories to AIA’s 2030 Commitment.

EXPERIENCE
Group 4 has successfully managed pre-design, planning, conceptual design, renovation, and new construction projects for recreation and community agencies across California for decades. Exceeding clients’ expectations is a key driver of their project success and of the fact that more than half of their business comes from repeat clients.

Group 4’s park, community, and recreation projects reflect and respond to local community needs, incorporate national best practices, and promote operational sustainability. Highlights of their California projects are listed below.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 7

PARKS, RECREATION, AND COMMUNITY FACILITY PLANNING PROJECTS East Palo Alto City Facilities Master Plan
Fairfield PROS Master Plan
Newark Civic Center Master Plan
S. Pasadena Library + Community Center Plan
S. San Francisco Civic & Community Facilities Plan
Strawberry Recreation District Master Plan
COMMUNITY + RECREATION ARCHITECTURE PROJECTS
Burlingame Community Center
Center at District56, Elk Grove
San Jose Roosevelt Community Center
Palo Alto Mitchell Park Library/Community Center
San Bruno Recreation + Aquatic Center
Boulevard Recreation Center, Dublin CA
Details about any project listed above are available upon request, and additional information about Group 4’s experience can be found in Section 2: Company & Project Team Qualifications and Section 3:

References.

ORGANIZATIONAL CHART
We have proposed a qualified and experienced project team, shown below. The team comprises senior staff and individuals from Matrix Consulting Group and Group 4 with extensive experience in conducting similar engagements.

Summaries, qualifications, and resumes are in the next section.

Jen Winter
Vice President
Principal-in-Charge
Megan Young
Manager
Project Manager
Matrix Consulting
Group
Khushboo Ingle
Vice President
Financial Analyst
Allyson Brekke
Manager
Community
Engagement Lead
Alexis Orrick
Consultant
Data Analyst
Reece Lennon
Consultant
Data Analyst
Group 4
Dawn Merkes
Principal
Lead Architect
Carolyn Carlberg
Associate Principal
Architect
Nicole Ghiselli
Associate
Architect

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 8
The following subsections provide more information about the proposed project team and qualifications.

SUMMARY OF QUALIFICATIONS
Summaries of qualifications are below. Resumes have been at the end of this section.

Team Member Summary of Qualifications
Jen Winter
Vice President
Principal-in-Charge
Matrix Consulting Group
Jen leads our Infrastructure Practice Area. She leads studies of parks and recreation agencies in addition to asset management, engineering, public works, real estate, right of way, utilities, and related services. Jen previously worked in local government as the Public Works Director for the City of Cedar Rapids. She has also served as the Regional Director for an engineering consulting firm.

Megan Young
Manager
Project Manager
Matrix Consulting Group
Megan leads the firm’s parks and recreation projects. Megan brings more than twelve years of experience working with local and regional governments. Prior to joining Matrix, Megan served as Assistant to the City Manager, Parks and Grounds Administrator, and Public Works Operation Analyst in various organizations in South Carolina. Megan is a Certified Park and Recreation Executive with NRPA.

Khushboo Ingle
Vice President
Financial Analyst
Matrix Consulting Group
Khushboo manages cost allocation plan, user fee, development impact fee, and cost of service engagements. Her experience with the firm also includes participation in operational audit engagements focusing on organization, staffing, and internal processes. Khushboo has completed over 200 cost of service studies. Recent California clients which included recreation and park fees included Greater Vallejo Recreation District, Rim of the World Recreation District, South San Francisco, Dublin, San Ramon, Cordova Recreation Park District, and East Bay Regional Park District.

Allyson Brekke
Manager
Community Engagement
Matrix Consulting Group
Allyson focuses on the Community Development Services practice area, with specialty knowledge in grant management and resource planning.

Her experience includes strategic planning, capital plan updates, and community outreach facilitation and neighborhood planning. Allyson holds a certification in Town & Gown Relations and an AICP designation through the American Institute of Certified Planners.

Alexis Orrick
Consultant
Data Analyst
Matrix Consulting Group
Alexis recently joined our firm as a data analyst in our General Consulting Practice. Alexis works primarily on data analysis and metrics for operational, organizational, and staffing assessments. Her relevant experience includes Reporting and Data Analysis, Management and Communication, and Mixed Methods Research.
2: COMPANY & PROJECT TEAM QUALIFICATIONS

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 9
Team Member Summary of Qualifications
Reece Lennon
Consultant
Data Analyst
Matrix Consulting Group
Reece recently joined the firm to provide detailed analysis and metrics for operational, organizational, staffing, and efficiency assessments. Relevant experience includes survey development and analysis; parks and recreation operations, staffing, and programming analysis; reporting and data analytics; and staff and asset modeling.

Dawn Merkes
Principal
Lead Architect
Group 4
Dawn is a leader in planning, programming, and community engagement for public-sector community and recreation projects. An active proponent of user-based, values-driven planning, she has played a central role in shaping Group 4’s pre-design approach—helping communities align vision, operations, and funding to support successful, generational investments in civic and recreational facilities.

Carolyn Carlberg
Associate Principal
Architect
Group 4
Carolyn brings deep experience in community and recreation facility planning, programming, and design for public-sector projects across California. With a strong foundation in pre-design and inclusive engagement, Carolyn excels at helping agencies translate community values, site opportunities, and operational goals into clear, actionable programs.

Nicole Ghiselli
Associate
Architect
Group 4
Nicole is proven to be one of Group 4’s most-skilled planners, working with a variety of public clients and agencies on feasibility, site planning, and transit-oriented projects. In addition to her related project experience with SamTrans, Nicole is also one of our strongest sustainable-design champions, with recent experience on our Zero Net Energy Burlingame Community Center project.

Please refer to the resumes provided at the end of this section for additional information.

PRIOR RELEVANT EXPERIENCE
The following project summaries and charts illustrate comparable work.

MATRIX CONSULTING GROUP
MILPITAS, CA: PROGRAM AND FEE ASSESSMENT AND COST RECOVERY POLICY

DEVELOPMENT (PARK MASTER PLAN UPDATE) & ORGANIZATIONAL ASSESSMENT Matrix Consulting Group, in partnership with another firm, worked with the City of Milpitas to develop a new Parks and Recreation Master Plan. Matrix Consulting Group’s main contributions and focus were staffing assessments, service delivery evaluations, fee assessments, and the development of a costrecovery policy for City Council adoption. We developed a comprehensive assessment of fees and cost recovery for all functional areas of the Recreation and Community Services Department. Our recommended cost-recovery policy was adopted by the City Council without change. We recently completed a second study providing a comprehensive operational and staffing assessment of the

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 10
department. This study evaluated organizational structure, staffing levels, and internal processes to align staffing and practices with existing workload.

BRENTWOOD, CA: PARKS AND RECREATION & SENIOR CENTER OPERATIONS ASSESSMENT We were retained by the City of Brentwood to conduct an operational and organizational assessment of the Parks and Recreation Department’s Recreation Division, as well as a focused review of the operations and staffing of the Brentwood Senior Activities Center (BSAC). The study included community outreach to patrons of the BSAC and the community at large to assess customer satisfaction and gather recommendations for improvements. The assessment identified strengths in the City's recreational activities and opportunities to further connect with cultural segments of the community. This project also included a programming and staffing assessment to determine the levels of programs available to the City and through the, BSAC and if additional resources were necessary.

EAST BAY REGIONAL PARK DISTRICT, CA: RESOURCE ALLOCATION ASSESSMENT & COST

RECOVERY PLAN
Matrix Consulting Group was retained by the East Bay Regional Park District to perform an assessment of the District’s resource allocation and staffing methods. This assessment evaluated the operations, staffing, and organization of the Park Operations Department, which includes Park Maintenance, Maintenance & Skilled Trades, and Interpretive & Recreation Services. The project team also worked with District staff to determine the indirect costs associated with these activities, including administrative costs and public safety indirect support services. The results of this analysis were presented to the District, along with a cost-recovery policy document, to provide guidance on setting individual fees.

GROUP 4
BURLINGAME, CA: COMMUNITY CENTER
Group 4 developed a vision and master plan for improved recreation facilities, working with City staff, stakeholders, and the community to assess community needs for recreation services, explore building program concepts, and develop options for renovation/expansion as well as new construction. The community’s preferred development strategy was to build a new community center to replace the former facility at its existing location in the park. Community space priorities included a large multipurpose program/performance space, dance and exercise/fitness spaces, and classrooms to accommodate a variety of activities. After a collaborative design process exploring building, site, and parking strategies, the City approved a two-story, 36,000-square-foot center anchoring Washington Park. The Center is complemented by surface and below-grade parking, abundant outdoor seating, and a new playground, multipurpose play court, and picnic area that connect the building to the rest of the park.

ELK GROVE, CA: DISTRICT56 MASTER PLAN
The City of Elk Grove commissioned Group 4 to lead a master planning process for a 56-acre undeveloped site at the intersection of Big Horn Boulevard and Civic Center Drive. Building on years of

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 11
prior work, including City Council review, community input, and identified facility needs, Group 4 worked with SWA Group to establish a master concept for a civic campus. The campus facilities include an aquatics center, a new public library, and a new community/senior center, clustered at the north end and designed to “dissipate” movement southward, allowing much of the site to remain open parkland.

Implementation of the campus – renamed “District56” – is underway. The destination aquatics center, which includes competition and recreational pools, opened in the spring of 2019. Designed by Group 4, the “Center at District56” opened in the fall of 2019.

SAN BRUNO, CA: RECREATION & AQUATIC CENTER
The San Bruno Recreation and Aquatic Center (SBRAC) serves as a bridge between past and present, the natural landscape and city of San Bruno, and indoor and outdoor recreation. The SBRAC is the culmination of a fourteen-year community process originating from the deadly 2010 San Bruno gas line explosion. Following this tragedy, the City embarked on an extensive engagement process that culminated in the community’s vision for a new recreation and aquatic facility to serve as an anchor for a revitalized City Park. Composed of three integrated community, recreation, and aquatics pavilions, the SBRAC creates a highly visible destination that integrates with both active and passive park landscapes.

Additional information about the projects above is available upon request and in Section 3: References.

STAFF CAPACITY
Matrix Consulting Group and Group 4 have the in-house resources to meet all aspects of this project. Jen Winter, a Vice President at Matrix Consulting Group, will oversee the project for this engagement.

She and the proposed project manager, Megan Young, have sufficient time and resources available to devote to this project to ensure proper oversight, including in the event of absences. Additionally, the members of the proposed project team have extensive professional experience as consultants and can continue working on projects even if a team member is absent. The following table lists the percentage of each team member’s estimated time devoted to this project.

Team Member/Title Project Role Estimated % of Time
Jen Winter, Vice President
Matrix Consulting Group
Principal-in-Charge 10%
Megan Young, Manager
Matrix Consulting Group
Project Manager 60%
Khushboo Ingle, Vice President
Matrix Consulting Group
Financial Analyst 10%
Allyson Brekke, Manager
Matrix Consulting Group
Community Engagement 20%
Alexis Orrick, Consultant
Matrix Consulting Group
Data Analyst 20%

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MATRIX CONSULTING GROUP 12
Team Member/Title Project Role Estimated % of Time
Reece Lennon, Consultant
Matrix Consulting Group
Data Analyst 15%
Dawn Merkes, Principal
Group 4
Lead Architect 10%
Carolyn Carlberg, Associate Principal
Group 4
Architect 30%
Nicole Ghiselli, Associate
Group 4
Architect 60%
We manage our staff allocations through Team Forecast, a project management software that enables us to assess and quickly reallocate priorities. We have calculated the weekly hours required for each project team member for the duration of this project to confirm resource adequacy. In the unlikely event that a team member needs to be replaced, we will notify the City and propose options for your approval.

RESUMES
Resumes for all team members begin on the following page.

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MATRIX CONSULTING GROUP 13
BIOGRAPHY:

Jen leads the Public Works and Infrastructure Practice Area. This includes studies related to parks and recreation as well as asset management, engineering, public works, real estate, right of way, utilities, and related services. Jen worked in local government as the Public Works Director for the City of Cedar Rapids. She has also served as the Regional Director for an engineering consulting firm. Her experience includes:
• Strategic planning, organizational and staffing assessments, data and workload analysis, needs assessments, public engagement, and best management practices evaluation and implementation.
• Accreditation
• Process studies, process evaluation and reengineering. • Project management of complex, high-dollar projects.
• Extensive training in and experience implementing organizational health initiatives.

EXPERIENCE HIGHLIGHTS:

ROYAL OAK, MI: PUBLIC SERVICES AND RECREATION STUDY
Jen was the project manager on the City’s comprehensive evaluation of the operations, staffing, and organization of the Department which includes recreation programming, a senior center, park maintenance, and operation and maintenance of program spaces including fields and a hockey arena.

VACAVILLE, CA: PARKS AND PUBLIC WORKS ASSESSMENTS
Jen was the project manager and analyst for several studies including reviews of their Parks and Public Works Departments. The studies recommended several organization and staffing changes and addressed use of technology, administrative systems, and asset management.

ROLE ON THIS ENGAGEMENT:

Principal in Charge
RELEVANT CLIENTS:

CA, Dublin
CA, Gilroy
CA, La Quinta
CA, Pismo Beach
CA, Santa Maria
CA, Stockton
CA, Vacaville
FL, Bradenton
MA, Lowell
MI, Rochester Hills
MI, Royal Oak
NC, Fayetteville
OR, Wilsonville
TX, Buda
WA, Gig Harbor
WA, Issaquah
YEARS OF EXPERIENCE:
25+
EDUCATION:

BS, Iowa State University,
Civil Engineering

PROFESSIONAL
ASSOCIATIONS:

American Public Works
Association (APWA)
APWA Center for
Sustainability (past Chair)
American Water Works
Association (AWWA)
National Recreation and
Park Association (NRPA)
JEN WINTER, P.E.

Vice President

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MATRIX CONSULTING GROUP 14
BIOGRAPHY:

Megan leads the firm’s parks and recreation projects. Megan brings more than twelve years of experience working with local and regional governments. Prior to joining Matrix, Megan served as Assistant to the City Manager, Parks and Grounds Administrator, and Public Works Operation Analyst in various organizations in South Carolina. Relevant experience includes:
• Park maintenance management, including maintenance standards, playground and amenity management, and levels of service. • Parks and Recreation operations, staffing, and programming analysis. • Organizational and staffing assessments, needs assessments, and best management practices evaluation and implementation.

EXPERIENCE HIGHLIGHTS:

ROCHESTER HILLS, MI: GROUNDSKEEPING SERVICES
Megan served as lead analyst on this project focusing on groundskeeping services analysis and recommendations for staffing and contracted services. The study also evaluated procurement practices and contract efficiencies.

LOWELL, MA: PUBLIC WORKS (STREETS & PARKS)
Megan served as the lead analyst on the City’s comprehensive review of the Streets and Parks Divisions of the Public Works Department. The study evaluated the operations, staffing, and organization of the Divisions.

EAST BAY REGIONAL PARK DISTRICT, CA: RESOURCE

ALLOCATION STUDY
Megan served as the lead analyst on the review of resource allocation and staffing methodology. The study evaluated the operations, staffing, and organization of the Park Operations Department, which includes Park Maintenance, Maintenance & Skilled Trades, and Interpretive & Recreation Services.

ROLE ON THIS ENGAGEMENT:

Project Manager
RELEVANT CLIENTS:

CA, Bellflower

CA, EBRPD
CA, San Carlos
CA, Vacaville
FL, Palmetto Bay
MA, Lowell
MI, Rochester Hills
MI, Royal Oak
OR, Wilsonville
TX, Buda
YEARS OF EXPERIENCE:
12+
EDUCATION:

BA, Intercultural Studies
for Business and Spanish,
Wofford College
MPA, Clemson University

TRAINING &
CERTIFICATIONS:

Project Management
Professional: 2020, 2023,
Project Management
Institute
Certified Park and
Recreation Executive:
2025, National Recreation
and Parks Association
Certified Park and
Recreation Professional:
2020, 2023, National
Recreation and Parks
Association
Certified Landscape
Professional: 2020,
Clemson University

MEGAN YOUNG, PMP, CPRE
Manager

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MATRIX CONSULTING GROUP 15
BIOGRAPHY:

Khushboo Ingle is a Vice President who manages cost allocation plan, user fee, development impact fee, and cost of service engagements. Her experience with the firm also includes participation in operational audit engagements focusing on reviewing organizational, staffing, and internal processes to enhance services. Khushboo’s relevant experience include:
• Analysis focuses on verifying and reviewing cost of service assumptions and ensuring compliance with best practices. • Expertise also includes impact fee studies and development feestudies.

EXPERIENCE HIGHLIGHTS:

EAST BAY REGIONAL PARK DISTRICT, CA: COST ALLOCATION

PLAN AND FEE STUDY
Khushboo served as the Project Manager on this engagement, which was developing a Full Cost Plan, OMB Compliant Cost Plan, and conducting a district-wide fee study.
• Ensuring compliance with OMB guidelines for allocation metrics. • Streamlining fee structures
• Capturing the cost of Use of Space / Market Rates.

RIM OF THE WORLD RECREATION DISTRICT, CA: FEE STUDY
Khushboo served as the project manager for conducting a district-wide fee study:
• Review of rental structures / rates.
• Incorporating use of space, amenities, and market rates. • Calculation of district-sponsored events and activities.

ROLE ON THIS ENGAGEMENT:

Financial Analyst
RELEVANT CA CLIENTS:

Burlingame
Citrus Heights
Cupertino
Dixon
Elk Grove
Fairfield
Humboldt County
Livermore
Long Beach
Manhattan Beach
Orange
Pacific Grove
Redwood City
San Bernardino
County
San Pablo
San Mateo
Santa Clara
Santa Clara County
Sonoma County
South San Francisco
Stanislaus County
Sunnyvale
Vacaville
YEARS OF EXPERIENCE:
15 EDUCATION:

B.A., University of California
– San Diego, International
Economics
M.A., University of California
– San Diego, International
Affairs

PROFESSIONAL
ASSOCIATION:

California Society of
Municipal Finance Officers
Revenue Enhancement Best
Practices

KHUSHBOO INGLE
Vice President

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 16
BIOGRAPHY:

Allyson Brekke focuses on the Community Development Services practice area, with specialty knowledge in city-county management, historic preservation, grant management and town and gown relations.

Prior to joining the firm, Allyson served as Deputy Planning Director for Gallatin County, MT where she monitored parkland requirements with subdivision development, and the Director of Community and Economic Development for Port Angeles, WA where she helped City Council to adopt the City’s two-year strategic plan. Her experience includes:
• Strategic planning, capital plan updates, budget/work plan development, development review efficiencies and analysis. • Long-range planning efforts for comprehensive plans, housing needs, historic district management and environmental protection. • Organization and operation development and coordination of intergovernmental policies, programs, and operations.
• Community outreach facilitation and neighborhood planning.

EXPERIENCE HIGHLIGHTS:

REDONDO BEACH, CA: EVALUATION OF THE COMMUNITY

DEVELOPMENT DEPARTMENT
Allyson served as the senior analyst on this evaluation of the City’s Community Development Department, which focused on creating more predictable entitlement and permitting processes, aligning staffing resources and workload, and transitioning to new development review software, online application submittal, and digital plan review.

JEFFERSON CITY, MO: CITY ORGANIZATIONAL REVIEW AND

STAFFING ASSESSMENT
Allyson served as a senior analyst on this study and focused her operational and staffing analysis on the Planning and Protective Services Department to help identify different strategies in grant administration and staff needs for regional community planning efforts.

ROLE ON THIS ENGAGEMENT:

Planning and permitting analyst.

RELEVANT CLIENTS:

CA, El Monte
CA, Escondido
CA, Piedmont
CA, Redondo Beach
IL, Champaign
MA, Boston
MI, Royal Oak
MO, Jefferson City
NC, Raleigh
NJ, Paterson
SC, Columbia
TX, Prosper
VT, Burlington
YEARS OF EXPERIENCE:
21 EDUCATION:

MCP, University of
Pennsylvania, City
Planning
BA, University of Mary
Washington, Historic
Preservation

PROFESSIONAL
ASSOCIATION:

American Institute of
Certified Planners (AICP)
Graduate of Northwest
Women’s Leadership
Academy
Study Certificate in Town
and Gown Relations

ALLYSON BREKKE, AICP
Manager

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 17
Alexis Orrick recently joined our firm as a data analyst in our General Consulting Practice. Alexis works primarily on data analysis and metrics for operational, organizational, and staffing assessments. Her relevant experience include:
• Reporting and Data Analysis
• Management and Communication
• Mixed Methods Research
EXPERIENCE HIGHLIGHTS:

EAST BAY REGIONAL PARK DISTRICT, CA: RESOURCE

ALLOCATION STUDY
Alexis served as an analyst on the review of resource allocation and staffing methodology. The study evaluated the operations, staffing, and organization of the Park Operations Department, which includes Park Maintenance, Maintenance & Skilled Trades, and Interpretive & Recreation Services.

ESCONDIDO, CA: DOCUMENTATION DEVELOPMENT
Alexis is leading the documentation development component of our implementation assistance. She is collaborating with staff to develop standard operating procedures, application checklist (internal and customer facing), and assisting with the creation of performance monitoring dashboards.

OSHKOSH, WI: PROCESS ANALYST
Alexis was responsible to documenting current development review, permitting, and inspection processes and identified chokepoints in current processes and where technology could be integrated to improve efficiencies. Current “as is” and “to Be” process diagrams were created to support customer service and implementation efforts.

ROLE ON THIS ENGAGEMENT:

Data Analyst
RELEVANT CLIENTS:

CA, EBRPD
CA, Escondido
CA, Milpitas
CA, Palo Alto
CA, San Mateo
CA, West Sacramento
MI, Rochester Hills
OR, Wilsonville
WA, Anacortes
WI, Oshkosh
YEARS OF EXPERIENCE:
6 EDUCATION:

MSc Applied Social Data
Science – London School
of Economics and Political
Science
BA Political Science:

Comparative Politics –
University of California,
San Diego

ALEXIS ORRICK
Consultant

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MATRIX CONSULTING GROUP 18
BIOGRAPHY:

Reece recently joined the firm to provide detailed analysis and metrics for operational, organizational, staffing, and efficiency assessments.

Relevant experience includes:
• Survey development and analysis.
• Parks and Recreation operations, staffing, and programming analysis. • Reporting and data analytics.
• Staff and asset modeling.

EXPERIENCE HIGHLIGHTS:

UNIVERSITY OF OKLAHOMA, INSTITUTE FOR
ENVIRONMENTAL GENOMICS: GRADUATE RESEARCH

ASSISTANT
• Assisted in data collection and analysis for ongoing projects. • Designed and completed lab experiments for thesis research, analyzed data and created figures to visualize the results. • Presented findings to my colleagues, department and committee members.

UNIVERSITY OF OKLAHOMA, DEPARTMENT OF
MICROBIOLOGY AND PLANT BIOLOGY: GRADUATE TEACHING

ASSISTANT
• Organized lab materials, taught course information, and kept records of student progress.

CLEMSON UNIVERSITY AGRICULTURAL SERVICES
LABORATORY: STUDENT LABORATORY TECHNICIAN
• Coordinated incoming samples, record keeping and sample disposal. • Prepared agricultural samples for chemical and biological testing.

ROLE ON THIS ENGAGEMENT:

Data Analyst
RELEVANT CLIENTS:

CA, West Sacramento
CA, San Mateo
NC, Fayetteville
OH, Cincinnati
WA, Gig Harbor
TX, Denton
ON, Hamilton
FL, Naples
SC, Greenville
CO, Buena Vista
GA, Chamblee
CA, Santa Ynez
NY, Dutchess
YEARS OF EXPERIENCE:
6 EDUCATION:

MS, Microbiology,
University of Oklahoma
BS, Microbiology, Clemson
University
AREAS OF EXPERIENCE:

Data Analysis,
Management, and
Visualization
Statistical Analysis
REECE D. LENNON
Data and Management Analyst

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 19
BIOGRAPHY:

Dawn Merkes is a leader in planning, programming, and community engagement for public-sector community and recreation projects.

An active proponent of user-based, values-driven planning, she has played a central role in shaping Group 4’s pre-design approach—helping communities align vision, operations, and funding to support successful, generational investments in civic and recreational facilities.

Known for her clear communication and facilitation skills, Dawn frequently presents on planning and design topics at the California Parks & Recreation Society (CPRS).

EXPERIENCE HIGHLIGHTS:

Dawn has led engagement and programming efforts for many of Group 4’s most significant projects, including:
• Burlingame Community Center
• Elk Grove Civic Center South Campus Master Plan
• Fremont Community Center
• Foster City Recreation Center
• Palo Alto Mitchell Park Master Plan
• Palo Alto Mitchell Park Library + Community Center
• San Bruno Recreation and Aquatic Center
• Terra Linda Park and Community Center Master Plan
• Union City Holly Community Center Feasibility Study
• West Sacramento Community Center
She has also guided the development of firmwide tools and resources for engagement, assessment, and facilities planning that empower informed, transparent decision-making.

ROLE ON THIS ENGAGEMENT:

Lead Architect
EDUCATION:

Bachelor of Architecture,
Montana St. University,
Bozeman
Registered Architect, State
of California, C24206
LEED Accredited
Professional

DAWN MERKES
Principal
Group 4 Architects

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 20
BIOGRAPHY:

Carolyn Carlberg brings deep experience in community and recreation facility planning, programming, and design for public-sector projects across California. With a strong foundation in pre-design and inclusive engagement, Carolyn excels at helping agencies translate community values, site opportunities, and operational goals into clear, actionable programs. Her collaborative facilitation style, creativity, and attention to detail support thoughtful planning processes that lay the groundwork for successful, long-term investments in parks and community facilities.

EXPERIENCE HIGHLIGHTS:
• Carolyn has recently led the planning, programming, and bridging documents for the Gonzales Community Center and is serving as Project Manager for the Cathedral City Community/Rec Center Feasibility Study.

She has played a key role in projects including:
• Alameda County Library Family Space Master Plan
• Burlingame Community Center
• The Boulevard Aquatic Center, Dublin
• Cosumnes Community Services District Elk Grove Park Master Plan • Cincinnati-Hamilton County Public Library Facilities Master Plan • Dayton Metro Library System-wide Design Services
• Elk Grove Library Adaptive Reuse
• Fremont Community Center
• Granada Community Center
• Millbrae Community Center
Her ability to align vision, scope, and implementation ensures projects move forward with clarity, efficiency, and community support.

ROLE ON THIS ENGAGEMENT:

Architect
EDUCATION:

Bachelor of Science in
Architecture, Washington
University
Registered Architect, State
of California, C36332
LEED Accredited
Professional

CAROLYN CARLBERG
Associate Principal
Group 4 Architects

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 21
BIOGRAPHY:

Nicole Ghiselli is proven to be one of Group 4’s most-skilled planners, working with a variety of public clients and agencies on feasibility, site planning, and transit-oriented projects. In addition to her related project experience with SamTrans, Nicole is also one of our strongest sustainable-design champions, with recent experience on our Zero Net Energy Burlingame Community Center project.

EXPERIENCE HIGHLIGHTS:
• She has played a key role in projects including:
• Burlingame Community Center
• College of Marin Center for Student Success
• Millbrae Community Center
• Moraga Parks, Recreation, & Open Space Master Plan
• SamTrans North Base Bldg. 200 Programming
• SamTrans North Base Bldg. 200 Final Study
• San Diego Public Library Master Plan
• San Jose Corp Yard Feasibility Study
• San Mateo Recreation Facilities Master Plan
• Santa Cruz Downtown Library Feasibility Study
• Santa Cruz Farmers Market Study
• Union City Corporation Yard Master Plan
• Yorba Linda Library + Cultural Arts Center
ROLE ON THIS ENGAGEMENT:

Architect
EDUCATION:

Bachelor of Architecture,
University of Oregon
Registered Architect, State
of California, C38553
LEED Accredited
Professional

NICOLE GHISELLI
Associate
Group 4 Architects

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 22
The following are summaries and contact details of clients who can attest to the quality of our work.

MATRIX CONSULTING GROUP
Cost Allocation Plan &
User Fee Study
Resource Allocation
Assessment
Ruby Tumber
Management Analyst
P: (510) 544-2565
[email protected]
Matrix Consulting Group developed a cost allocation plan and conducted a user fee study for the East Bay Regional Parks and Recreation District.

The scope of this project was all District-wide parks and recreation fees assessed – including camping, boats, fishing, rental of facilities, etc.

The project team worked with District staff to determine the indirect costs associated with these activities including both administrative costs, as well as public safety indirect support services. The results of this analysis were presented to the District along with a cost recovery policy document to provide guidance on setting individual fees.

Matrix also conducted a comprehensive assessment of the Operations Division of the District that included evaluating all operational practices, organizational structures, staffing levels, and workloads. This assessment was focused on identifying modifications necessary for further evaluation to develop a long-range strategic business plan to enhance operations and align staffing and operational practices with service demands and workload. Additionally, the effort was designed to ensure a sustainable approach to service delivery for the future.

Our efforts included extensive interviewing, focus groups, employee surveys and data analysis. The focus groups were conducted as a SWOT analysis to provide critical input for the development of recommendations. Key recommendations, which are being addressed during Phase 2 of the engagement include the implementation of updated service levels, establishing maintenance standards, staffing reconfigurations and allocation, and operational changes to increase efficiency and effectiveness.
3: REFERENCES

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 23
Parks and Recreation
Department and Senior
Center Operations
Assessment
Tim Ogden
City Manager
150 City Park Way
Brentwood, CA 94513
(P): (925) 516-5440
[email protected]
Matrix Consulting Group was retained by the City of Brentwood to conduct an operational and organizational assessment of the Parks and Recreation Department’s Recreation Division as well as a focused review of the operations and staffing of the Brentwood Senior Activities Center (BSAC).

The study included community outreach to patrons of the BSAC as well as the community at large to determine customer satisfaction and recommendations for improvements. The assessment identified strengths of the recreational activities of the City as well as opportunities for improvement to connect further with cultural segments of the community. This project also included a programming and staffing assessment to determine levels of programs available to the City and through the BSAC and if additional resources were necessary.

Key recommendations included guidance on development of policies and procedures and a strategic direction for the department, and staff training and retention needs for long-term success. Additionally, the project team recommended that a Recreation Program Plan be developed, and marketing tools should be enhanced to provide for multiple cultural and age differences in the community overall.

Program and Fee
Assessment and Cost
Recovery Policy
Development (Park
Master Plan Update)
Organizational
Assessment
Renee Lorentzen,
Director, Recreation and
Community Services
455 East Calaveras Blvd.

Milpitas, CA 95035
(P): (408) 585-3409
[email protected]
Matrix Consulting Group, in partnership with another firm, worked with the City of Milpitas on the development of a new Parks and Recreation Master Plan.

Matrix Consulting Group’s main contribution and focus was on staffing assessments, service delivery evaluation, fee assessment, and development of a cost recovery policy for City Council adoption.

We developed a comprehensive assessment of fees and cost recovery for all functional areas of the Recreation and Community Services Department. Our recommended cost recovery policy was adopted without change by the City Council. A key component of the cost recovery policy was ensuring that lowincome and marginalized individuals retained access to services. To that end, funds were allocated to a scholarship fund to provide subsidies to qualified individuals.

Our fee assessment has provided direction to staff and the City Council in adjusting fees to be more competitive with the local market and the surrounding communities while taking into consideration the unique needs of residents and ensuring equity for all populations within the community.

We recently completed a second study providing a comprehensive operational and staffing assessment of the department. This study evaluated organizational structure, staffing levels and internal processes to align staffing and practices with existing workload.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 24
Additional information and/or references are available upon request.

CLIENT LISTS
The following are lists of relevant projects completed by our firms.

MATRIX CONSULTING GROUP
Recent Parks and Recreation clients include:

Year Client/Location Year Client/Location
2025 Buda, TX 2019 Tigard, OR
2025 Cincinnati, OH 2019 Warrenville, IL
2025 Lowell, MA 2018 Libertyville, IL
2025 Wilsonville, OR 2017 Westford, MA
2025 East Bay Regional Park District, CA 2017 Orting, WA 2025 Naples, FL 2016 Athens-Clark County, GA
2025 Tukwila, WA 2016 Richland County, SC
2025 Union City PMP 2016 San Mateo, CA
2024 Joplin, MO 2016 Torrington, CT
2024 Long Beach, CA 2016 Waxhaw, NC
2024 San Carlos, CA 2015 Ashland, OR
2023 Bellflower, CA 2015 Seattle, WA
2023 Palmetto Bay, FL 2015 Trumbull, CT
2023 East Baton Rouge, LA 2014 Elmhurst Park, IL
2023 Brentwood, CA 2014 Salt Lake City, UT
2023 Vacaville, CA 2013 Irvine, CA
2022 Milpitas, CA 2012 San Bernardino, CA
2022 Coventry, RI 2012 Half Moon Bay, CA
2022 Dunedin, FL 2012 Rancho Mirage, CA
2022 Hercules, CA 2012 Rancho Palos Verdes, CA
2021 Takoma Park, MD 2011 Grand Rapids, MI
2020 Portage, MI 2011 Orland Park, IL
2019 Boise, ID 2010 Johnson County, KS
2019 Schertz, TX 2009 Boise, ID
2019 St. Cloud, FL 2008 Monroe County, MI
These are examples of our experience. For a full list of recent projects (2020-2025/current), see here.

Details about any project are available upon request.

GROUP 4
Members of the Group 4 team have completed the following projects:
• Alameda Co. Library Family Space Master Plan
• Belmont Community Center Master Plan
• Gonzales Community Center
• Granada Community Center
• Millbrae Community Center

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 25
• Burlingame Community Center
• The Boulevard Aquatic Center, Dublin
• Cathedral City Rec Center Feasibility Study
• Cosumnes Community Services District Elk
Grove Park Master Plan
• Cincinnati-Hamilton County Public Library
Facilities Master Plan
• Dayton Metro Library System Design Services
• Elk Grove Library Adaptive Reuse
• Foster City Rec Center
• Fremont Community Center
• Millbrae Community Center
• Palo Alto Library + Community Center
• Placentia Senior Community Center
• San Bruno Recreation & Aquatic Center
• Santa Cruz Library Feasibility Study
• Santa Cruz Farmers Market Study
• Santa Rosa Hearn Community Hub Bridging
Documents
• Tracy Aquatic Center
• Union City Corporation Yard Master Plan
• Yorba Linda Library + Cultural Arts Center
• West Sacramento Community Center
Additional information about any project listed above is available upon request, and a project portfolio is available online at https://g4arch.net/portfolio/.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 26
The following subsections describe our general project approach and tasks to complete the requested scope of services. Our consulting philosophy is to provide a customized approach to each client's unique issues. It needs to be in a fact-based manner, utilizing our proven methodologies and analytical techniques, as summarized in the following graphic:

Our place in the government consulting industry is based on our experience and tailored approach to meeting each client's unique needs.

PROJECT MANAGEMENT AND CLIENT INTERACTION
We strongly believe in managing each consulting engagement effectively. As a result, we utilize formal project management techniques in our studies. These techniques include:
• Project tasks, associated deliverables, timelines, and budgets are clearly defined and assigned to each team member.
• Project team and client expectations and results are managed by developing and using formal project schedules and reporting tools, and conducting frequent client review meetings to review interim deliverables.
• Quality control measures include a project executive review of all interim and final products before delivery to the client.
• Bi-weekly (or alternative schedule) meetings with the project manager and/or steering committee.

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

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

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

We recognize that successfully serving clients requires more than simply providing the right answers. We provide clients with practical solutions for implemention.

We engage regularly with our clients to ensure that the project remains on time, the schedule is maintained, and we are accessible when needed. 4: PROPOSED METHODOLOGY

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 27
We recommend creating a small project committee to work with us on this project. This committee would review our findings, conclusions, and recommendations by reviewing each interim deliverable. We would conduct regular progress meetings to report on progress to date, problems or obstacles encountered, and planned project activities.

PROPOSED TASK PLAN
The following task plan outlines the steps the project team will take to conduct the comprehensive Recreation Division Assessment. Our approach is grounded in the National Recreation and Park Association’s (NRPA) Commission for Accreditation of Park and Recreation Agencies (CAPRA) standards and industry best practices.

Throughout the task plan, references to CAPRA alignment and relevant standards for each task or subtask are provided. These standards will guide all associated data collection, analysis, and reporting.

An example is below:

CAPRA Alignment - Standard 1.1: Agency Authority, Role, & Responsibility; Standard

1.4: Administrative Policies & Procedures; Standard 2.1: Planning TASK 1: PROJECT INITIATION & EXISTING CONDITIONS ASSESSMENT To conduct this assessment effectively, we need a solid understanding of the Division’s current services, service levels, and resource allocations. The following subtasks will be used to establish a baseline understanding of current operations and to define the project's goals and expectations.

KICKOFF AND PROJECT PLAN
The project team will meet with City leadership, Recreation staff, and other stakeholders to understand goals and expectations. Together, the teams will confirm goals, success metrics, project schedule, and communication plan. A project plan will be drafted and shared with all stakeholders to document goals, metrics, the schedule, and change management.

INTERNAL INTERVIEWS
• The project team will conduct interviews with the Administrative Department Director and the Recreation Division leadership to understand the key issues facing the Division and any planned nearterm changes we should consider in our evaluation that may affect services, service delivery, or staffing.
• The team will also conduct individual interviews with staff to understand the current organizational structure, service levels, staffing models, and operational practices and constraints.

CONTRACTED SERVICE REVIEW
• The project team will gather and review information regarding current contracted services provided to the Division to identify potential for more efficient or cost-effective alternative service delivery.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 28
• Additional items for review include current memoranda of understanding (MOUs), joint use agreements (JUAs), and service agreements to assess value.

DOCUMENT REVIEW
• Review available information, including mission statements, budgets, workload data, job descriptions, work rules, personnel rules, and other documents that offer insight into the Recreation Division’s service delivery strategies, regulatory constraints, and operational practices. • Review staffing and responsibilities of personnel in each function. Record trends in staffing over the past several years.
• Document the major software and technologies used throughout the Department and assess current utilization levels.

FACILITY INVENTORY AND BASELINE DATA
• Compile an inventory of indoor recreation facilities operated, programmed, or supported by the Recreation Division, including shared-use and partner facilities. • Review available documentation, including facility age, size, building systems, maintenance history, ADA compliance status, utilization data, operating agreements, and staffing models. • Confirm facility inventory, shared-use assumptions, and data gaps with City staff.

TASK 2: COMMUNITY ENGAGEMENT AND NEEDS ASSESSMENT
The project team will utilize the subtasks below to understand community priorities, satisfaction, barriers to access, and unmet recreation needs, following NRPA’s survey guidance for sampling, administration modes, and actionable question design.

CAPRA Alignment – Standard 2.4: Community Involvement; Standard 10.4: Needs Assessment
CAPRA Alignment – Standard 6.4: Outreach to Diverse Underserved Populations; Standard 1.3: Equity Policy

COMMUNITY AND INTERCEPT SURVEYS
• Design a community survey instrument addressing satisfaction, unmet needs, barriers (cost, location, time, language), and priorities by demographic and geography.

TASK RESULT
The project team will develop an existing conditions summary across programs, staffing, facilities, finance, and systems.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 29
• Administer surveys using multiple modes: online, mail-back, and bilingual options (English/Spanish) to maximize participation.
• Follow NRPA survey guidance for sampling methodology and actionable question design. • Conduct intercept surveys at recreation facilities, programs, and community events to capture feedback from active users.
• Target diverse locations and times to ensure representative sampling across program types and demographics.

FOCUS GROUPS
• Facilitate targeted focus groups with key community segments: youth, seniors, underserved areas, families, and special populations.
• Develop discussion guides aligned with assessment objectives to gather qualitative insights on program quality, access barriers, and desired services. • Ensure representation from diverse community groups, including low-income residents, non-English speakers, and historically underserved neighborhoods.

STAKEHOLDER INTERVIEWS
• Conduct interviews with key partners, including schools, libraries, nonprofits, sports leagues, and community organizations.
• Assess partnership effectiveness, service gaps, and opportunities for collaboration. • Gather input from governmental agencies and local community organizations that support disadvantaged and low-income families.

TARGETED OUTREACH
• Partner with community organizations to facilitate access and build trust with hard-to-reach populations.
• Assess language access across programs, registration, and communications (English/Spanish). • Map participation patterns against community demographics to identify disparities and barriers (cost, transit, language, digital access).

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 30

FACILITY ALIGNMENT
• Evaluate how existing facilities support priority services, including youth sports, aquatics, senior services, indoor recreation, special events, and community programming.
• Assess the suitability of shared-use facilities for long-term delivery of recreation services.
• Identify demographic and population growth trends
affecting future recreation demand.
• Assess geographic distribution of services relative to population density and demographics.

TASK 3: ORGANIZATIONAL AND OPERATIONAL ASSESSMENT
Our project team will apply NRPA best management practices, based on CAPRA standards, to assess staffing, operational procedures, technology utilization, management planning, and other aspects of organizational performance.

Standard Domains for CAPRA Review:

Governance and Administration Programs and Services
Planning Facility and Land Use Management
Organization and Administration Public Safety, Law Enforcement, & Security Human Resources Risk Management
Financial Management Evaluation and Research
This approach will offer a thorough gap and benchmarking assessment, emphasizing current strengths and areas for improvement. Subsequent tasks will analyze these areas for improvement and formulate specific operational and staffing recommendations aligned with CAPRA standards.

CAPRA Alignment – This analysis will assess compliance with all 151 CAPRA standards, identify which are fully met, partially met, or not met, and provide priority recommendations to achieve accreditation readiness.

TASK RESULT
The project team will develop an engagement plan and instruments, an engagement findings report, and an updated needs assessment report that includes priorities by demographics and geography.

Figure 1: Group 4 Community Engagement

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 31

OPERATIONAL ANALYSIS
• Evaluate the adequacy of major work practices. This analysis will review workload and identify opportunities to streamline internal processes, assignments, and work practices to increase productivity and enhance effectiveness.
• Evaluate work planning and scheduling. This analysis will focus on the systems and processes used to plan and schedule work activities, and on how management systems assign resources to functions and tasks.
• Evaluate customer service for both internal and external customers. The project team will assess the quality of service delivered and coordinate between divisions on various business processes. • Evaluate current technology systems. Examine software suites to assess implementation effectiveness, mobile/handheld device usage in the field, and the extent to which current systems facilitate efficient information sharing and reduce duplicate input. • Evaluate performance management and metrics. Analyze how effectively performance is managed, including whether divisions make use of effective performance metrics, how goals and service level targets are developed, and whether metrics are tracked, reported, and communicated to staff. • Evaluate the use of vehicles, equipment, facilities, and space. Assess the effectiveness of space usage and identify recommendations to enhance its use.

CAPRA Alignment – Standard 3.5: Records Management; Standard 10.2:

Management Information Systems; Standard 10.1: Evaluation of Agency Functions

ORGANIZATIONAL AND STAFFING ANALYSIS
• Evaluate the Organizational Structure: Assess the overall organizational setup for gaps or overlaps in functions, spans of control, layers of management, role clarity, and appropriate organizational locations.
• Organizational Location of Services: Identify services that should be relocated within the organization or transferred to the Department.
• Benchmark staffing ratios with NRPA/California Park & Recreation Society (CPRS) national/state municipal peers (per capita, per facility/acre where applicable).
• Compare staffing levels with up to four comparable California communities identified in collaboration with City staff. • Evaluate staff utilization and deployment against regulations, service levels, and workload. Account for future initiatives or changes in operational practices to ensure staffing
recommendations meet future service demands.

Figure 2: NRPA Agency Data Source

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 32
• Identify workforce development and succession planning needs. • Develop current and future staffing recommendations with staffing metrics and "trigger points" for evaluating future staffing adjustments.

CAPRA Alignment – Standard 3.1: Organizational Structure; Standard 4.1: Personnel Policies & Procedures; Standard 4.3: Employee Training & Development; Standard

4.5: Succession Planning

FACILITY CONDITION AND OPERATIONAL ASSESSMENT
• Conduct site visits (as appropriate and in coordination with City staff) to assess building systems, site infrastructure, accessibility, safety, and overall condition. • Identify and summarize service-related issues, including layout, space allocation, functionality, flexibility, and customer experience.
• Evaluate the location, suitability, and capacity of current sites to support expanded recreational services.
• Identify deferred maintenance, code compliance issues, ADA/Title II compliance issues, and high-risk deficiencies.
• Evaluate operating model efficiency for major venues (e.g., aquatics, community centers).

CAPRA Alignment – Standard 7.1: Park and Recreation Land Use Planning; Standard

7.5: Maintenance & Operations Management

PROGRAM REVIEW
• Develop a Program Inventory and Classification that categorizes all existing offerings and maps them against user demographics to identify which populations are well served and which may be underserved.
• Conduct lifecycle analysis
(introduce/grow/mature/decline) to right-size
the portfolio; evaluate alignment with mission,
equity, demand, and margins.
• Conduct qualitative service analysis using
metrics: Program Relevance, Cultural
Inclusivity, Accessibility, Instructor Quality,
Consistency, and Participant Satisfaction.
• Compare offerings with peer agencies; identify
gaps (e.g., adults, teens, seniors, adaptive
recreation), schedule balance, and access
(time/location). Figure 3: Program Analysis Example

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 33
• Recommend program additions, retirements, partnerships, and pricing strategies. • Align Qualitative LOS goals with the Division’s operational capacity; provide phased strategies to scale services sustainably.

CAPRA Alignment – Standard 6.1: Recreation Programming; Standard 6.2: Program and Service Statistics; Standard 6.3: Program Evaluation

PROGRAMMATIC MINI-STUDIES
Conduct focused analysis of specific programming clusters, evaluating staffing models, alternative service delivery, programming mix, risk, fee strategy, and marketing best practices for each:

Program Cluster Key Analysis Elements
Adaptive Recreation ADA compliance, inclusion practices, specialized staffing Adult Sports/Activities League structures, facility allocation, fee recovery Aquatics Safety protocols, lifeguard staffing, cost recovery Contract Classes Instructor agreements, revenue sharing, quality control Senior Services Vital services delivery, transportation, social services partnerships Youth Sports League partnerships, volunteer coaches, facility scheduling Summer Day Camps Staff ratios, licensing requirements, curriculum Reservations/Parks Booking systems, fee structures, utilization rates Special Events Resource allocation, community impact, sponsorship potential Targeted Community Services
(SCYTF/NSU)
Grant compliance, outcome tracking, partnership coordination Early Childhood Education (potential) Licensing, curriculum, staff qualifications Fitness/Health (potential) Facility needs, instructor certifications, market analysis After School (potential) School partnerships, transportation, supervision ratios

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 34
Each programmatic mini study will evaluate:
- Staffing Models (Internally Provided) - Alternative Service Delivery Models (Outside Provided) - Programming Mix - Risk
- Fee Strategy / Cost Recovery - Marketing Techniques & Strategies CAPRA Alignment – Standard 6.1: Recreation Programming; Standard 9.1: Risk Management Policy

CONTRACTS & PARTNERSHIPS
• Inventory existing MOUs/agreements with schools, libraries, nonprofits, sports leagues, and other partners.
• Evaluate partnership performance, value delivered, and risk exposure. • Identify new partnership models and shared-use agreement opportunities. • Develop a potential sponsorship/naming framework consistent with public ethics. • Create an approval workflow and policy outline for sponsorship agreements.

CAPRA Alignment – Standard 2.8: Partnerships; Standard 7.3: Joint Use Agreements

VOLUNTEER OPERATIONS
• Assess volunteer program structure, recruitment, training, and recognition practices. • Evaluate compliance with background check requirements and risk management protocols. • Recommend improvements to volunteer management and engagement. • Review policies for incident reporting, youth safety, aquatic safety, and emergency plans. • Recommend standard operating procedures (SOPs) and training cadence; note relevant CAPRA standards.

CAPRA Alignment – Standard 4.6: Volunteers; Standard 9.1: Risk Management Policy; Standard 9.2: Risk Management Plan

TASK RESULT
The project team will develop an operational and organizational assessment, including recommendations and opportunities for improvement.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 35
TASK 4: FINANCIAL ANALYSIS, COST RECOVERY, AND FINANCIAL PLANNING The financial analysis, cost recovery, and financial planning tasks will assist with recommended implementation strategies and opportunities for resource reallocation. The key elements of the financial analysis will include:
• Cost Analysis and Recovery: Identify the total costs of services, including direct, indirect, and overhead expenses, and evaluate current cost recovery levels, including fee waivers and subsidies. • Comparative Benchmarking: Survey comparable agencies to assess industry standards, fee structures, and cost recovery approaches.
• Fee and Policy Recommendations: Propose appropriate fees, subsidies, and policy-based costrecovery strategies to ensure equitable and inclusive park access. • Reporting and Implementation Tools: Deliver a comprehensive report, master fee schedule, and a user-friendly financial model for ongoing fee analysis and adjustments.

The following tasks outline our project team's approach, a brief narrative, and the expected deliverables associated with each task.

CURRENT FEE STRUCTURE
Matrix will meet with City staff to discuss the current fee structure and identify opportunities to streamline or recommend improvements. This can include eliminating fees or recommending consistent subsidy percentages for residents or non-profit groups. The result of this subtask will be a more streamlined fee schedule to serve as the basis for the discussion.

COST-RECOVERY MODEL
Matrix will meet with staff in each programmatic area to discuss and develop the different components of the services provided.

The following shows a sample of the types of components included in the Cost Recovery Model:

Activity Title Summer Camp
Activity Length 5 Hours 5 days 1 Week
Staff Requirements per Activity
Position Title # of Staff # of Hours Hourly Rate Total
Rec Leader I 3 35 $15.00 $1,575.00
Rec Supervisor 1 40 $19.00 $760.00
Staffing Cost per Activity $2,335.00
Direct Material Costs Per Session
Item Description # Cost Total
Art Supplies 1 $500.00 $500.00
T-Shirts 20 $10.00 $200.00
Material Cost per Activity $700.00
Total Direct Activity Costs $3,035.00
Indirect Costs Per Activity
Type Cost Factor Total
Maintenance 26% $789.10

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 36
Activity Title Summer Camp
Activity Length 5 Hours 5 days 1 Week
Departmental 15% $455.25
Citywide 12% $364.20
Total Indirect Activity Costs $1,155.25
Total Activity Costs $4,190.25
Program Revenue Offsets
Type Total
Grant $1,000.00
Other $0.00
Total Activity Revenue Offset $1,000.00
NET ACTIVITY COST $3,190.25
Projected Cost per Participant
Participants # Cost Per Cost Recovery Proposed Fee
Max 30 $106.34 40% $42.54
Average 20 $159.51 40% $63.81
As the sample indicates, the evaluated components will include direct costs, such as staff providing the services or materials, and indirect overhead based on maintenance costs, divisional support, and citywide overhead. This model also allows the incorporation of any specific revenue offsets (e.g., donations, grant funding) to help cover program or activity costs.

Ultimately, an overall programmatic or per-participant cost will be established to demonstrate the full cost (both direct and indirect). The cost-recovery model(s) developed will be tailored to the types of programs the City offers.

CAPRA Alignment – Standard 5.1: Fiscal Policy; Standard 5.2: Budgeting; Standard

5.5: Pricing and Revenue Policy

DRAFT FEE RECOMMENDATIONS
Draft fee results will be developed based on staff interviews and the cost components included in the cost recovery model template(s). These draft fee results will compare current fees to the full cost fee. If participant information is available and tracked, the project team will be able to report the annual impact of the analysis. The following table shows a sample of the per-unit and annual results associated with pools:

Per Unit Results
Activity Recommended Fee Total Cost Subsidy Cost Recovery % Open Swim / Lap Swim
General Admission $3.00 $6.25 ($3.25) 48%
15-Visit Pass $40.00 $93.78 ($53.78) 43%
Individual Annual Pass $100.00 $187.57 ($87.57) 53%
Family (4 person) Annual Pass $150.00 $500.18 ($350.18) 30% Swim Club
Resident $25.00 $82.32 ($57.32) 30%
Non-Resident $50.00 $83.32 ($33.32) 60%
Swim Lessons

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 37
Per Unit Results
Activity Recommended Fee Total Cost Subsidy Cost Recovery % Individual $10.00 $22.60 ($12.60) 44%
Adaptive Swim Club $30.00 $90.04 ($60.04) 33%
As the table indicates, current cost recovery ranges from 30% to 61% per unit. The following table shows the annual revenue impact and cost recovery by participant count per area.

Annual Results
Activity Participants
Proposed
Revenue
Total Cost
Revenue Annual Subsidy
Cost
Recovery %
Open Swim / Lap Swim
General Admission 34,082 $102,246 $213,013 ($110,767) 48% 15-Visit Pass 67 $2,680 $6,283 ($3,603) 43%
Individual Annual Pass 1 $100 $188 ($88) 53%
Family (4 person) Annual Pass 57 $8,550 $28,510 ($19,960) 30% Swim Club
Resident 12 $300 $988 ($688) 30%
Non-Resident 2 $100 $167 ($67) 60%
Swim Lessons
Individual 20 $200 $452 ($252) 44%
Adaptive Swim Club 8 $240 $720 ($480) 33%
Total Annual Impacts $114,416 $250,320 ($135,904) 46%
Yearly cost recovery is 46%, as most participants are in the General Admission category, which has a perunit cost recovery of 48%. This detailed analysis of the City’s programs will help outline which activities receive the most significant subsidies and, therefore, have the greatest financial impact on the City.

CAPITAL NEEDS AND STRATEGIC RECOMMENDATIONS
• Analyze facility utilization by program type, time of day, season, and user group. • Evaluate geographic access, service catchments, and coverage to identify underserved areas using NRPA master-planning best practices.
• Identify capacity constraints and scheduling conflicts. • Identify and prioritize capital improvements, renovations, replacements, and potential new facilities. • Develop a phased Capital Improvement Plan (CIP) roadmap with order-of-magnitude cost estimates:
- 0–5 years: Immediate priorities and deferred maintenance - 6–10 years: Mid-term improvements and expansions
- 10+ years: Long-term strategic investments
• Identify potential funding strategies, partnerships, and operational impacts associated with recommended improvements.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 38
CAPRA Alignment – Standard 7.1: Park and Recreation Land Use Planning; Standard

5.3: Capital Improvement and Development Planning
TASK 5: PERFORMANCE MEASUREMENT, SWOT, AND BENCHMARKING This task is critical to the success of this effort. While this task is placed later in the work plan (to align with the RFP structure), its elements are performed throughout the project. Our proposed schedule, after this work plan, demonstrates this. Conducting a SWOT session and a benchmarking analysis, for example, should be conducted early in the project for issue identification and analytical context.

UTILIZATION, CAPACITY, AND LEVEL-OF-SERVICE (LOS) ANALYSIS • Analyze facility utilization by program type, time of day, season, and user group. • Evaluate geographic access, service catchments, and underserved areas. • Identify capacity constraints, scheduling conflicts, and operational inefficiencies, particularly within gymnasiums, aquatics facilities, and multipurpose spaces. • Align analysis with NRPA master-planning best practices for level-of-service standards

KPI SCORECARD
• Build a KPI scorecard aligned with NRPA/CPRS Agency Performance Review metrics:
- Participation per capita
- Cost per participant
- Cost recovery percentage by program category
- Operating expenditures per capita
- Maintenance metrics and facility condition indices
• Define data collection cadence and public-facing reporting format.
• Develop a 12-month measurement plan and template a
quarterly report.

TASK RESULT
The project team will develop a detailed analysis of the financial structure, including revenue and expenditure trends; a financial dashboard; a draft cost-recovery policy and fee schedule; and a user-friendly financial model for ongoing fee analysis.

Figure 4: NRPA Park Metrics Data

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 39
CAPRA Alignment – Standard 10.1: Evaluation of Agency Functions; Standard 10.3:

Performance Measures

BENCHMARKING SURVEY
• Conduct a comparative survey with up to four comparable California communities identified in collaboration with City staff.
• Collect contextual information: population size, budget, staffing, last fee study, and fee schedule update.
• Develop fee scenarios for each service type to compare with those of other jurisdictions. • Graph results for visual comparison and identify areas where Gilroy may adjust to align with market demand.
• Compare organizational structures and staffing levels with those of comparable communities to highlight areas for potential modification.

SWOT ASSESSMENT
Initial SWOT discussions will take place during Task 1’s onsite interviews and engagement. Utilizing the data collected in Task 1 and throughout the project, the team will create a tailored approach for staff to provide input on opportunities and challenges in the Division and how they might best be mitigated or addressed. This subtask will include half-day in-person facilitated sessions with Recreation Division staff:
• Department-Wide Issues Identification: Facilitated brainstorming session to identify department-wide issues and concerns. Pre-work conducted by the Division will help identify these issues. • Environmental Scan: Lead discussion to identify key external influences affecting the Division and its service delivery, including stakeholder expectations and regulatory requirements. Evaluate and prioritize based on criticality, severity of impact, ability to address independently, and impact on services.
• SWOT Analysis: Lead participating staff through a comprehensive internal analysis, identifying detailed strengths, weaknesses, opportunities, and threats. Develop strategies to leverage strengths and opportunities while mitigating weaknesses and threats. • Prioritization Exercise: Guide the Division through prioritization using pre-work, department-wide issues, an environmental scan, and a SWOT analysis. Produce a final list of key themes, concerns, and strategies with assigned priorities.

CAPRA Alignment – Standard 2.2: Strategic Plan; Standard 2.3: Agency Goals and Objectives

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 40

GROWTH AND OPPORTUNITY IDENTIFICATION
• Identify short-term opportunities (0–18 months): quick wins and low-cost improvements that can be implemented within current resources.
• Identify long-term strategic opportunities (18+ months): transformational opportunities requiring investment or policy changes.
• Explore partnership models with schools, nonprofits, the private sector, and regional collaboration. • Develop recommendations for sustainable service expansion aligned with financial capacity and anticipated population growth.

TASK 6: DRAFT AND FINAL REPORTS
Once the work tasks are completed, we will document and review our analysis, findings, and conclusions with the City. The draft and final reports will include the following elements:
• A concise executive summary highlighting critical issues and resource requirements. • A summary of survey results, focus group themes, and stakeholder input. • A detailed analysis of operational and staffing results. Including a CAPRA gap analysis and accreditation-readiness recommendations.
• A Cost Recovery Policy with targets and methodology, with a related fee schedule and equity supports.
• A Capital Improvement Priority Plan with funding strategies. • A detailed listing of recommendations, including priority, cost impact from implementation, and a timeframe for implementation.

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

TASK RESULT
The product of this task will be the draft and final reports, an implementation plan, and a presentation of results.

TASK RESULT
The project team will develop a utilization and level-of-service analysis to include KPI dashboards and definitions, a 12-month measurement plan, and a template report.

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 41
For each task in our proposed scope of work (described above), we have identified the week(s) within the 10-month period when it will be completed.

Month
Task 1 2 3 4 5 6 7 8 9 10
Task 1: Project Initiation & Existing Conditions
Task 2: Community Engagement & Needs
Task 3: Organizational & Operational Assessment
Task 4: Financial Analysis & Fee Policy
Task 5: Performance, SWOT, & Benchmarking
Task 6: Draft & Final Report
We usually ask for two (2) weeks from notice to proceed or official award notification to commence the project. The timeline can be adjusted based on City staff priorities and preferences. 5: PROPOSED TIMELINE

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 42
The link below provides access to samples of our prior work. https://drive.google.com/drive/folders/1qCQG5NMELku-az4Yeeld11Fwbjf1kn1h?usp=sharing 6: PRIOR WORK SAMPLES

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 43
The following table shows our estimated budget for each task within the scope of services outlined in the RFP, along with our proposed task plan. We have demonstrated the estimated hours by task and consultant for each task. The following table provides our proposed cost to provide services to Gilroy, listing the hours and hourly rate for each team member:

Matrix Consulting Group Group 4
Tasks
Vice
President Manager
Senior
Consultant Consultant Principal Architect
Total
Hours
Task 1: Project Initiation & Existing Conditions 20 80 0 20 30 56 206 Task 2: Community Engagement & Needs 4 80 0 32 20 26 162 Task 3: Organizational & Operational Assessment 4 52 0 32 24 48 160 Task 4: Financial Analysis & Fee Policy 20 12 40 8 16 48 144 Task 5: Performance, SWOT, & Benchmarking 12 72 0 20 16 40 160 Task 6: Draft & Final Report 16 32 0 12 18 26 104
Total Hours 76 328 40 124 124 244 936
Hourly Rate $250 $190 $170 $145 $240 $180
Total Professional Fees $19,000 $62,320 $6,800 $17,980 $29,760 $43,920 $179,780 Project Expenses $9,000
Total Project Cost $188,780
This cost is all-inclusive and a fixed fee for any expenses that may arise. Our typical practice is to bill for hours worked monthly up to the contract amount. If any additional services are required, they will be billed at the hourly rates noted. We are committed to helping our clients develop accurate, defensible cost-of-service methodologies and ensure they can implement the results of these studies appropriately. Our client support continues after a final report has been issued. We understand that questions can arise well after project completion, and we are committed to working with our clients to answer any questions about methodologies and the application of results. This support is provided to our clients at no extra cost. This cost is all-inclusive and a fixed fee for any costs that may occur. Our typical practice is to bill for hours worked monthly up to the contract amount. If any additional services are required, they will be billed at the hourly rates noted. 7: PRICING

PROPOSAL TO CONDUCT A RECREATION DIVISION ASSESSMENT
MATRIX CONSULTING GROUP 44
Attachments A and B begin on the following page.
8: ADDITIONAL INFORMATION

A-1
ATTACHMENT A – CONTRACT REQUIREMENTS

ACKNOWLEDGEMENT
I, __________________________________, declare as follows:

That I am the _________________________, of ________________________________, (Title) (Company)
the Consultant making the attached proposal; and that I have read the sample Agreement for Services (Attachment B), including the insurance & indemnification requirements contained therein, and hereby state that I understand and am willing to abide by, and can meet the requirements of the contract, including insurance and indemnification requirements, without modification thereto, should my firm be selected for a project or projects based on my qualifications and proposal, assuming a mutually agreeable scope, fee, and schedule can be established.

I understand that the attached sample agreement is the current version used by the City of Gilroy.

The standard agreement for Professional Services is currently being updated, and a new version may be used by the time the agreement resulting from this RFP is executed.

Signed this _______ day of __________________, 2026
By _______________________________
Title: _____________________________
Alan D. Pennington
President Matrix Consulting Group, Ltd.
2nd February
Alan D. Pennington
President

Wage Theft Prevention Policy Statement
It is the policy of the City that all parties contracting with the City must comply with all applicable federal, state and local wage and hour laws including but not limited to the Federal Fair Labor Standards Act (“FLSA”) and the California Labor Code. Suitable language regarding this requirement should be in all contracts.

1. Disclosure. As a part of any City solicitation for goods and/or services, including public works projects, contractor shall complete a “Bid Certification” (“Certification”) that requires each potential contractor to disclose whether the contractor has been found by a court or final administrative action of an investigatory government agency to have violated federal, state, or local wage and hour laws within the past five (5) years from the date of the submitted bid or proposal.

2. Disqualification. The City MAY disqualify a potential contractor based on the disclosed violation.

3. Contract Termination. A current contractor found by a court or by final administrative action of an investigatory government agency to have violated applicable wage and hour laws, in the five (5) years prior to or during the term of the contract with the City, may be in material breach of its contract with the City if the violation is not fully disclosed and/or satisfied per City contract requirements. Such breach may serve as a basis for contract termination and/or any other remedies available under law, including a stipulated remediation plan.

I, _________________________, certify that (Business Name) _________________________________ ☐Has
☐ Has Not
been found by a court or by final administrative action of an investigatory government agency to have violated applicable wage and hour laws on more than one (1) occasion or has one (1) unpaid wage judgment.

For each disclosed violation, please provide a copy of (i) the court order and judgment and/or final administrative decision; and (ii) documents demonstrating either that the order/judgment has been satisfied, or if the order/judgment has not been fully satisfied, a written and signed description of potential contractor’s efforts to date to satisfy the order/judgment. The completed Certification shall be submitted by the potential contractor to the City as a part of its bid or proposal.

Signature and Date: _________________________________________________________________ Attachment B - Wage Theft Form
Alan D. Pennington, President Matrix Consulting Group, Ltd.

February 2, 2026

City of Gilroy
Recreation Division Assessment
PROPOSAL / NO. 26-RFP-AD-531 / FEBRUARY 6, 2026

611 Wilshire Blvd., Suite 900, Los Angeles, CA 90017
www.raftelis.com
February 6, 2026
Katty Alvarez and Kylie Katsuyoshi
Finance Analyst and Management Analyst
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
Subject: Proposal for Recreation Division Assessment (RFP No. 26-RFP-AD-531) Raftelis is pleased to submit this proposal to support the City of Gilroy’s (City) Recreation Division Assessment. We appreciate the opportunity to partner with the City on this important effort and to bring a practical, best-practiceinformed, and implementation-focused approach to strengthening recreation services for the Gilroy community.

We also recognize that this assessment is occurring at a time when the City is balancing continued population growth, rising service expectations, and well-managed but finite financial and staffing resources. The City of Gilroy is transitioning from post-pandemic stabilization toward long-term planning and implementation, while remaining disciplined about ongoing costs, staffing capacity, and use of one-time resources. We understand that future success for the Recreation Division will depend not only on identifying opportunities for improvement, but on aligning programs, staffing, facilities, and service levels with the City’s broader fiscal strategy, workforce realities, and long-term priorities.

Our approach is intentionally designed to support informed decision-making in this environment by providing clear, actionable recommendations that are realistic, phased, and responsive to the City’s current conditions.

This engagement is particularly meaningful to us given our longstanding relationship with the City. I will serve as Project Director for this assessment, and in that role, I bring extensive experience as a trusted advisor to the City of Gilroy, having supported the City across multiple public safety engagements over time. That familiarity allows our team to approach this work with a deep understanding of the City’s governance structure, organizational culture, fiscal environment, and community expectations—while still providing an objective, data-driven assessment aligned with national best practices.

Our team is further strengthened by Don White, serving as Special Advisor. Don is a former Interim Deputy City Manager for the City of Lake Forest, where he led an in-house organizational assessment of the Recreation Department, evaluating staffing, structure, service delivery, and operational effectiveness. Many of the recommendations developed through that assessment were subsequently implemented, resulting in meaningful improvements to departmental operations and service alignment. Don brings a practitioner’s perspective grounded in hands-on local government management experience and understands how to translate assessment findings into actions that are feasible, defensible, and sustainable within a municipal environment. His experience will support the City of Gilroy in ensuring that recommendations developed through this engagement are practical and positioned for successful implementation
Day-to-day technical leadership for this project will be anchored by Mick Rennisen, whose experience as a former Parks and Recreation Director is directly aligned with the City’s objectives. Mick began his career in recreation, progressed through departmental leadership roles, and ultimately led his department through its initial Commission

611 Wilshire Blvd., Suite 900, Los Angeles, CA 90017
www.raftelis.com
for Accreditation of Parks and Recreation Agencies (CAPRA) accreditation process, followed by multiple reaccreditations. This experience provides the City National Recreation and Parks Association (NRPA) with a practitioner’s perspective on what it truly takes to align policies, staffing, programs, facilities, and performance management with NRPA and CAPRA standards—while operating within real-world constraints related to staffing capacity, funding, and community expectations.

As a firm, Raftelis brings a deep background in local government operations, public finance, and organizational performance, with a specific focus on parks and recreation agencies nationwide. Our approach emphasizes more than identifying gaps or benchmarking performance. We focus on integrating actionable, prioritized recommendations that move organizations toward best practice incrementally and realistically, acknowledging current conditions, available resources, labor considerations, and political and organizational realities. Our recommendations are designed to be implementable—supported by clear rationale, cost considerations, phasing, and decision points—so that City leadership and the City Council can confidently act on the findings.

We are enthusiastic about the opportunity to support Gilroy in evaluating its Recreation Division, engaging staff and the community, and developing a clear roadmap to enhance service effectiveness, equity, and long-term sustainability. We believe our team’s experience, familiarity with the City, and commitment to practical implementation uniquely position us to deliver value on this important project.

The City’s standard agreement has been reviewed and accepted without modification. Additionally, Raftelis or any individual who will perform work for Raftelis is free from any conflict of interest.

Thank you for your consideration. We look forward to the opportunity to continue our partnership with the City of Gilroy.

Sincerely,
Jonathan Ingram, Vice President
P: 513.221.0500 / E: [email protected]
Raftelis Financial Consultants, Inc. (DBA Raftelis)
Subchapter S Corporation

Table of
Contents
Executive Summary ................................ 1
Section 1. – Company Background ....... 2
Section 2. – Company and Project Team
Qualifications........................................... 5 Section 3. – References ........................ 14
Section 4. – Proposed Methodology ... 17
Section 5. – Proposed Timeline ........... 22
Section 6. – Prior Work Samples ......... 23
Section 7. – Pricing ............................... 24 Section 8. – Additional Information ..... 25
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our clients and employees by helping build
sustainable, inclusive communities locally
and worldwide. We do this by allocating
company profits and employee contributions
of time and money. We support
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• Promote efficient, sustainable resource
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within the public sector
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sanitation
• Help vulnerable communities by
addressing affordability issues

RAFTELIS 1

EXECUTIVE SUMMARY
Executive Summary
The City of Gilroy is seeking a thoughtful, practical assessment of its Recreation Division at a time of continued community growth, increasing service expectations, and carefully managed financial and staffing resources. As the City transitions from post-pandemic stabilization toward long-term planning and implementation, there is a clear need to ensure that recreation programs, staffing, facilities, and operational practices are aligned with community needs, organizational capacity, and the City’s broader fiscal and policy priorities.

Raftelis understands that this engagement is not about identifying aspirational best practices in isolation, but about helping the City make informed, realistic decisions that strengthen service delivery today while positioning the Recreation Division for future success. Our approach focuses on developing a holistic understanding of the Division’s current operations—including staffing and organizational structure, programs and services, facilities, financial practices, technology, and equity considerations—while recognizing the constraints under which the City and its employees operate.

We bring extensive experience working with local governments, particularly in California and the western United States, and a strong track record of supporting recreation and parks organizations through complex operational and organizational assessments. Our work emphasizes listening first, engaging staff and stakeholders as partners, and building on existing strengths. We do not rely on pre-packaged solutions; instead, we tailor our analysis and recommendations to the City’s unique context, culture, and resources.

Most importantly, our recommendations are designed to be actionable and implementable. We prioritize clarity, feasibility, and phased implementation—providing the City with practical options, clear tradeoffs, and an implementation roadmap that supports decision-making by staff and the City Council. Through this approach, Raftelis will deliver an assessment that not only identifies opportunities for improvement but also helps the City of Gilroy move confidently from analysis to action in strengthening recreation services for its community.

RAFTELIS 2
SECTION 1. – COMPANY BACKGROUND
Section 1. – Company Background
RAFTELIS: HELPING LOCAL GOVERNMENTS AND UTILITIES THRIVE.

Since our founding in 1993, local government and utility leaders have partnered with Raftelis to transform their organizations by enhancing performance, planning for the future, identifying top talent, improving their financial condition, and telling their story.

We’ve helped more than 700 organizations in the last year alone. We provide trusted advice, and our experts include former municipal and utility leaders with decades of hands-on experience running successful organizations. People who lead local governments and utilities are innovators—constantly seeking ways to provide better service to the communities that rely on them. Raftelis provides management consulting expertise and insights that help bring about the change that our clients seek.

We believe that Raftelis is the right fit for this project. We provide several key factors that will benefit the City and help to make this project a success.

RESOURCES AND EXPERTISE: This project will require the resources necessary to effectively staff the project and the skillsets to complete all required components. With more than 190 consultants, Raftelis has one of the largest local government management and financial consulting practices in the nation. Our depth of resources will allow us to provide the City with the technical expertise necessary to meet your objectives. In addition to having many of the industry’s leading management and financial consultants, we also have experts in key related areas, like stakeholder engagement and data analytics, to provide additional insights as needed.

DECADES OF COLLECTIVE EXPERIENCE: Our associates and subject matter experts have decades of experience strengthening local municipalities and nonprofit organizations. They’ve served in a wide range of positions, from city manager to public works director to fire chief.

PERSONAL SERVICE FROM SENIOR-LEVEL CONSULTANTS: You appreciate it when deadlines are met, phone calls are returned, and your challenges are given in-depth, out-of-the-box thinking. While other firms may assign your business to junior-level people, our approach provides exceptional service from senior-level consultants.

NICHE EXPERTISE: Our expertise lies in strengthening public-sector organizations. We’re consulting specialists rather than generalists, focusing our strengths to do a highly effective job for a specific group of clients.

RAFTELIS 3
Firm Organization Chart
Over the last five years, our firm has grown from 97 to 223 employees. Raftelis' staff consists of some of the most knowledgeable and skilled consulting professionals in the municipal consulting industry. The organizational chart below shows the full organization and reporting structure of our firm.

LEADERSHIP
President and CEO
Board of Directors
Chief Financial Officer
Executive Vice Presidents
Senior Vice Presidents
Vice Presidents

FINANCIAL & RATE ORGANIZATIONAL ASSESSMENT /

STRATEGIC PLANNING
Management – 8
Support Staff – 23

CORPORATE FUNCTIONS
Management – 19
Support Staff – 52
Management – 8
Support Staff – 25

STORMWATER & DATA STRATEGIC COMMUNICATIONS
Management – 12
Support Staff – 21
Management – 2
Support Staff – 4

SOLID WASTE SERVICES TECHNOLOGY
Management – 2
Support Staff – 1
Management – 9
Support Staff – 8

EXECUTIVE SERVICES
Management – 6
Support Staff – 6

RAFTELIS 4

FIRM CAPABILITIES
Finance: Promote financial integrity and the equitable
recovery of costs to achieve your objectives
• Rate, charge, and fee studies
• Financial and capital planning
• Cost of service and cost allocation
• Customer assistance programs
• Affordability analysis
• Asset valuation
• Budget development
• Financial condition assessments
• Debt issuance support
• Grant application assistance
• Billing data assessments
• Economic feasibility and analysis
• Regulated utility support
• Impact fees
Strategic Communications: Inform and engage with
your stakeholders to build understanding and support
• Strategic communication planning
• Public involvement and community outreach
• Public meeting facilitation
• Graphic design and marketing materials
• Media and spokesperson training
• Risk and crisis communication
• Social media strategy
• Visual facilitation
• Virtual engagement
• Technical writing and content development
Strategic Planning/Facilitation: Plan for the future to guide your organization to success
• Organization, department, and community-based strategic planning
• Retreat planning and facilitation
• Climate action planning
• Effective Board / Commission / Council governance
• Strategic plan implementation support
• Sustainable materials management planning and
implementation
• Effective Utility Management (EUM) assessment facilitation Executive Services: Identify and develop talent to lead local governments and utilities
• Executive recruitment
• Executive coaching
• Executive performance evaluations
• Succession planning and workforce development
• Raftelis Performance Academy
Utility Development, Implementation, & Program
Support: Develop sustainable programs and practices to
equitably fund utility services
• Stormwater utility development and implementation support • Solid waste planning, procurement, implementation,
regulation, and compliance
• Water and wastewater utility development
Organizational Assessment: Identify needs, plan for the future, and implement sustainable and positive changes
• Organizational and operational assessments
• Performance measurement and benchmarking
• Staffing level needs assessment
• Organizational climate and culture
• Organizational change management
• Regionalization and service sharing evaluation and support Asset Management: Maximize asset-based outcomes at
optimal cost and risk while meeting all levels of service • Asset management maturity assessment and gap analysis • Asset management roadmap development
• Asset risk identification and management
• Life cycle cost analysis
• Remaining useful life development and tracking
• Technology integration and reporting
• CIP planning and prioritization
• Capital project delivery standardization
Data Management & Technology: Gain insights from
your data and optimize technology systems to increase
effectiveness and engagement
• Digital transformation planning and implementation
• Strategic technology planning (IT master planning)
• Data management and analytics
• Cybersecurity services
• Systems integration support
• Artificial intelligence (AI) readiness assessments
• Technology systems assessment, evaluation, procurement, and implementation support
• Maintenance and asset management technology services
• Business intelligence and performance management reporting • Custom software solutions support

RAFTELIS 5
SECTION 2. – COMPANY AND PROJECT TEAM QUALIFICATIONS
Section 2. – Company and
Project Team Qualifications

WE HAVE DEVELOPED A TEAM OF CONSULTANTS WHO SPECIALIZE

IN THE SPECIFIC ELEMENTS THAT WILL BE CRITICAL TO THE
SUCCESS OF THE CITY’S PROJECT.

Our project team is made up of senior-level consultants with direct local government experience. What sets our project team apart is our ability to explore and relate to local community values while at the same time investigating realistic approaches for cost-effective solutions.

Because we possess the in-house knowledge and experience necessary for this work, no subconsultants will be used.

All team members are Raftelis employees.

An organizational chart of our project team is as follows. Resumes for each team member are provided. on the following pages.

SUBJECT MATTER EXPERT
Mick Renneisen (25%)
City of Gilroy

PROJECT DIRECTOR
Jonathan Ingram (10%)

STAFF CONSULTANTS
Rebekka G. Hosken (45%)
James Flick (45%)
Polly Englot (45%)
Kaelan Boyd (45%)

PROJECT MANAGER
Ben Kittelson (10%)

PROJECT ADVISOR
Don White (20%)

RAFTELIS 6
Jonathan Ingram

PROJECT DIRECTOR
Vice President
ROLE
Jonathan will be responsible for overall project accountability and will be available to provide quality assurance and control, industry perspective, and insights into the project.

PROFILE
Jonathan is a nationally recognized executive consultant with over 20 years of leadership experience advancing performance, efficiency, and resilience in local government and utility service delivery. As the leader of Raftelis’ Local Government Organizational Assessment Practice, he directs enterprise-level consulting engagements that help cities, counties, and public utilities across the country navigate complex operational and financial challenges to achieve long-term success.

With a unique blend of direct public sector experience and high-impact management consulting experience, Jonathan brings deep expertise across the full spectrum of municipal and utility functions—including public safety, public works, asset management, parks and recreation, finance, community development, internal services, and utility service delivery. He has successfully led transformative initiatives for over 1,000 local governments and utilities, delivering measurable results through operational reviews, staffing and deployment planning, departmental restructuring, performance management, intergovernmental collaboration, and strategic planning.

A cornerstone of Jonathan’s approach is his ability to align operations and service delivery outcomes with organizational strategy and fiscal realities. He has extensive experience supporting fiscally distressed communities, developing long-term financial plans that connect operational needs—such as staffing, capital investment, and technology—with financial constraints and service level expectations. His strategies are tailored to maximize impact, attain organizational health, and ensure reliable service delivery to the public.

Jonathan has also developed and refined Raftelis’ proprietary methodologies for workforce and resource planning, emphasizing employee engagement, data-driven workload analysis, and best practice alignment. These approaches yield realistic, aspirational, and implementable plans for departments seeking to modernize service delivery and improve internal performance.

Jonathan is also a recognized thought leader in public safety operations and analytics. He co-authored the ICMApublished article “Policing Parameters: How Gilroy, California Met New Workload Demands,” showcasing his ability to apply data-driven methods to real-world operational challenges. He collaborates with subject matter experts to deliver integrated recommendations that balance technical rigor with organizational and political realities.

Specialties
• Staffing and operations assessment
• Public safety staffing and operations
• Financial management and planning
• Process improvement
Professional History
• Raftelis: Vice President (2024-
present); Senior Manager (2021-
2023); Manager (2020-2021); Senior
Associate, The Novak Consulting
Group (2012-2020)
• City of Cincinnati, Ohio: Budget
Manager (2010-2012)
• Management Partners: Senior
Management Advisor (2005-2010)
Education
• Master of Public Administration -
Northern Illinois University (2005)
• Bachelor of Arts in Political Science
- Aurora University (2003)
Professional Memberships
• International City/County
Management Association (ICMA)
• Ohio City/County Management
Association (OCMA)

RAFTELIS 7
Ben Kittelson

PROJECT MANAGER
Manager
ROLE
Ben will manage the day-to-day aspects of the project ensuring it is within budget, on schedule, and effectively meets the City’s objectives. He will also lead the consulting staff in conducting analyses and preparing deliverables for the project. Ben will serve as the City’s main point of contact for the project.

PROFILE
Ben began consulting in 2019 after seven years of direct service to local governments on the East and West Coast. Most recently, Ben worked for the Budget and Management Services Department in the City of Durham, North Carolina. He worked on the annual budget and the community-wide strategic plan. He completed revenue projections for sales tax and water sales, assisted with financial planning for affordable housing, and led community engagement efforts designed to inform the City’s budget process. Ben also started an innovation partnership program with local technology startup companies.

As a consultant, Ben has worked on more than 85 projects across 27 states, evaluating local government operations and identifying actionable recommendations. His work helps local government organizations improve services and become more effective through staffing and workload analysis, process improvement, and policy and procedure review. Ben has assessed a wide variety of local government operations including public safety, public works, utilities, parks, human resources, and development reviews. He has analyzed staffing levels and organizational structure, created process maps, and developed recommendations based on the unique environment and infrastructure needs of the community. Ben is skilled at connecting operational and staffing needs with the strategic priorities of the organization, service levels, and community expectations. He has also assessed employee satisfaction and workplace culture using qualitative and quantitative methods.

Ben began his career in the Portland, Oregon region, where he served the Cities of Beaverton, West Linn, and Gresham, as well as Metro, the regional government for the Portland area. Ben expanded his experience in the Budget, Management, and Evaluation Department in Guilford County, North Carolina, where he analyzed government services such as jail operations and education funding.

Ben is a founding board member of Engaging Local Government Leaders (ELGL) and helped run the organization from 2013 to 2024. In that time, ELGL grew from a few hundred members in Oregon to over 4,800 across the nation. He has written articles for the ELGL website, planned regional events, and planned the organization’s national conference. Ben continues to produce and co-host ELGL’s GovLove Podcast.

Specialties
• Budgeting and financial analysis
• Organizational assessment
• Strategic planning
• Process improvement
• Staffing analysis
Professional History
• Raftelis: Manager (2024-present);
Senior Consultant (2022-2023)
Consultant (2020-2021); Consultant,
The Novak Consulting Group:
(2019-2020)
• City of Durham, North Carolina:

Senior Budget and Management
Analyst (2016-2019)
• Guilford County, North Carolina:

Budget and Management Analyst
(2014-2016)
• City of Gresham, Oregon: Intern
(2014)
• Oregon Metro: Intern (2014)
• City of West Linn, Oregon: Intern
(2013-2014)
• City of Beaverton, Oregon: Intern
(2012-2013)
Education
• Master of Public Administration -
Portland State University (2014)
• Bachelor of Arts in Politics and
Economics - Willamette University
(2012)
Professional Memberships
• Engaging Local Government
Leaders (ELGL): Board of Directors
(2017-2024)
• North Carolina Local Government
Budget Association (NCLGBA)
• Strong Towns
• International City / County
Management Association (ICMA)

RAFTELIS 8
Don White

PROJECT ADVISOR
Senior Advisor
ROLE
Don will provide strategic oversight for the project, ensuring all milestones align with the City’s long-term objectives. He will advise the consulting staff on complex analyses and provide quality assurance for all project deliverables.

PROFILE
Don has 40 years of local government experience in two California cities where he served in numerous capacities and departments, including 26 years as Human Resources Director, where he oversaw all recruitments. He retired as City Manager in 2021. Since then, he has provided consulting services for several cities. His assignments have included workshop facilitation, team building, goal setting, strategic planning, organizational analysis, and financial sustainability. He also served as an interim Deputy City Manager for Lake Forest, CA where he oversaw the Community Services Department and the Marketing and Communications Department, conducted an organizational analysis, and assisted in the recruitment of the new Deputy City Manager. He joined Raftelis in January of 2024.

Don’s most recent direct local government experience was with Laguna Hills, California, where he served 29 years. He started with the newly incorporated city in 1991 as the Director of Administrative Services and was promoted to Assistant City Manager in 1994. From 2018 to 2021, he served as City Manager. Prior to being named City Manager, he oversaw human resources, finance, risk management, information technology, public information, economic development, and parks and recreation. As Human Resources Director, he oversaw all recruitments, including multiple executive-level recruitments for Finance Director, Community Development Director, Public Works Director, Community Services Director, and City Clerk. He conducted numerous organizational analyses and was the team lead on strategic and long-term financial planning. He was consistently recognized by the Government Finance Officers Association for award-winning budgets and financial reporting and navigated the City through the great recession and the pandemic.

Before joining Laguna Hills, Don served as Economic Development Director in La Mirada, California, where he oversaw the City’s Redevelopment Agency. He started his local government career in La Mirada as an Administrative Intern while completing his college studies. During his 11 years with La Mirada, he served in various capacities, including Assistant to the City Manager.

Specialties
• Executive coaching
• Executive recruitment
• Facilitated performance evaluations
• Workshop facilitation
• Organizational analysis
• Strategic planning
• Goal setting and team building
• Fiscal sustainability
• Human resources
Professional History
• Raftelis: Senior Advisor (2024-present)
• Management Partners/BakerTilly:

Special Advisor (2022-2023)
• City of Lake Forest: Interim Deputy City
Manager (6/2023-9/2023)
• Management Partners: Special Advisor
(2022)
• Laguna Hills, California: City Manager
(2018-2021); Assistant City Manager
(1994-2018); Director of Administrative
Services (1991-1994)
• La Mirada, California: Economic
Development Director (1989-1991);
Redevelopment Manager (1987-1988);
Assistant to the City Manager (1986);
Various Management Analyst/Intern
Positions (1981-1985)
Education
• Bachelor of Arts in Business
Administration – Whittier College,
Whittier, CA (1981)
Professional Memberships
• International City/County Management
Association, 30 Year Service Award
Recipient
• Government Finance Officers
Association of the United States and
Canada
• League of California Cities Revenue
and Taxation Policy Committee
• Exclusive Risk Management Authority
of California, Chair

RAFTELIS 9
Mick Renneisen

SUBJECT MATTER EXPERT
Principal Consultant – Parks & Recreation/Municipal Administration ROLE
Mick will provide input and guidance as a Subject Matter Expert for the Parks and Recreation components of this project.

PROFILE
Mick joined Raftelis in 2021 with extensive local government management and administrative experience. Mick served as the Deputy Mayor of the City of Bloomington, Indiana, for five years and as Director of Parks and Recreation there for 20 years. Previously, he spent 15 years as a division director and program manager over the City’s sports services division. During his tenure working for the City, Mick also served as a consultant specializing in hiring and recruitment processes and parks and recreation management for clients throughout the country.

During Mick’s tenure as Parks & Recreation Director in Bloomington, the Department completed over $80 million in capital projects including the addition of nine new holes at Cascades Golf Course, the acquisition of a 100,000 square foot indoor recreation center, and the addition of numerous parks. In 2007 Bloomington Parks and Recreation received the Gold Medal Award from the Sporting Goods Manufacturers Association and the National Recreation and Parks Association, representing excellence in the field of parks and recreation services and the highest honor an agency can receive. In addition, Bloomington Parks and Recreation became the 27th department nationally to achieve CAPRA accreditation in 2001 and was re-accredited in 2006, 2011, 2016 and 2021.

Mick has served as the president of IPRA (Indiana Parks & Recreation Association) in 1997 and has served on numerous IPRA committees over the years. Mick has served on the board of regents of the School of Sports Management, conducted by North Carolina State University, from 1991-93 and is a 1984 graduate of the School of Sports Management. He has served on the ASA (Amateur Softball Association) national Board of Directors for seven years.

Mick was named the Professional of the Year for 2011 by the Indiana Parks and Recreation Association and received the Bloomington Chamber of Commerce Lifetime Achievement Award in 2021.

Mick has served as an adjunct instructor at Indiana University in the School of Health, Physical Education, and Recreation (HPER) and also presents at IU’s Executive Development Program. Mick is a statistician for Indiana University men’s basketball and football home games and also for the Maui Invitational basketball tournament.

Specialties
• City Administration
• Parks & Recreation
• Organizational Assessment
• Staffing and Hiring Practices
Professional History
• Raftelis: Principal Consultant (2021-
Present)
• City of Bloomington, IN: Deputy
Mayor (2016-2021); Parks &
Recreation Department Director
(1996-2015); Parks & Recreation
Department Sports Division Director
and Program Manager (1981-1995)
• MR Consulting: Consultant (May
2021-Present)
• Eppley Institute at Indiana
University: Consultant (2007-2016)
Education
• Master of Parks & Recreation
Administration - Indiana University
(1988)
• Bachelor of Science in Physical
Education - Indiana University
(1979)
Professional Memberships
• National Recreation and Parks
Association
• Indiana Parks and Recreation
Association

RAFTELIS 10
Rebekka G. Hosken

STAFF CONSULTANT
Senior Manager
ROLE
Rebekka will work under the direction of Ben in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
Rebekka joined Raftelis in 2020 with 16 years of direct service to local governments and 10 years of management consulting experience. As an experienced consultant, Rebekka has led organizational assessments for a broad range of operating departments and offices in cities, counties, universities, and special districts, including community development, public works, police, administration, and city attorney departments. With direct operational experience in municipal administration, public works, and finance departments, Rebekka’s breadth of knowledge makes her skillful in quickly identifying organizational strengths and opportunities, analyzing operations through creation of process maps and workflows, preparing actionable recommendations for improvement, and communicating findings to a wide variety of audiences. She has consulted for over 125 clients throughout the United States and Canada.

Rebekka served as finance director for the City of La Cañada Flintridge, California, a contract city north of Los Angeles, responsible for accounts payable, receivable, budget, audit, and payroll. She automated several previously manual operations, including business licensing and payroll processing, coordinated acceptance of credit cards from customers for the first time, and implemented a new financial software system. During her tenure, she identified and successfully obtained a State loan for the financing of the City’s new city hall and played a key leadership role in successfully moving all operations and staff, as well as communicating all financial impacts of the project to management and City Council.

Previously, Rebekka was the budget officer for the City of Simi Valley, California, a full-service community in the Los Angeles region. She prepared the City’s $196 million annual budget and $160 million capital improvement program, as well as the City’s cost allocation plan. She managed the budget and capital projects module training and setup for a comprehensive citywide enterprise resource planning (ERP) system implementation across nine operating departments.

Rebekka earned a master’s degree in business administration with a Certificate in Local Government and NonProfit Management from Boston University, and a Bachelor of Arts from the University of Michigan – Ann Arbor.

She has published articles in Public Management magazine and served as a trainer in sessions at International City/County Management Association (ICMA) conferences.

Specialties
• Organizational assessment
• Budgeting and financial analysis
• Business process improvement
• Strategic planning
• Staffing analysis
Professional History
• Raftelis: Senior Manager (2023-
present); Manager (2020-2022)
• City of La Cañada Flintridge,
California: Finance Director (2017-
2020)
• City of Simi Valley, California:

Budget Officer (2012-2017)
• City of Burbank, California; Senior
Management Analyst (2010-2012)
• Management Partners; Senior
Consultant (1999-2010)
• Village of La Grange Park, Illinois:

Assistant Village Manager (1996-
1999)
• City of Appleton, Wisconsin:

Assistant to the Mayor (1994-1996)
• Town of Lexington, Massachusetts:

Management Intern (1992-1993)
Education
• Master of Business Administration –
Boston University (1993)
• Certificate in Local Government and
Non-Profit Management – Boston
University (1993)
• Bachelor of Arts in Russian Studies
– University of Michigan (1989)
Professional Memberships
• Government Finance Officers
Association
• California Society of Municipal
Finance Officers

RAFTELIS 11
James Flick

STAFF CONSULTANT
Senior Consultant
ROLE
James will work under the direction of Ben in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
James has over 14 years of organizational leadership experience, including six years in local government. Most recently, James served as the Director of Economic Development and Public Information Officer for Deerfield Township in Warren County, Ohio. Previously, he was a Development Officer and oversaw the Policy and Communication Division for the Department of Community and Economic Development at the City of Cincinnati.

James' areas of expertise include economic development, project management, and performance measurement. In addition, he is a skilled communicator, analyst, and creative problem solver.

During his tenure at Deerfield Township, James worked closely with entrepreneurs looking to start a business, assisted existing companies with relocations and expansions, and managed development projects of varying scales. He also served on the Executive Board of the Warren County Small Business Development Alliance.

At the City of Cincinnati, James supported business attraction initiatives and evaluated commercial development opportunities in the Central Business District. He was also instrumental in developing policies, programs, and strategic plans to address smart city initiatives, small business growth, retail revitalization in the urban core, and foreign direct investment.

James has presented at several state and regional conferences on smart cities, data and demographics, and economic development's relationship to parks. He is also an Adjunct Instructor for the Northern Kentucky University Master of Public Administration program, where he teaches Community Development, Public Policy, and Budgeting.

James earned a bachelor's degree in political science from Eastern Michigan University and a master's degree in public administration from Northern Kentucky University.

Specialties
• Organizational assessment
• Strategic Planning
Professional History
• Raftelis: Senior Consultant (2021-
present)
• Northern Kentucky University:

Adjunct Instructor (2017-2021)
• Deerfield Township, Ohio: Economic
Development Director/Public
Information Officer (2018-2021)
• City of Cincinnati: Development
Officer /Interim Division Manager,
Policy and Communication (2016-
2018)
• Cushman and Wakefield: Vice
President of Research and Marketing
(2010-2016)
Education
• Master of Public Administration –
Northern Kentucky University (2010)
• Bachelor of Arts in Political Science –
Eastern Michigan University (2006)
Certifications
• Economic Development Finance
Professional Certification (Grow
American formerly NDC)
Professional Memberships
• International City/County
Management Association (ICMA)
• American Society for Public
Administration (ASPA)

RAFTELIS 12
Polly Englot

STAFF CONSULTANT
Consultant
ROLE
Polly will work under the direction of Ben in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
Polly has robust analytical experience throughout the public sector, having worked in local government, nonprofit, and international development settings. She is proficient in the areas of budget planning and analysis, process improvement, and project management. Polly is a detail-oriented problem solver who leverages data and organizational analysis to identify trends and actionable solutions.

Prior to joining Raftelis, Polly worked in Broward County’s Office of Management and Budget in southern Florida. She supported monitoring and development of over $100-million-dollar annual operating budgets for judicial offices and the county’s extensive environmental agency. This work included forecasting for a dozen special revenue funds, monitoring state and federal grants, assessing payroll and benefit costs for over 500 employees, and evaluating new staffing and capital project requests.

Throughout her academic studies, Polly developed highly functional skills in GIS analysis, data visualization and communication, evaluation design, and public budgeting. She strengthened these skills in the classroom by learning from her prior tenure at Food Bank for New York City, where she supported planning and content development for over 90 marketing campaigns and events annually. In addition, she collaborated with stakeholders and donors at all levels to raise awareness, fundraise, and support the Food Bank’s clients.

Polly began her career in program operations supporting international public health programs based in West Africa, funded by major public and private grantors. Programs ranged from women’s health information campaigns to sanitation service delivery research, and she completed technical assistance trips to Ghana and Liberia.

Polly earned a master’s degree in public policy from Duke University’s Sanford School of Public Policy and a bachelor’s degree in geography, with minors in Arabic and French, from Bucknell University in Pennsylvania.

Specialties
• Municipal budget development
• Project management
• Organizational assessment
• Process improvement
• Event planning and facilitation
• Forecasting
• Data analysis
Professional History
• Raftelis: Consultant (2026-present);
Associate Consultant (2024-2025)
• Broward County: Budget and
Management Analyst (2022-2023)
• Food Bank for New York City:

Marketing and Events Coordinator
(2018-2020)
• Population Services International:

Program Coordinator (2016-2018)
Education
• Master of Public Policy - Duke
University, Sanford School of Public
Policy (2022)
• Bachelor of Arts in Geography,
minors in Arabic and French -
Bucknell University (2016)

RAFTELIS 13
Kaelan Boyd

STAFF CONSULTANT
Consultant
ROLE
Kaelan will work under the direction of Ben in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
Kaelan is a seasoned public policy and administration professional with extensive experience in government operations, strategic planning, and legislative affairs. With a track record of success in local government, Kaelan has held roles such as Management and Budget Analyst for Mecklenburg County, where he led participatory budgeting initiatives and managed a multibillion-dollar budget, and Chief of Staff and Legislative Liaison to the Muscogee County District Attorney, advancing justice reform and overseeing major organizational initiatives. He has also served as a Senior Program Manager at the International City/County Management Association, leading international research efforts on artificial intelligence in public service delivery and supporting local leaders in developing inclusive policy strategies.

In addition to his public sector experience, Kaelan is an adjunct lecturer in political science and public policy and serves as a founding board member of CivicsEDU, a Charlotte-area nonprofit committed to improving civic literacy in schools and communities across the Central Carolinas.

Kaelan holds a Master of Public Administration and a Bachelor of Arts in Political Science from Columbus State University and is currently pursuing a Ph.D. in Public Policy and Administration at Old Dominion University. His academic work complements his professional focus, with strengths in fiscal strategy, stakeholder engagement, data analysis, and organizational development.

Specialties
• Citizen engagement
• Legislative affairs
• Organizational assessment
• Strategic planning
• Participatory budgeting
• Policy analysis and implementation
• Program management
• Public-private partnerships
Professional History
• Raftelis: Consultant (2025-present)
• Columbus State University:

Adjunct Professor (2024- present)
• International City/County
Management Association: Senior
Program Manager (2023- 2025)
• Mecklenburg County, NC:

Management and Budget Analyst
(2020- 2023)
• Columbus Consolidated
Government: Chief of
Staff/Legislative Liaison (2019-
2020), Budget and Management
Analyst (2016- 2019)
Education
• Doctor of Philosophy (candidate) in
Public Administration and Policy -
Old Dominion University (2025)
• Master of Public Administration -
Columbus State University (2018)
• Bachelor of Arts in Political
Science - Columbus State
University (2015)
Professional Memberships
• Emerging Local Government
Leaders (ELGL)
• International City/County
Management Association (ICMA)
• National Forum for Black Public
Administrators (NFBPA)
• Project Management Institute

RAFTELIS 14
SECTION 3. – REFERENCES
Section 3. – References

RAFTELIS HAS THE MOST EXPERIENCED PUBLIC UTILITY FINANCIAL AND MANAGEMENT CONSULTING PRACTICE IN THE NATION.

Our staff has assisted more than 1,700 local government agencies and utilities across the U.S., including some of the largest and most complex agencies in the nation. In the past year alone, Raftelis worked on more than 1,300 financial, organizational, and/or technology consulting projects for over 700 agencies in 47 states, the District of Columbia, and Canada. Raftelis has assisted hundreds of local governments across the country. We have worked with organizations over multiple years and established long-term partnerships to build capacity and lasting improvements throughout an organization. We have become trusted advisors to these local governments, as outlined in the following references.

City of Santa Clara CA
Reference: Damon Sparacino, Parks and Recreation Director / P: 408.615.226 / E: [email protected] 1500 Warburton Avenue, Santa Clara, CA 95050
Duration: July 2025 – Present
The City of Santa Clara (City) engaged Raftelis to conduct a comprehensive organizational and operational assessment of its Parks and Recreation Department. The assessment evaluated departmental structure, staffing levels, and service delivery models across parks maintenance, recreation programming, facilities management, and community services to ensure alignment with City goals, community expectations, and adopted service standards.

The City sought to better position the Department to respond to growing and evolving recreational demands, optimize staffing and resource allocation, and enhance operational efficiency. Recommendations addressed workload and staffing alignment, programming mix and cost recovery, maintenance practices, and opportunities to improve service delivery, equity, and long-term sustainability across the Department.

RAFTELIS HAS PROVIDED FINANCIAL/

ORGANIZATIONAL/TECHNOLOGY

ASSISTANCE TO PUBLIC SECTOR

ORGANIZATIONS SERVING MORE THAN
25% OF THE U.S. POPULATION.

RAFTELIS 15
City of Arroyo Grande CA
Reference: Matt Downing, City Manager / P: 805.473.5400 / E: [email protected] 300 E. Branch Street, Arroyo Grande, CA 93420
Duration: December 2024 - April 2025
The City of Arroyo Grande (City) engaged Raftelis to perform a high-level organizational assessment of its City Manager’s Office, Legislative and Information Services, Administrative Services, Community Development, Recreation Services, and Public Works Departments. The City sought to align organizational structure and staffing levels with City goals and service levels. The recommendations considered economic development resources and programming to support revenue growth, optimal staffing to meet administrative workload demand, and opportunities for operational efficiency across all departments evaluated.

City of Richmond CA
Reference: Nickie Mastay, Deputy City Manager/ P: 510.620.6609 / E: [email protected] 450 Civic Center Plaza, Richmond, CA 94804
Duration: July 2023 - June 2024
In 2023, the City of Richmond (City) engaged the firm to perform a Citywide staffing analysis. Richmond, located in the Bay Area northeast of San Francisco, is a City of 120,000 with over 700 authorized staff positions. Our team conducted interviews across all departments, including Executive and Internal Services, including Finance, Public Works, Community Development, Community Services, Economic Development, Police, and Fire. We presented our observations and recommendations to the City Council, which included specific staffing and operating efficiency recommendations across all operating departments.

City of Fort Collins CO
Reference: LeAnn Williams, MS CPRE, Recreation Director / P: 970.221.6354 / E: [email protected] 300 LaPorte Avenue, Fort Collins, CO 80521
Duration: February 2022 - August 2022
In 2022, the City of Fort Collins (City) engaged Raftelis to provide an operational and program plan for its Recreation Department. The project included meetings with external stakeholders, data and document review, tours and inspections of all parks and recreation facilities, and a review of asset management and the Master Plan to determine improvements that would impact future budgeting and align with current and future community needs.

In addition, Raftelis reviewed the cost recovery program to determine program cost recovery levels, review standards, and identify and articulate community expectations. Based on this analysis and a review of industry standards and best practices from the National Recreation and Parks Association (NRPA), our team developed recommended cost recovery standards for each program offering. Our team also reviewed staffing levels and operational improvements to increase efficiency and effectiveness throughout the Department.

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Pinellas County FL
Reference: Paul Cozzie, Director / P: 727.582.2502 / E: [email protected] 12520 Ulmerton Road, Largo, FL 33774
Duration: January 2020 - August 2022
In 2021, Pinellas County engaged Raftelis to conduct a service level and staffing assessment of the Parks and Conservation Resources Department (PCRD). The goal of this assessment was to identify the current service level for park maintenance, customer service/enforcement, and operations; compare services with best practices guidelines; and define the staffing and resources required to meet service level goals. The project team applied a multi-faceted analytical process that included extensive employee engagement, best practices research, and workload and labor hour profile analysis. The project team completed management and staff interviews, focus groups, and site visits. A wide variety of data was analyzed to define, for each park and each park asset, the labor hours required to complete ongoing and recurring tasks and special projects. This was compared to the labor hours required to achieve existing service levels and account for employee leave and vacancies. Service levels were then compared against best practices guidelines from industry organizations, such as the National Recreation and Park Association (NRPA), and benchmark organizations that operate in a similar climate, provide comparable services, and strive for best practices service levels in the area of park maintenance, customer service, and enforcement.

City of Aspen CO
Reference: Diane Foster, Deputy City Manager / P: 970.920.5000 / E: [email protected] 130 S. Galena Street, Aspen, CO 81611
Duration: January 2018 - June 2024
The City of Aspen (City) engaged the firm to conduct an organizational assessment of the Parks and Recreation Department (Department). We conducted individual interviews with Department staff as well as staff from internal service departments in the City that work closely with the Parks and Recreation Department, including Human Resources (HR), Finance, and Information Technology. Our team completed interviews with more than 50 department personnel in each program area and toured the City’s park and facilities infrastructure. We reviewed data provided by the Department related to its structure, operations, practices, procedures, and workload. This information was analyzed to identify the Department’s workload demands and service standards and to determine opportunities for enhancing the efficiency and effectiveness of the Department. We also administered an employee survey as a mechanism to provide all employees with the opportunity to confidentially share their thoughts and ideas regarding the Department’s culture, leadership, growth and development opportunities, and other areas.

RAFTELIS 17
SECTION 4. – PROPOSED METHODOLOGY
Section 4. – Proposed Methodology
The City of Gilroy is at an important inflection point. Over the past decade, the community has experienced sustained population growth and increasing expectations for public services, while the organization continues to operate within real and well-documented fiscal, staffing, and operational constraints.

The City has emerged from the COVID-19 period with renewed stability, strong financial policies, and a clear emphasis on long-term planning, infrastructure investment, and thoughtful service delivery. At the same time, City leadership has acknowledged that growth is stretching existing resources and that future success will depend on making informed, strategic decisions about how services are structured, staffed, and delivered.

Within this context, the City is seeking a professional consultant to assist with a holistic assessment of the Recreation Division within the Administration Department. This assessment is not intended to be a narrow program review or a purely aspirational planning exercise. Rather, it is an opportunity to take a clear-eyed, datainformed look at the Division’s organizational structure, staffing model, business processes, use of technology, programs, facilities, and financial practices to ensure the Recreation Division is positioned to meet both current community needs and future service demands in a sustainable and equitable manner.

Our team brings extensive experience working with local governments—particularly in California and the western United States—supporting organizations that are balancing growth, service expectations, and limited resources. We understand that meaningful improvement does not come from importing generic best practices or applying one-sizefits-all solutions. The most innovative ideas are ineffective if they cannot be implemented, sustained, or supported by staff, leadership, and the community. For that reason, our approach emphasizes practical, implementable solutions that align with the City’s culture, financial realities, labor environment, and policy direction.

A defining strength of our work is our ability to build upon existing capabilities and help organizations view their operations from a different, constructive perspective. We begin by listening—carefully and intentionally—to staff, leadership, and stakeholders to understand what is working well, where challenges exist, and what constraints must be respected. We do not arrive with pre-packaged recommendations, nor do we attempt to force organizations into a standardized model. Instead, we tailor our analysis and recommendations to the specific context of the community and organization, ensuring that proposed improvements are both achievable and meaningful.

Equally important, we approach this engagement with a deep respect for the City’s employees and the work they do every day to serve the public. We assume good intent, value institutional knowledge, and view staff as essential partners in identifying opportunities for improvement. This collaborative approach is critical to developing recommendations that are embraced by the organization and successfully implemented over time. Our prior engagements have consistently resulted in clients taking action on the recommendations developed—because those recommendations were grounded in reality, informed by staff input, and supported by clear implementation pathways.

We are excited about the opportunity to assist the City of Gilroy in proactively planning for the future of its Recreation Division. We believe that our experience across all facets of local government operations, combined with our disciplined focus on actionable outcomes and phased implementation, uniquely positions us to support the City in delivering a Recreation Division Assessment that informs decision-making, supports long-term sustainability, and enhances the quality of life for the Gilroy community.

RAFTELIS 18
THE FOLLOWING DETAILS THE PROPOSED WORK PLAN FOR THE CITY.

Activity 1: Initiate Engagement
Raftelis will initiate the Recreation Division Assessment through a structured project start-up process designed to confirm shared objectives, establish governance and communication protocols, and align the study with the City’s operational, financial, and policy priorities.

We will conduct a formal project kick-off meeting with City leadership and the Project Manager to confirm the purpose, scope, success measures, and expectations for the assessment; review the proposed work plan and schedule; and discuss the City’s priorities related to Recreation Division service delivery, organizational effectiveness, equity, and long-term sustainability. This discussion will also include an initial review of perceived strengths, challenges, and opportunities associated with current recreation programs, staffing, facilities, financial practices, and operational systems.

To begin engaging internal stakeholders early in the process, Raftelis will facilitate a kick-off meeting with Recreation Division leadership to review the project approach, anticipated engagement activities, decision points, and deliverables.

Following this group session, we will meet individually with core project team members to understand their roles, expectations, and perspectives, and to confirm how they will participate throughout the study.

Raftelis will issue a comprehensive document and data request aligned with the RFP requirements, including but not limited to: organizational charts, job descriptions, staffing schedules, budgets and financial reports, fee schedules, cost recovery practices, participation and utilization data, facility inventories and condition information, prior plans and studies (including the 2020 Recreation and Facility Needs Assessment), policies and procedures, performance metrics, and relevant labor agreements. An electronic project workspace will be provided to facilitate efficient document sharing.

Throughout the engagement, Raftelis will maintain regular communication with City staff through structured status updates and ongoing informal coordination. This approach ensures schedule and budget adherence, early identification of issues, and iterative discussion of emerging findings, supporting a collaborative and transparent process.

Meetings:
• Project Kick-off meeting
• Kick-off with Recreation leadership
Deliverables:
• Kick-off meeting agenda
• Data/document request
Activity 2: Staff and Stakeholder Engagement
To develop a comprehensive understanding of the Recreation Division’s current operations, service delivery model, and organizational context, Raftelis will conduct a structured series of qualitative engagement activities, including interviews, focus groups, and onsite observations. These activities are designed to capture perspectives from Division leadership and staff, internal City partners, and external customers and partner agencies.

Our team will conduct three days of in-person, confidential one-on-one interviews with Recreation Division leadership and staff, including all four full-time positions. These interviews will focus on roles and responsibilities, staffing capacity, workload distribution, program and facility operations, use of technology, business processes, coordination with other departments, and perceived strengths, challenges, and barriers to effective service delivery. Discussions will also address policy constraints, labor considerations, risk management practices, and service level expectations.

RAFTELIS 19
To broaden staff input and validate emerging themes, Raftelis will facilitate up to four focus group sessions with a cross-section of Recreation Division staff. These sessions will provide additional insight into day-to-day operational realities, opportunities for improvement, and alignment between organizational structure, staffing, and service demands. Focus groups may be conducted in person or virtually, based on staff availability and preference.

Consistent with the RFP’s emphasis on stakeholder engagement and community input, Raftelis will also dedicate two days to engaging external customers and partner agencies that interact regularly with the Recreation Division.

These sessions will be structured as facilitated focus groups with recreation program participants, community partners, and external agencies, and will focus on service quality, accessibility, responsiveness, coordination, and unmet or emerging community needs.

Recognizing that external stakeholders often prefer virtual participation due to scheduling and accessibility considerations, these customer and partner agency focus groups will be conducted virtually whenever feasible.

However, Raftelis will make team members available in person for participants who prefer or require an in-person option, ensuring inclusive and meaningful participation.

In addition to facilitated discussions, the project team will conduct onsite tours of key Recreation Division facilities to better understand operational requirements, facility condition, utilization patterns, accessibility, and alignment with community needs and program delivery expectations.

Meetings:
• On-site interviews with Division leadership
• On-site or remote focus groups with staff
• Customer/stakeholder interviews
Deliverables:

None
Activity 3: Operational Assessment
Building on the information gathered during project initiation and engagement, Raftelis will conduct a comprehensive assessment of the Recreation Division, integrating organizational, financial, programmatic, facility, and technology analyses consistent with NRPA best practices and CAPRA accreditation standards.

Organization Structure
Raftelis will evaluate the Recreation Division’s organizational structure and governance model to assess its effectiveness in supporting current and future service delivery. This analysis will examine reporting relationships, spans of control, supervisory capacity, role clarity, communication and coordination, alignment with Citywide governance, and the use of performance metrics and accountability systems. We will identify opportunities to improve efficiency, oversight, and organizational resilience while positioning the Division to meet evolving community needs.

RAFTELIS 20
Best Practices and Benchmarking
Raftelis will also evaluate the performance of the
Divisions as it compares to industry standards of
performance. The resulting diagnostic provides a
quick and objective overview of both the quantitative
and qualitative work activities of the Divisions. We
have developed industry best practices in many areas
of local government service. This information was
developed from our previous work with professional
associations and industry groups, as well as other
sources.

We will compare and contrast management practices
in the Divisions with the best practices of other
successful organizations and apply relevant trends in operations and staffing as appropriate. We will also review Division performance against professional association standards, such as NRPA CAPRA accreditation standards.

We will reach out to 5-7 peer communities identified by the project team in Activity 1. Using publicly-available information, we will compare the Division’s staffing and cost recovery with its peers as a means to identify major outliers and identify issue areas requiring additional research. We will compare programming offerings against peers and compare with demographic information to identify any underserved populations.

Staffing and Workforce Analysis
Raftelis will assess current and future staffing needs using a holistic approach that considers service levels, program demand, budgetary capacity, workforce skills, scheduling practices, and the use of part-time, seasonal, contracted, and volunteer resources. The analysis will identify staffing efficiencies, training and professional development needs, succession planning considerations, and options for aligning workforce capacity with service priorities.

Technology and Maintenance
Consistent with the RFP, Raftelis will evaluate the Recreation Division’s use of technology to support registration, scheduling, reporting, and performance measurement, identifying opportunities for operational efficiencies and improved data-driven decision-making. We will also review facility and capital considerations relevant to recreation service delivery, including key assets such as the Wheeler Center and Christopher High School Aquatics Center, and assess their ability to meet current and future community needs in coordination with the City’s prior facility assessments.

Following completion of the preliminary analysis, Raftelis will facilitate a working session with City staff to present initial observations and draft recommendations. This session will confirm assumptions, refine findings, and identify any additional analysis needed prior to finalizing recommendations.

Additional follow-up on issues or analysis will be conducted as needed.

RAFTELIS 21
Meetings:
• Presentation of preliminary observations and
recommendations
• Follow-up conversations as needed
Deliverables:
• Preliminary observations and recommendations
slide deck
Activity 4: Prepare Project Deliverables
Upon completion of the analysis and refinement of recommendations, Raftelis will prepare a draft comprehensive assessment report. The report will include an executive summary, a description of the project methodology, and a detailed narrative of findings related to governance, staffing, programs, finances, facilities, technology, equity, and service delivery. Recommendations will be clearly justified, data-supported, and aligned with NRPA/CAPRA standards and peer benchmarking.

The draft report will be provided to the City for review. Raftelis requests one consolidated set of comments from the City to ensure efficient incorporation of feedback. Following receipt of comments, we will prepare the final report.

The final report will include a detailed Implementation Roadmap, identifying priority actions, phasing, timelines, responsible parties, and resource considerations to support successful implementation by the Recreation Division and the City.

Raftelis will present the final findings and recommendations to City leadership and, as requested, to the City Council in a virtual or in-person setting. Presentation materials will be designed to support policy discussion and informed decision-making.

Meetings:
• Presentation of report (virtual or in-person)
Deliverables:
• Draft and final report
• Implementation Roadmap
• Presentation slide deck

RAFTELIS 22
SECTION 5. – PROPOSED TIMELINE
Section 5. – Proposed Timeline
A proposed project schedule is provided below. We expect to review and refine this with the City during Activity 1.

Activity 1 - Initiate
Engagement
Activity 2 - Staff and
Stakeholder Engagement
Activity 3 - Operational
Assessment
Activity 4 - Prepare Project
Deliverables

APR MAY JUN JUL AUG SEP

RAFTELIS 23
SECTION 6. – PRIOR WORK SAMPLES
Prior Work Samples
To demonstrate our experience conducting comprehensive recreation department assessments comparable in scope, complexity, and strategic intent to the City of Gilroy’s Recreation Division Assessment, we are pleased to provide a prior work sample from our 2022 Recreation Department Assessment for the City of Fort Collins, Colorado. This engagement involved a full-spectrum evaluation of recreation programs, staffing and organizational structure, financial sustainability and cost recovery, facilities and capital needs, community engagement, and alignment with NRPA best practices. The project included extensive staff and stakeholder interviews, peer benchmarking, program portfolio analysis, and development of a phased, implementation-focused roadmap to support policy and operational decision-making.

The linked materials include the final report and supporting presentation documents, which reflect the analytical rigor, clarity of recommendations, and implementation orientation we would bring to the City of Gilroy.

Fort Collins Recreation Department Operational and Program Plan

RAFTELIS 24
SECTION 7. – PRICING
Section 7. – Pricing
The total fixed fee to complete the scope of work outlined in this proposal is $99,200 which includes all professional fees and expenses, including travel.

A breakdown of hours and costs by project activity is provided in the table below.

Activity Description Estimated
Labor Hours Cost
1 Initiate Engagement 32 $10,000
2 Staff and Stakeholder Engagement 96 $32,200
3 Operational Assessment 104 $30,000
4 Prepare Project Deliverables 88 $27,000
TOTAL 320 $99,200
Hourly rates by team member job classification are provided below.

Classification Hourly Rate
Executive Vice President $425
Senior Vice President $400
Vice President $375
Senior Manager $340
Manager $295
Senior Consultant $260
Consultant $230
Associate $195
Visual Facilitator $195
It is our practice to invoice clients for monthly progress payments based upon work completed.

RAFTELIS 25
SECTION 8. – ADDITIONAL INFORMATION
Jonathan Ingram
Vice President Raftelis Financial Consultants, Inc.
6th February
Vice President

RAFTELIS 26
X

2.6.2026
Jonathan Ingram Raftelis Financial Consultants, Inc.

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City of Gilroy Administration Department
Request for Proposals
Recreation Division Assessment
No. 26-RFP-AD-531
ATTN: KATTY ALVAREZ

CITY OF GILROY
7351 ROSANNA STREET
GILROY, CA 95020-6197
Proposals Due by: 4:00 pm, Friday, February 6, 2026

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Request for Proposal
No. 26-RFP-AD-531
Notice is hereby given thatthe Purchasing Coordinator of the City of Gilroy at 7351 Rosanna Street, Gilroy, CA 95020-6197 will receive proposal submittals via e-mail. The City of Gilroy is soliciting proposals from firms to conduct a comprehensive assessment of the Recreation Division and provide recommendations to enhance its operational effectiveness and service offerings, as described in the attached Request for Proposals (RFP) 26-RFP-AD-531. Submittals will be accepted up until 4:00 PM, PST, Friday, February 6, 2026, via e-mail to the address specified in this RFP. Proposals received after that time and date will not be considered. The City of Gilroy accepts no responsibility if delivery is made to another e-mail address other than those specified within this RFP. An evaluation team will review submitted proposals and select the best-qualified firm based on the evaluation criteria and selection process outlined in the RFP. The chosen consultant will then be recommended to the City Council for the awarding of an agreement to conduct the work.

A free electronic copy of the RFP can be obtained by going to the City of Gilroy website and selecting bid opportunities under the Business and Development Services Tab, or directly at the following link:
http://www.cityofgilroy.org/Bids.aspx.

RespectfullyRequested,
Katty Alvarez
Purchasing Coordinator

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RFP No. 26-RFP-AD-531
Request for Proposals for a Recreation Division Assessment Table of Contents
Request for Proposal..........................................................................................................................2 Introduction ......................................................................................................................................4 Project Description ............................................................................................................................4 Issuing Office .....................................................................................................................................5 Anticipated RFP Schedule...................................................................................................................5 Submission Date and Location............................................................................................................6 Protests.............................................................................................................................................6 Rejection of Proposals........................................................................................................................6 Partial Funding or Award....................................................................................................................6 Modification / Withdrawal.................................................................................................................7 Cancellation.......................................................................................................................................7 Duration of Proposals ........................................................................................................................7 Public Record.....................................................................................................................................7 Incurring Costs...................................................................................................................................7 Selection Process...............................................................................................................................7 Eligible Applicants..............................................................................................................................7 Scope of Work Requirements.............................................................................................................7 Proposal Contents............................................................................................................................11 Proposal Evaluation Criteria and Scoring...........................................................................................14

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Introduction
The City of Gilroy (City) is seeking proposals from qualified firms (Consultants) to assess the City’s Recreation Division within the Administration Department and to provide recommendations to enhance its operational effectiveness, the services it offers to residents, and to plan for the future growth of the recreation functions of the City.

The City of Gilroy is a charter city located in southern Santa Clara County with a population of approximately 60,000. The City is a council-administrator form of government, with the mayor elected at large for a four-year term and six City Councilmembers elected at large for four-year terms.

However, it is transitioning to district-based elections for the six councilmember seats.

Information regarding the City and its organization, such as governmental structure, services provided, the Current Operating and Capital Budgets, Annual Financial Reports, and the most recent Comprehensive Fee Schedule, is available on the City website at www.cityofgilroy.org The Recreation Division offers a wide array of services to meet residents' recreational needs. The Recreation Division provides the following community services:
• Offers free and fee-based programs to residents of all ages and all interests. • Connects seniors with free, vital services such as tax preparation, free bimonthly groceries, daily lunch, transportation, and social services.
• Supports disadvantaged and low-income families by partnering with other governmental agencies and local community organizations.
• Provides logistical support during a local emergency.

The Recreation Division also publishes a seasonal recreation guide in English and Spanish, three times a year, and sends it to all Gilroy households. Recreation communicates with the community through a monthly e-newsletter, social media, school flyers, and tabling at special events.

The Recreation Division has a staff of four full-time positions (Recreation Manager, Recreation Supervisor, Recreation Coordinator, and Office Assistant). Additionally, there are 10 ongoing part-time positions and 10 seasonal part-time positions that provide direct service and programming. Recreation also relies on contract activity and class providers to deliver many of the programs the community desires.

The City commissioned a Recration and Facility Needs Assessment, which commenced before the COVID Pandemic and was completed in 2020 during the Pandemic. The report can be found at this link.

Project Description
The City seeks qualified consulting services to conduct a comprehensive, data-driven assessment of its Recreation Division to inform future policy, operational, financial, and capital decisions. This project intends to evaluate current recreation programs, staffing, facilities, finances, governance, and service delivery models; identify gaps between community needs and existing services; and develop clear, actionable recommendations that enhance effectiveness, equity, sustainability, and alignment with industry best practices.

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The selected Consultant will engage City leadership, staff, and the community to assess recreational needs, participation patterns, and barriers to access; benchmark performance against comparable agencies and National Recreation and Park Association (NRPA) standards, including CAPRA accreditation criteria; and evaluate staffing structures, cost recovery practices, program portfolios, facilities, and operational systems.

The final outcome will be a prioritized implementation roadmap, supported by data, benchmarks, and community input, that provides City staff and the City Council with clear policy options, investment strategies, and near- and long-term actions. Deliverables will include financial and organizational analyses, program and facility assessments, performance metrics, policy frameworks, and a comprehensive final report and presentation suitable for City Council consideration, enabling informed decision-making and sustainable delivery of recreation services over the next several years to decades.

Issuing Office
The Finance Department is the Issuing Office, and the City Administrator’s Office is the Project Manager for this Request for Proposal (RFP). Contact the Finance Department for all process questions and protests. Contact the City Administrator’s Office for contract questions.

Issuing Office Project Manager
Finance Department City Administrator’s Office
Katty Alvarez Kylie Katsuyoshi
Finance Analyst Management Analyst
7351 Rosanna Street 7351 Rosanna Street
Gilroy, CA 95020 Gilroy, CA 95020
[email protected] [email protected] Anticipated RFP Schedule
The Administration Department anticipates the following general timeline for this RFP, and the schedule may change as necessary.

Issuance of RFP documents December 18, 2025
Deadline for RFP questions and comments,
submitted by e-mail to
[email protected], with a copy to
[email protected].
5:00 p.m. PST, January 23, 2026
Response to questions available on the website 5:00 p.m. PST, January 26, 2026 Deadline for proposal submission 4:00 p.m., PST, February 6, 2026 Completion of submission review and issuance of
Notice of Intent to Award
February 12, 2026
Consultants to sign the contract and provide all required attachments by
February 20, 2026

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Council award contract at the regular City Council meeting, if required
February 23, 2026
Submission Date and Location
Each responding Consultant must provide one electronic copy of their proposal in PDF format to [email protected] and [email protected]. The e-mail shall be entitled with the Consultant’s name and “Recreation Assessment”. The proposals must be received by the City issuing office via e-mail by the Deadline for Proposal Submission, as defined above.

Solicitation Documents and Changes (Addenda)
All solicitation documents may be viewed or printed online from the City’s website at https://www.cityofgilroy.org/Bids.aspx or may be viewed onsite at the Issuing Office at the address listed above.

Proposals received from other sources will not be considered valid documents. Please contact the Issuing Office listed above if you have any problems viewing the solicitation documents.

All questions regarding this solicitation shall be submitted in writing via e-mail. The questions will be researched, and the answers will be communicated to all known interested Consultants and posted on the City’s website after the deadline for question submissions.

Prospective Consultants shall not contact City officers or employees with questions or suggestions regarding this solicitation except through the primary contact person listed above. Any unauthorized contact may be considered undue pressure and cause for the disqualification of the Consultant.

Consultants are responsible for checking the City’s website for the issuance of any addenda prior to submitting a proposal. The Consultant is held responsible for all addenda/changes to the documents and may be considered non-responsive if their proposal does not reflect those addenda/changes.

Protests
Any complaints or perceived inequities related to this RFP shall be made in writing and directed to the Issuing Office at the address listed above and in accordance with the City's purchasing policy. This policy may be found on the City’s website, located here:
https://www.cityofgilroy.org/DocumentCenter/View/10774/Gilroy-Purchasing-Policy-.

Rejection of Proposals
The City reserves the right to reject any and all proposals submitted. The City also reserves the right to waive or not waive any informalities or irregularities in proposal responses.

Partial Funding or Award
The City reserves the right to fund only a portion of the total funding identified in its sole discretion. The City may make a partial award of an amount it determines to be appropriate, based on the financial resources available and operational considerations.

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Modification / Withdrawal
Unless otherwise specified, modification of the Proposal will not be permitted; however, a Consultant may withdraw their Proposal at any time before the scheduled closing time for receipt of Proposals; any Consultant may withdraw their Proposal, either personally or by written request to the Issuing Office. Withdrawal of the Proposal shall not disqualify the Consultant from submitting another Proposal, provided the time for receipt of Proposals has not expired.

Cancellation
The City reserves the right to cancel the award of this contract at any time before execution of the contract by both parties if cancellation is deemed to be in the City’s best interest. In no event shall the City have any liability for the cancellation of the award.

Duration of Proposals
Proposals must remain valid for at least 120 days. Proposals must be signed by an official authorized to bind the Consultant.

Public Record
All submitted proposals are the property of the City and constitute public records. All documents received by the City are subject to public disclosure after the City selects a Consultant.

Incurring Costs
The City is not liable for any cost incurred by Consultants prior to execution of a contract.

Selection Process
The City reserves the right to select the Consultant based on the proposals, or to conduct interviews with the highest-qualified Consultant(s) following the evaluation and scoring of the proposals, whichever is determined to best serve the needs of the City. The City reserves the right to seek clarifications on any or all proposals.

Eligible Applicants
The City is requesting proposals from experienced consulting firms to complete the assessment. To ensure the highest quality of the Consultant’s responses and to facilitate the fair and objective evaluation of those responses, this document provides guidance to all potential Consultants regarding the scope/requirements and the format and content requirements for vendor proposal submissions. A detailed Scope of Work is below.

Scope of Work Requirements
The Consultant shall conduct a comprehensive and exhaustive analysis of the Division’s existing operations, service levels, offerings, staffing levels, and all other aspects of the Division's operations and services. The Scope of Work tasks and deliverables are provided below:

1. Project Initiation, Background Review, & Governance
a. Meet with City leadership, Recreation staff, and other stakeholders to understand goals and expectations. Confirm goals, success metrics, project schedule, and communication plan.

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b. Collect and review existing documents, including budgets, fee schedules, staffing structures, organization charts, prior plans and studies, participation data, facility condition information, and policies.
c. Map current policies against the National Recreation and Park Association’s (NRPA’s) Commission for Accreditation of Park and Recreation Agencies (CAPRA) standards to identify gaps and quick wins (governance, planning, finance, human resources, risk, operations).
d. Deliverables:
i. Project work plan and schedule.
ii. Stakeholder map.
iii. Communications and engagement plan.
iv. CAPRA gap summary, noting which standards are fully/partially met and priority fixes.

2. Community Engagement and Needs Assessment
a. Design and administer a mixed-methods engagement: resident survey, intercept/on-site surveys, focus groups (youth, seniors, underserved areas, etc.), partner interviews. b. Follow NRPA’s survey guidance (sampling, admin modes, actionable question design). c. Collect input on satisfaction, unmet needs, and desired future services. d. Ensure representation from diverse community groups. e. Deliverables:
i. Engagement plan and instruments (survey tool, discussion guides). ii. Engagement finding report: Satisfaction, unmet needs, barriers (cost, location, time, language), priorities by demographic and geography. iii. Updated needs assessment report.

3. Staffing and Organization Assessment
a. Analyze structure, spans/layers, role clarity, workload, scheduling, and training. b. Benchmark staffing ratios with NRPA/California Park & Recreation Society (CPRS) national/state municipal peers (per capita, per facility/acre where applicable). c. Assess alignment between staffing and service delivery needs. d. Identify workforce development and succession planning needs. e. Provide recommendations on staffing efficiencies, training needs, and future workforce planning.
f. Deliverables:
i. Organization assessment memo with options (no-cost, low-cost, investment scenarios), updated organizational chart, role definitions, and training plan. ii. Peer benchmark table (City vs NRPA medians/quartiles).

4. Financial Analysis, Cost Recovery, and Fee Policy
a. 3–5 year trend analysis: revenues, expenditures, subsidies, and cost recovery by program/facility.
b. Develop a Cost Recovery & Resource Allocation Policy (e.g., Pyramid Method: who benefits/who pays), and align fee schedule and scholarship strategy. c. Benchmark fees and cost-recovery targets (e.g., San José PRNS examples of fee/costrecovery governance). d. Identify opportunities for increasing revenues (fees, partnerships, sponsorships, grants). e. Assess financial sustainability of significant programs (referring to program size) and facilities.
f. Deliverables:

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i. Financial analysis with revenue/expenditure trends and recommendations for cost recovery.
ii. Financial dashboard (trends, margins by line of business, subsidy per participant).
iii. Draft Cost Recovery Policy with category targets, methodology, and annual update process.
iv. Draft fee schedule adjustments and equity supports.

5. Program and Service Portfolio Review (Lifecycle and Alignment) a. Analyze participation levels, demographics served, and program utilization. b. Identify gaps in programming relative to community needs. c. Assess program quality and alignment to values (equity, access, youth development, senior services, etc.).
d. Conduct a program lifecycle analysis (introduce/grow/mature/decline) to right-size the portfolio; evaluate alignment with mission, equity, demand, and margins. e. Compare offerings to peer agencies; identify gaps (e.g., adults, teens, seniors, adaptive rec, etc.), schedule balance, and access (time/location). f. Recommend adds, retires, partnerships, and pricing strategies. g. Deliverables:
i. Program and services evaluation summary.
ii. Program portfolio matrix (demand, equity, cost recovery, lifecycle stage) with action recommendations and 12–24-month pilot plan.

6. Facilities, Asset Management, and Capital Needs
a. Indoor and Outdoor Facility inventory and condition assessment: age, systems condition, accessibility, capacity/utilization, lifecycle, and replacement values. b. LOS (level-of-service) and access analysis (catchment, coverage, underserved areas); align with NRPA master-planning best practices.
c. Identify ADA/Title II and safety issues; evaluate operating model efficiency for major venues (e.g., aquatics, community centers).
d. Identify capacity constraints and deferred maintenance. e. Assess alignment of facilities with community needs and future growth. f. Recommend priorities for capital improvements and potential new facilities. g. Deliverable: Facility needs assessment report.
h. Deliverables:
i. Facility needs assessment report.
ii. Facility assessment book with inventory tables, condition scores, utilization analysis, and repair/replace priorities.
iii. Capital improvement plan (CIP) roadmap (0–5, 6–10, 10+ years) with order-ofmagnitude costs and funding options.

7. Technology, Data, and Business Processes
a. Audit registration/POS, scheduling, reporting, and data governance; identify pain points (refunds, waitlists, utilization reporting).
b. Recommend improvements (KPIs, dashboards, data hygiene, privacy practices), and integrations with finance/human resources.
c. Deliverables:
i. Systems improvement plan with priority fixes, training modules, and key performance indicator(s) (KPI) dashboards wired to NRPA benchmark categories.

8. Equity, Access and Inclusion

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a. Map participation vs. community demographics; analyze barriers (cost, transit, language, digital access).
b. Align pricing/scholarships with the cost-recovery policy to protect access for socioeconomically challenged populations. c. Deliverables:
i. Equity action plan: sliding-scale/fee assistance model, outreach strategies, language access, mobile/ pop-up programs, and targeted pilots.

9. Partnerships, Sponsorships, and Volunteers
a. Inventory existing MOUs/agreements (schools, library, nonprofits, leagues); evaluate performance and risk.
b. Identify new partnership models, shared-use agreements, and a potential sponsorship/naming framework consistent with public ethics. c. Assess volunteer program structure and compliance.
d. Deliverables:
i. Partnership framework (criteria, templates, performance KPIs) and sponsorship policy outline with approval workflow.

10. Risk Management, Safety, and Operations Standards
a. Review policies for incident reporting, background checks, aquatic and youth safety, emergency plans, and insurance.
b. Recommend standard operating procedures (SOPs) and training cadence; note relevant CAPRA standards.
c. Deliverables:
i. Operations & safety compliance report with priority SOP updates and training calendar.

11. Performance Measurement and Benchmarking
a. Build a KPI scorecard aligned with NRPA/CPRS Agency Performance Review metrics (participation per capita, cost per participant, cost recovery, expenditures per capita/acre, maintenance metrics).
b. Define data collection cadence and public-facing reporting. c. Deliverables:
i. KPI dashboard & definitions; 12-month measurement plan and template quarterly report.

12. Programmatic Mini-Studies
a. Review and assess the following programming clusters:
i. Adaptive Recreation.
ii. Adult Sports/Activities.
iii. Aquatics.
iv. Contract Classes.
v. Senior Services.
vi. Youth Sports.
vii. Summer Day Camps.
viii. Volunteers.
ix. Reservations/Parks.
x. Special Events (breakfast with Santa, bike to wherever day, cleanups, etc.). xi. Targeted Community Recreation Services (SCYTF/NSU). xii. Early Childhood Education (potentially).
xiii. Fitness/Health (potentially).
xiv. After School (potentially).

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b. Evaluate the following aspects of these program clusters:
i. Staffing models (internally provided service).
ii. Alternative service delivery models (outside provided service). iii. Programming mix.
iv. Risk.
v. Fee strategy/cost recovery models vs. affordability. vi. Industry best practices for effective marketing techniques/strategies. c. Deliverables:
i. Program report.

13. SWOT Analysis
a. Identify strengths, weaknesses, opportunities, and threats for the Recreation Division. b. Incorporate findings from staffing, financial, program, and facility analyses. c. Deliverable:
i. SWOT analysis document.

14. Growth and Opportunity Identification
a. Identify short- and long-term opportunities for expanded or improved recreation services.
b. Explore partnership models (schools, nonprofits, private sector, regional collaboration). c. Recommend strategies for sustainable growth.
d. Deliverable:
i. Growth opportunities report.

15. Implementation Roadmap and Council Presentation
a. Provide a comprehensive report that synthesizes findings from all tasks. b. Include clear, prioritized recommendations (impact/feasibility), timeline, cost, funding sources, and owners.
c. Provide an implementation roadmap.
d. Present findings to City Council and community stakeholders. e. Draft policy updates (cost recovery, partnerships, sponsorships, fee schedule). f. Prepare briefing materials and presentation to City Council. g. Deliverables:
i. Draft Report for staff review.
ii. Final report (executive summary and detailed appendices: benchmarks, inventories, engagement findings).
iii. Phased implementation roadmap (0–6, 6–18, 18–36 months) with budget ranges and decision gates.
iv. Slide deck and talking points for Council.

Proposal Contents
The Proposal package shall be organized to include the following sections. Each proposal shall have the sections identified below as separate sections in the proposal document. The contents for each section are listed below and must be presented in the same order. Potential Consultants shall be responsible for preparing an effective and clear proposal. Concise proposals without needless duplication are encouraged.

Proposals must be structured, presented, and labeled in the following manner:

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• Cover Letter.
o The firms’ proposal must provide a written transmittal of the proposal in the form of a cover letter. A company officer must sign the cover letter, empowered to bind the proposer to the provisions of this RFP and any contract awarded pursuant to it. The cover letter will reference and respond to each of the following bulleted items:
 Consultant’s legal name and corporate structure.
 A high-level statement of the credentials to deliver the services sought under the RFP.
 Briefly state the Consultant’s understanding of the work to be performed and why the consultant believes it is best qualified to perform the duties and tasks outlined and described in the scope of work contained in this request.  Primary contact name, mailing address, e-mail address, and telephone number.  Identification of use of subcontractor(s), if any, and scope of work to be performed by subcontractor(s).
 A statement that the Consultant or any individual who will perform work for the Consultant is free of any conflict of interest (e.g., employment by the City).  Statement of acknowledgement that the City’s standard agreement has been reviewed and accepted without modification.
 Signature of a company officer empowered to bind the Consultant to the provisions of this RFP and any contract awarded pursuant to it. • Table of Contents.
• Executive Summary.
• Section 1. – Company Background.
o Provide a history of the individual or firm’s experience, which specifically addresses the individual or firm’s experience in conducting and producing an assessment similar in complexity and scope to that which is listed in the Scope of Work section above. o The proposal shall include an organizational chart and describe the organizational structure that is proposed to handle the assessment.
o Describe the specific types of services that your organization provides. o Number of years your organization has been in business. o Describe your agency’s basic organization and management structure. Be sure to include the number of personnel involved in your organization. • Section 2. – Company and Project Team Qualifications. o Qualifications and Related Experience of Personnel Who Will Perform Work. Résumés of all personnel who are proposed to provide professional services to the City within the Scope of Work outlined and described in this request shall be included. Résumés shall include all relevant experience, education, and other qualifications. o Prior Relevant Experience. A description of prior work experience and projects of the company relevant to the Scope of Work outlined and described in this request shall be included.

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o At a minimum, this should include the project manager/principal agent, associates in charge when the project manager/principal agent is unavailable, key personnel, firm size, and an organization chart identifying only those who will perform work for the proposed project and the percentage of each individual’s time devoted to this project.

The project manager/principal agent shall be the primary point of contact for your firm. • Section 3. – References.
o References of Local Government Clients. Please include a list of at least three (3) current and/or previous local government clients, with a preference for those located in California, for which a consultant assigned to the project has rendered professional services similar to the scope of work outlined and described in this request. o Describe the project, client name, and the name, title, and telephone number of the primary contact person.
o References may not be older than 5 years from the deadline of proposal submission. o Additionally, provide a list of all local government clients that your firm has completed similar projects for.
• Section 4. – Proposed Methodology.
o Consultant shall provide a work plan identifying the major tasks and subtasks anticipated by the Consultant associated with the completion of the assessment, including the proposed approach and projected timeline to conduct and complete each item in the Scope of Work.
o Provide a staffing plan for the assessment project.
o Provide an outline that demonstrates the firm’s understanding of the scope of work.

This outline should include the anticipated approach, the tasks necessary for successful completion, the deliverables, and any suggestions or special concerns that the City should be made aware of. Identify any assumptions and/or exclusions used in preparation of the scope of work and associated fee estimate. • Section 5. – Proposed Timeline
o Prepare an overall proposed timeline to conduct the assessment. The proposal shall include a timeline to complete the project, based on the Scope of Work and the availability of a skilled labor force. The proposed timeline shall be based on experience with similar engagements and the best available information. • Section 6. – Prior Work Samples
o Consultant shall provide at least one prior work sample of an assessment on a Recreation Department or Division. This shall include all components of the assessment, including the final report, any presentation material developed, workpapers used, and other such documents developed for the assessment, which show the experience, quality, and thoroughness of your firm’s work in conducting such assessments. • Section 7. – Pricing
o Proposal shall have a project cost estimate with justification. o Proposal shall include hourly rates for all personnel on the project, and estimated hours and subtotals for each enumerated section of the Scope of Work.

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o Proposal should include options for reducing or adding services. • Section 8. – Additional Information
o Attachment A – Contract Requirements Acknowledgement Form and Standard Contract Template:

The proposal shall include a completed and signed copy of the Contract Requirements Acknowledgement Form included with this RFP as Attachment A. o Attachment B - Special Policies – Wage Theft Form
The proposal shall include a completed and signed copy of the Wage Theft Form included with this RFP as Attachment B.

Failure to follow the specified format, to label the responses correctly, or to address all of the subsections may, at the City’s sole discretion, result in the rejection of the Proposal.

Proposal Evaluation Criteria and Scoring
Proposal packages will be reviewed and scored according to the criteria below. Based on the number and quality of responses, Consultants may be asked to continue to the interview/presentation step in the process. Each package may receive a maximum of 100 points, as summarized below:

CRITERIA POINTS
Consultant’s experience and qualifications as they relate to the scope of services of the RFP
25 Project methodology and understanding of the assessment needs 25 Staffing plan and team’s individual qualifications 20
Prior work example 15
Cost proposal 10
Project Schedule 5
TOTAL 100

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ATTACHMENT A – CONTRACT REQUIREMENTS

ACKNOWLEDGEMENT
I, __________________________________, declare as follows:

That I am the _________________________, of ________________________________, (Title) (Company)
the Consultant making the attached proposal; and that I have read the sample Agreement for Services (Attachment B), including the insurance & indemnification requirements contained therein, and hereby state that I understand and am willing to abide by, and can meet the requirements of the contract, including insurance and indemnification requirements, without modification thereto, should my firm be selected for a project or projects based on my qualifications and proposal, assuming a mutually agreeable scope, fee, and schedule can be established.

I understand that the attached sample agreement is the current version used by the City of Gilroy.

The standard agreement for Professional Services is currently being updated, and a new version may be used by the time the agreement resulting from this RFP is executed.

Signed this _______ day of __________________, 2026
By _______________________________
Title: _____________________________

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AGREEMENT FOR SERVICES
(For contracts over $5,000 - CONSULTANT)
This AGREEMENT made this day of , 20 , between:

CITY: City of Gilroy, having a principal place of business at 7351 Rosanna Street, Gilroy, California
and CONSULTANT: , having a principal place of business at .

ARTICLE 1. TERM OF AGREEMENT
This Agreement will become effective on and will continue in effect through unless terminated in accordance with the provisions of Article 7 of this Agreement.

Any lapse in insurance coverage as required by Article 5, Section D of this Agreement shall terminate this Agreement regardless of any other provision stated herein. ______ Initial
ARTICLE 2. INDEPENDENT CONTRACTOR STATUS
It is the express intention of the parties that CONSULTANT is an independent contractor and not an employee, agent, joint venturer or partner of CITY. Nothing in this Agreement shall be interpreted or construed as creating or establishing the relationship of employer and employee between CITY and CONSULTANT or any employee or agent of CONSULTANT. Both parties acknowledge that CONSULTANT is not an employee for state or federal tax purposes.

CONSULTANT shall not be entitled to any of the rights or benefits afforded to CITY’S employees, including, without limitation, disability or unemployment insurance, workers’ compensation, medical insurance, sick leave, retirement benefits or any other employment benefits. CONSULTANT shall retain the right to perform services for others during the term of this Agreement.

ARTICLE 3. SERVICES TO BE PERFORMED BY CONSULTANT
A. Specific Services
CONSULTANT agrees to: Perform the services as outlined in Exhibit “A” (“Specific Provisions”) and Exhibit “B” (“Scope of Services”), within the time periods described in Exhibit “C” (“Milestone Schedule”).

B. Method of Performing Services
CONSULTANT shall determine the method, details and means of performing the abovedescribed services. CITY shall have no right to, and shall not, control the manner or determine the method of accomplishing CONSULTANT’S services.

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C. Employment of Assistants
CONSULTANT may, at the CONSULTANT’S own expense, employ such assistants as CONSULTANT deems necessary to perform the services required of CONSULTANT by this Agreement, subject to the prohibition against assignment and subcontracting contained in Article 5 below. CITY may not control, direct, or supervise CONSULTANT’S assistants in the performance of those services. CONSULTANT assumes full and sole responsibility for the payment of all compensation and expenses of these assistants and for all state and federal income tax, unemployment insurance, Social Security, disability insurance and other applicable withholding.

D. Place of Work
CONSULTANT shall perform the services required by this Agreement at any place or location and at such times as CONSULTANT shall determine is necessary to properly and timely perform CONSULTANT’S services.

ARTICLE 4. COMPENSATION
A. Consideration
In consideration for the services to be performed by CONSULTANT, CITY agrees to pay CONSULTANT the amounts set forth in Exhibit “D” (“Payment Schedule”). In no event however shall the total compensation paid to CONSULTANT exceed .

B. Invoices
CONSULTANT shall submit invoices for all services rendered.

C. Payment
Payment shall be due according to the payment schedule set forth in Exhibit “D”. No payment will be made unless CONSULTANT has first provided City with a written receipt of invoice describing the work performed and any approved direct expenses (as provided for in Exhibit “A”, Section IV) incurred during the preceding period. If CITY objects to all or any portion of any invoice, CITY shall notify CONSULTANT of the objection within thirty (30) days from receipt of the invoice, give reasons for the objection, and pay that portion of the invoice not in dispute. It shall not constitute a default or breach of this Agreement for CITY not to pay any invoiced amounts to which it has objected until the objection has been resolved by mutual agreement of the parties.

D. Expenses
CONSULTANT shall be responsible for all costs and expenses incident to the performance of services for CITY, including but not limited to, all costs of equipment used or provided by CONSULTANT, all fees, fines, licenses, bonds or taxes required of or imposed against CONSULTANT and all other of CONSULTANT’S costs of doing business. CITY shall not be

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responsible for any expenses incurred by CONSULTANT in performing services for CITY, except for those expenses constituting “direct expenses” referenced on Exhibit “A.” ARTICLE 5. OBLIGATIONS OF CONSULTANT
A. Tools and Instrumentalities
CONSULTANT shall supply all tools and instrumentalities required to perform the services under this Agreement at its sole cost and expense. CONSULTANT is not required to purchase or rent any tools, equipment or services from CITY.

B. Workers’ Compensation
CONSULTANT agrees to provide workers’ compensation insurance for CONSULTANT’S employees and agents and agrees to hold harmless, defend with counsel acceptable to CITY and indemnify CITY, its officers, representatives, agents and employees from and against any and all claims, suits, damages, costs, fees, demands, causes of action, losses, liabilities and expenses, including without limitation reasonable attorneys’ fees, arising out of any injury, disability, or death of any of CONSULTANT’S employees.

C. Indemnification of Liability, Duty to Defend

1. As to professional liability, to the fullest extent permitted by law, CONSULTANT shall defend, through counsel approved by CITY (which approval shall not be unreasonably withheld), indemnify and hold harmless CITY, its officers, representatives, agents and employees against any and all suits, damages, costs, fees, claims, demands, causes of action, losses, liabilities and expenses, including without limitation attorneys’ fees, to the extent arising or resulting directly or indirectly from any willful or negligent acts, errors or omissions of CONSULTANT or CONSULTANT’S assistants, employees or agents, including all claims relating to the injury or death of any person or damage to any property.

2. As to other liability, to the fullest extent permitted by law, CONSULTANT shall defend, through counsel approved by CITY (which approval shall not be unreasonably withheld), indemnify and hold harmless CITY, its officers, representatives, agents and employees against any and all suits, damages, costs, fees, claims, demands, causes of action, losses, liabilities and expenses, including without limitation attorneys’ fees, arising or resulting directly or indirectly from any act or omission of CONSULTANT or CONSULTANT’S assistants, employees or agents, including all claims relating to the injury or death of any person or damage to any property.

D. Insurance
In addition to any other obligations under this Agreement, CONSULTANT shall, at no cost to CITY, obtain and maintain throughout the term of this Agreement: (a) Commercial Liability Insurance on a per occurrence basis, including coverage for owned and non-owned automobiles, with a minimum combined single limit coverage of $1,000,000 per occurrence for all damages due to bodily injury, sickness or disease, or death to any person, and damage to property,

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including the loss of use thereof; and (b) Professional Liability Insurance (Errors & Omissions) with a minimum coverage of $1,000,000 per occurrence or claim, and $2,000,000 aggregate; provided however, Professional Liability Insurance written on a claims made basis must comply with the requirements set forth below. Professional Liability Insurance written on a claims made basis (including without limitation the initial policy obtained and all subsequent policies purchased as renewals or replacements) must show the retroactive date, and the retroactive date must be before the earlier of the effective date of the contract or the beginning of the contract work. Claims made Professional Liability Insurance must be maintained, and written evidence of insurance must be provided, for at least five (5) years after the completion of the contract work. If claims made coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the earlier of the effective date of the contract or the beginning of the contract work, CONSULTANT must purchase so called “extended reporting” or “tail” coverage for a minimum of five (5) years after completion of work, which must also show a retroactive date that is before the earlier of the effective date of the contract or the beginning of the contract work. As a condition precedent to CITY’S obligations under this Agreement, CONSULTANT shall furnish written evidence of such coverage (naming CITY, its officers and employees as additional insureds on the Comprehensive Liability insurance policy referred to in (a) immediately above via a specific endorsement) and requiring thirty (30) days written notice of policy lapse or cancellation, or of a material change in policy terms.

E. Assignment
Notwithstanding any other provision of this Agreement, neither this Agreement nor any duties or obligations of CONSULTANT under this Agreement may be assigned or subcontracted by CONSULTANT without the prior written consent of CITY, which CITY may withhold in its sole and absolute discretion.

F. State and Federal Taxes
As CONSULTANT is not CITY’S employee, CONSULTANT shall be responsible for paying all required state and federal taxes. Without limiting the foregoing, CONSULTANT acknowledges and agrees that:
 CITY will not withhold FICA (Social Security) from CONSULTANT’S payments;
 CITY will not make state or federal unemployment insurance contributions on CONSULTANT’S behalf;
 CITY will not withhold state or federal income tax from payment to CONSULTANT;
 CITY will not make disability insurance contributions on behalf of CONSULTANT;
 CITY will not obtain workers’ compensation insurance on behalf of CONSULTANT.

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ARTICLE 6. OBLIGATIONS OF CITY
A. Cooperation of City
CITY agrees to respond to all reasonable requests of CONSULTANT and provide access, at reasonable times following receipt by CITY of reasonable notice, to all documents reasonably necessary to the performance of CONSULTANT’S duties under this Agreement.

B. Assignment
CITY may assign this Agreement or any duties or obligations thereunder to a successor governmental entity without the consent of CONSULTANT. Such assignment shall not release CONSULTANT from any of CONSULTANT’S duties or obligations under this Agreement.

ARTICLE 7. TERMINATION OF AGREEMENT
A. Sale of Consultant’s Business/ Death of Consultant.

CONSULTANT shall notify CITY of the proposed sale of CONSULTANT’s business no later than thirty (30) days prior to any such sale. CITY shall have the option of terminating this Agreement within thirty (30) days after receiving such notice of sale. Any such CITY termination pursuant to this Article 7.A shall be in writing and sent to the address for notices to CONSULTANT set forth in Exhibit A, Subsection V.H., no later than thirty (30) days after CITY’ receipt of such notice of sale.

If CONSULTANT is an individual, this Agreement shall be deemed automatically terminated upon death of CONSULTANT.

B. Termination by City for Default of Consultant
Should CONSULTANT default in the performance of this Agreement or materially breach any of its provisions, CITY, at CITY’S option, may terminate this Agreement by giving written notification to CONSULTANT. For the purposes of this section, material breach of this Agreement shall include, but not be limited to the following:

1. CONSULTANT’S failure to professionally and/or timely perform any of the services contemplated by this Agreement.

2. CONSULTANT’S breach of any of its representations, warranties or covenants contained in this Agreement.

CONSULTANT shall be entitled to payment only for work completed in accordance with the terms of this Agreement through the date of the termination notice, as reasonably determined by CITY, provided that such payment shall not exceed the amounts set forth in this Agreement for the tasks described on Exhibit C” which have been fully, competently and timely rendered by CONSULTANT. Notwithstanding the foregoing, if CITY terminates this Agreement due to CONSULTANT’S default in the performance of this Agreement or material breach by CONSULTANT of any of its provisions, then in addition to any other rights and remedies CITY

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may have, CONSULTANT shall reimburse CITY, within ten (10) days after demand, for any and all costs and expenses incurred by CITY in order to complete the tasks constituting the scope of work as described in this Agreement, to the extent such costs and expenses exceed the amounts CITY would have been obligated to pay CONSULTANT for the performance of that task pursuant to this Agreement.

C. Termination for Failure to Make Agreed-Upon Payments Should CITY fail to pay CONSULTANT all or any part of the compensation set forth in Article 4 of this Agreement on the date due, then if and only if such nonpayment constitutes a default under this Agreement, CONSULTANT, at the CONSULTANT’S option, may terminate this Agreement if such default is not remedied by CITY within thirty (30) days after demand for such payment is given by CONSULTANT to CITY.

D. Transition after Termination
Upon termination, CONSULTANT shall immediately stop work, unless cessation could potentially cause any damage or harm to person or property, in which case CONSULTANT shall cease such work as soon as it is safe to do so. CONSULTANT shall incur no further expenses in connection with this Agreement. CONSULTANT shall promptly deliver to CITY all work done toward completion of the services required hereunder, and shall act in such a manner as to facilitate any the assumption of CONSULTANT’s duties by any new consultant hired by the CITY to complete such services.

ARTICLE 8. GENERAL PROVISIONS
A. Amendment & Modification
No amendments, modifications, alterations or changes to the terms of this Agreement shall be effective unless and until made in a writing signed by both parties hereto.

B. Americans with Disabilities Act of 1990
Throughout the term of this Agreement, the CONSULTANT shall comply fully with all applicable provisions of the Americans with Disabilities Act of 1990 (“the Act”) in its current form and as it may be amended from time to time. CONSULTANT shall also require such compliance of all subcontractors performing work under this Agreement, subject to the prohibition against assignment and subcontracting contained in Article 5 above. The CONSULTANT shall defend with counsel acceptable to CITY, indemnify and hold harmless the CITY OF GILROY, its officers, employees, agents and representatives from and against all suits, claims, demands, damages, costs, causes of action, losses, liabilities, expenses and fees, including without limitation reasonable attorneys’ fees, that may arise out of any violations of the Act by the CONSULTANT, its subcontractors, or the officers, employees, agents or representatives of either.

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C. Attorneys’ Fees
If any action at law or in equity, including an action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable attorneys’ fees, which may be set by the court in the same action or in a separate action brought for that purpose, in addition to any other relief to which that party may be entitled.

D. Captions
The captions and headings of the various sections, paragraphs and subparagraphs of the Agreement are for convenience only and shall not be considered nor referred to for resolving questions of interpretation.

E. Compliance with Laws
The CONSULTANT shall keep itself informed of all State and National laws and all municipal ordinances and regulations of the CITY which in any manner affect those engaged or employed in the work, or the materials used in the work, or which in any way affect the conduct of the work, and of all such orders and decrees of bodies or tribunals having any jurisdiction or authority over the same. Without limiting the foregoing, CONSULTANT agrees to observe the provisions of the Municipal Code of the CITY OF GILROY, obligating every contractor or subcontractor under a contract or subcontract to the CITY OF GILROY for public works or for goods or services to refrain from discriminatory employment or subcontracting practices on the basis of the race, color, sex, religious creed, national origin, ancestry of any employee, applicant for employment, or any potential subcontractor.

F. Conflict of Interest
CONSULTANT certifies that to the best of its knowledge, no CITY employee or office of any public agency interested in this Agreement has any pecuniary interest in the business of CONSULTANT and that no person associated with CONSULTANT has any interest that would constitute a conflict of interest in any manner or degree as to the execution or performance of this Agreement.

G. Entire Agreement
This Agreement supersedes any and all prior agreements, whether oral or written, between the parties hereto with respect to the rendering of services by CONSULTANT for CITY and contains all the covenants and agreements between the parties with respect to the rendering of such services in any manner whatsoever. Each party to this Agreement acknowledges that no representations, inducements, promises or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any party, which are not embodied herein, and that no other agreement, statement or promise not contained in this Agreement shall be valid or binding.

No other agreements or conversation with any officer, agent or employee of CITY prior to execution of this Agreement shall affect or modify any of the terms or obligations contained in any documents comprising this Agreement. Such other agreements or conversations shall be considered as unofficial information and in no way binding upon CITY.

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H. Governing Law and Venue
This Agreement shall be governed by and construed in accordance with the laws of the State of California without regard to the conflict of laws provisions of any jurisdiction. The exclusive jurisdiction and venue with respect to any and all disputes arising hereunder shall be in state and federal courts located in Santa Clara County, California.

I. Notices
Any notice to be given hereunder by either party to the other may be effected either by personal delivery in writing or by mail, registered or certified, postage prepaid with return receipt requested. Mailed notices shall be addressed to the parties at the addresses appearing in Exhibit “A”, Section V.H. but each party may change the address by written notice in accordance with this paragraph. Notices delivered personally will be deemed delivered as of actual receipt; mailed notices will be deemed delivered as of three (3) days after mailing.

J. Partial Invalidity
If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way.

K. Time of the Essence
All dates and times referred to in this Agreement are of the essence.

L. Waiver
CONSULTANT agrees that waiver by CITY of any one or more of the conditions of performance under this Agreement shall not be construed as waiver(s) of any other condition of performance under this Agreement.

Executed at Gilroy, California, on the date and year first above written.

CONSULTANT: CITY:

CITY OF GILROY
By: By:

Name: Name:

Title: Title:

Social Security or Taxpayer
Identification Number

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Approved as to Form ATTEST:

City Attorney City Clerk

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EXHIBIT “A”

SPECIFIC PROVISIONS
I. PROJECT MANAGER
CONSULTANT shall provide the services indicated on the attached Exhibit “B”, Scope of Services (“Services”). (All exhibits referenced are incorporated herein by reference.) To accomplish that end, CONSULTANT agrees to assign , who will act in the capacity of Project Manager, and who will personally direct such Services.

Except as may be specified elsewhere in this Agreement, CONSULTANT shall furnish all technical and professional services including labor, material, equipment, transportation, supervision and expertise to perform all operations necessary and required to complete the Services in accordance with the terms of this Agreement.

II. NOTICE TO PROCEED/COMPLETION OF SERVICE
A. NOTICE TO PROCEED
CONSULTANT shall commence the Services upon delivery to CONSULTANT of a written “Notice to Proceed”, which Notice to Proceed shall be in the form of a written communication from designated City contact person(s). Notice to Proceed may be in the form of e-mail, fax or letter authorizing commencement of the Services. For purposes of this Agreement, shall be the designated City contact person(s). Notice to Proceed shall be deemed to have been delivered upon actual receipt by CONSULTANT or if otherwise delivered as provided in the Section V.H. (“Notices”) of this Exhibit “A”.

B. COMPLETION OF SERVICES
When CITY determines that CONSULTANT has completed all of the Services in accordance with the terms of this Agreement, CITY shall give CONSULTANT written Notice of Final Acceptance, and CONSULTANT shall not incur any further costs hereunder. CONSULTANT may request this determination of completion when, in its opinion, it has completed all of the Services as required by the terms of this Agreement and, if so requested, CITY shall make this determination within two (2) weeks of such request, or if CITY determines that CONSULTANT has not completed all of such Services as required by this Agreement, CITY shall so inform CONSULTANT within this two (2) week period.

III. PROGRESS SCHEDULE
The schedule for performance and completion of the Services will be as set forth in the attached Exhibit “C”.

IV. PAYMENT OF FEES AND DIRECT EXPENSES
Payments shall be made to CONSULTANT as provided for in Article 4 of this Agreement.

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Direct expenses are charges and fees not included in Exhibit “B”. CITY shall be obligated to pay only for those direct expenses which have been previously approved in writing by CITY.

CONSULTANT shall obtain written approval from CITY prior to incurring or billing of direct expenses.

Copies of pertinent financial records, including invoices, will be included with the submission of billing(s) for all direct expenses.

V. OTHER PROVISIONS
A. STANDARD OF WORKMANSHIP
CONSULTANT represents and warrants that it has the qualifications, skills and licenses necessary to perform the Services, and its duties and obligations, expressed and implied, contained herein, and CITY expressly relies upon CONSULTANT’S representations and warranties regarding its skills, qualifications and licenses. CONSULTANT shall perform such Services and duties in conformance to and consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California.

Any plans, designs, specifications, estimates, calculations, reports and other documents furnished under this Agreement shall be of a quality acceptable to CITY. The minimum criteria for acceptance shall be a product of neat appearance, well-organized, technically and grammatically correct, checked and having the maker and checker identified. The minimum standard of appearance, organization and content of the drawings shall be that used by CITY for similar purposes.

B. RESPONSIBILITY OF CONSULTANT
CONSULTANT shall be responsible for the professional quality, technical accuracy, and the coordination of the Services furnished by it under this Agreement. CONSULTANT shall not be responsible for the accuracy of any project or technical information provided by the CITY. The CITY’S review, acceptance or payment for any of the Services shall not be construed to operate as a waiver of any rights under this Agreement or of any cause of action arising out of the performance of this Agreement, and CONSULTANT shall be and remain liable to CITY in accordance with applicable law for all damages to CITY caused by CONSULTANT’S negligent performance of any of the services furnished under this Agreement.

C. RIGHT OF CITY TO INSPECT RECORDS OF CONSULTANT
CITY, through its authorized employees, representatives or agents, shall have the right, at any and all reasonable times, to audit the books and records (including, but not limited to, invoices, vouchers, canceled checks, time cards, etc.) of CONSULTANT for the purpose of verifying any and all charges made by CONSULTANT in connection with this Agreement. CONSULTANT shall maintain for a minimum period of three (3) years (from the date of final payment to CONSULTANT), or for any longer period required by law, sufficient books and records in accordance with standard California accounting practices to establish the correctness of all charges submitted to CITY by CONSULTANT, all of which shall be made available to CITY at the CITY’s offices within five (5) business days after CITY’s request.

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D. CONFIDENTIALITY OF MATERIAL
All ideas, memoranda, specifications, plans, manufacturing procedures, data (including, but not limited to, computer data and source code), drawings, descriptions, documents, discussions or other information developed or received by or for CONSULTANT and all other written and oral information developed or received by or for CONSULTANT and all other written and oral information submitted to CONSULTANT in connection with the performance of this Agreement shall be held confidential by CONSULTANT and shall not, without the prior written consent of CITY, be used for any purposes other than the performance of the Services, nor be disclosed to an entity not connected with the performance of the such Services. Nothing furnished to CONSULTANT which is otherwise known to CONSULTANT or is or becomes generally known to the related industry (other than that which becomes generally known as the result of CONSULTANT’S disclosure thereof) shall be deemed confidential. CONSULTANT shall not use CITY’S name or insignia, or distribute publicity pertaining to the services rendered under this Agreement in any magazine, trade paper, newspaper or other medium without the express written consent of CITY.

E. NO PLEDGING OF CITY’S CREDIT.

Under no circumstances shall CONSULTANT have the authority or power to pledge the credit of CITY or incur any obligation in the name of CITY.

F. OWNERSHIP OF MATERIAL.

All material including, but not limited to, computer information, data and source code, sketches, tracings, drawings, plans, diagrams, quantities, estimates, specifications, proposals, tests, maps, calculations, photographs, reports and other material developed, collected, prepared (or caused to be prepared) under this Agreement shall be the property of CITY, but CONSULTANT may retain and use copies thereof subject to Section V.D of this Exhibit “A”.

CITY shall not be limited in any way in its use of said material at any time for any work, whether or not associated with the City project for which the Services are performed. However, CONSULTANT shall not be responsible for, and City shall indemnify CONSULTANT from, damages resulting from the use of said material for work other than PROJECT, including, but not limited to, the release of this material to third parties for work other than on PROJECT.

G. NO THIRD PARTY BENEFICIARY.

This Agreement shall not be construed or deemed to be an agreement for the benefit of any third party or parties, and no third party or parties shall have any claim or right of action hereunder for any cause whatsoever.

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H. NOTICES.

Notices are to be sent as follows:

CITY:

City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
CONSULTANT:

I. FEDERAL FUNDING REQUIREMENTS.

If the box to the left of this sentence is checked, this Agreement involves federal funding and the requirements of this Section V.I. apply.

If the box to the left of this sentence is checked, this Agreement does not involve federal funding and the requirements of this Section V.I. do not apply.

1. DBE Program
CONSULTANT shall comply with the requirements of Title 49, Part 26, Code of Federal Regulations (49 CFR 26) and the City-adopted Disadvantaged Business Enterprise programs.

2. Cost Principles
Federal Acquisition Regulations in Title 48, CFR 31, shall be used to determine the allowable cost for individual items.

3. Covenant against Contingent Fees
The CONSULTANT warrants that he/she has not employed or retained any company or person, other than a bona fide employee working for the CONSULTANT, to solicit or secure this Agreement, and that he/she has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift or any other consideration, contingent upon or resulting from the award or formation of this Agreement. For breach or violation of this warranty, the Local Agency shall have the right to annul this Agreement without liability or, at its discretion, to deduct from the agreement price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift or contingent fee.

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EXHIBIT “B”

SCOPE OF SERVICES

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EXHIBIT “C”

MILESTONE SCHEDULE

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EXHIBIT “D”

PAYMENT SCHEDULE

Wage Theft Prevention Policy Statement
It is the policy of the City that all parties contracting with the City must comply with all applicable federal, state and local wage and hour laws including but not limited to the Federal Fair Labor Standards Act (“FLSA”) and the California Labor Code. Suitable language regarding this requirement should be in all contracts.

1. Disclosure. As a part of any City solicitation for goods and/or services, including public works projects, contractor shall complete a “Bid Certification” (“Certification”) that requires each potential contractor to disclose whether the contractor has been found by a court or final administrative action of an investigatory government agency to have violated federal, state, or local wage and hour laws within the past five (5) years from the date of the submitted bid or proposal.

2. Disqualification. The City MAY disqualify a potential contractor based on the disclosed violation.

3. Contract Termination. A current contractor found by a court or by final administrative action of an investigatory government agency to have violated applicable wage and hour laws, in the five (5) years prior to or during the term of the contract with the City, may be in material breach of its contract with the City if the violation is not fully disclosed and/or satisfied per City contract requirements. Such breach may serve as a basis for contract termination and/or any other remedies available under law, including a stipulated remediation plan.

I, _________________________, certify that (Business Name) _________________________________ ☐Has
☐ Has Not
been found by a court or by final administrative action of an investigatory government agency to have violated applicable wage and hour laws on more than one (1) occasion or has one (1) unpaid wage judgment.

For each disclosed violation, please provide a copy of (i) the court order and judgment and/or final administrative decision; and (ii) documents demonstrating either that the order/judgment has been satisfied, or if the order/judgment has not been fully satisfied, a written and signed description of potential contractor’s efforts to date to satisfy the order/judgment. The completed Certification shall be submitted by the potential contractor to the City as a part of its bid or proposal.

Signature and Date: _________________________________________________________________ Attachment B - Wage Theft Form

7.2. City of Gilroy

STAFF REPORT
Agenda Item Title: Award Four, Three-Year On-Call Standard and Expedited Building and Fire Plan Review and Inspection Services
Contracts with Two, One-Year Extension Options and Each Contract with an Amount Not-To-Exceed $2,000,000 to
4LEAF, CSG Consultants, TRB+ Associates, and True North Compliance Services
Meeting Date: April 6, 2026
From: Matt Morley, City Administrator
Department: Community Development
Submitted by: Sharon Goei, Community Development Director Prepared by: Monica Sendejas, Management Analyst
STRATEGIC PLAN GOALS: Promote Economic Development Activities

RECOMMENDATION
Award agreements in an amount not-to-exceed $2,000,000 each with:
• 4LEAF
• CSG Consultants
• TRB+ Associates
• True North Compliance Services
to provide standard and expedited on-call Building and Fire plan review and inspection services for the initial period of July 1, 2026 to June 30, 2029, with two, one-year extension options, and authorize the City Administrator to execute these agreements.

EXECUTIVE SUMMARY
The City’s Building Division and Fire Prevention/Hazardous Materials/Pretreatment Division rely on consultants to perform plan review services and supplement inspections to provide quality customer service to development applicants. The use of consultants fulfills the plan review function that does not exist in-house. The current onPage 310 of 724

7.2. call agreements with CSG Consultants and 4LEAF will expire on June 30, 2026. The City issued a Request for Proposals (RFP) and received sixteen proposals. After an evaluation and rating process, the review committee recommends the selection of four firms to provide the requested on-call services: 4LEAF, CSG Consultants, TRB+ Associates, and True North Compliance Services. Having multiple firms on-call expands service capacity and flexibility. These services impost no net cost to the City as they are offset by plan review and permit fees. Staff recommends that Council approve entering into agreements with these consultants for an initial period of three years, with two, one-year extension options. The recommended contract amount is $400,000 per year per contract for the next five years. Use of these contracts must align with the funding in the adopted operating budgets.

BACKGROUND
The City of Gilroy’s Building and Fire Prevention/Hazardous Materials/Pretreatment Divisions have historically relied on the resources and expertise of consultants to provide plan review and supplement inspection services to provide quality customer service to development applicants. The City does not currently employ in-house plan reviewers and has relied primarily on consultants to perform the plan review function.

Partnering with qualified specialty firms gives the City greater flexibility and technical depth and allows the City to meet market-driven demands and review complex submittals. Small, simple projects, such as water heaters, residential re-roof, furnace/air conditioner replacement, and single-family yard patios will remain in-house. In addition, supplementing inspections with consultants as needed helps the City absorb fluctuations in development activity.

Currently, the City has agreements with CSG and 4LEAF. These agreements have provided needed resources to provide timely plan reviews and inspection services and maintain the level of services expected by the community. The two current agreements will expire on June 30, 2026.

The City issued a Request for Proposals (RFP) on December 1, 2025, and received sixteen proposals (Link to 26-RFP-CDD-528). In the Analysis section below, the RFP evaluation and rating process is discussed, followed by staff’s recommendation.

ANALYSIS
The Community Development Department has historically maintained contracts with several firms to provide contract support for performing plan reviews and conducting inspections. Consultants provide the flexibility necessary to respond to cyclical demands and provide specialized knowledge or training in a particular field when required. This affords the Department the ability to quickly respond while maintaining high levels of customer service.

7.2. On December 1, 2025, the Community Development Department issued an RFP (26- RFP-CDD-528) for on-call standard and expedited Building and Fire plan review and inspection services. The RFP was posted on the City website and in the San Jose Mercury News. The City received sixteen (16) proposals by the January 6, 2026 deadline.

The review committee consisted of the Building Official, Fire Marshal, Building Inspector II, and Senior Hazardous Materials Inspector. The proposals were evaluated by the review committee based on the criteria listed in the RFP, which included qualifications, experience, references, scope of services matching the City’s needs, and a proposed fee structure. The top four firms, all scoring an average of 90 or more points, were interviewed by the review committee on January 22, 2026. Based on the strength of the proposals, interviews, and subsequent contract negotiations with each firm, the following consultants were selected:
• 4LEAF
• CSG Consultants
• TRB+ Associates
• True North Compliance Services
To ensure timely plan reviews and inspection services, staff recommends establishing a panel of four firms to provide the necessary coverage and expertise. This approach enhances operational flexibility for the Building and Fire Prevention/Hazardous Materials/Pretreatment Divisions. Leveraging the expertise of these firms guarantees that all projects, including those requiring specialized complex structural and fire code reviews, are reviewed promptly and meet all applicable State and local standards.

Costs associated with services are entirely recovered via permit and inspection fees paid by the applicant, consistent with the Adopted Comprehensive Fee Schedule. Use of contractors for development services work is contingent on: 1) approved contracts with capacity to support the required scope; and 2) availability of funding in the Department’s approved budget. No work will be assigned to consultants under these contracts unless there is sufficient budget to cover the costs.

The Building and Fire Prevention/Hazardous Materials/Pretreatment Divisions expended an average of $507,529 per year over the past four Fiscal Years (FY22 through FY25). Given this data, staff is recommending contract amounts at $400,000 per year per contract over the next five years, with an amount not-to-exceed $2,000,000 per contract.

ALTERNATIVES
Council may choose not to approve the selection of these consultants to provide standard and expedited on-call Building and Fire plan review and inspection services.