Exhibit A - PSA - Raftelis Financial Consultants, Inc. — Santa Rosa City Council, October 21, 2025

Exhibit A

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Attachment One to Professional Services Agreement
Form approved by the City Attorney 4-14-14

ATTACHMENT ONE

INSURANCE REQUIREMENTS FOR

PROFESSIONAL SERVICES AGREEMENTS

A. Insurance Policies: Consultant shall, at all times during the terms of this Agreement, maintain and keep in full force and effect, the following policies of insurance with minimum coverage as indicated below and issued by insurers with AM Best ratings of no less than A-:VI or otherwise acceptable to the City.

Insurance

Minimum
Coverage Limits
Additional Coverage Requirements

1. Commercial
general liability
$ 1 million per
occurrence
Coverage must be at least as broad as ISO CG
00 01 and must include completed operations
coverage. If insurance applies separately to a
project/location, aggregate may be e qual to per
occurrence amount. Coverage may be met
by a combination of primary and umbrella
or excess insurance but umbrella and
excess shall provide coverage at least as
broad as specified for underlying coverage.

Coverage shall not exclude subsidence.

$ 2 million
aggregate

2. Business auto
coverage
$ 1 million ISO Form Number CA 00 01 covering any auto
(Code 1), or if Consultant has no owned autos,
hired, (Code 8) and non-owned autos (Code 9),
with limit no less than $ 1 million per accident
for bodily injury and property damage.

3. Professional liability
(E&O)

$ 1 million per
claim
Consultant shall provide on a policy form
appropriate to profession. If on a claims made
basis, Insurance must show coverage date
prior to start of work and it must be maintained
for three years after completion of work.

$ 1 million
aggregate

4. Workers’
compensation and
employer’s liability
$ 1 million As required by the State of California, with Statutory Limits and Employer’s Liability
Insurance with limit of no less than $ 1 million
per accident for bodily injury or disease. The
Workers’ Compensation policy shall be
endorsed with a waiver of subrogation in favor
of the City for all work performed by the
Consultant, its employees, agents and
subcontractors.

B. Endorsements:

1. All policies shall provide or be endorsed to provide that c overage shall not be canceled, except after prior written notice has been provided to the City in accordance with the policy provisions.

2. Liability, umbrella and excess policies shall provide or be endorsed to provide the following:

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Attachment One to Professional Services Agreement
Form approved by the City Attorney 4-14-14
a. For any claims related to this project, Consultant’s insurance coverage shall be primary and any insurance or self -insurance maintained by City shall be excess of the Consultant’s insurance and shall not contribute with it; and,
b. The City of Santa Rosa, its officers, agents, employees and volunteers are to be covered as additional insureds on the CGL policy. General liability coverage can be provided in the form of an endorsement to Consultant’s insurance at least as broad as ISO Form CG 20 10 11 85 or if not available, through the addition of both CG 20 10 and CG 20 37 if a later edition is used.

C. Verification of Coverage and Certificates of Insurance: Consultant shall furnish City with original certificates and endorsements effecting coverage required above.

Certificates and endorsements shall make reference to policy numbers. All certificates and endorsements are to be received and approved by the City before work commences and must be in effect for the duration of the Agreement. The City reserves the right to require complete copies of all required policies and endorsements.

D. Other Insurance Provisions:

1. No policy required by this Agreement shall prohibit Consultant from waiving any right of recovery prior to loss. Consultant hereby waives such right with regard to the indemnitees.

2. All insurance coverage amounts provided by Consultant and available or applicable to this Agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement limits the application of such insurance coverage. Defense costs must be paid in addition to coverage amounts.

3. Policies containing any self -insured retention (SIR) provision shall provide or be endorsed to provide that the SIR may be satisfied by either Consultant or City.

Self-insured retentions above $10,000 must be approved by City. At City’s option, Consultant may be required to provide financial guarantees.

4. Sole Proprietors must provide a representation of their Workers’ Compensation Insurance exempt status.

5. City reserves the right to modify these insurance requirements while this Agreement is in effect, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

City of Santa Rosa
Organizational and Staffing Assessment
REVISED PROPOSAL / JULY 3, 2025
Exhibit A

611 Wilshire Blvd., Suite 900, PMB 1009, Los Angele s, CA 90017 | www.raftelis.com August 4, 2025

City of Santa Rosa, 100 Santa Rosa Avenue, Santa Rosa, CA 95404

Subject: Proposal for Organizational and Staffing Assessment

Dear Members of the Selection Committee:

We are pleased to submit this proposal to conduct an Organizational and Staffing Assessment for the City of Santa Rosa (City). We understand that this effort is a critical step in aligning the City’s organizational structure, staffing levels, and internal systems with its strategic priorities—particularly in the areas of fiscal sustainability, effective service delivery, infrastructure stewardship, and long-term organizational resilience.

Our team brings a deep understanding of the complex operating environment facing local governments today, including the ongoing need to deliver high-quality services while navigating limited resources, workforce challenges, and increasing public expectations. We understand that this assessment must do more than identify best practices—it must deliver practical, implementable solutions that reflect the realities of Santa Rosa’s departments, workforce, and community.

Raftelis specializes in helping local governments take a clear-eyed look at their current operations and chart a thoughtful, actionable path forward. Our team includes former city managers, finance directors, department heads, and strategic planning experts who have helped cities across the country realign their operations to meet evolving needs. We know what it takes to move from analysis to action—and how to do so in a way that earns the trust of both employees and residents.

We are excited about the opportunity to support Santa Rosa in this important work. Our approach will not only identify where efficiencies can be gained but also where targeted investments, operational improvements, or service delivery changes may be needed to ensure long-term sustainability. Equally important, we will assess whether internal support departments are positioned to enable success across the organization. Our goal is to provide you with clear, evidence-based recommendations that are tailored to local priorities, grounded in financial and operational context, and designed to be implemented with confidence.

We are proud to submit this proposal and look forward to the opportunity to work alongside City leadership and staff. I am authorized to bind the firm, and this proposal will remain valid for 90 days. Please don’t hesitate to contact me with any questions.

Sincerely,

Jonathan Ingram, Vice President
P: 513.430.2887 / E: [email protected]

Table of
Contents
Background and Project Summary ....... 1
Qualifications ......................................... 15 Rates and Charges ................................ 22
Appendix: Resumes .............................. 24

Cover Photo courtesy of Sarah Stierch (Flickr)

Making our world better
The Raftelis Charitable Gift
Fund allocates profits,
encourages employee
contributions, and recognizes
time to charitable
organizations that support:
 Access to clean water
and conservation
 Affordability
 Science, technology, and
leadership

Raftelis is investing in
improved telecommunication
technologies to reduce the
firm’s number one source of
carbon emissions—travel.

Diversity and inclusion
are an integral part of
Raftelis’ core values.

We are committed to doing
our part to fight prejudice,
racism, and discrimination by
becoming more informed,
disengaging with business
partners that do not share
this commitment, and
encouraging our employees
to use their skills to work
toward a more just society
that has no barriers to
opportunity.

RAFTELIS 1

BACKGROUND AND PROJECT SUMMARY
Background and Project Summary
The City of Santa Rosa is seeking a knowledgeable and thoughtful consulting partner to conduct an organizational and staffing assessment that strengthens how the City delivers services to its residents. This engagement comes at a critical time—one in which the City must ensure that its structure, staffing, processes, and systems are aligned with evolving community needs, operational demands, and long-term fiscal constraints. As Santa Rosa continues to navigate growing service expectations, workforce challenges, and infrastructure responsibilities, it is essential that its service delivery model remains both effective and financially sustainable.

Santa Rosa, with a population of over 178,000, is located in California’s Sonoma County, north of the Bay Area. Home to wineries and lush landscapes, the City boasts thriving tourism, high-tech manufacturing, and retail. Recovering from the devastating Tubbs Fire in 2017, the City continues to see growth and development and has been challenged by some public safety and public health concerns in recent years. The City is now facing projected budget deficits and is seeking a course correction to address this concern.

This assessment offers an opportunity to examine how work is organized, how resources are allocated, and how the City can adapt its operations to meet strategic priorities with clarity and confidence. Our work will help the City identify where operational efficiencies can be realized, where strategic investments may be warranted, and where service levels or delivery strategies may need to evolve to ensure organizational resilience and long-term affordability.

METHODOLOGY
Methodology
Our team brings deep experience supporting local
governments across California and the country,
including communities managing structural deficits,
workforce constraints, and cross-departmental
transformation. We specialize in helping public
agencies identify practical, implementable strategies to strengthen operations within their existing fiscal and
organizational capacity. We understand that the best
recommendations are not just analytically sound—they
are also actionable, locally tailored, and aligned with the values and vision of the organization and
community.

Achieving balance – Raftelis
understands that leading an organization
is about balancing levels of service,
risks, and costs.

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We are known for our respectful, inclusive, and collaborative approach. We listen carefully, engage thoughtfully with staff and stakeholders at all levels, and prioritize relationship-building throughout the engagement. Rather than relying on off-the-shelf templates or assumptions, we take a custom approach— grounded in stakeholder input, operational realities, and best practices—to deliver solutions that the City can implement and sustain.

We are excited about the opportunity to support the City of Santa Rosa at this important juncture. Our team brings hands-on experience with nearly every facet of municipal operations—from capital-intensive functions like Public Works and Water to people-centered departments such as Housing, Recreation, and Community Development to internal service areas like Finance, Human Resources, and Information Technology. We approach our work with humility and respect, and we are committed to partnering with the City to create a path forward that balances fiscal responsibility, service quality, and organizational well-being.

Our team has deep experience working with local governments across the country, including communities facing fiscal challenges, organizational transition, and increasing service demands. We specialize in helping public agencies assess and improve operations within the practical constraints of their current budgets, workforce, and systems. We believe that the best solutions can be implemented—and sustained—by the organization and accepted by the community it serves.

We are known for our ability to listen deeply, engage respectfully, and work collaboratively with staff at all levels. We do not rely on generic templates or one-size-fits-all recommendations. Instead, we take a tailored approach—grounded in data, best practices, and stakeholder input—to develop practical, actionable strategies that strengthen internal operations, improve service delivery, and support long-term organizational health.

To complete this work, our team will apply a project approach, focusing on these specific objectives using our “Six R” approach. This involves soliciting and collecting information on City Responsibilities , Resources , Requirements , and Results in order to identify possible organizational and operational Recommendations with an associated Roadmap to implement positive change. This approach is depicted in the graphic below.

RAFTELIS 3

Responsibilities – What drives the need for your services? It might be the organization’s vision, mission, Federal, State, local ordinance, or community service standards or expectations. We review these drivers to better understand service level constraints and opportunities for change.

Resources – What assets are available to achieve your responsibilities? These may include time, human resources, staffing, management capacity, financial position, contractual services, technology, and equipment and facilities. We assess the adequacy of these resources based on the service level expectations.

Requirements – What direction is provided to staff? The method by which staff approach service delivery is often guided by laws, codes, policies, and procedures or informal mechanisms like past practices or on-the-job training. These sources provide staff with direction on how they approach tasks and complete their work. We review these business processes to determine opportunities for improvement.

Results – What are the outcomes of your services? Our approach connects your responsibilities, resources, and requirements with the outcomes expected of your services. We assess measures of efficiency and effectiveness to assist in data-driven decision-making.

Recommendations – Are there opportunities for improvement? Based on our qualitative and quantitative analysis of your programs and services, we develop recommendations for improving organizational performance. These changes can range from high-level considerations (i.e., should we be in this business?) to strategic issues (i.e., should we consider alternative service sources?) to tactical issues (i.e., how can we improve the productivity, efficiency, and effectiveness of the activity or service?).

Roadmap – How do we get there? We develop a plan that will guide the organization through the implementation of the recommendations for improvement. The Roadmap offers the recommended priority order of implementation, suggestions for phasing, and key milestones for success. It also serves as a valuable tool for the organization and the community to promote accountability and communicate progress toward implementation.

THE FOLLOWING DETAILS THE PROPOSED WORK PLAN FOR THE CITY.

Activity 1: Project Initiation
We will initiate this engagement by meeting with the City of Santa Rosa’s project leadership team to clarify expectations, review the project framework, and finalize the work plan and timeline. This kick-off meeting will include the City Manager, Assistant City Manager, and key department heads from across the organization to ensure early alignment, transparency, and shared ownership of the assessment process.

During this initial session, we will seek to understand the City’s vision for the project, including strategic priorities, operational concerns, and what success looks like from the perspective of senior leadership. We will confirm communication protocols, identify internal coordination needs, and agree on any departments, functions, or cross-cutting issues that warrant early or deeper focus. The outcome of this session will be a refined engagement plan, aligned expectations, and a strong foundation for collaboration across departments.

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Following the kick-off, we will issue an initial data and documentation request to the City. This request will be tailored to each department’s operational context. These foundational materials will support early analysis and help shape how we engage departments in the weeks that follow.

To complement this review, we will conduct one-on-one interviews with each member of the Santa Rosa City Council and the senior leadership team. These conversations will explore strategic priorities, operational challenges, long-term goals, and expectations for how the organization must adapt to meet both fiscal realities and community needs. These interviews will help ensure our assessment is grounded in the local context and responsive to the specific goals and values of Santa Rosa’s leadership.

Throughout the project, we will maintain a close and responsive partnership with the City’s project team. We will provide regular updates through monthly virtual check-ins, written status reports, and informal communications as needed. These touchpoints will allow us to share progress, troubleshoot emerging issues, and ensure continued alignment on scope, timing, and deliverables.

Activity 1 Meetings Activity 1 Deliverables
 Virtual kickoff meeting
 In-person Project Charter
Workshop
 In-person or virtual 1-1 meetings
with Mayor and City Council
 In-person or virtual 1-1 meetings
with the City’s leadership team
 Kick-off meeting agenda and
facilitation
 Initial data/document request
 Final project schedule
 Project Charter Workshop briefing
materials
 Summary of Project Charter
Workshop

Activity 2: Staff and Stakeholder Engagement and Issue Identification Building a complete picture of the City of Santa Rosa’s organizational performance requires insight not only from documents and data but also from the people who plan,
manage, and deliver services each day. This phase of the assessment is centered on listening—to department leaders, frontline staff, City Councilmembers, community partners, and others who experience the City’s operations firsthand.

Their perspectives will help us understand how Santa
Rosa’s structure, staffing, and systems support—or, in
some cases, constrain—effective and efficient service
delivery.

Our engagement efforts will explore organizational design, staffing models, roles and responsibilities, workflows, professional development, internal collaboration, and the practical realities of day-to-day operations. These insights will ground our recommendations in lived experience and help ensure that proposed changes are not only well-reasoned but implementable and responsive to the City’s context.

RAFTELIS 5

We recognize that Santa Rosa’s focus departments—particularly Transportation and Public Works, Recreation and Parks, and Housing and Community Services—represent a large share of the City’s workforce and deliver services that directly impact the daily lives of residents. These departments face unique challenges related to staffing, scheduling, infrastructure, regulatory compliance, and public-facing service demands. Our approach will reflect the operational complexity and interdepartmental interdependencies that define their work.

To develop a well-rounded understanding of how Santa Rosa’s departments operate—and how they can improve—we will engage staff, leadership, and stakeholders through a structured and collaborative process.

This will include interviews, focus groups, onsite observations, document review, and targeted outreach to external partners and service users.

This activity is essential to identifying not only process and structural issues but also the cultural, relational, and operational dynamics that shape how the City works—and how it can improve.

Leadership and Staff Interviews
We will begin by conducting structured interviews with department directors, managers, and key personnel across Transportation and Public Works, Recreation and Parks, and Housing and Community Services. These interviews will help us develop a foundational understanding of each department’s mission, operational workload, staffing model, service priorities, and management systems. We will also review organizational charts and functional roles during this process.

To ensure a complete picture of the organization, we anticipate interviewing individuals at all levels, from line staff to department heads and City leadership. This may include a combination of individual and small group interviews.

Onsite Observations
Our team will conduct site visits to allow us to observe work environments, understand how space and resources are used, and how services are delivered to the public. These visits will also help us understand the physical and operational context in which employees work daily.

Stakeholder Engagement
City services affect—and are shaped by—a broad network of external stakeholders. We will engage with key external groups to better understand how City departments are perceived, how services are accessed, and where gaps or opportunities may exist.

This engagement may include:
 Community partners and service recipients (e.g., neighborhood associations, nonprofits, and advocacy groups)
 Business leaders and developers with frequent interaction with departments  Partner agencies such as county-level emergency services, utilities, regional planning entities, or educational institutions
 Contractors and vendors who support City operations or infrastructure projects

RAFTELIS 6

Engagement methods will include interviews, virtual or in-person focus groups, and brief listening sessions, depending on the stakeholders’ availability and preferred format. We will work with the City to identify key participants and schedule sessions accordingly.

Document and Data Review
We will carefully review and analyze all information collected in Activity 1 and request any additional information from departments that will assist with our review and analysis.

For each City department, we will develop a comprehensive Core Service Inventory that clearly identifies and documents the essential services, programs, and operational functions delivered to the community. This inventory will serve as a foundational resource for understanding how the City allocates resources, delivers services, and prioritizes activities across departments.

We will create program-level organizational charts, staffing tables, and budget summaries for each department and its major divisions. These tools will help illustrate how personnel, funding, and organizational structures align with service delivery responsibilities. Each program or functional area will be described in terms of:
 Its purpose and scope
 The core activities it performs
 Assigned staffing levels
 Allocated budget resources
 The current and targeted service level goals or performance expectations, as available

Service level goals may be based on a range of sources, including national or regional best practice standards, peer benchmarks, or internal targets. We will reference guidelines and frameworks from a broad spectrum of professional organizations—such as the International City/County Management Association (ICMA), the Government Finance Officers Association (GFOA), the National Recreation and Park Association (NRPA), the American Planning Association (APA), and other discipline-specific associations relevant to the City's services.

We will also consider locally defined expectations shaped by the City’s strategic plan, City Council directives, departmental leadership, community priorities, or regulatory requirements at the state or federal level.

Using both quantitative data and qualitative input gathered through interviews and documentation review, we will evaluate whether departments are currently meeting these service-level goals. Where there are performance gaps, resource limitations, or process inefficiencies, we will identify and document them.

We will also develop an initial issues summary for each department, identifying challenges or barriers that affect the City’s ability to meet service expectations. These may include structural, staffing, operational, technological, or regulatory constraints. Issues will be organized thematically and reviewed with the City’s project team in a virtual meeting. Issues and focus areas will be refined based on the City’s feedback and will inform deeper analysis in subsequent phases of the project.

RAFTELIS 7

Activity 2 Meetings Activity 2 Deliverables
 Two days of staff interviews and
focus groups
 One day of stakeholder focus
groups
 Virtual initial issues summary
review meeting
 Initial issues summary for each
department

Activity 3: Departmental Operations
and Service Level Assessments
Following our engagement with City staff, leadership, and stakeholders—and informed by the review of documents,
budget data, and performance metrics—we will undertake a focused, data-informed assessment of Santa Rosa’s core
departments and functional areas. Our objective in this phase is to identify practical, high-impact opportunities to improve organizational alignment, streamline operations, and ensure staffing models are responsive to service demands and fiscal realities. This phase will yield detailed departmental
assessments that analyze organizational structure, staffing levels, workflows, service delivery, and performance management systems. These assessments will integrate both qualitative insight and quantitative evidence and will be guided by Raftelis’ 6R methodology—ensuring a consistent yet tailored evaluation across the departments included in the study.

Each department and major function will be evaluated using a structured and transparent framework aligned with the City’s strategic goals, operational priorities, and the scope defined in the RFP. While our review will draw from national best practices and professional standards, it will also reflect the distinctive context, constraints, and expectations present in Santa Rosa.

We recognize that departments such as Transportation and Public Works, Recreation and Parks, Housing and Community Services, and Planning and Economic Development operate with complex mandates that span regulatory compliance, direct service delivery, infrastructure management, and community engagement. These departments must balance limited resources with increasing expectations, aging infrastructure, and service delivery models that often involve multiple layers of coordination.

Organizational Design and Structure
We will evaluate the structure and alignment of each department to understand how current organizational models impact service delivery, internal coordination, and decision-making. Our assessment will focus on several key elements of organizational design:
 Clarity of Roles and Accountability: We will examine reporting lines, spans of control, and delegation of authority to ensure responsibilities are well-defined and aligned with operational needs.

RAFTELIS 8

 Functional Alignment: We will assess whether programs and teams are logically grouped and whether current divisions or reporting structures support efficiency and effective service delivery.
 Mandated vs. Discretionary Services: We will distinguish between legally required or policy-driven functions and discretionary functions, providing context for prioritization in a resource-constrained environment.
 Staffing and Workload Management: Using workload data, service demand indicators, and comparative benchmarks, we will evaluate staffing sufficiency, gaps, and workload balance within and across departments.

People and Culture
Through the employee survey, interviews, and focus groups, we will develop a well-rounded understanding of the City's organizational culture, talent infrastructure, and employee experience.

Specific focus areas will include:
 Communication and Collaboration: We will assess how information flows within departments and across functions—and where breakdowns may impact efficiency or morale.  Talent Alignment: We will evaluate whether current position classifications, roles, and staffing models are aligned with operational realities and departmental goals.  Retention, Engagement, and Morale: We will identify factors influencing turnover, burnout, and job satisfaction, including workload, training access, supervisory support, and workplace climate.
 Professional Development: We will assess the availability and accessibility of training, mentorship, and career development opportunities—and their alignment with workforce needs and organizational goals.

Operations, Service Delivery, and Customer Experience
We will evaluate core operational processes and how effectively each department delivers services to internal and external customers. Our approach incorporates Lean/Six Sigma principles to identify inefficiencies and promote continuous improvement. Focus areas will include:
 Process Efficiency and Workflow Design: We will examine key work processes to assess alignment with customer value, public benefit, and service expectations. Our recommendations will aim to reduce unnecessary complexity and free staff capacity for higher-impact work.
 Customer Service: We will assess how customer service is defined, measured, and prioritized across departments, including equity in service delivery.  Program Execution: Our team will evaluate how success is measured and reported for departmental programs and services, identifying opportunities to improve feedback loops and accountability.
 Support Systems: We will assess the effectiveness of support systems such as Information Technology, Procurement, and Human Resources in enabling departments to deliver services efficiently.

RAFTELIS 9

 Financial and Budgetary Management: Using the Government Finance Officers Association (GFOA) standards as a framework, we will assess internal financial processes and resource planning practices.
 Coordination and Collaboration: We will evaluate intra- and inter-departmental collaboration, identifying silos or redundancies that could be addressed through better alignment or shared systems.
 Continuous Improvement Practices: We will assess how departments identify, share, and act on opportunities for improvement and what tools or training could further develop a culture of innovation and learning.
 Performance Measurement: We will review the presence and quality of performance measures, assessing whether they are aligned with goals and used to support decision- making and operational improvement.

Benchmarking and Peer Comparisons
To provide additional context and insight, we will conduct a targeted benchmarking analysis comparing Santa Rosa’s service levels, staffing models, and organizational structures with up to five carefully selected peer jurisdictions. This comparison will offer a view into alternative approaches, highlight emerging practices, and help identify areas of relative strength or opportunity.

This benchmarking will be targeted rather than general to inform opportunities relevant to Santa Rosa’s unique service delivery requirements. Benchmarking will draw on publicly available data, best practice guidelines, and our proprietary databases and sector knowledge. Peer cities will be selected based on similar characteristics such as population, budget, service offerings, and regional context.

Financial Context
This assessment will be undertaken with full recognition of the City’s long-term fiscal constraints and ongoing structural budget challenges. Every recommendation will be evaluated for financial feasibility and implementation capacity. While some opportunities may require targeted investment in staffing, technology, or business systems, we will place a strong emphasis on identifying cost- neutral or efficiency-driven changes wherever possible. We will also assess opportunities for shared services, realignment of responsibilities, or service delivery alternatives to reduce costs and improve sustainability.

Actionable Recommendations
At this point in the project, our project team will have conducted interviews, focus groups, field observations, and related data collection and document review in order to identify potential opportunities for the City and its departments.

Based on the insights from our assessment, stakeholder feedback, and benchmarking, we will develop a set of tailored, actionable recommendations for enhancing the City’s service delivery, operational efficiency, and organizational resilience.

RAFTELIS 10

Our team will conduct a virtual meeting to review our preliminary observations and recommendations with the City. These will be designed to clarify the roles, responsibilities, and authority of management staff, eliminate duplication and overlap of responsibilities, improve delivery time and quality of service, and improve communications within between departments. Recommendations will be focused on:
 Structural or functional realignment
 Staffing adjustments and workload balance
 Streamlining or improving processes
 Expanding professional development opportunities
 Enhancing technology or support systems
 Strengthening performance measurement and use of data  Improving internal and external customer experience
 Advancing interdepartmental coordination and continuous improvement  Aligning service level expectations and service delivery frameworks within available resources

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

Activity 3 Meetings Activity 3 Deliverables
 Virtual preliminary observations
and recommendations meeting
 Preliminary observations and
recommendations PowerPoint
slide deck

Activity 4: Prepare Project Reports and Support Implementation Planning
Once we have shared our preliminary findings and draft recommendations with the City and received feedback, we will prepare a comprehensive draft report that documents the results of the assessment. This report will serve as both a reflection of the City’s current state and a practical Roadmap for moving forward. It will begin with an executive summary that highlights key findings and prioritizes recommendations most critical to achieving organizational alignment, operational efficiency, and financial sustainability.

The report will include detailed departmental assessments that outline strengths, challenges, and opportunities for improvement in each area studied. These will be
accompanied by summaries of our engagement efforts—
highlighting what we heard from City staff, community
stakeholders, and elected officials—as well as relevant examples of best practices and peer benchmarking to
provide external context for the City’s performance and organizational design.

To support implementation, we will develop a
comprehensive Implementation Action Plan Roadmap.

This Roadmap will organize the recommendations into
short-, medium- and long-term priorities. It will include

RAFTELIS 11

the rationale for each recommendation, suggested sequencing, responsible parties, estimated timelines, and, where possible, resource or cost implications. This practical tool is designed to support decision-making and help the City manage change in a phased, coordinated, and financially responsible manner.

To further assist with translating the assessment into action, we will facilitate a one-day, in-person Change Management Strategy Workshop with key City staff and internal service departments. During this session, we will work together to review and refine priorities, identify quick wins, and align the recommendations with the City’s broader operational goals and strategic initiatives. This session will introduce and apply the Prosci ADKAR® model, which focuses on five key building blocks of successful change: Awareness, Desire, Knowledge, Ability, and Reinforcement.

The goal of this session is to foster alignment around the path forward, empower departmental leaders to take ownership of implementation and ensure that change efforts are coordinated, inclusive, and supported at all levels of the organization.

The engagement will conclude with a final presentation of our findings and recommendations to the City Manager and, if desired, the City Council. This presentation will be tailored to the audience and structured to support understanding, transparency, and momentum toward implementation.

Activity 4 Meetings Activity 4 Deliverables
 Virtual draft report review meeting
 Change Management Workshops
 In-person final presentation

 Draft and final project report
 Implementation Action Plan
Roadmap
 Change Management Workshop
planning materials
 Final presentation PowerPoint
slide deck

Optional Activity 5: Expanded Departmental Assessment – City’s Attorney’s Office, Water and Information Technology
At the City’s discretion, the scope of this engagement may be expanded to include detailed assessments of the Water Department, Information Technology Division, and the City Attorney’s Office . While not included in the base scope, these departments play vital roles in ensuring the City’s legal, operational, and digital infrastructure functions effectively, compliantly, and in alignment with Santa Rosa’s strategic goals.

Should the City opt to include any of these departments, we will apply the same structured methodology, analytical rigor, and engagement process used in the core assessment. This will ensure consistency across findings and allow for cross-departmental comparisons, integration of insights, and development of shared implementation strategies where appropriate.

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Water Department
As a public utility responsible for providing essential services, the Water Department requires specialized operational, regulatory, and capital planning expertise. Our team understands the complexities of utility governance, long-term infrastructure maintenance, and ratepayer accountability.

Our review of the Water Department would focus on:
 Organizational structure and role clarity within divisions (e.g., operations, engineering, customer service)
 Staffing levels and alignment with regulatory compliance, capital planning, and maintenance needs  Coordination across departments on shared assets and infrastructure  Service reliability, customer response, and field technology use  Benchmarking against peer utilities for staffing, service levels, and cost efficiency

Information Technology (IT)
Information Technology underpins the City’s ability to modernize services, operate efficiently, and maintain security and data integrity. As digital service expectations grow, so does the importance of IT as a strategic partner across all departments.

Our IT assessment would explore:
 Governance structure and alignment with Citywide priorities  Internal service delivery, support systems, and helpdesk operations  Staffing adequacy for cybersecurity, application support, and system integration  Contracted services and vendor management practices
 Role of IT in supporting innovation, remote work, and digital access for residents

Each of these departments will be assessed through a tailored version of our core framework, incorporating engagement with departmental staff, leadership interviews, benchmarking, and operational reviews. We will deliver department-specific findings and recommendations, as well as integrate them into the broader Implementation Action Plan Roadmap. This optional task can be added as a standalone expansion or as part of a phased implementation, depending on the City’s needs, priorities, and available resources.

City Attorney’s Office
The City Attorney’s Office (CAO), as a City Council-appointed and independently governed function, plays a critical role in upholding the City’s legal integrity and supporting internal departments through litigation, advisory services, and risk mitigation. Given its unique governance structure, the CAO assessment will be conducted as a discrete and parallel engagement , with its own project management structure and dedicated deliverables .

This approach is designed to honor the Division of Responsibilities and reinforce the CAO’s role as an independent authority . The assessment will include:
 Evaluation of organizational structure, staffing model, and service delivery across core legal functions  Development of a Core Service Inventory and targeted benchmarking (e.g., case volume, workload distribution, litigation activity)
RAFTELIS 13

 Review of internal client service approaches, outside counsel use, and legal technology systems  Stakeholder and staff engagement to identify operational strengths and areas for improvement  Tailored recommendations to improve legal service delivery, align resources with demand, and strengthen organizational capacity
The CAO will receive a separate written report and Implementation Action Plan Roadmap , and its project activities will be managed in coordination with—but independently from—the broader Citywide assessment effort.

Each of these departments will be assessed using a tailored version of our core framework, incorporating staff engagement, benchmarking, operational review, and data analysis. Department-specific findings and recommendations will be delivered separately, and—where appropriate—integrated into the broader Implementation Action Plan Roadmap. This optional task can be added as a standalone expansion or phased in based on City priorities and available resources.

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Timeline
A proposed project schedule is provided below. We expect to review and refine this with the City during Activity 1.

RAFTELIS 15

QUALIFICATIONS
Qualifications
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.

Number of years in business: 32 years / Type of business: Corporation Date the company was founded/incorporated: May 10, 1993 (date of establishment) April 23, 2004 (date of Incorporation)
Litigation: Raftelis has been joined as a third-party defendant in a lawsuit filed by local developers against the Town of Fuquay-Varina, North Carolina. The subject of this currently pending litigation is development impact fees assessed by the town and developed by Raftelis. This is the only legal case in which Raftelis has been joined as a party in the history of our firm. Raftelis intends to vigorously defend the allegations and claim. This litigation will not affect our ability to provide a proposed solution, or current breach of contract with other agencies.

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.

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Experience

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

Raftelis has assisted hundreds of local governments across the country. In many instances, 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. We welcome you to contact them to learn about the strength of our work and our relationships.

GENERAL GOVERNMENT

City of Santa Clara
CA
Reference: Nadine Nader, Chief Operating Officer
P: 408.615.2228 / E: [email protected] / Duration: December 2024 – Present

In 2024, the City of Santa Clara (City) engaged our firm to conduct comprehensive organizational and staffing assessments of its Community Development and Parks and Recreation departments. The objectives of the project were to evaluate current structures, identify opportunities to improve operational efficiency and service delivery, and develop actionable recommendations that would position the departments to operate in a more proactive, customer-oriented, and “best in class” manner. The work involved extensive staff engagement, benchmarking against peer organizations, and the development of future-state organizational models aligned with the City’s strategic goals.

City of Beverly Hills CA
Reference: Shana Epstein, Public Works Director
P: 310.285.2461 / E: [email protected] / Duration: April 2024 – October 2024

In 2024, the City of Beverly Hills (City) engaged Raftelis to perform a review of its Public Works capital improvement program engineering and inspection operations. Raftelis interviewed staff and reviewed documents and performed benchmarking to compare City operations with that in other organizations. We also reviewed alternative methods for setting inspection service levels and improving coordination between engineering project managers and inspectors.

City of Santa Barbara CA
Reference: James Hamilton, Community Development Business Manager P: 805.564.5504 / E: [email protected] / Duration: January 2020 – February 2022

In 2020, the City of Santa Barbara (City) retained the firm to conduct an assessment of its development review process, from concept and design review to construction permitting and inspections. Ultimately, 31 recommendations were developed with significant employee and stakeholder engagement designed to make the RAFTELIS 17

process both more efficient and predictable for applicants and easier to understand for concerned residents and members of the public.

Alameda County CA
Reference: Susan Muranishi, County Administrator
P: 510.272.6984 / E: [email protected] / Duration: December 2022 – June 2023

Starting in 2022 and concluding in the summer of 2023, members of our project team conducted a comprehensive assessment of the County of Alameda’s (County) development process. The assessment included conducting interviews with staff, elected officials, and applicants, conducting focus groups, process mapping, and reviewing files. The project involved multiple County departments and several appointed committees. A report was prepared with specific recommendations for change and improvement. A near-term strategic work plan was also produced to aid the County in implementation.

City of Coachella CA
Reference: Bill Pattison, Finance Director
P: 760.398.3502 / E: [email protected] / Duration: January 2023 – August 2023

In 2023, the City of Coachella (City)engaged Raftelis to perform a staffing and manpower study of its utility operations, including the Coachella Water Authority and Sanitary District. Located in the Coachella Valley in the Colorado Desert of California. The Utilities Department provides for the treatment and distribution of potable water to over 9,000 residential, commercial, and industrial water service connections, as well as the collection, treatment, and disposal of wastewater from more than 8,000 wastewater service connections. The goal of the study was to identify current and future service demands and to staff and structure the utilities appropriately. Work included an evaluation of the operational units’ scope of work, operating procedures, finances against industry standards, and a benchmarking comparison with peer utilities. Deliverables included a report representing findings from the analysis and recommended strategies to address gaps in performance and add staff as appropriate.

City of Hutchinson KS
Reference: Tom Sanders, Human Resources Director
P: 620.694.2611 / E: [email protected] / Duration: January 2021 – May 2023

The City of Hutchinson (City) retained Raftelis in 2021 to conduct an assessment of its Public Works and Parks and Facilities Departments. The goal of the assessment was to examine each service area offered by the departments, identify opportunities for improved efficiency and effectiveness, and identify staffing needs. A total of 38 recommendations were developed designed to allow the City to have the capacity to meet the community’s expectations and prioritize preventative maintenance of infrastructure and facilities. The assessment covered a wide array of services, including street maintenance, stormwater and flood control, utilities, and fleet maintenance. In addition, the project team reviewed operations of specialized facilities owned by the City, including a municipal airport, golf course, and zoo.

RAFTELIS 18

Dublin San Ramon Services District CA
Reference: Jan Lee, Assistant General Manager
P: 925.875.2204 / E: [email protected] / Duration: June 2022 – February 2023

With a goal to ensure appropriate staffing and organization structure, Dublin San Ramon Services District (DSRSD) engaged Raftelis in 2022 to provide a workforce study of its Operations Department, including water, wastewater, and recycled water operations. The work included interviews with managers and staff workgroups, onsite tours, benchmarking against other peer agencies, and an online survey of staff. Raftelis presented a recommendation to the Board to add nine positions over the next five years to enhance its preventive maintenance, laboratory and regulatory reporting functions, and administrative support.

Monte Vista Water District CA
Reference: Justin Scott Coe, General Manager
P: 909.267.2120 / E: [email protected] / Duration: June 2021 – February 2022

Located at the intersection of San Bernardino, Los Angeles, Orange, and Riverside Counties, Monte Vista Water District (MVWD) provides retail and wholesale water supply to over 130,000 residents in a 30-square- mile area of San Bernardino County. The District has suffered historically poor preventive maintenance and is playing “catch up” with a significant capital project investment to reduce a high leak and failure rate. A new General Manager and strategic plan, several new department heads, and other changes, including a campus construction plan and consideration of adding sewer service as a new business line, have resulted in the need to take a comprehensive look to ensure operations align with future growth and strategic goals.

Napa Sanitation District CA
Reference: Andrew Damron, General Manager
P: 707.258.6007 / E: [email protected] / Duration: August 2023 – April 2024

In 2023, the Napa Sanitation District (District) engaged the firm to review organizational structure and staffing in its Administration Division (including Clerk, Finance, and Human Resources), Engineering Services Division, and Collection Services workgroups. The firm conducted on-site interviews with key staff members, reviewed data and documents, toured facilities, and presented preliminary recommendations for improving effectiveness and providing career paths for staff. The firm continues to work with the District on a phased plan to address issues, presenting critically needed positions to the Board prior to the presentation of a comprehensive plan.

City of Oklahoma City
Reference: Kelly Williams, Ph.D., Chief Innovation Officer P: 405.812.9665 / E: [email protected] / Duration: June 2024 – Present

In 2024, the City of Oklahoma City (City), the 20th largest city in the nation, engaged Raftelis to provide permit process efficiency review services to help improve the Private Development Review and Permitting (PDRP) process, emphasizing improving customer experience. For this contract, our project team and the City developed a formal project work plan that identified the scope and key objectives for a review of the PDRP RAFTELIS 19

process, which involved staff from six City departments: Development Services, Planning, Public Works, Fire, Utilities, and Airports. To obtain a better understanding of the specific context concerning private development in the City, our project team developed and administered an employee survey and conducted individual and small group interviews with staff from each of the six departments and representatives from the private development community, including developers, architects, and others. The project team also worked with staff to map five types of projects commonly conducted as part of the PDRP process and conducted a Process Improvement Exercise (PIE) to focus on specific aspects of the PDRP process that needed attention and improvement through reengineering. Using the information from these activities, the project team was tasked with recommending enhancements to improve the PDRP process and assisting with implementation.

Pinellas County FL
Reference: Paul Cozzie, Director
P: 727.582.2502 / E: [email protected] / Duration: January 2021 – February 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. The focus of this best practices research was to utilize service level goals, rather than population size or form of government, as the most important comparative factor. This approach enabled the project team to clearly define the staffing levels required to meet best practices service levels and to clarify the most effective approach for the staffing gap.

CITY ATTORNEY’S OFFICES

City of Richmond CA
Reference: Nickie Mastay, Deputy City Manager
P: 510.620.6609 / E: [email protected] / Duration: July 2023 – February 2022

In 2023, the City of Richmond (City) engaged Raftelis 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, City Attorney’s Office, 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. Our RAFTELIS 20

assessment of the City Attorney’s Office, with a contracted City Attorney, showed that legal services could be provided more cost-effectively in-house.

City of Bloomington IN
Reference: Adam Wason, Director of Public Works
P: 812.349.3410 / E: [email protected] / Duration: January 2020 – March 2020

The City began a systematic process of assessing each City department and engaged our project team to lead these efforts. Detailed assessments were completed for the following departments: Finance/Controller; Public Works; Utilities; Transportation and Planning; Legal; Human Resources; Information Technology; and the Police and Fire Departments. Assessments were also completed for the Housing and Neighborhood Development Department; Economic and Sustainable Development Department; and the Office of the Mayor. In addition, a review of the City’s various Boards and Commissions was conducted.

City of Palmdale
CA
With a prior firm, Andrea Miller performed an assessment of the City’s right to prosecute misdemeanor crimes occurring locally when the district attorney would not. Part of the assessment included a review of staffing levels to handle the workload or whether additional resources were required.

City of San Ferney NV
With a prior firm, Andrea Miller performed an assessment of the appointed City Attorney’s Office and the review included an assessment of the in-house workload and staffing, as well as the use of contracts.

City of San Bernardino CA
In 2007 with a prior firm and as part of a larger review of all City departments, Rebekka Hosken served on the team for the elected City Attorney’s Office in the City of San Bernardino, CA. The process included interviews with staff and stakeholders, data review, and benchmarking, as well as a review of staffing, structure, and financial resources. The resulting report included recommendations to improve service to internal customers and operate more efficiently.

City of Reno NV
Rebekka Hosken performed an assessment of the City Attorney’s Office while with a prior firm. The work included a review of staffing and structure, as well as internal service to customers.

City of Huntington Beach CA
Rebekka Hosken served on the team that assessed the City Attorney’s Office while with a prior firm. The work focused upon operational efficiency and the appropriate use of external contractors.

City of Costa Mesa CA
Rebekka Hosken performed an assessment of the City Attorney’s Office while with a prior firm. The work included an assessment of organization structure, staffing, and the use of technology in tracking caseload.

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Project Team

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 in the Appendix.

City of Santa Rosa

PROJECT DIRECTOR
Jonathan Ingram

STAFF CONSULTANTS
James Flick
Claire Pritchard
Jordan Jerkovich
Polly Englot
Joseph Salicco

PROJECT MANAGER
Rebekka Hosken

SUBJECT MATTER EXPERTS
Daniel Marks, AICP
Community Development and
Housing

Mahdi Aluzri
Public Works

Mick Renneisen
Parks and Recreation

J. Scott Parker
Utilities

Andrea M. Miller
Legal

Joan Schoening
Information Technology
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RATES AND CHARGES
Rates and Charges
The total fixed fee to complete the scope of work in Activities 1-4 of this proposal is $144,550, which includes all professional fees and expenses, including travel. Optional Activity 5 would add $122,750 for a total project cost of $267,300. A breakdown of hours and costs by project activity is provided in the table below.

The following summarizes the breakdown of Optional Activity 5 costs allocated by department. The cost for the City Attorney’s Office includes a separate deliverable and project management structure to reflect the independent appointed nature of the department.

Department Optional Activity 5 Allocated Cost
City Attorney’s Office $38,000
Information Technology $24,000
Water Department $60,750
OPTIONAL ACTIVITY 5 TOTAL $122,750

Hourly rates by team member job classification are provided below.

Classification Hourly Rate
Vice President $375
Senior Manager $340
Senior Advisor $310
Manager $295
Senior Consultant $260
Consultant $230
Associate $195

It is our practice to invoice clients for monthly progress payments based upon work completed.

RAFTELIS 23

RAFTELIS 24

APPENDIX: RESUMES
Appendix: Resumes

RAFTELIS 25

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, as well as 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.

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 26

His core areas of expertise include:
 Comprehensive Operations Reviews across police, fire, EMS, development services, public works, and administrative departments
 Public Safety Staffing and Deployment strategies informed by workload analysis and service demand
 Custom Performance Management Systems designed to build accountability and support continuous improvement
 Process Optimization and Service Delivery Innovation , with emphasis on regulatory compliance, customer service, and interdepartmental collaboration  Strategic Financial Planning that translates operational needs into fiscally sound, multi-year implementation strategies
 Employee and Community Engagement , including facilitation of workshops and stakeholder engagement initiatives
 Intergovernmental Collaboration and Consolidation , enabling shared services and cross- jurisdictional coordination

Jonathan is also a recognized thought leader in public safety operations and analytics. He co-authored the ICMA-published 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.

He holds a Master of Public Administration from Northern Illinois University and a Bachelor of Political Science from Aurora University. Jonathan is an active member of the International City/County Management Association (ICMA) and the Ohio City/County Management Association (OCMA).

RAFTELIS 27

Rebekka G. Hosken

PROJECT MANAGER
Senior Manager

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

PROFILE
Rebekka joined Raftelis in 2020 with 16 years of direct service to local governments and 10 years of prior 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 police, fire, community development, public works, administration, and city attorney departments. With direct operational experience in municipal administration, public works, and finance departments in full-service cities, Rebekka’s breadth of knowledge makes her skillful in quickly identifying organizational strengths and opportunities, analyzing operations through the 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 150 clients throughout the United States and Canada.

Rebekka has managed and served on the team for multiple public safety reviews throughout her career, including for the Anaheim (CA) Police Department, South Pasadena (CA) Police Department, Boston (MA) Police Department, Redondo Beach (CA) Police Department, San Mateo County (CA) Sheriff, and more.

In her municipal career, Rebekka most recently served as finance director for the City of La Cañada Flintridge, California, a contract city north of Los Angeles. Rebekka also served as 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.

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

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 28

Daniel Marks AICP
SUBJECT MATTER EXPERT – COMMUNITY

DEVELOPMENT AND HOUSING
Senior Advisor

ROLE
Daniel will provide input and guidance as a Subject Matter Expert for the community development and housing components of this project.

PROFILE
Daniel has more than 30 years of experience as a local government land use planner, including 16 years as a Community Development Director and Planning Director. He has served in several California jurisdictions, including Berkeley (Director, 2003-2012 and Zoning Officer, 1995-97), Fremont (Planning Director, 1997-2003, Associate Planner, 1988-90), and Napa (Principal Planner, 1990-95). After retiring from full-time public service in 2012, he has been a local government management consultant.

His consulting work has included interim assignments as Community Development Director for the cities of Vallejo, CA (2012-14) and Benicia, CA (2014-15), and as principal analyst for improving the land use and building permit processing functions for over 25 California jurisdictions, including Alameda County and the cities of Pleasant Hill, Santa Cruz, Lafayette, San Leandro, and Santa Rosa.

As Director of Planning and Development for the City of Berkeley, Daniel instituted numerous procedural improvements to allow for a more certain and timely development review process. He also won awards for a groundbreaking Climate Action Plan and a Downtown Plan, which resulted in the transformation of Berkeley’s downtown area. In virtually all of the cities where Daniel has been a manager, he has taken divisions and departments in crisis and created stable and strong teams, streamlined development processes, and significantly improved the relationship of the department to the community and building and design professionals.

Daniel specializes in streamlining permit processing for both land use entitlements and building permits, improving community development department functional alignment and structure, identifying methods for ensuring appropriate community engagement, assessing the use of technology in permit processing, and facilitating improved communication between permit reviewing agencies. He has expertise in zoning tools, historic preservation, Housing Elements, Climate Action Plans, and the California Environmental Quality Act.

Professional History
 Management Partners:

Principal Analyst (2003-
2012); Interim Community
Development Director,
Vallejo, California (2012-
2014); Interim Community
Development Director.

Benicia (2014-15)
 City of Berkeley,
California: Director (2003-
2012); Zoning Officer
(1995-1997)
 City of Fremont,
California: Planning
Director (1997-2003);
Associate Planner (1988-
1990)
 City of Napa, California:

Principal Planner, (1990-
1995)
Education
 Master of City Planning -
University of California,
Berkeley (1980)
Certifications
 American Institute of
Certified Planners (AICP),
American Planning
Association
Professional
Memberships
 American Planning
Association
 Planner Emeritus Network

RAFTELIS 29

Daniel has a Master of City Planning (MCP) degree from the University of California, Berkeley (1980) and has been a member of the American Institute of Certified Planners (AICP) since 1984. He has taught in UC Berkeley’s Department of City and Regional Planning and is a member of the Planner Emeritus Network. Until recently, Daniel was on the Board of the Greenbelt Alliance, a Bay Area regional planning organization, and he has previously been on the Board of the San Francisco Planning and Urban Research Association (SPUR), a planning-advocacy organization.

PUBLICATIONS
 “Plan Bay Area, What Has it Accomplished, What Needs to be Done,” 2020  “Local Government Planning in a Post-Covid World,” 2020  “Whither Bay Area Planning?”, 2015
 “Solar Access,” Planners Advisory Service, 2009
 “Centerville Specific Plan,” Fremont, 2002
 “Big Ranch Specific Plan” Napa,” 1994
 “Fremont General Plan,” 1992
 “Bay Meadows Specific Plan EIR,” 1987
 “Room Enough, Housing and Open Space in the Bay Area,” 1984  “South of Market, A Plan for San Francisco’s Last Frontier,” 1980

PRESENTATIONS
 “Navigating Conflict and Achieving Successful Planning Outcomes,” Bay Area Planning Directors Association, 2014
 “So, You Want to Be A Community Development Director?” California Chapter, American Planning Association, 2013
 “Planning the People’s Republic,” Bay Area Planning Directors Association, 2012  “How Local Governments Address Climate Change and Sustainability,” Bay Area Planning Directors Association, 2007
 “Budgeting in Hard Times,” APA sponsored seminar, 2003

RAFTELIS 30

Mahdi Aluzri
SUBJECT MATTER EXPERT – PUBLIC WORKS
Senior Advisor

ROLE
Mahdi will provide input and guidance as a Subject Matter Expert for the Public Works components of this project.

PROFILE
Mahdi has 35 years of direct public service experience, most recently as City Manager for Beverly Hills, California. After retiring and prior to joining Raftelis, he joined Baker Tilly (formerly Management Partners) as a Special Advisor consulting for a variety of municipal projects in California and throughout the country. Projects included executive coaching, development process evaluation, transportation agencies assessment and other municipal agencies process assessment engagements.

Mahdi served as City Manager in Beverly Hills for four years and, prior to that, was the Assistant City Manager for close to six years, capping an almost 30-year career in the City. As City Manager, he was responsible for developing policies to present to the City Council, developing the annual budget of over $450 million, and overseeing nine City operating departments with over 1,000 employees. Mahdi also served for two years as Deputy City Manager for the City of Rancho Cucamonga, California, where he was in charge of Community Development functions, which include public works, engineering, utilities, planning, building and safety, and code enforcement.

As a public service professional, Mahdi has a proven record of effective leadership with a strategic approach to problem solving and strong management expertise and a consensus building approach. He has extensive project management and development skills focusing on outcome and results. Mahdi has a strong work ethic with exceptional customer service orientation.

Mahdi earned a master’s degree in business administration from Loyola Marymount University and bachelor’s and master’s degrees in civil engineering from the University of Southern California. He is a licensed professional engineer in the State of California and is a member of the American Institute of Certified Planners (AICP). He is also a long-standing member of the International City/County Management Association (ICMA) and served on many policy committees for the League of California Cities (LCC).

Specialties
 Strategic problem
solving
 Consensus building
 Inclusive process
evaluation engagement
skills
 Project management
and development skills
Education
 MBA, Loyola
Marymount University,
Los Angeles, CA (2005)

 MS. Structural
Engineering, University
of Southern California,
Los Angeles, CA (1982)

 BS. Engineering,
University of Southern
California, Los Angeles,
CA (1980)
Certifications
 Licensed Professional
Engineer, California
 AICP Certification
Professional
Memberships
 American Planning
Association
 International
City/County
Management
Association

RAFTELIS 31

KEY PROJECT EXPERIENCE
City of Novato (CA): Community Development Project Review Process Served as a member of the Baker Till team, evaluating the development review process and providing recommendations for improvements along with process mapping and changes to facilitate the review process (September 2023).

City of Pasadena (CA): Assessment of Impact of Rent Control Initiative As a member of the Baker Tilly Team (April 2022), Mahdi conducted an assessment of a ballot initiative that set regulations and established a rent control program that applies to all multi-housing units in the city (excluding more recent development). The evaluation included a review of the initiative terms and how it applies, establishing fiscal impact, including recommendations for the development of an organizational structure, staffing, and expected budget to support the initiative implementation.

City of Cleveland (OH) Development: Dev Review Process Assessment Mahdi served as a member of the Baker Tilly team evaluating the city’s development review process to determine how projects are reviewed through the different city departments from the time of submittal to issuing the permits and inspection follow-up. (June 2023). The team identified problem issues, gaps and areas of improvements and provided recommendations to facilitate the process and provide improved service to the customer base.

Charlotte Area Transit System (NC): Organizational Assessment Served as a member of the Management Partners team to assess the organizational structure of the agency, including its senior management in the different divisions, especially their bus service group. The project (August 2022) included a review of their capital and operating budgets, staffing requirements, and service delivery in light of proposed system expansion and possible tax initiatives for funding sources.

PROJECT LIST
 City of Cleveland (OH): Development Review Process Assessment (2023)  City of Novato (CA): Permit Review Process Assessment (2023)  City of Charlotte (NC): CATS Organizational Assessment (2022)  City of Pasadena (CA): Assessment of Impact of Rent Control Initiative (2022)  City of Pasadena (CA): Building Permit Process Review (2021)  City of Pasadena (CA): Building Inspection Division Assessment (2022)  City of South Miami (FL): Public Works Department Performance Audit (2021)  City of Sunbury (PA): Strategic Management Plan Development (2020)

RAFTELIS 32

Mick Renneisen
SUBJECT MATTER EXPERT – PARKS AND

RECREATION
Principal Consultant – Parks and 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.

While 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 $50 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 27 th
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 and 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.

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 33

Mick has served as an adjunct instructor at Indiana University in the School of Health, Physical Education, and Recreation (HPER) and 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.

Mick earned a master’s degree in Parks and Recreation Administration and a bachelor’s degree in physical education, both from Indiana University.

KEY PROJECT EXPERIENCE
Fort Collins Recreation Department Operational and Program Plan (CO) Mick served as the Subject Matter Expert in developing an operational and program plan for the City of Fort Collins, CO Recreation Department. The purpose of the assessment was to develop a plan that aligns the Department’s priorities with community values and ensures that the Department is equipped to meet the needs of the community now and into the future.

The project team conducted confidential in-person interviews with 18 staff members from the Recreation Department, and two Community Services staff. These in-person interviews included managers, supervisors, program staff, and relevant support and administrative personnel. The employee interviews were used to identify key themes and identify areas of further research and analysis; the results informed the recommendations detailed in this report.

The project team also completed staff-guided tours of all 10 Recreation facilities and received detailed facilities investment data on each facility. The employee interviews and tours of City facilities provided the project team with a solid understanding of how work is performed and the specific challenges pertaining to working conditions, staff capacity, organizational structure, and workload management.

The project team reviewed and analyzed staffing history, budget and capital data, facility and equipment information, and various other documents that affect the service delivery approach for Recreation staff. Best practices guidelines were considered by industry organizations such as the NRPA and the Government Finance Officers Association (GFOA). A review of eight benchmark organizations was also conducted to provide context to staffing and operational practices in Fort Collins.

PROJECT LIST
 City of Fort Collins (CO) - Recreation Department Operational and Program Plan

PUBLICATIONS
 Co-author – Textbook - “Recreation Facility Management,” Mull, Beggs and Renneisen; Human Kinetics 2009

RAFTELIS 34

J. Scott Parker
SUBJECT MATTER EXPERT – UTILITIES
Vice President

ROLE
Scott will provide input and guidance as a Subject Matter Expert for the Utilities components of this project, should the option be exercised.

PROFILE
Scott has over 20 years of experience in local government, utility management, and private consulting. Prior to joining Raftelis, he served as the Asset Manager for KC Water in Kansas City, Missouri. Before KC Water, he served as the Assistant Director for Public Works in both Olathe and Lenexa, Kansas, where he led the finance, data management, solid waste, field operations (streets, utilities, traffic), and communications divisions and managed multiple Police, Parks, and Fire Department capital projects. He also has private consultant experience providing capital planning, financial analysis, data system, asset management, and interim-executive services to Ft. Smith, Arkansas; Jackson, Mississippi; and Kansas City, Kansas, all of whom had signed Federal Consent Decrees with the Environmental Protection Agency (EPA).

Scott’s wide range of experience has given him extensive leadership and technical expertise in the fields of asset management, information technology, general management, and operations in multiple domains.

This has allowed him to design, develop, and implement asset management programs in three (3) communities based on capital optimization strategies and asset management best practices as defined in ISO 55000 and 55001 and ISO 31000 standards and other industry criteria. As an Asset Management practitioner, Scott has used his understanding of the field to design teams that combine the best theoretical concepts of asset management with the opportunities and cultural circumstances specific to the organizations for which he has worked. He has demonstrable experience working with multiple data technologies and systems in the asset management and utility space, including multiple Computer Maintenance Management System (CMMS) platforms; ESRI Geospatial Products; Autodesk GeoBIM; Innovyze hydraulic modeling and asset management software; and various Closed Circuit Television technologies utilized for Sanitary and Stormwater Assessments which utilize NASSCO Pipeline Assessment Certification Program (PACP) standards. In Kansas City, he developed the organization’s first data management strategic plan as well as its Professional History
 Raftelis: Vice President
(2025-present); Senior
Manager (2022-2024)
 KC Water: Utility Officer –
Asset Manager (2018-
2022)
 Burns and McDonnell:

Engineering Manager
(2015-2018)
 City of Olathe, KS:

Assistant Director of
Public Works (2011-2015)
 City of Lenexa, KS:

Assistant Director of
Public Works/Assistant to
the City Manager (2006-
2011)
 City of Kansas City, MO:

Budget and Finance
Analyst (2003-2006); L.P.

Cookingham Management
Fellow (2002)
Education
 Master of Public
Administration – University
of Missouri (2004)
 Master of Arts, History –
University of Arkansas-
Fayetteville (2000)
 Bachelor of Arts in History
- Graceland University
(1997)
Professional
Memberships
 Institute of Asset
Management
 Water Environment
Federation
 American Water Works
Association
 Water Research
Foundation

RAFTELIS 35

Business Case Evaluation criteria for information technology purchases, which led to both the optimization of existing systems and reductions in the cost of new tools utilized in the department.

Scott has developed business risk exposure (Consequence and Likelihood of Failure) models utilized for investment decisions across multiple asset classes, including streets, water, sewer, and stormwater. In Kansas City, he helped reconceptualize and reformulate the criteria for the utility’s Annual Sewer Rehabilitation and Water Main Replacement Programs (total value $65m/year) to a truly risk-based model from a break-and-fix model. He also led multiple cross-functional teams in the development of software applications and dashboards, including one that integrated as-built project information from city staff, consultants, and contractors working on the Consent Decree (40+ projects; 80+ discrete users; 35,000 work orders; projects valued over $100 million) at no extra cost to the utility.

Scott has led the development of multi-billion-dollar capital improvement plans in communities throughout the country as both an employee and consultant. He has extensive experience with all elements of utility capital planning, financing, and project delivery, particularly all fiduciary components related to enterprise funds (Water, Wastewater, Stormwater, Solid Waste); rate structure analysis and recommendations to governing bodies; bond sales and refinancing; long-term debt outlooks; and allocations of revenue and expense. At KC Water, he developed an alternative capital plan that was utilized for the Consent Decree renegotiations with the EPA and reduced the city’s commitment by $1.3 billion over the original program while assuring more time to meet the tenants of the decree. He also created the Business Case Evaluation model for capital improvement projects, which has been recognized by the WEF Water Intrapreneurs for Successful Enterprises (WISE) program of industry leaders. He managed the successful selection (valued at $100 million) of State Revolving Funds (SRF) for the $160 million Blue River Treatment Plant Solids Handling project.

Scott has been a frequent presenter at multiple national and regional conferences on topics including general asset management, data management, and the application of asset management principles in specific operational and administrative environments. He has written or been featured in several articles focused on business process modeling, asset management, and water management and acts as a co-lead on the Water Environment Federation’s WISE Data, Technology, and Innovation team. He co-authored the white paper for WISE on the criteria and approach to Business Case Evaluations in capital planning.

RAFTELIS 36

Andrea M. Miller
SUBJECT MATTER EXPERT – LEGAL
Senior Advisor

ROLE
Andrea will provide input and guidance as a Subject Matter Expert for the City Attorney and legal components of this project, should the option be exercised.

PROFILE
Andrea has over 25 years of management experience in local government. She served in several California jurisdictions, including as City Manager in La Mirada, Covina, and San Bernardino. She also served the City of La Mirada as Assistant to the City Manager, City Manager Designate, and various analyst roles.

Some of Andrea’s greatest accomplishments have come from the most challenging environments faced by cities. Andrea oversaw the implementation of the court-ordered Chapter 9 Plan of Adjustment for the third-largest municipal bankruptcy in California history, facilitated organizational change, including the transition to a council-manager form of government from a strong mayor hybrid following voter approval of a revised charter, and transitioned the city from active bankruptcy proceedings and austerity spending to “normalized” practices. Her non-traditional approach to the provision of public services and ability to establish and lead high-performing teams resulted in more effective outcomes, reduced costs, and improved service.

Andrea is an engaging facilitator and organization development consultant. She provides consulting assistance to government leaders in organizational analysis, leadership development, facilitation, strategic planning, team building, executive performance evaluation, and policy board/staff effectiveness.

Andrea’s professional experience is built on a foundation that includes a master’s degree in public administration and a Bachelor of Arts degree in Business Administration complemented by a Juris Doctorate and experience as a licensed attorney representing public agency clients. Her personal objective is to help local government leaders serve their communities well by fostering good governance, upholding the public’s trust, and putting the collective good above individual needs.

Professional History
 Raftelis: Senior Advisor
(2024-present)
 Baker Tilly: Special Advisor
(2022-2023); Management
Partners acquisition: Special
Advisor (2021-2022);
 City of San Bernardino, CA:

City Manager (2017-2019);
Assistant City Manager
(2016-2017)
 City of Covina, CA: City
Manager (2015-2016)
 San Gabriel Valley Council
of Governments: Executive
Director (2013-2015)
 City of San Bernardino, CA:

Acting City Manager (2012-
2013); Assistant City
Manager (2011-2012)
 Manning & Kass: Attorney at
Law/Litigator (2008-2011)
Education
 Juris Doctorate - Western
State University College of
Law (1999)
 Master’s degree in public
administration - California
State University at Long
Beach (1994)
 Bachelor of Art’s degree in
business administration -
California State University at
Fullerton (1989)
Professional Memberships
 The State Bar of California

RAFTELIS 37

Joan Schoening
SUBJECT MATTER EXPERT –

INFORMATION TECHNOLOGY
Senior Advisor

ROLE
Joan will provide input and guidance as a Subject Matter Expert for the Information Technology components of this project, should the option be exercised.

PROFILE
Joan has over 28 years of experience in information technology in local government. During her tenure she has managed diverse and complex technology projects and participated in cross-department non-technical initiatives to develop a broad skillset to apply to information technology- related projects. After retiring in 2013, Joan worked as an independent project manager assisting local agencies and served as a senior advisor with another management consulting firm. As a senior advisor, she managed requests for proposal (RFP) projects, process improvement workshops, conducted information technology assessments, technology strategic plans, and other project management services.

As an IT Manager for the City of Foster City, Joan was responsible for planning, budgeting, implementation, maintenance, and security of citywide information technology. Joan worked closely with city management and departments to align business goals with technology solutions to drive process improvements; developed policies and procedures to implement best practices for citywide technology projects; and was a staff liaison for a citizen's technology advisory committee.

Under her supervision, the City’s IT Division developed a public sector job board for local agencies. The application grew to include the ability to post the agency recruitment, accept the application online, and allow an agency to manage the recruitment process within one system.

During her tenure at the City of San Mateo, she developed skills related to business systems analysis, software development and methodology, daily operations, network infrastructure, e-mail systems, help desk, desktop operating and software systems, and backup and recovery.

Joan served on the local chapter and state board for the Municipal Information Systems Association of California (MISAC), an organization for public agency information technology professionals. At the City of Foster City, she participated in the Deferred Compensation Committee and two county-wide technology subcommittees for Police and Fire.

Specialties
 Technology Strategic
Planning
 Organizational
Assessments
 Project Management
 Business Process
Review
 Request for Proposal
Development
Professional History
 Raftelis: Senior Advisor
(2024-present)
 Baker Tilly LLC through
Acquisition: Special
Advisor (2024)
 Management Partners:

Special Advisor (2015-
2024)
 Independent Project
Management
Consultant (2014-2015)

 City of Foster City, CA:

IT Manager (2000-
2013)
 City of San Mateo, CA:

Senior Systems Analyst
(1986-2000)
Education
 Bachelor of Arts in
Management - Saint
Mary’s College of
California

RAFTELIS 38

James Flick

STAFF CONSULTANT
Senior Consultant

ROLE
James will work at the direction of Rebekka 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.

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 39

Claire Pritchard

STAFF CONSULTANT
Senior Consultant

ROLE
Claire will work at the direction of Rebekka in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
Claire has more than 10 years of experience in management consulting and local government management. She began her consulting career following five years of service with Dakota County, Minnesota, where, most recently, she held the position of assistant to the county manager. While with Dakota County, Claire coordinated the County’s legislative agenda, assisted in the development of the annual budget, and conducted financial impact analysis and process improvement efforts for a variety of County functions. Claire also coordinated the County’s transition to a new form of government in 2013.

As a consultant, Claire has worked on organizational and staffing analyses for communities around the country, such as the Town of Nantucket, Massachusetts, the City of Allentown, Pennsylvania, and the City of Bloomington, Indiana, as well as several utilities, including Fairfax Water, Virginia, Pinellas County Utilities, Florida, the San Diego Public Utilities Department, California, and Tampa Bay Water, Florida.

Claire has assisted in developing financial models to analyze revenue and expenditure trends, as well as conducting detailed staffing and workload analyses to determine optimal organizational structures. She has developed and analyzed an array of employee and community-based surveys. Claire has conducted several best practice and benchmarking research projects and has assisted in the creation of strategic planning and implementation deliverables.

As a student at the University of Chicago, Claire served as a policy intern with the National Association of Regional Councils, where she developed an educational program on the work of regional councils. She was also the associate editor for international development for the Chicago Policy Review. Claire earned a bachelor’s degree in political science from the University of Chicago and a master’s degree in public policy from the University of Chicago Harris School of Public Policy. She is a member of the International City/County Management Association and is a former ICMA Local Government Management Fellow.

Professional History
 Raftelis: Senior
Consultant (2023-
present); Consultant
(2021-2022); Associate
Consultant (2020-2021);
Associate Consultant,
The Novak Consulting
Group (2018-2020)
 Dakota County,
Minnesota: Assistant to
the County Manager
(2013-2017)
 National Association of
Regional Councils: Policy
Intern (2012)
 Congressional Research
Service (2010-2011)
Education
 Master of Public Policy -
University of Chicago
(2013)
 Bachelor of Arts in
Political Science -
University of Chicago
(2009)
Professional
Memberships
 International City/County
Management Association
(ICMA)
 Engaging Local
Government Leaders
(ELGL)
 International Facility
Management Association
(IMFA)

RAFTELIS 40

Jordan Jerkovich

STAFF CONSULTANT
Consultant

ROLE
Jordan will work at the direction of Rebekka in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
Jordan’s local government experience spans multiple service areas, jurisdictions, and countries, including sustainability, administration, procurement, and community development at local governments in Sweden, Scotland, and the United States. He most recently served as the Community Development Director for the City of Lindsborg, Kansas, where he helped to facilitate and develop the department’s functional areas, including current and long-range planning, development services, and special projects. Through his work and education, he has developed broad knowledge of local government administration and development issues, including leadership and management practices, housing policy and development, climate change and sustainability, systems and process mapping, community engagement, volunteer program development, amongst others. As a Consultant with Raftelis, Jordan is responsible for delivering client services across a range of activities, including strategic planning, organizational assessment, studies, and facilitation services.

Jordan earned a Master of Public Administration in Local Government Management from the University of Kansas, graduating with honors and admission to Phi Alpha Alpha, the National Honors Society for Public Affairs and Administration. He earned a second Master of Science in Strategic Leadership towards Sustainability from Blekinge Institute of Technology in Sweden, where he co-authored his thesis “Pursuing Sustainability and Prosperity in Swedish Municipalities:

Using Indicators to Inform Strategic Governance.” Jordan also earned a Bachelor of Arts in Environmental Studies and a Bachelor of Science in Business Management and Leadership from the University of Kansas with certificates in sustainability and research experience.

Jordan recently served as the Vice Chair of the McPherson Housing Coalition, a registered Community Housing Development
Organization working to provide housing solutions for moderate and low-income families.

Professional History
 Raftelis: Consultant (2023-
present)
 City of Lindsborg, Kansas:

Community Development
Director (2021-2023)
 Stirling Council, Scotland:

Administrative Support
Officer (2020-2021)
 City of Grandview, Missouri:

Management Intern (2019)
 Blekinge Institute of
Technology, Sweden:

Sustainability Consultant
(2018-2019)
Education
 Master of Public
Administration in Local
Government Management -
University of Kansas (2022)

 Master of Science in
Strategic Leadership
towards Sustainability -
Blekinge Institute of
Technology (2019)
 Bachelor of Science in
Business Management and
Leadership - University of
Kansas (2016)
 Bachelor of Arts in
Environmental Studies -
University of Kansas (2015)

Professional Memberships
 International City/County
Management Association
(ICMA)
 American Planning
Association (APA)

RAFTELIS 41

Polly Englot

STAFF CONSULTANT
Associate Consultant

ROLE
Polly will work at the direction of Rebekka 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: Associate
Consultant (2024-
present)
 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 42

Joseph Salicco

STAFF CONSULTANT
Associate Consultant

ROLE
Joseph will work at the direction of Rebekka in conducting interviews, directing research and analysis, preparing recommendations, and drafting deliverables.

PROFILE
Joseph is driven by the belief that strategic planning and community development initiatives can foster equitable growth and enhance the well- being of communities. With this mission at the core of his work, he has been committed to leveraging his expertise in grant administration, economic development, and public policy to support local governments in achieving sustainable and impactful outcomes.

At Centralina Regional Council in Charlotte, NC, he supported over 60 local governments across a nine-county region, providing technical assistance, grant management, and planning services. He played a critical role in monitoring federal and state funds for housing, infrastructure, and aging-in-place programs while also contributing to the region's Comprehensive Economic Development Strategy.

Prior to Centralina Regional Council, Joseph worked as a Program Assistant with the City of Wilmington, helping administer a $1.8 million HUD Lead Hazard Reduction Grant. This program ensured the remediation of environmental hazards in over 25 low-to-moderate-income households.

His work involved stakeholder engagement, programmatic assessments, and compliance monitoring to improve housing conditions for vulnerable populations.

Joseph holds a Master of Public Administration from the University of North Carolina at Chapel Hill and dual bachelor’s degrees in political science and Spanish from the University of North Carolina at Wilmington.

Specialties
 Strategic planning
 Organizational
Assessment
 Survey and data
analysis
 Program design and
implementation
 Program evaluation
Professional History
 Raftelis: Associate
Consultant (2025-
present)
 Centralina Regional
Council; Community
Economic Development
Coordinator (2022-
2025)
 City of Wilmington;
Program Assistant
(2021-2022)
Education
 Master of Public
Administration –
University of North
Carolina at Chapel Hill
(2022)
 Bachelor of Political
Science – University of
North Carolina at
Wilmington (2020)
 Bachelor of Spanish –
University of North
Carolina at Wilmington
(2020)

RAFTELIS 22

Activity Description Cost
1 Project Initiation $11,500
2 Staff and Stakeholder Engagement and Issue
Identification $59,250
3 Departmental Operations and Service Level
Assessments $47,900
4 Prepare Project Reports and Support Implementation
Planning $25,900
SUBTOTAL $144,550
5 (Optional) Expanded Departmental Assessment –
City Attorney, Water and Information Technology $122,750 TOTAL $267,300
T
he following summarizes the breakdown of Optional Activity 5 costs allocated by department. The cost for the City Attorney’s Office includes a separate deliverable and project management structure to reflect the independent appointed nature of the department.

Department Optional Activity 5 Allocated Cost
City Attorney’s Office $38,000
Information Technology $24,000
Water Department $60,750
OPTIONAL ACTIVITY 5 TOTAL $122,750
H
ourly rates by team member job classification are provided below.

Classification Hourly Rate
Vice President $375
Senior Manager $340
Senior Advisor $310
Manager $295
Senior Consultant $260
Consultant $230
Associate $195
It is our practice to invoice clients for monthly progress payments based upon work completed.

Exhibit B
RAFTELIS 23

INSR ADDL SUBR

LTR INSR WVD

DATE (MM/DD/YYYY)

PRODUCER CONTACT
NAME:

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

E-MAIL
ADDRESS:

INSURER A :

INSURED INSURER B :

INSURER C :

INSURER D :

INSURER E :

INSURER F :

POLICY NUMBER

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

COMMERCIAL GENERAL LIABILITY

AUTOMOBILE LIABILITY

UMBRELLA LIAB

EXCESS LIAB

WORKERS COMPENSATION

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

AUTHORIZED REPRESENTATIVE
INSURER(S) AFFORDING COVERAGE NAIC #
Y / N
N / A
(Mandatory in NH)

ANY PROPRIETOR/PARTNER/EXECUTIVE
OFFICER/MEMBER EXCLUDED?
EACH OCCURRENCE $
DAMAGE TO RENTED $PREMISES (Ea occurrence)CLAIMS-MADE OCCUR MED EXP (Any one person) $
PERSONAL & ADV INJURY $
GENERAL AGGREGATE $GEN'L AGGREGATE LIMIT APPLIES PER:

PRODUCTS - COMP/OP AGG $
$
PRO-
OTHER:

LOCJECT

COMBINED SINGLE LIMIT
$(Ea accident)
BODILY INJURY (Per person) $ANY AUTO
OWNED SCHEDULED BODILY INJURY (Per accident) $AUTOS ONLY AUTOS

AUTOS ONLY
HIRED PROPERTY DAMAGE $AUTOS ONLY (Per accident)
$
OCCUR EACH OCCURRENCE $
CLAIMS-MADE AGGREGATE $
DED RETENTION $ $

PER OTH-

STATUTE ER
E.L. EACH ACCIDENT $
E.L. DISEASE - EA EMPLOYEE $
If yes, describe under
E.L. DISEASE - POLICY LIMIT $DESCRIPTION OF OPERATIONS below POLICY

NON-OWNED

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

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

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

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

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

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

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

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

COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

The ACORD name and logo are registered marks of ACORDACORD 25 (2016/03)

ACORDTM CERTIFICATE OF LIABILITY INSURANCE
Federal Insurance Company
Chubb National Insurance Company
ACE American Insurance Company
Hanover Insurance Company
USI Insurance Svc Charlotte CL
6100 Fairview Road, Suite 1400
Charlotte, NC 28210-3293
704 543-0258
Brad Christensen
-
[email protected]
Raftelis Financial Consultants, Inc.
227 West Trade Street, Ste. 1400
Charlotte, NC 28202
20281
10052
22667
22292
A X
X
X
X X 36083016 01/21/2025 01/21/2026 1,000,000
1,000,000
10,000
1,000,000
2,000,000
2,000,000
A
X X
X X 73648269 01/21/2025 01/21/2026 1,000,000
A
X
X
X 0
X X 56726414 01/21/2025 01/21/2026 5,000,000
5,000,000
B
N
X 71839613 01/21/2025 01/21/2026 X
1,000,000
1,000,000
1,000,000
C
D
Professional
Excess Prof.

D02819028
LH6J94293500
01/21/2025
01/21/2025
01/21/2026
01/21/2026
Forms are available upon request.

General Liability:
80-02-2000 Blanket Additional Insured
80-02-2305 Blanket Additional Insured Includes Ongoing Operations (See Attached Descriptions)
City of Santa Rosa
69 Stony Circle
Santa Rosa, CA 95401-0000
1 of 2
#S48051200/M48044789
RAFTEFINClient#: 1722483
RAKZR
$5,000,000 Per Claim
$5,000,000 Per Claim
09/04/2025
Exhibit C
SAGITTA 25.3 (2016/03)
DESCRIPTIONS (Continued from Page 1)
80-02-2367 Blanket Additional Insured Scheduled Person or Organization 80-02-2653 Primary/Non-Contributory
80-02-2000 Blanket Waiver of Subrogation
80-02-9780 30 Day Notice of Cancellation
Automobile Liability:

CA2048 Additional insured
16-02-0316 Primary/Non-Contributory
CA0444 Blanket Waiver of Subrogation
16-02-0303 Blanket 30 Day Notice of Cancellation.

Workers Compensation:

WC000313 Blanket Waiver of Subrogation
WC900375 Blanket Wavier of Subrogation for CA
WC420304B Blanket Wavier of Subrogation for TX
WC990644 30 Day Notice of Cancellation
Umbrella / Excess:
70-02-0815 Excess Follow-Form and Umbrella Liability Insurance Professional:

PF50930 Additional Insured (per quote)
The City of Santa Rosa, its officers, agents, employees and volunteers are included as an Additional Insured with respect to General Liability, Automobile and Umbrella will follow form as per written contract. The coverage afforded to the Additional Insured is on a Primary and Non-Contributory basis for General Liability, Automobile and Umbrella if required by written contract. Waiver of Subrogation applies to General Liability, Automobile, Workers Compensation and Umbrella policies in favor of the above listed Additional Insured per written contract. A 30 day notice of cancellation will be given except for non payment of premium will be 10 days if required by written contract. 2 of 2
#S48051200/M48044789

Santa Rosa City CouncilOctober 21, 2025

Santa Rosa City Council
October 21, 2025