HomeMy WebLinkAbout10-20-20 City Commission Packet Materials - C5. PSA w BerryDunn for Planning Fee Study
Commission Memorandum
REPORT TO: Honorable Mayor and City Commission FROM: Kristin Donald, Finance Director
SUBJECT: Professional Services Agreement with BerryDunn for a Planning Fee
study
MEETING DATE: October 20, 2020
AGENDA ITEM TYPE: Consent
RECOMMENDATION: Authorize the City Manager to sign the Professional Services Agreement with BerryDunn for a Planning Fee study.
BACKGROUND:
In August, the City requested proposals for a Planning fee study and BerryDunn was selected. UNRESOLVED ISSUES: None ALTERNATIVES: As suggested by the Commission
FISCAL EFFECTS: Will paid for out of the Planning Fund as budgeted in the Approved Budget.
Attachments: PSA
Report compiled on: 10/8/20
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PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this 6th day of October, 2020 (“Effective
Date”), by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal
corporation organized and existing under its Charter and the laws of the State of Montana, 121 North
Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771,
hereinafter referred to as “City,” and, BerryDunn, hereinafter referred to as “Contractor.” The City
and Contractor may be referred to individually as “Party” and collectively as “Parties.”
In consideration of the mutual covenants and agreements herein contained, the receipt and
sufficiency whereof being hereby acknowledged, the parties hereto agree as follows:
1. Purpose: City agrees to enter this Agreement with Contractor to perform for City
services described in the Scope of Services attached hereto as Exhibit A and by this reference made
a part hereof.
2. Term/Effective Date: This Agreement is effective upon the Effective Date and will
expire on the 28th of February, 2021, unless earlier terminated in accordance with this Agreement.
3. Scope of Services: Contractor will perform the work and provide the services in
accordance with the requirements of the Scope of Services. For conflicts between this Agreement and
the Scope of Services, unless specifically provided otherwise, the Agreement governs.
4. Payment: City agrees to pay Contractor the amount specified in the Scope of
Services. Any alteration or deviation from the described services that involves additional costs above
the Agreement amount will be performed by Contractor after written request by the City, and will
become an additional charge over and above the amount listed in the Scope of Services. The City
must agree in writing upon any additional charges.
5. Contractor’s Representations: To induce City to enter into this Agreement,
Contractor makes the following representations:
a. Contractor has familiarized itself with the nature and extent of this Agreement, the
Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules,
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and regulations that in any manner may affect cost, progress or performance of the Scope of Services.
b. Contractor represents and warrants to City that it has the experience and ability to
perform the services required by this Agreement; that it will perform the services in a professional,
competent and timely manner and with diligence and skill; that it has the power to enter into and
perform this Agreement and grant the rights granted in it; and that its performance of this Agreement
shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark,
privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal,
state and municipal laws. The City will not determine or exercise control as to general procedures or
formats necessary to have these services meet this warranty.
6. Independent Contractor Status/Labor Relations: The parties agree that Contractor
is an independent contractor for purposes of this Agreement and is not to be considered an employee
of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s
personnel policies handbook and may not be considered a City employee for workers’ compensation
or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in
any dealings between Contractor and any third parties.
Contractor shall comply with the applicable requirements of the Workers’ Compensation Act,
Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of
Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for
all members and employees of Contractor’s business, except for those members who are exempted
by law.
Contractor shall furnish the City with copies showing one of the following: (1) a binder for
workers’ compensation coverage by an insurer licensed and authorized to provide workers’
compensation insurance in the State of Montana; or (2) proof of exemption from workers’
compensation granted by law for independent contractors.
Contractor shall post a legible statement of all wages and fringe benefits to be paid to the
Contractor’s employees and the frequency of such payments (i.e., hourly wage employees shall be
paid weekly). Such posting shall be made in a prominent and accessible location at the Contractor’s
normal place of business and shall be made no later than the first day of services provided under this
Agreement. Such posting shall be removed only upon expiration or termination of this Agreement.
In performing the services under this Agreement, Contractor shall give preference to the
employment of bona fide residents of Montana, as required by §18-2-403, MCA, as such term is
defined by §18-2-401(1), MCA. When making assignments of work, Contractor shall use workers
both skilled in their trade and specialized in their field of work for all work to which they are assigned.
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Pursuant to §§18-2-403 and 18-2-422, MCA, Contractor shall pay wages, fringe benefits, and
expenses, including travel allowances as set forth in the current Montana Prevailing Wage Rate for
Non Construction Services in effect and applicable to Gallatin County, Montana, which schedule is
incorporated herein. Contractor shall pay all hourly wage employees on a weekly basis. Violation of
the requirements set forth in the above State of Montana schedule of prevailing wage rates may
subject the Contractor to the penalties set forth in §18-2-407, MCA. Contractor shall maintain payroll
records during the term of this Agreement and for a period of three (3) years following termination
of this Agreement.
The Contractor shall ensure that any person, firm or entity performing any portion of the
services under this Agreement for which the contractor, subcontractor or employer is responsible, is
paid the applicable standard prevailing rate of wages.
In the event that, during the term of this Agreement, any labor problems or disputes of any
type arise or materialize which in turn cause any services to cease for any period of time, Contractor
specifically agrees to take immediate steps, at its own expense and without expectation of
reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific
steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that
Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief
to the City so as to permit the services to continue at no additional cost to City.
Contractor shall indemnify, defend, and hold the City harmless from any and all claims,
demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in
connection with any labor problems or disputes or any delays or stoppages of work associated with
such problems or disputes and for any claims regarding underpaid prevailing wages.
7. Indemnity/Waiver of Claims/Insurance: For other than professional services
rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and
hold harmless the City, its agents, representatives, employees, and officers (collectively referred to
for purposes of this Section as the City) from and against any and all claims, demands, actions, fees
and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses,
expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or
damages of whatever kind or nature connected therewith and without limit and without regard to the
cause or causes thereof or the negligence of any party or parties that may be asserted against,
recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or
in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii)
any negligent, reckless, or intentional misconduct of any of the Contractor’s agents.
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For the professional services rendered, to the fullest extent permitted by law, Contractor
agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and
expenses, including reasonable defense attorney fees, to the extent caused by the negligence or
intentional misconduct of the Contractor or Contractor’s agents or employees.
Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations
of indemnity that would otherwise exist. The indemnification obligations of this Section must not be
construed to negate, abridge, or reduce any common-law or statutory rights of the City as
indemnitee(s) which would otherwise exist as to such indemnitee(s).
Contractor’s indemnity under this Section shall be without regard to and without any right to
contribution from any insurance maintained by City.
Should the City be required to bring an action against the Contractor to assert its right to
defense or indemnification under this Agreement or under the Contractor’s applicable insurance
policies required below, the City shall be entitled to recover reasonable costs and attorney fees
incurred in asserting its right to indemnification or defense but only if a court of competent
jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to
indemnify the City for a claim(s) or any portion(s) thereof.
In the event of an action filed against the City resulting from the City’s performance under
this Agreement, the City may elect to represent itself and incur all costs and expenses of suit.
Contractor also waives any and all claims and recourse against the City, including the right of
contribution for loss or damage to person or property arising from, growing out of, or in any way
connected with or incident to the performance of this Agreement except “responsibility for [City’s]
own fraud, for willful injury to the person or property of another, or for violation of law, whether
willful or negligent” as per 28-2-702, MCA.
These obligations shall survive termination of this Agreement and the services performed
hereunder.
In addition to and independent from the above, Contractor shall at Contractor’s expense secure
insurance coverage through an insurance company or companies duly licensed and authorized to
conduct insurance business in Montana which insures the liabilities and obligations specifically
assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion
for liabilities specifically assumed by the Contractor in this Section.
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The insurance shall cover and apply to all claims, demands, suits, damages, losses, and
expenses that may be asserted or claimed against, recovered from, or suffered by the City without
limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall
furnish to the City an accompanying certificate of insurance and accompanying endorsements in
amounts not less than as follows:
• Workers’ Compensation – statutory;
• Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate;
• Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual
aggregate;
• Automobile Liability - $1,000,000 property damage/bodily injury per accident; and
• Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate.
The above amounts shall be exclusive of defense costs. The City shall be endorsed as an
additional or named insured on a primary non-contributory basis on both the Commercial General
and Automobile Liability policies. The insurance and required endorsements must be in a form
suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal.
Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any
required insurance coverage will be terminated or Contractor’s decision to terminate any required
insurance coverage for any reason.
The City must approve all insurance coverage and endorsements prior to the Contractor
commencing work.
8. Termination for Contractor’s Fault:
a. If Contractor refuses or fails to timely do the work, or any part thereof, or fails
to perform any of its obligations under this Agreement, or otherwise breaches any terms or
conditions of this Agreement, the City may, by written notice, terminate this Agreement and
the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due
to Contractor’s Fault”). The City may then take over the work and complete it, either with its
own resources or by re-letting the contract to any other third party.
b. In the event of a termination pursuant to this Section 8, Contractor shall be
entitled to payment only for those services Contractor actually rendered.
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c. Any termination provided for by this Section 8 shall be in addition to any other
remedies to which the City may be entitled under the law or at equity.
d. In the event of termination under this Section 8, Contractor shall, under no
circumstances, be entitled to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature arising, or claimed to have arisen, as a result of the termination.
9. Termination for City’s Convenience:
a. Should conditions arise which, in the sole opinion and discretion of the City,
make it advisable to the City to cease performance under this Agreement, the City may
terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s
Convenience”). The termination shall be effective in the manner specified in the Notice of
Termination for City’s Convenience and shall be without prejudice to any claims that the City
may otherwise have against Contractor.
b. Upon receipt of the Notice of Termination for City’s Convenience, unless
otherwise directed in the Notice, the Contractor shall immediately cease performance under
this Agreement and make every reasonable effort to refrain from continuing work, incurring
additional expenses or costs under this Agreement and shall immediately cancel all existing
orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as
may be necessary to preserve, protect, and maintain work already completed or immediately
in progress.
c. In the event of a termination pursuant to this Section 9, Contractor is entitled
to payment only for those services Contractor actually rendered on or before the receipt of the
Notice of Termination for City’s Convenience.
d. The compensation described in Section 9(c) is the sole compensation due to
Contractor for its performance of this Agreement. Contractor shall, under no circumstances,
be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost
productivity, field office overhead, general conditions costs, or lost profits damages of any
nature arising, or claimed to have arisen, as a result of the termination.
10. Limitation on Contractor’s Damages; Time for Asserting Claim:
a. In the event of a claim for damages by Contractor under this Agreement,
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Contractor’s damages shall be limited to contract damages and Contractor hereby expressly
waives any right to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature or kind.
b. In the event Contractor wants to assert a claim for damages of any kind or
nature, Contractor shall provide City with written notice of its claim, the facts and
circumstances surrounding and giving rise to the claim, and the total amount of damages
sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the
claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights
to assert such claim.
11. Representatives and Notices:
a. City’s Representative: The City’s Representative for the purpose of this
Agreement shall be Kristin Donald, Finance Director or such other individual as City shall
designate in writing. Whenever approval or authorization from or communication or
submission to City is required by this Agreement, such communication or submission shall be
directed to the City’s Representative and approvals or authorizations shall be issued only by
such Representative; provided, however, that in exigent circumstances when City’s
Representative is not available, Contractor may direct its communication or submission to
other designated City personnel or agents as designated by the City in writing and may receive
approvals or authorization from such persons.
b. Contractor’s Representative: The Contractor’s Representative for the
purpose of this Agreement shall be Kevin Price, Engagement Manager or such other
individual as Contractor shall designate in writing. Whenever direction to or communication
with Contractor is required by this Agreement, such direction or communication shall be
directed to Contractor’s Representative; provided, however, that in exigent circumstances
when Contractor’s Representative is not available, City may direct its direction or
communication to other designated Contractor personnel or agents.
c. Notices: All notices required by this Agreement shall be in writing and
shall be provided to the Representatives named in this Section. Notices shall be deemed given
when delivered, if delivered by courier to Party’s address shown above during normal business
hours of the recipient; or when sent, if sent by email or fax (with a successful transmission
report) to the email address or fax number provided by the Party’s Representative; or on the
fifth business day following mailing, if mailed by ordinary mail to the address shown above,
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postage prepaid.
12. Permits: Contractor shall provide all notices, comply with all applicable laws,
ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman
business license, and inspections from applicable governmental authorities, and pay all fees and
charges in connection therewith.
13 Laws and Regulations: Contractor shall comply fully with all applicable state and
federal laws, regulations, and municipal ordinances including, but not limited to, all workers’
compensation laws, all environmental laws including, but not limited to, the generation and disposal
of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and
provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and
State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination,
affirmative action, and utilization of minority and small business statutes and regulations.
14. Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by
Contractor of persons performing this Agreement shall be on the basis of merit and qualifications.
The Contractor will have a policy to provide equal employment opportunity in accordance with all
applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will
not refuse employment to a person, bar a person from employment, or discriminate against a person
in compensation or in a term, condition, or privilege of employment because of race, color, religion,
creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation,
gender identity, physical or mental disability, except when the reasonable demands of the position
require an age, physical or mental disability, marital status or sex distinction. The Contractor shall
be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United
States Code, and all regulations promulgated thereunder.
Contractor represents it is, and for the term of this Agreement will be, in compliance with the
requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act).
Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has
been found guilty of within 60 days of such finding for violations occurring during the term of this
Agreement.
Contractor shall require these nondiscrimination terms of its subcontractors providing services
under this Agreement.
15. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor
shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs,
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by any employee or agent engaged in services to the City under this Agreement while on City property
or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of
and shall comply with its responsibilities and obligations under the U.S. Department of Transportation
(DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City
shall have the right to request proof of such compliance and Contractor shall be obligated to furnish
such proof.
The Contractor shall be responsible for instructing and training the Contractor's employees
and agents in proper and specified work methods and procedures. The Contractor shall provide
continuous inspection and supervision of the work performed. The Contractor is responsible for
instructing its employees and agents in safe work practices.
16. Modification and Assignability: This Agreement may not be enlarged, modified or
altered except by written agreement signed by both parties hereto. The Contractor may not
subcontract or assign Contractor’s rights, including the right to compensation or duties arising
hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound
by all of the terms and conditions of this Agreement.
17. Reports/Accountability/Public Information: Contractor agrees to develop and/or
provide documentation as requested by the City demonstrating Contractor’s compliance with the
requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons
authorized by the City to inspect and copy its books and records for the purpose of verifying that the
reimbursement of monies distributed to Contractor pursuant to this Agreement was used in
compliance with this Agreement and all applicable provisions of federal, state, and local law. The
Contractor shall not issue any statements, releases or information for public dissemination without
prior approval of the City.
18. Non-Waiver: A waiver by either party of any default or breach by the other party of
any terms or conditions of this Agreement does not limit the other party’s right to enforce such term
or conditions or to pursue any available legal or equitable rights in the event of any subsequent default
or breach.
19. Attorney’s Fees and Costs: In the event it becomes necessary for either Party to
retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice
required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable
attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City
Attorney’s Office staff.
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20. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all
appropriate employee withholdings.
21. Dispute Resolution:
a. Any claim, controversy, or dispute between the parties, their agents,
employees, or representatives shall be resolved first by negotiation between senior-level
personnel from each party duly authorized to execute settlement agreements. Upon mutual
agreement of the parties, the parties may invite an independent, disinterested mediator to assist
in the negotiated settlement discussions.
b. If the parties are unable to resolve the dispute within thirty (30) days from the
date the dispute was first raised, then such dispute may only be resolved in a court of
competent jurisdiction in compliance with the Applicable Law provisions of this Agreement.
22. Survival: Contractor’s indemnification shall survive the termination or expiration of
this Agreement for the maximum period allowed under applicable law.
23. Headings: The headings used in this Agreement are for convenience only and are not
be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to
which they refer.
24. Severability: If any portion of this Agreement is held to be void or unenforceable, the
balance thereof shall continue in effect.
25. Applicable Law: The parties agree that this Agreement is governed in all respects by
the laws of the State of Montana.
26. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs,
legal representatives, successors, and assigns of the parties.
27. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the
parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or
enforced by a third party.
28. Counterparts: This Agreement may be executed in counterparts, which together
constitute one instrument.
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29. Integration: This Agreement and all Exhibits attached hereto constitute the entire
agreement of the parties. Covenants or representations not contained herein or made a part thereof
by reference, are not binding upon the parties. There are no understandings between the parties other
than as set forth in this Agreement. All communications, either verbal or written, made prior to the
date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this
Agreement by reference.
30. Consent to Electronic Signatures: The Parties have consented to execute this
Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act,
Title 30, Chapter 18, Part 1, MCA.
31. Extensions: this Agreement may, upon mutual agreement, be extended for a period
of one year by written agreement of the Parties. In no case, however, may this Agreement run longer
than __________________________.
**** END OF AGREEMENT EXCEPT FOR SIGNATURES ****
IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and
year first above written or as recorded in an electronic signature.
CITY OF BOZEMAN, MONTANA ____________________________________
CONTRACTOR (Type Name Above)
By________________________________ By__________________________________
Jeff Mihelich, City Manager
Print Name: ___________________________
Print Title: ____________________________
APPROVED AS TO FORM:
By_______________________________
Greg Sullivan, Bozeman City Attorney
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PROPOSAL TO CONDUCT A
Community Development Review Fee
Study
TO BENEFIT THE
City of Bozeman, Montana
BerryDunn
100 Middle Street, Portland, ME 04101
207-541-2200
Chad Snow, Principal
csnow@berrydunn.com
Kevin Price, Engagement Manager
kprice@berrydunn.com
Proposal Submitted On:
August 28, 2020 before 3:00 p.m.
183
August 28, 2020
Mike Maas, City Clerk
City of Bozeman
1087 Santa Rosa Street
San Luis Obispo, CA 93408
Dear Mr. Maas:
On behalf of the Berry Dunn McNeil & Parker, LLC (BerryDunn) team, I am pleased to submit this
proposal in response to the City of Bozeman’s (the City’s) Request for Proposals (RFP) for a Community
Development Review Fee Study.
BerryDunn is an independent consulting and certified public accounting firm serving clients nationally. We
have a dedicated Local Government Consulting Practice Area that focuses on working with public sector
organizations like the City to calculate and assess costs of providing services to their constituents. As the
City seeks to measure the effectiveness of its Community Development fees, BerryDunn can help you
establish a solid foundation for charging fees and services—benefiting City residents, utility partners, and
City staff.
As you will read in our proposal, we have extensive experience conducting fee studies for local
governments across the country, with a particular focus on planning and building departments. We use a
tailored, Microsoft (MS) Excel-based cost model and tap into our public sector experience to help ensure
our clients understand our calculations and recommendations. Our proven methodology follows all
relevant rules and guidelines for calculating the full cost of providing fee services.
We also would like to acknowledge how the COVID-19 outbreak might be impacting your work and the
progression of your initiatives. We offer Zoom and MS Teams video and voice conferencing, secure client
portals, and Citrix ShareFile, giving you options that make the most of your time. As the City navigates
the widespread shift to remote work, we are available to help you establish needed processes, platforms,
and best practices.
As a Principal in our Local Government Consulting Practice Area, I am authorized to bind BerryDunn to
the commitments made herein. We appreciate the opportunity to submit this proposal and look forward to
working with the City on this important initiative.
Sincerely,
Charles (Chad) Snow, PMP®, CFE | Principal
100 Middle Street, Portland, ME 04101
207-541-2294 | csnow@berrydunn.com
184
Table of Contents | ii
Table of Contents
A. Executive Summary ............................................................................................................................... 1
B. Firm Profile .............................................................................................................................................. 2
C. Scope of Project ..................................................................................................................................... 5
D. General and Technical Requirements ................................................................................................ 10
E. Related Experience With Projects Similar to Scope of Services ..................................................... 12
F. Proposed Schedule .............................................................................................................................. 13
G. Recent and Current Work for the City of Bozeman .......................................................................... 14
H. References ............................................................................................................................................ 15
I. Price Proposal ........................................................................................................................................ 17
Appendix A: Non-Discrimination and Equal Pay Affirmation ............................................................... 18
Appendix B: Resumes .............................................................................................................................. 19
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Executive Summary | 1
A. Executive Summary
Reviewing service fees is a complex but necessary undertaking for any public sector entity committed to
maintaining high-quality services for constituents. As the City seeks to establish a process for reviewing
its Community Development fees on an annual basis, it seeks a qualified partner to provide an in-depth
review of these fees from a cost recovery perspective. Of particular importance is training City staff to
apply a methodology for calculating fee increases as the City’s community needs change.
When undertaking a project of this scope, the City must be
confident that it selects a firm with the experience and
objective perspective to conduct a thorough study of
Community Development fees. The City also needs a partner
that understands that fees should be updated even after a
project is over, and that will focus on building capacity within the
City to update and modify its fee structure into the future.
Equally important, the City should depend on a consulting
partner to have a deep understanding of the City’s commitment
to serving the public. The human aspect of projects can often be
forgotten in the maze of regulatory changes and legal
requirements with which counties and cities must comply. BerryDunn proudly tailors its projects to
recognize the work our clients do every day. We care about what we do, and we care about the
people impacted by our work.
Other key strengths our team can offer the City are:
» Our MS Excel-based Cost Model will help ensure City staff understand our calculations,
recommendations, and comparisons with similar cities. This model will give our team a flexible
starting point for refining the goals and scope of the City’s study at the project’s onset.
» Our proposed Project Manager, Fred Turnier, has held community development roles for public
sector municipalities, and thus can offer in-depth knowledge of how the City’s business processes
feed into the fee schedule. As a consultant, he also uses his certifications from the American
Institute of Certified Planners (AICP) to support public sector organizations like the City in making
large-scale changes that align with long-term needs and goals.
» Our team’s robust public sector experience helps us understand your needs and perspective.
BerryDunn’s consultants stand out through their hands-on experience—we understand our
clients’ perspectives because we have been in their positions. For example, proposed Business
Analyst Jesse Myott can bring a client-focused perspective as the former Director of
Administration and Finance for the Town of Watertown, MA.
Our Cost Model has the built-in
capability for City staff to make
changes to fees in future years,
even after this project is complete.
A training session and written
instruction guide will help enable
City staff to make updates to fees
based on changes to budgeted
expenditures, the Customer Price
Index, or other factors.
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Firm Profile | 2
B. Firm Profile
BerryDunn is a certified public accounting and consulting firm with a Government Consulting Group
dedicated to serving state, local, and quasi-governmental agencies. We are a Limited Liability Company
(LLC) formed in 1974 with 51 principals and 26 owners, each holding an equal share of the firm’s
ownership. We have experienced sustained growth throughout our 46-year history.
BerryDunn is headquartered in Portland, Maine, serving clients nationally. We have seven office locations
in the states of Arizona, Connecticut, Maine, Massachusetts, New Hampshire, and West Virginia. Our
proposed project team includes a consultant working remotely out of Reno, Nevada, and Boston,
Massachusetts, as well as consultants working out of our Portland, Maine office.
Our firm provides a full range of professional services, including information technology (IT) and
management consulting; tax, audit, and accounting services; and wealth management services.
BerryDunn employs more than 500 staff members (including over 200 in our Government Consulting
Group), and has a long and successful history of working with state and local agencies across the country
in support of IT and management initiatives.
B.1 Commitment to the Public Sector
The City can benefit from BerryDunn’s deep understanding of government operations, staffing needs, and
the business processes required to provide necessary services to internal divisions and the constituents
you serve. We have gained this understanding through our 34 years of experience working with more
than 300 state, local, and quasi-governmental clients across the country, as well as through our team
members’ prior work in various roles across state and local government. We have a deep understanding
of state, county, and municipal operations, allowing us to provide unparalleled expertise and unique
insights.
BerryDunn’s Local Government Consulting Practice Area
(LPA) focuses exclusive on supporting local governments
across the nation as they solve some of their biggest
challenges, including strengthening the processes and
systems required to maintain high-quality services for
constituents and realistic fee structures compliant with
regulatory requirements. Figure 1, on the left, illustrates the
LPA’s structure, showing our ability to give holistic
recommendations for City-wide operations, as well as specific
focus on certain departments.
Within the LPA, our Community Development and Utility
Operations (CDOU) Practice focuses on municipal and county
processes and systems related to permitting, inspections,
planning, code enforcement, land management, and asset
management functions. In addition to fee study projects, our
CDUO Practice leads business process review and
improvement projects, as well as system selection and implementation projects. Kevin Price, our
proposed Engagement Manager, leads this practice. Working with our project team, he will help ensure
our team can provide the City with the right tools, information, and recommendations necessary for a
comprehensive fee study that reflects the Department’s costs.
Figure 1: Local Government
Consulting Practice Area Structure
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Firm Profile | 3
B.2 Staffing
Our team members bring valuable perspectives from their experiences providing project planning, project
management, business process improvement services, fee studies, organizational assessments, staffing
analyses, and efficiency consulting services for a range of projects. Figure 2 illustrates our team
organization and leadership.
Figure 2: BerryDunn Team Organizational Chart
Our team stands out both in experience and in qualifications. Some key highlights that can benefit the
City include:
Our team’s approach is centered on the concept that all projects should contain an element of
change management. Our proposed Engagement Manager, Kevin Price, is a Prosci® Certified
Change Practitioner (CCP). This training gives him the tools and skills to prepare City staff for
changes that may result from updated fees or fee structure.
The City can rely on our team’s cumulative public sector experience working on fee-related
initiatives for building, planning, community development, and public works departments.
On the following pages, we have outlined project team roles and responsibilities, relevant qualifications,
and further detail on our project manager’s experience and approach to the City’s project.
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Firm Profile | 4
Team Member Roles and Responsibilities
Kevin Price, MPP, PMP®, Prosci® CCP
Engagement Manager
Kevin leads our Community Development Practice, assisting local government clients
with business process improvement, fee analysis, and system selection projects.
Kevin has conducted several fee studies for public-sector clients, including the City of
Tucson, AZ, City of Dallas, TX, City of Fernandina Beach, FL, City of Homestead, FL,
and the Town of Longboat Key, FL.
As Engagement Manager, Kevin will monitor the progress of the project, track the initiation and
completion of tasks and milestones, and oversee the work of our project team.
Fred Turnier, MPA, AICP
Subject Matter Expert (SME)
Fred has more than 20 years of experience working with local government agencies
related to fee studies, cost-recovery analyses, policy analysis and development,
business process improvement, system design and implementation. He provided
similar fee study services to the City of Tucson, AZ, City of Dallas, TX, and the Town
of Longboat Key, FL.
As Project Manager, Fred will act as primary liaison with the City and be responsible for maintaining a
constructive and clear line of communication between City staff and BerryDunn. In addition, she will
monitor the progress of the project, track the initiation and completion of tasks and milestones, facilitate
our on-site meetings and information-gathering activities, and lead project deliverable development..
Jesse Myott
Business Analyst
Jesse brings nearly a decade of public sector experience, focusing on supporting
municipalities with operating and capital improvement budget development and
management; special fund accounting, revenue and expenditure forecasting;
customer valuation; and cost of revenue analyses for town programs and services.
Jesse has lead multiple cost of service and cost allocation projects in local
government from California to Massachusetts.
As a Business Analyst, Jesse will help to meet specific project needs, such as research and fact-finding,
facilitation of meetings with City personnel, and development of project deliverables.
Corey Claflin
Business Analyst
Corey brings experience supporting and conducting field research, data collection,
organizational reporting, and gap analyses. He provides project support for
BerryDunn’s local government clients, building off his experience gained through
providing project management services, business process improvement insight for
internal systems, and software analysis for increased efficiency and use.
As a Business Analyst, Corey will participate in meetings with City stakeholders, and support project
activities related to city comparison and benchmarking.
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Scope of Project | 5
C. Scope of Project
C.1 Approach Overview
We employ an activity-based costing methodology that identifies the major process steps required to
provide services. We will review all fees for services provided by City staff and that can be analyzed on a
time per staff activity basis.
The City can expect our approach to include the following attributes:
A proven methodology that promotes collaboration for the development of a final assessment and
analysis
Quality assurance (QA) processes that incorporate review and approval of key deliverables
Built-in project management and change management best practices, focused on keeping the
project on time and on budget, and progressing at a healthy pace
Tailored, Excel-based Cost Model with built in check-points to ensure quality of data
Figure 3: Overview of Our Proposed Project Approach
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Scope of Project | 6
C.2 Detailed Approach
PHASE 1
PROJECT MANAGEMENT AND INITIAL PLANNING
Building strong relationships with our clients is key to our collaborative service approach, and
collaborating on a clear project timeline and scope of work is the first step in the process.
1.1 Conduct initial project planning and facilitate a project planning web conference with the City
Project Manager. This meeting’s goals will include:
» Walk through our proposed project scope, approach, and schedule
» Clarify goals and objectives, and identify known project constraints
» Discuss logistics for virtual project meetings and review project management documentation
1.2 Request and review data and background documentation needed to conduct an analysis. Data
request items can include:
» Current fee schedule
» Approved budget expenditures
» Organizational charts and staffing rosters
» Revenue report
» Fee demand by service type
» Preliminary selection of peer cities for comparison analysis
1.3 Provide biweekly status updates via email and/or virtual meetings as part of our ongoing project
management activities.
Phase 1 Differentiators
Our team will apply project management principles from A Guide to the Project Management
Body of Knowledge (PMBOK® Guide) to establish a measurable timeline.
The Project Work Plan will incorporate agreed-upon procedures between BerryDunn and the City
related to project control, including quality management and deliverable submission/acceptance
management.
Applied Prosci® change management methodology to prepare City staff for change at each
project step.
DELIVERABLES
D1 – PROJECT WORK PLAN AND SCHEDULE
D2 – BIWEEKLY PROJECT STATUS UPDATES
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Scope of Project | 7
PHASE 2
INDIRECT AND DIRECT FULL COST ANALYSIS
The tasks outlined in this phase will allow our team to build a strong knowledge of your processes,
challenges, and visions for success.
2.1 Pre-populate the Cost Model using information from our data review in preparation for interviews
with City staff, which will maximize our time during scheduled virtual meetings.
2.2 Conduct peer fee benchmark analysis of up to five Montana cities and non-Montana cities to
compare the City’s fees and charging methodologies with similar entities.
2.3 Conduct a virtual project kickoff meeting with City staff to introduce project team members,
review the schedule of detailed tasks, review project goals with a larger group, describe our
approach and methodology, and answer the City’s preliminary questions.
2.4 Evaluate current fee schedule via a guided discussion with Department staff. Topics for staff
feedback will include, but are not limited to:
» Current fee processes that are working well
» Opportunities for improvement (e.g., identifying inactive service fees or simplifying the fee
structure)
2.5 Conduct virtual fact-finding sessions with City SMEs, with the goal of gaining an understanding of
the general process and steps necessary to provide each fee service and to determine the
approximate effort levels necessary.
2.6 Review financial and historical data with relevant City staff to determine which expenditures
should be included in the fee study.
2.7 Follow up with the City to confirm our understanding of the data provided and obtain any
additional follow-up information from meetings. We will ask City SMEs to review and/or complete
a time estimate excerpt from the Cost Model.
2.8 Calculate indirect cost rates, fully burdened hourly rates, and the total cost of providing each fee
service, and compare the current fees with actual costs to determine existing levels. The Cost
Model will also capture the following information:
» Rates that identify Community Development indirect costs for cost-recovery purposes
» Full cost components of the hourly rates (personnel costs, operating expenses, annualized
capital costs, and indirect costs)
» Cost of the hours for which an employee is paid, but not available to perform work—such as
hours for holidays, accrued leave, and training.
» Total cost of providing Community Development fee services
2.9 Conduct Initial Cost Model Findings web conference to discuss our preliminary findings and
solicit feedback.
2.10 Update the Cost Model based on input from City staff.
2.11 Prepare a Draft Report to include a written description of our Cost Model, methodology, and
preliminary findings.
2.12 Conduct a review of the Draft Report via web conference to walk through the Cost Model in
detail; describe our findings; and begin discussions on fee implications, recommendations, and
next steps.
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Scope of Project | 8
PHASE 2
INDIRECT AND DIRECT FULL COST ANALYSIS
2.13 Update the Draft Report and Cost Model based on input from City staff, requesting additional
information as needed.
Phase 2 Differentiators
The peer benchmarking analysis will give the City a broad range of comparable data.
Reviewing the Department’s list of fees will set the framework for our fact-finding sessions with
staff.
The Cost Model will be tailored to reflect the City’s preferred fee structure and charging methodology.
The Draft Report will give the City a more detailed description of how our Cost Model is designed, as well as how its system and organization can be tailored and updated over time.
DELIVERABLES
D3 – DRAFT REPORT
HOW IS BERRYDUNN’S COST MODEL DESIGNED?
The Cost Model is designed to reflect lessons learned and industry best practices—both local to the
City and nationwide. The Cost Model has built-in checkpoints to review the data for consistency and
accuracy. Through staff interviews and review of City documents in Phase 2, we will capture the City’s
preferences in fee structure and charging methods, and tailor the Cost Model so that the resulting
report best reflects the Department’s unique operations and nature of providing services.
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Scope of Project | 9
PHASE 3
FINAL REPORT AND RECOMMENDATIONS
In this phase, we aim to synthesize the information gathered thus far in the project, and work with the
City to walk through our takeaways and recommendations. The outputs should lay the foundation for a
tailored Cost Model that the City can update after the project is over.
3.1 Prepare a draft Final Report with proposed recommendations, including at least the following
components:
» A written description of our Cost Model and methodology
» Detailed cost findings per user fee service as well as summary results by fee category
» A comparison of total costs and current fees per each fee service
» A methodology that describes how our findings and recommendations were concluded
» Any other matters that we believe the City should consider
3.2 Review draft Final Report with the City via web conference.
3.3 Update draft Final Report and Cost Model based on input from City.
3.4 Present Final Report via web conference to the Director of Community Development, City
Manager, and Director of Administrative Services, in order to facilitate an understanding of our
key findings, a discussion on determining new fee recommendations, and to provide guidance on
new fee implementation best practices and next steps.
3.5 Present Final Report to the Bozeman City Commission and facilitate a training for City staff on the
Cost Model, and develop a guide on how to update the Cost Model on an annual basis. This
instruction will allow City staff to ask questions and feel confident to work with the tool in the future.
We have planned to have this final presentation and training work session occur during a single, one
day onsite trip.
Phase 3 Differentiators
The Final Report provides the City with a full walkthrough and analysis of its fully burdened
hourly rates, direct/indirect services, and comparison with peer communities.
City staff will learn how Cost Model checkpoints validate data, and gain better understanding of
how the model works.
The final presentation will help facilitate understanding of the results and their implications for the
City.
DELIVERABLES
D4 – FINAL REPORT
D5 – PRESENTATIONS AND CITY COST MODEL TRAINING
DOES THE COST MODEL TRACK FEE RECOMMENDATIONS AND BUDGETARY IMPACTS?
The Cost Model allows us to enter in proposed fee recommendations on a per-fee basis and see the
impact the new fee would have annually. This provides City and Department leadership with the
insight needed to understand the implications of these recommendations on the Department’s budget
overall. We share best practices on implementing changes to fees, providing options on various
implementations of the new fee schedule.
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General and Technical Requirements | 10
D. General and Technical Requirements
D.1 City Participation
During project initiation, BerryDunn’s Project Manager will work with the City’s Project Manager to define
agreed-upon methods of communication between BerryDunn and the City, as well as discuss key roles
and responsibilities for the project. We have identified key roles and responsibilities of the City’s Project
Team, as described in Table 1 below.
Table 1: City Project Team Roles and Responsibilities
Roles Responsibilities Leadership Team
Executive
Project
Sponsor
» Provide executive support and sponsorship for the project
» Provide final sign-off on key project deliverables
» Participate in project kickoff meeting and stress goals and objectives for
the project
» Provide executive-level decision-making when needed and maintain
overall responsibility for the project
» Distribute communications, as necessary, that support the project and
provide it with adequate visibility and priority Project Management Team City Project
Manager
» Primary point of contact between BerryDunn and the City
» Assists in collection of background documentation, scheduling, and
virtual meeting logistics
» Provide names and contact information of City SMEs to participate in
the meetings and provide information
» Participate in the project meetings, as needed
» Circulate deliverables for review and collect feedback
City Project
Management
Team
(optional)
» Assist the Project Manager in project coordination and deliverable
reviews
» Participate in the project meetings, as needed
City SMEs
» Participate in fact-finding meetings and provide information related to
user fee services provided
» Assist in the review of project deliverables when requested
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General and Technical Requirements | 11
D.2 Additional Tools and Methodologies
Each project we lead follows internal quality management procedures
BerryDunn has established quality control guidelines that are shared among our team members, and
revisited often, in order to keep our tasks and deliverables on schedule. Our project work plan builds in
time for quality checks so that the deliverables we produce are carefully reviewed prior to delivery to the
City’s Project Manager. Upon completion of each project deliverable, we provide the City with a
deliverable acceptance form. This helps to ensure that the City has reviewed our project work and is
given the opportunity to provide comments and feedback for us to make necessary changes. We will seek
to have fully executed deliverable acceptance forms once the deliverable is finalized.
The City can rely on our consistent project management methodology
To help ensure that project objectives are met, and initiation and completion of project work are
conducted in a timely manner, an experienced project manager who understands and utilizes project
management best practices leads each BerryDunn project. Our Government Consulting Group employs
project management best practices from the Project Management Institute’s® (PMI®’s) PMBOK®. Our
proposed Project Manager, Fred Turnier, has been trained in the PMI® methodology, and our proposed
Engagement Manager, Kevin Price, is a certified Project Management Professional® (PMP®).
Additionally, using biweekly status reports will enable our team to provide the City with a snapshot of
project health and measure actual progress against expected outcomes. For the duration of the project,
we will develop biweekly project status updates and deliver them via biweekly status calls and/or emails.
These updates will report on project activities and accomplishments for the last two weeks, any emerging
project risks or resource needs, and a description of upcoming work. We monitor project risk, identifying
any areas that may affect the project schedule or project quality.
We have the resources to stay connected with you
BerryDunn expects the COVID-19 outbreak to continue to influence how we work with our clients. The
City can rely on our team’s ability to stay flexible and use existing tools and methods to keep your
projects moving along. For the daily management and undertaking of project tasks, we use technology
that is familiar or intuitive to most users in addition to our project resources assembled from years of
public sector consulting, as detailed below in Figure 4.
Figure 4: Tools and Technology Toolkit
Microsoft Word and Microsoft Excel Our Cost Model is developed in Microsoft Excel and will be shared with the City. Our written Draft and Final Reports are provided in Microsoft Word.
Zoom Collaboration Technology BerryDunn provides teleconference and videoconference technology through Zoom, a cloud video conferencing service that provides video, audio, and wireless capabilities for online meetings, screen sharing, and group messaging.
Adobe Acrobat We provide all Final Reports in Adobe PDF because we find this format can be easier to read, print, and share with project stakeholders who may not have access to Microsoft Office software.
Microsoft PowerPoint We use Microsoft PowerPoint primarily for communicating key information during presentations. At the City’s request, we can provide presentation handouts for participants.
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Related Experience With Projects Similar to Scope of Services | 12
E. Related Experience With Projects Similar to Scope of Services
The City can benefit from our background helping public sector entities improve their
operations
Our team at large has extensive experience assisting municipal clients through both the fee study
process and initiatives related to operational improvement. Table 2 provides a snapshot of BerryDunn’s
expertise in assisting government agencies with fee analyses and operations improvement. BerryDunn’s
work for the City of Tucson, Arizona is currently in progress.
Table 2: Summary of Fee Analysis and Operations Improvement Experience for Planning and
Development
Client Fee Analysis Operations Improvement Services
City of
Alexandria, VA As-is business process mapping
City of Beaverton,
OR Business process analysis for a new community development
system
City of Bismarck,
ND Land records management study, including analysis and
documentation of code enforcement and permitting processes
City of Dallas, TX Peer city building permit fee study
City of Frisco, TX Electronic plan review (EPR) process diagramming, system
selection, and implementation oversight
City of
Fernandina
Beach, FL
Building Division cost-of-service fee study
City of
Homestead, FL Workflow and comparative fee analysis for planning, permitting,
inspections, code compliance, and business licensing
City of
Philadelphia, PA As-Is and To-Be business process diagramming for permitting
processes.
City of Puyallup,
WA As-Is business process diagramming for community
development functions.
City of Rockville,
MD As-is process diagramming and recommendations for
improvement for public works and development processes.
City of Tucson,
AZ Cost-of-service study and fee schedule redesign for planning
and development services, transportation, and fire departments
Town of Longboat
Key, FL Comprehensive fee study including planning, zoning, building,
and fire-related fees
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Proposed Schedule | 13
F. Proposed Schedule
In Table 3 below, we have provided a high-level outline of our proposed project timeline, which based on
the City’s desired schedule. We understand that no two fee studies or municipalities are exactly alike and
believe that one of the primary reasons we have been successful with similar projects is our willingness to
be flexible in adapting to our clients’ unique needs. We are happy to discuss our proposed timeline in
more detail should the City have any questions or would like to suggest modifications.
Table 3: Proposed Timeline by Project Phase
Phase / Deliverable September October November December
Project Management & Initial Planning
D1. Project Work Plan and Schedule
D2. Biweekly Project Status Updates
Indirect and Direct Full Cost Analysis
D3. Draft Report
Final Report and Recommendations
D4. Final Report
D5. Presentations and City Cost Model
Training
Our proposed timeline relies on the availability of City staff to participate in meetings, provide requested
data, and review deliverables in a timely manner. Generally, we like to provide City staff with at least one
week to provide data or deliverable reviews. We will review the project timeline with the City during initial
planning and develop a more detailed project schedule according to your team members’ availability,
holiday/vacation schedules, and other project constraints.
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Recent and Current Work for the City of Bozeman | 14
G. Recent and Current Work for the City of Bozeman
BerryDunn is not currently working with the City, but looks forward to the opportunity to collaborating with
you on this project. We have also had the pleasure of working with Gallatin County on two past
engagements, described below, which both began in 2016. This experience has given us an in-depth
perspective of the larger community needs in which the City operates, and can inform our
recommendations for this fee study, especially when selecting Montana-based cities for peer comparison.
Enterprise Resource Planning (ERP) System Selection Support
BerryDunn worked with the County to identify the major strengths and
weaknesses of its financial, human resources, payroll and tax
applications and provided the County with an overview of the ERP and
“best of breed” markets. Project work included meeting with selected
external stakeholders like other government units, which included
stakeholders from the City, and external service providers.
Computer-Aided Dispatch (CAD) and Record Management System (RMS)
Selection Support
BerryDunn also worked with the County to evaluate its CAD/RMS and outlined the functional and
requirements needed to develop an RFP for competitive bids. The selection process again included fact-
finding efforts and stakeholder meetings, which gave our team insight into the City’s needs, and the
communities also within Gallatin County.
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References | 15
H. References
Below, we are pleased to provide project and contact information for three references that demonstrate
our experience assessing planning, building, and other community development fees.
Town of Longboat Key, Florida
Comprehensive User Fee Study
Contact
Mr. Allen Parsons
Director of Planning, Zoning, and
Building Department
Email:
aparsons@longboatkey.org
Telephone:
941-316-1966
Address:
501 Bay Isles Road
Longboat Key, FL 34228
Project Description
BerryDunn led a comprehensive user fee study for the Building and Fire Prevention Departments.
Activities included on-site interviews with staff from each department, with a focus on documenting the
current fee environment and providing recommended changes via cost model for the future state. The
final report was presented to the Town Commission.
Dates
August 2018 – March 2019
Project Fees
$39,850
City of Tucson, Arizona
Cost of Service Fee Study and Fee Schedule Redesign
Contact
Ms. Leslie Ethen
Sustainability Manager
Email:
leslie.ethen@tucsonaz.gov
Telephone:
520-791-4747
Address:
255 West Alameda
Tucson, AZ 85701
Project Description
BerryDunn has been working with the City of Tucson since July 2017, beginning with a cost of service
study focused on the City’s Planning and Development Services Department (PDSD), Department of
Transportation (TDOT), Building Department, and Fire Department.
We are currently assisting the City with an EnerGov implementation project. As part of an environment
assessment phase, we facilitated a series of meetings with the current external stakeholders, including
but not limited to: builders, contractors, real estate agents, and neighborhood associations.
Dates
Cost of Service: July 2017 – March 2019
Fee Schedule Redesign: July 2017 – present
Project Fees
Cost of Service: $70,200
Redesign: $34,440
200
References | 16
City of Dallas, Texas
Development Fee Analysis
Contact
Mr. Daunte Rushton
Coordinator, Office of Economic
Development
Email:
daunte.rushton@dallascityhall.com
Telephone:
214-671-8049
Address:
1500 Marilla St. Room 5C South
Dallas, TX 75201
Project Description
This development fee Analysis for the Sustainable Development and Construction Department (SDC)
included a benchmarking analysis with six similar Texas cities. It also required developing eight
specific development scenarios, identifying critical information required to determine the overall cost of
the hypothetical projects.
Dates
February 2018 – April 2018
Project Fees
$40,000
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Price Proposal | 17
I.Price Proposal
In Table 4 below, we provide our proposed costs for completing the phases encompassing the City’s
requested fee study activities. This project cost is inclusive of all time and related materials required to
complete the project and was developed based on the following factors:
•Detailed work plan narrative presented in our proposal
•Staffing plan and resource allocation, which provides the City with the appropriate number of
resources and a level of expertise to complete the tasks defined in this proposal
•Our experience conducting projects of similar scope and size
We will progress bill the City on a monthly basis for work completed against each deliverable.
Table 4: BerryDunn Proposed Costs
No. Project Phase Cost
1 Project Management and Initial Planning
Deliverable 1 – Project Work Plan and Schedule $1,300
Deliverable 2 – Biweekly Project Status Updates $1,750
2 Indirect and Direct Full Cost Analysis
Deliverable 3 – Draft Report $7,000
3 Final Report and Recommendations
Deliverable 4 – Final Report $2,200
Deliverable 5 – Presentations and City Cost Model Training $1,750
Project Total $14,000
202
APPENDIX A
NONDISCRIMINATION AND EQUAL PAY AFFIRMATION
____________________________________(name of entity submitting) hereby affirms it will
not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national
origin, or because of actual or perceived sexual orientation, gender identity or disability and
acknowledges and understands the eventual contract will contain a provision prohibiting
discrimination as described above and this prohibition on discrimination shall apply to the
hiring and treatments or proposer’s employees and to all subcontracts.
In addition, ____________________________________(name of entity submitting) hereby
affirms it will abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana
Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work “best practices”
website, https://equalpay.mt.gov/BestPractices/Employers, or equivalent “best practices
publication and has read the material.
______________________________________
Name and title of person authorized to sign on behalf of submitter
Berry Dunn McNeil & Parker, LLC
Berry Dunn McNeil & Parker, LLC
Charles Snow, Principal
203
Appendix B: Resumes | 19
Appendix B: Resumes
Kevin Price, MPP, PMP®, Prosci® CCP
Engagement Manager
Kevin is a senior manager in BerryDunn’s Government Consulting Group. He leads
our Community Development and Utility Operations Practice, assisting local
government clients with business process improvement, fee studies, system
selection, and system implementation projects.
Key Qualifications
• Experienced manager in BerryDunn’s Government Consulting Group
• Leads the Community Development and Utility Operations Practice
• Strong understanding of system replacement and implementation project life cycle
Relevant Experience
Process Analysis and Improvement: Kevin has assisted BerryDunn clients with process improvement
projects as part of system replacement projects and as standalone projects. Kevin has previously led the
process improvement projects with the Cities of Rockville, Maryland; Alexandria, Virginia; Philadelphia,
Pennsylvania; and Frisco, Texas. He also led the mapping of Community Development and Utility
Operations processes for the City of Richland, Washington.
Project Management: Kevin has managed system selection and IT strategic planning projects for some
of BerryDunn’s most complex local government clients. He previously managed BerryDunn’s Municipal
Street Addressing, Right-of-Way Permitting and Code Violation System Assessment, and Water
Electronic Permitting System Planning Projects for the City of Philadelphia.
Community Development and Utility Operations Technology: Kevin has assisted BerryDunn clients
with Community Development and Utility Operations system replacement projects, business process
analysis and improvement, and various technology assessments. He recently assisted Outagamie
County, Wisconsin, with the implementation of its replacement permitting and licensing system. He is
currently assisting the City of Beaverton, Oregon, with the selection of a new electronic permitting system.
Selected Local Government Clients
• Berks County, PA
• City of Alexandria, VA
• City of Allen, TX
• City of Beaverton, OR
• City of Boca Raton, FL
• City of Boston, MA
• City of Broken Arrow, OK
• City of Coral Springs, FL
• City of Detroit, MI
• City of Dover, DE
• City of Farmers Branch, TX
• City of Frisco, TX
• City of Grand Prairie, TX
• City of Manassas, VA
• City of Mesquite, TX
• City of Ormond Beach, FL
• City of Pearland, TX
• City of Philadelphia, PA
• City of Richland, WA
• City of Santa Fe, NM
• City of Sioux Falls, SD
• City of Tucson, AZ
• City of Wilmington, NC
• Lake County, IL
• Outagamie County, WI
• Person County, NC
• Scott County, IA
Education and Memberships
Master’s in Public Policy, Financial Management Concentration, University of Southern Maine
BA, Economics and Political Science, University of Maine
Project Management Professional® (PMP®), Project Management Institute
Prosci® Certified Change Practitioner
Lean Six Sigma Green Belt Certified
204
Appendix B: Resumes | 20
Fred Turnier, MPA, AICP
Project Manager
Fred has more than 20 years of experience working with local government
agencies and extensive experience assisting public sector entities with project
management and development services, business process improvement, fee and
cost-recovery analysis, system design and implementation, and policy analysis and
formation. He focuses in the areas of community development, planning, building, inspections, code
enforcement, business licensing, housing and homeless issues, land management, utilities, and
infrastructure planning.
Key Qualifications
• More than 20 years of public-sector experience
• Former community development director and planning manager for the City of Reno, NV
• Former city manager for the City of Fernley, NV
Relevant Experience
Community Development: Fred’s extensive background in local government community development
leadership positions affords him knowledge of technology, best practices, and common challenges in the
field. He has served as community development or planning director for multiple cities, including Reno
and Fernley, Nevada. His background includes technical and management oversight of planning,
building, code enforcement, business licensing, code enforcement, inspections, housing programs, and
homeless services.
City of Reno, Nevada: During his tenure as community development director and planning manager,
Fred oversaw the preparation of an annual budget of $17 million, conducted a citywide development fee
and cost-recovery analysis, and worked with the existing land management tracking vendor to expand
capabilities for internal building plan reviews and inspections. He expanded the use of mobile data
collection for ensuring Housing and Urban Development (HUD) compliance and assisted in creating a
public training program for local small businesses interested in working with the City, which later became
a model for statewide change. He updated the City’s development code to be more user-friendly and
incorporated Transit Oriented Development corridors and Mixed Use development centers into the City’s
Master Plan.
Selected Local Government Clients
• City of Boca Raton, FL
• City of Frisco, TX
• City of Philadelphia, PA
• City of Santa Fe, NM
• City of Tucson, AZ
• Town of Longboat Key, FL
Education and Memberships
Master’s in Public Administration (MPA),
University of Nevada, Las Vegas
BA, Economics and Geography, University
of Nevada, Reno
Certified Planner, American Institute of
Certified Planners (AICP)
Member, American Planning Association
Conferences and Events
MIT Center for Advanced Urbanism, Future of Suburbia,
2015, expert panel participant
Washoe County Community Needs Health Assessment
and Conference, 2015, member and conference speaker
IBM Smarter Cities, 2014, participant
Mayors Institute on City Design – West, 2013, participant
Mayors Institute on City Design – West, 2013, participant
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Appendix B: Resumes | 21
Jesse L. Myott
Business Analyst
Jesse brings nearly a decade of public sector experience, focusing on supporting
municipalities with operating and capital improvement budget development and
management; special fund accounting, revenue and expenditure forecasting;
customer valuation; and cost of revenue analyses for town programs and services.
Jesse has lead multiple cost of service and cost allocation projects in local
government from California to Massachusetts.
Relevant Experience
Town of Watertown, Massachusetts. Director of Administration and Finance (March 2019 – August
2020) General Fund: $190 million. All things administration and finance. Capital and operating budget
creation and delivery. Long-range planning and forecasting. Debt management.
Town of Brookline, Massachusetts:
• Assistant Treasurer (September 2018 – March 2019) General Fund: $280 million. Town-wide
cash flow management and reconciliation. Debt service management. Retirement and OPEB
investment management and reporting. Daily cash flow analyses and forecasting.
• Finance & Performance Analyst (June 2016 – September 2018). Operating and capital
improvement budget development and management. Special fund accounting, revenue and
expenditure forecasting, customer valuation and cost of revenue analyses for town programs and
services. Departmental performance measurement development.
• Business Manager (July 2014 – April 2015). Performed highly responsible administrative and
analytical work assisting executive management in revenue and expenditure forecasting, annual
budget creation, and capital improvement budget development.
Public Consulting Group. Senior Financial Analyst, FP&A (April 2015 – June 2016). Revenue strategy
development and margin growth, market sizing, long and short term financial forecasting for
geographically diverse business units through independent and collaborative design and development of
quantitative models and independent research.
City of San Francisco, California. Financial Analyst II (November 2013 – June 2014) General Fund: $73
million. Owned the operating budget development and delivery process for police, fire, parks and
recreation, and library services; sales taxes and special taxes (Gas Taxes and Transient Occupancy
Taxes) forecasting. Market sizing exercises/business proposals analyses. Detailed pension costing and
other post-employment benefit valuations (OPEB). Calculated appropriation limits. Financial database
maintenance and management.
Education and Memberships
AS, Champlain College
BA, History, University of Rhode Island
MA, History, San Francisco State University
California Society of Municipal Finance Officers (CSMFO)
Massachusetts Recreation and Park Association (MRPA) Annual Conference Speaker 2015 – Cost
Recovery Methods
Municipal Management Association of Northern California (MMANC
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Appendix B: Resumes | 22
Corey Claflin
Business Analyst
Corey is a staff consultant in BerryDunn’s Government Consulting Group. He
assists local government clients with project support, building off his experience
gained through providing project management services, business process
improvement insight for internal payroll systems and software analysis for
efficiencies and increased utilization.
Key Qualifications
• Extensive experience adhering to budgetary restricts when providing project management
services
• Strong understanding of business process analysis, offering insight on streamlining processes
and increasing system utilization
• Well-versed in developing work plans, project management, and adhering to project milestones
Relevant Experience
Project Management: Corey has experience in the full project management lifecycle, including
conducting fact finding meetings, analyzing and updating policies and procedures for efficiencies, and
updating software modules to accommodate the needs of the company. Corey has also been responsible
for the completion of timeline milestones and adherence to budgetary restrictions.
Business Process Improvements: Corey has analyzed business processes to provide insight on ways
to streamline business processes, which led to the development of process efficiencies and updating of
policies and procedures.
Project Support: Corey has provided his assistance in the development and launching of new software
systems, which involved maintaining compliance, promoting buy-in and increasing overall utilization, and
tracking the success of the project through analysis of the turnout rate of the online system.
Selected Local Government Clients
• City of Beaverton, OR
• City of Christiansburg, VA
• City of Detroit, MI
• City of Farmers Branch, TX
• Metro Parks Tacoma, WA
• Village of Downers Grove, IL
Education and Memberships
BA, Economics and Political Science, University of Maine
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