HomeMy WebLinkAbout23 - Professional Services Agreements - BerryDunn - Engineering Review Fee StudyProfessional Services Agreement for Engineering Review Fee Study Page 1 of 10
PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this day of ,2023
(“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, Berry, Dunn, McNeil & Parker, LLC (dba BerryDunn)
2211 Congress Street, Portland, ME 04102- 1955, 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, 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
attached hereto as Exhibit A. 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.
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
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connection with any labor problems or disputes or any delays or stoppages of work associated with
such problems or disputes.
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.
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
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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.
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 the Commercial General,
Employer’s Liability, 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.
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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. City shall give Contractor written notice and an opportunity to cure before
this Agreement is terminated for performance.
c. In the event of a termination pursuant to this Section 8, Contractor shall be
entitled to payment only for those services Contractor actually rendered.
d. 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.
e. 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.
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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,
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 Shawn Kohtz, City Engineer 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, Project Principal or such other individual as
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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,
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.
15. 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
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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.
16. 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,
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.
17. 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.
18. 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.
19. 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
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or conditions or to pursue any available legal or equitable rights in the event of any subsequent default
or breach.
20. 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.
21. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all
appropriate employee withholdings.
22. 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.
23. Survival: Contractor’s indemnification shall survive the termination or expiration of
this Agreement for the maximum period allowed under applicable law.
24. 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.
25. Severability: If any portion of this Agreement is held to be void or unenforceable, the
balance thereof shall continue in effect.
26. Applicable Law: The parties agree that this Agreement is governed in all respects by
the laws of the State of Montana.
27. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs,
legal representatives, successors, and assigns of the parties.
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28. 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.
29. Counterparts: This Agreement may be executed in counterparts, which together
constitute one instrument.
30. 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.
31. 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.
**** 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 BERRYDUNN
CONTRACTOR
By By
Jeff Mihelich, City Manager Kevin Price, Project Principal
Print Name:
Print Title:
APPROVED AS TO FORM:
By
Greg Sullivan, Bozeman City Attorney
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Kevin Price
Principal
berrydunn.com
PROPOSAL
City of Bozeman
Engineering Review Fee Study
BerryDunn
2211 Congress Street
Portland, ME 04102-1955
207.541.2200
Kevin Price, Project Principal
kprice@berrydunn.com
Jesse Myott, Project Manager
jmyott@berrydunn.com
Proposal Submitted On:
May 25, 2023 before 4 p.m.
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Table of Contents | i
May 25, 2023
City of Bozeman Engineering Division
Attn: Marcy Yeykal
P.O. Box 1230
Bozeman, MT 59771
Submitted via email to myeykal@bozeman.net
Dear Marcy Yeykal:
On behalf of Berry, Dunn, McNeil & Parker, LLC (BerryDunn), thank you for the opportunity to submit this
proposal in response to the City of Bozeman's (COB’s) Request for Proposals (RFP) for an Engineering
Review Fee Study. We value COB as an existing client, having supported multiple projects, including an
effort to assist with a community development fee study and a recreation cost of service analysis. We
appreciate this opportunity to support COB in a new capacity and will leverage our existing relationship to
maximize project efficiencies.
BerryDunn is a nationally recognized independent management and IT firm, headquartered in Portland,
Maine with nine office locations nationally. Focused on inspiring organizations to transform and
innovate, we are a stable and well-established firm that has preserved our core values and reputation for
excellence throughout our 49-year history. We have enjoyed steady growth by providing consistent, high-
quality services to our clients in all 50 states, Puerto Rico, and Canada.
We have a dedicated Local Government Practice Group that works with public-sector organizations like
COB to calculate and assess the costs of providing services to their constituents and commercial
partners. Our Community Development and Utility Operations Practice focuses exclusively on
services such as engineering, public works, planning, permitting, inspections, code enforcement,
licensing, asset management, and work orders.
As COB seeks to reevaluate the fees collected by Transportation and Engineering Department Staff (the
Department), BerryDunn will help establish a solid foundation for understanding COB’s cost to provide
services and help ensure associated fees for services reflect the appropriate level in relation to the full
cost to provide the service. As a result of the breadth and depth of our experience, we bring unique
insights related to reviewing user fees for services like those in-scope for COB and can effectively drive
project success on COB’s requested effort.
As a principal in our Local Government Practice Group, I am authorized to bind BerryDunn to the
commitments made herein. We have read the RFP and understand the conditions it contains. Our
proposal is a firm and irrevocable offer valid for 120 days following the submission deadline of May 25,
2023. If you have any questions regarding our proposal or updates during the evaluation process,
please consider me the City's primary point of contact and contact me directly.
Sincerely,
Kevin Price, MPP, PMP®, Prosci® CCP
2211 Congress Street ǀ Portland, ME 04102
207-541-2379 ǀ kprice@berrydunn.com
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Table of Contents | i
Table of Contents
1. Firm Overview ......................................................................................................................................... 1
2. Relevant Experience ............................................................................................................................... 2
2.1. Local Government Finance from Multiple Perspectives .................................................................... 2
2.2. References ......................................................................................................................................... 3
3. Project Methodology and Approach ..................................................................................................... 5
3.1. Understanding COB’s Needs ............................................................................................................. 5
3.2. Project Management Methodologies ................................................................................................. 5
3.3. Work Plan ........................................................................................................................................... 7
4. Project Team .......................................................................................................................................... 12
4.1. Roles, Responsibilities, and Qualifications ...................................................................................... 12
5. Project Budget and Schedule .............................................................................................................. 14
5.1. Anticipated Schedule ....................................................................................................................... 14
5.2. Proposed Budget ............................................................................................................................. 15
Appendix A. Resumes .............................................................................................................................. 16
Appendix B. Required Forms................................................................................................................... 20
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Firm Overview | 1
1. Firm Overview
BerryDunn is a nationally recognized independent management and IT consulting firm focused on
inspiring organizations to transform and innovate. As a Limited Liability Company formed in 1974 with 54
principals and 29 owners, BerryDunn employs more than 800 staff across nine offices.
Our Consulting Services Team has been serving state, local, and quasi-governmental agencies for over
30 years and includes more than 300 staff members. From extensive project experience for more than
400 state, local, and quasi-governmental agencies—including COB— our team brings valuable
perspectives to every engagement. Our firm provides a full range of professional services that supports
our ability to complete tasks outlined by COB on this initiative. These include:
• Cost of Service and Fee Studies
• Business Process Improvement, Reviews,
and Redesign
• Comprehensive/Master Planning
• Enterprise and Departmental Strategic
Planning
• IT Assessments
• IT Strategic Planning
• Leadership and Organization Development
• Organizational, Operational, and Staffing
Analyses
• Organizational Change Management
• Performance Analyses
• Project Assessments and Remediation
• Software Planning and Procurement
• Software Implementation Project
Management and Oversight
Additionally, our team members have prior experience leading state and local government agencies,
providing them with an in-depth understanding of government operations, staffing needs, budgetary
constraints, and the business processes required to provide necessary services to the internal divisions
and the constituents COB serves.
Figure 2 illustrates the overall organization of BerryDunn's Local Government Practice Group. We
provide unparalleled expertise and unique insights across these practices, supporting our clients in
solving some of their biggest challenges and addressing opportunities to improve and plan.
Figure 2: Local Government Practice Group Specialization
As mentioned, BerryDunn’s Community Development and Utility Operations Practice will serve COB
on this initiative. This practice focuses on municipal and county policies, processes, fees, and systems
related to engineering, public works, planning, zoning, permitting, inspections, development services,
code enforcement, land management, work order, and asset management functions and is composed of
industry experts with both firsthand and project experience.
We proudly tailor our 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.
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Relevant Experience | 2
2. Relevant Experience
2.1. Local Government Finance from Multiple Perspectives
In Table 1, we provide a representative sample our team’s experience conducting fee study, cost
recovery, and cost allocation planning projects for various local government departments across the
country. This well-rounded perspective will bring value to COB as it strategically plans for the coming
years. BerryDunn’s holistic approach will center both COB personnel and the constituents it serves.
Table 1: Sample Experience of Services Provided Across Departments
Department/Service Area Client Work Performed
Community
Development and Utility
Operations
Alachua County, FL Building and Fire Permit Fee Study
City of Bozeman, MT Community Development Fee Review Study
City of Gainesville, FL Building Permit Fee Study
City of Gainesville, FL Fee Schedule Update
City of Dallas, TX Comparative Building Permit Fee Study
City of Fernandina
Beach, FL Building Division Fee Study
City of Homestead, FL Workflow and Comparative Fee Analysis
City of Largo, FL Building Permit Fee Study
City of Tucson, AZ Cost of Service Study and Fee Schedule
Redesign
Manatee County, FL Building and Development Services Fee Study
Sonoma County, CA Fee and Cost Recovery Peer Comparison
Town of Longboat Key,
FL Comprehensive Fee Study
Town of Smithfield, RI Water Rate Study
Town of Smithfield, RI Sewer Rate Study
Travis County, TX Development Review Process and Fee Study
IT City of Irving, TX IT Department Cost Allocation Plan
Citywide City of Villa Park, CA Fee and Rates Charges Study
Parks and Recreation
City of Bozeman, MT Recreation Cost of Service Study
City of Cape Coral, FL Comprehensive Fee Study
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Department/Service Area Client Work Performed
City of Jefferson City,
MO Cost Recovery Study/Plan
City of Ferguson, MO Cost of Service Analysis
City of Grapevine, TX Cost Recovery, Fee Study, and Resource
Allocation Plan
City of Lynchburg, VA Cost of Service Analysis
City of Mesa, AZ Cost of Service Analysis
City of Mobile, AL Cost Recovery Analysis
City of Gilbert, AZ Parks and Recreation Master Plan
City of Raleigh, NC Cost of Service Analysis and Fee Study
City of Sanibel Island, FL Cost of Service Analysis
City of Tampa, FL Fiscal Analysis
City of University Park,
TX Cost of Service Consulting
Granville County, NC Parks and Grounds Cost of Service Analysis
Howard County, MD Fiscal Analysis
Jackson County, MS Cost of Service Analysis
Town of Amherst, MA Cost Recovery and Fee Analysis
Town of Crestwood, CO Cost of Service Analysis
Town of Queen Creek,
AZ Cost of Service Analysis and Fee Study
2.2. References
Below and on the following page, we provide reference information for several clients who can speak to
the quality and satisfaction we deliver on comparable engagements.
Travis County, Texas
Anna Bowlin, Division Director of Development Services
941-748-4501 | anna.bowlin@traviscountytx.gov
Development Review Process, Cost of Service Analysis and Fee Study
12/2020 – 01/2022
Travis County partnered with BerryDunn to review fees and charges and associated revenues
and expenses for each permit and service listed on the Division’s master fee schedule. The focus
of the project was to review all revenue generated from fees for permits and services provided by
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the Division and the identified expenses associated with providing all Division services. This
review allowed the County to make informed policy decisions at the aggregate level, as well as on
each individual permit or service regarding fee levels and revenue generation.
City of Tucson, Arizona
Lynne Birkinbine, Deputy Director of Planning and Development Services
520-837-3708 ǀ lynne.birkinbine@tucsonaz.gov
Planning and Development Services Department Cost of Service Study
07/2017 – 07/2022
BerryDunn has been working with the City of Tucson since December 2017, beginning with the
community development system selection project. Following selection of the preferred software
system, EnerGov, we conducted a cost of service study focused on the City’s Planning and
Development Services Department, Department of Transportation, Building Department, and Fire
Department.
The City of Tucson partnered with BerryDunn to conduct a Planning and Development Services
Department Cost of Service Analysis project. The focus of the project is reviewing all revenue
generated from fees for permits and services provided by the Department and the identified
expenses associated with providing all Department services.
City of Gainesville, Florida
John Freeland, Building Official
352-393-8640 | freelandjc@cityofgainesville.org
Department of Sustainable Development Cost of Service and Fee Study
01/2021 – 06/2022
The City of Gainesville engaged BerryDunn to provide support with updating the methodology
used to calculate building permit fees, land development fees, and other related services
provided by the Department of Sustainable Development’s Building and Planning Divisions, and
to perform a full cost analysis to help ensure the City is recovering the full cost for providing these
services.
We reviewed services, such as building permit and land development intake, build plan review,
building construction inspections, development plan reviews, zoning reviews and inspections,
land reviews and inspections, and processing of other applications to accurately and reasonably
allocate available financial and personnel resources to the services provided. BerryDunn
compiled findings in a final report and cost model.
Findings and recommendations were successfully presented to the City Manager, Builders
Association of North-Central Florida, and the City Commission.
Subsequently, the City engaged BerryDunn to utilize the cost of service findings to develop and
propose and updated master fee schedules to be adopted. The City Commission adopted the
updated fee schedules in June of 2022.
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Project Methodology and Approach | 5
3. Project Methodology and Approach
3.1. Understanding COB’s Needs
Bozeman is a full-service City, affectionately known in the area as “the most livable place.” Characterized
by its plethora of recreational activities and picturesque mountains, Bozeman is home to approximately
55,000 residents, several hundred of whom are COB employees. As this time, COB seeks a qualified
consultant to determine the cost to provide various engineering services; identify the efficiency of current
cost recovery levels; and recommend methodologies and fee changes necessary to achieve cost
recovery now and in future years.
This is where BerryDunn comes in. Our approach to conducting comprehensive cost of service and fee
studies is rooted in developing a thorough understanding of the processes and personnel currently
utilized by specified departments. Using this data and insight, we will develop a detailed cost model that
identifies, calculates, totals, and allocates allowable direct and indirect costs to all applicable services. We
then recommend methodologies for calculating fees and the amount of each fee.
Additionally, we will leverage our knowledge and experience with COB and our process improvement
expertise to determine the strengths and weaknesses of current service processes. We will interview
select staff and stakeholders as directed—examples of which could be customers, residents, businesses,
and community members—and consider data such as key functions, process flows, time frames, and
duplicative functions. We will then provide recommended improvements.
We will prepare both a Fee Study Report and Fee Study Model in draft form and solicit input from COB
before updating the report and model to final. We will then present our report and cost model findings to
select COB staff, select external stakeholders, and the City Council as directed. We find this presentation
approach allows an opportunity for staff, stakeholders, and Council members to ask any final questions,
provide additional feedback, and establish a higher level of buy-in, helping ensure the long-term success
and adoption of the fee study recommendations.
We understand what is being requested by COB and agree to provide the services necessary to
achieve the goals and objectives of this project.
3.2. Project Management Methodologies
To help ensure that project objectives are met, and initiation and completion of project work are
conducted in a timely manner, each BerryDunn project is led by an experienced project manager who
understands and utilizes project management best practices. In terms of COB’s project, Jesse Myott will
lead the requested work effort. Jesse has served as project manager for numerous fee study projects,
including our prior work with the City, and will help ensure the success of the City’s in-scope engagement.
Our Consulting Services Team employs project management best practices from PMI®’s A Guide to the
Project Management Body of Knowledge Guide (PMBOK® Guide), Version Seven. Figure 3, on the
following page, illustrates the standards of project management as defined by performance
domains and project delivery principles that are critical for effective delivery of project outcomes.
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Project Methodology and Approach | 6
Figure 3: Project Management Life Cycle
Change Management Methodology
Stakeholders’ willingness to adopt new processes and tools plays a significant role in the success—or
failure—of fee study projects. BerryDunn has observed resistance to change in virtually all our
engagements. As such, our project management approach is carefully integrated with change
management methodologies to promote buy-in and consensus for the project, and we will work with you
to proactively address resistance by:
• Engaging stakeholders at the right level throughout the project—from initial planning through
implementation—to build understanding for the need for change and gain support from the people
who will be using the future solutions and who are most familiar with current processes
• Developing and executing a communications plan that considers the information needs of each
stakeholder group
• Documenting business processes and working with stakeholders to understand how their work
will be performed in the future environment
We have adopted the Prosci® change management methodology and trained over 100 consultants to
become Prosci® Certified Change Practitioners (CCPs), including our proposed principal and
project manager.
A central focus of the Prosci® change management approach is the belief that, for change to work in an
organization, individuals must be willing to change and understand change. Additionally, according to
research conducted by Prosci®, the likelihood of project success increases significantly and in alignment
with the level of change management focus applied to the project.
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3.3. Work Plan
BerryDunn strives to be flexible when it comes to developing and executing an effective work plan. We
understand that no two projects are exactly alike, and our past clients have appreciated our willingness to
adapt to their needs. This mindset plays a foundational role in how we measure the success of our
portfolio of similar projects.
Our approach to preparing COB’s fee study is outlined below and designed to incorporate consistent
project management best practices with each of COB’s key deliverables and tasks. Our intent is to work
with staff to help ensure we make the best use of your time. Ultimately, consistent collaboration can help
promote buy-in and understanding for final recommendations.
You can expect our approach to include the following attributes:
• A methodology based on our extensive experience conducting similar cost of service, cost
recovery, and fee studies
• Quality assurance processes that incorporate COB review and approval of all deliverables
• Built-in project management best practices that focus on keeping the project on time, on budget,
and progressing at a healthy pace for COB stakeholders to give input in the information gathering
and fact-finding process and understand final recommendations
Figure 4 presents an overview of our proposed approach to completing COB’s desired scope of work.
Figure 4: BerryDunn's Proposed Approach
Below and on the following pages, we present a detailed breakdown of our approach to conduct the
requested fee study. BerryDunn strives to be flexible when it comes to developing and executing an
effective project plan. We understand that no two projects are exactly alike, and our past clients have
appreciated our willingness to adapt to their needs.
PHASE 0
Project Initiation and Management
To establish a strong foundation for the project and help ensure a high-level of quality and
communication throughout the engagement, we will utilize project management best practices based
on PMI®’s PMBOK® Guide and our experience conducting similar projects with municipal and county
engineering, building and development, and public works departments throughout the country.
COB can expect our team to complete the following project activities:
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PHASE 0
Project Initiation and Management
Thorough project planning, including an initial planning teleconference between
BerryDunn’s team and applicable staff to confirm project goals, objectives, and
expectations
Virtual kickoff meeting; following the initial planning call, we will conduct a virtual kickoff
meeting with COB’s project team and identified stakeholders to discuss in greater detail the
relationship of the current fees and charges environment, current cost recovery levels and
targets, and current citywide goals and initiatives
Development of a detailed Project Work Plan and Schedule reflecting our proposal. Based
on the information gathered from our initial project planning call and virtual/on-site kickoff
meeting (most effective approach to be determined in conjunction with COB’s project team),
we will develop the Project Work Plan and Schedule. This will outline the tasks, timelines,
and identified milestones
Documentation and data review, including but not limited to current fee schedules, lists of
existing permit and service types and annual volume, revenue and expenditure budgets and
reports, detailed revenue reports by permit or service type, organizational chart(s) and
staffing rosters, personnel salary and benefit data, and other documentation deemed
important to the study
Biweekly Project Status Meetings, which will describe activities and accomplishments for the
reporting period, risk mitigation, deliverable reviews, scheduling discussions, and more
Deliverable 1: Project Work Plan and Schedule
Deliverable 2: Biweekly Project Status Updates
PHASE 1
Cost of Service Analysis and Fee Analysis
During Phase 1, our project team will interview staff and stakeholders virtually and review applicable
fee schedules and budgets. We will use this information to assess Engineering and Public Works
Support Services related to the Department’s current fees and charges environment. We will examine
the customer service culture, perform a personnel analysis, and develop an initial cost model. Our goal
will be to identify key direct and indirect resources related to Department service delivery. We will then
project cost recovery per applicable division, per service category, and where applicable for each
specific service the Department provides. We will develop recommendations and recommend fees
consistent with identified revenue requirements and cost recovery targets established in conjunction
with staff and stakeholders.
COB can expect our team to complete the following project activities:
Interview staff and stakeholders virtually
Review applicable fee schedules
Review applicable operating and capital budgets
Review revenue and expenditure reports (actuals)
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PHASE 1
Cost of Service Analysis and Fee Analysis
Perform a personnel review
Project the full cost for providing services
Project the full cost for providing services by specific department/division, service category,
and/or specific service
Recommend methodologies for calculating fees and the amount of each fee to satisfy revenue
requirements and cost recovery targets
Recommend where it is not feasible to recover the full cost of providing a service and also
identify those instances where full cost recovery is attainable
Recommend fee for services the Department is currently providing but for which no fee is
currently assessed
Figure 5, below, provides an overview of the information our project team will gather and how that will
funnel into a cost model to determine cost of services. Figure 5 may not be inclusive of, or applicable
to, all information reviewed and analyzed.
Figure 5: Cost of Service Graphic
Deliverable 3: Cost of Service Analysis and Fee Study
PHASE 2
Recommendations, Fee Schedule Structure Considerations, and
Peer Comparisons
Utilizing the Cost of Service Analysis and Fee Study developed in Phase 1, our project team will
identify and prioritize necessary changes to fee calculation methodologies and fee schedule structure
and cost allocations, develop initial recommendations, and outline any additional, applicable areas
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PHASE 2
Recommendations, Fee Schedule Structure Considerations, and
Peer Comparisons
where improvements should be considered. We will review findings, priorities, and recommendations
with internal and external stakeholders during two virtual workshops.
COB can expect our team to complete the following project activities:
Facilitate virtual workshops
Validate fee schedule structure, fee calculation methodology, and full-cost allocation
methodology
Where appropriate, demonstrate best practices and methodologies related to service
delivery
Identify other deficiencies and areas for improvement
Develop recommendations, priorities, and implementation strategies
Provide additional consultative recommendations
Survey up to five comparable cities/counties/towns to assess current and recommended fee
levels, fee structure, service delivery structure, workloads and service volumes, and the fiscal
environments related to similar core services peers provide.
Deliverable 4: Recommendations, Fee Schedule Structure Considerations, and Peer Comparisons
PHASE 3
Draft Findings and Recommendations
We will prepare a Draft Cost of Service and Fee Study Report, which we will share with staff and
applicable stakeholders as directed. We will solicit feedback and discuss, document, and include
desired modifications. We find that by sharing our initial findings and report with staff and stakeholders,
we can establish consensus, build buy-in, and promote the long-term success of the recommendations
and changes. Additionally, we will provide COB with the draft cost of service model in an easily
accessible Microsoft Excel format.
COB can expect our draft findings and recommendations to include the following:
Full-cost analysis and fee study findings related to the current fiscal and service
environment
Revenue and expense allocations to services related to the current fiscal and
service environment
Revenue requirement estimates and revenue projections for three fiscal years
Expense requirement estimates and expense projections for three fiscal years
Cost recovery targets
Fee design and calculation recommendations
Updated fee schedule(s) – structure and levels where applicable
Our review, analysis, and development of full-cost allocations for projected direct
and indirect costs related to internal service delivery
Additional, applicable findings and recommendations
Deliverable 5: Draft Cost of Service and Fee Study Report
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PHASE 4
Final Findings and Recommendations
As final project closeout and knowledge sharing activities, we will apply edits to the Final Cost of
Service and Fee Study Report, incorporating COB’s feedback. We will review final project deliverables
with staff and applicable stakeholders virtually, as directed. We find that involving staff in preparation of
the final documents helps to transfer knowledge and helps ensure the successful implementation of the
final recommendations.
COB can expect our team to complete the following project activities:
Update the Cost of Service and Fee Study Report and Cost of Service and Cost Allocation
Model to final
Provide a single PDF file of the report and Microsoft Excel version of the cost model
Provide training to Department staff on the use of cost allocation model so that staff can
independently update the model in subsequent years as needed
Optional: Present final project deliverables to the Department
Optional: Present final project deliverables to the City Council if desired
Deliverable 6: Final Cost of Service and Fee Study Report
Deliverable 7: Final Cost of Service and Cost Allocation Model
Deliverable 8: Final Presentations (Optional)
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4. Project Team
Our team members bring valuable perspectives from their experiences providing project planning, project
management, business process improvement services, fee studies, and more. Figure 6 illustrates our
team organization and leadership.
Figure 6: BerryDunn Team Organization
4.1. Roles, Responsibilities, and Qualifications
Below and on the following pages, we provide details of our project team members’ roles, responsibilities,
and qualifications as it relates to COB’s requested services. Our project team members’ full resumes
are included in Appendix A for COB’s further review and consideration.
Kevin Price, MPP, PMP®, Prosci® CCP | Project Principal
Kevin is a principal in our Local Government Practice Group. He leads our Community
Development and Utility Operations Practice, assisting local government clients with fee
analysis, business process improvement, system selection, and implementation projects.
He also leads our Technology Management Practice focused on assisting local government clients with
IT assessments and strategic planning projects. A certified Project Management Professional® (PMP®),
Kevin has extensive experience in assessing the business needs and processes of municipal clients for
permitting, inspections, planning, code enforcement, and land management functions. Kevin is also a
Lean Six Sigma Green Belt, allowing him to continuously define, measure, analyze, improve, and control
projects and environments for his clients. Further, Kevin has experience working with COB on a fee
review study.
As the project principal, Kevin will:
Have overall responsibility for the services we have proposed to COB
Help ensure the commitment of our firm and appropriate resource allocation
Review and approve all deliverables in accordance with BerryDunn’s quality assurance
processes
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Jesse Myott, MA | Project Manager
Jesse is a manager in our Local Government Practice Group. He has over a decade of
public-sector experience, focusing on supporting local governments with operating and
capital improvement budget development and management; special fund accounting,
revenue and expenditure forecasting; customer valuation; and cost of revenue analyses for municipal
programs and services. Jesse has led multiple cost of service and cost allocation projects for local
governments from California to Massachusetts and has conducted fee studies for community
development departments in COB as well as the Cities of Fernandina Beach, Largo, and Gainesville,
Florida, and Travis County, Texas.
As the project manager, Jesse will:
Build and maintain a productive relationship
with COB
Serve as COB’s primary point of contact
Lead our work and perform day-to-day project
management and staff oversight
Lead the analysis and development of project
deliverables
Develop and maintain the Project Work Plan
and Schedule
Provide subject matter expertise
Fred Turnier, MPA, AICP, Prosci® CCP | Subject Matter Expert
Fred is a manager in BerryDunn’s Local Government Practice Group. He is an AICP-
certified former community development director and city planner. He has more than 25
years of experience working with local government agencies on projects related to fee
studies, cost recovery analyses, business process improvement, policy analysis and development, and
system design and implementation. He provided similar fee study services to COB, as well as the City of
Tucson, Arizona; City of Dallas, Texas; the City of Fernandina Beach, Florida; and Town of Longboat
Key, Florida.
As the subject matter expert, Fred will:
Leverage his experience as a municipal community development director and knowledge of fee
study and cost recovery best practices to provide expertise on in-scope services and
assessment of fees.
Davianna Humble | Business Analyst
Davianna is a consultant in our Local Government Practice Group and an expert in public
sector budgeting and management analysis. In prior public sector roles, she has managed
$1 billion operating and $400 million capital budgets, reviewed funding requests, helped
ensure funds were used in alignment with established strategies and expected outcomes, and provided
programmatic counsel and analytical support to assist various departments. Davianna applies a solutions-
oriented, customer-focused lens to all her work and is skilled at conveying budgeting recommendations to
leadership and community members.
As the business analyst, Davianna will:
Support the development of project deliverables
Lead the review of existing documents and data
Synthesize findings.
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5. Project Budget and Schedule
5.1. Anticipated Schedule
Table 5 presents a high-level overview of our proposed 10-week project schedule. We are happy to
adjust this schedule to best accommodate the City’s needs, as appropriate.
Table 5: BerryDunn’s Proposed Timeline
Phase / Week 1 2 3 4
Phase 0: Project Initiation and Management
Initial meeting to refine scope ●
Phase 1: Cost of Service Analysis and Fee Analysis
Staff interviews ● ● ●
Phase 2: Recommendations, Fee Schedule
Structure Considerations, and Peer Comparisons
Staff interviews ●
Phase 3: Draft Findings and Recommendations
Initial draft of fee study report ●
Phase 4: Findings, Recommendations, and
Presentation
Final draft of fee study report, council
presentation, revisions, staff training
●
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5.2. Proposed Budget
Our proposed fixed fee to complete our proposed work plan is broken down by phase in Table 2. We
welcome the opportunity to review these costs based upon any feedback related to our work plan. Our
fees are based on our experience conducting projects of similar size and scope, and the assumption that
satisfying a deliverable is based on COB’s signed acceptance. We have proposed to complete this
project virtually. If on-site trips are required, we will bill COB for travel expenses as incurred.
Table 2: BerryDunn’s Proposed Fees by Phase and Deliverable
Phase Cost
Phase 0: Project Initiation and Management $2,940
Phase 1: Cost of Service Analysis and Fee Analysis $3,675
Phase 2: Recommendations, Fee Schedule Structure Considerations, and Peer
Comparisons $2,940
Phase 3: Draft Findings and Recommendations $1,470
Phase 4: Final Findings and Recommendations $1,960
Proposed Cost $12,985
*Estimated Travel $1,800
*Travel will only be billed as incurred
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Appendix A. Resumes
Kevin Price, MPP, PMP®, Prosci® CCP
Project Principal
Kevin is a principal in BerryDunn’s Local Government Practice Group. He leads
our CDUO Practice, assisting local government clients with fee study, business
process improvement, system selection, and system implementation projects.
Relevant Experience
Fee Studies: Kevin has assisted BerryDunn clients with cost of service and comparative fee
analysis projects. Kevin previously led a fee review study project with COB. He is currently serving
as the Project Principal for our cost of service fee study for Alachua County, Florida.
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.
Project Management: Kevin has managed projects for some of BerryDunn’s most complex local
government clients. He previously managed BerryDunn’s Municipal Street Addressing and Right-of-
Way Permitting and Code Violation System Assessment Projects for the City of Philadelphia and the
Comparative Fee Analysis Project for the City of Dallas, Texas. Kevin is also overseeing our current
system selection project with the City’s Housing and Revitalization Department.
Selected Local Government Clients
• City of Beaverton, OR
• City of Boca Raton, FL
• City of Bozeman, MT
• City of Dallas, TX
• City of Detroit, MI
• City of Farmers Branch, TX
• City of Fernandina Beach,
FL
• City of Fredericksburg, VA
• City of Frisco, TX
• City of Gainesville, FL
• City of Grand Prairie, TX
• City of Irvine, CA
• City of Philadelphia, PA
• City of Plano, TX
• City of Tucson, AZ
• City of Wilmington, NC
• Lake County, IL
• Outagamie County, WI
• Scott County, IA
• Travis County, TX
• Town of Longboat Key, FL
Education and Memberships
Master’s in Public Policy and Management, Concentration in Financial Management, 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
City of Westbrook, ME Planning Board – Member, 2023 – 2024
City of Westbrook, ME Sewer Commission – Member, 2021 – 2023
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Appendix A. Resumes | 17
Jesse Myott, MA
Project Manager
Jesse is a manager in our Local Government Practice Group. He brings over a
decade of public-sector experience, focusing on supporting local governments
with operating and capital improvement budget development and management;
special fund accounting, revenue and expenditure forecasting; customer
valuation; and cost of revenue analyses for public-sector programs and services. Jesse has led
multiple cost of service and fee study projects for local governments across the country.
Relevant Experience
Fee Studies: Jesse has authored highly complex and sensitive fee studies, created detailed subsidy
analyses, and developed cost recovery models as well as water and sewer rate setting models for a
number of municipalities across the country, most recently for Travis County, Texas, Tucson,
Arizona, and Gainesville and Largo, Florida. Jesse also worked with COB on a fee study review
project.
Business Process Analysis: Jesse is an experienced municipal finance and management
professional with over a decade of experience serving in many areas of local government both as an
analyst and in senior management roles. His municipal business process knowledge extends
through city administration, public works, water delivery and waste collection services, solid waste
collection, public safety, economic development and redevelopment, library and recreation services,
human resources, capital improvement program development, facility planning, compensation and
benefits analysis, and citywide operating budget planning, monitoring and delivery.
Finance: Jesse brings over a decade of public-sector experience. In addition to being an adept
municipal finance professional, Jesse is particularly accomplished in the areas of public works and
engineering budget development and delivery as well as capital improvement project budget
development and delivery.
Utilities Operations: Jesse has years of utility operations experience, specifically in the area of
water and sewer utility management: operating and capital improvement budget development and
delivery, rate setting, water distribution infrastructure finance planning and collection infrastructure
finance planning.
Select Local Government Clients
• City of Bozeman, MT
• City of Cape Coral, FL
• City of Fernandina Beach, FL
• City of Gainesville, FL
• City of Largo, FL
• Manatee County, FL
• City of Villa Park, CA
• Hamilton County, IN
• Tucson, AZ
• Travis County, TX
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) (former)
Municipal Management Association of Northern California
(MMANC) (former)
Presentations
Massachusetts Recreation
and Park Association
(MRPA) Annual Conference
Speaker 2015 – Cost
Recovery Methods
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Appendix A. Resumes | 18
Fred Turnier, MPA, AICP, Prosci® CCP
Subject Matter Expert
Fred is a manager with more than 25 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
homelessness issues, land management, utilities, and infrastructure planning.
Relevant Experience
Fee Studies: Fred has worked with several local government building and development
departments to help determine their true cost of service. He has provided services similar to those
requested for the City of Bozeman, Montana; City of Tucson, Arizona; City of Fernandina Beach,
Florida; City of Dallas, Texas; and the Town of Longboat Key, Florida.
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.
Business Process Improvement: Fred has extensive experience providing business process
improvement services across many departments, including public works and parks and recreation.
Many projects involve identifying business processes that overlap departments, services,
classifications/ compensations for staff, and performance metrics. Fred has helped to identify
efficiencies and best management practices, including written workflow assessments, performance
metrics identification, and long- and short-term improvement recommendations development.
Selected Local Government Clients
• City of Beaverton, OR
• City of Boca Raton, FL
• City of Bozeman, MT
• City of Dallas, TX
• City of Fernandina Beach,
FL
• City of Frisco, TX
• City of Irvine, CA
• City of Philadelphia, PA
• City of Santa Fe, NM
• Pitkin County, CO
• Sonoma County, CA
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
Prosci® Certified Change Practitioner (CCP)
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Appendix A. Resumes | 19
Davianna Humble, CSM
Business Analyst
Davianna is a consultant in our Local Government Practice Group and an
expert in public sector budgeting and management analysis. Prior to joining
BerryDunn, she worked with Wake County, North Carolina, and Douglas
County, Kansas to provide programmatic counsel and analytical support to
assist various departments in achieving their goals and objectives. Davianna has evaluated funding
requests, provided data-driven program recommendations, monitored $1 billion operating and $400
million capital budgets, and helped ensure funds were used in alignment with established strategies
and expected outcomes.
Relevant Experience
Business Analysis: As a management analyst, Davianna has assisted and collaborated with
various departments—ranging from public safety to parks and libraries—to provide analytical support
and data-driven, customer-focused recommendations. She has tracked local, state, and federal
policies to evaluate their impact on operations and to ensure compliance with external laws and
regulations, and she is skilled at developing persuasive written and oral communication to convey
analysis and recommendations.
Budgeting: Davianna’s experience includes evaluating funding and program requests for operating
and capital budgets, developing alternatives in collaboration with department staff, and
recommending prioritized strategic options through an annual budget development process. She
was responsible for $1 billion in operating and $400 million in capital budgets and worked with
multiple departments and outside agencies to ensure appropriate distribution of funds. She is also
skilled at formulating budget narratives to help convey key points and decision factors to the public.
Training and Development: Davianna previously assisted in a human services building restructure
initiative, which included a tenant questionnaire, remapping the facility, and creating a summary of
facility costs. Additionally, she updated a handbook to orient newly elected government officials to
frequently asked questions and provide pertinent contact information.
Human Services: Davianna has contributed to anti-poverty workgroups aimed at developing
systems-based solutions to reducing poverty and discrimination; coordinated with emergency
management staff and volunteers to assess unmet resident needs after natural disasters and
connect residents with resources; and published an article on efforts to address human trafficking
within the State of Kansas.
Education and Memberships
Master of Public Administration, University of Kansas
Certified ScrumMaster, Scrum Alliance
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Quotes for 2023 Engineering Fee Study
ATTACHMENT A: NON-DISCRIMINATION AFFIRMATION FORM
[name of entity proposing] 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 in the performance of
work performed for the City of Bozeman, if a contract is awarded to it, and also recognizes the eventual
contract, if awarded, will contain a provision prohibiting discrimination as described above and that this
prohibition shall apply to the hiring and treatment of the [name
of entity proposing] employees and to all subcontracts it enters into in the performance of the
agreement with the City of Bozeman.
Signature of Proposer:
Person authorized to sign on behalf of the proposer
Appendix B. Required Forms
Berry, Dunn, McNeil & Parker, LLC
Berry, Dunn, McNeil & Parker, LLC
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