HomeMy WebLinkAbout1997-10-20 City Council (30)City of Palo Alto
C ty Manager’s Report
TO:HONORABLE CITY COUNCIL
FROM:CITY MANAGER DEPARTMENT:ADMINISTRATIVE
SERVICES
AGENDA DATE: OCTOBER 20, 1997 CMR:422:97
SUBJECT:AWARD OF A CONSULTANT CONTRACT WITH ZUCKER
SYSTEMS FOR AN ORGANIZATIONAL REVIEW OF THE
CITY OF PALO ALTO PLANNING FUNCTION
RECOMMENDATIONS
Staff recommends Council approve and authorize the Mayor to execute the attached contract
with Zucker Systems in the amount of $49,500 for an organizational evaluation of the City’s
Plarming Division within the Planning Department.
POLICY IMPLICATIONS
This contract does not represent any change to existing City policies.
BACKGROUND
The Planning Division (DiVision) has been directly affected by the current upswing in the
area economy and has become involved in a wide variety of development activities which
have directly resulted from the strong economy. It has been increasingly difficult for the
Division to accomplish the level of work that has been generated. The Division is currently
staffed with both contract and permanent employees, and the use of contract employees has
become more prevalent during the recent economic expansion in order to meet workload
demands. Recent stafftumover has further diminished the Division’s ability to meet work
expectations. The 1997-98 Adopted Budget included funding of $50,000 to utilize a
consultant to review the operations and functions of the Division to evaluate the organization,
staffing and workflow within the Division. The review will also entail an evaluation of
operational oversight, the appropriate mix and type of staffing for the planning function in
order to be able to meet peak demands.
C1VIR:422:97 Page 1 of 3 ’
DISCUSSION
Consultant Selection
An Request For Proposal (RFP) was sent to 14 consultant firms. Of these, five firms
responded: two proposals were submitted and three .firms indicated that they were unable
to submit a proposal at this time. The two firms submitting proposals are well qualified, and
since this is a very targeted project requiring a background in planning and organization
analysis, the number of qualified fLrms was expected to be low. Both firms responding to the
RFP have backgrounds in the planning area and have previously been involved in similar
types of reviews. The City Manager, Human Resources Director, Budget Manager, and
Director of Planning and Community Environment reviewed the proposals and interviewed
the two firms. Staff determined that Zucker Systems, based on its extensive expertise in this
area and the quality of its proposal, could best meet the City’s needs in performing this
evaluation. Zucker Systems has performed performance audits, process streamlining and
management studies for Planning Departments and Planning Commissions in a variety of
communities across the country. In addition, the approach proposed by Zucker Systems is
clearly defined and is a solid analytic approach that the review team felt would result in a
solid review of the operation.
Zucker Systems was created in 1982 to provide a unique combination of consulting services
with specialization in the areas of planning, management, development and the environment.
Zucker Systems is a sole proprietorship and conducts services on a national basis. The finn
has an extensive list of clients in the public sector including several major cities in California.
The firm is lead by Paul C. Zucker, President, who has consulted with more than 70 cities
and counties in 19 states. In addition, Mr. Zucker has worked with over 50 non-government
clients and has work experience in the public sector. Work on this project will commence
October 27 with the final report to the City Manager due January, 12. The Director of Human
Resources will be the project manager for the City. Any City Manager’s recommendations
resulting from this study will be included in the 1998-99 proposed budget.
FISCAL IMPACT
The contract will be in the amount of $49,500, and the funds are in included in the 1997-98
Human Resources Department operating budget.
CMR:422:97 Page 2 of 3
ENVIRONMENTAL IMPACT
The services do not constitute a project for the purposes of the California Environmental
Quality Act.
ATTACHMENTS
Attachment A - Contract
PREPARED BY: Virginia Harrington, Acting Assistant Director of Administrative Services
DEPARTMENT HEAD APPROVAL:
e issa t~avallo, ’
Acting Director,
Adm/~istrative Services
Jay~.oun~s,
Director of Human Resources
CITY MANAGER APPROVAL:
Fleming
Manager
CC:Architectural Review Board
Historic Resources Board
Planning Commission
CMR:422:97 Page 3 of 3
CONTRACT NO.
BETWEEN THE CITY OF PALO ALTO AND
ZUCKER SYSTEMS
FOR AN ORGANIZATIONAL EVALUATION OF THE CITY’S PLANNING DIVISION
This Contract No. is entered into on
, 1997, by and between the CITY OF PALO ALTO, a
chartered city and a municipal corporation of the State of
California ("CITY"), and ZUCKER SYSTEMS, a sole proprietorship
located at 1545 Hotel Circle South #300, San Diego, CA 92108-3415
("CONTRACTOR").
RECITALS:
WHEREAS, CITY desires certain consulting services
("Services"), as more fully described in CONTRACTOR’s Proposal dated
August 22, 1997, as amended by the memo from Paul Zucker to Gigi
Harrington, dated September 12, 1997, which includes revisions to
pages 6, 31 and 32 of the Proposal, which are collectively labeled
as Exhibit "~’; and
WHEREAS, CITY desires to engage CONTRACTOR, including its
employees, if any, in providing the Services by reason of its
qualifications and experience in performing such Services, and
CONTRACTOR has offered to provide the Services on the terms and in
the manner set forth herein;
NOW, THEREFORE, in consideration of the covenants, terms,
conditions, and provisions of this Contract, the parties agree:
SECTION i. TERM
I.i This Contract will commence on the date of its
execution by CITY. The obligation of CONTRACTOR to perform the
Services will commence in accordance with the time schedule set
forth in Exhibit "A". Time is of the essence of this Contract. In
the event that the Services are not completed within the specified
time schedule on account of CONTRACTOR’s default, CITY’s city
manager will have the option of extending the time schedule for any
period of time. This provision will not preclude the recovery of
damages for delay caused by CONTRACTOR.
SECTION 2 QUALIFICATIONS, STATUS, AND DUTIES OF
CONTRACTOR
2.1 CONTRACTOR represents andwarrants that it has theexpertise and professional qualifications to furnish or cause to be
furnished the Services. CONTRACTOR further represents and warrants
that the project director and every individual charged with the
performance of the Services under this Contract are duly licensed
or certified by the State of California, to the extent such
licensing or certification is required by law to perform the
Services.
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2.2 In reliance on the representation and warranty set
forth in Section 2.1, CITY hires CONTRACTOR to perform, and
CONTRACTOR covenants and agrees that it will furnish or cause to be
furnished, the Services as set forth in Exhibit "A".
2.3 CONTRACTOR will assign Paul C. Zucker as the project
director to have supervisory responsibility for the performance,
progress, and execution of the Services. If circumstances or
conditions subsequent to the execution of this Contract cause the
substitution of the project director for any reason, the
appointment of a substitute project director will be subject to the
prior written approval of the project manager.
2°4 CONTRACTOR represents and warrants that it will:
2.4ol Procure all permits and licenses, pay all
charges and fees, and give all notices which may be necessary and
incident to the due and lawful prosecution of the Services;
2.4.2 Keep itself fully informed of all existing and
future Federal, State of California, and local laws, ordinances,
regulations, orders, and decrees which may affect those engaged or
employed under this Contract, any materials used in CONTRACTOR’s
performance under this Contract, or the performance of the
Services;
2.4.3 At all times observe and comply with, and cause
its employees and contractors (and consultants), if any, who are
assigned to the performance of this Contract to observe and comply
with, the laws, ordinances, regulations, orders and decrees
mentioned above; and
2.4.4 Will report immediately to the project manager,
in writing, any discrepancy or inconsistency it discovers in the
laws, ordinances, regulations, orders, and decrees mentioned above
in relation to any plans, drawings, specifications or provisions of
this Contract.
2°5 Any reports, information, data or other material
given to, or prepared or assembled by, CONTRACTOR or its
contractors, if any, under this Contract will become the property
of CITY and will not be made available to any individual or
organization by CONTRACTOR or its contractors, if any, without the
prior written approval of the city manager.
2.6 CONTRACTOR will provide CITY with copies of the
documents which may be required under this Contract, as provided in
Exhibit "A," upon completion and acceptance of each such document
by CITY.
2°7 If CITY requests, additional copies of reports,
drawings, specifications or any other material which CONTRACTOR is
required to furnish in limited quantities in the performance of
the Services, CONTRACTOR will provide such additional copies and
CITY will compensate CONTRACTOR for its duplication costs.
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2.8 CONTRACTOR will be responsible for employing o~
engaging all persons necessary to perform the Services. All
contractors of CONTRACTOR will be deemed to be directly controlled
and supervised by CONTRACTOR, which will be responsible for their
performance. If any employee or contractor of CONTRACTOR fails or
refuses to carry out the provisions of this Contract or appears to
be incompetent or to act in a disorderly or improper manner, the
employee or contractor will be discharged immediately from further
performance under this Contract on demand of the project manager.
SECTION 3. DUTIES OF CITY
3.1 CITY will furnish or cause to be furnished the
specified services set forth in Exhibit "~’ and such other
information regarding its requirements as may be reasonably
requested by CONTRACTOR.
3.2 The City Manager will represent ~CITY for all
purposes under this Contract. Jay Rounds is designated as the
project manager for the City Manager. The project manager will
supervise the performance, progress, and execution of the Services.
3.3 If CITY observes or otherwise becomes aware of any
default in the performance of CONTRACTOR, CITY will use reasonable
efforts to give written notice thereof to CONTRACTOR in a timely
manner.
SECTION 4 - COMPENSATION
4.1 In consideration of the full performance of the
Services by CONTRACTOR, CITY will pay CONTRACTOR a total sum not
to exceed Forty-nine Thousand Five Hundred Dollars ($49,500)
payable according to~ the percentage of completed tasks, in
accordance with the fee schedule set forth in Exhibit "~’. The
final ten percent (10%) of compensation will be payable upon
completion of all contract tasks as identified in Exhibit "A".
4.2 City’may in writing request CONTRACTOR to perform
Additional Services. In consideration of the full performance of
such additional services, if any, City will pay CONTRACTOR for
services rendered at the hourly rates shown in C0~TRACTOR’s fee
schedule, which is set forth as Section V, "Costs" of Exhibit "A."
SECTION 5.AUDITS
5.1 CONTRACTOR will permit CITY to audit, at any
reasonable time during the term of this Contract and for three (3)
years thereafter, CONTRACTOR’s records pertaining to matters
covered by this Contract. CONTRACTOR further agrees to maintain
and retain such records for at least three (3) years after the
expiration or earlier termination of this Contract.
SECTION 6 INDEMNITY
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6.1 CONTRACTOR agrees to protect, indemnify, defend and
hold harmless CITY, its Council members, officers, employees and
agents from any and all demands, claims, or liability of any
nature, including death or injury to any person, property damage or
any other loss, caused by or arising out of CONTRACTOR’s, its
officers’, agents’, subcontractors~ or employees’ negligent acts,
errors, or omissions, or willful misconduct~ or conduct for which
applicable law may impose strict liability on CONTRACTOR in the
performance of or failure to perform its obligations under this
Contract.
SECTION 7.WAIVERS
7.1 The waiver by either party of any breach or
violation of any covenant, term, condition or provision of this
Contract, or of the provisions of any ordinance or law, will not be
deemed to be a waiver of any other term, covenant, condition,
provisions, ordinance or law, or of any subsequent breach or
violation of the same or of any other term, covenant, condition,
provision, ordinance or law. The subsequent acceptance by either
party of any fee or other money which may become due hereunder will
not be deemed to be a waiver of any preceding breach or violation
by the other party of any term, covenant, condition or provision of
this Contract or of any applicable law or ordinance.
7.2 No payment, partial payment, acceptance, or partial
acceptance by CITY will operate as a waiver on the part of CITY of
any of its rights under this Contract.
SECTION 8~INSURANCE
8.1 CONTRACTOR, at its sole cost and expense, will
obtain and maintain, in full-force and effect during the term of
this Contract, the insurance coverage described in Exhibit "B",
insuring not only CONTRACTOR and its contractors, if any, but also,
with the exception of workers’ compensation, employer’s liability,
and professional liability insurance, naming CITY as an additional
insured concerning CONTRACTOR’s performance under this Contract°
8.2 All insurance coverage required hereunder will be
provided through carriers with Best’s Key Rating Guide ratings of
A:X or higher which are admitted to transact insurance business in
the State of California.
8.3 Certificates of such insurance, preferably on the
forms provided by CITY, will be filed with CITY concurrently with
the execution of this Contract. The certificates will be subject
to the approval of CITY’s risk manager and will contain an
endorsement stating that the insurance is primary coverage and will
not be canceled or altered by the insurer except after filing with
CITY’s city clerk thirty (30) days’ prior written notice of such
cancellation or alteration, and that the City of Palo Alto is named
as an additional insured except in policies of workers’
compensation, employer’s liability, and professional liability
insurance. Current certificates of such insurance will be kept on
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file at all times during the term of this Contract with the city
clerk.
8.4 The procuring of such required policy or policies of
insurance will not be construed to limit CONTRACTOR’s liability
hereunder nor to fulfill the indemnification provisions of this
Contract. Notwithstanding the policy or policies of insurance,
CONTRACTOR will be obligated for the full and total amount of any
damage, injury, or loss caused by or directly arising as a result
of the Services performed under this Contract, including such
damage, injury, or loss arising after the Contract is terminated or
the term has expired.
SECTION 9. WORKERS’ COMPENSATION
9.1 CONTRACTOR, by executing this Contract, certifies
that it is aware of the provisions of the Labor Code of the State
of California which require every employer to be insured against
liability for workers’ compensation or to undertake self-insurance
in accordance with the provisions of that Code, and certifies that
it will comply with such provisions, as applicable, before
commencing the performance of the Services.
SECTION I0.
SERVICES
TERMINATION OR SUSPENSION OF CONTRACT OR
i0.i The city manager may suspend the performance of the
Services, in whole or in part, or terminate this Contract, with or
without cause, by giving thirty (30) days’ prior written notice
thereof to CONTRACTOR. Upon receipt of such notice, CONTRACTOR
will immediately discontinue its performance of the Services.
10.2 CONTRACTOR may terminate this Contract or suspend
its performance of the Services by giving thirty (30) days’ prior
written notice thereof to CITY, but only in the event of a
substantial failure of performance by CITY or in the event CITY
indefinitely withholds or withdraws its request for the initiation
or continuation of the Services to be performed.
10.3 Upon such suspension or term±nation by CITY,
CONTRACTOR will be paid for the Services actually rendered to CITY
on or before the effective date of suspension or termination;
provided, however, if this Contract is suspended or terminated on
account of a default by CONTRACTOR, CITY will be obligated to
compensate CONTRACTOR only for that portion of the Services which
are of direct and immediate benefit to CITY, as such determination
may be made by the city manager acting in the reasonable exercise
of her discretion.
10.4 Upon such suspension or termination, CONTRACTOR will
deliver to the city manager immediately any and all copies of
studies, sketches, drawings, computations, and other data, whether
or not completed, prepared by CONTRACTOR or its contractors, if
any, or given to CONTRACTOR or its contractors, if any, in
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connection with this Contract.
property of CITY.
Such materials will become the
10.5 The failure of CITY to agree with CONTP~ACTOR’s
independent findings, conclusions, or recommendations, if the same
are called for under this Contract, on the basis of differences in
matters of judgment, will not be construed as a failure on the part
of CONTRACTOR to fulfill its obligations under this Contract.
SECTION Ii.ASSIGNMENT
ii.i This Contract is for the personal services of
CONTRACTOR, therefore, CONTRACTOR will not assign, transfer,
convey, or otherwise dispose of this Contract or any right, title
or interest in or to the same or any part thereof without the p~±or
written consent of CITYo A consent to one assignment will not be
deemed to be a consent to any subsequent assignment. Any
assignment made without the approval of the city manager will be
void and, at the option of the city manager, this Contract may be
terminated. This Contract will not be assignable by operation of
law.
SECTION 12. NOTICES
12.1 All notices hereunder will be given in writing and
mailed, postage prepaid, by certified mail, addressed as follows:
To CITY:Office of the City Clerk
City of Palo Alto
Post Office Box 10250
Palo Alto, CA 94303
To CONTRACTOR: Attention of the project director
at the address of CONTRACTOR recited above
SECTION 13. CONFLICT OF INTEREST
13.1 In accepting this Contract, CONTRACTOR covenants
that it presently has no interest, and will not acquire any
interest, direct or indirect, financial or otherwise, which would
conflict in any manner or degree with the performance of the
Services.
13.2 CONTRACTOR further covenants that, in the
performance of this Contract, it will not employ any contractor or
person having such an interest. CONTRACTOR certifies that no
person who has or will have any financial interest under this
Contract is an officer or employee of CITY; this provision will be
interpreted in accordance with the applicable provisions of the
Palo Alto Municipal Code and the Government Code of the State of
California.
SECTION.14. NONDISCRIMINATION
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14.1 As set forth in the Palo Alto Municipal Code, no
discrimination will be made in the employment of any person under
this Contract because of the age, race, color, national origin,
ancestry, religion, disability, sexual preference or gender of that
person. If the value of this Contract is, or may be, five thousand
dollars ($5,000) or more, CONTRACTOR agrees to meet all
requirements of the Palo Alto Municipal Code pertaining to
nondiscrimination in employment, including completing the requisite
form furnished by CITY and set forth in Exhibit "C".
14.2 CONTRACTOR agrees that each contract for services
with an independent provider will contain a provision substantially
as follows:
"[Name of Provider] will provide CONTRACTOR
with a certificate stating that [Name of
Provider] is currently in compliance with all
Federal and State of California laws covering
nondiscrimination in employment; that INane of
Provider] will pursue an affirmative course of
action as required by the Affirmative Action
Guidelines of the City of Palo Alto; and that
[Name of Provider] will not discriminate in
the employment of any person under this
contract because of the age, race, color,
national origin, ancestry, religion,
disability, sexual preference or gender of
such person."
14.3 If CONTRACTOR is found in violation of the
nondiscrimination provisions of the State of California Fair
Employment Practices Act or similar provisions of Federal law or
executive order in the.performance of this Contract, it will be in
default of this Contract. Thereupon, CITY will have the power to
cancel or suspend this Contract, in whole or in part, or to deduct
the sum of twenty-five dollars ($25) for each person for each
calendar day during which such person was subjected to acts of
discrimination, as damages for breach of contract, or both. Only
a finding of the State of California Fair Employment Practices
Commission or the equivalent federal agency or officer will
constitute evidence of a breach of this Contract.
14.4 If CONTRACTOR is in default of the nondiscrimination
provisions of this Contract or the Affirmative Action Guidelines
pertaining to this Contract, CONTRACTOR will be found in material
breach of this Contract. Thereupon, CITY will have the power to
cancel or suspend this Contract, in whole or in part, or to deduct
from the amount payable to CONTRACTOR the sum of two hundred fifty
dollars ($250) for each calendar day during which CONTRACTOR is not
in compliance with this provision as damages for breach of
contract, or both.
SECTION 15.MISCELLANEOUS PROVISION~
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15.1 CONTRACTOR represents and warrants that it has
knowledge of the requirements of the Americans with Disabilities
Act of 1990, and the Government Code and the Health and Safety Code
of the State of California, relating to access to public buildings
and accommodations for disabled persons, and relating to facilities
for disabled persons. CONTRACTOR will comply with or ensure by its
advice that compliance with such provisions will be effected in the
performance of this Contract.
15.2 This Contract will be governed by the laws of the
State of California, excluding its conflicts of law.
15.3 In the event that an action is brought, the parties
agree that trial of such action will be vested exclusively in the
state courts of California or in the United States District Court
for the Northern District of California in the County of Santa
Clara, State of California.
15.4 The prevailing party in any action brought to
enforce the provisions of this Contract may recover its reasonable
costs and attorneys’ fees expended in connection with that action°
15.5 This document represents the entire and integrated
agreement between the parties and supersedes all prior negotia-
tions, representations, and contracts, either written or oral.
This document may be amended only by a written instrument, which is
signed by the parties. City’s City Manager is authorized to
execute any amendments on behalf of the City.
15.6 All provisions of this Contract, whether covenants
or conditions, will be deemed to be both covenants and conditions.
15.7 The covenants, terms, conditions and provisions of
this Contract will apply to, and will bind, the heirs, successors,
executors, administrators, assignees, and contractors, as the case
may be, of the parties.
15.8 If a.court of competent jurisdiction finds or rules
that any provision of this Contract or any amendment thereto .is
void or unenforceable, the unaffected provisions of this Contract
and any amendments thereto will remain in full force and effect.
15.9 All exhibits referred to in this Contract and any
addenda, appendices, attachments, and schedules which, from time
to time, may be referred to in any duly executed amendment hereto
are by such reference incorporated in this Contract and will be
deemed to be a part of this Contract.
15.10 This Contract may be executed in any number of
counterparts, each of which will be an original, but all of which
together will constitute one and the same instrument.
15oll This Contract is subject to the fiscal provisions
of the Charter of the City of Palo Alto and the Palo Alto Municipal
Code. This Contract will terminate without any penalty (a) at the
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end of any fiscal year in the event that funds are not appropriated
for the following fiscal year, or (b) at any time within a fiscal
year in the event that funds are only appropriated for a portion of
the fiscal year and funds ,for this Contract are no longer
available. This Section 15.11 shall take precedence in the event
of a conflict with any other covenant, term, condition, or
provision of this Contract.
IN WITNESS WHEREOF, the parties hereto have by their duly
authorized representatives executed this Contract on the date first
above written.
ATTEST:CITY OF PALO ALTO
City Clerk
APPROVED AS TO FORM:
Mayor
Senior Asst. City Attorney
Assistant City Manager
Director of Human Resources
ZUCKER SYSTEMS
Its:
Taxpayer’s I.D. No. 33-0131188
Acting Director of
~trative Services
Attachments:
EXHIBIT "A":
EXHIBIT "B":
EXHIBIT "C":
SCOPE OF SERVICES AND TIME SCHEDULE
INSURANCE
NONDISCRIMINATION COMPLIANCE FORM
9
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CERTIFICATE OF ACKNOWLEDGMENT
(Civil Code ~ 1189)
a Notary
appeared
On ~ /~ ,1997, before me ~. ~LLfJ~-
Pu,~ic in and for said County and State, personally
, personally known to me
or proved to me on the basis of satisfactory evidence to be the
person(s) whose name(s) is/are subscribed to the within instrument
and acknowledged to me that he/she/they executed the same in
his/her/their authorized capacihy(ies), and that by his/her/their
signature(s) on the instrument the person(s), or the entity upon
behalf of which the person(s) acted, executed the instrument.
WITNESS my hand and official seal.
KAREN L BURKE
NOTARY PUBLIC - C/IJ.JFORNIA
COMMISSION # 1092334~.N .~EeO COUNTYnmlssjon Exp. March 24, 2O00
S ’ --lic¯ gnature Notary Pub
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EXHIBIT A
enwronment
development
management
housing
P,:*,UL C. ZUCKER
president
5~’5 hotel c~rcle southsuite 300
san d~ego, ca
92108-3415
(619) 260-2680
"~, (619) 260-!138
August 22, 1997
City of Palo Alto
Purchasing & Contract Administration
1 st Floor, Civic Center
250 Hamilton Avenue
Palo Alto, CA 94301
Dear Purchasing Agent:
We are pleased to submit six copies of a proposal to conduct a most important
study of the City’s Planning Division. This proposal is in strict compliance with
the Request For Proposal and no exceptions are proposed.
The project offers an inherently interesting situation which we believe presents
appealing conceptual and technical challenges and opportunities. Properly
carried out, the Division, City and broader community will greet the study with
great enthusiasm, as it can lead to improved productivity and service levels.
We are prepared to complete this study over a three month period at a base cost
of $48,500. We propose an optional peer review task at a cost of $4,000. This
price is-valid for 90 days.
Although we are located in San Diego, we anticipate carrying out a high
percentage of this task on-site in Palo Alto.
We believe you should select our proposal because:
We offer the personal attention of Paul C. Zucker, President of Zucker
Systems, who has a unique background as a management consultant and
former Planning Director for Brookline, Massachusetts; Marin County;
California; Tucson, Arizona; and San Diego County, California. He also trains
managers throughout the United States and Canada to run more effective
and efficient planning organizations. Furthermore, he is author of three
publications specifically designed for planning departments, The
Management Idea Book, The ABZs of Planning Management and a monthly
publication for planning managers, Z Management Ideas.
2.To our knowledge, Zucker Systems is the only operating planning finn in the
United States that also specializes in management consultation services to
’planning departments.
3.We have a strong track record for producing excellent consensus building
studies for similar clients.
4.Our Scope of Services creatively and imaginatively focuses your concerns
within a reasonable time frame and budget.
o We plan to involve the entire Planning Division staff in this study. This is
essential if the goal of the study is positive change.
6.We propose a unique, well tested peer panel pioneered by Zucker Systems.
o We have extensive first hand experience with contract planning that will be
an asset in the staffing analysis, having performed contract staffing services
for Imperial Beach and Chino Hills, California.
o
o
We are experts at creating more effectiveness and efficiency in organizations
through a synergistic systems approach. Our senior level principals will
conduct all of the professional work and will see it through from beginning to
end. At the completion of the study the City will know the optimal approach
to staffing, use of consultants, organization structure, work flow, peak
loading and management.
All of our staff have upper level executive experience of particular value to
Palo Alto. We will not use junior level staff, nor will we use Palo Alto as a
training ground. Staff for this study, in addition to Paul Zucker, include:
Steve Scheinman, an expert in organizational design, support systems,
staffing and human resources.
Frank Nickolson, an industrial enginee.r, With expertise in measurement
systems and work flow analysis.
10.We are noted for providing clients with considerably more detail than most
management studies.
Our background, approach and references are detailed in the attached proposal. I
look forward to meeting with you to discuss our proposal i.n detail.
Attached Proposal
Table of Contents
I.BACKGROUND/METHODOLOGY/STAFFING/TIM LINE ................1
SCOPE OF SERVICES .........................................................................................7
Task 1.0 - Project Initiation and Project Management ..................................7
Task 2.0 - External Interviews and Meetings ................................................8
Task 3.0 - Profile of the Division Operations ..................................................9
Task 4.0 - Focus Groups ....................................................................................10
Task 5.0 - Division Staff Meetings and Questionnaires ................................11
Task 6.0 - Peer Review (Optional Task) ..........................................................12
Task 7.0 - Organizational Issues .......................................................................13
Task 8.0 - Work Flow And Dis~bufion ..........................................................14
Task 9.0 - Staffing ..............................................................................................15
Task 10.0 - Study Report and Actions Plan .....................................................16
III. QUALIFICATIONS - Zucker Systems Background And Resumes ........19
IV. RELATED EXPERIENCE AND REFERENCES ........................................2 8
_ V..COSTS .....................................................................................................................31
Appendix
A. Forms .............................................................: ...........................................................3 3
B. Zucker Systems’ Ckients ..........................................................................................3 8
C. Work Documentation Methodology ....................................................................5 5
List of Figures
1. Study Organization Chart .......................................................................................2
2. Methodology Overview .........................................................................................5
3. Project Schedule .......................................................................................................6
4. Task Assignment and Hours ...................................................................................3 2
I.BACKGROUND/ METHODOLOGY/
STAFFING/ TIMELINE
BACKGROUND/OBJECTIVES
This is a proposal by Zucker Systems of San Diego, California, to complete an
Organizational Evaluation of the City’s Planning Division. The Division has
three principal functions of Advance Planning, CDBG/Housing, and
Development Review. The Planning Division is impacted by an upswing in
the economy, recent staff turnover, peak demands and a reliance on contract
planners.
The objective of this review is to evaluate the organization, staffing and work
flow of the Planning Division. Of particular importance are issues of
management oversight and the appropriate mix of staffing.
BACKGROUND/CONSULTANTS
Zucker Systems may be the only consulting firm in the United States that
specializes in the management, organizational review and auditing of
community development functions while at the same time operating as a
development, planning, and environmental firm. Zucker Systems is a sole
proprietorship. Our services are conducted on a national basis. The study will
be managed by Zucker Systems’ President, Paul C. Zucker. His experience and
qualifications include:
Director of Planning for several communities including; San
Diego County; Marin County; Tucson, Arizona; and Brookline,
Massachusetts.
Writes and lectures extensively on how to manage planning
functions.
Created a benchmark assessment system of the development
process based on 216 criteria and 317 sub-criteria.
~" Expertise on interview techniques, focus groups, customer
service and peer panels.
v’ Completion of numerous reviews of Planning Departments.
v’Considerable experience in contract planning having performed
contract staffing services for Imperial Beach and Chino Hills.
Palo Alto 1 Zucker Systems
Assisting Mr. Zucker in this study is the team of Steve Scheiruman and
Frank Nickolson, whom have worked together on numerous other
s~-udies,
Steve Scheinman brings extensive analytical and management skills to
this project. As Director of Alameda County’s General Service Agency,
he also has extensive experience in support systems. Furthermore, he
has considerable background in employee relations and personnel. Mr.
Scheinman will focus on operational polices, organizational issues and
staffing.
Frank Nickolson is an industrial engineer with extensive expe_~ence in
the private sector. He is an expert in performance measurement and
.staffing analysis, as well as operational procedures. He and M~. Zucker
have worked together on similar studies and co-authored the approach
to using statistics and numbers as described in Appendix C.
The staffing is shown in Figure I.
Figure 1
Study Organization Chart
Paul C. Zucker ~
P roject~ManagerJ
I
Steve Scheinman
Personnel
and
Organization
I
Lydia Stacey
Computers
and
Records
I
Frank Nickoison
Measurement
and
Systems
James Bucknall
Graphics
Palo Alto 2 Zucker Systems
METHODOLOGY
We see improving governmental agencies as a major focus of today’s
governmental climate. Private companies see the need to become more
efficient and effective because of new international competition and rapidly-
changing market conditions. Our public clients increasL~gly see a similar
competitive environment at the local level. Governmental services must
provide more ’~oang for the buck," and in a clear way that will retain public
support. In these fast moving times, with new pressures on government and
public organizations, even the best bureaucracies can break down if problems
are allowed to fester into crisis.
Placed within this contemporary context, the desire to examine the Planning
Division and help it to become more efficient and effective is not a luxury,
but an essential requirement. In Japanese terms, this is the Kaizen--a
continuous search for improvement.
Our approach focuses on:
I.
o
o
o
Personal, High-Level Attention
Zucker Systems is a small firm that believes in giving its clients
personal attention.~ Paul C. Zucker will personally manage the entire--
study and conduct major portions of the work.
Independence and Impartiality
We have worked in many politically-sensitive environments and
have produced independent and impartial studies. These studies
generally are accepted by the diverse sides of issues and become a focus
for bringing all the various groups together in positive decision-
making.
Scientific Methodology
Our methodology will rely on a variety of instruments, interview
techniques, and analysis methods developed and refined through prior
projects and studies. The data gathered from all sources will focus on
key issues as identified. Our analytical methods involve qualitative
and quantitative data evaluation.
Agency Involvement
A working relationship between the City and the consultant is highly
critical, if organizational change is to take place. We will spend large
amounts of time with City officials and staff.
Interviews
Our methodology in obtaining input from customers, staff, and policy
makers is well developed. We have found that one-on-one,
.confidential interviews are very effective. We use both a.structured
format to test issues central to the study, and also utilize a totally
unstructured portion that allows issues to surface which would not
otherwise be so obvious.
Palo Alto 3 Zucker Systems
Focus Groups
For development functions, we have found the use of focus groups to
be highly successful. Zucker Systems has had exceptional success with
our specially-designed focus group techniques. Because of Paul
Zucker’s background in the development field, he is particularly adroit
at facilitating and drawing out focus groups.
o Audit Report Presentation
The final report should be clear, readable, and well presented for
maximum effectiveness. Zucker Systems’ President, Paul C. Zucker,
has written extensively for a variety of publications and is a sought-
after convention and seminar speaker. He has made hundreds of
presentations before elected officials and citizen’s groups, using
effective graphics to clarify key Foints.
Peer Review
We have developed a unique and well tested approach to peer review
and have applied it in five previous studies. We show this as an
option in our budget but highly recommend this task be included.
9. New Assessment Methodology
........................ Zucker Systems has recently-released-to-a-national-market ~-n-ew-
assessment system for the governmental permit process. This system
benchmarks organizations against 216 criteria and 317 sub-criteria. This
system will be used as one of the analysis tools for the study.
10. Overall Methodology
Zucker Systems uses a well-tested, integrated methodology, as shown
in Figure 2. The methodology is built on inter-relating records,
observations, and interviews. Use of all three is necessary for valid
studies. National studies have shown that each one of these threemif
relied upon exclusivelymcan be subject to substantial error. For
example, records systems are often found to be 50% in error, or the
wrong things are measured. We use observations and interviews to
verify records. Records and interviews are used to verify observations.
Records and observations are.used to verify interviews.
Each of the groups of people, shown in Figure 2, is an important part of
the process and methodology. As consultants, we bring to the process
an unusually high degree of familiarity with the functions to be
examined.
Palo Alto 4 Zucker Systems
Figure 2
Methodology Overview
Methodo. iogy ~
Overview
Consultants City Peer
Experience Staff Panel
Operational
Analysis
Recommendations
and Action Plan
Customers Policy
Makers
Palo Alto ~Zucker Systems
TIMELINE AND PROCESS
We envision that a large percentage of cur work will take place on site at the
City offices during work trips. Assuming the contract is executed in
September, it should be possible to ccz.duct the study over ~he next three ¯
months and produce a draft report by eaziv December and a final study report
by the end of December. The sequencin~ of the study tasks will be determined
during Task 1.0, Project Initiation. A F:elim~ary schedule and sequence is
shown in Figure 3.
Figu:e 3
Project Sd~edule
Month
Task Date
Week No.
1,0 Project-Initiation and Management ---
2.0 Interviews
3.0 Profile Operations
4.0 Focus Groups
5.0 Staff Meetings & Questionnnaires
6.0 Peer Review
7.0 Organizational Issues
8.0 Work-flow and Distribution
9.0 Staffing
10.0 Report and Action Plan
Draft to HRD Director
Final to HRD Director
Present to City Manager
C :tober Novern,,cer
29 6 !’~ 20!27
1 2 _~ 4 5
’’ 243 10 ! 17;
6 7 ! 8 i 9
i
i
December
1 8 115
10 11 12
Palo Alto 6 Zucker Systems
Iio SCOPE OF SERVICES
We carefully reviewed the Request for Proposal (RFP) and spoke with City
staff in order to formulate our scope of services in accordance with the study
objectives. All of the work elements required by the RFP are included in our
proposed scope of services. The work program, described below, consists of
ten (10) tasks and forty-seven (47) sub-tasks. We anticipate that 75% of the
work will be done on site.
Task 1.0
Task 2.0
Project Initiation and Project Management
Interviews
Task 3.0
Task 4.0
Task 5.0
Task 6.0
Task 7.0
Task 8.0
Profile of the Division Operations
Focus Groups
Division Staff Meetings and Questionnaires
Peer Review (Optional Task)
Organizational Issues_
Work Flow and Distribution
Task 9.0 Staffing.
Task 10.0 Study Report and Action Plan
TASK 1.0 - PROJECT INITIATION AND PROJECT MANAGEMENT
Objective
Develop a refined work program and scope of services; establish a schedule of
meetings; identify coordinating procedures and manage the project.
Product
Begin and manage project.
We have combined the initial task of starting the project with the ongoing
task of monitoring, controlling, and administering the project. The ongoing
project management activities are directed to tracking the project’s progress
against the plan and reporting progress to the City.
Of particular importance will be to ensure that, from the initial steps of the
engage.ment, the .roles of all involved by both the City and consultant are
clear, and appropriate lines of communication are established.
Palo Alto 7 Zucker Systems
Subtask 1.1 - Review Goals and Objectives of Proposed Study
Discussions will be held with the Director of Human Resources, City
Manager, Director of Planning and Community Environment to assure that
the study direction adequately represents the desires of the City.
Subtask 1.2 - Refine Work Program
Consultant will develop needed refinements to the work program that will be
reflected in the scope-of-services contract.
Subtask 1.3 - Collect Preliminary Data
Preliminary data will be collected in order to further define the scope of
services. Data to be furnished by the City will include, but not be limited to;
relevant budgets, operating procedures, policies of the City Council, Planning
Commission, Architectural Review Board, Historic Resources Board and
workload data.
Subtask 1.4 - Contract Management
This task will consist of monitoring the engagement program, completion of
tasks,-timely submittal of-deliverables, ~luality.c0ntrol-S-and m6riito¥i~ng ......
engagement files, work papers, and billing.
Subtask 1.5 - Progress Meetings ,
Bi-weekly progress meetings will be held with the Director of Human
Resources and City Manager or others as appropriate.
TASK 2.0 -EXTERNAL INTERVIEWS AND MEETINGS
Objective
Elicit perceptions about the Planning Division and its activities.
Product
Input into the technical analysis and isolation of areas requiring more
detailed study procedures. Interviews will be confidential, but will be
summarized in a written report.
Subtask 2.1 - Select Interviewees
The consultant and the City will develop a list of recommended interviewees.
At a minimum, this list will include key relevant Department heads, some
members of the Planning Commission, Architectural Review Board and
Historical Resources Board. We.will also interview some former Division
staff members as well as current and former Division consultants. We also
Palo Alto 8 Zucker Systems
recommend interviews with each member of the City Council. Consultants
will not be restricted to this list.
Subtask 2.2 - Schedule Interviews
Interviews will be scheduled with the assistance of City staff.
Subtask 2.3 - Conduct Interviews
City staff will be responsible for providing appropriate interview rooms.
Interviewees will be assured confidentiality of information. Responses will
be grouped to assure confidentiality before responses are shared with the City.
Subtask 2.4 - Summary of Interviews
The interviews will be summarized in a written report.
Subtask 2.5 - Meetings
We will attend at least one meeting each of the City Council, Planning
Commission, Architectural Review Board and Historic Resources Board.
TASK 3.0 - PROFILE OF THE DIVISION OPERATIONS
Objective
Develop a
operations.
detailed understanding of the Division organization and
Product
Written Profile.
Subtask 3.1 - Policies
Regulations, ordinances, and policy documents will be reviewed.
Subtask 3.2 - Staff Interview
Each Division staff member will be interviewed one-on-one to document
basic work responsibilities, allocations of time by task, and attitudes about
strengths and weaknesses of the organization. Task and activity lists will be
developed for each function and person leading to workload distribution
charts. Any available records that document work will also be reviewed.
Subtask 3.3 - Service Demand and Workload
Work load over a five-year period will be documented and charted.
Palo Alto 9 Zucker Systems
Subtask 3.4 - Performance
Performance targets and turnaround times will be documented through
review of files and reports. As necessary, this work will be supplemented.
with observations and sample measurement systems.
Subtask 3.5 - Management Systems
The various management systems will be
including work planning and control systems.
reviewed and documented,
Subtask 3.6 - Staffing and Expenditures
Staffing and expenditures will be documented over a five year period.
Subtask 3.7 - Profile
Based on Subtask 3.1 to 3.7, a profile of the Division will be written.
TASK 4.0 - FOCUS GROUPS
Objective
Elicit customers’ perceptions about the Division and its activities.
Product
Input into the technical analysis
detailed study procedures.
and isolation of areas requiring more
Subtask 4.1 - Select Focus Group Members
Focus group members will be selected from a broad list of persons and groups
interested in the Division’s business. Consultant and the City will jointly
select participants.
Subtask 4.2 - Conduct Focus Group
We envision holding two or three focus groups consisting of eight (8) to ten
(10) people each. Each focus group can take from two to three hours. City
staff will handle the logistics for focus groups. The focus groups should be
held in a comfortable, private room, with refreshments available. The groups
would be assured total confidentiality. There would be no tape recording and
Paul Zucker would be .the only non-focus group person present. The
confidential nature of the groups is absolutely essential.
Focus-groups will be designed to determine customers views toward the
Division, service delivery expectations, and suggested improvements.
Palo Alto 10 Zucker Systems
Subtask 4.3 - Focus Group Report
Focus group comments wil! be kept confidential at the individual level, but
will be summarized in the study report.
TASK 5.0 - DIVISION STAFF MEETINGS AND QUESTIONNAIRES
Objective
Elicit staff opinions and perception of the Division’s; mission, goals,
objectives, workload, information, supervision, training, policies, procedures,
promotion, resources, etc.
Products
Memorandum summarizing meetings and questionnaires. Input into study
plan.
The study goal is organizational change. The consultant strongly believes
that organizational change must take place at..the lowest level_in_the .........
organization and thus should include all staff that are involved in the
Planning Division. We have had excellent success through use of staff
meetings and questionnaires in other studies.
Subtask 5.1 - Develop Staff Questionnaires
Two questionnaires to be completed by all staff (including any consulting
staff) will be developed for use in the study. The questionnaires will be
specifically tailored to elicit information germane to our scope of services.
The consultant has developed numerous questionnaires for use in our
studies and knows what does and does not work.
Subtask 5.2 - Staff Meeting]Orientations Meetings
Consultant will meet with the Division staff in a two-hour session to explain
the study, discuss the Division’s role, share philosophies and build support
for active staff participation in the questionnaires and the entire study. A
short confidential and anonymous questionnaire will be completed by staff
during the staff meeting. The consultant has strong feelings about the role of
the Division staff in this study. When properly done, the staff will provide
valuable ideas and will support and implement the report’s
recommendations. The consultant has built a reputation for this approach in
past studies.
Subtask 5.3 - Staff Completing Questionnaires
A longer, confidential (but not anonymous) questionnaire will be completed
within one week of the staff meeting. For follow-up interviews, as well as
interpretation of the answers, it will be essential to know the name and
Palo Alto 11 Zucker Systems
position of the respondent. Consultant estimates the longer questionnaire
will require one to two hours to complete.
Subtask 5.4 - Review of Questionnaires
Consultant will read the questionnaires and use responses as part of the study
analysis. All material received will be held confidential as it relates to specific
individuals.
Subtask 5.5 - Memorandum
Consultant will complete a memorandum summarizing the staff meetings
and questionnaire findings.
TASK 6.0 - PEER REVIEW (OPTIONAL TASK)
Objective
The objective of this task is to provide a state perspective on Palo Alto issues
from leaders in the field to assist in benchmarking Palo Alto. -
Products
Written report of peer findings, debriefing meeting and VCR tape for later
use.
A panel of Directors recognized as leaders in the state will be selected to
conduct a peer review of the Planning Division. This will be similar to four
highly successful peer reviews conducted by Zucker Systems for the Cities of
Los Angeles; Austin, Texas; Louisville, Kentucky and Tampa, Florida. These
experts will bring a professional outside perspective to the City to broaden the
scope of the study and further direct research efforts. If this optional task is
approved by the City we will perform the following subtasks:
Subtask 6.1 - Select Panel Members
A panel of three to four members is recommended. The final selection will be
a joint effort by the consultants and the City. For the Los Angeles peer
review, we initially identified sixteen (16) and then arrived at a group of six
(6).
The consultant will prepare briefing materials for panel members before their
arrival to Palo Alto. The consultant will organize and coordinate the panel
visit and review including; transportation, lodging, interviews, etc.
Subta~k 6.2 - Panel Review
The panel will visit Palo Alto for two days. Work will consist of a tour of the
Division, briefing sessions by City staff and consultants, selected interviews,
Palo Alto 12 Zucker Systems
and group working sessions. The visit will conclude with a briefing session
by the panel for the consultants and the City to be recorded on video tape.
The briefing session will serve as an additional guide for identifying critical
issues to be examined by the consultants. The panel will highlight strengths
of the Planning Division and offer insight for addressing conditions needing
change.
TASK 7.0 - ORGANIZATIONAL ISSUES
Objective
Evaluate the Division’s organizational structure, management oversight and
staffing in relation to appropriateness and efficiency.
Product
Written recommendations for improvement.
Subtask 7.1 - Management Effectiveness
The management and supervisory structure of the Division will be analyzed
in relation to contemporary management theory. Issues to address will
include; strategic and operational planning, budgeting, workload design,
meeting deadlines, reporting lines, control, delegation, contract management
and other personnel and employee issues.
Substask 7.2 - Organizational Structure
This task will include; a review of the appropriate functional groupings
reporting relations, lines of authority and spans of control. Current
methodology aimed at creating flatter, less hierarchical organizations will be
employed.
Subtask 7.3 - Training
Past and current training programs will be reviewed. Recommendations for
training programs will be developed. The consultants have extensive
experience in training programs. Topics will include; orientation, on-the-job
training, specific external course work and job rotation. Special attention will
also focus on possible management training needs.
Subtask 7.4 - Communications
The Division communication methods and effectiveness will be reviewed.
Communication issues will be reviewed internal to the Division as related to
other departments and client communications.
Palo Alto 13 Zucker Systems
Subtask 7.5 - Turnover/Takeover
We will examine the issue of staff turnover
(advancement with vacancy).
(vacancies) and takeover
Subtask 7.6 - Benchmarking
The consultants extensive experience with other planning departments will
be supported by a few other selected City comparisons. If the optional peer
review task is selected, it will also be used in this analysis.
TASK 8.0 - WORK FLOW AND DISTRIBUTION
Objective
Efficient and effective work flow and distribution of work.
Product
Written recommendations for improvement and implementation.
Subtask 8.1 - Work flow Documentation
Work flow will be documented for the Division’s three primary functions:
Advance Planning
CDBG/Housing
Development
Key processes will be flow charted, key steps defined and documented forms
and handouts will be reviewed. Workloads will .be documented over a five-
year time span. The planning Division’s work flow for 1997/98 and 1996/97
will be used as key ben4hmarks for measurement.
Subtask 8.2 - Policy Issues
Polices, standards and regulations will be reviewed as related to the need for
workload efficiency improvements, including the role of various participants
in arriving at decisions. Where policies heavily impact process issues, the
consultants will make policy issue recommendations for City consideration.
The study will not actually draft policy, but will set the direction for
improvement.
Subta~k 8.3 - Process Evaluation
This evaluation will look at both the formal and informal procedures being
used by the City. Primary activities will be developed through; review of
Palo Alto 14 Zucker Systems
existing records, consultant observafions~ and group and individual sessions
with appropriate staff. This~work will look at both expected and actual time-
lines. Normally, the staff most involved with the work are central to
developing the best methods for improvement. Most Cities have dozens of
procedures and it is impractical to conduct an analysis of each and every
procedure. We generally select the key procedures and ~rain staff in how to
look at other procedures through this analysis. The consultants will use a
variety of check lists developed in other studies. This review will also look at
forms, guidelines, etc. These items have often not been officially adopted,
but set the important guidelines being used. Because the consultants have
found that this material is not always readily available or known throughout
the organization, it will be carefully documented for later use by the City.
Subtask 8.4 - Process Timing
Performance targets are set for each step of the process. Actual average times
for completing permits are compared to targets.
Subtask 8.5 - Process Control Systems
Successful processes require control and monitoring plans. This task will
analyze existing control systems and make recommendations for any
improvements.
Subtask 8.6 - Recommendations
Recommendations will be made for work flow, distribution, timing, control
and policy. Recommendations will include any appropriate transition plans
or needs.
TASK 9.0 - STAFFING
Objective
Determine an optimal mix of permanent and contract staff, management
oversight and peak loading strategy
Product
Written recommendations for staffing strategy
Subtask 9.1 - Performance Measures/Staffing Requirements
Required staffing for the major functions will be determined through
matching staff needs to detailed processes that will be documented in Tasks
7.0 and 8.0. Performance measures will be established for each of the major
functions.
Palo Alto 15 Zucker Systems
This analysis includes the appropriateness of the allocation of management
and supervisory staff, as well as support staff.
Subtask 9.2 - Peak Loading Strategy
Work load data will be documented to determine both seasonal and long
term savings along with historic strateg-y. Industry standards and approaches
to peak loading will be used in this analysis.
Subtask 9.3 - Contract Staff
The current use of contract staff will be reviewed. Issues will include
flexibility, management oversight, qualify of work and cost/benefit analysis.
Subtask 9.4 - Recommendations
The optimal mix of permanent to contract staff will be recommended along
with any transition plans. Recommendations will also be made in relation to
the type of projects and firms for contract planning, as welt as the appropriate
staff levels and mix for permanent staff.
TASK 10.0 - Study Report And Actions Plan
Objective
Fulfillment of contract and preparation of study recommendations that will
be implemented.
Product
Draft and final study reports.
The process of final report preparation is an important one. Implicit in this
process is the need for a sound understanding of how our review was
conducted, what issues were identified, why our recommendations were
made, and how implementation should be accomplished. The consultant’s
reputation has been built on providing useful reports to clients. Experience
has shown that a large percentage of the consultant’s reports have been
implemented, resulting in organizational renewal and change.
Because of the consultant’s planning, development, and management
experience, it can be expected that recommendations and ideas will surface
during the course of this study in topic areas not covered in the RFP or
proposal. The consultant will share these observations with the City and
include appropriate recommendations in the study. We will prepare and
submi~ our final report according to the following subtasks.
Palo Alto 16 Zucker Systems
Subtask 10.1 - Prepare Draft Report
We will prepare a draft report including an Executive Summary
documenting the results of the study. Ten (10) copies of this report will be
furnished. In t!Ms report we will:
~’ Summarize the strengths of the Division and opportunities for
improvement.
~,’ Present a review of how our approach and analysis was conducted.
~,’ Present the recommendations, focusing on how best to prioritize
resources and improve operations.
V Describe a plan of action showing implementation responsibilities
and schedules.
~,’ All items listed in the RFP will be covered, as well as numerous other
items anticipated by the consultant. Specific recommendations will be
made in relation to:
¯Work flow and planning
o Control
¯Service targets
¯Monitoring systems
¯Staffing by function
¯Automation
¯Training
¯Organizational structure
,Management and supervisor effectiveness
¯Communications
¯Use of consultants
~" The report will include an implementation plan covering
¯Work steps
¯Responsibilities
¯Priorities
¯Timelines
, Costs and/or savings
~’ The report will include other items as appropriate.
Palo Alto 17 Zucker Systems
Subtask 10.2 - Review Draft Report With City
Our normal practice is to review a draft of our report with the City to ensure
that the factual basis for our recommendations are correct. In addition, we
take time to discuss any areas that require further clarification or
amplification. It is during this time that findings beyond the written text can
be communicated. The draft will be reviewed by the Director of Human
Resources and others as appropriate.
Subtask 10.3 - Final Report
Based on the results of our review process, we will prepare a final report.
Zucker Systems prides itself on preparing reports that are both easy to read
and to implement. Ten (10) copies of the final report will be furnished.
There will be a review and presentation of the final report to the City
Manager.
Subtask 10.4 - Staff Presentation
We wi!l make an oral presentation of the results of the study to the Division
employees in a workshop so that they may hear the recommendations
directly from the consultant. -~ .-
Palo Alto 18 Zucker Systems
III. QUALIFICATIONS - ZUCKER SYSTEMS
BACKGROUND AND RESUMES
Zucker Systems was created in 1982 to provide a unique combination of
consulting services with specialization in the areas of planning, management,
development, and the environment. Each of these functions is designed to
interact with the others using the power of a synergistic systems approach.
This approach is possible through the unusual and varied background of
Zucker Systems’ President, Paul C. Zucker, and a nationally recog-aized group
of sub-consultants and affiliate partners developed through the last 30 years.
Central to the approach is a state of mind referred to as "creative
dissatisfaction" i.e., there is always a be~er way and the consultant’s job is to
find it. Specific services and approaches are characterized as follows:
Management
Management service includes; organizational analysis, management process
and systems, project management, customer service training, focus groups,
total quality management, re-engineering, benchmarking, management
publications, seminars, retreats, and comprehensive management training
systems.
The need for major change in both public and private organizations is
essential. We are beyond the days of moving from one management fad to
another. What is required today is a fundamental shift based on a changing
environment and a new information-age focus. Zucker Systems uses many
of the approaches discussed in Paul C. Zucker’s The Management Idea Book1,
The ABZs of Planning Management2, Main Event Management3, along with
continued behavioral research.
Zucker Systems owns a monthly management information service for
governmental managers with clients throughout the United States and
Canada. This service includes a monthly management publication, Z
Management Ideas4. Zucker’s work is based on the premise that there is a
difference between normal and maximum productivity in an organization
and that difference is the skill of the manager.
1Copyright 1983, Westcoast Publishers.
2 Copyright 1997, Westcoast Publishers.
3Copyr{.ght MCMXXX1-V, Main Event Management Corporation.
4Copyright 1993, 1994, 1995, 1996, 1997 Zucker Systems.
Palo Alto 19 Zucker Systems
Planning
Planning work includes; general plans, specific plans, growth management
plans, capital improvement programming, commercial revitalization studies,
housing studies, urban design studies, transportation studies, environmental
studies, and public policy.
Our planning work began with the premise that our pluralistic society will
undoubtedly present diverse points of view on most situations. However,
through scientific analysis and discovery, creative design, and careful
consultation, one or more solutions can be found that can serv’e as a basis for
agreement. The overall focus is for creative action today based on an
understanding of the future.
Development
Development work includes; feasibility studies, project design and
management, processing projects with various levels of goverrunent, and, in
selected cases, full joint-venture participation.
Zucker Systems believes that the interest of the private developer,
government, and citizens can be brought together within the context of a
sound, profitable development project. Understanding and int@rpreting the
needs of each party, based on extensive long-term experience, is the key to
effective development. This can be viewed as a "win-win" approach to
development where all parties benefit.
Environment
Zucker Systems’ environmental, efforts include; Constraint Studies, Initial
Studies, Negative Declarations, and Environmental Impact Reports for both
public and private projects. Although our skills cover a wide range of
environmental subjects, we specialize in Land Use Planning and Visual
Analysis. As necessary, Zucker Systems utilizes other professional specialists
for specific job demands. This approach assures a high quality presentation of
the facts concerning important environmental issues.
The combination of Zucker Systems’ advanced management skills and broad
knowledge of planning and development issues produces an unmatched
presentation of environmental impacts.
Palo Alto 20 Zucker Systems
Our Philosophy
Customers Zucker Systems is in business for only one reason--to
serve our clients. If there is a trade-off between service and profit, we
put service first. Our goal is to retain a relationship with each client
forever, each and every time that client needs consuliing services, and
to have each client spread a good word to others about us.
o Employees Zucker Systems has an obligation to its employees to help
them stretch and learn, to produce uncommon results from ordinary
people, and to have fun doing it. It is only through excellent
employees that we can provide our high leVel of customer service. We
are fully committed to affirmative action.
o A Better Way Zucker Systems takes its lead from the Japanese word
"Kaizen"m a constant search for a better way. We accept a
responsibility to continually search for a more effective and efficient
way to do things. These better ways produce greater service to our
clients, more resources for the organization, and a better community
and environment. We also have a commitment to share these better
ways with others through our publications _and seminars. We _see
ourselves as agents of change.
Palo Alto 21 Zucker Systems
PAUL C. ZUCKER, AICP
Zucker Systems, President
Mr. Zucker has 30 years of experience in public and private
management and planning. As President of Zucker Systems since
1982, Mr. Zucker has completed numerous management
consulting projects throughout the United States and Canada. He
has consulted with more than 70 cities and counties in 19 states.
His 50 non-government clients have included such diverse
groups as private land developers, Holiday Inn, the Minneapolis
Public School System, the American Planning Association, and
the California State Coastal Commission.
His management contracts have included comprehensive
management and organizational audits, customer service
training, process and systems analysis, work flow analysis,
management training, retreat facilitation,, and conducting focus
groups. He has served as personal management advisor to
department heads and has managed entire departments on a
contract basis. Three of his studies have received nationa!
attention including a business climate study of the City of San
Jose, an organizational and management review of the San Diego
Housing Commission--described by the City Manager as the best
organizational audit ever received by the City, and the ground
breaking analysis of the City of Los Angeles Planning
Department.
Mr. Zucker also developed a unique approach to peer review
which he has conducted for Austin, Texas; Los Angeles,
California; San Diego, California; Hillsborough County, Florida;
and Louisville, Kentucky.
Prior to forming Zucker Systems, he was a department head for
three major public agencies in Brookline, Massachusetts; Marin
County, California; and Tucson, Arizona. He was also an
Assistant County Administrative Officer for San Diego County.
As President of a private non-profit development company, Mr.
Zucker headed a multi-discipline team with a focus on industrial
and commercial development for low-income and minority
residents. In this capacity, he created and managed five
manufacturing plants. He also created a variety of non-profit
social service corporations including a health clinic, legal aid
office, and credit union.
Mr. Zucker served as a visiting lecturer at the Universities of
California at Irvine and Berkeley, California State Universities at
Fresno and San Diego, and the Massachusetts Institute of
Palo Alto 22 Zucker Systems
Technology. He has also taught planning commissioner practice
and management skills for the American Institute of Certified
Planners. He is author of The Management Idea Book and The
ABZ’s of Planning Management, has articles published in
numerous national publications, and is lecturing throughout the
country on management. He is the publisher and author of Z
Management Ideas, a subscription management information
service with subscribers throughout the United States and
Canada.
Mr. Zucker has taught a comprehensive 30-hour management
course to over 700 top managers in 15 cities and counties, and has
taught management short courses to over 6,000 executives
throughout the United States and Canada.
Mr. Zucker was educated in architecture at the University of
Nebraska where his thesis was chosen for the National Institute
of Architectural Education competition. He received a master’s
degree in Urban and Regional Planning at the University of
California, Berkeley, where he was a Sears Fellow. He has
completed post graduate work in management at the Main Event
Management Institute in Houston, Texas, .and at the University
of Phoenix.
Zucker SystemsPalo Alto 2 3
FRANK F. NICKOLSON
Zucker Systems, Management Associate
Education
Bachelor of
University
Science,Industrial Management,Northwestern
Mr. Nickolson is an expert in process flow, resource utilization,
productivity analysis and measurement systems.
Experience
Mr. Nickolson was part of the Zucker System team that;
completed, an analysis of the Et Dorado County Planning and
Building Department, a Five Year Management. Improvement
Goals Project for the City of Oxnard Housing Department as well
as for the City of Costa Mesa Building Safety Division; and a full
Management Review of the San Diego Housing Commission.
This later study was described by the San Diego City Manager as
the best departmental audit the city has received. He and Zucker
Systems have completed numerous other studies including
planning and building functions for Santa Cruz County resulting
in substantial reductions in processing time.
For four years, Mr. Nickolson served as program manager for the
Western Productivity Group, Inc. In this capacity, he completed
studies on systems, work measurement, work simplification,
methods improvement, and work flow. Assignments were
completed for the County of Santa Clara, County of Santa Cruz,
Precision Aerotech, Micronics, and Coast Metalcraft.
Mr. Nickolson also completed studies for Riverside and San
Bernardino on the topics of planning, building and safety,
grading, risk management, and environmental health.
For 11 years, Mr. Nickolson was Manager of Industrial
Engineering for Wilson Sporting Goods, responsible for corporate
administration and technical direction, and support of plant and
warehouse distribution. For 14 years, he was the Operation
Manager for the Science Management Corporation, an
international management consulting firm with emphasis on
long-range planning, computer utilization, and employee
productivity.
.Mr. Nickolson was also a Captain in the U.S. Army.
Palo Alto 24 Zucker Systems
STEPHEN N. SCHEINMAN
Zucker Systems, Management Associate
Education
Bachelor of Arts, University of California, Berkeley
Professional Affiliations
Past President, Board of Directors, Community Counseling and
Education Center, Fremont, CA
Former Member, Board of Directors, Emergency Shelter Program,
Hayward, CA
Former Member, Community Advisory Commission, Highland
General Hospital, Alameda County, California
Experience
Mr. Scheinman has had more than 20 years of experience in
government, public agency management, administrative
analysis, personnel management, and juvenile probation
management. With Zucker Systems, he has completed projects
for the Napa County Community Development Department, City
of San Diego Housing Commission, and the County of E1 Dorado
Community Development Department.
He has held increasingly responsible positions in the operation
and management of Alameda County, including:
Agency-level Personnel Office
¯Juvenile Probation Division director
Employee Relations Coordinator/Principal
Administrative Analyst, County Administrator’s Office
Director, General Services Agency
As Principal Administrative Analyst, Mr. Scheinman
successfully directed several special projects for the County Board
of Supervisors, including:
A study of the organization and management of personnel
functions in the County. The recommendations for
improvements resulted in the decentralization of many
personnel activities and has proven, over time, to be
conducive to the effective operation of the County.
A comprehensive study of the management and organization
of data processing services in the County. Implementation of
the study’s recommendations resulted in improved control
and cost-effectiveness, improved service to County
departments , and the recruitment and selection of a new
Pfilo Alto 25 Zucker Systems
Department Head through a unique and extremely successful
process.
Recent management consulting includes:
¯Assisted the County of Santa Barbara with the acquisition and
installation of a multimillion dollar county-wide telephone
system.
Conducted a review of the management benefit plan of the
Housing Authority of Alameda County and recommended an
entirely new approach to management benefits, which the
Authority has successfully implemented.
In a joint venture with Zucker Systems, of San Diego,
California, conducted a study of the management and
organization for the Conservation, Planning, and
Development Department of Napa County, California, and
provided the Board of Superviso~:s with an action plan for
change.
Under subcontract to Deloitte, Haskins and Sells, conducted a
management and organization study of Orange County’s
Facilities and Real Property Department.
Conducted a review of secretarial support services provided to
administrators of the Social Services Agency of the County of
Alameda and developed an organization and staffing pattern
requiring fewer positions, which will improve productivity
and reduce costs.
In a joint venture with Zucker Systems, of San Diego,
California, conducted a study of the policies, procedures,
organization, and management of the Housing Rehabilitation
Program of the San Diego Housing Commission and
developed an action plan for the Commission.
Under subcontract to Deloitte, Haskins and Sells, and, in
association with Zucker Systems, conducted an operations
study of the Development Processing System of the Orange
County Environ-mental Management Agency.
Conducted a study of the management of County parking
facilities in Santa Barbara County and submitted a report that
identified major issues and outlined an action plan for
addressing them~
Under sub-contract to Hughes Heiss & Associates, participated
in a management and organization study of the Napa County
Probation Department.
Palo Alto 26 Zucker Systems
Prepared a set of procedures for the County of Santa Barbara
General Services Department, Vehicle Operations Division, to
ensure compliance with Federal State and local regulations
relating to vehicles and their maintenance.
Under sub-contract to Zucker Systems of San Diego,
California, conducted a management and organization study
of the E1 Dorado County Planning Department.
Under Sub-contract to Weber and Weber of San Francisco,
California, conducted a study of the management and
organization of the data processing function of Napa County,
California, and provided the County Administrator with an
action plan for change.
Assisted the General Services Agency of Alameda County,
California, in determining the feasibility of instituting a
recycling program in conjunction with the County’s Social
Services Agency.
Palo Alto 27 Zucker Systems
IV.RELATED EXPERIENCE AND
REFERENCES
Zucker Systems has completed over 45 similar studies. A brief description
and reference for seven recent studies are included in the following pages. A
more complete list is shown in Appendix B.
A copy of these seven reports is enclosed. Please return these copies
following the City’s review.
PERFORMANCE AUDIT-- HILLSBOROUGH COUNTY PLANNING CONE~ISSION
Mr. Robert Hunter, Executive Director
Hillsborough County Planning Commission
601 E. Kennedy, 18th Floor
Tampa, FL 33602-5117
(813) 272-5940
$59,976 Completed August 1996
Paul C. Zucker, President of Zucker Systems was hired by Hillsborough
County Florida (Tampa) to conduct a performance audit of the Planning
Commission. Mr. Zucker served as principal auditor and as a sub-consultant
to David M. Griffith & Associates, Ltd. of Tallahassee, Florida. The
Hillsborough County Planning Commission is unusual in that it is a joint
Planning Commission serving the City of Tampa, Hillsborough County and
two small cities Temple Terrace and Plant City. It is an independent
Commission with the executive director hired directly by the Commission.
The audit included an appraisal of management performance, including the
effectiveness of administration and efficiency and adequacy of the program
the Commission is authorized by law to perform; an appraisal of the adequacy
of operating controls and operating procedures; an assessment of relations
with employees and the public generally.
DEVELOPMENT REVIEW PROCEDURES m LOUISVILLE
Adrian P. Freund, Department Director
Department of Planning and Environmental Management
531 Court Place
Louisville, KY 40202-3396
(502) 574-8111
$82,400 Completed August 1994
Louisville, Kentucky and Jefferson County, Kentucky hired Zucker Systems to
conduct a comprehensive review of the region’s development process. This
Palo Alto 28 Zucker Systems
work included the use of seven focus groups, employee questionnaires, and
process analysis. This was a multiple-agency study involving the City,
County, and Metropolitan Sewer District. Functions included planning,
building, engineering, health, air pollution, and landmarks. In a follow-up
contract, Zucker Systems was hired to help implement the contract’s
recommendations.
IMPROVING CUSTOMER SERVICE AND STREAMLINING THE DEVELOPMENT
PROCESS -- COLUMBUSI INDIANA
Teree Bergrnan, Planning Director
City of Columbus
123 Washington Street, Suite 8
Columbus, IN 47201
(812) 376-2550
$14,750 Completed August 1996
Paul C. Zucker conducted a review of the Columbus/Bartholomew County
Planning Department. The work included three focus groups, numerous
personal interviews, and staff training. The performance review resulted in
48 specific recommendations which the City/County are implementing.
LAND USE PERMIT PROCESS -- DANBURY/CONNECTICUT
Honorable Gene F. Eriquez
Mayor of Danbury
155 Deer Hill Avenue
Danbury, CT 06810
(203) 796-1666
$18,700 Completed March 1997
Zucker Systems completed a review of Danbury’s building permit,
engineering and land use permit process. The review included customer
surveys and focus groups, interviews with public officials, staff questionnaires
and analysis, and use of Zucker Systems’ permit process self-assessment tool.
ORGANIZATION AUDIT ....WARREN COUNTY, KENTUCKY
Laura Southard, Executive Director
City County Planning Commission
1141 State Street
Bowling Green, KY 42101
(502) 842-1953
$34,710 Completed April 1996
Palo Alto 29 Zucker Systems
Zucker Systems completed a full organizational audit of the Warren
County/Bowling Green joint City-County Planning Commission. This
review included all development activities as well as long range planning.
MAYOR’S CODE ENFORCEMENT CUSTOMER FOCUS GROUP PROJECT
Ed Gawf, Director of Code Enforcement
San Jose Department of City Planning
777 North 1st Street, Suite 700
San Jose, CA 95112-6311
(408) 2/’7-4576
$21,000 Completed November 1996
The Mayor of San Jose formed 13 focus groups to review the City’s Code
Enforcement program. Zucker Systems conducted all 13 focus groups and
then prepared 90-page report including numerous recommendations and
priorities for implementation
FOCUS GROUPS m SAN MATEO
$10,450
Barbara Kautz
Community Development Director
330 West 20th Avenue
San Mateo, CA 94402
(415) 377-3363
Completed January 1995
The City of San Mateo, California hired Zucker Systems to conduct seven
focus groups aimed at improving the City’s development process. An analysis
was also made of an extensive customer survey distributed to customers of
the Planning Division and Building Division. The final report included
Zucker Systems’ recommendations for improving the process. Paul Zucker
also facilitated a meeting of the City Council and Planning Commission to
discuss the City’s business climate.
Palo Alto 30 Zucker Systems
V. COSTS
This is a fixed-fee proposal for $48,500 to include all expenses. The Peer Panel
as an optional item would add $4,000. Any additional tasks would be at the
following rates:
Paul C. Zucker
Steve Scheinman
Frank Nickolson
Support Staff
Materials
$125.00/hr
$100.00/hr
$70.00/hr
$40.00/hr
Cost plus 15%
Fee Assumptions:
1.One (1) camera-ready copy of all reports.
2.Ten (10) copies of draft study.
3.Ten (10) copies of final study.
4.City to provide existing reports and data.
5.City to provide work space while consultant is on site, telephone,
and reproduction services, as needed.
6.City to arrange interview schedule (Task 2.0).
7.City to handle noticing and logistics for Focus Groups (Task 4.0).
8.City to handle logistics for staff meetings (Task 5.0).
9.Cost Schedule:
Analysis Staff
Computer & Clerical
Expenses & Reports
$40,600
2,500
$48,500
Palo Alto 31 Zucker Systems
Figure 4 shows the, labor assignments and distribution by task.
Figure 4
Task Assignment and Hours
1.0 Project Initiation
2.0 Interviews
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
Profile Div. Operation
Focus Groups
Staff Meetings & Questionnaires
Peer Review
Organizational Issues
Work Flow and Distribution
Staffing
Study Report & Action Plan
TOTALS
Zucker
14
12
25
14
16
(16)
25
25
25
27
183
Scheinman
5
20
2
20
2O
20
13
IO0
Nickolson
20
25
25
13
II0
Palo Alto 32 Zucker Systems
APPENDIX A
Forms
Working Together At Zucker Systems
There are severa! key policies at Zuck.~r Systems tha~ result from am" desire
to pro’ida employees with a workplace free of disc.~mination. We believe in
the prL?.~ ciples of equal employment o_cportuni~/, affirmative acdon, and
mainz~g a work environment ri~a: does not permit se.xus! harzssment of
any kind.
Equal Employment Opportunity
We are committed to equal employmezt and intend :a provide op.cortunity to
everyone, wi:hout discrimination, to ~e fullest extent possible.
We hire ~.he most qualified people for available jobs. Your qualifications
include your education, former trainflug, and experience. Employment with
Zucker Systems is based entirely on how the qualfficafions of each job
appHcan: fit in with the requiremenr~ of the job opening. All job applicants
are given equal consideration.
In addiwion to our hiring pohcies, our comnfitment to equal employment
opporra ~.~t-f and affirmative action is reflected in:
o~ recruitment adverising
job placement and procedures
in~e~al promotions and tranafers
razes of pay and other forms of compensation
se!e~ion for training
layoffs and termination
Sexual Harassment
It is Zucker Systems’ policy to discipline and dismiss employees who sexually
harass other employees. First, the offender receives a verbal warning, the
second offense brings a-warning in writing;, the third offense brings dismissal
for miscondu~.
Sexual harassment can be both physical and verbal. Sexual harassmen~
occurs when:
° The affected person is made to feel that submission to the
harassment is a condition of keeping his or her job; or
¯ Employment decisions are made based on submission or rejection of
sexual harassment; or
o The harassment interferes with the affected person’s work
performance and creates a hostile, intimidating, or offensive work ¯
e.nvironmenu
Palo Alto 33 Zucker Systems
PART II- BIDDER’S SIGNATURE PAGE SECTION 305
PROJECT TITLE:ORGANIZATIONAL EVALUATION OF CITY’S PLANNING DIVISION
The undersigned hereby certifies that, directly or indirectly, they or their representatives and
agents have not colluded with other parties interested in this Invitation For Bid.
Bidder is a:
[] California Corporation, or a []
[] Corporation organized under the laws of the State of
with head offices located at
California Limited Liability Company, or a
and offices in California at
(Attach addendum if necessary)
~ Sole Proprietorship including any fictitious business names (i.e., "dba"), or a
[] Partnership (list names of partners; state which partner or partners are managing partner(s).
(Attach addendum).
[] Other (Attach addendum specifying details).
Dated
Company Name of Bidder:
Zucker Systems
Must be same signature as will appear on Contract.
Signature of Officer/Owner~" ~.~ ~ ~ ~
Title:President PrintedNameofSignatory:
"Paul Co Zucker
Address#I: Address#2:1545 Hotel Circle South #300
City: San Diego.,
Fax No:(619) 260-1138
State, Zip: CA, 92!08-3415
Telephone: (619) 260-2680
Contractor License #/Type: IRS #:
N/A 33-0131188
Name of Contact Person: Paul Co Zucker Telephone: (619) 260-.2683
End of Section
CITY OF PALO ALTO: BIDDER’S SIGNATURE PAGE RFP 99366 SECTION 305
Palo Alto 34 Zucker Systems
PART II - ACKNOWLEDGMENT OF ADDENDA SECTION 310
PROJECT TITLE: ORGANIZATIONAL EVALUATION OF CITY’S PLANNING DIVISION
During the Bid process there may be changes to the Bid documents which would
require an issuance of an Addendum or Addenda. To assure that all Bidders
receive the update or change Addendum, the following acknowledgment and
sign-off is required.
NOTE: Failure to execute the following may be considered as an
irregularity in the Bid. Receipt of the following Addendum is acknowledged. The
Bidder acknowledges.that the informal.ion contained in the addendum has been
considered in the preparation of this Bid.
Addendum No. (None__~_x), (1__), (2__), (3__), (4m), (5u)
(Check appropriate sPa.ce!number above)
Sign ~.~ff Bidder
Zucker Systems
Company
If required, a copy of the contractor’s license as described in SECTION 300 shall
be attached to the Signature Page, (SECTION 305) of the IFB.
END OF SECTION
CITY OF PALO ALTO: ACKNOWLEDGMENT OFADDENDA RFP 99366 SECTION 310
Palo Alto 35 Zucker Systems
CERTIFICATION OF NONDISCRIMINATION SECTION 410
PROJECT TITLE:ORGANIZATIONAL EVALUATION OF CITY’S PLANNING DIVISION
Certification of Nondiscrimination: As suppliers of goods or services to the City of Palo Alto,
the firm and individuals listed below certify that they do not discriminate in employmentwith regards
to age, race, color, religion, sex, national origin, ancestry, disability, or sexual preference; that they
are in compliance with all Federal, State and local directives and executive orders regarding
nondiscrimination in employment; and that they agree to demonstrate positively and aggressively
the principle of equal opportunity in employment.
The Bidd&r agrees specifically:
1,0 To establish or observe employment policies which affirmatively promote
opportunities for minority persons at all job levels,
2,0
3.0
To communicate this policy to all persons concerned, including all employees,
outside recruiting services, especially those serving minority communities, and to
the minority communities at large.
To take affirmative action steps to hire minority employees within the organization.
4.0 To be knowledgeable of the local, state, and federal laws and regulations
concerning affirmative action policies and provide opportunities for employees.
Firm:Zucker Systems DATE: August 22, 1997
Title of Officer Signing: President
Signature ~( ,r ; ~..~, ~
Please include any additional information available regarding equal opportunity employment
programs now in effect within your company.
Affirmative Action Policy Attached
(Please attach additional pages if necessary)
END OF SECTION
ALTO - RFP 99366
PART III - SUPPLEMENTAL FORMS SECTION 420
CITY of PALO ALTO
EXPERIENCE AND FINANCIAL QUALIFICATIONS
PROJECT TITLE:ORGANIZATIONAL EVALUATION OF CITY’S PLANNING DIVISION
The following information concerning the experience and financial qualifications of the Contractor or
Consultant are a required par.t of the Prop, osal. This information may be included in the Proposer’s
proposal format; this format is provided for information required only. The information may be used in
the Proposal’s evaluation and is certified correct by your signature herein.
PROJECT NAME:
Name of Company: ~ucker SYstems
Name of Insurance Carrier: CNA
Phone Number: (619) 280-5272 Policy Number: 1-29071591
1.How many years have you (or your firm) done business under the name listed above?-
15
How many years experience have yo~] ~or your-firm) had which is similar in nature to the workcovered in the Proposal?
Please provide (in your proposal) relevant references to contracts satisfactorily completed in
the last three (3) years. The information should include: Year; Type of services;
Company/Agency name and location; and Contract amount.
3.1 Have you (or your firm) previously worked for the City of PaloAIto? [] Yes I~No
If yes, please include the information in your proposal.
Please provide (in your proposal) a listof the Project’s management staff of the proposer who
will manage the proposed work as may be required by the Scope of Work or Services listed
herein,, The information should include: Name; Years of Experience; Fie~d of Expertise/
Capabilities.
State location (in your proposal) of information requested under items 1 - 4 above:
I.19 2.28 -30 3.28 -30 4. 24 -27
zucker Systems
Consultant(Company Name)
Paul Co Zucker, President August
(Name/Title)(Date)
22, 1997
END OF SECTION
CITY OF PALO ALTO - RFP 99366 SECTION 420
Palo Alto 37 -Zucker Systems
MEMO
To:
From:
Date:
Gigi Harrington l, ~--~_
Paul Zucker ~:,~-"~’~
September 12, 1997/-’~
Via FAX: 415-323-1741
Subject: Organizational Analysis of Planning Division
planning
~nwronment
development
management
housing
PAUL C. ZUCKER
president
5."~5 hotel c~rcle southsuite 300
san d~ego, ca
92108-3415
(6!9) 260-2680
(619) 260-1138
Thank you and congratulations for selecting Zucker Systems. We are
confident that you will be pleased with this investment.
We look forward to signing the contract and beginning this most
important work. We desire a long-term relationship with the City, of Palo
Alto, and will work to retain your confidence at all times. Our goal is to
provide you with our finest service in organizational analysis.
I understand you will prepare a contract based upon our response to the
RFP, but with the following changes:
Timing
You anticipate City Council action on October 20th followed by
execution of the contract and a start date of October 27th. I have
attached a revised page 6 reflecting this change. I anticipate beginning
on-site work the week of November 3rd.
o Costs and Tasks
The total fixed-fee contract price of $48,500, as shown in our proposal,
is reduced to $47,700. This reflects the inclusion of only one focus
group in Task 4.0, as well as the addition of the Peer. Review, Task 6.0.
As optional tasks, we agree to extra trips that may be necessary in order
to present our findings to the City Council or others. These extra trips
would be budgeted at $900 each, including all costs. If two trips are
anticipated, this would bring the total cost to $49,500.
o
I have revised page 31 and 32 (attached) to reflect these changes.
Billing
We will bill according to the percentage of tasks complete using the
revised hour distribution as shown in Figure 4, page 32. I understand
the City will retain ten percent.
TIMELINE AND PROCESS
We envision that a large percentage of our work will take place on site at the
City offices during work trips. Assuming the contract is executed in
September, it should be possible to cor~duct the study over the next three
months and produce a draft report by early December and a final study report
by the end of December. The sequencing of the study tasks will be determined
during Task 1.0, Project Initiation. A preliminary schedule and sequence is
shown in Figure 3.
Figure 3
Project Schedule
Month
Task Date
Week No.
1.0 Project Initiation and Management
2,0 Interviews
3.0 Profile Operations
4.0 Focus Group
5.0 Staff Meetings & QuestJonnnaires
6.0 Peer Review
7.0 Organizational issues
8.0 Workflow and Distribution
November December January
27 3 10 17 24 1 8 15 22 29 5 12
1 2 3 4 5 6 7 8 9 10 11 12
9.0 Staffing
10.0 Report and Action Plan
Draft to HRD Director
Final to HRD Director
Present to City Manager
Palo Alto 6 Zucker Systems
V. COSTS
This is a fixed-fee proposal for $47,700 to include all expenses. An optional
task to present our findings to the City Council or others is shown at $900 per
trip for up to two trips, bringing the total to $49,500. Any additional tasks
would be at the following rates:
Paul C. Zucker $125.00/hr
Steve Scheinman $100.00/hr
Frank Nickolson
Support Staff
Materials
$70.00/hr
$40.00/hr
Cost plus 15%
Fee Assumptions:
1.One (1) camera-ready copy of all reports.’
2.Ten (10) copies of draft study.
3.Ten (10) copies of final study.
4.City to provide existing reports and data.
5.City to provide work space while consultant is on site, telephone,
and reproduction Services, as needed.
6.City to arrange interview schedule (Task 2.0).
7.City to handle noticing and logistics for Focus Groups (Task 4.0).
8.City to handle logistics for staff meetings (Task 5.0).
9.Cost Schedule:
Analysis Staff
Computer & Clerical
Expenses & Reports
Optional Tasks
$39,800
2,500
5 400
$4%700
1 800
$49,5O0
Palo Alto 3 1 Zucker Systems
Figure 4 shows the labor assignments and distribution by task.
Figure 4
Task Assignment and Hours
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
Project Initiation
Interviews
Profile Div. Operation
Focus Group
Staff Meetings & Questionnaires
Peer Review
Organizational Issues
Work Flow and Distribution
Staffing
Study Report & Action Plan
TOTALS
Zucker Scheinman
14
10
22
5
16
16
22
23
23
27
178
5
20
2
20
20
20
13
100
Nickolson
25
2
20
25
25
13
110
Palo Alto 32 Zucker Systems
EXHIBIT B --
Producer (619) 683-9990Michael Ehrenfeld Company
2655 Camino Del Rio N~., ~200San Diego, CA 92108
InsuredZucker Systems
Paul C. Zucker, DBA:1545 Hotel Circle S.,San Diego, CA 92108 #300
ZUCKE0 I-XXX
THIS C~RTIFICATE IS ISSUED AS A ~ OF INFOPI4A~I(3W
(XqLY ~ ~ ~ ~ ~ ~ ~FI~ ~.
~S ~FI~ ~ ~ ~,~ OR ~
~ ~ BY ~ DLICI~
companYA Transportation Insurance Company
CompanYB Valley Forge Insurance Company
Company
c
Company State Compensation Ins. Fund
D
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY
INDICATED. NOTWITHSTANDING A~ REQUIREMENT, TERM OR CONDITION OF 2LNY CONTRACT OR OTHER DO~_~ENT N!TH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN. THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE
EXCLUSIONS AND CONDITIONS OF SUCH POLICIES.
TYPE OF n~SURANCE
GENERAL LIABILITY
Commercial General Liab
Claims Made []Occur
Owner’s & Cont Protective
AOTO~K)BILE LIABILITY
Any Auto
All Owned Autos
Scheduled Autos
Hired Autos
Non-Owned Autos
GARAGE LIABILITY
Auto
B1 29071588
29071591B1
EXCESS LIABILITY
lla Form
Other Than Umbrella Form
WORKERS ’ CC~4PENSATIC~I AND
~24PLOYERS’ LIABILITY
The Proprietor/Partners/ExecutiveDfflcers are :
1398763-97
LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
POLICY
EFFECTIVE
DATE
o4/23/95
POLICY
EXPIRATION
DATE
04/23/98
04123198
02/01/9802/01/97
General Aggregate
Products-Comp Ops Agg
Personal & Adv Injury
Each Occurrence
Fire Damage(any 1 fire)
4ed Exp(any one person)
Zombined Single Limit
Bodily Injury
(per person)
Bodily Injury
(per accident)
LIMITS
2°000:0002,000~0001,000,0001,000,000I00:000
Property Damage
Auto Only - Ea Accident
Other Than Auto Only
Each Accident
~qqreqate
~ach Occurrence.
Aggregate
ilStatutory Limi~ ~ther.
EL Each Accident
EL Disease-Policy Limit
EL Disease-Ea Employee
DESCRIPTION OF OPERATIONS/LOCATIONS/VEHICLES/SPECIAL ITEMS
I0 DAYS NOTICE OF CANCELLATION APPLIES FOR NON-PAYMENT OF PREMIUMCERTIFICATE HOLDER IS NA!~ED AS AN ADDITIONAL INSURED AS RESPECTS GENERAL
LIABILITY ONLY FOR ALL OPERATIONS PERFORMED BY THE NAMED INSURED PER THEATTACHED ENDORSEMENT
POLICY NUMBER: B129071588 COMMERCIAL GENERAL LIABILITY
THIS ENDORSEMENT CHANGES THE POLICY, PLEASE READ IT CAREFULLY.
ADDITIONAL INSURED - OWNERS, LESSEES OR CONTRACTORS
FORM B
COMMERCIAL GENERAL LIABILITY COVERAGE PART.
NAME OF PERSON OR ORGANIZATION:
PER CERTIFICATE ATTACHED
SCHEDULE
ALL OPERATIONS
(If no entry appears above, information required to complete this endorsement will be shown in the Declarations
as applicable to this endorsement)
WHO IS AN INSURED (Section II) is amended to include as an insured the person or organization shown in
the
Schedule, but only with respect to liability arising out of "your work" for that insured by or for you.
CG 20 10 11 85 Copyright, Insurance Services Office, Inc., 1984
EXHIBIT C
PART II -BID FORMS -CERTIFICATION OF NONDISCRIMINATION SECTION 410
Certification of Nondiscrimination: As suppliers of goods or services to the City of Palo
Alto, the firm and individuals listed below certify that they do not discriminate in
employment with regards to age, race, color, religion, sex, national origin, ancestry,
disability, or sexual preference; that they are in compliance with all Federal, State and local
directives and executive orders regarding nondiscrimination in employment; and that they
agree to demonstrate positively and aggressively the principle of equal opportunity in
employment.
The Bidder agrees specifically:
1.0 To establish or observe employment policies which affirmatively promote
opportunities for minority persons at all job levels.
2.0 To communicate this policy to all persons concerned, including all employees,
outside recruiting services, especially those serving minority communities,
and to the minority communities at large.
3.0 To take affirmative action steps to hire minority employees within the
organization.
4.0 To be knowledgeable of the local, state, and federal laws and regulations
concerning affirmative action policies and provide opportunities for
employees.
Title of Officer Sign~L___~ {~, S( #~ ~J’~ ’
Signature: ~ J~ ~~------~-
Please include any additional information available regarding equal opportunity employment
programs now in effect within your company.
(Please attach additional pages if necessary)
CITY OF PALO ALTO: CERTIFICATION OF NONDISCRIMINATION PAGE 1 OF 1