02-06-2001 - Award of Finance Department Management Review Contract0
City of West Covina
Memorandum
AGENDA
Item No.:
Date:
To: Daniel G. Hobbs, City Manager and City Council
From: Severo Esquivel
Financial Management Consultant
I-1
February 6, 2001
Subject: AWARD OF FINANCE DEPARTMENT MANAGEMENT REVIEW
CONTRACT
SUMMARY:
The Finance Department. solicited and evaluated proposals for management review of the
Finance Department. Upon reviewing the proposals received, it is recommended that the
contract be awarded to Moreland and Associates, Inc.
BACKGROUND:
At the direction of the City Council, the Finance Department solicited proposals to render
management review services of said department. A brief background of the solicitation process
is as follows:
The Finance Department created a listing of firms known to conduct governmental
reviews from other cities and from a file of firms requesting to be placed on our bidders
list. From this process, we compiled a listing of IS firms with governmental review
experience from which we solicited proposals including six local firms. Request for
Proposals were sent out Thursday, January 04, 2001.
The following four firms submitted proposals for our consideration:
Moreland and Associates, Inc.
Century Business Services
Vavrinek Trine Day & Co., LLP
Caporicci, Cropper and Larson, LLP
After review of the proposals, Moreland and Associates, Inc. was. determined to be most
responsive and qualified to provide management review services for the Finance Department.
Moreland and Associates, Inc. provided significantly more detail on what and how they would
proceed with the management review. All items in the RFP will be covered in the Management
Review as described in the proposal and contract and summarized below.
DISCUSSION:
Summary of scope of work: The contract will provide for a management and operations review
of the finance department that will examine current procedures, practices and systems, to identify
strengths and weaknesses as well as recommendations for improvement. The review will
address each of the areas outlined in our request for proposal. The consultants will examine
whether the department is conforming to the "best practices" in the municipal field and how it
can provide quality services to its customers: the council, the manager, departments and citizens.
Some of those key issues which will be examined are:
• The overall operations of the department from a management perspective
• The technical performance of the department
• Self-insurance reserves and general fund and other reserves
• Charge back allocation of indirect costs for internal service funds
• The use of a single vendor (Dell) for the purchase of computers
• The decentralized purchasing system
To City Council and City Manao
Award of Finance Department Management Review Contract
Page 2
• Accounts receivable and accounts payable systems and processes
• Utilization of the SCI computer financial system and its modules
• The investment policy, investment practices
• The encumbrance system and its safeguards for purchases and contracts
• Cash flow management
• The cashiering system
• The Capital Improvement Program (CIP) and its financial system for budgeting,
• tracking and reporting and its encumbrance system for bid award and payments
• The City's other business systems in comparison with industry standards
• Staffing and training
The contract will provide for a report in approximately ninety days with a presentation to the
City Council of the findings as early as May 1.
FISCAL IMPACT:
After ranking the four firms, fees were considered. A summary of fees proposed by each of the
four firms follows:
Firm
Moreland and Associates, Inc.
Century Business Services
Vavrinek Trine Day & Co., LLP
Caporicci, Cropper and Larson, LLP
Fee
$29,000
$30,400
$60,300
$70,250 to 80,450 (only 4 areas)
The scope of work has been discussed with Moreland and Associates, Inc. and the work will be
completed in the amount indicated. The funds will come from the Non -departmental City
Council Reserve Account ($13,500) and from the General Fund, Fund Balance ($15,500).
Moreland and Associates, Inc. is a technically competent firm and able to provide all of the
management review required. The firm is committed to meeting the City's needs for timely
reporting and has significant experience in audits and management reviews of cities similar in
size and complexity of the City of West Covina. They are also very familiar with the City of
West Covina. The project team is described in attachment Exhibit B.
RECOMMENDATION:
It is recommended that the City Council:
• Authorize the City Manager to enter into a contract in the amount (fixed fee) of $29,000
with Moreland and Associates; Inc. to conduct a Managerial Review as described herein
(attached, Exhibit A) and to provide specific recommendations.
• Transfer $13,500 from the Non -departmental City Council Reserve Account (110-320-
2640-6900) and $15,500 from the General Fund, Fund Balance Account to Other
Contractual Services Account (110-320-2530-6120).
Reviewed and Approved by:
Artie Fie1cTs—U'
Acting Finance Director
Attachments: Exhibit A — Agreement
Exhibit B —Project Team
• 0
EXHIBIT A
AGREEMENT
FOR CONSULTANT SERVICES
THIS AGREEMENT, made and entered into this 6th day of February 2001,
between the CITY OF WEST COVINA, a Municipal Corporation, hereafter referred to as
"City" and Moreland and Associates, Inc., hereinafter referred to as "Consultant".
WITNESSETH:
WHEREAS, the City has requested management review services as defined in
the request for proposal (RFP) dated January 04, 2001 (Exhibit 1 "), hereinafter referred
to as "Project"; and
WHEREAS, the Consultant has responded with a proposal dated January 19,
2001 (Exhibit "2").
WHEREAS, the Consultant has discussed with the City the scope of services for
said Project; and
WHEREAS, the Consultant has the necessary skills and qualifications and
licenses required by law to perform the services required under this Agreement in
connection with said Project; and
WHEREAS, the City desires to retain the Consultant for services hereinafter
described in connection with said Project; and
WHEREAS, the City Council at a regular meeting held on the 6th day of
February 2001, authorized the City Manager and City Clerk to enter this Agreement.
NOW, THEREFORE, it is hereby agreed by and between the parties that:
1. DEFINITIONS. As used in this Agreement, the following definitions shall be
applicable:
a. Consultant. Consultant shall mean Moreland and Associates, Inc.,
a corporation located at 1201 Dove Street, Suite 680, Newport Beach CA 92660.
b. Cam. City shall mean the City of West Covina, a Municipal
Corporation, located at 1444 West Garvey Avenue, West Covina, California 91790.
West Covina.
C. City Council. City Council shall mean the City Council of the City of
d. Services. Services shall mean the services to be performed by the
Consultant pursuant to this Agreement.
I
e. Satisfactory. Satisfactory shall mean satisfactory to the Director of
Finance and the City Manager of the City of West Covina.
2. SCOPE OF SERVICES.
a. Consultant agrees to perform for, and furnish to, the City the
services described in the proposal attached hereto as Exhibit "2", dated January 19,
2001, which proposal is modified as follows:
All items in the work plan (#1 thru #17) are included and the
"optional" review areas are also included in the management/operations review (as
described in the "Project Approach" (page 13) to the extent that time is available,
including possible solutions and recommendations. A detailed review and/or design of
solutions in the "optional review areas" would be additional cost as outlined in the
proposal (Exhibit '7).
b. The City shall provide an on site work area for consultant during
those days they are present at the City working on the project. The City shall provide
copies of or access to all relevant documents in a timely fashion. The City shall provide
reasonable access to the degree possible as it relates to outside third parties for
interviews of staff, auditors, claims administrators, contractors and other agreed upon
persons (agents) to obtain necessary information required for the project. Consultant
shall rely on the information provided in documents and or City staff and agents and
shall not be required to independently verify the accuracy of information provided.
3. PAYMENT. Notwithstanding any other provisions of this Agreement, upon
satisfactory completion of the services hereinabove described in "SCOPE OF
SERVICES", the Consultant shall be compensated based upon the actual time spent on
the project at the Consultant's hourly rates stated in Exhibit "2", but in no event shall the
total amount exceed $29,000.
Payments shall be as follows: At each month's end, payment shall be for the
actual time spent at the Consultant's hourly rate in Exhibit "2", but shall not exceed 90
percent of the total fee payable for each of the deliverables. , Upon satisfactory delivery
of each item listed in Exhibit "2", the final payment shall be paid, but shall not exceed
100 percent of the total fee payable for items delivered.
I
Should the City request in writing additional services that increase the
hereinabove described "SCOPE OF SERVICES", an additional fee based upon the
Consultant's hourly rates in Exhibit "2 " shall be paid to the Consultant for such
additional services.
2
0 •
4. TIME FOR PERFORMANCE. The Consultant agrees that it shall
diligently and responsibly pursue the performance of the services required of it by this
Agreement and that said services shall be completed according to the Draft Work Plan
Schedule attached hereto as Exhibit "T', but in no event longer than 120 days from the
contract signing.
5. TERM: SUSPENSION. TERMINATION OR ABANDONMENT OF
AGREEMENT. The term of this agreement shall be for 120 days from the date of
execution of this agreement by all parties (anniversary date) unless sooner terminated
by the City. The City may, at any time, suspend, terminate or abandon this Agreement,
or any portion hereof, by serving upon the Consultant at least fifteen (15) days prior
written notice. Upon receipt of said notice, the Consultant shall immediately cease all
work under this Agreement, unless the notice provides otherwise. Within thirty-five (35)
days after service of said notice, the City shall pay the Consultant the total value of the
services rendered by the Consultant to the date that work is to be ceased pursuant to
this section.
If the City suspends, terminates or abandons a portion of this Agreement such
suspension, termination or abandonment shall not make void or invalidate the
remainder of this Agreement.
6. BREACH OF CONTRACT. If the Consultant defaults in the performance
of any of the terms or conditions of this Agreement, it shall have ten (10) days after
service upon it of written notice of such default in which to cure the default by rendering
a satisfactory performance. In the event that the Consultant fails to cure its default
within such period of time, the City shall have the right, notwithstanding any other
provision of this Agreement, to terminate this Agreement without further notice and
without prejudice to any other remedy to which it may be entitled at law, in equity or
under this Agreement.
7. BANKRUPTCY. The City shall have the right, notwithstanding any other
provisions of this Agreement, to terminate this Agreement, at its option and without
prejudice to any other remedy to which it may be entitled at law, in equity or under this
Agreement, immediately upon service of written notice of termination on the Consultant,
if the latter should:
a. Be adjudged a bankrupt;
b. Become insolvent or have a receiver of its assets or property
appointed because of, insolvency;
C. Make a general assignment for the benefit of creditors;
3
F
0
d. Default in the performance of any obligation or payment of any
indebtedness under this Agreement;
e. Suffer any judgment against it to remain unsatisfied or unbounded of
record for thirty (30) days or longer; or
f. Institute or suffer to be instituted any procedures for reorganization
or rearrangement of its affairs.
8. OWNERSHIP OF DOCUMENTS. Ownership of all reports produced as a
part of and for this project shall reside with the City. It is understood that all working
papers are the property of the Consultant. The Consultant will retain such working
papers for a full three years after the delivery of the reports to the City. The Consultant
will make available such working papers to the representatives of the City upon 5 days
written notice.
9. INDEPENDENT CONTRACTOR. The Consultant is and shall at all times
remain as to the City a wholly independent contractor. Neither the City nor any of its
officers, employees or agents shall have control over the conduct of the Consultant or
any of the Consultant's officers, employees or agents, except as herein set forth. The
Consultant shall not at any time or in any manner represent that it or any of its officers,
employees or agents are in any manner officers, employees or agents of the City. The
consultant shall have no power or authority to incur any debt, obligation or liability on
behalf of the City. Further, the consultant is not entitled to any benefit typically
associated with an employee such as medical, sick leave or vacation benefit.
10. LEGAL RESPONSIBILITIES.
a) The Consultant shall keep itself informed of all local, State and
Federal laws and regulations which in any manner affect those employed by it or in any
way affect the performance of its service pursuant to this Agreement. The Consultant
shall at all times observe and comply with all such laws and regulations. Officers and
employees shall not be liable at law or in equity occasioned by failure of the Consultant
to comply with this section. The Consultant shall familiarize themselves and comply with
the provisions of any and all federal, state, county and local orders, statutes,
ordinances, bond covenants, administrative code, and orders, rules, and regulations
that pertain to the work required during the engagement.
of the project.
b) The Consultant shall obtain a City business license for the conduct
4
0 •
11. NOTICE. Whenever it shall be necessary for either party to serve notice
on the other respecting this Agreement, such notice shall be served by registered mail,
postage prepaid, return receipt requested, addressed to the Director of Finance of the
City of West Covina at Post Office Box 1440, West Covina, California 19793, and to the
Consultant at 1201 Dove Street, Suite 680, Newport Beach, CA 92660 unless and until
different addresses may be furnished in writing by either party to the other. Notice shall
be deemed to have been served seventy-two (72) hours after the same has been
deposited in the United States Postal Service. This shall be a valid and sufficient service
of notice for all purposes.
12. ASSIGNMENT. The Consultant shall not assign the performance of this
Agreement, nor any part thereof, nor any monies due hereunder, without the prior
written consent of the City. Because of the personal nature of the service to be
rendered pursuant to this Agreement, only Michael Moreland and Michael McNamara
shall perform the services described in the SCOPE OF SERVICES. Michael Moreland
and Michael McNamara may use assistants, under their direct supervision, to perform
some of the services under this Agreement.
13. LIABILITY INSURANCE. The Consultant shall procure and maintain at all times
during the term of this Agreement full coverage automobile insurance with a minimum
limit of one million dollars ($1,000,000). Moreover, the Consultant shall procure and
keep in force for the duration of this Agreement professional liability insurance, with a
minimum limit of one million dollars, the Consultant shall also procure and maintain
commercial general liability insurance, including but not limited to: errors and omissions,
property damage, bodily/personal injury, advertising injury, products completed
operations in the minimum amount of one million dollars ($1,000,000) per occurrence,
two million dollars ($2,000,000) aggregate to which the Consultant will deliver to the City
a certificate of insurance evidencing such insurance coverage prior to commencement
of contract. In addition, the City, its directors, officers, agents, employees and
volunteers shall be named as additional insured on the commercial general liability
policy, on an Additional Insured Endorsement and shall contain the following
amendment: "The coverage provided by this policy shall be primary coverage as
respects any claims related the services provided by the Insured. Any insurance, pooled
coverage, or self-insurance maintained by the City of West Covina, its directors,
officers, agents, employees, or volunteers shall not contribute to it". A copy of the
endorsement evidencing such coverage shall be delivered to the City prior to
commencement of the contract. If the Consultant is not a sole -proprietor, then the
Consultant shall procure and keep in force for the duration of this Agreement workers'
compensation coverage of which evidence of said policy shall be delivered to the City
prior to commencement of the contract. The requirement as to the types of insurance to
be maintained by the Consultant are not intended to and shall not in any manner limit
Consultant's liabilities and obligations under this Agreement.
W,
•
14. ERRORS AND OMISSIONS OR PROFESSIONAL LIABILITY
INSURANCE. Without limiting the Consultant's indemnification, the Consultant shall
secure from a good and responsible company or companies doing insurance business
in the State of California, pay for, and maintain in full force and effect for the duration of
this Agreement, a policy which provides Errors and Omissions or Professional. Liability
Insurance, and shall furnish a Certificate of Insurance to the Finance Director before
execution of this Agreement by the City.
Notwithstanding any inconsistent statement of the policy or any subsequent
endorsement attached thereto, the protection offered by the policy shall provide for:
a. A combined single limit policy with aggregate limits in the amount of
$1,000,000 per occurrence will be considered equivalent to the required
minimum limits. The Consultant may file insurance acceptable to the City
covering more than one project.
b. Bear an endorsement or shall have attached a rider whereby it is provided
that, in the event of expiration or proposed cancellation of such policy for any
reason whatsoever, the Finance Director shall be notified by registered mail,
postage prepaid, return receipt requested, not less than thirty (30) days
before expiration or cancellation is effective.
15. WORKERS' COMPENSATION INSURANCE. Before execution of this
Agreement by the City, the Consultant shall file with the Director of Finance the
following signed certification:
I am aware of, and will comply with, Section 3700 of the
Labor Code, requiring every employer to be insured against
liability of Workers' Compensation or to undertake self-
insurance before commencing any of the work.
The Consultant shall also comply with Section 3800 of the Labor Code by
securing, paying for and maintaining in full force and effect for the duration of this
Agreement, complete Workers' Compensation Insurance, and shall furnish a Certificate
of Insurance to the Director of Finance before execution of this Agreement by the City.
The City, its officers and employees shall not be responsible for any claims in law or
equity occasioned by failure of the consultant to comply with this section.
Every compensation insurance policy shall bear an endorsement or shall have
attached a rider whereby it is provided that, in the event of expiration or proposed
cancellation of such policy for any reason whatsoever, the City shall be notified by
0 •
registered mail, postage prepaid, return receipt requested, giving the Consultant
sufficient time to comply with applicable law, but in no event less than thirty (30) days
before expiration or cancellation is effective.
16. ATTORNEY'S FEES. Should any litigation be commenced between the
parties hereto concerning the provision of this Agreement, the prevailing party in such
litigation shall be entitled to recover a reasonable sum as attorney's fees, in addition to
any other relief to which the party may be entitled in law or equity.
17. INDEMNIFICATION AND HOLD HARMLESS. The Consultant hereby
agrees to protect, indemnify and hold the City and its employees, officers and servants
free and harmless from any and all losses, claims, liens, demands and causes of action
of every kind and character including, but not limited to, the amounts of judgment,
interests, court costs, legal fees and other expenses incurred by the City arising in favor
of any party, including claims, liens, debts, personal injuries, including employees of the
City, death or damages to property (including property of the City) and without limitation
by enumeration, all other claims or demands of every character occurring or arising
directly out of the negligent acts, errors or omissions by the Consultant in the
performance of its services under this Agreement. This provision is not intended to
create any cause of action in favor of any third party against the Consultant or the City
or to enlarge in any way the Consultant's liability but is intended solely to provide for
indemnification of the City for liability for damages or injuries to third persons or property
arising from the Consultant's negligent performance hereunder.
18. WARRANTY. Consultant warrants that the services to be rendered
pursuant to this Agreement shall be performed in accordance with the standards
customarily provided by an experienced and competent professional organization
rendering the same or similar services. Consultant shall re -perform any of said
services, which are not in conformity with standards as determined by the City. The
Consultant will be relieved of its obligation to perform said services if the City does not
notify Consultant within 180 days after the completion of the non -conforming service.
Compensation for Consultant to re -perform said services shall be subject to the
approval of the City, but in no event shall such compensation exceed the actual cost of
said service. The foregoing are the Consultant's entire responsibilities and the City's
exclusive remedies for service rendered or to be rendered hereunder, and no other
warranties, guarantees, liabilities, or obligations are to be implied.
19. SEVERABILITY. If any provision of this Agreement is held by a court of
competent jurisdiction to be invalid, void or unenforceable, the remaining provisions
nevertheless will continue in full force and effect without being impaired or invalidated in
any way.
20. VO'JERNIN.G LAW. This Agreement shall be governed by and enforced
it a=rdance with the laws cf the State of California.
21, FORCE M8JEURE. The respective duties and obligations of the parties
hereunder shall be suspended while and so long as performance hereto is prevented or
impeded by strikes, disturbances, riots, fire, severe weather, government action, war
acts, acts of God, or any other cause similar or dissimilar to the foregoing which are
beyond the control of the party from whom the affected performance was due.
22. FNTIRE AGREEMENT. i his Agreement and any documents or
instrument attached hereto or referred to herein integrate all terms and conditions
mentioned herein or incidental hereto and supersede all negotiations and prior writing in
respect to the subject matter hereof. Any modification shall be in writing.
In the event of conflict between the terms, conditions, or provisions of this
Agreement and any such document or instrument, the terms and conditions of this
Agreement shall prevail. No waiver of any term or condition of this Agreement shall be
construed as a continuing walvior theroof.
- 23. - FFFFCTIVE 376TE_AND NUMBER OE QQEIES This Agreement is
made in three (3) duplicate originals and shall be effective from and after the date -It is
signed by tho representatives of the City.
ATTEST. THE CITY OF WEST COVINA
City Clerk
APPROVED AS 10 FORM
City Attorney
By: -
City Manager
CONSULTANT
By:
VzDate: Date.
ATTACHNEKTS: Exhibit I - Request for Proposal
Exhibit' 2 - Moreland an&Assocaates, Inc.. Proposal
Exhibit 3 - Draft Work Plan Schedule
0
•
REQUEST FOR PROPOSAL
January 04, 2001
EXHIBIT 1
The City of West Covina invites you to submit a professional services proposal
for a Management Review of the City's Finance Department. Submit your
proposal to:
City of West Covina
Attention: Severo Esquivel
Financial Management Consultant
1444 W. Garvey Avenue
West Covina CA 91790
(626) 814-8438.
(626) 813-8664 fax
Due By: January 19, 2001 3:00 p.m.
[Scheduled Council review and approval is February 6, 2001]]
For more information or if you have any questions, contact either Severo
Esquivel at (626) 814-8438 (severo.esquivel(a)-westcov.orq) ' or Artie Fields,
Assistant City Manager, at (626) 814-8403 (artie.fields@westcov.org).
The initial response process is short due to a need to address some critical
issues. The City will initially identify finalist(s) to negotiate a more detailed scope
of work based on interest, proposal, timetable, experience, staffing assigned,
prices, etc.
We anticipate that it will be necessary to prioritize the list below. In all candor,
we have identified a range of $20,000 to $30,000 at this time, we may be able to
increase this amount to some degree and see the need to postpone some items
or find another means of addressing the issues not addressed by this
engagement. We do, however, ask that respondents include a total cost
estimate broken down by issue. We estimate a review period of 90 to 120 days
including final report, however, we want your reasonable timetable. The City will
negotiate a final scope of work based on the response and funds available.
The preliminary scope will include the following items which can be combined but
will be prioritized and assessed based upon the City's limited budget available to
accomplish the more critical items. The proposal should identify items that
should/could be combined for effectiveness and cost savings (e.g. overlapping
field work, analysis and supervision).
The items in a tentative priority are:
West Covina RFP, Finance Department Management Review
1
•
January 04, 2001
• Review and comment on the Self -Insurance reserve posture. This
includes levels of reserves and backup General Fund and other reserves.
A comparison with industry standards and a reasonableness test is the
desired outcome.
• Review and comment on the charge -back allocation methodology for
various internal service funds (e.g. Administration and Overhead,
Equipment Replacement Fund, Depreciation, Self-insurance,
Communications and Reprographics). This allocation methodology has
been in place since 1995.
• Assess the City's past practices of exclusive use of Dell computers since
1994 which have been purchased by use of the California Multiple Award
Schedule (C-MAS), which was established to minimize the need for
additional Information Technology staff. This may require the successful
firm to engage the services of an Information Technology specialist to
conduct part of the review. The City will provide staff reports describing
the practice and perceived benefits.
• Review and comment on the Purchasing "System" which is a
decentralized process with no central professional purchasing staff. This
would include comment as to efficacy, efficiency and agreed upon
procedures. Compare this with industry standards and best practices.
• Accounts Receivable and Accounts Payable systems and processes: Two
possible levels of review: (a) full, detailed internal controls "opinion" level
review or (b) qualified/conditional comment and review. This is related to
the SCI financial system mentioned below and to the staffing issue (e.g.,
roles, delegation of authority).
• Provide recommendations on the utilization of the SCI financial system
which has powerful reporting tools but is complex and may require more
higher level staff (i.e., professional accountants) and in depth training on
the SCI financial system.
• Review the Investment Policy and investment practices seeking means to
improve, if possible, the rate of return while ensuring safety and liquidity.
This is also related to the cash flow business system mentioned below.
Consider methods such as active daily management versus a buy -and -
hold strategy, software such as Money Max, etc.
• Review and comment on various business systems, to wit:
❑ Make recommendations for the accurate and timely (if not real
time) encumbrance of all purchases and contracts including a tie
between contracts and program payments, including ensuring
against overpayment or overcommitment of budgeted levels.
West Covina RFP, Finance Department Management Review
2
January 04, 2001
❑ Review cash management and longer term cash flow analysis
ensuring that we have timely liquidity and transfers of funds, yet
stay fully invested within reasonable tolerances. The "process" is
currently a week -to -week manual duty of the Revenue Manager.
❑ Assess and make recommendations on the cashiering system
and its tie-in with the financial system.
❑ Assess and make recommendations on the Capital Improvement
Program (CIP) and its financial accounting system and timely tie-
in with the financial system. Of particular concern is the system
and process for encumberance of bid awards and payments
thereof.
❑ Assess and make recommendations on the budget module and its
tie-in with the financial system. This is related to the SCI payroll
module. The annual budgeting process needs improvement
including more timely reporting, "what if' information, etc.
❑ Assess and make recommendations on other business systems in
the department. These would be identified during the review and
compared to industry standards.
• Review and compare with industry standards a preliminary organizational
staffing plan prepared internally and, as a subset, review training needs
based on an internal preliminary assessment. Also, review and comment
on various other staffing issues based on a draft Operating Procedures
Manual including: roles, delegation of authority, cross -training, and
authorizations to access third party accounts.
The City's independent auditor, Caporicci, Cropper and Larson, LLC (CC&L), is
in the process of completing the FY 1999-2000 Comprehensive Annual Financial
Report (CAFR). This CAFR and prior reports will have comments germaine to
some of the issues above, in particular issues related to internal controls and
staffing. In addition, this year's process preparing for the annual audit, starting
with "closing the books" and support of the audit field work, indicate several
areas in need of improvement. These include planning, staffing, utilization of the
SCI financial system, and the need to automate several schedules needed for
the audit. This management review will be an opportunity to plan for future
audits.
The overall goal of this review is to assess current procedures, practices and
systems, identify strengths and weaknesses therein and to make
recommendations for improvement. Proposals should consider the potential for
a two phase process for some of the items wherein the initial review may identify
West Covina RFP, Finance Department Management Review
M
• 9
January 04, 2001
problems which need a more detailed study. In such cases, a supplemental
proposal may be submitted for consideration. We ask that each proposal include
a fee schedule for such supplemental work with the initial proposal. Also, it is the
City's intent to provide as much work product as possible, e.g., reports, manuals
and other documents, to limit the field work necessary.
In summary, the City will identify the issues, where known, tell the consulting firm
what we (internally) preliminarily think should be done. We need an external
independent assessment to reorganize the department into an industry standard
"best practices" department for a City this size to meet current and future needs.
West Covina's demographic statistics are: 107,000 population, 411 employees,
$59,494,120 operating budget $5,769,600 capital budget, $14,543,485 Debt
Service, $2,268,520 Internal Service Fund, totaling $82,075,725. A possible
response (proposal) could be a model department for this size and type of
organization based upon said industry standard best practices. The City
Manager's goal is a high performance department within 18 months.
Attachments:
Finance Department Mission Statement
Organization Chart
Authorized Positions (list)
Mdelis docs on Saturn/My documents/MemostUP for Mgrnt Review of Finance
West Covina RFP, Finance Department Management Review
4
EXHIBIT 2
PROPOSAL OF A MANAGEMENT
AND OPERATION REVIEW
CITY OF WEST COVINA
JANUARY 19, 2001
TABLE OF CONTENTS
Cover Letter
Our Understanding of the Proj eat
Firm Background
Project Team
Relevant Experience
Project Approach
Draft Work Plan
Project Costs and Schedules
Resumes
PAGE
1
3
5
9
11
13
14
22
24
1201 DOVE STREET, SUITE 680
ny� ,��fJ�� �% NEWPORT BEACH, CALIFORNIA92660
MorelandeXY/.l�a� eX%2! (949) 221-0025
CERTIFIED PUBLIC ACCOUNTANTS 570 RANCHEROS DRIVE, SUITE 260
SAN MARCOS; CA 92069
(760) 752-3390
January 19, 2001
Mr. Severo Esquivel
Financial Management Consultant
City of West Covina
1444 W. Garvey Avenue
West Covina, CA 91790
Dear Mr. Esquivel:
Moreland & Associates, Inc. is pleased to present this proposal to conduct a management and
operations review of the City's Finance Department. As we understand the project, you want
a management review with particular attention to some critical issues you have identified.
The review would include an examination of current procedures, practices and systems, to
identify strengths and weaknesses as well as recommendations for improvement.
As we understand your project you are seeking an independent assessment of the department
and suggestions on possible reorganization to assure that you are conforming to the "best
practices" in the municipal field and are able to meet the needs of your clients. In short you
are looking for a review that examines the management issues as well as some of the technical
requirements
Our firm is particularly well qualified to undertake this engagement. Moreland & Associates,
Inc. is a large regional firm of certified public accountants providing auditing, accounting,
consulting and income tax services to numerous governmental clients. Over 95% of our work
involves services to local government clients. We currently audit the financial statements of
thirty California Cities as well as numerous other governmental agencies. We also have
conducted numerous studies for these Cities.
We have assembled a team that has the maturity and management experience as well as the
technical know how to address the questions you have raised. Mr. Moreland will act as
principal in charge and assume overall responsibility for services provided to the City. Our
team consist of Mr. Moreland plus two former finance directors whose combined experience
includes management reviews of finance departments and other City departments as well as
hands on experience in virtually all of your areas of concern such as: management; staffing,
Mr. Severo Esquivel
Financial Management Consultant
City of West Covina
January 19, 2001
Page 2
self insurance, charge backs of indirect costs, computers, purchasing, financial systems,
investment policies, cash flow management, capital -improvement budgeting and tracking,
encumbrances. We have included as subcontractors for this engagement Mr. Michael
McNamara and Ms. Elaine Graves. The proposal also includes our staff accountants and
managers who will be used as needed depending upon the final scope of the project.
We are especially qualified for this engagement because:
We were the former auditors for the city from 1992 - 1996
In each year we were auditors the city received an award for "Outstanding" financial
reporting
The city has not received the award since the audit contract was rotated to a new firm
We have knowledge of the existing systems and procedures and may be better able to
quickly assist you in identifying and solving problems
We have experience in communicating complex issues to the City Council and public in
a correct and simple manner.
We have assembled a well qualified team with experience in your areas of concern.
On the following pages we have outlined our understanding of the project as well as our
relevant experience and capabilities to perform the task. A draft work plan has been
developed with budgets and timetables. We look forward to meeting with you to further
discuss your needs.
Very truly yours,
MORELAND & ASSOCIATES, INC.
Michael C. Moreland, Partner
MCM: shn
OUR UNDERSTANDING OF YOUR PROJECT
As we understand your project, the City has already conducted an internal preliminary review,
has developed a proposed staffing plan, and has identified training needs. You have
identified a number of areas that may require special attention and are seeking an
"independent" look by professionals familiar with these issues. Your intention is to clearly
identify any additional problems or staff needs prior to the annual budget process. The
objective is to assure that, if your plan is adopted by the City Council, you will have an
efficient and effective Finance Department which is operating according to the best practices
in the industry and is able to provide quality services to the council, the manager, departments
and citizens. You also wish to examine the internal controls in specific areas to identify any
potential financial issues which, if not addressed, might become a major financial problem or
an embarrassment to the City. The four principal tasks are a review of
1. General management and operations
2. Seven priority focus areas
3. Six business systems
4. Staffing & training needs
In summary you want answers to the following questions:
How are we doing in managing our operations and performing our tasks?
Are we serving our clients: citizens, City Council, City manager, Departments
Are we properly staffed and organized?
Do our people have adequate training and adequate skills?
What changes do we need to make to meet tomorrow's challenges?
Are our procedures and internal controls in specific areas adequate?
How do we compare with other Cities our size in handling specific areas?
Are there any sleeper issues which we are not aware of?
What steps can we take to improve our operations?
Some of those key issues you have identified are:
• The overall operations of the department from a management perspective
• The technical performance of the department
• Self-insurance reserves and general fund and other reserves.
• Charge back allocation of indirect costs for internal service funds
3
• The use of a single vendor (Dell) for the purchase of computers
• The decentralized purchasing system
• Accounts receivable and accounts payable systems and processes
• Utilization of the SCI financial system
• The investment policy and investment practices
• The encumbrance system and its safeguards for purchases and contracts
• Cash flow management
• Integration of the cashiering system with the financial system
• The Capital Improvement Program (CIP) and its financial system for budgeting,
tracking and reporting costs as well as the encumbrance system for bid award and
payments
• The SCI budget module and its tie-in with the financial system
• The city's other business systems in comparison with industry standards
DOCUMENTS AVAILABLE
The City has available a number of documents which bear on the issues to be examined.
Among the documents we would expect to review would be:
The annual management letters provided by the City's independent auditor
Recent Comprehensive Annual Financial Reports (CAFRs)
Recent annual budgets
The draft operating procedures manual
Cost Allocation Methodology
Staffing and training reports
Chart of Accounts
Any other relevant documents
0
FIRM BACKGROUND
Moreland & Associates, Inc. is a large regional firm of certified public accountants providing
auditing, accounting, consulting and income tax services to numerous governmental clients.
We have been in existence since 1978. Our services are provided from our offices in
Newport Beach and SanMarcos by forty-five professionals and four support staff. Services to
the City of West Covina will be provided by our Newport Beach office. Our firm and all of
our employees are strongly committed to governmental accounting and municipal financial
management issues. All of our professional staff have either municipal government auditing
experience or direct government experience. Over ninety-five percent of our work involves
services to local government clients. The engagement partner, Mr. Moreland, is very active in
all professional organizations in California which deal with municipal finance. Much of his
involvement is detailed in his resume, which is included in the last section of the proposal.
All of the staff identified in this proposal are quite active in their commitment to
governmental financial services.
CURRENT GOVERNMENTAL CLIENTS AND DIRECTLY RELATED EXPERIENCE
We are currently performing financial audits for the following governmental clients:
- Cities of Agoura Hills, Baldwin Park, Bell Gardens, Calabasas, Fountain Valley,
Fullerton, Glendora, Healdsburg, La Canada Flintridge, La Mirada, Livermore,
Monrovia, Montebello, Monterey Park, Palos Verdes Estates, Pico Rivera, Pomona,
Poway, Rolling Hills Estates, San Juan Capistrano, Santa Clarita, Santa Fe Springs,
Santa Maria, Santee, Solana Beach, Stanton, Temecula, Tustin, Watsonville, and Yorba
Linda, California. Twenty-one of these cities have been clients for over five years and
the remaining nine Cities have selected us as their auditors for a three or more year
period.
- Community Redevelopment Agencies of the Cities of Agoura Hills, Baldwin Park, Bell
Gardens, Fountain Valley, Fullerton, Glendora, Healdsburg, La Canada Flintridge, La
Mirada, Livermore, Montebello, Monrovia, Monterey Park, Pico Rivera, Pomona,
Poway, San Juan Capistrano, San Marcos, Santa Clarita, Santa Fe Springs, Santa
Maria, Santee, Solana Beach, Stanton, Temecula, Tustin, Watsonville, and Yorba
Linda.
- Las Virgenes Municipal Water District.
- Irvine Ranch Water District.
- County Sanitation Districts of Orange County.
- Santa Margarita -San Luis Rey Watershed Planning Agency.
- Orange County Council - Boy Scouts of America.
- California Inland Empire Council - Boy Scouts of America.
- California Avocado Commission.
G
E
West San Gabriel Valley Consortium.
Palos Verdes Peninsula Transit Authority.
Orange County Fire Authority.
In addition to the financial audits listed above, we have completed the following:
- City of Manhattan Beach - Served as City internal audit staff performing reviews of
various internal accounting activities such as cashiering, business license issuance and
related cash receipts and fire department permit issuance. Also, annually reviewed
admission taxes paid to the City in connection with a Virginia Slims tennis tournament.
- City of Laguna Beach - Special review of City Treasurer's activities, and a Transportation
Development Act compliance audit.
City of Montebello - Various cash flow projections in connection with proposed bond
issues, and a review of the, accounts payable system.
City of Pasadena - Reviewed accounts payable system.
City of Pomona - Evaluation of computerized systems and internal controls relating to
their on-line utility billing system.
City of San Fernando - Business license tax audit.
California Avocado Commission - Assisted staff in the documentation of accounting and
budgeting policies and procedures.
- West San Gabriel Valley Consortium - We performed a management and operations
audit of all of the major operating functions of the Consortium. We also developed
procurement policies and procedures, and a cost allocation plan.
- We have reviewed franchise payments and/or contract compliance from various cable
and disposal companies for the cities of Brea, Fountain Valley, Glendora, Huntington
Beach, Laguna Hills, Lake Forest, Mammoth Lakes, Mission Viejo, Newport Beach,
Oceanside, Temecula, West Covina, and Yorba Linda.
DATA PROCESSING. AUDITING AND CONSULTING
As you know, nearly all governmental entities today utilize some form of electronic data
processing equipment. Therefore, our staff has extensive experience in auditing within an
electronic data processing environment.
During our evaluation of the internal controls over your major accounting operations such as
cash receipts, cash disbursements, payroll, and fixed assets, we will determine the controls
you have established over data processed by the computer. Subsequently, we will review
whether the controls you have established are functioning as intended.
0
• 0
Several years ago, we completed an evaluation of the computerized utility billing system of
the City of Pomona. The study included an evaluation of activities in the Finance
Department, Data Processing Department, Water Department and the Treasury Office. We
have evaluated alternative computerized accounting software for several Cities.
We assisted the Cities of Calabasas, La Canada Flintridge, Laguna Hills, Laguna Niguel,
Lake Forest, Malibu and Twentynine Palms in their implementation of new hardware and
accounting software, which included training staff and developing policies and procedures
for manual and computer processes. We have assisted numerous cities and special districts in
the implementation of new accounting software.
OTHER CONSULTING SERVICES
Our general capability to provide consulting services is best demonstrated by our many years
of successfully serving the governmental industry as described in our resumes. We have
completed management audits for the County of San Bernardino, the South Coast Air Quality
Management District, and the cities of Modesto and Long Beach.
We provide a wide variety of consulting services to our government clients. Examples of
these types of services are as follows:
• Review of business licenses, transient occupancy taxes, admission taxes, franchise
fees, contract compliance, etc.,
• Review and analysis of property taxes allocated by the County,
• Review or documentation of accounting policies and procedures,
• Special accounting projects,
• Internal audit department type services
We performed a study to determine if the internal control procedures were adequate and
functioning properly within the Parks and Recreation Department of a large city. The major
systems reviewed were cash receipts/revenues, purchasing/accounts payable/contracting, and
payroll for contract employees.
We also performed, on behalf of a governmental entity, a study of the administrative systems,
procedures, and controls of one of the largest temporary shelters for the homeless in
California. The project involved the assessment of new and/or improved systems and the
identification of the administrative positions responsible for monitoring the new systems.
GOVERNMENTAL ACCOUNTING SERVICES DEPARTMENT
Our Governmental Accounting Services Department is, in effect, an employment agency that
provides temporary, full-time or part-time personnel who are experienced in governmental
accounting. Our staff is available to replace an absent employee on a full-time basis, or to
complete a specific task or series of tasks.
7
Some of the projects we have performed for other governmental entities are:
• Preparation of an accounting policies and procedures manual.
• Preparation of the State Controller's Report and the Street Report.
• Preparation of monthly bank reconciliations, investment reports, and financial
reports.
• Assistance in the preparation of the budget.
• Assistance in the year end closing.
• Assistance in recording bond issues or monthly fiscal agent activity.
• Grant accounting and analysis.
• On -call staff from the Accountant to the Finance Director level.
N.
PROJECT TEAM
The project team selected for this engagement are all senior level experienced professionals.
We do not anticipate using lower level staff with limited experience to any great extent. All
of the team members have worked in municipal government, municipal finance and
accounting for a combined total of 75 years of experience. We suggest the city consider this
fact in comparing our proposal to others.
Mr. Moreland will act as engagement partner and will be responsible for the overall project.
Mr. Moreland has over twenty five years of experience in providing financial audit services to
government. His firm currently audits thirty California Cities, twenty seven redevelopment
agencies, and many other governmental agencies. His knowledge of the industry is best
demonstrated by the fact that for the past ten years, over ten percent of the "outstanding "
awards in financial reporting issued by the California Society of Municipal Finance Officers
were issued to his clients. Additionally, approximately ten percent of the Certificates of
Achievement for Excellence in Financial Reporting issued by the Government Finance
Officer Association to California cities during the past ten years were issued to our clients.
Mr. Moreland has conducted and managed numerous management reviews, documentation of
accounting policies and procedures, and special studies examining internal control procedures
and major systems such as: cash receipts/ revenues/purchasing/ accounts payable/ accounts
receivable/ contracting, and payroll. He has assisted numerous cities and special districts in
their implementation of new hardware and accounting software, which included training staff
and developing policies and procedures for manual and computer processes.
Mr. Michael McNamara will be the project manager who will be responsible for the day-to-
day management of the team. He is a skilled municipal practitioner having spent over twenty-
two years in municipal finance in both government and the private sector as a consultant to
public agencies. He was a former finance director in a small City (San Clemente) and a
Finance Director in a medium sized City (Irvine). He was formerly the Director of
Administrative Services with responsibility for virtually all of the activities in your finance
department as well as personnel, data processing, purchasing, and the City treasury functions.
He was the Personnel Director, a Finance Director, a City Treasurer in two cities and a
Purchasing Officer. He was also responsible for risk management self insurance and business
licenses for the city. He worked as a consultant for a former big -eight accounting firm. In that
capacity he conducted numerous studies including the review of a Finance Department. He
has conducted management audits on behalf the Grand Jury of Los Angeles County. He was
principal in a financial consulting firm and has conducted over numerous municipal financial
studies. He is experienced in working with elected Boards, Councils and Commissions. Mr.
McNamara has his own consulting firm and will provides sub -contracting services to
Moreland & Associates, Inc.
0
0
0
Ms. Elaine Graves is a governmental financial specialist and will act as senior consultant on
this engagement. She has over twenty-eight years of governmental accounting and budgeting
experience. She has recently worked as an interim Finance Director in La Palma, Vallejo and
the Lake Arrowhead Community Services District. She also provided accounting assistance
on special projects for the City of Burbank and the City of Santa Rosa. Prior to her temporary
assignments she was Finance Director and Risk Manager for the City of Agoura Hills, and
Fiscal Services Manager for the City of Paramount. Ms. Graves has extensive experience in
all aspect of finance department operations and has had the opportunity to work in diverse
systems and thus brings a wide perspective to the project team.
10
RELEVANT EXPERIENCE
Our firm background section and resume section lists the experience of the team. Listed
below are some specific projects which we feel are relevant to your project.
City of Pomona- Evaluation of finance department & computerized billing system
Several years ago, Moreland & Associates. Inc. completed an evaluation of the computerized
utility billing system of the City of Pomona. The study included an evaluation of activities in
the Finance Department, Data Processing Department, Water Department and the Treasury
City of Santa Fe Springs- Review of admininstrative systems and controls
We performed, on behalf of Santa Fe Springs, a study of the administrative systems,
procedures, and controls of one of the largest temporary shelters for the homeless in
California
Citv of Manhattan Beach - Internal management and operational review
We served as City internal audit staff performing reviews of various internal accounting
activities such as cashiering, business license issuance and related cash receipts and fire
department permit issuance. Also, annually reviewed admission taxes paid to the City in
connection with a Virginia Slims tennis tournament.
Various Cities- Implementation of new hardware and accounting software
We assisted the Cities of Calabasas, La Canada Flintridge, Laguna Hills, Laguna Niguel,
Lake Forest, Malibu and Twentynine Palms in their implementation of new hardware and
accounting software, which included training staff and developing policies and procedures
for manual and computer processes. We have assisted numerous cities and special districts in
the implementation of new accounting software.
West San Gabriel Valley Consortium - Management and operations audit
We performed a management and operations audit of all of the major operating functions of
the Consortium. We also developed procurement policies and procedures, and a cost
allocation plan.
City of Visalia- Review of indirect cost allocations as part of a building fee study
Mr. McNamara recently reviewed the indirect cost allocation methodology for the City of
Visalia as part of a study of planning and building inspection fees.
City of Corona- Management and operations review of non profit organization
On behalf of the City of Corona Mr. McNamara conducted a management and operations
review of Settlement House. The organization was in distress. Mr. McNamara prepared a
report with major recommendations for improvement of the operations, management and
controls. The organization has regained its former prominence and is operating effectively.
11
r 0
City of Mission Vieio- Review of general fund reserve levels
The City of Mission Viejo had substantial reserves and was being urged by a councilman to
return a portion of their alleged "extra" reserve funds to the citizens. Mr. McNamara helped
defuse a very sensitive political controversy. He conducted a study of the reserves and
prepared a long range pro -forma of expected financial revenues and expenditures including
the desired capital improvements. The results were that the city needed all of the funds to
complete their intended projects and indeed faced a potential shortfall unless certain changes
were made. He facilitated a City Council work shop to develop a strategic planning session
with the City Council
City of San Clemente- Review of contract savings of seven departments/ divisions
Mr. McNamara conducted a study for the City of San Clemente reviewing the programs and
actual savings of contracted services of : police, fire, maintenance, beach maintenance, street
striping, fleet maintenance and water meter reading and comparing the projected savings to
the actual savings from contracting. The contract programs represented a $12 million savings
to the city over a four year period.
12
PROJECT APPROACH
The West Covina management review is unique in that the city has identified a number of key
areas that they wish the consultants to examine. Many of these areas would be a normal part
of a management and operational review. Yet in most instances each of the key areas could
become a study all of its own. Our proposal envisions a normal management and operations
review which will address each of the areas outlined in your request for proposal. In most
instances we will be able to adequately address each issue to assure you that each functional
area is either: (1) operating properly or (2) is in need of improvement or (3) because of limits
of time, effort and budget will need additional study outside the scope of this review.
Because of the large number of priority focus areas our review must be limited in scope in
each area. However, our work will provide a basis for the City to prioritize the problems to
address and recommendations on how to proceed.
A general management and operational review involves a reconnaissance of the operation
which is generally defined as a preliminary survey to gain information. This usually begins by
examining the guiding documents such as City Charters, ordinances, state law, goals,
objectives, policies, procedures and budgets. Key staff is interviewed to determine their
perception of the situation. Often the emphasis is on a SWOT analysis (strengths,
weaknesses, threats & opportunities). The workflow and key operations are examined in
detail. Staff is either surveyed or interviewed and in some cases both. As interviews and
observations proceed focus areas are identified that are doing well or are in need of
improvement. The focus areas are examined in greater detail to understand any problems and
to identify solutions. The emphasis is on finding out whether the department is performing its
mandated functions according to adopted laws, policies and procedures and the best practices
throughout the industry. Throughout the process work flow is observed and the adequacy of
staffing levels is examined.
Our approach to a project of this type is to break the work down into unique tasks and apply
the best team member to each issue. As you have described your project in the RFP, there are
three primary tasks and numerous subsidiary tasks. We see your project as being divided into
four areas:
1. A general management and operational review
2. Seven priority focus areas
3. Six business systems
4. Staffing & training needs
We are confident that our management and operational review will address all of the normal
review areas as well as your seven priority focus areas, six business systems and your staffing
and training needs. The level of detail as well as a step by step process is shown below.
13
DRAFT WORK PLAN
Listed below is a proposed draft work plan. The program outlines each step of the process
and clarifys the level of detail we expect to provide the city in each task area. The tasks are as
follows.
1. KICK OFF MEETING
An initial kick off meeting would be scheduled with appropriate city staff to finalize the
work program. The city would be able to highlight concerns and assist us in focusing
our work program to its specific needs. Key contacts would be identified, work space
would be identified. After the meeting, introductions could be made with staff.
Appointments can be made. In some instances it is useful to schedule a brief staff
meeting to introduce the team. The manner in which we and our project are introduced
and explained to staff can greatly reduce their natural apprehension.
2. INTERVIEW KEY STAFF
The next step in the process is to interview key staff beginning with the Acting Finance
Director as well as the divisions heads: Controller, Accounting Manager, Computer
Business systems Administrator and Reprographics Supervisor. The City Manager
would also be interviewed and possibly other customers such as other department heads.
The initial meeting focus on overviews of the operations, roles functions, and
identification of areas that seem to be working well and areas that need some
improvement. We would focus on work flow, staffing resources, responsibilities, cross
training and an overall understanding of the operations.
3. REVIEW EXISTING DOCUMENTS
Under this phase of the project all appropriate documents would be reviewed. To
expedite the process we may request some of these documents prior to the kick off
meeting. The types of documents we would be looking for would include the authority
documents such as City ordinances, codes, City procedure manuals and finance
department policies and procedures. We would also examine the budget and the
comprehensive annual financial report (CAFR). An important adjunct to the CAFR
would be any management letters issued which address issues related to operations,
internal controls or staffing. We would also request any internal studies or memos on
the department regarding any of the issues under discussion.
4. WORKFLOW ANALYSIS
Under this phase the interview results and data would be reviewed to assure that we
understand the workflow. Additional meetings and interviews would probably be
scheduled with lower level staff to learn about the actual functioning of the finance
department. Major systems would be examined and would include areas such as:
14
0 •
Cashiering, revenue receipts, treasury, investments, accounts receivable, accounts
payable, payroll, encumbrances, contracts, accounting and others. An important part of
this analysis will be to examine the separation of duties, internal controls and cross
training of staff.
5. PREPARE SURVEY DOCUMENT (OPTIONAL)
A survey document is a tool we would consider as an option of this project. Depending
upon the size of an organization and the subjects to be covered it is often more efficient
to start with a survey document to provide a quick method of gathering data. In some
instances the entire department would be surveyed. In some instances only specific
areas of the department would be surveyed. We would like to discuss with you the
advantages and dis-advantages of a survey. The actual preparation of the tool would
require us to tailor the questions for the City of West Covina. One of the important
principles of a survey document is to clearly list the ground rules. Will the individuals
comments remain confidential while allowing the release of the general findings? Will
employees be assured that their comments remain confidential? Will management see
the raw data or only a summary of the findings? To a great extent the success of the
survey depends upon the trust of the employees. If employees feel that there is a "kill
the messenger" mentality the responses will be less useful. If employees are confident
that all involved are focused on how we can make things better rather than assigning
blame they are more forthcoming. Our experience with surveys is that the most healthy
approach is to assure employees that individual comments remain confidential with
summary results made available. In areas which need improvement, the emphasis
should be on identifying what is needed to correct the problems such as better training,
more staff, more resources or better direction and management.
6. CONDUCT SURVEY (OPTIONAL)
The actual administration of a survey can be handled by allowing each employee to
complete the survey on his or her own schedule with a deadline or by having a group
session where all surveys are completed at the same time. We would expect that the
surveys would be returned directly to us and that employees are assured their individual
comments would be confidential.
7. ANALYZE SURVEY & FOLLOW UP INTERVIEWS
The results of the survey will be compiled and summarized. Follow up interviews will
be used to clarify issues and to identify solutions. Normally the summary findings are
discussed with management.
15
•
8. MANAGEMENT REVIEW
The management review is an ongoing process while the study is in progress. Specific
issues are explored such as: the organization of the department, lines of authority and
lines of communication. The establishment of priorities and clear direction are often
critical management issues. Each function is examined to assure that an appropriate
level of staffing is in place with properly trained people. The supervision and control of
each activity is examined. In many instances the most candid responses on this issue
come from the surveys.
9. ACCOUNTING REVIEW
We will review the accounting process with a focus on determining whether there are
any problems relating to the accounting process. Are there special problems related to
particular accounting activities.
10. INTERVIEW CUSTOMERS
Since the finance department is both a control department and a service department it is
important to determine how its customers view the service. Internally the customers are
the City Manager, the department heads, and sections which have significant interaction
with finance such as personnel or the public works capital improvement section. The
handling of contracts and the use of encumbrances and purchase orders is a key
component of good service. In talking to the internal customers we expect to address
several focus issues such as the CIP expenditures and payroll. Externally the clients are
the City Council and the citizens. These two clients are not part of the proposed work
program but can be included if requested.
11. PRIORITY FOCUS AREAS
The City has requested special attention to seven priority focus areas in its request for
proposal. Listed below are each of those priority areas and our approach to
accomplishing them
a. REVIEW SELF INSURANCE AND GENERAL FUND RESERVES
The City has been recently expending more that it receives in revenue. The spend
down of the reserves and the potential impact of self insurance has become an
increasing concern. Our review would examine the self insurance program from a
policy and operational basis. We would review the actuarial studies although we
are aware that there has not been a recent actuarial study. Our analysis will not
be an actuarial study.
16
0
We will examine the reasonableness of assumptions and the process for handling
claims. Our inquiries would most likely include discussions with your third party
claims and may include personnel and the City Attorney.
The general fund reserves would be examined and a preliminary analysis made as
to their adequacy. Authoritative sources will be cited as comparisons and a
discussion will be included in our report. To completely address this issue a long
range financial plan would be needed which is beyond the scope of this project.
b. REVIEW CHARGE BACKS
The review of the allocation methodology for various internal service funds will be
examined. The indirect and overhead charges in any city are an important item for
establishing fees and obtaining reimbursements from the state and federal
government. In some cities the indirect and overhead charges become a part of the
total budget of the department. We have recent experience examining these areas
in several cities. Our approach will be to examine the methodology and key
allocation metrics to assess whether the system is adequate or in need of a more in
depth review. The development of an updated allocation process is a project of its
own and is beyond the scope of this project. We will, however, be able to give you
some confidence as to whether or not the system is working properly. We can also
provide some simple low cost solutions that could be implemented by city staff to
refine your allocations.
C. REVIEW COMPUTER PURCHASING SYSTEM
This aspect of the project involves reviewing the justification for using Dell
computers as the exclusive equipment for the city. The option of course is a local
vendor or some combination of software consultants and hardware consultants.
Staff has prepared reports describing the practice and the perceived benefits.
These reports will become the beginning point for our review of this topic. We do
not feel it is necessary to engage a technology specialist at this time. Our
consultants and staff are adequately conversant with the topic to provide the type of
objective review you request. The issue may be able to be quantified or may be a
management issue rather that a strictly technical issue. We will attempt to provide
you with authoritative sources of information on the topic. If you determine you
wish to proceed in another direction you may wish to further use our services or
engage the services of a different technology specialist. We do have on call more
technical specialists if needed. This area again could be a study of its own. We
expect to provide you with an objective discussion of the subject and
recommendations on which way to proceed.
17
d. REVIEW AND COMMENT ON THE PURCHASING "SYSTEM"
The issue of a centralized or decentralized purchasing system is one that is
constantly faced by small and medium sized Cities. At what point do the savings
in purchasing outweigh the cost of hiring one or two purchasing professionals.
Will additional controls reduce the potential for fraud? Will a central professional
purchasing staff provide a value added component to purchases which may be
department specific such as police, fire or public works? Has the City experienced
problems or put itself in legal jeopardy by the manner in which contracts are let or
supplies purchased?
Our approach here would be to examine the agreed upon procedures and determine
if they are being followed or not. We have two members of the team who were
responsible for both decentralized and centralized purchasing operations. This
will be a difficult area to quantify since much of the information will be anecdotal.
Our approach will be to attempt to quantify and categorize city wide purchases.
We attempt to sample some purchases to determine potential savings, if any. We
will use authoritative sources to provide some bench marks as to expected savings
for a centralized purchasing operation. We will use our professional background
in this area to provide you comments on your existing system and any suggestions
for alternatives. This area may be a study of its own.
e. ACCOUNTS RECEIVABLE AND ACCOUNTS PAYABLE SYSTEMS
A review of the accounts receivable and accounts payable systems and "processes is
normally an integral part of a normal management and operations review. Your
request for and "opinion" level review or "qualified" comment and review has a
specific meaning within the accounting profession. Such terms are usually
reserved for an overall audit opinion rather than any specific function. We would
expect to provide you a review of accounts receivable and accounts payable
processes as to adequacy, efficiency and internal controls. We can also provide
some feedback as to how you compare to other similar operations. We shall
attempt to find authoritative sources for benchmarks.
Your comment in the RFP regarding this item said that this priority area "... is
related to the SCI financial system and to the staffing issues (e.g. roles, delegation
of authority)." It appears that you need some clarity as to whether the SCI system
accounts payable and accounts receivable module is performing the required tasks.
It also appears to request a review of the appropriate level of staffing for this
function. We expect that both of these issues would be addressed during the initial -
review or during item 11 a and or item 12 below.
18
•
E
f. REVIEW THE SCI FINANCIAL SYSTEM
As an ongoing part of our review, we will be able to tell you whether the SCI
system is performing in an adequate manner. Since our review will be at a
reconnaissance level we will not be able to provide you with specific module
corrections or system design. solutions. Our report will help you identify whether
the system is generating the necessary reports. A key aspect of this review will be
the training and skill level of the staff using the SCI system. We have been
advised that SCI has only one or two other California cities using this system.
Thus our comparisons will be mostly limited to other systems unless we can
identify additional out of state installations. We are also aware that the payroll
module is not operational. We will contact the vendor to obtain additional
information and attempt to identify any liaison problems. Our focus will be upon
what is needed to make the system fully operational.
g. REVIEW THE INVESTMENT POLICIES AND INVESTMENT PRACTICES
It has often been stated that the cost of effective cash management is not an
expense but is a wise investment. Our team includes a former City Treasurer and a
financial professional, both of whom have managed cash and investments. They
are members of the California Municipal Treasurers Association and the
California Municipal Finance Officers Association. We expect to examine your
investment polices and procedures which are required by California law. We
would also compare your operations to the best practices in the industry. Our study
would include a reconnaissance level review of (1) the speed of collections and
deposits, (2) the control of payables, (3) the control of bank balances, (4)
investment of cash balances, (5) your banking relationship, and (6) your
compliance with your investment policies and procedures and (7) your cash
projection system. Where available we will provide you with the industry
benchmarks.
12. STAFFING & TRAINING REVIEW
We will review the internal preliminary organizational staffing plan. As a part of our
review we will compile our findings on the need for training in the various functions.
We will also examine the staffing needs from the perspective of the internal draft
operating procedures manual. The particular areas of concern mentioned in your RFP
will be addressed. These include roles, delegation of authority, cross training and
authorizations to access third party accounts. Much of our material will be generated
from the previous work completed on the management review portion of the project.
19
0 •
13. PROJECT TEAM INTERNAL REVIEW
At this stage of the project the team will meet to examine and discuss all of their
findings and data. The emphasis is upon quality control to assure that each fact is based
upon good information, We will examine our conclusions and come to a consensus on
recommendations.
14. PREPARE DRAFT REPORT
The information will be compiled and put into report format for easy reading. It will
contain the findings on the issues identified above. The report will have appropriate
conclusions and recommendations.
15. REVIEW DRAFT REPORT WITH STAFF
At this meeting we will review our draft report with staff. This meeting will allow us to
refine any questionable areas and to serve as a second quality control review. Imput on
the draft report will be solicited from staff. Corrections and clarifications will be added
to assure full coverage and fairness of the report
16. FINALIZE REPORT
Corrections will be made and the report will be finalized and seven copies of the report
will be submitted to the city.
17. FORMAL PRESENTATION
We will be prepared to make a formal presentation of our findings to city staff or the
City Council if appropriate.
OPTIONAL REVIEW AREAS
The city has identified six optional review areas which are:
• Encumbrances & Payment control
• Cash management
• Cashiering system
• CIP program
• SCI budget module
• SCI payroll module
20
10
In each instance we expect to address these issues as a part of the management and operations
review. As we have discussed above, each of these areas could become a study of its own.
We suggest that our report examine these areas to the extent time permits in the original
management and operations review. We will have a better idea if any of these areas warrant a
full blown study. At this point in time the city needs a better grasp of what the problems are
in each of these areas. The solution may involve the city devoting additional resources of its
own which might be less costly than an independent study. It will depend upon what
resources the city has available.
In our work plan we have outlined the level of detail you can expect from the management
and operations review. If additional study is required we will be better able to estimate the
time required after the initial review. For your convenience we have shown a 40 hour per
optional review area and the costs involved. We reserve the right to modify these estimates.
21
14
PROJECT COSTS AND SHEDULES
The following pages outline the estimated hours and costs of the management and operations
review. We will undertake this engagement for a fixed price project fee of $29,000. This is
based upon our draft work program and the meetings we have identified. Additional meetings
or changes in the proposed scope would be charged at the hourly rates listed in this proposal.
If the city desires to reduce the scope of work in certain areas we would be willing to adjust
the available time to address other priorities. We propose to begin the project immediately
after the contract is signed and we can meet your 90 to 120 day schedule.
FINANCIAL -mANAGEMENT REVIEW
DRAFT WORK PLA14
22
0
0
23
RESUME OF MICHAEL MORELAND ENGAGEMENT PARTNER
Michael Moreland will assume overall responsibility for services provided to the City. Mr.
Moreland has over twenty years of experience in performing financial and compliance audits for
government. Some of the clients served include:
Cities of Bell Gardens, Beverly Hills, Big Bear Lake, Bradbury, Brawley, Brea, Calabasas,
Canyon Lake, Chino, Chino Hills, Commerce, Covina, Culver City, Cypress, Dana Point,
Delano, Del Mar, Dinuba, Escondido, Fountain Valley, Fullerton, Garden Grove,
Glendale, Glendora, Grand Terrace, Hawthorne, Healdsburg, Irvine, La Canada Flintridge,
La Mirada, La Palma, Laguna Beach, Laguna Hills, Laguna Niguel, Livermore, Los
Alamitos, Los Angeles, Lynwood, Mammoth Lakes, Manhattan Beach, Mission Viejo,
Monrovia, Montebello, Monterey Park, Newport Beach, Oceanside, Orange, Pasadena,
Perris, Pico Rivera, Pomona, Poway, Rialto, San Fernando, San Juan Capistrano, San
Marcos, Santa Clarita, Santa Fe Springs, Solana Beach, South Lake Tahoe, South
Pasadena, Stanton, Sunnyvale, Tehachapi, Temecula, Torrance, Tulare, Tustin, Twentynine
Palms, Villa Park, Watsonville, West Covina and Yorba Linda, California.
Community Redevelopment Agencies of the cities of Bell Gardens, Big Bear Lake,
Brawley, Brea, Commerce, Compton, Covina, Culver City, Cypress, Dana Point,
Escondido, Fountain Valley, Fullerton, Glendora, Grand Terrace, Hawthorne, Healdsburg,
La Canada Flintridge, La Mirada, La Palma, Livermore, Los Angeles, Lynwood, Mission
Viejo, Montebello, Monrovia, Oceanside, Orange, Perris, Pico Rivera, Pomona, Poway,
Rialto, San Buenaventura, Calabasas, San Juan Capistrano, San Marcos, Santa Fe Springs,
Solana Beach, South Pasadena,Stanton, Temecula, Tulare, Tustin, Watsonville, West
Covina and Yorba Linda
- Los Angeles Unified School District.
- City of Los Angeles, Department of Airports.
- Cities of Los Angeles and Pasadena, Fire and Police Pension Systems.
- Office of the Los Angeles County Superintendent of Schools.
- Irvine Ranch Water District.
- Orange County Cities Risk Management Authority (OCCRMA).
- Rossmoor Community Services District.
- Triunfo Sanitation District.
- Orange County Sanitation District.
24
0
Santa Margarita -San Luis Rey Watershed Planning Agency.
- California Avocado Commission.
- West San Gabriel Valley Consortium.
Central Orange County Fixed Guideway Agency.
Orange County Council - Boy Scouts of America.
California Inland Empire Council - Boy Scouts of America.
Santa Fe Springs Public Improvements Corporation.
CONSULTING EXPERIENCE
1. Served as Project Manager for Los Angeles Country Grand Jury studies in the Public
Administrator Public Guardian Office; District Attorney; Music Center Parking:
Purchasing and Stores; and Control and Custody of Evidence functions in a County
Government.
2. City of Pasadena — Conducted a review of the accounts payable system.
3. City of Pomona — Evaluated the computerized systems and internal controls relating to
their on-line utility billing system.
4. California Avocado Commission — Assisted staff in the documentation of accounting and
budgeting policies and procedures.
5. West San Gabriel Valley Consortium — Performed a management and operations audit of
all the major operating functions of the Consortium.
6. City of Laguna Beach — Conducted a special review of the City Treasurer's activities, a
Transportation Development Act compliance audit, and a review of Transient Occupancy
Tax payments from selected hotels/motels.
Mr. Moreland is very active in organizations that relate to the public sector industry. His
involvement includes:
- California Society of Certified Public Accountants:
- Chairman of the State Governmental Accounting and Auditing Committee.
- Member of State Controller's Advisory Committee for Redevelopment Compliance
Guidelines.
25
�f
Editorial consultant and author for seven years of a regular column on governmental
accounting and auditing in Outlook Ma -gazing, a publication of the California Society
of Certified Public Accountants.
California Society of Municipal Finance Officers (CSMFO):
- Associate member, regularly attends monthly section meetings and annual
conferences.
- Frequent speaker at section meetings and annual conference. Regular instructor at
weekend training seminars.
- Participates in the preparation and instruction of the Career Development Program
"How to Prepare an Award Winning CAFR".
- Participates in the review of annual financial reports and member of three -person final
review committee under the California Award Program.
Government Finance Officers Association:
Associate member and frequent instructor of Professional Development Programs.
Member of National Council on Governmental Accounting Grant Accounting Task
Force which developed the exposure draft that became NCGA Statement 2, Grant
Entitlement, and Shared Revenue Accounting and Reporting By State and Local
Governments.
Other Organizations and Activities:
- Chairman of California Committee on Municipal Accounting.
- American Institute of Certified Public Accountants.
- Member GASB Task Force on the Financial Reporting Model.
- Member GASB Small Governments Task Force.
Mr. Moreland received a Bachelor of Business Administration degree in Accounting from Loyola
Marymount University and holds CPA certificates from the State of California and several other
states.
Much of Mr. Moreland's continuing professional education requirement is fulfilled through writing
articles and making presentations on various governmental accounting subjects for GFOA,
CSMFO and the League of California Cities. He also attends numerous CSMFO chapter and
section meetings, as well as the annual conference.
26
T � •
11
MICHAEL McNAMARA
Mr. McNamara will be the project manager on this engagement. He has over 22 years of
experience as a municipal financial employee and as an independent consultant. He has
served as a Finance Director, Administrative Services Director, City Treasurer, Purchasing
Agent and Personnel Director in Cities. He has his own consulting firm which provides a
broad range of consulting services. He previously was a principal in a major financial
consulting firm and has experience in a big-8 accounting firm as a consultant.
He has conducted organizational reviews and financial reviews of various organizations.
He recently examined the indirect costs for the City of Visalia as part of a building department
fee study. He is currently reviewing indirect costs for the City of Santa Monica as part of a
building fee study. He conducted a systems requirement analysis for the Clerk of the Board of
Supervisors, County of Orange for an automated agenda process. He also conducted a
department wide review of processes and procedures for the Orange County Public Defenders
Office and developed the systems requirements for a document imaging system.
On behalf of the City of. Corona he conducted an operational and financial review of a
troubled service provider of the City. He conducted a workshop and strategic planning
process which helped turn the organization around and put it on a solid financial footing. Mr.
McNamara has served as an expert witness on complex municipal financial transactions and
has conducted analyses and studies for private firms and municipal governments. He
conducted a study for the City of San Clemente reviewing the programs and actual savings of
contracted services of. police, fire, park maintenance, beach maintenance, street striping, fleet
maintenance and water meter reading and comparing the projected savings to the actual
savings from contracting. These contract programs represented a $12 million savings to the
city over a four year period.
Fieldman Rolapp & Associates - Former Principal & CEO
The firm acted as consultants to local government agencies in the areas of capital financial
planning, the issuance of debt, and long range financial planning. Mr. McNamara was
instrumental in building the firm from a small operation into one of the largest municipal
financial consulting firms in California with over $3.0 billion in debt issuance and numerous
financial studies. As a Certified Independent Public Financial Advisor, he assisted Cities,
Counties, School Districts and Special Districts to plan and finance their capital projects and
to negotiate agreements. He provided financial advisory services to the Counties of Ventura,
Riverside, and Orange and assisted numerous Cities in planning and financing projects. He
was responsible for the long range financial plan for the City of Mission Viejo and the City of
West Hollywood.
27
f
Deloitte Haskins & Sells (now Deloitte Touche) - Manager
The big-8 firm provided accounting and general consulting services to businesses and public
agencies. Mr. McNamara was responsible for infrastructure advisory services as well as
development of a City Charter, a review of legal services, and a computer needs analysis. He
provided staff support to the Los Angeles County Grand Jury in its review of County
Government and Redevelopment Agencies. He reviewed the financial operations of several
public entities.
City of Irvine - Director of Administrative Services
The Director of Administrative Services is officially designated as the City's Finance
Director, Personnel Officer, and City Treasurer. He was responsible for planning, organizing,
and directing 50 full-time staff and three major divisions. As Finance Director, Personnel
Director, Treasurer, and Purchasing Agent, he was responsible for all administrative functions
of a medium size city. Duties also included responsibility for budgets, computers, word
processing, reprographics and the issuance of debt.
City of San Clemente - Finance Director
He was responsible for all financial activities of a small city, including water and sewer
utilities and a Redevelopment Agency and was acting City Treasurer for six months. He was
responsible for preparation of the budget, accounting, payroll, data processing, purchasing,
warehouse, water meter reading and utility billing and preparing the annual financial
statement.
EDUCATION
M.B.A. Pepperdine University
B.S. Eastern Michigan University
PROFESSIONAL AFFILIATIONS
American Society for Public Administration (past President of San Diego &Orange County
Chapters)
California Municipal Finance Officers Association
California Municipal Treasurer's Association
League of California Cities, Revenue and Taxation Committee (former member)
OTHER EXPERIENCE
University of California Irvine Graduate School of Management, instructor in public/private
interaction and public sector policy issues.
League of California Cities Financial Management Seminar, presenter
Western Governmental Research Association, speaker
American Society for Public Administration, speaker
r0
e
t
ELAINE GRAVES
Ms. Graves has nearly twenty-five years of governmental accounting and budgeting
experience. Currently she is working as the Interim Finance Director at the Lake Arrowhead
Community Services District. Just previous to this assignment, she was providing accounting
assistance on special projects for the City of Burbank. During the past two years she has
completed other assignments for us including Assistant Finance Director for the City of
Vallejo and Accounting and Budgeting Supervisor for. the City of Santa Rosa The last two
assignments were for approximately six months each. Prior to those assignment, she was the
Interim Finance Director for the City of La Palma. As a result of these assignments, and the
work performed during her career in municipal finance, she is quite familiar with all of the
duties in the finance department of a California city, including the activities of a California
redevelopment agency. Her experience, prior to accepting temporary assignments, was as
follows:
CITY OF AGOURA HILLS, CALIFORNIA
Director of Finance and Risk Manager
May 1989 - January 1997
• Managed cash and investments, budgets, finance, payroll, financial statements, audits for
the city and the redevelopment agency
• Converted to a network with new computers and new accounting system
• Established a cost allocation system
• Managed claims and legal actions
CITY OF PARAMOUNT, CALIFORNIA
Fiscal Services Manager
January 1985 - May 1989
• Managed cash and investments, budgets, finance, payroll, financial statements, and audits for
the city and the redevelopment agency.
• Managed bond issues
• Established a cost allocation system
CITY OF OCEANSIDE, CALIFORNIA
Communitv Development Commission Accountant
August 1980 - December 1984
• Established the accounting for the newly formed Commission
• Managed cash and investments, budgets, finance, payroll, financial statements and annual
audits
• Managed bond issues
29
•
CITY OF PHOENIX, ARIZONA
Housing and Urban Redevelopment Department Accountant II
August 1972 - April 1978
• Worked with budgets, payroll, bond issues, financial statements and audits
EDUCATION
BA, Business Administration
30
i
i
CITY OF WEST COVINA
FINANCIAL MANGEMENT REVIEW
DRAFT WORK PLAN SCHEDULE
TASKS
GENERAL REVIEW TASKS
1. Kickoff meeting
2. Interview key staff
3. Review existing documents
4. Workflow analysis
5. Prepare survey document (op)
6. Conduct survey (optional)
7. Follow up interviews
8. Management review
9. Accounting review
10. Interview customers
11. PRIORITY FOCUS AREAS
A. REVIEW SELF INS RESERVES
B. REVIEW CHARGE BACKS
C. REVIEW COMPUTER SYSTEM
D. REVIEW PURCHASING
E. ACCTS PAYABLE/REC
F. SC/ FINANCIAL SYSTEM
G. INVESTMENT POLICIES
12. Staffing & training review
13. Project team internal review
14. Prepare draft report
15. Review draft with staff
16. Finalize report
17. Formal presentation
Total
EXHIBIT 3
Total
Begin
Complete
Hours
Week of
Week of
6
6-Feb
6-Feb
18
12-Feb
12-Feb
16
12-Feb
12-Feb
32
19-Feb
19-Feb
14
19-Feb
19-Feb
8
26-Feb
26-Feb
16
26-Feb
26-Feb
16
26-Feb
26-Feb
8
19-Feb
19-Feb
8
5-Mar
5-Mar
8
19-Feb
19-Feb
8
5-Mar
5-Mar
10
19-Feb
19-Feb
8
12-Mar
12-Mar
8
12-Mar
12-Mar
16
12-Mar
12-Mar
12
12-Mar
12-Mar
8
12-Mar
12-Mar
12
19-Mar
19-Mar
60
19-Mar
2-Apr
6
9-Apr
9-Apr
20
23-Apr
23-Apr
12
30-Apr
30-Apr
330
i � •
r
EXHIBIT B
PROJECT TEAM
The project team selected for this engagement are all senior level experienced professionals. We
do not anticipate using lower level staff with limited experience to any great extent. All of the
team members have worked in municipal government, municipal finance and accounting for a
combined total of 75 years of experience. We suggest the city consider this fact in comparing our
proposal to others.
Mr. Moreland will act as engagement partner and will be responsible for the overall project. Mr.
Moreland has over twenty five years of experience in providing financial audit services to
government. His firm currently audits thirty California Cities, twenty seven redevelopment
agencies, and many other governmental agencies. His knowledge of the industry is best
demonstrated by the fact that for the past ten years, over ten percent of the "outstanding" awards
in financial reporting issued by the California Society of Municipal Finance Officers were issued
to his clients. Additionally, approximately ten percent of the Certificates of Achievement for
Excellence in Financial Reporting issued by the Government Finance Officer Association to
California cities during the past ten years were issued to our clients.
Mr. Moreland has conducted and managed numerous management reviews, documentation of
accounting policies and procedures, and special studies examining internal control procedures
and major systems such as: cash receipts, revenues/purchasing, accounts payable, accounts
receivable, contracting and payroll. He has assisted numerous cities and special districts in their
implementation of new hardware and accounting software, which included training staff and
developing policies and procedures for manual and computer processes.
Mr. Michael McNamara will be the project manager who will be responsible for the day -today
management of the team. He is a skilled municipal practitioner having spent over twenty-two
years in municipal finance in both government and the private sector as a consultant to public
agencies. He was a former finance director in a small City (San Clemente) and a Finance
Director in a medium sized City (Irvine). He was formerly the Director of Administrative
Services with responsibility for virtually all of the activities in your finance department as well
as personnel, data processing, purchasing, and the City treasury functions. He was the Personnel
Director, a Finance Director, a City Treasurer in two cities and a Purchasing Officer. He was also
responsible for risk management self insurance and business licenses for the city. He worked as a
consultant for a former big -eight accounting firm. In that capacity he conducted numerous
studies including the review of a Finance Department. He has conducted management audits on
behalf the Grand Jury of Los Angeles County. He was principal in a financial consulting firm
and has conducted over numerous municipal financial studies. He is experienced in working with
elected Boards, Councils and Commissions. Mr. McNamara has his own consulting firm and will
provides sub -contracting services to Moreland & Associates, Inc.
Ms. Elaine Graves is a governmental financial specialist and will act as senior consultant on this
engagement. She has over twenty-eight years of governmental accounting and budgeting
experience. She has recently worked as an interim Finance Director in La Palma, Vallejo and the
Lake Arrowhead Community Services District. She also provided accounting assistance on
special projects for the City of Burbank and the City of Santa Rosa. Prior to her temporary
assignments she was Finance Director and Risk Manager for the City of Agoura Hills, and Fiscal
Services Manager for the City of Paramount. Ms. Graves has extensive experience in all aspect
of finance department operations and has had the opportunity to work in diverse systems and
thus brings a wide perspective to the project team.