HomeMy WebLinkAbout9/5/2018 - STAFF REPORTS - 1.P.CITY COUNCIL STAFF REPORT
DATE: September 5, 2018 CONSENT CALENDAR
SUBJECT: APPROVE A CONTRACT AMENDMENT WITH Ph.D . ECONOMIC
DEVELOPMENT CONSULTING LLC FOR FINANCIAL REVIEW AND
MANAGEMENT CONSULTING SERVICES
FROM: David H. Ready , City Manager
BY: Office of the City Manager
SUMMARY
This action approves a contract amendment with Ph.D. Economic Development
Consulting LLC, for financial review and management consulting services in an amount
not to exceed $45 ,000 , for a total contract amount of $70 ,000. The amendment term is
September through January 2019.
RECOMMENDATION:
1. Approve Amendment No . 1 to Agreement No. 7167 with Ph.D. Econom ic
Development Consulting, LLC, in an amount not to exceed $45 ,000 , for a total
contract amount of $70 ,000 for financial review and management consulting
services .
BACKGROUND:
We are currently recruiting candidates to fill the vacant Finance Director position. During
the interim , as a best practice , I engaged Scott Miller of Ph.D. Econom ic Development
Consulting to support the Interim Finance Director, provide a review of various financial
functions and systems (e .g. Treasury functions, and payroll and finance system
upgrades among others), and assist with the Finance Director's recruitment process .
Toward that end , a contract was executed -currently under $25 ,000 -to begin the
review process. The proposed amendment will allow work to cont inue through January,
2019.
Mr. Miller is especially qualified to assist with these tasks as his background includes
CFO and Finance positions for the City of Beverly Hills , Broward County , FL , City and
County of San Francisco , City of Claremont, and Interim CFO for the City of Riverside
(see attached resume). He adds private sector experience as well, having been a
ITEM NO. ---;...1_._.P._. _
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City Council Staff Report
September 5, 2018 -Page 2
Amendment to Agreement with Ph.D. Economic Development Consulting, LLC
Manager for the auditing/consulting firm Deloitte & Touche and as Manager of Finance
and Systems Control with Turner Broadcasting Systems, Inc. While he is very
experienced in all aspects of the Finance Department functions, he has particular
experience with finance and payroll software systems and upgrades, projects of which
we are currently undertaking in both areas.
ANALYSIS:
The scope of services and deliverables covers several Finance Department functions,
separated into phases to include the following:
Finance Department Assessment
• Accounts Payable
• Accounts Receivable
• Payroll
• Internal Controls
• Treasury
• Debt Administration
• Cashiering
• Cash Management
• Revenue Collection
• Budget
System Upgrade Review
• Finance
• Payroll
Director Recruitment
• Review of candidates
• Interviews
FISCAL IMPACT:
The contractor's hourly rate is $135, and is expected to work between 16-24 hours per
week, through January 2019. Costs for July and August have totaled approximately
$20,520. This amendment will increase the total not-to-exceed amount to $70,000 over
a six-month period. Adequate funds are available from the vacant Finance Director's
salary line item.
Attachments: 1. Amendment No. 1
2. Scott Miller Resume
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AMENDMENT NO. 1
TO
AGREEMENT BETWEEN THE CITY OF PALM SPRINGS AND PhD
ECONOMIC DEVELOPMENT CONSULTING, LLC FOR
TRANSITIONAL CONSULTING AND SPECIAL PROJECT
CONSULTING FOR THE FINANCE DEPARTMENT
(Agreement No. A 7167)
THIS AMENDMENT NO. 1 ("First Amendmene) to that certain "Agreement Between the City of
Palm Springs and Phd Economic Development Consulting, LLC for Transitional Consulting and
Special Project Consulting for the Finance Department" ("Agreement") is made and entered into
to be effective on the day of September, 2018 by and between the City of Palm Springs, a
California charter city and municipal corporation ("City"), and PhD ECONOMIC DEVELOPMENT
CONSULTING, LLC a California limited liability company ("Consultant") collectively, the "Parties,"
and each a "Party."
RECITALS
A. City and Consultant previously entered into an Agreement regarding Consultant's
provision of transitional and special project consulting services to City's Finance Department. The
City Manager approved this Agreement, identified in the public records of the City as Agreement
No. A7167, executed by Consultant and entered into on July 24, 2018. Under the Agreement,
compensation, and reimbursement to Consultant for costs and expenses was not to exceed
twenty-five thousand dollars ($25,000).
B. City and Consultant desire to amend the Agreement to allow for the continuation of
services by Consultant with compensation and reimbursement not to exceed an additional forty
five thousand dollars ($45,000), with the total compensation and reimbursement payable to
Consultant being seventy thousand dollars ($70,000).
NOW, THEREFORE, in consideration of the mutual promises and covenants contained
herein, the Parties agree as follows:
AGREEMENT
1. The true and correct recitals above are incorporated by this reference herein as the basis
for and a material part of this First Amendment.
2. Section 3 of the Agreement is hereby amended in its entirety to read as follows:
"Section 3. Compensation. Consultant shall be compensated for the services rendered, and
reimbursed for costs and expenses under this Agreement in accordance with the schedule of fees
set forth in Exhibit "B." Consultant's total compensation under the Agreement as amended,
including reimbursement for costs and expenses, shall not exceed seventy thousand dollars
($70,000).
3. Full Force and Effect. This First Amendment is supplemental to the Agreement, and is by
reference made part of said Agreement. All of the terms, conditions, and provisions, thereof,
unless specifically modified herein, shall continue in full force and effect. In the event of any
Amendment No.1
Agreement No. A 7167
PhD Economic Development Consulting, LLC
1
4
conflict or .. inconsistency between the provisions of this First Amendment and any of the provisions
of the Agreement, the provisions of this First Amendment shall in all respects govern and control.
4. Corporate Authority. Each of the persons executing this First Amendment on behalf of a
Party hereto warrants that (i) such Party is duly organized and in good standing, (ii) he/she is duly
authorized to execute and deliver this Amendment on behalf of said Party, (iii) by his/her execution
of this First Amendment, such Party is formally bound to the provisions of this First Amendment,
and (iv) the entering into this First Amendment does not violate any provision of any other
agreement to which said Party is bound.
IN WITNESS WHEREOF, the parties have executed this Amendment as of the dates
stated below.
CITY:
CITY OF PALM SPRINGS
By:
DAVID H. READY, Ph.D.
City Manager
APPROVED AS TO FORM:
By: ______________________ __
Edward Z. Kotkin,
City Attorney
Amendment No. 1
Agreement No. A 7167
PhD Economic Development Consulting, LLC
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CONSULT ANT:
PhD ECONOMIC
DEVELOPMENT CONSULTING, LLC
By:
SCOTT G MILLER, Ph.D.
Managing Partner
ATTEST
By: ________________________ _
Anthony Mejia, MMC,
City Clerk
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RESUME
SCOTT G MILLER, Ph.D.
PhD Economic Development Consulting, LLC
EDUCATION AND CERTIFICATIONS:
Arizona State University. Doctor of Philosophy. Areas of specialization: Public Administration,
Finance-Budgeting and Program/Policy Evaluation, May 1987.
University of Georgia. Masters. Areas of specialization: Administration, Finance and Organizational
Development, June 1980.
San Diego State University. Bachelors of Arts. Major: Psychology Minor: Business Administration,
May 1978.
The California Community Colleges. Instructor Credential-Business and Industrial Management
and Public Services and Administration-Life Credential, 1984
International Association of Certified Fraud Examiners. Certified Fraud Examiner., 1993 (Retired)
Deloitte Haskins and Sells Technology Institute. Certified Information Technology Specialist.
Deloitte Haskins and Sells L.L.P., 1987
EXPERIENCE:
November 2017 to present:
Independent Management. Finance and Technology Consultant. Working as an independent
consultant for public and private sector clients' throughout California and Nevada. Major duties
include conducting various financial assessment projects, strategic planning, marketing, purchasing
and technology projects, and advising senior management on various governmental financial and
budget issues and strategies, presenting analysis, findings and financial reports to executive
management, acting as an internal governmental affairs director for private sector clients and acting
as liaison between local government staffs and private sector staffs to achieve successful completion
of specific program goals and objectives.
March 2016 to September 2017:
Chief Financial Officer/City Treasurer (Interim), City of Riverside, CA. Executive level position
developing and coordinating $1 B budget, managing Accounts Receivable, Accounts Payable,
General Ledger, Grants Accounting, preparing and analyzing financial statements, monthly budget
reports, monthly and quarterly revenue reports, manage purchasing function, risk management
function, interface with all internal and external auditors, responsible for analyzing and signing off on
all financial aspects of City operations, manage all City investments and fixed inventory (over $3B in
assets) administering the City's collections processes, prepare required County, State and Federal
financial reports and manage the City's various financial computer systems and cashier's operations.
October 2014 to February 2016:
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Management and Finance Consultant. Worked as an independent consultant for various
management consulting and finance companies including Urban Futures and Wolf and Company for
their public sector clients' throughout the San Gabriel Valley, Inland Empire, Desert and Orange
County regions. Major duties include conducting various financial, strategic plan and technology
projects, legislative analysis, grant administration, advising senior staff on various financial and
budget issues and strategies, presenting analysis, findings and financial reports to City Councils,
assisting local government staffs in success completion of specific program goals and objectives.
October 2012 to September 2014:
Chief Financial Officer and Director of Finance and Administrative Services. County of
Broward, FL. Senior executive management position reporting to County Administrator responsible
for all financial and internal administrative activities and functions within the County of Broward
including enterprise organizations such as Fort Lauderdale-Hollywood International Airport, Port
Everglades, Broward County Water and Wastewater, County Convention Center and contract
administration of County owned BB&T Professional Sports Arena. Had nine Department Directors
report to me (with an Agency of over 775 employees) and responsibilities including Bond
Indebtedness and Debt Management, Accounting, Information Technology, Tax Collection, County
Registrar, County Clerk, Risk Management, Financial Reporting, Insurance Administration, Human
Resources, Training and Organizational Development, Grant Administration, Bad Debt Collections
and Tax Auctions, County Recording, Tax Court Administration, Labor Relations, Financial Planning
and Analysis, Business Relations, Treasury Functions, Purchasing and Contracts, and contract
negotiations. Work as the chief financial advisor for the County's Elected Board of Commissioners,
various County Community Committees, and other County appointed Boards and Commissions.
Serve on two State of Florida Boards. Provides leadership for many of the County's special projects
and for numerous County activities. Broward County is the 141h largest County in the United States
and 2nd largest in Florida with a budget of $4B, over 12,000 general and law enforcement staff
members and a population of over 1.9M.
November 2005 to September 2012:
Administrative Services Director and Chief Financial Officer. City of Beverly Hills, CA. Senior
executive management position reporting to City Manager and elected officials responsible for all
activities and functions within the Administrative Services Department including: Finance and
Accounting, Budget and Management, Risk Management, Insurance Administration, Real Estate and
Property Management, Human Resources, Training and Organizational Development, Labor
Relations, Debt Financing, Deputy Treasurer (worked with Elected Treasurer), Utility Billing and Rate
Development, Purchasing, and Economic Development with 10 direct reports and a department of
over 55. Work as primary financial advisor for the City's Elected City Council, Commissioners, City's
Parking Authority Board, City's Public Finance Board, City's Library Board and the Community Grant
and Trust Board. Advise on all capital and development projects on behalf of the City. Provides the
City Manager/City Council with leadership on numerous City activities and projects including city
wide strategic planning, long range financial planning, organizational development, community and
business relations, education relations, and special projects. Beverly Hills is a full service city with a
budget of $460M, a day-time population of over 225,000, over 1100 employees and three public
utilities. Extensive contact with residents, community and business groups, regional and state
organizations, and the press. Also acted as Treasurer for regional Council of Government's.
February 2001 to October 2005:
Redevelopment Agency Assistant Executive Director and Economic Development Manager.
City of Claremont, CA. Executive management position responsible for all activities and functions
7
within the Economic Development Division, Housing Division, and the Redevelopment Agency. This
includes all administrative, budgeting, leadership, and project management activities as well as staff
supervision of all economic development, redevelopment and housing projects and long range
planning within the City. Extensive contact with residents, the business community, regional and
state organizations, the press and the Mayor and City Council. City's representative with Chamber of
Commerce, School District and Community College District. Responsibilities also included City
bonding/debt financing, real property coordination, budgeting, contract negotiations, labor
negotiations (from the employee side), strategic planning, policy development and implementation,
and special projects across divisional and departmental structures. City budget of $70M with 17 4
employees.
December 2000 to January 2001:
Sabbatical. Took an academic sabbatical to research and write post-doctoral research paper for
Arizona State University.
July 1999 to November 2000:
Chief Financial Officer <Interim). Santa Ana Watershed Project Authority, CA. Department head
responsible for all finance and administrative services functions including accounting, finance,
purchasing, treasury, budgeting, financial planning, business relations, risk management, personnel,
real estate, legal relations, contract management, for this water/waste water/water reclamation
Authority. Responsibilities also included developing and monitoring $362 million budget and 60
(fulltime and contract) employees, managing investment and debt issuance activities, conducting
complex financial analysis, performing strategic planning, conducting legislative analysis, and
performing intergovernmental relations activities.
March 1995 to June 1999:
Assistant to the City Manager and Technology and Management Services Division Manager
City of Claremont, CA. Executive management team member and division head for the
Management Services Division, Utilities Office and the Technology Division with 6 direct reports.
Responsible for developing and monitoring the City Budget (including capital improvements and
redevelopment agency), managing technology division and the· management services division,
conducting extensive and complex financial analysis and strategic planning studies, acting as project
manager for certain capital projects, working with and coordinating efforts of engineering, planning,
public works and redevelopment divisions on special city projects, managing legislative affairs and
intergovernmental relations activities, coordinating performance auditing and performance goal
evaluations, public utilities coordinator, managing inter-departmental activities and issues, acting as
the City's liaison to a number of community groups and organizations, including the school district
and the local colleges, acting as administrative "Swat Team" leader resolving interdepartmental
problems and citizen/community complaints, and performing other duties as assigned.
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October 1993 to February 1995:
Manager of Financial Systems and Controls, Turner Broadcasting System, Inc. Corporate
Officer responsible for developing and implementing financial plans, developing and implementing
accounting-administrative-human resource systems, and conducting purchasing and contracts
operational reviews within the fifty-four Turner entities having organizational budgets from $1OM to
$500M and a total corporate budget of over $4.2B with over 22,000 employees deployed around the
world. Had several teams of employees reporting directly to me ranging from 3 to 30. This included
developing and monitoring multi-million dollar budgets, forming and supervising technical,
operational and functional staff to solve financial, accounting, treasury, management and operational
related issues, and performing day to day operations of risk management activities, purchasing
activities, long range planning activities strategic planning activities and developing concepts and
programs to meet company goals and objectives world-wide.
July 1990 to September 1993:
Court Fiscal Officer and Internal Audit Manager, County of San Francisco. Management
position responsible for developing and managing, accounting, purchasing, AP, AR, GL, financial
and technology systems within County operations, conducting budget development, staffing,
management and financial auditing, administrative and technology support activities with 12 direct
reports. This included working with Board of Supervisors and their staff, Mayors Office, County
Department Heads and Commissioners and Labor Unions. Large responsibility for support and
analysis of departmental policies and procedures, information systems and technology usage,
financial and accounting operations and performance, program cost/benefit analysis and revisions,
customer service delivery assessment and implementation and risk management assessments.
Recommendations were made to the various departments and the Board of Supervisors for changes
including creation of action plans and long range strategic plans for improvement. County budget
was $2.1 B and the County had over 11 ,000 employees. Was a State of California Ralph N. Kleps
Award winner for program developed for the S.F. County Municipal and Superior Courts.
November 1985 to June 1990:
Senior Manager. Manager. Senior Consultant. Government and Education Consulting Group,
Deloitte & Touche/Ernst & Young, Costa Mesa, CA.
May 1993 to October 1995:
Assistant to the City Manager. City of Palm Desert, Palm Desert, CA.
PROFESSIONAL ACTIVITIES AND HONORS:
Ralph N. Kleps Award Winner for Innovative Judicial Programs, State of California
Executive Board Member, Municipal Management Assistants of Southern California
Technology Advisor, American Red Cross
State Technology Advisor, Georgia Project Open Hand
E-Government Task Force, International City/County Management Association
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Pi Alpha Alpha, Public Administration Honorary
Former Editorial Board Member, Public Administration Quarterly
"Award of Excellence" Recipient, City and County of San Francisco
State Board Member and Vice-Chair, Municipal Information System Administrators of California
Ernie Mariner Award, Board of Directors and District Director, Municipal Management Assistants of
Southern California
Treasurer and Board of Directors Member, David and Margaret Group Home, Inc.
District Governor, Phi Kappa Theta, National Fraternity
Western Association of College and University Business Officers
Member and Chapter Treasurer, Sigma Iota Epsilon, Business Administration Honorary
Governance Task Force Member and Charter Review Commission Member, City of Long Beach,
Economic Development and Housing Policy Committee, Alternatives to Redevelopment Task
Force, State Audit Task Force Member, State Wide Tax and Revenue Policy
Member, Task Force on Local Government Sustainable Financing, League of California Cities
Treasurer and Finance Technical Committee, Westside Cities Council of Government
Beverly Hills Chapter Member and Co-Chair of the Paul Harris Foundation, Rotary International
Governance and Nominations Committee Chair/Ex-Officio Board Member, CAL-ICMA
Conference Committee Member, Technology Task Force Member, Service Award Recipient
International City /County Management Association
National Association of College and University Business Officers
Founding Director and Board Vice-Chair, Municipal Information Systems Association of California
Inland Empire Minority Business Advisory Board Program, Southern California Economic Alliance
"Award of Excellence" Recipient, National Budget Reviewer, Member, Government Finance Officers
Association
Vice-President, State of California Fiscal Officers Department, League of California Cities
Graduate Education Commission, International City/County Managers Association 2012-14
"Reach" Student Outreach Program Co-Founder, School of Business and Public Management,
University of La Verne, 2001-03
Board of Advisors, School of Business and Public Management, University of La Verne, 2001-18
References Upon Request