HomeMy WebLinkAboutAGENDA REPORT 1994 1019 CC REG ITEM 08Q 2 Ette5
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ACTION:
AGENDAREPORT
CITY OF M O O R PARK BY
TO: The Honorable City Council ,y/
FROM: Jaime Aguilera, Director of Community Developmea/'
Deborah S. Traffenstedt, Senior Planner #0,1--
DATE:
i ,1DATE: October 12, 1994 (CC Meeting of 10-19-94)
SUBJECT: CONSIDER APPROVAL OF AN ADDENDUM TO THE AGREEMENT BETWEEN
THE CITY AND HIDDEN CREEK RANCH PARTNERS L.P. FOR
PREPARATION OF AN ENVIRONMENTAL IMPACT REPORT AND
PROVISION OF RELATED SERVICES FOR SPECIFIC PLAN NO. 8
PROJECT AND APPROVAL OF A PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY AND RALPH ANDERSEN & ASSOCIATES FOR
PREPARATION OF A FISCAL STUDY FOR THE SPECIFIC PLAN NO.
8 PROJECT
BACKGROUND
The applicant for the Specific Plan No. 8 Project, Hidden Creek
Ranch Partners L.P. (also known as Messenger Investment Company) ,
has requested that the City directly hire the consultant that will
prepare a fiscal impact analysis report for the Project. Staff
requested and received proposals from five qualified firms, and
then requested more detailed information from three of those firms :
Ralph Andersen & Associates; Kotin Reagan, & Mouchly, Inc. ; and the
Natelson Company, Inc . After reviewing the proposals and the
sample fiscal study reports submitted by those three firms, staff
is recommending that Ralph Andersen & Associates be hired to
complete the fiscal study for the SP-8 project.
DISCUSSION
Attached to this report are two draft agreements (Attachments 1 and
2) . The first is the draft Addendum Agreement between the City and
Hidden Creek Ranch Partners (HCRP) and the second is the draft
Professional Services Agreement between the City and Ralph Andersen
& Associates . The proposal from Ralph Andersen & Associates for
the fiscal impact analysis work is included as Exhibit "A" to the
Professional Services Agreement. Staff is proposing some
modifications to the scope of work submitted by Ralph Andersen &
Associates .
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00155
The Honorable City Council
October 12, 1994
Page 2
For the City Council's information, the original proposal received
from Ralph Andersen & Associates (dated August 15, 1994) included
the cost of completion of a fiscal analysis for both the Specific
Plan No. 8 and Bollinger Projects . Staff subsequently requested
that their proposal be amended to delete the Bollinger analysis
costs and to include the components addressed in the addendum to
their proposal, dated September 1, 1994 (also attached) .
A meeting was subsequently held between City staff and
representatives from Messenger Investment Company, and agreement
was reached to further amend the scope of work as follows:
▪ Messenger Investment Company will submit a market study for
the proposed commercial land uses, and Ralph Andersen &
Associates, or their sub-consultant, will critique that study.
The amended scope of work would address how any identified
market study deficiences would be corrected and by whom.
Shopping patterns (including sales tax money lost to other
cities) , the jobs/housing balance issue, and the proposed
phasing of the commercial development will also be analyzed.
• The proposed golf course will be discussed only in relation to
future City revenue expectations (i.e. , no market study
analysis required) .
• The proposed County/special district fiscal impact analysis
will be refined to specify that only those special districts
and County agencies that would provide services for the
project area will be analyzed.
▪ The cost for the development agreement analysis will be
deleted.
▪ The only alternatives to be analyzed in the fiscal study will
be the proposed project and an alternative that includes 2,400
dwelling units and the same commercial component as the
proposed project.
If the City Council concurs with the proposed scope of work
(including proposed revisions addressed in this report) , staff will
request a revised proposal from Ralph Andersen & Associates . If
the revised cost is acceptable to both the applicant and City
staff, the attached draft agreements would be amended to include
the total cost of the fiscal study work and any additional language
suggested by the City Attorney or City Manager. Staff expects that
the total cost of the fiscal study would be less than $45,000,
given that staff is proposing to delete or down-scale several of
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00156
The Honorable City Council
October 12, 1994
Page 3
the work tasks outlined in the proposal letter from Ralph Andersen
& Associates dated September 1, 1994. Staff's intent is to have
the fiscal study completed and available for public review prior to
the scheduling of any public hearing for the project. The current
proposal from Ralph Andersen & Associates includes the cost for a
representative from that firm to make a presentation of their
fiscal study findings to both the Planning Commission and City
Council (i.e. , attendance at two separate meetings is budgeted
for) .
Under separate cover, staff has provided the City Council with an
excerpt from a fiscal analysis study prepared by Ralph Andersen &
Associates for the Otay Ranch Project in San Diego County, which
includes analysis of the fiscal impacts to the City of Chula Vista,
the County of San Diego, and selected special districts. Staff
found the report to be very well done and believe that it reflects
the type of analysis that should be provided for the Specific Plan
No. 8 Project.
RECOMMENDATION
1. Authorize the City Manager to approve an Addendum to the
Agreement between the City of Moorpark and Hidden Creek Ranch
Partners L.P. for Preparation of an Environmental Impact
Report and Provision of Related Services for the Specific Plan
No. 8 Project, subject to final language approval by the City
Attorney.
2. Authorize the City Manager to approve a Professional Services
Agreement between the City of Moorpark and Ralph Andersen &
Associates for Preparation of a Fiscal Study for the Specific
Plan No. 8 Project, subject to final language approval by the
City Attorney.
Attachments:
1. Draft Addendum Agreement between City and HCRP
2 . Draft Professional Services Agreement between City and Ralph
Andersen & Associates (includes their Proposal as Exhibit "A" )
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00157
SECOND ADDENDUM TO AGREEMENT BETWEEN THE CITY
OF MOORPARK AND HIDDEN CREEK RANCH PARTNERS
L.P. FOR PREPARATION OF AN ENVIRONMENTAL
IMPACT REPORT AND PROVISION OF RELATED
SERVICES FOR SPECIFIC PLAN NO. 8 PROJECT AND
RELATED ENTITLEMENTS
THIS SECOND ADDENDUM, made and entered into this day of
, 1994, by and between the City of Moorpark ( "City" ) , a
Municipal Corporation, located in the County of Ventura, State of
California, and Hidden Creek Ranch Partners L.P. ( "HCRP" ) , a
California limited partnership, which Addendum is entered into with
reference to the following recitals .
RECITALS
WHEREAS, on January 12, 1994, HCRP entered into an Agreement
with the City, requiring HCRP to be responsible for payment of all
costs associated with preparation of an environmental impact report
and provision of related services for the Specific Plan No. 8
project; and
WHEREAS, on July 18, 1994, an Addendum to the HCRP Agreement
for Preparation of an Environmental Impact Report and Provision of
Related Services for Specific Plan No. 8, was executed to reflect
Phase II archaeological work to be completed and an increase in the
total contract amount from $348, 150 . 00 to $404,641.05 for work to
be done by Michael Brandman and Associates; and
WHEREAS, a revision to Article II, City Costs, is now required
to reflect the intent of both HCRP and the City to have the City
hire the fiscal study consultant;
NOW, THEREFORE, in consideration of the above recitals, the
parties agree as follows:
Article II, City Costs, is hereby modified in its entirety to
read as follows:
HCRP shall pay City for all necessary and proper costs
incurred by City in regard to administering, preparing,
reviewing, and processing the environmental impact report,
specific plan, and other related entitlements for the Specific
Plan No. 8 Project, in accordance with the terms set forth in
this Agreement and Exhibits "1" and "2 " , which are attached
hereto and incorporated herein.
HCRP shall also pay City for all necessary and proper
costs incurred by City for the hiring of a qualified
consultant to prepare a fiscal study and critique a
market study prepared by HCRPrs consultant; provided;
however, that such costs shall not exceed $
ATTACHMENT. 1
00158'
without the prior agreement of HCRP and the City of the
changes in the scope of work which result in the increase
of said cost. Payment by HCRP to City shall be in
accordance with the terms set forth in Article XII .
Article XII, Costs of Ralph Andersen & Associates Agreement,
is hereby added to read as follows:
XII. COSTS OF RALPH ANDERSEN & ASSOCIATES AGREEMENT
Prior to initiation of any work by Ralph Andersen & Associates
on the fiscal study, HCRP shall make an initial deposit of
$15,000.00 into a Project trust fund account to be used for
full or partial payment of the tasks outlined in the Ralph
Andersen & Associates Agreement, which is attached hereto and
incorporated herein as Exhibit "2" .
City shall invoice HCRP within ten ( 10) days of receipt of a
monthly invoice from Ralph Andersen. & Associates ,for costs
incurred for preparation of the fiscal study for the Project
during the preceding month, plus any unpaid amount from the
previous month, as evidenced by supporting invoices.
Consistent with the City's adopted Schedule of Land
Development Preliminary Processing Fee Deposits, HCRP shall
pay cost plus fifteen percent ( 15%) for contract Planning
staff. HCRP shall be required to submit payment for Ralph
Andersen & Associates costs, as well as City administrative
charges, and provide sufficient additional deposit to bring
the balance of the Project trust fund account back up to
$15,000 . 00 .
Payment by HCRP to the City shall be made within thirty (30)
days of receipt of invoice, except for those which are
contested or questioned and returned by HCRP with written
explanation within ten (10) days of receipt of invoice. City
shall provide to HCRP a written response to any invoice
contested or questioned. Failure of HCRP to pay in a timely
manner may result in the termination or suspension of work on
the preparation and processing of the Project fiscal impact
analysis, pursuant to Article IV herein; provided, however, no
termination or suspension of work shall occur until City
provides HCRP with at least ( 10) days written notice of the
fact that payment has not been received by City and allowing
HCRP an opportunity to make payment within said time period.
City, however, is not obligated to continue working if at any
time the amount of money in the Project fiscal analysis trust
fund account falls below $15,000 .00, and payment from HCRP is
not provided to the City within-30 days of .HCRP's receipt of
the City's invoice.
2
00159
IN WITNESS WHEREOF, the parties have caused this Second
Addendum Agreement to be executed as of the day of
, 1994 .
CITY OF MOORPARK: HIDDEN CREEK RANCH PARTNERS L.P.
California Limited Partnership
BY East Ventura Hills Partners L.P.
a California Limited Partnership,
General Partner
BY Messenger Investment Company
a California Corporation
General Partner:
BY BY
Steven Kueny William S. Messenger Jr.
City Manager President
ATTEST:
BY
Lillian E. Hare
City Clerk
3
00160
PROFESSIONAL SERVICES AGREEMENT
BETWEEN CITY OF MOORPARK AND
RALPH ANDERSEN & ASSOCIATES
THIS AGREEMENT, made and entered into this day of
, 1994 by and between the City of Moorpark, a municipal
corporation located in the County of Ventura, State of California,
hereinafter referred to as "CITY" and Ralph Andersen & Associates,
a California Corporation.
WITNESSETH
Whereas , City has the need for professional fiscal impact
analysis services for the Specific Plan No. 8 Project, hereinafter
referred to as the "PROJECT" ; and
Whereas, City desires to contract for such services with a
private consultant in anticipation that said private consultant can
provide such services in a manner acceptable to the City; and
Whereas, Ralph Andersen & Associates is experienced in
providing such services and is able to provide personnel with the
proper experience, certifications and background to carry out the
duties involved; and
Whereas, Ralph Andersen & Associates has submitted to City a
proposal for a fiscal impact analysis of the Project, which is
attached hereto as Exhibit "A" and hereinafter referred to as the
"PROPOSAL"; and
Whereas, City, wishes to retain Ralph Andersen & Associates
for the performance of the services identified in the Proposal; and
Whereas, the City has or intends to enter into an Agreement
with the Specific Plan No. 8 applicant, Hidden Creek Ranch Partners
L.P. , a California Limited Partnership, requiring the applicant to
pay to City all costs incurred by City in strict accordance with
the Ralph Andersen & Associates Agreement and Proposal;
NOW, THEREFORE, in consideration of the mutual covenants,
benefits and premises herein stated, the parties hereto agree as
follows:
I. FISCAL STUDY PROPOSAL
City does hereby retain Ralph Andersen & Associates in a
contractual capacity to prepare a fiscal study as set forth in the
Proposal, which is attached hereto and by this reference
incorporated herein. Where said Proposal is modified by this
Agreement, or in the event there is a conflict between the
provisions of said proposal and this agreement, the ;language
contained in this Agreement shall take precedence.
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001. 61
ATTACHMENT 2
II. COMPENSATION
The fees in full compensation to Ralph Andersen & Associates
for the services rendered shall be as set forth in the
Proposal, for an amount not to exceed $ , without the
prior agreement of the City of Moorpark and Ralph Andersen &
Associates of the changes in the scope of work for the fiscal
impact analysis for the Project, which result in the increase
of said cost. Payment by the City to Ralph Andersen &
Associates shall be in accordance with the provisions of
Article V, Paragraph I, of this Agreement.
III. TERMINATION OR SUSPENSION
This Agreement may be terminated or suspended with or without
cause by City at any time with no less than ten ( 10) working
days written notice of such termination or suspension. This
Agreement may be terminated by Ralph Andersen & Associates
only by providing City with written notice no less than thirty
( 30 ) days in advance of such termination. In the, event of
such termination, Ralph Andersen & Associates shall be
compensated for such services up to the date of termination or
suspension. Such compensation for work in progress shall be
prorated as to the percentage of progress completed at the
date of termination or suspension.
IV. TERM OF AGREEMENT
The term of this Agreement shall be the time period required
to complete all of the work tasks identified in the Proposal,
and for a one-year period following completion of all such
tasks, unless prior to completion of all said work tasks, this
Agreement is terminated pursuant to Article III herein.
V. GENERAL CONDITIONS
A. Ralph Andersen & Associates agrees not to provide fiscal
impact analysis or related services for any other public
agency or private development project located within the
City limits or its Area of Interest, without the prior
written consent of the City, during the term of this
Agreement.
B. Ralph Andersen & Associates agrees not to provide fiscal
impact analysis or related services for any individual,
partnership, or corporation, including any affiliated
company, partnership, or corporation owning property
within the area designated as Specific Plan No. 8 in the
City's General Plan, without the prior written consent of
the City, during the term of this Agreement.
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00162 ,.•' '
C. City shall not be called upon to assume any liability for
the direct payment of any salary, wage or other
compensation to any person employed by Ralph Andersen &
Associates performing services hereunder for City.
D. Ralph Andersen & Associates is and shall at all times
remain as to the City a wholly independent contractor.
Neither the City nor any of its officers, employees,
servants or agents shall have control over the conduct of
Ralph Andersen & Associates or of Ralph Andersen &
Associates's officers, employees or agents, except as
herein set forth.
Ralph Andersen & Associates shall not at any time or in
any manner represent that it or any of its officers,
employees or agents are in any manner employees of the
City.
E. Ralph Andersen & Associates shall hold harmless,
indemnify and defend the City and its ,officers,
employees, servants and agents and independent
contractors who serve in the role of City Manager, Deputy
City Manager, Director of Community Development, City
Engineer, or City Attorney from any claim, demand,
damage, liability, loss, cost or expense, for any damage
whatsoever, including but not limited to death or injury
to any person and injury to any property, resulting from
misconduct, negligent acts, errors or omissions of Ralph
Andersen & Associates or any of its officers, employees
or agents in the performance of this Agreement, except
such damage as is caused by the sole negligence of the
City.
The City does not, and shall not, waive any rights that
it may have against Ralph Andersen & Associates by reason
of Paragraph E hereof, because of the acceptance by the
City, or the deposit with the City, of any insurance
policy or certificate required pursuant to this
Agreement. This hold harmless and indemnification
provision shall apply regardless of whether or not said
insurance policies are determined to be applicable to the
claim, demand, damage, liability, loss, cost or expense
described in Paragraph E hereof.
F. Ralph Andersen & Associates 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 the
policies of insurance required by this paragraph and - _
shall furnish to the City Clerk of the City certificates
of said insurance on or before the commencement of the
term of this Agreement. Notwithstanding any incgnsistent
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00163
statement in any of said policies or any subsequent
endorsement attached thereto, the protection offered by
the policies shall:
I. Name the City and its officers, employees, servants
and agents and independent contractors serving in
the role of City Manager, Deputy City Manager,
Director of Community Development, City Engineer,
or City Attorney, as additional insured with Ralph
Andersen & Associates .
2.. Insure the City and its officers, employees, and
agents while acting in the scope of their duties
under this Agreement against all claims, demands,
damages, liabilities, losses, costs or expenses
arising from, or in any way connected with, the
performance of this Agreement by Ralph Andersen &
Associates or the City.
3 . Bear an endorsement or have attached, a rider
whereby it is provided that, in the event of
cancellation or amendment of such policy for any
reason whatsoever, the City shall be notified by
mail, postage prepaid, not less than thirty (30)
days before the cancellation or amendment is
effective. Ralph Andersen & Associates shall give
City thirty (30) days written notice prior to the
expiration of such policy.
4. Be written on an Occurrence Basis .
G. Consistent with the provisions of Paragraph F, Ralph
Andersen & Associates shall provide general public
liability including automobile liability and property
damage insurance in an amount not less than One Million
dollars ( $1,000,000 . 00) per occurrence and annual
aggregate.
H. Consistent with the provisions of Paragraph F, Ralph
Andersen & Associates shall provide workerscompensation
insurance as required by the California Labor Code. If
any class of employees engaged by Ralph Andersen &
Associates in work under this Agreement is not protected
by the workers ' compensation law, Ralph Andersen &
Associates shall provide adequate insurance for the
protection of such employees to the satisfaction of the
City.
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00164
I. Ralph Andersen & Associates shall not assign this
Agreement, or any of the rights, duties or obligations
hereunder. It is understood and acknowledged by the
parties that Ralph Andersen & Associates is uniquely
qualified to perform the services provided for in this
Agreement.
J. Payment to Ralph Andersen & Associates shall be made by
City within thirty (30) days of receipt of a monthly
invoice, except as otherwise provided for in this
Agreement. Payment to Ralph Andersen & Associates shall
not be made by City within thirty (30) days for any
invoice which is contested or questioned and returned by
City with written explanation within thirty (30) days of
receipt of invoice. Ralph Andersen & Associates shall
provide to City a written response to any invoice
contested or questioned, and further, upon request of
City, shall provide City with any and all documents
related to any invoice.
Payment to Ralph Andersen & Associates shall not be made
by City within thirty (30) days if insufficient funds are
on deposit in the fiscal impact analysis trust fund
account for the Project. The Project applicant shall be
required to deposit a minimum of $15,000.00 into a trust
fund account prior to initiation of any work by Ralph
Andersen & Associates on a fiscal impact analysis for the
Project. Upon receipt of a monthly invoice from Ralph
Andersen & Associates, the City shall authorize full or
partial payment of that invoice for an amount not to
exceed the $15,000.00 deposit. If insufficient funds are
contained in the Project trust fund account for the City
to pay the full amount due for a monthly Ralph Andersen
& Associates invoice, that is not contested or
questioned, the City shall make a partial payment based
on available funds within 30 days. The City shall then
forward the monthly invoice to the Project applicant,
requesting that additional funds be submitted to pay the
remainder amount from any monthly invoice that was not
paid in full due to insufficient funds, and requesting
additional funds to return the trust fund account balance
to the original $15,000.00 deposit amount within 30 days .
Following receipt of an additional fiscal impact analysis
deposit from the Project applicant, the City shall then
pay the remainder amount from any Ralph Andersen &
Associates invoice that was not paid in full due to
insufficient funds in the Project trust fund account.
.
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00165
K. Any notice to be given pursuant to this Agreement shall
be in writing, and all such notices and any other
document to be delivered shall be delivered by personal
service or by deposit in the United States mail,
certified or registered, return receipt requested, with
postage prepaid, and addressed to the party for whom
intended as follows:
To: City Manager
City of Moorpark
799 Moorpark Avenue
Moorpark, CA 93021
To: Suzanne Bragdon
Ralph Andersen & Associates
1446 Ethan Way, Suite 101
Sacramento, CA 95825
Either party may, from time to time, by written notice to
the other, designate a different address or contact
person, which shall be substituted for the one above
specified. Notices , payments and other documents shall
be deemed delivered upon receipt by personal service or
as of the second (2nd) day after deposit in the United
States mail .
L. Nothing contained in this Agreement shall be deemed,
construed or represented by the City or Ralph Andersen &
Associates or by any third person to create the
relationship of principal or agent, or of a partnership,
or of a joint venture, or of any other association of any
kind or nature between the City and Ralph Andersen &
Associates .
M. This Agreement constitutes the entire agreement of the
parties concerning the subject matter hereof and all
prior agreements or understandings, oral or written, are
hereby merged herein. This Agreement shall not be
amended in any way except by a writing expressly
purporting to be such an amendment, signed and
acknowledged by both of the parties hereto.
N. Should interpretation of this Agreement, or any portion
thereof, be necessary, it is deemed that this Agreement
was prepared by the parties jointly and equally, and
shall not be interpreted against either party on the
ground that the party prepared the Agreement or caused it
to be prepared.
0. No waiver of any provision of this Agreement shall be
deemed, or shall constitffte, a waiver of any other
provision, whether or not similar, nor shall any such
waiver constitute a continuing or subsequent waiver of
the same provision. No waiver shall be binding, unless
executed in writing by the party making the waiver.
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•00 .166
P. In the event any action, suit or proceeding is brought
for the enforcement of, or the declaration of any right
or obligation pursuant to this Agreement or as a result
of any alleged breach of any provision of this Agreement,
the prevailing party shall be entitled to recover its
costs and expenses, including reasonable attorney's fees,
from the losing party, and any judgment or decree
rendered in such a proceeding shall include an award
thereof.
Q. Cases involving a dispute between the City and Ralph
Andersen & Associates may be decided by an arbitrator if
both sides agree in writing, with costs proportional to
the judgment of the arbitrator.
R. This Agreement is made, entered into, and executed in
Ventura County, California, and any action filed in any
court or for arbitration for the interpretation,
enforcement or other action of the terms, conditions or
covenants referred to herein shall be filed in the
applicable court in Ventura County, California.
S. The captions and headings of the various Articles and
Paragraphs of this Agreement are for convenience and
identification only and shall not be deemed to limit or
define the content of the respective Articles and
Paragraphs hereof.
VI. RESPONSIBLE INDIVIDUAL
The individual directly responsible for Ralph Andersen &
Associates overall performance of the Agreement provisions
herein above set forth and to serve as principal liaison
between City and Ralph Andersen & Associates shall be Suzanne
Bragdon. Upon mutual written agreement of the parties, other
individuals may be substituted in the above capacity.
The City's contact person in charge of administration of the
Ralph Andersen & Associates Agreement, and to serve as
principal liaison between Ralph Andersen & Associates and
City, shall be the Director of Community Development.
VII. IMPLEMENTATION
The City shall provide Ralph Andersen & Associates with
written notice in advance of the date at which these services
are to be implemented if different than the date of the
Agreement.
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IN WITNESS WHEREOF, the parties have caused this Agreement to
be executed as of the day of , 1994 .
CITY OF MOORPARK: RALPH ANDERSEN & ASSOCIATES:
By: By:
Steven Kueny , President
City Manager
ATTEST:
By:
Lillian E. Hare, City Clerk
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00168.
--z,.
Ralph Andersen
& Associates RECEIVED
SEP 0 61994
City of Moorpark
September 1, 1994
Ms. Debbie Traffenstedt
Senior Planner
City of Moorpark
799 Moorpark Avenue
Moorpark, California 93021
Dear Ms. Traffenstedt: "•
This letter is submitted as an addendum to our proposal dated August 15, 1994 to
assess the fiscal impacts of two development proposals before the City of Moorpark.
Based on the requested modifications to the scope of service contained in the
original proposal,we have prepared a revised cost estimate. This letter documents
our understanding of the revised scope of services and the resulting cost for services.
SCOPE OF SERVICE
In comparison to the scope of service documented in our proposal of August 15,
1994, the revised scope of service is proposed as follows:
• Eliminate the general feasibility analysis of the Bollinger proposal
• Expand the fiscal impact analysis of Specific Plan Area 8 (Messenger
Development) to include the assessment of alternative phasing and/or
development schedules that may result from the market feasibility analysis
• Provide for a formal presentation of the study findings and recommenda-
tions before the Planning Commission
• Expand the market feasibility analysis to not only assess whether or not
proposed commercial and golf course uses are reasonable, but likewise
identify what a reasonable mix and phasing of uses would be..if the
conclusions are different than what is currently presented in the plan
00169 .
S a • -c r a meat o • Dallas Newport Beach
• 1446 Et .n .y i - 1i . r mento CA 9 •
Ms. Debbie Traffenstedt
City of Moorpark
Page 2
® Increase the number of copies of the final report to 15 bound and one
master.
In addition,you have requested separate cost estimates for additional services that
the City may want to consider adding to the core analysis. These include:
• Completion of a full assessment of the development agreement resulting
between the City and the developer
a Expansion of the fiscal impact analysis to include an assessment of the
fiscal impacts of the development proposal on the County and other special
districts
M-.
• Future use and application of the FIND Model (by the consultants) to
determine the fiscal impacts of variations to the development proposal that
may occur at a later date.
These costs estimates are presented below. Timing considerations for the various
options identified have likewise been provided.
TIMING AM) COST
Fixed costs for professional services and expense reimbursement to conduct the fiscal
impact and market feasibility analysis,as proposed above, amount to $24,880. This
includes $18,380 for the fiscal impact component of the analysis and $6,500 for the
market feasibility analysis. This assumes two formal presentations of the final study
recommendations by Ralph Andersen & Associates.
The Davis Group, an economic research and consultation firm, will complete the
market feasibility analysis. Attachment A contains a statement of qualifications for
the firm as well as specific work tasks that will be undertaken to meet the City's
needs regarding the market feasibility analysis. The proposed cost for the market
analysis assumes that the developer has a market demand study available for review
(see Task 2, Attachment A). If this documentation is not available, costs for the
market analysis would be increased by $2,850. Any required presentations before . —
the Planning Commission or City Council by the Davis Group would be billed on
a time and out-of-pocket cost basis.
001.76
Ms. Debbie Traffenstedt
City of Moorpark
Page 3
Costs for the additional service areas requested are as follows:
a Assessment of Development Agreement $3,500
B Expansion of the fiscal impact analysis $14,480
to include County and special districts
u Future use of FIND Model per scenario $2,500
Project timing for the core fiscal impact and market feasibility analysis would remain
at 10 weeks. If the analysis were to be expanded to include the County and special
districts, overall timing would be expanded to 15 weeks.
IN CLOSING
If you have any questions regarding our understanding of the requested services or
need additional information, please feel free to contact me directly at (916) 929-
5575. We look forward to the opportunity to work with you on this upcoming
engagement.
Sincerely,
Suzanne Bragdon
Vice President
cc. G. Christopher Davis, The Davis Group
001'71 ; > _
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• Attachment
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ATTACHMENT A--STATEMENT OF QUALIFICATIONS
AND SCOPE OF SERVICES:
THE DAVIS GROUP
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STATEMENT OF QUALIFICATIONS
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Qualifications
G. Christopher Davis
130 Via Xanthe
Newport Beach; CA 92663
(714) 675-0603 FAX: (714) 675-0609
Education M.S. University of Southern California
Management Science
B.S. University of Southern California
Skills and Experience As a real estate economist and consultant
For the past 27 years Mr. Davis has conducted real
estate economic analyses including market demand and
feasibility studies,appraisals, economic impact
analysis, investment analysis and corporate location
• studies. His practice has concentrated in Southern
California real estate,especially in the areas where
major development projects are possible.
As an educator
Mr.Davis'professional work has been augmented and
stimulated by work over the past 7 years through
teaching real estate economics. Currently at the
Graduate School of Management at the University of
California, Irvine, he teaches Real Estate and Land
Economics and Real Estate Investment Analysis.
Topics covered in these classes include:
Internal Rate of Return
Net Present Value
The Role of the Appraiser
Financing Real Estate Development
Market Demand Analysis
Financial Analysis of Real Estate
Development
Environmental Issues in Real Estate
Land Residual Value Analysis
As an internationally experienced professional
During the past 27 years Mr. Davis has worked
throughout Europe, Asia, Central America and
Oceania. The experience gained through-these
assignments is used throughout his consultancy
practice.
00174 f.' .
G. Christopher Davis
Page Two
Work History Real Estate Economist and Consultant(1974 -Present)
Coidwell Banker Commercial Brokerage(1972- 1974)
Vice President and General Manager
Consultation Services Group
Economics Research Associates(1967- 1972)
Example Projects Appraisal of 130 acres with residential and shopping
center development potential
Riverside, California
Economic impact of 2,500 unit residential project,
retail commercial and hotel development
Apple Valley,California
Market demand and feasibility of 400 residential units,
3 hotels and other retail commercial development
Hawthorne, California
Appraisal of retail commercial property
Beverly Hills,California
Appraisal of 425 acres for Business Park Development
Santa Clarita, California
Ontario Motor Speedway Multi-use development with
multiple hotels,office and shopping center
Ontario,California
Business Park Development Project Analysis
Moreno Valley,California
Representative Past Clients Chevron Land Development
Federal Government of Mexico
Mobil Land Development
Mitsubishi Corporation.
His Highness the Aga Khan
TRW Information Services
Territory of French Polynesia
The Sumitomo Group
Mayfair Recording Studios(London)
The Bank of Tokyo
UNOCAL
London Pacific Corporation
•
Expert Witness Qualified as expert witness for real estate economic
natters in the State of California Superior Court and in
United States Federal Court
•
Community Service Elected to City Council-Palos Verdes Estates , -
Chairman, Financial Advisory Committee- o 0,1 7 5
Palos Verdes Estates
G. Christopher Davis
Page Three
Partial Listing of Publications: Economic Analysis of The London Toy Museum;
Fujita Corporation; 1990.
Analiis in English of thele nvestment Code of French
Polynesia; Territory of French Polynesia; 1986.
Tconomic Parameters for Selection of Jet Equipment;
Alisarda Airlines(His Highness the Aga Khan); 197I.
International RecordingStudioj)evcloament: An
Economic Analysis; Mayfair Recording Studios
(London); 1990. •
M<MMor Corporate Relocation Analysis; TRW
Information Systems; 1990-91.
High Speed Computing Center, Waahir gton,D.C.:
Eusiness Aspects; Advance Research Projects Agency,
United States Government; 1992-94.
Meuse of DockProoerty for Theme Park Dccc optnent
in Hiroshima_Japan; Mitsubishi Corporation 1991.
The Reuse of Vjcant High-Rise Structures in Mexico
City; Nacional Financeria(Government of Mexico);
1972.
,.4
00176-.
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SCOPE OF SERVICES
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Attachment
SCOPE OF SERVICES
Within the commercial market demand analysis the major issues to be covered in
this market study are as follows:
Task 1 — Determine the growth of the primary market area and the
demographic composition of that anticipated growth. More specifically,what
is the growth in population, what is their household income structure and
what retail sales can be captured within the commercial activities currently
planned in the project?
Task 2 —In order to arrive at answers to questions poised in Task 1 above,
an analysis of the development plans for residential product need to be
completely analyzed. This will be accomplished through a review of the
market demand study prepared for the developer. If none has been
completed, a broad analysis will be completed for use in this work program.
Task 3 — Determine the amount of potentially capturable retail dollars by
stores in the project area annually throughout the development period. Out
of this analysis will come the point at which an economic critical mass occurs
which will support the development of a minimum amount of retail space at
the Community Center. As growth in spendable dollars grows from this point,
the growth in the supportable retail space within the project can be projected.
Task 4—The foregoing analysis will be summarized into a market study that
will draw conclusions as to how much and when retail commercial space
should be developed on the subject property. The related annual total taxable
retail sales will also be projected for use in the fiscal impact study.
Task 5 — An outgrowth of the above conclusions will be bow much retail
commercial space is supportable within the proposed Specific Plan
development. The acreage thus devoted to retail commercial use may be less,
or more that is currently presented in the plan.
Task b-- Evaluate the economic feasibility of the 174.9 acre 18 hole public
golf course and draw conclusions as to the ability of this commercial activity
to produce revenue to the city, and when.
Task 7---Write a formal written report summarizing the economic analyses
conducted as a part of this market study assignment. Be prepared to present
the findings of the market study to city officials and others as directed by the
Ralph Andersen & Associates staff.
001. 7;8'
age
Ralph Andersen
& Associates
1446 Ethan Way, Suite 101
Sacramento, California 95825
(916) 929-5575
August 15, 1994
A PROPOSAL TO
ASSESS THE FISCAL IMPACTS OF
Two DEVELOPMENT PROPOSALS
CITY OF MOORPARK
Sacramento • Dallas • Newport Beach 0 017 r
rA
Ralph Andersen
8 Associates
August 15, 1994
Ms. Kathleen Mallory
Associate Planner
City of Moorpark
799 Moorpark Avenue
Moorpark, California 93021
Dear Ms. Mallory:
Thank you for the opportunity to submit this Proposal to assess the fiscal impacts
of two development projects proposed within the City's sphere of influence. In
determining the fiscal impacts of these two projects,the firm's FIND (Fiscal Impact
of New Development) Model will be developed and tailored specifically for the
City of Moorpark. Although not specifically requested, an optional cost estimate
has been provided to deliver the resulting FIND Model to the City for future use
and application by staff.
As you will see in reviewing our proposal, FIND is a tool designed to assist
decision-makers in effectively managing growth and development. Of particular
interest to the City, FIND will quickly determine the net fiscal impact of multiple
planning scenarios. For this engagement, this will include:
• Specific Plan Area 8 (Messenger Development)
■ Moorpark County Club Estates (Bollinger Development).
In addition to determining the fiscal impacts of proposed development in each of
these project areas, it is also understood that the consultants must make a
determination regarding the feasibility of both planned commercial development
and the golf courses within the Messenger project. Based on the results of this
component of the analysis, the FIND Model provides the necessary flexibility to -
determine quickly the resulting fiscal impacts of different development assumptions
regarding commercial, residential or any other type of planning variable.
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00180.
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Ms. Kathleen Mallory
City of Moorpark
Page 2
Our proposal is comprehensive and is based upon our discussions with you
regarding the background,issues,goals,and objectives for undertaking this analysis.
Specific reasons we believe Ralph Andersen&Associates is the right choice for this
engagement include:
O Our 22 years of experience in determining the fiscal impacts of growth
and development on cities, counties and other local jurisdictions
• The firm's Fiscal Impact of New Development (FIND) Model, that has
been successfully developed and installed in multiple communities
• The flexibility of our FIND Model that will allow us and City staff to
compare and contrast graphically variations of the same project scenario
• Special assumption features of FIND that allow the tailored forecast of
key revenues such as the property, property transfer and sales tax
• The strong, local government management background of our project
team; this ensures a "real world" allocation of costs and revenues back to
specified land use designations.
To facilitate your review of our suggested approach to this assignment, the
Proposal is organized into sections as follows:
d Section I -- The Project
R Section II — Our Approach to Fiscal Impact Analysis
d Section III -- Work Plan -
• Section IV — Qualifications
It Section V — Project Timing and Cost.
00181
Ms. Kathleen Mallory
City of Moorpark
Page 3
We look forward to your review and consideration of our approach to this
comprehensive assignment and to the opportunity to work with the City on this
engagement. Please feel free to contact me at (916) 929-5575 if you require
further information or if you have any questions concerning our Proposal.
Respectfully submitted, _
S.
!J ti e l
5nz7anne Bragdon
Vice President
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00182- . -
SECTION I
The Project
00183
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BACKGROUND
For many communities throughout California, the ability to
effectively manage growth and development is a top priority.
Recognizing the current state of the economy throughout Califor-
nia, the on-going State budget situation and the resulting impact
that such has on local government agencies,the ability to accurately
assess the fiscal impacts of growth and development on City
operations is even more important.
To this end, the City of Moorpark is seeking proposals from
qualified consulting firms to assess the fiscal impacts of two
development projects referred herein as "Messenger" antd'Bolling-
er". Specifically, the analysis must address the following:
■ Determine the net fiscal impact of the Messenger Devel-
opment as currently proposed on City operations
■ Supporting the above analysis, determine the feasibility of
current commercial development proposed within the
project area; based on the results of this analysis, deter-
mine the resulting fiscal impact on the City
• Recognizing that the development and operation of two
separate golf courses is integral to the desirability of the
proposed project, determine the feasibility of these
facilities developing as proposed
• Determine the general feasibility and fiscal impact of the
Bollinger Development as currently proposed on City
operations.
To complete this analysis as proposed, the firm's FIND Model will
be used as an analytical tool. As an option for the City's consider-
ation, a cost estimate has been provided to deliver the resulting
FIND Model to the City for ongoing use and application by staff.
00185,.>
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THE MOORPARK FIND MODEL
Integral to our approach to this engagement is the development
and design of the Moorpark FIND Model. Although described
more fully in subsequent sections of our proposal, key characteris-
tics of the FIND Model include:
• An automated system that will allow the consultants to
quickly assess the net fiscal impacts of multiple planning
scenarios including the Messenger and Bollinger develop-
ment projects, or any variation thereof, on City operations
• A tailored Model that reflects the specific services and
revenues of the City of Moorpark
• A system that includes special features to allow for quick
assessments and comparisons based on modified assump-
d' tions pertaining to development phasing, assessed values,
taxable sales, tax rates and service level standards
• If the Model is provided to the City, allows for in-house
ability to update and maintain the Model on an annual
basis linked to the annual budget process.
To build the Moorpark FIND Model will require a close working
relationship with staff from finance and planning, as well as key
management staff representing the various service areas of the City.
Our specific approach and work plan to achieve the City's objec-
tives through undertaking this analysis is presented in Sections II
and III, respectively. Study end-products and deliverables follow.
5 00187
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STUDY END-PRODUCTS
AND DELIVERABLES
As already indicated, the FIND Model will be used as a tool for
completing this analysis. An added benefit to the City in consider-
ing this approach, is the option to have the computerized FIND
Model provided to the City for on going use and application by
staff. For this approach to be successful, City staff must be left
with the capability to continually analyze and assess the impacts of
growth and change on City services and revenues. This ability
requires a clear understanding of the Methodologies used in
developing the FIND Model and related computerized systems, as
well as the tools necessary to annually update and maintain the
systems.
To this end, if the delivery of the Model is desirable, the following
documents will be submitted and support services provided to the
City at the completion of the study:
• Ten copies and one master of the Final Report that will
clearly document:
— Goals and objectives
— Approach and methodology
— Findings and observations
• A license agreement to use two copies of the FIND
Model and related systems to allow for updating and
maintaining the model with in-house staff
• Two copies and one master of the FIND Model User's
Guide
• Comprehensive training session with appropriate City staff
on using, maintaining and updating FIND.
In addition to these deliverables, progress reports, interim study =
assumptions and draft final report documents will be reviewed with
appropriate staff throughout the course of the study. This approach
ensures that the final analysis is not completed in a Vacuum, and
that the City's expectations for undertaking this assignment are
met.
00189'
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0°190
SECTION II
Our Approach to Fiscal Impact Analysis
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INTRODUCTION
Rarph Andersen&Associates regularly assists cities, counties and
other local government agencies in determining the fiscal impacts
of growth, development and change on governmental services and
operations. In response to the needs of our clients, we have
developed an automated Model (FIND), which is designed to
quickly assess the fiscal impacts of alternative land use mixes,
individual land uses and specific development proposals on City
operations.
Our success has been earned through careful attention to the
unique needs of our clients and our dedication to providing the
most thorough, the most professional, the most reliable, and the
most practical local government management consulting services
available today.
To understand our overall approach in conducting this assignment
for the City of Moorpark, this section outlines the following:
• The FIND Model: An Overview
• Developing FIND
• Study Overview and Process.
Consistent with the approach and methodologies presented herein,
a comprehensive work plan has been developed to meet the
specific needs of the City of Moorpark. This work plan is present-
ed in Section III.
00193 ; ' .
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THE FIND MODEL: AN OVERVIEW
Land use planning and addressing the impacts of growth and
development are the major concerns of local government agencies
throughout California. Building from 22 years of experience in
assessing the fiscal impacts of growth and development on cities
and counties,Ralph Andersen&Associates has developed the FIND
(Fiscal Impact of New Development) Model for ongoing use and
application by our clients.
The FIND Model is an automated tool designed to assist cities and
other local jurisdictions in quickly assessing the fiscal impacts that
alternative land uses,growth and development will have on services
and operations. Specifically, FIND was developed to enable our
clients to:
■ Assess the discrete and incremental fiscal impacts of
individual development proposals
■ Assess the financial viability of the existing or proposed
general plan at build-out and during interim phases of
development
• Assess the fiscal impact of alternative land uses
• Assess the long-term fiscal impacts of overall development
plans and development patterns at build-out and interim
periods.
Key characteristics of the FIND Model are summarized in Exhibit
A. As indicated, the FIND Model is a flexible tool that is easily
updated and maintained. It provides invaluable information to
decision-makers with responsibility for effectively managing growth
and development. As designed, the FIND Model will meet all of
the City's expectations for undertaking this assignment,=with the
inherent benefit of providing City staff with the ongoing.capability
of assessing the fiscal impacts of individual development proposals.
0019
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Study Success Faders
EXHIBIT A—KEY CHARACTERISTICS
OF THE FIND MODEL
Qulckty assesses the fiscal Impact of alternative land use scenarios, a
specific development proposal,or the general plan
• 0 0
Easily updated and maintained
0 0 0
Tailored to the client organization
• • 0
Runs on an IBM Compatible P.C.
00196
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DEVELOPING FIND
The development of the Moorpark FIND Model requires a com-
prehensive data collection and analysis effort to identify and
compute specific cost and revenue allocation factors by land use.
Exhibit B summarizes the process for determining these specific
allocation factors.
EXHIBIT B--FIND SYSTEM FLOWCHART
Annual Operating Budget
Expenditures Revenues •„
Fixed Variable Variable Fixed
Costs Costs Revenues Revenues
Distribute to Distribute to
Land Uses Land Use* r{
I I
Calculate Calculate
Cost Revenue
Allocation Allocation
Factor Factor
Determine IAetQl nal
Cost/ReVen.a SnpaCt
As indicated in Exhibit B, all City operating expenditures and
revenues are first categorized as either fixed or variable. Variable
costs/revenues are those items that are directly impacted by growth
and change; fixed costs/revenues are not. For example, salaries
and benefits for police officers will grow as a direct result of
development and growth in that more police officers will be needed
to provide the same level of service to a larger population. These _
costs, therefore, are variable. In contrast, salary and benefit costs
for the City Manager will not change as a direct result of growth in
that the City only needs one City Manager regardless of the City's
population. These costs, therefore, are fixed.
0019"
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Developing FIND
Once fixed and variable costs/revenues have been identified, the
next steps in developing the FIND Model include:
o Allocating variable costs/revenues for each department to
an applicable land use through an appropriate land use
distribution method
g Determining unit cost/revenue allocation factors for each
land use.
The resulting cost/revenue allocation factors are what the Model
uses for forecasting costs and revenues associated with a particular
project scenario. The cost/revenue distribution methods and
specific cost/revenue allocation factors that are used by FIND are
summarized below and on the following pages.
Cost/Revenue Distribution Methods
Typically, there are four ways in which specific programs are
affected by new development. Some have a clearly defined rela-
tionship to particular types of land uses or have workload measures
that indicate different service/cost requirements for particular types
of development. Other costs have a more general relationship and
are affected proportionately by all types of development. Still
other programs are essentially administrative or internal service
functions and have only an indirect relationship to development.
With this in mind, the following cost/revenue distribution methods
have been developed for the FIND Model.
• General Land Use Distribution Method— Costs/revenues
are distributed to each land use in the proportion (as a
percentage) that the area of each existing land use is to
the total area.
• Pemand For Service Distribution Method — Costs are
distributed to each land use based upon the proportion of
total workload/service demand that is attributable to each
land use,based upon an analysis of available records. An --
example would be Police Department costs distributed to
land uses based upon actual experience with:calls for
service. •
00198 .
16
Developing FIND
e Pima Relationship Disiribution Method—Costs/revenues
are distributed to each land use based upon a known,
direct relationship to one or more land uses, based upon
available records or known relationships. An example
would be recreation costs distributed directly to residen-
tial land uses.
s R ii'Y . a • ► Costs/
revenues are added to the cost/revenue distributions of
the other three methods as a percentage. This method is
used for costs/revenues that correlate to overall increases
in other cost/revenues rather than directly to a specific
type of development. An example of this method is an
overhead department such as personnel. Personnel
management and administration costs are typically more
closely related to the number of employees within the
organization rather than to outside development.
Unit Measures For Cost/Revenue Allocation
Factors
After total costs/revenues are distributed among the various land
uses, per-unit allocation factors must be identified. In order to
have a manageable number of measured factors, most factors that
are selected are common to the greatest number of costs/revenues.
Based on a review of the City's land use study, it is anticipated that
the following factors will be built into the Model:
• Dwelling units by designated residential land uses (mobile
homes, low, medium and high density)
• Acres and square feet for commercial, office and industri-
al land uses
▪ Miscellaneous units, such as lane miles or hotel/motel
rooms, linked to a specific cost or revenue category.
Exhibit C summarizes the basic steps used for determining
cost/revenue allocation factors. This overview is meant to
generally describe the conceptual basis for the development of the
FIND Model for the City. An overview of the study process that
will be used for developing the Moorpark FIND Model, as well as
achieving related study objectives, follows. -
00199
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Developing FIND
•
EXHIBIT C
BASIC STEPS FOR DEVELOPING COST/
REVENUE ALLOCATION FACTORS
Determine Land Use Distribution of Cost/Revenue
Variable Land Use Cost/Revenue
Cost or X Distributioncoo per
Revenue Method Land Use
Determine Cost/Revenue Allocation Factors for Each
Land Use
Cost/Revenue Unit MeasLres for Cast/Revenue
per �� Land Use (Acres, _ Allocation
a
Land Use Units, etc_) Factor
Calculate Cost/Revenue Applicable to Proposed
Development
Unit ►leashes
Cost/Revenue Cost/Revenue
Allocation X
(Acres, Units, etc.) man
for Proposed ` for Proposed
Factor Development Development
00200
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STUDY OVERVIEW AND PROCESS
To achieve the specific goals and objectives of this assignment,
we have designed a comprehensive study approach that will provide
City staff with the ongoing tools necessary to effectively assess the
impacts of growth and development. To this end, our approach to
this assignment is organized into three separate phases of work:
• Phase I — Project Initiation
• Phase II — Data Collection and Analysis
• Phase III — Final Presentations, Documentation and
Training.
Exhibit D provides an overview of the study process proposed,with
a brief description of each study phase presented below.
• Phase I - Project Initiation — This phase is generally
preparatory in nature and includes those tasks necessary
to confirm the study goals, objectives, timing and process.
It also includes tasks supportive of subsequent phases such
as initiating data collection efforts, documenting assump-
tions and features of FIND, and briefing management
staff on the overall study.
• Phase II — Data Collection and Analysis — The second
study phase involves the development of the FIND Model.
In this phase, initial cost/revenue allocation factors and
assumptions will be developed based on meetings com-
pleted during Phase I. Following the initial development
of the cost/revenue factors, interviews will be conducted
with representatives from all departments to review the
assumptions developed in their respective area of respon-
sibility. This phase_will include the documentation and
review of all assumptions and methodologies prior to
developing the Moorpark FIND Model. -_
.
19 00201
Study Overview and
Pnvicess
As part of this study component, the Model will be used
to determine the net fiscal impacts of the two develop-
ment projects as proposed on City operations. Because of
the flexibility of the Model, variations of current project
parameters will be run based on the results of the market
feasibility analysis of both commercial development and
the anticipated golf courses.
■ Phase Ill -- Fbnal Presentations. Documentation and
Training — This phase of the study includes all of the
tasks required to complete the assignment including
formally presenting the results of the analysis to City staff,
and as appropriate, the City Council. If the City decides
to have the FIND Model provided to the City, a FIND
User's Guide will be prepared and formai- training
provided to designated City staff on the use and mainte-
nance of the Model.
The specific study tasks that will be undertaken within each study
phase are identified in our detailed work plan, which follows in
Section III.
20 00202.>
Study overview and
Process
•
EXHIBIT D
OVERVIEW OF' STUDY PROCESS
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00203 . •
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SECTION 111
Work Plan
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WORK PLAN
The work plan is designed to provide both the project consulting
team and the City's project staff with a "road map" for the success-
ful completion of this assignment. The work plan is organized into
several distinct phases, as follows:
• Phase I -- Project Initiation
• Phase II -- Data Collection and Analysis
• Phase III — Final Presentations, Documentation and
Training.
Each study phase is comprised of a series of individual tasks, as
described below and on the following pages. The task descriptions
included in the suggested work plan are generally listed sequential-
ly although some tasks will be conducted concurrently. The task
descriptions are brief,but designed to convey specifically what will
be done, how it will be done, and why it will be done.
Phase I — Project Initiation
This phase is preparatory in nature and includes those tasks
necessary to confirm the study goals, objectives,timing and process.
Task 1 — Meet with key City staff
It is important for the overall success of the study that the
consultant team and the City have a mutual understanding
of the study goals, objectives, process and related consider-
ations. Accordingly, project staff will meet with key City
staff to review the proposed project work plan and timetable,
and confirm the approach proposed for the assignment.
Task 2 — Initiate data collection efforts
As part of the preparatory phase of. the assignment, the -
consultant team will identify and collect a wide variety of
City financial,organizational and planning information. This
information will be used throughout the study and will be
requested prior to the kick-off meeting described in Task 1.
25 002071
Work Plan
Representative of the types of material that the consultants
will request are the following:
O Current budget and supporting materials
o Audited financial statements for the most recent
fiscal year
G Organization charts for each department, division
and work unit
EI Existing development plans for the two study areas,
as well as other supporting documentation
e Documentation of existing development, by land
use, within the City (presented in terms of acres,
square feet, residential units, etc.)
Once assembled and organized, this information will be
forwarded to the project consultants who, in turn, will use
the material to help gain a general understanding of City
operations and the demographics of the community prior to
the initial kick-off meeting.
Task 3 — Meet with planning and finance staff
In order to accurately determine the fiscal impacts of the two
development projects under consideration, it is important to
understand the nature of current and planned development
within the City and supporting service expectations. Follow-
ing a review of the background information referenced in
Task 2, the project consultants will meet with City staff to
confirm the nature and scope of the two development
proposals. Specifically, the following will be reviewed and
confirmed:
e Existing demographic and economic data
a Existing land uses by type, location and area of the _
City -- -
▪ Nature and scope of planned development
■ Current services and operations of the City
00208'
26
Work Plan
a Current operating funds of the City
a Other land use data and considerations affecting
City costs and revenues.
This task will provide the project consultants with all
information necessary to document and prepare the profile
of the types of issues that need to be addressed through this
analysis.
Task 4 — Brief management staff on study
Department management staff will play an integral role in
the overall study process. To ensure that the cost/revenue
allocation factors developed by the FIND Model accurately
reflect the impacts that growth and development have on
each impacted department, department staff will have
responsibility for commenting on and confirming initial
assumptions developed by the consultants. To ensure that
this responsibility is met, a management briefing session will
be conducted to accomplish the following:
• Review study goals, objectives, process and timing
a Confirm roles and responsibilities of department
staff
• Provide an overview of the FIND Model
n Review the different types of assumptions that will
be made for each impacted program.
All department heads, key division heads and department
analysts that would be involved in the study should attend
this briefing.
Phase II — Data Collection and Analysis
The second study phase involves the actual development and
application of the FIND Model to determine the fiscal impacts of
the two study areas on City operations. Through this phase, all
assumptions and methodologies used to complete the assessment
will be documented, reviewed and confirmed prior to finalizing the
fiscal impact analysis. Concurrently, the market feasibility of both • }
•
27 00200
Work Plan
proposed commercial development and the operation of two golf
courses will be assessed. As appropriate, the Model will be used
to determine the resulting fiscal impacts of any modifications to
these core assumptions on city operations.
Task 5 — Meet with finance staff to develop initial
cost/revenue allocation factors
In this task, project consultants will work with appropriate
finance and budget staff to initially identify which
costs/revenues are impacted by growth and development and
how each are impacted, i.e., by all land uses or only selected
types of uses. Broadly, the following initial determinations
will be made through these interviews:
• Fixed and variable departmental costs
a Fixed and variable departmental revenues
a Impacted costs/revenues by land use
• Appropriate land use distribution method
■ Appropriate per unit measures.
Tasks 6 and 7 clarify the specific type of information that will
result from these interviews with financial management and
budget staff.
Task 6 — Identify fixed and variable costs
Certain costs to provide services are not directly impacted by
growth and development, whereas other costs are directly
impacted by development. By definition, fixed costs (i.e.,
salary and benefits for the City Manager or department
heads) are those costs that are not impacted by growth, and
variable costs (i.e., costs for police officers, maintenance
workers) are impacted by development. The result of this
task will be the development of a comprehensive inventory
of all fixed and variable costs associated with providing City
services to different types of development. The inventory
will be organized by department and division. The nature,
magnitude and responsibilities for such costs will be identi-
fied and specific methodologies and criteria for distributing
costs applicable to the various types of land uses will be
developed.
28 - 00210 -
Work Plan
Task 7 — Identify fixed and variable revenues
As with costs, different types of development by land use
impact different types of revenue that can be utilized to
finance City services. This task will result in a complete and
definitive listing of all City revenue sources that will be
available from development,identification of which revenues
are fixed and which are variable, and an appropriate meth-
odology for projecting and linking each revenue source to a
specific land use.
Task 8—Document study assumptions and distribu-
tion methodologies
In this task, project consultants will document all study
assumptions and distribution methodologies developed from
the study tasks completed to this point. Specifically,
costs/revenues determined to be impacted by growth and
development will be identified, as well as those factors which
have been determined to affect City revenues and expendi-
tures. The assumptions will be detailed and precise, and will
cover the following areas:
■ Revenues, with itemized assumptions for each
revenue category and special emphasis on major
revenue sources
■ Expenditures, with assumptions organized and
outlined to correspond to the City's budget
■ Other factors, which affect City finances including
local and regional economic factors and conditions.
After documenting all assumptions, the project consultants
will review the assumptions with City project management
staff prior to conducting review sessions with departmental
staff. =
Task 9 — Conduct interviews. with department
directors and key departmental staff
Following the development and documentation of initial = .
assumptions supporting the development of specific cost/
. t -
29 ^
Work Plan
revenue allocation factors, a series of meetings will be
scheduled with key departmental staff. The purpose of these
meetings will be to review the initial determinations made
for each department regarding:
• Fixed and variable costs
• Fixed and variable revenues
• Impacted costs/revenues by land use
• Land use distribution methods
• Per unit measures.
Any concerns or issues regarding the initial allocation factors
and/or assumptions will be identified through these meet-
ings. Additionally, any supplemental data or =alternative
approaches available to refine the initial allocation factors
and/or assumptions will be identified and incorporated
within the analysis as appropriate.
Task 10 — Analyze feasibility of proposed commer-
cial and golf course development
Concurrently with other tasks underway to determine costs
and revenues associated with serving the two proposed
developments, a market feasibility analysis will be completed
to assess the reasonableness of current development assump-
tions regarding both commercial and golf course uses. A
subcontractor specializing in the fields of economic analy-
sis/market research will be retained to complete this aspect
of the engagement. As appropriate, this analysis would
include an assessment of area absorption rates and other
demographics as they relate to projected revenues and costs
associated with the project.
Task 11 — Develop and document revised study
assumptions and methodologies
Based on the reviews/analysis conducted in Task 9 and 10,
revisions will be made-to the fixed/variable determinations,
distribution methodologies and/or development assumptions
as determined appropriate. The revised assumptiohs will be
documented in the draft final report submitted in Task 12.
30 00212
Y 4.
Work Plan
Task 12 — Analyze the net fiscal impact of the two
study areas
In this task, the project consultants will use the FIND Model
to determine the net fiscal impact of both the Messenger and
Bollinger development projects (independently) on City
operations. A draft report documenting the study assump-
tions and results of the fiscal impact analysis will be pre-
pared and presented to key management staff prior to
finalizing the analyses.
Phase III — Final Presentations, Docunnenta-
tion and Training
This phase of the study includes all of the tasks required to
complete the assignment including preparation of final report
documents and formally presenting the results of the analysis to
City staff and the City Council. Additionally, if selected as an
option by the City, the FIND Model will be delivered to the City
for ongoing use and application by City staff. Supporting this
option, a FIND User's Guide will be prepared and formal training
provided to designated City staff on the use and maintenance of
the Model.
Task 13 -- Prepare final report
After all study assumptions have been reviewed and con-
firmed through the review of the draft final report, a Final
Report will be prepared and submitted to the City. This
report will document study goals and objectives, all study
assumptions and the net fiscal impact of both projects,
independently, on City operations. In meeting the City's
needs, these findings can either be presented as separate
chapters in a common report or as two separate reports.
Task 14 — Present study results
To complete the education process, the project consultants _ _
will present the study findings and results to City manage-
ment staff and members of the City Council as appropriate.
The purpose of these presentations will be to-acquaint all
interested parties with the key findings and observations
resulting from the study. It is understood that these presen-
31 - 00213
4-•
Work Plan
tations will constitute only one trip to the City. If additional
presentations are required, the cost would be billed on an
actual cost basis for professional services and expense
reimbursement.
Optional Task 15 — Prepare FIND Model user's
guide
One key end-product from this analysis is the development
of the Moorpark FIND Model. Whether or not the Model
is to be delivered to the City for ongoing use and application
is an option for the City to consider. If this option is
selected, it is critical that City staff have the ongoing capabil-
ity to analyze and assess the impacts of growth and change
on City service costs and revenues. The FIND Model User's
Guide will provide City staff with a comprehensive reference
tool for updating, maintaining and using the Madel. Key
components of the User's Guide include:
■ Purpose and applications of FIND
o Overview of FIND methodologies
m Specific assumptions behind the Moorpark FIND
Model
a Implementing and updating the FIND Model.
The last section of the User's Guide presents a step-by-step
summary of the tasks necessary for using, updating and
maintaining the FIND Model.
Optional Task 16 — Conduct staff training on the
FIND Model
As a final task within the overall study process (if the FIND
Model is delivered to City staff), the project consultants will --
conduct a training session on the FIND Model. All staff
with responsibility for either maintaining, updating or
operating the Model should attend the session. The intent
of the training session is to not only review the basic steps
that must be undertaken to maintain and use the Model, but
also to provide an understanding of the theories and logic
behind fiscal impact analysis generally, and the FIND Model - •
_
32 00214 -'
r ,
Work Plan
specifically. Training outlines will be provided to appropri-
ate City staff for review and comment prior to conducting
the training session.
Summary
The work plan described above is comprehensive and was specifi-
cally tailored to meet the needs and objectives of the City of
Moorpark. Importantly, if the Moorpark FIND Model is delivered
to the City as part of this study, City staff will have the necessary
tools to make informed decisions regarding growth and develop-
ment within the City on an ongoing basis.
00215 T
33 _.
4.:.^
-_
0 0 2 1
SECTION IV
Qualifications
35 -
002 1 ,� , .
+••,- •
fa•
36
FIRM OVERVIEW
Ralph Andersen &
Associates was estab-
lished in 1972 and has
provided a wide range 4:1111‘11111p
of consulting services 'kir
to cities, other local
governments, and to
the private sector since
that time. The firm is
headquartered in Sac-
ramento and has addi-
tional offices in New-
port Beach, California
and Dallas, Texas. The firm provides its services in four major
practice areas:
• Financial Management
• Organization and Resource Management
• Personnel Management
• Executive Recruitment.
Of importance to the City of Moorpark, Ralph .Andersen &
Associates has conducted hundreds of fiscal analyses similar to that
proposed herein including projects for the Cities of Chino,
Brentwood and West Sacramento, and El Dorado and Yolo
County. In addition, the FIND Model as been applied and
developed in a number of jurisdictions including the Cities of
Folsom, West Sacramento, Santa Monica and Brea, California; a
joint planning group for the Otay Ranch Project involving the City
of Chula Vista and San Diego County; and multiple jurisdictions in
Texas including the Cities of Richardson, Carrollton,Arlington and
College Station. Selected project descriptions and references are
presented shortly; a partial listing of past clients is presented in
Appendix B.
To illustrate the comprehensive management consulting resources
available through Ralph Andersen&Associates, a brief ovd_rview of
each service area is presented on the following page' .
r
37 __ 00219 -
Firm Overview
financial Management — This practice area assists govern-
mental and private sector clients in the areas of fiscal impact
analysis,business license tax analysis, economic and financial
analysis, user fees and charges, the preparation of financing
plans for major public improvements, and the development
of computerized systems to assist local agencies in the
analysis of their costs to deliver public services. Many of the
projects conducted involve the analysis of the fiscal impact
of new development on public agencies, as well as the
financial feasibility of annexations and incorporations.
Organization and Resource Mana2ernent—This program area
provides services to cities, counties, special districts, and
other public agencies related to solving operational prob-
lems. Typical assignments include productivity improvement
analysis,functional consolidation studies,management audits,
workload and staffing analyses, feasibility studies,'analysis of
service delivery systems, and the development of administra-
tive and management systems.
Personnel Management — The services of our personnel
management practice include the development of position
classification, compensation, and job evaluation plans; the
design and installation of tailored,point factor job evaluation
systems; the development of management compensation
systems; analysis of employee benefit plans;and the develop-
ment of personnel management systems including preparing
personnel rules and regulations.
Executive Recruitment—Ralph Andersen &Associates is the
leader in the field of executive recruitment services to cities
throughout the nation. Using an approach characterized by
personal service and attention to detail, the firm conducts
searches for positions with cities, counties, special districts,
and other public agencies. These positions are typically at
the top management level and in highly specialized, technical
areas.
In addition to the direct services provided by these four service
areas of the firm, Ralph Andersen & Associates' provides staff
training and development-seminars in the areas of financial - -
management including fiscal impact analysis, personnel manage-
ment and organization analysis.
• F,
38
00220
d _
• S_
RELATED EXPERIENCE
Ialph Andersen&Associates is a leader in providing comprehen-
sive financial management services to cities, counties and other
local agencies. Of importance to the City of Moorpark, we have
conducted numerous fiscal impact analyses and have successfully
implemented the firm's FIND(Fiscal Impact of New Development)
Model. Because of our extensive experience in completing fiscal
impact analyses, we know what type of tools and resources are
necessary to complete a comprehensive fiscal analysis. The FIND
Model was developed to meet these needs.
Below is a sampling of recent references of those agencies where
we have been retained to complete a comprehensive fiscal impact
analysis of proposed development projects. We encourage you to
contact any or all of our past clients to learn more about the
quality of our services and products. If additional references are
required, we will be happy to provide them.
City of Santa Monica — The FIND Model has been devel-
oped and designed for the City to assist City staffs ability to
assess the ongoing fiscal impacts of the City's growth
management plan on City services and revenues. Other uses
and applications include determining the net fiscal impact of
the general plan, individual land uses and private develop-
ment proposals. Contact: Mr. Mike Dennis, Finance
Director, (310) 458-8281 or Mr. Tad Read, Policy Develop-
ment, (310) 458-8585.
City of West Sacramento --Ralph Andersen&Associates was
retained by the City to conduct a fiscal impact analysis of a
petition submitted to change the City's General Plan. In
addition to conducting the fiscal impact analysis of specific
land use alternatives for the City, the FIND Model was
installed to provide City staff with the ability to conduct
fiscal impact analyses on a continuing basis. Contact: Mr.
Joe Goeden, City Manager, (916) 373-5800. :
• x.
39 00221
Related Experience
City of Folsom—This recent assignment involved the develop-
ment of the FIND Model to provide staff with the ability to
assess the fiscal impacts of a diverse array of development
scenarios on City operations. In addition, the Model was
used by the consultants to determine the fiscal impacts of a
pending development, the Silverbrook project, on City
services. Contact: Mr. Dave Sanders, Finance Director, or
Mr.Bruce Pope,Redevelopment Consultant, (916) 355-7200.
Otay Ranch Planning Group--A city/county combined FIND
Model was developed to assist the Otay Ranch Joint Plan-
ning Group on assessing the ongoing impacts of the undevel-
oped Otay Ranch Project on both the City of Chula Vista
and the County of San Diego. The project area consists of
over 23,000 acres of undeveloped land in the unincorporated
area of San Diego County. With a project life of over thirty
years, the Model will be continually applied to detel-mine the
ongoing impacts of the project on both public entities. An
interesting component of the Otay Ranch FIND Model is the
ability to assess the impacts of development decisions
regarding whether development occurs in the unincorporated
area of the County or in the city limits of Chula Vista.
Contact: Mr.Tony Lettieri, former Project Manager for the
Otay Ranch Project, currently with Lettieri-McIntyre (619)
238-4241.
City of Chino—This study involved a full analysis of all City
services in order to determine the costs associated with
providing services to a large area under consideration of
annexation. The cost analysis included an assessment of
overhead administrative costs associated with the annexation,
as well as direct costs to serve the area. Similarly, revenue
impacts on the City were also assessed. The end-product
from the analysis was the assessment of overall fiscal impact
on the City if the annexation were to occur. Contact: Ms.
Mary O'Neil, Assistant City Manager, (714) 627-7577.
Com' pf Arlington —Ralph Andersen &Associates developed
and installed AEIM (Arlington Economic Impact Model) to
enable the City to analyze the fiscal and local economic
impact of proposed new development. Originally developed
as a manual system, it was subsequently computerized to
provide the City with the ability to assess the fiscal:impacts
of new development using FIND. Contac(: • Mr. Bill
Kirchhoff, former City Manager, currently City Manager of _
the City of Redondo Beach (213) 372-1171. ;
40 _ U 0 9
Related Experience
CYO of Brea -- This current project involves the completion
of a fiscal impact analysis of planned development through-
out the City's sphere of influence. The FIND Model is being
developed to look at both the impacts of ongoing operations
as well as planned capital improvements. Contact: Mr.
Larry Hurst, Financial Services Director, (714) 990-7600.
Civ of Richardson —In this study,Ralph Andersen&Associ-
ates installed the FIND system in Richardson to enable the
City to conduct fiscal and economic analysis of ongoing land
use decisions. Contact: Mr. Bill Keffler, Deputy City
Manager, (214) 238-4100.
City of Carrollton — The FIND Model was recently devel-
oped and installed in the City with the purpose of providing
staff with the ability to assess both fiscal and economic
impacts of ongoing land use decisions. Contact: 'Mr. Marc
Guy, Planning Director, (214) 466-3030.
C)y of College Station —This assignment provided City staff
with a fully, tailored FIND Model reflective of City services
and supporting revenues. In addition to forecasting the fiscal
impacts of growth and development, the College Station
FIND Model included a component to assess the economic
Afb impacts of development including job creation, and spending
and respending throughout the local region. Contact: Mr.
Charles Cryan, Assistant Finance Director, (409) 764-3500.
•
?r.
Y•
- - 4l - _.
00223
•
•
It)49? �.
42
PROJECT ORGANIZATION
AND MANAGEMENT
The project team assigned to this project includes Suzanne
Bragdon, Vice President and Joseph Hinsberg, Vice President.
General roles and responsibilities of all team members include the
following:
a Suzanne Bragdon—Ms.Bragdon will serve as the project
manager/lead consultant on this engagement. In this role,
she will assume responsibility for all client communica-
tions, review meetings and presentations. Additionally,
she will be a full member of the project team with
responsibility for analyzing City programs and revenues,
developing supporting study assumptions and methodolo-
gies, and coordinating the actual development of the
Moorpark FIND Model with our programmer/analyst.
• Joseph P. Hinsberg--Mr. Hinsberg will serve as a staff
consultant on this engagement. Because of his strong
management experience, he will assist Ms. Bragdon in the
detailed analysis of selected City programs and revenues
to ensure the appropriate linkages to identified land use
categories. He will also coordinate the market feasibility
analysis regarding both commercial and golf course uses
with an outside economic development firm that will be
selected prior to the award of contract on this engage-
ment.
Brief resumes of key project staff follow.
00225
. 43 __
00220 ; '
Suzanne Bragdon
Vice President
Ms. Bragdon is a Vice President with Ralph Andersen &
Associates and oversees the firm's financial and personnel manage-
ment service areas. Her financial management experience
includes a wide variety of assignments such as assessing the fiscal
impact and financial feasibility of new development and changing
service delivery methods; determining the fiscal viability of
municipal incorporations and new county formations; analyzing
policy considerations and financial implications of community
redevelopment and other debt financing; developing and designing
revised business license tax ordinances; and evaluating the adequa-
cy of user and development impact fees.
Relevant past project experience related to this engagement
includes:
o Project manager involving the development and design of
the FIND Model for the Cities of Santa Monica and
Folsom; the Folsom project included the application of
the Model to determine the impacts of the currently
proposed project of Silverbrook
■ Lead consultant involving the development and design of
the FIND Model for the City of West Sacramento, the
Otay Ranch Planning Group involving the City of Chula
Vista and the County of San Diego, and the City of Brea
■ Multiple fiscal impact analyses including projects for the
Cities of Chino, Brentwood and Rancho Mirage; Yolo
County and El Dorado County; and the Novato Redevel-
opment Agency, Pebble Beach Company and Mission
Viejo.
Before joining Ralph Andersen & Associates, Ms. Bragdon worked
on a number of projects involving the public sector, primarily in the
areas of finance and organization. Among her major projects was
a review of state financing policies of public schools in the state of
Washington.
•
0022
45 -_
Project Organization
and Management
As a senior member of the firm, Ms. Bragdon is regularly called on
to assist and to manage complex financial assignments, ranging
from property tax and business license tax analyses, to the develop-
ment of automated financial models to forecast cash flow and fiscal
and economic impacts.
Ms. Bragdon graduated from the University of Washington, magna
cum laude,with a Bachelor of Arts degree in political science, with
emphasis in public administration and economics.
•
00228
46
Joseph P. Hinsberg
Vice President
Mir. Hinsberg is a Vice President with Ralph Andersen &
Associates and has more than twelve years of experience in local
government management and consulting. While he is experienced
in all of the firm's areas of service, the focus of his work with the
firm is on management consulting projects involving organization
and operational analyses in all areas of municipal and public
services.
Prior to joining Ralph Andersen&Associates, Mr.Hinsberg worked
directly in local government. He worked for the Cities of
Torrance, Simi Valley, Thousand Oaks, and Lincoln. In addition
to being familiar with the full range of services provided-by cities,
he has particular expertise in the areas of planning and economic
development and has had direct experience in a number of large
scale annexations, sphere of influence adjustments, and the
negotiation of development agreements. More specifically, his
experience includes:
• Staff consultant on projects for the cities of Folsom and
Brea involving the development and application of the
FIND Model
• Lead staff member in the organizational review of
development related services and housing services in the
City of Thousand Oaks.
• Project management experience from design through
certificate of completion for a number of public facilities
including rail stations, senior and youth centers, civic
library, and public safety facility.
• Lead consultant on an analysis of capital fee policies and
growth issues for a Bay area community services district.
• Lead staff member in the transition of an association of
governments to a county-wide transportation commission.
Activities included the development of organizational
policies, classification and compensation levels,and staff
recruitment.
00222
47
Project Organisation
and Management
Mr. Hinsberg earned his bachelor's and master's degrees in public
administration from Loyola Marymount University.
•
48 0.023()
TABLE OF CONTENTS
SECTION I -- THE PROJECT 1
Background 3
The Moorpark FIND Model 5
Study End-Products and Deliverables 7
SECTION II — OUR APPROACH TO FISCAL
IMPACT ANALYSIS 9
Introduction 11
The FIND Model: An Overview 13
Developing FIND 15
Cost/Revenue Distribution Methods =- 16
Unit Measures for Cost/Revenue
Allocation Factors 17
Study Overview and Process 19
SECTION III — WORK PLAN 23
Work Plan 25
Phase I -- Project Initiation 25
Phase II — Development and Application of FIND 27
Phase III — Final Presentations, Documentation
and Training 31
Summary 33
SECTION IV — QUALIFICATIONS 35
Firm Overview 37
Related Experience 39
Project Orgoni7ation and Management 43
SECTION V — TIMING AND COST 49
Timing and Cost 51
Project Timing 51
Project Budget 51
APPENDICES
Appendix A — Sample Reperts Generated by FIND A-1 =
Appendix B — Partial Listing of Past and Current Clients B-1
00231 : ': -.
SECTION V
Timing and Cost
49
00232
.
' -
A � � �
o » � ~
50
TIMING AND COST
Ralph Andersen & Associates understands the importance of
timely, on budget completion of the project. We have developed
the work plan with these needs in mind and will contractually
commit to the budget and schedule presented in this section of the
proposal.
Project Timing
Ralph Andersen&Associates is prepared to begin this engagement
within two weeks of notification to proceed. Based on'the work
plan contained herein and the proposed scope of work, all project
tasks can be completed within ten weeks from the start of the
project.
_ Project Budget
Costs for professional service and expense reimbursement to
complete this analysis as proposed amounts to $23,480. Of this
amount, $5,000 is allocated for the market feasibility analysis of the
proposed commercial and golf course land uses as part of the
Messenger Development. If the FIND Model is delivered to the
City, project costs would be adjusted by $8,500. These costs are
summarized as follows:
• Fiscal impact analysis $18,480
■ Market feasibility analysis $5,000
• Delivery of the FIND Model $8,500
All costs include the reimbursement of out-of-pocket expenses for
such items as travel, printing, postage and delivery, clerical and
long-distance telephone charges. Progress payments will be due
monthly, based upon an invoice submitted by Ralph Andersen &
• Associates. - _
51 0.0234
N, w
APPENDICES
rgn
00235 . , :
Appendix A
Sample Reports Generated by FIND
A-i 00236
•
•
•
0023"7 ' }
A-2
SAMPLE REPORTS
The FIND Model is designed to generate a number of different
reports. The reports range from overview summaries to detailed
data on the selected scenario. Samples of all reports follow. A
brief overview of each report is presented below.
• Revenue/Expense Comparison--This report presents total
revenues and total expenses by selected year, and the
,resulting net impact of the project scenario on the agency.
Impacts are presented by fund and for all funds combined.
• Pevelopment Assumptions -- This report summarizes the
development assumptions defined for the selected project
scenario. Among others, this includes number of acres,
units and square footage by appropriate land use. This
information is presented for each study year and is
contained following the tab noted "Phasing/therAssump-
tions".
'"�' ■ Tax Rate and Related Assumptionq —This report summa-
rizes the detailed property, sales and other tax assump-
tions defined for the selected project scenario. Among
others, this includes applicable tax rates, assessed values
and taxable sales by appropriate land use measure. A
sample of this report follows the tab "Phasing/Other
Assumptions".
• Assessed Value and Taxable Sales Detail—These reports
present total assessed values and taxable sales, by appro-
priate land use, for each study year. The assessed values
and taxable sales reflect the development assumptions for
the specific scenario and the assessed value and taxable
sales assumptions identified by land use measure. A
sample of this report follows the tab "Phasing/Other
Assumptions".
• Expense Summary—This report summarizes the expense
forecasts for each department by year. Totals are shown
for each fund and all fund combined by year. - -
00238
A-3
Sample Reports
o cense Dela l—=This report presents the detailed expense
forecasts, by fund, for each selected year of the project
scenario. Subtotals for each department are shown, as
well as totals for each fund and all funds combined.
• Revenue Summary--This report summarizes the revenue
forecasts for each major revenue category, by fund, for
each selected year. Totals are presented for each fund
and all funds combined by year.
■ eve ae Detail This report presents the detailed reve-
nue forecasts, by fund, for each selected year of the
project scenario. Subtotals for each major revenue
category are shown, as well as totals for each fund and all
funds combined.
Like all aspects of FIND, these reports are tailored tb'meet the
specific needs of our clients.
00239
A-4
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TAX ASSUMPTIONS - SUMMARY (CITY)
8/02/93
Property Tax Rate: 1.0000 % Occupancy Tax Rate: 6.0000 %
General Fund Local Share: 0.0000 % Average Occupancy: 70.0000 %
Gas Fund Local Share: 0.0000 % Local Sales Tax Rate: 1.0000 %
Park Fund Local Share: 0.0000 % Inflation Rate: 0.0000 %
Redevelop Local Share: ******* % Transfer Tax Rate: .5500 $
(per $1, 000 valuation)
Land Use Measure Amount
Hotel/Motel Average Rate / Room $4
Res. , Single Family High Assessed Value / Unit 178, 114
Res. , Single Family Assessed Value / Unit 220, 000
Res. , Multi-Family Assessed Value / Unit 105, 000 _
Commercial Assessed Value / Sq.Ft. 120
Industrial Assessed Value / Sq.Ft. 140
Res. , Single Family High Average Turnover / Years 10
Res. , Single Family Average Turnover / Years 10
Res. , Multi-Family Average Turnover / Years to
Commercial Average Turnover / Years 20
Industrial Average Turnover / Years 20
Commercial Taxable Sales / Sq.Ft. 120
Industrial Taxable Sales / Sq.Ft. 5
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Appendix B
Partial Listing of Past and Current Clients
kee
B-1 -
00251
0 0 2 5 2
13-2
PARTIAL LISTING OF PAST
AND CURRENT CLIENTS
ABC Unified School District, Aptos/La Selva Fire Department,
California California
Abilene, Texas Arcadia, California
AC Transit, California Arcata Associates, Inc.
ACI hB AC9P Ardmore, Oklahoma
ACWA/Joint Powers Insurance Arlington, Texas
Authority, California Arlington Chamber of Commerce
Addison, Texas Arthur Young& Company
Agoura Hills, California Aravada, Colorado
AKT Development Corporation Associated Building Industry
Alabama Humans Resources Association of California-Water
Department Agencies
Alameda, California Association of Regional Center
Alameda-Contra Costa Health Agencies, California
Systems Agency, California Atascadero, California
Alameda County, California Atwater, California
Alameda County Housing Authority, Aurora, Colorado
California Austin, Texas
Alameda County Flood Control, Avalon, California
a California Azusa, California
Alameda County Manpower, Bakersfield, California
California Baldwin Park, California
Alameda Police Department Bank of America
California Banning California
Alameda Public Works Agency, Barstow, California
California Village of Bartlett, Illinois
College of the Albemarle, North Bay Arra Air Quality Management
Carolina District, California
Alhambra, California Bell, California
Alvin, Texas Bellaire, Texas
Amador County, California Bellevue, Washington
American Institute of Professional Belmont, California
Geologists Belmont County Water District,
American Planning Association, California
Sacramento Chapter, California Benicia, California
Anaheim, California Berkeley, California
Anaheim Convention Center, Beverly Hills, California
California Big Bear Lake, California
Anaheim Union High School Billings, Montana _
District, California Bishop, California
Analy Union High School, Blythe, California
California Board of Equalization, Stile of
Anderson, California California
Apache Junction,Arizona Bodega Harbour Homeowner's
Association
B-3 00253
Partial Listing of Past
and Current Clients
Bookman Edmonton Engineering California Society of Municipal
Inc. Finance Officers
Booz Allen&Hamilton, Inc. California Special Districts
Boulder, Colorado Association
Brea, California California State Employees
Brentwood, California Association
Brighton, Colorado California State Assembly
Brisbane, California California, State of
Bryan, Texas Calistoga, California
Buena Paris California Camarillo, California
• Bullhead City, Arizona Cambria Community Services
Bullocks/May Company District, California
Burbank California Cambrian School District; California
Burke, Darracq& Vincent Cameron Park Community Services
Burleson, Texas District, California
Butte County Office of Education, Campbell, California
California Canfpus Commons Park
Housing Authority of the County of Corporation
Butte, California Cape Fear Community'College,
Butte County Mental Health Texas
Department,Alcohol and Drag Capitola, California
Division, California Carlsbad, California
California Association of Health Carmel-by-the-Sea, California
Facilities Carrollton, Texas
California Association of Sanitation Carson, California
Agencies Casa Grande,Arizona
California Association of School Casitas Municipal Water District,
Business Officials California
California Board of Nursing Casper, Wyoming
California Builders Council Catawba Valley Community College,
California City, California North Carolina
California Council of Civil Cathedral City, California
Engineers&Land Surveyors Cedar Hill, Texas •
California Debt Advisory Central Contra Costa Sanitary
Commission District, California
California Department of Justice Central Fire Protection District,
California Farm Equipment Show California
California Farm Water Coalition Central Piedmont Community
California Journal College, North Carolina
California Legislature Centre City Development
California Muncipal Insurance Corporation, California
Authority CH,M Hil!
California Municipal Treasurers Chandler,Arizona
Association Charlotte-Mecklenburg Schools,
California Municipal Utilities North Carolina
Association Cheny Hills, Village, Colorado
California Parks&Recreation Chevron USA. Products Company
Society _- Cheyenne, Wyoming
California Research Chico, California
California School Boards Chino, California -
Association Chino Basin Municipal Water
California School Employees District, California -
Association China Hills, California -
00254
B-4
Partial Listing of Past
and Current Clients
Chino Valley Independent Fire Contra Costa Water District,
Distric4 California California
Chula Vista, California Coos Bay, Oregon
Churchill County School District, Coppell, Texas
Nevada Corcoran, California
Cincinnati, Ohio Coronado, California
Citrus Heights Incorporation Project; Costa Mesa, California
California Cotati, California
Civic Association of Rio County Supervisors Association of
Linda/Elverta, California California
Clallam County, Washington Covina, California
Claremont? California Crane Elementary School District,
Clark County, Washington Arizona
Clark County Health District; Gown Development Corporation of
Nevada Kings County, California
Clarksburg Ranch Investors Cucamonga County Water District,
Clayton, California California
Cleariake Oaks Water District, Culver City, California
California Cupertino, California %-
Clearwater, Florida Cypress, California
Cloverdale, California Dallas, Texas
Clovis, California Dallas Area Rapid Transit; Texas
Clovis Unified School District, Dame Construction Company
California Dana Point, California
Club Tahoe Resort Owners Dayton, Ohio
Association Davis, California
Coachella, California Decatur, Illinois
Coast Community College District, Del Mar Fair Grounds, California
California Del Rio, Texas
Coker-Ewing Delta Diablo Sanitation District,
College Station, Texas California
Collier County, Florida Des Moines, Iowa
Collier County Schools, Florida Desoto, Texas
The Colony, Texas Dixon, California
Colorado Intergovernmental Risk Dodge City, Kansas
Sharing Agency Douglas County, Nevada
Colorado Springs, Colorado Downey, California
Colton, California Dublin-San Ramon Services District,
Colusa County, California California
Commerce, California Dukes-Dukes &Associates
Commerce.City, Colorado East Bay Dischargers Authority,
Community Services Agency, California
Nevada . East Bay Municipal Utility District;
Compton, California California
Concord, California East Bay Regional Park District,
Conejo Recreation and Park District, California
California East Palo Alto, California
Contra Costa Community College " East YoloCommunity Services
District, California District, California
Contra Costa County, California El Centro, California
Contra Costa County Municipal El Centro Elementary School
Risk Management Insurance District, California
Authority, California El Cerrito, California
B-5
00255
•
Partial Listing of Past
and Current Clients
El Dorado County, California Fullerton, California
El Dorado Hills Investors, Inc. Gainesville, Texas
El Dorado Irrigation District Gainesville, Florida
California Gala California
El Monte, California Garland Texas
El Paso, Texas Gilbert,Arizona
El Paso Water Utilities Public Gilroy Police Department, California
Service Board Texas Glenbard Wastewater Authority,
El Segundo, California Illinois
Elk Grove Civic League, California Glendale,Arizona
Eloy,Arizona Glendale Unified School
Emeryville, California District—Glendale Corn. School
Encinitas, California District;Arizona
Encinitas Fire Protection District Glendora, California
California Glenn County, California
Erickson Lumber Company Golden I Credit Union
Escondido, California Golden, Colorado
Eugene Jacobs Law Offices Golden Empire Health Systems
Eugene, Oregon Agency •...
Eureka California Golden Gate University, California
Housing Authorities of the City of Grand Island, Nebraska
Eureka and County of Grand Junction, Colorado
Humboldt, Califoria Grand Prairie, Texas
Evanston, Illinois Grants Pass, Oregon
F.I.A.Associates Grapevine, Texas
Fairfield California Grass Valley, California
Fairfield-Suisun Sewer District, Great Falls, Montana
California Gresham, Oregon
Fayetteville, North Carolina Greensboro, North Carolina
Fayetteville Technical Community Grover City, California
College, North Carolina Guadalupe-Blanco River Authority,
Federal Way, Washington Texas
Fieldman, Rolapp&Associates Guilford Technical Community
Fillmore, California College, North Carolina
Flower Mound Texas Half Moon Bay, California
Folsom, California Hanford California
Fontana, California Harrison County, Teras
Fort Bras Unified School District, Hayward, California
California Healdsburg Union Elementary and
Fort Vancouver Regional Library, High School Districts, California
Washington Helix Water District, California
Fortuna, California HemetCalifornia
Foster City, California Henderson, Nevada
Fountain Valley, California Hercules, California
Fremont, California Highland Park Texas
Fresno, California Hillsboro, Oregon
Fresno City and County Housing Holliman, Hackard& Taylor
Authority, California Hollister, California
Fresno County, California Houston-Galveston Area Council
Fresno Economic Development Huntington Beach, Califeria
Corporation Hurst, Texas
Friendswood, Texas Imperial County, California
Fulbright&Jaworski, Texas -
r"
B-6 -00256
Partial Listing of Past
and Current Clients
Imperial Irrigation District, Lakewood, Colorado
California Lancaster, California
Imperial Valley Coordinated Lancaster, Tetras
Housing Authority, California Lane County, Oregon
Incline Village General Improvement Lane Transit District, Oregon
District, Nevada Larimer County, Colorado
Indian Wells, California Las Vegas, Nevada
Indio, California Las Vegas Housing Authority,
Inglewood, California Nevada
Inland Area Personnel Management Las Vegas Metropolitan Police
Association Department, Nevada
International City Management Lathrop, California
Association La Quinta, California
Irvine, California Lawndale, California
Irving Texas Lawton, Oklahoma
Irwindale, California League of California Cities
Jackson, Mississippi League of Oregon Cities
Jackson, Wyoming Lee Sammis Company
Jackson Municipal Airport Legislative Analyst, Stat?of
Authority, Mississippi California
Jones&Stokes Leisure World/Laguna Hills,
Jones, Hall, Hill& White California
Junior Statesmen Lenoir County- City of Kinston
Justice&Associates Airport Commission, Nonh
K G. Land Corporation Carolina
Kahl Associates Liberty, Missouri
Kenai Peninsula Borough, Alaska Lincoln, California
n;, Kern Community College District, Lincoln Property Company
California Livermore, California
Kern County, California Lodi, California
Kern County Water Agency, Loma Linda, California
California Lornbard, Illinois
Kerrville, Texas Long Beach, California
Kang City, California Longmont, Colorado
Kings County, California Longview, Texas
Kingsville, Texas Longview, Washington
Kinston, North Carolina Los Alamitos, California
La Mesa, California Los Alamos County, New Mexico
La Palma, California Los Alamos Public Schools, New
La Porte, Texas Mexico
La Puente, California Los Altos, California •
La Verne, California Los Angeles Area Chamber of
Lafayette, California Commerce, California
Laguna Management Institute Los Angeles, California
Laguna Niguel, California Los Angeles Community
Lake County, California Redevelopment Agency, --
Lake Elsinore, California California
Lake Havasu,Arizona Los Angeles County Bar
Lake Tahoe Unified School District, Association, California
California Los Angeles County, California
Lake Wildwood (Homeowner's Los Angeles County Fire
Association), California Department California —
Lakeland, Florida
B-7 -
00257
Partial Listing of Past
and Current Clients
Los Angeles County Office of Midpeninsula Regional Open Space
Education, California District
Los Angeles County Superintendent Millbrae, California
of Schools, California Milpitas, California
Los Angeles County Transportation Mineral Wells, Texas
Commission, California Mission Viejo Company
Los Angeles Teachers' Credit Union Missouri City, Texas
Los Angeles Unified School District, Modesto, California
California Modesto Irrigation District,
Los Banos, California California
Los Gatos, California Modoc County, California
Los Lomitas Elementary School Mojave County Formation Review
District; California Commission, California
Los Medanos Community Hospital Mono County, California
Lubbock, Texas Mono County LAFCO, California
Lynwood, California Mono County Transportation
Madera, California Commission, California
Mammoth Lakes, California Monrovia, California
Mammoth Lakes Fire Protection Montclair, California •
District, California Monte Sereno, California
Manhattan Beach, California Montebello, California
Maricopa County,Arizona Monterey, California
Marin County Housing Authority, Monterey County, California
California Monterey County Housing Authority,
Marin Municipal Water District, California
California Monterey Park, California
Mann County Redevelopment Monterey Regional Water Pollution
Agency, California Control Agency, California
Marin Municipal Water District, Moore, Oklahoma
California Morgan Hill, California
Martin Community College, North Morton&Pitalo
Carolina Mountain View, California
Martinez, California Multnomah County; Oregon
Marysville, California Municipal Finance Officers
McDonnell Douglas Association
McDonough Holland&Allen Munster, Indiana
McKinney, Texas Napa County, California
McLennan Community College, Naperville, Illinois
Texas Naperville Public Libraries, Illinois
Medic Alert Foundation Naples, Florida
International Natchitoches Parish School Board,
Menlo Park, California Louisana
Menlo Park Fire Protection District, National City, California
California National League of Cities
Merced Irrigation District, California National Recreation &Park --
Mesa County, Colorado Association
Mesquite, Texas Natividad Medical Center
Metropolitan-Dade County, Florida- Natoma Station, California
Metropolitan Exposition-Recreation Natornas Company
Commission, Oregon Natornas Unified School District,
Mid County Fire Protection District, California -
California Needles, California -
Midlothian, Terns Nevada County, California
Y'
B-8 00258
Partial listing of Past
and Current Clients
•
Nevada, State of Overland Par* Kansas
Newport Beach, California Oxnard California
Nolte-Crocker Land Company P.O.S.T. (Peace Officer Standards
Norco, California and Training), California
Norman, Oklahoma Pacific Grove, California
North Central Texas Council of Pacifica, California
Governments Palm Desert, California
North Dakota Insurance Reserve Palm Springs, California
Fund Palmdale, California
North Richland Hills, Texas Palmdale School District, California
Northern California Power Agency Palo Alto, California
Northglenn, Colorado Pampa, Texas
Novato, California Paradise Valley,Arizona
Novato Redevelopment Agency, Park City, Utah
California Pasadena, California
Oklahoma Municipal Power Paso Robles, California
Authority Pebble Beach Company
Oakland California Peoria, Arizona
•
Oakland Housing Authority, Peoria, Illinois
California Peoria County, Illinois
Oakland Port Authority, California Peralta Community College District,
Village of Oak Park, Illinois California
Oakview Sanitary District, California Petaluma, California
Oceanside, California Phoenix Arizona
Odessa, Texas Pico Rivera, California
• Ogden, Utah Piedmont, California
Ojai, California Pima Community College District,
Oklahoma City, Oklahoma Arizona
Old Lodi High School Foundation, Pima County,Arizona
California Pittsburg California
Olivenhain Municipal Water District, Placentia Unified School District,
California California
Olympia, Washington Placer County, California
Ontario, California Placerville, California
Orange, California Planned Parenthood
Orange County, California The Planning Center
Orange County, Florida Piano, Texas
Orange County Department of Platte River Power Authority,
Education, California Colorado
Orange County Division, California Pleasant Hill, California
League of Cities Pleasant Valley School District,
Orange County Water District, California
California Pleasanton, California
Oregon City, Oregon Plurnas County, California
Oregon State Bar Point West Bank
Oregon State Courts Pomona, California
Oro Loma Sanitary District, Ponca City, Oklahoma _ .
California Port Arthur,:Texas.
Oroville, California Port Hueneme, California
Otay Water District, California Port of Oakland, California_
Otay Ranch Joint Planning Port of Sacramento, Califoria
Project/Otula Vista, California Porterville, California =
Otero County, New Mexico Portland, Oregon
B-9 . 00-259
Partial Listing of Past
and Current Clients •
Portland Housing Authority, Oregon Riverside County Regional Park and
Poway, California Open Sapce District, California
Price Waterhouse Rocklin, California
Private Industry Council (Sutter Rod Gunn Associates, Inc.
County), California Roseburg Oregon
Private Industry Council (Ventura Rosemead, California
County), California Roseville, California
Public Employees'Retirement Round Rock Texas
System, State of California Sacramento Area Council of
Pullman, Washington Governments, California
Ramona Municipal Water District, Sacramento, California
California Sacramento Charter Commission,
Rancho Cucamonga, California California
Rancho Mirage, California Sacramento County, California
Rancho Palos Verde, California Sacramento County Department of
Red Bluff, California Parks&Recreation, California
Redding California Sacramento County Management
Redlands, California Association, California
Redondo Beach, California Sacramento County Office of
Redwood City, California Education, California
Redwood Empire Municipal Sacramento Engineering Technicians
Insurance Fund and Technical Inspectors
Reedly, California Association, California
Regional Council of Rural Counties, Sacramento Housing and
California Redevelopment Agency,
Reimer Associates, California California
Reno, Nevada Sacramento Municipal Utility
Reno Housing Authority, Nevada District
Renown Enterprises Sacramento Regional Area Planning
Resource Management International Commission, California
Inc. Sacramento Regional Transit
Rialto, California Sacramento-Polo Employment&
Richardson, Terns Training Agency, California
Richmond, California Saddleback Community College
Ridgecrest, California District, California
Rio Hondo Community College Salem, Oregon
District, California Salinas, California
Ripon, California Salisbury, North Carolina
Riverbank, California San Anselmo, California
Housing Authority of the City of San Antonio, Texas
Riverbank, California San Bernardino, California
River Delta Unified School District, San Bernardino County Housing
California Authority, California
River West Development San Bernardino City Unified School
Riverside, California District, California --
Riverside County, California San Bernardino Municipal Water •
Riverside County Flood Control and Department, California
Water Conservation District, -- San Carlos, California -
California San Clemente, California
Riverside County Housing Authority, San Diego, California -
California San Diego Association df
Riverside County Sheriff's Governments, California
Department, California San Diego County, California -
r'
B-l0 00260
Partial Listing of Past
and Current Clients
San Diego County Water Authority, Santa Clara Valley Water District;
California California
San Diego Housing Commission, Santa Ciarita, California
California Santa Cruz, California
San Diego RETC; California Santa Cruz Housing Authority,
San Dimas, California California
San Francisco Bay Area Rapid Santa Cruz Schools, California
Transit District; California Santa Fe Irrigation District,
San Francisco City and County, California
California Santa Fe Springs, California
San Francisco Housing Authority, Santa Monica, California
California Santa Monica Rent Control Board
San Francisco Redevelopment California
Agency, California Santa Monica-Malibu Unified
San Gabriel Valley Tribune, Inc. School District, California
San Jacinto, California Santa Paula, California
San Joaquin County, California Santa Rosa, California
San Jose, California Santa Rosa Redevelopment Agency,
San Jose/Evergreen Community California
College District, California Santee, California
San Jose Community College Santiago Library System, California
District, California Sarasota County, Florida
San Jose International Airport Sarasota Bradenton International
San Juan Capistrano, California Airport, Florida
San Juan Unified School District, Saratoga, California
California Sausalito, California
San Leandro, California SAW Ranch
San Lorenzo Valley Water District, Schools Insurance Authority,
California California
San Luis Coastal Unified School Scotts Valley, California
District, California Scow Valley Water District,
San Luis Obispo, California California
San Luis Obispo County, California Scottsdale, Arizona
San Marino, California Seagoville, Texas
San Mateo, California Sears & Burns, Texas
San Mateo County, California Sedona, Arizona
San Mateo County Office of Seguin, Texas
Education, California Selma, California
San Miguel County, Colorado SHASCOM
San Pablo, California Shasta County, California
San Rafael, California Shasta Union High School District,
Sanger, California California
Santa Ana, California Show Low,Arizona
Santa Ana Valley Irrigation Sierra Cultural Arts Center
Company, California Association
Santa Ana Unified School District, Sierra crista,Arizona
California Signal Hill, California
Santa Barbara, California Silent Valley Club, Inc.
Santa Clara, California Simi Valley, California
Santa Clara County Housing Siskiyou County, Californici
Authority, California Soledad California
Santa Clara County Superintendent Snohomish County, Washington -
of Schools, California Solana Beach, California
00261
B-11
Partial Listing of Past
and Current Clients
Solana County, California Stanislaus County Housing
Solvang California Authority, California
Sonoma, California Stanton, California
Sonoma County, California State Board of Equalization,
Sonoma County Fair, California California
Sonora Miming Corporation State of California, Office of the
South Bayside System Authority, Auditor General
California Steamboat Springs, Colorado
South Coast Air Quality Sterling Software
Management District Stillwater, Oklahoma
Stockton Unified School District,
South County Regional Wastewater California
Authority, California Stone& Youngberg
South Coast Water District, Suisun City, California
California Summit County, Colorado
South County Fire Authority, Sunnyvale, California
California Sutter County, California
South East Regional Reclamation Sweetwater Authority, California
Authority (SERRA), California Sweetwater Union High school
South El Monte, California District, California
South Gate, California Tacoma, Washington
South Lake Tahoe, California Tahoe County Formation Review
South Pasadena, California Commission, California
South San Francisco, California Tahoe Regional Planning Agency,
South San Joaquin Imgation California
District, California Tallahassee, Florida
Southeast Economic Development, Tamalpais Fire Protection District,
California California
Southern California Association of Tarrant Appraisal District, Texas
Governments Tehama County, California
Southern California Executive A. Teichen&Sons, Inc.
Directors'Association Teichen Aggregates
Southern California Joint Powers Teichen Land Company
Insurance Authority Tempe,Arizona
Souther California Rapid Transit Texas City Management Association
District Texas Municipal Power Agency
Southgate, California Texas Municipal Retirement System
Southmark Pacific Corporation The Runyon Agency
Spademan Release Systems Thornton, Colorado
Sparks, Nevada Thousand Oaks, California
Spearman, Texas Three Valleys Municipal Water
Special Districts Association/UCLA, District, California
California Tiburon, California
Special Districts Insurance Torrance, California
Authority, California Tracy, California
Spink Corporation TRI-MET&Multnomah County,
Springfield, Oregon Oregon
St. Helena, California Trinity County, California =
St.Joseph, Missouri Tsakapoulos Development, Inc.
St. Peters, Missouri Tucson, Arizona -
Stanislaus County, California Tukwila, Washington
Stanislaus County Department of Tulare County, California
Education, California -• -
B-12 --00262
Partial Listing of Past
and Current Clients
Tulare County Department of Walla Walla, Washington
Education, California Walnut Creel, California
Tulare County Economic Ward Roberts& Watts
Development Corporation, Washington County, Oregon
California Washington State Finance Officers'
Tulare County Private Industry Association
Council; California Washoe County Airport Authority,
Tulare Redevelopment Agency, Nevada
California Washoe County District Health
Tulsa, Oklahoma Department, Nevada
Turlock, California Water Facilities Authority, California
Turlock Irrigation District, California Waxahachie, Texas
Tustin, California West Chicago, Illinois
Tustin Unified School District, West Contra Costa Sanitary District,
California California
UC Davis, California West Covina, California
Ukiah, California West Hollywood, California
Unified Sewerage Agency of West Kern Water District, California
Washington County, Oregon West Sacramento, Califoir3ia
Union City, California West University Place, Texas
United Water Conservation District, Western Municipal Water District,
California California
United Way of California Western Nebraska Community
University of California Extension College, Nebraska
University of California, San Diego Westlands Water District, California
University of Southern California Westminster, California
Upland Housing Authority, Westminster, Colorado
California Whittaker&Baxter
Utah Associated Municipal Power Whittier, California
Systems Windsor Water District, Californa
Valencia Company, California Winters, California
Vallejo, California Woodland, California .
Vallejo City Unified School District, Woodridge, Illinois
California Woodway, Texas
Vallejo Sanitation and Flood Wright Elementary School District,
Control District, California California
Vancouver, Washington Wyandotte County, Kansas
Ventura, California Yoakum, Texas
Ventura County Office of Education, Yolo County, California
California Yolo County Housing Authority,
Ventura Regional Sanitation District, California
California Yolo County Risk Management,
Victor Valley Water District, California
California Yorba Linda, California
Villa Park, California Yorba Linda Water District,
Visalia, California California
Visalia Unified School District, Yountville, California
California Yreka, California
Vision Service Plan, California Yucaipa, California
Vista, California Yuba City, California
Waco, Texas Yuma Union High Schbol,District,
Wainwright& Ramsey Arizona
Waldorf School, California
00263 ;.
B43
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