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plans and assumptions fit the city we are working with.This fundamental error can be a <br /> nagging, sometimes unseen,fatal error. Bill's assignment in this study is to navigate and guide <br /> our team through this hurdle. Bill ended his career in local government as the Director of <br /> Utilities in the city of Sacramento. He worked his way up from being a front-line Caltrans <br /> engineer and junior staff member in Sacramento,to working in the highest levels of city <br /> government. He brings an extensive resume to our team. <br /> City Staff Members: It would be a huge oversight to minimize the effort and contribution of <br /> city staff in this effort. Without their knowledge, determination and enthusiasm, this project will <br /> fail.We look forward to working hand in hand with city staff, managers, and directors. <br /> of Fixed Fee Project Targets:While the targets for success and the <br /> 0 Fee <br /> $12 Million hurdles in front of those targets are many,they can be <br /> summarized in five key areas: <br /> 02 Variable <br /> 0 Hourly Rate <br /> related services in Santa Ana account for <br /> 0 Hourly almost$12 million of cost.This is our main target. The <br /> calculation and recovery of those costs.These services <br /> Reimbursement employ a number of costing and charging permit fee <br /> charging mechanisms.These fees are designed to <br /> 0 Long address the unique nature of each permit. Many <br /> 0 Long Term <br /> services lend themselves to a fixed fee.These services <br /> are more often routine in nature, each similar to the next, and the effort by staff members can <br /> be estimated fairly accurately.These services are then charged using a fixed fee based on an <br /> assumed number of hours. <br /> Fees charged on a variable basis-valuation, and square footage- represent several <br /> challenges not found when analyzing services charged by fixed fees. The complexity of <br /> valuation tables and the estimation of project size represent unique challenges- both positive <br /> and negative. The experience of our project team makes sense of this complexity and brings <br /> order to what can be a confusing process. <br /> A third, very key target in Santa Ana public works, are services that are charged using hourly <br /> rates. When done correctly, this is the most accurate method of charging for services. But it is <br /> complex-because there are a hundred moving parts-and therefore, a daunting challenge <br /> for local governments to harness accurately. Because this is a methodology that many state <br /> and federal government reimbursing agencies require, it represents the biggest challenge for <br /> local governments to meet. Many give up and forfeit any chance of recovery for these related <br /> services. <br /> Our project team understands the mechanics of doing these studies-fees based on fixed and <br /> variable fees, and the calculation of hourly rates. Notably, what sets our team apart is our <br /> experience in obtaining reimbursement of costs through each of these charging mechanisms. <br /> It is not our goal, or the city's goal, to employ a consultant year after year to manage this effort. <br /> One important aspect of our work is to set a foundation of systems that define repeatable <br /> steps that city staff can follow to obtain long term reimbursement of city costs. <br /> Government Consulting Partners 121 City of Santa Ana PW Proposal 5 <br /> OHM <br /> 1 11111 <br />