City of Culver City, California
Agenda Item Report
Meeting Date: 10/13/14 Item Number: C-2
CITY COUNCIL AGENDA ITEM: FOUR-FIFTHS VOTE REQUIREMENT - (1) Approval
of a Professional Services Agreement in an Amount Not-to-Exceed $50,000 with
Matrix Consulting Group to Conduct an Evaluation of the City’s Development
Services Processes; and (2) Approval of a Budget Amendment in the amount of
$50,000 from General Fund Reserves.
Contact Person/Dept.:
Sol Blumenfeld, Director
Phone Number:
(310) 253-5700
Fiscal Impact: Yes [X] No [] General Fund: Yes [X] No []
Public Hearing: [] Action Item: [X] Attachments: [X]
Commission Action Required: Yes [] No [X] Date: _______________
Public Notification: (E-mail) Meetings and Agendas – City Council (10/08/14).
Department Approval
Sol Blumenfeld (10/13/14)
City Attorney Approval:
Carol Schwab (by H. Baker) (10/08/14)
Chief Financial Officer Approval:
Jeff Muir (by M. Noller) (10/08/14)
City Manager:
John M. Nachbar (10/08/14)
RECOMMENDATION:
Staff recommends the City Council (1) approve a professional services agreement in
an amount not-to-exceed $50,000 with Matrix Consulting Group to conduct an
evaluation of the City’s development services processes, and (2) approve a budget
amendment in the amount of $50,000 from General Fund reserves.
A 4/5
th
vote is required to approve the budget amendment.
BACKGROUND:
On June 6, 2014 the City Council approved a proposed review of the City’s
development services process following consideration of the Community
Development Department annual work plan presented during the Fiscal Year
2014/2015 budget hearings.
Pursuant to that direction, staff has solicited proposals from three firms|1010| specializing
in development services process review and interviewed two based upon their most
current relevant experience: Matrix Consulting Group (Matrix) and Management
Partners (Management). As a result of that review, staff is recommending the City
Council approve a professional services agreement with Matrix.
DISCUSSION:
Matrix’s Experience City of Culver City, California
Agenda Item Report
Matrix was founded in 2002. Since its founding, Matrix has conducted over 100
organization-wide evaluations that included assessment of the development review
process in organizations located throughout the country. Similar studies have been
prepared for the following cities in California: Sunnyvale, Beverly Hills, West
Hollywood, Los Angeles, Pasadena, Glendale, Napa, San Clemente, San Rafael,
Rancho Palos Verdes, Rancho Mirage, Half Moon Bay, Monrovia, and Barstow.
Matrix Project Approach
Matrix is proposing the following approach for the project:
? Documentation of development project workflow and required staffing, relying
on input from City staff and other stakeholders
? Internal review of each department related to development permit processing
? Use of stakeholders to provide valuable information for documenting
problems in the process and getting buy-in on solutions
? On line survey and focus group meetings to assess customer satisfaction with
development process
? Detailed implementation plan describing problems and solutions with
priorities for each recommendation and the staff responsible for
implementation of each recommendation
? Benchmarking best practices for efficiency and effectiveness
? Implementation timing
? Performance measures
Matrix Assigned Staff
Gary Goelitz, Senior Vice-President and Project Manager, has over 34 years of
experience as an analyst in the public sector and as a consultant and municipal
manager.
Alan Pennington, Vice-President and Project Lead Analyst, has over 15 years of
public and private sector experience conducting development review studies.
Jocelyn Mathiasen, Manager and Project Analyst, has 15 years of public and private
sector experience in reviewing municipal operations and customer service.
Khushboo Hussain, Consultant and Project Analyst, has experience in management
studies of public service delivery.
Matrix Project Schedule
Matrix proposes a twelve week schedule to complete the project. Some
implementation assistance will be provided following project completion. However,
the proposal assumes the City will generally oversee implementation of the review’s
recommendations. City of Culver City, California
Agenda Item Report
FISCAL ANALYSIS:
The proposed professional services agreement is in an amount not-to-exceed
$50,000. A budget amendment in the amount of $50,000 from General Fund
reserves is being requested to cover the proposed agreement. Given this is a one-
time cost and there is sufficient funding available in General Fund reserves, the use
of this funding would be appropriate and in line with our current policy. Should the
City determine that it wants to use Matrix to fully administer the implementation of its
recommendations that would be done as an additional service at additional cost.
ATTACHMENTS:
1. Matrix Consulting Group Proposal
MOTION:
That the City Council
1. Approve a budget amendment in the amount of $50,000 from General Fund
reserves; and
2. Approve a professional services agreement with Matrix Consulting Group to
conduct an evaluation of the City development services process at a cost of
$50,000; and
3. Authorize the City Attorney to review/prepare the necessary documents; and
4. Authorize the City Manager to execute such documents on behalf of the City
NOTES
1. Matrix Consulting Group- 201 San Antonio Circle, Suite 148, Mountain View, Ca
94040; Management Partners- 3152 Red Hill Avenue, Suite 210, Coast Mesa, Ca
92626; and Zucker Systems – 3038 Udall Street, San Diego, Ca 92106.
MEETING DATE: 10.13.14
AGENDA ITEM: Approval of a Contract Award to Matrix Consulting Group to
Conduct an Evaluation of the Development Services Process
ATTACHMENTS
Pages
1. Matrix Consulting Group Proposal 1 - 26
Proposal to Conduct an Evaluation of the
Development Services Process
CULVER CITY, CALIFORNIA
matrix
consulting group
ATTACHMENT 1
1
TABLE OF CONTENTS
Proposal Section Page
LETTER OF TRANSMITTAL i
1. FIRM BACKGROUND 1
2. PROJECT APPROACH, WORK PLAN AND STAFF TIME
3
3. PROJECT BUDGET 10
4. FIRM QUALIFICATIONS AND REFERENCES 11
5. PROJECT TEAM 15
ATTACHMENT 1
2ATTACHMENT 1
3ATTACHMENT 1
4CULVER CITY, CALIFORNIA
Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 1
1. FIRM BACKGROUND
This section of our proposal provides relevant background information regarding
our firm and services provided.
1. INFORMATION ABOUT THE MATRIX CONSULTING GROUP
The Matrix Consulting Group specializes in providing analytical services to local
governments, to assist them in providing highly responsive, efficient, and effective
services to their residents. Our market and service focus is financial, management,
staffing and operations analysis of local government. Our firm’s history and composition
are summarized below:
• We were founded in 2002. However, the principals and senior staff of our firm
have worked together in this and other consulting organizations as one team for
between 10 and 30 years.
• Our only market and service focus is management, staffing and operations
analysis of local government.
• Since our founding we have worked with hundreds of municipalities and counties,
conducting management studies of their operations and recommending
improvements.
• Our firm maintains offices in Mountain View, California (where we are
incorporated), Illinois (St. Louis Metropolitan area), Massachusetts (Boston
metro) and Texas (Dallas Metro).
We are proud of our service philosophy based on detailed analysis, as well as
our customized strategy and partnership with our clients. This has resulted in high
levels of implementation of our project recommendations – exceeding 85%.
The following table provides some additional general demographic and contact
information on our firm.
Legal Name of Firm
Matrix Consulting Group, Ltd.
Year of Formation
2002 (Incorporated in California, January 2003).
Location / Mailing Address
for Corporate Headquarters
201 San Antonio Circle, Suite 148
Mountain View, CA 94040
650.858.0507 (voice)
650.917.2310 (fax)
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Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 2
Corporate Contact
Richard P. Brady, President
650.858-0507
rbrady@matrixcg.net
Current Staff
We currently have 15 full-time and 5 part-time staff.
Services Provided
Management, organizational, shared-services, staffing and
operational (efficiency and effectiveness) analysis for public sector
entities across the various functions, including:
• Administration (HR, Finance, IT, etc.)
• Business Process Documentation
• Community Development
• Finance studies, including user fee analysis
• Fire and Emergency Medical Services
• Law Enforcement (police, corrections, courts)
• Organizational Structure Analysis
• Parks, Recreation and Community Services
• Public Works
• Utilities / Infrastructure Maintenance
More detailed information regarding our experience, qualifications, and approach
to providing services is contained in the following sections of our proposal.
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Matrix Consulting Group Page 3
2. PROJECT APPROACH, WORK PLAN AND
STAFF TIME
In this section of our proposal, we outline our approach to providing management
consulting services, provide a detailed project work plan, and outline the requirements
and impacts on staff time during the engagement.
1. OUR MANAGEMENT STUDIES PHILOSOPHY
Our market niche is based on providing detailed analysis through extensive data
collection, input and interaction with our clients. The cornerstone of our philosophy in
conducting organization and management studies is summarized in the following points:
• A principal of the firm is always involved in every aspect of each of our studies.
This includes interviews of staff, data collection, report writing, client meetings
and public presentations. For this project we would commit the Senior Vice
President of the company who heads our development services practice. He
would be actively involved in every project task and managing the project team.
• Our projects are approached with a firm grounding in formal analytical
methodologies. Our clients receive detailed analysis of their specific issues. All
impacts are identified and analyzed in detail to ensure that recommendations are
implemented and that our clients (and the public they serve) can understand the
reasons for recommended changes. This is achieved by:
– Use of substantive project management techniques.
– Extensive input from City staff and extensive input from other stakeholders
(e.g., elected officials as well as community representatives).
– Detailed data collection and analysis derived from primary sources.
– Extensive internal reviews at the departmental and steering committee
levels of facts, findings, conclusions and recommendations.
– Detailed implementation plans, which clearly describe the priority of each
recommendation, who should be responsible for change management, the
timing for implementation and performance measures to monitor progress.
This philosophy and approach has provided our clients with valuable assistance
and advice in dealing with important public policy issues. It also provides a high level of
buy-in from all affected stakeholders, as they have multiple opportunities for
participation in the study and have the opportunity to be apprised of our progress
throughout the term of the engagement. As noted above, it has also resulted in very
high levels of implementation of our recommendations.
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2. PROJECT MANAGEMENT AND CONTROLS
We believe very strongly in the science of our craft. As a result, we utilize formal
project management techniques in our studies. These techniques include:
• All project work activities are defined in advance and tied to each project team
member, deliverables, the schedule and the budget.
• The project manager briefs each project team member on his/her roles and
expectations. This is accomplished in writing and in person.
• The project manager and lead analyst develop general and project specific data
collection plans and interview guides for all of our staff in each departmental
function.
• Internal (project team) and external (client) expectations and results are
managed on a weekly basis. Formal project schedules and accountability
reporting mechanisms are used to report progress.
• The project manager designs and personally reviews all interim and final
products before they are delivered to the client.
• We have frequent client review meetings to discuss the quality and direction of
the project through interim deliverables.
These project management approaches have resulted in all of our projects being
delivered at a high level of quality, on time and on budget.
3. PROPOSED WORK PLAN.
Our proposed approach to providing services to Culver City, to conduct the
scope of services outlined in the RFP for the Evaluation of the Development Services
Process, is detailed in this section.
Task 1 Identify Key Issues and Develop a Profile of Operations.
To realistically assess the development process, it is important to attain a sense
of the direction that Culver City is headed, and the key issues that impact and shape its
service requirements. To develop this perspective, we plan to conduct a series of initial
interviews with the City Manager, Community Development Director, as well as other
key staff involved in the development services processes. These initial interviews will
provide an opportunity to identify and isolate factors and constraints which impact
current or near-term operations.
Following these initial interviews, we will complete the basic work steps defined
below:
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Matrix Consulting Group Page 5
Develop an understanding and map key processing steps involved in the services under review. This
includes processes such as: discretionary permit review and approval, building permit plan checking,
building permit issuance, capital project planning and management, and code enforcement.
Interview staff involved in the functions under review (at all levels of the organization and from all
involved departments), focusing on such issues as: basic work responsibilities, workload and allocation
of time on assigned duties, processes linking divisions and departments involved in the process, and
documenting staff attitudes toward key strengths and weaknesses of the existing organization.
Interview staff in other City functions (i.e., IT, Finance) that interact with the development process.
Develop a detailed description of service demand and workload trends relating to the development and
engineering processes over the past several years.
Document current performance targets for the development process.
Document the current coordination mechanisms and procedures in place to coordinate the
development process among the different divisions and departments.
Document major management and information systems available to support operations such as
geographic information systems, permitting systems, and project management systems.
Document the policies and regulations utilized by staff involved in the development process. This would
include the development of an understanding of polices and regulations within the comprehensive plan
and zoning ordinance, the cost recovery policies of the City for the development review process, etc.
Document the staffing, revenue and expenditure trends for the past several years.
Once these initial data collection activities have been completed, we will prepare
a profile describing the organization, operations, and workload patterns of the
development process for review with the City. This document serves as the “current
state” analysis against which any recommended changes are compared.
Deliverable: Detailed profile of the processes, workloads, and staffing allocations
for development services.
Task 2 Conduct an Online Survey and Hold Focus Group Meetings to Assess
Customer Satisfaction with the Development Process.
To ensure that the project team has a good understanding of the customer’s
perspective relative to the service levels provided by the City of Culver City, we will
conduct both an online survey and focus groups with prior customers, to understand the
key concerns impacting satisfaction levels. This will also be utilized to identify
suggestions from customers for improvement opportunities.
• We would develop a comprehensive online survey that is designed to assess the
current satisfaction level of customers with a variety of metrics related to
development review. Questions would focus on such areas as: customer service,
knowledge and helpfulness of staff, timeliness of services, online capabilities,
identification of process and procedural issues that impact service provision, etc.
The survey would be available online to all customers of the development review
process, and specific invitations to participate would be provided to all prior
customers from the last year – based upon email availability.
• The project team would also conduct three focus groups with prior customers to
elicit more detailed and specific information. While focus groups take more time
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and effort than customer satisfaction surveys, the interactivity of a focus group
typically provides clearer feedback and enables the project team to follow-up on
issues identified in the survey.
The Matrix Consulting Group would conduct up to three focus groups consisting
of ten to fifteen participants. The focus groups would consist of different sets of
customers, such as architects, contractors, and developers. The participants would be
selected based on their knowledge and experience with the City and its development
process.
Deliverable: Summary of customer feedback from online survey and focus group
meetings identifying key trends and issues.
Task 3 Survey Staff Attitudes Toward the Development Process.
To provide an opportunity for staff input regarding the development review
process, we are proposing to conduct an online electronic survey of all staff involved in
the development review process. We would prepare and distribute a confidential survey
for completion by employees, to gather their input into potential improvement
opportunities and challenges they face in providing expected services. The
questionnaire would be designed to:
Elicit attitudes toward organizational elements that impact job satisfaction, leadership, performance
evaluation, and the like.
Document attitudes toward the level and quality of service provided.
Document attitudes toward the overall commitment of staff to exceptional customer service philosophies.
Determine attitudes toward the adequacy of resources available to employees to accomplish their jobs
and deliver services.
Once questionnaires are completed, we will analyze results and prepare an
analytical summary that presents the findings of the survey. This summary will be
presented to the Project Steering Committee.
Deliverable: Summary report outlining findings of the employee survey.
Task 4 Benchmark Culver City’s Development Process Against Best
Practices.
The purpose of this task is to evaluate Culver City’s development process
against development review best practices. This effort provides a comprehensive view
and assessment of the existing process and identifies improvement opportunities. In
our experience analyzing these issues we have developed a number of “standards” of
efficiency and effectiveness, which can be used against most jurisdictions. Illustrative
examples of these quantitative and qualitative measures include:
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On-line submittal of minor building permits such as re-roofs, sewer lateral replacement, water heater
change outs, and water services using an effective automated permit information system.
Interactive voice response (IVR) or online system for customer use in scheduling inspections 24/7.
Building plan submittal, redlining, and approval over the internet.
Remote inspection data entry by building inspectors.
Twenty-four hour (one workday) turnaround time to building inspection requests.
Cycle goals or performance targets for the completion of plan review activities.
Concurrent processing of building permit plan checks and discretionary permit applications.
Over-the-counter building permit plan check for minor permits (i.e., single family home remodels).
The delegation to a zoning administrator or to staff the authority to approve routine discretionary
permits applications.
The concurrent noticing of those current planning applications requiring the approval of both the City
Council and Planning Commissions.
The level of delegation to staff for administrative approvals to reduce approval times.
A “one-stop shop” that co-locates all of the functions involved in the development review process.
Once Culver City’s development review practices, staffing, and service delivery
approaches have been documented in the best practices assessment, we will compare
them to results of previous tasks and, to the extent they exist, identify major deviations
between the City and these benchmarks. We will note whether the City is currently
performing the best practice or whether there is an opportunity for improvement. Each
identified opportunity for improvement will be analyzed and considered as a potential
process improvement/recommendation.
Deliverable: Detailed best management practices assessment of Culver City’s
development review and permitting process.
Task 5 Evaluate Development and Related Processes.
We will evaluate Development and related processes to identify opportunities to
streamline and more proactively manage the processes. For recommended changes,
we will provide an updated process map showing the impact on the current practice.
This will be supplemented by the sampling of cases to determine the processing time
for different types of permits.
We will then evaluate these processes from a number of perspectives, such as
the examples presented in the following table:
The effectiveness with which the City’s automated information systems are utilized for permit, plan check,
and inspection services and opportunities to improve utilization.
The reasons for delay in the processing of permits based upon the sampling of cases.
The empowering of staff and/or a zoning administrator to approve minor planning permits.
The types of building permit applications that can be submitted on-line.
The proportion of building permits processed over the counter, and whether the City utilizes a hierarchy
that results in smaller plans being processed using less complex processes than larger projects.
The extent discretionary permit services are proactively managed based upon performance targets.
The hand-offs between departments and potential to cross-train staff to reduce the number of reviewers.
The permitted uses within the zoning ordinance and the regulatory philosophy reflected by the ordinance.
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The approaches to simplifying the building permit process (such as reducing the number of
departments/divisions involved in the review of simpler building permits, using plan checking staff from
Building to provide zoning clearance for pools, etc.).
The clarity of submittal requirements for various applications and the completeness of information
submitted by customers in discretionary permit and building permit applications and the degree that this
impacts the ability of the City to process these applications in a timely fashion.
The analysis of these issues needs to reflect the unique nature of the City and its
service desires and targets. Potential improvement opportunities will be discussed with
staff and the project steering committee.
Deliverable: Upon the completion of this task, we will summarize our
recommendations in a detailed issues list/preliminary recommendations report
regarding process improvements and operational changes.
Task 6 Evaluate Staff Utilization, Work Practices, and Service Levels.
This task involves an evaluation of staff utilization, work practices, and staffing
requirements for the City for those staff involved in the development process. It will
include drawing on the results of previous tasks. We will address this issue by
employing several different approaches, such as those outlined below:
Identify the degree to which each of the divisions utilizes contractors to perform specialized tasks such
as building permit plan checking, and the departments philosophy and guidelines for use of contractors
(such as the use of contractors for workload peaks versus ongoing workload).
Evaluate opportunities to simplify or reduce staff workload. This analysis would focus on such issues as
the use of technology to reduce the workload of staff like the use of IVR integrated into the automated
permit information system for reducing the workload associated with scheduling building inspections
(and improving customer service since inspections can then be requested on a 24/7 basis). Evaluate
opportunities to reduce staff workload with targeted process changes.
Assess the efficiency and effectiveness with which the staff in each service area (building permitting,
planning, engineering, etc.) are being utilized and the associated workload.
Assess the adequacy of the permit issuance and tracking information system utilized in the land
entitlement, building permitting and inspection processes. In performing this task, we will compare
what exists in Culver City to what the consulting team would expect in modern and progressive city with
the size and complexities found in Culver City. For example, is this system being utilized to track the
actual processing times to performance targets that exist for development process?
Assess and evaluate major enabling legislation and city policies regarding their impact on staff
activities and service delivery. We would evaluate these policies and procedures from a variety of
perspectives, including: clarity of these regulations, the ability to reduce or simplify them to improve
service delivery, identify unneeded or duplicative steps, evaluate opportunities to automate steps, and
evaluate opportunities to eliminate unnecessary approvals.
The completion of this task will allow the project team, in conjunction with
previous tasks, to make recommendations regarding the optimum staffing levels and
work practices in the City, opportunities to improve work practices, and opportunities to
improve the efficient utilization of this staff.
Deliverable: Summary of the recommendations to improve/simplify work
activities and identify the appropriate staffing required to conduct the workload.
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Task 7 Document Recommendations in a Final Report and Provide a
Detailed Implementation Plan.
After completing our analysis, we will document our findings and
recommendations in a final project report. This report will include:
An evaluation of the City’s development review and permitting processes, including its work practices,
management systems, and the use of technology – including GIS and automated permit systems.
A detailed evaluation of how the Culver City compares to best practices in development review.
Opportunities to streamline processes, increase effectiveness, enhance customer services, etc.
Identification and evaluation of key service levels, including the gaps between target and actual service
levels. The analysis will include definition of the relationship between staff utilization and these service
levels and explanation of enhancement opportunities.
Detailed staffing recommendations for all functions under review, including short, medium and long
term needs based upon projected population and development activity.
An implementation plan covering all recommended process improvements consisting of:
• Specific implementation work steps.
• Suggested responsibility for implementation.
• Timing/phasing for accomplishing each work step.
• Cost and/or savings impact of each recommended improvement.
We would plan to review the draft report with project steering committee, if one is
established. Based on the results of that review, clarifications and additional analysis
will be provided as appropriate and a final report developed. We will present the final
report to the City at a public meeting, or another forum, as requested.
Deliverable: Final report containing detailed recommendations and a process
improvement plan for the development review process.
2. PROPOSED PROJECT SCHEDULE.
As shown in the following table, we are proposing a twelve (12) week schedule to
complete this engagement.
Task 1 2 3 4 5 6 7 8 9 10 11 12
1. Initial Interviews and Profile
2. Customer Input - Survey/ Focus Groups
3. Employee Input - Survey
4. Best Practices Assessment
5. Evaluate Processes
6. Operational / Staffing Analysis
7. Report Development
At the conclusion of each task, the project team will provide a written deliverable,
as previously outlined in our work plan, for review.
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Matrix Consulting Group Page 10
3. PROJECT BUDGET
The Matrix Consulting Group would be prepared to enter into a contractual
agreement with Culver City to conduct the Evaluation of the Development Services
Process project for a not-to-exceed cost of $50,000. This price includes the cost of all
professional time and reimbursable expenses.
We have shown the project costs, including estimated costs to conduct each task
outlined in our proposal, in the following table.
Tasks
PM / Lead
Analyst
Analyst Total Hours
1. Initial Interviews and Profile 32 32 64
2. Customer Input - Survey / Focus Groups 16 12 28
3. Employee Input – Survey 4 16 20
4. Best Practices Assessment 24 16 40
5. Evaluate Processes 20 24 44
6. Operational / Staffing Analysis 20 24 44
7. Report Development 24 16 40
TOTAL HOURS 140 140 280
Hourly Rate $200 $125
Professional Cost $28,000 $17,500 $45,500
Travel and Expenses $4,500
Total Cost $50,000
We would be happy to enter into a fixed price, not-to-exceed contract for this
engagement. We typically bill monthly for actual expenses incurred in completing the
project tasks. However, we are amenable to payment terms based upon completion of
deliverables.
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4. FIRM QUALIFICATIONS AND REFERENCES
This section of our proposal provides background regarding our qualifications
and prior experience conducting comparable studies of development services functions,
and provides specific project references.
1. FIRM EXPERIENCE AND QUALIFICATIONS.
Our firm has extensive experience conducting development review studies, both
as part of city-wide organizational studies evaluating all departments, and in dedicated
studies focused entirely on the development review functions. The following table
outlines our experience evaluating development review functions as part of an
organization-wide study (California communities in bold):
Albuquerque, New Mexico
Augusta, Georgia
Barstow, California
Brattleboro, Vermont
Deltona, Florida
Franklin Township, New Jersey
Fort Morgan, Colorado
Goodyear, Arizona
Greenbelt, Maryland
Half Moon Bay, California
Johnson County, Kansas
Matanuska Borough, Alaska
Monroe County, Michigan
Monrovia, California
Montpelier, Vermont
Orland Park, Illinois
Orleans, Massachusetts
Portsmouth, New Hampshire
Rancho Mirage, California
Rancho Palos Verdes, California
Raymore, Missouri
Roseville, California
San Clemente, California
San Rafael, California
Spokane, Washington
Sunnyvale, California
Waltham, Massachusetts
The following table outlines our recent experience evaluating development
review activities as stand alone studies. Our California experience is in bold:
Arlington County, Virginia Lee’s Summit, Missouri
Beverly Hills, California Los Angeles, California (current client)
Cupertino, California Manatee County, Florida
Dayton, Ohio Marion County, Oregon
DeKalb County, Georgia (current client) Napa, California
Des Moines, Washington Oceanside, California
East Palo Alto, California Pasadena, California
Glendale, California Salem, Oregon
Greenville, South Carolina San Francisco, California
Gresham, Oregon San Mateo, California
Gwinnett County, Georgia San Jose, California
Hanover County, Virginia Santa Monica, California
Hilton Head Island, South Carolina Springfield, Massachusetts
Johnson City, Tennessee Tiburon, California
Kissimmee, Florida Sunrise, Florida (2 studies)
Lake Oswego, Oregon West Hollywood, California
Lawrence, Kansas West Palm Beach, Florida
Lee’s Summit, MO West Palm Beach, FL
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We would also like to highlight our work with the City of Los Angeles (CA) and
DeKalb County (GA), where we are currently assisting them in the implementation of
our recommendations.
2. FIRM REFERENCES.
The following table provides specific project references for comparable studies
completed by the firm:
Client
Abstract
Contact
City of Los Angeles,
California
Management Study of
the Development
Services Process
In this study, the Matrix Consulting Group
evaluated opportunities to streamline and
improve the management of the
development services process. This
included an evaluation of the Department
of City Planning, Department of Building
and Safety, Department of Public Works
and the Department of Transportation.
The report contained over 300
recommendations that focused on
enhancement of technology, co-location of
staff, streamlining of business processes,
the regulatory framework, how to engage
employees in the transformation of the
development review process, and the
organizational structure of the
departments involved in the development
review process. The City has retained the
Matrix Consulting Group to assist the City
in implementation of the
recommendations.
Ray Chan
General Manager
Department of Building and
Safety
(213) 792-6123
raymond.chan@lacity.org
or
Jason Killeen
Senior Administrative Analyst
Office of the City
Administrative Officer
(213) 473-7574
jason.killeen@lacity.org
Beverly Hills, California
Analysis of the
Community
Development
Department
The Matrix Consulting Group conducted
an organizational and operational review
and analysis of the Community
Development Department. This analysis
included an evaluation of the permit, plan
check, and inspection processes, the plan
of organization, a best practices analysis,
an evaluation of staffing levels, the
adequacy of the use of technology, and
an evaluation of the processing of
entitlement and ministerial permits against
cycle time performance targets.
George Chavez
Public Works Services
Director (formerly Asst.
Director of Community
Services / Chief Building
Official)
(310) 285-1141
gchavez@beverlyhills.org
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16CULVER CITY, CALIFORNIA
Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 13
Client
Abstract
Contact
San Jose, California
Management Study of
the Development
Services Division,
Public Works
Department
In this assignment, the project team
conducted a comprehensive analysis of
the Development Services Division’s
existing operations, service levels,
management, and staffing levels. The
analysis included an evaluation of the
organizational structure, including the
division of labor and managerial /
supervisory spans of control, the staffing
and service levels including, but not
limited to, staff assignments, workload,
training, and the cost-effectiveness of
service levels and service delivery, and
the processes used by the Division to
deliver services to its customers including
opportunities to streamline and enhance
managing these processes.
Primo DeGuzman
Development Services
Division Manager
Public Works Department
(408) 535-8466
primodeguzman@sanjose.gov
Glendale, California
Analysis of Permit
Processes
In this assignment, the project team
analyzed cross-departmental issues
relating to all development functions and
designed to identify opportunities to
improve processing times. The project
team also recommended changes to the
staffing of development functions,
information and management systems
supporting development services and
performance metrics developed through
the ‘best practices’ assessment.
William Fox
Finance Director,
City of Vernon
(Previously the Internal Audit
Manager for the City of
Glendale)
(323) 583-8811 x849
wfox@ci.vernon.ca.us
Lake Oswego, Oregon
Management Study of
the Community
Development
Department
The Matrix Consulting Group conducted a
comprehensive organization and
management analysis of the Community
Development Department’s existing
operations, service levels, management,
and staffing levels including code
enforcement. This included the (1)
organizational structure of the
Department, including managerial /
supervisory spans of control; (2) staffing
and service levels including, but not
limited to, staff assignments, workload,
training, and the cost-effectiveness of
service levels including long-range
planning, current planning, building and
safety (including code enforcement),
engineering, and technology; and (3) the
processes used to deliver services
including opportunities to streamline and
enhance the management of these
processes.
Alex McIntyre
City Manager of Menlo Park
(Formerly the City Manager of
Lake Oswego)
(650) 330-6610
admcintyre@menlopark.org
ATTACHMENT 1
17CULVER CITY, CALIFORNIA
Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 14
Client
Abstract
Contact
Pasadena, California
Management Study of
the Development
Review Process
In this assignment, the project team
analyzed the development review
processes for the City, including building,
planning, fire prevention, development
engineering, utilities, and environmental
health, but also included the analysis of
code enforcement. Principal
recommendations regarding code
enforcement involved modifying the
occupancy inspection program,
developing protocols for multi-
departmental responses to code
enforcement complaints, enhancing
relations with neighborhood associations
and businesses, enhancing the
effectiveness of case management, and
reducing staffing.
Vince Bertoni
Planning Director
Pasadena Planning and
Community Development
Department
(626) 744-4650
vbertoni@cityofpasadena.net
We would be happy to provide additional references or information on any prior
studies conducted by the firm.
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18CULVER CITY, CALIFORNIA
Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 15
5. PROJECT TEAM
This study requires consultants who have extensive experience in evaluating
municipal organizations and who are subject matter experts in the evaluation of
development services functions. As such, we have proposed a very experienced
project team, as shown below.
Culver City Project Team
Development Services Process Project
The following points provide brief biographies, including relevant experience, for
each of our proposed team members.
• GARY GOELITZ – Mr. Goelitz is a Senior Vice President with the Matrix
Consulting Group and leads our development review practice. He has over 34
years of experience as an analyst in the public sector, both as a consultant and a
manager in municipal operations. He has been with the Matrix Consulting Group
since its founding in 2002. He also was a Director for MAXIMUS. Mr. Goelitz
has served as a management analyst for the cities of Chula Vista (CA), Phoenix
(AZ), and Beverly Hills (CA) as well as the Internal Audit Manager for Washoe
County (NV). Mr. Goelitz has broad experience in the community development
area and has completed multiple analyses of development services functions in
the past several years – including Arlington County (VA), Beverly Hills (CA),
Cupertino (CA), West Hollywood (CA), Gwinnett County (GA), Lawrence (KS),
Lee’s Summit (MO), Napa (CA), Los Altos (CA) and others. He has been our
project manager and lead analyst on our work for the past two years for the City
of Los Angeles. He also led the analysis of these functions in our recent citywide
studies, including Spokane (WA), Goodyear (AZ), Brattleboro (VT), Waltham
(MA), Lathrop (CA), Los Gatos (CA), Roseville (CA) and Walnut Creek (CA). He
holds both B.A. and MPA degrees from the University of Southern California.
Mr. Goelitz will serve as the Project Manager on this engagement.
Gary Goelitz
Project Manager
Alan Pennington
Lead Analyst
Jocelyn Mathiasen
Analyst
Khushboo Hussain
Analyst
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• ALAN PENNINGTON – Mr. Pennington is a Vice President with the Matrix
Consulting Group and is based in our St. Louis area office. He has been with the
firm since 2005. He has over 15 years of experience as a top manager in the
public sector in Illinois and Maine before joining Matrix. His experience conducting
development review studies includes Cupertino (CA), Dayton (OH), DeKalb County
(GA), Des Moines (WA), Greenville (SC), Gwinnett County (GA), Hanover County
(VA), Hilton Head Island (SC), Johnson City (TN), Kissimmee (FL), Lawrence (KS),
Lee’s Summit (MO), Manatee County (FL), San Jose (CA), Springfield (MA), Sunrise
(FL), and West Palm Beach (FL). In addition to these studies, Mr. Pennington has
evaluated building and planning departments as part of larger organization-wide
studies. This experience includes the following clients: Fort Morgan (CO), Franklin
Township (NJ), Johnson County (KS), Montpelier (VT), Mt. Lebanon (PA), Orland
Park (IL), Rancho Mirage (CA), Rancho Palos Verdes (CA), and Raymore (MO). Mr.
Pennington is trained in the deployment of Six Sigma for governmental agencies. Mr.
Pennington is a member of the following professional associations: American
Planning Association, International Code Council and American Association for Code
Enforcement. Mr. Pennington has a BA (Public Management) and MPA from the
University of Maine. Mr. Pennington will serve as Lead Analyst.
• JOCELYN MATHIASEN is a Manager with Matrix Consulting Group and brings
over 15 years of consulting and public sector experience at the local and state
levels. Her primary work areas include streamlining municipal operations to
enhance customer service and efficiencies, often in areas that cross
departmental lines. Most recently she served as Director of Permitting and Land
Use for the city of Milford, Connecticut. Ms. Mathiasen’s recent clients involving
review of development review functions include: DeKalb County (GA),
Kissimmee (FL), and Los Angeles (CA). She received a Master of Public Policy
from Harvard University and a BA in Government from Oberlin College. Ms.
Mathiasen will serve as an Analyst on this engagement.
• KHUSHBOO HUSSAIN is a Consultant with the Matrix Consulting Group. Most
recently, Ms. Hussain has assisted with financial and management studies and
analysis for the following jurisdictions: Elk Grove (CA), Fresno (CA), Long Beach
(CA), Montville (NJ), Pasadena (CA), Rancho Mirage (CA), San Pablo (CA), San
Mateo (CA), Springdale (AR), University of Maryland University College (MD)
and Willits (CA). Prior to joining the Matrix Consulting Group, Ms. Hussain was
an analyst in international relations and government service delivery. She
received a BA in International Economics and an MA in International Affairs from
the University of California – San Diego. Ms. Hussain will serve as an Analyst
on this engagement.
More detailed resumes for our senior team members are located on the following
pages.
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20CULVER CITY, CALIFORNIA
Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 17
GARY GOELITZ
SENIOR VICE PRESIDENT, MATRIX CONSULTING GROUP
BACKGROUND:
Gary Goelitz is a Senior Vice President with the Matrix Consulting Group. He has been providing
management consulting and analytical services to government for 34 years. This experience includes
being a management analyst for the cities of Chula Vista, Beverly Hills, and Hanford, California; the
Senior Internal Audit for Washoe County (Reno), Nevada; and, most recently as the west coast
Director of a national consulting firm where Mr. Goelitz was a consultant to local government
specializing in the analysis of development review services prior to founding the Matrix Consulting
Group. Mr. Goelitz has been involved with the analysis of hundreds of local government service.
Agency-Wide Studies: Conducts studies of all departments and functions within a city or county
during one comprehensive project. Scopes of work include assessing organizational and operational
efficiency, business process and re-engineering, allocation of functions, management spans of control,
and service and staffing levels.
Barstow, California
Brattleboro, Vermont
Lathrop, California
Los Gatos, California
Palo Alto, California
Prescott Valley, Arizona
San Clemente, California
Sunnyvale, California
Waltham, Massachusetts
Planning, Building and Safety, and Development Engineering: Conducted studies of development
review functions for local government including planning, building and safety, and development
engineering. Studies included evaluations of the organization of these functions, overlaps and
duplications of functions, cycle times for permits, technology, fees and cost recovery.
Arlington County (VA)
Beverly Hills (CA)
Campbell (CA)
Cupertino (CA)
Dublin (CA)
Emeryville (CA)
Glendale (CA)
Goodyear (AZ)
Gresham (OR)
Gwinnett County (GA)
Lake Oswego (OR)
Lawrence (KS)
Lee’s Summit (MO)
Livermore (CA)
Los Altos (CA)
Los Altos Hills (CA)
Modesto (CA)
Morgan Hill
Mountain View (CA)
Napa (CA)
Newark (CA)
Novato (CA)
Oceanside (CA)
Oxnard (CA)
Palo Alto (CA)
Peoria (AZ)
Pismo Beach (CA)
Poway (CA)
Riverside (CA)
San Clemente (CA)
San Francisco (CA)
San Luis Obispo (CA)
San Mateo (CA)
San Rafael (CA)
San Ramon (CA)
Santa Monica (CA)
Southlake (TX)
Spokane (WA)
Springfield (MA)
Tiburon (CA)
Walnut Creek (CA)
Waltham (MA)
West Hollywood (CA)
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Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 18
GARY GOELITZ
SENIOR VICE PRESIDENT, MATRIX CONSULTING GROUP
Administrative Services: Conducting studies of internal service functions including Human
Resources, Information Technology, Purchasing, Internal Audit, and Budget. Scopes of work including
process improvement, best practice assessments, optimization of staffing and operations, and
organizational structure.
Brattleboro (VT) Finance and IT
Charlotte (NC) - Purchasing
Hayward (CA) Finance
Moorpark (CA) - Finance
Salt Lake City (UT) – IT
San Rafael (CA) - Finance
Sunnyvale (CA) – Finance
Sunnyvale (CA) – Budget
Sunnyvale (CA) - Purchasing
Waltham (MA) – Finance and IT
Parks and Recreation: Evaluated parks and recreational functions for local government. Scopes of
work included how services meet community needs, the utilization of programs and facilities, the depth
of recreational programs, public-private partnerships, technology, parks preventive maintenance and
coordination of services with other service providers.
Alexandria, (VA)
Benicia (CA)
Beverly Hills, (CA)
Brattleboro (VT)
Clark County (NV)
Danville (CA)
Davis (CA)
Hanford (CA)
Livermore Parks and Recreation District (CA)
Los Angeles (CA)
Los Gatos (CA)
Palo Alto (CA)
Poway (CA)
Richmond (CA)
Salt Lake City (UT)
San Clemente (CA)
San Rafael (CA)
Stockton (CA)
Waltham (MA)
Washoe County (NV)
Public Works and Utilities: Conducted studies of road, parks, fleet, traffic and other infrastructure
maintenance in addition to engineering. Study scopes included the effectiveness of maintenance
management, responsiveness to urgent and emergency calls, technology, crew sizes, fleet utilization
and specifications, staff utilization and the level of service to the community served,
Alameda County (CA)
Beverly Hills (CA)
Burbank (CA)
Campbell (CA)
Concord (CA)
Danville (CA)
Hayward (CA)
Hermiston (OR)
Imperial Irrigation District (CA)
Long Beach (CA)
Modesto (CA)
Oakland (CA)
Nashville (TN)
Pasadena (CA)
Redwood City (CA)
Salt Lake City (UT)
Scottsdale (AZ)
Springfield (MA)
EDUCATION:
Mr. Goelitz received his B.A. and M.P.A. degrees from the University of Southern California.
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Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 19
ALAN D. PENNINGTON
VICE PRESIDENT, MATRIX CONSULTING GROUP
BACKGROUND:
Alan Pennington is a Vice President with the Matrix Consulting Group based in the St. Louis regional
office. He has been employed by the Matrix Consulting Group since 2005. Prior to that he served for
over 15 years in public sector positions in Maine and Illinois. He served in Peoria, Illinois (from 1992 to
2005), in various positions including Assistant City Manager, Assistant Human Resources Director, and
Labor Relations Manager. Mr. Pennington has conducted operational studies and analysis, budget
preparation, implementation of performance measurement systems, direct supervision of an
emergency communications center, equal opportunity unit and a labor negotiator.
Agency-Wide Studies: Participated on project teams conducting evaluations of entire city
organizations. Work scope included evaluation of business processes, service levels, policies and
procedures, staffing levels, evaluation of spans of control, and reviewing alternatives options for overall
organizational structure.
Albuquerque, New Mexico
Avon, Connecticut
Fort Morgan, Colorado
Franklin Township, New Jersey
Half Moon Bay, California
Johnson County, Kansas
Montpelier, Vermont
Mt. Lebanon, Pennsylvania
Orland Park, Illinois
Orleans, Massachusetts
Peoria County, Illinois
Rancho Mirage, California
Rancho Palos Verdes, California
Raymore, Missouri
Roseville, California
South Coast Water District, California
University at Albany, SUNY – New York
Washington State Ferries
Administrative Services: Conducted studies of administrative support services including Human
Resources, Finances, Procurement, and City Clerk. Study scope of work included performance
measurement, customer service (internal and external), technology utilization, staffing evaluations,
policy and procedure review, and comparison to best management practices.
Avon (CT) - HR, Finance, Maintenance
Charlotte (NC) - Procurement
CPS Consultants (CA) – Organizational, HR
Highland Park (IL) – HR
Ketchikan (AK) - HR
Marshall University (WV) - Procurement
Matanuska (AK) - School Site Selection
Peoria County (IL) - HR, Procurement, Finance
Portsmouth (NH) - Labor Relations, Overtime
Portsmouth (NH) - Labor Relations, Overtime
Reno/Washoe County (NV) – Procurement
Salt Lake City (UT) - Human Resources
Santa Clara Valley Water (CA) - Procurement
Springfield (MA) - City Clerk
Springfield (MA) - Finance, Procurement
Sunnyvale (CA) – Finance, Procurement
Volusia County Transportation Planning
Organization (FL) – Human Resources
West Virginia University (WV) – Procurement
Community Development (Planning, Building, Code Enforcement): Evaluated the development
review and permitting processes. Conducted assessment of staffing, operations, process mapping,
technology utilization, performance level assessment, and customer service.
Cupertino, California
Dayton, Ohio
Des Moines, Washington
Greenville, South Carolina
Gwinnett County, Georgia
Hanover County, Virginia
Hilton Head Island, South Carolina
Johnson City, Tennessee
Kissimmee, Florida
Lawrence, Kansas
Lee’s Summit, Missouri
Little Rock, Arkansas
Manatee County, Florida
Marion County, Oregon
San Jose, California
Springfield, Massachusetts
Sunrise, Florida (two studies)
West Palm Beach, Florida
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23CULVER CITY, CALIFORNIA
Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 20
ALAN D. PENNINGTON
VICE PRESIDENT, MATRIX CONSULTING GROUP
Parks and Recreation: Evaluated parks and recreational functions including scope of services
provided, utilization of facilities, public-private partnerships, preventive maintenance and long-range
planning, and technology utilization.
Grand Rapids, Michigan
Los Angeles, California
Orleans, Massachusetts
Southlake, Texas
Public Works and Utilities: Conducted studies of full service public works departments including
maintenance, fleet, traffic, engineering, and roads. Studies have focused on evaluation of maintenance
management, crew staffing and personnel, technology, organizational structure, standard operating
procedures, levels of performance management, and feasibility of shares services with neighboring
governmental units.
Alexandria, Virginia
Charleston County, South Carolina
Franklin, Tennessee (Water/Wastewater)
Franklin, Tennessee (Fleet Management)
Milwaukee, Wisconsin
Nashville-Davidson County, Tennessee
Orleans, Massachusetts
Washington County, New York
Courts: Conducted evaluation of the Court Clerk Administrative Operations. Areas evaluated
including Court Clerk utilization, training and allocation, technology, finances, human resources,
revenue collection, and policies and procedures related to support the Court and Judges.
Franklin County, Ohio (Municipal Court Clerk) Nashville-Davidson, Tennessee (Juvenile Ct.
Clerk)
Public Safety: Mr. Pennington has conducted a variety of studies related to public safety areas
covering the range of Police and Fire Services. On larger studies, Mr. Pennington has focused on
evaluation and assessment of the Administrative Services (Human Resources, Finance, Records
Administration, etc.).
Des Peres, Missouri (Public Safety)
Jacksonville, Florida Sheriff (Admin. Services)
Omaha, Nebraska (Collective Bargaining)
Orange County Sheriff, Florida (Admin. Services)
Raymore, Missouri (Police)
West Des Moines, Iowa (Fire)
PROFESSIONAL ASSOCIATIONS:
American Association of Code Enforcement (AACE)
American Planning Association (APA)
International Code Council (ICC)
International City/County Management Association (ICMA)
KEY SKILLS:
Six Sigma Deployment Champion Certified
Mediator – DePaul University School of Law Certificate
EDUCATION:
BA, University of Maine – Public Management; 1990.
MPA, University of Maine – Public Administration, 1992.
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Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 21
JOCELYN MATHIASEN
MANAGER, MATRIX CONSULTING GROUP
BACKGROUND:
Jocelyn Mathiasen is a professional manager with the ability to lead complex projects and programs,
strong written and oral communications skills, and a commitment to excellence. She has experience
working with local governments, businesses, development banks, and non-profits in the US and
abroad.
Permitting and Use: As department director, led the reform of the Department of Permitting and Land
Use for the City of Milford, Connecticut, transforming the agency into one focused on customer service
and efficiency. Consolidated planning, wetlands, floodplain management, and building review
processes to reduce duplication of time and effort, cross-trained clerical staff, and developed improved
educational materials and website information to reduce confusion on the part of applicants.
Implemented on-line permitting for all projects. Eliminated wait lines outside of the Building department
(a major source of frustration) through establishment of an on-line, virtual queue. Established
electronic field inspections so that inspectors could enter results into a tablet computer on-site with the
information immediately uploaded to the internet and back-end permit tracking program.
Working for the Capitol Region Council of Governments, led a consortium of ten municipalities in the
development of a regional permitting software program that could be used for on-line applications as
well as back-office management of the permit review process across multiple disciplines, including
health and fire as well as traditional land use agencies. Worked directly with IT directors and building
officials from municipalities to ensure that the system met their needs and that concerns were
addressed. Led creation of the web site www.viewmypermitct.org as a portal through which permit
applicants could apply, pay for, and receive permits from numerous cities.
As Assistant to the City Manager in Bellevue, Washington, worked with five review agencies (building,
land use, utilities, transportation, and fire) to make the land use and permitting process more efficient
and customer friendly. Conducted a detailed fee study leading to City Council approval of a revised fee
schedule that was consistent across reviewing agencies and allowed for greater stability in staffing
through construction cycles. Oversaw the creation of a streamlined process for review and approval of
simple residential remodel projects as well as commercial tenant fit-out projects. The project resulted in
measurable improvements in timelines, customer satisfaction, and staff morale. It was selected as a
case study at the 2005 Innovations in Government conference in Sarasota, Florida.
Service Delivery: Managed several initiatives to streamline and simplify service delivery to citizens
and businesses seeking to do business with municipal government. In Bellevue, Washington led an
initiative to organize and implement “Service First,” combining multiple front-line services to simplify
and streamline citizens’ interactions with the city. Worked with all town departments to identify and
address concerns related to the relocation of city operations from multiple locations to a single new
downtown Civic Center. Identified opportunities to improve efficiencies and deliver better customer
service through design of public areas.
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Proposal to Conduct an Evaluation of the Development Services Process
Matrix Consulting Group Page 22
JOCELYN MATHIASEN
MANAGER, MATRIX CONSULTING GROUP
Administrative Services: For the city of Bellevue, Washington the Capitol Region Council of
Governments in Hartford, Connecticut conducted studies of administrative functions, including
budgeting, human resources, information technology, purchasing and risk management. Worked with
elected officials to design and obtain approval for new procurement policies for professional services.
Reviewed agency human resource benefits and, working with employees, unions, and benefits
providers, identified changes to the overall benefits framework that would add value for employees
while controlling costs. Reviewed outdated personnel policies, and worked with managers, employees,
union officials, and elected officials to draft and obtained approval for revised polices in a broad range
of areas including: internet usage, laptop security, parking and carpooling, and telecommuting.
Revamped and prepared agency budget documents, resulting in CRCOG’s first Government Finance
Officers Association award for Excellence in Budget Preparation.
Emergency Preparedness and Emergency Response: Served as liaison to Emergency Operations
Committees, participating in drills, assisting with after-action assessments, and working directly on two
major disasters and their aftermath.
Regionalization: For the Capitol Region Council of Governments conducted a detailed study of
opportunities for regional service sharing among Connecticut municipalities. Managed a complex grant
application process that resulted in $8.6 million in municipal Service Sharing grants for pilot projects
demonstrating benefits of regional service sharing.
PUBLIC PRESENTATIONS:
• Regional Approaches to Municipal Finance, Assessment & Central Office Functions – Office of
Policy Management Conference on Municipal Shared Services in Connecticut – 2010
• Regional On-Line Permitting - New England Association of Regional Councils Conference, Bretton
Woods, NH – 2009
• Municipal Shared Services in Connecticut – New England Association of Regional Councils,
Northampton, MA – 2008
• From Chaos to Harmony: Reforming Development Services – Transforming Local Government
Conference, Sarasota, FL – 2005
EDUCATION:
Ms. Mathiasen received a BA in Government from Oberlin College in Oberlin, Ohio and a Master of
Public Policy from Harvard University in Cambridge, Massachusetts.
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