HomeMy WebLinkAboutResolution 58-R-25 Approval of a Contract Award to Raftelis for a Zero-Based Budgeting Evaluation of the Public Works Department (RFP 25-27)6/23/2025
58-R-25
A RESOLUTION
Authorizing the City Manager to
Execute an Agreement with Raftelis Financial Consultants
WHEREAS, the City of Evanston is undergoing a review and evaluation of its
Public Works Department; and
WHEREAS, Raftelis Financial Consultants is a company that is capable of
providing a zero-based budgeting review and evaluation of the City’s Public Works
Department, as well as providing recommendations on the necessary personnel and
operating expenses to deliver the core services required of the Department; and
WHEREAS, the Evanston City Council believes entering into an Agreement with
Rafetlis Financial Consultants is in the best interests of the citizens of Evanston,
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE
CITY OF EVANSTON, COOK COUNTY, ILLINOIS:
SECTION 1: That the City Manager is hereby authorized and directed to sign,
and the City Clerk is hereby authorized and directed to attest on behalf of the City of
Evanston, an Agreement between the City and Raftelis Financial Consultants. A copy
of the Agreement is attached hereto and incorporated as Exhibit A.
SECTION 2: That the City Manager is hereby authorized and directed to
negotiate any terms of an Agreement as may be determined to be in the best interests
of the City.
SECTION 3:That this Resolution shall be in full force and effect from and after
its passage, approval, and publication in the manner provided by law.
Page 1 of 60
58-R-25
_______________________________
Daniel Biss, Mayor
Attest:
______________________________
Stephanie Mendoza, City Clerk
Adopted: __________________, 2025
Approved as to form:
______________________________
Alexandra B. Ruggie, Corporation Counsel
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58-R-25
EXHIBIT A
Page 3 of 60
City of Evanston
Zero-Based Budgeting Evaluation of Public
Works Department
RFP #25-27 / MAY 22, 2025
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Table of
Contents
A. Cover Letter ......................................... 1
B. Qualifications and Experience of Firm
and/or Team ............................................. 2
C. Area/Regional Managers .................... 6
D. Fees .................................................... 16
E. Contract and Exceptions to
Specifications ........................................ 17
Acknowledgement of Addenda ............ 18
Project Approach .................................. 19
Appendix: Forms ................................... 26
Photo on cover courtesy of Paul Gavinger (Flickr)
Giving back
The Raftelis Charitable Gift Fund seeks to
make a difference on issues that matter to
our clients and employees by helping build
sustainable, inclusive communities locally
and worldwide. We do this by allocating
company profits and employee contributions
of time and money. We support
organizations that:
• Promote efficient, sustainable resource
use
• Advance diversity, equity, and
inclusion within the public sector
• Invest in access to clean water and
sanitation
• Help vulnerable communities by
addressing affordability issues
Diversity and
inclusion are an
integral part of Raftelis’
core expectations.
We are committed to doing our part to fight
prejudice, racism, and discrimination by
becoming more informed, disengaging with
business partners that do not share this
commitment, and encouraging our
employees to use their skills to work toward
a more just society that has no barriers to
opportunity.
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RAFTELIS 1
A. COVER LETTER
May 22, 2025
Ms. Cheryl Stuart, Purchasing Specialist
City of Evanston
909 Davis Street
Evanston, IL 60201
Subject: Proposal for Zero-Based Budgeting Evaluation of Public Works Department (RFP #25-27)
Dear Ms. Stuart:
We are pleased to submit our proposal to support the City of Evanston (City) with a Zero-Based Budgeting
Evaluation (ZBB) of the Public Works Department (Department). Raftelis specializes in helping local governments
navigate complex financial, organizational, and operational challenges, and we are excited about the opportunity to
assist the City. Through this effort, we will help the City address budgetary gaps while preserving—and potentially
enhancing—the levels of service that residents expect and deserve.
We understand that this project represents a strategic pilot with the potential for broader application across other
City departments. Our approach will deliver actionable recommendations for the Public Works Department and
will also emphasize scalability and a structured methodology that the City can adapt for future budget evaluations.
In addition to conducting a zero-based budgeting analysis, we will assess the department’s policies, practices, and
resource allocations to identify opportunities for operational efficiencies and improved service delivery.
Raftelis offers several key advantages that uniquely position us to deliver value through this engagement:
• A Practical, Results-Oriented Approach: Our team’s proven methodology will help the City develop a
zero-based budgeting model that aligns Public Works operations, staffing, and resources with Evanston’s
community priorities. We will deliver clear, implementable recommendations that support both immediate
budget development for FY 2026 and long-term transformation.
• Unmatched Local Government Expertise: Our professionals bring decades of direct experience in local
government management and budgeting. Many of our team members have served in leadership roles within
high-performing public organizations. We understand the fiscal and operational realities of municipal
environments and are adept at balancing service expectations with financial sustainability.
We are excited to bring our expertise to this important initiative and help the City of Evanston lay the foundation
for a more efficient and effective budget process. I am authorized to represent and contractually bind the firm.
Should you have any questions or require additional information, please do not hesitate to contact me.
Sincerely,
Jonathan Ingram
Vice President – Local Government Organizational Assessment / P: 513.430.2887 / E: jingram@raftelis.com
19 Garfield Place, Suite 500, Cincinnati, OH 45202
www.raftelis.com
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RAFTELIS 2
B. QUALIFICATIONS AND EXPERIENCE OF FIRM AND/OR TEAM
Qualifications and Experience
RAFTELIS HAS THE MOST EXPERIENCED UTILITY FINANCIAL AND
MANAGEMENT CONSULTING PRACTICE IN THE NATION.
Our staff has assisted more than 1,700 local government agencies and utilities across the U.S., including some of the
largest and most complex agencies in the nation. In the past year alone, Raftelis worked on more than 1,300
financial, organizational, and/or technology consulting projects for over 700 agencies in 47 states, the District of
Columbia, and Canada. Raftelis has assisted hundreds of local governments across the country. In many instances,
we have worked with organizations over multiple years and established long-term partnerships to build capacity and
make lasting improvements throughout an organization. We have become trusted advisors to these local
governments, as outlined in the following references.
City of Edina MN
Reference: Scott Neal, City Manager / P: 952.927.8861 / E: sneal@edinamn.gov
Duration: January 2021 - September 2024
In 2021, the City of Edina (City) engaged Raftelis to perform a review of the Public Works Department as well as
the Facilities and Park Maintenance functions in the City. The City sought an assessment to clarify service delivery,
staffing needs, and improve performance to meet high community service expectations. Raftelis reviewed
documents and data, conducted numerous staff interviews and onsite visits, and compared the City with best
practices in similar organizations. The resulting report provided recommendations and an implementation plan to
further solidify the reorganizations, clarify roles, and enhance service delivery.
RAFTELIS HAS PROVIDED FINANCIAL/
ORGANIZATIONAL/TECHNOLOGY
ASSISTANCE TO PUBLIC SECTOR
ORGANIZATIONS SERVING MORE THAN
25% OF THE U.S. POPULATION.
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RAFTELIS 3
Waukesha County WI
Reference: Shawn Lundie, Chief of Staff / P: 262.548.7902 / E: slundie@waukeshacounty.gov
Duration: March 2024 - August 2024
Waukesha County (County) contracted with Raftelis in early 2024 to conduct analysis related to County budget
forecasting, gap identification and closure, and facilitation of a Budget Task Force comprised of community leaders to
advise on gap closure recommendations. The goal of this engagement was to develop information and understanding
necessary to identify opportunities for improved efficiency and effectiveness of operations, staffing, structure,
technology, processes, and policies necessary to provide desired services while operating within the County’s financial
constraints. Raftelis completed detailed financial modeling and analysis and facilitated four budget task force meetings
comprised of over 30 community members, stakeholders, municipal, and public safety leaders.
City of Bloomington IN
Reference: Adam Wason, Director of Public Works/ P: 812.349.3410 / E: wasona@bloomington.in.gov
Duration: January 2018 - September 2024
The City of Bloomington (City) began a systematic process of assessing each City department under the leadership of
Mayor John Hamilton. The City engaged Raftelis to lead these efforts. Detailed assessments were completed for the
following departments: Finance/Controller; Public Works; Utilities; Transportation and Planning; Legal; Human
Resources; Information Technology; Parks and Recreation; and the Police and Fire Departments. Assessments were
also completed for the Housing and Neighborhood Development Department; Economic and Sustainable
Development Department; and the Office of the Mayor. In addition, a review of the City’s various Boards and
Commissions was conducted.
City of Hayward CA
Reference: Dustin Claussen, Assistant City Manager / P: 510.583.4302 / E: dustin.claussen@hayward-ca.gov
Duration: February 2024 - September 2024
In 2024, the City of Hayward (City) engaged the firm to assist with a review and assessment of operations and
organization structures in its 1) Public Works & Utilities and 2) Maintenance Services Departments. The goal of this
engagement was to identify opportunities for improved efficiency and effectiveness of operations, staffing, organizational
structure, technology, processes, and policies. The resulting analysis recommended that the City focus first upon
recruiting and retaining staff in order to fill several vacant positions. In addition, recommendations included moving the
Maintenance Services Department from focusing on reactive responses to nuisance calls, such as graffiti and homeless
encampments, to proactive maintenance of the City infrastructure, which was falling behind. Improving sharing and
communicating with staff located separately at the Corporate Yard facility was also among the report recommendations.
MUNICIPAL CLIENTS IN ILLINOIS
City of Bloomington City of Aurora City of Carbondale
City of Washington City of Edwardsville City of Naperville
City of Elgin DuPage Water Commission City of Joliet
City of La Grange City of Evanston Village of Lisle
Village of Morton Grove Village of Lincolnwood US Water Alliance
Village of Glenview Northwest Water Commission Village of Rantoul
Village of Western Springs Village of Northfield Village of Wilmette
City of Warrenville Village of Westmont
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RAFTELIS 4
Who We Are
RAFTELIS: HELPING LOCAL GOVERNMENTS AND UTILITIES THRIVE.
Since our founding in 1993, local government and utility leaders have partnered with
Raftelis to transform their organizations by enhancing performance, planning for the
future, identifying top talent, improving their financial condition, and telling their story.
We’ve helped more than 700 organizations in the last year alone. We provide trusted
advice, and our experts include former municipal and utility leaders with decades of
hands-on experience running successful organizations. People who lead local governments
and utilities are innovators—constantly seeking ways to provide better service to the
communities that rely on them. Raftelis provides management consulting expertise and
insights that help bring about the change that our clients seek.
We believe that Raftelis is the right fit for this project. We provide several key factors
that will benefit The City of Evanston and help to make this project a success.
RESOURCES AND EXPERTISE: This project will require the resources necessary to effectively staff the project
and the skillsets to complete all required components. With more than 190 consultants, Raftelis has one of the
largest local government management and financial consulting practices in the nation. Our depth of resources will
allow us to provide The City of Evanston with the technical expertise necessary to meet your objectives. In addition
to having many of the industry’s leading management and financial consultants, we also have experts in key related
areas, like stakeholder engagement and data analytics, to provide additional insights as needed.
DECADES OF COLLECTIVE EXPERIENCE: Our associates and subject matter experts have decades of
experience strengthening local municipalities and nonprofit organizations. They’ve served in a wide range of
positions, from city manager to public works director to finance director.
PERSONAL SERVICE FROM SENIOR-LEVEL CONSULTANTS: You appreciate it when deadlines are met,
phone calls are returned, and your challenges are given in-depth, out-of-the-box thinking. While other firms may
assign your business to junior-level people, our approach provides exceptional service from senior-level consultants.
NICHE EXPERTISE: Our expertise lies in strengthening public-sector organizations. We’re consulting specialists
rather than generalists, focusing our strengths to do a highly effective job for a specific group of clients.
Issues Occurring Within 7 Years:
Case Number: 19 CVS 8602
Case Name: Gregory, Inc. et al. Plaintiffs, vs. Town of Fuquay-Varina, Defendant and Third-Party Plaintiff, vs.
Raftelis Financial Consultants, Inc., Third Party Defendant
Year Filed: 2021
Venue: Wake County, NC
Description: Raftelis has been joined as a third-party defendant in a lawsuit filed by local developers against the
Town of Fuquay-Varina, North Carolina. The subject of this currently pending litigation is development impact fees
assessed by the town and developed by Raftelis. This is the only legal case in which Raftelis has been joined as a
party in the history of our firm. Raftelis intends to vigorously defend the allegations and claim.
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RAFTELIS 5
FIRM CAPABILITIES
FINANCE: Promote financial integrity and the
equitable recovery of costs to achieve your objectives
• Rate, charge, and fee studies
• Financial and capital planning
• Cost of service and cost allocation
• Customer assistance programs
• Affordability analysis
• Utility valuation
• Budget development
• Financial condition assessments
• Debt issuance support
• Economic feasibility and analysis
• Regulated utility support
COMMUNICATION: Inform and engage with your
stakeholders to build understanding and support
• Strategic communication planning
• Public involvement and community outreach
• Public meeting facilitation
• Graphic design and marketing materials
• Media and spokesperson training
• Risk and crisis communication
• Social media strategy
• Visual facilitation
• Virtual engagement
• Technical writing and content development
STRATEGIC PLANNING/FACILITATION:
Plan for the future to guide your organization to success
• Organization, department, and community-based
strategic planning
• Climate action planning
• Effective Board / Commission / Council governance
• Retreat planning and facilitation
STORMWATER UTILITY SERVICES: Implement
sustainable financial practices to equitably fund your
stormwater program
• Stormwater utility development and implementation
support
ORGANIZATIONAL ASSESSMENT: Identify needs,
plan for the future, and implement positive changes
• Organizational and operational assessments
• Performance measurement
• Staffing analysis
• Sustainability
• Organizational climate and culture
• Asset management and operations
• Regional collaboration and service sharing
TECHNOLOGY: Gain insights from your data and
develop tools to increase effectiveness and
engagement
• Cybersecurity services
• Strategic technology planning services
• Financial management technology services
• Customer management technology services
• Maintenance and asset management technology services
• Data management, analytics, and visualization
• Custom software solutions
EXECUTIVE SERVICES: Identify and develop top
talent to lead local governments and utilities
• Executive recruitment
• Executive coaching
• Executive performance evaluations
SOLID WASTE SERVICES: Deliver effective solid
waste services while ensuring financial sustainability
and customer engagement
• Solid waste plans & sustainable materials management
planning & implementation
• Grant application assistance
• Billing technology planning and implementation
• Collection/routing and disposal/processing planning,
procurement, and implementation
• Rates and financial modeling
• Benchmarking and best practices
• Regulation and compliance
• Communications and public engagement
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RAFTELIS 6
C. AREA/REGIONAL MANAGERS
Area/Regional Managers
WE HAVE DEVELOPED A TEAM OF CONSULTANTS WHO SPECIALIZE
IN THE SPECIFIC ELEMENTS THAT WILL BE CRITICAL TO THE
SUCCESS OF THE CITY OF EVANSTON’S PROJECT.
Our project team is made up of senior-level consultants with direct local government experience. What sets our
project team apart is our ability to explore and relate to local community values while at the same time investigating
realistic approaches for cost-effective solutions.
Because we possess the in-house knowledge and experience necessary for this work, no subconsultants will be used.
All team members are Raftelis employees. An organizational chart of our project team is provided below. Resumes
for each team member are provided on the following pages.
SUBJECT MATTER EXPERTS
Scott Parker
Utility and Asset Management
Madhi Aluzri
Engineering
Brandon Vatter, PE
Capital Delivery
City of Evanston
PROJECT DIRECTOR
Jonathan Ingram
STAFF CONSULTANTS
James Flick
Joseph Salicco
MANAGERPROJECT/
AL MANAGERAREA/REGION
seltonUEmily
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RAFTELIS 7
Jonathan Ingram
PROJECT DIRECTOR
Vice President
ROLE
Jonathan will be responsible for overall project accountability and will be
available to provide quality assurance and control, industry perspective,
and insights into the project.
PROFILE
Jonathan is a nationally recognized executive consultant with over 20 years of
leadership experience advancing performance, efficiency, and resilience in
local government operations, with specialized expertise in public works,
municipal services, and asset management. As the leader of Raftelis’ Local
Government Organizational Assessment Practice, he directs complex,
enterprise-level engagements that support cities, counties, and public utilities
in addressing strategic and operational challenges through data-driven,
fiscally grounded solutions.
With a unique blend of hands-on public sector experience and high-impact
management consulting, Jonathan has successfully led transformative
initiatives for over 1,000 local governments and utilities nationwide. His work
spans the full spectrum of municipal services—including streets and
transportation, water and sewer utilities, facilities management, fleet services,
stormwater, solid waste, and environmental services—as well as internal
service functions and community-facing departments.
Jonathan brings deep technical knowledge and strategic insight into
infrastructure planning, asset management, and service delivery optimization.
He has developed and implemented comprehensive operational reviews, capital and lifecycle planning strategies,
and workforce deployment models that enhance reliability, regulatory compliance, and cost efficiency. His public
works consulting emphasizes aligning field operations with strategic goals, sustainability imperatives, and realistic
budgetary conditions.
His signature methodologies—developed and refined at Raftelis—prioritize employee engagement, workload
analysis, and best practice benchmarking, producing realistic and implementable plans that modernize service
delivery and elevate organizational performance.
Selected Areas of Expertise:
• Public Works and Utility Operations Reviews, including streets, stormwater, water/wastewater, fleet, and
facilities.
• Asset Management and Capital Planning, integrating lifecycle cost analysis and service-level expectations.
• Workforce and Resource Planning, tailored to field operations and 24/7 service demands.
• Process Optimization, emphasizing service reliability, regulatory compliance, and interdepartmental
coordination.
Specialties
•Staffing and operations assessment
•Strategic leadership
•Financial management and planning
•Process improvement
•Change management and
implementation
Professional History
•Raftelis: Vice President (2024-
present); Senior Manager (2021-
2023); Manager (2020-2021); Senior
Associate, The Novak Consulting
Group (2012-2020)
•City of Cincinnati, Ohio: Operating
Budget Director (2010-2012)
•Management Partners: Senior
Management Advisor (2005-2010)
Education
•Master of Public Administration -
Northern Illinois University (2005)
•Bachelor of Arts in Political Science
- Aurora University (2003)
Professional Memberships
•International City/County
Management Association (ICMA)
•Ohio City/County Management
Association (OCMA)
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RAFTELIS 8
• Strategic Financial Planning, translating infrastructure and operational needs into long-term financial
strategies.
• Performance Management Systems built for accountability, transparency, and continuous improvement.
• Shared Services and Intergovernmental Collaboration, enabling scalable and coordinated service delivery.
Jonathan’s approach is grounded in the belief that public organizations must balance operational effectiveness with
fiscal responsibility and public accountability. He frequently supports fiscally distressed or resource-constrained
communities, crafting multi-year roadmaps that integrate capital investment, staffing, service delivery, and
technology modernization within a sustainable financial framework.
He holds a Master of Public Administration from Northern Illinois University and a Bachelor of Political Science
from Aurora University. He is a member of the International City/County Management Association (ICMA) and
the Ohio City/County Management Association (OCMA).
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RAFTELIS 9
Emily Uselton
PROJECT MANAGER/AREA/REGIONAL MANAGER
Senior Manager
ROLE
Emily will serve as the City’s main point of contact for the project. She will
manage the day-to-day aspects of the project, ensuring it is within budget, on
schedule, and effectively meets the City’s objectives.
PROFILE
Emily joined Raftelis in 2023 after more than seven years of direct service to
the City of Norfolk, Virginia. Emily has over 15 years of finance experience
in both the private and public sectors. As Norfolk’s Budget Director and
Assistant Director, Emily was responsible for overseeing the City’s strategic
financial and policy planning, including managing the development and
administration of a $1 billion operating budget. Her leadership helped
provide effective resource recommendations, leading to better performance
outcomes and the ability to solve challenging policy issues. Emily led several
citywide initiatives, including public workforce recruiting and retention
strategies, the development of a program budget, as well as budget
development public engagement efforts. Emily’s direct service experience and
breadth of exposure to relevant local government and utility policy issues
make her skillful at asking thought-provoking questions, inspiring innovation
and creativity in the problem-solving process, and yielding results that are as
pragmatic as they are valuable. During her time in local government, she
presented to a variety of stakeholders, including the City Council, executive
leadership teams, community groups, and a cross-section of department-level
staff.
Since joining Raftelis, Emily has continued to assist utility and local
government clients across an array of focus areas, encompassing strategic
planning, facilitation, and organizational assessments. Emily’s areas of
expertise are in budgeting and finance, workforce planning, operations
analysis, internal service functions, project management, and performance
measurement. She is a quick study of organizational context, providing
relevant and achievable recommendations that appreciate the unique considerations of each organization.
Previously, Emily worked in private-sector finance and accounting. She began her career as an auditor for mid-size
financial institutions before transitioning to a commercial healthcare real estate company, where she built a team of
accountants responsible for overseeing multiple mergers and acquisitions between the company and seniors housing
operators across the U.S. and abroad.
Emily earned a master’s degree in public policy from the College of William and Mary and a Bachelor of Science
with concentrations in Accounting and Finance from Xavier University – Cincinnati. Since 2009, she has held a
certified public accountant, CPA certification (inactive).
Specialties
•Financial management and capital
planning
•Performance management and
process improvement
•Workforce strategies
•Strategic planning and community
engagement
Professional History
•Raftelis: Senior Manager (2025-
present); Manager (2023-2024)
•City of Norfolk, Virginia; Interim
Budget Director (2022); Assistant
Budget Director (2021-2022);
Budget and Policy Manager (2019-
2021); Budget Analyst / Senior
Analyst (2015-2019)
•Welltower (formerly Healthcare
REIT): Director Relationship
Accounting (2010-2013)
•Crowe Horwath LLP: External
Auditor, Financial Institutions Group
(2008-2010)
Education
•Master of Public Policy – College of
William and Mary (2015)
•Bachelor of Science in Accounting
and Finance – Xavier University
(2008)
Certifications
•Certified Public Accountant, CPA
(inactive – 2009)
Professional Memberships
•Government Finance Officers
Association (GFOA)
•International City/County
Management Association (ICMA)
•Engaging Local Government
Leaders (ELGL)
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RAFTELIS 10
Specialties
•Asset Management for utilities and local
governments
•Capital Planning, Budgeting, and
Implementation
•Data Strategic Planning, Management
and Governance
•Business Risk Exposure (BRE) and
Decision Support System (DSS)
methodologies for infrastructure
•Data Analytics and Business
Intelligence standards
•Business Process Modeling
•Performance Management
(measurement, dashboarding, etc.)
•Organizational Design and Capacity
Building
•Utility Governance
Professional History
•Raftelis: Vice President (2025-present);
Senior Manager (2022-2024)
•KC Water: Utility Officer – Asset
Manager (2018-2022)
•Burns and McDonnell: Engineering
Manager (2015-2018)
•City of Olathe, KS: Assistant Director of
Public Works (2011-2015)
•City of Lenexa, KS: Assistant Director of
Public Works/Assistant to the City
Manager (2006-2011)
•City of Kansas City, MO: Budget and
Finance Analyst (2003-2006); L.P.
Cookingham Management Fellow
(2002)
Education
•Master of Public Administration –
University of Missouri (2004)
•Master of Arts, History – University of
Arkansas-Fayetteville (2000)
•Bachelor of Arts in History - Graceland
University (1997)
Professional Memberships
•Institute of Asset Management
•Water Environment Federation
•American Water Works Association
•Water Research Foundation
Scott Parker
UTILITY AND ASSET MANAGEMENT SUBJECT
MATTER EXPERT
Vice President
ROLE
Scott will provide input and guidance as a Subject Matter Expert in utility
operations and asset management.
PROFILE
Scott has over 20 years of experience in local government, utility
management, and private consulting. Prior to joining Raftelis, he served as
the Asset Manager for KC Water in Kansas City, Missouri. Before KC
Water, he served as the Assistant Director for Public Works in both Olathe
and Lenexa, Kansas, where he led the finance, data management, solid
waste, field operations (streets, utilities, traffic), and communications
divisions and managed multiple Police, Parks, and Fire Department capital
projects. He also has private consultant experience providing capital
planning, financial analysis, data system, asset management, and interim-
executive services to Ft. Smith, Arkansas; Jackson, Mississippi; and Kansas
City, Kansas, all of whom had signed Federal Consent Decrees with the
Environmental Protection Agency (EPA).
Scott’s wide range of experience has given him extensive leadership and
technical expertise in the fields of asset management, information
technology, general management, and operations in multiple domains.
This has allowed him to design, develop, and implement asset management
programs in three (3) communities based on capital optimization strategies
and asset management best practices as defined in ISO 55000 and 55001
and ISO 31000 standards and other industry criteria. As an Asset
Management practitioner, Scott has used his understanding of the field to
design teams that combine the best theoretical concepts of asset
management with the opportunities and cultural circumstances specific to
the organizations for which he has worked. He has demonstrable
experience working with multiple data technologies and systems in the
asset management and utility space, including multiple Computer
Maintenance Management System (CMMS) platforms; ESRI Geospatial
Products; Autodesk GeoBIM; Innovyze hydraulic modeling and asset
management software; and various Closed Circuit Television technologies
utilized for Sanitary and Stormwater Assessments, which utilize NASSCO
Pipeline Assessment Certification Program (PACP) standards. In Kansas
City, he developed the organization’s first data management strategic plan
as well as its Business Case Evaluation criteria for information technology
purchases, which led to both optimization of existing systems and
reductions in the cost for new tools utilized in the department.
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RAFTELIS 11
Scott has developed business risk exposure (Consequence and Likelihood of Failure) models utilized for investment
decisions across multiple asset classes, including streets, water, sewer, and stormwater. In Kansas City, he helped
reconceptualize and reformulate the criteria for the utility’s Annual Sewer Rehabilitation and Water Main
Replacement Programs (total value $65m/year) to a truly risk-based model from a break-and-fix model. He also led
multiple cross-functional teams in the development of software applications and dashboards, including one that
integrated as-built project information from city staff, consultants, and contractors working on the Consent Decree
(40+ projects; 80+ discrete users; 35,000 work orders; projects valued over $100 million) at no extra cost to the
utility.
Scott has led the development of multi-billion-dollar capital improvement plans in communities throughout the
country as both an employee and a consultant. He has extensive experience with all elements of utility capital
planning, financing, and project delivery, particularly all fiduciary components related to enterprise funds (Water,
Wastewater, Stormwater, Solid Waste); rate structure analysis and recommendations to governing bodies; bond
sales and refinancing; long-term debt outlooks; and allocations of revenue and expense. At KC Water, he developed
an alternative capital plan that was utilized for the Consent Decree renegotiations with the EPA and reduced the
city’s commitment by $1.3 billion over the original program while assuring more time to meet the terms of the
decree. He also created the Business Case Evaluation model for capital improvement projects, which has been
recognized by the WEF Water Intrapreneurs for Successful Enterprises (WISE) program of industry leaders. He
managed the successful selection (valued at $100 million) of State Revolving Funds (SRF) for the $160 million Blue
River Treatment Plant Solids Handling project.
Scott has been a frequent presenter at multiple national and regional conferences on topics including general asset
management, data management, and the application of asset management principles in specific operational and
administrative environments. He has written or been featured in several articles focused on business process
modeling, asset management, and water management and acts as a co-lead on the Water Environment Federation’s
WISE Data, Technology, and Innovation team. He co-authored the white paper for WISE on the criteria and
approach to Business Case Evaluations in capital planning.
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RAFTELIS 12
Mahdi Aluzri
ENGINEERING SUBJECT MATTER EXPERT
Senior Advisor
ROLE
Mahdi will provide input and guidance as a Subject Matter Expert for the
engineering components of this project.
PROFILE
Mahdi has 35 years of direct public service experience, most recently as City
Manager for Beverly Hills, California. After retiring and prior to joining
Raftelis, he joined Baker Tilly (formerly Management Partners) as a Special
Advisor, consulting for a variety of municipal projects in California and
throughout the country. Projects included executive coaching, development
process evaluation, transportation agency assessment, and other municipal
agency process assessment engagements.
Mahdi served as City Manager in Beverly Hills for four years and, prior to
that, was the Assistant City Manager for close to six years, capping an almost
30-year career in the City. As City Manager, he was responsible for
developing policies to present to the City Council, developing the annual
budget of over $450 million, and overseeing nine City operating departments
with over 1,000 employees. Mahdi also served for two years as Deputy City
Manager for the City of Rancho Cucamonga, California, where he was in
charge of Community Development functions, which include public works,
engineering, utilities, planning, building and safety, and code enforcement.
As a public service professional, Mahdi has a proven record of effective leadership with a strategic approach to
problem-solving strong management expertise, and a consensus-building approach. He has extensive project
management and development skills focusing on outcomes and results. Mahdi has a strong work ethic with
exceptional customer service orientation.
Mahdi earned a master’s degree in business administration from Loyola Marymount University and a bachelor’s
and master’s degree in civil engineering from the University of Southern California. He is a licensed professional
engineer in the State of California and is a member of the American Institute of Certified Planners (AICP). He is
also a long-standing member of the International City/County Management Association (ICMA) and served on
many policy committees for the League of California Cities (LCC).
Specialties
•Strategic problem solving
•Consensus building
•Inclusive process evaluation
engagement skills
•Project management and
development skills
Education
•MBA, Loyola Marymount University,
Los Angeles, CA (2005)
•MS. Structural Engineering,
University of Southern California,
Los Angeles, CA (1982)
•BS. Engineering, University of
Southern California, Los Angeles,
CA (1980)
Certifications
•Licensed Professional Engineer,
California
•AICP Certification
Professional Memberships
•American Planning Association
•International City/County
Management Association
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RAFTELIS 13
Brandon Vatter, PE
CAPITAL DELIVERY SUBJECT MATTER EXPERT
Senior Manager
ROLE
Brandon will provide input and guidance as a Subject Matter Expert for the
capital delivery components of this project.
PROFILE
Brandon has over 27 years of experience working directly with multiple public
and private clients on the regulatory, consulting, water, wastewater and
stormwater utility sides to deliver capital, operations, and asset management
programs on-time, at or under budget, and in compliance with necessary
regulatory obligations. Brandon’s experience includes NPDES permit review
and compliance, NPDES permit writing, Clean Water Act (CWA) consent
decree negotiations with the Federal EPA and ORSANCO, and CWA
consent decree implementation.
Brandon regularly works with communities to bring practical hands-on
experience with the capital improvement program development and delivery,
asset management program development and implementation, planning &
implementation of integrated watershed management plans, green and gray
infrastructure projects for wet weather and consent decree compliance,
hydraulic modeling, water, sewer and storm sewer design, wastewater
collection and treatment facilities, solids digestion methane processing and
utilization, and solids processing facilities, nutrient removal studies, and
water, stormwater and wastewater master planning. Brandon also brings
practical field construction knowledge through the performance of onsite
construction management and inspections for multiple projects. He has
directed instrumentation, control, process coordination, and start-up for
multiple projects.
With a strong technical, operations, and project management background,
Brandon regularly provides guidance on necessary capital investments, capital
delivery, and throughput improvements, NPDES permit compliance, and
EPA regulatory compliance to meet the obligations, goals, asset management
needs, and affordability of clients.
Specialties
•Capital Program Development &
Risk Advisor
•Capital Program Delivery Technical
Expert
•Asset Management Program
Development & Execution
•Capital & Operating Program
Organizational Review and
Efficiency Improvements
•Cost Efficiency and Reductions
Reviews
•Integrated Watershed Management
Technical Expert
Professional History
•Raftelis: Senior Manager (2019-
present)
•Mott MacDonald: Senior Project
Manager (2011-2019)
•Sanitation District No. 1 of Northern
Kentucky: Program Manager,
Director of Planning & Design
(2004-2011)
•Black & Veatch Corporation: Project
Manager (2001–2004)
•CH2M Hill: Project Manager (1997-
2001)
•Ohio EPA, Division of Surface
Water: Regulatory Compliance
Officer (1994-1996)
•B.G. Danis Industries, Heavy
Construction: Cost Estimator (1993-
1994)
Education
•Bachelor of Science in Civil
Engineering - University of
Cincinnati (1997)
Professional Registrations
•Professional Engineer: OH, 66169,
2001
•WEF Utility Management Committee
– Capital Program Development
Professional Memberships
•WEF
•National Society of Professional
Engineers
•NACWA
•Chi Epsilon
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RAFTELIS 14
James Flick
STAFF CONSULTANT
Senior Consultant
ROLE
James will work at the direction of Emily in conducting interviews, directing
research and analysis, preparing recommendations, and drafting deliverables.
PROFILE
James has over 14 years of organizational leadership experience, including
six years in local government. Most recently, James served as the Director of
Economic Development and Public Information Officer for Deerfield
Township in Warren County, Ohio. Previously, he was a Development
Officer and oversaw the Policy and Communication Division for the
Department of Community and Economic Development at the City of
Cincinnati.
James' areas of expertise include economic development, project
management, and performance measurement. In addition, he is a skilled
communicator, analyst, and creative problem solver. James has consulted on
numerous organizational assessments for public works and public safety,
assisting with the GIS mapping and analysis needs.
During his tenure at Deerfield Township, James worked closely with
entrepreneurs looking to start a business, assisted existing companies with
relocations and expansions, and managed development projects of varying
scales. He also served on the Executive Board of the Warren County Small
Business Development Alliance.
At the City of Cincinnati, James supported business attraction initiatives and
evaluated commercial development opportunities in the Central Business District. He was also instrumental in
developing policies, programs, and strategic plans to address smart city initiatives, small business growth, retail
revitalization in the urban core, and foreign direct investment.
James has presented at several state and regional conferences on smart cities, data and demographics, and economic
development's relationship to parks. He is also an Adjunct Instructor for the Northern Kentucky University Master
of Public Administration program, where he teaches Community Development, Public Policy, and Budgeting.
James earned a bachelor's degree in political science from Eastern Michigan University and a master's degree in
public administration from Northern Kentucky University.
Specialties
•Organizational assessment
•Strategic Planning
Professional History
•Raftelis: Senior Consultant (2021-
present)
•Northern Kentucky University:
Adjunct Instructor (2017-2021)
•Deerfield Township, Ohio: Economic
Development Director/Public
Information Officer (2018-2021)
•City of Cincinnati: Development
Officer /Interim Division Manager,
Policy and Communication (2016-
2018)
•Cushman and Wakefield: Vice
President of Research and Marketing
(2010-2016)
Education
•Master of Public Administration –
Northern Kentucky University (2010)
•Bachelor of Arts in Political Science –
Eastern Michigan University (2006)
Certifications
•Economic Development Finance
Professional Certification (Grow
American formerly NDC)
Professional Memberships
•International City/County
Management Association (ICMA)
•American Society for Public
Administration (ASPA)
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RAFTELIS 15
Joseph Salicco
STAFF CONSULTANT
Associate Consultant
ROLE
Joseph will work at the direction of Emily in conducting interviews, directing
research and analysis, preparing recommendations, and drafting deliverables.
PROFILE
Joseph is driven by the belief that strategic planning and community
development initiatives can foster equitable growth and enhance the well-
being of communities. With this mission at the core of his work, he has been
committed to leveraging his expertise in grant administration, economic
development, and public policy to support local governments in achieving
sustainable and impactful outcomes.
At Centralina Regional Council in Charlotte, NC, he supported over 60 local
governments across a nine-county region, providing technical assistance,
grant management, and planning services. He played a critical role in
monitoring federal and state funds for housing, infrastructure, and aging-in-
place programs while also contributing to the region's Comprehensive
Economic Development Strategy.
Prior to Centralina Regional Council, Joseph worked as a Program Assistant
with the City of Wilmington, helping administer a $1.8 million HUD Lead
Hazard Reduction Grant. This program ensured the remediation of
environmental hazards in over 25 low-to-moderate-income households. His
work involved stakeholder engagement, programmatic assessments, and
compliance monitoring to improve housing conditions for vulnerable
populations.
Joseph holds a Master of Public Administration from the University of North
Carolina at Chapel Hill and dual bachelor’s degrees in political science and
Spanish from the University of North Carolina at Wilmington.
Specialties
•Strategic planning
•Organizational Assessment
•Survey and data analysis
•Program design and implementation
•Program evaluation
Professional History
•Raftelis: Associate Consultant
(2025-present)
•Centralina Regional Council;
Community Economic Development
Coordinator (2022- 2025)
•City of Wilmington; Program
Assistant (2021-2022)
Education
• Master of Public Administration –
University of North Carolina at
Chapel Hill (2022)
•Bachelor of Political Science –
University of North Carolina at
Wilmington (2020)
•Bachelor of Spanish – University of
North Carolina at Wilmington (2020)
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RAFTELIS 16
D. FEES
The total fixed fee to complete the scope of work outlined in this proposal is $118,868 for all activities and $99,030
excluding optional Activity 4. These totals include all professional fees and expenses for Raftelis, including travel.
A breakdown of cost by project activity is provided in the table below.
Activity Description Cost
1 Initiate and Manage Engagement $11,150.00
2 Review and Assess Public Works Operations $45,996.00
3 Develop Decision Packages and Performance Measures $25,370.00
4 Facilitate ZBB Prioritization Workshop (Optional) $19,838.00
5 Prepare Project Deliverables $16,514.00
Sub-Total Excluding Optional Activity 4 $99,030.00
TOTAL ALL ACTIVITIES $118,868.00
Hourly rates by team member job classification are provided below.
Classification Hourly Rate
Estimated
Percentage of
Total Hours
Vice President $375 8%
Senior Manager $340 20%
Principal Consultant $310 2%
Senior Consultant $260 30%
Associate Consultant $195 40%
It is our practice to invoice clients for monthly progress payments based upon work completed.
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RAFTELIS 17
E. CONTRACT AND EXCEPTIONS TO SPECIFICATIONS
Exceptions to Specifications
We request that The City of Evanston consider making the following modifications, shown in red below, to the
Professional Services Agreement. We only offer these exceptions for consideration, but would be willing to execute
the contract if selected. Please contact us if you have any questions or concerns about these modifications.
RFP Page 11
D. Hold Harmless
Consultant shall defend, indemnify and hold harmless the City and its officers, elected and appointed
officials, agents, and employees from any and all liability, losses, or damages as a result of from claims,
demands, suits, actions, or proceedings of any kind or nature, including but not limited to costs, and fees,
including attorney’s fees, judgments or settlements, resulting from or arising out of to the extent caused by
any negligent or willful act or omission on the part of the Consultant or Consultant’s sub-contractors,
employees, agents or sub-contractors during in the performance of this Agreement. Such indemnification
shall not be limited by reason of the enumeration of any insurance coverage herein provided. This provision
shall survive completion, expiration, or termination of this Agreement.
Nothing contained herein shall be construed as prohibiting the City, or its officers, agents, or employees,
from defending through the selection and use of their own agents, attorneys, and experts, any claims,
actions or suits brought against them. The Consultant shall be liable for the costs, fees, and expenses
incurred in the defense of any such claims, actions, or suits. Nothing herein shall be construed as a
limitation or waiver of defenses available to the City and employees and agents, including but not limited to
the Illinois Local Governmental and Governmental Employees Tort Immunity Act, 745 ILCS 10/1- 101 et
seq.
At the City Corporation Counsel’s option, Consultant must defend all suits brought upon all such Losses
and must pay all costs and expenses incidental to them to the extent of its indemnity obligation set forth
above, but the City has the right, at its option, to participate, at its own cost, in the defense of any suit,
without relieving Consultant of any of its obligations under this Agreement. Any settlement of any claim or
suit related to this Agreement by Consultant must be made only with the prior written consent of the City
Corporation Counsel, if the settlement requires any action on the part of the City.
To the extent permissible by law, Consultant waives any limits to the amount of its obligations to indemnify,
defend, or contribute to any sums due under any Losses, including any claim by any employee of
Consultant that may be subject to the Illinois Workers Compensation Act, 820 ILCS 305/1 et seq. or any
other related law or judicial decision, including but not limited to, Kotecki v. Cyclops Welding Corporation,
146 Ill. 2d 155 (1991). The City, however, does not waive any limitations it may have on its liability under
the Illinois Workers Compensation Act, the Illinois Pension Code or any other statute.
Consultant shall be responsible for any actual and out-of-pocket reasonable losses and costs to repair or
remedy negligent work performed under this Agreement resulting from or arising out of any act or omission,
neglect, or misconduct in the performance of its Work or its sub-by Consultant. consultants’ work.
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RAFTELIS 18
Acceptance of the work by the City will not relieve the Consultant of the responsibility for subsequent
correction of any such negligent error, omissions and/or negligent acts or of its liability for loss or damage
resulting therefrom pursuant to the indemnity obligations set forth above. All provisions of this Section shall
survive completion, expiration, or termination of this Agreement.
ACKNOWLEDGEMENT OF ADDENDA
Acknowledgement of Addenda
We acknowledge the receipt of Addendum No. 1 on May 15, 2025.
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RAFTELIS 19
PROJECT APPROACH
Project Plan
The City of Evanston is seeking a qualified professional consultant to conduct a Zero-Based
Budgeting (ZBB) Evaluation of the Public Works Department. This initiative will serve as a
pilot project to assess the viability of using zero-based budgeting as a tool for addressing
fiscal challenges while maintaining the high level of service delivery expected by the
Evanston community. In addition to developing tiered budget packages for each bureau and
division, the City seeks to identify practical and actionable opportunities to improve
operational efficiency, staffing models, organizational structure, technology utilization,
processes, and policies.
Raftelis brings extensive experience supporting local governments—both in Illinois and across the nation—with
innovative, yet practical solutions tailored to each organization’s unique resources, culture, and service
expectations. We understand that the most effective solutions are those that can be realistically implemented and
sustained. Our team prides itself on its collaborative approach: we listen carefully to stakeholders, analyze data and
operational realities, and develop solutions that are not simply theoretical best practices, but are actionable strategies
grounded in the day-to-day context of the organizations we serve.
A hallmark of our work is our ability to help clients build on their existing capabilities while offering fresh
perspectives on persistent challenges. We approach each engagement without preconceived solutions or a one-size-
fits-all mindset. Instead, we work closely with leadership, staff, elected officials, and other stakeholders to develop
tailored recommendations that balance innovation with practicality.
We are excited about the opportunity to assist the City of Evanston with this forward-thinking initiative. We
recognize the importance of collaborating respectfully with City staff and labor representatives to ensure that all
perspectives are considered and that any proposed changes support sustainable, long-term improvement. Our
intentional, inclusive approach—combined with our deep expertise in public sector budgeting, operations, and
organizational effectiveness—uniquely positions us to successfully support the City in this critical effort and meet
the project’s ambitious timeline.
Our team has extensive experience working with local government clients, including many in Illinois and
surrounding states. Our focus is on providing solutions that work within the available resources and culture of the
organizations we assist. The most innovative solutions in the world are valueless if they cannot be implemented or
will not be accepted by the community. We pride ourselves on our ability to listen, analyze, and work with our
clients to find not just a random selection of best practices taken from a manual, but real solutions that can be
implemented effectively. We are pleased that our prior engagements have resulted in corresponding actions by our
clients to implement the recommendations we have jointly developed.
One of our strengths is the ability to build on existing capabilities and resources and to help organizations see things
from a different perspective. We do this by listening to our clients and really understanding what they have to say.
We do not operate with a pre-packaged set of recommendations, and we diligently work to avoid trying to fit our
clients into a standard mold.
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RAFTELIS 20
We are excited about the opportunity to assist the City in proactively planning and preparing for the future. We
understand the importance of respecting the staff who are in place to serve the public. We assume good intent and
will work with the City to collaboratively develop recommendations for improvement. Without this, the
implementation of recommendations and lasting improvements is not typically successful. We believe this
intentional approach, coupled with our extensive expertise in all facets of public operations, makes us uniquely
qualified to assist the City on this project within the timeframe requested.
To complete this work, our team will apply a project approach, focusing on these specific objectives using our “Six
R” approach. This involves soliciting and collecting information on City Responsibilities, Resources,
Requirements, and Results in order to identify possible organizational and operational Recommendations with an
associated Roadmap to implement positive change. This approach is depicted in the graphic below.
Responsibilities – What drives the need for your services? It might be the organization’s vision, mission, Federal,
State, local ordinance, or community service standards or expectations. We review these drivers to better
understand service level constraints and opportunities for change.
Resources – What assets are available to achieve your responsibilities? These may include time, human resources,
staffing, management capacity, financial position, contractual services, technology, and equipment and facilities.
We assess the adequacy of these resources based on the service level expectations.
Requirements – What direction is provided to staff? The method by which staff approach service delivery is often
guided by laws, codes, policies, and procedures, or informal mechanisms like past practices or on-the-job training.
These sources provide staff with direction on how they approach tasks and complete their work. We review these
business processes to determine opportunities for improvement.
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RAFTELIS 21
Results – What are the outcomes of your services? Our approach connects
your responsibilities, resources, and requirements with the outcomes expected
of your services. We assess measures of efficiency and effectiveness to assist in
data-driven decision-making.
Recommendations – Are there opportunities for improvement? Based on our
qualitative and quantitative analysis of your programs and services, we develop
recommendations for improving organizational performance. These changes
can range from high-level considerations (i.e., should we be in this business?)
to strategic issues (i.e., should we consider alternative service sources?) to
tactical issues (i.e., how can we improve the productivity, efficiency, and
effectiveness of the activity or service?).
Roadmap – How do we get there? We develop a plan that will guide the
organization through the implementation of the recommendations for
improvement. The Roadmap offers the recommended priority order of
implementation, suggestions for phasing, and key milestones for success. It
also serves as a valuable tool for the organization and the community to
promote accountability and communicate progress toward implementation.
THE FOLLOWING DETAILS THE PROPOSED WORK PLAN FOR THE CITY OF
EVANSTON.
Activity 1 – Initiate and Manage Engagement
We will begin our engagement with the City of Evanston by meeting with the City’s project team to review the
scope, expectations, and desired outcomes of this evaluation and finalize the project schedule. This meeting will
include the Public Works Agency Director, Public Works Bureau Chiefs, as well as key staff from the Finance and
Budget Department and City Manager’s Office, who will help coordinate logistics and facilitate project success.
At this kick-off meeting, we will invite the City staff to share their expectations, concerns, and insights regarding the
evaluation. We will discuss key success factors from the City’s perspective and confirm communication protocols,
meeting cadence, and preferred methods for sharing information and receiving feedback.
We will also provide a detailed initial information request at this meeting. Requested materials may include, but are
not limited to, organization charts, division-level budgets, job descriptions, prior studies or evaluations,
departmental policies and procedures, service level performance measures, turnover and training data, infrastructure
inventories, and asset condition reports.
Throughout the project, we will maintain regular communication with the City’s project team. This includes
scheduled monthly update meetings to report on project progress, discuss any emerging issues, and preview key
deliverables. In addition to formal reporting, we welcome informal communication and collaboration between the
City and our project team to ensure proactive issue resolution and a highly responsive partnership.
Activity 1 Meetings Activity 1 Deliverables
• Project kick-off meeting
• Kick-off meeting agenda and summary
• Initial data and document request
• Draft and final project schedule
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RAFTELIS 22
Activity 2 – Review and Assess Public Works Operations
The purpose of this phase is to develop a clear and detailed picture of how Public Works currently functions,
including its staffing structure, program responsibilities, organizational culture, and day-to-day operations. We will
employ a multi-method approach that includes structured interviews, document review, and best practices research.
We will conduct interviews with the Public Works Agency Director, bureau chiefs, managers, supervisors, line staff,
and internal partners to learn about the service level expectations, staffing, technology use, management systems,
communication patterns, and improvement opportunities. In total, we anticipate approximately four days onsite
conducting interviews, focus groups, and site visits.
We will also analyze data and documents related to staffing levels, use of contractors, staff turnover, certifications,
and training. We will work with staff to build a “Core Services Inventory” for each bureau and division, which will
identify major work functions, staffing allocations, and current service level goals. These service levels may be
benchmarked against internal expectations, external regulations, or industry standards.
Through interviews, document reviews, and early data collection, we will identify key operational challenges,
service delivery pressures, and structural questions that merit deeper investigation. These findings will guide the
focus of our research, staffing analysis, and organizational design review, ensuring our efforts are tailored to the
City’s most pressing needs and opportunities. Then, we will examine how the Public Works Department is
structured, staffed, and resourced to carry out its critical responsibilities and how these factors compare to peer
agencies and best-in-class practices.
Best Practices Research
We will conduct best practices research across all core service areas using guidance from nationally
recognized associations such as the American Public Works Association (APWA) and the American
Water Works Association (AWWA). We will assess Evanston’s current service levels and operating
methods against these standards and provide pragmatic, scalable recommendations to help the City move toward
practices that increase efficiency, improve outcomes, and align with industry norms.
Staffing, Workload, and Process Effectiveness
We will conduct a deep analysis of the staffing levels and workload distribution within each Public
Works division. Using a combination of workload data, staff interviews, performance metrics, and
benchmarking insights, we will assess whether the Department’s existing staffing is sufficient to meet
current and future service demands. Where applicable, we will apply recognized staffing ratios and workload
benchmarks, adjusting for the local context.
We will also conduct targeted process reviews to identify operational inefficiencies and assess whether changes to
workflow, technology use, or interdepartmental coordination can improve performance. Our team is trained in
LEAN and Six Sigma methodologies and will apply these frameworks to areas such as work order execution,
procurement, capital project delivery, and communication practices. Our goal is to identify opportunities to increase
organizational capacity and responsiveness without necessarily increasing staff or costs.
Organizational Design and Service Alignment
We will assess whether the current organizational structure supports the Department’s mission, internal
coordination, and service delivery goals. This includes an evaluation of:
• The clarity of roles, authority, and accountability across divisions
• The number of organizational layers and their impact on decision-making
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RAFTELIS 23
• Supervisory ratios and span of control
• Alignment between division responsibilities and the City’s strategic objectives
• The distribution of mandated vs. discretionary (“value-added”) services
We will identify any overlapping or redundant functions and assess whether structural realignments could improve
efficiency or reduce communication silos. Where service demands have evolved—due to development pressures,
aging infrastructure, or changing community expectations—we will assess whether the organization has kept pace
and make recommendations to adjust or reallocate resources accordingly.
Organizational and Operational Support Systems
We will examine the systems and structures that support core operations—including information
technology (e.g., CMMS), purchasing, financial systems, and interdepartmental partnerships. These
support structures play a critical role in enabling or inhibiting the Department’s effectiveness. We will
assess their sufficiency, user experience, and adaptability and recommend improvements where appropriate.
Following completion of our comparative and operational assessment, we will synthesize our findings into a set of
draft recommendations focused on enhancing organizational efficiency and effectiveness. These initial
recommendations will be compiled into a working document and presented during a virtual review meeting with
Public Works leadership and designated City staff. The purpose of this session is to share our preliminary
observations, validate interpretations, and gather feedback on the feasibility, clarity, and prioritization of proposed
actions. Input from this discussion will be critical to refining and finalizing our recommendations to ensure they are
practical, tailored to Evanston’s context, and aligned with internal goals and capacity.
Activity 2 Meetings Activity 2 Deliverables
• Public Works and internal stakeholder interviews,
focus groups, and site visits
• Presentation of preliminary observations and
recommendations on (virtual meeting)
• Core Services Inventory by bureau and division
• Department overview and current conditions
summary
• Presentation of preliminary efficiency and
effectiveness improvements
Activity 3 – Develop Decision Packages and Performance Measures
Having gained a deep understanding of Public Works’s operations and performance in Activity 2, the project team
will then use our expertise in local government operations, budgeting, and process improvement to develop ZBB
decision packages for each bureau and division. As part of the decision package development, the project team will
focus on:
•Identifying opportunities for cost savings through more effective use of resources or consolidation of efforts
•Recommending process improvements to streamline workflows or enhance the use of technology
•Optimizing service delivery by eliminating overlapping or redundant efforts and considering alternative
approaches that maintain service levels while reducing cost
This work will necessitate a deep review of the financial performance and budgets for Public Works down to the
program or service level. This will include analysis of existing contracts as needed, a review of personnel allocation,
the utilization of equipment and materials, and an assessment of discretionary spending. Our team of local
government experts is familiar with the principles and theories of ZBB and will use this review to develop at least
three levels of decision packages for each of the nine divisions in the Public Works Department:
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RAFTELIS 24
• Core Operations Package – This budget package will allow the Department to continue providing services
that meet the City’s legal, regulatory, and fiduciary responsibilities to the community. This is the minimum
funding level for services to remain viable while still being responsible stewards for the City’s assets.
• Current Operations Package – This budget package will identify the additional funding necessary to
maintain the current service levels offered by the Public Works Department. This package would
incorporate the recommended improvements to efficiency and effectiveness identified in Activity 2 but
represent a higher level of service to the community than the Core Operations Package. Where feasible,
options may be provided for different means of providing the same service level.
• Best Practice or Enhanced Package – This budget package will identify the resources necessary for service
levels to be aligned with industry best practices, community expectations, or the City’s strategic priorities.
These would represent expanded or heightened service for the Department’s bureaus and divisions
compared to current operations. Where feasible, options may be provided for different methods to meet the
enhanced service level.
Each budget package will contain the recommended budget amount at the programmatic level as well as metrics to
reflect the expected performance of operating units at each of the different decision package levels. We will meet
with the City’s project team to review these packages and receive feedback and direction before finalizing them.
Activity 3 Meetings Activity 3 Deliverables
• Presentation of draft ZBB decision packages (virtual
meeting)
• Draft and final decision packages for the nine Public
Works divisions
Activity 4 – Facilitate ZBB Prioritization Workshop (Optional)
Once the decision packages have been identified, often the most difficult part of a ZBB approach is deciding which
options to pursue. It can be difficult to weigh the impact of cost savings against service level reductions or
community expectations. We recommend doing this through a facilitated workshop that would allow the Raftelis
project team, as a neutral third party, to bring decision makers together to have this difficult conversation and come
to a consensus.
We believe in fully supporting facilitated group meetings from beginning to end, from collaboratively planning the
agenda to providing a final deliverable summarizing the results. We will leverage our considerable experience by
facilitating stakeholder and task force meetings to support this effort. We will work with the City’s leadership to
develop the initial ZBB Prioritization Workshop communication strategy to inform the participants. This will
include the development of meeting goals, objectives, an initial agenda, and decision package materials to support
understanding of the group's purpose and process.
Our team will support an in-person workshop to review decision packages, discuss options, and identify a path
forward. We will collaborate with City leadership to ensure an understanding of the intended outcomes of the
session and will structure an agenda with this feedback in mind. We will provide appropriate meeting support
materials. During each meeting, the primary role of the facilitator is to ensure that the environment is respectful and
conducive to open and constructive dialogue, so the established objective is ultimately met. While the agenda
provides the structure to accomplish the tasks, we also know how important it is to pay attention to the group and
make sure conversations that need to happen take place. Therefore, we are flexible and in tune with the group
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RAFTELIS 25
during the process. We will actively engage participants, present relevant materials to the group, respond to
requests, and prepare follow-up materials as needed. This dynamic approach will better serve the developing needs
and understanding of the group as they work to achieve the City’s objectives.
Raftelis will provide a summary memorandum documenting the results and identifying the next steps following
each Task Force meeting.
Optional Activity 4 Meetings Optional Activity 4 Deliverables
• ZBB workshop facilitation and meeting support
• Meeting materials
• Draft and final memorandum summarizing discussion
and recommendations
Activity 5 – Prepare Project Deliverables
At the conclusion of our assessment, we will develop a comprehensive draft report that presents our findings and
recommendations in a format designed to inform decision-making and support long-term improvement efforts. The
report will include an executive summary, a description of our methodology and engagement approach, and a
detailed narrative of current departmental operations, organizational structure, and key challenges. It will also
summarize the zero-based budgeting approach and decision packages developed as part of the evaluation.
The City of Evanston will receive the draft report for review and discussion. We will request a single, consolidated
set of comments from the City and incorporate that feedback into the final version. We are also available to deliver
a final presentation to City staff or the Evanston City Council, depending on the City’s preferences and goals for
public engagement.
Activity 5 Meetings Activity 5 Deliverables
• Up to two report presentations (as requested)
• Draft and final report
• Presentation PowerPoint (if applicable)
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APPENDIX: FORMS
Appendix: Forms
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RAFTELIS 28
1a. Names and addresses of all Officers and Directors:
Stacey Aukamp (Vice President) – Remote (South Carolina)
Thierry Boveri (Vice President) – 341 N. Maitland Avenue, Suite 300, Maitland, FL 32751
Peiffer Brandt (President and CEO) – 227 W. Trade Street, Suite 1400, Charlotte, NC 28202
Mike Burton (Senior Principal) – Remote (Florida)
Catherine Carter (Vice President) – 227 W. Trade Street, Suite 1400, Charlotte, NC 28202
Jesse Charette (Senior Manager) – 21 Bellwether Way, Suite 410, Bellingham, WA 98225
Elaine Conti (Chief Administrative Officer) – 227 W. Trade Street, Suite 1400, Charlotte, NC 28202
Rocky Craley (Vice President) Remote (Pennsylvania)
Joe Crea (Vice President) – 19 Garfield Place, Suite 500, Cincinnati, OH 45202
Todd Cristiano (Vice President) – 383 N. Corona Street, Denver, CO 80218
Jon Davis (Senior Principal) – 227 W. Trade Street, Suite 1400, Charlotte, NC 28202
Michelle Ferguson (Executive Vice President) – Remote (North Carolina)
Angie Flores (Vice President) – 3755 S. Capital of Texas Highway, Suite 290, Austin, TX 78704
Dave Fox (Vice President) – 24 Superior Drive, Suite 107, Natick, MA 01760
Steve Gagnon (Vice President) – 611 Wilshire Boulevard, Suite 900, Los Angeles, CA 90017
Tony Hairston (Vice President) – 341 N. Maitland Avenue, Suite 300, Maitland, FL 32751
Murray Hamilton (Vice President) – 341 N. Maitland Avenue, Suite 300, Maitland, FL 32751
Jon Ingram (Vice President) – 19 Garfield Place, Suite 500, Cincinnati, OH 45202
Melissa Levin (Executive Vice President) – 227 W. Trade Street, Suite 1400, Charlotte, NC 28202
Henrietta Locklear (Senior Vice President) – Remote (Tennessee)
John Mastracchio (Executive Vice President) – 800 Troy-Schenectady Road, Suite 107, Latham, NY 12110
Chris McPhee (Chief Technology Officer) – 21 Bellwether Way, Suite 410, Bellingham, WA 98225
Nancy Hetrick (Vice President) – Remote (California)
Rob Ori (Senior Principal) – 341 N. Maitland Avenue, Suite 300, Maitland, FL 32751
Sudhir Pardiwala (Senior Principal) – Remote (Texas)
Jan Perkins (Vice President) – Remote (California)
Keith Readling (Senior Principal) – 807 East Main Street, Suite 6-050, Durham, NC 27701
Harold Smith (Senior Principal) – 383 N. Corona Street, Denver, CO 80218
Doug Spiers (Vice President) – Remote (California)
William Stannard (Senior Principal) – 215 W. Pershing Road, Suite 406, Kansas City, MO 64108
Jenn Tavantzis (Vice President) – 807 East Main Street, Suite 6-050, Durham, NC 27701
Darin Thomas (Senior Principal) – Remote (North Carolina)
Henry Thomas (Senior Vice President) – 341 N. Maitland Avenue, Suite 300, Maitland, FL 32751
Catherine Tuck Parrish (Senior Vice President) – Remote (Maryland)
1b. Names and addresses of shareholders owning shares equal to or in excess of 3%
Peiffer Brandt (President and CEO) – 227 W. Trade Street, Suite 1400, Charlotte, NC 28202
Harold Smith (Senior Principal) – 383 N. Corona Street, Denver, CO 80218
Jon Davis (Senior Principal) – 227 W. Trade Street, Suite 1400, Charlotte, NC 28202
Bart Kreps (Executive Vice President) – 227 W. Trade Street, Suite 1400, Charlotte, NC 28202
Tom Beckley (Vice President) – 215 W. Pershing Road, Suite 406, Kansas City, MO 64108
Henrietta Locklear (Vice President) - Remote (Tennessee)
Elaine Conti (Executive Vice President) - 227 W. Trade Street, Suite 1400, Charlotte, NC 28202
Melissa Levin (Executive Vice President) - 227 W. Trade Street, Suite 1400, Charlotte, NC 28202
Chris McPhee (Chief Technology Officer) – 21 Bellwether Way, Suite 410, Bellingham, WA 98225
John Mastracchio (Executive Vice President) – 800 Troy-Schenectady Road, Suite 107, Latham, NY 12110
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RAFTELIS 29
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RAFTELIS 30
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RAFTELIS 31
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RAFTELIS 32
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RAFTELIS 33
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RAFTELIS 35
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RAFTELIS 37
Not Applicable
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RAFTELIS 38
5/22/2025
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RAFTELIS 39
Explanation for Exhibit H:
The scope of work for this project is specialized and requires technical knowledge of both local government
operations, as well as zero-based budgeting practices. Because we possess the in-house knowledge and experience
necessary for this work, no subconsultants will be used.
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RAFTELIS 40
Not Applicable
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RAFTELIS 41
X
Please see page 17 of this submittal for our list of exceptions. We only offer the
exceptions for consideration, but would be willing to execute the contract if selected.
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RAFTELIS 42
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CITY OF EVANSTON
PROFESSIONAL SERVICES AGREEMENT
The parties referenced herein desire to enter into an agreement for professional
services for
Zero Based Budgeting Evaluation of the Public Works Department
(“the Project”)
RFP Number: 25-27
THIS AGREEMENT (hereinafter referred to as the “Agreement”) entered into this ___
day of ________________, 20___, between the City of Evanston, an Illinois municipal
corporation with offices located at 909 Davis Street, Evanston Illinois 60201 (hereinafter
referred to as the “City”), and Raftelis Financial Consultants with offices located at 19
Garfield Place, Suite 500, Cincinnati, OH 45202, (hereinafter referred to as the
“Consultant”). Compensation for all basic Services (“the Services”) provided by the
Consultant pursuant to the terms of this Agreement shall not exceed $99,030.
COMMENCEMENT DATEI.
Consultant shall commence the Services on ____________ or no later than
three to Agreement this delivers and City AFTER DAYS (3) executes
Consultant.
COMPLETION DATEII.
Consultant shall complete the Services by ____________. If this Agreement
provides for renewals after an initial term, no renewal shall begin until agreed to in
writing by both parties prior to the completion date of this Agreement.
III. PAYMENTS
City shall pay Consultant those fees as provided here: Payment shall be made
upon the completion of each task for a project, as set forth in Exhibit A –
Project Milestones and Deliverables. Any expenses in addition to those set
forth here must be specifically approved by the City in writing in advance.
IV. DESCRIPTION OF SERVICES
Consultant shall perform the services (the “Services”) set forth here: Services are
those as defined in Exhibit A, the City’s Request for Proposal No. # 25-27 (Exhibit B)
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and Consultant’s Response to the Proposal (Exhibit C). Services may include, if any,
other documented discussions and agreements regarding scope of work and cost
(Exhibit D).
GENERAL PROVISIONSV.
A. Services. Consultant shall perform the Services in a professional and
workmanlike manner. All Services performed and documentation (regardless
of format) provided by Consultant shall be in accordance with the standards of
reasonable care and skill of the profession, free from errors or omissions,
ambiguities, coordination problems, and other defects. Consultant shall take
into account any and all applicable plans and/or specifications furnished by
City, or by others at City’s direction or request, to Consultant during the term of
this Agreement. All materials, buildings, structures, or equipment designed or
selected by Consultant shall be workable and fit for the intended use thereof,
and will comply with all applicable governmental requirements. Consultant
shall require its employees to observe the working hours, rules, security
regulations and holiday schedules of City while working and to perform its
Services in a manner which does not unreasonably interfere with the City’s
business and operations, or the business and operations of other tenants and
occupants in the City which may be affected by the work relative to this
Agreement. Consultant shall take all necessary precautions to assure the
safety of its employees who are engaged in the performance of the Services,
all equipment and supplies used in connection therewith, and all property of
City or other parties that may be affected in connection therewith. If requested
by City, Consultant shall promptly replace any employee or agent performing
the Services if, in the opinion of the City, the performance of the employee or
agent is unsatisfactory.
Consultant is responsible for conforming its final work product to generally
accepted professional standards for all work performed pursuant to this
Agreement. Nothing in this Agreement accords any third-party beneficiary
rights whatsoever to any non-party to this Agreement that any non-party may
seek to enforce. Consultant acknowledges and agrees that should Consultant
or its sub-consultants provide false information, or fail to be or remain in
compliance with this Agreement; the City may void this Agreement. The
Consultant warrants and states that it has read the Contract Documents, and
agrees to be bound thereby, including all performance guarantees as respects
Consultant’s work and all indemnity and insurance requirements.
The Consultant shall obtain prior approval from the City prior to sub-
contracting with any entity or person to perform any of the work required under
this Agreement. If the Consultant sub-contracts any of the services to be
performed under this Agreement, the sub-consultant agreement shall provide
that the services to be performed under any such agreement shall not be
sublet, sold, transferred, assigned or otherwise disposed of to another entity or
person without the City’s prior written consent. The Consultant shall be
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responsible for the accuracy and quality of any sub-consultant’s work.
All sub-consultant agreements shall include verbatim or by reference the
provisions in this Agreement binding upon Consultant as to all Services
provided by this Agreement, such that it is binding upon each and every sub-
consultant that does work or provides Services under this Agreement.
The Consultant shall cooperate fully with the City, other City contractors, other
municipalities and local government officials, public utility companies, and
others, as may be directed by the City. This shall include attendance at
meetings,This City. the requested by hearings and discussions as
cooperation shall extend to any investigation, hearings or meetings convened
or instituted by the City, any of its departments, and/or OSHA relative to this
Project, as necessary. Consultant shall cooperate with the City in scheduling
and performing its Work to avoid conflict, delay in or interference with the work
of others, if any, at the Project.
Except as otherwise provided herein, the nature and scope of Services
specified in this Agreement may only be modified by a writing approved by
both parties. This Agreement may be modified or amended from time to time
provided, however, that no such amendment or modification shall be effective
unless reduced to writing and duly authorized and signed by the authorized
representatives of the parties.
Representation and Warranties.Consultant represents and warrants that:
(1) Consultant possesses and will keep in force all required licenses to
perform the Services; (2) the employees of Consultant performing the Services
are fully qualified, licensed as required, and skilled to perform the Services.
Breach/Default. Any one of the following events shall be deemed an event of
default hereunder by Consultant, subject to Consultant’s right to cure:
1. Failure to perform the Services as defined in Paragraph A above and
contained within Exhibit A;
2. Failure to comply with any other of the General Provisions contained within
this contract.
Consultant, within thirty (30) days, shall have the right to cure any default
herein listed at its own expense, including completion of Services or the
replacement or termination of any agent, employee, or sub-contractor as a
result of any violation of the General Provisions contained herein.
Remedy.City does not waive any right to exercise any option to cure any
breach or default on the part of contractor, including but not limited to
injunctive relief, an action in law or equity or termination of this Agreement as
outlined in Paragraph E of this section.
Termination.City may, at any time, with or without cause, terminate this
B.
C.
D.
E.
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Agreement upon seven (7) days written notice to Consultant. If the City
terminates this agreement, the City will make payment to Consultant for
Services performed prior to termination. Payments made by the City pursuant
to this Agreement are subject to sufficient appropriations made by the City of
Evanston City Council. In the event of termination resulting from non-
appropriation or insufficient appropriation by the City Council, the City’s
obligations hereunder shall cease and there shall be no penalty or further
payment required. In the event of an emergency or threat to the life, safety or
welfare of the citizens of the City, the City shall have the right terminate this
Agreement without prior written notice. Within thirty (30) days of termination of
this Agreement, the Consultant shall turn over to the City any documents,
drafts, and materials, including but not limited to, outstanding work product,
data, studies, test results, source documents, AutoCAD Version 2007, PDF,
ARTView, specifications technical and Excel Word, spreadsheets,
calculations, and any other such items specifically identified by the City related
to the Services herein.
Independent Consultant.F. Consultant’s status shall be that of an independent
Consultant and not that of a servant, agent, or employee of City. Consultant
shall not hold Consultant out, nor claim to be acting, as a servant, agent or
employee of City. Consultant is not authorized to, and shall not, make or
undertake any agreement, understanding, waiver or representation on behalf
of City. Consultant shall at its own expense comply with all applicable workers
compensation, unemployment insurance, employer’s liability, tax withholding,
minimum wage and hour, and other federal, state, county and municipal laws,
ordinances, its require shallConsultant orders. regulations rules, and
employees to observe the working hours, rules, security regulations and
holiday schedules of City, including but not limited to all policies and work
rules property the as such City City while employees to applicable on
Workplace Harassment Policy; COVID-19 Vaccination Policy; and Drug and
Alcohol Policy. Consultant agrees to abide by the Occupational Safety &
Health Act of 1970 (OSHA), and as the same may be amended from time to
time, applicable state and municipal safety and health laws and all regulations
pursuant thereto. Consultant shall certify that its agents, employees and
subcontractors are in compliance with City work rules applicable to City
employees while on City property. Failure to certify or violation of work rules is
subject to the Default provisions of Paragraph C.
Conflict of Interest.G.Consultant represents and warrants that no prior or
present services provided by Consultant to third parties conflict with the
interests of City in respect to the Services being provided hereunder except as
shall have been expressly disclosed in writing by Consultant to City and
consented to in writing to City.
Ownership of Documents and Other Materials.H.All originals, duplicates and
negatives of all plans, drawings, reports, photographs, charts, programs,
models, Excel2007, Versionspecifications, specimens, AutoCAD
be spreadsheets, PDF, and other documents or materials required to
furnished by Consultant hereunder, including drafts and reproduction copies
thereof, shall be and remain the exclusive property of City, and City shall have
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the unlimited right to publish and use all or any part of the same without
payment of any additional royalty, charge,or other compensation to
Consultant. Upon the termination of this Agreement, or upon request of City,
during any stage of the Services, Consultant shall promptly deliver all such
materials to City. Consultant shall not publish, transfer, license or, except in
connection with carrying out obligations under this Agreement, use or reuse all
or any part of such reports and other documents, including working pages,
without the prior written approval of City, provided, however, that Consultant
may retain copies of the same for Consultant’s own general reference.
Payment.I.Invoices for payment shall be submitted by Consultant to City at
the supporting reasonable with together address forth set above,
documentation, City may require such additional supporting documentation as
City reasonably deems necessary or desirable. Payment shall be made in
accordance with the Illinois Local Government Prompt Payment Act, after
City’s receipt of an invoice and all such supporting documentation.
Right to Audit.J.Consultant shall for a period of three years following
performance of the Services, keep and make available for the inspection,
examination and audit by City or City’s authorized employees, agents or
representatives, at all reasonable time, all records respecting the services and
expenses limitation, all without book, Consultant,by incurred including
accounts, memoranda, receipts, ledgers, canceled checks, and any other
documents indicating, documenting, verifying or substantiating the cost and
appropriateness by submitted invoice any If all and any of expenses.
Consultant is found to have been overstated, Consultant shall provide City an
immediate refund of the overpayment together with interest at the highest rate
permitted by applicable law, and shall reimburse all of City’s expenses for and
in connection with the audit respecting such invoice.
Indemnity.K. Consultant shall defend, indemnify and hold harmless the City
and its officers, elected and appointed officials, agents, and employees from
any and all liability, losses, or damages as a result of claims, demands, suits,
actions, or proceedings of any kind or nature, including but not limited to costs,
and fees, including attorney’s fees, judgments or settlements, resulting from or
arising out of any negligent or willful act or omission on the part of the
Consultant or sub-agents or sub-contractors, Consultant’s employees,
contractors during the performance of this Agreement. Such indemnification
shall not be limited by reason of the enumeration of any insurance coverage
herein provided. This provision shall survive completion, expiration, or
termination of this Agreement.
Nothing contained herein shall be construed as prohibiting the City, or its
officers, agents, or employees, from defending through the selection and use
of their own agents, attorneys, and experts, any claims, actions or suits
brought against them. The Consultant shall be liable for the costs, fees, and
expenses incurred in the defense of any such claims, actions, or suits. Nothing
herein shall be construed as a limitation or waiver of defenses available to the
City and employees and agents, including but not limited to the Illinois Local
Governmental and Governmental Employees Tort Immunity Act, 745 ILCS
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10/1-101 et seq.
At the City Corporation Counsel’s option, Consultant must defend all suits
brought upon all such Losses and must pay all costs and expenses incidental
to them, but the City has the right, at its option, to participate, at its own cost,
in the defense of any suit, without relieving Consultant of any of its obligations
under this Agreement. Any settlement of any claim or suit related to this
Agreement by Consultant must be made only with the prior written consent of
the City Corporation Counsel, if the settlement requires any action on the part
of the City.
To the extent permissible by law, Consultant waives any limits to the amount
of its obligations to indemnify, defend, or contribute to any sums due under
any Losses, including any claim by any employee of Consultant that may be
subject to the Illinois Workers Compensation Act, 820 ILCS 305/1 et seq. or
any other related law or judicial decision, including but not limited to, Kotecki v.
Cyclops Welding Corporation, 146 Ill. 2d 155 (1991). The City, however, does
not waive any limitations it may have on its liability under the Illinois Workers
Compensation Act, the Illinois Pension Code or any other statute.
Consultant shall be responsible for any losses and costs to repair or remedy
work performed under this Agreement resulting from or arising out of any act
or omission, neglect, or misconduct in the performance of its Work or its sub-
consultants’ work. Acceptance of the work by the City will not relieve the
Consultant of the responsibility for subsequent correction of any such error,
omissions and/or negligent acts or of its liability for loss or damage resulting
therefrom. All provisions of this Section shall survive completion, expiration, or
termination of this Agreement.
Insurance.L.Consultant shall carry and maintain at its own cost with such
companies as are reasonably acceptable to City all necessary liability
insurance (which shall include as a minimum the requirements set forth below)
during the term of this Agreement, for damages caused or contributed to by
Consultant, and insuring Consultant against claims which may arise out of or
result Services the perform to from orperformance Consultant’s failure
limits employer’s and statutory compensation worker’s (1) hereunder: in
liability insurance in the amount of at least $500,000, (2) comprehensive
general liability coverage, and designating City as additional insured for not
less than $3,000,000 combined single limit for bodily injury, death and property
damage, per occurrence, (3) comprehensive automobile liability insurance
covering owned, non-owned and leased vehicles for not less than $1,000,000
combined property perdamage, or death injury, bodily for limit single
occurrence, and (4) errors and omissions or professional liability insurance
respecting any insurable professional services hereunder in the amount of at
least $1,000,000. Consultant shall give to the City certificates of insurance for
all Services done pursuant to this Agreement before Consultant performs any
Services, and, if requested by City, certified copies of the policies of insurance
evidencing the coverage and amounts set forth in this Section. The City may
also Additional the of copies Insured to Consultant require provide
Endorsement to said policy (ies) which name the City as an Additional Insured
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for all of Consultant’s Services and work under this Agreement. Any
limitations or modification on the certificate of insurance issued to the City in
compliance with this Section that conflict with the provisions of this Section
shall have no force and effect. Consultant’s certificate of insurance shall
contain a provision that the coverage afforded under the policy(s) will not be
canceled (handnotice written priordays reduced thirty without or (30)
Consultant the thatunderstands City. or mail) registered delivered to
acceptance of certificates, policies and any other documents by the City in no
way releases the Consultant and its sub-contractors from the requirements set
forth herein. Consultant expressly agrees to waive its rights, benefits and
entitlements under the “Other Insurance” clause of its commercial general
liability insurance policy as respects the City. In the event Consultant fails to
purchase or procure insurance as required above, the parties expressly agree
that Consultant shall be in default under this Agreement, and that the City may
recover all losses, attorney’s fees and costs expended in pursuing a remedy or
reimbursement, at law or in equity, against Consultant.
Consultant to comply with all fails it if agrees and acknowledges that
requirements of this Section, that the City may void this Agreement.
Confidentiality. M.Agreement, providemay City this In connection with
Consultant with information to enable Consultant to render the Services
hereunder, or Consultant may develop confidential information for City.
Consultant agrees (i) to treat, and to obligate Consultant’s employees to treat,
as secret and confidential all such information whether or not identified by City
as confidential, (ii) not to disclose any such information or make available any
reports, recommendations and /or conclusions which Consultant may make for
City to any person, firm or corporation or use the same in any manner
whatsoever without first obtaining City’s written approval, and (iii) not to
disclose to City any information obtained by Consultant on a confidential basis
from written received have shall first unless party third any Consultant
permission from such third party to disclose such information.
Pursuant to the Illinois Freedom of Information Act, 5 ILCS 140/7(2), records in
the possession of others whom the City has contracted with to perform a
governmental function are covered by the Act and subject to disclosure within
limited statutory timeframes (five (5) working days with a possible five (5)
working day extension). Upon notification from the City that it has received a
Freedom the within records for calls that Act Information of request
Consultant’s control, the Consultant shall promptly provide all requested
records to the City so that the City may comply with the request within the
required timeframe. The City and the Consultant shall cooperate to determine
what records are subject to such a request and whether or not any exemption
to the disclosure of such records or part thereof is applicable. Vendor shall
indemnify and defend the City from and against all claims arising from the
City’s exceptions to disclosing certain records which Vendor may designate as
proprietary or confidential. Compliance by the City with an opinion or a
directive from the Illinois Public Access Counselor or the Attorney General
under FOIA, or with a decision or order of Court with jurisdiction over the City,
shall not be a violation of this Section.
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Use of City’s Name or Picture of Property.N. Consultant shall not in the
course of performance of this Agreement or thereafter use or permit the use of
City’s name nor the name of any affiliate of City, nor any picture of or
reference to its Services in any advertising, promotional or other materials
prepared by or on behalf of Consultant, nor disclose or transmit the same to
any other party.
No Assignments or Sub-contracts.O.Consultant shall not assign or sub-
contract all or any part or its rights or obligations hereunder without City’s
express prior written approval. Any attempt to do so without the City’s prior
consent shall, at City’s option, be null and void and of no force or effect
whatsoever. Consultant shall not employ, contract with, or use the services of
any other architect, interior designer, engineer, consultant, special contractor,
or other third party in connection with the performance of the Services without
the prior written consent of City.
Compliance with Applicable Statutes, Ordinances and Regulations.P.In
performing the Services, Consultant shall comply with all applicable federal,
state, at regulations, ordinances and municipal and county, statutes,
Consultant’s sole cost and expense, except to the extent expressly provided to
the contrary herein. Whenever the City deems it reasonably necessary for
security reasons, the City may conduct at its own expense, criminal and driver
history background checks of Consultant’s officers, employees, sub-
contractors, or agents. Consultant shall immediately reassign any such
individual who in the opinion of the City does not pass the background check.
Liens and Encumbrances.Q.Consultant, for itself, and on behalf of all sub-
contractors, suppliers, materialmen and others claiming by, through or under
Consultant, hereby waives and releases any and all statutory or common law
mechanics’ materialmen’s’ or other such lien claims, or rights to place a lien
upon City property or any improvements thereon in connection with any
Services performed under or in connection with this Agreement. Consultant
further agrees, as and to the extent of payment made hereunder, to execute a
sworn affidavit respecting the payment and lien releases of all sub-contractors,
suppliers and materialmen, and a release of lien respecting the Services at
such time or times and in such form as may be reasonably requested by City.
Consultant shall protect City from all liens for labor performed, material
supplied or used by Consultant and/or any other person in connection with the
Services undertaken by consultant hereunder, and shall not at any time suffer
or permit any lien or attachment or encumbrance to be imposed by any sub-
consultant, supplier or materialmen, or other person, firm or corporation, upon
City property or any improvements thereon, by reason or any claim or demand
against Consultant or otherwise in connection with the Services.
Notices.R.Every notice or other communication to be given by either party to
the other with respect to this Agreement, shall be in writing and shall not be
effective for any purpose unless the same shall be served personally or by
United States certified or registered mail, postage prepaid, addressed if to City
as follows: City of Evanston, 909 Davis Street, Evanston, Illinois 60201,
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Attention: Purchasing Division and to Consultant at the address first above set
forth, or at such other address or addresses as City or Consultant may from
time to time designate by notice given as above provided.
S. Attorney’s Fees. In the event that the City commences any action, suit, or
other proceeding to remedy, prevent, or obtain relief from a breach of this
Agreement by Consultant, or arising out of a breach of this Agreement by
Consultant, the City shall recover from the Consultant as part of the judgment
against Consultant, its attorneys’ fees and costs incurred in each and every
such action, suit, or other proceeding.
T. Waiver. Any failure or delay by City to enforce the provisions of this
Agreement shall in no way constitute a waiver by City of any contractual right
hereunder, unless such waiver is in writing and signed by City.
U. Severability. In the event that any provision of this Agreement should be held
void, or unenforceable, the remaining portions hereof shall remain in full force
and effect.
V. Choice of Law. The rights and duties arising under this Agreement shall be
governed by the laws of the State of Illinois. Venue for any action arising out
or due to this Agreement shall be in Cook County, Illinois. The City shall not
enter into binding arbitration to resolve any dispute under this Agreement. The
City does not waive tort immunity by entering into this Agreement.
W. Time. Consultant agrees all time limits provided in this Agreement and any
Addenda or Exhibits hereto are of essence to this Agreement. Consultant
shall continue to perform its obligations while any dispute concerning the
Agreement is being resolved, unless otherwise directed by the City.
X. Survival. Except as expressly provided to the contrary herein, all provisions
of this Agreement shall survive all performances hereunder including the
termination of the Consultant.
EQUAL EMPLOYMENT OPPORTUNITYVI.
In the event of the Consultant’s noncompliance with any provision of Section 1-12-5
of the Evanston City Code, the Illinois Human Rights Act or any other applicable law,
the Consultant may be declared non-responsible and therefore ineligible for future
contracts or sub-contracts with the City, and the contract may be cancelled or voided
in whole or in part, and such other sanctions or penalties may be imposed or
remedies invoked as provided by statute or regulation.
During the performance of the contract, the Consultant agrees as follows:
A. That it will not discriminate against any employee or applicant for employment
because of race, color, religion, sex, sexual orientation, marital status, national origin
or ancestry, or age or physical or mental disabilities that do not impair ability to work,
and further that it will examine all job classifications to determine if minority persons
or women are underutilized and will take appropriate affirmative action to rectify any
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such underutilization. Consultant shall comply with all requirements of City of
Evanston Code Section 1-12-5.
B. That, in all solicitations or advertisements for employees placed by it on its
behalf, it will state that all applicants will be afforded equal opportunity without
discrimination because of race, color, religion, sex, sexual orientation, marital status,
national origin, ancestry, or disability.
VII.SEXUAL HARASSMENT POLICY
The Consultant certifies pursuant to the Illinois Human Rights Act (775 ILCS 5/2105
et. seq.), that it has a written sexual harassment policy that includes, at a minimum,
the following information:
A. The illegality of sexual harassment;
B. The definition of sexual harassment under State law;
C. A description of sexual harassment utilizing examples;
D. The Consultant’s internal complaint process including penalties;
E. Legal recourse, investigation and complaint process available through the
Illinois Department of Human Rights and the Human Rights Commission, and
directions on how to contact both; and
F. Protection against retaliation as provided to the Department of Human Rights.
VIII. CONSULTANT CERTIFICATIONS
A. Consultant acknowledges and agrees that should Consultant or its sub-
consultant provide false information, or fails to be or remain in compliance with the
Agreement, the City may void this Agreement.
B. Consultant certifies that it and its employees will comply with applicable
provisions of the U.S. Civil Rights Act, Section 504 of the Federal Rehabilitation Act,
the Americans with Disabilities Act (42 U.S.C. Section 1201 et seq.) and applicable
rules in performance under this Agreement.
C. If Consultant, or any officer, director, partner, or other managerial agent of
Consultant, has been convicted of a felony under the Sarbanes-Oxley Act of 2002, or
a Class 3 or Class 2 felony under the Illinois Securities Law of 1953, Consultant
certifies at least five years have passed since the date of the conviction.
D. Consultant certifies that it has not been convicted of the offense of bid rigging
or bid rotating or any similar offense of any State in the U.S., nor made any
admission of guilt of such conduct that is a matter of record. (720 ILCS 5/33 E-3, E-
4).
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E. In accordance with the Steel Products Procurement Act, Consultant certifies
steel products used or supplied in the performance of a contract for public works shall
be manufactured or produced in the U.S. unless the City grants an exemption.
F. Consultant certifies that it is properly formed and existing legal entity, and as
applicable, has obtained an assumed name certificate from the appropriate authority,
or has registered to conduct business in Illinois and is in good standing with the
Illinois Secretary of State.
G. If more favorable terms are granted by Consultant to any similar governmental
entity in any state in a contemporaneous agreement let under the same or similar
financial terms and circumstances for comparable supplies or services, the more
favorable terms shall be applicable under this Agreement.
H. Consultant certifies that it is not delinquent in the payment of any fees, fines,
damages, or debts to the City of Evanston.
IX. INTEGRATION
This Agreement, together with Exhibits A, B, C, and D sets forth all the covenants,
conditions and promises between the parties with regard to the subject matter set
forth herein.There are no covenants, promises, agreements,conditions or
understandings between the parties, either oral or written, other than those contained
in this Agreement. This Agreement has been negotiated and entered into by each
party with the opportunity to consult with its counsel regarding the terms therein. No
portion of the Agreement shall be construed against a party due to the fact that one
party drafted that particular portion as the rule of contra proferentem shall not apply.
In the event of any inconsistency between this Agreement, and any Exhibits, this
Agreement shall control over the Exhibits. In no event shall any proposal or contract
form submitted by Consultant be part of this Agreement unless agreed to in a writing
signed by both parties and attached and referred to herein as an Addendum, and in
such event, only the portions of such proposal or contract form consistent with this
Agreement and Exhibits hereto shall be part hereof.
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IN WITNESS WHEREOF, the parties hereto have each approved and executed this
Agreement on the day, month and year first above written.
CONSULTANT:CITY OF EVANSTON
909 DAVIS STREET
EVANSTON, IL 60201
By: ________________________By:________________________
Luke Stowe
Its: ________________________Its: City Manager
FEIN Number: _______________Date: _______________________
Date: _______________________Approved as to form:
By:
Alexandra Ruggie
Its: Corporation Counsel
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EXHIBIT A – Project Milestones and Deliverables
This EXHIBIT A to that certain Consulting Agreement dated _______ between the City of
Evanston, Financial and 60201(“City”) Illinois, Raftelis Street, Davis 909 Evanston,
Consultants (“Consultant”) sets forth the Commencement and Completion Date, Services,
Fees, and Reimbursable Expenses as follows:
COMMENCEMENT DATE: ____________________I.
II.COMPLETION DATE: ________________________
III.FEES: Not to exceed $99,030
IV.SERVICES/SCOPE OF WORK:
As defined in RFP #25-27 (Exhibit B) and Consultants Response to Proposal
(Exhibit C)
Dated: ______________
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