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HomeMy WebLinkAbout25C - AGMT - STRATEGIC PLANREQUEST FOR COUNCIL ACTION CITY COUNCIL MEETING DATE: JUNE 3, 2013 TITLE: FIVE-YEAR STRATEGIC PLAN PROCESS AGREEMENT WITH MANAGEMENT PARTNERS CI MANAGER RECOMMENDED ACTION CLERK OF COUNCIL USE ONLY: APPROVED ? As Recommended ? As Amended ? Ordinance on 1" Reading ? Ordinance on 2nd Reading ? Implementing Resolution ? Set Public Hearing For CONTINUED TO FILE NUMBER Authorize the City Manager and Clerk of the Council to execute an agreement with Management Partners, Inc. for the completion of the five-year strategic plan process in an amount not to exceed $50,000, subject to non-substantive changes approved by the City Manager and City Attorney. DISCUSSION In June 2012, the City embarked in a strategic planning process and engaged Management Partners Inc. to facilitate the project. There were two phases identified for the project: Phase 1 was to establish a set of priorities for the 2012-13 fiscal year and Phase 2 was to develop a five- year strategic plan for the City. Management Partners worked with the City Council members and the management staff beginning in June 2012 to develop the key priorities for the fiscal year and completed that part of the project in November 2012. Due to a transition in leadership, the initiation of Phase 2 of the project, the development of a five- year strategic plan, which had been scheduled to begin in December 2012, was delayed until April 2013. At that time, a Council subcommittee on strategic planning composed of Councilmembers Benavides, Martinez and Reyna was established. On April 30 and May 7, the subcommittee, together with a Department Head subcommittee of the directors of Planning and Building, Parks and Recreation, and Public Works, as well as the Interim City Manager and the Interim Deputy City Manager, met with the Management Partners representatives to determine the next steps in the process. Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. The five-year strategic plan will include a vision, a description of the mission of the organization, a set of values that will guide actions, a set of multi-year goals that guide decisions, strategies for each of the goals, and an action plan for implementation. The City Council and staff are committed to engaging the community in the process of developing the City's five-year strategic plan. 25C-1 Five-Year Strategic Plan Process Agreement with Management Partners June 3, 2013 Page 2 In order to complete the process of developing and defining the City's five-year strategic plan, Management Partners has proposed a work plan that will result in presenting a final project to the Council for adoption in November, 2013. The plan is estimated to require 268 hours of consulting work at a cost of $45,000; Management Partners also recommends incorporating $10,000 of contingencies for additional meetings or changes in the scope of the project into the agreement. As there is approximately $5,000 remaining in a contract with Management Partners for 2012-13, it is recommended that the agreement for the completion of the development of the five-year strategic plan be in an amount not to exceed $50,000. FISCAL IMPACT Funds for the agreement are available in the Non-Departmental account for contractual services (account no. 01105015-62300). APPROVED AS TO FUNDS AND ACCOUNTS Francisco Gutierrez Executive Director Finance and Management Services 25C-2 AGREEMENT FOR PROVISION OF STRATEGIC PLANNING SERVICES THIS AGREEMENT, made and entered into this day of , 2013 by and between Management Partners Incorporated, a California corporation (hereinafter "Consultant"), and the City of Santa Ana, a charter city and municipal corporation organized and existing under the Constitution and laws of the State of California (hereinafter "City"). RECITALS A. The City desires to retain a consultant having special skill and knowledge in assisting cities with the creation of a strategic plan. B. Consultant represents that Consultant is able and willing to provide such services to the city. C. In undertaking the performance of this Agreement, Consultant represents that it is knowledgeable in its field and that any services performed by Consultant under this Agreement will be performed in compliance with such standards as may reasonably be expected from a professional consulting firm in the field. NOW THEREFORE, in consideration of the mutual and respective promises, and subject to the terms and conditions hereinafter set forth, the parties agree as follows: 1. SCOPE OF SERVICES Consultant shall complete a strategic plan for the City by completing all those tasks set forth in Consultant's Proposal dated May 28, 2013, a copy of which is attached as Exhibit A to this Agreement, and incorporated herein by reference (the Project). 2. REPRESENTATIVES For purposes of implementing this Agreement, the representative of City shall be the City Manager, or his designated representative, and the representative of the Consultant shall be Jan Perkins or her designated representative. Except as may be otherwise stated herein, such representatives shall have the authority to act on behalf of their respective parties in carrying out the terms of this Agreement. 3. DELIVERY OF WORK PRODUCT - OWNERSHIP Consultant warrants and represents that it has the absolute right to enter into and perform this Agreement and will perform its obligations hereunder in accordance with standards and practices prevailing in the industry. Consultant's contribution to the Project, including works to be produced by Consultant hereunder, will not infringe or misappropriate the proprietary or 25C-3 personal rights of any third person or party. Consultant shall deliver to City any work product which results from the services provided. Said work product shall be submitted in hard copy and produced in a form compatible with City's information systems, as agreed between the Project Manager and Consultant. In regard to all material produced as a deliverable under this Agreement, including but not limited to records, papers, drawings, specifications, programs, systems and other materials prepared by Consultant, Consultant agrees, for itself and its affected officers, employees, agents, contractors, and volunteer workers, that (a) other such material shall be the property of the City, and may not be copyrighted without prior review from the City, and (b) the authors of all such material, whether copyrighted or not, award to the City, and to its officers, agents and employees acting within the scope of their official duties, as a condition of payment to the Consultant, a royalty-free, nonexclusive, irrevocable license throughout the world for governmental purposes to disclose, publish, translate, reproduce, and use such materials. 4. COMPENSATION a. City agrees to pay, and Consultant agrees to accept as total payment for its services, a total sum not to exceed $50,000.00, payable in increments, within at least 30 days from the date that the City receives each invoice for services. b. Payment by City shall be made within thirty (30) days following receipt of proper invoice evidencing work performed, subject to City accounting procedures. Each monthly invoice shall list milestones delivered and/or activities completed in the previous month, and the payment due therefore. Payment need not be made for work which fails to meet the standards of performance set forth in the Recitals which may reasonably be expected by City. 5. TERM This Agreement shall commence on the date first written above and terminate on November 30, 2013 or when the final strategic plan document is presented to the City, whichever is later, unless terminated earlier in accordance with Section 14, below. 6. INDEPENDENT CONTRACTOR Consultant shall, during the entire term of this Agreement, be construed to be an independent contractor and not an employee of the City. This Agreement is not intended nor shall it be construed to create an employer-employee relationship, a joint venture relationship, or to allow the City to exercise discretion or control over the professional manner in which Consultant performs the services which are the subject matter of this Agreement; however, the services to be provided by Consultant shall be provided in a manner consistent with all applicable standards and regulations governing such services. Consultant shall pay all salaries and wages, employer's social security taxes, unemployment insurance and similar taxes relating to employees and shall be responsible for all applicable withholding taxes. 25C-4 7. INSURANCE Prior to undertaking performance of work under this Agreement, Consultant shall maintain and shall require its subcontractors, if any, to obtain and maintain insurance as described below: a. Due to the nature of services provided Commercial General Liability Insurance is not required. b. Business automobile liability insurance, or equivalent form, with a combined single limit of not less than $2,000,000 combined single limit. Such insurance shall include coverage for owned, hired and non-owned automobiles. c. Worker's Compensation Insurance. In accordance with the provisions of Section 3300 of the Labor Code, Consultant, if Consultant has any employees, is required to be insured against liability for worker's compensation or to undertake self-insurance. Prior to commencing the performance of the work under this Agreement, Consultant agrees to obtain and maintain any employer's liability insurance with limits not less than $1,000,000 per accident. d. Professional liability (errors and omissions) insurance, with a combined single limit of not less than $1,000,000 per claim. e. The following requirements apply to the insurance to be provided by Consultant pursuant to this section: (i) Consultant shall maintain all insurance required above in full force and effect for the entire period covered by this Agreement. (ii) Certificates of insurance shall be furnished to the City upon execution of this Agreement and shall be approved in form by the City Attorney. (iii) Certificates and policies shall state that the policies shall not be canceled or reduced in coverage or changed in any other material aspect without thirty (30) days prior written notice to the City. f. If Consultant fails or refuses to produce or maintain the insurance required by this section or fails or refuses to furnish the City with required proof that insurance has been procured and is in force and paid for, the City shall have the right, at the City's election, to forthwith terminate this Agreement. Such termination shall not effect Consultant's right to be paid for its time and materials expended prior to notification of termination. Consultant waives the right to receive compensation and agrees to indemnify the City for any work performed prior to approval of insurance by the City. 8. INDEMNIFICATION Consultant agrees to and shall indemnify and hold harmless the City, its officers, agents, employees, consultants, special counsel, and representatives from liability: (1) for personal injury, damages, just compensation, restitution, judicial or equitable relief arising out of claims 25C-5 for personal injury, including death, and claims for property damage, which may arise from the negligence, recklessness or willful misconduct of the Consultant or its contractors, subcontractors, agents, employees, or other persons acting on their behalf which relates to the services described in section 1 of this Agreement; and (2) from any claim that personal injury, damages, just compensation, restitution, judicial or equitable relief is due by reason of the negligence, recklessness or willful misconduct of Consultant arising from this Agreement. The Consultant further agrees to indemnify, hold harmless, and pay all costs for the defense of the City, including fees and costs for special counsel to be selected by the City, regarding any action by a third party asserting that personal injury, damages, just compensation, restitution, judicial or equitable relief due to personal or property rights arises by reason of the terms of, or effects arising from this Agreement. City may make all reasonable decisions with respect to its representation in any legal proceeding. 9. CONFIDENTIALITY If Consultant receives from the City information which due to the nature of such information is reasonably understood to be confidential and/or proprietary, Consultant agrees that it shall not use or disclose such information except in the performance of this Agreement, and further agrees to exercise the same degree of care it uses to protect its own information of like importance, but in no event less than reasonable care. "Confidential Information" shall include all nonpublic information. Confidential information includes not only written information, but also information transferred orally, visually, electronically, or by other means. Confidential information disclosed to either party by any subsidiary and/or agent of the other party is covered by this Agreement. The foregoing obligations of non-use and nondisclosure shall not apply to any information that (a) has been disclosed in publicly available sources; (b) is, through no fault of the Consultant disclosed in a publicly available source; (c) is in rightful possession of the Consultant without an obligation of confidentiality; (d) is required to be disclosed by operation of law; or (e) is independently developed by the Consultant without reference to information disclosed by the City. 10. CONFLICT OF INTEREST CLAUSE Consultant covenants that it presently has no interests and shall not have interests, direct or indirect, which would conflict in any manner with performance of services specified under this Agreement. 11. NOTICE Any notice, tender, demand, delivery, or other communication pursuant to this Agreement shall be in writing and shall be deemed to be properly given if delivered in person or mailed by first class or certified mail, postage prepaid, or sent by facsimile or other telegraphic communication in the manner provided in this Section, to the following persons: To City: Clerk of the City Council City of Santa Ana 25C-6 20 Civic Center Plaza (M-30) P.O. Box 1988 Santa Ana, CA 92702-1988 facsimile (714) 647-6956 With courtesy copies to: City Manager City of Santa Ana 20 Civic Center Plaza (M-31) P.O. Box 1988 Santa Ana, California 92702 facsimile (714) 647-6954 and City Attorney City of Santa Ana 20 Civic Center Plaza (M-29) P.O. Box 1988 Santa Ana, California 92702 facsimile (714) 647-6515 To Consultant: Management Partners, Inc. Ms. Jan Perkins 3152 Red Hill Avenue, Suite 210 Costa Mesa, California 92626 facsimile (408)453-6191 A party may change its address by giving notice in writing to the other party. Thereafter, any communication shall be addressed and transmitted to the new address. If sent by mail, communication shall be effective or deemed to have been given three (3) days after it has been deposited in the United States mail, duly registered or certified, with postage prepaid, and addressed as set forth above. If sent by facsimile, communication shall be effective or deemed to have been given twenty-four (24) hours after the time set forth on the transmission report issued by the transmitting facsimile machine, addressed as set forth above. For purposes of calculating these time frames, weekends, federal, state, County or City holidays shall be excluded. 12. EXCLUSIVITY AND AMENDMENT This Agreement represents the complete and exclusive statement between the City and Consultant, and supersedes any and all other agreements, oral or written, between the parties. In the event of a conflict between the terms of this Agreement and any attachments hereto, the terms of this Agreement shall prevail. This Agreement may not be modified except by written instrument signed by the City and by an authorized representative of Consultant. The parties agree that any terms or conditions of any purchase order or other instrument that are inconsistent with, or in addition to, the terms and conditions hereof, shall not bind or obligate Consultant nor the City. Each party to this Agreement acknowledges that no representations, inducements, 25C-7 promises or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any party, which are not embodied herein. 13. ASSIGNMENT Inasmuch as this Agreement is intended to secure the specialized services of Consultant, Consultant may not assign, transfer, delegate, or subcontract any interest herein without the prior written consent of the City and any such assignment, transfer, delegation or subcontract without the City's prior written consent shall be considered null and void. Nothing in this Agreement shall be construed to limit the City's ability to have any of the services which are the subject to this Agreement performed by City personnel or by other consultants retained by City. 14. TERMINATION This Agreement may be terminated by the City upon thirty (30) days written notice of termination. In such event, Consultant shall be entitled to receive and the City shall pay Consultant compensation for all services performed by Consultant prior to receipt of such notice of termination, subject to the following conditions: a. As a condition of such payment, the City Manager may require Consultant to deliver to the City all work product completed as of such date, and in such case such work product shall be the property of the City unless prohibited by law, and Consultant consents to the City's use thereof for such purposes as the City deems appropriate. However, any use of unfinished work product shall be at City's sole risk. b. Payment need not be made for work which fails to meet the standard of performance specified in the Recitals of this Agreement. 15. DISCRIMINATION Consultant shall not discriminate because of race, color, creed, religion, sex, marital status, sexual orientation, age, national origin, ancestry, or disability, as defined and prohibited by applicable law, in the recruitment, selection, training, utilization, promotion, termination or other employment related activities. Consultant affirms that it is an equal opportunity employer and shall comply with all applicable federal, state and local laws and regulations. 16. JURISDICTION - VENUE This Agreement and all questions relating to its validity, interpretation, performance, and enforcement shall be government and construed in accordance with the laws of the State of California. This Agreement has been executed and delivered in the State of California and the validity, interpretation, performance, and enforcement of any of the clauses of this Agreement shall be determined and governed by the laws of the State of California. Both parties further agree that Orange County, California, shall be the venue for any action or proceeding that may be brought or arise out of, in connection with or by reason of this Agreement. 25C-8 17. PROFESSIONAL LICENSES Consultant shall, throughout the term of this Agreement, maintain all necessary licenses, permits, approvals, waivers, and exemptions necessary for the provision of the services hereunder and required by the laws and regulations of the United States, the State of California, the City of Santa Ana and all other governmental agencies. Consultant shall notify the City immediately and in writing of her inability to obtain or maintain such permits, licenses, approvals, waivers, and exemptions. Said inability shall be cause for termination of this Agreement. 18. MISCELLANEOUS PROVISIONS a. Each undersigned represents and warrants that its signature herein below has the power, authority and right to bind their respective parties to each of the terms of this Agreement, and shall indemnify City fully, including reasonable costs and attorney's fees, for any injuries or damages to City in the event that such authority or power is not, in fact, held by the signatory or is withdrawn. b. This Agreement may be executed and delivered in any number of counterparts, each of which, when executed and delivered shall be deemed an original and all of which together shall constitute the same agreement. Facsimile signatures will be permitted. c. Captions and headings in this Agreement, including the title of this Agreement, are for convenience only and are not to be considered in construing this Agreement. d. All Exhibits referenced herein and attached hereto shall be incorporated as if fully set forth in the body of this Agreement. /// 25C-9 IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date and year first above written. ATTEST: CITY OF SANTA ANA MARIA D. HUIZAR KEVIN O'ROURKE Clerk of the Council Interim City Manager APPROVED AS TO FORM: SONIA R. CARVALHO City Attorney MANAGEMENT PARTNERS GERALD E. NEWFARMER President and CEO Tax ID# 25C-10 EXHIBIT A CONSULTANT'S PROPOSAL 25C-11 Management Partners May 28, 2013 Mr. Kevin O'Rourke Interim City Manager City of Santa Ana 20 Civic Center Plaza Santa Ana, CA 92702 Dear Mr. O'Rourke: We are pleased to provide this proposal to complete a strategic planning process for the City of Santa Ana. The process of developing a strategic plan is important to the future of an organization. The public deserves to be served by a city that is grounded in a sound vision, mission and strategic direction designed to address key issues to assure a positive future. Our team members have helped many organizations develop strategic plans and we welcome the opportunity to assist the City of Santa Ana. The City of Santa Ana initiated its strategic planning project in June 2012 and Management Partners was engaged to facilitate the process. The project was divided into two phases. The first phase was launched in June 2012 and was intended to result in a set of priorities for FY 2012/13. The second phase was intended to begin in January 2013 and was to result in a five- year strategic plan. It was to have been completed in June 2013. Due to transitions in the City Manager's Office, the second phase was not initiated until recently. This proposal outlines the process and fee for facilitating the five-year strategic planning process. Status of Phase 1 Between June and October 2012, Management Partners began the first phase of the strategic planning process, focusing on FY 2012/13. The first step was to conduct individual interviews with each Councilmember to learn about their priorities for the fiscal year. These priorities were summarized and then discussed with the Executive Management Team (EMT) in a series of workshops. The EMT also identified the key priorities that their departments either intended to pursue or that were, in their opinions, critical issues in need of attention. As part of this process a subcommittee of EMT members helped guide the workshops and prepare materials for discussion by the EMT. The result of this work with the EMT was a set of priorities for FY 2012/13 in a document dated November 1, 2012. Description of Phase 2 The second phase is to create a five-year strategic plan. A strategic plan is a clear statement of where the City is going and how it intends to get there. It includes a vision, a description of the mission of the organization, a set of values that will guide actions, a set of multi-year goals that 1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 8615400 • FAx 513 8613480 MANAGEMENTPARTNERS.COM 2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • 408 437 5400 • FAx 408 453 6191 3152 RED HILL AVENUE, SUITE 210 • COSTA MESA, CALIFORNIA 92626 • 949 222 1082 • FAx 408 453 6191 25C-12 Mr. Kevin O'Rourke Page 2 guide decisions, strategies for each of the goals, and an action plan for implementation. The action plan ensures the strategic plan is realistic and achievable. A strategic plan can provide the overall framework to link together other plans, such as economic development, capital improvement, budgeting, policy issues, organizational efficiencies and the General Plan. The following graphic shows these relationships. The City of Santa Ana desires a strategic planning process that engages community stakeholders, along with City Council and City staff so that the vision and priorities of the community are well understood by the Council and staff. The process will include completing an assessment of the City's strengths, weaknesses, opportunities and threats (SWOT). Additionally, to provide a base from which to establish goals, an environmental scan is typically conducted. It typically includes key factors influencing the City now and identifies trends that are likely to have an effect in the future. Typical data include fiscal constraints and opportunities, service demand drivers, demographic trends, policy issues, legislation, customer profiles and anticipated changes in customer base, productivity and workforce issues. The following graphic shows the key components of a strategic plan. A vision sets the focus for the future. It is a statement of where the organization is going. A mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do. 25C-13 Mr. Kevin O'Rourke Page 3 The values of an organization drive the goals created and the process of implementation. Values provide the basis for how the organization and its members will work to achieve the mission and vision. Examples include professional excellence, innovation, responsiveness, leadership, teamwork and integrity. Goals set the framework that guides the direction and focus of the organization, budget decisions and allocation of other resources, such as staff time. They are "up on the balcony" wide views of opportunities for change and improvement and state the desired future. Goals or strategic priorities provide the "why" (larger meaning and context) of the specific actions the agency takes. They help the executive team decide which of the many worthy projects should be done and when, within available resources. Goals must be meaningful and attainable. Objectives are the means to achieve the goals. They describe an approach or method and begin to answer the question: How will we go about accomplishing the goal? They may include broad areas to pursue, rather than individual projects. To assure that the goal is achieved, later in the process each objective must be assigned to an individual, with resources identified, and incorporated into a work plan. Goal Goal Goal Goal Goal • Objective • Objective Objective • Objective • Objective • Objective • Objective Objective • Objective Objective • Objective • Objective Objective Objective Objective Performance or success indicators express the final result that is desired. Indicators (often called metrics) should answer the question: How will we know if we are successful at achieving what we set out to do? An implementation action plan is the blueprint for carrying out the strategic plan. It contains the detailed steps that must be taken to assure that the goals and strategies are achieved. Action plans provide a framework for determining specific timelines, assignments, and resource allocations. They are designed to be a management tool to help the organization assure that goals are attained and are well-suited to periodic check-in about progress, changes or challenges. An example of an implementation action plan template is shown in the following graphic. J 25C-14 Mr. Kevin O'Rourke Page 4 Goal: Objective is Kec Tasks Fiscal Year to Resources Lead Manager ? Milestones and Start/ complete (Staff, Funding. Other) Team Members Success Indicators Currents Needed Available Finally, reporting on progress in implementing the strategic plan is key. As part of the process, a reporting structure and timeline is created. It can range from a quarterly update of each goal and objective, to a semi-annual review, once as part of the budget process and again mid-year. Work Plan Based on our experience with strategic planning and our understanding of the needs of the City of Santa Ana, we have prepared a detailed plan of work. This framework is amenable to refinement to adapt it to your specific interests. Our process provides for on-going and meaningful collaboration between our consultants and City staff. We believe that an effective strategic plan, one that will be successfully implemented and will guide decisions into the future, requires that it be a product of the agency that is involved. We will provide expert advice, facilitation and preparation of the strategic plan document and all of its component parts. Throughout the engagement, we will be collaborating with the City's working group to ensure the desired results are achieved. Activity 1: Start Project Management Partners will begin with an initial meeting with the City's strategic planning subcommittee, which includes Councilmembers as well as staff. During this meeting we will review our detailed work plan and schedule for the strategic planning process as well as the roles of the parties. Based on your feedback, we will adjust the process as needed. During this activity we will conduct individual interviews with Councilmembers. The purpose of the interviews will be to hear each Councilmembers' opinions about vision, long- range goals, and multi-year priorities. We will summarize the results of the interviews. 25C-15 Mr. Kevin O'Rourke Page 5 Activity 2: Obtain Stakeholder Input Next, we will obtain stakeholder input both from the community and from employees. The purpose of the stakeholder input will be to hear opinions about the future vision for the City and strengths, weaknesses, opportunities and threats (SWOT). Options for stakeholder engagement include community forums, focus groups of community members, focus groups of employees, workshop(s) with the City's management team, and on-line surveys for community members and employees. We will create specific options for this engagement that will be within the scope of the fee proposal described below, and will discuss those options with the subcommittee. Once we complete the stakeholder engagement component, we will consolidate the input received and prepare a summary document. The results will be presented in the strategic planning workshop described in Activity 5. Activity 3: Advise City on Preparation of Environmental Scan Management Partners will provide advice to City staff about preparing an environmental scan, including providing examples. An environmental scan identifies trends that will be important in preparing a plan for the future. Data sets that are typically included in an environmental scan are: • Financial forecast for the City • Economic indicators • Local demographic trends • Housing trends • Legislative mandates • Regional issues • Other issues that may be important in the future (e.g., environmental, infrastructure, service demands) The results of the environmental scan will be presented during the strategic planning workshop described in Activity 5. Activity 4: Conduct EMT Workshop to Obtain Input Next, we will facilitate a process through which EMT members will identify key priorities and issues facing the City. We will create a format for EMT members to use in preparing information. We will the design and facilitate a workshop with the EMT to discuss the priorities and issues identified by each individual. Additionally, during this workshop we will facilitate a discussion about vision, mission, values and measures of success for the strategic plan. Following the EMT workshop, we will summarize the results, which will be presented in the Council workshop described in Activity 5. Activity 5: Prepare for and Facilitate Council Strategic Planning Workshop During this activity we will prepare for and facilitate a strategic planning workshop. It will include the City Council, City Manager and EMT. The workshop will be a full day in length. The purpose of the workshop will be to create a vision and mission, articulate 25C-16 Mr. Kevin O'Rourke Page 6 a set of values, long-range goals, priorities, and measures of success for the strategic plan. To prepare for the workshop, the following tasks will be completed. Determine workshop participants and coordinate logistics. We will meet with the subcommittee to discuss who will be participating in the strategic planning workshop. We will discuss logistics of the workshop, including location, room setup and other aspects necessary to set the stage for a productive day for all participants. The workshop will be open to the public and conducted in compliance with the Ralph M. Brown Act. Prepare draft agenda. We will prepare a detailed agenda for the workshop, which may include the following components, subject to discussion with the subcommittee: o Review and discuss the results of stakeholder engagement; o Review and discuss the environmental scan; o Reach consensus on the City's vision, mission, and values; o Identify five to six goals; o Identify several measurable objectives for each goal; o Determine how success will be measured for each of the goals; and o Determine reporting and accountability mechanisms. Our strategic planning workshops are engaging and interactive and are designed to ensure full participation. We use a combination of facilitation techniques including small and large group discussions and typically change small groups at least once during the day to mix the participants. We will prepare appropriate handouts for distribution. Following the workshop, Management Partners will prepare a summary of the outcomes. Activity 6: Prepare Strategic Plan and Implementation Action Plan During this activity, Management Partners will prepare a draft strategic plan. It will contain the following components: • Vision, mission, and values • Five or six multi-year goals • Several objectives for each goal • Success indicators for each goal • Reporting and accountability mechanisms for the strategic plan We will review the draft with the subcommittee and make modifications based on its input. Once the draft strategic plan is prepared, we will facilitate a half-day workshop with the EMT to create a draft implementation action plan. This workshop will be interactive and J 25C-17 Mr. Kevin O'Rourke Page 7 engaging, working in small groups around the specific goals and objectives. We will prepare a template for use during the workshop, similar to the template shown above. For implementation to occur in an orderly and effective manner, it is important for the following elements to be identified early on: • Key tasks, • Timeline (start and completion dates), • Resources needed and currently available (and sources), • Staff assigned (including a lead person), and • Milestones and success measures. After the workshop, we will prepare a draft implementation plan. We will ask the subcommittee to review it to ensure it contains all of the information needed and is accurate. Once we have received feedback, we will finalize the implementation plan, which will become part of the strategic plan document. We will then finalize the strategic plan document and submit it to the City for adoption. Project Team Management Partners has formed an experienced project team for this engagement. The team leader will be Jan Perkins. Based on the activities and schedule, she will be assisted by Robyn Uptegraff, Amy Paul, Nancy Hetrick, Emily Lohr, and Suzanne Martin. Their qualifications are provided below. Jan Perkins, Senior Partner, has 30 years of management experience in local government. Before joining Management Partners in 2005 she served in several California and Michigan jurisdictions, including as city manager in Fremont and Morgan Hill, California. She also served the cities of Santa Ana, California; Grand Rapids, Michigan; and Adrian, Michigan. She provides assistance to government leaders in organizational analysis, leadership development, facilitation, strategic planning, teambuilding, executive coaching and performance evaluation, workforce and succession planning, and policy board/staff effectiveness. Jan has authored a number of articles, including "Hiring 2.0: 23 Creative Ways to Recruit and Keep Great Staff," which appeared in the January/February 2011 issue of Public Management magazine; "Successful Leadership," March 2005, Public Management magazine; and "The Value of Going Back to the Basics," co-authored with former Fremont Mayor Gus Morrison, June 2005, Western City magazine. Jan is an ICMA Credentialed Manager. Robyn Uptegraff, Special Advisor, has extensive public sector experience in land use planning and regulation, environmental analysis, redevelopment, economic development and community outreach, as well as strategic management, organizational development and team building. Robyn served the City of Santa Ana for 22 years, with increasing responsibility, ending as assistant city manager. During her tenure there, she provided leadership in economic development and redevelopment programs and ensured the alignment of the City's J 25C-18 Mr. Kevin O'Rourke Page 8 development agencies. She also served as executive director of the Planning and Building Agency for 11 years. Robyn conceived and led implementation of Santa Ana's Total Quality Management initiative which provided a platform for process improvement and team building throughout the organization. In addition to her public sector experience, Robyn served as senior vice president for Entitlement and Environmental Affairs for the nation's largest privately-held real estate company. Her 11 years of experience in this capacity working with public agencies provides valuable insight about public sector operations. Amy Cohen Paul, Corporate Vice President, has more than 30 years of experience in local government management, performance measurement and strategic planning. She assists public agencies in conducting organizational reviews, implementing organizational improvements, identifying alternative service delivery methods, designing and implementing performance management systems, and developing strategic and business plans. Amy was part of the original management team of the International City/County Management Association's Center for Performance Measurement and she helped produce ICMA's training materials on outcome measurement. She is the editor of the book Managing for Tomorrow: Global Change and Local Futures, and is the author of many articles in professional publications, including The Municipal Year Book. She has assisted a wide variety of clients, including cities, counties, special districts and individual government departments and agencies with strategic planning, goal setting, public engagement activities and other large and small-scale facilitations. A sampling of clients she has served include the City of Huntington Beach, California; the Orange County Cemetery District; the Solano Irrigation District; the Louisville (Kentucky) Health Department, the Hamilton County (Ohio) job and Family Services Department; the King County Sheriff's Office; the Town of Mansfield, Connecticut; and the cities of Worthington and Montgomery, Ohio. Nancy Hetrick, Senior Manager, is an experienced facilitator with expertise in strategic planning, team building, and facilitating problem-solving and process improvement initiatives. In addition, she is skilled in the areas of performance management, succession planning, organizational and process improvement, and budget development. Nancy led the County of San Mateo's Outcome-Based Management program and has supported local government clients with the design and implementation of performance measurement systems. Nancy is an excellent facilitator and trainer. She has developed curriculum and conducted training on a wide variety of topics and routinely facilitates priority-setting and team building workshops for cities, counties and non-profit boards. Nancy is certified to administer the Myers-Briggs Type Indicator assessment instrument. Since her return to Management Partners in 2006, she has led projects with local governments including the Bay Area cities of Rohnert Park, Redwood City, San Carlos, Fairfax, Orinda, Merced, Martinez, San Jose and Santa Cruz; the Sacramento Area Council of Governments; the Peninsula Library Partnership; and the Bay Area Counties of Alameda, San Mateo, Marin, Monterey, and Santa Clara. Emily Lohr, Senior Management Advisor, is an experienced analyst and writer who has worked in the public, private and non-profit sectors. She is skilled in a variety of arenas, including group facilitation, online survey development and analysis, development review, strategic 25C-19 Mr. Kevin O'Rourke Page 9 planning, staff development and succession planning, organizational review, and process improvement. Emily has strong analytical skills, which she applies to all types of comparative research, survey analysis, benchmarking, data base development and performance measurement. As a group facilitator, she is able to provoke thoughtful discussion while maintaining a positive group dynamic. In this capacity she has conducted many workshops, focus groups, brainstorming sessions, and process improvement group analyses to gather opinions about employees' jobs and processes. She has administered numerous online and written surveys and expertly provides meaningful information to clients about their employee and customer experiences. Since joining Management Partners in 2005, Emily has worked with local government clients throughout the western United States, including Palo Alto, Woodside, San Jose, Santa Clara, Santa Cruz, El Cerrito, and Rhonert Park, California; Bellevue, SeaTac and Bothell, Washington; Springfield, Oregon; Salt Lake County, Utah; and Surprise, Arizona. Suzanne Martin, Management Advisor, joined Management Partners in May 2010. Since that time, Suzanne has performed benchmarking analyses, organizational assessments and analytical research for a wide variety of projects, including user fee assessments, service consolidation studies, and budget stabilization projects. Having received her master's degree in public administration from San Francisco State University in December 2009, Suzanne brings expertise in conducting qualitative and quantitative research. Before joining Management Partners, Suzanne spent two years as a graduate student intern at the California Public Utilities Commission, where she conducted business services-related program evaluation and policy analysis. Suzanne is also a member of Pi Alpha Alpha. Hours, Cost and Project Schedule The plan of work outlined above will begin in May and be completed in November 2013. We will work closely with the subcommittee on scheduling so that the process remains on track with this schedule. The plan of work described above will require 268 hours of consulting work to complete. The total price for this will be $45,000. Of this, the FY 2012/13 contract will be able to pay for approximately $5,000, leaving a balance of $40,000 to be paid in FY 2013/14. In addition to this base fee, we suggest a contingency of $10,000 for additional meetings and/or stakeholder engagement that may be desired by the City, particularly since the full scope of community engagement has not yet been finalized. We have based our fee proposal on an assumption of the following level of stakeholder engagement: one community forum, two community focus groups, two employee focus groups, and an on-line survey for the community and employees. If additional engagement is desired, Management Partners would be pleased to facilitate a more comprehensive process through use of the recommended contingency. J 25C-20 Mr. Kevin O'Rourke Conclusion Page 10 As always with Management Partners' work, the ultimate test of a quality project is that the client is pleased with the results. We are committed to achieving that goal. If you have questions about this proposal, please contact either Jan Perkins at 949-202-8870 or me. Sincerely, t }} L9 Andrew S. Belknap Regional Vice President Approved for the City of Santa Ana by: Name: Title: Date: J 25C-21 25C-22