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CC - Item 5B - Award of Contract for Strategic Plan Professional Services E M 111 4' ° ROSEMEAD CITY COUNCIL CIVIC PRIDE STAFF REPORT oQ 4 % fix_ INCORPORATED 1959 TO: THE HONORABLE MAYOR AND CITY COUNCIL FROM: GLORIA MOLLEDA, CITY MANAGER ,t •V\ - DATE: April 13, 2021 SUBJECT: AWARD OF CONTRACT FOR STRATEGIC PLAN PROFESSIONAL SERVICES SUMMARY The City of Rosemead has historically contracted for Strategic Plan professional services. The objective of the development of a strategic plan is to provide a roadmap that is consistent with the City Council's vision to identify best practices and continuous enrichment strategies to improve efficiencies and strengthen both internal operations and customer services in a manner that adapts to the ever-changing and evolving long term goals of the City. In December of 2009, the City Council adopted Rosemead's first Strategic Plan, which established a Vision for the community in the year 2020, as well as Key Organizational Goals, Community Values — Our "Brand Platform," a statement of Rosemead's "Community Personality," and "Five-Year Financial Projections." The Strategic Plan also included specific strategies and action items towards the fulfillment of the Vision for 2020. Every two years from the Plan's onset, staff assessed the Vision for 2020 Strategic Plan report and provided the City Council with progress reports on the goals outlined in the Plan. During January 28, 2020, City Council Meeting, the City Council received a final status report on the goals and action items achieved from the City's Vision for 2020 Strategic Plan. Shortly following the mentioned progress report, staff released a new Request for Proposal ("RPF") seeking proposals from firms to facilitate the City's Vision for 2030 Strategic Plan. DISCUSSION Request for Proposal("RFP") The RFP for Strategic Plan professional services was released and posted on the City's website on January 13, 2020, and distributed to six (6) prospective firms. Proposals were due to the City Clerk's Office no later than February 6, 2020, where the received submittals remained unopened until after the 10:00 a.m. deadline. All accepted proposals are on file with the City Clerk's Office for public record and review. AGENDA ITEM 5.B City Council Meeting April 13,2021 Page 2 of 6 Interviews Process On February 6, 2020, staff moved forward with scheduling interviews with the following six (6) firms: Kelly Associates Management Group, Management Partners, MIG, Moss Adams LLP, The Mercer Group, Inc., and The Novak Consulting Group. At the February 25, 2020, City Council Meeting, staff requested that a Strategic Plan Subcommittee be created by appointing two (2) City Council Members. The consensus was to select Council Members Sean Dang and Steven Ly to said subcommittee. City Manager Gloria Molleda and Senior Management Analyst Daisy Guerrero also served in the subcommittee. In March of 2020, due to the Coronavirus pandemic and strict guidelines, the subcommittee postponed the selection process to a later time. In November of 2020, staff followed up with all firms to inquire about their desire to proceed in the selection process. Five (5) out of the six (6) firms decided to move forward. During this time, due to unforeseen conflicts, The Mercer Group withdrew from the RFP selection process. Staff proceeded to schedule and confirm interviews with the remaining five (5) firms. After careful consideration of each proposal, including but not limited to responses to the RFP requirements, firms' history and ability to provide services,proposed qualifications,proposed fee structures, and interviews with the qualified firms, the Strategic Plan subcommittee narrowed down the finalist list to three firms that we believe can execute this project. Once the subcommittee narrowed down the list to the final three firms, staff communicated with the firms to request an updated proposal and highlight specific areas of interest, as follows: 1. Kelly Associates Management Group ("KAMG"): How would they plan to engage our community in the strategic planning process. We also wanted to know how the team plans to break through our diverse community and convince residents to engage and participate in the process. 2. MIG: The subcommittee appreciated MIG's articulate outline of services; however, their initial proposed average cost was a concern. We asked MIG to please update their proposal cost to reflect a new cost for the project since several factors changed from the initial RFP posting date (e.g., in-person events, virtual events, etc.). 3. The Novak Consulting Group ("Novak"): The subcommittee asked this firm to elaborate on how they planned to engage with staff and our community during the process. Since the firm is from out of state, we also asked them to confirm the contact person assigned to meet with staff and how the communication would take place (e.g., in- person, virtually, or a combination of both). Like Kelly Associates Management Group, how would they plan to engage our community in the strategic planning process. We also wanted to know how the team plans to break through our diverse community and convince residents to engage and participate in the process. City Council Meeting April 13,2021 Page 3 of 6 Final Evaluation of Firms Staff thoroughly reviewed the three proposals and found that all firms demonstrate a capacity to perform and accomplish the requested services. All firms reveal history and ability to facilitate an organized approach in reaching a community and working with City staff and assisting with identifying priority goals and strategies to execute goals and a clear focus on engaging communities and implementing a Strategic Plan. KAMG: Kelly Associates Management Group is a California-based firm founded in 2011 by William R. Kelly as a vehicle for former local government managers to continue offering services that would essentially help develop and implement plans to help communities. KAMG is based in Fullerton, California, and would assign three (3) executive professionals to assist with the City's project. Each professional has an average of 35 years of public service experience and are all former local government managers. STAFF MEMBER POSITION CREDENTIAL(S) Doctoral Studies in Executive Management, Executive Master of William R.Kelly President/CEO Business Administration, Master of Arts in Management, Master of Public Administration,and Bachelor of Science in Urban Planning. Christine E.Kelly Executive VP Master of Public Administration, Certificate in Urban Studies, and Bachelor of Arts in Anthropology. David A. Gruchow Principal Master of Public Administration and Bachelor of Arts in Political Science/Public Administration. Responses from reference calls were positive, and all highlighted the firm's vast experience with local government, communities, and stakeholders. KAMG was highly recommended, and everyone expressed their confidence in the firm's ability to execute a strategic plan. One reference did not return the call. In summary, references provided positive feedback and highly recommended the firm. MIG: MIG is a California-based firm incorporated in April of 1990. There are currently 27 Principals across 15 offices nationwide and three (3) MIG Officers. MIG has over 260 staff. MIG is a multidisciplinary firm that offers a full range of services. If given the opportunity, staff from the Pasadena location will manage the project, and provide four (4) staff members with extensive experience in strategic planning. Assigned staff will also have the support of additional MIG professionals to help fulfill the project's needs. City Council Meeting April 13,2021 Page 4 of 6 STAFF MEMBER POSITION CREDENTIAL(S) Esmeralda Garcia Managing Principal Expert in facilitation and outreach, strategic direction, and organizational development. Stephanie Pavon Deputy Project Manager Vast strategic planning experience, project management and coordination,and facilitation experience. Expertise with developing branding and identity campaigns, Graphic Designer Graphic Designer illustration,document design,and advertising for print,outdoor and online media. Strong background in community outreach and strategic Project Associate Project Associate communications, and successful implementation of interactive community engagement methods that effectively informs decisionmaking. Responses from reference calls were positive and highlighted the firm's skills in managing the project and executing deadlines. Two references did not return the call. In summary, the reference provided positive feedback. Novak: Novak is an Ohio-based firm established in September 2009 and employs professionals with decades of local government experience. Novak is passionate about strategic planning and organizational optimization. The associates provide immediate responses to client questions and provide exceptional service. If given the opportunity, Novak will provide five (5) key professionals to assist the City with the project, of whom are prior local government professionals or highly skilled in executing strategic planning projects. STAFF MEMBER POSITION CREDENTIAL(S) Julia Novak Project Manager Master of Public Administration, Bachelor of Arts in Government and Politics,Certified Professional Manager,and Master Facilitator. Master of Arts in Organizational Development and Management, Julie Gieseke Visual Facilitator Professional Coaching Certification, Bachelor of Arts in Film and Video Production. Master of Public Administration, Master of Environmental Catherine Carter Staff Consultant Management, and Bachelor of Science in Business/Economics, Biology,Environmental Studies. Rebekka Hosken Staff Consultant Master of Business Administration, Certificate in Local Government and Non-Profit Management,and Bachelor of Arts in Russian Studies. Claire Pritchard Staff Consultant Master of Public Policy and Bachelor of Arts in Political Science. Responses from reference calls were all positive, and entities highlighted the firm's phenomenal work, professionalism, and skills. Novak is also well-known for their excellent communication skills and response time. Novak was highly recommended. There were zero concerns as to the firm's out of state location, and none experienced any issues. In summary, the other references provided positive recommendations without any reservations. City Council Meeting April 13,2021 Page 5 of 6 CONCLUSION Based on the proposals submitted, interviews conducted and references, staff determined the following: 1. All references highly recommended KAMG, and they all expressed the firm's ability to execute a project and know they will meet the needs of the City Council, staff, residents, and stakeholders. 2. KAMG demonstrates strong leadership to fulfill the City's objectives and is a local firm. 3. KAMG is the highest bidder. 4. KAMG exhibits an understanding and is well-experienced in providing the services required by Rosemead. 5. MIG articulates the outline to execute the strategic plan for 2020 — 2030, and they covered the items in question by the subcommittee. 6. MIG provided a mid-range bid from the three firms. 7. References recommended MIG and are confident in the services they provide. 8. MIG is a local firm. 9. References highly recommended Novak, without any reservations and have full confidence they can complete the project and exceed expectation. 10.Novak is the lowest bidder and can provide the needed services. The key professionals live and work from out of the state, however, they would plan to have a local point of contact for our City. 11. Novak exhibits an understanding and is well-experienced in providing the services required by Rosemead. 12.Novak is experienced with organization assessment and strategic planning. STAFF RECOMMENDATION Per the strategic planning subcommittee, staff requests for the City Council to: 1. Select one of the three recommended firms to provide services to facilitate and execute the City's strategic planning workshops and development of a strategic plan 2020-2030: and 2. To authorize the City Manager to execute an agreement with the selected firm. FISCAL IMPACT Firm Cost v Kelly Associates Management Group $63,750 MIG $59,905 The Novak Consulting Group $49,800 City Council Meeting April 13,2021 Page 6 of 6 STRATEGIC PLAN IMPACT The Strategic Plan—Vision of 2020 came to fruition in December of 2020. The City Council and City Management are now working towards hiring a new firm to establish a new plan and Vision of 2030. PUBLIC NOTICE PROCESS This item has been noticed through the regular agenda notification process. Prepared by: L7 Daisy G►_ ro, Senior Management Analyst Attachment A: Request for Proposal (RFP)No. 2020-02 Attachment B: Proposal from Kelly Associates Management Group Attachment C: Updated Proposal from Kelly Associates Management Group Attachment D: Proposal from MIG Attachment E: Updated Proposal from MIG Attachment F: Proposal from The Novak Group Attachment G: Updated Proposal from The Novak Group Attachment H: Draft Professional Service Agreement S E _ F O '9 lS CIVICPRIDE 'IT 10 'NCORPORATE0,s Attachment A Request for Proposal No. 2020-02 City of Rosemead—Strategic Plan Services Request for Proposal No.2020-2 • 5 E M E ? 9 CIVIC'PRIDE ' REQUEST FOR PROPOSAL NO. 2020-02 PROFESSIONAL SERVICES FOR THE FACILITATION OF STRATEGIC PLANNING WORKSHOPS AND DEVELOPMENT OFA STRATEGIC PLAN 2020-30 SUBMITTALS: Three (3) bound copies and one (1) electronic PDF file on a flash drive of the proposal in sealed envelope(s) must be received by the City of Rosemead's City Clerk's Office by no later than 10:00 a.m. on Thursday, February 6, 2020. CONTACT PERSON: Daisy Guerrero, Management Analyst City of Rosemead 8838 E. Valley Boulevard Rosemead, California 91770 (626) 569-2102 dguerrero@cityofrosemead.org PROPOSALS RECEIVED AFTER THE TIME AND DATE STATED ABOVE SHALL NOT BE CONSIDERED. FACSIMILE AND E-MAIL PROPOSAL WILL NOT BE ACCEPTED. INQUIRIES: Direct questions for clarification on Request for Proposal documents to Daisy Guerrero, Management Analyst at (626) 569-2102 or dguerrero@citvofrosemead.org MODIFICATIONS: Any modification of this Request for Proposal will be provided to consultants who request notification of any modifications. ISSUANCE DATE: Monday,January 13, 2020 City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 CONTENTS A. Introduction 1 B. Background 1 C. Scope of Services 1 D. Time, Place,And Method for Proposal Submission 2 E. Proposed Term of Contract 2 F. Submittal Deadlines 3 G. Proposer Qualifications 3 H. Award of Contract 3 I. Right to Reject Quotes 3 J. Information to Be Submitted 4 K. Understanding of Requirements 5 L. Questions/Clarifications 5 M. Insurance 5 N. Professional Services Agreement 5 0. City's Responsibilities 5 P. Proposal Evaluation And Criteria 6 Q. Discretion and Liability Waiver 6 Attachment A: Professional Services Agreement Sample Attachment B: Distribution List City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 A. INTRODUCTION Through this Request for Proposal ("RFP") and evaluation process, the City of Rosemead is seeking a qualified consultant to provide professional services to facilitate workshops and develop a strategic plan for the City of Rosemead. The objective of the development of a strategic plan is to provide a roadmap that is consistent with the City Council's vision to identify best practices and continuous improvement strategies to improve efficiencies and enhance both internal and external operations and customer service in a manner that adapts to the ever changing and evolving long term goals of the City. The required services and performance conditions are described in the Scope of Services section. B. BACKGROUND The City of Rosemead is organized under the City Council/City Manager form of government with six departments and approximately 50 full-time employees. The City of Rosemead is a cost-conscious provider of outstanding public services to its residents and local businesses mostly relying on the contract services model since its incorporation in 1959. The City Council desires to meet to identify its goals for the upcoming fiscal years.The goals identified help dictate the budget priorities and objectives included in the annual operating budget. Over the past 10 years,these goals have focused on financial sustainability, providing public safety, improving environmental stewardship and economic development, and beautify residential neighborhoods and commercial corridors. The City of Rosemead is a suburb located in the San Gabriel Valley, 10 miles east of downtown Los Angeles. It is bounded on the north by the cities of Temple City and San Gabriel, on the west by Monterey Park, Alhambra, and the unincorporated Los Angeles County community of South San Gabriel, on the south by Montebello, plus by El Monte and South El Monte on the east.The City is 5.5 square miles (2,344-acres) in size. Rosemead is a working-class suburb with a diverse population base.According to the 2010 Census,the City had a population of 53,764. The estimated makeup of the City was 4.7% White, 0.3% African American, 60.3% Asian, 33% Hispanic/Latino (of any race), and 0.7% Non-Hispanic Other. As a substantially built-out city, Rosemead only added 259 residents to its population during the last decade (2000-2010). C. SCOPE OF SERVICES The long-term strategic plan is intended to be the City's outline of strategic issues,goals,and priorities for the future.The Consultant will assist the City Council and staff to develop a cohesive and relevant 10-year(with a review every two (2)years) strategic plan document that: 1. Provide the City with professional services and dedicated personnel to perform the following services: • Facilitation of Strategic Plan/Community Engagement Event(s)/Goal Setting Workshops: o Plan a community engagement event(s)to receive feedback from the community to help determine the services needed in our City. 11Page - - - • City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 o Consultant's shall demonstrate an understanding of the City's mission and vision and assist with developing a strategy that will help accomplish the services needed. o Initial planning of meetings with City Manager, City Council, and City Staff. o Facilitate half day workshops for City Council and Staff. o Evaluate the services the City currently provides. • Outlines findings related to the strategic plan work undertaken and provides recommendations based on these findings. • Provides the method and timeline for plan updates and revisions. (A strategic plan cycle and a recommended scheduled, strategies, tactics, and actions necessary to implement the recommendation). • Identifies the City's major strategic issue areas, including a defined goal for each area as well as outline of associated priorities for achieving those goals. • Provides methods for implementing and measuring recommended goals and objectives. • Evaluates and categorizes current City Council priorities into each identified strategy and assist in the development of new priorities as needed. • Transforms the conceptual goals of the visioning process into realistic, achievable targets. • Develops a clear and concise mission and vision for the organization that reflects the community's current and future needs and identifies the challenges the organization can expect to face and should prepare for in the future. • Follow-up meetings with City Council and Staff to review results. • Preparation of final report. • A recommended final Strategic Plan document that includes an implementation plan with benchmarks or milestones that measure the City's progress. • Presentation to the City Manager, City Council, and City Staff at a City Council meeting. D. TIME, PLACE, AND METHOD FOR PROPOSAL SUBMITTION The City must receive three (3) sets of proposals from interested consultants no later than 10:00 a.m. on Thursday, February 6, 2020. Please submit all proposals to: Request for Proposal—Professional Strategic Planning Services ATTN: Ericka Hernandez,City Clerk City of Rosemead I City Clerk's Office 8858 E.Valley Blvd. Rosemead, CA 91770 Electronic,faxed,or late proposals will not be considered. E. PROPOSED TERM OF CONTRACT The City is seeking to have the scope of services completed and the delivery of a draft report and recommendations within one hundred eighty (180) days of the execution of the contract, and a final report and presentation within six(6) months from the date of the award. 2 ' Page City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 F. SUBMITAL DEADLINES Below is the tentative RFP scheduled, subject to change: RFP SUBMITTAL INFORMATION DEADLINES RFP Available January 13,2020 Deadline for submittal of Questions January 30,2020 Staff Responses to Questions February 3,2020 Deadline for submittals of Proposal February 6,2020 Mandatory Interviews Week of February 10 or 17(Tentative) Agreement Presented to Council February 25, 2020 (Tentative) G.PROPOSER QUALIFICATIONS 1. The City requires proposals submitted by primary consultants only. The consultant will have complete and exclusive responsibility for satisfying all City conditions and requirements at all times during the life of the agreement. Any subcontractors mentioned in the RFP and/or used in the implementation of the Agreement will have no formal relationship with the City. 2. Primary consultant must have experience in providing similar work in at least three similar organizations. 3. A complete listing of the staff identified in the work plan by job classification, along with their resumes. Each resume shall include the individual's relevant qualification and experience. H. AWARD OF CONTRACT Staff, led by the City Manager, will evaluate the proposals and make their recommendation to City Council for approval. Consultants may be asked to make oral presentations to supplement their proposals. Proposals will be selected in accordance with the City's purchasing policy on Professional Services where selection is not bound by the lowest bid but made in the sole discretion of staff and City Council. Proposals must be guaranteed by the Contractor for 60 days after the quote opening on Thursday, February 6, 2020. It is anticipated that a standard agreement contract will be signed subsequent to City Council review and approval of the recommended consultant. I. RIGHT TO REJECT QUOTES The City reserves the right to reject any or all proposals or portions of any or all proposals. Non- compliance with any of the conditions and instructions stated herein may result in the rejection of the proposal. 3IPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 J. INFORMATION TO BE SUBMITTED Prospective Consultants must submit three bound copies and one electronic copy of their proposal. The electronic copy must be in searchable PDF format. 1. Proposal Summary: This section shall discuss the highlights, key features, and distinguishing points of the Proposal.A separate sheet shall include all the contact people on the Proposal and how to communicate with them. Limit this section to a total of one to three pages including the separate sheet with contact personnel. 2. Profile of the Proposing Consultant: This section shall include a brief description of the Consultant's size as well as the proposed local organizational structure. Include a discussion on the Consultant's financial stability, capacity, and resources. If applicable, include all other consultants participating in this Proposal, including similar information about the consultant/subcontractors. Additionally, this section shall include a listing of any relevant lawsuit and/or subcontractors' litigation and the result of that action resulting from (a) any public project undertaken by the Consultant or by its subcontractors where litigation is still pending or has occurred within the last five years or (b) any type of project where claims or settlements were paid by the Consultant or its insurers within the last five years. 3. Qualifications of the Consultant: This section shall include a brief description of the Consultant's qualification and previous experience on similar or related projects. Provide a description of pertinent project experience with other public municipalities (maximum of four) and private sector (maximum of two) that includes a summary of the work performed, the total project cost, the percentage of work the Consultant was responsible for,the period over which the work was completed,and the name,title, and phone number of clients to be contacted for references. Give a brief statement of the Consultant's adherence to the schedule and budget for each project. 4. Work Plan/Proposed Approach: In this section,present a well-conceived service plan.This section of the proposal shall establish the Consultant's understanding of the City's objectives and work requirements and the Consultant's ability to satisfy those objectives and requirements. Describe the proposed approach for addressing the required service,outlining the approach that would be undertaken in providing the requested services. Include a timetable for transition to full operation. Describe related service experience by both the Consultant and any subcontractors in similar work. Please describe the role, extent of services (number of people used or saved, engagement duration, and contract value). 5. Staffing: In this section,discuss how the Consultant would propose to staff the service described in the Scope of Work section. Proposed key personnel and shall be identified by name, specific responsibilities, and their qualifications. Include a current resume and position description for each of the proposed support technicians. Proposed key personnel will be an important factor considered.There can be no change of key personnel once the proposal is submitted, without prior approval from theCity. 4I Page City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 6. Proposed Innovations: The Consultant may also suggest procedural innovations that have been used successfully on other engagements and that may provide the City with better outcomes. In this section discuss any ideas, innovative approaches, or specific new concepts included in the Proposal that would provide benefit to the City's assessment of the Proposal. Focus primarily on cost saving or efficiency- enhancing innovations. Include any performance-measuring matrix proposals as well. 7. Proposal Costs Sheet and Rates: In this section include the proposed costs to provide the services desired. Include any other cost and price information that would be contained in an agreement with the City. Include the costs for extra after-hours services or any other services that are considered optional additions. K. UNDERSTANDING OF REQUIREMENTS All proposals accepted by the City must be signed by an authorized representative of the consultant. The submission of a signed proposal will be interpreted to mean that the company has thereby agreed to all conditions, instructions, descriptions and specifications contained herein. All samples submitted by the consultant in support of its quote shall become the property of the City. L. QUESTIONS/CLARIFICATIONS Please email any questions regarding this RFP to Daisy Guerrero, Management Analyst, with the subject line "City of Rosemead Strategic Plan RFP Questions" at dguerrero@cityofrosemead.org. Questions must be received by 6:00 p.m.on Thursday,January 30,2020. All questions received prior to the deadline will be collected and responses will be posted to the City's website by 6:00 p.m. on Monday, February 3, 2020. M. INSURANCE The City will require the successful Proposer to provide Certificates of Insurance evidencing required coverage types and the minimum limits. See ATTACHMENT B: INSURANCE for more information on the City's insurance requirements. N. PROFESSIONAL SERVICES AGREEMENT The City will require the successful Proposer to execute a professional services agreement with the City. Please review Attachment A: PROFESSIONAL SERVICES AGREEMENT SAMPLE and identify any questions or areas or concern in your response to the City. O. CITY'S RESPONSIBILITY Upon awarding of the contract, the City shall provide the selected consultant with any pertinent ordinances and resolutions or any other information mutually agreed upon that will assist the consultant with the completion of the contract requirements. 5IPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 P. PROPOSAL EVALUATION AND CRITERIA Proposals will be evaluated on the proposer's ability to provide services that meet the requirements set forth in this RPF. The City reserves the right to make such investigations as it deems necessary to determine the ability of the proposer to provide services meeting a satisfactory level of performance in accordance with the City's requirements.The proposer shall furnish such information and data for this purpose as the City may request, at no cost to the City. Interviews and presentations by one, several, or all of the proposers submitting a proposal may be requested if deemed necessary to fully understand and evaluate the proposer's capabilities and qualifications. The adequacy,depth,and clarity of the proposal will influence,to a considerable degree,its evaluation. The final selection of the consultants will be based on the following criteria: 1. Narrative describing methodology and protocols. 2. Understanding the scope of services. 3. Quality of proposal. 4. Ability of the consultant to provide the full range of requested services. 5. Demonstrated professional skills and credentials of staff to be assigned to this agreement. 6. Related experience and expertise. 7. Consultant's ability to execute the contract in a timely manner. 8. References. 9. Cost as compared to related service requirements (lowest cost will not be the sole determining factor). The award of a contract will be based on a combination of the aforementioned criteria and costs. Q. DISCRETION AND LIABILITY WAIVER 1. Proposers shall carefully read the information contained in this RFP and submit a complete response to all requirements and questions as directed. Incomplete proposals may be considered non-responsive and may be rejected in the City's discretion. 2. All information, documentation,and other materials submitted in response to this solicitation are considered non-confidential and/or non-proprietary and are subject to public disclosure after the solicitation is completed. 3. Proposers shall prepare and develop proposals at their sole cost and expense. 4. The City makes no representations of any kind that an award of a contract will be made as a result 6IPage - - - - - - - City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 of this RFP, or subsequent RFP.The City reserves the right to accept or reject any or all proposals, waive any formalities or minor technical inconsistencies, and/or delete any item/requirements from this RFP when deemed to be in City's best interest. 5. Failure to comply with all requirements contained in this RFP may result in the rejection of a proposal. 6. A proposal may be modified or withdrawn in person at any time before the scheduled due date, provided a receipt for the withdrawn proposal signed by the proposer's authorized representative. The City reserves the right to request proof of authorization to withdraw a proposal. 7. The City may evaluate the proposals based on the anticipated completion of all or any portion of the project.The City reserves the right to divide the project into multiple parts, to reject any and all proposals and re-solicit for new proposals, or to reject any and all proposals and temporarily or permanently abandon the project. 8. The City may, in the evaluation of proposals, request clarification from proposers regarding their proposals, obtain additional material or literature, and pursue other avenues of research as necessary to ensure that a thorough evaluation is conducted. 9. By submitting a proposal in response to this RFP, the consultant accepts the evaluation process, acknowledges and accepts that determination will require subjective judgments by the City, and waives all right to protest or seek any legal remedies whatsoever regarding any aspect of this RFP. 10.The City of Rosemead expects the highest level of ethical conduct from proposers, including adherence to all applicable laws'and local ordinances regarding ethical behavior. 11. If an agreement cannot be reached with the highest ranked proposer, City reserves the right to terminate negotiations with that party and enter into negotiations with the next highest ranked proposer. 12. Finalists in the selection process may be asked to attend an interview once the RFP process is complete. 13. Acceptance of any proposal is contingent upon the proposer's certification and agreement by submittal of its offer, to comply and act in accordance with all provisions of the City's Municipal Code. goingfzejitiarilladig4�fr u tc argf ( d)elswifg t6, .iolt 7 ' Page City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 ATTACHMENT A (DRAFT) PROFESSIONAL SERVICES AGREEMENT BY AND BETWEEN CITY OF ROSEMEAD AND CONSULTANT This PROFESSIONAL SERVICE AGREEMENT (PSA) ("AGREEMENT"), is made and effective as of [Insert date], between the ("AGENCY") [Insert agency name], a municipal corporation and [Insert consultant], [a sole proprietorship, partnership, limited liability partnership, corporation] ("CONSULTANT"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows: I. TERM This AGREEMENT shall commence on [Insert date] and shall remain and continue in effect until tasks described herein are completed, but in no event later than [Insert date] unless sooner terminated pursuant to the provisions of this AGREEMENT. II. SERVICES CONSULTANT shall perform the tasks described and set forth in EXHIBIT A, attached hereto and incorporated herein as though set forth in full. CONSULTANT shall complete the tasks according to the schedule of performance which is also set forth in EXHIBIT A.To the extent that EXHIBIT A is a proposal from CONSULTANT, such proposal is incorporated only for the description of the scope of services and no other terms and conditions from any such proposal shall apply to this AGREEMENT unless specifically agreed to in writing. III. PERFORMANCE CONSULTANT shall at all times faithfully, competently and to the best of his/her ability, experience, and talent, perform all tasks described herein. CONSULTANT shall employ, at a minimum,generally accepted standards and practices utilized by persons engaged in providing similar services as are required of CONSULTANT hereunder in meeting its obligations under this AGREEMENT. IV. AGENCY MANAGEMENT Agency's [Insert title] shall represent AGENCY in all matters pertaining to the administration of this AGREEMENT, review and approval of all products submitted by CONSULTANT, but not including the authority to enlarge the Tasks to Be Performed or change the compensation due to CONSULTANT. Agency's Manager shall be authorized to act on AGENCY's behalf and to - - - - 81Page - - -- - City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 execute all necessary documents which enlarge the Tasks to Be Performed or change CONSULTANT's compensation, subject to Section 5 hereof. V. PAYMENT A. The AGENCY agrees to pay CONSULTANT on a quarterly basis, in accordance with the payment rates and terms and the schedule of payment as set forth in EXHIBIT B, attached hereto and incorporated herein by this reference as though set forth in full, based upon actual time spent on the above tasks. This amount shall not exceed [Insert amount] dollars ($_.00) for the total term of the AGREEMENT unless additional payment is approved as provided in this AGREEMENT. B. CONSULTANT shall not be compensated for any services rendered in connection with its performance of this AGREEMENT which are in addition to those set forth herein, unless such additional services are authorized in advance and in writing by the Agency Manager. CONSULTANT shall be compensated for any additional services in the amounts and in the manner as agreed to by Agency Manager and CONSULTANT at the time AGENCY's written authorization is given to CONSULTANT for the performance of said services. The Agency Manager may approve additional work not to exceed ten percent(10%)of the amount of the AGREEMENT, but in no event shall such sum exceed ten-thousand dollars ($10,000.00). Any additional work in excess of this amount shall be approved by the Governing Board. C. CONSULTANT will submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all non-disputed fees. If the AGENCY disputes any of CONSULTANT's fees it shall give written notice to CONSULTANT within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice. Any final payment under this AGREEMENT shall be made within forty-five (45) days of receipt of an invoice therefore. VI. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE A. The AGENCY may at any time, for any reason, with or without cause, suspend or terminate this AGREEMENT, or any portion hereof, by serving upon the CONSULTANT at least ten (10) days prior written notice. Upon receipt of said notice,the CONSULTANT shall immediately cease all work under this AGREEMENT, unless the notice provides otherwise. If the AGENCY suspends or terminates a portion of this AGREEMENT such suspension or termination shall not make void or invalidate the remainder of this AGREEMENT. B. In the event this AGREEMENT is terminated pursuant to this Section, the AGENCY shall pay to CONSULTANT the actual value of the work performed up to the time of termination, provided that the work performed is of value to the AGENCY. Upon 9IPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 termination of the AGREEMENT pursuant to this Section, the CONSULTANT will submit an invoice to the AGENCY pursuant to Section 5. VII. DEFAULT OF CONSULTANT A. The CONSULTANT's failure to comply with the provisions of this AGREEMENT shall constitute a default. In the event that CONSULTANT is in default for cause under the terms of this AGREEMENT, AGENCY shall have no obligation or duty to continue compensating CONSULTANT for any work performed after the date of default and can terminate this AGREEMENT immediately by written notice to the CONSULTANT. If such failure by the CONSULTANT to make progress in the performance of work hereunder arises out causes beyond the CONSULTANT's control, and without fault or negligence of the CONSULTANT, it shall not be considered a default. B. If the Agency Manager or his/her designee determines that the CONSULTANT is in default in the performance of any of the terms or conditions of this AGREEMENT, he/she shall cause to be served upon the CONSULTANT a written notice of the default. The CONSULTANT shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that the CONSULTANT fails to cure its default within such period of time or fails to present the AGENCY with a written plan for the cure of the default,the AGENCY shall have the right, notwithstanding any other provision of this AGREEMENT, to terminate this AGREEMENT without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this AGREEMENT. VIII. OWNERSHIP OF DOCUMENTS A. CONSULTANT shall maintain complete and accurate records with respect to sales,costs, expenses, receipts, and other such information required by AGENCY that relate to the performance of services under this AGREEMENT.CONSULTANT shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. CONSULTANT shall provide free access to the representatives of AGENCY or its designees at reasonable times to such books and records; shall give AGENCY the right to examine and audit said books and records; shall permit AGENCY to make transcripts or copies therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this AGREEMENT. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment. B. Upon completion of, or in the event of termination or suspension of this AGREEMENT, all original documents,designs, drawings,maps,models,computer files,surveys,notes, and other documents prepared in the course of providing the services to be performed pursuant to this AGREEMENT shall become the sole property of the AGENCY and may be used, reused, or otherwise disposed of by the AGENCY without the permission of the 10 ! Page City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 CONSULTANT.With respect to computer files,CONSULTANT shall make available to the AGENCY, at the CONSULTANT's office and upon reasonable written request by the AGENCY, the necessary computer software and hardware for purposes of accessing, compiling, transferring, copying and/or printing computer files. CONSULTANT hereby grants to AGENCY all right; title, and interest, including any copyright, in and to the documents, designs, drawings, maps, models,computer files,surveys, notes, and other documents prepared by CONSULTANT in the course of providing the services under this AGREEMENT. IX. INDEMNIFICATION AND DEFENSE A. Indemnity To the fullest extent permitted by law, CONSULTANT shall indemnify and hold harmless AGENCY and any and all of its officials, employees and agents ("Indemnified Parties") from and against any and all losses, liabilities, damages, costs and expenses, including legal counsel's fees and costs, caused in whole or in part by the negligent or wrongful act, error or omission of CONSULTANT, its officers, agents, employees or subconsultants (or any agency or individual that CONSULTANT shall bear the legal liability thereof) in the performance of services under this AGREEMENT. CONSULTANT's duty to indemnify and hold harmless AGENCY shall not extend to the AGENCY's sole or active negligence. B. Duty to defend In the event the AGENCY, its officers, employees, agents and/or volunteers are made a party to any action, lawsuit, or other adversarial proceeding arising from the performance of the services encompassed by this AGREEMENT, and upon demand by AGENCY, CONSULTANT shall defend the AGENCY at CONSULTANT's cost or at AGENCY's option, to reimburse AGENCY for its costs of defense, including reasonable attorney's fees and costs incurred in the defense of such matters to the extent the matters arise from, relate to or are caused by CONSULTANT's negligent acts, errors or omissions. Payment by AGENCY is not a condition precedent to enforcement of this indemnity. In the event of any dispute between CONSULTANT and AGENCY, as to whether liability arises from the sole or active negligence of the AGENCY or its officers, employees, or agents, CONSULTANT will be obligated to pay for AGENCY's defense until such time as a final judgment has been entered adjudicating the AGENCY as solely or actively negligent. CONSULTANT will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney's fees, expert fees and costs of litigation. X. INSURANCE CONSULTANT shall maintain prior to the beginning of and for the duration of this AGREEMENT insurance coverage as specified in EXHIBIT C attached to and part of this AGREEMENT. 11pPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 XI. INDEPENDENT CONSULTANT A. CONSULTANT is and shall at all times remain as to the AGENCY a wholly independent consultant and/or independent contractor. The personnel performing the services under this AGREEMENT on behalf of CONSULTANT shall at all times be under CONSULTANT's exclusive direction and control. Neither AGENCY nor any of its officers, employees, or agents shall have control over the conduct of CONSULTANT or any of CONSULTANT's officers, employees, or agents, except as set forth in this AGREEMENT. CONSULTANT shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the AGENCY. CONSULTANT shall not incur or have the power to incur any debt, obligation, or liability whatever against AGENCY, or bind AGENCY in any manner. B. No employee benefits shall be available to CONSULTANT in connection with the performance of this AGREEMENT. Except for the fees paid to CONSULTANT as provided in the AGREEMENT, AGENCY shall not pay salaries, wages, or other compensation to CONSULTANT for performing services hereunder for AGENCY. AGENCY shall not be liable for compensation or indemnification to CONSULTANTfor injury or sickness arising out of performing services hereunder. XII. LEGAL RESPONSIBILITIES The CONSULTANT shall keep itself informed of State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this AGREEMENT.The CONSULTANT shall at all times observe and comply with all such laws and regulations. The AGENCY, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the CONSULTANT to comply with this Section. XIII. UNDUE INFLUENCE CONSULTANT declares and warrants that no undue influence or pressure was used against or in concert with any officer or employee of the AGENCY in connection with the award,terms or implementation of this AGREEMENT, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the AGENCY has or will receive compensation, directly or indirectly,from CONSULTANT, or from any officer,employee or agent of CONSULTANT, in connection with the award of this AGREEMENT or any work to be conducted as a result of this AGREEMENT. Violation of this Section shall be a material breach of this AGREEMENT entitling the AGENCY to any and all remedies at law or in equity. XIV. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES No member,officer,or employee of AGENCY,or their designees or agents,and no public official who exercises authority over or responsibilities with respect to the Project during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement 12IPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 or sub-agreement, or the proceeds thereof, for work to be performed in connection with the Project performed under this AGREEMENT. XV. RELEASE OF INFORMATION/CONFLICTS OF INTEREST A. All information gained by CONSULTANT in performance of this AGREEMENT shall be considered confidential and shall not be released by CONSULTANT without AGENCY's prior written authorization. CONSULTANT, its officers, employees, agents, or subconsultants, shall not without written authorization from the Agency Manager or unless requested by the Agency Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this AGREEMENT or relating to any project or property located within the AGENCY. Response to a subpoena or court order shall not be considered "voluntary" provided CONSULTANT gives AGENCY notice of such court order or subpoena. B. CONSULTANT shall promptly notify AGENCY should CONSULTANT, its officers, employees, agents, or subconsultants be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request ("Discovery"), court order, or subpoena from any person or party regarding this AGREEMENT and the work performed there under or with respect to any project or property located within the AGENCY, unless the AGENCY is a party to any lawsuit, arbitration, or administrative proceeding connected to such Discovery, or unless CONSULTANT is prohibited by law from informing the AGENCY of such Discovery.AGENCY retains the right, but has no obligation,to represent CONSULTANT and/or be present at any deposition, hearing, or similar proceeding as allowed by law. Unless AGENCY is a party to the lawsuit, arbitration, or administrative proceeding and is adverse to CONSULTANT in such proceeding, CONSULTANT agrees to cooperate fully with AGENCY and to provide the opportunity to review any response to discovery requests provided by CONSULTANT. However, AGENCY's right to review any such response does not imply or mean the right by AGENCY to control,direct, or rewrite said response. XVI. NOTICES Any notices which either party may desire to give to the other party under this AGREEMENT must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service,such as but not limited to, Federal Express,which provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice: To AGENCY: [Insert agency] 13IPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 Attention: City Clerk To CONSULTANT: XVII. ASSIGNMENT The CONSULTANT shall not assign the performance of this AGREEMENT, nor any part thereof, nor any monies due hereunder, without prior written consent of the AGENCY. Because of the personal nature of the services to be rendered pursuant to this AGREEMENT, only CONSULTANT shall perform the services described in this AGREEMENT. [Insert name] may use assistants, under his/her direct supervision, to perform some of the services under this AGREEMENT. CONSULTANT shall provide AGENCY fourteen (14) days' notice prior to the departure of [Insert name] from CONSULTANT's employ. Should he/she leave CONSULTANT's employ, the AGENCY shall have the option to immediately terminate this AGREEMENT, within three (3) days of the close of said notice period. Upon termination of this Agreement, CONSULTANT's sole compensation shall be payment for actual services performed up to, and including, the date of termination or as may be otherwise agreed to in writing between the Governing Board and the CONSULTANT. Before retaining or contracting with any CONSULTANT for any services under this AGREEMENT, CONSULTANT shall provide AGENCY with the identity of the proposed CONSULTANT,a copy of the proposed written contract between CONSULTANT and such sub-consultant which shall include and indemnity provision similar to the one provided herein and identifying AGENCY as an indemnified party, or an incorporation of the indemnity provision provided herein, and proof that such proposed sub-consultant carries insurance at least equal to that required by this AGREEMENT or obtain a written waiver from AGENCY for such insurance. XVIII. LICENSES At all times during the term of this AGREEMENT, CONSULTANT shall have in full force and effect, all licenses required of it by law for the performance of the services described in this AGREEMENT. XIX. GOVERNING LAW The AGENCY and CONSULTANT understand and agree that the laws of the State of California shall govern the rights,obligations, duties, and liabilities of the parties to this AGREEMENT and also govern the interpretation of this Agreement. Any litigation concerning this AGREEMENT shall take place in the municipal, superior, or federal district court with jurisdiction over the AGENCY. XX. ENTIRE AGREEMENT This AGREEMENT contains the entire understanding between the parties relating to the obligations of the parties described in this AGREEMENT. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written and pertaining 14 ! Page City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 to the subject of this AGREEMENT or with respect to the terms and conditions of this AGREEMENT, are merged into this AGREEMENT and shall be of no further force or effect. Each party is entering into this AGREEMENT based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material. XXI. CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL CONSULTANT is bound by the contents of AGENCY's Request for Proposal, EXHIBIT"D" hereto and incorporated herein by this reference, and the contents of the proposal submitted by the CONSULTANT, EXHIBIT "E" hereto. In the event of conflict, the requirements of AGENCY's Request for Proposals and this AGREEMENT shall take precedence over those contained in the CONSULTANT's proposals. The incorporation of the CONSULTANT's proposal shall be for the scope of services to be provided only, and any other terms and conditions included in such proposal shall have no force and effect on this AGREEMENT or the relationship between CONSULTANT and/or AGENCY, unless expressly agreed to in writing. XXII. AUTHORITY TO EXECUTE THIS AGREEMENT The person or persons executing this AGREEMENT on behalf of CONSULTANT warrants and represents that he/she has the authority to execute this AGREEMENT on behalf of the CONSULTANT and has the authority to bind CONSULTANT to the performance of its obligations hereunder. IN WITNESS WHEREOF, the parties hereto have caused this AGREEMENT to be executed the day and year first above written. CONSULTANT By: (Signature) (Consultant Name) (Title) CITY OF ROSEMEAD Gloria Molleda, City Manager 15IPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 ATTEST: Ericka Hernandez, City Clerk APPROVED AS TO FORM: By: City Attorney EXHIBITS: EXHIBIT A Scope of Services EXHIBIT B Payment Schedule EXHIBIT C Insurance Requirements EXHIBIT D Consultant's Request for Proposal 16IPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 EXHIBIT A CITY OF ROSEMEAD—SCOPE OF SERVICES 1. Provide the City with professional services and dedicated personnel to perform the following services: • Facilitation of Strategic Plan/Community Engagement Event(s)/Goal Setting Workshops: o Plan a community engagement event(s) to receive feedback from the community to help accomplish the services needed. o Consultant's shall demonstrate an understanding of the City's mission and vision and assist with developing a strategy that will help accomplish the services needed. o Initial planning of meetings with City Manager, City Council, and City Staff. o Facilitate half day workshops for City Council and staff. o Evaluate the services the City currently provides. • Outlines findings related to the strategic plan work undertaken and provides recommendations based on these findings. • Provides the method and timeline for plan updates and revisions. (A strategic plan cycle and a recommended scheduled, strategies, tactics, and actions necessary to implement the recommendation). • Identifies the City's major strategic issue areas, including a defined goal for each area as well as outline of associated priorities for achieving those goals. • Provides methods for implementing and measuring recommended goals and objectives. • Evaluates and categorizes current City Council priorities into each identified strategy and assist in the development of new priorities as needed. • Transforms the conceptual goals of the visioning process into realistic, achievable targets. • Develops a clear and concise mission and vision for the organization that reflects the community's current and future needs and identifies the challenges the organization can expect to face and should prepare for in the future. • Follow-up meetings with City Council and staff to review results. • Preparation of final report. • A recommended final Strategic Plan document that includes an implementation plan with benchmarks or milestones that measure the City's progress. • Presentation to the City Manager, City Council, and City Staff at a City Council meeting. 17IPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 EXHIBIT B PAYMENT SCHEDULE 18IPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 EXHIBIT C INSURANCE REQUIREMENTS Without limiting CONSULTANT's indemnification of AGENCY, and prior to commencement of Work, CONSULTANT shall obtain, provide and maintain at its own expense during the term of this AGREEMENT, policies of insurance of the type and amounts described below and in a form satisfactory to AGENCY. Note: Verify minimum limit for each coverage with Risk Manager. General liability insurance. CONSULTANT shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO "insured contract" language will not be accepted. Automobile liability insurance. CONSULTANT shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this AGREEMENT, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident. Professional liability (errors & omissions) insurance. CONSULTANT shall maintain professional liability insurance that covers the Services to be performed in connection with this AGREEMENT, in the minimum amount of$1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this AGREEMENT and CONSULTANT agrees to maintain continuous coverage through a period no less than three (3)years after completion of the services required by this AGREEMENT. Note: May need to delete workers'compensation and employer's liability insurance requirements for certain sole proprietorships, partnerships, or corporations without employees. Workers' compensation insurance. CONSULTANT shall maintain Workers' Compensation Insurance (Statutory Limits) and Employer's Liability Insurance (with limits of at least$1,000,000). CONSULTANT shall submit to AGENCY,along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of AGENCY, its officers, agents, employees and volunteers. Other provisions or requirements Proof of insurance. CONSULTANT shall provide certificates of insurance to AGENCY as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers' compensation. Insurance certificates and endorsements must be approved by Agency's Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with - -- - --- - - ----- -- --- 19IPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 AGENCY at all times during the term of this contract. AGENCY reserves the right to require complete, certified copies of all required insurance policies, at any time. Duration of coverage. CONSULTANT shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Work hereunder by CONSULTANT, his agents, representatives, employees or subconsultants. Primary/noncontributing. Coverage provided by CONSULTANT shall be primary and any insurance or self-insurance procured or maintained by AGENCY shall not be required to contribute with it.The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit 6f AGENCY before the AGENCY's own insurance or self-insurance shall be called upon to protect it as a named insured. Agency's rights of enforcement. In the event any policy of insurance required under this AGREEMENT does not comply with these specifications or is canceled and not replaced, AGENCY has the right but not the duty to obtain the insurance it deems necessary and any premium paid by AGENCY will be promptly reimbursed by CONSULTANT or AGENCY will withhold amounts sufficient to pay premium from CONSULTANT payments. In the alternative, AGENCY may cancel this AGREEMENT. Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders' Rating of A- (or higher)and Financial Size Category Class VI(or larger)in accordance with the latest edition of Best's Key Rating Guide, unless otherwise approved by the Agency's Risk Manager. Waiver of subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against AGENCY, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow CONSULTANT or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. CONSULTANT hereby waives its own right of recovery against AGENCY, and shall require similar written express waivers and insurance clauses from each of its subconsultants. Enforcement of contract provisions (non estoppel). CONSULTANT acknowledges and agrees that any actual or alleged failure on the part of the AGENCY to inform CONSULTANT of non-compliance with any requirement imposes no additional obligations on the AGENCY nor does it waive any rights hereunder. Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums shown above, the AGENCY requires and shall be entitled to coverage for the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the AGENCY. 20 [ Page - - ---- - - - -_ - City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 Notice of cancellation. Consultant agrees to oblige its insurance agent or broker and insurers to provide to AGENCY with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage. Additional insured status. General liability policies shall provide or be endorsed to provide that AGENCY and its officers, officials, employees, and agents, and volunteers shall be additional insureds under such policies.This provision shall also apply to any excess/umbrella liability policies. Prohibition of undisclosed coverage limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to AGENCY and approved of in writing. Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that Consultant's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer's limits of liability.The policy(ies) shall not contain any cross-liability exclusions. Pass through clause. CONSULTANT agrees to ensure that its subconsultants, subcontractors, and any other party involved with the project who is brought onto or involved in the project by CONSULTANT, provide the same minimum insurance coverage and endorsements required of CONSULTANT. CONSULTANT agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. CONSULTANT agrees that upon request, all agreements with consultants, subcontractors, and others engaged in the project will be submitted to AGENCY for review. Agency's right to revise specifications.The AGENCY reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the CONSULTANT ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the CONSULTANT,the AGENCY and CONSULTANT may renegotiate CONSULTANT's compensation. Self-insured retentions. Any self-insured retentions must be declared to and approved by AGENCY. AGENCY reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by AGENCY. Timely notice of claims. CONSULTANT shall give AGENCY prompt and timely notice of claims made or suits instituted that arise out of or result from CONSULTANT's performance under this AGREEMENT, and that involve or may involve coverage under any of the required liability policies. Additional insurance. CONSULTANT shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work. 211Page - _-- -- - City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 EXHIBIT D CONSULTANT'S REQUEST FOR PROPOSALS 22JPage City of Rosemead—Strategic Plan Services Request for Proposal No.2020-02 ATTACHMENT B CITY OF ROSEMEAD—DISTRIBUTION LIST Envisio Landyn Roddick Iroddick@envisio.com 604-812-1008 535 Thurlow St.,Vancouver, B.C.,V6E 3L2 Kelly Associates Management Group William Kelly williamk@ka-mg.com 714-443-8432 1440 N. Harbor Blvd.Suite 900 Fullerton, CA 92832 Management Partners bids@managementpartners.com 949-222-1082 3152 Red Hill Avenue,Suite 210 Costa Mesa, CA 92626 MIG Serena Sidmore serenas@migcom.com 626-744-9872 537 S. Raymond Avenue Pasadena, CA 91105 Mulholland Consulting Group Santor Nishisaki Santor..nishizaki@mullhoilandcg.com 818-399-2995 The Mercer Group Mike Letcher bridgegroupllc@gmail.com 505-466-9500 1000 Cordova Place#726 Santa Fe, NM 87505 - ---- ---- ---- ----- --- 23IPage S M F ,(74 .- . 0 '9 ,CIVIC PRIDE. 1'774 _T.: ,: :,7,-7:s'0 1hC°4PORATE0IS Attachment B Proposal from Kelly Associates Management Group t- ; •\ L. ) • 4P( City of Rosemead, CIVIC PRIDE California ,t7irr-,' 14to 0,0 APORATE- -r) ) A Proposal to Develop a Strategic Plan ) () cj February 6, 2020 ) • Kelly Associates Management Group kelly associates Management Group February 6,2020 Ms. Ericka Hernandez City Clerk City of Rosemead 8858 East Valley Boulevard Rosemead,CA 91770 SUBJECT: PROPOSAL TO DEVELOP A STRATEGIC PLAN Dear Ms. Hernandez: Kelly Associates Management Group LLC (KAMG) is pleased to submit this proposal to the City of Rosemead to facilitate the City's strategic planning process. We are looking forward to the possibility of working with you to develop a strategic plan that reflects the vision and needs of the community. I believe our staff's expertise makes us especially well-suited to assist Rosemead in developing effective programs and projects that are aimed at addressing the community's long-range strategic needs. Since 2011, KAMG has assisted a number of local government clients create and manage comprehensive strategic plans. The members of KAMG's staff are all seasoned, career municipal managers with extensive experience in developing and achieving community goals and objectives. (As an aside, I was a City Planning Intern in Rosemead from 1969 to 1971). In submitting this proposal, KAMG agrees to all conditions, instructions, descriptions and specifications contained in the City's Request for Proposal No. 2020-02 dated January 13, 2020. All work products submitted by KAMG in support of this proposal shall become the property of the City. Furthermore, KAMG guarantees that all aspects of this proposal including costs and rates shall remain in effect for a period of 60 days after the quote opening on Thursday, February 6,2020. We look forward to working with the City of Rosemead. The Proposal Summary in Section I includes all relevant contact information if you have any questions. Sincerely, KELLY ASSOCIATES MANAGEMENT GROUP LLC William R. Kelly President/CEO 1110 North harbor Boulevard • Suite 900 • Fullerton ■ f.1 • 92835 711..149.8132 City of Rosemead Proposal to Develop a Strategic Plan TABLE OF CONTENTS Section I — Proposal Summary 1 Section II — Profile of the Proposing Consultant 3 Section III —Qualifications of the Consultant 5 Section IV—Work Plan/Proposed Approach 9 Section V—Staffing 14 Section VI — Proposed Innovations 17 Section VII — Proposal Cost Sheets and Rates 18 Appendix A—Staff Resumes City of Rosemead Proposal to Develop a Strategic Plan Section I — Proposal Summary In 2011, William R. Kelly formed the Kelly Associates Management Group (KAMG) as a vehicle for former local government managers to continue offering their services to the profession by offering public sector organizations the opportunity to craft unique, creative solutions to the problems confronting their communities. Since then, the KAMG team has helped many clients develop and implement multi-year strategic and/or economic plans, goals and objectives that reflect environmental and stakeholder visions. The City of Rosemead now wishes to engage in a strategic planning process that addresses those long-term issues, goals, and priorities that are consistent with the City Council's vision and that focus on organizational best practices which enhance service levels within the community. KAMG proposes to solicit input to this process from both the community and from organizational stakeholders by utilizing a SWOT Analysis approach (Strengths, Weaknesses, Opportunities, Threats) that would establish a baseline of shared values and vision for the community which could then be crafted into strategic goals for the next ten years. In order to begin the process of crafting measurable objectives and strategies, KAMG will also ask stakeholders to identify what they see are the 5 to 10 most important policy directions the City should pursue that reflect the community's Mission, Vision and Core Values. In each of KAMG's strategic planning engagements, we have emphasized to our clients that reaching out to other stakeholders in the community can produce a more inclusive plan and usually results in greater community buy-in to individual goals and objectives. We've also encouraged our clients to take advantage of this process to provide the community with a broader understanding of the City's functions, it's fiscal and organizational challenges, and its role in regional issues and affairs. It has been our experience that a focused effort to communicate the adopted plan to residents, businesses and other organizations can help establish a broader and more consistent vision of the City's future. KAMG's proposal to assist the City of Rosemead in its strategic planning process reflects a 13- step Work Plan that includes information gathering, analysis, document preparation, review, and Plan presentation. For this work, KAMG proposes a fixed fee Professional Services Contract in the amount of$35,250. The following sheet contains KAMG's contact information. 1 City of Rosemead Proposal to Develop a Strategic Plan Contact Information Kelly Associates Management Group LLC William R. "Bill" Kelly, President/CEO 1440 North Harbor Boulevard, Suite 900 Fullerton, CA 92835 Cell: (714)837-7502 Email:williamk@ka-mg.com 2 City of Rosemead Proposal to Develop a Strategic Plan Section II — Profile of the Proposing Consultant Section II will provide an overview of Kelly Associates Management Group, highlighting the firm's expertise at delivering quality services to local government clients. Overview of Firm The Kelly Associates Management Group was formed to give public sector organizations the help they need to craft unique, creative solutions to the problems confronting their constituents. The KAMG team has proven its effectiveness in helping clients size up the environment, determine stake-holders, identify the landmines, figure out the best courses of action, and develop sound implementation strategies. What makes KAMG a particularly good partner is the breadth of experience its professional staff brings to every engagement. With an average of 35 years of public service experience each, all are former successful local government managers with proven track records who now offer their skills and knowledge on a consulting basis. KAMG has the resources to pull together the right team to deliver nearly any service a client may require, whether it's for a specific problem or project or to provide general, on-going staff assistance. Since 2011, the KAMG team has experience helping public sector clients in the following specialty areas: .. r City Management-. Public works&,': Police Infrastructure _ Human' Fire Resources' Community& Recreat on Economic Development. Finance Financial Stability, Capacity and Resources Kelly Associates Management Group is a California Limited Liability Corporation owned by William R. Kelly and Christine E. Kelly which operates out of its corporate office in Fullerton, 3 City of Rosemead Proposal to Develop a Strategic Plan California. The firm is currently in its 9th year of operation and has served over 40 local government and non-profit clients throughout the State. Currently, KAMG holds contracts with four local government clients, two of which are on-going retainers for general staff support and project management. The firm maintains adequate cash flow to meet its financial obligations which consist primarily of monthly staff salaries. As owner, Mr. Kelly has the flexibility to adjust salary expenses in order to accommodate cash flow requirements. Consequently, KAMG has the fiscal capability of providing the District's requested services. 4 City of Rosemead Proposal to Develop a Strategic Plan Section III — Qualifications of the Consultant Section III will expand on KAMG's experience and ability to develop the City of Rosemead's Strategic Plan. Experience with Similar Projects KAMG would bring to this engagement two important perspectives: 1) as consultants to government agencies and non-profit organizations, and 2) as long-time practitioners in the field of organizational management. As a company, KAMG has worked with small, medium-sized and large public organizations that have sought to establish multi-year planning tools that reflect environmental and stakeholder visions. These include community and/or economic strategic plans in the cities of Stanton, Signal Hill, Millbrae, Covina and Los Alamitos as well as for the Orange County Fair and Event Center, the Buena Park Police Department, the California Contract Cities Association (CCCA) and the East Valley Water District. KAMG has also facilitated goal-setting sessions for City Councils and Boards of Directors in several of our client cities and special districts. In each of KAMG's strategic planning engagements, it has been of utmost importance to gather a broad range of stakeholder input regarding the environment in which the organization functions. We have conducted both individual and group sessions in order to: • Help ascertain the strengths of the organization that allow it to pursue its goals and be successful • Evaluate the organization's weaknesses that hinder its ability to achieve its goals • Assess any opportunities in the environment that can help the organization achieve its goals • Identify any threats that could keep the organization from achieving its goals. Some of KAMG's clients, such as the City of Signal Hill, conducted extensive outreach to residents and businesses in the community to elicit their perspectives and visions for the future. In other instances, such as in Los Alamitos, Stanton and Buena Park, our clients kept their emphasis internal, focusing their strategic planning efforts on specific major issues facing their organization or on how their organizational alignment effected the allocation and utilization of resources for achieving goals. Finally, KAMG's work with the CCCA's Board of Directors was unique in that we were bringing together a diverse group of local elected leaders to develop and facilitate a process for soliciting member input and crafting an effective strategic plan for their represented entities. 5 City of Rosemead Proposal to Develop a Strategic Plan Pertinent Project Experience KAMG's President/CEO, William Kelly will serve as the project manager and primary point of contact for the City's Strategic Planning engagement. Mr. Kelly also served as the project manager for each of the engagements referenced below. • ( 'WCity of Millbrae: California . . z�t"IF00'@�4 - Contact Name Ms. Marcia Raines Position President Public Sector Services Phone (650)995-4743 Email mraines.pss@gmail.com Project (NOTE:Ms. Raines was City Manager of Millbrae during KAMG's engagement) Description The City of Millbrae hired KAMG to create its 2013 Economic Development Strategic Plan.The purpose of this Plan was to help the City identify ways that it could still take a proactive approach to building a healthy economic base even in the absence of Redevelopment. KAMG's objectives for the project were to take a snapshot of the City's current status relative to its recent economic development goals and activities,to assess local and regional trends,to examine current growth opportunities,and to introduce a series of tools that the City could employ on a "go-forward" basis to help remain focused on addressing commercial, retail and industrial development. For several years following adoption of the Plan, KAMG continued to provide annual updates and consulted with the City on economic development issues. City of Signal Hill, California Contact Name Mr. Ken Farfsing Position Retired Phone (626)588 7156 Email Kcf817Paol.com Project (NOTE:Mr. Farfsing was City Manager of Signal Hill during KAMG's engagement) Description KAMG began working with the City of Signal Hill in July 2013 to develop a new Five- Year Strategic Plan. In addition to assessing fiscal and policy issues facing the City Council, KAMG was tasked to conduct a series of community outreach sessions including SWOT analyses with specific stakeholders, noticed community meetings and interviews with staff.While KAMG met all of the required task milestones, certain election-related issues in the community resulted in the City delaying final adoption and implementation of the Strategic Plan. 6 City of Rosemead Proposal to Develop a Strategic Plan f\N+ i y City of Stanton, California Contact Name Mr.James A. Box Position Director of Community Development City of Buena Park Phone (714)562-3850 Email ibox@buenapark.com Project (NOTE:Mr.Box was City Manager of Stanton during KAMG's engagement) Description The City of Stanton's City Council retained KAMG in 2012 to revise its Community Strategic Plan.This involved considerable outreach to both the City Council and staff to evaluate progress towards achieving previously-established goals and objectives, identify local and regional trends,assess those dynamics at work in both the organization and community that can affect service delivery,establish new service priorities,and develop new goals,objectives and strategies for addressing priorities. KAMG also worked with the City to produce the 2014-15 Updated Strategic Plan that was approved by the City Council in March,2015.. KAMG met all of the City's schedule and budgetary timelines. F��, Orange County Fair and Event'Center Contact Name Kathy Kramer Position President and General Manager Yakima Valley SunDome Phone (509)248-7160 Email cwsf@fairfun.com Project (NOTE:Ms. Kramer was Chief Executive Officer of OCFEC during KAMG's Description engagement) KAMG was retained by the Orange County Fair and Event Center(OCFEC)in 2014 to develop a Five Year Strategic Business Plan.The OCFEC's goals were to define the role of the organization as a community based asset and develop strategic goals in support of this purpose,integrate the recommendations from the organization's 10-Year"Master Site Plan",ensure long-term fiscal stability for the organization with financial goals and metrics for key revenue drivers,define educational programming strategies and metrics around the organization's educational assets and develop strategies for funding this outreach,assess the OCFEC's service culture by reaching out and soliciting input from community and organizational stakeholders. Due to changes in organizational priorities, KAMG's • draft Five-Year Business Plan was not submitted to the OCFEC Board. 7 City of Rosemead Proposal to Develop a Strategic Plan California Contract Cities Association Contact Name Mr. Marcel Rodarte Position Executive Director Address 11027 Downey Avenue Downey,CA 90241 Phone (562)622-5533 Email Marcel@contractcities.org Project In June 2015, KAMG was hired by the 65-member California Contract Cities Description Association to develop a one- to three-year Strategic Plan. Working with a subcommittee and with the Executive Board, KAMG employed a SWOT analysis to gauge regional issues of importance to the Association's member jurisdictions and craft specific goals and objectives for addressing those issues. 9 8 City of Rosemead Proposal to Develop a Strategic Plan Section IV — Work Plan/Proposed Approach The City of Rosemead wishes to employ an inclusive strategic planning approach that works towards consensus on those strategic issues, goals, and priorities that are consistent with the City Council's vision. The resulting Strategic Plan is intended to focus on organizational best practices and identify programs, projects and initiatives that will enhance service levels within an ever-changing and evolving community environment. The sections below describe the process that KAMG would employ for soliciting and assessing stakeholder input to the Strategic Planning exercise. Review Current Strategic Plan and City Documents KAMG's first step will be to review the City's current "Strategic Plan 2018-2020" along with other key documents such as the adopted annual budget, the Comprehensive Annual Financial Report, the general plan, demographic information, etc. Using the data collected, KAMG will apply its knowledge and experience of best management practices to establish a baseline of community services and capabilities. SWOT Analysis KAMG will employ a SWOT Analysis approach (Strengths, Weaknesses, Opportunities, Threats) at the proposed Community Engagement Events and during the Initial Planning Meetings with major organizational stakeholders (City Council, City Manager, Executive Staff). The purpose of these outreach efforts would be to establish a baseline of shared values and vision for the community which could then be crafted into strategic objectives for the next ten years. The strategic objectives that evolve from the SWOT Analysis must be carefully weighed against current projects, programs and policies in order to properly assess what the City is capable of achieving.The ability to close the"gap" between today's reality and the community's long-term vision will depend in large part on an honest assessment of the many opportunities and threats in the environment that impact the organization. "Opportunities" are those factors that are available in the environment that can help the organization achieve its goals (as opposed to a "wish list" of desired outcomes). On the other hand, "threats" are those pitfalls looming in the environment that could throw up roadblocks or otherwise keep the organization from achieving its goals. While broad consensus may be reached on what the community's vision for the future is, the strategic plan that results from this process must include a carefully crafted implementation plan that would identify the individuals who would be accountable for meeting goals, a timeframe for accomplishment, and a system for measuring results against targeted expectations. 9 City of Rosemead Proposal to Develop a Strategic Plan Initial Planning Meetings & Study Session #1 KAMG will conduct Initial Planning Meetings with each designated stakeholder (City Council, City Manager, Executive Staff) for the purpose of engaging in the SWOT Analysis exercise. Specifically, the stakeholders will be asked to address the following: • What are the STRENGTHS of the organization and community that allows the City to pursue its goals and be successful? • What WEAKNESSES exist that hinder the City's ability to achieve its goals? • What OPPORTUNITIES does the environment afford the City that can help it achieve its goals? • What THREATS are lurking in the environment that could throw up roadblocks or otherwise keep the City from achieving its goals? Within the context of the SWOT analysis, stakeholders will also be asked to identify what they see are the 5 to 10 most important Targeted Goals that the City should be pursuing within the next 10 years. In this instance, "Goals" are defined as major City Council policy directions given to the staff that are aimed at addressing current needs (as well as those in the foreseeable future) and which reflect the City's Mission,Vision and Core Values. Following these Initial Planning Meetings, KAMG recommends conducting the first of 3 City Council Study Sessions to explore common themes and visions that would be helpful when soliciting public input. Community Engagement Events) The City's Request for Proposal indicates that KAMG shall facilitate one or more Community Engagement Events. While the specific scope and logistics of these events are yet to be determined, it is important to note that KAMG has conducted many such outreach efforts for other client's (strategic planning, community visioning, public education, organizational assessment, etc.). For the Rosemead events, KAMG would employ both plenary and small-group exercises to encourage maximum participation. The session would begin with an overview of the strategic planning process, a discussion about the City's vision and mission, and a summary of the City's current budget and finances.The participants would be divided into round-table groups to work through the components of the SWOT Analysis. At the end of the discussion, a spokesperson from each table would present their table's input to the entire group. These results would be recorded on flip charts. 10 City of Rosemead Proposal to Develop a Strategic Plan Status Memorandum and Study Session #2 Following the first City Council Study Session and the Community Engagement Event, KAMG will prepare a memorandum to the City Council and City Manager summarizing the input received and identifying major strategic issue areas along with recommendations for a series of short-, medium-and long-term Targeted Goals. Following distribution of the Status Memorandum, KAMG recommends conducting City Council Study Session #2 to discuss the information provided and to seek consensus on final Targeted Goals. Development of Objectives and Strategies KAMG believes that once consensus is reached on the Targeted Goals for the 10-year Strategic Plan,the responsibility should then fall to the City staff to create measureable objectives and strategies for achieving the goals along with reasonably expected completion dates and the designation of responsible staff members. KAMG will facilitate an exercise with the City Manager and the Executive Staff to begin developing these objectives and strategies for each Targeted Goal within the context of both its importance to the City and feasibility of implementation.The end result of this exercise would be a series of actual objectives and strategies that can be tracked and measured over the life of the Strategic Plan. Draft Strategic Plan & Study Session #3 Once final objectives and strategies are developed, KAMG will produce the draft 10-Year Strategic Plan. The draft Strategic Plan would be presented to the City Council, City Manager and Executive Staff at the third City Council Study Session for review and comment. Final Strategic Plan Based on any feedback received, KAMG will then prepare the final 10-Year Strategic Plan for formal submission and presentation to the City Council. Task List The following is a task list for implementing the Work Plan along with an estimated timeframe for implementation: 11 r 4 4 City of Rosemead Proposal to Develop a Strategic Plan Task Activity Task 1 Project Orientation Initial logistics meeting with staff. Task 2 Background Document Review Review City-provided background documents (current goals and objectives, budget, CAFR, CIP, General Plan, etc.). Task 3 Initial Planning Meetings Conduct interviews with designated stakeholders (City Council, City Manager, Executive Staff) for the purpose of reviewing the City's 2018- 2020 Strategic Plan and engaging in the SWOT Analysis exercise for the new 10-Year Plan.This Task assume individual 1-hour interviews with five (5) City Council members, the City Manager, and eight (8) Executive Staff members (Department heads plus the Assistant City Manager, not including the City Attorney). Task 4 City Council Study Session No. 1 Review and summarize the results of the Initial Planning Meetings. Task 5 Prep For Community Engagement Events Prepare handouts and other materials NOTE: At this point, it is unknown how many events will be required and how the logistics for these events will be handled (i.e., facilities, noticing and/or invitations, copying, refreshments, etc.). This Task assumes that the City will handle all event logistics. Task 6 Community Engagement Event Facilitate a half-day Community Engagement Event to conduct a SWOT analysis for the purpose of examining public perceptions and observations about the community's future. NOTE: This proposal assumes one event and includes travel, set-up and breakdown time. Task 7 Status Memorandum Prepare a Status Memorandum to the City Council and City Manager summarizing all input received during the Initial Planning Meetings, City Council Study Session No. 1, and the Community Engagement Event. The memo will identify major strategic issue areas along with recommendations for Targeted Goals. Task 8 City Council Study Session No. 2 The purpose of this City Council Study Session No. 2 is to review all input received and seek consensus on final Targeted Goals. Task 9 Develop Objectives and Strategies Facilitate an exercise with the City Manager and Executive Staff to generate measurable objectives and strategies to meet all of the Targeted Goals. Task 10 Prep Draft Strategic Plan Prepare the draft 10-Year Strategic Plan. 12 City of Rosemead Proposal to Develop a Strategic Plan Task Activity Task 11 City Council Study Session No. 3 Facilitate City Council Study Session No. 2 focusing on the draft Strategic Plan. Task 12 Prep Final Strategic Plan Based on feedback received during Task 11, prepare the final 10-Year Strategic Plan. Task 13 Strategic Plan Report Deliver and present final 10-Year Strategic Plan Report. Assuming a March 1, 2020 start date, KAMG is confident that it can deliver the 10-Year Strategic Plan within the 180-day timeframe specified in the City's Request for Proposal. Please note that the number and scope of Community Engagement Events has yet to be determined. KAMG's proposal envisions a single community outreach event; however, if additional events are required, KAMG reserves the right to adjust the fixed fee amount accordingly. 13 City of Rosemead Proposal to Develop a Strategic Plan Section V — Staffing For the purposes of this engagement KAMG,will assign the following staff: • William R. "Bill" Kelly, President/CEO • Christine E. Kelly, Executive Vice President • David A. Gruchow, Principal The following describes the key KAMG personnel that will be assigned to meet the terms of this engagement including their qualifications and responsibilities. Resumes for these individuals are included in Appendix A at the end of this proposal. William R. "Bill" Kelly William R. "Bill" Kelly is KAMG's President/CEO where he specializes in the areas of organizational management, strategic planning,team building, economic development, and city planning. He will serve as KAMG's primary point of contact for this engagement and will conduct all interviews and presentations. Mr. Kelly previously served as the Chief Operating Officer for Urban Futures, Inc. for four years where he consulted with many local agencies. Prior to that, Bill was the City Manager of the City of Arcadia and Executive Director of the Redevelopment Agency for 14 years. He has also held positions of Deputy City Manager, Director of Community Development, Director of Development Services, and Director of Planning and Building for several California municipalities. He also served as Vice Chair of the State of California CLETS Committee and as Chair of the L. A. County Emergency Medical Services Commission. Mr. Kelly brings to the engagement the experience of one who has served the public sector as a department director, a City Manager and a private consultant. Mr. Kelly has a Bachelor of Science degree in City Planning from California State Polytechnic University, Pomona, an MPA from the University of Southern California, and both an Executive MBA and MA in Management from Claremont Graduate University, where he has also taken Doctoral Studies in Executive Management. He is an Adjunct Professor at the University of Southern California, Price School of Public Policy and is also a POST-certified instructor for statewide Police Team Building. 14 City of Rosemead Proposal to Develop a Strategic Plan Christine E. Kelly Christine E. "Chris" Kelly is KAMG's Executive Vice President where she specializes in the areas of project oversight, permit streamlining, economic development, and city planning. Her experience and expertise will be valuable in assessing the City's current services and finances and assisting in conducting of the Community Engagement Event(s). Ms. Kelly recently served as Land Use Services Director for the County of San Bernardino, overseeing Planning, Building and Safety, Code Enforcement, and Mining. Prior to that, she was the Community Development Director for the cities of Chino Hills, Pomona, Brea, and Cypress. Other positions she has previously held throughout her career include Director of Development Services, Building and Safety, and Redevelopment for several California municipalities. Finally, she also worked as a Senior Project Manager for Hogle-Ireland, overseeing the Chapman University Specific Plan and building expansion, as well as other agency specific plans. Ms. Kelly received her Bachelor of Arts degree in Anthropology and a Master's degree in Public Administration, both from California State University, Long Beach. She also received a Certificate in Urban Studies from the same institution. Ms. Kelly has served as Adjunct Faculty, teaching Economic Development in the Masters of Public Administration Program at California State University, Long Beach. David A. Gruchow David A. Gruchow, Principal, specializes in research and analysis and has worked closely with the KAMG team since 2009 after a 33-year career in city government. For this engagement, he will provide data collection and research assistance as well as preparation of all deliverables. For the first 16 years of his public service, Mr. Gruchow held staff and management positions in several departments in the City of Long Beach including Recreation, Finance, General Services, Public Works and the City Manager's Office. For the last 17 years, he served as Assistant City Manager and Assistant Redevelopment Agency Executive Director for the City of Yorba Linda where he managed several high-profile development projects. He also served as a Principal with Urban Futures, Inc. for two and a half years specializing in redevelopment and economic development. During his career, Mr. Gruchow has acquired extensive experience in local government finance and budgeting, Human Resources, capital improvement planning, public works, parks & recreation, public information, and community development/redevelopment. He has also participated in, and managed,various strategic planning and goal setting efforts. 15 City of Rosemead Proposal to Develop a Strategic Plan Mr. Gruchow has a Bachelor's degree in Political Science/Public Administration (with a minor in Speech Communications) and a Master's degree in Public Administration, both from California State University, Long Beach. 16 City of Rosemead Proposal to Develop a Strategic Plan Section VI — Proposed Innovations The strategic planning method that typically works best in the public sector is one that identifies the alignment of community and organizational values within the context of historic experience and the changing, evolving environment. One of the most important considerations during a strategic planning process, and the one that is often the most difficult to achieve, is putting current problems and issues into a longer-range context. Too frequently, there is a propensity to focus on the immediate needs of the community and/or organization without due consideration of how these needs might manifest themselves in three years, or five years or ten (or whether they will be of any consequence at all). Utilizing a SWOT Analysis (strengths, weaknesses, opportunities, threats), can help broaden a stakeholder's perspective of future conditions. In the past, KAMG has found that reaching out to other stakeholders in the community can produce a more inclusive plan and usually results in greater community buy-in to individual goals and objectives. When clients have included such community engagement into their process, they've realized significant benefits when the outreach events and workshops incorporate an educational component at the very beginning to establish a common baseline of understanding. Such an opening presentation may be made by the Mayor, a member of the City Council, City staff or KAMG and should include topics such the following: • An historical perspective of the City • An overview of the City's organization and function • A discussion about the City's budget and general financial status • A discussion about current issues and challenges • A discussion about the City's role in regional and state affairs It has also been KAMG's experience that a focused effort to communicate the adopted Strategic Plan to residents, businesses and other organizations can help establish a broader and more consistent vision of the City's future. 17 City of Rosemead Proposal to Develop a Strategic Plan Section VII — Proposed Cost Sheet and Rates KAMG proposes to utilize a blended corporate rate of$250 per hour for the work described in Section IV of this proposal for a fixed fee Professional Services Contract amount of: THIRTY-FIVE THOUSAND TWO HUNDRED AND FIFTY DOLLARS($35,250)1 The fees include a reasonable allowance for expenses (i.e., travel time, meetings, office, etc.). KAMG will provide the City with an electronic version of the final report which the City can then copy for distribution. It is proposed that the Professional Fees be paid as follows: 1. 20%($7,050) upon execution of a Professional Services Agreement 2. 20%($7,050) upon delivery of the Status Memorandum (Task 7) 3. 60%($21,150) upon presentation of the final Strategic Plan to the City(Task 13) In addition to the fee proposal above, the City may wish to consider certain optional KAMG services depending on the results of the study and subsequent City Council direction. These additional/optional tasks would be performed by KAMG under a separately negotiated agreement and would be billed to the City based on the following rate schedule2: President/CEO $295/hr Executive Vice President $250/hr Managing Principal $250/hr Principal $200/hr Senior Associate $150/hr Any out of pocket expenses incurred for additional work would be billed based on actual cost plus 10%. Additional/optional tasks may include (but are not limited to)the following: • Development of an on-going progress monitoring program. • Conduct the two-year follow-up reviews as specified in the City's Request for Proposal (NOTE: KAMG estimates that these reviews would require approximately 40.0 hours and would include a review of the status of all objectives and implementation strategies, meetings with the City Manager, preparation of a written report and a presentation to 1 The proposed fixed fee amount is subject to a final determination as to the number of Community Engagement Events that will be required(the proposal as submitted assumes one Event).Each event assumes a fee of$4,000. 2 The rate schedule reflects KAMG's corporate billing rates at the time of this proposal. 18 City of Rosemead Proposal to Develop a Strategic Plan the City Council. This work would be billed on a time and materials basis utilizing the applicable hourly rates effective at the time of the engagement). 19 Appendix A Staff Resumes Kelly Associates Management Group LLC Resume of William R. "Bill" Kelly President/CEO Education Project Experience ■ Doctoral Studies in Executive • President/CEO, Kelly Associates Management, Claremont Graduate Management Group LLC University ■ Chief Operating Officer, Urban ■ Executive Masters of Business Futures Inc. Administration, Claremont Graduate ° City Manager, City of Arcadia University • Principal, GRC Consulting Inc. ■ Masters of Arts in Management, ° Deputy City Manager/Community Claremont Graduate University Development Director, City of ■ Masters of Public Administration, Burbank • Director of Development Services, University of Southern California ■ Bachelor of Science- Urban Planning, City of Brea • California State Polytechnic University- Director of Community Pomona Development/Public Works,City of Baldwin Park Qualifications • Director of Planning and Building, City of San Bruno William R. (Bill) Kelly is President/CEO of • City Planner, City of Glendora • Kelly Associates Management Group LLC Vice Chair/Member, State of where he specializes in the areas of California Law Enforcement organizational management, economic Telecommunications Commission • development, redevelopment, and city Chair/Vice Chair/Member, Los planning. Mr. Kelly also served as the Chief Angeles County Emergency Services Operating Officer for Urban Futures, Inc. for Commission • four years where he consulted with many local Adjunct Professor,University of agencies. Prior to that, he was the City Southern California-Price School of Manager of the City of Arcadia and Executive Public Policy Director of the Redevelopment Agency for 14 • Adjunct Faculty,California State years and also held positions of Deputy City University, Long Beach - Graduate Manager, Director of Community School of Public Policy • Development, Director of Development Adjunct Assistant Professor, Services, and Director of Planning and California State University, San Building for several California municipalities. Francisco- Graduate Program in Environmental Planning Mr. Kelly is an Adjunct Professor at the University of Southern California, Price School of Public Policy and is also a POST • certified instructor for statewide Police Team Building. 1490 north harbor boulevard ■ suite 900 ® Fullerton w ca • 92835 714.449.84432 Kelly Associates Management Group LLC Resume of Christine E. "Chris" Kelly Executive Vice President Education Project Experience • ▪ Masters of Public Administration, Executive Vice President, Kelly California State University, Long Associates Management Group LLC Beach ▪ Land Use Services Director, County ■ Certificate in Urban Studies, California of San Bernardino State University, Long Beach ° Community Development Director, ■ Bachelor of Arts in Anthropology, City of Chino Hills • California State University, Long Senior Project Manager, Hogle- Beach Ireland, Inc. • Director of Community Qualifications Development/Deputy Executive Director of Redevelopment, City of Christine (Chris) Kelly is Executive Vice Pomona President of Kelly Associates Management Director of Development Services, Group LLC, where she specializes in the areas City of Brea • of project oversight, permit streamlining, Director of Community economic development, and city planning. Development/Deputy Executive Ms. Kelly recently served as Land Use Director Redevelopment, City of Services Director for the County of San Cypress • Bernardino, overseeing Planning, Building Associate Planner, City of Cypress and Safety, Code Enforcement, and Mining. ° Administrative Analyst to the City Prior to that she was the Community Manager, City of Bellflower Development Director for the City of Chino ° Adjunct Faculty, California State Hills,and throughout her career, held previous University, Long Beach—Graduate positions as Director of Development School of Public Policy Services, Building and Safety,and Redevelopment for several California Municipalities. Finally, she also worked as a Senior Project Manager for Hole-Ireland, overseeing the Chapman University Specific Plan and building expansion, as well as other agency specific plans. Ms. Kelly served as Adjunct Faculty, teaching Economic Development in the Masters of Public Administration Program at California State University, Long Beach. l940 north harbor boulevard ® suite 900 ® fullerton - ca ® 92835 714.949.8432 Kelly Associates Management Group LLC Resume of David A. Gruchow Principal Education Project Experience • ■ Master of Public Administration, Principal,Kelly Associates California State University, Long Management Group LLC Beach • Principal, Urban Futures Inc. ■ Assistant City Manager/Assistant • Bachelor of Arts—Political Redevelopment Agency Executive Science/Public Administration, Director, City of Yorba Linda California State University, Long • Administrative Officer—Public Beach Works, City of Long Beach • Executive Assistant to the City Manager, City of Long Beach Qualifications • Senior Administrative Analyst, City of Long Beach David Gruchow has consulted to public sector • Recreation Leader, City of Long clients since 2009 after a 33-year career in city Beach government. For the first 16 years, he held staff and management positions in several departments in the City of Long Beach. For the last 17 years, he served as Assistant City Manager and Assistant Redevelopment Agency Executive Director for the City of Yorba Linda. Mr. Gruchow also served as a Principal with Urban Futures, Inc. for two and a half years specializing in redevelopment and economic development. In addition to his extensive knowledge of government finance and management practices, Mr. Gruchow's major strength lies in his ability to pull together and manage teams of people to address complex problems. His active involvement in several high-profile development projects in Yorba Linda makes him a key member of the project team. 1440 north harbor boulevard a suite 900 . Fullerton - ca a 92835 714.4.19.8432 E M 1.Kc) CIVIC PRIDE f4;n;7 4*ORPORAT0 X0 Attachment C Updated Proposal from Kelly Associates Management Group 1 kelly associates Management Group January 28, 2021 Gloria Molleda City Manager City of Rosemead 8848 E.Valley Blvd. Rosemead,Ca.91770 Re: Revised Scope of Work for Rosemead Strategic Plan Outreach Program Dear Ms. Molleda, Consistent with your request for additional information on our approach to reach out to your diverse community, Kelly Associates Management Group(KAMG) has prepared a revised outreach program.Our original proposal, dated February 6, 2020, outlined one or more community events to be on site-open meeting to capture community opinions. (see pages 9-13). Now in this Pandemic era,we are now suggesting virtual activities to capture the same information. In order to achieve this new work effort,we will subcontract with PlaceWorks,whom we have worked with in the past. The scope of work and activities are as follows: Website Development • Preparation/Coordination • Prepare initial content • 2 rounds of updates (prior to each workshop) • Interpretation (Spanish and Mandarin or other selected dialect) • KAMG and PlaceWorks will prepare and format the written content, including surveys using a Google plugin for translation.The budget assumes we use the City's website and PlaceWorks will provide the content to be uploaded by the City. Workshop#1 Task 1: KAMG and PlaceWorks will coordinate with the City on the structure of the workshop,the public input to be gathered, and the best methods to engage online. KAMG and PlaceWorks will prepare the meeting announcement to be distributed by the City(via social media, email,website). The announcement will provide a link to instructions for accessing the online platform. KAMG and PlaceWorks will also coordinate with the City on the PowerPoint to be used during the workshop, and preparing and setting up any survey questions to be asked during the workshop. For budgeting purposes,we have assumed the use of Zoom for the workshops. KAMG and PlaceWorks staff will run the Zoom meetings, including the breakout rooms in three languages and will provide a link to instructions for accessing the online platform. Task 2: KAMG and PlaceWorks will undertake the same tasks as required in Workshop#1. We are assuming some cost savings through the ability to repurpose some of the materials. As stated previously the need to use virtual outreach requires a very different work effort than originally proposed.The costs for both firms to complete this assignment is: Sixty -Three Thousand and Seven Hundred Fifty Dollars ($63,750). Please note this proposed fee is subject to negotiations. We hope this revised scope of work answers your questions as to how we intend to reach out to your community.This revised scope of work is a robust plan to reach you citizenry and to facilitate participation during this Pandemic time frame. Thank you and if you have any questions please contact me. Respectfully submitted, William R. Kelly President/CEO Kelly Associates Management Group el, F '9 0 CIVIC PRIDE - '74M.7 /490000RA:so Attachment D Proposal from MIG w FEBRUARY 6, 2020 • 5 E M t'` O CIVIC PRIDE tD4P'0RATE019° CITY OF ROSEMEAD STRATEGIC PLANNING SERVICES PROPOSAL M ( G 537 S.Raymond Avenue Pasadena,CA 91105 City of Rosemead Professional Strategic Planning Services 1 M .,1., ti February 6,2020 Attn:Ericka Hernandez City Clerk,City of Rosemead City Clerk's Office 8858 E.Valley Blvd. Rosemead,CA 91770 RE:Request for Proposal No.2020-02—Professional Strategic Planning Services Dear Ms.Hernandez and Selection Committee Members, Thank you for considering MIG,Inc.as your consultant to lead development of the City of Rosemead's 2020 to 2030 Strategic Plan.We believe that strategic planning can measurably improve cities and organizations to better advance their missions and achieve desired outcomes,invigorating and uniting leaders,staff and stakeholders around a clear and meaningful path ahead.MIG approaches each project as a strengths-based, capacity building opportunity with products that go well beyond the plan document itself—with clarity, cohesion,and momentum for action.If selected,MIG will engage city council members,city staff and commission members,residents,business-owners and other key stakeholders in authentic and consequential conversations about constructing and operationalizing a visionary strategic plan for the next decade. Our process will evaluate and build upon the city's previous goals and objectives and design a plan which provides clear direction,supports cost savings,gets results and strengthens the City of Rosemead's commitments to public service and fiscal responsibility. MIG brings over 35 years of experience in engaging organizations and communities in Southern California and nationwide in planning for future change,using a broad set of traditional and innovative tools.We bring extensive expertise in working with cities and public agencies with complex operational structures and that serve diverse communities. Our experienced team is best suited to work with you on this important initiative based on the following qualifications: • Proven track record in strategic planning that leads to desired change and actionable,operational plans. • In-depth knowledge of change efforts with public agencies and municipalities through our innovative work with clients locally,regionally,statewide and nationally. • Local understanding of and experience with the city of Rosemead and the communities it serves. • A collaborative approach that builds and deepens partnerships and support for implementation—from start to finish. I am a principal at MEG and an authorized representative of the firm.If you have any questions,please do not hesitate to contact me (626)744-9872 or esmeraldag@migcom.com or Stephanie Lane Pavan,Deputy Project Manager(626) 744-9872 or spavon@migcom.com.We look forward to discussing our proposed approach and workplan with you in more detail. Sincerely, (0' ,6471/1,1AA- Esmeralda Garcia Principal City of Rosemead I Professional Strategic Planning Services 3 MI I 1G Addendum Acknowledgement MIG acknowledges receipt of Addendum No.1 from the City of Rosemead dated February 4,2020,regarding item#4(Work Plan/Proposed Approach). City of Rosemead I Professional Strategic Planning Services 4 12-1,..,1 G- 1. 1. proposal Summary The City of Rosemead is embarking upon a MIG's four-phase planning process is rooted in process to develop a new strategic plan for the the community values determined by the city of next decade and seeks an experienced consultant Rosemead during its last plan: those of honoring to manage its strategic planning process.This tradition,embracing diversity and leaning into the strategic plan will serve as a roadmap for future.In Phase One of the process,MIG will implementing Rosemead's ongoing vision as a build a situational analysis of the city,by engaging leader in service provision and continuous city leaders,community and business improvement and will be a framework for setting representatives and other stakeholders in city council and budget priorities in the coming conversations about the past,current and future years. trends affecting Rosemead,and collecting key issues and priorities which should be addressed Rosemead is a diverse,working-class city,which during the planning process.MIG will produce an prides itself on its small town feel and environmental scan report which compiles these commitments to quality public services and fiscal initial findings and will set the foundation for responsibility.Key themes which unite city council building the strategic plan. members,staff,residents and other stakeholders in the city include financial sustainability,public In Phase Two,MIG will coordinate activities safety,transparency and good governance, with city leadership and with the broader environmental stewardship and economic Rosemead community to build out the elements development,and community beautification. of the strategic plan framework. In addition to facilitating city leadership and stakeholder In 2009,the Rosemead City Council developed a workshops to identify and refine a draft set of strategic plan with broad community input that values,goals and objectives,MIG will organize a described the collective vision and values of the "Community Innovations Forum"where city and laid out five strategy areas to organize the Rosemead residents,business and property city's objectives for the coming years.These owners,employees and other stakeholders can continue to provide a framework for improving engage in discussions about the work of the city and expanding city services and infrastructure, over the last decade,hear about best practices promoting the city as a destination for business, from fellow stakeholders,community leaders and and offering sound fiscal guidance for a contract practitioners from MIG and elsewhere,and city with finite resources. provide feedback on what the values and priorities of the city should look like going forward.We will Recent changes in city leadership and the make sure this is an accessible and family-friendly beginning of a new decade provide an opportunity event,translated into multiple languages,and to revisit the themes and goals of Vision 2020 and provide a web-based option for community imagine Rosemead forward into the next decade members to access after the forum. to 2030. Phase Three is about developing the plan.MIG To imagine Rosemead forward to 2030,MIG will work with city leadership and convene a staff proposes a strategic planning process which builds strategy team among those who will be upon the collective vision and values of the responsible for implementing the work over the community,indudes cost-effective and innovative next decade and build and refine a set of strategies hi-touch and hi-tech methods to reach and engage and timely implementation plans for the goals and stakeholders,and relies on city leadership and objectives determined in phase two. resident-experts to guide the goal setting process. City of Rosemead I Professional Strategic Planning Services 5 M fi G MIG will use what we've learned regarding We bring a team of skilled facilitators with a track outcomes,best practices and other guidance from record of building consensus and working Rosemead's 2020 Strategic Plan period, from the in multicultural communities.Our recent work community forum,workshops,and other sources guiding the city of Rosemead's General Plan of feedback to build a plan which supports updates and the Garvey Specific Plan gives us Rosemead's needs into the next decade.MIG will context regarding the city's diverse set of organize a community festival to present the draft stakeholders and their multiple and sometimes 2030 Strategic Plan,including graphically rich diverging priorities. displays highlighting key elements of the plan. Materials and exhibits will be translated to In addition to our perspective and experience with Chinese,Spanish,and Vietnamese. the city and in the region,we offer a customizable tool-kit of outreach and engagement After approval of the strategic plan,in the final opportunities.These include accessible and Phase Four,MIG will work with the city to mobile-friendly digital materials to ensure we design a timeline for progress reviews and check- reach a wide range of community members and ins to update and revise the plan and related use an open and transparent process.And we implementation.This strategic plan will remain a partner with organizations which augment our living document in order to adapt with the city as expertise,including community-based its priorities evolve over the next decade. organizations and vendors such as Lazar. MIG focuses on deep and thoughtful engagement MIG embraces inclusivity and encourages in strategic planning work. Our strategic planning stakeholder interaction in all our projects.For facilitation methods expand beyond discussions of each endeavor—in planning,design,management, strengths and weaknesses to engage city leaders communications or technology—our approach is and stakeholders in aspirational goal setting rooted strategic,context-driven and holistic,addressing within local needs and opportunities. social,political,economic and physical factors to ensure our clients achieve the results they want— on time and within budget. City of Rosemead I Professional Strategic Planning Services 6 Vi s.1 G Key Personnel TEAM COMMITTMENT Our team was selected based on their expertise,passion for the project and capacity. Each member is committed for the duration of the project and their current workload will not impact their availability to successfully complete this assignment.Team members will not be removed without prior approval from the City of Rosemead. The chart below identifies the overall MIG Team structure and how our team will respond to specific project needs. aral rLie 1<OSEMEAD Tndav'S Small Timl Aineri(a PROJECT MANAGEMENT Esmeralda Garcia, Managing Principal Daniel lacofano, Stephanie Lane Pavan,Deputy.Project Consulting Principal Manager STRATEGIC PLANNING, FACILITATION AND COMMUNITY ENGAGEMENT COMMUNICATIONS/TECHNOLOGY Mark.Sillings, Senior Strategic Planner Tim Carroll,:Digital Media Stephanie Lane Pavon Steve Kokotas, Technology Donna Yeung-Gutierrez The primary points of contact listed in this proposal are Esmeralda Garcia and Stephanie Pavan. Esmeralda Garcia Stephanie Pavan 626-744-9872 x 301 626-744-9872 x315 esmeraldag(a,migcom.com spavona,inigcom.cocn MIG Pasadena 537 S.Raymond Avenue Pasadena,CA 91105 1 City of Rosemead I Professional Strategic Planning Services 7 M • G 2. Profile of the Proposing Consultant About MIG,Inc. MIG,Inc.,improves,adapts and creates The depth of our expertise encompasses every phase organizations,environments and tools for human of strategic planning—from vision to SWOT analysis development.We are a community of designers, to strategy to implementation—combined with planners,engineers,scientists and storytellers who exceptional skills in facilitation and consensus engage people in creative problem solving and building.We offer strong research capabilities to collective action.We believe that the environment leverage best practices and trends analyses for strategy around us has a profound impact on our lives,and development and performance measurement. this belief shapes the principles that guide our work: MIG approaches each project as a strengths-based, • The world needs an ecological perspective. capacity-building opportunity with results that go well • Great projects add value beyond the project. beyond the plan document itself—with clarity, • Communities can plan their own futures. cohesion and momentum for action.We emphasize • Elegant design inspires new thinking. linking resource allocation to organizational values, • All built work should be context driven. goals and objectives.We believe that strategic planning can measurably improve an organization to • Accessibility is always a given. better advance its mission and achieve its desired MIG is at the forefront of innovation.We are leading outcomes,invigorating and uniting staff and community around a clear and meaningful path ahead. local,regional and national planning and design initiatives to ensure accessibility and equity;engage, educate and empower people through participatory processes;create playful and inclusive communities; reimagine streets and repurpose infrastructure; revitalize cities and restore ecosystems;and promote environmental stewardship by recognizing that the health of the natural and built world is mutually dependent. For nearly four decades,MIG has worked closely with clients throughout the United States to create effective strategic plans for change and improvement. Our dedicated staff has the background and experience to develop and implement processes based on a thorough exploration of lessons learned,existing conditions,and future opportunities and trends. Our experience cuts across a wide range of public, nonprofit and private sector contexts,which contributes to our breadth of knowledge, creativity and contextual understanding. City of Rosemead I Professional Strategic Planning Services 8 M ' 'c FIRM SIZE, STAFF,AND CLIENT BASE IvlG has over 260 staff in 15 offices nationwide.We are a multidisciplinary firm that offers a full range of services,including landscape architecture, architecture,urban planning and design,civil engineering,environmental analysis,placemaking, communications,community-based planning,and community outreach and engagement. Our work is characterized by a dedication to quality,a flexible approach,creativity in planning and design,and a commitment to completing projects on time and within budget.We have worked extensively with public agencies,municipalities,and private entities nationally and internationally on design and planning for future change. This project will be led out of our Pasadena office with Esmeralda Garcia as Managing Principal and Stephanie Pavon as Deputy Project Manager.They will be supported by MIG professionals who have the capacity to fulfill the needs of the project. STRUCTURE AND ORGANIZATION • MIG is a California Corporation. It was incorporated on April 5, 1990.There are 27 Principals across 15 offices nationwide,and 3 MIG Officers. FINANCIAL STABILITY MIG has no debt and has current assets 3.6 times over current liabilities. LITIGATION MIG does not have any litigation currently or in the past five years. City of Rosemead I Professional Strategic Planning Services 9 3. Qualifications Firm Capabilities STRATEGIC PLANNING AND PROCESS DOCUMENTATION ORGANIZATIONAL DEVELOPMENT For a strategic planning process to be successful and MIG has worked closely with clients in assessing effective,a careful record must be kept of stakeholder organizational structure and operations and concerns and issues.The purpose of documenting the developing strategic action plans for change and plan process is to provide an ongoing record of improvement.MIG develops and implements participants'comments and concerns to easily convey processes based on a thorough exploration of lessons findings to Board members,staff,and decision learned,existing conditions,and future opportunities makers in a comprehensive,yet easy-to-read manner. and trends.MIG emphasizes collaborative thinking Participants will have visible proof that their opinions and problem solving;linking resource allocation to were heard and considered.The summary documents organizational values,goals,and objectives;and will also be valuable in future efforts,providing a developing effective performance and progress foundation for organizational cooperation and joint measures.Working with all levels of management and decision making on planning issues. staff,MIG strives to ensure that everyone in the organization understands the how's and why's of STRATEGIC COMMUNICATIONS AND organizational change and strategic planning. Finally, GRAPHIC DESIGN MIG approaches each project as an opportunity to MIG provides high-quality,written and graphic build agency capacity. materials to document planning and design processes, create multimedia outreach and informational FACILITATION AND CONSENSUS materials,and develop training and implementation BUILDING tools.We produce attractive and easy-to-understand MIG has expertise in promoting collaboration and and use materials to help communicate complex facilitating consensus.MIG is internationally concepts and issues to a wide range of audiences. Our recognized for its facilitation expertise,developing experience includes brochures,news releases,display and using innovative techniques to create an open boards,PowerPoint presentations,video and audio, atmosphere in which different viewpoints can be interactive CDs,clickable PDF files,HTML heard,acknowledged,addressed,and reconciled.We newsletters,and sophisticated flash products. Our have helped diverse groups of public and private media and communications work crosses all media: sector clients to resolve conflicts and work toward print,Internet,video,and multimedia. common goals.We have facilitated thousands of meetings,including citizens advisory groups,board sessions, focus groups,management workshops,and strategic planning retreats. City of Rosemead I Professional Strategic Planning Services 10 M . „I:G Previous Experience This section includes recent examples of MIG's successful strategic planning work with public agencies,transit systems,cities and community college districts.These examples below show our strengths in working with complex organizations and diverse groups of stakeholders to engage in collective visioning,build capacity and consensus,and craft inclusive and action-oriented plans.All our projects have been completed on time and within project budget. County of Los Angeles Department of Regional Planning (DRP) Strategic Plan Los Angeles County, CA The County of Los Angeles Department of Regional In addition to a new DRP vision,mission,values,goals Planning(DRP) Strategic Plan for 2015-2020 was the and objectives which were developed in collaboration product of an inclusive 10-month planning process with staff and management,the new plan includes a set involving DRP staff and representatives of the County of priority objectives identified as Overarching Board of Supervisors,the Regional Planning Department Priorities.These 10 objectives were Commission,other county departments,and members considered by DRP staff as those which would have the of the development community.This plan represents a greatest positive impact on the overall organization and coordinated approach to meet DRP priorities through its mission,if successfully accomplished.In addition,a strategic actions and measures of its performance. set of corresponding performance measures were developed consisting of outcomes measures and The new DRP Strategic Plan was designed to address several key challenges identified early in the planning workload indicators. process.These included the need for DRP to utilise The resulting Strategic Plan provides DRP with a creative,adaptable planning tools to retain the framework for action and the allocation of resources for distinctive qualities of Los Angeles County communities accomplishing its overall mission and goals on behalf of rather than applying a single template across the region. communities throughout the unincorporated areas of Los Angeles County. Other significant issues included the desire to enhance urban design in the unincorporated areas of Los Angeles Total Project Cost: $199,645 County to create more attractive,livable places, MIG Percent of Work: 100% developing a comprehensive approach to sustainability, Timeframe:Ten months,2014 to 2015 strengthening collaboration and communication,and Reference:Richard Bruckner. Former Director, raising DRP's public profile,among other focus areas. 626-701-7911 City of Rosemead I Professional Strategic Planning Services 11 South Orange County Community College Blueprint Denver District, Education Master and Strategic Plan Orange County, CA Delmer, Colorado MIG assisted the South Orange County Community Denver is experiencing unprecedented growth and is on College District(SOCCCD)with the development of a pace to grow by another 150,000 new residents in the next 20 years.The community is also responding to long-range Education Master and Strategic Plan (EMSP). As the largest of four community college significant changes,including the implementation of regional rail,the legalization of cannabis,changing districts in Orange County,California,SOCCCD serves transportation technology,and growing concerns about nearly 42,000 students on multiple campuses. affordability. MIG created a process to assess the external and internal environment of SOCCCD with the college A primary goal of the Blueprint Denver Plan Update is district community and provide recommendations on to guide Denver's growth,address mobility with a instructional and support programs to meet the forward-thinking approach to multiple modes of changing needs of the communities served by the transportation and lay out an equitable and resilient future for Denver over the next 25 years. It also charts a district.Rather than one single planning report, the EMSP consists of three distinct,aligned documents: the course for a more multi modal transportation system SOCCCD District-Wide Strategic Plan,and Education that provides safe and convenient choices for all Master Plans for Saddleback and Irvine Valley Colleges. residents. The SOCCCD District-Wide Strategic Plan(DWSP) As an update of the City's 15-year-old plan for land use goals and and transportation,it directs how the city evolves, provides a set of foundational institutional measurable objectives,organized as a strategic ensuring that Denver neighborhoods feel and function framework for the District and its two community m ways that makes life better and more enjoyable for colleges.To develop the Strategic Plan,MIG facilitated those who live and work there.Extensive conversations an extensive interactive plan development process that and engagement with stakeholders and residents helped generated robust input from faculty,staff,students and determine how Denver should change into the future. community stakeholders.MIG worked closely with a MIG designed and implemented an innovative District-Wide Planning Council that provided guidance community engagement strategy that included an and oversight. educational campaign translating technical planning Highlights from public engagement activities included language and interactive activities for community stakeholders that demonstrated tradeoffs in real time. two days of workshops on both campuses,an online And,MIG developed a board game used across the city questionnaire for all SOCCCD stakeholders,and a district-wide planning charette.During the charette, by community leaders,NGOs,community-based stakeholders from both colleges and district organizations and other stakeholders to connect and headquarters,working together in small discussion share their visions for mobility. groups,assessed findings from an environmental scan Total Project Cost: $660,000 conducted by MIG to identify goals and objectives and MIG Percent of Work: 52% proposed strategies for achieving these goals. Timeframe:2016 to 2019 Total Project Cost: $322,905 Reference: David Gaspers,Principal City Planner, MIG Percent of Work 100% 720-865-2936 Timeframe:December 2018 to March 2020 Reference:Denice Inciong,District Director of Research,Planning&Data Management, 949-582-4997 City of Rosemead I Professional Strategic Planning Services 12 w • LA County Department of Public Works (DPW) Orange County Transportation Authority Strategic Plan (OCTA) Strategic Plan Orange County, CA Los Angeles County, CA The Orange County Transportation Authority(OCTA) MIG worked with the executive team and managers of has a long history of delivering projects to keep Orange the Los Angeles County Department of Public Works County moving. OCTA has broad responsibilities, (DPW) to revise and update their existing strategic plan including transportation funding and planning,bus to better fit the challenges and opportunities of the early operations,management of roadway construction,and 21st century.DPW envisioned the new strategic plan, toll road operation.With the passage of the renewed and the initiatives stemming from it,as the most Measure M(M2),OCTA saw an opportunity to further effective means for pro-actively responding to focus the agency through a first-ever performance- increasing constraints created by the conflict between based Strategic Plan. diminishing public resources and rising public expectations. This plan,OCTA 2016,is designed to support ongoing solid management practices and project delivery while MIG facilitated a rapid-fire series of executive and equipping the agency to face new realities such as global management team meetings over a six-month period warming legislation (AB32 and SB375),goods that generated the content,structure,and appearance of movement,transit service"rightsizing"and workforce the plan document. challenges,to name a few.The resulting plan,developed The new strategic plan features many innovative on a fast-track schedule,is to be used in development of elements not found in other more typical strategic plans. the 2011-2012 budget and will create a"dashboard"of key performance measures to be used across the agency. Beyond vision,mission and values,it focuses on the strategic issues and challenges identified as critical to the MIG's two-phase approach to developing the Plan was future of the Department.And,the strategic plan has designed to foster an open atmosphere of cooperation, been re-organized around the core services performed communication and collaboration among everyone by DPW as they are perceived by the public-public engaged in the planning process,while systematically buildings,waste management,water resources, generating the data,information,ideas and proposed transportation,development services and emergency solutions required for informed decision-making.An management,rather than organizing the strategic plan inclusive but fast-track process included a series of around its departmental structure. outreach and research activities including stakeholder MIG worked directly with DPW in the development interviews,surveys,and employee focus groups. and continued refinement of quad sheets,which are The resulting performance-based plan employed a envisioned as the core of the strategic plan. balanced scorecard approach,creating measurable This simple,innovative performance management objectives in mobility,public service, fiscal sustainability, reporting tool provides an at a glance focus on the stewardship and organizational excellence. OCTA has priorities and performance of each program that can be implemented the plan across the agency,linking goals applied to all levels of the organization. Quad sheets and directions for the Board of Directors,CEO and offer staff a disciplined and systematic way to set departments.MIG and OCTA developed automated meaningful targets,evaluate progress,and communicate reporting systems and an agencywide"dashboard"to results. gauge progress toward achieving plan goals and link employee performance and talent management Total Project Cost: $181,250 programs. MIG Percent of Work 100% Timeframe:December 2010 to July 2011 Total Project Cost:$296,820 Reference:Mark Pestrella,Director, MIG Percent of Work 80% 626-458-4002 Timeframe:July 2010 to January 2011 Reference:Alice Rogan,Interim Public Outreach Manager,714-560-5577 City of Rosemead I Professional Strategic Planning Services 13 MG J 4. Work Plan and Proposed Approach to the history,current context,and future conditions for Approach Rosemead. Our analysis of these documents will inform our planning and engagement approach for the process, MIG proposes a four-phased approach that will provide assist in defining a situational analysis,and contribute to numerous opportunities for City Council,staff,and the our facilitation of discussions around the plan elements Rosemead community to participate in in the Strategic and framework. Planning process.The MIG team will design and implement a meaningful process that focuses on MIG will conduct a significant number of engagement community engagement and encourages thoughtful, activities during this phase that contribute to the innovative thinking on the part of all participants.The research efforts,as well as begin to build Council,staff, Strategic Planning process will be designed to elicit ideas and community ownership in the process and the future and insights to inform community priorities that align plan. Individual stakeholder interviews with community with the City Council's vision while improving representatives,business leaders,partner organizations efficiencies. and additional stakeholders will provide insight into the MIG will work closely with the City Manager's office to desired future of Rosemead,as well as key issues and ensure the final strategic plan document is one that fully priorities that should addressed in the planning process. conveys in a clear,concise,and compelling manner the The outcomes of these initial activities will be compiled City's vision and goals that have emerged from the planning process and the strategies and that will be in the Environmental Scan Report,which will set the undertaken in the next ten-years to make that vision a foundation for developing the strategic framework— reality.As a graphically-designed and action-oriented vision,mission,outcomes and goals. The document,the Strategic Plan will be easy to read for the Environmental Scan Report will be shared at a City public,while serving as a reliable resource for the City Council study session for their review and direction in Council and staff.Each section of the Strategic Plan will further development of the framework. have an over-arching text narrative reinforced by the use of photos,info-graphics,charts,and other illustrations Task 1.1: Background Research as well as sidebar notes to highlight key ideas.The Rosemead staff will provide MIG with relevant Strategic Plan will unfold as a story portraying where background research and documents.MIG will review Rosemead is today,where it wants to be in the future, the documents and identify key findings that may be and how it intends to get there.Accompanying the informative to planning for the future of Rosemead. Strategic Plan will be a companion document,the MIG will summarize the findings in a memorandum. Implementation Plan,that will serve as a practical, action-oriented,implementation guide for staff. Deli.erable: Summary memorandum of key findings Scope of Work Task 1.2 Interviews(12) PHASE I: ENVIRONMENTAL SCAN The City management team and MIG will identify participants for one-on-one interviews to occur over The first phase of the planning process integrates findings from research on internal and external trends two days at Rosemead headquarters. The purpose of these sessions will be to identify strengths,issues,and and issues impacting Rosemead with aspirations and ideas provided by the City Council and management opportunities related to Rosemead'future as team,and community.The process begins with a project experienced by stakeholders. Potential groups could kickoff meeting with the City Manager and city include community leaders,cultural groups,civic leadership to define objectives and desired outcomes, organizations,recreation advocates,business leaders, education groups,arts organizations,and others. and review the planning process. Rosemead will extend the invitations to stakeholders and coordinate meeting rooms.MIG will summarize the Rosemead staff will provide MIG with background documents that provide important background related findings in a memorandum. City of Rosemead Professional Strategic Planning Services 14 V M 1111 3 Deliverables:: MIG will facilitate a discussion with Board members o Interviews and Focus Groups (12)-Supporting focused on their reaction to the report findings,as well materials, facilitation and summary as their feedback and/or direction on the potential memorandum elements in the framework.MIG will facilitate and record the discussions using"facilitation graphics,"on Task 1.3 City Directors Workshop wall-sized sheets of paper. MIG will summarize the MIG will design an interactive agenda and format for a results in a memorandum with photo-reduced copies of workshop with management from city departments. the wallgraphics. The sessions will start with a very brief explanation about the purpose for the Strategic Plan and include a Deliverables: facilitated discussion to elicit input about opportunities ■ City Council Goal Setting Workshop- to realize the city's ten-year vision. MIG will use Supporting materials, facilitation and summary "facilitation graphics,"on wall-sized sheets of paper to memorandum with wallgraphic photo-reduction map ideas in real time. MIG will summarize the results in a memorandum with photo-reduced copies of the Task 1.6 Community Workshop wallgraphics. MIG will design and implement a Community Workshop to introduce the Rosemead community to Deliverables: the strategic planning process,provide an overview ■ City Directors Workshop-Supporting schedule and opportunities for community engagement, materials,facilitation and summary and elicit feedback on opportunities that will realize a memorandum with wallgraphic photo-reduction shared vision for Rosemead.The workshop will be interactive,informative,and family oriented.Materials Task 1.4 Survey will be translated to Chinese,Spanish and Vietnamese. MIG will design a concise survey to distribute to the Rosemead community. The survey will focus on MIG will adapt the Community Workshop into a digital understanding the community's ideas for the future of format to provide a web-based option for community Rosemead. MIG will design a web-based survey and members to access after the workshop. Options for the provide a digital file for city staff to produce print virtual workshop can include: 1.) a paper version and copies to place at public facilities.The survey will be animated presentation with a web-based survey translated to Chinese,Spanish,and Vietnamese.MIG replicating questions asked during the workshop,2.) a will also create a training guide for staff and designated toolkit that includes informational materials and community leaders to conduct the survey during questions asked during the workshop for use by staff community events.The city management team will and community leaders during community events. review and provide feedback on the draft survey. MIG will compile the survey results in a memorandum. Deliverables: • Community Workshop-Supporting materials, Deliverables: facilitation and summary memorandum with ■ Draft and final web-based survey wallgraphic photo-reduction ■ Summary memorandum of results Task 1.7 Environmental Scan Task 1.5 City Council Goal Setting Workshop The outcomes of activities conducted during Phase 1 MIG will facilitate a workshop with the City Council to will be summarized in the Environmental Scan Report. agenda and presentation materials for the Board of The document will provide the overall summary of key Director's workshop. The purpose of the workshop findings,an overview of the Phase 1 activities,and more will be to present the key findings of the Draft detailed findings generated by the activities. MIG will Environmental Scan Report presentation,and initial provide the first draft for review by the Rosemead recommendations from the Senior Leadership Team for Project Manager,and will incorporate revisions prior to potential elements to include in the strategic framework. sharing with the Senior Leadership Team. Any City of Rosemead I Professional Strategic Planning Services 15 input/revisions suggested by the team will be Deliverables: incorporated prior to presentation to the Board of • Initiation meeting with Rosemead Project Directors for their review and acceptance. Manager ■ Final scope of work and schedule Deliverables ■ Supporting materials, facilitation and summary ■ Draft and Final Environmental Scan Report memorandum with wallgraphic photo- (electronic PDF and native files) reductions Task 1.8 City Council Study Session ■ Biweekly project meetings (half in-person,half MIG will develop presentation materials for the City by phone) Council Study Session. The purpose of the session will • Regular email and telephone communications be to present the key findings of the Draft • Workload and accounting management Environmental Scan Report,and initial set of community values and goals to include in the strategic PHASE II—FRAMEWORK AND STRATEGY framework. MIG will facilitate a discussion with City DEVELOPMENT Council members focused on their reaction to the The second phase is designed to define the structure report findings,as well as their feedback and/or and elements of the strategic framework:vision,values, direction on the potential elements in the framework. goals,objectives,strategies,and performance indicators. MIG will facilitate and record the discussions using These elements will be aligned to define a clear path "facilitation graphics,"on wall-sized sheets of paper. forward for Rosemead by identifying the goals, MIG will summarize the results in a memorandum with objectives and initial strategy ideas that will achieve the photo reduced copies of the wallgraphics. city's vision. This will be done by identifying priorities for making the vision a reality and translating these Deliverables: priorities into measurable goals and objectives,along ■ City Council Study Session-Supporting with broad strategies for achieving these outcomes. materials,facilitation and summary memorandum with wallgraphic photo-reduction These strategies will be made more meaningful by identifying specific actions that can include projects and Task 1.9 Team Meetings and Coordination programs. Importantly, timelines and performance MIG will conduct the project initiation meeting with the indicators will provide clear milestones and expectations Rosemead Project Manager and designated leadership for accomplishments and anticipated completion. team,which will include review of the scope of work, activities,schedule,communication protocols,and Task 2.1 Management Team Working Session desired outcomes and expectations. MIG will design MIG will design a working session approach,agenda the meeting agendas and supporting materials as part of and supporting materials to engage the Senior these meetings,as well as summary memoranda of the Leadership Team in further development of the outcomes. strategic framework. In addition to fine-tuning the vision and mission statements,as needed,the team will The MIG Project Manager will maintain regular focus on defining goal areas and draft statements that communication with the Rosemead designated Project are inclusive of the priorities and functional areas that Manager over the course of Phase 1 through biweekly were defined in Phase 1 of the process. Additionally, project meetings (at least one per month in-person at the team will define an initial set of objectives for each Rosemead) and periodic telephone and email goal that provide measurable,defined and meaningful communications. The MIG Project Manager will also achievements towards achieving each goal. conduct regular workload management and accounting tasks in support of efficient and effective project delivery. City of Rosemead Professional Strategic Planning Services 16 M!9 jG:° Deliverables: Task 2.4 Team Meetings and Coordination ■ Management Team working session- The MIG Project Manager will maintain regular Supporting materials, facilitation and summary communication with the Rosemead Project Manager memorandum over the course of Phase II through biweekly project ■ Revised framework elements meetings (approximately half in-person at Rosemead) and periodic telephone and email communications. The Task 2.2 Draft Goals and Objectives MIG Project Manager will also conduct regular Based on the outcomes of the Senior Leadership Team workload management and accounting tasks in support Working Session,MIG will further develop and refine of efficient and effective project delivery. the draft goals and objectives. Deliverables: Deliverable: • Biweekly project meetings (at least one in- ■ Draft goals and objectives with supporting person,per month) narrative • Regular email and telephone communications • Workload and accounting management Task 2.3 Community Innovations Forum MIG will design an interactive Community Innovations PHASE III—STRATEGIC PLAN Forum that provides best practices and case studies that DEVELOPMENT touch on the topics prioritized by the community during The third phase is designed to develop the detailed the Environmental Scan phase.MIG will work with the city management team to confirm thought leaders and "how to"of the plan: the strategies and performance indicators. The city management team will work with experts from MIG's bench,community leaders,and other city resources.Topics could include economic MIG in crafting strategies that provide actionable, develo ment neighborhood beautification relevant and iterative steps that will make progress p towards achieving the objectives. Also important will be sustainability,resiliency,connectivity,active identifying time frames and responsible parties for each transportation,and others.The event will be family oriented and MIG will design materials using graphics strategy. We will explore with the city management and illustrations to ensure technical information is team the potential for linking these strategies to the accessible. Materials will be translated to Chinese, annual budget, CIP,grant opportunities,and other funding streams. Spanish,and Vietnamese. MIG will adapt the Forum into a digital format to To support the management team's work in strategy provide a web-based option for community members to development,we will convene a staff strategy team meeting,which will include staff that will have an active access after the forum. Options for the virtual summit can include: 1.) an animated presentation with a web- role in implementing or supporting strategies in the based survey to solicit input,2.) a video with a web months and years ahead. These meetings will encourage based survey to solicit input. team members'input and expertise to ensure the strategies'viability,and that team members have Deliverables: ownership and motivation to implement. The Draft Community Innovations Forum-Supporting and Final Draft Strategic Plan will emerge at the end of • this phase,and include a rigorous but concise process of materials, facilitation and summary internal review among the city management team prior memorandum to presenting to the City Council and community. ■ Summary memorandum of results • Virtual forum option 1 or option 2 City of Rosemead Professional Strategic Planning Services 17 Mt=. *: G Task 3.1 Draft Strategic Directions Task 3.4 Draft Strategic Plan Based on the Phase II outcomes,MIG will develop MIG will develop the Administrative Draft Strategic initial draft strategies for further development during Plan,which will be in produced in manuscript form. Phase III. MIG anticipates that the city management team will review of this draft,with revisions collected and Deliverables: consolidated by the designated Project Manager before • Draft initial strategies with supporting narrative being incorporated by MIG. The Draft Strategic Plan will be produced in a professionally graphically-designed Task 3.2 Management Team Working Session format for review by the city management team. MIG MIG will design a working session approach,agenda and the Rosemead Project Manager will develop a and supporting materials to engage the Senior precise schedule for developing these drafts and the Leadership Team in further development of the review periods by Rosemead staff. strategies. The session will also focus on defining time Deliverables: frames and performance indicators for each strategy. • Administrative Draft Strategic Plan MIG will facilitate and record the discussions using (manuscript;electronic Word document) "facilitation graphics,"on wall-sized sheets of paper. • Draft Strategic Plan(graphically designed; MIG will summarize the results in a memorandum with electronic PDF document) photo-reduced copies of the wallgraphics. Task 3.5 Community Festival Deliverables: MIG will design and implement a Community Festival • Senior Leadership Team working session- to present the Draft Strategic Plan.The festival will be Supporting materials, facilitation and summary engaging,interactive,and family oriented. Contents of memorandum the draft plan will be presented through graphically rich • Revised draft strategies displays which highlight key elements of the plan. Materials and exhibits will be translated to Chinese, Task 3.3 Staff Strategy Team Meeting Spanish,and Vietnamese. MIG will design an agenda and supporting materials to engage select Rosemead staff in a meeting to review the Deliverable: draft strategies,including proposed time frames and • Community Festival-Supporting materials, performance indicators. It's anticipated that this group facilitation and summary memorandum will review all of the draft strategies,but also focus in 1- to-2 goal areas and associated strategies that may align with specific topics/departments. MIG will facilitate Task 3.6 Final Draft Strategic Plan and record the discussions using"facilitation graphics," MIG will develop the Final Draft Strategic Plan for on wall-sized sheets of paper. MIG will summarize the presentation to the City Council. MIG will make minor results in a memorandum with photo-reduced copies of refinements to this draft as directed by the city the wallgraphics. management team,and prior to presentation to the City Council. Upon final City Council approval,MIG will Deliverables: provide the final print-ready and native files to the city • Staff Strategy Team Meeting-Supporting Project Manager. materials, facilitation and summary memorandum Deliverable: • Revised draft strategies • Final Draft Strategic Plan (graphically designed; electronic PDF document and native Adobe InDesign files) City of Rosemead I Professional Strategic Planning Services 18 M11= : 0 Task 3.7 City Council Presentation MIG will present the Final Draft Strategic Plan to the Rosemead City Council. Deliverable: ■ City Council Presentation PHASE IV—STRATEGIC PLAN UPDATES Task 4.1 Strategic Plan Updates MIG will meet with the city management team to review progress on the implementation of the Strategic Plan. MIG will work with the management team to refine and recommend new action items to incorporate into the strategic plan action plan matrix. Deliverables: • Meetings with city management team • Action Plan Matrix refinements City of Rosemead I Professional Strategic Planning Services 19 5. Staffing MIG Project Team KEY TECHNICAL SUPPORT EXPERTS Senior Strategic Planner Mark Sillings brings two MIG has carefully selected a highly-experienced team of decades of experience facilitating and coordinating professionals who are ideally suited for this project and strategic plans and visioning processes for cities,public offer the full range of expertise required to provide agencies and transit operators.Mark has assisted clients Strategic Planning services for the City of Rosemead. in the private,public and non-profit sectors to shape An overview of key team members is provided below organizational goals and priorities,identify desired and detailed resumes,highlighting each individual's changes and develop strategies for achieving long-term qualifications and relevant experience,are provided on goals. the following pages. Technology Director Steve Kokotas is an information PROJECT MANAGEMENT technology expert and urban planner who helps Esmeralda Garcia will serve as Principal-in-Charge agencies and jurisdictions synthesize,analyze,and providing planning and process design expertise,team communicate complex data to support public decision- oversight,strategic direction,and quality control for the making,education,and planning initiatives.Steve entire project.Esmeralda is an expert in facilitation and oversees the development of open source platform outreach,social policy planning,community service software development projects,including web-based delivery,strategic planning,and organizational content management.His intimate understanding of development.As a facilitator and strategic planner, systems and operational workflow coupled with his Esmeralda is known for her sensitive listening,objective versatility in urban planning enable him to work closely assessment,peer-oriented coaching,and equity lens. with clients to build highly-customized,database-driven web applications involving issues related to urban Daniel Iacofano,FAICP,FASLA,Consulting planning,public outreach,and economic development. Principal,is a national leader in urban planning, community design,strategy and implementation and As lead for the Communications Plan,MIG's Director public engagement. Daniel has a proven track record of of Communications Tim Carroll has over 22 years of developing successful plans for major city downtowns, experience in communications,content development, transit-oriented development and urban districts based technical editing,and interactive media for agencies and on:creatively developing design solutions that meet non-profit organizations.Tim brings a unique multiple objectives;synthesizing analyses and inputs to combination of expertise in written communications, ensure sound technical foundations;understanding and graphic design and web design to a variety of projects. applying development requirements and regulations;and Tim works with clients to create effective messaging and translating visions and concepts into action-oriented outreach materials and compelling content for electronic projects,policies and programs. and print publications. Stephanie Lane Pavon,Deputy Project Manager and As needed,MIG will also draw upon other internal staff strategic planner,will provide day-to-day coordination with expertise in a wide range of disciplines,including of the project.She brings her strategic planning,project urban design,landscape architecture,and environmental coordination and facilitation experience to guide the planning,among others. City of Rosemead's Strategic Planning process and will ensure the project remains on schedule and budget. City of Rosemead I Professional Strategic Planning Services 20 M,t(�F G- al Esmeralda Garcia Daniel lacofano, FAICP, FASLA Principal-in-Charge Consulting Principal Qualifications Qualifications Esmeralda Garcia is a community planning and public Daniel Iacofano is a founding principal of MIG with outreach expert whose projects often tackle complex more than 25 years of experience in planning, social and economic issues associated with public community design and strategic planning as well as services and infrastructure, transportation,housing,and meeting facilitation,public participation and urban planning and design.Through early volunteer information.Dr.Iacofano is recognized locally, work, she was exposed to community organizing and nationally and internationally as an expert and innovator governance,sparking her passion for collaborative in downtown revitalization,specifically for community engagement and inclusive decision-making. and strategic planning projects.His work has been recognized by the National League of Cities,the Esmeralda is widely recognized for her ability to reach International Downtown Association,the American and connect with communities of diverse backgrounds Planning Association and the American Society of and cultures—many of whom arc under-served and Landscape Architects. often go unheard. Her extensive experience in Dr. Iacofano's work encompasses more than physical facilitation and strategic planning combined with her planning and design to include organizational,strategic broad knowledge of planning and communications and public involvement components. His projects have bring people together to identify and resolve problems. addressed issues ranging from public transit and traffic Fluent in Spanish and English,Esmeralda is uniquely to housing and economic development to positioned to articulate challenges,opportunities,and environmental impacts.He has combined his planning goals for both clients and constituents.Whether it's a expertise with public involvement and facilitation freeway corridor impacting tens of thousands or a neighborhood park serving a hundred,she is dedicated techniques to assist numerous communities in to forging understanding and cooperation to find articulating goals,visions and strategies for future implementable solutions that improve the lives of planning. everyone. Dr. Iacofano has been a visiting lecturer at Stanford University,UC Berkeley and UC Davis,teaching Relevant Experience courses in urban planning,urban and environmental ■Omnitrans E Street BRT Major Investment Study,San conflict management,group process management and Bernardino County, CA advanced communications.He has authored several ■Burbank Airport Authority Facilitation,Burbank, CA publications,including Public Involvement as an ■LA Great Streets Corridors Urban Design,Outreach Organizational Development Process (1990),Meeting of and Environmental Analysis Services,Los Angeles, CA the Minds (2001),The Inclusive City(2007) and articles ■LA Great Streets Challenge and Vision Zero on facilitation,organizational development,participatory Evaluation,Los Angeles,CA»Vision Zero Action planning and urban planning. Plan,Las Angeles, CA Relevant Experience •Our LA 2040 General Plan Community Engagement, •Charlotte Center City 2020 Vision Plan,Charlotte,NC Los Angeles, CA •Downtown Spokane Partnership Strategic Plan, •Metro Gold Line Extension/Boyle Heights Transit- Spokane, WA Oriented Urban Design Plan,Los Angeles, CA •Downtown Denver Master Plan,Denver, CO •LA County Metropolitan Transportation Agency ■Downtown Tempe Visioning,Tempe,AZ • (MTA) I 710 Major Corridor Study and Corridor •Los Angeles Downtown Development Strategy,Los Project EIR/EIS,Los Angeles County, CA Angeles, CA •City of Commerce Planning Outreach Projects and •Downtown Phoenix Strategic Visioning Program, Commerce Green Zones Working Group, Commerce, Phoenix,AZ CA •Downtown Sacramento Strategic Action Plan, •Gateway Cities Council of Governments Sustainable Sacramento, CA Communities,Los Angeles County, CA City of Rosemead 1 Professional Strategic Planning Services 21 mut G Stephanie Lane Pavon Mark Sillings Deputy Project Manager Senior Strategic Planner Qualifications Qualifications Stephanie Lane Pavan is a creative,collaborative and Mark Sillings has over 25 years of experience in public detail-oriented planner,analyst and advocate,dedicated agency planning and management consulting,including to participatory planning work which builds more over 15 years as a Project Manager with MIG.He has equitable and resilient communities.Her work on used project management,group facilitation,research, planning projects focuses on community planning and and communication skills to ensure the successful participation,housing,and regional and economic implementation of complex,multi-year projects and planning processes in a wide range of fields,including development.Stephanie has more than 15 years of experience doing field-based research and outreach,as community planning,environmental studies,parks and well as project coordination,policy advocacy,strategic recreation planning,watershed management,and open planning and leadership development.She uses her space and natural resources.Mark has particular expertise in strategic planning,organizational consulting organizing,research and advocacy experience to build and group facilitation. He has assisted clients in the local leadership capacity,engage community members in public and non-profit sectors to shape organizational policy decisions,focus projects on equity and inclusion, goals and priorities,identify desired changes,and expand access to work opportunities for residents and develop strategies for achieving long-term goals. mitigate impacts of investment and development. Mark has served as project manager on several recent Prior to joining MIG,Stephanie managed several community college educational master and strategic community outreach programs,including one focused plans,and guided the strategic plan process for the Los on homeowners at risk of foreclosure in South and East Angeles County Department of Regional Planning.He Los Angeles. She led research and presentations on has completed strategic plans for numerous other public community benefits agreements, the LA housing market agencies in both Los Angeles and Orange counties and the economic history of South LA.Stephanie including the Los Angeles Public Library and the trained community members and organizers to lead County of Los Angeles Public Library,Orange County conversations with neighbors about the financial crisis Parks,the Orange County Transportation Authority; and foreclosures. She coordinated proposals for updates and the Los Angeles County Department of Public to the LA City Blight Ordinance,including organizing Works. meetings with City staff and elected officials. Relevant Experience Relevant Experience •Los Angeles Public Library Strategic Plan,Los Angeles, • Citrus College Educational and Facilities Master Plan, California Glendora,CA. ■County of Los Angeles Public Library Strategic Plan, • South Orange County Community College District Los Couny, California •Chabot-Las Positas Community College District Educational Master Plan,Costa Mesa,CA • San Gabriel Valley Greenway Network Strategic College's Educational Master Plan and District-Wide Implementation Plan, LA County Department of Strategic Plan,Dublin, California Public Works,San Gabriel Valley,CA(multiple cities) •Lancaster Museum&Public Art Foundation Strategic • OCTA State Route 55 Improvement Projects, Orange Plan,Lancaster, California • County,CA Los Angeles County Department of Regional Planning,Las Angeles, California • Good Jobs LA, Community Blight Campaign, South • Los Angeles,CA* Orange County Harbors,Beaches and Parks Strategic • Equitable Development Research Project Coordinator, Plan, Orange Couny, California •Orange County Transportation Authority Strategic Transform Finance,New York,NY.* Tenant Leadership Development and Community Plan, Orange Couny, California Engagement,Mercy Housing Lakefront,Chicago,IL.* •Los Angeles County Department of Public Works Strategic Plan,Los Angeles County, California City of Rosemead I Professional Strategic Planning Services 22 M r G Steve Kokotas Tim Carroll, AIA, CASp, ICC, NPSI Technology Director Director of Communications Qualifications Qualifications Steve Kokotas is an information technology expert and Tim Carroll is a highly accomplished writer and project urban planner who helps agencies and jurisdictions manager whose talents in communications,content synthesize,analyze,and communicate complex data to development,and interactive media contribute to a support public decision-making,education,and variety of social marketing and public outreach planning initiatives.While working at US Robotics,he programs.As a former English and Journalism teacher, was exposed to every aspect of how to organize, Tim has a finely-tuned sense of how to develop and analyze,store,and distribute information,content,and present information in a way that resonates with a lay communications.Since then,his work has focused on audience. His experience at Electronic Arts—an the application of technology and data to make cities international entertainment software company—honed better places for people. his technical expertise in the tools used to craft and deliver messages effectively.Tim is excited by the As Director of Technology,Steve oversees the unique opportunities that come with the diversity of the development of open source platform software projects and clients he works with—from transportation development projects,including web-based content agencies to social welfare nonprofits to energy efficiency management,statewide public health data warehouses, organizations.That diversity offers transferable human services call center operations,and decision knowledge and experience that he can apply to each support systems.His intimate understanding of systems new project.Tim's creativity and project management and operational workflow,coupled with his versatility in skills enable him to work closely with each client to urban planning,enable him to work closely with clients determine content and communications tools with the to build highly customized,database-driven web most impact in service of the public good. applications involving issues related to transportation, energy,urban planning,public outreach,and water- Relevant Experience based community and economic development.I-Ie views ■Valley Transportation Authority Strategic Plan himself as a producer and teambuilder who brings Outreach and Communications,San José, CA together the best talent to deliver better analysis tools so ■City of Los Angeles General Plan Update that cities can be more agile,anticipatory,and adaptive Communications Plan,Las Angeles, CA in today's rapidly changing planning environment. ■Metropolitan Transportation Commission Clipper Card Marketing,San Francisco,CA Relevant Experience •Alameda County Congestion Management Agency •OurLA2040 General Plan Outreach Portal,CA, Publications, Oakland, CA www.ourla2040.org ■Office of Early Care and Education Rebranding and •Los Angeles County Clean Water, CA, Outreach,San Francisco, CA www.lacleanwater.migwebtech.com ■Caltrans On-Call Public Outreach and Engagement •re:Streets,National Endowment for the Arts,Various Services Web Portal,Statewide, CA U.S. Cities,www.restreets.org •Energy Upgrade California Marketing and •Envision Alachua,FL, www.envisionalachua.com Communications,California Energy Commission, •San Antonio Tomorrow, TX, www.satomorrow.com Statewide, CA •Hayward General Plan, CA, ■Highway 4 Widening Project:Aesthetic Design and www.hayward2040generalplan.Com Public Outreach,Antioch, CA •Energy Upgrade California Marketing and ■Livermore Amador Valley Transportation Authority Communications,California Energy Commission, Marketing Program,Livermore, CA Statewide, California ■Sacramento County General Plan Update Community •Home Energy Digest,Energy Upgrade California, Outreach and Website,Sacramento County, CA homeenergydigest.migcom.com ■San Francisco County Transit Authority Geary Street •Napa County Watersheds Information Center, CA, Bus Rapid Transit,San Francisco, CA www.napawatersheds.org City of Rosemead I Professional Strategic Planning Services 23 6. Proposed Innovations MIG proposes to use three key innovations in our strategic planning process: 1) Aspirational Goal Setting:Moving beyond 2) Resident Expert Summit:We propose a half- traditional SWOT(Strengths,Weaknesses, or full-day citywide event to bring together city Opportunities and Threats) discussions,we will leaders,staff,residents and other stakeholders engage community members,city leadership, to discuss the objectives and outcomes of the staff and other stakeholders in a SOAR analysis, past strategic plan,and possible directions for looking at the city's strengths (S) and the next ten years,couching these conversations opportunities (0) for increased service in the day-to-day experiences of residents, provision and efficiencies, focusing on the business and property owners, city leaders,and aspirations of leaders and community members other Rosemead stakeholders. (A) for what the city of Rosemead might do and be in the future and using these ideas as 3) Leveraging Community Assets:We will opportunities to build a unifying vision of the work with community leaders,NGOs,faith- future for the city among diverse stakeholders, based and cultural groups to make sure their and collectively determining the results (R)and members are engaged,involved and invested in metrics stakeholders and leadership want to the strategic planning process.These are key focus on. stakeholders and community experts—making sure engagement includes connecting to key networks in your community can be a cost- effective way to make sure outreach and participation is diverse and equitable. MIG tailors all of our engagement approaches depending upon the needs of our clients.We offer a variety of tools and best practices,from game boards and life-sized maps to engage community members,to digital tools like mapping surveys and animated presentations which offer additional avenues for participation in the planning process. City of Rosemead Professional Strategic Planning Services 24 MIG.:': 7. Proposed Cost Sheet and Rates The proposed fee is provided in Exhibit A in a separate sealed envelope.As in all of our projects,we anticipate working closely with the County to revise and tailor the scope and budget to ensure that they reflect the County's needs,resources and goals. Fees for any additional services outside the negotiated scope of work will be calculated based on the hourly personnel rates per staff person provided in Exhibit A plus any reimbursable expenses. City of Rosemead I Professional Strategic Planning Services 25 O '9 t'� O CIVIC PRIDE NQ0aaaRaTEo'0 Attachment E Updated Proposal from MIG M` a'j vp G. MOORE IACOFANO G O L T S M A N , I N C . January 28,2021 Attn:Ericka Hernandez City Clerk,City of Rosemead City Clerk's Office 8858 E.Valley Blvd. Rosemead,CA 91770 RE:Final Cost Proposal, No. 2020-02—Professional Strategic Planning Services Dear Ms. Hernandez and Selection Committee Members, Thank you for including MIG,Inc.in your list of finalists to lead the development of the City of Rosemead's 2020 to 2030 Strategic Plan.We have revised our proposal to meet the city's needs for a cost-effective, innovative,and engaging strategic planning process. MIG's plan maintains the structure of our initial proposal and the three phase planning process we will use to envision Imagine Rosemead forward and develop the Strategic Plan for the next decade.We have boosted community engagement efforts in the first environmental scan phase,to further leverage the resources available at the city and in the community to gather input from a broad cross section of stakeholders, including use of social media and additional youth involvement. In phase two,MIG will coordinate several activities with city leadership and with the broader Rosemead community to build out the elements of the strategic plan framework. In phase three,MIG will use what we have learned regarding outcomes,best practices,and other guidance from Rosemead's 2020 Strategic Plan period, from community engagement activities,and other sources of feedback to build a plan which supports Rosemead's needs forward into the next decade. During this period of physical distancing,this planning process will need to rely more heavily on technology and digital tools to create safe and separated opportunities for community gatherings and input, so meetings and most events will take place in a digital format.We will provide alternative opportunities so those who do not have ready access to the internet or computers can participate.The team understands the unique circumstances of trying to organize authentic and sufficient engagement and will adapt our work according to the needs and recommendations of the community,and the broader health situation of the region. MIG's final cost proposal for Professional Strategic Planning Services is outlined below.Attached is a schedule which outlines the cost for providing the menu of services described in this letter. I am available by phone at 626-744-9872 or email: esmeraldagf imigcom.com to discuss these options or review other alternatives.We look forward to discussing our proposed approach and workplan with you in more detail. Sincerely, A,7/66( Esmeralda Garcia Principal M ` I` 9 G ' PHASE I—ENVIRONMENTAL SCAN conversation.MIG will summarize the results in a memorandum and provide a PDF of the recorded Task 1.1 Interviews (5) notes. The City management team and MIG will organize one-on-one phone and/or digital 2) Community Survey in both digital and paper platform interviews with city council members. formats,using community services sites and small The purpose of these sessions will be to identify businesses as locations for paper survey collection. strengths,issues,and opportunities related to MIG will design a concise survey for the city to Rosemead's future.Rosemead will extend the distribute,focusing on understanding the invitations and coordinate phone calls.MIG will community's ideas for the future of Rosemead. summarize the findings in a memorandum. MIG will design a web-based survey and provide a digital file for city staff to produce print copies to Deliverables: place at public facilities, such as those providing ■ Interviews (5) -Supporting materials, services for seniors,and at local businesses.The facilitation,and summary memorandum survey will be translated to Chinese,Spanish,and Vietnamese.The city management team will Task 1.2 City Directors Workshop review and provide feedback on the draft survey. MIG will design an interactive agenda and format MIG will compile the survey results in a for a workshop with management from city memorandum. departments. The sessions will start with a very brief explanation about the purpose for the 3) Social Media Campaign beginning during the Strategic Plan and include a facilitated discussion survey period to garner more feedback related to to elicit input about opportunities to realize the key questions about Rosemead's past,present and future.MIG will provide a list of suggested city's ten-year vision.MIG will use digital graphic questions to the city to post on its social media recording methods to map ideas in real time.MIG accounts,with the goal of educating more will summarize the results in a memorandum and Rosemead community members about the provide a PDF of the recorded notes. planning process and gaining additional insights about community needs and desires. Deliverables: ■ City Directors Workshop -Supporting 4)Youth Imagine Rosemead Forward materials,facilitation,and summary Campaign,will focus on organizing Rosemead's memorandum with PDF of recorded youth voices and visions for the future.Youth will notes be asked to share their vision for the future of Rosemead through the medium that speaks to Task 1.3 Communi En a ement Activities them. the campaign will leverage social media �' g g platforms to engage with Rosemead youth.Prizes MIG will organize four community engagement and awards will be used to incentivize youth events during this phase: involvement in the survey.The campaign will include opportunities for youth to express their 1) Imagine Rosemead Forward Community vision through photography,art,music,video,and Workshop,a digital,multilingual webinar other engaging platforms. The MIG team will facilitated by MIG where community members collaborate with school representatives,Rosemead can learn about the strategic planning process, Community Services,and other youth related discuss current issues,and share future visions of groups to promote the campaign and develop the the city.The workshop will be interactive, incentives program. informative, and family oriented. Materials will be translated to Chinese,Spanish,and Vietnamese, and the workshop will be recorded and posted on the city's website.MIG will use digital graphic recording methods to take notes during the City of Rosemead I Final Cost Proposal,Professional Strategic Planning Services 2 M I-' G Deliverables: Task 1.7 Team Meetings and Coordination ■ Community Workshop-Supporting MIG will conduct the project initiation meeting materials,facilitation,and summary with the Rosemead Project Manager and memorandum of workshop with PDF of designated leadership team,which will include review of the scope of work,activities, schedule, notes,and webinar recording • Draft and final web based survey communication protocols,and desired outcomes • Summary memorandum of survey results and expectations.MIG will design the meeting agendas and supporting materials as part of these • Social media campaign schedule meetings,as well as summary memoranda of the • Youth Imagine Rosemead Forward outcomes. Campaign approach The MIG Project Manager will maintain regular Task 1.5 City Council Goal Setting Workshop communication with the Rosemead designated MIG will facilitate a workshop with the City Project Manager over the course of Phase 1 Council to present preliminary results from through biweekly project meetings via digital community engagement activities and background meeting methods and periodic telephone and research and provide initial recommendations for email communications.The MIG Project Manager potential elements to include in the strategic will also conduct regular workload management framework. MIG will facilitate a discussion with and accounting tasks in support of efficient and City Council members focused on their reaction effective project delivery. to the findings,as well as their feedback and/or direction on the potential elements in the Deliverables: framework.MIG will facilitate and summarize the • Initiation meeting with Rosemead Project results in a memorandum and provide a PDF of Manager the recorded notes. • Final scope of work and schedule ■ Supporting materials,facilitation,and Deliverables: • City Council Goal Setting Workshop summary memorandums Supporting materials,facilitation,and ' Biweekly project meetings via digital summary memorandum with PDF of meeting methods recorded notes • Regular email and telephone communications Task 1.6 Environmental Scan • Workload and accounting management MIG will use data collected during the phase and the outcomes of activities conducted during Phase 1 will be summarized in an Environmental Scan Report. The document will provide an overall summary of key findings,an overview of the Phase 1 activities,and more detailed findings generated by the activities.MIG will provide the first draft for review by the Rosemead Project Manager,and will incorporate revisions prior to sharing with the City Council for their review and acceptance. Deliverables ■ Draft and Final Environmental Scan Report(electronic PDF and native files) City of Rosemead I Final Cost Proposal,Professional Strategic Planning Services 3 ginla PHASE II—FRAMEWORK AND Task 2.3 Draft Goals and Objectives STRATEGY DEVELOPMENT Based on the outcomes of the Management Leadership Team Working Session,MIG will Task 2.1 City Council Study Session further develop and refine the draft goals and The purpose of the session will be to present the objectives. key findings of the Draft Environmental Scan Report,and initial set of community values and Deliverable:: goals to include in the strategic framework. MIG ■ Draft goals and objectives with will develop presentation materials and facilitate a supporting narrative discussion with City Council members focused on their reaction to the report findings,as well as Task 2.4 Team Meetings and Coordination their feedback and/or direction on the potential The MIG Project Manager will maintain regular elements in the framework. MIG will facilitate and communication with the Rosemead Project record the discussions using digital graphic Manager over the course of Phase II through recording. MIG will summarize the results in a biweekly project meetings via digital meeting memorandum and provide a PDF of the recorded methods,and periodic telephone and email notes. communications.The MIG Project Manager will also conduct regular workload management and Deliverables: accounting tasks in support of efficient and ■ City Council Study Session-Supporting effective project delivery. materials,facilitation,and summary memorandum with PDF of recorded Deliverables: notes • Biweekly project meetings via digital meeting methods Task 2.2 Management Leadership Team • Regular email and telephone Working Session communications MIG will design a working session approach, • Workload and accounting management agenda and supporting materials to engage the City Management Leadership Team in further development of the strategic framework. In PHASE III—STRATEGIC PLAN addition to fine-tuning the vision and mission DEVELOPMENT statements,as needed,the team will focus on defining goal areas and draft statements that are Task 3.1 Draft Strategic Directions inclusive of the priorities and functional areas that Based on the Phase II outcomes,MIG will were defined in Phase 1 of the process. develop initial draft strategies for further Additionally,the team will define an initial set of development during Phase III. objectives for each goal that provide measurable, defined,and meaningful achievements towards Deliverables: achieving each goal. • Draft initial strategies with supporting narrative Deliverables: • Management Team working session- Supporting materials,facilitation,and summary memorandum with notes • Revised framework elements City of Rosemead Final Cost Proposal,Professional Strategic Planning Services 4 MT-- I ' G . Task 3.2 Management Team Working Session for developing these drafts and the review periods MIG will design a working session approach, by Rosemead staff. agenda and supporting materials to engage the City Management Team in further development of MIG suggests the city organize a community the strategies. The session will also focus on event to share the results of the draft strategic defining time frames and performance indicators plan and offer an opportunity for feedback. for each strategy.MIG will facilitate and summarize the results in a memorandum and Deliverables: provide a PDF of the recorded notes. • Administrative Draft Strategic Plan (manuscript;electronic Word document) Deliverables: ■ Draft Strategic Plan(graphically designed; ■ City Management Team working session- electronic PDF document) Supporting materials,facilitation,and summary memorandum with PDF of recorded notes Task 3.5 Final Draft Strategic Plan ■ Revised draft strategies MIG will develop the Final Draft Strategic Plan for presentation to the City Council. MIG will Task 3.3 Staff Strategy Team Meeting make minor refinements to this draft as directed MIG will design an agenda and supporting by the city management team,and prior to materials to engage select Rosemead staff in a presentation to the City Council. Upon final City meeting to review the draft strategies,including Council approval,MIG will provide the final proposed time frames and performance indicators. print-ready and native files to the city Project It is anticipated that this group will review all of Manager. the draft strategies,but also focus in one to two goal areas and associated strategies that may align MIG will also provide a dashboard to post on the with specific topics/departments.MIG will city's website to keep track of Strategic Plan goals facilitate and record the discussions using digital and provide a training or toolkit for the city graphic recording.MIG will summarize the results management team on how to review and adjust in a memorandum and provide a PDF of the the goals and measures going forward. recorded notes. Deliverable: ■ Final Draft Strategic Plan (electronic PDF Deliverables: document and native Adobe InDesign • Staff Strategy Team Meeting-Supporting files) materials, facilitation,and summary • Website Data Dashboard memorandum with PDF of notes • Training or Toolkit for Strategic Plan • Revised draft strategies adjustments Task 3.4 Draft Strategic Plan Task 3.6 City Council Presentation MIG will develop the Administrative Draft MIG will present the Final Draft Strategic Plan to Strategic Plan,which will be in produced in the Rosemead City Council. manuscript form. MIG anticipates that the city management team will review of this draft,with Deliverable: revisions collected and consolidated by the r City Council Presentation designated Project Manager before being incorporated by MIG.The Draft Strategic Plan will be produced for review by the city management team.MIG and the Rosemead Project Manager will develop a precise schedule City of Rosemead I Final Cost Proposal,Professional Strategic Planning Services 5 Professional Services for the Facilitation of Strategic Planning Workshop and Development of a Strategic Plan Esmerala Garcia Stephanie PavonProfessional Managing Principal Deputy ty ProjectMIG Direct Fees ,,,..,- IP- MITotals Coats Hrs@ $205 Hrs@ $135 Hrs© $130 Hrs@ $100 Totals Phase I-Environmental Scan 1.1 llnterviews 4 j $820 8 $1,080 0 $0 2 $200 14 $2,100 $0 $2,100 1.2 City Directors Workshop 2 $410 8 $1,080 0 i $0 4 $400' 14 ; $1,890 $0 $1,890 1.3 Community Engagement Activities 8 $1,640 40 $5,400 0 1 $0 80 $8,000 128 $15,040 $2,500 $17,540 1.4 City Council Goal Setting Workshop 4 $820 8 i $1,080 0 $0 2 $200 14 i $2,100 $0 $2,100 1.5 Environmental Scan 2 i $410 24 i $3,240 0 i $0 8 $800 34 i $4,450 $0 $4,450 1.6 Team Meetings and Coordination 4 $820 16 t $2,160 0 i $0 2 $200 22 $3,180 $0 $3,180 Subtotal 24 1 $4,920 104 $14,040 0 ; $0 98 $9,800 226 ; $28,760 $2,500 $31,260 Phase II-Framework and Strategy Development. j®BIM 2.1 City Council Study Session 2 $410 8 $1,080 0 j $0 2 $200 12 $1,690 $0 $1,690 2.2 Management Leadership Team Working Session I j $205 12 j $1,620 0 $0 8 $800 21 $2,625 $0 $2,625 2.3 Draft Goals and Objectives 2 ? $410 16 $2,160 0 j $0 0 $0 18 ( $2,570 $2,570 2.4 Team Meetings and Coordination 4 I $820 16 $2,160 0 $0 2 . $200 22 i $3,180 $0 $3,180 Subtotal 9 3 $1,845 52 ; $7,020 0 i $0 12 $1,200 1 73 r $10,065 $0 $10,065 Phase III-Strategic Plan Development 3.1 Draft Strategic Directions 2 i $410 16 i $2,160 0 $0 2 I $200 20 $2,770 $0 $2,770 j t 3.2 Management Team Working Session 2 $410 8 i $1,080 0 $0 0 $0 10 $1,490 $0 $1,490 3.3 Staff Stratgy Team Meeting 2 $410 8 $1,080 0 $0 2 $200 12 $1,690 $0 $1,690 3.4 Draft Strategic Plan 4 i $820 40 $5,400 8 $1,040 16 i $1,600 68 $8,860 $0 $8,860 3.5 Final Draft Stratgic Plan 2 $410 16 $2,160 0 j $0 0 $0 18 ; $2,570 $0 $2,570 3.6 City Council Presentation 2 i $410 4 $540 0 $0 0 $0 6 $950 $0 $950 t t Subtotal 14 . $2,870 92 . $12,420 8 _i $1,040 20 _ $2,000 134 _ $18'330L _ $0 $18,330 FINAL TOTAL 1113111= 248 $33,480 8 $1,040 130 $13,000,E3� $2,750 $59,905 MIG, Inc. City of Rosemead- Professional Strategic Planning Services 1 Final Cost Proposal liiT Ok CIVIC PRIDE NIhr'INS 'NCORPORAT601'24 Attachment F Proposal from The Novak Group City of Rosemead, California Development of a Strategic Plan 2020-2030 RFP No. 2020-02 February 6, 2020 2,0 t A PART OF °rL The Nova 8e, Consulting Group R A F T E L I S ..s. t The Novak Consulting Group • A PART OF RAFTELIS February 6, 2020 Daisy Guerrero Management Analyst City of Rosemead 8838 E. Valley Boulevard Rosemead, CA 91770 Dear Ms. Guerrero: On behalf of The Novak Consulting Group, now part of Raftelis Financial Consultants, we are pleased to submit this proposal for development of a Strategic Plan. This proposal is based on a review of the City's Request for Proposal as well as our experience facilitating strategic planning processes for local governments across the country. The mission of The Novak Consulting Group is to strengthen organizations, for those they serve and those who work in them. We are dedicated to providing management consulting services to local governments and nonprofit organizations. Since 2001, we have been providing our clients with the best thinking and execution in organizational design, development, and improvement. We have had significant success working with community members, elected officials, department leadership teams, and staff to identify priorities for an organization or a community and achieve consensus. We are also skilled in developing effective implementation models that ensure the goals developed for the strategic plan are measurable and actually achieved. We are confident our approach will provide the City with the direction it seeks for the future of the Rosemead community. We look forward to the opportunity to serve Rosemead. Please contact me at (513) 309-0444 or jnovak@thenovakconsultinggroup.com should you have any questions. Sincerely, Julia D. Novak Executive Vice President 25 t'ntntelSt. IOpt Fptutcluo•44710 .221 415a.1 thenovckcansultng.gr'oup.s'Cor Table ;of Contents Cover Letter Proposal Summary . , • 1 ' • Profile of Proposing Consultant 2 ' Qualifications of the Consultant 3 • Work Plan/Project Approach , - 4 Schedule 6 Staffing Proposal Cost Sheet and Rates 12 Attachment A-Schedule 13- • • The Novak Consulting Group Strengthening organizations from the inside out. , . • City of Rosemead Page 1 Strategic Plan Development, Proposal Summary At its best, strategic planning engages individuals and strengthens a sense of community that undergirds strong civic engagement. Tapping individuals who are content, and even perhaps • apathetic, creates new leaders for the future and energizes people in a positive way toward their local government. At The Novak Consulting Group, we believe that communities function best when there is engagement during good times, not just when people oppose something. By creating constructive dialogue,the community is much morelikely to react productively and civilly when something occurs that might otherwise bring out nonproductive forms of engagement The Novak Consulting Group understands the unique,roles of each,stakeholder. Each participant in.this process comes to this engagement with a different perspective and, perhaps, conflicting priorities. Each of these viewpoints is importantand valuable. It is our responsibility to work in partnership with the City to synthesize this information and facilitate a process that does the following: • Honors and respects the diversity of opinions of.participants • Promotes group communication and collaboration through inclusivity and community building • Provides useful information and direction for decision making and priority setting Effective and efficient project management will be critical for ensuring the successful completion of this engagement. Therefore, our approach is to work collaboratively with the City to ensure all expectations are articulated from the start:We remain in close contact with our clients throughout all phases of:each engagement to ensure these expectations are met. This also allows us to quickly address-any,contingencies that may arise. Our experience with similar work enables The Novak Consulting.Group to hit the ground running. ,The Novak Consulting Group is interested, capable, and excited to help the .City of Rosemead with a Strategic Plan. We have provided a scope of work that will result in a valuable tool that will serve as a guide for the future of the community and assist in the realization of a shared vision. A strategic planning process involvesarticulating a clear vision for the community and mission for the organization, preparing ari environmental scan that identifies the factors affecting the community and organization, establishing goals, identifying priority strategies, and creating implementation plans that becomethe focus of activity and engagement long after the process. itself has finished. The process of developing a strategic plan explores three specific questions: • What do we know to be true?— Who are we? • What do we hope will be true in the future?— Where are we going? • What must go well in order to make it so?— How are we going to achieve it? In this way, a strategic plan is a roadmap to move a community toward its intended vision... Julia Novak is the primary contact for this proposal. Her contact information is included on the Cover Letter. The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 2 Strategic Plan - Profile of Proposing Consultant The Novak Consulting Group is composed of local government, practitioners focused on strengthening organizations for the communities they serve and the people who work in them. The :Novak Consulting Group and Raftelis have always shared a'.focus on delivering lasting solutions for public sector agencies: In January 2020,The,Novak Consulting Group.joined Raftelis. Today; '=we provide our .clientswith wide-ranging capabilities and -resources` in financial, management;technology, and communications consulting for all areas of government,agencies. Our clients now have the expertise'of nearly 120 of the country's leading,public sector consultants.. We.know thatour combined capabilities and resources will provide added.-value to our clients, and ; we'relooking.forward to what we can accomplish together..The Novak Consulting Group is located and will remain in Cincinnati, Ohio. The :Novak Consulting. Group is staffed by consultants with decades "of local government experience Who have built a reputation for innovation and results'. We have partnered with more than 300 local governments in all areas, including public works, public safety, human resources, finance, planning; IT; and more. We provide our clients with the best thinking and execution in organizational design, development, and improvement through these services: • Organizational Assessment • Strategic Planning. •: Executive Search The Novak Consulting Group provides unparalleled service to. our clients. Leaders in local= governments and nonprofit communities have"come to rely on The Novak Consulting Group for high caliber advice with the personal attention you expect. • Niche expertise: Our expertise lies in strengthening 'two kinds of organizations: local governments and"nonprofits': We're consulting specialists rather-than generalists,focusing our strengths-to doa highly effective jobfor a specific group of clients.' • Flexibility to serve you better. We employ a small core staff of senior-level consultants and draw from our pool of subject matter experts when their expertise can help us serve you better. The result? A highly nimble, more efficient approach to giving you the services'you need, when you need them: • Decades of collective experience. Our associates and subject matter experts have decades of experience in strengthening local municipalities and nonprofit organizations. They've served in a 'wide range of positions;`from city;manager to public works'director to director of management information systems. • 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 a large firm-May assign your businessto junior-level people; our approach provides exceptional service from senior-level consultants. The Novak Consulting Group and its staff have extensive experience working with local government clients: 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 The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 3 Strategic Plan 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. There is no value to a consulting study that, once completed, occupies shelf space never to be opened again. We are pleased that our prior engagements have resulted in corresponding actions by our clients to implement the recommendations that we have jointly developed. The Novak Consulting Group has extensive experience with strategic planning throughout the country within the last five years. A complete listing of all clients is included with this proposal. We encourage the City to contact any of our clients to learn more about our commitment to quality and timely service. The Novak Consulting Group has not been a party to any lawsuit. Qualifications of the Consultant Our clients tell us we are more than just consultants — we are trusted advisors. We point to a 38% repeat customer base as part of the evidence as well as the many clients who have hired us numerous times to do vital work for their organizations. We are "invited" into challenging conversations with elected officials and to facilitate the critical conversation between the governing body and chief administrative officer during the evaluation process, and we are called to respond to immediate crises to perform critical after-action assessments and facilitate organizational learning. Other clients have told us that our contacts are "enthusiastic" when providing a reference to potential clients, and they point to actionable and practical solutions. Manhattan Beach, California, engaged The Novak Consulting Group to facilitate a strategic planning process with the City Council and the City's management team.A vision, key focus areas, and priorities were collaboratively developed to ensure alignment among the Council and staff. A series of community meetings were held using the World CafeTM format to solicit input from members of the community. These sessions were held at a variety of locations and times to engage those who may not typically participate. Nadine Nader, Assistant City Manager, City of Santa Clara (formerly with Manhattan Beach) (408) 615-2228 nnaderc santaclaraca.gov Project Cost: $39,500 Yountville, California, engaged The Novak Consulting Group to facilitate a strategic planning process that involved the Town Council, staff, and the community. The Council established the vision, key focus areas, and strategic initiatives for the community with direct input from residents, businesses, and other Town stakeholders. Town staff developed a corresponding mission and organizational values to guide the organization as it supports implementation of the new strategic plan. Subsequent retreats with the Town Council were also held. Steve Rogers, Town Manager (707) 944-8851 SRogers@ yville.com Project Cost: $37,500 The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 4 • Strategic Plan Hayward, California, engaged The Novak Consulting Group multiple times to conduct a strategic planning retreat with the City Council and key staff. Kelly.McAdoo,.City Manager (510)583-4305 Kelly.McAdoo@hayward-ca.gov Project Cost: Ranged from $5,000 - $16,500 Fort Collins, Colorado, has engaged The Novak Consulting Group multiple times since'2010. Work with the.City has included goal-setting/strategic planning with the governing body, retreats with the leadership team, a structural review of the budget and finance functions, and an organizational analysis designed to enhance service delivery for the customers of Transportation, Community Planning, and Environmental and Utility Services. Darin Atteberry, City Manager (970) 221-6505 datteberry@fcgov.com Project Cost: Ranged from $4,000 - $45,800 Centennial, Colorado, engaged The Novak Consulting Group in 2018 to develop its first Strategic Planning Framework. During 2019, that work was expanded to include a clear Vision, Organizational Mission and Values Statements, and Key Performance Areas that will drive success for the City. Eric Eddy, Director of Strategic Initiatives (303) 325-8000 eeddy@centennialco.gov Project Cost: Ranged from $5,000 - $35,500 Westminster,`Colorado, initially engaged The Novak Consulting Group to conduct a strategic planning retreat with,the City Council. Subsequently, the firm worked with the management team to develop implementation plans for the Council's key focus areas. Repeat engagements with the Council and with staff have been conducted annually for the past several years to update and refine the strategic plan. Barbara Opie, Assistant City Manager (303) 658-2009 BOpie@CitvofWestminster.us Project Cost: Ranged from $5,000 - $28,750 Work Plan/Project Approach The following outlines our proposed approach to developing a strategic plan with the City of Rosemead. Activity 1: Begin Engagement A successful process will benefit from a collaborative relationship between the consulting team and City from the very beginning of the process. This task is intended to begin building that relationship. At the start of this engagement, we will request and review all background information, including all other planning documents, resource materials, and other relevant data. Next, The Novak Consulting Group will meet with the City's project team to gain a clear picture of what the City hopes to accomplish from this process. We will develop a project charter with the team and discuss communication and engagement strategies for the project. We want to ensure that we The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 5 Strategic Plan have a shared understanding of how to develop the plan and successfully integrate the learnings from the City's previous planning efforts. We will review the project plan, and we will finalize the timelines and schedule. As part of this process, we will conduct individual meetings with each member of the City Council to hear their perspective about the strategic plan and to develop an understanding of the City's processes, operations, and prior planning efforts. Activity 2: Solicit Stakeholder Input The Rosemead community and City staff represent important stakeholders in this process. The strategic plan is best when touched by as many people as possible. Therefore, we will conduct two community forums, open to any member of the public, to solicit input for the strategic plan. For this process, we often use the World Cafe format to actively engage participants and encourage community building. Significant care will be taken to ensure that the perspectives of underrepresented populations are sought. Through conversation with the City, we will develop strategies for outreach, including but not limited to community and senior centers, health clinics, and other appropriate mechanisms. To engage staff in the process, we will develop and administer an employee survey to assess the relevance of the existing mission statement and values. A summary of all input received will be prepared. Activity 3: Facilitate Strategic Plan Development Once the information from the employees is collected,we will facilitate a workshop with the City's project team (or designated staff) to develop a proposed organizational mission and values for the Council's consideration as part of the larger strategic plan. Based on our conversations with the City,we will prepare a draft agenda for the strategic planning session to be reviewed by the City. The Novak Consulting Group will then facilitate the strategic planning session with the City Council and key staff to articulate a desired future for the community. The results of the stakeholder input process will be reviewed to provide context for the vision and goals. The organizational mission and values will also be reviewed and affirmed. The session will include activities with the entire group as well as small group breakout sessions_ that will allow everyone to actively participate in the process. During the session, the primary role of the facilitator is to ensure that the environment is respectful and conducive to open and constructive dialogue so that the established objectives are 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 that conversations that need to happen actually happen, so we are flexible and in tune with the group during the process. Achievement of the strategic plan will rest on successful implementation. Therefore, we will work with City teams to develop key performance indicators for each goal area in the strategic plan. This will allow the organization, the City Council, and the community to track progress. Once the metrics are developed and approved by the City, we will work with the project team to develop implementation plans for the goals included in the strategic plan. The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 6 Strategic Plan Activity 4: Prepare Deliverables and Present Strategic Plan After the above activities, The Novak Consulting Group will prepare a comprehensive deliverable that includes the results of the process. We will review the draft deliverables with the City and make any necessary changes or modifications before finalization. The Novak Consulting Group will work with the City to discuss the process for regularly updating the plan and communicating results. Schedule A proposed schedule is included as Attachment A. It details the key milestones of this engagement. We expect to refine this with the City during Activity 1. The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 7 Strategic Plan Staffing , 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 and long-term strategic solutions. Executive Vice President Julia Novak — Julia has worked in and around local governments for more than 30 years, both as a practitioner in direct service to local governments and as a full- time consultant who has worked with hundreds of organizations. She founded The Novak Consulting Group in 2009. As a professional consultant, she has led engagements in communities of all sizes covering the full spectrum of local government services. She has worked with more than 70 governing bodies across the country to establish goals and set priorities and is an established thought leader in the areas of governance and management. During her local government career, she worked in Fort Collins, Colorado; Lexington, Massachusetts; Rockville, Maryland; and was city manager of Rye, New York. Julia earned a bachelor's degree in government and politics from George Mason University and a master's degree in public administration from the University of Kansas. Julia was in the first class of individuals certified by ICMA as Credentialed Local Government Managers and maintains that designation. Visual Facilitator Julie Gieseke — Julie collaborates on projects utilizing the tools of group process and design, such as Visual Facilitation, Creative Engagement, and storytelling to bring strategy and tactics into clear focus. She uses the skills of facilitation, active listening, and graphic recording to bring energy and vibrancy to each engagement. Julie has been associated with The Novak Consulting Group since 2011 and has worked on a variety of strategic planning and facilitation projects. She has a master's degree in Organizational Development and Management from Fielding Graduate University, is certified as a professional coach through The Coaches Training Institute, and is a certified Master Practitioner of Neurolinguistics. Julie also received professional training through The Grove Consultants International and has been mentored by leaders in the fields of visual facilitation, facilitation, organizational development, coaching, storytelling, and performance. Manager Catherine Carter — Catherine has a background in public administration and environmental management and possesses extensive research and analytical skills. Her expertise lies in the areas of strategic planning, conducting assessments of organizational effectiveness practices, compiling and analyzing data, and benchmarking. Catherine has participated in numerous financial and management studies for water, wastewater, and stormwater utilities, and other public sector organizations across the country. Associate Consultant Claire Pritchard—Before joining The Novak Consulting Group in 2018, Claire served as Assistant to the County Manager for Dakota County, Minnesota, where she led the County's transition to a new form of government in 2013. She coordinated the County's legislative agenda, assisted in the development of the annual budget, and conducted financial impact analyses daily. She is a member of the International City/County Management Association and is a former ICMA Local Government Management Fellow. Complete resumes for each of our project team members are included. The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 8 • Strategic Plan Julia D. Novak, Executive Vice President Julia established The Novak Consulting Group in September - • ar ° • 2009. Her reputation and experience as a consultant who offers ° -• practical and implementable recommendations are grounded in more than 15 years of active service to local governments . Master of PogUc where she worked in Fort Collins, Colorado; Lexington, ' Administration,University of Massachusetts; Rockville, Maryland; and was city manager of Kansas t Rye, New York. She is a practitioner first, who has expanded p• ' her knowledge and expertise as a consultant for hundreds of +Bachelor of Arts G gorge Niaon organizations across the United States. University e Julia has extensive experience as a facilitator and trainer. She (� certified Professional Manager, has worked with both elected and appointed officials from jurisdictions throughout the United States to conduct goal °•. internattbrlarCCity/County°° setting, develop strategic plans, and prioritize service delivery. �ManagementAssociatian She has conducted training for elected officials as an individual `o.Master'Facilitatar,The,Myers_ trainer and through the National League of Cities and a Briggs Personality Type consortium of cities in California. Topics included leadership . Indicator ia,. •° style and evaluating appointed officials. Her list of governing a z body clients includes more than 70 jurisdictions in 23 states. i 0f1 ;ttih iCCtn�� o 30+years Julia is an established thought leader in the areas of o consulting, 15+years governance and administration. In April 2002, Julia was one of 20 practitioners who participated in the ICMA-sponsored � Local a Governrnerlt,,F5- years.• symposium on the future of local government administration. • Her response to Dr. James Svara's paper,"City Council, Roles, Performance, and the Form of Government,"is included in the ICMA-published book,"The Future of Local Government Administration." Public Management Magazine has published multiple articles that she authored and co-authored, including "Preparing Councils for Their Work," co-authored with Dr. John Nalbandian; "Permission to Manage" which discusses the importance of using data to manage local governments; "Dreams That Make a Difference" on the value of community based strategic planning; "Civility,"and most recently, "Using Data in Police Management."In 2010, Julia served as a trainer for a USAID Initiative in Baghdad, Iraq to develop the capacity of local advisors and councils in Iraq to engage in strategic planning, project management, policy analysis, and policy advocacy. In 2000, the International City/County Management Association (ICMA) awarded Julia its Assistant's Excellence in Leadership Award for her work in building community and increasing organizational capacity as deputy city manager of Rockville, Maryland. Julia has been a speaker at national conferences for the ICMA, National League of Cities, and American Society of Public Administrators. She has been a featured speaker/trainer for many state associations, including Ohio, Vermont, Connecticut, New Hampshire, Pennsylvania, North Carolina, the Metropolitan (D.C.) Association of Local Government Administrators, and the Illinois Assistant Municipal Managers Association. Julia earned a bachelor's degree in government and politics from George Mason University and a master's degree in public administration from the University of Kansas. Julia was in the first class of individuals certified by ICMA as Credentialed Local Government Managers and maintains that designation. Julia is a Master Facilitator of the popular Myers-Briggs Personality Type Indicator and is certified to administer several other Level B psychological assessments, Apter Motivational Styles Profile, and the Strength Deployment Inventory. She also is trained in popular level-A assessments, including the Thomas-Killman Conflict Modes Inventory and the Human Element-B. The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 9 Strategic Plan Julie Gieseke, Visual Facilitator Julie collaborates on projects utilizing the tools of group , process and design, such as visual facilitation, creative P . ' engagement, and storytelling to bring strategy and tactics ,W:,.:r`(h'; '. ` into clear focus. In addition, she incorporates change o Master of Arts in Organizational methodologies such as Appreciative Inquiry, Positive Development and . • Psychology, Strengths Finder, and Neurolinguistics.Julie's :„, Management,Fielding unique skill set combines facilitation, active listening, and oGraduate;University graphic recording to bring energy and vibrancy to each o Bachelor.of Arts in Film and engagement. Julie has been associated with The Novak Video•Productionfrheater.Arts, Consulting Group since 2011 and has worked on a variety UC Santa Cruz of strategic planning and facilitation projects, Julie developed her group process design through a broad Master,Practitioner of , range of experience. She received her master's degree in • Neurolinguistics Organizational Development and Management from f) Certified°ProfessigralCoach Fielding Graduate University, is certified as a professional aa coach through The Coaches Training Institute, and is a certified Master Practitioner of Neurolinguistics. Julie also received professional training through The Grove Consultants International and has been mentored by leaders in the fields of visual facilitation, facilitation, organizational development, coaching, storytelling, and performance. The result is a wide range of exposure to various approaches that culminates in a unique style that is customizable for each engagement. The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 10 • Strategic Plan, Catherine.Carter,.Manager = Catherine has,a background in- public administration and ' environmental management and possesses extensive research and analytical skills. Her expertise lies in the areas of strategic planning, conducting assessments of Master of Public organizational effectiveness practices, compiling and Administrations Urban analyzing data, and benchmarking: Ms. Carter has Management and Policy participated in numerous financial and management studies concentrationUniversity of for water, wastewater, and stormwater utilities, and other North Carolina Charlotte(2017). publicsectororganizationsacross the country. Ms. Carter is. Master of Environmental active in the waterand wastewater utility industry, having. Management Global presented .at several conferences'and co-authored two Environmental Change concentration,Duke University , recent articles on long-term rate increases in Journal.F (2011) AWWA. Ms: Carter also co-authored a chapter entitled - o Bachelor ofScience in "Public Outreach and,Gaining Stakeholder Commitment, for the Fourth Edition of the'industry guidebook, Water and Business/Economics,Biology, Wastewater Finance and Pricing: The Changing Landscape. Environmental Studies, Randolph-Macon College Prior to working at Raftelis,.Ms. Carter was a senior fellow` at the,Institute for Sustainable Development. . (2009) Specialties • Strategic,planning. • Comparative.industry analyses • Organizational assessments • Utility Management • Operational efficiency and effectiveness Professional History • Raftelis Manager (2019-present); Senior Consultant (2016-2018); Consultant (2013- 2015); Associate Consultant(2011-2012) • Mecklenburg County Solid Waste Advisory Board Member(appointed 2019-2021) •. The Institute for Sustainable Development(2009-2011) The Novak Consulting Group Strengthening organizations from the inside out. • City of Rosemead Page 11 Strategic Plan Claire Pritchard, Associate Consultant Claireoined The Novak Consulting g Group in 2018.- - ° following five years of service with Dakota County, Minnesota, where most recently she held the position of ` - Assistant to the County Manager. Master of Public Policy;, University of Chicago While with Dakota County,. Claire coordinated the Bachelor of Art,University of County's legislative agenda, assisted in the development Chicago of the annual budget, and conducted financial impact - .° analyses and process improvement efforts for a variety of 5 years County functions. Claire also coordinated the County's transition to a new form of government in 2013. Local Government'5 years ' 3 As a student at the University of Chicago, Claire served as a policy intern with the National Association of Regional Councils, where she developed an educational program on the work of regional councils. She was also the associate editor for international development for the Chicago Policy Review. Claire earned a bachelor's degree in political science from.the University of Chicago and a master's degree in public policy from the University of Chicago Harris School of Public Policy: She is a member of the International City/County Management Association and is a former ICMA Local Government Management Fellow. The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 12 Strategic Plan Proposal Cost Sheet and Rates Thetotal fixed fee to complete the scope of work outlined in this proposal is$49,800.This includes all professional fees and.expenses. The following is a list of hourly`rates, should additional services be requested. Julia Novak,;Executive Vice President i _ $350 Julie Gieseket Visual Facilitator $250 I Catherine Carter, Manager Claire Pritchard,Associate Consultant 125 The Novak Consulting Group Strengtheningorganizations from the inside out. City of Rosemead Page 13 Strategic Plan Attachment A - Schedule The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 14 Strategic Plan This page intentionally left blank. The Novak Consulting Group Strengthening organizations from the inside out. City of Rosemead Page 15 Citywide Strategic Plan Schedule - - Rosemead,CA Strategic Plan 1START1- 2 : 3 1 4 5 L.3/23 V30 4/6 4/13,4/20 i 4/2715/4;5/11 i 5/181_5/25;6/116/8; 1Activity 1- Begin Engagement - , - - - 1.1I Request and review background information and prepare for kick-off 1.21Conduct project kick-off meeting : _...„,.. _, 131Interview members of the City Council - , ; , ' , , ' 1.41Facilitate initial meeting with City staff 1.5;Finalize project schedUle ,. .; ;Activity 2-i Solicit Stakeholder Input , , 3/23 13/3014/61 4/1314/2014/27;5/4j 5/1115/18 i 5/25;6/1;6/8! 2.11Administer employee survey to gather input on Mission and Values : : ! ;Facilitate two community summits to understand service expectations ; 2.21of the community • 2.31Summarize results , 1 . i Activity3- 1Facilitate Strategic Plan Development : 3/233/3014/6 i 4/1314/20;472715/415/1115/1815/25 t 6/116/81 ;Meet with,City staffto develop preliminary Mission and Values 3.11state ments Facilitateworkshopwith Council and Staff to develop strategic planning : 3.21frarhework including goals,definitions,and priorities , , 3.31Identify appropriate outcome metrics • , 3.41Prepare strategic planning framework • — 3.51Meet with City staff to develop appropriate implementation plans 3.61Finalize implementation plan . ;Activity 4-i Prepare Deliverables and Present Strategic Plan 3/23 13/3014/614/13 t4/20 I 4/2715/415/1115/18;5/2516/16/81 4.11Prepare final deliverables • . „ ., t— • 4.21Present trategicyllan at a City Council Meeting The Novak Consulting Group Strengthening organizations from the inside out. • „ _ CM F '.........ey CIVIC PRV ORATEO..yg9 Attachment G Update Proposal from The Novak Group A PART OF • The Novak Consulting Group . ... R A F.T E L I S Strategic Planning Services REVISED PROPOSAL/JANUARY.28, 2021 • • c •1ty • • • O Rosemead ,..._ . . _ , N . . _ _ ______ _ ., ,, . ,:, . . • r-----.;-,., \ \,, N, v x - ; , k"4 \4 4 • °` 1 fist . ,_}.•.. .t _ „' ,.‘, :a • • 4r,_rt • 11111/1/ Diversity and inclusion are an integral part of Raftelis' core values. 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. A PART OF The Novak Consulting Group R A F T E L I S January 28, 2021 Daisy Guerrero Management Analyst City of Rosemead 8838 E. Valley Boulevard Rosemead, CA 91770 Subject: Updated Proposal for Strategic Planning Services(REP No.2020-02) Dear Ms. Guerrero: We are pleased to submit this updated proposal as a fmalist to provide the City of Rosemead with strategic planning services. Our focus has always been to help local government and utility clients solve their financial, organizational, and technology challenges. We are dedicated to providing management consulting services, including strategic planning facilitation, to local governments and the utility industry. We believe our firm offers the City several distinct advantages: • A workable and insightful approach: Our team's approach specifically addresses the City's needs and will help develop a best practice-level strategic planning process and resultant plan. Our proven methods of engagement and facilitation lead to a sustainable plan that will provide the City with a vision, mission, and measurable goals. In this current COVID-19 environment,prioritization and strategic planning are even more critical as the fmancial impacts of the pandemic remain unknown. • Use of unique and innovative tools and techniques:We are passionate about strategic planning, which drives us to use innovation and creativity throughout the project, from engagement to the preparation of the fmal plan. We encourage future-focused discussions and action-oriented approaches to building the City's plan. Our deliverables are useful and engaging, and unique and creative graphics are used to keep documents concise with a focus on internal and external communication. We also understand that"engagement" may need to be redefined to protect public health. Since March 2020, our team has actively engaged in strategic planning processes with communities across the country using a variety of virtual tools and processes to ensure robust participation, even when face-to-face conversations may be impossible. • 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 some firms may assign your business to junior-level people,we offer exceptional service from senior-level consultants. To strengthen your project even further, we have added a new team member,Rebekka Hosken, who joined the firm in September and comes with 16 years of local government experience and 10 years of prior municipal consulting. 19 Garfield Place,Suite 500,Cincinnati,OH 45202 www.raftelis.com www.thenovakconsultinggroup.com A PART OF The Novak Consulting Group a R A F T E L I S Below are our responses to the questions posed by the City Manager in her letter to fmalists: 1. How will you engage with staff and the community in the SP process? Our firm has successfully facilitated strategic planning engagements nationwide.A strategic plan is most successful when touched by as many hands as possible. For this reason,public engagement is critical to the plan's success.As outlined in our Scope of Work,we will interview all City Council members individually and have planned for two community-wide forums to solicit input from Rosemead residents,business owners, and other key stakeholders. Throughout the pandemic,we have honed online engagement techniques and have done many community engagement exercises in a virtual format.As pandemic restrictions ease and we enter a post- pandemic world, these meetings could also be done in person, as was originally envisioned in the proposal. Our team will work with the City to market these workshops in order to maximize attendance. Engaging the organization is central to our approach as well.We will solicit input from employees in an online survey to get their input on mission, organizational values, and organizational strengths,weaknesses, opportunities, and challenges. Our team will assist the City in marketing the survey,review and analyze results, and develop observations to inform the context for the strategic plan. 2. Being from out of state,who will be our point of contact, and how regularly will we meet with the City and how(in-person,virtually, or combination)? Julia Novak will be the engagement director for the project and will coordinate with our team and serve as the point of contact. There are two Managers assigned to this work: Catherine Carter and Rebekka Hosken. Our project team will communicate with the City via conference call or email weekly during the period prior to the strategic plan workshop. We typically hold kick-off meetings with the City via Zoom or Teams to lay the groundwork and then follow up with emails on logistics and document transfers,with progress updates as appropriate. While our firm is headquartered out of state, we have an office located in downtown Los Angeles, and team member Rebekka Hosken resides just 45 minutes from Rosemead. Our team is here for you, and you will fmd from our clients that we are very responsive to their needs. 3. How will your team break through to Rosemead's diverse community and convince residents to engage and participate? We understand that Rosemead is a diverse community with some residents who may be untrusting of local government officials and perhaps reticent to participate.We have successfully undertaken strategic planning work in other diverse communities such as San Marino and Hayward, California.With the City's assistance,we are happy to translate our materials into other languages such as Spanish or Mandarin.We will work with local non- profit and outreach groups to assist in sharing information about our work and opportunities to engage, and we can offer to hold the two public forums(if held in person)at locations outside of city hall in local neighborhood centers,businesses, or other locations. Being an outside firm can provide credibility for residents that City staff members may not have. We have had significant success working with community members, elected officials, department leadership teams, and staff to identify priorities for an organization or a community and achieve consensus. We are confident our approach will provide the City with the direction it seeks for the future of the Rosemead community. 19 Garfield Place,Suite 500,Cincinnati,OH 45202 www.raftelis.com www.thenovakconsultinggroup.com A PART OF The Novak Consulting Group R A F T E L I S We look forward to the opportunity to serve your organization. Please contact me should you have any questions. Julia Novak, Executive Vice President Phone: 513.221.0500 /Email:jnovak@thenovakconsultingroup.com Sincerely, Julia Novak Executive Vice President 19 Garfield Place,Suite 500,Cincinnati,OH 45202 www.raftelis.com www.thenovakconsultinggroup.com This page was intentionally left blank to facilitate two-sided printing. 1 About the.Firm 03 Approach 04 Scope of Work 06 Timeline 07 Project Team 13 References Table of 15 Fee Contents 17 Appendix: Strategic Planning Clients This page was intentionally left blank to facilitate two-sided printing. ABOUT THE FIRM RAFTELISITNCG a 4.- . , . 0. 44 \L„, I 0 v - 8,,,,,,j Who 1AT a' L-'''''. e-^.. i RAFTELIS AND THE NOVAK CONSULTING GROUP, STRENGTHENING ORGANIZATIONS FOR a THE COMMUNITIES THEY SERVE AND THE PEOPLE Raftelis/TNCG provides public-sector TNCG is Now Part of Raftelis organizations with insights and expertise to The Novak Consulting Group and Raftelis have always help them operate as high-performing, shared a focus on delivering lasting solutions for public- sustainable entities providing essential sector agencies. In January 2020, The Novak Consulting Group joined Raftelis. Today,we provide our clients with services to their citizens. We help our wide-ranging capabilities and resources in financial, clients solve their financial, organizational, management, technology, and communications consulting technology, and communication for all areas of local government. Our clients now have the challenges, achieve their objectives, and, expertise of more than 120 of the country's leading public sector consultants,who have decades of local government ultimately, make their communities better experience. We know that our combined capabilities and places to live, work, and play. resources will provide added value to our clients, and we're excited about what we can accomplish together. + VISIT RAFTELIS.COM OR THENOVAKCONSULTINGGROUP.COM TO LEARN MORE RAFTELISITNCG 2 Right Fit O o RESOURCES & EXPERTISE U--) Our project team is passionate about strategic planning and organizational V optimization.Each member of our team specializes in strategic planning and has devoted their careers to assisting with local government strategic planning. 9 DECADES OF COLLECTIVE EXPERIENCE Our associates and subject matter experts have decades of experience in strengthening local municipalities and utilities. They've served in a wide range of positions, from city manager to utility director, and they have led dozens of strategic planning initiatives for utilities across the country. 1p PERSONAL SERVICE FROM SENIOR-LEVEL CONSULTANTS You appreciate it when deadlines are met,PP 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. 0 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. _ PROCESS o v• • We will implement a proven and unique facilitation process that engages internal o and external stakeholders,links strategy to performance, and sets the organization up for effective implementation. We will use several techniques, some of which are innovative and others that are more classic approaches. APPROACH RAFTELI$ITNCG 3 Approach At its best, strategic planning engages individuals and strengthens a sense of community that undergirds strong civic engagement. Tapping individuals who are content, and even perhaps apathetic, creates new leaders for the future and energizes people in a positive way toward their local government.We believe that communities function best when there is engagement during good times,not just when people oppose something. By creating constructive dialogue,the community is much more likely to react productively and civilly when something occurs that might otherwise bring out nonproductive forms of engagement. We understand the unique roles of each stakeholder.Each participant in this process comes with a different perspective and,perhaps, conflicting priorities. Each of these viewpoints is important and valuable. It is our responsibility to work in partnership with the City to synthesize this information and facilitate a process that does the following: • Honors and respects the diversity of opinions of participants • Promotes group communication and collaboration through inclusivity and community building • Provides useful information and direction for decision making and priority setting Effective and efficient project management will be critical for ensuring the successful completion of this engagement. Therefore, our approach is to work collaboratively with the City to ensure all expectations are articulated from the start. We remain in close contact with our clients throughout all phases of each engagement to ensure these expectations are met. This also allows us to quickly address any contingencies that may arise. Our experience with similar work enables us to hit the ground running. A strategic planning process involves several steps: • Articulating a clear vision for the community and mission for the organization • Preparing an environmental scan that identifies the factors affecting the community and organization • Establishing goals • Identifying priority strategies • Creating implementation plans that become the focus of activity and engagement long after the process itself has finished The process of developing a strategic plan explores three specific questions: • What do we know to be true?— Who are we? • What do we hope will be true in the future?— Where are we going? • What must go well in order to make it so?—How are we going to achieve it? In this way, a strategic plan is a roadmap to move a community toward its intended vision. SCOPE OF WORK RAFTELIS/TNCG 4 Scope of Work The following outlines our proposed scope of work for developing a strategic plan with the City. Activity 1: Begin Engagement A successful process will benefit from a collaborative relationship between the consulting team and City from the very beginning of the process. This task is intended to begin building that relationship. At the start of this engagement, we will request and review all background information, including all other planning documents,resource materials, and other relevant data.Next, our project team will meet with the City's project team to gain a clear picture of what the City hopes to accomplish from this process. We will develop a project charter together and discuss communication and engagement strategies for the project. We want to ensure that we have a shared understanding of how to develop the plan and successfully integrate the learnings from the City's previous planning efforts.We will review the project plan and fmalize the timelines and schedule. As part of this process,we will conduct individual meetings with each member of the City Council to hear their perspective about the strategic plan and to develop an understanding of the City's processes, operations, and prior planning efforts. Activity 2: Solicit Stakeholder Input The Rosemead community and City staff represent important stakeholders in this process. The strategic plan is best when touched by as many people as possible. Therefore,we will conduct two community forums, open to any member of the public, to solicit input for the strategic plan. For this process, we often use the World Café format to actively engage participants and encourage community building. Significant care will be taken to ensure that the perspectives of underrepresented populations are sought. Through conversation with the City, we will develop strategies for outreach, including but not limited to community and senior centers,health clinics, and other appropriate mechanisms. To engage staff in the process, we will develop and administer an employee survey to assess the relevance of the existing mission statement and values. A summary of all input received will be prepared. Activity 3: Facilitate Strategic Plan Development Once the information from the employees is collected,we will facilitate a workshop with the City's project team(or designated staff)to develop a proposed organizational mission and values for the Council's consideration as part of the larger strategic plan. Based on our conversations with the City,we will prepare a draft agenda for the strategic planning session to be reviewed by the City. Our project team will then facilitate the strategic planning session with the City Council and key staff to articulate a desired future for the community. The results of the stakeholder input process will be reviewed to provide context for the vision and goals. The organizational mission and values will also be reviewed and affirmed. RAFTELISITNCG 5 The session will include activities with the entire group as well as small group breakout sessions that will allow everyone to actively participate in the process. During the session, the primary role of the facilitator is to ensure that the environment is respectful and conducive to open and constructive dialogue so that the established objectives are 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 that conversations that need to happen actually happen, so we are flexible and in tune with the group during the process. Achievement of the strategic plan will rest on successful implementation. Therefore,we will work with City teams to develop key performance indicators for each goal area in the strategic plan. This will allow the organization,the City Council, and the community to track progress. Once the metrics are developed and approved by the City,we will work with the project team to develop implementation plans for the goals included in the strategic plan. Activity 4: Prepare Deliverables and Present Strategic Plan After the above activities, our project team will prepare a comprehensive deliverable that includes the results of the process. We will review the draft deliverables with the City and make any necessary changes or modifications before fmalization. Our project team will work with the City to discuss the process for regularly updating the plan and communicating results. RAIFTELIS/TNCG 6 Tirneline A proposed schedule is included as Attachment A. It details the key milestones of this engagement.We expect to refine this with the City during Activity 1. FEB `MAR APR MAY' Task 1 - Begin Engagement I i F Task 2-Solicit Stakeholder Input j : Task 3 - Facilitate Strategic Plan Development Task 4- Prepare Deliverables and Present Strategic Plan i CI In-Person Meetings • Web Meetings • Deliverables PROJECT TEAM RAFTELIS/TNCG 7 Project Team WE HAVE DEVELOPED A TEAM OF CONSULTANTS WHO SPECIALIZE IN THE SPECIFIC ELEMENTS THAT WILL BE CRITICAL TO THE SUCCESS OF ROSEMEAD'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. An organizational chart of our project team is as follows. CITY OF ROSEMEAD PROJECT MANAGER/LEAD H VISUAL FACILITATOR FACILITATOR Julie Gieseke Julia Novak STAFF CONSULTANTS Catherine Carter 1; Rebekka Hosken Claire Pritchard RAFTEL!S/TNCG 8 Julia Novak ; PROJECT MANAGER/LEAD FACILITATOR 4� Executive Vice President PROFILE Specialties • Effective organizational leadership Julia established The Novak Consulting Group in September 2009.Her and management reputation and experience as a consultant who offers practical and implementable • Supporting effective governance recommendations are grounded in more than 15 years of active service to local • Developing organizational capacity governments, including Fort Collins, Colorado;Lexington,Massachusetts; Rockville,Maryland; and as the city manager of Rye,New York. She is a Professional History • Raftelis/The Novak Consultant practitioner first who has expanded her knowledge and expertise as a consultant Group:Executive Vice President for hundreds of organizations across the United States. (2003-present) • City of Rye,New York:City Julia has extensive experience as a facilitator and trainer. She has worked with Manager(2000-2003) • City of Rockville,Maryland(1995- both elected and appointed officials from jurisdictions throughout the United 2000) States to conduct goal setting, develop strategic plans, and prioritize service • Town of Lexington,Massachusetts delivery. She has conducted training for elected officials as an individual trainer (1992-1995) • City of Fort Collins,Colorado(1987- and through the National League of Cities and a consortium of cities in 1992) California. Education Julia is an established thought leader in the areas of governance and • Master of Public Administration- administration. In April 2002, Julia was one of 20 practitioners who participated University of Kansas(1988) • Bachelor of Arts in Government and in the ICMA-sponsored symposium on the future of local government Politics-George Mason University administration.Her response to Dr. James Svara's paper, "City Council,Roles, (1986) Performance, and the Form of Government," is included in the ICMA-published book, "The Future of Local Government Administration."Public Management Certifications • Certified Professional Manager, Magazine has published multiple articles that she authored and co-authored, International City/County including"Preparing Councils for Their Work," co-authored with Dr. John Management Association Nalbandian; "Permission to Manage"which discusses the importance of using ® Master Facilitator,The Myers-Briggs data to manage local governments; "Dreams That Make a Difference" on the Personality Type Indicator value of community based strategic planning; "Civility," and most recently, professional Memberships "Using Data in Police Management." • International City/County Management Association(ICMA) Julia has been a speaker at national conferences for the ICMA,National League • Engaging Local Government Leaders(ELGL) of Cities, and American Society of Public Administrators. She has been a featured speaker/trainer for many state associations and local government affiliate organizations throughout the United States. Julia earned a bachelor's degree in government and politics from George Mason University and a master's degree in public administration from the University of Kansas. Julia was in the first class of individuals certified by ICMA as Credentialed Local Government Managers and maintains that designation. Julia is a Master Facilitator of the popular Myers-Briggs Personality Type Indicator and is certified to administer several other Level B psychological assessments. RAFTFLIS/TNCG 9 Julie Gieseke VISUAL FACILITATORf PROFILE Specialties Julie collaborates on projects utilizing the tools of group process and design, such • Visual Facilitation as visual facilitation, creative engagement, and storytelling, to bring strategy and o Strategic Visioning/Planning • Executive Coaching tactics into clear focus. She also incorporates change methodologies such as • Facilitation Appreciative Inquiry, Positive Psychology, StrengthsFinder, and • Team Development Neurolinguistics. Professional History Julie's unique skill set combines facilitation, active listening, and visual • Raftelis/The Novak Consulting Group:Visual Facilitator(2011- facilitation to bring sense-making, consensus, energy, and vibrancy to each present) engagement.As a consultant with The Novak Consulting Group and now • Map the Mind:Principal(2008- Raftelis, Julie has worked on a variety of strategic planning and facilitation present)Visual Facilitation, Coaching,Consulting,Teaching projects. Education Julie developed her group process design through a broad range of experience. • Master of Arts in Organizational She received her master's degree in Organizational Development and Development and Management- Management from Fielding Graduate University, is certified as a professional Fielding Graduate University(2008) • Professional Coaching Certification- coach through The Coaches Training Institute, and is a certified Master Coaches Training Institute(2008) Practitioner of Neurolinguistics. Julie also received professional training through • Bachelor of Arts in Film and Video The Grove Consultants International and has been mentored by leaders in the Production/Theater Arts-University of California,Santa Cruz(1988) fields of visual facilitation,facilitation, organizational development, coaching, storytelling, and performance. The result is a wide range of exposure to various Certifications approaches that culminates in a unique style that is customizable for each • Master Practitioner of engagement. Neurolinguistics • Certified Professional Co-Active Coach Professional Memberships • International Forum of Visual Practitioners RAFTELISITNCG 10 Rebekka G. Hosken STAFF CONSULTANT Manager ' 7 Specialties PROFILE • Organizational assessment Rebekka joined Raftelis in 2020 with 16 years of direct service to local governments and • Budgeting and financial analysis 10 years of management consulting experience. As an experienced consultant,Rebekka • Business process improvement has led organizational assessments for a broad range of operating departments and • Strategic planning • Staffing analysis offices in cities, counties,universities, and special districts,including community development,public works,police, administration, and city attorney departments.With Professional History direct operational experience in municipal administration, public works, and finance • Raftelis:Manager(2020-present) departments, Rebekka's breadth of knowledge makes her skillful in quickly identifying • City of La Canada Flintridge, organizational strengths and opportunities, analyzing operations through creation of California;Finance Director(2017- 2020) process maps and workflows,preparing actionable recommendations for improvement, • City of Simi Valley,California; and communicating findings to a wide variety of audiences. She has consulted for over Budget Officer(2012-2017) 100 clients, including Boston,Massachusetts; Daly City, California; Surprise,Arizona; • City of Burbank,California;Senior Management Shoreline,Washington;North Las Vegas,Nevada; and Long Beach, California. • Part Management Partnneerrs;;Senior 012) r Consultant(1999-2010) Rebekka served as finance director for the City of La Canada Flintridge, California, a • Village of La Grange Park,Illinois; contract city north of Los Angeles. She prepared the annual budget and financial audit, Assistant Village Manager(1996 1999) as well as managed daily accounts payable, accounts receivable,payroll, and financial • City of Appleton,Wisconsin; planning functions.As the City's second finance director, she automated several Assistant to the Mayor(1994-1996) previously manual operations,including business licensing and payroll processing, • Town of Lexington,Massachusetts; Management Intern(1992-1993) coordinated acceptance of credit cards from customers for the first time, and managed the implementation of a new financial software system. During her tenure, she Education identified and successfully obtained a State loan for the financing of the City's new city • Master of Business Administration- hall and played a key leadership role in successfully moving all operations and staff, as Boston University(1993) well as communicating all financial impacts of the project to management and City • Certificate in Local Government and Non-Profit Management—Boston Council. University(1993) • Bachelor of Arts in Russian Studies Previously, Rebekka was the budget officer for the City of Simi Valley, California, a —University of Michigan(1989) full-service community in the Los Angeles region. She prepared the City's$196 million Professional Memberships annual budget and$160 million capital improvement program, as well as the City's cost • Government Finance Officers allocation plan. She managed the budget and capital projects module training and setup Association for a comprehensive citywide enterprise resource planning(ERP)system • California Society of Municipal implementation across nine operating departments. Finance Officers Rebekka earned a master's degree in Business Administration with a Certificate in Local Government and Non-Profit Management from Boston University, and a Bachelor of Arts from the University of Michigan-Ann Arbor. She has published articles in Public Management magazine and served as a trainer in sessions at International City/County Management Association(ICMA)conferences RAFTEUBS/TNCG 11 Catherine Carter . STAFF CONSULTANT Manager A Y Specialties PROFILE • Strategic planning Catherine has a background in public administration and environmental • Facilitation management and possesses extensive research and analytical skills.Her expertise • Organizational assessment • Staffing analysis lies in the areas of strategic planning, conducting assessments of organizational a Strategy monitoring and effectiveness practices, compiling and analyzing data, and benchmarking. implementation Catherine has participated in numerous fmancial and management studies for • Risk and resiliency assessment water,wastewater, and stormwater utilities, and other public sector organizations ° Business process improvement • Comparative industry analyses across the country.Catherine is active in the water and wastewater utility industry, having presented at several conferences and co-authored two recent Professional History articles on long-term rate increases in Journal AWWA. Catherine also co-authored • Raftelis:Manager(2019-present); a chapter entitled"Public Outreach and Gaining Stakeholder Commitment"for Senior Consultant(2016-2018); the Fourth Edition of the industry guidebook, Water and Wastewater Finance and Consultant(2011-2012);Associate Consultant(2011-2012) Pricing: The Changing Landscape. Prior to working at Raftelis, Catherine was a • Mecklenburg County Waste senior fellow at the Institute for Sustainable Development. Management Advisory Board (appointed term:2019-2021) • The Institute for Sustainable KEY PROJECT EXPERIENCE Development(2009-2011) Municipality of Anchorage (AK) Education Raftelis was engaged by the Municipality of Anchorage to conduct an • Master of Public Administration- organizational assessment of the Anchorage Water and Wastewater Utility University of North Carolina (AWWU)and the Solid Waste Services Department(SWS)in 2019. The Charlotte(2017) • Master of Environmental operating conditions for AWWU are unique given the harsh climate,relative Management-Duke University remoteness of facilities, the seismic hazards in the region, and that it is a (2011) regulated utility. Additionally,AWWU and SWS are discussing areas for • Bachelor of Science in Business/Economics,Biology, potential resource sharing between the two organizations. The focus of the project Environmental Studies-Randolph- is to review the organizational structures and associated operational activities and Macon College(2009) identify any performance or resource gaps. This project includes interviewing employees and leadership,reviewing staffing and service levels, and comparing Certifications • Change Management&Leadership organizational performance to peer organizations. Catherine is the project Certification-Cornell University manager for this engagement. (2019) • American Water Works Association Pinellas County Utilities (FL) 20019 Resiliency Certification Like many utilities,Pinellas County Utilities(PCU)has undergone significant changes over the last 35 years—everything from adding a wastewater utility to Professional Memberships rolling out reclaimed water initiatives. Unfortunately, the organization's • AWWA customer policy manual was unable to keep pace with the new activities. With a • Solid Waste Association of North America manual that had not been completely updated or modernized for several decades, PCU engaged Raftelis to facilitate a policy update process, inclusive of stakeholders both within and outside of the organization. Catherine served as the project manager for this initiative and executed workshops and other activities with staff to review existing policies and identify areas where the policies are out-of-line with current practices;benchmark specific policies against those in the region, the state, and best practices utilities; draft new policies; and incorporate feedback from a variety of stakeholders. €AFTELUS/TNCG 12 Claire Pritchard Associate Consultant PROFILE Specialties Claire began her consulting career following five years of service with Dakota • Organizational assessment County,Minnesota, where most recently she held the position of assistant to the • Staffing analysis • Survey and data analysis county manager. • Best practice and benchmarking research While with Dakota County, Claire coordinated the County's legislative agenda, assisted in the development of the annual budget, and conducted financial impact Professional History analyses and process improvement efforts for a variety of County functions. • The Novak Consulting Group: Claire also coordinated the County's transition to a new form of government in Analyst(2018-2020) • Dakota County,Minnesota: 2013. Assistant to the County Manager (2013-2017) As a consultant, Claire has worked on organizational and staffing analyses for • National Association of Regional communities around the country, such as the Town of Nantucket,Massachusetts, Councils:Policy Intern(2012) • Congressional Research Service the City of Allentown, Pennsylvania, and the City of Bloomington, Indiana. (2010-2011) Claire has assisted in developing financial models to analyze revenue and expenditure trends, as well as conducted detailed staffing and workload analysis Education to determine optimal organizational structures. She has developed and analyzed • Master of Public Policy-University of Chicago(2013) an array of employee and community based surveys. Claire has conducted several • Bachelor of Arts in Political Science best practice and benchmarking research projects and has assisted in the creation -University of Chicago(2009) of strategic planning and implementation deliverables. Professional Memberships As a student at the University of Chicago, Claire served as a policy intern with • International City/County Management Association(ICMA) the National Association of Regional Councils,where she developed an • Engaging Local Government educational program on the work of regional councils. She was also the associate Leaders(ELGL) editor for international development for the Chicago Policy Review. Claire earned a bachelor's degree in political science from the University of Chicago and a master's degree in public policy from the University of Chicago Harris School of Public Policy. She is a member of the International City/County Management Association and is a former ICMA Local Government Management Fellow. RAFTELIS/TNCG 13 References Our team has extensive experience with strategic planning throughout the country. Our clients tell us we are more than just consultants—we are trusted advisors.We point to a strong repeat customer base as part of the evidence,as well as the many clients who have hired us numerous times to do vital work for their organizations. Other clients have told us that our contacts are "enthusiastic" when providing a reference to potential clients, and they point to actionable and practical solutions.A complete list of all of our strategic planning clients is included in Appendix A. Manhattan Beach CALIFORNIA Reference: Nadine Nader,Assistant City Manager, City of Santa Clara (formerly with Manhattan Beach) P:408.615.2228/E: nnader(@santaclaraca.gov Project Cost: $39,500 The City engaged TNCG(prior to merging with Raftelis)to facilitate a strategic planning process with the City Council and the City's management team.A vision,key focus areas, and priorities were collaboratively developed to ensure alignment among the Council and staff. A series of community meetings were held using the World CafeTM format to solicit input from members of the community.These sessions were held at a variety of locations and times to engage those who may not typically participate. Yountville CALIFORNIA Reference: Steve Rogers, Town Manager P: 707.944.8851 /E: SRogers@yville.com The Town of Yountville engaged TNCG(prior to merging with Raftelis)to facilitate a strategic planning process that involved the Town Council, staff, and the community.The Council established the vision, key focus areas, and strategic initiatives for the community with direct input from residents,businesses, and other Town stakeholders. Town staff developed a corresponding mission and organizational values to guide the organization as it supports implementation of the new strategic plan. Subsequent retreats with the Town Council were also held. Hayward CALIFORNIA Reference: Kelly McAdoo, City Manager P: 510.583.4305/E: Kelly.McAdoo@hayward-ca.gov RAFTELDSITRNCG 14 Project Cost: Ranged from$5,000 -$16,500 Hayward, California, engaged TNCG(prior to merging with Raftelis)multiple times to conduct a strategic planning retreat with the City Council and key staff. Fort Collins COLORADO Reference: Darin Atteberry, City Manager P: 970.221.6505/E: datteberrvfcgov.com Project Cost: Ranged from $4,000 -$45,800 The City of Fort Collins has engaged TNCG/Raftelis multiple times since 2010.Work with the City has included goal- setting/strategic planning with the governing body,retreats with the leadership team, a structural review of the budget and finance functions, and an organizational analysis designed to enhance service delivery for the customers of Transportation, Community Planning, and Environmental and Utility Services. Centennial COLORADO Reference: Eric Eddy, Director of Strategic Initiatives P: 303.325.8000/E: eeddy@centennialco.gov Project Cost: Ranged from $5,000 -$35,500 The City of Centennial engaged TNCG(prior to merging with Raftelis)in 2018 to develop its first Strategic Planning Framework.During 2019, that work was expanded to include a clear Vision, Organizational Mission and Values Statements, and Key Performance Areas that will drive success for the City. Westminster COLORADO Reference: Barbara Opie, Assistant City Manager P: 303.658.2009/E: BOpie@CityofWestminster.us Project Cost: Ranged from $5,000 -$28,750 Westminster, Colorado, initially engaged TNCG(prior to merging with Raftelis)to conduct a strategic planning retreat with the City Council. Subsequently, the firm worked with the management team to develop implementation plans for the Council's key focus areas. Repeat engagements with the Council and with staff have been conducted annually for the past several years to update and refine the strategic plan. FEE RAFTELISTTNCG 15 Fee The total fixed fee to complete the scope of work outlined in this proposal is$49,800. This includes all professional fees and expenses. The following is a list of hourly rates, should additional services be requested. Project Team Hourly Member Rate Julia Novak, Executive Vice President $350 Julie Gieseke,Visual Facilitator $250 Catherine Carter, Manager $240 Rebekka Hosken, Manager $240 Claire Pritchard,Associate Consultant $125 RAFTELESITNCC 16 This page was intentionally left blank to facilitate two-sided printing. APPENDIX:STRATEGIC PLANNING CLIENTS APPENDIX: Strategic Planning Clients RAFTELBS/TNCG 16 National Experience This matrix shows some of the E ° ' N N N N communities throughout the cv U.S.that Raftelis/TNCG staff a 2 LL a" C ,f0 has assisted and the services o a fp o co performed for these clients. m ; a ; N _ m u m u a IT ami 2 En ;nc m Client O w in Client 0 w fil AL Birmingham Water Works Board ® CA Santa Barbara 9 9 AK Municipality of Anchorage ® CA Seaside 0 AR Central Arkansas Water ® 0 CA Yountville e AR El Dorado ® CO Adams County e AR Little Rock Wastewater • CO Aspen ® ® Si AZ Alliance for Innovation ® CO Aurora 0 9 AZ Avondale ® CO Boulder 0 6 AZ Bullhead ® CO Boulder County AZ Central Arizona Project 0 CO Brighton AZ Clarkdale ® CO Centennial ® 0 AZ Cottonwood ® CO Denver Wastewater AZ Goodyear 0 CO Elbert County AZ Oro Valley 0 CO Erie 0 AZ Payson 0 CO Evans e AZ Peoria 0 CO Fort Collins 0 0 AZ Scottsdale 0 CO Golden 0 AZ Sierra Vista 0 CO Greeley AZ Yuma 0 0 CO La Plata County 0 CA Central Contra Costa Sanitary District CO Lafayette CA Delta Diable Sanitation District 0 CO Louisville 0 0 8 CA Fullerton 0 CO Loveland CA Gilroy 0 CO Metro Water Reclamation District 0 CA Hanford ® CO Routt County CA Hayward 0 CO Thornton 9 CA Hollister ® CO Timnath S CA Huntington Beach 0 CO Westminster 0 CA Long Beach Transit Authority ie CO Windsor 0 0 CA Manhattan Beach ® CT Connecticut Town&City Management >i Association CA Malibu ® CT Enfield CA Oceanside Water Utilities ® CT Greenwich 0 , CA Palo Alto ® CT Groton O CA Placer County ® CT Manchester CA Roseville ® CT Mansfield CA Sacramento Area Sewer District/Sacramento ® CT Meriden Regional County Sanitation District CA San Gabriel ® CT Windsor 6 CA San Luis Obispo 0 DC DC Water S CA San Marino ® DC District of Columbia Department of Public Works RAFTELISITNCG 19 E• c cu o E o N . m N m d Y a U Ll Q U IL TO C y ' A C TO N • n3 • ti) . o ° . `n E. N ) V N j V •C •7 a+ ' •a 7 Ol F.? m y , rn m m . Client O ' w : u Client O w ' in ' DE Kent County 0 KS Garden City e DE Lewes 0 KS Gardner 0 DE Milford 0 KS Johnson County 0 0 DE Milton e KS Lawrence DE Rehoboth Beach 0 KS Merriam e DE Wilmington 0 0 KS Olathe e DE Wilmington Utilities e e KS Roeland Park e FL Deerfield Beach a KS Shawnee 0 0 FL Palmetto Bay e KS Tonganoxie 0 FL Palmetto County 0 KS United Government of Wyandotte County& e Kansas City FL Pinellas County a KY Lexington-Fayette Urban County Government e FL Pompano Beach Utility Department a KY Louisville Water Company FL Sanford 0 KY Paducah 0 FL Tampa Water Department 0 e KY Sanitation District#!of Northern Kentucky e FL Winter Haven a LA New Orleans m GA Decatur a LA Orleans Parish School Board S GA Roswell ® MD Aberdeen 0 0 0 IL Carbondale ® MD Baltimore Department of Public Works 0 IL DuPage County 0 MD Berwyn Heights 0 IL Evanston a MD Cambridge e IL Geneva a MD Charles County 0 IL Gurnee a MD College Park 0 IL Lisle a MD Gaithersburg 4) IL Peoria County ® MD Garrett Park IL Schaumburg ® MD Greenbelt e IL Warrenville a MD La Plata e IL Woodridge ® MD Maryland Municipal League e IN Bloomington 0 0 MD Maryland State Judiciary 0 IN Indianapolis a MD Mount Rainier 0 e IN Monroe County 0 MD New Carrollton e IN Munster 0 0 MD Ocean City 0 IA Cedar Rapids a MD Ocean Pines Association e • KS Baldwin City ® e MD Riverdale Park A KS Bonner Springs ® MD Rockville e 0 0 KS Edgerton O MD Sykesville e KS Edwardsville a MD Takoma Park KS Eudora 0 MD University Park RAFTEUSITNCG 20 a. y c y C Eo , E o 2 m N .a a - 2 - Q u ii Q u ti m `m C m `m C No N N 2 . u N F. a N j U '5 w U C of 07 CO 3 d ' C 7 Q1 01 ry 2 ' in y y Client O w Client . 0 ul ul MD Westminster 0 0 MT Helena G MD Worcester County 0 NE Hastings MA Franklin County • NE La Vista MA Lexington O NE Reno ea MA Nantucket ® ® NH Keene O MA Pioneer Valley Planning Commission • NM 'Las Cruces 0 MA Sherborn ® NY Batavia MA Westborough ® O NY Edgemont O MI Ada • NY Ithaca • MI Ann Arbor C NY Oneonta Ml Ann Arbor Transportation Authority ® NY Rochester • Ml Ferndale ® NY Wainscott • MI Holland ® NJ Jersey Water Works Ml Jackson County • NJ New Jersey Health Initiative • MI Midland • NC Albemarle O Ml Midland Community Foundation O NC Asheville • Ml Novl O NC Brevard • Ml Rochester Hills • 0 NC Cary MI Saline ® NC Charlotte Water • Ml Three Rivers • NC GoTriangle Transit • a MN Cloquet • NC Greensboro O MN Edina ® NC Lowell • MN Minnesota Municipal League ® NC Onslow Water&Sewer Authority(ONWASA) MN Northfield at NC Orange County • MO Chesterfield • NC Raleigh • at MO Clayton • • NC Raleigh Public Utilities Department • MO Lee's Summit ® O 0 NC Rolesville ts MO Maryville O NC Swansboro • MO Metropolitan St.Louis Sewer District ® NC Wake County MO Missouri Municipal League ® NC Wilmington O MO North Kansas City ® NC Winston-Salem/Forsyth County Utilities MO Parkville as OH Beavercreek Township MO Platte City ® OH Blendon Township MO Sikeston ® OH Blue Ash O MO St.Joseph 0 OH Centerville 0 MO St.Louis County ® OH Cincinnati 0 0 MO University City 0 OH Clearcreek Township 0 0 RAFTELBS/TNCG 21 d C NC E 2 E o , cli ° a ra iiu = U a ow N u ; TO. > u •C u En C Cl•v rn ar Client 0 w in Client ' 0 W N OH Cleveland Heights 0 0 0 OH Union County 0 OH Dayton 0 OH Upper Arlington 0 0 OH Delaware 0 OH Washington Township 0 0 0 OH Delaware County 0 OH West Chester Township 0 OH Delaware County EMS 0 OH Westerville 0 OH Dublin 0 0 0 OH Worthington 0 0 0 OH Gahanna 0 0 OH Xenia 0 OH Georgetown 0 OK Lawton 0 OH Granville 0 OK Norman OH Greater Cincinnati Water Works 0 OR Bend 0 OH Greene County 0 OR Gresham 0 OH Hilliard 0 0 OR Hillsboro 0 OH Hudson 0 OR Hood River 0 OH Jackson Township 0 OR Lane County 0 OH Miami Township 0 OR Salem 0 0 OH Miami University 0 OR Washington County 0 OH Miami Valley Risk Management Authority 0 OR Wilsonville 0 0 OH Montgomery County Environmental Services 0 0 PA Allentown 0 OH Monroe 0 PA Association for Pennsylvania Municipal 0 Management(APMM) OH Moraine 0 PA Bethel Park 0 OH National Association of State& 0 PA Breakneck Creek Regional Authority 0 Local Equity Funds OH Newark 0 PA Capital Region Water 0 OH Oberlin 0 0 0 PA Carlisle Borough 0 OH Ohio City/County Management Association ® ® PA Duquesne C OH Owens-Corning 0 PA East Buffalo 0 OH Piqua 0 PA East Whiteland Township OH Portsmouth 0 PA Exeter Township 0 OH Powell ® PA Farrell 0 0 OH Prairie Township i PA Ford City Borough 0 OH Preservation Parks of Delaware County 0 PA Harrisburg 0 OH Sandusky C PA Hazleton A OH Sharonvllle 0 PA Lancaster County 0 OH Solid Waste Authority of Central Ohio(SWACO) 0 0 PA Lewisburg 0 OH Solon C PA Nanticoke 0 OH The Port,an Ohio Port Authority 0 0 0 PA Pittsburgh Water&Sewer Authority C 0 OH Toledo 0 PA Reading 0 OH Troy ® PA St.Marys 0 RAFTEL@SITNCG 22 y c y , c E2 E2 r Q ` U. Q V ll TO N c al r0 c O En N o (n E • a a N U c ' y •U Client O . w in Client ' 0 w cn PA State College ® VA Fairfax County Q RI Westerly ! VA Fairfax County Water Authority b SC Charleston I VA Fredericksburg SC Hilton Head so VA Gloucester County SC Mount Pleasant Waterworks ® VA Hampton 0 SC Renewable Water Resources(ReWa) ® VA Harrisonburg i TN Farragut ® VA Leesburg TN Johnson City I VA Loudoun County TN Metro Water Services of Nashville ® VA Newport News Waterworks and Davidson County TX Abilene a VA Purcellviile TX Allen ® VA Rivanna Water&Sewer Authority S TX Austin ® VA Suffolk i TX Brownsville Public utilities Board 5 VA Vienna TX Cedar Hill ® VA Virginia Retirement System TX Cedar Park 5 VA Warrenton 0 TX Dallas ® VA Washington County Service Authority 0 TX Lancaster ® 0 WA Bellevue S TX League City 0 WA Camas 0 TX North Texas Municipal Water Department I WA Mercer Island 0 TX Pearland a WA Richland 3 TX Plano 0 WA Sammamish 0 TX Prosper a WA Sequim TX Temple ® WA Shoreline DC International City/County Management TX The Woodlands ® I Association TX University Park 0 • DC National League of Cities S UT Murray ® DC USAID-Moldova 6 UT South Jordan ® WV Monongalia County G VT Burlington Water Resources • WV Morgantown S VT Montpelier co WI Eau Claire S VA Albemarle County i 0 Wi Central Brown County Water Authority 9 VA Alexandria 0 WI Green Bay/Central Brown County O VA Appomattox River Water Authority ® WI Mequon 0 VA Arlington County d WI Milwaukee Metropolitan Sewerage District VA Ashland S WI Oak Creek i VA Bedford County ® WI Shorewood e VA Charlottesville • Wi Washington County VA Fairfax ® PR Puerto Rico Aqueduct& Sewer Authority(PRASA) y E M O CIVIC PRIDE NdiM7 'NCORPOHATEO AS- Attachment H Draft Professional Services Agreement E M 6. S 4-* ,,l: ON _.,.. ‹) CIVIC PRIDE Itt ITT* �-��/ \\N„......... Ate PROFESSIONAL SERVICES AGREEMENT [INSERT TYPE OF PROFESSIONAL SERVICE] [INSERT COMPANY NAME] 1. PARTIES AND DATE. This Agreement is made and entered into this'this Day=�,of , 20 (Effective Date) by and between the City of Rosemead, a municipal organization organized under the laws of the State:of California with-its principal place of business at 8838 E. Valley Blvd., Rosemead, California 91770 ("City") and [INSERT COMPANY] a [INSERT TYPE OF ENTITY CORPORATION, PARTNERSHIP, SOLE PROPRIETORSHIP OR-OTHER LEGAL,ENTITY] with its principal place of business at [INSERT ADDRESS] ("Consultant"). City,,and on Csultant are sometimes individually referred to herein as"Party" and collectively:as "Parties." - 2. RECITALS. y 2.'1" Consultant. Consultant desiresto.perform-and assume responsibility for the provision of certain professional services required by they•City on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in providing [INSERT TYPE OF SERVICE] consulting services to public clients, is licensed in the State of California and is familiar with the plans of City.. 2.2 Project. _ City desires to engage Consultant to render such ongoing professional [INSERT NAME OF PROJECT] ("Services") as set forth in this Agreement. 3. TERMS. 3.1 Scope of Services and Term. [INSERT COMPANY NAME] Page 2 of 19 3.1.1 General Scope of Services: Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional [INSERT TYPE OF SERVICES] services necessary for the Project, herein referred to a "Services". The Services are more particularly described in Exhibit [INSERT EXHIBIT LETTER] attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations. 3.1.2 Term. The term of this Agreementslall be fora [INSERT WRITTEN YEARS] [(INSERT YEAR IN NUMBER)] year period from the Effective Date shown above, with [INSERT WRITTEN YEARS] [(INSERT YEARS)] extension at the sole and absolute discretion of the City, unless earlier terminated as provided herein. Consultant shall complete the Services within the term of this Agreement and:shall meet any other established schedules and deadlines. 3.2 Responsibilities of Consultant. 3.2.1 Control and Payment of Subordinates; Independent Contractor. The Services shall be performed by Consultant or:under its.,supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor basis and not as an employee. Consultant retains the right to perform similar or different services for _others during the term of this Agreement. Any additional personnel performing the Services under thisAgreement on behalf of Consultant shall also not be employees of City'and _shall at'all times be under Consultant's exclusive direction and control. Consultant shall pay alllwages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be.responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers' compensation insurance. 3.2.2 Schedule of Services: Consultant shall perform the Services expeditiously, within the term of this Agreement. Consultant represents that it has the professional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Consultant's conformance with the Schedule, City shall respond to Consultant's submittals in a timely manner. Upon request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services. [INSERT COMPANY NAME] Page 3 of 19 3.2.3 Conformance to Applicable Requirements: All work prepared by Consultant shall be subject to the approval of City. 3.2.4 Substitution of Key Personnel: Consultant has represented to City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. As discussed below, any personnel who fail or refuse to perform the Services in a manner, acceptable to the City, or who are determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or a threat to the:safety of'persons or property, shall be promptly removed from the Project by the Consultant at the request of the City. 3.2.5 City's Representative:,The City hereby designates the City Manager, or his or her designee, to act as its representative for the performance of this Agreement ("City's Representative"). City's Representative shall have power to act on behalf of the City for all purposes under this Agreement. Consultant shall not accept direction or orders from any person other than the City's Representative or his or her designee. 3.2.6 Consultant's Representative:��, Consultant hereby designates [INSERTNAME], or.-his/her designee, to act as its representative for the performance of p ) this Agreement ("Consultant's Re resentative" Consultant's Representative shall have full authority to represent and act�on behalf.of the Consultant for all purposes under this Agreement. The Consultant's ,Representative shall supervise and direct the Services, using his/her,professional skill °=and attention, and shall be responsible for all means, methods, techniques, sequencesand procedures and for the satisfactory coordination of all portions of the Services under this Agreement. X3.2.7 Coordination of Services: Consultant agrees to work closely with City staff in the performance of Services and shall be available to City's staff, consultants and other staff at all reasonable times. 3.2.8 Standard of Care; Performance of Employees: Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant represents that all employees and subcontractors shall have sufficient skill and experience to-perform the Services assigned to them. Finally, Consultant represents that it, its employees and subcontractors have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, including a City business License, and [INSERT COMPANY NAME] Page 4 of 19 that such licenses and approvals shall be maintained throughout the term of this Agreement. As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided for herein. 3.2.9 Laws and Regulations: Consultant shall keep itself fully informed of and in compliance with applicable local state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with Services. If the Consultant performs any work knowing it to be contrary to such laws, rules and regulations and without giving written notice to the City, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall indemnify and hold City, its officials, directors, officers, employees and agents free and harmless, pursuant to the indemnification provisions of this Agreement, from any liability to the extent found to be arising out of any failure to comply with such laws, rules or regulations: 3.2.10 Insurance: Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit B attached to and part of this agreement. 3.2.11 Safety: Contractor shall execute and maintain its work so as to avoid injury or damage to any y person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exerciseall necessary precautions for the safety of its employees appropriate to the nature of thework and the conditions under which the work is to be performed. Safety precautions as applicable shall include, but shall not be limited to: (A) adequate life protection and life saving equipment and procedures; (B) instructions in accident prevention for all employees and subcontractors, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures. 3.3 Fees and Payments. 3.3.1 Compensation: Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement and shall not exceed [INSERT WRITTEN AMOUNT] Dollars [(INSERT NUMERIC AMOUNT)] and in accordance with consultant's proposal dated [INSERT DATE]. Consultant's proposal is hereby incorporated and found in Exhibit "A". Extra Work may be authorized in writing, as [INSERT COMPANY NAME] Page 5 of 19 described below, and will be compensated at the rates and manner set forth in this Agreement. 3.3.2 Payment of Compensation: Consultant shall submit to City a monthly itemized statement which indicates work completed and hours of Services rendered by Consultant. The statement shall describe the amount of Services and supplies provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the statement. City shall, within 30 days of receiving such statement, review the statement and pay all approved charges thereon. 3.3.3 Reimbursement for Expenses Consultant shall not be reimbursed for any expenses unless authorized in writing by City 3.3.4 Extra Work: At any time during the term of this Agreement, City may request that Consultant perform Extra Work:As used herein, "Extra Work" means any work which is determined by City to be necessary for the..proper completion of the Project, but which the parties did not reasonably anticipat e would be necessary at,the execution of this Agreement. Consultant shall not perform, nor,be compensated for, Extra Work without written authorization from City's Representative. 3.3.5 Prevailing Wagesaware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq ,'as well as California Code of Regulations, Title:-8, Section �1a600, et,seq , ,("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works"_and "maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation rs $1,.000 or°more, Consultant agrees to fully comply with such Prevailing Wage Laws to theeextent they are.applicable to Consultant. City shall provide Consultant with a copy hof the: prevailing rates of per diem wages in effect at the commencement of this Agreement Consultant shall make copies of the prevailing rates of per diem wages for each craft; classification or type of worker needed to execute the Services available: to interested parties upon request and shall post copies at the Consultant's principal place of business and at the project site. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claim°or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. 3.4 Accounting Records. 3.4.1 Maintenance and Inspection: Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make [INSERT COMPANY NAME] Page 6 of 19 transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 3.5 General Provisions. 3.5.1 Termination of Agreement. 3.5.1.1 Grounds for Termination:'City may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such; termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for'those services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement exceptrafor cause. 3.5.1.2 Effect of Termination: Ifm this Agreement is terminated req as provided herein, City mayrequire Consultant to;provide all finished or unfinished �, Documents/Data and other information of.any kind prepared by Consultant in connection with the performance of Services under this Agreement Consultant shall be required to provide such document and other information within fifteen (15) days of the request. r n. 3.5.1.3 -- Additional Services.' In the event this Agreement is terminated in whole or impart as provided herein, City may procure, upon such terms and in such manner as it may,determine appropriate, services similar to those terminated. ' 3.5.2 Delivery of�-Notices All notices permitted or required under this Agreement shall be given'to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose: CONSULTANT,. [INSERT COMPANY NAME] [INSERT ADDRESS] Attn:`.[INSERT PRIMARY CONTACT] Tel: [INSERT PHONE NUMBER] CITY: City of Rosemead 8838 Valley Boulevard Rosemead, CA 91770 Attn: [INSERT CITY CONTACT] [INSERT COMPANY NAME] Page 7 of 19 Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours by certified mail or deposit in the U.S. Mail, first-class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service. 3.5.3 Ownership of Materials and Confidentiality. 3.5.3.1 Documents & Data; Licensing of Intellectual Property: This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under:: this Agreement ("Documents & Data"). Consultant shall require all subcontractors to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in,regard to Documents &Data which were prepared by design professionals other than Consultant or provided to Consultant by the City. The Documents & Data are intended for use solely with respect to the project for which they were prepared. Anyreuse or modification by City shall be at City's sole risk. .3.5.3.2 Confidentiality: All ideas, memoranda, specifications, plans, procedures, drawings;. descriptions, computer program data, input record data, written information, and other'Documents and Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential byConsultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City's name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City. 3.5.4 Cooperation; Further Acts: The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement. [INSERT COMPANY NAME] Page 8 of 19 3.5.5 Attorney's Fees: If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorney's fees and all costs of such action as part of prevailing party's total damages as determined by court of competent jurisdiction or as agreed upon by the parties in settlement. 3.5.6 Indemnity and Defense. a. Indemnity and Defense To the fullest extent permitted by law, Consultant shall indemnify and hold harmless Agency and any and all of its officials, employees and agents ("Indemnified Parties") from and against any and all losses, liabilities, damages, costs and expenses, including legal counsel's fees and costs, to the extent causeds.by the`negligent or wrongful act, error or omission of Consultant, its officers, agents, employees-or subconsultants(or any agency or individual that Consultant shall bear the legal liability,thereof) in the performance of services under this agreement. Consultant's_duty to indemnify and hold harmless Agency shall not extend to the Agency's sole or active negligence b. Duty to-Defend In the event the Agency,: its officers, employees, agents and/or volunteers are made a party to any action, lawsuit, or other adversarial,proceeding arising from the performance of the services encompassed` by -this agreement, and upon demand by Agency, Consultant' shall defend the Agency at -Consultant's cost or at Agency's option, to reimburrse.Agency for its costs of defense, including reasonable attorney's fees and costs incurred in the defense of such matters to the extent the matters arise from, relate to or are caused'by Consultant's negligenttacts, errors or omissions. Payment by Agency is not a condition precedent to enforcement of this provision. In the event of any dispute between Consultant and Agency,vas to whether liability arises from the sole or active negligence of the Agency or• its officers, employees, or agents, Consultant will be obligated to pay for Agency's defense until such time as a final judgment has been entered adjudicating the Agency as solely or actively negligent. In no event shall the cost to defend charged to the design professional exceed the design professional's proportionate percentage of fault. 3.5.7 Entire Agreement:.This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both parties. [INSERT COMPANY NAME] Page 9 of 19 3.5.8 Governing Law: This Agreement shall be governed by the laws of the State of California: Venue shall be in Los Angeles County. 3.5.9 Time of Essence: Time is of the essence for each and every provision of this Agreement. 3.5.10 City's Right to Employ Other Consultants: City reserves right to employ other consultants in connection with this Project. 3.5.11 Successors and Assigns: This Agreement shall be binding on the successors and assigns of the parties. 3.5.12 Assignment or Transfer: Consultant shall not assign, hypothecate, or transfer, either directly or by operation of�law, this Agreement or any interest herein without the prior written consent of the City. Any attempt to do so shall-be null and void, and any assignees, hypothecates,or transferees shall:acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. 3.5.13 Construction; References, Captions:: Since the Parties or their agents have participated fully in the .preparation of this Agreement, the language of this Agreement shall be construed simply,according to its fair meaning,.and not strictly for or against any Party. Any term referencing\time, days or`period for_performance shall be deemed calendar days and not work days. All references to Consultant include all personnel, employees, agents, and subcontractors of Consultant, except as otherwise specified in this Agreement All-referencesto City include its elected officials, officers, employees, agents, and volunteers,except as otherwise:specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augn ent, or describe the scope, content, or intent of this Agreement. 3.5.14 Amendment; Modification: No supplement, modification, or amendment of this Agreement shall;be binding;'unless executed in writing and signed by both Parties. 3.5.15 Waiver: No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise. 3.5.16 No Third Party Beneficiaries: There are no intended third party beneficiaries of any right or obligation assumed by the Parties. [INSERT COMPANY NAME] Page 10 of 19 3.5.17 Invalidity; Severability: If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect. 3.5.18 Prohibited Interests: Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or subconsultants to file, a Statement of Economic intereSt with the City's Filing Officer as required under state law in the performance of the Services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer:.or employee of City, during the term of his or r, her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom:: 3.5.19 Equal Opportunity Employment: Consultant represents that it is an equal opportunity employer and it shall not discriminate against-any subcontractor, employee or applicant for employment,because of race, religion, color, national origin, handicap, ancestry, sex or age Such non-discrimination shall'include, -but not be limited to, all activities related to employment, upgrading, demotion, transfer, recruitment or recruitment advertising,__,layoffor termination. Consultant shall also comply with all relevant provisions of City's Minority JBusiness. Enterprise program, Affirmative Action Plan or other related.programs:or guidelines currently in effect or hereinafter enacted. 3 520 Labor Certification: By its signature hereunder, Consultant certifies that it is aware of the-provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability-for Worker's Compensation or to undertake self- insurance in accordance withtfe provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services. 3.5.21 Authority to Enter Agreement: Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party. 3.5.22 Counterparts: This Agreement may be signed in counterparts, each of which shall constitute an original. 3.6 Subcontracting. [INSERT COMPANY NAME] Page 11 of 19 3.6.1 Prior Approval Required: Consultant shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. [Signatures on next Page.] CITY OF ROSEMEAD [INSERT COMPANY NAME] By: Gloria Molleda, City Manager Date Name:_ Attest: ` 'Title: Ericka Hernandez, City ?le:ris,i,,,:: Date [If Corporation, TWO SIGNATURES, President OR Vice President AND Secretary, AND CORPORATE SEAL OF CONTRACTOR REQUIRED] Approved as to Form: By: Name: Rachel Richman Date City Attorney Title: [INSERT COMPANY NAME] Page 12 of 19 [INSERT COMPANY NAME] Page 13 of 19 EXHIBIT A SCOPE OF SERVICES/ RATE SCHEDULE [INSERT COMPANY NAME] Page 14 of 19 EXHIBIT B INSURANCE REQUIREMENTS Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in conformance with the requirements set forth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Consultant agrees to amend, supplement or endorse the existing coverage to do so. Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City. Consultant shall provide the following types and amounts`of insurance: Commercial General Liability Insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not` less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and'property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO "insured contract" language will not be accepted. Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event to be less that $1,000,000 per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Consultant orConsultant's employees will use personal autos in any way on this project, Consultant shall provide evidence of personal auto liability coverage for each such person. Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer's liability limits no less than $1,000,000 per accident or disease. Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements, shall provide coverage at least as broad as specified for the underlying. coverages. Any such coverage provided under an umbrella liability policy shall include a drop down provision providing primary coverage above a maximum $25,000 self-insured retention for liability not covered by primary but covered by the umbrella. Coverage shall be provided on a "pay on behalf' basis, with defense costs payable in addition to policy limits. Policy shall contain a provision obligating insurer at the time insured's liability is [INSERT COMPANY NAME] Page 15 of 19 determined, not requiring actual payment by the insured first. There shall be no cross- liability exclusion precluding coverage for claims or suits by one insured against another. Coverage shall be applicable to City for injury to employees of Consultant, subconsultants or others involved in the Work. The scope of coverage provided is subject to approval of City following receipt of proof of insurance as required herein. Limits are subject to review but in no event less than $1 Million per occurrence. Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to=protect against acts, errors or omissions of the consultant and "Covered Professional Services" as designated in the policy must include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate: The_policy must "pay on behalf of' the insured and must include a provision establishing the insurer's duty to defend the Named Insured. The policy retroactive date-shall be on or before the effective date of this agreement. Insurance procured pursuant to these requirements shall be written by insurers that are admitted carriers in the state-of California,and with an A.M. Bests rating of A- or better and a minimum financial size VII €c General conditions_pertaining to,provision hof insurance coverage by Consultant. Consultant and City agree to the following with respect to insurance provided by Consultant: 1. Consultant agrees to have its insurer endorse the third-party general liability coverage required-`herein to includeas additional insureds City, its officials, employees.,and agents, using standard ISO endorsement No. CG 2010 (or otherwise .consistent with the' insurer's endorsement). Consultant also agrees to require all contractors, and subcontractors to.do likewise. 2. No liability insurance coverage provided to comply with this Agreement shall prohibitconsultant, or Consultant's employees, or agents, from waiving the right ofsubrogation prior to a loss. Consultant agrees to waive subrogation rights against:City regardless of the applicability of any insurance proceeds, and to require all contractors and subcontractors to do likewise. 3. All insurance coverage and limits provided by Contractor and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage. [INSERT COMPANY NAME] Page 16 of 19 4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing. 5. No liability policy shall contain any provision or definition that would serve to eliminate so-called "third party action over" claims, including any exclusion for bodily injury to an employee of the insured or of any contractor or subcontractor. 6. All coverage types and limits required are subject to approval, modification and additional requirements by the City, as the need arises. Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period} that may affect City's protection without Citys prior written consent. 7. Proof of compliance with these .insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant's general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of anyinsurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided,City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid=by Consultant or deducted from sums due Consultant, at City option. 8. Certificate(s) are to reflect that the insurer will provide 30 days notice to City of any cancellation of.coverage. A ten (10) day notice to City shall apply to nonpayment of premiums.Consultant agrees to require its insurer to modify such certificates to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, or that any party will "endeavor" (as opposed to being required) to comply with the requirements of the certificate. 9. It is acknowledged by the parties of this agreement that all insurance coverage (except Professional Liability and Workers' Compensation) required to be provided by Consultant or any subcontractor, is intended to apply first and on a primary, noncontributing basis in relation to any other insurance or self-insurance available to City. [INSERT COMPANY NAME] Page 17 of 19 10. Consultant agrees to ensure that subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subcontractors and others engaged in the project will be submitted to City for review. 11. Consultant agrees not to self-insure or to use any self-insured retentions or deductibles on any portion of the insurance required herein and further agrees that it will not allow any contractor, subcontractor, Architect, Engineer or other entity or person inany way involved in the performance of work on the project contemplated by this agreement to self-insure its obligations to City. If Consultant's existing coverage includes a deductible or self-insured retention, the deductible orself-insured retention must be declared to the City. At that time the City 'shall reviewoptions with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions. 12. The City reserves the right at any time during the term of the contract to change the amounts and-.types of insurance` required by giving the Consultant ninety (90) days advance writtennotice of such change. If such change results in substantial'additional cost to the Consultant, the City will negotiate additional compensation proportional to the increased benefit to City For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that kcan be,,:deemed to be in furtherance of or towards performance of:this Agreement. 14. Consultant.acknowledges and agrees that any actual or alleged failure on the part of City to inform Consultant of non-compliance with any insurance requirement in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard. 15. Consultant will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement. This obligation applies whether or not the agreement is canceled or terminated for any reason. Termination of this [INSERT COMPANY NAME] Page 18 of 19 obligation is not effective until City executes a written statement to that effect. 16. Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant's insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to .City:within five days of the expiration of the coverages. 17. The provisions of any workers' compensation or similar act will not limit the obligations of Consultant under this agreemen ,C tonsultant expressly agrees not to use any statutory'immunity defenses under such laws with respect to City, its employees, officials and agents. 18. Requirements of specific coverage features, or limits contained in this section are not intended �as .limitations on coverage, limits or other requirements nor as a waiver of any coverage:normally provided by any given,policy ;°Specific reference to a'given,:coverage feature is for purposes of clarification only'as it pertains to a given issue, and isnot intended by any party or insured to be limiting'-or-all inclusive. 19 These insurance requirements are intended to be separate and distinct from any otherprovision,in this agreement and are intended by the parties here to be interpreted as such. 20. The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts;with or impairs the provisions of this Section. 21. Consultant agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Consultant for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to.City. It is not the intent of City to reimburse any third party for the cost of. complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto. [INSERT COMPANY NAME] Page 19 of 19 Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation or liability by such notice but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City.