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HomeMy WebLinkAboutCOW 2004-07-26 Item 3E - Budget - Strategy Mapping on Budget Proposal and Timeline with Rob Larsen of ClearPath COUNCIL AGENDA SYNOPSIS ......................... Initials ........................ ITEM NO. Meeting Date Prepared by Mayo~s~ review Cou~ncil review July 26, 2004 so~ .~ /,,~t ~ ITEM iNFORMATION CAS Number: 04-108 Original Agenda Date: July 26, 2004 (continued from 7/19/04 mtg.) no CAS at 7/19--Spec. Pres. only Agenda Item Title: Strategy Mapping Original Sponsor: Council Admin. xxx Timeline: Sponsor's Summary: Rob Larsen, of ClearPath LLC, will return to continue discussions that began at the July 19, 2004 Special Presentation to the Council. Recommendations: Sponsor; Committee: Administration: Cost Impact (if known): Fund Source (if known): RECORD OF COUNCIL ACTION 7/19/2004 Presentation to Council; additional information requested. APPENDICES Meeting Date Attachments 7/26/04 Letter dated 7/22/04 from Rob Lar,sen, ClearPath, LLC, w/ attachments ' eYe'LEAR PATH ]'l.~y 22~, 200~ CLEARPATH, LLC TEL: ~06.464.0300 Qty of Tukwfla Council Members f~: 206.447.2922 CITY OF TUKWn~ 6200 Southcenter Blvd. Tukwila, WA 98188 RE: Approach to Strategy Dear Tukwila City Council Members: Thank you for your invitation to further discuss Tukwila's Strategic Approach to Economic Development. In our last meeting, we spoke about the Strategic Rationale at a high level. We understand that in next Monday's Council meeting you would like us to talk more specifically about the scope of work, time involved, and cost of developing the Strategy Map and Implementation Road Map. As such, we have attached our proposal for this work and a copy of our planned presentation. We are excited to discuss this further and hope that this information meets your objectives for our CiearPath, LLC A PROPOSAL PREPARED fOR CiTY Of TUKWILA Strategy Development PREPARED BY / 7CLEAR PATH CLEARPATH, LLC ON July 22, 2004 ClearPath is a business framework design company that helps organizations succeed by integrating the performance of their people, processes and assets. Our team consists of uniquely experienced profes- sionals who have spent several decades delivering exceptional value by designing and implementing new strategic and operational frameworks. We are exalted to work with you on this and subsequent phases of this project. It is our goal to meet and exceed your expectations and hope that this document assists you in clearly understanding why ClearPath is the right choice. The City of Tukwila recognizes the need for a systematic approach to economic development and devel- oping its long term strategic perspective to specific project implementation plans. The City has many of the key building blocks already in place and it is now a matter of pulling these disparate pieces together to set the stage for the innovative process of creating the strategy. This work must be accomplished in a manner that is compatible with the volunteer nature of the City Council and leverages the perspectives of both the Council and the Staff. ,SCOPE AND OBJECTIVE~' This engagement will be divided into six major tasks: [] Conduct a Residential Community survey (optional) - See attachment A for summary of this op- tion. 1. Collect, snramarize and present existing foundational information - Summarize such planning documents as the Comprehensive Land Use Plan, the Strategic Economic Development Plan, Commercial Constituent Survey, the Priority Summary, interviews with Council, and other key component plans as a context for Council. 2. Validate existing Vision~ Mission, Values and Goals - Revisit and build on these guiding prin- ciples to clarify use and assure relevance and focus. CITY Of TUKW/LA Page 2 OF 7 7/22/2004 3. Build the strategic result elements of the Strategy Map wRh the City Council - Review current goals and their implications with respect to constituent wants and needs. 4. Build the infrastructure elements of the Strategy Map with the City Staff - Identify the support- lng infrastructure and the things that will leverage the resources to best meet constituent wants. 5. Jointly develop a common set of initiatives to be achieved - Summarize the critical activities and diversity of things that must be in place in order to achieve the City's long term goals and display in a high-level "roadmap" format. 6. Create a final Strategy Map and Implementation Roadmap - Prepare a final version of the Strat- egy Map from the joint working session and transfer key ol~ectives to a Gantt-style roadmap. Outline communications plan for the community. DELIVERABLES [] Summary of Strategy Documents [] Revised Vision, Mission, Values [] Strategy Map [] Critical Objectives "Roadmap' rq Next steps summary CRITICAL ASSUMPTIONS The following will be critical to achieving effective results: Participation by Leadership Willingness to share ideas and concerns, understand the issues, and sponsor and coach change. Reinforcement by Leadership Willingness and courage to advocate, support and assure _compliance with plans for change. Commitment to Openness Provide access to information, willingness to consider new ideas and ability to eliminate "hidden" CITY Of TUKWiLA PAGE 3 Of 7 7/22/2004 Availability of Participants This is a priority for participation and continuity of involvement Infnrmation and Documents available within agreed upon timeframe Delayed information may cost extra efforL PROPOSED APPROACH The description of the specific tasks to be accomplished that follows is keyed to the attached graphical representation. Task L Collect, summarize and present foundational strategy documents completed to date (Step 1): ClearPath will review all appropriate planning documents available and assemble packages for each Council member to review offline. We will present a summary of the key elements in each of these documents to the Council, together with statements of Vision, Mission, Values and Goals as they are cur- rently written. Finally, we will introduce the objectives 6f the Vision, Mission, Values and Goals inter- views that follow in Task 2. Task 2. Validate existing Vision, Mission, Values and Goals (Step I): ClearPath will conduct one-on-one interviews with the Mayor and each member of the City Council for their input on the City's stated Vision, Mission, Values and Goals. The interviews will also explore indi- vidual perceptions of the City's strengths and weaknesses in its ability to execute on its long term goals, as well as their observations about the oppor tuuities and threats that will confront Tukwila in the coming years. Task 3. Build the strategic elements of the Strategy Map (Step 2): ClearPath will facilitate a four-hour workshop for the City Council for the purpose of documenting the City's strategic economic development goals and identify specific constituent objectives that must be met in order to achieve these goals. The session will begin with a brief summary of the interview results as well as the presentation and discussion of a Strategy Map that ClearPath will have populated from the information gathered in the interviews. The remaining time will be spent revising both the goals and con- stituent objectives as presented by ClearPath. The work accomplished at this workshop will provide the strategic guidance required by the staff to identify the operational requirements necessary to meet the goals and objectives established by the Council. . Task 4. Build the infrastructure elements of the Strategy Map (Step 3): ClearPath will conduct two four-hour workshops with key members of the City Staff in order to deter- mine the operational things that must be in place in order to .accomplish the objectives laid out by the Council. Given that this work is likely to require significant detailed information and estimates, we be- lleve that the added time and phasing will facilitate the process. These operational objectives will include elements of both infiastructure as well as skills and cultural requirements. The work accomplished in this workshop will provide the information necessary to complete the Strategy Map for Tukwila's Strategic Economic Development Plan. CiTY Of TUKWILA PAGE 4 Of 7 7/22/2004 Task S. Develop and map a common set of Key Objectives (Step 4): ClearPath will produce a completed version of the Strategy Map to a joint Council/Staff four-hour work- shop. This will be the first opporttmity that the full Map will have been viewed by both sets of par~ci- pants in the process. The Map will provide the basis for validating the key constituent objeclives and the operational initiatives necessary to accomplish these objectives. Given that the purpose of the Strategy Map is to bring focus on only the most critical undertakings, the agreed-upon list will be limited and fo- cused. Task 6. Create a final Strategy Map and Implementation Roadmap (Step 5 and 6): ClearPath will create a final version of the Strategy Map that emerges from the joint workshop for Coun- cil review and approval. We will work with Staff to develop a high-level Gantt-style implementation roadmap that will provide a guide to the budgeting and review processes that follow. ENgAgEMENT TEAM This effort is will be carried out under the direction of R~b Larsen and Art Frohwerk, utilizing the Strat- egy support team and network of resources available to ClearPath. Rob Larsen Builds effective relationsFaps among organizations, people and real properly assets Rob Larsen is one of the Pacific Northwesi~s most experienced commercial real estate advisors. For over 20 years, Rob has helped some of the region's largest companies develop and implement successful and innovative Real Estate and Facilities (RE&F) programs. At ClearPath, Rob leads a highly integrated RE&F team focused on accelerating clients~ Facilities performance and overall financial results. Prior to founding ClearPath, Rob was for over 10 years on an elite team acting as the exclusive real estate advisors for The Boeing Company's Northwest operations, handling some of the largest and most com- plex real estate transactions in the region's history. He also led a group of Trammell Crow Company con- tract service teams supporting Microsoffs RE&F Department with strategy development, local and na- tional transactions, construction management (both local and remote), leased portfolio management and facilities management. Rob also has handled a wide range of assignments for Airborne Express, US Bank, the City of Tukwlla, and the U.S. Postal Service, among others. Rob holds a degree in Urban Planning from the University of Washington. CITY Of TUKWILA PAGE 5 Of 7 7/22/2004 Art Frohwerk Creates big picture patterns, process innovation and adaptive methods Art Frohwerk is recognized as an innovator and implementer. With over 25 years of orehestraffng team- based solutions, he is known for developmg and leading efforts in gettirtg the "impossible" done, always with a strong sense of reality, business savvy, and recognition of human factors. One of Art's lifelong in- terests has been in visualization - seeing patterns and understanding complex issues in a simple way. His experience spans key roles of new product, process, and business start-ups, transforming companies for growth, driving high-tech teams in million- and billion-dollar projects, and coaching multidisciplinary teams in u~llzing new tools and new perspectives. Art is an alumnus of Walt Disney Imagineering, the Procter & Gamble Engineering Development and Product Development Divisions, and the Belcan Engineering Group. He holds an engineering degree from the Harvey Mudd College, with continued training in technology, psychology, management, team performance, total quality, and innovation methods. Bill Blake Drives information-based decision-making Bill Blake has over 30 years' experience creating and supporting corporate, product development, market- ing and sales strategies and processes in both the private and public sectors. In each, he has facilitated and created strategies addressing critical competitive planning, positioning and profitability issues, as well as on-going situational awareness, based on rigorous analysis of internal and external environmenis. Before joining ClearPath, Bill spent 18 years as an economist worldng for the Central Intelligence Agency, then served as a Director with Gartner Consulting~ where he led numerous consulting engagements that called on his analytlcal, strategic and process experiences. These projects focused on helping software vendor clients de- velop corporate, marketing and product strategies and generally required the marshalling of Gartner world- wide resources to address specific client needs. Bill Blake holds a B.A. from Lafayette College and an M.B.A. from New York University, both in Econom- ics, and was a Mid-Career Fellow at Princeton University's Woodrow Wilson School for Public and Inter- national Affairs. SCHEDULE It is anticipated that this effort can be completed within 8-12 weeks depending on scheduling of the Council and Staff. The duration will tend to be driven by availability of people outside of our control and we will make every effort to drive the process aggressively in order to meet that schedule. CiTY OF TUKW~A PAG~ 6 OF 7 7/EE/2OO~- PROFESSIONAL FEES ClearPath is prepared to complete the Strategy effort outlined in this proposal for a fee of $45,000. The Residential Survey is offered as an additional option for a fee ranging from $20,000 to $60,000 de- pending upon the scope. TERMS The City of Tukwila will be invoiced 1/2 upon project initiation, 1/2 upon final deliverables. Significant changes in scope, or delays in schedule, will be considered a Change Order. We ask that you recognize these factors as a reasonable basis for a time and materials adjustment to this contract. CHANGE OF ..~COPE While we are especially flexible to meet City of Tukwila's needs, any major deviation from the Statement of Work, or delay in effort, will require an open dialog for revision of pricing. All City of Tukwila re- quests for changes to the Statement of Work must be in writing and dearly specify the requested changes. As soon as p~acticable, ClearPath will advise City of Tukwila of the cost and schedule implications of the requested change and any other necessary details to allow both parties to deride whether or not to pro- ceed with the requested change. ACCEPTANCE Thank you for your consideration of our skills and approach. Please feel free to contact us regarding any ~eed for clarification or additional information. Rob Larsen- Prindpal ClearPath, LLC 815 Western Avenue, Suite 300 Seattle, WA 98104 C~TY OF TUKW~LA PAGE 7 OF 7 7/22/2004 Tukwila City Council - Approach to Strategy - July 26, 2004 / CL~ARPATH WESTE R N AVE N U E STE 300 ~EATTLE. WA 98104 TEL 206.464.0300 FAX 206.447.~922 City vf Tukwila "Approach to Strategy" sl~e 2 Scope & Approach of Strategy Conduct a Residential Community survey (option) Collect, summarize and present existing foundational documents - Summalize such planning documents as the Comprehe~Ne Land Use Plan, the S~tsgic Economic Development Plan, Commercial Consfithent Survey and other key component plans as a context for Coun~l. Validate existing Vision, Mission, Values and Goals - Revisit and build on these guiding p~nc~les to cla~i~ usa, p~o~es, and assure relevance and focus. Build the strategic result elements of the Strategy Map with the City ~ouncil-Revtswcurrentgoalsandtheir,mpficafionswithmspecttoconsthuentwantsand needs Build the infrastructure elements of the Strategy Map with the City Staff-IdenthythesupportJngthEaslluctureandthethingsthat~llleveragetheresourcestobesl meet consthuent wanth, Join. fly develop a common set of initiatives to be a c h I eve d - Su.m~e th. o~c~, .~,~. a.d ~,~..~ o, thth~, that must be in place in order to achieve the C[~s long term goals and display in a high-level 'madmao' format. Create a final Strategy Map and Implementation Road m a p -.... ~ final .rs[on of the Strategy Map from the j~nt w~rking session and tmnsfor kev or0jec~es to a Ganth agile roadmap. Notes / Comments r.~? City of Tuk~vila "Approach to Strategy" sl~e 3 City of Tukwila Building an Effective Strategy Draft for Council Residentia ~to Improve Community ~ Finalize by Council I~ Draft for City Management Issues ~O!_~'r:, \~ IMPLEMENTA~ON & C[ C~ncil Draft for Joint Notes / Comments ~PATH ~' ~ ~'~ City of Tuk~viia "Approach to Strategy" sl~e 4 Define Key Platforms City vision I I Result~ tmunity Needs Notes / Comments City of Tuk,vila "Approach to Strategy" sl~e 5 Define Support Systems Our PeoPl~ Notes / Comments ~,.~.~' ~ "~ City of Tuk~vila 'Approach to Strategy sl~e ~ ¢ounC[~.~est Total Perspective Notes / Comments i Y City of Tukwila Approach to Strategy" slide 7 SAW' strategy Implementation Roadmap 1 1 1 1 smbgl +cmibme. a Han H Emimicoavebpnwe raimnemwnbddurCard and au lolegablolen 4 assessmn PeaawlaT.Y Vbtry 1 acid Val ues [1 [1 [1 0 U Bono b MHaiis 1 p.a., re Somata 1cr1 H eyde i mbparWlrwMw Prolaob Southpaw Parkway E. n 104ib11np1awgro Tu Wage M1 x q,." Man eerier Catahrst ....SaWL' Opira9ontl hiWathee t IMO l E Cram a Ntic Ralabors Men '4 W MI speak awes mga.Paew !o Natal deTW.b bind rbWad d.PeYalMeaFen 1.1' 98219 a CavrurrwlusM S T:.:e_.- Idea•gest teas m W ra enr Develop 8tllgidb Mrt •Prot 5443p New NmxLdpbBaa d Tools j 7 B.y C D 9 O D 8 weM,wa arearq.FgN9 Tools I Ream uwwwdame D p o Dm 0 0 m Notes Conunents 815 WESTERN AVENUE STE 300 SEATTLE, WA 98104 TEL 206.464.0300 CLEARPATH FAX 206.447.2922 City of Tukwila "Approach to Strategy" sl~e 8 Schedule, Personal Time, & Cost 2. Vahdate ex~stmg V~s~o~, i~)h~s,o~, Values a.d Goa~s ~. Build the strategic resu~ e~ements of the Strategy 4. 8ufld th~nfrastructurs ~ement= ot the Strategy ~. ge~t~y develop a co~mon set of i~itiat~ves - ~ · 4, 6 ~_~ term goa~s and display in a hi~ ~'~t ~ Council time St=fl time ~ ..... Notes / Comments City of Tuk~vila 'Approach to Strategy sl~e R Scope & Approach of Residential Survey (option) Define goals Validate with Coun~ and Staff Design Survey and implementation process, issues. Receive and analyze results Interpret and present results Communicate and act on results }zo-.S6o Co~te~ Notes / Comments ~..?~- Ctty of Tuklvila 'Approach to Strategy sluqe 10 Strategy~ Building a comprehensive Strategy is the best way to: ~ predict success - not miss anything important ~ build consensus - make people feel like contributors ~, optimize resources -~everage "the corporate community likes the idea cfa City government that thinks differently, like a business" City of Charlotte, NC - City Manager, speaking of their strategy "Things are getting far too complicated, we need find ways see the real issues better, create a balance, and make decisions smart and easier" Art Frohwerk - Designing Success presentation Notes / Comments