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HomeMy WebLinkAboutFS 2012-04-03 Item 2A - Agreement - Strategic Plan with Berk ConsultingCity of Tukwila Jim Haggerton, Mayor INFORMATIONAL MEMORANDUM TO: Mayor Haggerton FINANCE AND SAFETY COMMITTEE FROM: Joyce Trantina, Mayor's Office DATE: March 28, 2012 SUBJECT: Strategic Planning Consulting Agreement ISSUE The City is recommending contracting with Berk Consulting to facilitate a comprehensive City- wide strategic planning process in 2012. This was identified as a key priority of the Mayor and the City Council for 2012 and is funded using currently budgeted, but unspent, 2011 funds from the Mayor's office. BACKGROUND Strategic planning determines where an organization is going over 5 -10 years or more, and how it's going to get there. A Strategic Planning process will help us develop a common understanding, throughout the community, of what we want to achieve the changes that have occurred in the past, and what's coming in the future and help utilize existing and future resources to meet the greatest needs in the community. The process itself will encourage engagement from our residents, businesses and employees, with a particular emphasis on reaching out to our diverse population. When complete, the Plan will serve as a way to organize and prioritize City initiatives and resources, with specific performance measures so we will know when we "get there." The City has undergone many changes since its last visioning efforts of the early 1990's, driven primarily as a result of numerous annexations and geographic growth. While much of this work will be done by City staff, the development of a successful Strategic Plan requires the expertise of people who are knowledgeable in the field and have a proven track record for success. In an effort to identify a qualified group of organizations who could meet this need, the City issued a Request for Proposal on January 31, 2012. Berk Consulting was chosen after an extensive review of the original 17 proposals. The finalists were reviewed on March 8, 2012 by an interview team consisting of Council President Verna Seal, Councilmembers Quinn and Hougardy, Mayor Haggerton, City Administrator David Cline, Police Chief Mike Villa, Public Works Director Bob Giberson, Community Development Director Jack Pace, Human Services Manager Evelyn Boykan, and Executive Assistant Joyce Trantina. Berk Consulting was chosen based on the proposals submitted, review of similar Strategic Plan documents (samples of similar work), formal presentations to the interview team, discussions with other clients to assess customer satisfaction /results, and an analysis of how the work teams might "fit" with the City's various stakeholder groups. INFORMATIONAL MEMO Page 2 DISCUSSION The Strategic Planning work will be done in three phases over the course of the next 8 -9 months and will utilize multiple outreach methods designed to engage a broad range of stakeholders, the public and employees: Phase 1 Information Gatherina and Communitv Visioning: This phase will involve a community assessment consisting of public meetings, focus group sessions, and other outreach forums. Stakeholder and staff work groups will be identified and organized. A formal community, business, resident and employee outreach process will be conducted. Data collection and analysis will be reviewed and summarized, evaluating the community's resources, strengths and assets. Phase 2 Develooina Draft Plan: This phase will outline options for the strategic plan, and create an implementation plan and schedule. This work will include public involvement that engages the community in the strategic planning process, and a Public Review Draft will be prepared and reviewed. Phase 3 Test and Develop Final Plan: This phase will include feedback from the public and staff on the Draft Plan, analysis of input from the various sources (community open house /online survey, Stakeholder Committee, Staff Work Group meetings, etc.) and development of the Final Strategic Plan. The attached scope of services includes a more extensive community and staff outreach component than in the original proposal. Through the review process and in discussions with the Mayor, City Council, City staff members and the community, it became apparent that one of the most valuable elements of this effort will be a comprehensive outreach to our diverse population. The contract also reflects an expanded effort to reach every employee in the City by providing an anonymous survey for City staff to contribute their ideas early in the process. Our front -line employees are the people serving our community on a daily basis, and can provide valuable insights (what's working, where can we improve, etc.) into this process. The cost of the project ($119,449) and a 10% contingency, for a total "not to exceed" cost of $131,394) will be funded by the Mayor's office 2011 budget. RECOMMENDATION The Council is being asked to approve the agreement and consider this item at the April 9, 2012 Committee of the Whole meeting and subsequent April 16, 2012 Regular Meeting. ATTACHMENTS Consulting Agreement w /Exhibits 6 CONSULTANT AGREEMENT FOR STRATEGIC PLANNING (CONSULTING) SERVICES THIS AGREEMENT is entered into between the City of Tukwila, Washington, hereinafter referred to as "the City and Berk Consulting, hereinafter referred to as "the Consultant in consideration of the mutual benefits, terms, and conditions hereinafter specified. 1. Project Designation. The Consultant is retained by the City to perform consulting services services in connection with the project titled Strategic Planning. 2. Scope of Services. The Consultant agrees to perform the services, identified on Exhibit "A" attached hereto, including the provision of all labor, materials, equipment and supplies. 3. Duration of Agreement Time for Performance. This Agreement shall be in full force and effect for a period commencing upon execution and ending December 31, 2012 unless sooner terminated under the provisions hereinafter specified. Work under this Agreement shall commence upon giving of written notice by the City to the Consultant to proceed. The Consultant shall perform all services and provide all work product required pursuant to this Agreement no later than December 31, 2012 unless an extension of such time is granted in writing by the City. 4. Payment. The Consultant shall be paid by the City for completed work and for services rendered under this Agreement as follows: A. Payment for the work provided by the Consultant shall be made as provided on Exhibit "B" attached hereto, provided that the total amount of payment to the Consultant shall not exceed $117,863 without express written modification of the Agreement signed by the City. B. The Consultant may submit vouchers to the City once per month during the progress of the work for partial payment for that portion of the project completed to date. Such vouchers will be checked by the City and, upon approval thereof, payment shall be made to the Consultant in the amount approved. C. Final payment of any balance due the Consultant of the total contract price earned will be made promptly upon its ascertainment and verification by the City after the completion of the work under this Agreement and its acceptance by the City. D. Payment is provided in this section shall be full compensation for work performed, services rendered, and for all materials, supplies, equipment and incidentals necessary to complete the work. 3 E. The Consultant's records and accounts pertaining to this Agreement are to be kept available for inspection by representatives of the City and state for a period of three (3) years after final payments. Copies shall be made available upon request. 5. Ownership and Use of Documents. All documents, drawings, specifications and other materials produced by the Consultant in connection with the services rendered under this Agreement shall be the property of the City whether the project for which they are made is executed or not. The Consultant shall be permitted to retain copies, including reproducible copies, of drawings and specifications for information, reference and use in connection with the Consultant's endeavors. The Consultant shall not be responsible for any use of the said documents, drawings, specifications or other materials by the City on any project other than the project specified in this Agreement. 6. Compliance with Laws. The Consultant shall, in performing the services contemplated by this Agreement, faithfully observe and comply with all federal, state, and local laws, ordinances and regulations, applicable to the services to be rendered under this Agreement. 7. Indemnification. The Consultant shall indemnify, defend and hold harmless the City, its officers, agents and employees, from and against any and all claims, losses or liability, including attorney's fees, arising from injury or death to persons or damage to property occasioned by any act, omission or failure of the Consultant, its officers, agents and employees, in performing the work required by this Agreement. With respect to the perform- ance of this Agreement and as to claims against the City, its officers, agents and employees, the Consultant expressly waives its immunity under Title 51 of the Revised Code of Washington, the Industrial Insurance Act, for injuries to its employees, and agrees that the obligation to indemnify, defend and hold harmless provided for in this paragraph extends to any claim brought by or on behalf of any employee of the Consultant. This waiver is mutually negotiated by the parties. This paragraph shall not apply to any damage resulting from the sole negligence of the City, its agents and employees. To the extent any of the damages referenced by this paragraph were caused by or resulted from the concurrent negligence of the City, its agents or employees, this obligation to indemnify, defend and hold harmless is valid and enforceable only to the extent of the negligence of the Consultant, its officers, agents and employees. 8. Insurance. The Consultant shall secure and maintain in force throughout the duration of this contract comprehensive general liability insurance, with a minimum coverage of $500,000 per occurrence and $1,000,000 aggregate for personal injury; and $500,000 per occurrence/ aggregate for property damage, and professional liability insurance in the amount of $1,000,000. Said general liability policy shall name the City of Tukwila as an additional named insured and shall include a provision prohibiting cancellation of said policy except upon thirty (30) days prior written notice to the City. Certificates of coverage as required by this section shall be delivered to the City within fifteen (15) days of execution of this Agreement. N El 9. Independent Contractor. The Consultant and the City agree that the Consultant is an inde- pendent contractor with respect to the services provided pursuant to this Agreement. Nothing in this Agreement shall be considered to create the relationship of employer and employee between the parties hereto. Neither the Consultant nor any employee of the Consultant shall be entitled to any benefits accorded City employees by virtue of the services provided under this Agreement. The City shall not be responsible for withholding or otherwise deducting federal income tax or social security or for contributing to the state industrial insurance program, otherwise assuming the duties of an employer with respect to the Consultant, or any employee of the Consultant. 10. Covenant Against Contingent Fees. The Consultant warrants that he has not employed or retained any company or person, other than a bonafide employee working solely for the Consultant, to solicit or secure this contract, and that he has not paid or agreed to pay any company or person, other than a bonafide employee working solely for the Consultant, any fee, commission, percentage, brokerage fee, gifts, or any other consideration contingent upon or resulting from the award or making of this contract. For breach or violation of this warrant, the City shall have the right to annul this contract without liability, or in its discretion to deduct from the contract price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. 11. Discrimination Prohibited. The Consultant, with regard to the work performed by it under this Agreement, will not discriminate on the grounds of race, color, national origin, religion, creed, age, sex or the presence of any physical or sensory handicap in the selection and retention of employees or procurement of materials or supplies. 12. Assignment. The Consultant shall not sublet or assign any of the services covered by this Agreement without the express written consent of the City. 13. Non Waiver. Waiver by the City of any provision of this Agreement or any time limitation provided for in this Agreement shall not constitute a waiver of any other provision. 14. Termination. A. The City reserves the right to terminate this Agreement at any time by giving ten (10) days written notice to the Consultant. B. In the event of the death of a member, partner or officer of the Consultant, or any of its supervisory personnel assigned to the project, the surviving members of the Consultant hereby agree to complete the work under the terms of this Agreement, if requested to do so by the City. This section shall not be a bar to renegotiations of this Agreement between surviving members of the Consultant and the City, if the City so chooses. Q 5 15. Applicable Law; Venue; Attorney's Fees. This Agreement shall be subject to, and the Consultant shall at all times comply with, all applicable federal, state and local laws, regulations, and rules, including the provisions of the city of Tukwila Municipal Code and the ordinances of the city of Tukwila. In the event any suit, arbitration, or other proceeding is instituted to enforce any term of this Agreement, the parties specifically understand and agree that venue shall be properly laid in King County, Washington. The prevailing party in any such action shall be entitled to its attorney's fees and costs of suit. Venue for any action arising from or related to this Agreement shall be exclusively in King County Superior Court. 16. Entire Agreement. This Agreement contains the entire agreement between the parties, and no other agreements, oral or otherwise, regarding the subject matter of this Agreement shall be deemed to exist or bind either of the parties. Either party may request changes to the Agreement. Changes which are mutually agreed upon shall be incorporated by written amendments to this Agreement. 17. Severability and Survival. If any term, condition or provision of this Agreement is declared void or unenforceable or limited in its application or effect, such event shall not affect any other provisions hereof and all other provisions shall remain fully enforceable. The provisions of this Agreement, which by their sense and context are reasonably intended to survive the completion, expiration or cancellation of this Agreement, shall survive termination of this Agreement. 18. Notices. Notices to the City of Tukwila shall be sent to the following address: City Clerk City of Tukwila 6200 Southcenter Boulevard Tukwila, WA 98188 Notices to Consultant shall be sent to the following address: Berk Consulting Attn: Brian Murphy 2025 First Ave. Suite 800 Seattle, WA 98121 19. Entire Agreement; Modification. This Agreement, together with attachments or addenda, represents the entire and integrated Agreement between the City and the Consultant and supersedes all prior negotiations, representations, or agreements, written or oral. 4 No amendment or modification of this Agreement shall be of any force or effect unless it is in writing and signed by the parties. DATED this CITY OF TUKWILA Mayor Attest/Authenticated: City Clerk day of 20 CONSULTANT By: Printed Name: Title: Approved as to Form: Office of the City Attorney 5 7 x Exhibit A CITY OF TUKWILA STRATEGIC PLANNING Scope of Work 3/27/12 Our strategic planning approach focuses on aspirational and unifying visioning, market feasibility, and fiscal sustainability. The result is a Vision and Strategic Plan that is compelling and resonant enough to unite the community and practical enough to be realized. To achieve this outcome, we will support informed consideration of policy issues by policy makers, planning committees, and the public. Complex choices need to be made accessible to the audiences involved in developing a Strategic Pan. The result is agreement and alignment around the community we are now, a Vision of the community we want to be in the future, and the timeline and actions required to realize that Vision. The Tukwila strategic planning process will be guided by a Stakeholder Committee, which will include the Mayor and one Councilmember along with others. The ultimate responsibility of the Stakeholder Committee is to forward a Recommended Draft Plan to the City Council for review and consideration for adoption. A Staff Work Group comprised of representatives from key departments and divisions will meet prior to each Stakeholder Committee to review materials and provide additional input for the Stakeholder Committee to consider. Opportunities will be provided for community members and City staff to provide input early in the planning process and in review of a Draft Plan. The City's intention is to touch and gather input every resident, business owner, and employee at least once in the process, and to gather input from every staff member at least once. Visi Phase 1: Information Gathering Community Task 1: Ongoing Project Management Coordination. Over the course of the project, BERK's Project Manager and other key staff will coordinate project details with a core City Project Management team. This coordination will include emails with draft materials for review and regular phone conversations. Task 2: Kickoff Meeting &Information Collection. Task 2a. Kickoff Meeting Community Outreach Plan Development The BERK project team will come to the City for a kickoff meeting with key staff. During this discussion, we will review the desired outcomes of the project and finalize our approach. We will also: Discuss the relationship of this project to other current City planning and budgeting efforts. Conduct an initial SWOT, with City staff identifying current issues, strengths, challenges, and opportunities. Discuss formation and membership of the Stakeholder Committee. City staff will lead the recruitment effort, with the benefit of input from BERK staff. Review and revise plans to engage community members and City staff in the planning project, clarifying the responsibilities of BERK and the City. The Kickoff Meeting may be followed by other collaborative strategy sessions with City Staff to finalize a Community Outreach Plan. Determine how to best communicate and work together, with the understanding that staff are busy and juggling multiple responsibilities. 1 X City of Tukwila Strategic Planning Scope of Work 3/27/12 Based on these discussions, BERK will prepare a final project schedule and a Community Outreach Plan. Task 2b. Staff Work Group Meeting #1 Introductions, role and charge of the Work Group, and agreement on operating principles. Discussion of the group's role as Ambassadors to rest of the City organization to spread the word and encourage broad participation. Group visioning and SWOT brainstorming. Task 2c. Stakeholder Committee Meeting fill. Introductions, role and charge of the Committee, and agreement on operating principles. Discussion of the group's role as Ambassadors to the community to spread the word and encourage broad participation. Group visioning and SWOT brainstorming. Task 3: Project Profile Raising BERK will work with the City to develop a profile raising plan for the project. We will support City staff, who will lead announcing the project and developing a project website. Project communications will focus on explaining how the visioning process will guide City efforts and investments that will have real impact on individuals, families, and business and property owners. Part of the plan will also identify the strategies for keeping stakeholders engaged throughout the project and allow for targeted follow up in future phases of the work. Task 3a. About the Strategic Plan Brochure Text for Website BERK will develop an About the Strategic Plan brochure for the website and distribution at City Hall, libraries, businesses, and community centers as well as concise text to promote the project via the City's Twitter account and other social media. ,Task 4: Data Collection and Analysis Task 4a. Stakeholder Interviews City Leaders. We will interview the Mayor and Council members early in the project to understand perspectives and dynamics, and their aspirations for the future. During interviews, we will discuss the relevancy of the current Mission Statement and how the City's key planning documents should inform the Strategic Plan. Community Leaders. Working with City staff, we will identify representative community and business leaders and groups that the City would like to hear from. We will conduct 10 phone interviews on the City's challenges and opportunities and vision for the future. We will also ask interviewees to identify existing or potential events that could serve as forums to engage the community in visioning that they could sponsor and /or host, along with their thoughts on the engagement strategy. Task 4b. Online Staff Survey We will administer a concise, anonymous survey for City staff to contribute their ideas early in the planning process, during the issue identification phase. Staff input will be sought on their Vision for the future of the community, the role of the City as an organization, and key issues to be addressed in the strategic plan. Task 4c. Demographic, Market, and Fiscal Analysis BERK staff will create a concise series of exhibits that present an easily understandable overview of the City's current demographic, employment and retail makeup, as well as trends over time. As part of an external scan, BERK will conduct research and potentially conduct a few interviews on the regional and national trends that could affect Tukwila. For example, changes in regional housing supply or the pay and location of newly created jobs PA 10 City of Tukwila Strategic Planning Scope of Work 3/27/12 could have an impact on the residential make -up of Tukwila. We will also analyze the City's baseline fiscal outlook, taking into consideration the effects of the economic recession, recent development, and the political and economic context of each primary revenue stream. This information can be used in discussions with the City Council and Stakeholder Committee, and available at community meetings and on the website. Task 4d. Review of City Documents BERK will review the City's current Comprehensive Plan, Capital Improvement Program, and other key plans and policies. The outcomes of the strategic planning process will inform adjustments to ensure the City's full suite of plans and policies are properly aligned. Task4e. Development of Situation Assessment Task 4 will generate input from a variety of sources in a range of formats, including data, narrative reports, and visual forms, including pictures, photographs, and sketches. We will compile and synthesize this quantitative and qualitative input in a concise Situation Assessment that summarizes key trends, highlights important themes, and identifies points of agreement and potential conflict or tension. Task 4f. Staff Work Group Meetings #2 and #3 Staff Work Group Meeting #2. Review public input, additional analytics, and draft materials for Stakeholder Committee Meeting #2. Staff Work Group Meeting #3. Discuss the full Situation Assessment and key topics to be addressed in the Strategic Plan. Review draft materials for Stakeholder Committee Meeting #3. Task 4g. Stakeholder Committee Group Meetings #2 and #3 Stakeholder Committee Meeting #2. Discuss public input and additional analytic inputs. Stakeholder Committee Meeting #3. Discuss the full Situation Assessment and key topics to be addressed in the Strategic Plan. Task 4h. City Council Presentation #1 Presentation of Situation Assessment and identification of key issues to be addressed in the development of the strategic plan. Task 5: Community Visioning Our goal with the Visioning and the Strategic Planning processes is to engage Tukwila's whole community in inspiring and unifying explorations of the City's best future. A community vision is a powerful thing. A successful vision establishes an aspirational and optimistic tone and provides direction, aligns expectations, and helps to prioritize investments and actions. It reflects the diversity of the community while at the same time asserting a sense of common purpose. It is flexible and broad enough to apply to future opportunities and challenges, yet specific and tangible enough to provide real guidance. It is much more than a "feel good" statement: it establishes preferences and boundaries that will guide future decision making. Throughout the Visioning process, key inputs from Task 4 will be communicated in an accessible format that will facilitate informed Visioning, where participants can express their aspirations with an understanding of potential choices and tradeoffs. Potential topics to explore with participants include: What do you want Tukwila to be like in the future? 3 11 City of Tukwila Strategic Planning Scope of Work 3/27/12 What are the community's assets? What do you love about living or working here? What are its challenges? What do you want more of? Less of? What is most important, important, and less important? It is important to communicate why community visioning and strategic planning matters, making the connection to on- the ground changes that will affect the lives and well -being of individuals, families, businesses. At the same time, it is critical that community outreach be accessible and engaging. Tukwila's diverse demographics will guide our community outreach strategy, ensuring we gain input from a representative sample of Tukwila's population. We will collaborate with the City and others to employ a multi pronged approach to engage a broad group of participants in planning for Tukwila's future. Our outreach will rely on a three -fold strategy as described below. Task So. Invite the Community In: Community Open House #1 The traditional form of community engagement is the City- hosted town hall meeting that is noticed broadly and attended by a share of the community. While these meetings are an important part of the outreach strategy, they will not reach the entire community. BERK will collaborate with City staff to design and implement a dynamic community meeting. BERK will lead materials development, facilitation and the creation of summary documents, while City staff will lead event promotion, logistics, and hosting. Task 5b. Go out in the Community: Collaborative Outreach with Community Partners Tukwila has a wealth of existing formal and informal groups that come together to meet, socialize, and learn from one another. We will collaborate with City and community leaders to identify opportunities for engagement where we can interact with community members on their own terms. Some events might be suitable for visioning, while others might be used to raise awareness of the effort and direct residents to in- person and online opportunities to provide input. BERK will work closely with City staff to develop a plan to connect with community -based organizations active in Tukwila. A particular effort will be made to develop approaches that will reach non English speaking residents, such as attending partner- hosted events and meetings and going to community hubs such as places of worship, community centers, and other places people congregate. The project's Community Outreach Plan developed collaboratively with City staff in Task 2a will determine how best to use project resources to engage Tukwila's non English speaking residential population, addressing both the type of input to be gathered and the specific tools and methodologies for obtaining that input. BERK will be responsible for analysis of input received, integrating community input with other project inputs. The tasks below will be shared among City staff, BERK staff, and possible other contractors: Material design and development Translation and interpretation into languages other than English Communication and coordination with individual community partners Direct engagement with target population or training of community partner Compilation of input received $10,000 has been allocated for these purposes and may be used in any of the following ways at the direction of the City's Project Manager: 12 City of Tukwila Strategic Planning Scope of Work 3/27/12 BERK staff may utilize all or a portion of these resources BERK or City staff may use a portion of these resources for translation and interpretation services provided by a to -be- determined contractor(s) The City may separately contract another provider for significant public engagement assistance, drawing on the language and cultural skills of a to -be- determined contractor(s). In this case, BERK's budget will be reduced by the amount paid to the contractor. Task 5c. Engage Virtually: Project Website and Online Community Survey In addition to using traditional media to raise awareness of the visioning effort and promote opportunities for residents to share their input, the Internet and social media can directly engage residents allowing for interactive and creative online input. It will be important to share timely information on the website, and to use other tools that allow stakeholders to post ideas, photos, and videos. BERK will support City staff in developing materials for the City's website. BERK will lead development, administration, and analysis of an online survey open to residents, business owners, and individuals who work or shop in Tukwila. City staff or contractors will be responsible for translating the survey into languages other than English, as well as any long -form (narrative) responses. From Input to Vision. BERK will take an active role in the public engagement design and implementation, as well as in leading the Stakeholder Committee through the crafting of a draft Vision. Our role is to facilitate productive conversations and do the hard work between Staff Work Group and Stakeholder Committee meetings of analyzing and summarizing what we've heard and bringing forward starting points, options for consideration, and revised drafts. Devel Draft Plan ;Task 6: Draft Strategic Plan Development Task 6a. Staff Engagement Meetings At this point in the process, it will be important to engage all City staff in reviewing input gathered to date, helping to identify potential strategies, and contributing suggestions for the City's Vision, Mission, and Values statements. BERK will collaborate with City staff to design and administer three meetings, each engaging about a third of the City's total staff. BERK will lead the meeting design, materials development, facilitation, and meeting summary, while the City will host the meetings and be responsible for associated logistics. Task 6b. Development of Strategic Options Summary Based on the findings and discussions to date, we will develop a Strategic Options Summary for staff and Stakeholder Committee discussion, serving as a preliminary outline of the strategic plan. The document will organize identified needs, challenges, and opportunities into major themes, and translate the themes into draft Goals. These Goals will then be developed iteratively by the Stakeholder Committee (with the benefit of input from the Staff Work Group), with supporting Action Strategies that describe how, when, and with what resources the Goals will be achieved. Task 6c. Staff Work Group Meetings 4 and #5 Staff Work Group Meeting #4. Review the Strategic Options Summary and draft materials for Stakeholder 1 1 13 City of Tukwila Strategic Planning Scope of Work 3/27/12 Committee meeting #4. Staff Work Group Meeting #5. Review the Public Review Draft and draft materials for Stakeholder Committee meeting #5. Task 6d. Stakeholder Committee Meetings #4 and #5 The Stakeholder Committee will have the opportunity to provide input on each Goal, as well as their preferences for specific actions in the short medium and long -term. Focused phases may be used to identify priority areas of focus over time. For example, if a two -year phase of investment in the City's economic base is agreed to be followed by a phase of investment in quality of life enhancements, this clarity of expectations will alleviate uncertainty among policy makers and residents alike. Stakeholder Committee Meeting #4. Review the Strategic Options Summary and advance development of the strategic plan. Stakeholder Committee Meeting #5. Review and refine Public Review Draft; prepare for public outreach. Task 6e. Development of Public Review Draft BERK will develop an attractively laid out Public Review Draft for review by the Staff Work Group and Stakeholder Committee. Revisions will be made based on input from these groups, and a final Public Review Draft completed. Task 6f. City Council Presentation #3 Update on progress to date and preview of Public Review Draft. Phase III: Test Develop Final Plan Task 7: Comment on Public Review Draft It is important to allow members of the public and City staff to review and provide input on a Public Review Draft of the Strategic Plan. This review process is important to confirm that community and staff input has been interpreted correctly and to explore community preferences for prioritization, phasing, and key tradeoffs. Task 7a. Community Open House #2. A second Community Open House is an efficient way to reach some members of the Tukwila population. Format and roles will be similar to the first event, described on page 4. Task 7b. Collaborative Outreach with Community Partners, Round 2. Additional outreach via selected community partners will complement the Community Open House and reach a more diverse segment of the population. Format and roles will be similar to the first round, described on page 4. Task 7c. Web -based Feedback on Draft Plan for Public and City Staff. An online survey or series of comment fields will be used to gather public and staff input on the draft plan. BERK will design the instrument and analyze the results. Task 7d. Staff Work Group Meetings #6 and #7 Staff Work Group Meeting #6. Review public feedback and draft materials for Stakeholder Committee meeting #6. Staff Work Group Meeting V. Review the Recommended Draft Plan and draft materials for Stakeholder Committee meeting #7. 6 14 City of Tukwila Strategic Planning Scope of Work 3/27/12 Task 7e. Stakeholder Committee Meetings #6 and #7 Stakeholder Committee Meeting #6. Review public feedback and revise the draft. Stakeholder Committee Meeting #7. Revise and finalize Recommended Draft Plan for submission to the City Council. Task 8: Development of Recommended Draft Plan and Final Strategic Plan The final plan will be an attractively designed document that artfully describes Tukwila's desired future and the specific strategies and investments to realize that Vision. Key elements of the plan will include: A standalone Executive Summary, designed for an audience of residents and partners. A succinct summary of the planning process and the most salient analytic findings. A powerful articulation of the community's Vision and Mission. Phases, Goals, and supporting Action Strategies that are SMART (Specific, Measurable, Achievable, Results- oriented and Time bound), creating an implementation plan with metrics. Section on the fiscal sustainability of the Plan and implications for the Comprehensive Plan update process. Task 8a. Development of Recommended Strategic Plan Final Recommended Strategic Plan with Executive Summary and performance metrics Descriptive text for City's website Task 8b. Presentation to City Council #3 Presentation and discussion of Recommended Draft Plan. Task 8c. Development of Final Strategic Plan. BERK will make final revisions per input from the City Council and prepare the Final Strategic Plan. Summary of Major Work Products Community Outreach Plan About the Strategic Plan brochure Situation Assessment, compiling qualitative and quantitative inputs to the strategic planning process Strategic Options Summary Strategic Plan Public Review Draft Strategic Plan Recommended Draft Strategic Plan Final Plan 7 15 lC-i City of Tukwila Strategic Planning Exhibit B Scope of Work 3/27/12 BUDGET BERK will invoice the City monthly on a time and materials basis, with a total budget not to exceed $119,449. The City has set aside a 10% contingency for unforeseen additional effort. This amount beyond the base budget of $119,449 is not to be used without the direction of the City's Project Manager. Our anticipated level of effort by individual and by task is reflected below. Total Estimated Hours 15 180 216 92 61 325 889 Cost 1 $115,970 Totals Subtotal Consultant Cost $115,970 Project Expenses @'"3 %of project budget $3,479 Proiect Total $119A49 10% Contingency (not to be used without direction of the City's Project Manager) $11,945 Total with Contingency $131,394 $10,000 in project resources for Collaborative Outreach with Community Partners may be used in a variety of ways as described in Task 5b. 8 17 Michael Hodgins, Brian Murphy, Allegra Calder, Survey &Public Financial Supporting Total Hours and Strategic Advisor Project Manager Lead Analyst Engagement Lead Market Analyst Analyst Estimated Cost Facilitator Facilitator by Task 2012Hourly Rate $250 $180 $140 $110 $110 $70 Phase 1: Information Gathering Visioning 1. Ongoing Project Management& Coordination 5 20 2a Kickoff Meeting& Community Outreach Plan Development 3 3 3 3 3 2b Staff Work Group Meeting #1 3 3 2c Stakeholder Committee Meeting #1 5 7 3 3a. About the Strategic Plan brochure &text for web 2 4 6 4a Stakeholder Interviews (Mayor, Council, 30 community leaders) 10 10 20 4b Online Staff Survey 2 2 20 30 4c Demographic, Market, Fiscal Analysis 2 2 5 30 4d Review of City Documents 5 5 5 4e Developmentof Situation Assessment 2 5 10 5 15 4f Staff Work Group Meetings #2 and #3 6 6 4g Stakeholder Committee Meetings #2 and 3 10 18 6 4h City Council Presentation #1 5 5 10 Sa Community Open House #1 4 10 4 20 5b Collaborative Outreach with Community Partners 5 15 5 $7,500 Sc Project Website &Online Community Survey 2 2 20 30 Subtotal 9 87 83 62 52 148 441 $59,930 Phase 2: Develop Draft Plan 6a� Staff Engagement Meetings (3) °12 15 20 6b Development of Strategic Options Summa ry 2 8 8 5 2 10 6c Staff Work Group Meetings #4 and #5 6 6 6d Stakeholder Committee Meetings #4 and #5 10 18 6 6e Development of Public Review Draft 2 10 15 2 15 6f City Council Presentation #2 5 5 10 Subtotal 4 51 67 5 4 61 192 $24,820 Phase 3: Test Develop Final Plan 7a Community Open House #2 4 10 20 7b Collaborative Outreach with Partners, Round 2 15 5 $2,500 7c Web -Based Feedback (Public Staff) 2 2 10 30 7d Staff Work Group Meetings #6 and #7 6 6 7e. Stakeholder Committee Meetings #6 and #7 10 18 6 8a Recommended Strategic Plan (With layout) 2 10 15 5 30 Sli City Council Presentation #3 5 5 10 8c' Developmentof Final Strategic Plan 5 30 15 Subtotal 2 42 66 25 5 116 256 $31,220 Total Estimated Hours 15 180 216 92 61 325 889 Cost 1 $115,970 Totals Subtotal Consultant Cost $115,970 Project Expenses @'"3 %of project budget $3,479 Proiect Total $119A49 10% Contingency (not to be used without direction of the City's Project Manager) $11,945 Total with Contingency $131,394 $10,000 in project resources for Collaborative Outreach with Community Partners may be used in a variety of ways as described in Task 5b. 8 17 lE'3 W iR ITEAMMEMINGS AIBROADISTAFfil IENGAGEMENTRII , Poe i chedule COMMUNITY OUTREACH APRIL MAY JUNE JULY AUG SEPT EXHIBIT C OCT Community ! Community Open House #1 i Open House Collaborative , utreach with Community Partners &'Online Survey i Collaborative Outreach with Cor=nrnunity Partners & Online Feed back Meeting #1 -Meeting #2 -Meeting #3 -Meeting #4 -Meeting 5 -Meeting #6 ITY COUNCI ' PRESENTATIONS Last Updated 3/27/12 Meeting #1 Meeting #2 Meeting #3 . Meeting #4 Meeting #6 Meeting #7 Meeting #7 Staff Engagement Meetings Presentation #1* Presentation #2 ' Presentation #3 * Demographic, Market & Fiscal Analysis r r Stakeholder I nterviews Situation Assessment Strategic Options Summary Public Review Draft Final Plan By July 31, input from the strategic planning process will be summarized to inform the City's budgeting process.