HomeMy WebLinkAboutC8 Contract with Centre for Organization EffectivenessCity of San Luis Obispo, Council Agenda Report, Meeting Date, Item Number
FROM: Monica Irons, Director of Human Resources
SUBJECT: EMPLOYEE AND LEADERSHIP DEVELOPMENT PROGRAM CONTRACT
WITH CENTRE FOR ORGANIZATION EFFECTIVENESS (COE)
RECOMMENDATION
1. Authorize the issuance of a purchase order to the COE in the amount of $170,000.
2. Authorize the City Manager to execute a sole source agreement with the COE not to
exceed $170,000 to provide a “one-stop” comprehensive employee and leadership
development and core competency program for the City of San Luis Obispo.
DISCUSSION
On June 17, 2014 as part of the adoption of the 2013-15 Financial Plan Supplement Council
authorized $170,000 in the Human Resources Administration budget to support the creation and
implementation of an employee development and leadership program. As described in the
Significant Operating Program Change (SOPC) request (Attachment 1) approved by Council as
part of the Supplement, the City will utilize a proven competency based program developed by
the COE. The program aims at improving workforce readiness by developing the core public
sector competencies of City employees. The result will be a workforce that is prepared to
accommodate job transitions and turn-over in an efficient and effective manner, which is an
acute need of the organization given that 48% of the City’s workforce is over the age of 45.
The Centre provided a comprehensive proposal (Attachment 2) that includes the following key
elements:
1. Program development and refinement.
2. Engagement Survey/Needs Assessment to determine specific trainings.
3. Competency Development/Refinement.
4. Executive Program (one day) and 360˚ Competency Instrument for Department Heads.
5. All Employee Program Kick-Off.
6. Supervisors Transition and Readiness Training (two days).
7. Targeted Competency Development Training for all employees (two, ½ days).
8. Supervisory Academy (2, two-day sessions and a one-day session).
9. Manager Academy (3, two-day sessions) and 360˚ Competency Instrument.
10. Vertical Integration Session to ensure developed skills are applied.
Sole Source Justification
According to the City Financial Management Manual 295-1, Purchasing Guidelines, sole source
contracts for consultant services may be pursued “If it is determined that it is in the best interest
of the City for services to be provided by a specific consultant – with contract terms, work scope
and compensation to be determined based on direct negotiations – contract award will be made
by the Council”.
08-19-14
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Employee and Leadership Development – Contract Approval Page 2
In October 2013, the County of San Luis Obispo (County) issued a Request for Proposal (RFP)
for vendors to provide employee development and consultant services as part of their succession
planning and employee university efforts (Attachment 3). The County requested that the City
Human Resources Director participate in interviewing and evaluating the two final proposals
received along with a County Employee University Advisory Committee. Through this process
the Committee recommended the County move forward with a more detailed proposal from the
COE. The County and City Human Resources Directors discussed potential collaborative
opportunities and economies of scale that would occur if the County and City used the same
vendor to provide employee and leadership development.
Therefore, while the City did not issue an RFP, the County did and there are potential cost
savings by using the same vendor such as reduced travel costs for trainers and facilitators.
Further, the COE has been a leader and has an excellent reputation in the area of employee and
leadership development.
FISCAL IMPACT
Council approved a one-time expenditure of $170,000 at the 2013-15 Financial Plan Supplement
with the expectation that this amount will be spent during the next two fiscal years (2014-15 and
2015-16). The proposal submitted by the COE is within that funding, at $163,200, with services
spanning both fiscal years. Specific amounts may vary slightly depending upon the number of
participants in various training activities, but should not exceed the budgeted $170,000 during
the next two fiscal years.
ALTERNATIVE
1. Issue an RFP for these services. Council could choose to direct staff to issue an RFP for
these services. This alternative may result in other proposals being submitted, but considering
staff was introduced to the COE when they participated in evaluating proposals received by
the County of San Luis Obispo following their issuance of an RFP for similar services, it is
not likely that this effort would result in a different outcome. The timeframe required to
develop and solicit proposals will further delay much needed employee development and
succession planning.
ATTACHMENTS
1. SOPC Creation of an Employee and Leadership Development Program
2. Agreement with COE and Exhibit A, Proposal for Employee and Leadership
Development prepared by the COE, incorporated by reference.
3. County RFP
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HUMAN RESOURCES ADMINISTRATION
CREATION OF AN EMPLOYEE DEVELOPMENT AND LEADERSHIP PROGRAM ATTACHMENT 1
Summary of Change: The requested funding will support the creation and implementation of an employee
development and leadership program. The City will utilize a proven program developed by the Centre for
Organizational Effectiveness to improve workforce readiness by developing the core public sector competencies of
City employees. The result will be a workforce that is prepared to accommodate job transitions and turn-over in an
efficient and effective manner, which is an acute need of the organization given that 48% of the City’s workforce is
over the age of 45.
Fiscal Impact: One-time costs of $170,000 committed in 2014-15. It is expected that these costs will be incurred
over the next two years.
Service Level Impact: Creating an employee development and leadership program by partnering with the Centre
for Organization Effectiveness will help the City address workforce reliability issues in that it will provide a City-
wide foundation of established public sector competencies and supportive training to ensure staff has the skills and
abilities necessary to efficiently and effectively serve the community. The City experiences an average employee
turnover of approximately 8% per year.
In the absence of a formal coordinated City-wide development program, individuals and departments are left to
identify development and knowledge transfer opportunities as time and resources allow, resulting in less than
seamless transitions and a lack of universal general and specific competencies to prepare employees for job
transitions. The identified employee development and leadership program provides a “one-stop shop” or managed
approach and a completely integrated program, thus reducing administrative time associated with duplicative or
competing employee development programs. Training to develop proven public sector competencies will be offered
for all employees, with additional focus on preparation for employees considering supervisory roles, and training
and development of supervisors, managers, and department heads.
KEY OBJECTIVES
1. Provide a “one-stop shop”, comprehensive, integrated employee development and leadership program to ensure
the City is preparing the next generation of employees to seamlessly continue quality service to the community.
2. Establish public sector management and leadership competencies (the measurable and observable knowledge,
skills, abilities, and behaviors critical to successful job performance) that can be applied and integrated into
other human resources systems such as recruitment, classification, and performance management.
3. Identify measures of success including training session assessments, pre-and post-program assessments,
anecdotal evidence regarding productivity, problem solving, service, and collaboration, and specified program
outcomes linked to organizational performance.
4. Increase knowledge transfer within the organization resulting in more seamless staff transitions and improved
performance.
5. Acknowledge employees that want to transition into positions with increased roles and responsibilities, and
prepare them to make changes when opportunities arise.
6. Training employees well enough so that they can advance their careers at the City of San Luis Obispo.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
In 2007, the City held a Study Session for Council titled Succession Planning: Preparing the Next Generation. Dr.
Frank Benest, now the former City Manager of Palo Alto, spoke about the demographic crisis threatening local
government’s ability to perform. In 2006, 52% of the City’s full and part-time regular (not temporary workers)
workforce was over the age of 45, signifying a critical need to prepare the next “generation” of employees to take on
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HUMAN RESOURCES ADMINISTRATION
CREATION OF AN EMPLOYEE DEVELOPMENT AND LEADERSHIP PROGRAM ATTACHMENT 1
new roles and to ensure that new employees are quickly integrated into the organization. As a result of the Study
Session, in 2007 the City launched a succession planning committee focused on efforts to support critical issues
such as knowledge transfer, cross-training, constructive performance input and goal setting, and effective
recruitment and selection. The committee continues today and has made progress in many areas: a) hosting lunch
and learns to promote knowledge of employee career progression and history, b) promoting employee spotlights
that hi-lite the talents and behaviors of fellow employees that are valued by the City organization and community, c)
updating a Performance Appraisal Guide and conducting training for all supervisors and managers on effective
performance appraisals, d) providing examples of knowledge transfer methods to encourage individuals to document
critical knowledge of jobs, key contacts, work methods, systems requirements, etc. prior to retirement, and, e)
encouraging free or low-cost employee development through the International City Managers Association (ICMA)
coaching webinars and participation in the Municipal Managers Association of Southern California (MMASC)
Central Coast affiliation.
While the efforts of the Succession Planning Committee is admirable considering it is all done in addition to the
demands of their regular positions, the City still lacks an integrated, ongoing, employee development program.
Consequently, departments support a wide variety of proven and unproven training and development efforts without
common goals and objectives and varying degrees of success. Further, the City’s demographics have not changed
significantly in the past 7 years since Dr. Benest spoke to Council. Today 48% of the City’s regular employees are
over the age of 45; thus the concern about losing employees with long length of service and considerable knowledge
remains and must be addressed as the expectations and complexity of public service continues to increase.
GOAL AND POLICY LINKS
City of San Luis Obispo Organizational Values include: service, communication, team players, initiative and
accountability, innovation and flexibility, employee development and recognition, and stewardship and ethics.
These values are very similar to the public sector competencies identified by the Centre as the foundation for their
training academies.
PROGRAM WORK COMPLETED
In October 2013, the County of San Luis Obispo issued a Request for Proposal (RFP) for vendors to provide
employee development and consultant services as part of their succession planning and employee university efforts.
The County requested that the City Human Resources Director participate in interviewing and evaluating the two
final proposals received along with a County Employee University Advisory Committee. Through this process the
Committee recommended the County move forward with a more detailed proposal from the Centre for
Organizational Effectiveness. The County and City Human Resources Directors discussed potential collaborative
opportunities and economies of scale that would occur if the County and City used the same vendor to provide
employee and leadership development. The County had a budget for an employee development program while the
City did not. Therefore, in February 2014 as part of the mid-year budget report, staff requested authorization of
$100,000 from one-time money above the policy reserve level for an employee and leadership development
program. While Council did not approve this allocation of resources, they did indicate interest in understanding a
more “fleshed-out” proposal for an employee development and leadership program and more detailed costs.
The County moved forward and received authorization from the Board of Supervisors to enter into a three-year
contract with the Centre for Organization Effectiveness on May 6, 2014. City staff (primarily the Director of
Human Resources and a subcommittee of department heads) has worked with the Centre to provide a more detailed
proposal on which this SOPC is based. The Centre for Organization Effectiveness can tailor the program as much or
as little as the City would like. The Centre’s fundamental three step approach is: Assess, Develop, and Inspire.
The following are examples of key components under each step of the program:
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HUMAN RESOURCES ADMINISTRATION
CREATION OF AN EMPLOYEE DEVELOPMENT AND LEADERSHIP PROGRAM ATTACHMENT 1
1. Assess: Welcome participants into the program, and identify specific areas for development as well as key
performance factors through use of an employee engagement survey and/or needs assessment and reports,
review and refinement of core public sector competencies, and a 360˚ feedback and development tool.
2. Develop: Initiate key components of the program including classroom and experiential training, guest
speakers, group projects, individual development plans, and additional assessments.
3. Inspire: Applying the skills and knowledge back in the workplace through ongoing individual
development planning and continued collaboration both within the City organization and with counterparts
in the County organization. The Centre uses a continuous improvement model that is designed to
continually refine and adjust program elements to best meet the needs of the participants. Each session is
evaluated as is the overall program to ensure objectives are met.
Upon approval of this funding, staff would work with the Centre for Organization Effectiveness to further refine the
proposal and negotiate a contract. Staff anticipates returning to Council for authorization of that contract in August
2014.
ENVIRONMENTAL REVIEW
No environmental review is required.
PROGRAM CONSTRAINTS AND LIMITATIONS
Employee participation will be key to the success of this program. The implementation schedule was developed to
avoid conflicts with large interdepartmental projects such as development of the 2015-17 financial plan. Continued
coordination with department heads will be critical to ensure work is appropriately prioritized and participants are
allowed to attend scheduled training. Current interdepartmental projects lend themselves to be part of the
experiential learning approach to the supervision and management academies and are expected to result in
immediate efficiencies.
Human Resources will take the lead on coordinating this program. It is difficult to anticipate the staff time required
to do this effectively. Initially, staff recommends authorizing the transfer of the current 2014-15 Human Resources
budget for training of $10,000 to temporary staff salaries so that temporary help may be hired if needed to augment
current Human Resources staffing. Existing tasks would be assigned to a temporary employee if needed to free up
Human Resources staff time to assist in program coordination.
STAKEHOLDERS
All employees and the community members they serve.
IMPLEMENTATION
The following is a tentative timeline that may be adjusted slightly based on the needs of the organization and
schedules of the consultants. Staff anticipates entering into a minimum of a two-year agreement with the Centre for
Organization Effectiveness and phasing-in the key program elements. Thus, the payment schedule is not completely
clear at this time, but any unexpended funds would be encumbered for future payments as needed.
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HUMAN RESOURCES ADMINISTRATION
CREATION OF AN EMPLOYEE DEVELOPMENT AND LEADERSHIP PROGRAM ATTACHMENT 1
Task Date
1. Negotiate contract with Centre for Organization Effectiveness and bring to
Council for approval.
2. Program development and refinement.
August 2014
August–December 2014
3. Engagement Survey/Needs Assessment to determine specific trainings. October 2014
4. Competency Development/Refinement. August–September 2014
5. Executive Program (one day) and 360˚ Competency Instrument for Department
Heads.
6. All Employee Program Kick-Off.
7. Supervisors Transition and Readiness Training (two days).
8. Targeted Competency Development Training for all employees (two, ½ days).
9. Supervisory Academy (2, two-day sessions and a one-day session).
10. Manager Academy (3, two-day sessions) and 360˚ Competency Instrument.
11. Vertical Integration Session to ensure skills are used in the organization.
October-November 2014
January 2015
February 2015
February-April 2015
August – October 2015
September-November 2015
December 2015
KEY PROGRAM ASSUMPTIONS
The Centre for Organization Effectiveness is willing to tailor the employee development and leadership program as
much as desired by the City. The costs estimated in this proposal anticipate limited customization. Additional,
tailoring would likely require additional resources.
There is an assumption that because the County of San Luis Obispo has entered into a contract with the Centre for
Organization Effectiveness that travel will be coordinated between the consultants and the two agencies, thus the
current proposal reflects reduced travel costs. If for some reason, sessions cannot be coordinated, costs may
increase slightly.
Further, there is an assumption that at some point, likely in the second year of the City’s program, the opportunity to
collaborate more fully with the County will arise in that employees from the City and County may participate
together in Supervisor and/or Manager cohorts.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Monica Irons, Human Resources Director
Project Team:
A steering committee of the Community Development Director, Fire Chief, Parks and Recreation Director, and
Utilities Director reviewed an initial proposal from the Centre for Organization Effectiveness and supported this
request for funding of their proposed employee development and leadership program. The steering committee will
continue to work in partnership with Human Resources staff, the City’s Succession Planning Committee, and staff at
the Centre to develop, implement, and monitor the program.
Alternatives:
1. Continue the Status Quo. Currently the Human Resources Administration budget has approximately $10,000
for City-wide training and development programs. Not only is this insufficient to provide the caliber of training
proposed by the Centre for Organization Effectiveness, the Human Resources Department does not have the
staff or expertise to develop similar programs.
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HUMAN RESOURCES ADMINISTRATION
CREATION OF AN EMPLOYEE DEVELOPMENT AND LEADERSHIP PROGRAM ATTACHMENT 1
2. Defer or Re-Phase the Request. Initially, staff anticipated conducting supervisory and management academies
during fiscal year 2014-15, requiring more funding in that year. However, with the development of the two year
financial plan occurring at roughly the same time as the anticipated supervisory and management academies,
staff felt the organization would not have the capacity to do both concurrently. Alternatively, Council could
request that the program is rolled out more slowly, thus deferring costs over a longer period of time. This is not
recommended because the program is designed to fully integrate the new skills into the organization by
requiring participants to work on “real-life” projects throughout the academies and using other tools to ensure
the skills are vertically integrated into the organization. With long gaps between the trainings, the risk is that the
skills won’t be applied and encouraged in the organization and therefore, will not be as effective.
OPERATING PROGRAM
Human Resources Administration
COST SUMMARY
Line Item Description Account No.2014-15 2015-16
Staffing 10,000 0
Temporary Staffing 100-30100-7014 10,000
Contract Services 170,000 0
Employee Development and Leadership Training 100-30100-7227 170,000
Other Operating Expenditures 0 0
Minor Capital 0 0
Total Operating Costs 180,000 0
Reduction of training budget 100-30100-7459 (10,000)
Net Operating Costs 170,000 0
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ATTACHMENT 2
AGREEMENT
THIS AGREEMENT is made and entered into in the City of San Luis Obispo on August 19, 2014, by and
between the CITY OF SAN LUIS OBISPO, a municipal corporation, hereinafter referred to as City, and THE
CENTRE FOR ORGANIZATION EFFECTIVENESS, hereinafter referred to as Contractor.
W I T N E S S E T H:
WHEREAS, the City wants to offer its employees a comprehensive competency-based employee and
leadership development program aimed at improving workforce readiness.
WHEREAS, Contractor is qualified to perform this type of service and has submitted a proposal to do so
which has been accepted by City.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter
contained, the parties hereto agree as follows:
1. TERM. The term of this Agreement shall be from the date this Agreement is made and entered, as
first written above, until acceptance or completion of said services.
2. CITY'S OBLIGATIONS. For providing services as specified in this Agreement, City will pay
and Contractor shall receive therefor compensation expected to total a sum of $163,200, but not to exceed $170,000,
over the course of fiscal years 2014-15 and 2015-16.
4. CONTRACTOR'S OBLIGATIONS. For and in consideration of the payments and agreements
hereinbefore mentioned to be made and performed by City, Contractor agrees with City to provide services as set
forth in Exhibit A attached hereto and incorporated into this Agreement. Contractor further agrees to the contract
performance terms as set forth in Exhibit B attached hereto and incorporated into this Agreement.
5. AMENDMENTS. Any amendment, modification or variation from the terms of this Agreement
shall be in writing and shall be effective only upon approval by the City Manager.
6. COMPLETE AGREEMENT. This written Agreement, including all writings specifically
incorporated herein by reference, shall constitute the complete agreement between the parties hereto. No oral
agreement, understanding, or representation not reduced to writing and specifically incorporated herein shall be of
any force or effect, nor shall any such oral agreement, understanding, or representation be binding upon the parties
hereto.
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ATTACHMENT 2
Agreement Page 2
7. NOTICE. All written notices to the parties hereto shall be sent by United States mail, postage
prepaid by registered or certified mail addressed as follows:
City City of San Luis Obispo
Human Resources Department
990 Palm Street
San Luis Obispo, CA 93401
Contractor The Centre for Organization Effectiveness
8950 Villa La Jolla Drive, Suite A203
La Jolla, CA 92037
8. AUTHORITY TO EXECUTE AGREEMENT. Both City and Contractor do covenant that each
individual executing this agreement on behalf of each party is a person duly authorized and empowered to execute
Agreements for such party.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year
first above written.
CITY OF SAN LUIS OBISPO, A Municipal Corporation CONTRACTOR
By:_________________________________ By: _______________________________
City Manager
APPROVED AS TO FORM:
________________________________
City Attorney
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ATTACHMENT 2
Exhibit B
CONTRACT PERFORMANCE TERMS
1. Business Tax. Contractor must have a valid City of San Luis Obispo business tax certificate
prior to execution of the contract. Additional information regarding the City's business tax
program may be obtained by calling (805) 781-7134.
2. Ability to Perform. Contractor warrants that it possesses, or has arranged through subcontracts,
all capital and other equipment, labor, materials, and licenses necessary to carry out and
complete the work hereunder in compliance with any and all federal, state, county, city, and
special district laws, ordinances, and regulations.
3. Laws to be Observed. Contractor shall keep itself fully informed of and shall observe and
comply with all applicable state and federal laws and county and City of San Luis Obispo
ordinances, regulations and adopted codes during its performance of the work.
4. Payment of Taxes. The contract prices shall include full compensation for all taxes that
Contractor is required to pay.
5. Permits and Licenses. Contractor shall procure all permits and licenses, pay all charges and
fees, and give all notices necessary.
6. Safety Provisions. Contractor shall conform to the rules and regulations pertaining to safety
established by OSHA and the California Division of Industrial Safety.
7. Public and Employee Safety. Whenever Contractor's operations create a condition hazardous to
the public or City employees, it shall, at its expense and without cost to the City, furnish, erect
and maintain such fences, temporary railings, barricades, lights, signs and other devices and take
such other protective measures as are necessary to prevent accidents or damage or injury to the
public and employees.
8. Preservation of City Property. Contractor shall provide and install suitable safeguards,
approved by the City, to protect City property from injury or damage. If City property is injured
or damaged as a result of Contractor's operations, it shall be replaced or restored at Contractor's
expense. The facilities shall be replaced or restored to a condition as good as when the
Contractor began work.
9. Immigration Act of 1986. Contractor warrants on behalf of itself and all sub-contractors
engaged for the performance of this work that only persons authorized to work in the United
States pursuant to the Immigration Reform and Control Act of 1986 and other applicable laws
shall be employed in the performance of the work hereunder.
10. Contractor Non-Discrimination. In the performance of this work, Contractor agrees that it will
not engage in, nor permit such sub-contractors as it may employ, to engage in discrimination in
employment of persons because of age, race, color, sex, national origin or ancestry, sexual
orientation, or religion of such persons.
11. Work Delays. Should Contractor be obstructed or delayed in the work required to be done
hereunder by changes in the work or by any default, act, or omission of the City, or by strikes,
fire, earthquake, or any other Act of God, or by the inability to obtain materials, equipment, or
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ATTACHMENT 2
Exhibit B: Contract Performance Terms Page B-2
labor due to federal government restrictions arising out of defense or war programs, then the time
of completion may, at the City's sole option, be extended for such periods as may be agreed upon
by the City and the Contractor.
12. Payment Terms. The City's payment terms are 30 days from the receipt of an original invoice
and acceptance by the City of the services provided by Contractor (Net 30).
13. Inspection. Contractor shall furnish City with every reasonable opportunity for City to ascertain
that the services of Contractor are being performed in accordance with the requirements and
intentions of this contract. All work done and all materials furnished, if any, shall be subject to
the City's inspection and approval. The inspection of such work shall not relieve Contractor of
any of its obligations to fulfill its contract requirements.
14. Audit. The City shall have the option of inspecting and/or auditing all records and other written
materials used by Contractor in preparing its invoices to City as a condition precedent to any
payment to Contractor.
15. Interests of Contractor. Contractor covenants that it presently has no interest, and shall not
acquire any interest direct or indirect or otherwise, which would conflict in any manner or degree
with the performance of the work hereunder. Contractor further covenants that, in the
performance of this work, no sub-contractor or person having such an interest shall be employed.
Contractor certifies that no one who has or will have any financial interest in performing this
work is an officer or employee of the City. It is hereby expressly agreed that, in the performance
of the work hereunder, Contractor shall at all times be deemed an independent contractor and not
an agent or employee of the City.
16. Hold Harmless and Indemnification. Contractor agrees to defend, indemnify, protect and
hold the City and its officials, agents, officers and employees harmless from and against any
and all claims asserted or liability established for damages or injuries to any person or
property, including injury to Contractor's employees, agents or officers which arise from or
are connected with or are caused or claimed to be caused by the acts or omissions of
Contractor, and its agents, officers or employees, in performing the work or services herein,
and all expenses of investigating and defending against same; provided, however, that
Contractor's duty to indemnify and hold harmless shall not include any claims or liability
arising from the established sole negligence or willful misconduct of the City, its agents,
officers or employees.
17. Contract Assignment. Contractor shall not assign, transfer, convey or otherwise dispose of the
contract, or its right, title or interest, or its power to execute such a contract to any individual or
business entity of any kind without the previous written consent of the City.
18. Termination. If, during the term of the contract, the City determines that Contractor is not
faithfully abiding by any term or condition contained herein, the City may notify Contractor in
writing of such defect or failure to perform; which notice must give Contractor a 10 (ten)
calendar day notice of time thereafter in which to perform said work or cure the deficiency.
If Contractor has not performed the work or cured the deficiency within the ten days specified in
the notice, such shall constitute a breach of the contract and the City may terminate the contract
immediately by written notice to Contractor to said effect. Thereafter, neither party shall have
any further duties, obligations, responsibilities or rights under the contract.
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ATTACHMENT 2
Exhibit B: Contract Performance Terms Page B-3
In said event, Contractor shall be entitled to the reasonable value of its services performed from
the beginning date in which the breach occurs up to the day it received the City's Notice of
Termination, minus any offset from such payment representing the City's damages from such
breach. "Reasonable value" includes fees or charges for goods or services as of the last
milestone or task satisfactorily delivered or completed by Contractor as may be set forth in the
Agreement payment schedule; compensation for any other work, services or goods performed or
provided by Contractor shall be based solely on the City's assessment of the value of the work-in-
progress in completing the overall workscope.
The City reserves the right to delay any such payment until completion or confirmed
abandonment of the project, as may be determined in the City's sole discretion, so as to permit a
full and complete accounting of costs. In no event, however, shall Contractor be entitled to
receive in excess of the compensation quoted in its proposal.
19. Ownership of Materials. All original drawings, plan documents and other materials prepared
by or in possession of Contractor as part of the work or services under these specifications shall
become the permanent property of the City, and shall be delivered to the City upon demand.
20. Release of Reports and Information. Any reports, information, data, or other material given
to, prepared by or assembled by Contractor as part of the work or services under these
specifications shall be the property of City, and shall not be made available to any individual or
organization by Contractor without the prior written approval of the City.
21. Copies of Reports and Information. If the City requests additional copies of reports, drawings,
specifications, or any other material in addition to what Contractor is required to furnish in
limited quantities as part of the work or services under these specifications, Contractor shall
provide such additional copies as are requested, and City shall compensate Contractor for the
costs of duplicating of such copies at the Contractor's direct expense.
22. Attendance at Meetings and Hearings. Contractor shall attend as many "working" meetings
with staff as necessary in performing workscope tasks.
23. Insurance. Contractor shall procure and maintain for the duration of the contract insurance
against claims for injuries to persons or damages to property that may arise from or in connection
with the performance of the work hereunder by Contractor, its agents, representatives, employees
or sub-contractors.
a. Minimum scope of insurance. Coverage shall be at least as broad as:
• Insurance Services Office Commercial General Liability coverage (occurrence
form CG 0001).
• Insurance Services Office form number CA 0001 (Ed. 1/87) covering
Automobile Liability, code 1 (any auto).
• Workers' Compensation insurance as required by the State of California and
Employer's Liability Insurance.
• Errors and Omissions Liability insurance as appropriate to Contractor’s
profession.
b. Minimum limits of insurance. Contractor shall maintain limits no less than:
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ATTACHMENT 2
Exhibit B: Contract Performance Terms Page B-4
• General Liability: $1,000,000 per occurrence for bodily injury, personal injury
and property damage. If Commercial General Liability or other form with a
general aggregate limit is used, either the general aggregate limit shall apply
separately to this project/location or the general aggregate limit shall be twice
the required occurrence limit.
• Automobile Liability: $1,000,000 per accident for bodily injury and property
damage.
• Employer's Liability: $1,000,000 per accident for bodily injury or disease.
• Errors and Omissions Liability: $1,000,000 per occurrence.
c. Deductibles and self-insured retentions. Any deductibles or self-insured retentions
must be declared to and approved by the City. At the option of the City, either: the
insurer shall reduce or eliminate such deductibles or self-insured retentions as respects
the City, its officers, officials, employees and volunteers; or Contractor shall procure a
bond guaranteeing payment of losses and related investigations, claim administration and
defense expenses.
d. Other insurance provisions. The general liability and automobile liability policies are to
contain, or be endorsed to contain, the following provisions:
• The City, its officers, officials, employees, agents and volunteers are to be
covered as insureds as respects: liability arising out of activities performed by or
on behalf of Contractor; products and completed operations of Contractor;
premises owned, occupied or used by Contractor; or automobiles owned, leased,
hired or borrowed by Contractor. The coverage shall contain no special
limitations on the scope of protection afforded to the City, its officers, official,
employees, agents or volunteers.
• For any claims related to this project, Contractor's insurance coverage shall be
primary insurance as respects the City, its officers, officials, employees, agents
and volunteers. Any insurance or self-insurance maintained by the City, its
officers, officials, employees, agents or volunteers shall be excess of Contractor's
insurance and shall not contribute with it.
• Any failure to comply with reporting or other provisions of the policies including
breaches of warranties shall not affect coverage provided to the City, its officers,
officials, employees, agents or volunteers.
• Contractor's insurance shall apply separately to each insured against whom claim
is made or suit is brought, except with respect to the limits of the insurer's
liability.
• Each insurance policy required by this clause shall be endorsed to state that
coverage shall not be suspended, voided, canceled by either party, reduced in
coverage or in limits except after thirty (30) days' prior written notice by
certified mail, return receipt requested, has been given to the City.
e. Acceptability of insurers. Insurance is to be placed with insurers with a current A.M.
Best's rating of no less than A:VII.
f. Verification of coverage. Contractor shall furnish the City with a certificate of
insurance showing maintenance of the required insurance coverage. Original
C8 - 13
ATTACHMENT 2
Exhibit B: Contract Performance Terms Page B-5
endorsements effecting general liability and automobile liability coverage required by
this clause must also be provided. The endorsements are to be signed by a person
authorized by that insurer to bind coverage on its behalf. All endorsements are to be
received and approved by the City before work commences.
C8 - 14
Proposal for Employee and Leadership
Development
July 21, 2014
Prepared by:
ATTACHMENT 2 - EXHIBIT A
C8 - 15
Project Summary
The City of San Luis Obispo is seeking to obtain expert consultation on program
development and course initiatives for a sustainable and contemporary progressive
employee and leadership academy building employee, supervisory, managerial, and
executive level skills. The Centre has designed and delivered, over many years, multi-
level development academies including the Professional Assistants Academy,
Supervisors Transition and Readiness Training (S.T.A.R.T), Supervisors Academy,
Public Management Academy, the Certified Public Manager® Program, and various
Executive level programs. These programs are regularly offered in an open-enrollment
format as well as customized for our clients to be delivered internally.
Executive
Academy
Management
Academy
Supervisor
Academy
Three-Tiered Employee and Leadership Development Model
Advanced leadership development curriculum
with hands on learning activities, high-profile
speakers, and interactive experiences.
Mid-level to high-level leadership development
curriculum, workshop based with various guest
presenters, panels, and competency-based
curriculum and experiential learning activities.
First time and experienced supervisory
development in workshop based activities and
learning experiences with broad exposure to key
competencies for leading others.
ATTACHMENT 2 - EXHIBIT A
C8 - 16
In delivering each of the academy programs, The Centre for Organization Effectiveness
utilizes a three-phased approach as shown below:
The first step, Assess, provides the foundation for the program. Not only are program
participants assessed on public sector competencies, but the competencies also inform
the design of the program.
The second step, Develop, makes up the bulk of the academy and consists of all efforts
to assist the participants in gaining and growing their skills and rounding out their
capabilities on the key competencies.
The third and final step, Inspire, is critical to the application of lessons learned and
ensuring the impact of the program is experienced within the organization. The learning
does not stop when the program ends and this final step is designed to support ongoing
collaboration and integration.
The Centre’s Academy Design and Delivery Process
The Centre follows a proven methodology to engage the organization in the process of
selecting the content for the Academy and tailoring the program to meet the development
needs of the organization. We also assist with all of the details to make this program a
success. Below are the five steps we utilize to organize and perform these services.
Project Scope and Alignment Meeting
Customization and Tailoring
Individual Assessment (if desired)
Facilitation of Academy
Ongoing Evaluation
Assess Develop Inspire
ATTACHMENT 2 - EXHIBIT A
C8 - 17
Step One: Project Scope and Alignment Meeting
The initial client meeting provides an opportunity to establish scope, confirm internal
experts and resources, establish dates and milestones, and clarify roles. Key
stakeholders are identified as well as potential guest speakers.
Step Two: Customization and Tailoring
The program content is reviewed and the client assists with selecting which content
modules, speakers, and assessments will meet the needs of the participants. The
Centre facilitator and speakers customize the content to fit the client’s culture and the
specific audience. The Centre facilitator works closely with internal staff to align content.
Examples might include inserting samples of the client’s performance evaluation
templates in the module on performance management and coaching.
The Centre facilitator coordinates this effort and briefs the consultants so that the
content and delivery of materials flow seamlessly.
Step Three: Individual Assessment
The Competency Instrument is given to participants before the start of the first session to
provide them with a foundation from which to focus from throughout the program. It is
usually debriefed within the first two weeks of the program. In addition, other
assessments are embedded in our development programs. These assessments are
selected during the project scope and alignment meeting.
Step Four: Facilitation of Academy
Each of our leadership development programs is fully coordinated and supported by The
Centre staff and the facilitator. This includes scheduling presenters and guest speakers,
coordinating panel discussions (if applicable), briefing presenters, guest speakers, panel
participants and experts, assembling participant materials and shipping them,
coordinating logistics with assessments, and setting up the training space with an
inviting atmosphere that is conducive to learning.
Creating an inclusive and inviting learning environment, utilizing credible and dynamic
speakers, and engaging participants in the learning are all hallmarks of The Centre’s
success.
Step Five: Ongoing Evaluation
Each session is evaluated by participants, staff, and speakers. The feedback received
guides decisions about improvements to future sessions. The Centre relies heavily on
evaluation feedback to validate content and methodology.
The Centre facilitator uses the feedback to continuously meet and exceed expectations
and also serves as a project manager, ensuring the program elements are executed
seamlessly.
ATTACHMENT 2 - EXHIBIT A
C8 - 18
Academy Components
We frequently partner with organizations to design and deliver supervisor, management,
and leadership development programs very similar to what the City of San Luis Obispo has
requested. As stated previously, there are three phases to our academies:
In carrying out the phases of the program outlined, the following actions will take place:
1. Assess: Welcome participants into the program, and identify specific areas for
development as well as key performance factors (strengths and strong capabilities).
2. Develop: Initiate key components of the program including development sessions,
group projects, individual development plans, and additional assessments.
3. Inspire: Applying the skills and knowledge back in the workplace through ongoing
individual development planning and continued collaboration.
The following diagram outlines the three components of the Academy and provides the basis
for the curriculum outline and other program details. We’ve included a sample timeline for one
Academy to showcase how it would occur over several months.
As you peruse our background and qualifications and see our long history with several
governmental entities, please note that this work always starts with a conversation about
what the organization is trying to accomplish and how our partnership and contribution will
Assess Develop Inspire
As
s
e
s
s
•Organizational/ Employee
Needs Assessment
•Competency Instrument
Customization
•Selection of Participants
•Welcome Letter
•Orientation for and launch
of 360-Degree Feedback
•Design of Training
Program(s)
De
v
e
l
o
p
•Group 360-Degree
Feedback Debrief
•Classroom Sessions
•Individual Development
Plan
•Vertical Integration
Sessions
•Group Projects
In
s
p
i
r
e
•Graduation
•Individual Development
Plan
•Follow-up Development
•Evaluation of Program
August -
October 2014
September -
April 2015 May 2015+
ATTACHMENT 2 - EXHIBIT A
C8 - 19
help the organization reach its goals. As such, we will meet with our internal partners at the
City of San Luis Obispo to ensure the program is designed in a way that will meet the needs
of the participants while reaching the goals of the City of San Luis Obispo.
Various Centre consultants, based upon content expertise, as well as a facilitator for
consistency, will lead the sessions. The Centre has found tremendous success in having a
facilitator guide the entire development process in order to build accountability in transferring
the classroom learning back on the job and to help participants make connections between
the topics and their personal development. The facilitator is present at each session.
The Centre has consistently and successfully delivered similar programs multiple times per
year for the past 20 years. Throughout each of our Academies, there is a reference back to
the competencies for each training topic. Application activities and case studies are used
during each module to create the best environment for adult learning and exploration.
Organizational/Employee Assessment
Often before beginning employee development initiatives The Centre conducts an
organizational and/or employee assessment. Obtaining some initial data can provide both
useful insights to inform what development options/topics are prioritized as well as initial
indicators from which to evaluate programmatic impacts year over year.
Benefits of Organizational and Employee Surveys
Organizational and Employee Surveys provide an opportunity to gain valuable insight from
employees that can be used to ensure employees are aligned with the direction of the
organization. Gaining a clear understanding of employee opinions, job satisfaction levels,
and overall engagement in their work is key to gaining full participation in achieving the
organization’s goals. There are many benefits from conducting an Organizational or
Employee Survey which include the opportunity to:
Discover gaps
Build trust
Improve engagement and increase performance
Identify strengths and areas for improvement
Obtain benchmarks and key insights on the current state
Remove barriers
Energize the workforce as well as management
Provide an opportunity for open and two-way communication
Increase involvement of all employees
Unlock the full potential of the workforce
The Centre follows a proven methodology to engage the entire organization in the process
and ensure the survey process is successful.
Survey Plan
Questionnaire Design
ATTACHMENT 2 - EXHIBIT A
C8 - 20
Gathering Feedback
Analysis and Reporting
Presentation and Next Steps
Follow Through
There are a few key elements to organizational assessments that provide a foundation for
ensuring the results are meaningful and useful. It is important that the:
questions will provide information the organization can act on and will have a positive
impact on the organization,
participation is high so the input received represents the majority of the organization,
and
both the executive team and management are engaged in moving forward with the
information received.
We strive to address any potential obstacles before they occur. In the planning phase we
ensure there are opportunities to engage the executive and management teams in the
survey design and implementation process. We also work with an internal committee or
task force established specifically to encourage participation by ensuring employees feel
safe providing feedback and understand how the information will be used. We also
leverage the committee in reviewing and testing the survey questions and online platforms.
In designing customized surveys, we find that it is most beneficial to ask strengths-based
questions which allow the organization to hear about what is going well and specific
adjustments might be made to enhance performance. Rather than focusing on what is not
going well, this approach ensures employees regard the organization positively as they
provide constructive feedback. The questions also provide clarity on what specifically can
be done to make improvements on low-rated questions.
Examples of strengths-based questions are:
I feel supported in making decisions
My team members collaborate often
I feel my supervisor trusts me to do a good job
Once the feedback is received and analyzed, we create a robust report that details the
ratings and open-ended comments, as well as connections, overall themes, and potential
reasons for the ratings. The Executive Summary details key insights and several
recommendations for quick implementation while the detailed reporting and analysis provide
valuable cross-tabulations and demographic/departmental breakdowns that ensure the
findings are meaningful and insightful. With the final report, a presentation is made to
executive management and a detailed plan is created for moving forward with the
information. The plan includes how the survey findings will be shared with the organization,
how executives and management will be involved in moving forward with the key insights,
as well as the process that will be used for gaining additional insight and applying the
findings (via action plans) in improving organizational performance.
ATTACHMENT 2 - EXHIBIT A
C8 - 21
Project Phases, Deliverables, and Timelines
An Engagement Survey generally takes approximately 12 weeks to complete. Key variables
that impact the timeline are: how quickly meetings can be scheduled and agreements can
be made on the questions, how much time it takes to reach minimum participation, and how
much support is required after the debriefing occurs.
Survey Plan
Creation of overall plan, timeline, dates, survey
format, incentive plan, committee involvement,
expectations, etc.
One
Week
Questionnaire
Design
Review and finalization of survey questions.
Involvement of survey committee and testing of
survey tool.
Two
Weeks
Gathering
Feedback
Launch of survey tool, tracking of participation,
reminders, encouragement, and administration
of incentives.
Three
Weeks
Analysis and
Reporting
Tabulation of data, detailed themes of open-
ended commentary, cross-tabulations, analysis,
executive summary, report writing and
presentation creation.
Three
Weeks
Presentation
and Next Steps
PowerPoint presentation and
executive/management debrief session(s).
Additional analysis if necessary. Agreement on
action plans, next steps, and detailed plan for
moving forward with key insights.
Two
Weeks
Follow Through
Focus groups, follow up reporting, raw data file
and report/presentation files transferred to
client, and any additional support as needed.
One to
Four
Weeks
Incorporation of Survey Results
Feedback obtained from the survey process will be incorporated into the development
programs in terms of topics offered, format of delivery, and inclusion of appropriate
perspectives (regional influence, City personnel, etc.). Not only does the feedback give an
important view into the collective attitudes, feelings, and behaviors of the employees, but the
collaborative and involved effort to do something with the information tends to engage and
invigorate entire teams, departments and the organization itself.
Competency Instrument (360-Degree Assessment)
In most organizations, the establishment of leadership competencies serves multiple
purposes. The “best practice” is to apply and integrate these job performance success
factors, or competencies, across human resource systems and leadership development
efforts.
The Centre has established a set of 17 well-validated, public sector leadership
competencies. The 84-item questionnaire assesses a manager's current level of
performance on 17 competencies, which have been judged critical to excellent performance
at executive levels of leadership and management in the public sector. Thousands of public
sector managers have taken The Centre’s Competency Instrument. Additionally, The Centre
ATTACHMENT 2 - EXHIBIT A
C8 - 22
regularly customizes Competency Instruments for client organizations, utilizing our online
platform and report format. Most recently The Centre created a Competency Instrument for
the San Diego City Water Authority and the Department of Consumer Affairs to assess
leader performance on their specifically established competencies.
The Competency Instrument Process
Step One: In order to create, implement and effectively use a Competency Instrument, there
is a standard series of activities that typically occur. First and foremost is the establishment
of guidelines that indicate how the information will be used, who will have access and how
long the data will be considered valid. This is a simple activity, yet requires depth of thought
to best meet the organizational desire for aggregate data and the individual’s need to use
this information for their own leadership development planning. Also, orientation sessions
are helpful to ensure the participants (targets) and their raters understand the purpose of the
assessment and understand the technology and due dates.
Step Two: Another key activity is the selection of the Raters. Typically, the participant is
asked to include themselves, their boss, at least three peers, at least three direct reports
and any others. Determination of how the raters will be selected is part of the ongoing
planning between the consultants and the internal team.
The Centre’s Competency Instrument is administered online and thus, it is possible to send
automated reminder notes to those who have not yet responded. This feature increases the
response rate, which is important to provide a broad and balanced perspective to the
individual.
Step Three: Providing survey feedback is an essential component of the 360-degree
assessment process. Centre consultants have a successful track record of providing
feedback to literally thousands of public sector managers and leaders using our own
validated Competency Instrument. Participants will take part in a group debrief where they
will receive their report and understand the format and the data. They will then create an
individual development plan and carry this through the academy.
Each participant receives an individualized report, which contains the following:
- A summary of all responses sorted by Rater Group
Step 1.
•Guidelines
•Expectations
•Agreements
•Survey
Design
•Orientation
for Targets
and Raters
Step 2.
•Selection of
Raters
•Invitation
•Reminders
•Creation of
Reports
Step 3.
•Group review of
report
•Individual
Development
Planning
ATTACHMENT 2 - EXHIBIT A
C8 - 23
- A Competency Profile radar chart with scores for each rating group across all
competencies
- A Competency Summary with scores for each competency group by Rater Group
- A verbatim report of open-ended comments by Rater Group
Additionally, an aggregate report will be provided to the City of San Luis Obispo to assist in
planning and designing the academies as well as any additional development efforts.
Individual Development Plan
The development of an Individual Leadership Development Plan is an important part of any
individual’s roadmap to success. Development plans have historically focused on bringing a
person’s weaknesses up to the level of their strengths or to an organizational standard.
One traditional limitation of development plans is that they have been overly reliant on the
incumbent defining areas for improvement. This typically results in a default to taking
classes, yet the transfer of training is very difficult.
Current thinking involves a multifaceted approach to development. For example, several
Centre clients have Leadership Development Programs that include required coursework,
elective coursework, action reflection learning teams and projects, job assignments to gain
new skills, mentorship components, access to executive leadership, and committee
assignments.
The value of the actual development plan is to provide a roadmap and intention to move
forward. In addition, the plan is a conversational tool between the employee and his/her
supervisor (and/or mentor) that can work hand-in-hand with career paths, employee career
interests, and organizational needs.
Group Project and Peer Learning Group
An additional option for the program is the designation of group projects and peer learning
groups. If this is desired, individuals will be assigned to a peer learning group, which is
designed to provide an opportunity to engage with peers and continue to discuss and apply
the topics covered in the sessions. The peer learning group can also complete a Group
Project. The Project is an opportunity to integrate skills, abilities and competencies gained
through the course of the program with real issues within the workplace. Joining theory and
practical application benefits the participants as well as the organization. Each group can
identify an organizational challenge to address, a change to implement, or a best practice to
examine. Every effort is made to ensure the participants can utilize efforts they are already
using in their everyday work. The goal is to provide an opportunity to apply what they are
learning in the classroom.
The goals of the peer learning meetings include:
Create a supportive learning environment for the participants to be able to feel free to
speak their thoughts, ideas, and concerns
Foster networking, relationship building, and awareness of others
Provide an opportunity to apply what is learned in the classroom to the work being done
around their department or work area
Typically, the group project is submitted to the program facilitator as a written document and
is also presented to the group and guests at the graduation celebration. Peer group
members provide each other with feedback. The facilitator also completes a formal
assessment of both the content of the project and the presentation style.
ATTACHMENT 2 - EXHIBIT A
C8 - 24
Project Management and Evaluation Methods
The Program Facilitator/Project Manager will meet with the internal team at the City of San
Luis Obispo to ensure the program is on track. There will be a report created to provide
updates on program progress. The Program Facilitator will ensure all consultants,
facilitators, and instructors are briefed on the program and provided with parameters for their
session. All program staff will receive feedback on their sessions and interactions and
adjust accordingly.
Additionally, The Centre has used a continuous improvement model that is designed to
continually refine and adjust program elements to best meet the needs of the participants.
Programs are modified with formal quantitative and qualitative data; slight changes in
learning objectives and course materials are made each time the program is offered. In the
same way, each element of the program is evaluated as it is implemented and modified
when appropriate.
There will be a session evaluation completed by participants after each session is
completed. The program will also have an overall evaluation completed after the last
session.
Academy Outlines
The City of San Luis Obispo is looking to implement academies at the supervisor, manager,
and executive leadership level. During the initial and ongoing planning activities, one of the
key issues is to agree on the expectations and key goals of each of the academies. There
are several approaches that can be used. We recommend using our pre-developed
Academies and including the 360-degree Competency Instrument in the manager and
executive leadership level programs. It is our belief that starting with a strong curriculum,
with a documented and proven track record over decades will work best for the City of San
Luis Obispo.
We have hundreds of examples where Centre consultants have assisted clients in
sequencing a logical and realistic timeline and implementation plan. We believe that both
strategic and tactical issues should be considered. For example, if the organization has not
completed its annual Work Plan/Budget process, it is difficult to deliver training content
asking the participants to develop Department goals that align strategically. Tactical issues
such as scheduling, involving key leaders, writing policy for a mentoring program should be
done in tandem with the development of each component in the Scope of Services. All of
this is considered as we work with the internal partners to construct an implementation plan.
PROGRAM
DEVELOP-
MENT
PROGRAM
IMPLEMEN-
TATION
PROGRAM
EVALUA-
TION
PROGRAM
MODIFI-
CATION
NEEDS
ASSESS-
MENT
ATTACHMENT 2 - EXHIBIT A
C8 - 25
As a public agency, we understand and appreciate the needs of Cities, Counties and other
government agencies. Our approach builds pride and engagement from employees, while
management learns effective strategy, change management, human resource development
and stewardship.
The Centre’s comprehensive leadership programs are comprised of varying combinations of
courses and curriculum. The content is designed to match the level and skills needed for
each client. We are proud to say that our curriculum is compliant with the State’s required
Supervisory Training Mandates.
The delivery of Leadership Academies is The Centre’s most successful service. Our
Academies are unique in that they continuously bring forward the latest issues and
challenges for public servants. While the content modules are plentiful to select from, most
clients align the training content with the competencies needed for successful current and
future leadership requirements.
We determine our “proven history of successful implementation” using multiple quantitative
and qualitative metrics such as number of participants enrolled, number of organizations
and agencies that repeatedly send participants, participant evaluation ratings of each
module, adaptation of a public program to an internally branded and customized program,
and other factors such as the skills demonstrated on the job after training and overall
organizational impact. Our consultants will work with City of San Luis Obispo to establish
“measures of successful implementation”.
Several examples of our pre-developed programs are listed and described here.
The Public Management Academy
Our most popular and long running Public Management Academy is comprised of the
following topics/modules:
“Leadership”
“Strategic Thinking and Strategic Planning”
“Effective Community/Public Meetings”
“Issues Facing Leaders Today”
“Strengths-Based Leadership”
“Ethics and Ethical Decision-making”
“Managing Changes and Trends”
“Risk-taking and Innovation”
“Influencing Others: Understanding Power and Politics”
“Building A High Performing Team”
“Staying Alive During Challenging Times: Building Resilience”
“Managing Conflict Constructively”
“Decision-making and Decisiveness”
“Career Management”
“Effective Presentation Skills”
“Cultural Awareness: A Focus on Generational Differences and Gender Communication”
ATTACHMENT 2 - EXHIBIT A
C8 - 26
This Academy is eight days long and The Centre has consistently and successfully
delivered it multiple times per year for the past 20 years. Throughout the Academy, there is
reference back to the competencies for each training topic. Application activities and case
studies are used during each module to create the best environment for adult learning and
exploration. The Management Academy training is compliant with time requirements and
topics outlined in Government Code Section 19995.4. This program qualifies for 6
Continuing Education Units (CEUs) through our alliance with UC San Diego.
Certified Public Manager Program (CPM)
The Centre has earned the distinction of being the only organization in California that is
approved to designate public managers as Certified Public Manager (CPM), accredited by
the American Academy of Certified Public Managers. CPM extends the learning of the
Public Management Academy into a graduate-level program, which is considered to be a
senior leadership program, and has a higher standard, time commitment and more strategic
learning objectives. CPM is designed to be intensive, competency-based and managers
and leaders to respond to complexities of highly charged political environment of public
service.
CPM is comprised of six, two-day modules with nationally-recognized, public sector-focused,
seasoned practitioners as speakers and faculty. Unique content delivered in CPM includes:
“Planning to Learn: Community Building, Networking, and Goal Setting
“Committing to Public Service”
“Avatars, Blogs, and Wikis, Oh My!: How Web 2.0 is Transforming Government”
“Emotional Intelligence – Understanding Self, Managing Self, Understanding Others, and
Managing Relationships”
“Applying Systems and Political Sensitivities to Solve Organizational Problems”
“Developing a Service Oriented Culture”
“Building, Rebuilding, and Sustaining Trust”
“Complying with Public Sector Laws Related to Organizational Functioning and
Transparency”
“Applying Ethical Models to Public Policy Decisions”
“Performance Measurement: Aligning Processes and Procedures with Institutional
Goals”
“Utilizing Process Re-engineering for Productivity Improvement”
“Advanced Communication and Public Relations in Public Environments and Honoring
the Community’s Voice”
“Business Etiquette and Interpersonal Savvy”
“Tips on Managing Your Career in the Public Sector”
“Practices in Talent Management”
“Building Budgets and Using Financial Information to Make Strategic Decisions in the
Public Arena”
“Employing Effective Negotiation Strategies in a Public Employee Organization”
“Extraordinary Leadership”
This program qualifies for 10 Continuing Education Units (CEUs) through our alliance with
UC San Diego. A critical component of this program is the requirement for participants to
complete a major work-related project under the guidance of a sponsor from their home
ATTACHMENT 2 - EXHIBIT A
C8 - 27
organization. Several CPM graduate projects have offset the cost of the program through
these projects.
Supervisors Academy
The Supervisors Academy is designed for first and second line supervisors and those who
lead front-line employees. This program can vary in length from 5-8 days depending on
variation in the content and activities. The typical curriculum modules include:
“The Changing Role of Supervisors”
“Best Practices of Leadership”
“Facilitation Skills and Meeting Effectiveness”
“Communication and Myers Briggs Type Indicator”
“Components of High Performance Teams”
“Advanced Coaching and Influencing Others”
“Managing Change”
“Communication and Conflict Resolution”
“Decision-making and Accountability”
“Goal Setting with Staff”
“Cultural Awareness: Generational Issues and Gender Communication”
Supervisors Transition and Readiness Training (START)
This two-day program is comprised of four modules to help new supervisors to hit the
ground running in their new roles and avoid the pitfalls that many new supervisors fall into in
the first few months on the job. Over the two days, the participants address:
What does it mean to be a supervisor?
How can you make a successful transition from individual contributor to being in charge
of a unit, team, or even department?
How should you deal with the most common practical issues new supervisors often
face?
Participants also create a Transition Action Plan which contains two elements:
o specific actions the participant will take to ensure their transition is successful,
and
o an outline of long-range skill development options that should be researched and
undertaken.
ATTACHMENT 2 - EXHIBIT A
C8 - 28
a. Staffing Plan
The project team consists of The Centre Executive Director, the Program Facilitator, the
Training Coordinator, Business Manager, and the instructors for each of the program
sessions.
Staffing Plan
The Executive Director provides general oversight and is the signing authority for The
Centre.
The Supervisors Academy, Management Academy and Executive Academy Facilitators
will be present at each of the sessions within the Academy as well as manage the
majority of participant communications and coordination of the instructors/guest
speakers.
The Training Coordinator will arrange all materials, binders, and assessments as well as
facilitate execution of the Competency Instrument.
The Business Manager manages all of the financial details of the program, including
invoicing and accounts payable.
The consultants, instructors, guest speakers will provide day-of services as appropriate.
Instructors are selected based on their experience in the public sector, their educational
background, and their expertise to deliver the specific content of the module.
Most of our consulting staff is Ph.D. trained or Masters-degree trained. The only
exceptions are consultants with decades of hands on leadership experience within the
public sector (i.e. retired City Manager, Chief Administration Officer, etc.) or those with
specific subject matter expertise necessary for a particular topic. Consultant
backgrounds range from industrial/organizational psychology, clinical psychology,
sociology, marriage and family counseling, and clinical social work.
Executive
Director
Supervisors
Academy
Facilitator
Training
Coordinator
Management
Academy
Facilitator
Consultants/
Instructors/
Speakers
Executive
Academy
Facilitator
Business
Manager
ATTACHMENT 2 - EXHIBIT A
C8 - 29
Consultants on this project include, but are not limited to:
Karen Oakes, Ph.D.
Dick Bowers, M.P.A., former City Manager
Connie Weiss, Ph.D., BCC
Sommer Kehrli, Ph.D., BCC
Kathryn Rippy, M.S., BCC
Trudy Sopp, Ph.D.
Keren Stashower, M.S.W., BCC
Gary Winters
Joyce Pardieu, Ph.D.
Judy Kaplan Baron, Ph.D.
Brian Beamish, M.S.
We have long-standing successful working relationships with each of the consultants
selected for this program.
b. Participation necessary from City staff
The Centre develops a close relationship with internal stakeholders to ensure the quality
of the programs and bridge communications between program participants and our
program staff. We will work regularly with key City staff to schedule sessions, transfer
program materials, and develop program components in a way that meets the
organization’s goals. We are conscious of the time we require of internal staff and we
work together to set meeting agendas, focus efforts, streamline processes, and work
efficiently.
Initial and Ongoing Planning Meetings with Internal OD Partner(s)
The initial planning meeting produces a work plan and common expectations for
timelines, deliverables, partnership roles, etc. The Centre has a high bar for the design
of effective development programs and ongoing planning and partnership meetings are
instrumental in keeping the consultants and the City’s internal team informed and
knowledgeable about the City’s preferences, culture and big picture issues.
Scope of Work and Project Fees
Please note that the total cost for the elements in each row is listed in bold at the top of the row
with the breakdown explained below.
Other Considerations and Notes:
Please note that food is not included in this price proposal. We highly recommend providing a
light breakfast and lunch. We can add food to the proposal if requested.
ATTACHMENT 2 - EXHIBIT A
C8 - 30
Offering Dates Cost Assumptions
Consulting/Advising/Strategy Sessions/Project
Management/Coordination and Competency
Instrument Design with Internal SLO Staff
Through-
out
$6,700 Travel and accommodations are
not covered in this figure. In
person meetings are combined
with other trips to SLO.
Executive Program
Fall 2014
1 executive session
Development/Teambuilding/Topics of Interest
and/or Regional/State/National Speaker(s)
Competency Instrument plus group debrief and
group profile
Late Fall 2015
1 vertical integration session bridge topics (in
attendance with Manager Academy and Supervisor
Academy cohorts)
Topics TBD, e.g., Emotional Intelligence,
Generations, etc.
Oversight of group projects
Attendance at Cohort Graduations to extend
accountability and discussion of learning and
project outcomes
October
or Nov
2014
Dec
2015
$14,800
11 Participants
Program Kick-off – January 2015
Introduction/Overview of Leadership
Development Efforts
Katie and Monica sharing their vision for HR’s
role in supporting long-term and system-wide
development needs
Introduction of The Centre
Fun, participatory activity to get everyone
excited
January
2015
$5,200 Ideal to be offered to all
employees
Can be delivered in following
formats:
1 half day
2 three hour sessions on
same day
3 two hour sessions on same
day
ATTACHMENT 2 - EXHIBIT A
C8 - 31
START – 2 days – Spring 2015
Workbooks
Books
Assessments
Certificates
February
2015
$14,000
per
cohort
30 participants
Two days in a row
Additional cohorts can be purchased at this price.
Supervisor Academy – 5 days – FALL 2015
Binder/Materials
Assessments
Group Projects
Certificates
Plus 1 Vertical Integration Sessions with Manager
Academy cohort and Executives
Sept, Oct
& Nov
2015
$32,500
per
cohort
28 participants
5 day schedule is comprised of
two day modules with one stand-
alone day
Vertical integration session adds
one day to the Academy
Additional cohorts can be purchased at this price.
Manager Academy – 6 days – FALL 2015
Binder/Materials
360 Competency Instrument with debrief
Multiple self-assessments
Opportunity for presentation recording and
feedback
Group Projects
Framed Certificates
Plus 1 Vertical Integration Sessions with Supervisor
Academy cohort and Executives
Sept, Oct,
& Nov
2015
$58,000
per
cohort
31 participants
6 day schedule is comprised of
two days in a row, three separate
times
Vertical integration session adds
one day to the Academy
Additional cohorts can be purchased at this price.
Targeted Training- Spring 2015
2 half-day sessions on one day (half-day in the
morning and half-day in the afternoon)
Topics to be determined based on needs
assessment
The assumption built into the targeted trainings
is that we will be able to book the
sessions/topics in connection to when a
facilitator or presenter is already in San Luis
Obispo for one of the other Academies (as to
offset the travel expense.)
February
2015
$9,500 60 participants (30 morning/30
afternoon)
Assessment fees may increase
based on sessions selected;
however, one self - assessment is
assumed for these sessions
Engagement Survey/Needs Assessment – Fall 2014
July –
Oct 2014
$22,500 Survey committee begins
designing survey in August/Sept.
Survey launch in Sept, Reports
ready in mid-Nov.
Total $163,200
ATTACHMENT 2 - EXHIBIT A
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County of San Luis Obispo ATTACHMENT 3 GENERAL SERVICES AGENCY
Janette D. Pell, Director
Cody VanDorn, Department Administrator
1087 Santa Rosa Street San Luis Obispo, CA 93408 Phone: 805.781.5200 www.slocounty.ca.gov/gsa
REQUEST FOR PROPOSAL # 1235
EMPLOYEE UNIVERSITY TRAINING AND DEVELOPMENT CONSULTANT
September 19, 2013
The County of San Luis Obispo (County) is currently soliciting proposals for professional services for
Employee University Training and Development Consultant.
Each proposal shall specify each and every item as set forth in the attached specifications. Any and
all exceptions must be clearly stated in the proposal. Failure to set forth any item in the specifications
without taking exception may be grounds for rejection. The County reserves the right to reject any
and all proposals and to waive any irregularity or informality in any proposal or in the Request for
Proposal process, as long as, in the judgment of the County, such action will not negate fair
competition and will permit proper comparative evaluation of the proposals submitted.
This Request for Proposal is posted on the County’s Purchasing website at
http://www.slocounty.ca.gov/GSA/Purchasing/Current_Formal_Bids_and_Proposals.htm.
Any changes, additions, or deletions to this Request for Proposal will be in the form of an addendum
issued by the County. Any addenda will be posted on the website. Prospective proposers must
check the website for addenda or other relevant new information during the response period. The
County is not responsible for the failure of any prospective proposer to receive such addenda. All
addenda so issued shall become a part of this Request for Proposal.
If your firm is interested and qualified, please submit five (5) hard copies and one (1) electronic copy
(on CD) of your proposal on October 18, 2013 by 3:00 p.m. to:
County of San Luis Obispo
Phill Haley, GSA Purchasing
1087 Santa Rosa Street
San Luis Obispo, CA 93408
If you have any questions about the proposal process, please contact me. For technical questions
and information contact Robin Mason at (805) 781-4244.
All questions pertaining to the content of this Request for Proposal must be made in writing through
Public Purchase. All questions will receive a response within five (5) business days. Questions and
responses will be posted (anonymously) on the County’s Purchasing web site and can be viewed by
accessing the Request for Proposal located at:
http://www.slocounty.ca.gov/GSA/Purchasing/Current_Formal_Bids_and_Proposals.htm
The County reserves the right to determine the appropriateness of comments / questions that will be
posted on the website.
PHILL HALEY
Buyer II– GSA Purchasing
phaley@co.slo.ca.us
C8 - 33
ATTACHMENT 3
County of San Luis Obispo RFP # 1235 September 19, 2013 Page 2
EMPLOYEE UNIVERSITY TRAINING AND DEVELOPMENT CONSULTANT
LOCAL VENDOR PREFERENCE
The County has established a local vendor preference. When quality, service, and other relevant
factors are equal, responses to Requests for Proposals will be evaluated with a preference for local
vendors. Note the following exceptions:
1. Those contracts which State Law or, other law or regulation precludes this local
preference.
2. Public works construction projects.
A "local" vendor preference will be approved as such when, 1) The vendor conducts business in a
fully staffed office with a physical address within the County of San Luis Obispo; 2) The vendor holds
a valid business license issued by the County or a city within the County; and 3) The vendor has
conducted business at the local address for not less than six (6) months prior to the due date of this
Request for Proposal..
Proposals received in response to this Request for Proposal will be evaluated by the Selection
Committee considering the local vendor preference described above when quality, service and other
relevant factors are equal. The burden of proof will lie with proposers relative to verification of "local"
vendor preference. Should any questions arise, please contact a buyer at (805) 781-5200.
YES
NO
Do you claim local vendor preference?
Do you conduct business in an office with a physical location
within the County of San Luis Obispo?
Business Address: ___________________________________________________________
__________________________________________________________________________
Years at this Address: _________________________________________________________
Does your business hold a valid business license issued by the
County or a City within the County?
Name of Local Agency which issued license: _______________________________________
Business Name: ______________________________________________________________
Authorized Individual: _______________________ Title: ______________________________
Signature: ________________________________ Dated: ____________________________
C8 - 34
ATTACHMENT 3
County of San Luis Obispo RFP # 1235 September 19, 2013 Page 3
EMPLOYEE UNIVERSITY TRAINING AND DEVELOPMENT CONSULTANT
PROPOSAL SUBMITTAL AND SELECTION
1. All proposals, consisting of five (5) hard copies and one (1) electronic copy (on CD) must be
received by mail, recognized carrier, or hand delivered no later than 3:00 p.m. on October 18,
2013. Late proposals will not be considered and will be returned, unopened.
2. All correspondence should be directed to:
San Luis Obispo County
General Services Agency
1087 Santa Rosa Street
San Luis Obispo, CA 93408
ATTENTION: Phill Haley
Telephone: (805) 781-5904
3. All costs incurred in the preparation and submission of proposals and related documentation
will be borne by the proposer.
4. It is preferred that all proposals be submitted on recycled paper, printed on two sides.
5. Selection of qualified proposers will be by an impartial Selection Committee using an approved
County procedure for awarding professional contracts. Selection will be made on the basis of
the proposals as submitted, although the County reserves the right to interview applicants as
part of the selection process. The proceedings of the Selection Committee are confidential,
and members of the Selection Committee are not to be contacted by the proposers.
6. This Request for Proposal does not constitute an offer of employment or to contract for
services.
7. The County reserves the option to accept or reject any or all proposals, wholly or in part,
received by reason of this request, and make more than one award, or no award, as the best
interests of the County may appear.
8. All documents submitted to the County in response to this Request for Proposal will become
the exclusive property of the County and may be returned to the proposer or kept by the
County, in the County’s sole discretion.
9. All proposals shall remain firm for ninety, (90) days following closing date for receipt of
proposals.
10. The County reserves the right to award the contract to the firm who presents the proposal
which in the judgment of the County, best accomplishes the desired results, and shall include,
but not be limited to, a consideration of the professional service fee.
11. Any contract awarded pursuant to this Request for Proposal will incorporate the requirements
and specifications contained in this Request for Proposal. All information presented in a
proposer’s proposal will be considered binding upon selection of the successful proposer,
unless otherwise modified and agreed to by the County during subsequent negotiations.
12. - The successful proposer is expected to execute a contract similar to the contract in Appendix
A. This sample contract is for reference to the anticipated terms and conditions governing the
County and the successful proposer. The proposer must take exception in their proposal to
any section of the attached contract they do not agree with. Failing to do so will be deemed as
acceptance by the proposer to the terms spelled out in the sample contract. The County
reserves the right, in its sole discretion, to add, delete, or modify, or negotiate additional terms
C8 - 35
ATTACHMENT 3
County of San Luis Obispo RFP # 1235 September 19, 2013 Page 4
EMPLOYEE UNIVERSITY TRAINING AND DEVELOPMENT CONSULTANT
and conditions to the attached contract. BEFORE BEGINNING ANY WORK OR
SUBMITTING A PROPOSAL IT IS ADVISED THAT PROPOSERS READ THE COUNTY
INSURANCE AND INDEMNIFICATION REQUIREMENTS IN THE ATTACHED SAMPLE
CONTRACT. The selected proposer will be asked to provide evidence that County insurance
requirements have been met. See Appendix A – Sample County Contract, and in the Sample
County Contract the insurance requirements are found in Exhibit A.
13. Under the provisions of the California Public Records Act (the “Act”), Government Code
section 6252 et seq., all “public records” (as defined in the Act) of a local agency, such as the
County, must be available for inspection and copying upon the request of any person. Under
the Act, the County may be obligated to provide a copy of any and all responses to this
Request for Proposal, if such requests are made after the contract is awarded. One exception
to this required disclosure is information which fits within the definition of a confidential trade
secret [Government Code section 6254(k)] or contains other technical, financial or other data
whose public disclosure could cause injury to the proposer’s competitive position. If any
proposer believes that information contained in its response to this Request for Proposal
should be protected from disclosure, the proposer MUST specifically identify the pages of the
response that contains the information by properly marking the applicable pages and inserting
the following notice in the front of its response:
NOTICE: The data on pages _ of this response identified by an asterisk (*)
contain technical or financial information, which are trade secrets, or
information for which disclosure would result in substantial injury to the
proposer’s competitive position. Proposer requests that such data be used
only for the evaluation of the response, but understands that the disclosure
will be limited to the extent the County considers proper under the law. If an
agreement is entered into with the proposer, the County shall have the right
to use or disclose the data as provided in the agreement, unless otherwise
obligated by law.
The County will not honor any attempt by proposer to designate its entire proposal as
proprietary. If there is any dispute, lawsuit, claim or demand as to whether information within
the response to the Request for Proposal is protected from disclosure under the Act, proposer
shall indemnify, defend, and hold harmless, the County arising out of such dispute, lawsuit,
claim or demand.
14. An electronic copy of your proposal must be included. This electronic copy should include all
documents being submitted combined into one Adobe Acrobat (pdf) file on a CD, using this
convention for the file name: FIRM NAME + RFP NUMBER (e.g., if your firm is Acme Inc.
and you are responding to RFP #1101, your Acrobat (pdf) file would be named: ACME
1101.pdf)
Additionally, if you deem any part of your proposal as proprietary and not to be disclosed
under the California Public Records Act as explained in item 13 above, please mark the CD
with the phrase “Proprietary Information Included”. This can be hand written or printed on
the CD label.
C8 - 36
ATTACHMENT 3
County of San Luis Obispo RFP # 1235 September 19, 2013 Page 5
EMPLOYEE UNIVERSITY TRAINING AND DEVELOPMENT CONSULTANT
PROPOSAL FORMAT
A qualifying proposal must address all of the following points and shall be in the format outlined in this
section:
1. Project Title
2. Applicant or Firm Name
3. Firm Qualifications
a. Type of organization, size, professional registration and affiliations.
b. Names and qualifications of personnel to be assigned to this project.
c. Outline of recent projects completed that are directly related to this project. Consultant
is required to demonstrate specific design and project expertise relating to the
requirements of the Project Scope.
d. Qualifications of consultants, subcontractors, or joint venture firm, if appropriate.
e. Client references from recent related projects, including name, address and phone
number of individual to contact for referral.
4. Understanding of and Approach to the Project
a. Summary of approach to be taken.
b. Description of the organization and staffing to be used for the project.
c. Indication of information and participation the proposer will require from County staff.
d. Indication of time frame necessary to complete the plan review once a Notice to
Proceed is issued.
5. Fees and Insurance
a. Propose total fixed fees to complete project as described under Project Scope.
b. The selected Consultant will be required to provide insurance coverage in the amount
of $ 1,000,000 General Liability Insurance. This amount of insurance coverage shall
be reflected in your estimated professional fee.
c. The Consultant shall provide within five (5) days after the Notice of Award is issued a
certificate of liability insurance naming the County of San Luis Obispo and its
employees and officers as additionally named insured. This shall be maintained in full
force and effect for the duration of the contract and must be in an amount and format
satisfactory to the County.
d. INSURANCE REQUIREMENTS
Contractor 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 the Contractor, its agents,
representatives, or employees.
C8 - 37
ATTACHMENT 3
County of San Luis Obispo RFP # 1235 September 19, 2013 Page 6
EMPLOYEE UNIVERSITY TRAINING AND DEVELOPMENT CONSULTANT
MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:
1. Commercial General Liability (CGL): Insurance Services Office (ISO) Form CG
00 01 covering CGL on an "occurrence" basis for bodily injury and property
damage, including products-completed operations, personal injury and advertising
injury, with limits no less than $1,000,000 per occurrence. If a general aggregate
limit applies, either the general aggregate limit shall apply separately to this
project/location or the general aggregate limit shall be twice the required
occurrence limit.
2. Automobile Liability: ISO Form Number CA 0001 covering, Code 1 (any auto), or
if Contractor has no owned autos, Code 8 (hired) and 9 (non-owned), with limit no
less than $1,000,000 per accident for bodily injury and property damage.
3. Workers' Compensation insurance as required by the State of California, with
Statutory Limits, and Employer's Liability Insurance with limit of no less than
$1,000,000 per accident for bodily injury or disease. If Contractor will provide
leased employees, or, is an employee leasing or temporary staffing firm or a
professional employer organization (PEO), coverage shall also include an Alternate
Employer Endorsement (providing scope of coverage equivalent to ISO policy form
WC 00 03 01 A) naming the County as the Alternate Employer, and the
endorsement form shall be modified to provide that County will receive not less
than thirty (30) days advance written notice of cancellation of this coverage
provision. If applicable to Contractor’s operations, coverage also shall be arranged
to satisfy the requirements of any federal workers or workmen’s compensation law
or any federal occupational disease law.
(Not required if Contractor provides written verification it has no employees)
If the Contractor maintains higher limits than the minimums shown above, the County
requires and shall be entitled to coverage for the higher limits maintained by the
contractor.
OTHER INSURANCE Provisions
The insurance policies are to contain, or be endorsed to contain, the following
provisions:
Additional Insured Status
The County, its officers, officials, employees, and volunteers are to be covered as
insureds on the auto policy with respect to liability arising out of automobiles owned,
leased, hired or borrowed by or on behalf of the Contractor; and on the CGL policy with
respect to liability arising out of work or operations performed by or on behalf of the
Contractor including materials, parts, or equipment furnished in connection with such
work or operations. General liability coverage can be provided in the form of an
endorsement to the Contractor's insurance (at least as broad as ISO Form CG 20 10,
11 85 or both CG 20 10 and CG 23 37 forms if later revisions used).
Primary Coverage
For any claims related to this contract, the Contractor's insurance coverage shall be
primary insurance as respects the County, its officers, officials, employees, and
volunteers. Any insurance or self-insurance maintained by the County, its officers,
C8 - 38
ATTACHMENT 3
County of San Luis Obispo RFP # 1235 September 19, 2013 Page 7
EMPLOYEE UNIVERSITY TRAINING AND DEVELOPMENT CONSULTANT
officials, employees, or volunteers shall be excess of the Contractor's insurance and
shall not contribute with it.
Notice of Cancellation
Each insurance policy required above shall state that coverage shall not be
canceled, except after thirty (30) days' prior written notice (10 days for non-
payment) has been given to the County.
Failure to Maintain Insurance
Contractor’s failure to maintain or to provide acceptable evidence that it maintains the
required insurance shall constitute a material breach of the Contract, upon which the
County immediately may withhold payments due to Contractor, and/or suspend or
terminate this Contract. The County, at its sole discretion, may obtain damages from
Contractor resulting from said breach.
Waiver of Subrogation
Contractor hereby grants to County a waiver of any right to subrogation which any
insurer of said Contractor may acquire against the County by virtue of the payment of
any loss under such insurance. Contractor agrees to obtain any endorsement that may
be necessary to affect this waiver of subrogation, but this provision applies regardless
of whether or not the County has received a waiver of subrogation endorsement from
the insurer.
Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by the
County. The County may require the Contractor to provide proof of ability to pay losses
and related investigations, claim administration, and defense expenses within the
retention.
Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best's rating of no less than
A:VII, unless otherwise acceptable to the County.
Claims Made Policies
If any of the required policies provide coverage on a claims-made basis:
1. The Retroactive Date must be shown and must be before the date of the contract
or the beginning of contract work.
2. Insurance must be maintained and evidence of insurance must be provided for at
least five (5) years after completion of the contract of work
3. If coverage is canceled or non-renewed, and not replaced with another claims-
made policy form with a Retroactive Date prior to the contract effective date, the
Contractor must purchase "extended reporting" coverage for a minimum of five (5)
years after completion of contract work.
Separation of Insureds
All liability policies shall provide cross-liability coverage as would be afforded by the
standard ISO (Insurance Services Office, Inc.) separation of insureds provision with no
insured versus insured exclusions or limitations.
C8 - 39
ATTACHMENT 3
County of San Luis Obispo RFP # 1235 September 19, 2013 Page 8
EMPLOYEE UNIVERSITY TRAINING AND DEVELOPMENT CONSULTANT
Verification of Coverage
Contractor shall furnish the County with original certificates and amendatory
endorsements or copies of the applicable policy language effecting coverage required
by this clause. All certificates and endorsements are to be received and approved by
the County before work commences. However, failure to obtain the required
documents prior to the work beginning shall not waive the Contractor's obligation to
provide them. The County reserves the right to require complete, certified copies of all
required insurance policies, including endorsements required by these specifications,
at any time.
Certificates and copies of any required endorsements shall be sent to:
San Luis Obispo County
Human Resources
County Govt. Center, Rm D250
San Luis Obispo CA 93408
Attention: Robin Mason
Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting
all the requirements stated herein.
Special Risks or Circumstances
County reserves the right to modify these requirements, including limits, based on the
nature of the risk, prior experience, insurer, coverage, or other special circumstances.
e. INDEMNIFICATION
To the fullest extent permitted by law, CONTRACTOR shall hold harmless, defend and
indemnify the County and its officers, officials, employees and volunteers from and
against any and all liability, loss, damage, expense, costs (including without limitation
costs and fees of litigation) of every nature arising out of or in connection with
Contractor’s performance of work hereunder or its failure to comply with any of its
obligations contained in the agreement, except such loss or damage which was caused
by sole negligence or willful misconduct of the County.
C8 - 40
ATTACHMENT 3
County of San Luis Obispo RFP # 1235 September 19, 2013 Page 9
EMPLOYEE UNIVERSITY TRAINING AND DEVELOPMENT CONSULTANT
PROJECT SCOPE
Scope of Work
Provide expert consultation on program development and course initiatives for a sustainable and
contemporary leadership academy (supervisory and managerial levels), as well as an executive level
training program for County leadership (department head and director levels). The academy should
include multiple courses and incorporate adult learning best practices.
Provide solutions for an effective, efficient, and sustainable knowledge transfer program to assist with
succession planning efforts.
Develop and provide course curriculum tailored to meet the specific needs of the County’s mission,
vision and values.
Serve as training instructor; provide alternate instructors as needed.
Identify, assess and make recommendations regarding Employee University
deficiencies/opportunities.
Solicit feedback and work in alignment with the County’s Human Resources Department and the
Employee University Advisory Committees.
Develop course evaluation tools; produce performance metrics based on course and program
evaluations.
Qualifying Questions
Explain your experience in the design and implementation of leadership training programs based on
the specific needs of your client organizations. Please provide a detailed description of the program
implementation process and timeline from start to finish, including the role you played in training other
trainers or conducting the training yourself.
Tell us how you would work with the County of San Luis Obispo’s Employee University to ensure a
timely implementation and long term sustainability in the implementation of leadership and
supervisory training initiatives? Please clearly identify the necessary components of a sustainable
training program for timely roll-out and long term success.
Tell us about your experience in developing and implementing effective succession planning solutions
in a Civil Service environment. Please also discuss your past experience in providing creative,
innovative and practical knowledge transfer solutions for an organization similarly structured to the
County (variety of departments of different sizes and needs).
Provide a statement that the Proposer has at least (5) years experience providing services on
employee training and development as requested in this RFP and a list of customers for whom said
services were performed. For each customer, provide:
Name of entity
Services performed
Date services were performed
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ATTACHMENT 3
County of San Luis Obispo RFP # 1235 September 19, 2013 Page 10
EMPLOYEE UNIVERSITY TRAINING AND DEVELOPMENT CONSULTANT
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