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HomeMy WebLinkAbout12-13-2016 Item 09 Authorize City Manager to Enter into a sole source contract with Centre for Organization Effectiveness Meeting Date: 12/13/2016 FROM: Monica Irons, Director of Human Resources Prepared By: Brittani Roltgen, Administrative Assistant SUBJECT: AUTHORIZE CITY MANAGER TO ENTER INTO A SOLE SOURCE CONTRACT WITH CENTRE FOR ORGANIZATION EFFECTIVENESS (COE) FOR EMPLOYEE AND LEADERSHIP DEVELOPMENT PROGRAM RECOMMENDATION 1. Authorize the issuance of a purchase order to the COE in the amount of $125,000; and 2. Authorize the City Manager to execute a sole source agreement with the COE not to exceed $125,000 for fiscal year 2016-17 to continue a comprehensive employee and leadership development and core competency program for the City of San Luis Obispo. DISCUSSION At the 2013-14 Budget Supplement Council authorized one-time costs of $170,000, expended during 2014-15 and 2015-16, to fund the creation of an employee development and leadership program for the City. The program has been launched through a partnership with the COE that provides expertise in the area of organizational development, assessments, training delivery, and coaching and consultation on organizational development related issues. The allocated funds were spent by the end of June 2016 and provided over 100 City employees (an employee may be a participant in multiple trainings or academies) with a variety of training and development opportunities. At the 2016-17 Budget Supplement Council authorized ongoing costs of $125,000 annually to maintain the 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. As described in the Significant Operating Program Change (SOPC) request (Attachment A) approved by Council as part of the Supplement, the City will utilize a proven competency based program developed by the COE. The proposed offerings in 2016-17 are paced to align with other priorities in the City, to compliment work already done, to ensure a strong foundation of the competencies and principles with broad saturation so employees are “speaking the same language”, and to take advantage of regional offerings for cost effectiveness. 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”. The County of San Luis Obispo issued Request for Proposal #1235 for Employee University Training and Development Consultant on September 19, 2013. The COE responded to that request by submitting a comprehensive proposal. The City’s Human 9 Packet Pg. 137 Resources Director participated in evaluating the proposals submitted to the Council and was very impressed with the services offered by the COE. The County and City discussed potential economies of scale if the two agencies used the same vendor to provide profes sional development services and Council authorized the use of COE on August 19, 2014. Furthermore, having regional alignment in terms of professional development assists with creating synergies and opportunities for knowledge sharing and relationship building. Feedback on the services provided by the COE has been very favorable. Further, many of the trainings the City anticipates taking advantage of in 2016-17 are being offered through the COE on a regional basis, thus reducing the per person cost of this training and development. Issuing a new Request for Proposal and potentially contracting with another provider would delay critical training and development and potentially increase per person costs and reduce the effort to not only have a reliable and capable City workforce, but a regionally aligned one as well. The Centre’s “one-stop shop” approach, meaning they design and deliver the training, manage much of the logistics, and provide expert advice on professional development efforts, is very efficient. FISCAL IMPACT Council authorized $125,000 annually to maintain the comprehensive, integrated employee development and leadership program at the 2016-17 Budget Supplement. Therefore, there is no fiscal impact of authorizing the City Manager to execute this sole source contract. ALTERNATIVE 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 the City has experienced excellent results through this consulting group that specializes in local government workforce development, it is not likely that this effort would result in a different outcome in terms of price or the effectiveness of the program. The timeframe required to develop and solicit proposals will further delay much needed employee development and succession planning. Attachments: a - COE SOPC b - COE Contract 16-17 9 Packet Pg. 138 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) Summary of Change: Provide funding for employee and leadership development on an ongoing basis. Specifically, fund a continuing partnership with the Centre for Organization Effectiveness (COE) and other consultants to ensure the City provides the training and development opportunities necessary to ensure continuous service to the community. Fiscal Impact: Ongoing cost of $125,000 beginning in 2016-17 will ensure continued regular offerings in key public sector competencies to ready the workforce for future opportunities. Service Level Impact: Continued investment in employee and leadership development impacts the Council’s other important objective of Fiscal Responsibility and Sustainability. The Council adopted Fiscal Responsibility Philosophy commits to excellent service, fiscal health, informed decision making, shared responsibility, increased transparency, aligned investments, diversified and aligned revenue sources, addressing long-term unfunded liabilities, and continued efficiency and effectiveness. The City’s Leadership and Learning Academy and partnership with the COE ensures City employees are well- equipped for current and future demands by focusing on the development of proven public sector competencies, preparation for supervisory, program management, and leadership roles in complex environments. KEY OBJECTIVES 1. Maintain the well-received “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. Continue to offer academies that prepare employees for critical supervisory, program management, and leadership roles to ensure smooth transitions as staff are hired into the organization and/or take on new opportunities in the organization. 3. Continue to provide assessments and training that enhance individual contributors’ communication, customer service, and team skills to ensure high quality service delivery to the community. 4. Enhance performance through collaborative organizational wide projects. 5. Improve resilience, change management, transition, conflict resolution, customer service, and communication skills through “open” trainings available to all employees; positively influencing turnover, retention, promotion, and customer service. 6. Strengthen regional collaboration by working with the County of San Luis Obispo and other local cities (such as the City of Santa Maria) to minimize costs and maximize synergies. 7. Support a sustainable Healthy and Smart organizational culture that recognizes the value of, and appropriately invests in, employee development as the “multiplier” of its investment in strategy, technology, budget, and processes. 9.a Packet Pg. 139 Attachment: a - COE SOPC [Revision 2] (1517 : Centre for Org Effectiveness) SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) 8. Align human resources systems such as recruitment and selection, performance management, employee recognition, classification and compensation, etc. to support the identified public sector competencies used in the training and academies. 9. Enhance the City’s ability to recruit and retain critical talent by regularly providing training and development opportunities that prepare the workforce to meet future demands. 10. Develop performance measures that help measure the effectiveness of these training and development opportunities. Shift from a focus of number of employees participating to outcomes such as number of employees selected for opportunities in the organization (promotional as well as cross functional project teams), measured improvement in themes identified in the employee engagement survey, and reduced turnover. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE 1. At the 2013-15 Financial Plan Supplement Council authorized one-time costs of $170,000 in 2014- 15, expended during 2014-15 and 2015-16, to fund the creation of an employee development and leadership program for the City. The program has been launched through a partnership with the Centre for Organization Effectiveness who provides expertise in the area of organizational development, assessments, training delivery, and coaching and consultation on organizational development related issues. The allocated funds will be spent by the end of June 2016 and have provided over 100 City employees (an employee may be a participant in multiple trainings or academies) with training and development opportunities as identified below: a) Developed, administered, and summarized results of an employee engagement survey in October 2014. Sixty-six percent of City employees participated, providing constructive feedback on ten categories, including overall satisfaction. Feedback received was foundational in designing the training and programs delivered to City employees. b) Employee Engagement Survey results were shared with Department Heads in a workshop facilitated by the Centre to ensure buy-in, initiate action plans to address areas for improvement, and to introduce the leadership team to the key concepts that would be presented in the academies and trainings. c) Employee Engagement Survey results were presented to all employees in January 2015. d) 35 participants graduated from Supervisor Transition and Readiness Training (S.T.A.R.T) in March 2015 e) 29 participants graduated from Supervisor Academy in December 2015, using the knowledge gained to prepare and present reports on team building, best practices for supervisors, tips on developing a personal leadership style, and recognizing an organizational “bright spot” (the City’s Neighborhood Officer program). f) 30 participants graduated from the Leadership Lab in 2015 presenting three distinct projects related to improving the City’s Onboarding program (implementation in process), refining the City’s two year financial planning process (recommendations 9.a Packet Pg. 140 Attachment: a - COE SOPC [Revision 2] (1517 : Centre for Org Effectiveness) SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) available for review by Budget Manager and team members willing to support implementation), and a re-imagination of the City’s Community Academy. g) 57 participants in the Generations training resulting in clearer understanding of generational differences, how it impacts communication, team building, and work motivations. h) 114 participants in training using the DISC Behavior Profile as a foundation for learning more about effective communication among various behavioral styles in February 2016. i) 82 participants in the Leadership and Learning Academy Spring Programs in March 2016. The Spring Programs offered four workshops on the following topics: Delegation, Time Management, Building Resilience and Making a Successful Transition. j) Approximately 60 graduates from the START, Supervisor Academy, and Leadership Lab joined the Department Head team to refresh on academy learnings, discuss how to leverage strengths to achieve objectives, and ensure a Healthy and Smart organization. Department specific action plans were developed with cross-departmental support. k) In June 2016 the Centre will provide additional opportunities for approximately 30 participants to explore their behavioral style using the DISC profile and learn more about leveraging strengths to achieve results. 2. The feedback from participants as well as leaders in the organization is very positive. Employees state they feel more supported in their desire to pursue advancement opportunities with the City and are better equipped to deal with the complex, demanding, and changing environment in which we work. Fifteen participants have been promoted to new, or are in acting roles in the organization since participating in these academies and trainings. 3. As the City goes through a period of slightly higher than typical turnover (approximately 10% City- wide), these programs allow employees from all departments to get to know each other and work together on key issues for the organization. Two participants in the academies were new (less than one year) to the City and provided feedback that participation increased their internal networks and helped to orient them to the broader organization much more quickly and effectively. The City will soft-launch a comprehensive Onboarding program in June 2016 because of the work completed by one of the Leadership Lab teams that offered to implement their proposal following the completion of the Leadership Lab program. Onboarding is recognized as being critical to the success of new hires by helping them adjust to the social and performance aspects of their jobs, and to learn the attitudes, knowledge, skills, and behaviors necessary to function effectively at the City. 4. Application of knowledge and skills obtained in the Leadership and Learning Academy programs is likely one of the most beneficial points of this type of program. The Centre provides various ways to encourage that including the use of projects, development of work plans, and “vertical integration”. Vertical integration is a facilitated discussion of what was learned, how it can be used to enhance the work of the City, and what roadblocks are prohibiting this from occurring. While it is early to quantify the actual “benefit” received during the first cohorts, if funding is approved, Employee Engagement Surveys will be regularly conducted and the City will measure progress. Other measures 9.a Packet Pg. 141 Attachment: a - COE SOPC [Revision 2] (1517 : Centre for Org Effectiveness) SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) of success will include the number of vacancies filled internally; especially in key leadership roles. Further, now that the City has exposed City employees to the quality of the programs, word of mouth is spreading internally and more interest is being realized. It is important to build on that momentum. 5. When the Supervisor Transition and Readiness Training (START) was first offered in March 2015, the City received over 60 applications, indicating in part excitement about the opportunity as well as a backlog of training needs. Given the anticipated turnover (in particular due to retirement) that hits heavily on supervisory and management programs, staff recommends continued training in this area as well as supervisory skills. 6. The COE is considering offering Regional academies (Supervisor, Manager and Leader) on the Central Coast that would allow the City to participate on a per person basis instead of hosting a complete cohort of 30 employees. Not only will this approach allow the City to reduce costs, it will also allow the City to meet immediate demands (e.g. training and development for a new hire or newly promoted employee), and expose City employees to the issues and perspectives of employees in other public agencies on the Central Coast. The funding requested will allow the City to offer full cohorts if the internal demand warrants, or provide for participation in the Regional Academies in the event they are offered. Having committed funding will help ensure that the Centre is able to offer these regional programs. 7. When funding was originally requested, staff anticipated the need to continue these efforts on an ongoing basis but felt it was premature to “program” an amount into the base budget until there was more clarity on the longer term needs. To a certain extent this is still the case, as the programs will change over time depending on the needs of the employees and the organization. For the foreseeable future, the focus will be on reaching a saturation point, where the majority of supervisors have participated in Supervisor Academy and managers have participated in the Leadership Lab. 8. Following “saturation” when the vast majority of employees have participated in these training and development opportunities, funds will shift to providing more organizational consulting to ensure that the City’s Human Resources systems, specifically the Recruitment and Selection and Performance Management systems are aligned and reinforcing the learned competencies. In addition, to ensure the training and development is being applied within the organization effectively, funding may be used to provide coaching support to employees. GOAL AND POLICY LINKS 1. Other Important Council Objective – Fiscal Responsibility and Sustainability. PROGRAM WORK COMPLETED The Leadership and Learning Academy was launched in February 2015 following an Employee Engagement Survey facilitated by COE that identified organizational strengths and areas for development. As a result of input received from the Engage ment Survey, 35 employees participated in the Supervisor Transition and Readiness Training (START) in March 2015. The training is aimed at helping employees think critically through the commitment required to transition from individual 9.a Packet Pg. 142 Attachment: a - COE SOPC [Revision 2] (1517 : Centre for Org Effectiveness) SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) contributor to supervisor, potentially of former peers. In the Fall of 2015, the City launched the first Supervisor Academy with 30 participants aimed at providing new supervisors the fundamental skills to effectively coach, counsel, and develop employees and an additional 30 employees graduated from the Leadership Lab. This program is aimed at formal and informal leaders in the organization and develops an “esprit de corps” among graduates, providing a critical mass of leaders able to look more deeply at their responsibilities and realities of public service from an organizational and community -wide perspective. As a result of these offerings, employees have “stepped up” into acting roles in numerous parts of the organization and indicated interest in taking on new roles. Cross-functional “bonds” were developed that help streamline work in a variety of ways and sets a solid foundation for much needed work on business process improvement and reengineering. Further, project work performed in the class helped move important issues forward such as the need to address and improve Onboarding, reinvigorate the Community Academy, and orient the Financial Planning process to employees new to the City. Vertical Integration Day took place on April 13, 2016 with approximately 60 employees in attendance. Attendees participated in the Strengths Finder Assessment, learned more about their strengths and how to use them, and the City Manager affirmed her commitment to a culture that is healthy and smart. Smart describes the City’s commitment to technology, best practices, fiscal responsibility, legal compliance, etc. Healthy describes the City’s commitment to open and constructive communication, an organization with low or no “drama”, and employees who do what they love and do it well. Each functional department left with an “action plan” of how they will work on achieving their goals, with personal commitments from others in the organization to assist, by utilizing their strengths. Input and a preliminary proposal have been discussed with consultants at the Centre for Organization Effectiveness and is the basis for the cost estimates provided. The proposed offerings in 2016-17 are paced to align with other priorities in the City, to compliment work already done, to ensure a strong foundation of the competencies and principles with broad saturation so employees are “speaking the same language”, and to take advantage of regional offerings for cost effectiveness. ENVIRONMENTAL REVIEW No environmental review is needed. PROGRAM CONSTRAINTS AND LIMITATIONS Primary constraints include time (for participation), coordination, and follow-through to ensure the cultural change desired occurs. All of these constraints depend upon an ongoing commitment to the overall program and employee development which means funding must be available to support these programs. Employees will not carve out the time and make the commitment to fully participate in training and development if there is concern that it is a one or two year only commitment or that application of what they are learning is not supported. Coordination and strategically planning future programs can be time-consuming. A small portion of this request may be needed for additional help in this area; this is dependent upon Human Resources staffing requests. 9.a Packet Pg. 143 Attachment: a - COE SOPC [Revision 2] (1517 : Centre for Org Effectiveness) SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) STAKEHOLDERS All employees and potentially the community members they serve as employees will have improved skills and be more empowered to address community needs. IMPLEMENTATION The tasks below are anticipated based on feedback and needs today. However, some flexibility may occur depending upon timing and availability of the regional academies. In other words, this implementation schedule may change slightly without affecting the overall cost of the program. Task Date 1. Regional START Academy - 2 days, 10 participants ($4,000) 2. Regional Supervisor Academy - 5 day program, 5 participants (5,000) August – Oct 2016 3. DISC behavioral assessment and debrief and/or StrengthsFinder and applying strengths debrief – 60 participants ($8,700) Oct – Dec 2016 4. Second Employee Engagement Survey and Half Day Debrief and Integration with Department Heads ($30,000) Jan – March 2017 5. One day program “Managing Those Transitioning to Retirement” – 40 participants ($8,700) 6. One Full Day (up to two half-day topics) Targeted Training Sessions (topics TBD) – 40 participants per session ($8,700) 7. Regional Manager (6 day program), and/or Regional Leadership Academy (new 7 day program with emphasis on strengths based leadership, performance measurement, process mapping for efficiency, community- based solutions, and solutions-oriented service) - 10 participants ($25,000). 8. Vertical Integration Day – one day, up to 100 participants ($17,000) 9. One on one coaching, consultation on talent management, program management support provided by Centre ($13,200) Apr – June 2017 Timing TBD Dependent on coordinating with other agencies Timing TBD Ongoing KEY PROGRAM ASSUMPTIONS The Centre for Organization Effectiveness will continue to provide well respected, value added employee development programs on the Central Coast and will work with the City and other Central Coast clients to coordinate activities and reduce travel costs. 9.a Packet Pg. 144 Attachment: a - COE SOPC [Revision 2] (1517 : Centre for Org Effectiveness) SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) The City, County of San Luis Obispo, City of Santa Maria, and potentially other cities on the Central Coast will continue to collaborate and maximize regional efficiencies by supplementing cohorts with employees from other agencies if needed. Momentum will continue to build within the City organization as academies are offered for a second ti me and former participants can speak from personal first-hand experience about what they learned and how they have applied it. Additional project work, beyond Onboarding, will be achieved through participation in the Leadership Lab, that otherwise could not be accomplished given limited resources. PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Monica Irons, Human Resources Director Project Team: HR Staff, Department Head Team, City Succession Planning Committee, and staff at the Centre for Organization Development. Alternatives: 1. Continue the Status Quo. This is not recommended as it implies that employee development is not supported or recognized as a critical element in the City’s commitment to Financial Responsibility. Loss of institutional knowledge as employees retire, increased organizational change, and increased complexity of demands on the City means the City must prepare employees for upcoming opportunities. 2. Defer or Re-Phase the Request. The ongoing portion of this request is being deferred to the 2017-19 financial plan process. This request represents an important “bridge” from the first two year contract to that request. 3. Change the Scope of Request. Staff has worked closely with the Centre for Organization Effectiveness to estimate the appropriate offerings for 2016-17. These could be scaled back, if needed, but staff would need to work closely with the Centre to recomme nd appropriate reductions so as not to inadvertently reduce the intended impacts. OPERATING PROGRAM Human Resources Administration COST SUMMARY The cost below reflects the anticipated cost to fund 2016-17 training programs. 9.a Packet Pg. 145 Attachment: a - COE SOPC [Revision 2] (1517 : Centre for Org Effectiveness) SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) ONGOING EXPENDITURES Line item description PROGRAM ACCOUNT #AMOUNT STAFFING CONTRACT SERVICES 2016-17 pricing estimate provided by the Centre 30100 7227 120,300$ OTHER OPERATING EXPENDITURES Refreshments and Various Costs for Trainings 30100 7459 4,700$ MINOR CAPITAL TOTAL ONGOING OPERATING CHANGE 125,000$ 9.a Packet Pg. 146 Attachment: a - COE SOPC [Revision 2] (1517 : Centre for Org Effectiveness) AGREEMENT THIS AGREEMENT is made and entered into in the City of San Luis Obispo on July 1, 2016, 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, on June 14th, 2016, City Council approved the $125,000 for the Centre for Organization Effectiveness for 2016-17. WHEREAS, Contractor is qualified to perform this type of service and has submitted a proposal to do so which has been accepted by the 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. INCORPORATION BY REFERENCE. Contractor agrees to perform the services set forth in the Proposal, hereinafter referred to as Exhibit C, which is incorporated herein by this reference. Contractor further agrees to comply with the City’s standard terms and conditions and insurance requirements which are attached hereto as Exhibits A and B, respectively, and incorporated herein by this reference. Should there be any conflict between Contractor’s proposal and the City’s standard terms or conditions, the City’s standard terms and conditions shall control. 3. CITY'S OBLIGATIONS. For providing programs offered by the Centre for Organization Effectiveness as specified in this Agreement, City will pay and Contractor shall receive therefor compensation in a total sum not to exceed $120,300. 9.b Packet Pg. 147 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) 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 C. Contractor further agrees to the contract performance terms and requirements set forth in Exhibit A and B, respectively. 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 Council or City Manager of the City. 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. 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 7310 Miramar Road, Suite 380 Miramar, CA 92126 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. 9.b Packet Pg. 148 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) 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 CONTRACTOR By:____________________________________ By: ___________________________________ City Manager APPROVED AS TO FORM: _____________________________________ City Attorney 9.b Packet Pg. 149 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) Exhibit A GENERAL TERMS AND CONDITIONS REQUIREMENTS 1. Insurance Requirements. The Contractor shall provide proof of insurance in the form, coverages and amounts specified in Exhibit B within 10 (ten) calendar days as a precondition to contract execution. 2. Business Tax. The Contractor must have a valid City of San Luis Obispo business tax certificate before execution of the contract. Additional information regarding the City's business tax program may be obtained by calling (805) 781-7134. CONTRACT PERFORMANCE 3. Ability to Perform. The 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. 4. Laws to be Observed. The 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. 5. Payment of Taxes. The contract prices shall include full compensation for all taxes that the Contractor is required to pay. 6. Permits and Licenses. The Contractor shall procure all permits and licenses, pay all charges and fees, and give all notices necessary. 7. Safety Provisions. The Contractor shall conform to the rules and regulations pertaining to safety established by OSHA and the California Division of Industrial Safety. 8. Public and Employee Safety. Whenever the 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. 9. Preservation of City Property. The 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 resulting from the Contractor's operations, it shall be replaced or restored at the Contractor's expense. The facilities shall be replaced or restored to a condition as good as when the Contractor began work. 10. Immigration Act of 1986. The Contractor warrants on behalf of itself and all subcontractors 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. 9.b Packet Pg. 150 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) 11. Contractor Non-Discrimination. In the performance of this work, the Contractor agrees that it will not engage in, nor permit such subcontractors 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. 12. Work Delays. Should the 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 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. In the event that there is insufficient time to grant such extensions prior to the completion date of the contract, the City may, at the time of acceptance of the work, waive liquidated damages that may have accrued for failure to complete on time, due to any of the above, after hearing evidence as to the reasons for such delay, and making a finding as to the causes of same. 13. Payment Terms. The City's payment terms are 30 days from the receipt of an original invoice and acceptance by the City of the materials, supplies, equipment or services provided by the Contractor (Net 30). 14. Inspection. The Contractor shall furnish City with every reasonable opportunity for City to ascertain that the services of the 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. 15. 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. 16. Interests of Contractor. The Contractor covenants that it presently has no interest, and shall not acquire any interest—direct, indirect or otherwise—that would conflict in any manner or degree with the performance of the work hereunder. The Contractor further covenants that, in the performance of this work, no subcontractor or person having such an interest shall be employed. The 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, the Contractor shall at all times be deemed an independent contractor and not an agent or employee of the City. 17. Hold Harmless and Indemnification. The Contractor agrees to defend, indemnify, protect and hold the City and its 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 the Contractor's employees, agents or officers that arise from or are connected with or are caused or claimed to be caused by the acts or omissions of the 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 the 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. 18. Contract Assignment. The 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. 9.b Packet Pg. 151 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) 19. Termination. If, during the term of the contract, the City determines that the Contractor is not faithfully abiding by any term or condition contained herein, the City may notify the Contractor in writing of such defect or failure to perform. This notice must give the Contrac tor a 10 (ten) calendar day notice of time thereafter in which to perform said work or cure the deficiency. If the 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 the Contractor to said effect. Thereafter, neither party shall have any further duties, obligations, responsibilities, or rights under the contract except, however, any and all obligations of the Contractor's surety shall remain in full force and effect, and shall not be extinguished, reduced, or in any manner waived by the termination thereof. In said event, the 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 the Contractor as may be set forth in the Agreement payment schedule; compensation for any other work, services or goods performed or provided by the 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 the Contractor be entitled to receive in excess of the compensation quoted in its proposal. 9.b Packet Pg. 152 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) Exhibit B INSURANCE REQUIREMENTS Consultant Services The 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, employees or subcontractors. Minimum Scope of Insurance. Coverage shall be at least as broad as: 1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001). 2. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code 1 (any auto). 3. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance. 4. Errors and Omissions Liability insurance as appropriate to the consultant's profession. Minimum Limits of Insurance. Contractor shall maintain limits no less than: 1. 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. 2. Automobile Liability: $1,000,000 per accident for bodily injury and property damage. 3. Employer's Liability: $1,000,000 per accident for bodily injury or disease. 4. Errors and Omissions Liability: $1,000,000 per occurrence. 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 the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses. Other Insurance Provisions. The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions: 1. 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 the Contractor; products and completed operations of the Contractor; premises owned, occupied or used by the Contractor; or automobiles owned, leased, hired or borrowed by the Contractor. The coverage shall contain no special limitations on the scope of protection aff orded to the City, its officers, official, employees, agents or volunteers. 2. For any claims related to this project, the 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 the Contractor's insurance and shall not contribute with it. 3. The 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. 9.b Packet Pg. 153 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) 4. 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. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII. Verification of Coverage. Contractor shall furnish the City with a certificate of insurance showing maintenance of the required insurance coverage. Original 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. 9.b Packet Pg. 154 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) ÏHE CENTRE Ql()FoRORGANtZATtoN EFFECTIVENESS Received Human Resources DePadrnenll OcT I T ?01ü CitY of San Luis OtrisPct PROPOSAL City of San Luis Obispo Employee Development and LeornÍng (Leadershíp and Lesrning Acodemy) FY 20t6-20I7 Proiect Description The City Manager and Human Resources Director for the City of San Luis Obispo has requested consultant services to facilitate several employee development opportunities over the 20L6-20I7 Fiscal Year which will ensure City employees are well-equipped for current and future demands by focusing on the development of proven public sector competencies, preparation for supervisory, program management, and leadership roles in complex environments. This work will connect to the development programs offered in Fiscal Year 20L5-2016 and support the sustainability of the groundwork that has been laid to ensure continued conversation, collaboration, and engagement of all staff. Proiect Scope The following opportunities will be executed throughout the 20L6-2017 Fiscal Year and will be facilitated by various consultants determined to be the best fit for each engagement. Additional Academv Programs City of SLO employees will have the ability to participate in regionally-offered academy programs including S.T.A.R.T (Supervisors Transition and Readiness Training) and Supervisor Academy as well as the option of the Manager or Leadership Academy, depending on availability of offerings. These academies will be offered at different times throughout the year. ¡ S.T.A.R.T will occur October 4 & 5 and December 6 & 7. . Supervisor Academy will occur January 25,26 & February 22,23 Leveraging Stvles in the Workplace ln depth session to follow-up on the personal style assessments offered in the 2OL5-20L6 Fiscal Year (DISC and StrengthsFinder). This session will be offered to those who have already taken the DISC and Strengths-Finder assessments allowing them to dive deeper into the ongoing use and application of the assessment tools. Session will include a toolkit developed for managers and supervisors to use back in the workplace. This session will occur in the fall of 2076. Emnlovee Ensasem ent Survev Follow-Uo As a best practice and to evaluate positive impact of the programs delivered and follow-up work initiated in response to the Employee Engagement Su rvey that was conducted in 2}L4,the City of SLO will conduct a follow-up Employee Engagement Survey in the winter of 2OL7 (completed by end of March 20L7). The Leadership Team will receive an in depth debrief of the survey results including a working session to establish action plans and determine integration efforts. cc THE CENTRE FOR ORGANIZATION EFFECTIVENESS 7310 Miramar Road, Suite 380. Miramar, CA92126. Tel: (619) 354-5701. Fax: (619) 354-5708. tcfoe.com 9.b Packet Pg. 155 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) Managing Those Transitioning to Retirement As retirement looms for a significant portion of the employee population, a session will be delivered to address the challenges and opportunities corresponding to workforce transitions. This session will be offered Septem ber 1.4, 2016. Discover Your St rensths Sessions Two half-day workshops will be offered (on the same day) to all staff to receive their StrengthsFinder results and understand how to leverage Strengths in the workplace. These sessions will be offered in the Spring 20L7. Tarseted Trai nine Sessions There will be an opportunity to select two different topics to be offered on the same day, each in a half- day format, and open to all staff. Topic options are: Solutions-Based Customer Service & Constructive Conflict or Facilitation Skills & Decision Making. These sessions will be held in Late April or Early May 2017. Alumni Dav To support the ongoing application of tools gained from the programs offered in the 2015-16 FiscalYear and connect to the programs offered in the 2OL6-2O17 Fiscal Year, an Alumni Day will be developed with specific topics and activities that will provide an opportunity for all previous cohorts to interact, learn, and commit to organization-wide plans in a collaborative environment. This day will be held at the end ofJune 2OL7. Coachins and Consultation Access to appropriately-matched consulting and coaching resources will be made available as needed to support the City of SLO Leadership Team in integrating and moving forward with organizational challenges and changes. Prooosed Costs &cins Parameters The following table represents the costs for each program or project as well as the invoicing parameters of each activ cc THE CENTRE FOR ORGANIZATION EFFECTIVENESS 7310 Miramar Road, Suite 380 . Miramar, CA92126. Tel: (619) 354-5701. Fax: (6'19) 354-5708 . tcfoe.com Description Total Cost lnvoice Plan Add itiona I Academv Programs/Per attendee cha rge START - 20 employees Supervisor Academy - L0 employees Manager/Leadership Academy - 10 employees S8,ooo Slo,ooo Szz,soo Lst date of program attendance for each attendee Leveraging Styles in the Workplace S8,Boo Upon completion of session Employee Engagement Survey Follow-Up and Leadership Session SLz,q$o Sl,ozo 9.b Packet Pg. 156 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) Two phoses of work: o Survey lmplementation, Analysis and Reporto Debrief and Leadership Session Upon completion of each project phase Managing Those Transitioning to Retirement S7,ooo Upon completion of sessron Discover Your Strengths Sessions Sz,8oo Upon completion of session Targeted Training Sessions S8,5oo Upon completion of session Alumni Day Si.s,ooo Upon completion of session Coaching and Consultation lndividuol projects con be scoped out qnd ogreed to as appropriate 5L3,200 As work occurs, invoices will be sent monthly according to agreements Total Costs S120,3oo Proposed by Sommer Kehrli Executive Director, TCFOE Date: [,olf l(u Accepted by: Katie Lichtig City Manager, San Luis Obispo Date:Ir cc THE CENTRE FOR ORGANIZATION EFFECTIVENESS 7310 Miramar Road, Suite 380 . Miramar, CA92126. Tel: (619) 354-5701 . Fax: (619) 354-5708 . tcfoe.com 9.b Packet Pg. 157 Attachment: b - COE Contract 16-17 (1517 : Centre for Org Effectiveness) Page intentionally left blank.