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HomeMy WebLinkAbout08-15-2017 Item 09 - Authorize City Manager to Enter into a Sole Source Contract with Centre for Organization Effectiveness (COE) for Employee and Leadership Development Program Meeting Date: 8/15/2017 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 Centre for Organizational Effectiveness (COE) in the amount of $123,750; and 2. Authorize the City Manager to execute a sole source agreement with the COE not to exceed $123,750 for fiscal year 2017-18 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. In the 2016-17 fiscal year, Council authorized the City Manager to enter a sole source agreement with COE to continue this programming. The program has been launched to provide 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. Since the 2016-17 Budget Supplement, the Human Resources Department has worked closely with the Centre to develop new training and reach even more employees. During the 2016-17 fiscal year 115 employees went through academies or targeted trainings, 71 of which had never been through an academy or training session before. These comprehensive, integrated employee development and leadership programs have gone a long way toward ensuring the City is preparing the next generation of employees to seamlessly continue quality service to the community. Seventy-one percent of 21 employees promoted in the 2016-17 fiscal year had attended at least one COE training, with 43% of those promoted participating in an academy focused on refining supervisory and management skills. COE also partnered with the City to conduct a second Employee Engagement Survey, providing important feedback from employees regarding training, the work environment, communication, leadership, and general health of the organization. The Centre provided comparison data so that progress can be measured City-wide and in various departments. The plan is to conduct an employee engagement survey every two years, measuring progress, and identifying actions where opportunities to improve exist. The culminating COE event of the year was a day that brought together graduates of all COE programs to create action plans for their department based Packet Pg 195 9 on survey results. The proposed offerings in 2017-18 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. FISCAL IMPACT Council authorized $125,000 annually to maintain the comprehensive, integrated employee development and leadership program by partnering with the COE at the 2016-17 Budget Supplement. Therefore, there is no fiscal impact of authorizing the City Manager to execute this sole source contract. ALTERNATIVES Issue an RFP for these services. Council could choose to direct staff to issue an RFP for t hese 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 Contract 17-18 b - Sole Source Justification COE 2017-18 Packet Pg 196 9 AGREEMENT THIS AGREEMENT is made and entered into in the City of San Luis Obispo on August 16th, 2017, 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 August 15th, 2017, City Council authorized the City Manager to execute a sole source agreement with the Centre for Organization Effectiveness for fiscal year 2017-18. 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 $123,750. 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 Packet Pg 197 9 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. Packet Pg 198 9 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 Packet Pg 199 9 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 an d 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. Packet Pg 200 9 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. Packet Pg 201 9 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 Contr actor 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 work scope. 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. Packet Pg 202 9 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 afforded 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 vo lunteers. 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. Packet Pg 203 9 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. Packet Pg 204 9 Exhibit C PROPOSAL OF SERVICES PROPOSAL City of San Luis Obispo Employee Development & Learning FY 2017-2018 Project 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 2017-2018 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 Years 2015-2017 and support the sustainability of the groundwork that has been laid to ensure continued conversation, collaboration, and engagement of all staff. Project Scope The following opportunities will be executed throughout the 2017-2018 Fiscal Years and will be facilitated by various consultants determined to be the best fit for each engagement. Additional Academy 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 – Fall 2017 and Spring 2018 • Supervisor Academy - Fall 2017 • Regional Leadership Academy – Winter 2018 (January, February, March) Individual Contributor Programs The Individual Contributor Programs are newly customized programs designed to meet the needs of staff who do not have supervisorial responsibility but are interested in gaining exposure to City-wide best practices. Up to four 2-day sessions can be offered each year. Additional programs can also be developed to replace or add to those outlined below. Part I – can be offered if there is a need to get • Understanding and Leveraging Your Personal Style (DISC) • Constructive Conflict • Time Management • Career Management Basics No pre-requisite for Part I. Packet Pg 205 9 Part II: • Discover Your Strengths (StrengthsFinder) • Managing Self and Others Effectively (Emotional Intelligence & Communication) • Leader in Each of Us – managing to your sphere of influence, service orientation in a public sector agency • Resiliency – effectively managing priorities and facing challenging situations • Managing Your Career at The City of San Luis Obispo Pre-requisites for Part II should be to complete Part I or completion of a DISC session and Constructive Conflict I Alumni Support To support the ongoing application of tools gained from the Academy Programs, an Alumni Day will be offered late in the Spring after all new academy cohorts have graduated. The Centre can help with the design and set up for the day and also facilitate the program. Additional support for Alumni can be designed as requested (i.e. web-based spot programs, “Ted-talk” format learning sessions, etc.). Additional Solutions to Support Integration and Alignment Targeted Training Sessions A total of 6 open-enrollment sessions on different topics to be offered (two sessions) on the same day, each in a half-day format, and open to all staff. Topic suggestions: Constructive Conflict Part 2: For those who have already completed Constructive Conflict Part 1, this session is an opportunity to take the concepts learned and practice real life scenarios in a supportive and collaborative environment to ensure successful integration of strategies in mastering difficult conversations. *Constructive Conflict Part 1 is a pre-requisite for this course. DISC Part 2: For those who have already completed the first session on DISC Personal Style and want to further integrate personal style into their work and team structure, this session will be chock full of activities and opportunities to use the DISC assessment with others in the workplace (including customers!). Best Practices in Managing Staff Transitions: Facing the current turnover in staff, one of the key challenges for any supervisor or manager is dealing with the changeover of personnel on an ongoing basis. This session helps those who manage others to planfully address expected as well as unexpected staff turnover, understand best practices in leveraging HR for smart rehiring, and efficiently and effectively onboard new staff. Performance Management: A manager/supervisor’s toolkit for managing performance and achieving team effectiveness. Participants work through exercises to enhance their ability to coach and provide support to their direct reports, how to leverage strengths to harness productivity and practice difficult conversations. A toolkit takeaway gives each participant options for planning, team building, and embracing their role in managing the “people” part of the job! Packet Pg 206 9 Discover Your Strengths Sessions Participants receive their StrengthsFinder results and understand how to leverage Strengths in the workplace. EMOTIONAL INTELLIGENCE DEPARTMENTAL TEAM BUILDING DAYS Executive Development As a continuation of development efforts for the executive team, it is an appropriate time to again gather well-rounded performance feedback for the Department Heads through the Competency Instrument. A full-day Executive Retreat will include feedback debriefing as well as appropriately planned development/team-building content for the Executive Team. Individual coaching will be available for each Department Head, Council, and the City Manager (up to 2 hours of coaching each). Proposed Costs & Invoicing Parameters The following table represents the costs for each program or project as well as the invoicing parameters of each activity: Description Total Cost Invoice Plan Additional Academy Programs/Per attendee charge START – 20 employees Supervisor Academy – 10 employees Manager/Leadership Academy – 10 employees $8,000 $10,000 $22,500 1st date of program attendance for each attendee Targeted Trainings (six half-day sessions on 3 days) $8,000 each $24,000 total Upon completion of each training Individual Contributor Program (offered 2x) $14,000 each $28,000 total Upon completion of session Alumni Day $15,000 Upon completion of session Executive Development and Coaching $16,250 As work occurs, invoices will be sent monthly as work is completed Total Costs $123,750 Packet Pg 207 9 Proposed by: Accepted by: ___________ ______ ____________ Sommer Kehrli Monica Irons Executive Director, TCFOE Director of HR, City of San Luis Obispo Date: ________ Date: _____________ Packet Pg 208 9 City of San Luis Obispo Sole Source Justification Form Centre for Organization Effectiveness Service Agreement It is the policy of the City of San Luis Obispo to solicit quotations or bids for purchases of commodities or services for specified dollar amounts and to select vendors on a competitive basis (See City of San Luis Obispo Financial Management Manual, Section 201, Exhibit 201-B). Pursuant to San Luis Obispo Municipal Code Chapter 3.24.060, certain acquisitions in which the products or services may only be obtained from a single source may be purchased without engaging in bidding procedures. Such Sole Source acquisitions must be justified in sufficient detail to explain the basis for suspending the usual competitive procurement process and approved by the approving authority before such a purchase is made. 1. What product or service is being requested? Why is it necessary? The service is consulting in the area of organizational development and training that is integral to the City’s ability to attract, retain, and develop qualified employees. It is necessary because the City has struggled for years, with limited resources, to develop a comprehensive employee engagement, leadership development, and integrated training program. The City continues to face a high number of employees eligible for retirement after long tenures with the City, resulting in “brain drain” throughout the organization. Training, development, and planning is essential to ensure that there is a transfer of institutional knowledge and that we are preparing employees to step into the roles that people will be retiring out of. 2. Is this “brand” of product or services offered the only one that meets the City’s requirements? If yes, what is unique about the product/services? The City partnered with the Centre for Organizational Development to launch a comprehensive public sector competency based leadership and development program in 2014. The Ce ntre provides one stop shopping with extremely talented array of consultants providing specialized services and training. Using another consultant would cause the program to cease, quality, delivery, and consistency would suffer. Throughout that time the Centre has gained a wealth of knowledge about the City and the unique problems we are facing as an organization. Through a strong partnership, the City and the Centre have developed action plans to tackle the challenges we are currently facing, and developed specific training to address those needs. Moreover, the City is taking advantage of regional trainings offered through the Centre that are open to other public sector agencies. This regional approach is cost effective and if we were not able to contract with the Centre, the regional offerings may cease. 3. Is the product or service proprietary or is it available from various dealers? Have you verified this? Some of the work is proprietary such as the public sector competency work and the work the Centre does around Employee Engagement. We are now comparing our survey results to that of other public sector agencies working with the Centre asking similar questions to their employees. The Strengths Finder and related training can only be provided by consultants certified in it. 4. Have other products/vendors been considered? If yes, which products/vendors have been considered and how did they fail to meet the City’s requirements? Packet Pg 209 9 City of San Luis Obispo Sole Source Justification Form We looked for several years before we found the Centre. Prior to our contract with the Centre we had a disjointed, inconsistent, and less effective approach to leadership and employee development. Quality of trainers and consultants varied and was not as convenient as the one stop approach offered by the Centre. 5. Is the purchase an upgrade or addition to an existing system or brand of products adopted citywide? If so, will purchase of this product avoid other costs as opposed to purchasing another product or service (e.g., additional training required; data conversion; implementation of a new system; etc.)? This purchase is intended to make our employees more efficient and effective by providing them training. Through partnership with the Centre our employees will be trained on a variety of different topics that will help them provide better service to the community, learn how to manage their time better, how to be more successful at having difficult conversations, and a variety of other skills. As employees improve these skills the potential for cost savings are significant, from less staff time being spent per project and less money needed for outside recruitments as we promote from within being just two examples. In addition, employees who participate in the Manager Academy work on projects that can be and have been implemented in the organization such as the Onboarding Program. This si a very cost effective way to get important projects completed that otherwise are not due to limited resources and competing priorities. 6. Is this a request for services by a contr actor with necessary, unique and critical knowledge of established City systems or programs? If so, will using the contractor’s services avoid other costs (e.g.: significant staff time in compiling information, data transfers, etc.)? As previously stated, the Centre for Organization Effectiveness has worked with the City since 2015. The partnership that has been developed has taken time, and is constantly being strengthened allowing the Centre to better understand our needs. Continuing to partner with the Centre as opposed to searching for another consulting firm will save a substantial amount of time and effort in re- establishing that relationship as well as explaining the unique challenges we face as a City. Also, many agencies in our area utilize the Centre’s services or, at the very least, are familiar with them. When we have extra spaces in a training we can invite other agencies to send employees, which reduces our cost. If we worked with another agency we would lose that benefit, which may reduce our ability to provide the number of trainings we can provide to our employees. 7. What is the quoted price for the product or services and is it reasonable (based on other products or services in the same field or based on historical pricing for the City for similar products or services)? The City of San Luis Obispo will need to pay $123,750 for the planned 2017-18 proposal. This is on par with what we have paid historically for the services we are being provided. Approved: ______________________________________ _____________________ Kristin Eriksson Date Purchasing Analyst Packet Pg 210 9