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HomeMy WebLinkAboutC32570 - Facilitate and Prep a New PD Strategic Pln Contract No. C32570 CITY OF PALM DESERT STAFF REPORT REQUEST: APPROVE AN AGREEMENT WITH THE NATIONAL CIVIC LEAGUE FOR FACILITATION AND PREPARATION OF NEW CITY OF PALM DESERT STRATEGIC PLAN SUBMITTED BY: John M. Wohimuth, City Manager DATE: February 14, 2013 Recommendation By Minute Motion: 1. Approve an agreement with the National Civic League in the amount of $80,000 for facilitation and preparation of a new City of Palm Desert Strategic Plan; and 2. Authorize the Mayor to execute said contract. Funds are available in Account No. 400-4130-411-3090. Executive Summary On January 24, 2013, the City Council convened a Study Session for the purpose of discussing the development of an updated Palm Desert Strategic Plan. After hearing a presentation about the process and advantages associated with a new Strategic Plan from representatives of the National Civic League, Council members expressed interest in placing this item on the Council's regular meeting agenda. As outlined by the National Civic League, the Strategic Plan process would involve three phases: Initiation, Stakeholder Planning, and Implementation. Some keys to success include broad based community participation throughout the project and a focus on specific and implementable recommendations. Staff anticipates that the process of completing a new strategic plan for Palm Desert would take 10 to 12 months. If the Council wishes to move forward on a new Strategic Plan, staff recommends that the Strategic Plan process should precede completion of an amended General Plan. As the latter process should be informed by objectives articulated in the Strategic Plan. g:\rda\david hermann\word files\strategic plan\strategic ptan staff report 02-14-2013.doc Staff Report Palm Desert Strategic Plan February 14, 2013 Page 2 of 3 Back�round The January 24 Study Session presentation was led by the National Civic League, a nonprofit organization that promotes good government and citizen democracy. The City Manager became aware of the National Civic League an ICMA Conference in 2012 where League representatives led a session that highlighted the benefits that many communities have realized by updating their strategic plans, both as a byproduct of the strategic planning process and as a result of the plan documents that were produced. One of the cities mentioned at the ICMA Conference was Broomfield, Colorado, a community of approximately 57,000 residents. When contacted by City of Palm Desert. staff, Broomfield administrators cited multiple community benefits gained by through the strategic plan process with the National Civic League. These advantages included a shared vision of the community's future and realistic expectations on the part of everyone involved in the process including residents, the business community, and City officials and staff about how to get there. Broomfield officials have told City staff that one of the keys to their strategic plan's success was that it was generated by residents and other stakeholders rather than by a group of consultants. This led to greater community buy-in to the resulting objectives and strategies. Even though it was prepared in 1998, Broomfield's plan has not required a wholesale update in the intervening 15 years because the community and city staff still consider it to be a relevant and timely document. Palm Desert has prepared three strategic plans since its incorporation. The first plan was drafted in 1983. Also known as the "Palm Desert 2000 Strategic Plan," this first included goals such as the purchase of parcels for the Palm Desert Civic Center/Civic Center Park and Desert Willow Golf Resort as well as more than $23 million in flood control improvements. Initiated in 1994 after almost all of the 2000 Plan's goals had been attained, the second strategic plan, also known as the "2010 Strategic Plan," outlined objectives including the creation of a City Charter and placement of a Charter City referendum on the ballot. The third and most recent plan was completed in 2008 as a result of a City Council Strategic Planning retreat at the JW Marriott Desert Springs. Its goals included the completion of a community pool/aquatic center and gaining recognition for Palm Desert as a leader in energy efficiency. g:\rdaldavid hermann\word files�.stretegic plan\strategic ptan staff report 02-14-2013.doc Staff Report Palm Desert Strategic Plan February 14, 2013 Page3of3 California's municipal governments have witnessed dramatic changes since 2008, including the loss of redevelopment. This new reality presents many challenges, but it also provides an opportunity to evaluate where Palm Desert is headed and where it should be in 10 years. A strategic plan can help do this by identifying specific goals and objectives and outlining ways to get there. This information would also benefit the General Plan, which illustrates in detail how the City will function and develap. Fiscal Analvsis Funds are available in Account No. 400-4130-411-3090. The proposed agreement with the National Civic League identifies $80,000 as the cost of that organization's participation in the preparation of a new Palm Desert Strategic Plan. This amount does not include the cost of City staff time, which is expected to be significant, as the strategic planning process will require the involvement of directors and employees from a variety of City departments. CITY COUNCIL�ON APPROVED DENIED Approv L RECEIVED OTHER MEET�jG DATE � AYES:�� �� P ul S. Gibson, Director of Finance NOES: ABSENT: ABSTAINt VF,RIFIED$Y: hn M. Wohlmuth, City Manager Original on File with City rk's Office g:lyda\david hermann\word files�strategic planlstrategic plan staff report 02-14-2013.doc CONTRACT NO. C32570 AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN THE CITY OF PALM DESERT AND THE NATIONAL CIVIC LEAGUE February 15, 2013 THIS AGREEMENT is entered into this date of February 15, 2013,by and between the National Civic League, a nonprofit organization, ("Contractor") and the City of Palm Desert, and the parties hereto mutually agree as follows: I. Independent Contractor Subject to the terms and conditions of this Agreement, the City of Palm Desert hereby engages the Contractor as an independent contractor to perform the services set forth herein, and the Contractor hereby accepts such engagement. II. Duties, Term, and Compensation The Contractor's duties, term of engagement, compensation, and provisions for payment thereof shall be as set forth in the estimate previously provided by the Contractor and which document is attached as Schedule A, which may be amended in writing from time to time only upon the written consent of both the Contractor and City of Palm Desert, or is supplemented with subsequent estimates for services to be rendered by the Contractor and agreed to by the City of Palm Desert, and which collectively are hereby incorporated by reference. III. Pavment of Fees and Expenses A retainer of 10% of the total contract is due to the Contractor upon signing of the contract. During the term of the Agreement, the Contractor shall bill the City of Palm Desert in a form approved by the City and the City of Palm Desert shall pay such billing by, the Contractor for fees and all reasonable and approved out-of-pocket expenses incurred by the Contractor in connection with the performance of the duties hereunder. Such billing shall be no more often than Monthly. Any dispute of the billing shall be conveyed to the Contractor within 15 days of such billing. Such dispute shall be resolved between the Contractor and City within 30 days thereafter. N. Confidentialitv The Contractor acknowledges that during the engagement, there may be access to and/or knowledge gained as to various processes, information, and records used in connection with the operation of the project. The Contractor agrees not to disclose any of the aforesaid, directly or indirectly, or use any of them in any manner, either during the term of this Agreement or at any time thereafter, except as required in the course of this engagement. The Contractor shall not retain any copies of the foregoing without prior written permission. CONTRACT NO. C32570 V. Conflicts of Interest During the term of this agreement, the Contractor shall perform the required duties in a timely and productive manner. The Contractor is expressly free to perform services for other parties while performing services for the City of Palm Desert. VI. Termination Notwithstanding any other provisions in this Agreement, either party hereto may terminate this Agreement at any time by giving thirty(30) days written notice to the other party. VII. Independent Contractor This Agreement shall not render the Contractor an employee, partner, agent of, or joint venture with the City of Palm Desert for any purpose. The contractor is and will remain an independent contractor. The City of Palm Desert shall not be responsible for withholding taxes with respect to the Contractor's compensation hereunder. The Contractor shall have no claim against the City of Palm Desert hereunder or otherwise for vacation pay, sick leave, retirement benefits, social security, worker's compensation,health or disability benefits,unemployment insurance benefits, or employee benefits of any kind. VIII. Insurance The Contractor shall procure and maintain professional liability insurance in such amounts as are deemed mutually agreeable to the parties and approved by the City of Palrn Desert or The City of Palm Desert's representative in writing.. Contractor shall also maintain general public liability insurance with coverage no less than$1,000,000.00 per occurrence, and worker's compensation insurance as required by California state law. The Contractor shall provide the City of Palm Desert with certificates of insurance exhibiting the coverage as specified above upon the execution of this agreement. Hold Harmless A�xeement: The City of Palm Desert, its trustees, employees and agents shall be indemnified and held free and harmless by the Contractor against any and all losses,penalties, damages, settlements, costs, charges or other expenses and liabilities resulting from the errors, omissions, or negligent acts by the contractor, its employees, agents and representatives of Contractor. IX. Choice of Law The laws of the state of California shall govern the validity of this Agreement,the construction of its terms, and the interpretation of the rights and duties of the parties hereto. 2 CONTRACT NO. C32570 X. Arbitration Any controversies arising out of the terms of this Agreement or its interpretation may be submitted to arbitration. If submitted to arbitration, the arbitration will be non-binding and will comply with and be governed by the American Arbitration Association. XI. Waiver Waiver by one party hereto of breach of any provision of this Agreement by the other shall not operate or be construed as a continuing waiver. XII. Assiga ent The Contractor shall not assign any rights under this Agreement without the prior written consent of the City of Palm Desert. XIII. Notices Any and all notices, demands, or other communications required or desired to be given hereunder by any party shall be in writing and shall validly be given or made to another party if personally served, or if deposited in the United States mail, certified or registered, postage prepaid,return receipt requested. If such notice or demand is served personally, notice shall be deemed constructively made at the time of such personal service. If such notice, demand, or other communication is given by mail, such notice shall be conclusively deemed given five days after deposit thereof in the United States mail addressed to the party to whom such notice, demand, or other communication is to be given as follows: If to the Contractor: Gloria Rubio-Cortes President National Civic League 1889 York Street Denver, CO 80206 gloriarc@ncl.org 303-571-4343 office If to City of Palm Desert: John Wohlmuth City Manager City of Palm Desert City Hall 73-510 Fred Waring Drive Palm Desert, CA 92260 jwohlmuth@cityofpalmdesert.org Phone: 760-346-0611 3 CONTRACT NO. C32570 XIV. Modification or Amendment If desired by the City of Palm Desert, the deliverables and/or timeframes for the project work plan may be modified subject to agreement by both parties in writing. No amendment, change, or modification of this Agreement shall be valid unless in writing signed by the parties hereto. XV. Entire Understandin� This document and any exhibit attached constitute the entire understanding and agreement of the parties, and any and all prior agreements,understandings, and representations are hereby terminated and canceled in their entirety and are of no further force and effect. XVI. Unenforceabilit,y of Provisions If any provision of this Agreement, or any portion thereof, is held to be invalid and unenforceable, then the remainder of this Agreement shall nevertheless remain in full force and effect. XVII. Authorized Signature It is hereby represented by both parties that the individual signing this Agreement has been duly authorized and empowered to sign said document and bind the respective entity thereto. IN WITNESS WHEREOF the undersigned have executed this Agreement as of the day and year first written above. The parties agree that facsimile signatures shall be effective as if originals. Gloria Rubio-Cortes John Wohlmuth President, National Civic League City Manager, City of Palm Desert Signature: Signature: Date: Date: 4 CONTRACT NO. C32570 SCHEDULE A DUTIES,TERM,AND COMPENSATION SCOPE OF SERVICES: The Contractor will facilitate the design and delivery of a Strategic Pla.nning Project by providing professional services (more specifically outlined in Schedule B) including but not limited to the following: 1. Provide a detailed timeline of work effort related to this contract. 2. Conduct interviews/facilitate discussion with the appropriate stakeholder groups to: • Reach consensus on a refreshed community-wide vision for the City of Palm Desert for the next 20 ,��that is creative, forward thinking, and reflective of the desired future of the City of Palm Desert; • Assess current community strengths and opportunities, and conduct additional assessments to effectively establish a map of"current conditions"; • Identify community priorities and key action areas; • Develop a strategic plan to impact the key action areas that clearly outline the specific steps, implementers,timelines and potential costs; and. • Identify entity(ies)that will be responsible for implementation oversight. Additional outcomes for this community-based project in Palm Desert are: • Engagement of community members representing diverse interests and viewpoints; • Enhanced trust,understanding and improved communication among participants; • Consensus on the community's direction and priorities for the future; • Cultivation of new leadership within the community; • Community pride; and • Community-wide ownership of the vision and action plans. 3. Prepare or assist with preparation of a final written report. Many communiries draft their own final reports with NCL feedback and suggestions. For an additional charge, NCL is willing to write the final report for this planning effort. The report outline will include,but not be limited to the following: Project Background,Process Description,Vision Statement,Action Plans,Implementation Strategies and Entity,Acknowledgments of Stakeholders, Sponsors--Financial and In-kind, and Staff. DUTIES OF CITY OF PALM DESERT: The City of Palm Desert shall provide one individual to serve as Project Manager and primary contact to the Contractor whose responsibilities shall include: • Coordinating and communicating with stakeholders and staff to facilitate various components of the project work plan • Scheduling and facilitating project meetings • Gathering and providing information as needed for meeting preparation and/or analysis, 5 CONTRACT NO. C32570 • Providing general support to the Contractor in completing the project work plan TERM: This engagement shall commence upon execution of this Ageernent and shall continue in full force and effect through December 2013 or earlier upon completion of the Contractor's duties under this Agreement. The Agreement may only be extended thereafter by mutual agreement written, unless terminated earlier by operation and in accordance with this Agreement. COMPENSATION: As full compensation for the services rendered pursuant to this Agreement, the City of Palm Desert shall pay the Contractor$3,000.00 per on-site technical assistance visit. As possible, each visit will include meetings with one or more committees or task forces as well as the full stakeholder group. This fee will include all preparation and follow-up work required before and after each technical assistance visit. The total amount of fees and expenses, including the reimbursement for travel expenses discussed hereafter, for the project are not to exceed $80,000. Costs that exceed the amount shall only be addressed by a written amendment mutually agreed to by both parties to the contract. A retainer of 10% of the total contract shall be paid to National Civic League upon signing of this contract. National Civic League may bill the City of Palm Desert once every 30 days for additional fees and expenses incurred. The retainer shall be applied as credit to the billing on or before the final payrnent. The City of Palm Desert shall be responsible for reimbursement of all travel expenses associated with this project including but not limited to coach airfare, discounted hotel, food, car rental and mileage to and from airport. 6 CONTRACT NO. C32570 N/�TK)N1�L L]E��U� Strategic Planning Project Draft Process and Time Line Schedule B UNDERSTANDING OF THE TASK � OUTLINING OUR APPROACH & PHILOSOPHY Palm Desert would like to revisit its vision and strategic plan,last revised and updated in 1997. Palm Desert possesses a wealth of resources,experience,and community involvement that will greatly assist in this process. The challenge is to involve community stakeholders in a manner that sustains an inclusive process with tangible outcomes,feasible action plans,and an appropriate implementation strategy. REFRESHING THE COMMUNITY STRATEGIC PLAN FOR PALM DESERT Community-planning projects facilitated by the National Civic League across the country typically have three stages. However,we will work closely with an Initiating Committee to customize a process that fits the specific needs of your community. ■The Initiating Stage is a pre-planning period that focuses on project logistics,development of the actual community planning process,and identification of stakeholders. ■ The Planning Stage involves activation of the community-planning process and the development of the vision and community action plan by the stakeholders. ■The Implementation Stage focuses on implementation and continuous updating of the plan. Careful design and delivery of all three stages enhance the opportunities for an action plan that can create meaningful community change. The initial phase of the project,including the design of the process in conjunction with the Initiating Committee is estimated to take approximately two months. The design phase will require 3-5 meetings and conference calls with the Committee as a whole and at least one meeting with the Outreach Task Force. Facilitation of the planning meetings will consist of 15-18 hours of face-to-face meeting time. Preparation for those meetings is estimated to be approximately 48 hours total. Follow-up and completion of tasks between meetings will be approximately 32 hours total. This estimate does not include travel time. Additionally,to familiarize staff with the region, NCL facilitators typically travel to the area ahead of the first scheduled meeting to tour the community,talk to citizens and leaders,and get the"lay of the land". 7 CONTRACT NO. C32570 Initiatin�Sta�e--Pre-Proiect Plannin� Initiating Committee Established Stakeho/derAnalysis Conducted to Identify 100-150 Individuals in Planning Process Project Design Customized Se/ecting a Meeting Site Selecting an Inspiring Project Name Project Structure—Three Taskforces Formed(Coordinating, Outreach, Research) Other Logistica/Considerations—(Format Customized to City of Pa/m Desert and/ocal sta�ngJ NCL Work Hours Established to Meet Format Customization Stakeholder Plannin�Sta�e Potential process componenis to be considered by the Initiating Committee during the fine-tuning of the process design. The components provided here may or may not be used in the process and are described only to furnish the review committee with our thinking toward the elements needed to achieve the desired project outcomes. We include these components as an illustration. It is during the planning stage that the stakeholders identified by the Initiating Committee come together to discuss and develop the content of the project.Over a six month period,this group of 100 to 150 individuals addresses the following tasks: Developing a Vision of the Desired Future Community Scan and Trends Civic Index Community Infrastructure Evaluation— Selection of Community Priorities or'Key Performance Areas'(KPAsJ and Action Planning(and Review of Past Comprehensive Plan Components) Faciliiation Training for KPA leaders Town Hall Meetings(at least 2)and Outreach Activities for feedback and information gathering Estimate of NCL work hours—Stakeho/der Process- As noted in the draft timeline,the stakeholder process typically consists of 8-10 meetings of 3 to 3%2 hours each. Additionally,on-site preparation can range from 1-2 hours. The time spent facilitating those meetings,therefore is estimated to be between 48 hours and 66 hours. Preparation time for each stakeholder session, including contact with the Co-Chairs is approximately 8 hours per session,or an average of 96 hours. Follow-up after each stakeholder meeting will average 4-6 hours,for an average of 60 hours. For Town Hall Meetings, we estimate that approximately 65 hours of staff time will be dedicated to the Town Hall meetings. This includes 26 hours of preparation time in the process and meeting design,development of questions,working with the Outreach Committee to identify the methods of recruitment and advertising of the meetings. Each Town Hall meeting is likely to last for 2-3 hours,with approximately 30 hours of compilation of the information gleaned from the meetings to inform the stakeholder process. These estimates may vary depending upon the technology utilized and does not include travel time. 8 CONTRACT NO. C32570 Implementation of the Action Plan Implementation Strategies— There exists a challenging period of transition from planning into the implementation of strategic planning projects. lt is during this critical period that action plans either lose momentum or thrust themselves forward toward pointed community action and meaningful change. We have projected a four month period for NCL involvement as implementation gets underway. Whichever implementation approaches Palm Desert selects,there are some key principles that must be in place to ensure successful implementation.These include: ■ Clear,thoughtful,implementable action plans created in the planning process; ■ Clarity and agreement on the charge,the expectations,the roles and responsibilities among all implementers; ■ An effective two-way flow of communication that continues among implementers,the implementation entiry,the larger stakeholder group,and the community; ■ Maintaining the integrity of the stakeholder process through the implementation stages (collaboration,open communication, inclusiveness); ■ Maintaining a long-term perspective among all responsible parties; ■ Ensuring the implementation mechanisms remain apolitical;and ■ Maintaining a mindset of patience and perseverance(i.e., implementation takes time). The implementation entity,either an established and trusted organization,or a newly created non-profit organization or citizens'group,oversees the ongoing implementation of the action plans.This entity would: • Recruit implementers if no responsible parties stepped forward in the action plan or if an implementer could not uphold his/her role; ■ Address other unforeseen barriers that had arisen during implementation by developing new strategies with reconvened stakeholders; ■ Provide ongoing support to the implementers; ■ Monitor achievement of the benchmarks and delive.r progress reports to the community;and ■ Develop mechanisms to update the action plans. NCL will work closely with Palm Desert community in developing an implementation entity that fits its needs and works for the whole community. Estimate of NCL work hours- Estimates of time for this stage of the process vary greatly depending upon the implementation entity. 9 CONTRACT NO. C32570 CITY OF PALM DESERT CITIZEN ENGAGEMENT PROCESS PROlECT DRAFT TIME L/NE Note: This timeline ilJustrates the project components with the Traditfonal Visioning Model of NCL. This timeline is contingent on the changes incorporated by the Initiating Committee. Initiatin�Sta�e This description of the Initiating Stage is based on three-hour meetings every two weeks.Over a two month period,these pre-planning sessions can be conducted with 2 on-site meeting,alternating one week apart with conference calls.This would occur in lanuary and February 2013. March 2013 /nitiating Committee Session A(on-site)-Outcomes: ■ Look at Initiating Committee Membership; ■ Clarity on Roles and Responsibilities Gained; ■ Agree on Project Outcomes;Outline Initiating ■ Committee Tasks; ■ Brainstorm Interests and Perspectives;and ■ Address Staffing March 2013 Initiating Committee Session 8(conference call)-Outcomes: ■ Finalize Initiating Committee Membership; ■ Begin Fine-Tuning the Process Design; ■ Discuss Project Name; ■ Begin Stakeholder Analysis; ■ Address Fundraising Issues; ■ Begin Forming Outreach, Research and Coordinating Committees. Apri►2013 /nitiating Committee Session C(on-site)-Outcomes: ■ Find Meeting Site; ■ Set Meeting Calendar; ■ Finalize Stakeholder List; ■ Develop Recruitment Strategies; ■ Discuss Outreach Strategy; ■ Kick-Off Planning. Apri12013 /nitiating Committee Session D(conference call)-Outcomes: ■ Committees are Set; ■ Timeline and Strategies for Stakeholder Recruitment Are Set; ■ Kick-off Planning Set; ■ Hand-off to Coordinating Committee is set. Mar-May2013 Preparing for the Kick-off ■ Recruitment begins; ■ Follow-up with potential stakeholders; ■ Review of stakeholder list to check balance; ■ Outreach to media and other key perspectives begins 10 CONTRACT NO. C32570 Stakeholder Plannin�StaQe This description of the Stakeholder Planning Stage is based on 9 meetings of 3 to 3%Z hours every three weeks.Therefore,the anticipated time spent on this stage is six to seven months. May 2013 Stakeholder Session 1-Kickoff Town Hall-Outcomes: ■ Purpose,Concept,and Approach Clarified and Understood; ■ Stakeholder buy-in and commitment to the process and timetable; ■ Where have we been?Where are we now?Where do we want to be? June 2013 Stakeholder Session 2-Community Vision- Outcomes: ■ Vision Themes for Community are Created; ■ Drafting Committee Formed. ■ Consensus on draft Re-Vision Statement Achieved July 2013 Stakeholder Session 3-Environmental Scan � Current Trends and Realities-Outcomes: ■ Agreement and Understanding of the Outside Events,Trends,and Issues That Will Effect Community's Future ■ Community Indicators Presented; ■ Community Civic Infrastructure Assessed. August 2013 Stakeholder Session 4-Selection of Key Performance Areas-Outcomes: ■ Past Work Reviewed; ■ Likely Future is Identified; ■ Key Performance Areas Identified; ■ Task Forces Formed and Responsibilities Agreed to. August 2013 Stakeholder Session 5-Evaluating Key Performance Areas-Outcomes: ■ Stakeholders Agree to Task Force Work to Date; ■ Vision Statement Draft Presented, Edited and Agreed to; ■ Consensus Reached On Current Realities and Likely Future of Key Performance Area Sept.2013 Stakeholder Session 6-Evaluating Key Performance Areas-Outcomes: ■ Stakeholders Agree on Task Force Work to Date; ■ Preliminary Overlap Across Key Performance Areas is Identified; ■ Consensus Reached On Mini-visions; ■ Goals and Objectives of Key Performance Areas Developed by Task Forces Sept.2013 Stakeholder Session 7-Evaluating Key Performance Areas-Outc.omes: ■ Stakeholders Agree on Task Force Work to Date; ■ Prioritization Discussion of Goals; ■ Integration and Coordination Begins; • Consensus Reached On Prioritized Goals/Objectives of Key Performance Areas Developed by Task Forces; ■ Preliminary Action Steps Oct.2013 Stakeholder Session 8-Action Planning and Implementation Strategies-Outcomes: ■ Stakeholders Agree on Task Force Work to Date; ■ Integration Continues; ■ Implementation Entity Developed; ■ Consensus Reached On Action Steps of Goal Areas; Implementers and Timeline 11 CONTRACT NO. C32570 Nov.2013 Presentation of Final Report:Town Hall Meeting(Session 9) ■ Writing Begins,Reviewed,Completed,Printed, ■ Released to Community; ■ Implementation Begins. Several variations to this timeline can be made,which can accelerate or expand the length of time to complete the process. Initiating Committee meetings can be held one week apart,thereby cutting the Initiating Stage in half. Certain meetings may be combined as all-day sessions,thereby accelerating the process by approximately one month. Other variations to the timeline may lengthen the process,such as inclusion or exclusion of the Civic Index assessment, holding the Town Hall Meetings,or other additional tasks not included in this timeline. NCL will work with Palm Desert community to ensure that the timeline and process meets the community needs and requirements. Implementation Sta�e NCL would remain involved as the implementation process gets underway for the first 3-4 months,with monthly onsite meetings and bi-weekly conference calls with an implementation steering committee. November Onsite meeting ■ Meeting of all implementation task forces to review progress December Onsite meeting ■ Meeting of all implementation task forces to review progress January Onsite meeting ■ Meeting of all implementation task forces to review progress February Onsite meeting ■ Meeting of all implementation task forces to review progress 12 CONTRACT NO. C32570 PALM DESERT COMMUNITY STRATEGIC PLANNING PROJECT Draft Budget This budget is provided as a dra budget to provide the community with a reference point of NCL's cost for our service� This dollar amount is based on the model described in the sample � timelin� NCL is willing to negotiate with the community on the costs and timeframes for the eff'orz Fee Scale The National Civic League's fees for regular meetings include$3000 per 2 person facilitator team, per on-site day,plus expenses for travel. For Town Hall onsite meetings,there would be a 3 person facilitation team at$4500. The National Civic League fee includes preparation time(8 hours per meeting);time onsite for the meeting itself(4-8 hours per meeting); and reasonable follow-up(4-8 hours per meeting). Personnel ■Facilitator Team($3000/event): 13 on-site days $39,000 ■Town Hall Meetings ($4500/event): 2 on-site days $9,000 Online Survev Hours and online expenses for 15 question survey, 100-150 respondents $6,000 Final Report Hours and design costs for preparation of report(excluding publication expenses) $6,000 Travel Expenses (Estimated NCL will charge for the following reimbursement of expenses: Travel to/fr airport; Airfare; Hotel; Meals; Rental Car: Total Expenses (Estimated) $20,000 Total Expenses 80 000 BUDGET NOTES: (1) Facilitator costs do not include additional days for familiarization with region, for which you will not be charged any additional days. This budget does not include any additional "fallback" consensus meetings or other meetings that the committees may choose to hold over the course of the project. (2) The facilitation team is being provided to you at a discount rate. (3) These figures represent the avera�e amount anticipated for the services of the National Civic League. These figures may be reduced or inereased depending on the process designed with the Initiating Committee or one that is dictated by the project budget. (4) The number of days/nights is figured based upon the following: 2 meetings with Initiating Committee, 7 Stakeholder meetings,2 Town Hall meetings, and 4 Implementation meetings. 13 CONTRACT NO. C32570 (5) It is assumed that the Initiating and Coordinating Committees will secure offices and volunteer or paid local staffto support the logistical and communication needs of the project in the community. The National Civic League can provide guidance on this process. (6) Optional Report Writing. Most communities draft their final reports themselves and request that NCL facilitators review the draft and offer suggestions. NCL can write the final report for an additional cost of approximately$5,000 for this service. ('� The expenses are only estimates. Actual expenses are likely to be less. NCL always attempts to secure the best deal within working parameters. NCL will submit reimbursement requests only for actual expenses incurred. 14