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Home My WebLink AboutNS Contract - Phillip Boyle Leading & Gov Associates Training & Facilitation Services• ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: December 3, 2007 Action Agenda Item No. 7 SUBJECT: Contract and Proposal Review: Leading and Governing Associates Training and Facilitation Services DEPARTMENT: Purchasing and Central PUBLIC HEARING: (Y/N) No Services ATTACHMENT(S): INFORMATION CONTACT: Proposal Pam Jones (919) 245-2652 Draft Agreement PURPOSE: To receive information regarding a contract with Leading and Governing Associates for training and facilitation services associated with the County Commissioner retreat and • Department Director training. BACKGROUND: Phillip Boyle has previously facilitated amini-retreat for the County Commissioners on September 28, 2007. The County Manager and Mr. Boyle have collaborated to develop a series of sessions that would: (1) Enhance the County's capacity to identify strategic directions, goats and priorities; and (2) Use these skills to develop the best possible balance among multiple county needs and interests. As articulated in the attached proposal, the proposed scope of services includes 2 %2 days of facilitation with the Board members and Department Directors, as well as the associated preparation time. (Note: Step 7 was accomplished in the September 28 session. The overall cost of the proposed contract has been reduced to exclude this already completed work ) The next session to be facilitated by Mr. Boyle has been scheduled for December 7, 2007. FINANCIAL IMPACT: The estimated cost for the remaining sessions is $10,000--$13,000. Funding for this training is included in the 2007-2008 Non-Departmental budget. RECOMMENDATION(S): The Manager recommends that the Board receive this information a contract with Leading and Governing Associates in an amount not to exceed $13,000 for training and facilitation services as identified in the attached scope of services; and provide any feedback to staff in preparation for approval of the contract at the December 11, 2007 BOCC meeting. • a, • Strategic Direction and Policy Navigation for Orange County Purpose 1. Enhance the county's capacity to identify strategic. directions, goals, and priories. 2. Use these to help the board and staff navigate the best possible balance among -- -- _- ----multiple-county-needs-and=interests.- --- _ -- -_- _--_ __ Goals and Outcomes 1. Engage board and staff members in a collaborative planning process to create a greater shared understanding of the issues and challenges facing the county and county govemment today and a shared sense of direction about tomorrow. 2. Refine the mission, vision, core values, and guiding principles of county government to help focus on core county functions and help distinguish between what the county must do, should do, and could do. 3. Jointly chart a strategic direction for the county by identifying countywide goals, integrating board and staff goals; and connecting departmental goals to broader • county goals. 4. Strengthen communication, relationships, and the governing partnership between board members and staff: 5. Create a living document that can serve as a strategic guide for planning, focusing, organizing, and communicating the work of county government. Proposed Process and Tasks Step 1-Navigating Political Interests and Policy Choices (% day session + % day preparation) • Define the board's vision of the "good life" in Orange County • Identify driving forces and challenges #o the board's vision of the good life. • Practice using board tools and processes for navigating policy issues, balancing choices, and making collective decisions. Step 2 -Strategic Conversations (1/2 daysession + 7 day preparation) Purpose Follow-up on the board's discussion about public values and the-good life in Orange County to develop a greater shared vision and understanding of county government. • 3 • Process • • 1. What does Orange County government do? 2. Why does Orange County government exist -what is it's purpose, its mission, its reason for being? 3. What does Orange County government stand for, believe in, what are its beliefs? 4. How should Orange County government carry out its mission, how should it behave, what core values should guide the actions of county government? 5. What is your vision for Orange County government, what should it aspire to, what legacy do you wish to leave as a board for those who will follow you? What We Value about Orange County What Value County Government Should Add • A beautiful place -natural, physical Create and articulate a common • Active citizens vision • Arts and entertainment • Enhance quality of life • Broader economic and housing opportunities, Ensure and enhance opportunity more shopping Help those who cannot help Clean air and water themselves • Commitment to education and teaming • Promote democracy • Cultural diversity -different cultures, faiths • Protect, provide, and promote health, • Different philosophical poles, broad political safety, and welfare spectrum Provide necessary structure • Different types of jobs, economic and Provide points of access employment opportunities Resolve differences • Different.types of neighborhoods. . • Intellectually challenging • People are friendly, care about their neighbors • Strong local economy, people buy local • Sustainable%nvironmentally friendly protective • Tolerance, acceptance, and openness regarding diversity and difference • Urhan and suburban, rural and urban communities are coo erative 2 4 Forces Sustaining the Orange County We Value Forces Restraining the Orange County We Value • A progressive attitude -people are Difficulty in maintaining heterogeneity and responsible for themselves and others, afforolability of our communities govemment can help, people care • Finite financial resources and limited • Citizens believe they matter, can make a revenue options difference . Finite natural resources • Collaborative decision making Impact of anti-govemment discourse • Our commitment to these values Impact of markets • Our quality of life Population growth • People live here/move here because of . State and federal policy . --_ his vision_.__ _ . _ ____ ________ __ Tendency to elevate the individual above the communi • Develop a shared understanding of county government and its challenges. • Define the. county's mission, vision, and core values. • Address how the board and staff can best respond to these challenges and fulfill the county's mission and vision. Mission and core values - developing a shared understanding of county govemment: • What does the county do -how does it behave? • Based on what the county does, what does the county believe in, what are the county's core beliefs? • Based on what the county does and believes in, what does it-stand for, what does it value? • Why does Orange County government exist -what is county government's purpose? • How should Orange County government carry out its mission? Crafting a shared vision for Orange county Government: • What do you value about Orange County, what makes Orange "Orange?" • What major issues and challenges does county govemment face in creating and sustaining the Orange you described? • How would you like to see county govemment respond to these issues and challenges in order to preserve what you value about Orange County? • What is your vision for Orange County, what difference do you want county government to make, what should Orange County government aspire to, what legacy do you wish to leave as a board for those who will follow you? Guiding principles and best practices for board and staff: • What key themes emerged from your conversations about what you value about Orange County, the issues and challenges you face, and how Orange county government should respond to these issues and challenges? • 3 s . How can the board and staff best respond to these challenges, cany out the county's mission, and achieve its goals and vision in terms of organization, structure, role, best practices, and operating principles? Step 3 -Strategic Directions (7 day session + 7 day prepa~tion time) (joint meeting with staffl • Identify issues and needs, challenges and choices facing the county, and priorities and actions that should be addressed. • Identify common themes and group themes into categories that can serve as platforms for countywide goals. • Reframe categories as affirmative countywide goal statements. , • Assign all individual issues, actions, and challenges to county goals. • Reframe issues, actions, and challenges into a set'of speck initiatives or objectives to achieve each county goal. Step 4 -Connecting Policy Navigation and Strategic Direcfions (% day + % day preparation time) • Organize current programs, services, priorities, commitments, and investments according to the countywide goals and initiatives. • Use the countywide goals and initiatives to identify core programs, services, functions and priorities • Adopt a county platform and integrate goals into the budget. • Based on mission, vision, core values, goals and initiatives, and budget, identify priority goals, objectives, and actions. • Adjust budget and investments accordingly. Estimated Time, Cost, and Scheduling Based on the total proposed design, I estimate about 8 days of time, broken out as follows: • Session and facilitation time - 3 days • Consultation, planning, preparation, design and reporting/feedback - 5 days In terms of cost, Leading & Governing charges per day or per unit of work, depending upon the specific client and project. For ongoing work where the time is easier to identify than the specific tasks, I often use a per day fee. My current daily rate is $1650 per day, which covers all consultation, planning, and facilitation, and includes all administrative and operating costs. Alternatively, for work that is more finite or intermittent, such as conference sessions or a stand-alone board workshop, I usually charge per session. My half-day session fees range from $1000 - $3000, and my full-day sessions range from $2500 - $5000. We can discuss the scope of work and cost at your convenience, and I am happy to work with any specific administrative requirements you may have. In terms of scheduling, I prefer to try to schedule whatever we think seems feasible up front, so I can reserve the time and guarantee my availability. • 4 • About Leading & Governing Established, in 2004, we are an education and consulting practice dedicated to strengthening democratic governance and representative government. We work with elected and appointed officials to engage their constituents, communities and each other in problem solving, decision making, policy design, and strategic navigation. Our clients include state and local government, universities, public schools, school boards, and state and national associations. Below are some recent and current clients and projects related to the work we have discussed for Orange County: • Blue Ribbon Commission on the Future of Wake County ' • Cabarnls County Board-Stafif and Countywide Planning • Catawba County Board of Commissioners Retreat • Durham County Board-Staff Planning Retreat • Moore County Strategic Visioning and Directions Initiative -- ! _. N. C._9ssociaton of Cou~fjc_Comr~issior2ers_Strategic=P_lanniagJnitiative_.__._ _ • N. C. League of Municipalities' Strategic Directions Initiative • Special Transit Advisory Commission for North Carolina's Triangle Region • Town of Boone/Watauga County/Appalachian State University Joint Retreat • Town of Chapel Hill Management Team Retreat and Organizational Realignment • tJNC-CH School of Government's Advanced Education Initiative for Local Elected Officials • Wake County Board of Education Policy Design 106 Weathervane Drive Carrboro, North Carolina 27510 Office: 919.918.7067 Mobile: 9'19.260.4084 Email: pboyleCa~leadinaandaovemina.com Web: www.leadinaandaovernina.com • 5 DRAFT - SEP. 17.2007 Memorandum of Agreement between Leading and Governing Associates, Inc. and Orange County To: Laura Blackmon, County Manager 200 South Cameron Street P.O. Box 818'( Hillsborough, NG 27278 From: Phillip Boyle, Lending and Governing Associates, Inc. Re: Strategic Direction and (Navigation for Orange County Date: September 17, 2007 Leading anal Govemmg Associates, Inc, a'grees'to assist Orange County in addressing strategic directions °and priorities. Based on our planning discussions, Leading and • Gavernmg v~ould..work with the county board and staff to: 1. Enhance the county's capacity' to identrly strategic directions, goals, and. priorities to help the board andataff navigate ttie best:possible balance among multiple county needs: and interests: 2. Engage board and staff members in a collaborative;planning process to create a greater shared understanding ofthe issues and challenges: facing .the county:and county government. today and a sharetl sense of direction about tomorrow. 3. Refine. the mission,; yision, care wolves, anal guiding princ~plesof county government to help. focus: on core county ftanctioris and help distinguish between what the county must do, sFiould do, and ~o'uld do. ..;. 4. Jo~nt(y chart;a strategic: direction for the county by identifying: countywide goals, integrating bi~ard and staff gods, arid. connecFing departmental goals to 6roade~r county goal's: and create.~a UVrng document that sari seve as a strategic guide for planning, focusing; organizing, i~nd c`pmrnunicating the wok of county government. 5. Strengthen the governing partnership among board mei'i~i6ers and between board members:and staff: The proposed process and tasks include: • Step 1 -Address the board's strategic leadership role in addressing policy issues and choices on behalf of the public good. • Step 2 - Develop a shared understanding of county government and its mission, vision, cote values, acid challenges.. . • Step 3 -Engage the. board arid staff in identifying issues and needs, challenges and choices facing the county, and' priorities and actions that can then serve as platforms far jointly developing countywide goals. 8 • • Step 4 - Organize current programs, serviGeS, commitments, and investments according to countywide goals and initiatives; identify priorities; and integrate into the budget. I estimate about 8-10 days of time far board and staff engagement, session facilitation, consultation, planning, design, and. preparation. For this type of work Leading & Governing charges $1650 per day, which includes all administrative and operating costs. The estimated not-to-exceed total cosf for the tasks outlined in this agreement is between $13,200 and $16,500. Leading 8 Governing will invoice Orange.Caunty only for-work requested and performed. _,, Lea.ding.:&._G_QV_e_cninc,~._ty cally invoices.. clients. in mgnths following co~letion~ of work. Payment should be made to Leading and Governing Associates,. lnc. Our taxi entificati number is 20-1443348. Questions about the administration of this agreement should be addressed to Scottie Seawell, managing partner, at 919.918.7067 or fseawell(a~leadingandQOVerr~i.np.corn. Far Leading & Governing Associates: Name Ttle 0`ate ,For [?range County: _, _. Na~1~ Title Oate About~Leading ,~ :Goiremmg. Established :in 2004, we.~are an: educafiion and consulting practii:e dedicated to ., strengthening demacrafie.govei`nance antl. ~erpresentetiv..e geuerr!ment. We work with elected aril appointed officiate to ehgage ttietr cans#ituents; communitiesand each. other in public: problem solving, decision making, policy design, and strategic navigation. Our clients include state and local government, universities, public schools, and state aril national associations. t 1061Neatheniane Drive Carrl?oro, North Carolina 27510 Office: 919.918.7067 Mobile:919.260,4Q84. Email: pboyieCa7(eadingandaoverning.com Web: wwuv:teadingandaoveming_,com 2