Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
2023-066-E-County Mgr-BerryDunn-Countywide Strategic Plan
Revised 06/21 1 [Departmental Use Only] TITLE Countywide Strategic Planning Services FY 2022-23 NORTH CAROLINA SERVICES AGREEMENT RFP/RFQ ORANGE COUNTY This Services Agreement (hereinafter “Agreement”), made and entered into this 8th day of February, 2023, (“Effective Date”) by and between Orange County, North Carolina a political subdivision of the State of North Carolina (hereinafter, the "County") and Berry, Dunn, McNeil & Parker, LLC, (hereinafter, the "Provider"). WITNESSETH: That the County and Provider, for the consideration herein named, do hereby agree as follows: 1. Services a. Scope of Work. i) This Services Agreement (“Agreement”) is for services to be rendered by Provider to County with respect to (insert type of project): creating a comprehensive, Countywide Strategic Plan ii) By executing this Agreement, the Provider represents and agrees that Provider is qualified to perform and fully capable of performing and providing the services required or necessary under this Agreement in a fully competent, professional and timely manner. iii) Time is of the essence with respect to this Agreement. iv) The services to be performed under this Agreement consist of Basic Services, as described and designated in Section 3 hereof. Compensation to the Provider for Basic Services under this Agreement shall be as set forth herein. 2. Responsibilities of the Provider a. Services to be provided. The Provider shall provide the County with all services required in Section 3 to satisfactorily complete the Project within the time limitations set forth herein and in accordance with the highest professional standards. b. Standard of Care. i) The Provider shall exercise reasonable care and diligence in performing services under this Agreement in accordance with the highest generally accepted standards of this type of Provider practice throughout the United States and in accordance DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Revised 06/21 2 with applicable federal, state and local laws and regulations applicable to the performance of these services. Provider is solely responsible for the professional quality, accuracy and timely completion and submission of all work related to the Basic Services. ii) Provider shall be responsible for all errors or omissions of its agents, contractors, employees, or assigns in the performance of the Agreement. Provider shall correct any and all errors, omissions, discrepancies, ambiguities, mistakes or conflicts at no additional cost to the County. iii) The Provider shall not, except as otherwise provided for in this Agreement, subcontract the performance of any work under this Agreement without prior written permission of the County. No permission for subcontracting shall create, between the County and the subcontractor, any contract or any other relationship. iv) Provider is an independent contractor of County. Any and all employees of the Provider engaged by the Provider in the performance of any work or services required of the Provider under this Agreement, shall be considered employees or agents of the Provider only and not of the County, and any and all claims that may or might arise under any workers compensation or other law or contract on behalf of said employees while so engaged shall be the sole obligation and responsibility of the Provider. v) If activities related to the performance of this Agreement require specific licenses, certifications, or related credentials Provider represents that it or its employees, agents and subcontractors engaged in such activities possess such licenses, certifications, or credentials and that such licenses certifications, or credentials are current, active, and not in a state of suspension or revocation. vi) Should this Agreement involve project designs, the construction or creation of which is to be bid out or fulfilled by other contractors, and bidding or negotiation with contractors produce prices which, when added to the other elements of the approved total project cost, produce a cost that is in excess of the approved total project cost, the Provider shall participate with the County in negotiation and design adjustments to the extent such are necessary to obtain prices within the approved total project cost. All activity of the Provider with respect to these matters shall constitute Basic Services and shall be performed by the Provider without additional compensation. If negotiation and design adjustments fail to bring costs within the total project cost the County may reject all bids and Provider will redesign or reduce portions of the project in an effort to reduce the bid prices to within the total project cost and rebid the project. One such redesign is included within Basic Services. If this second letting for bids does not produce bids that are within the approved total project cost initially or after negotiations with the contractor the cost is not reduced to an amount within the total project cost, the Provider is not obligated to engage in further redesign. 3. Basic Services a. Basic Services. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Revised 06/21 3 i) The Provider shall perform as Basic Services the work and services described herein and as specified in the County’s Request for Proposals or Request for Qualifications (the “RFP”) “RFP Number 367-OC 5373 for “Creation of a Countywide Strategic Plan” issued September 28, 2022, and the Provider’s proposal, which are fully incorporated and integrated herein by reference together with Attachments A - Deliverable and Fee Schedule (designate all attachments). In the event a term or condition in any referenced document or attachment conflicts with a term or condition of this Agreement the term or condition in this Agreement shall control. Should such conflict arise the priority of documents shall be as follows: This Agreement, the County’s RFP together with attachments, Provider’s Proposal together with attachments. ii) The Basic Services will be performed by the Provider in accordance with the following schedule: (Insert milestones task list, dates and fees. If milestones are not established mark N/A under Milestone Task 1.) Milestone Task Milestone Date Milestone Fee 1. See Attachment A 2. 3. 4. 5. 6. 7. 8. 9. 10. iii) Should County reasonably determine that Provider has not met the Milestone Dates established in Section 3(a)(ii), County shall notify Provider of the failure to meet the Milestone Date. The County, at its discretion may provide the Provider seven (7) days to cure the breach. County may withhold the accompanying payment without penalty until such time as Provider cures the breach. In the alternative, upon Provider’s failure to meet any Milestone Date the County may modify the Milestone Date schedule. Should Provider or its representatives fail to cure the breach within seven (7) days, or fail to reasonably agree to such modified schedule, County may immediately terminate this Agreement in writing, without penalty or incurring further obligation to Provider. This section shall not be interpreted to limit the definition of breach to the failure to meet Milestone Dates. 4. Duration of Services a. Term. The term of this Agreement shall be from date of contract execution to December 29, 2025. b. Scheduling of Services DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Revised 06/21 4 i) The Provider shall schedule and perform its activities in a timely manner so as to meet the Milestone Dates listed in Section 3. ii) Should the County determine that the Provider is behind schedule, it may require the Provider to expedite and accelerate its efforts, including providing additional resources and working overtime, as necessary, to perform its services in accordance with the approved project schedule at no additional cost to the County. iii) The Commencement Date for the Provider's Basic Services shall be February 13, 2023. 5. Compensation a. Compensation for Basic Services. Compensation for Basic Services shall include all compensation due the Provider from the County for all services satisfactorily (as determined by the County) performed pursuant to this Agreement. The maximum amount payable for Basic Services is One hundred five thousand, three hundred and three Dollars ($105,303). In the event the amount stated on an invoice is disputed by the County, the County may withhold payment of all or a portion of the amount stated on an invoice until the parties resolve the dispute. Payment for Basic Services shall become due and payable in direct proportion to satisfactory services performed and work accomplished. Payments will be made as Project milestones as set out in Section 3(a)(ii) are achieved up to the corresponding milestone fee. (For example, Provider may invoice for the amount listed as the milestone fee corresponding to the first milestone task upon County’s acknowledgement of the satisfactory completion of Task one. Upon the County’s acknowledgement that the second Task has been satisfactorily completed Provider may invoice for that corresponding milestone fee.) Milestone fees shall be the maximum amount payable for its corresponding milestone task which shall not be altered except by written amendment. b. Additional Services. County shall not be responsible for costs related to any services in addition to the Basic Services performed by Provider unless County requests such additional services in writing and such additional services are evidenced by a written amendment to this Agreement. 6. Responsibilities of the County a. Cooperation and Coordination. The County has designated (Travis Myren) to act as the County's representative with respect to the Project who shall have the authority to render decisions within guidelines established by the County Manager or the County Board of Commissioners and who shall be available during working hours as often as may be reasonably required to render decisions and to furnish information. 7. Insurance a. General Requirements. Provider shall obtain, at its sole expense, Commercial General Liability Insurance, Automobile Insurance, Workers’ Compensation Insurance, and any additional insurance as may be required by County’s Risk Manager as such insurance DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Revised 06/21 5 requirements are described in the Orange County Risk Transfer Policy and Orange County Minimum Insurance Coverage Requirements (each document is incorporated herein by reference and may be viewed at http://www.orangecountync.gov/departments/purchasing_division/contracts.php.) If County’s Risk Manager determines additional insurance coverage is required such additional insurance shall consist of (if no additional insurance required mark N/A as being not applicable). Provider shall not commence work until such insurance is in effect and certification thereof has been received by the County's Risk Manager. 8. Indemnity a. Indemnity. To the extent authorized by North Carolina law the Provider agrees, without limitation, to defend, indemnify and hold harmless the County from all loss, liability, claims or expense, including attorney's fees, arising out of or related to the Project and arising from property damage or bodily injury including death to any person or persons caused in whole or in part by the negligence or misconduct of the Provider except to the extent same are caused by the negligence or willful misconduct of the County. It is the intent of this provision to require the Provider to indemnify the County to the fullest extent permitted under North Carolina law. 9. Amendments to the Agreement a. Changes in Basic Services. Changes in the Basic Services and entitlement to additional compensation or a change in duration of this Agreement shall be made by a written Amendment to this Agreement executed by the County and the Provider. The Provider shall proceed to perform the Services required by the Amendment only after receiving a fully executed Amendment from the County. 10. Termination a. Termination for Convenience of the County. This Agreement may be terminated without cause by the County and for its convenience upon seven (7) days prior written notice to the Provider. b. Other Termination. The Provider may terminate this Agreement based upon the County's material breach of this Agreement; provided, the County has not taken all reasonable actions to remedy the breach. The Provider shall give the County seven (7) days' prior written notice of its intent to terminate this Agreement for cause. Either party may terminate this Agreement upon notice to the other party that obligations pursuant to this Agreement are made impractical due to declarations of emergency by Orange County or by North Carolina due to events directly impacting Orange County. Both parties shall remain responsible for all payment and performance due up to the receipt of such notice, but shall have no further obligation or responsibility beyond that date provided the terminating party has taken all reasonable steps to complete the performance of its obligations. c. Compensation After Termination. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Revised 06/21 6 i) In the event of termination, the Provider shall be paid that portion of the fees and expenses that it has earned to the date of termination, less any costs or expenses incurred or anticipated to be incurred by the County due to errors or omissions of the Provider. Upon request of the County, the Provider shall submit to County all relevant documentation, including but not limited to, job cost records, to support its claims for final compensation. ii) Should this Agreement be terminated, the Provider shall deliver to the County within seven (7) days, at no additional cost, all deliverables including any electronic data or files relating to the Project. d. Waiver. The payment of any sums by the County under this Agreement or the failure of the County to require compliance by the Provider with any provisions of this Agreement or the waiver by the County of any breach of this Agreement shall not constitute a waiver of any claim for damages by the County for any breach of this Agreement or a waiver of any other required compliance with this Agreement. e. Suspension. County may suspend the Basic Services and this Agreement at any time for County’s convenience and without penalty to County upon three (3) days’ notice to Provider. Upon any suspension by County, Provider shall discontinue the Basic Services and shall not resume the Basic Services until notified to proceed by County. 11. Additional Provisions a. Limitation and Assignment. The County and the Provider each bind themselves, their successors, assigns and legal representatives to the terms of this Agreement. Neither the County nor the Provider shall assign or transfer its interest in this Agreement without the written consent of the other. b. Governing Law. This Agreement and the duties, responsibilities, obligations and rights of respective parties hereunder shall be governed by the laws of the State of North Carolina. c. Compliance with Laws. Provider shall at all times remain in compliance with all applicable local, state, and federal laws, rules, and regulations including but not limited to all state and federal anti-discrimination laws, policies, rules, and regulations and the Orange County Non-Discrimination Policy and Orange County Living Wage Policy (each policy is incorporated herein by reference and may be viewed at http://www.orangecountync.gov/departments/purchasing_division/contracts.php.) Any violation of this requirement is a breach of this Agreement and County may immediately terminate this Agreement without further obligation on the part of the County. This paragraph is not intended to limit and does not limit the definition of breach to discrimination. By executing this Agreement Provider affirms that Provider and any subcontractors of Provider are and shall remain in compliance with Article 2 of Chapter 64 of the North Carolina General Statutes. By executing this Agreement Provider certifies that Provider has not been identified, and has not utilized the services of any agent or subcontractor identified, on the list created by the State Treasurer pursuant to G.S. 147-86.58. By executing this Agreement Provider certifies that Provider has not DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Revised 06/21 7 been identified, and has not utilized the services of any agent or subcontractor identified, on the list created by the State Treasurer pursuant to G.S. 147-86.81. d. Dispute Resolution. Any and all suits or actions to enforce, interpret or seek damages with respect to any provision of, or the performance or non-performance of, this Agreement shall be brought in the General Court of Justice of North Carolina sitting in Orange County, North Carolina. It is agreed by the parties that no other court shall have jurisdiction or venue with respect to such suits or actions. Binding arbitration may not be initiated by either Party, however, the Parties may agree to nonbinding mediation of any dispute prior to the bringing of a suit or action. e. Entire Agreement. This Agreement, together with the RFP and its attachments and the Proposal and its attachments, represents the entire and integrated agreement between the County and the Provider and supersedes all prior negotiations, representations or agreements, either written or oral. This Agreement may be amended only by written instrument signed by both parties. Modifications may be evidenced by facsimile signatures. f. Severability. If any provision of this Agreement is held as a matter of law to be unenforceable, the remainder of this Agreement shall be valid and binding upon the Parties. g. Ownership of Work Product. Should Provider’s performance of this Agreement generate documents, items or things that are specific to this Project such documents, items or things shall become the property of the County and may be used on any other project without additional compensation to the Provider. The use of the documents, items or things by the County or by any person or entity for any purpose other than the Project as set forth in this Agreement shall be at the full risk of the County. h. Non-Appropriation and Government Action. Provider acknowledges that County is a governmental entity, and the validity of this Agreement is based upon the availability of public funding under the authority of its statutory mandate. In the event that public funds are unavailable or not appropriated for the performance of County’s obligations under this Agreement, then this Agreement shall automatically expire without penalty to County immediately upon written notice to Provider of the unavailability or non-appropriation of public funds. It is expressly agreed that County shall not activate this non-appropriation provision for its convenience or to circumvent the requirements of this Agreement. In the event of a change in the County’s statutory authority, mandate or mandated functions, by state or federal legislative or regulatory action, which adversely affects County’s authority to continue its obligations under this Agreement, then this Agreement shall automatically terminate without penalty to County upon written notice to Provider of such limitation or change in County’s legal authority. i. Signatures. This Agreement together with any amendments or modifications may be executed electronically. All electronic signatures affixed hereto evidence the consent of the Parties to utilize electronic signatures and the intent of the Parties to comply with DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Revised 06/21 8 Article 11A and Article 40 of North Carolina General Statute Chapter 66. j. Force Majeure. Neither party shall be liable to the other for any failure or delay or performance of any obligation under this Agreement to the extent such failure or delay shall have been wholly or principally caused by force majeure acts or events beyond its reasonable control rendering performance illegal or impossible. As used in this section, “force majeure” means any cause beyond the reasonable control of a party including, but not limited to, an act of God, nature, act of aggression, fire, strike, flood, riot, war, delay of transportation, terrorism, pandemics, or other widespread outbreaks of infectious diseases or inability due to the aforementioned causes to obtain necessary labor, material or facilities. k. Notices. Any notice required by this Agreement shall be in writing and delivered by certified or registered mail, return receipt requested to the following: Orange County Provider’s Name & Address Attention: Travis Myren BerryDunn P.O. Box 8181 2211 Congress Street Hillsborough, NC 27278 Portland, ME 04102-1955 IN WITNESS WHEREOF, the Parties, by and through their authorized agents, have hereunder set their hands and seal, all as of the day and year first above written. ORANGE COUNTY: PROVIDER: By: _________________________________ Bonnie Hammersley, Orange County Manager By: __________________________________ Jonathan Grace, Project Principal Printed Name and Title DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Revised 06/21 9 ORANGE COUNTY—DEPARTMENT USE ONLY ______________________________________________________________________________ Department Party/Vendor Name: BerryDunn Party/Vendor Contact Person: Jonathan Grace Contact Phone: 207.541.2200 Party/Vendor Address: 2211 Congress Street City Portland State: ME Zip: 04102-1955 Department: County Manager Amount: $105,303 Purpose: Countywide Strategic Plan Budget Code(s): 61370035 870000 10085 Vendor # N/A (N/A if new vendor) Vendor is a BOCC consultant? Yes No Contract Type: (Check one) New Renewal Amendment Effective Date 2/10/23 Approved by Board Yes No Agenda Date: 2/7/23 --- For Section XIV. c. contracts only, Approved by Board in Current FY Budget Yes No This agreement is approved as to technical form and content and I as Department Director affirmatively state work on this project has not been initiated prior to execution of the agreement: Department Director’s Signature ________________________________________ Date: ________ Agreements for emergency services or repair are not subject to the above affirmation. If services related to this agreement have already begun or been completed please briefly describe the nature of the emergency condition that was addressed: Information Technologies (Applicable only to hardware/software purchases and related services) This agreement has been reviewed and is approved as to information technology content and specifications: Office of the Chief Information Officer___________________________________ Date: ________ Risk Management This agreement is approved for sufficiency of insurance standards, specifications, and requirements: Office of the Risk Management Officer___________________________________ Date: _________ Financial Services This instrument has been pre-audited in the manner required by the Local Government Budget and Fiscal Control Act: Office of the Chief Financial Officer ____________________________________ Date: _________ Legal Services This agreement is approved as to legal form and sufficiency: Office of the County Attorney __________________________________________Date: ________ Clerk to the Board Received for record retention: All Docusign contracts must be copied to the Clerk upon completion: occlerkdocs@orangecountync.gov The following signature block is for hard copies only and is not required for Docusign contracts: Office of the Clerk to the Board __________________________________________Date:_________ DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 2/8/2023 2/10/2023 2/10/2023 2/10/2023 Attachment A Fee Schedule The following table contains the fees for services by phase and deliverable. Also included is a travel expense estimate. We will submit monthly progress invoices based on the progress towards the completion of each deliverable and any actual travel expense incurred. We will not submit a final invoice for a deliverable without signed acceptance from the County. Phases and Deliverables Fees Phase 1. Project Initiation and Planning D01. Project Work Plan and Schedule $3,480 D02. Biweekly Status Meetings $5,250 Phase 1 Sub-Total $8,730 Phase 2. Stakeholder Engagement D03. Environmental Scan and Community Needs Assessment $17,100 Phase 2 Sub-Total $17,100 Phase 3. Strategic Plan Development and Approval D04. Initial Orange County Strategic Plan $14,190 D05. Final Orange County Strategic Plan $3,640 Phase 3 Sub-Total $17,830 Phase 4. Implementation Recommendations and Budget D06. Recommendations Report and Project Closeout Activities $9,870 Phase 4 Sub-Total $9,870 Phase 5. Performance Monitoring and Continuing Engagement D07. Progress Reports $18,900 Phase 5 Sub-Total $18,900 Statistically Valid Survey Sub-Total $24,500 Travel Expense Sub-Total $8,373 Project Total $105,303 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A berrydunn.com PROPOSAL Orange County Countywide Strategic Plan (RFP#: 367-OC 5373) BerryDunn 2211 Congress Street Portland, ME 04102-1955 207.541.2200 Jonathan Grace, Project Principal jgrace@berrydunn.com Charline Kirongozi, Project Manager/ Facilitator ckirongozi@berrydunn.com Proposal Opening Date: October 28, 2022 at 3:00 p.m. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Maine = Connecticut = New Hampshire = West Virginia = Arizona = Massachusetts = Puerto Rico berrydunn.com A. C over Letter October 28, 2022 Attn: Jovana Amaro, Purchasing Agent Orange County 300 West Tryon Street Hillsborough, NC 27278 Dear Jovana Amaro: On behalf of Berry Dunn McNeil & Parker, LLC (BerryDunn), I am pleased to submit this proposal in response to Orange County’s (the County’s) Request for Proposals (RFP) No. 367-OC 5373 to Create a Countywide Strategic Plan. We have read the County’s request and reviewed its terms and conditions and the contents presented therein. Our proposal is a firm and irrevocable offer valid for 120 calendar days from the proposal opening date of October 28, 2022. BerryDunn is a nationally recognized independent management and information technology (IT) consulting firm, headquartered in Portland, Maine with nine office locations nationally. Focused on inspiring organizations to transform and innovate, we are a stable and well-established firm that has preserved our core values and reputation for excellence throughout our 48-year history. We have enjoyed steady growth by providing consistent, high-quality services to our clients in all 50 states—including numerous clients in the State of North Carolina (the State)—Puerto Rico, and Canada. Our firm’s culture is centered on a deep understanding of our clients’ commitment to serving the public. The human aspect of projects can often be forgotten in the maze of regulatory changes and legal requirements with which public-sector organizations must comply. BerryDunn proudly tailors each of its projects to recognize the work our clients do every day. We care about what we do, and we care about the people impacted by our work—including those at the County. As is evident in the key points that follow, we are well-qualified to partner with the County on its strategic planning initiative. We look forward to leveraging our strengths to support the County’s related needs both now and in the future. Our decades of relevant strategic planning experience BerryDunn’s Local Government Practice Group is dedicated to serving the public sector and provides a wide variety of services, informing and enhancing our ability to support our clients with strategic planning initiatives. We are skilled at facilitating, communicating, and visioning. This broad exposure to the strategic planning process gives us an in-depth understanding of the importance in establishing trust and credibility with stakeholders and effectively engaging said stakeholders in the planning process to build buy-in for a common vision and commitment to action. Our strong facilitation approach and communication skills We understand that reaching consensus can be difficult as individuals seek to advocate for the needs and concerns they believe in most and that represent the interests of their constituencies. Our approach is based in the Institute of Cultural Affairs’ (ICA) Technology of Participation (ToP®) facilitation methodology and designed to meet the needs of stakeholders, including elected and appointed officials, managers, frontline staff, and the public. Throughout the process, we will keep DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Jovana Amaro, Purchasing Agent October 28, 2022 | Page ii stakeholders informed and involved, helping to ensure the County’s strategic planning effort is inclusive of all perspectives and reflects a shared vision. Our highly skilled project team and their commitment to local government All our project team members exclusively serve local government clients and the majority have prior experience working in local government organizations prior to joining BerryDunn. Having served dozens of local governments across the country, our team has a deep understanding of local government organizations, as well as the opportunities and constraints associated with the region’s public-sector landscape. Further, our project manager and facilitator, Charline Kirongozi, as well as our facilitator, Shannon Flowers, regularly work with elected officials, leadership, and all varieties of community stakeholders. Collectively, we are well-qualified to support the County as it seeks to improve, transform, and innovate as well as achieve its future project goals and objectives. Our pool of subject matter experts (SMEs) across relevant practices In addition to our proposed project team, we are proud to offer our pool of over 300 consultants. These resources offer experience and expertise among practices such as community development and planning; justice and public safety; parks, recreation, and libraries; health and community services; among others. As a principal in BerryDunn’s Local Government Practice Group, I can attest to the accuracy of our materials, and I am legally authorized to bind, negotiate, make presentations on behalf of, and commit our firm and our resources. If you have any questions regarding our proposal or updates on the evaluation process, please consider me your primary point of contact and feel free to contact me directly. Sincerely, Jonathan Grace, PMP®, Prosci® CCP, Principal 2211 Congress Street, Portland, ME 04102-1955 t/f: 207-541-2260 | e: jgrace@berrydunn.com DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A A. Cover Letter | 1 Table of Contents A. Cover Letter ............................................................................................................................................ 0 Table of Contents ........................................................................................................................................ 1 B. Title Page ................................................................................................................................................. 2 C. Project Organization .............................................................................................................................. 5 D. Technical Approach ............................................................................................................................. 10 E. Experience and Qualifications ............................................................................................................ 21 F. Capability and Capacity ....................................................................................................................... 22 G. References ............................................................................................................................................ 23 H. Cost ........................................................................................................................................................ 24 I. Acknowledgement of Addenda ............................................................................................................ 25 J. Living Wage Form ................................................................................................................................. 26 K. Verify Form ............................................................................................................................................ 27 L. Non-Discrimination Certification Form ............................................................................................... 28 M. Supplemental Vendor Information: Historically Underutilized Businesses Form ........................ 30 Appendix A. Resumes .............................................................................................................................. 31 Appendix B. Requested Exceptions ....................................................................................................... 36 Appendix C. Work Samples ..................................................................................................................... 37 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A ORANGE COUNTY Request for Proposal #:367-OC5373 For internal processing, including tabulation of proposals, please provide your company’s Federal Employer Identification Number or alternate identification number (e.g. Social Security Number). Pursuant to G.S. 132-1.10 (b) this identification number shall not be released to the public. This page will be removed and shredded, or otherwise kept confidential, before the procurement file is made available for public inspection. This page is to be filled out and returned with your proposal. Failure to do so may subject your proposal to rejection. ID Number: Federal ID Number or Social Security Number Consultant Name B. Ti le Page | 2 B . T it le Pag e B 1. F ed era l ID Numb er 01-0523282 Berry Dunn McNeil & Parker, LLC DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A B. Title Page | 3 B2. Firm Overview BerryDunn is a nationally recognized independent management and IT consulting firm focused on inspiring organizations to transform and innovate. As a Limited Liability Company formed in 1974 with 55 principals, 29 owners, and nine office locations, we have experienced sustained growth throughout our 48-year history. We employ more than 800 staff members—including more than 300 in our Consulting Services Team. From extensive project experience for more than 400 state, local, and quasi-governmental agencies, our team brings valuable perspectives to every engagement. Additionally, our team has prior experience serving state and local government agencies, providing them with an in-depth understanding of government operations, staffing needs, budgetary constraints, and the business processes required to provide necessary services to the internal divisions and the constituents the County serves. Our firm provides a full range of professional services that supports our ability to complete tasks outlined by the County. These include: •Enterprise and Departmental Strategic Planning •Organizational, Operational, and Staffing Analyses •Leadership and Organization Development •Business Process Improvement, Reviews, and Redesign •Organizational Change Management (OCM) •Performance Analyses •Software Planning and Procurement •Software Implementation Project Management and Oversight •Master Planning •Cost of Service and Fee Studies •Project Assessments and Remediation •IT Assessments •IT Strategic Planning Figure 1 illustrates the overall organization of BerryDunn's Local Government Practice Group. We provide unparalleled expertise and unique insights across these practices, supporting our clients in solving some of their biggest challenges and addressing opportunities to improve and plan. Figure 1: Local Government Practice Group Specialization Partnership with ETC Institute We are pleased to partner with ETC Institute, should the County decide to conduct a statistically valid community survey. ETC Institute is a market research firm that specializes in the design and administration of market research for governmental organizations. Their major areas of emphasis include resident satisfaction surveys, parks and recreation surveys, community planning surveys, business surveys, transportation surveys, employee surveys, voter opinion surveys, focus groups, and stakeholder interviews. Since 1982, DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A B. Title Page | 4 ETC Institute has completed research projects for organizations in all 50 states. ETC Institute has designed and administered more than 4,000 statistically valid surveys and our team of professional researchers has moderated more than 1,000 focus groups and 2,000 stakeholder meetings. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A C. Project Organization | 5 C.Project Organization C1. Organizational Structure At BerryDunn, we believe in the synergy that accompanies a team approach. To that end, we have carefully assembled a dynamic project team, illustrated in Figure 2 below. These project team members have the necessary expertise and availability to best accommodate the goals and objectives for this strategic planning initiative and provide exceptional services to the County. We also note that we will not substitute key personnel without first receiving approval of the substitution from the County. Figure 2: Project Team Organizational Structure C2. Roles and Responsibilities Below and on the following pages, we provide detail of our project team members’ roles, responsibilities, and backgrounds as it relates to the County’s strategic planning project. Full resumes can be found in Appendix A. Jonathan Grace, PMP®, Prosci® CCP | Project Principal Jon is a principal in our Local Government Practice Group with over 22 years of experience assisting public-sector agencies with project management, technology planning, business process improvement, system implementation and design, and enterprise resource planning (ERP) systems. He has managed every step of the systems planning process and leverages his extensive knowledge of systems functionality and business process best practices to help ensure his clients experience successful selection and implementation outcomes. Prior to joining BerryDunn, he provided user support and assisted in system implementation of ERP products. Jon serves in leadership DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A C. Project Organization | 6 roles for projects across the country and is well-versed in overseeing the progress and success of organizational development initiatives. Further, he recently served as the engagement manager for the City of Wausau, Wisconsin for the development of a strategic plan, where his responsibilities were to oversee all services provided to the client. As the project principal, Jon will: •Maintain overall responsibility for the services provided to the County •Help ensure the commitment of our firm and appropriate resource allocation •Review and approve all deliverables in accordance with our quality assurance processes Charline Kirongozi, MPA, CAPM®, Prosci® CCP | Project Manager and Facilitator Charline is a senior consultant in our Local Government Practice Group and focuses on assisting public-sector clients with project research, facilitation, and analysis support. She is a strong facilitator and is certified in the ICA ToP® facilitation methodology. Charline joins BerryDunn with two years of prior public-sector experience and several years of field experience supporting and conducting field research, data collection, organizational reporting, gap analysis, and recommendations development. Her experience also includes organizing and leading groups through the adoption of new ideas and concepts, and promoting buy-in. She brings in-depth knowledge and involvement with strategic planning, change management, and relationship building through her strong communication, leadership, and project management skills. She is especially skilled at facilitating both in- person and virtual stakeholder engagement efforts. As the project manager and facilitator, Charline will: •Work directly with the County and engage in managing the work •Serve as the County’s primary point of contact •Participate in meetings with leadership •Lead our work and perform day-to-day project management and staff oversight •Develop and maintain the Project Work Plan and Schedule •Lead the development of project deliverables •Help design and lead interviews, community forums, and strategic planning sessions •Help develop the Final Orange County Strategic Plan •Support performance monitoring efforts •Conduct project closeout activities Shannon Flowers | Facilitator Shannon is a senior consultant in our Local Government Practice Group. She has more than 20 years of experience in local and state government; many of which have been spent in director, C-suite, and senior-level roles, including serving as a finance director. During that time, Shannon led a variety of teams through strategic planning and execution and prioritized aligning budget and resources with strategic priorities. Her experience engaging staff and stakeholders in the process has led to the development of plans that were met with broad ownership and acceptance. Her strong understanding of the business processes that support efficient operations gives her the insight necessary to establishing actionable and achievable objectives that move an organization forward. Her clients benefit from her focus on change management and business process improvement as well as her experience training and leading staff through difficult transitions. As the facilitator, Shannon will: DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A C. Project Organization | 7 •Work directly with the County and engage in leading facilitation work •Participate in meetings with leadership •Contribute to the development of project deliverables •Help design our facilitation approach •Participate in engagement and facilitation efforts •Participate in strategic planning sessions •Contribute to the development of the Final Orange County Strategic Plan Maddison Powers Spencer, MPA | Research Analyst Maddison is a consultant in our Local Government Practice Group. She has firsthand experience serving in the public sector and is familiar with the unique aspects of government operations. Notably, she has been involved in various governmental initiatives, including those related to diversity, equity, and inclusion (DEI); sustainability; and process and project analysis and management. Maddison has notable government experience, where she developed hands- on government skills, as well as research and analysis. Prior to joining BerryDunn, Maddison supported numerous comparable initiatives for public-sector organizations, including work for the City of Covington, Georgia, and the Town of Rolesville, North Carolina. As the research analyst, Maddison will: •Document engagement and strategic planning outcomes •Help assess the County’s current work environment •Analyze existing data and documentation •Research best practices and industry standards Khara Dodds, AICP | Community Development and Planning Subject Matter Expert (SME) Khara is a senior consultant in our Local Government Practice Group. With over 13 years of leadership experience and 20 years of planning and community engagement expertise, she offers a unique and critical skillset to every initiative in which she participates. Khara specializes in planning and implementation, leadership, and process improvement. She has worked with several local government entities across the country in development, planning and land use services, and economic development. As an SME, Khara will: •Contribute planning and engagement subject matter expertise when and where it will benefit the County most, particularly as it relates to how to best design a strategic planning process that will inform its upcoming comprehensive plan update Optional Statistically Valid Survey Support Should the County decide to include a statistically valid community survey, we will utilize the ETC Institute resources described below. Jason Morado | ETC Institute, Statistically Valid Survey Support Jason has over 20 years of experience in the design, administration, and analysis of community market research. He has served as the project manager on community survey research projects for over 600 local governmental organizations throughout the U.S. Jason is experienced in all phases of project management of market research studies, including DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A C. Project Organization | 8 survey design, developing sampling plans, quantitative and qualitative analysis, interpretation of results, and presentation of findings. His areas of emphasis include citizen satisfaction surveys, parks and recreation needs assessment surveys, community planning surveys, business surveys, and transportation studies. He has also led the coordination and facilitation of focus groups and stakeholder interviews for a wide range of topics. Ryan Murray | ETC Institute, Statistically Valid Survey Support Ryan has over 12 years of experience in survey administration, development, supervision, and research analysis. Throughout his tenure at ETC Institute, Ryan has had the pleasure of working on survey projects that cover a wide variety of topics, including parks and recreation, community planning, customer satisfaction, transportation, employees, libraries, comprehensive planning, parks and recreation master plans, water and utilities, and business development. His current role as project manager includes survey design, developing sampling plans, quantitative and qualitative data analysis, interpretation of results, and presentation of findings. In his previous role he planned, coordinated, and supervised the administration of large-scale origin-destination transportation studies on over a dozen projects throughout the country. Ryan has worked as a project manager on projects for over 50 state, county, local, and private sector clients. Additional BerryDunn Resources The County will also benefit from our broader team of more than 300 consultants. Our highly experienced resources represent specialty areas across local government departments. A sample of these resources are provided below and on the following page for County’s review and consideration. Jason Genck, MPA, CPRP | Representative Community Services Resource Jason is a manager in our Local Government Practice Group and leads our Parks, Recreation, and Libraries Practice. He has more than 26 years of experience in the community services industry—including the areas of parks, recreation, and libraries. He is an expert in the field and regularly speaks at conferences such as those hosted by the National Recreation and Parks Association and the Colorado, Illinois, and Oregon Park associations. Prior to joining BerryDunn, Jason served as the executive director for the City of Westminster, Colorado’s three- time national Gold Medal Parks, Recreation & Library Department. During and prior to this time, he oversaw the development of numerous strategic plans and led strategic planning efforts for counties, non- profits, and special districts. Michele Weinzetl, Ed. D., Prosci® CCP | Representative Justice and Public Safety Resource Michele is a manager in our Local Government Practice Group. She has over 27 years of experience in the public sector. Her background includes more than 17 years as a chief of police for three different Minnesota police departments and several years serving as an SME, consultant, and adjunct faculty member for the International Association of Chiefs of Police (IACP) Leading by Legacy program. She has extensive experience instructing hundreds of police officers and police executives in the areas of staff supervision, leadership development, organizational management, and policing skills. Corey Claflin, COBIT®, CAPM® | Representative Health and Community Services Resource DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A C. Project Organization | 9 Corey is a senior consultant in BerryDunn’s Local Government Practice Group and leader of the Health and Community Services Practice. He specializes in supporting city- and county-level public health organizations through project management, strategic development, process improvement, and system implementation efforts. He has supported similar clients in Louisville/Jefferson County, Kentucky; Clark County, Washington; and Outagamie County, Wisconsin, among others. James Mickle, CPSI, CPRP | Representative Parks and Recreation Resource James is a senior consultant in our Local Government Practice Group and a Certified Park and Recreation Professional (CPRP). He is particularly skilled and experienced in municipal and nonprofit parks and recreation operations and DEI strategy development. James has over 20 years of experience in recreation operations, programming, and administration, volunteer board leadership, community, and employee engagement and Commission for Accreditation of Park and Recreation Agencies (CAPRA) accreditation and reaccreditation. Throughout his career he has concentrated on facility management, youth and teen civic engagement, facility management and active older adults comprehensive planning. He is a collaborative leader with dedication to partnering with coworkers to promote an engaged and empowering work culture. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 10 D.Technical Approach D1. Project Understanding Nestled in the hills of the North Carolina Piedmont, Orange County is the perfect place for all to live, work, and play. Characterized by close-knit communities and historic towns, it is no wonder why over 140,000 residents have chosen to call Orange County home. The County boasts exceptional public schools, top- tier universities, and ample employment opportunities, offering growth and stability for all ages and walks of life. With a strong sense of community that encapsulates visions of diversity and inclusivity, Orange County is a truly special pocket within the country and representative of an organization that honors its strong past and embraces its unified future. Orange County provides governmental services requested by the County’s residents or mandated by the State. To efficiently provide these services, the County is focused on prioritizing the needs of residents, depending on all employees and volunteers for support, and treating all residents with fairness, respect, and understanding. The County is looking to achieve fiscal sustainability while combatting the challenges of the future and is hoping to do so by way of this initiative. In partnership with a highly qualified strategic planning consulting team, the County wishes to attain a comprehensive strategic plan that presents a clean planning process and approach, a community engagement process, relevant data analysis of trends, identification of opportunities and strategies, a process to prioritize and focus County programs and services, and an implementation plan with performance measures that track progress on achieving the goals of the plan. As a nationally recognized firm with a dedicated Local Government Practice Group, we have more than 30 years of experience conducting strategic planning initiatives for local government organizations. Our clients benefit from our: •Broadly specialized staff •Proven yet flexible approach •Supportive engagement and facilitation methodologies •Deep background in performing projects of this nature This will help ensure the County’s success on this initiative. We focus on developing strategic plans that become an active part of organizational progress. Further, we understand that a strategic plan is meant to serve an organization both in the short- and long-term, and as such, must reflect a shared vision for what stakeholders decide together and guide activities that help ensure that vision is achieved. We will work closely with the County and its stakeholders to fully understand its culture and the full scope of its current environment; identify strategic goals, objectives, tactics, and resources; develop measurable, desired outcomes; and outline the actions necessary to help ensure the County gets to where it wants to go. We are excited at the prospect of partnering with the County as it seeks to achieve its vision for the organization—as well as the stakeholders it serves—and appreciate the opportunity to contribute to the County’s bright future. D2. Guiding Methodologies Our project team will engage the County’s elected and appointed officials, staff, residents, community groups, major employees, key partners (such as the university, school districts, nonprofit community, and member municipalities) and other stakeholders in ways that will maximize creativity and innovation and DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 11 inspire collaboration and consensus for achieving its vision. We will help the County develop a strategic plan that can reasonably be implemented with support and commitment from its stakeholders. A strategic plan is a living document that defines the organization’s reason for being. It establishes a clear and compelling vision. It sets measurable objectives and, most importantly, lays out the desired impact on and value added to entire communities–residents, business, employees, and other stakeholders. It helps set a direction and focus and assists in aligning resources to accomplish strategic objectives. Having a clear, concrete strategic direction also helps to keep the County on track and focused on what is important when challenges, setbacks, and unanticipated events occur. It also helps ensure decisions, policies, plans, programs, and processes are designed through the lenses of stewardship of resources, equity, and collective impact. Achieving Consensus and Quickly Moving Groups to Action We will design and conduct a well-facilitated strategic planning process that uses data and personal knowledge to assess the County’s environment. Our project team will use the ICA ToP® facilitation methodology to help ensure the County’s strategic planning sessions are highly collaborative and inclusive of all stakeholders. The ToP® methodology emphasizes structured participation that pulls information into the group’s thinking process and creates a clear intention, helping members of the group align with one another and reach consensus. Structured participation encourages the values shown in Figure 3. Figure 3: Values Encouraged by Structured Participation Encouraging Crossing Boundaries and Strengthening Interdependencies Strategies are themes for action, and successful strategies will often cross organizational and community boundaries and appeal to several environmental factors. We will help stakeholders recognize these interrelationships and critical interdependencies, identifying how they align with overall strategic goals. Applying Effective Tools Another key to success is aligning financial resources of the organization with strategic priorities. When groups have difficulty agreeing on priorities or selecting just a few to focus on, we use a cost-benefit scoring sheet that helps the group score the impacts, risks, level of difficulty, and effort for each strategy DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 12 or objective to determine the ones to prioritize. We can customize this tool for use with the County if the group is having difficulty achieving consensus. Developing Clear and Compelling Plans That Articulate a Business Case We will write strategic goals, initiatives, and actions in a common language to evoke a clear picture of success to serve as a useful tool for the County’s decision-making. Our project team has facilitated written clear, compelling strategic plans for more than 50 public-sector entities and system-level plans involving multiple levels of government, jurisdictions, and agencies. Our clients use these plans to drive budget decisions, execute strategies, and publish the results to communicate with stakeholders and the public. Focusing on DEI BerryDunn’s approach focuses on and reflects our firm’s commit to DEI. We recognize how important it is that we assemble a project team that understands what the County needs to do to conduct a sound strategic planning process. We will work with the County—as well as DEI resources—to help ensure its work effort is conducted through an equity lens and effectively reaches traditional marginalized communities. With the County serving as a backbone organization, we will engage current partners to facilitate an authentic, inclusive, and accessible planning process. We have found great success in this collaborative approach to assembling the ideal team. As an example, most recently, after being selected to lead the City of Wausau, Wisconsin in the development of their strategic plan, the City connected us with a local member of the Hmong community to provide valuable perspective and considerations in the process. Together, we will exhibit care and respect for others, allowing individuals to speak for themselves and teach us through their own authentic experiences; build trust with the County’s stakeholders and establish mutual buy-in this process; and learn as much from you all as you will learn from us, as we all chart the best path toward the County’s future. We look forward to coming together to make the County’s stakeholders feel heard, respected, and partnered with in this strategic planning process. Effectively Engaging the Public We recognize that the County has a strong desire to facilitate a strategic planning process that emphasizes broad engagement, including both internal and external participation. We will utilize several strategies to effectively engage and collect data and information from the public, including developing communications, conducting interviews and focus groups, and creating an interactive project landing and engagement website via Social Pinpoint. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 13 Social Pinpoint is a customizable community engagement platform that is used to inform stakeholders of project goals, objectives, and progress, and provide opportunities to interact and gather information. This tool has several features that we use frequently and as needed throughout strategic planning projects, as illustrated in Figure 4. With this tool, we will easily be able to set up a landing page and sub-pages for the County to capture the culture of the organizations and the member municipalities it serves—providing opportunities for participants to contribute to the County’s mission, values, vision, and strategic priorities. We will also be able to track analytics and progress in real-time, promote participation, and set up email notifications to help ensure that, even in a remote environment, effective strategic planning and community engagement activities can take place. We recently developed fully customized Social Pinpoint sites to support the following clients: •City of Creswell, Oregon •City of Groveland, Florida •City of Lauderhill, Florida •City of Milton, Georgia •City of Redlands, California •City of St. Charles, Illinois •City of Wausau, Wisconsin •City of Westminster, Colorado •Lancaster County, Nebraska •Lane County, Oregon Figure 3: Social Pinpoint Community Engagement Samples (Idea Wall, Survey, Open Forum) Figure 4: Social Pinpoint Features DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 14 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 15 D3. Work Plan Overview BerryDunn is flexible when it comes to development and execution of an effective work plan. We understand that no two projects are exactly alike and believe that one of the primary reasons we have been successful with similar projects is our willingness to be flexible in adapting to our clients’ unique needs. The overarching benefits the County can expect of our approach include: •A methodology based on our extensive experience conducting similar projects •A proven yet customizable work plan to best accommodate the County’s specific needs •Quality assurance processes that incorporate County review and approval of all deliverables •Built-in project management and change management best practices—focused on keeping the project on time, on budget, and progressing at a healthy pace •An emphasis on conducting a participatory and inclusive process embedded in DEI, including creative stakeholder engagement tools •Consideration for how to incorporate the County’s current and future planning efforts and documents into the resulting Orange County Strategic Plan Figure 5 presents an overview of our approach to the County’s strategic planning project. Figure 5: Work Plan Overview Details Below and on the following pages, we outline our work plan to efficiently and effectively guide the County and its stakeholders through the strategic planning process. Phase 1: Project Initiation and Planning 1.1 Conduct initial project planning. We will conduct an initial project planning session with the County’s project team to identify project milestones and expectations for stakeholder engagement in the strategic planning process. We will introduce key team members, clarify project goals and objectives, identify known project constraints, and refine dates and/or tasks, as appropriate. We will discuss our approach for DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 16 Phase 1: Project Initiation and Planning managing communications between BerryDunn and the County, as well as our approach to scope, risk, and resource management. We will also review possible formats for the Final Orange County Strategic Plan. These discussions will help us to refine our currently proposed Project Work Plan and Schedule. 1.2 Request and compile documents and data. We will request and compile documentation and data that will help us better understand the County’s current environment and that will inform engagement activities. This information will also help us to understand current strategies, assess how or if they should be included in the Final Orange County Strategic Plan, and leverage existing partnerships to meet marginalized communities where they feel most secure. Examples include: •Budget summaries •County stakeholder list •Existing County partnerships •County and State ordinances •Key performance metric data •Program descriptions and data •Past internal and external assessments •Previous surveys of County stakeholders, customers, residents, and staff •Documents related to the County’s arts, culture, history, recreation, and natural features •Existing County organizational information including organizational charts and staffing detail •Existing County planning and strategic documents including a framework to align other Countywide plans such as the long-term COVID-19 recovery plan, racial equity plan, school capital needs plan, climate action plan, transit plan, facilities plan, master aging plan, and others to the Strategic Plan •Demographic, economic, and community data and forecasted trends from the U.S. Census Bureau and the U.S. Bureau of Labor Statistics Once provided, we will review the documentation and data to help us produce an Environmental Scan and Community Needs Assessment that will inform community and stakeholder engagement activities. 1.3 Develop a Project Work Plan and Schedule. Based on the information gathered from our initial project planning and discovery session, as well as from those details enclosed in this proposal, we will develop the Project Work Plan and Schedule, which will outline the tasks and timelines for the strategic planning process. The Project Work Plan and Schedule will also include agreed-upon procedures between BerryDunn and the County related to project control, including quality management and deliverable submission/acceptance management. After providing draft versions of these materials in advance, we will facilitate a videoconference with the County’s project team to review the drafts and solicit feedback. This videoconference will introduce the County’s project team to our document review process and provide an opportunity for the County to share input on a critical step in the process. We will incorporate the County’s feedback and finalize the documentation before distributing it to the County in final form. Deliverable 1 – Project Work Plan and Schedule 1.4 Develop stakeholder messaging and communications. We will develop messaging and communications to build awareness for the process, its intended outcomes, and opportunities for stakeholders to get involved. We will review messaging and communications with the County’s project team before finalizing and distributing it. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 17 Phase 1: Project Initiation and Planning 1.5 Develop questions and protocols to guide stakeholder interviews and focus groups. To understand the current environment and issues of strategic importance—and to gather information for an Environmental Scan and Community Needs Assessment—our project team will develop questions and protocols through a DEI lens to guide individual interviews, community forums, and focus groups. The questions and protocols will also be incorporated in surveys we develop and will help to support the Strategic Plan. We will review the questions and protocols with the County’s project team to build consensus and solicit feedback before updating them to final. Some of the topics we will address are: •What current and/or emerging trends have the biggest influence on where the County’s efforts and resources should be focused? •What is the cause and impact of the rapid population increase over the past 20 years? •What are the potential scenarios that the County should be prepared for in the coming 2, 5, and 10 years? •What are the most pressing problems or concerns facing the County? •What is the County’s long-term vision for the lives of its residents? •What are the most important and/or critical community needs the County can address in the near future? •How effectively are the County’s existing programs and partnerships serving the needs of the communities and residents and what service gaps exist? •What opportunities could more effectively leverage the County’s existing plans, efforts, resources, and capacity to achieve better outcomes for residents and businesses in terms of the County’s programming, service delivery, and investments across the community? •What does the County desire to address or accomplish on behalf of its residents and community businesses? In addition to developing questions and protocols, we will also work with the County’s project team to schedule and communicate opportunities to involve appropriate stakeholders and stakeholder groups. 1.6 Conduct Biweekly Status Meetings. Our project manager and facilitator, Charline Kirongozi, will conduct Biweekly Status Meetings with the County’s project manager and project team on an ongoing basis throughout the strategic planning process. We will use these meetings to describe the activities and accomplishments for the reporting period; plans for the upcoming month; risks or issues encountered during the reporting period; and anticipated problems that might impact project deliverables. We will also use these meetings to highlight any work products and approaches that will contribute to deliverable development. Deliverable 2 – Biweekly Status Meetings Phase 2: Stakeholder Engagement 2.1 Optional: Conduct a statistically valid survey. If desired, ETC Institute will conduct a statistically valid survey to better understand County residents’ needs and desires as it relates to the strategic needs and priorities. Surveys will be distributed to a random sample of residents throughout the County using a combination of mail and online survey administration. Results from completed surveys will be broken into crosstabs by various demographic factors, such as age, race, and gender, to name a few, to provide more context as to the strategic needs and priorities among different types of residents. Based on ETC Institute’s experience with comparable organizations, they recommend a sample of 500 to 600 completed surveys, DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 18 Phase 2: Stakeholder Engagement resulting in an optional cost of $19,000 to $22,000, respectively. We would happy to include this service at the cost determined appropriate to ETC Institute and the County in addition to the cost outlined in Section H, if desired by the County. 2.2 Conduct stakeholder engagement and interviews. We will facilitate various methods of engagement to best gather valuable information from the County’s elected officials, department heads, designated employees, community stakeholders, citizen groups, stakeholder groups, and others, as appropriate. We will conduct interviews and focus groups, facilitate meeting-in-a-box, as well as other activities, to thoroughly assess the County’s services and the needs of the Orange County community. The box will include visually compelling background materials—in both physical and digital form—that deliver key project background information and provide multiple creative methods for participants to provide feedback on how they would like to see the community evolve. Activities will be driven by previously developed questions and protocols. Working with these diverse stakeholder groups, we will help ensure alignment and cohesion for the County’s strategic direction, as well as generate excitement, promote consensus and buy-in, and encourage participation and involvement in the process. 2.3 Develop the County’s Social Pinpoint site. We will utilize tools and technology that will help to encourage collaboration with the County and its stakeholders. One of these tools, a virtual engagement platform called Social Pinpoint, will be customized to encourage community engagement in the strategic planning process and to gain broad stakeholder input that will be used to inform development of the strategic plan. We will work in collaboration with the County to help ensure its landing page is built thoughtfully and speaks to its culture. Additionally, within this landing page, County stakeholders will have access to an external survey, idea wall, and other engagement tools that will help gather information related to the County’s current environment and the community’s desired vision for the County’s future. 2.4 Prepare for and conduct community forums. Using information gathered to-date and the ICA ToP® facilitation methodology, we will design a community forum format that is educational, informational, highly interactive, and engaging for all participants in developing a vision for the County. We will make creative use of digital applications to help ensure forums are engaging and effective. Once prepared, we will facilitate community forums to gather perspectives and ideas from the community. We will use the Environmental Scan and Community Needs Assessment (detailed in Task 2.4) to educate the community about the current environment of the County, including a profile of the County government, community, and stakeholder input received to date. 2.5 Synthesize information gathered and develop an Environmental Scan and Community Needs Assessment. As mentioned in Task 2.3, we will synthesize information gathered through quantitative and qualitative research, document and data review, Social Pinpoint, and leadership and stakeholder interviews to develop an Environmental Scan and Community Needs Assessment. The format will be a highly visual and compelling slide deck and will be used to inform the upcoming community visioning forums and strategic planning sessions. The presentation will provide an overview of the County’s current environment; a detailed strengths, weaknesses, opportunities, and threats analysis; and discovery outcomes. This will be presented to the County’s project team to solicit input and gain consensus. Deliverable 3 – Environmental Scan and Community Needs Assessment Phase 3: Strategic Plan Development and Approval 3.1 Develop the meeting design and agendas for Strategic Planning Sessions 1, 2, and 3. We will design and develop the format for Strategic Planning Sessions 1, 2, and 3. Each session’s design and DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 19 Phase 3: Strategic Plan Development and Approval agenda will guide strategic planning progress and will include a presentation of the Environmental Scan and Community Needs Assessment to provide participants with a shared understanding of the current environment, the trends that are affecting it, opportunities for the future, and key takeaways from engagement activities. Using the ICA methodology, each session will focus on building consensus and refining the strategic priorities identified, as well as the County’s vision and key results. We will review the meeting designs and agendas for each session with the County’s project team before updating them to final. 3.2 Facilitate Strategic Planning Session 1. Strategic Planning Session 1 will be conducted with the County’s leadership and will focus on establishing the County’s mission, vision, and values, as well as developing strategic priorities and goals. This session will be guided by the previously developed meeting design and agenda, as well as the Environmental Scan and Community Needs Assessment. We will document the outcomes of this session to review with the County’s project team and plan for next steps. 3.3 Facilitate Strategic Planning Sessions 2 and 3. Strategic Planning Sessions 2 and 3 will be conducted with the County’s Board of Commissioners and will focus on developing objectives, performance indicators/metrics, and an implementation strategy. These sessions will be guided by the outcomes of Strategic Planning Session 1 and the Environmental Scan and Community Needs Assessment. We will document outcomes of this session and review with the County’s project team. 3.4 Develop the Initial Orange County Strategic Plan Draft. We will develop the Initial Orange County Strategic Plan Draft in an agreed-upon format for the final document. This plan will include the County’s mission, vision, strategic priorities, goals, objectives, and outcome measures. It will also include an executive summary, a description of the strategic plan development process, resulting action steps and benchmarks to help the County achieve its mission, and a plan and timeline for carrying out the strategic plan internally and externally. We will work with County leadership and staff to refine the objectives and performance measures as we draft the plan. The plan will also include recommended future follow-up activities, as well as considerations for action and implementation planning, and the means to evaluate progress. We will review this draft with the County’s project team to solicit feedback, as well as create opportunities for select stakeholders to review and provide feedback, before updating and preparing it for presentation to the full County and other County leadership and stakeholders deemed appropriate. Deliverable 4 – Initial Orange County Strategic Plan 3.5 Prepare and present the Final Orange County Strategic Plan. We will prepare the Orange County Strategic Plan in its final, designed form. The Final Orange County Strategic Plan will be reviewed with the Board and later presented for approval, and adoption. Following the presentation, we will make any requested changes from the County and update the plan to final. Deliverable 5 – Final Orange County Strategic Plan Phase 4: Implementation Recommendations and Budget 4.1 Prepare and present a Recommendations Report. Using the outcomes of Strategic Planning Session 3 as the basis, we will prepare and present a Recommendations Report. This report will present detailed budget and evaluation and progress monitoring approach and strategy related to the plan’s implementation. We will incorporate feedback in the report as appropriate. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A D. Technical Approach | 20 Phase 4: Implementation Recommendations and Budget 4.2 Conduct Project Closeout Activities. Once the strategic planning effort is complete, we will perform closeout activities, including providing the County with documentation developed and collected during the process and conducting lessons learned and knowledge-sharing activities. By conducting this task, it will help the County rest assured that it is equipped to continue to progress toward its vision and to successfully implement its plan even after the project is complete. Deliverable 6 – Recommendations Report and Project Closeout Activities Phase 5: Performance Monitoring and Continuing Engagement 5.1 Prepare and deliver Progress Reports to the County. We will work with the County to develop a process for plan evaluation and progress reporting milestones evaluation. This will help the County evaluate its performance and promote sustainable results. On a bi-annual basis over a 24-month duration, we will report on benchmarks, completion dates, and communications, as well as make necessary adjustments to the plan. 5.2 Review and update the Orange County Strategic Plan annually. We will update the Orange County Strategic Plan annually based on the progress reporting tools, findings, and feedback from the County Board. Deliverable 7 – Progress Reports Project Schedule Table 1 presents our anticipated timeline by phase for the County’s further review and consideration. We are happy to move at the County’s pace by expediting or elongating the process as needed to help ensure optimal involvement, productivity, and success during this work effort. Table 1: Anticipated Timeline Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Phase 1 Phase 2 Phase 3 Phase 4 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A E. Experience and Qualifications | 21 E.Experience and Qualifications EI. BerryDunn Experience BerryDunn has been providing services like those requested by the County for more than 30 years. Through this experience, we have assisted public-sector clients with a variety of organizational development services, including: •Strategic planning •Community/stakeholder engagement •Leadership development •Executive coaching •OCM •Organizational assessment •Business process improvement •Performance measurement Below, we provide a representative list of clients for whom we have recently performed similar services within the last six years. •Association of Oregon Counties •City of Beaverton, Oregon •City of Cooper City, Florida •City of Creswell, Oregon •City of Edgewater, Colorado •City of Ennis, Texas •City of Gresham, Oregon •City of Groveland, Florida •City of Lauderhill, Florida •City of Menifee, California •City of Milton, Georgia •City of Redlands, California •City of St. Charles, Illinois •City of Tacoma, Washington •City of Washougal, Washington •City of Wausau, Wisconsin •City of Westminster, Colorado •Lake County, Illinois •Lancaster County, Nebraska •Lane County, Oregon •Marquette County, Michigan •Metro Parks Tacoma, Washington •Oregon Department of Environmental Quality •Oregon Department of Human Services •Oregon Harbor of Hope •San Mateo County, California •Tualatin Hills Parks and Recreation District, Oregon •Weld County, Colorado E2. ETC Institute Experience ETC Institute has conducted research for more major U.S. cities and counties than any other firm. Some of the large communities where ETC Institute has conducted surveys include: •Broward County, Florida •City of Atlanta, Georgia •City of Austin, Texas •City of Buffalo, New York •City of Charlotte, North Carolina •City of Dallas, Texas •City of Durham, North Carolina •City of Fort Lauderdale, Florida •City of Miami, Florida •City of Nashville, Tennessee •City of Norfolk, Virginia •City of Oklahoma City, Oklahoma •City of Winston-Salem, North Carolina •Fulton County, Georgia •Miami-Dade County, Florida •Prince George County, Maryland DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A F. Capability and Capacity | 22 F.Capability and Capacity We are proposing on the County’s initiative, because we are well-qualified and available to conduct the requested work effort efficiently, effectively, and successfully. We do not foresee any conflicts arising that would impact key personnel’s ability to deliver the County’s requested services during that time. We have been providing professional consulting services for more than 30 years and use proven methodologies and tools to perform our work. As a result of this experience, we are skilled at developing realistic timelines that take the client’s specific needs and common scheduling challenges into account. Once we have a signed contract, our project manager manages the engagement according to the agreed-upon work plan, schedule, and budget. We have an excellent track record of meeting deadlines and, as a standard practice, we only allow changes to the timeline, scope, or project fees based on changes that are documented and approved by the client. Some BerryDunn staff members work exclusively on one engagement, while others work on multiple engagements concurrently. On average, staff members work on two to four projects at any given time. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A G. References | 23 G.References Below, we provide three references for the County’s further review and consideration. We believe these clients can speak well to the quality and satisfaction we provide our clients on similar engagements. City of Redlands, California Charles Duggan | City Manager cduggan@cityofredlands.org 909-798-7510 City of Groveland, Florida Timothy Maslow | Community Development Director timothy.maslow@groveland-fl.gov 352-250-7578 City of Gresham, Oregon Ashley Graff | Assistant to the City Manager 503-618-2297 | mailto:mdamberg@creswell-or.us DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A H. Cost | 24 H.Cost Our proposed fixed-fee cost to complete the County’s desired project is broken down by phase in Table 2. Our costs are based on our experience conducting projects of similar size and scope, and the assumption that satisfying a deliverable is based on the County’s signed acceptance. That said, the County will not incur any additional costs associated with the process of reaching deliverable acceptance. We will utilize our hybrid methodologies through collaborative planning with the County to limit travel expense to the County. We have been successful in fully-remote—as well as hybrid—approaches to recent comparable projects. Table 2: Cost Estimate by Project Phase Phase Fixed-Fee Cost Phase 1: Project Initiation and Planning $8,730 Phase 2: Stakeholder Engagement* $17,100 Phase 3: Strategic Plan Development and Approval $17,830 Phase 4: Implementation Recommendations and Budget $9,870 Phase 5: Performance Monitoring and Continuing Engagement $18,900 Total Fixed-Fee Cost (excluding travel expense) $72,430 Optional: Statistically Valid Survey $19,000 - $22,000 Travel Expense Estimate** $8,300 *We would be happy to discuss scalable cost options as it relates to stakeholder engagement as needed with the County. **Travel will only be billed as incurred. This expense estimate includes airfare, hotels, mileage, and meals. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Addendum Acknowledgement Form Consultants must acknowledge receipt of addendums posted by Orange County before the RFP/RFQ deadline. Please initial for Addendums received. Addendum No 1 ________________ Addendum No 2 ________________ Addendum No 3 ________________ I.Acknowledgement of Addenda | 25 I. Ac know ledgement o f Addenda JG JG DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Section I: General Government and Administration Policy 10.0: Living Wage Contractor Policy Reviewed by: County Attorney/County Manager Approved by: County Manager Original Effective Date: April 21, 2016 Revisions: August 1, 2016 Policy Statement It is the policy of Orange County to ensure its employees, and all individuals who provide services for Orange County, are paid a living wage. Purpose To encourage all vendors and contractors to pay a living wage to all employees who perform work pursuant to a contract with Orange County. Applicability Applies to all Orange County contracts and purchases. Policy 10.1 Living Wage 10.1.1 Orange County is committed to providing its employees with a living wage and encourages all contractors and vendors doing business with Orange County to pursue the same goal. Orange County’s living wage is as reflected in the adopted Orange County Budget and as that budget document is amended from time to time. To the extent possible, Orange County recommends that contractors and vendors seeking to do business with Orange County provide a living wage to their employees. 10.1.2 Prior to final execution of a contract with Orange County all contractors and vendors seeking to do business with Orange County shall submit to the County’s representative a statement indicating whether those employees who will perform work on the Orange County contract are paid at least the living wage amount set out above. If such employees do not make at least the living wage amount set out above the contractor or vendor shall indicate in the statement the actual amount paid to such employees. For bid projects this statement should be submitted as part of the bid packet. This policy may be reviewed annually and updated as needed by the Manager’s Office Acknowledged Receipt by: ____________________________________________________ Company Name: ____________________________________________________________ Date: ___________________________________________________________________ J.Living Wage Form | 26 J . L i v ing Wage F orm Jonathan Grace, Principal Berry Dunn McNeil & Parker, LLC October 28, 2022 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A STATE OF NORTH CAROLINA AFFIDAVIT ORANGE COUNTY ************************** I, ____________________________(the individual attesting below), being duly authorized by and on behalf of ________________________________(the entity bidding on project hereinafter "Employer") after first being duly sworn hereby swears or affirms as follows: 1.Employer understands that E-Verify is the federal E-Verify program operated by the United States Department of Homeland Security and other federal agencies, or any successor or equivalent program used to verify the work authorization of newly hired employees pursuant to federal law in accordance with NCGS §64-25(5). 2.Employer understands that Employers Must Use E-Verify. Each employer, after hiring an employee to work in the United States, shall verify the work authorization of the employee through E-Verify in accordance with NCGS§64-26(a). 3.Employer is a person, business entity, or other organization that transacts business in this State and that employs 25 or more employees in this State. (mark Yes or No) a. YES _____, or b. NO _____ 4.Employer's subcontractors comply with E-Verify, and if Employer is the winning bidder on this project Employer will ensure compliance with E-Verify by any subcontractors subsequently hired by Employer. This ____day of _______________, 20__. Signature of Affiant Print or Type Name: _________________________ State of Maine, Cumberland County Signed and sworn to (or affirmed) before me, this the 28th day of October, 2022. My Commission Expires: Notary Public (Affix Official/Notarial Seal) K.Verify Form | 27 K.V er ify Form Jonathan Grace X 28th October 22 Berry Dunn McNeil & Parker, LLC Jonathan Grace DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A ORANGE COUNTY NONDISCRIMINATION CERTIFICATION The undersigned bidder or proposer hereby certifies and agrees that the following information is correct: 1.In preparing its enclosed bid or proposal, the undersigned bidder or proposer has considered all bids and proposals submitted from qualified, potential subcontractors and suppliers, and has not engaged in discrimination as defined in Section 12-52 of the Orange County Non-discrimination Ordinance. 2.Without limiting any other remedies that Orange County may have for a false certification, it is understood and agreed that, if this certification is false, such false certification will constitute grounds for Orange County to reject the bid or proposal submitted with this certification, and terminate any contract awarded based on such bid or proposal. It shall also subject the bidder or proposer to disqualification from participating in county contracts or bid processes for up to two years. 3.As a condition of contracting with Orange County, the undersigned bidder or proposer agrees to promptly provide to Orange County all information and documentation that may be requested by Orange County from time to time regarding the solicitation and selection of suppliers and subcontractors in connection with this solicitation process. Failure to maintain or failure to provide such information constitutes grounds for Orange County to reject the bid or proposal and to terminate, without penalty to Orange County, any contract awarded on such bid or proposal. All such information and documentation shall be maintained for a period of three years after the expiration of the contract. 4.As part of its bid or proposal, the undersigned bidder or proposer shall provide to Orange County a list of all instances within the past ten years where a complaint was filed or pending against bidder or proposer in a legal or administrative proceeding alleging that bidder or proposer discriminated against its subcontractors, vendors, suppliers, or commercial customers, and a description of the status or resolution of that complaint, including any remedial action taken. 5.As a condition of submitting a bid or proposal to Orange County the undersigned bidder or proposer agrees to comply with the Orange County Non-discrimination Ordinance. Falsification of this certification shall constitute a violation of the Orange L.Non-Discrimination Certification Form | 28 L.Non- D isc r imina t ion C ertif ic at ion F o rm DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A County Non-Discrimination Ordinance and shall be grounds for rejection of the bid or proposal or termination of an existing contract, without fault or further obligation to Orange County. 6.As a condition of submitting a bid or proposal to Orange County the undersigned bidder or proposer agrees that Orange County may consider the information submitted as part of this certification in its determination of the responsibility of the undersigned bidder or proposer. The undersigned bidder or proposer, as the case may be, waives the right to challenge the rejection of a bid or proposal when such rejection is based, in its entirety, on information submitted as part of this certification. The bidder or proposer certifies the undersigned has full authority to sign on its behalf. By:________________________________________ ___________________________________________ Printed Name and Title On behalf of _________________________________ ___________________________________________ Company or Corporate name L. Non-Discrimination Certification Form | 29 Jonathan Grace, Principal Berry Dunn McNeil & Parker, LLC DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Supplemental Vendor Information: HISTORICALLY UNDERUTILIZED BUSINESSES Historically Underutilized Businesses (HUBs) consist of minority, women and disabled business firms that are at least fifty-one percent owned and operated by an individual(s) of the categories. Also included in this category are disabled business enterprises and non-profit work centers for the blind and severely disabled. Pursuant to G.S. 143B-1361(a), 143-48 and 143-128.4, the County invites and encourages participation in this procurement process by businesses owned by minorities, women, disabled, disabled business enterprises and non-profit work centers for the blind and severely disabled. This includes utilizing subcontractors to perform the required functions in this RFP/RFQ. Any questions concerning NC HUB certification, contact the North Carolina Office of Historically Underutilized Businesses at (919) 807- 2330. The Vendor shall respond to question #1 and #2 below. 1)Is Vendor a Historically Underutilized Business? Yes No 2)Is Vendor Certified with North Carolina as a Historically Underutilized Business? Yes No If so, state HUB classification: ____________________________________________________________ M.Supplemental Vendor Information: Historically Underutilized Businesses Form | 30 M..upplement al Vendor In forma t ion: H ist o r ica lly Und eru t iliz ed Bu s iness es F orm 4 4 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Appendix A. Resumes | 31 Appendix A. Resumes Jonathan Grace, PMP®, Prosci® CCP Principal Jon is a principal in our Local Government Practice Group with 22 years of relevant experience. This includes extensive experience assisting public- sector agencies with project management, technology planning, business process improvement, system implementation and design, and ERP systems. Prior to joining BerryDunn, he provided user support and assisted in system implementation of multiple ERP products. Relevant Experience Operational Efficiency: Jon has led many business process improvement activities and assisted with organizational change management. This experience includes facilitating and developing as-is and to-be business process diagrams and has resulted in his ability to identify challenges with existing processes and provide recommendations. Project Management: Jon has extensive experience in managing, planning, and implementing ERP systems. This perspective and insight benefits our ERP consulting clients across the country. He has led many business process improvement activities, strategic planning sessions, and assisted with organizational change management, which is a critical success factor for any large-scale implementation project. Enterprise Systems Planning: Jon is an expert in the full life cycle of planning for and procuring a new ERP system, having assisted cities, counties, and school districts across the country with their ERP replacements initiatives. He has managed every step of the process— from assessing the current environment to conducting a needs assessment, defining functional and technical requirements, developing an RFP and scoring methodology, assisting with evaluation of proposals, and leading contract negotiations. He is knowledgeable about the functionality and limitations of various ERP systems available in the market as well as best practices in ERP business processes, and he brings this insight to every engagement. Select Clients Carver County, MN City County Information Technology Commission, WI City of Bettendorf, IA City of Bismarck, ND City of Bloomington, IN City of Bloomington, MN City of Broken Arrow, OK City of Edina, MN City of Independence, MO City of La Vista, NE City of Long Beach, CA City of Prior Lake, MN City of South Jordan, UT City of Wilmington, NC Lake County, IL Lindbergh Schools, MO Peoria County, IL Scott County, MN Village of Downers Grove, IL Village of Oak Park, IL Washington County, MN Washtenaw County, MI Education and Certifications BS, Business Administration, Elon College Prosci® Certified Change Practitioner Project Management Professional® (PMP®), Project Management Institute® Memberships Associate Member, Government Finance Officers Association (GFOA) DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Appendix A. Resumes | 32 Charline Kirongozi, MPA, CAPM®, Prosci® CCP Senior Consultant Charline is a senior consultant in our Local Government Practice Group with four years of public-sector experience. She focuses on assisting public-sector clients with research and current environment analysis support. She joins BerryDunn with experience supporting and conducting field research, data collection, organizational reporting, and gap analysis and recommendations. Relevant Experience Community Outreach and Engagement: Charline is heavily involved with community outreach and engagement on strategic planning projects. She helps facilitate stakeholder interviews, serves as producer on community forums, and creates Social Pinpoint sites in collaboration with clients to help ensure a comprehensive and inclusive process. Project Management and Support: Charline has experience as an immigration paralegal, which heavily involved preparing, reviewing, and filing visa petitions, advocating and communicating on behalf of her clients, and overseeing the flow of information, processes of the cases, and adhering to the policies set forth by immigration officials. Business Process Improvement: Charline has in-depth experience with an international perspective conducting field research. This involved collecting data and developing reports, as well as identifying gaps in policies and processes. These gaps translated into developing ways to streamline processes and increase efficiencies. Public-Sector Research and Analysis: Charline worked on the behalf of the City of Worcester, MA to establish best practices for sustainability of the Worcester/Green Worcester Working Group (Group). Through this work, she led her team through the research of over 30 cities. She reported biweekly status reports/updates, presented findings, identified risks, and made recommendations to the Group. Because of her efforts, Charline received an award from the Massachusetts Chapter of the American Society for Public Administration for best Capstone Project Presentation. Select Clients: City of Allen, TX City of Brighton, CO City of Cooper City, FL City of Gresham OR City of DeSoto, TX City of Groveland, FL City of Lawrence, KS City of Mansfield, TX City of Milton, GA City of Wausau, WI City of Worcester, MA City-County Information Technology Commission, WI Galveston County, TX Hamilton County, IN Louisville/Jefferson County Metro Government, KY Monroe County, FL Wake County, NC Education: MPA, Clark University BA, Political Science, Clark University DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Appendix A. Resumes | 33 Shannon Flowers Senior Consultant Shannon is a senior consultant in our Local Government Practice Group. She is a finance professional with more than 20 years of experience, many of which have been spent in director, C-suite, and senior-level roles. Her expertise in budgeting, fiscal planning, cash flow analysis, and fiscal policy development is augmented by a strong understanding of the business processes that support efficient operations. As a consultant, her clients benefit from her focus in change management and business process improvement as well as her experience in training and leading staff through difficult transitions. Relevant Experience Strategic Planning: Throughout her career, Shannon has strategically planned for the allocation of fiscal resources. She served as the finance director for the City of Central, Colorado for 10 years, as well as holding the title of senior fiscal partner for the Colorado Governor’s Office of Information Technology. In both roles, she was the subject matter expert on budget development, responsible for establishing a cost model for proposed services and analyzing national trends to identify effects on local economic conditions. Process Improvement: Shannon served as the operations branch chief for the Colorado Department of Public Health and Environment, Disease Control and Environmental Epidemiology Division, and she was the division authority for all fiscal, policy, procurement, and compliance matters. In this role, she led efforts in reviewing existing division processes, crafting recommendations for improvement, and implementing the recommendations. This required substantial change management expertise to encourage buy-in from division staff to assist in the transition. Her role also involved administering an annual budget of over $101 million that included a variety of funding sources, such as federal grants, state funds, and cash donations. International Public Policy: Shannon spent time in Bosnia with the Atlantic Initiative identifying regional policies and best practices for civil rights campaigns. She developed training materials on European Union standards on civil rights and researched best practices for introducing equality and security in the police force. Shannon then went on to serve as the coordinator for the University of Denver’s Global Practice Bosnia program for students. She served as in-country support and liaison for the program director, managing all of the program logistics, events, and excursions. In her consulting engagements, Shannon leverages this experience in building relationships and working cross-culturally in diverse settings. Select Clients City of Edgewater, CO City of Greeley, CO City of Gresham, OR City of Redding, CA City of Redlands, CA City of Spokane Valley, WA City of Westminster, CO Doña Ana County, NM Pitkin County, CO Education MA, Global Finance, Trade and Economic Integration – University of Denver BA, Anthropology, University of Colorado – Denver DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Appendix A. Resumes | 34 Maddison Powers Spencer, MPA Consultant Maddison is a consultant in our Local Government Practice Group. She has firsthand experience serving in the public sector and is familiar with the unique aspects of government operations. Notably, she has been involved in various governmental initiatives, including those related to diversity, equity and inclusion; sustainability; and process and project analysis and management. Relevant Experience Local Government: Maddison is the former assistant to the city manager for the City of Covington, Georgia. In that role, she worked across city departments in an effort to manage priorities, develop recommendations, conduct research, support community needs, and develop reports for the city mayor and city council. In addition to working for the City of Covington, Maddison served as a senior fellow within the International City/County Management Association (ICMA) where she managed recruitment, hiring, and the interview process for two assistant city managers. She also led a leadership development initiative to develop more women leaders in the organization, and managed an annexation study where she interacted with various stakeholder groups to better understand the implications of service delivery. Research and Analysis: Maddison is well-versed in conducting research and analysis. Notably, she has leveraged survey tools, conducted data analysis, facilitated focus groups, and researched issues of importance to develop recommendations and share findings with organization leadership. As such, her approach is centered on using sound evidence and data to drive decision- making and organizational and operational improvement. Project Management and Support: Maddison is well-organized and detail-oriented, supporting her in her ability to effectively manage projects and provide support to her colleagues and the clients she serves. She is well-versed in documenting outcomes, researching and analyzing documents and data, and managing various priorities to promote success and productivity. In addition, she has experience with scheduling, reporting, and seeking opportunities for business process improvement. Select Clients Boulder County, CO City of Ennis, TX City of Frisco, TC City of Lauderhill, FL City of Redding, CA City of Richland, WA City of San Leandro, CA City of St. Charles, IL City of Tucson, AZ City of Washougal, WA City of Wausau, WI City of Wheat Ridge, CO Lancaster County, NE Marquette County, MI Village of Schaumburg, IL Weld County, CO Education and Certifications MPA, Local Government, University of North Carolina at Chapel Hill, School of Government BS, Political Science, Northern Arizona University Presentations ICMA Conference, 2021, Portland, OR How Millennials are Changing Local Government DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Appendix A. Resumes | 35 Khara Dodds, AICP Senior Consultant Khara is a senior consultant in BerryDunn’s Local Government Practice Group and has more than 13 years of leadership experience and 20 years of experience in planning and community engagement. She empowers communities, impacts lives, and makes a difference in her work and she leverages her experience in city and regional planning to assist clients as they move forward in their endeavors. Relevant Experience Planning and Development: Khara has led various departments in development, planning and land use services, and economic development. She led the town of Prosper, Texas through multiple town strategic planning initiatives that improved town operations and procedures as well as enhanced the quality of life for residents and businesses. She prepared design guidelines, regulation amendments, and a multi-faceted community engagement program to get input from residents, the development community, property owners, and board/commission members. Khara also completed major city initiatives including a Capital City Parks Master Plan and Downtown North Master Plan for the City of Hartford, CT. She leverages her experience managing stakeholders through the planning process to organizing capital improvement to implementing grant funds to assist communities pursuing state and federal grants. Leadership: Khara has assisted clients in the development and adoption of new ordinances and codes, participated in the annual budget process and educational improvement initiatives, and served as a liaison to various stakeholders. She successfully led the Town of Glastonbury’s Sustainable CT certification, earning the Town a Silver Certification (the highest level and designation). She has coordinated the review process of securing land use approvals; worked with underserved neighborhoods on improvement and revitalization; and added major development projects with securing land permits and economic development incentives. Process Improvement: Khara has managed the plan review process of large-scale development projects and ensured coordination with staff and board/commission members throughout the process. In addition, she has initiated the planning process for affordable housing; collaborated with stakeholders to develop incentive programs; negotiated policy and map amendments on behalf of municipalities in the state planning process; and prepared local planning documents including development studies and annual planning reports. Select Clients Town of Prosper, TX Town of Glastonbury, CT City of Hartford, CT City of Plymouth, CT Burl County, NJ New Jersey Office of Smart Growth, Trenton, NJ Education and Certifications Master’s, City and Regional Planning, Rutgers University BA, Urban Studies/Africana Studies, Rutgers University Membership/ Presentations: The American Institute of Certified Planners American Planning Association Northeastern Economic Developers Association Connecticut Economic Development Association DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Appendix B. Requested Exceptions | 36 Appen dix B. Reques t ed Excep t ion Listed below are requested, negotiable exceptions to the County’s provided terms and conditions. We believe in being fully transparent about any potential conflicts at the time of proposal. To this end, we have our Compliance Team perform a thorough review. As consultants focused on government clients, we are aware of the limitations on exceptions and additional constraints. If selected for this project, we fully expect to work with the County to reach an agreement on these terms that is fair and beneficial to both parties. Pg. 26, No. 8a: We respectfully request an exception to the County's indemnification language because it is not covered by our insurance. Our preferred language is, “The Contractor agrees, to the fullest extent permitted by law, to indemnify and hold harmless the Client against damages, liabilities, and costs arising from the negligent acts of the Contractor in the performance of professional services under this Agreement, to the extent that the Contractor is responsible for such damages, liabilities and costs on a comparative basis of fault and responsibility between the Contractor and the Client. The Contractor shall not be obligated to indemnify the Client for the Client’s own negligence.” Our firm carries a $10 million professional liability policy which protects us and our clients from claims of negligence in professional services; however, the policy itself contains language within it that states that it will not apply to a project when we take on additional liabilities such as an agreement to indemnify for something other than negligence, or costs, or attorneys’ fees under a contract. Addition of Force Majeure Language: Given the current environment, we recommend the following language be added to the contract which we feel is fair to both parties and protects both parties from any delays. “We will endeavor and use commercially reasonable efforts to complete all work contemplated under this Agreement. However, neither party shall be liable to the other for any failure or delay or performance of any obligation under this Agreement to the extent such failure or delay shall have been wholly or principally caused by acts or events beyond its reasonable control rendering performance illegal or impossible. As used in this section, “force majeure” means any cause beyond the reasonable control of a party including, but not limited to, an act of God, nature, act of aggression, fire, strike, flood, riot, war, delay of transportation, terrorism, pandemics, or other widespread outbreaks of infectious diseases or inability due to the aforementioned causes to obtain necessary labor, material or facilities.” DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A STRATEGIC PLAN • JUNE 21, 2022 Appen dix C. Work Samples DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Core Values Mission Statement: The City of Groveland is an ecosystem intentionally connecting safety service, and innovation to support a vibrant welcoming community with natural charm. CITY OF GROVELAND Strategic Plan – June 21, 2022 Vision Statement Groveland is a collection of towns, villages, and hamlets interweaving a diversity of people into an eco-agrarian landscape, embodying the following core values.ConnectivityIntentionality We value our shared vision and becoming what we think about. Being intentional means being descriptive on what kind of city we want to be. It means thinking with the end in mind and taking incremental steps toward that vision. The Strategic Plan sets a vision for what we want to become in 10 years, provides actions toward achieving that vision, and is framed around our core values. We value our connection with nature and with each other. Relationship- building, complete and walkable communities, park and trail systems, and mobility systems are examples for how we enhance our connectivity. 2 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A City of Groveland Strategic Plan – June 21, 2022 VitalityHeartKnowledge We value our natural and agricultural landscape and know that will enhance our quality of life and will attract others. This value is the result of combining our conservation and eco-agrarian focus areas and bringing about an economic development and tourism strategy that works with those areas of focus rather than against it. Groveland is a local city with a global vision. We value education and lifelong learning. We envision neighborhood scale schools where kids can walk or bicycle to school. Training and certificate programs for agriculture, culinary, construction, art, and the jobs of the 21st century.actions toward achieving that vision, and is framed around our core values. We value how we treat one another, sharing our knowledge, talents, and resources. Providing everyone with a seat at the table, ensuring equitable access to community services, and taking action in the present moment. 3 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Current State The City has established a dedicated Communications Division which is committed to providing charming informational content that keeps our communities apprised of charming activities and opportunities the City has to offer. Our current public outreach methods extend beyond digital and include avenues such as press releases, newspaper ads, banners, word of mouth, community presentations, marquee signs and more. A member of the Communications Division is always present at city events and takes pride in providing our residents with commemorative items that families of all ages can enjoy. Goal Statement Provide all Groveland community members with inclusive access to informational resources, connecting people to each other and the City’s charming culture. Objectives 1. Partner with local schools to plan, design, and build the schools that are consistent with the City Vision including neighborhood schools, integrated in walkable neighborhoods, with shared facilities such as parks. Start with a prototypical modern schoolhouse. Core Values: Connectivity, Knowledge 2. Promote parks and open spaces as inclusive central community gathering spaces that bring people together to share knowledge, information, experiences, cultures, and the community’s biodiversity. Core Values: Connectivity, Knowledge, Heart 3. Expand community access to high-speed broadband to enhance opportunity, innovation, and quality of life. Core Values: Connectivity, Knowledge 4. Develop an intentional, multi-faceted campaign and communications strategy to inform the community and create connection around the city’s values. Core Values: Knowledge, Heart, Intentionality 5. Create a leadership engagement program for students, residents, and business owners, to learn and enhance how the community functions. Core Value: Knowledge 4 Informed and Engaged CommunitySTRATEGIC PRIORITYDocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Performance Metrics • Percentage of residents enrolled in email blasts • Percentage of residents attending city-sponsored events • Increase in residents satisfaction with city communication and engagement (through annual or biannual resident survey • Percentage of students in walkable/bikeable distance to schools • Percentage of residents with access to high speed internet • Groveland schools rating in Florida Department of Education Annual School Grades Report 5 City of Groveland Strategic Plan – June 21, 2022 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Current State Lands located within Groveland’s utility service boundary currently comprise approximately 34,000 acres. The City’s Comprehensive Plan calls for a minimum of 60% of these parcels to be protected as conservation or working agricultural lands. Groveland’s Parks Master Plan envisions conservation lands as a key component of the City’s interconnected park system. Additionally, the City is working to protect the night sky from excessive light pollution with its Dark Sky Lighting Initiative. A study is needed to identify the City’s most important parcels for preservation. The City currently has no conservation parks and no designated conservation lands. A partnership with the County focused on prioritized purchases of conservation parcels could be a fruitful outcome of the upcoming Joint Planning Agreement (JPA) process. Goal Statement Preserve and enhance our natural environment to connect people to nature, bring vitality to Groveland and ensure shared stewardship of our lands. Objectives 1.Identify and preserve historic buildings, landmarks, and districts and the natural and agricultural lands within the city’s utility service area that should be prioritized for preservation. Core Values: Intentionality and Vitality 2.Establish a Joint Planning Agreement with Lake County to preserve natural and agricultural lands through, but not limited to, Comprehensive Plan policy updates, a transfer of development rights program, and land acquisition. Core Values: Intentionality and Vitality 3.Develop and enhance the City’s programs to preserve our natural systems and green infrastructure, including removal of non-native exotic vegetation, wetland preservation and water and mineral conservation. Core Values: Intentionality, Connectivity, Vitality, and Knowledge 4.Expand opportunities for people to responsibly interact with our surroundings by activating more of our natural spaces through educational events and partnerships with agri-civic visionaries, encouraging people to engage with and appreciate these preserved environments. Core Values: Connectivity, Vitality, and Knowledge 5.Adopt Dark Sky Lighting Ordinance and achieve International Dark-Sky Association Community designation. Core Values: Connectivity and Vitality STRATEGIC PRIORITY 6 Preservation and Conservation DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Performance Metrics •Percentage of City’s utility service area as conservation “nature” •Percentage of City’s utility service area as preserved agriculture •Lake water quality 7 City of Groveland Strategic Plan – June 21, 2022 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Current State Currently, Groveland provides a monthly farmer’s market, an aquaponics farm, and opportunities for outdoor recreation (e.g., kayaking the Palatlakaha River, biking the South Lake Trail, and fishing at Lake David). While we have made progress toward cultivating an eco-agrarian lifestyle, there are opportunities to improve: offering farm-to-table restaurants; offering more fresh, natural locally grown and harvested products to residents; encouraging more local growers to attend our farmer’s market and to partner with local restaurants; increasing the frequency of local markets; powering parts of the city with renewable energy sources; improving walkability in our downtown and new community types; creating lodging accommodations; developing community and rooftop gardens, and edible landscapes; and encouraging permaculture and organic farming practices. Such steps will move us even closer toward our vision of cultivating an eco-agrarian lifestyle in Groveland. Goal Statement Become a close-knit community in which all activities are thoughtfully integrated into existing eco-systems and to enhance healthy development, self-reliance and maintain a continued eco-agrarian way of life. Objectives 1.Establish a city-supported agriculture program (CSA) “Groveland Grown” to promote healthy locally grown food in the community, creating opportunity for farmers, residents, and merchants. Include certification, marketing, and an indoor/ outdoor Groveland Market for agricultural sales and education. Core Value: Vitality 2.Develop a Waterways Master Plan to coincide with the Parks and Trails Master Plan. Amplify natural recreation opportunities like kayaking, boating, fishing, running, bicycling, equestrian, and gardening, as these are activities for residents and visitors to experience and connect with Groveland’s water ways and nature corridors. Core Values: Intentionality, Vitality, Connectivity STRATEGIC PRIORITY 8 Eco-Agrarian Lifestyle What is Eco-Agrarian? Eco-agrarian is a lifestyle that connects Groveland residents and visitors with nature and each other. It provides purpose and support for preserving our natural areas and agricultural lands. It’s about how we use these spaces, from outdoor recreation to growing our food, to create a strong sense of place and belonging. It’s the feeling you get when you’re out kayaking with friends enjoying the water, sunshine, and fresh air. It’s an evening enjoying a farm-to-table meal with family underneath the star lit skies. It enhances our quality of life, impact on our environment, and stimulates our local economy. It’s the City with Natural Charm. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 3. Revise the city’s Economic Development and Tourism strategies andincentives around eco-activities, lodging, recreation, and local agriculture. Core Values: Intentionality, Vitality, Connectivity 4. Develop a lodging strategy that coincides with eco-agrarian activities. 5. Explore and implement renewable and sustainable practices for solid waste collection that align with and support an eco-agrarian lifestyle, such as composting. Core Values: Intentionality and Vitality 6. Hire City personnel to lead environmental and agricultural activities for the city. Core Values: All Performance Metrics • Acres of active farm and vineyard land in Groveland’s utility service area • Number of farm-to-table restaurants • Solid waste tonnage converted to compost or recycling • Number of lodging units • Number of people employed in the eco-agrarian sector 9 City of Groveland Strategic Plan –June 21, 2022 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Current State Groveland has established a momentum toward making community livability and enhancing quality of life for our residents a key priority. Recent accomplishments include a newly renovated Lake David Park and streetscape improvements in Downtown. City Council recently approved a new Parks and Trails master plan including construction plans for Cherry Lake Park. The City’s newly adopted Future Land Use and Community Development Code requires more preserved open space with standards that will allow for future squares, plazas, greens, walking paths, and pocket parks integrated within new neighborhoods. These regulatory changes will also result in more walkable communities with enhanced street design and a mix of uses. New master plans for transportation, utilities and schools will meet the growing demand for more health and medical oriented uses as population increases and help achieve the future vision for new schools that are integrated into new neighborhoods, as well as charter school options that will meet the growing demand for quality education. Goal Statement Create a community that invites innovation, enhances vitality, provides access to shared resources, and offers diverse choices and opportunities so people can become their best selves. Objectives 1. Plan, design, and construct a Downtown Lake David project that embodies all Strategic Plan Core Values and serves as a destination. Components may include a compelling lodging experience, a walkable main street, a trail circling Lake David, a nature preserve, farm-to-table restaurants, a market, new civic venues, live/work homes, outdoor activities, dark sky lighting, sustainable landscaping, and public parking. Core Values: All 2. Beautify Downtown by continuing to improve streetscapes, business facades, and public spaces. Core Value: Vitality 3. Prioritize, phase, and implement the projects in the Parks and Trails Master Plan. Include and prioritize Nature Preserves and connecting Groveland’s existing trails to the Florida Coast-to-Coast Trail. Core Values: Connectivity, Vitality 4. Partner with Lake County and FDOT to plan, design, and construct improvements for County, State, and City roads that are context sensitive, attractive, and safe for all modes of transportation. Use complete streets and traditional town planning design principles. Prioritize completion of the Coast-to-Coast Trail system within Groveland. Core Values: Connectivity, Vitality 5. Plan for a “health village” that serves Groveland residents and others in the region. STRATEGIC PRIORITY 10 Community Livability DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A A health village is a multi-use environment that integrates healthcare with retail, commercial, education, residential, and wellness services. Health villages not only provide health care services to treat those who are sick but also offer resources and services for people to continue staying healthy and well. Core Values: All 6. Prioritize, phase, and implement the projects in the Utilities Master Plan with a focus on water quality and cost-effective upgrades. Core Values: Intentionality, Connectivity, Vitality 7. Work with developers and builders to meet the growing need for more diverse and affordable housing options. Core Values: All Performance Metrics • Total linear feet of new streetscapes, new facades, and open spaces in Downtown • Total miles of trail network completed (City, County, State) • Total miles of complete streets completed (City, County, State) • Acres of park land per 1,000 residents (goal is 6 acres per 1,000) • Acres of park facilities per 1,000 residents (goal is 3 acres per 1,000) • Drinking water quality, lake water quality • Vehicular miles traveled 11 City of Groveland Strategic Plan – June 21, 2022 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Current State The City is focused on developing a budget and financial position that is commensurate with a community transitioning from a small town to a new-urbanism city that accentuates its natural features. In developing the budget and the City’s financial plan, the objective is to create a sound financial and operational plan that addresses the City’s priorities while continuing to provide resources to evolve, grow and support demand for services and enhanced quality of life. In order to maintain fiscal responsibility, the City will create a financial sustainability policy that utilizes the growth from annexations and commercial construction to reduce the overall tax burden on residents. Budget increases and timing will be crucial to the development of future budgets and long-term financial health. Goal Statement Achieve financial health while prioritizing the needs of today without sacrificing the ability to meet the needs of future generations. Objectives 1.Align the City’s budget with the Strategic Plan to support achievement of the goals and vision. Core Values: Intentionality, Connectivity 2.Develop a debt management program incorporating those attributes of Strong Towns principles that are aligned with the city’s Strategic Plan and priorities. Strong Town finance principles state that having more assets than liabilities, in addition to capably paying off debt, is a prerequisite for a city’s long-term prosperity. Strong Towns must evaluate the long-term and short-term costs to maintain the success of proposed projects. Core Value: Intentionality 3.Create a standardized fiscal analysis that measures projects’ fiscal impacts equipping City Council and leadership to make informed decisions when establishing the annual City Budgets. Core Value: Intentionality 4.Maintain fiscally responsible tax rates by diversifying the tax base, achieving a healthy balance between land uses, incentivizing development consistent with our vision, and applying user assessments to better address specific services such as stormwater, transportation, conservation, and public safety. Core Value: Intentionality 5.Recognizing that Groveland is a safe place, continue to financially prioritize the core services and public safety. Core Value: Intentionality STRATEGIC PRIORITY 12 Financial Health DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Performance Metrics • Budget and capital improvements reflecting values and objectives of the strategic plan. • Annual revenues/expenses on a per acre basis • City departments directly link their budget requests to strategic priorities in the plan during budget development • Maintain an ISO Public Protection Classification (PPC) of 3/3x (top 10% of U.S. cities as defined by the nationally recognized standards of the Fire Suppression Rating Schedule) and work toward a rating of 2/2x by 2027. • Movement, trended year over year, toward a desirable balance of commercial and residential taxes • Debt management and fiscal analysis standards set based on best practices of the Florida Benchmarking Consortium 13 City of Groveland Strategic Plan – June 21, 2022 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 1. Dedicate funds for City leadership to conduct field research in benchmark communities. Core Values: Intentionality and Knowledge 2. Create a vibrant Downtown Hub, open to residents and visitors. Core Value: All 3. Designate an individual or group of individuals to oversee implementation and progress monitoring of the Strategic Plan. Core Value: Intentionality 4. Facilitate a process between the adoption of the Strategic Plan and next year’s City budget that ensures harmony between the two directive documents. This process should involve City Council, the Strategic Planning Committee, City Staff, and a facilitator. Special emphasis should be placed on how the sequencing of capital improvements either fits into or falls short of the new Strategic Plan recommendations. Core Value: Intentionality 5. Hold an annual State of the City addressing both the progress and metrics from the previous year and priorities of the coming year. STRATEGIC PRIORITY 14 Implementation DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A City Councilmembers Mayor Evelyn Wilson Vice Mayor Randolph Waite Councilman Mike Smith Councilman Mike Radzik Councilwoman Barbara Gaines Strategic Plan Committee Members Chairman Keith Keogh Vice Chair Jamie Lowe Chloe Gentry Bridgette Bennett Dr. Roland Nunez Jose Rubio Andy Hansen Bret Jones Kim Jemison Tony McCoy 15 Acknowledgements City Leadership and Staff City Manager, Mike Hein Community and Economic Development Director, Tim Maslow Finance Director, Jo-Anne Drury Director of Innovation and Technology, Jose Lopez Director of Parks and Community Services, Mike Walker Director of Transportation and Public Works, TJ Fish HR Director, Deo Persaud Fire Chief, Chief Kevin Carroll Public Safety Director/ Police Chief, Chief Shawn Ramsey Procurement Director, Chris Coghill City Clerk, Virginia Wright Planner I and CRA Project Manager, Brooke Worthington Administrative Assistant to Community Development Director, Maria Ramirez Khrystyna Tremaine Communications Manager Ashley Wright Communications Specialist and Human Resources Coordinator Berry Dunn Consultants Michelle Kennedy, Project Manager Charline Kirongozi, Senior Consultant Jesse Myott, Senior Consultant DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 1 2022–2024 Lane County Strategic Plan (Three-Year Plan) DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 2 33333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333 Vision Lane County is the best county in which all can live, work, and play. Mission We responsibly manage available resources to deliver vital, community-centered services with passion, drive and focus. Core Behaviors Passion to serve Driven to connect Focused on solutions Purpose To Improve Lives Strategic Lenses Stewardship of Resources Equity Collective Impact Values Integrity Excellence Equity and Respect Purpose of the Strategic Plan A strategic plan is a living document that defines the organization’s reason for being. It establishes a clear and compelling vision. It sets measurable objectives, and, most importantly, lays out the desired impact on and value-add to the entire community – residents, businesses, employees, and other stakeholders. It helps set direction and focus and assists in aligning resources to accomplish strategic objectives. A strategic plan is not intended to provide a comprehensive overview of all of the essential programs, services, initiatives, partnerships and investments that Lane County makes throughout our communities. The strategic plan serves as Lane County’s roadmap, or North Star, so everyone within the organization and the community understands the intended direction of the County. Having a clear, concrete strategic direction also helps to keep the County on track and focused on what’s important when challenges, setbacks and unanticipated events occur and it ensures decisions, policies, plans, programs and processes are designed through the strategic lenses of stewardship of resources, equity, and collective impact. Strategic Lenses Strategic lenses are perspectives from which strategic priorities and goals should be viewed, as well as questions that should be asked before strategies are implemented. These perspectives or questions include: How will we pay for this? Is what we are proposing sustainable? How does this impact everyone in our community? Have we sought feedback from key stakeholders? Are we including the right partners? Is this the most effective solution? Identifying strategic lenses ensures Lane County has a thoughtful, consistent and intentional process for evaluating strategies before implementation. Based on feedback from the Board of Commissioners, executive leadership, employees and residents, we have identified the following three strategic lenses: •Stewardship of Resources •Equity •Collective Impact Stewardship of Resources Lens This lens addresses both the financial and sustainability aspect of resources. Stewardship of Resources is the prudent and transparent management of public funds and resources - meeting the needs of the present without compromising the ability of future generations. The use of analytical tools in decision-making processes determines how the County should best maintain, spend and invest its available resources. This strategic lens also helps the County balance economic, environmental, and social needs. Equity Lens Equity is when everyone has access to the opportunities, tools and supports necessary to satisfy essential needs, advance their well-being, and achieve their full potential. Lane County is committed to ensuring people have access to the information and supports that they need – regardless of age, education, ethnicity, language, income, physical limitations, or geographic barriers – to achieve health, safety, education, and economic stability. Collective Impact Lens Collective Impact is the commitment of a group of stakeholders and partners from different sectors to a common agenda for solving complex community problems. The five key elements are to: 1) have a common agenda, 2) develop shared measurements, 3) engage in mutually reinforcing activities, 4) maintain open and continuous communications, and 5) establish clear roles and structure to operate effectively. The County uses collective impact to shape its partnerships and services. 2 3 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 4 5 2022-2024 Strategic Plan STRATEGIC PRIORITY #1 Strategic Goal Develop an equitable and integrated approach to health, behavioral health, public safety and homelessness so that all residents are safe, healthy, housed, and health outcomes are improved. Objectives A Focus on people at the intersection of behavioral health, homelessness, and public safety to provide crisis/stabilization support and treatment. 1) Gain the perspective from people with the highest needs and highest users of the system to make sure the system is serving their needs. 2) Continue to engage with community partners to share resources, problem solve and build support for next steps. 3) Complete a funding plan for a community behavioral health crisis/stabilization center in partnership with community organizations. 4) Identify a site and start construction of a community behavioral health crisis/stabilization center in partnership with community organizations. B Invest in public safety for improved service delivery. 1) Accomplish phase two of the Lane County Community Public Safety Repair Plan. 2) Actively pursue a renewal of the 5-Year Public Safety Levy which ends May 2023. 3) Advocate at the state and federal level for sustained funding for our critical public safety services. C Invest in our juvenile justice programs and adult supervision services and unite them as one department to allow our employees to thrive and provide excellent community service. 1) Continue to plan for and actively work with employees to determine the next steps to create the new department through the use of an equity lens. 2) Understand and work to address the racial disparities in both the adult and juvenile justice systems. D Reduce the length of time people experience homelessness by adopting best practices and strategies. 1) Invest in at least two more Permanent Supportive Housing facilities. 2) Support operations of the navigation center. 3) Increase cross-departmental, cross-divisional alignment of resources as well as partner agency involvement. E Focus on health promotion by providing equitable access to primary, behavioral, and dental health care and comprehensive, evidence-based prevention strategies across the life span. 1) Secure funding to expand services in our rural communities starting with the South Lane Community Health Center. 2) Increase mobile outreach, engagement, and access with our most marginalized populations to increase their overall well-being. F Launch Community Partnerships Program to build capacity to support pandemic recovery and achieve health equity in communities. 1) Strengthen partnerships with culturally-specific community-based organizations to build capacity for community- centered interventions. 2) Collaborate with communities to develop data use approaches that include community strengths and the root drivers of social inequity. G Establish a traffic safety presence in combination with engineering and education to reduce traffic fatalities. 1) Support and Implement the Transportation Safety Action Plan. Draft Performance Measures •<X% homelessness recidivism •X% reduction in first time homeless •Number of deputies per 1,000 population •Response Time for Calls of Service for Assaults and Domestic Violence Calls •Adult reconviction rates by race and ethnicity trended over time (set baseline and then set performance target for rates of reduction) •X% year-over-year decrease in vehicular-related personal injury and fatal crashes •Evaluate traffic safety, pavement condition and programs that improve the safety and condition of the transportation network DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 6 7 2022-2024 Strategic Plan C Evaluate a multi-use community facility with the Eugene Emeralds baseball team as an anchor tenant that provides economic benefits and services to the broader community. 1) Conduct a comprehensive financial analysis and explore best practices. 2) Initiate a community engagement plan. D Build our relationships with community groups to proactively expand opportunities for equitable and inclusive civic engagement. 1) Create inclusive multi-modal approaches so that events and activities allow community members to engage in ways that feel meaningful and result in greater connection to their community and fellow residents. E Focus and support rural communities by enhancing outreach, sharing consistent information and effectively planning to best meet their needs. 1) Support and invest in our “Rural Connections” group, a cross departmental group that focuses on sharing information and strategizing as it relates to rural communities. 2) Enhance engagement by making it easier for rural residents to participate in processes and to be informed of services and plans that impact them. F Invest in the Land Management Division to ensure adequate and sustainable staffing levels and resources are available to be responsive and agile in meeting current and future housing needs and customer service expectations. 1) Invest in new technologies such as an online permit submittal and customer service portal to enhance permit review efficiencies. 2) Identify stable, ongoing funding to support adequate staffing without the use of reserves or one-time funds. Draft Performance Measures •Housing Opportunity Index Percentage (measure the number of new and existing homes which were affordable to families earning the area medium input and divide that number by the total number of homes using income and sales prices) •X% reduction in households paying greater than 30 percent of household income on housing •Reduce internal operations fossil fuel use by 5% annually (compared to 2019 use) to achieve a 50% reduction by 2030 •By 2025 63% of the incoming waste stream collected by Lane County transfer stations will be recycled or beneficially used STRATEGIC PRIORITY #2 Strategic Goal Invest in Lane County residents by fostering engaged communities with affordable housing options, equitable opportunities, economic vitality and a healthy environment. Objectives A Increase housing affordability, diversity and supply serving Lane County’s residents in order to address the housing crisis. 1) Implement the Affordable Housing Action Plan. 2) Align housing objectives with all economic, climate, preparedness, and recovery plans. 3) Convene financial collaborations to expand innovative and equitable resource opportunities. 4) Leverage educational institutions (Lane ESD, LCC and UO) to expand skills sets in the construction trades workforce and expand apprenticeship programs to fortify design-build opportunities. 5) Support rural communities by piloting community land trusts and limited-equity cooperatives. 6) Lead faith community housing project, convene a team of faith leaders to identify pilot projects, identify funding opportunities, and conduct pilots. B Focus on the intersection of economic development, equity and the environment as we look to achieve a viable, fair and livable community. 1) Implement economic strategies including business retention and expansion, business recruitment, workforce support (living wages, upward mobility, next-gen training), entrepreneurship growth and capital access. 2) Enhance and expand the community benefits program. 3) Implement pilot program with capital building projects to inform countywide procurement policy that aligns with Climate Action Plan and equity goals. 4) Enhance and standardize data collection to inform and advance our equity work as an organization in order to provide equitable services to the community. 5) Operationalize the use of our strategic lenses (stewardship of resources, equity and collective impact). 6) Implement and operationalize the Climate Action Plan and complete Phase 3 of the community-wide resiliency plan. 7) Fully vet the construction of a waste processing facility for the Short Mountain Landfill. 8) Implement strategies from the Parks Funding Task Force to provide sustainable funding for parks. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 8 9 2022-2024 Strategic Plan D Develop disaster recovery plans, policies, and procedures. 1) Establish policy and procedures needed to effectively track disaster costs for recovery. 2) Establish cost recovery documentation standards. 3) Develop a County Recovery Plan. 4) Conduct routine trainings and tabletop exercises to test the Disaster Recovery Plan. E Invest in our infrastructure and utilize our County-owned facilities to the highest and best use in order to have safe, usable infrastructure for years to come. 1) Leverage the Capital Improvement Plan to explore and secure grant funding to upgrade public infrastructure (buildings and transportation). 2) Create a space utilization policy and plan that incorporates existing and future uses while factoring in the future of telework. 3) Apply the equity and stewardship of resources lenses to facilities and maintenance plans. 4) Implement the Bicycle Master Plan. F Support core service in order to deliver high-quality, dependable and consistent customer service 1) Explore modernization of systems that aid with resiliency and ease of use. Draft Performance Measures •X% increase in Lane County residents with broadband access with little to no connectivity •Organization Risk Score (metric as the cybersecurity climate continues to be volatile with new threats) •# of tabletop exercises •Train ___% of new employees annually that have emergency response duties to ensure appropriate response to incidents, emergencies, and major disasters •FEMA Community Rating Score (CSR) •Grant funding obtained as total percentage of the cost of capital projects STRATEGIC PRIORITY #3 Strategic Goal Maintain and invest in resilient infrastructure that creates the highest return for safety, community connectivity, enjoyment of life, and local economic success. Objectives A Establish needed support structures in order to expand access to affordable broadband in Lane County. 1) Establish a local government-level coordinator to coordinate with State Broadband Office. B Advance our ability to access and share data within our organization and between partners in order to support analytics and data-driven decision making without compromising safety and privacy. 1) Increase investments in technologies that create easy access to data. 2) Support the establishment of regional data governance structures. 3) Implement the Cybersecurity Plan, which includes advancing trainings and exercises. C Build a culture of preparedness and operational readiness within the organization in coordination with community partners. 1) Create protocols and processes for staffing an emergency response that supports immediate action as well as an extended emergency operation. 2) Standardize the Emergency Operations Plan to align with national standards and work to include entire community. 3) Partner with faith-based, community-based, and non-profit organizations to establish a coalition of Community Organizations Active in Disaster (COAD) to prepare for and recover from disasters. 4) Maintain and invest in the Lane Regional Resilience Collaborative initiative (people & partners). 5) Create an infrastructure that supports environmental monitoring and emergency alerts. 6) Coordinate integration and interoperability for radio communications systems that are supported by all stakeholders. 7) Implement the All Hazards Mitigation Plan. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 10 11 2022-2024 Strategic Plan C Continue our path to increase our financial stability, overall financial health and continuous quality improvement. 1) Expand data analytics in order to more actively monitor metrics related to financial health. 2) Strategically manage the infusion of one-time federal and state dollars and leverage grant opportunities. 3) Ensure our financial policies and procedures are aligned with best practice. 4) Enhance revenue for core services that impact the health and safety of our organization and community, and pursue our legislative priorities that emphasize needed repairs or enhancements to systems. D Build and align capacity of our internal services at an effective and consistent level with other areas of the organization (keep the wheels on the bus). 1) Create and implement policies and practices that evaluate internal capacity (department and countywide capacity) and resource needs in order to build, maintain or adjust systems of support as we evolve over time. 2) Explore options to carefully plan for and consistently apply system logistics when taking on a new grant in order to mitigate risk and increase the overall impact. 3) Establish a culture of organizational learning by identifying processes and procedures that may not be currently documented/known, providing adequate trainings, and forming a shared knowledge database to ensure employees are able to do their job most safely and effectively. E Assess our needs, resources and deficiencies in order to fulfill the goals outlined in the Strategic Plan and then review and prioritize regularly. 1) Identify needs through the annual budget development process and prioritize resources accordingly. 2) Conduct quarterly and annual updates to address progress and capacity. Draft Performance Measures •Preventative care visits (of Lane County employees/family) per 1000/norm (Cotiviti’s Commercial Normative Database) visits per 1,000 •Diversity of Lane County’s workforce as compared to population demographics •Employee Engagement (as measured by Gallup Q12 or another engagement survey), year-over-year •Employee retention rate (establish baseline and set target for X percent increase) •Bond rating •X% increase in revenue STRATEGIC PRIORITY #4 Strategic Goal Invest in our employees who are the backbone of our organization and invest in our systems and organizational health so that employees can thrive and residents can experience a more effective government. Objectives A Implement opportunities to improve employee well-being and promote a positive workplace culture with purpose and potential. 1) Prioritize rolling out our new Strategic Plan with an emphasis on engagement with our employees to create clarity of the plan, purpose, and vision. 2) Develop strategies to improve employee well-being, addressing workload capacity and the mental, physical, and financial components of wellness. 3) Explore long-term childcare options for our workforce. 4) Continue to advance flexibility in policies and practices as we explore a new normal in workplace environments. B Advance an inclusive, diverse and equitable workforce in order to shift the culture around equity. 1) Improve communication on the importance of equity training, identify employee training and development needs and elevate the support to supervisors around equity. 2) Define roles of the Equity Team and the supports within the organization. 3) Gather input to inform the strategy as we create an Equity Action Plan that both honors the past work and charts a renewed path forward. 4) Assist departments with identifying equity goals and provide support in accomplishing them. 5) Continue to support our Employee Resource Groups as a means of support to our employees, as a voice of shared experiences in the workplace and utilize them in innovative idea sourcing. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Conclusion This 2022-2024 Strategic Plan reflects the priorities of the community, the Board of County Commissioners, our leadership team, and employees. We are excited to have a strategic roadmap of goals and objectives that bring focus and clarity to our organization in order to provide effective, efficient and innovative services to the community. By doing so, we work towards a shared future where Lane County is the best county in which all can live, work, and play. This plan is a living document that will evolve throughout the three years as we factor in new challenges and opportunities that may arise. We will be tracking progress, measuring outcomes and reporting on the barriers and successes on a quarterly basis. Thank you to everyone who was involved in the development of this plan. Cover photo by David Putzier. Photo on page 6 by Stephanie Ames. Photo on page 10 by TnT Whitewater Rafting. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 1 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 2 TABLE OF CONTENTS Mayor’s Message and City Council ……..............................….. 3 Letter from the City Manager and Organizational Chart........ 4 Mission, Vision, and Values ………............................................… 5 Strategic Priority #1: Sustainability and Resiliency Current and Future State …................................................ 6 Goal #1: Long-term Financial Stability …………….…........ 7 Goal #2: Critical Event Preparedness …………….......…… 7 Goal #3: Environmental Sustainability …………….......…… 8 Goal #4: Safe and Secure Community ………….......……. 8 *RDO &DOP(IÀFLHQW7UDQVSRUWDWLRQ,QIUDVWUXFWXUH« *RDO 'LYHUVH(QJDJHG+HDOWK\:RUNIRUFH«« *RDO (IIHFWLYH,QIRUPDWLRQ7HFKQRORJ\««««« Strategic Priority #2: Smart Land Planning Current and Future State …................................................ 11 Goal #1: Equestrian, Farm Lifestyle …………….....…..…… 12 Goal #2: Enhance Commercial Nodes …………….......… 12 Strategic Priority #3: Public Land and Resources Current and Future State …................................................ 13 Goal #1: Active Parks and Recreation …….........……… 14 Goal #2: Passive Parks …………………….....................…… 14 Goal #3: Mobility and Connectivity ………….......…..…… 15 Goal #4: Culture in Public Spaces ……………........……… 15 Goal #5: Greenspaces ………………………….....………… 16 Timeline: The Strategic Plan Process ……………...……………… 17 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 3 MAYOR’S MESSAGE 7KH&LW\RI0LOWRQKDVFRPHDORQJZD\VLQFHLWVIRXQGLQJLQZKHQ ,EHFDPHPD\RU$QG,FDQQRWZDLWWRVHHZKHUHLWJRHVIURPKHUH This Strategic Plan can be instrumental in laying out ways we can make our community’s dream for a better future a reality. But one document alone won’t get us there. Our success depends on the details and H[HFXWLRQRIHDFKLQLWLDWLYHERUQIURPWKLV3ODQ,WGHSHQGVRQWKH diligence and intelligence of City staff members who will drive the actions. And, more than anything, it depends on citizens who help make Milton so special by giving our government direction and support. They are the front-and-center in everything we do – including the creation of this Strategic Plan. 2XUFLWL]HQVGHVHUYHDJRYHUQPHQWWKDWFRQVWDQWO\ORRNVWRLPSURYHWKHLUOLYHVUHÁHFWWKHLULGHDOVDQGSODQ ahead so Milton’s tomorrow is even better than today. That’s what this Strategic Plan is all about. Yet it is a starting point, not an endpoint. Our City government will keep listening to our residents, keep coming up with ideas, and keep making progress. Sincerely, Mayor Joe Lockwood &,7<&281&,/ DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 4 /(77(5)5207+(&,7<0$1$*(5$1'25*$1,=$7,21$/&+$57 ,DPKRQRUHGWRVKDUHWKH&LW\RI0LOWRQ·V6WUDWHJLF3ODQIRU²²DQ inspiring, ambitious document that provides us a framework to meet our community’s needs. Every piece is grounded in our commitment to our vision: “Milton will be a city recognized for its exceptionally high quality of life, strong sense of place and community, and dedication to preserving our rural heritage.” This Strategic Plan resulted from a collaborative, comprehensive process aimed at setting our goals and how we’ll know if we’ve achieved them. After an extensive engagement phase that included feedback from citizens, business owners, committee members, employees, and various stakeholders, our Mayor and City Council members outlined a vision, mission, core values, and strategic priorities for the City of Milton. This Plan will focus our government’s energy and resources, HQVXUH&LW\RIÀFLDOVDQGVWDIIZRUNWRZDUGFRPPRQJRDOVHVWDEOLVKFRQVHQVXV around intended outcomes, and leave room for us to assess and adjust the organization’s direction in a changing environment. ,would like to thank Mayor Lockwood and our City Council for their enduring support and leadership that PDGHWKLV3ODQSRVVLEOH,·GDOVROLNHWRH[SUHVVP\DSSUHFLDWLRQIRURXUFRPPXQLW\PHPEHUVZKRSDUWLFLSDWHG in various ways such as surveys, public meetings, and stakeholder interviews. A special thank you goes out to our steering committee, including our partners at BerryDunn, who endured countless brainstorming and VWUDWHJ\PHHWLQJVWRPDNHWKLV3ODQSRVVLEOH$QGÀQDOO\,ZDQWWRWKDQN7HDP0LOWRQIRUWKHLUXQZDYHULQJ FRPPLWPHQWWRVHUYLFHDVH[HPSOLÀHGLQWKH3ODQEHIRUH\RX This is an exciting time for the City of Milton as we build upon past success and, together, lead Milton into an even better future. Appreciatively, Steven Krokoff City Manager Steven Krokoff *For purposes of the organizational chart, these two departments are combined for reporting purposes, while budgeted for separately. 25*$1,=$7,21$/&+$57 &,7<0$1$*(5 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 5 PLAN AT A GLANCE 0,66,21 We take pride in our responsibility to protect and improve the high quality of life for those we serve. 9,6,21 Milton will be a city recognized for its exceptionally high quality of life, strong sense of place and community, and dedication to preserving our rural heritage. 9$/8(6 Together We Thrive The whole is greater than the sum of its parts. ,QFOXVLYHFROODERUDWLRQFRXUDJHRXVHQJDJHPHQW diversity of opinion, and a purposeful commitment to continuous personal, professional, and team growth lead to outstanding results. ,W·V$OO$ERXW2XU5XUDO+HULWDJH Every step we take protects our rural heritage and culture. 6HUYLFH,V2XU2EVHVVLRQ Every interaction is an opportunity to show off our commitment WRÀQGVROXWLRQV:HGHOLJKWWKHSHRSOHZHVHUYHE\ going the extra mile to exceed expectations. 2ZQ,W'HOLYHU,W We pursue every opportunity with enduring determination, every project with urgency, and every challenge with creativity. We have an unparalleled sense of pride in and ownership of our accomplishments. Lead from the Front We are servant leaders committed to being visible, accessible, and engaged. We walk the talk by setting the example for others to follow. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 6 STRATEGIC PRIORITY #1 Ensure Milton’s Sustainability and Resiliency Current State Milton provides a forward-thinking approach to economic development, critical event preparedness, day-to-day community safety, environmental sustainability, and its WUDQVSRUWDWLRQQHWZRUNHPSOR\LQJDQHIIHFWLYHDQGÀVFDOO\UHVSRQVLEOHVHUYLFHGHOLYHU\ framework. A PRWLYDWHGDQGÁH[LEOHVWDII has promoted sustainability in many ways. Financially, the City employs a FRQVHUYDWLYHSD\DV\RXJR system. Environmentally, the City has earned *UHHQ&RPPXQLWLHV recognition. From a public safety perspective, Milton has established a service and RXWUHDFKRULHQWHG ÀUHGHSDUWPHQW, boasts routinely ORZFULPH rates, maintains VDIHURDGZD\V, and has a strong track record responding to FULWLFDOHYHQWV (including managing four federally-declared disasters and several smaller incidents over the past 15 years). The foundation for this success has been a FOHDUYLVLRQIRUWKH&LW\ established by HOHFWHGRIÀFLDOVDQHQJDJHGFLWL]HQU\DQGDKLJKO\SURIHVVLRQDOZRUNIRUFHZKROHYHUDJH their individual experiences, knowledge, and diligence to make Milton a vibrant, noteworthy community. Future State The City recognizes that sustainability and resiliency are a function of all departments, HOHFWHGRIÀFLDOVDQGH[WHUQDOVWDNHKROGHUV7KH\ZRUNLQFRQFHUWWRIRUPDcooperative HFRV\VWHP in which PXWXDOO\UHLQIRUFLQJJRYHUQPHQWDQGSULYDWHVHFWRU activities contribute to a YLEUDQWDQGVDIH community. Milton envisions a future that builds on this strong foundation to provide nation-leading sustainability and resilience fostered by an engaged government focused on FRPPXQLW\SDUWQHUVKLSV, FUHDWLYHIXQGLQJ methods, and deliberate HIÀFLHQF\. We maximize our available resources by building teamwork capacity and through effective government processes. This approach takes full advantage of Milton’s commercial nodes – furthering Milton’s strong regional reputation as an RXWVWDQGLQJSODFHWRGREXVLQHVV – while preserving and enhancing the UXUDOFRUHRIWKHFLW\,WDOVRLVSRZHUHGE\DFRPPXQLW\UHÁHFWLQJ workforce; utilizes technology, training, and planning to enhance FULWLFDOLQFLGHQW management abilities; ensures that public safety is engaged in the development process, thereby preparing it to meet future community needs while maximizing its day-to-day resiliency; and maintains sound WUDQVSRUWDWLRQSODQQLQJ/maintenance, HQHUJ\HIÀFLHQF\DQGVROLGZDVWHSURJUDPVWKDWHQKDQFHWKHHQYLURQPHQWDODQG VRFLDOVXVWDLQDELOLW\ of Milton’s unique character. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Ensure Milton’s long-term ÀQDQFLDO VXVWDLQDELOLW\ OBJECTIVES 1. Further diversify the City’s revenue sources to reduce reliance on property tax revenues and diminish the effects of economic ÁXFWXDWLRQV (QKDQFH WKH FRPPHUFLDO WD[ EDVH ZLWK EXVLQHVVHV WKDW ÀW LQWR a cohesive, community-driven vision for Milton (VWDEOLVKDÀQDQFLDOPHWULFVFRPSDULVRQUHODWLYHWRVLPLODUPXQLFLSDOLWLHV OUTCOME MEASURES •Chart percentage of revenue across different categories, aiming for a higher percentage (relative to total revenues) derived from non-property taxes year over year •'HYHORS D \HDU ÀQDQFLDO SODQ •Assess the following, aiming for year-over-year stability and/or improvements: ² 1XPEHURIQHZMREVDGGHG WUHQGHGRYHUD\HDUSHULRG ² 8QHPSOR\PHQWUDWH DVPHDVXUHGDJDLQVWFRPSDUDEOHFLWLHV – Streamlined/reduced permitting time (as measured against comparable cities and by customer satisfaction) – Occupancy rates (as measured against comparable cities) •Occupational tax process and fee structure updates completed by 'HFHPEHU Ensure Milton’s readiness and preparedness to respond to disasters as well as unusual or critical events OBJECTIVES: 1. Develop cross-disciplinary systems that can respond to unanticipated emergencies, including specialized training and the leveraging of suitable technology ,GHQWLI\ DQG SODQ IRU QDWXUDO DQG PDQPDGH GLVDVWHU mitigation opportunities and recovery needs 3. Develop, with Milton’s partner cities, a seamless integrated plan (including training) to respond to hostile events OUTCOME MEASURES: •SHUFHQWRILGHQWLÀHG&LW\VWDIIPHPEHUV UHFHLYHEDVLF,&6WUDLQLQJE\'HFHPEHU •&RPSOHWH LGHQWLÀHG DGYDQFHG HPHUJHQF\ PDQDJHPHQW WUDLQLQJ IRU DSSURSULDWH VWDII PHPEHUV E\ 'HFHPEHU •Conduct advanced level emergency management drills IRUÀYHFRQVHFXWLYH\HDUVVWDUWLQJLQ •Show improvement on interdepartmental cooperation according to the +6((3 PRGHO HYDOXDWHG LQ DQG DJDLQ LQ \HDU DQG \HDU RI WKLV 3ODQ •)RUJHÀYHQHZFRPPXQLW\SDUWQHUVKLSVWKDWZLOOVXSSRUWWKH&LW\LQUHVSRQVH DQGUHFRYHU\E\ •Produce a different resilience-themed community education campaign each quarter during the full course of this Strategic Plan •)XOO\LPSOHPHQWDFRQWLQXLW\RIRSHUDWLRQVSODQ &223 E\WKHHQGRI •(VWDEOLVK DQG WUDLQ DQ ,QFLGHQW 0DQDJHPHQW 7HDP ZLWK 0LOWRQ 5RVZHOO $OSKDUHWWD DQG )XOWRQ &RXQW\ 6FKRROV UHSUHVHQWDWLYHV E\ ZKLOH VKRZLQJ LPSURYHG LQWHUHQWLW\ FRRSHUDWLRQ DFFRUGLQJ WR WKH +6((3 PRGHO DV HYDOXDWHG LQ DQG \HDU DQG \HDU RI WKLV 3ODQ 7 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Protect and preserve Milton’s environment through sound land use, environmental stewardship, green infrastructure, and sustainable practices OBJECTIVES: ,GHQWLI\ RSSRUWXQLWLHV WR LPSURYH WKH PDQDJHPHQW RI VROLG waste collection that aligns with sustainable best practices 2. Prioritize and fund environmental initiatives that will make Milton a better place today and tomorrow OUTCOME MEASURES •,QFUHDVH UHF\FOLQJ DOWHUQDWLYHV ² LQ WHUPV RI HDVH RI UHF\FOLQJ and the types of items that can be readily recycled – for Milton residents, as measured year-over-year • ,PSURYHLQ*UHHQ&RPPXQLWLHVFHUWLÀFDWLRQ from bronze to silver by the end of this Plan •Year-over-year increases in the amount of environmental signage and kiosks in greenspaces, parks, and other City properties • Forge a partnership with Georgia Audubon to conduct a “bird audit” and make recommendations for a bird-focused environmental initiative •(VWDEOLVK D EDVHOLQH (3$ PLOHDJH DYHUDJH IRU &LW\ YHKLFOHV E\ WKH HQG RI DQG FRQVLVWHQWO\ LPSURYH WKDW QXPEHU \HDURYHU\HDU ZLWKLQ WKH &LW\ YHKLFOH ÁHHW • ,QFUHDVHWKHQXPEHURIHOHFWURQLFYHKLFOHFKDUJLQJVWDWLRQVRQ public and private property in Milton, with 5% growth by the end of this Plan Maintain a secure community in which people can live, work, and play safely OBJECTIVES: 'HOLYHUHIIHFWLYHHIÀFLHQWHPHUJHQF\DQGQRQHPHUJHQF\ services to minimize fatalities, severe injuries, and loss ,GHQWLI\ DQG SULRULWL]H QRWDEOH ULVNWKUHDW KD]DUGV LQ 0LOWRQ GHYHORS a strategy to reduce their potential harm, implement this strategy, then evaluate its impact (VWDEOLVKDVXVWDLQDEOH6DIHW\&ULVLV,QWHUYHQWLRQ7HDP 6&,7 ZLWKLQWKH 3ROLFH'HSDUWPHQWWRFROODERUDWLYHO\HIÀFLHQWO\DQGHIIHFWLYHO\UHVSRQGWRFULVHV 4. Rebrand the Milton Fire Department’s Community Paramedicine program – expanding its scope, mission, and service to citizens &UHDWHDMRLQWÀUHSROLFHWDVNIRUFH LQSDUWQHUVKLSZLWKRXWVLGHSURYLGHUV to respond to critical events, address non-emergency social services, and take a holistic look at community needs OUTCOME MEASURES: • Explore accreditation for Milton’s Fire Department through the Center for 3XEOLF6DIHW\([FHOOHQFHE\'HFHPEHU •Reduce wait times for emergency response services in the Milton Fire-Rescue 'HSDUWPHQW E\ PHHWLQJ WKH ´ÀUVW DODUP DVVLJQPHQWµ EHQFKPDUN WR RI WKH time by the end of this Plan • ,PSURYHUHVSRQVHWLPHVWRHPHUJHQF\FDOOVLQDOO]RQHVE\E\WKHHQGRI WKLV3ODQ UHODWLYHWR •Develop and deploy annual scenario-based de-escalation and crisis intervention WUDLQLQJ IRU DOO 0LOWRQ SROLFH RIÀFHUV E\ 'HFHPEHU • &RQGXFWDQLQLWLDOKD]DUGVDQDO\VLVE\'HFHPEHUWKHQUHDVVHVVDQQXDOO\WRLQFUHDVH E\\HDURYHU\HDUWDUJHWSROLFHÀUHSXEOLFHGXFDWLRQSURJUDPVDLPHGDWUHVLOLHQF\SUHYHQWLRQ •(VWDEOLVK D IXQFWLRQDO 6DIHW\ &ULVLV ,QWHUYHQWLRQ 7HDP ZLWK &,7WUDLQHG VWDII E\ 'HFHPEHU 8 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A I need a Diversity staff image • ,GHQWLI\VHYHUDOSROLFHRIÀFHUVSHUVKLIWIRUDGYDQFHGWUDLQLQJRQFULVLVUHVSRQVHDQGPHQWDOKHDOWKVHUYLFHV E\'HFHPEHU •Develop an expanded, repurposed operational mobile health response unit (tentatively to be called 0LOWRQ &$5(6 E\ 'HFHPEHU • Conduct an initial assessment of community needs that might be served by a mobile health unit by 'HFHPEHU GHYHORSDFRPSUHKHQVLYHSROLF\ZLWKLQWKH)LUH'HSDUWPHQWWRDGGUHVVWKRVH QHHGV LQFOXGLQJKHDOWKDQGVDIHW\HQJDJHPHQW E\'HFHPEHU •&UHDWH D MRLQW ÀUHSROLFH WDVN IRUFH DQG FRQGXFW LQLWLDO GULOOWUDLQLQJ E\ WKH HQG RI WKLV 3ODQ ,PSOHPHQWDWUDQVSRUWDWLRQLQIUDVWUXFWXUHWKDWPHHWV current needs, accounts for future growth, and allows UHVLGHQWVWRWUDYHUVH0LOWRQLQDFDOPVDIHHIÀFLHQWPDQQHU OBJECTIVES: $OOHYLDWHWUDIÀFFRQJHVWLRQWRUHGXFHWUDYHOWLPHDQGWUDIÀFVSHHGWKURXJKRXW0LOWRQ ,PSURYH FRQGLWLRQV IRU ZDONLQJ DQG F\FOLQJ WKURXJKRXW WKH FLW\ OUTCOME MEASURES •&RPSOHWH /RFDO 5RDG 6DIHW\3ODQ ZLWK H[HFXWDEOH VWUDWHJLHV E\ 'HFHPEHU • ,PSURYHVWDNHKROGHUV·VDWLVIDFWLRQZLWKWUDQVSRUWDWLRQLQ0LOWRQDVPHDVXUHG by a regularly conducted survey •5% year-over-year decrease in vehicular-related property damage XVLQJ DV D EDVHOLQH JLYHQ DEQRUPDOO\ UHGXFHG WUDIÀF LQ GXH WR WKH &29,' SDQGHPLF • 5% year-over-year decrease in vehicular-related personal LQMXU\DQGIDWDOFUDVKHV XVLQJDVDEDVHOLQHJLYHQDEQRUPDOO\ UHGXFHGWUDIÀFLQGXHWRWKH&29,' SDQGHPLF •'HSOR\ D ELF\FOH VDIHW\ LQLWLDWLYH E\ 'HFHPEHU • Ensure effectiveness of intersections does not decrease below level D LQWKH&RPSUHKHQVLYH7UDQVSRUWDWLRQ3ODQRYHUHDFKRIWKHQH[WÀYH\HDUV •Establish plan to analyze and develop a means to reduce “red lines” DV VHHQ LQ ZLGHO\ XVHG PDSSLQJ VRIWZDUH OLNH :D]H LQ 0LOWRQ WUDIÀF E\ 'HFHPEHU EHJLQ LPSOHPHQWLQJ VXFK D SODQ E\ 'HFHPEHU • Create a baseline on the extent of “walkability” in Milton by contracting IRUDZDONDELOLW\VWXG\E\'HFHPEHU •(VWDEOLVK SODQV IRU FRQQHFWLRQV WR %LJ &UHHN *UHHQZD\ 'HFHPEHU Cultivate a diverse, engaged, and healthy workforce dedicated to service and excellence OBJECTIVES: 1. Provide continuous development of all Milton staff so that skills and competencies are strengthened, work quality increases, and the City becomes a learning organization 2. Create an inclusive work environment where a diverse group of employees and contracted service members form a team that are considered full partners in the delivery of high-quality programs and services 3. Strengthen the on-boarding and leadership competencies of those serving on City boards and commissions, as well as in volunteer leadership roles $WWUDFWDQGUHWDLQDÀUVWUDWHZRUNIRUFHWKDWLVPRUHFORVHO\UHÁHFWLYHRIWKH community’s diversity and prepared to lead into the future 5. Enhance the wellness program to support City of Milton employees’ physical and HPRWLRQDO ÀWQHVV DQG ZHOOEHLQJ DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A OUTCOME MEASURES: •Conduct engagement and satisfaction surveys for City employees (measured through a customized climate/culture survey or the Gallup Q12) to create baseline measures, followed by incremental year-over-year improvements • Year-over-year increases in the percentage of employees achieving their documented professional growth objectives •(VWDEOLVK D EDVHOLQH LQ WKHQ DQQXDOO\ LQFUHDVH WKH SHUFHQWDJH RI HPSOR\HHV VHHNLQJ WUDLQLQJ DQG mentorship for career advancement • Conduct survey to establish baseline, then create and accomplish year-over-year goals that attest to contracted service providers having a positive work environment and providing quality services •Establish an onboarding plan for all board and commission members, as well as those in other volunteer OHDGHUVKLS UROHV E\ 'HFHPEHU • 5HGXFHDFFLGHQWVDQGZRUNHUVFRPSHQVDWLRQFODLPVE\DQDO\]LQJEDVHOLQHGDWDIURPWKHQ implement plans to reduce the number of incidents, year-over-year, through the end of this Plan •<HDURYHU\HDU SURJUHVV WRZDUG JRDO RI PDNLQJ &LW\ RI 0LOWRQ·V ZRUNIRUFH PRUH UHÁHFWLYH RI WKH community’s demographics • <HDURYHU\HDULQFUHDVHVLQWKHSHUFHQWDJHRI0LOWRQVWDIIWDNLQJDGYDQWDJHRIEHQHÀWV (and to what degree) • \HDURYHU\HDU LQFUHDVHV LQ ZHOOQHVV SURJUDP RIIHULQJV DYDLODEOH WR &LW\ VWDII Enhance the effectiveness of the City’s information WHFKQRORJ\WRSURPRWHHIÀFLHQWRSHUDWLRQVDQG customer-oriented service delivery OBJECTIVES: ,QFUHDVH WKH UHOLDELOLW\ RI WHFKQRORJ\ VXSSRUW WR WKH RUJDQL]DWLRQ through technology service reporting, domain migration, and the enhancement of a disaster recovery plan 2. Establish a plan to create an intranet for City employees by 'HFHPEHU 3. Enhance the system for inventory management and “lifecycle” UHSODFHPHQW RI WKH &LW\·V KDUGZDUH E\ 'HFHPEHU ,QFUHDVHWUDQVSDUHQF\WKURXJKGLJLWDODFFHVVLELOLW\WR&LW\UHFRUGV resources, and services OUTCOME MEASURES: • ,QFUHDVHLQ&LW\VWDIIVDWLVIDFWLRQZLWKWHFKQRORJ\WRROVDQGVHUYLFHVDVPHDVXUHG through a customized work climate/culture study to be conducted annually •&RPSOHWH GRPDLQ PLJUDWLRQ WR PLOWRQJDJRY E\ -XQH • (DUQDPDMRUQDWLRQDO,7DZDUG WKURXJK*RY7HFK,&0$*DUWQHURU&HQWHUIRU'LJLWDO*RYHUQPHQW ,QQRYDWLRQ$ZDUG*&1 E\'HFHPEHU •&RPSOHWH DQ LQWUDQHW SODQ E\ 'HFHPEHU • +DYHDIXOO\IXQFWLRQLQJLQWUDQHWE\'HFHPEHU •,QVWLWXWH ,7 *OXH RU VRPHWKLQJ VLPLODU IRU LQYHQWRU\ PDQDJHPHQW DQG ´OLIHF\FOHµ SODQQLQJ E\ 'HFHPEHU • (VWDEOLVKDIXOO\IXQFWLRQLQJ/DVHUÀFKHSXEOLFSRUWDOE\'HFHPEHU •5HHVWDEOLVK SXEOLFO\ DYDLODEOH *,6 PDSSLQJ E\ -XQH • ,QFUHDVHGFRPPXQLW\VDWLVIDFWLRQZLWKWKH&LW\·VZHEVLWHDVPHDVXUHGSHULRGLFDOO\WKURXJKWKH ,&0$1DWLRQDO&LWL]HQ6XUYH\ •,QFUHDVHG UDWLQJV RQ PXQLFLSDO ZHEVLWH WUDQVSDUHQF\ DV PHDVXUHG WKURXJK D JHQHUDOO\ DFFHSWHG PHDVXUHPHQW WRRO ZLWK VHW DV WKH EDVHOLQH DQG D IROORZXS DVVHVVPHQW LQ DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 11 STRATEGIC PRIORITY #2 &RQWLQXH 6PDUW /DQG 3ODQQLQJ WR .HHS 0LOWRQ 8QLTXH Current State The City of Milton is distinguished as an LFRQLFUXUDOFRPPXQLW\ developed around a crossroads-style town center with ORZLQWHQVLW\ FRPPHUFLDOQRGHV. This agrarian character has been achieved by maintaining an DHVWKHWLFEDODQFH of well-maintained subdivisions scattered amongst the open and rolling hills of quaint equestrian farms. Residents enjoy a rural, SHDFHIXOVHWWLQJ without compromising easy access to high-end shopping, quality professional services, and excellent restaurants. This has resulted in KLJKODQGYDOXHV, which entices large lot landowners to consider selling to the subdivision development community. Over time, this WKUHDWHQVWR GLVWXUEWKHEDODQFH of subdivisions to equestrian farms and large lots threatening to erode the rural, YLVXDOFKDUDFWHU central to Milton’s brand. Future State The City of Milton is a WKULYLQJFRPPXQLW\ steadfastly committed to its long-term comprehensive ODQGXVHSODQ. Our dedication to VPDUWGHYHORSPHQW is evident LQDUHDVLGHQWLÀHGIRUVSHFLÀFJURZWKDQGLQFRUSRUDWLQJGHVLJQHOHPHQWV WKDW UHÁHFW our rural, peaceful nature and charm. Milton’s VSHFLDOFKDUDFWHU²DVUHÁHFWHGLQ its bucolic pastures, modern rustic architecture, and walkable commercial districts – is LGHQWLÀDEOH as soon as you enter the city. The City’s HTXHVWULDQEUDQG is integrated into the commercial nodes to re-emphasize Milton’s sense of place and unique identity. Milton is nationally recognized as a “location of choice” for small and medium equestrian KREE\LVWVZKLFKUHÁHFWVDGHVLUHIRUWKHHTXHVWULDQIDUPOLIHVW\OH. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 12 Establish Milton a location of choice for equestrian hobbyists and preserve the farm lifestyle that contributes to the City’s unique sense of character and place OBJECTIVES: 1. Explore the establishment of equestrian character area zones around Milton ,GHQWLI\DQGHQFRXUDJHHTXHVWULDQOLIHVW\OHKHULWDJH and visitor experiences 3. Establish a national marketing campaign to promote Milton’s equestrian lifestyle 4. Establish Birmingham Park as an equestrian destination 5. Offer incentives and increase/reduce regulations that make it easy to build and maintain a farm 6. Attract complimentary goods and services for equestrian/agricultural operations to Milton OUTCOME MEASURES: • Milton is listed/recognized nationally as one of the top places IRUUHFUHDWLRQDOKREE\HTXHVWULDQKREE\LVWVE\'HFHPEHU • Establish baseline of agricultural properties segmented by size and set achievable JRDOVE\'HFHPEHU • Establish a baseline of satisfaction within the equestrian/agricultural community IRUJRRGVVHUYLFHVVXSSRUWDQGDYDLODEOHH[SHULHQFHVE\'HFHPEHU Enhances the city’s commercial nodes and character areas while maintaining the rural charm that makes Milton special OBJECTIVES: 1. Stop sprawl from eroding Milton’s distinctive rural look and feel ,QWHUZHDYHWKH&LW\·VDUFKLWHFWXUDOVWDQGDUGVZLWKLWVODQGXVHSODQ to preserve Milton’s unique character ,QWHJUDWHHTXHVWULDQEUDQGLQJLQWRWKH&LW\·VFRPPHUFLDOQRGHV through signage, names, gateways, and architectural elements to emphasize Milton’s sense of place and identity OUTCOME MEASURES ,QFUHDVHV\HDURYHU\HDULQWKHSHUFHQWDJHRIODUJHORWVXEGLYLVLRQV as a percentage of overall subdivisions created during a given period ,QFUHDVHGFLWL]HQVDWLVIDFWLRQZLWKWKH&LW\·VODQGXVHSROLFLHVDQG GHFLVLRQV DVPHDVXUHGSHULRGLFDOO\E\WKH,&0$1DWLRQDO&LWL]HQ6XUYH\ • Milton becomes a regional leader in land development practices as HYLGHQFHGE\SRVLWLYHSXEOLFLW\LQUHJLRQDOSXEOLFDWLRQVE\'HFHPEHU DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 13 STRATEGIC PRIORITY #3 Acquire, Manage, and Develop Public Land and Resources To Support Milton’s High Quality Of Life Current State The City of Milton offers UHFUHDWLRQDORSSRUWXQLWLHV available that support our high quality of life. Whether it be attending VSHFLDOHYHQWV, ZDONLQJ to schools and activity centers, ULGLQJ\RXUKRUVH on stunning passive park trails, volunteering at one of our inclusive special needs FDPSV, or attending a youth lacrosse game, there’s a unique, strong sense of place and community in Milton. Milton’s rural character is put on display whether you’re driving by the hundreds of acres of beautiful QDWXUHSUHVHUYHV (the purchases of which voters strongly supported) or enjoying the “small town farm feel” evident at Milton’s premier athletic complex,%HOO0HPRULDO3DUN. These great amenities and offerings do not come without challenges. According to national standards, Milton’s young, yet growing Parks and Recreation Department underserves our citizens stemming from a VKRUWDJHRIIDFLOLWLHV. The existing network of VLGHZDONVDQGWUDLOV do not serve all transportation needs, though plans are in motion to prioritize meaningful, PRUHZLGHVSUHDGDFFHVVWRGHVWLQDWLRQV5HJDUGOHVVRIGHÀFLHQFLHVZHFRQWLQXDOO\ FROODERUDWHDVDWHDP and with the community to explore creative ways to keep our FLWL]HQVHQJDJHG. Future State The City of Milton has a YDVWDUUD\RIUHFUHDWLRQDORSSRUWXQLWLHV that greatly contribute to our quality of life. Our DFWLYHSDUNVSDFH and program offerings are consistent with demand and expectations. Regardless of one’s ability, we continue to strive to ensure that our SURJUDPVDQGIDFLOLWLHVDUHLQFOXVLYH. The City’s SDVVLYHSDUNV have become a favorite with Milton’s citizens, including ORFDWLRQVJHDUHGWRZDUGHTXHVWULDQ enthusiasts. Our JUHHQVSDFHV are an oasis for citizens to enjoy the beauty of nature. The City’s sidewalk and trail network is built-out according to our GHVLJQDWHGWUDLOSULRULWLHV, giving families opportunities to VDIHO\ travel, experience the RXWGRRUV, and enjoy what Milton has to offer. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Develop and maintain active park spaces and facilities where all Milton residents can enjoy recreational opportunities OBJECTIVES 1. Better leverage current parks and partnerships to increase recreational opportunities $GGUHVVQHHGVRIORZLQFRPHIDPLOLHVE\RIIHULQJDÀQDQFLDODLG program for recreation programs 3. Analyze needs, acquire land, and develop programming in underserved SDUWV RI 0LOWRQ SHU WKH &RPSUHKHQVLYH 3DUNV DQG 5HFUHDWLRQ 0DVWHU 3ODQ ,GHQWLI\DQGRIIHURSSRUWXQLWLHVIRUQHZUHFUHDWLRQSURJUDPVWKDWPHHWFLWL]HQV· needs and expectations OUTCOME MEASURES •Establish a baseline for utilization rate of parks and recreation facilities, then increase that utilization rate year-over-year •,QFUHDVHG FRPPXQLW\ VDWLVIDFWLRQ RI SDUNV DQG UHFUHDWLRQ IDFLOLWLHV DQG SURJUDPPLQJ DV PHDVXUHG SHULRGLFDOO\ WKURXJK WKH ,&0$ 1DWLRQDO &LWL]HQ 6XUYH\ and/or surveys coordinated by program providers •Year-over-year increases in community participation in Parks and Recreation DFWLYLWLHVDVPHDVXUHGLQWKHQXPEHURILQGLYLGXDOVHQUROOHGLQ&LW\DIÀOLDWHGSURJUDPV •Establish a scholarship program for recreational programs based upon generally accepted guidelines •Year-over-year increases in available active indoor recreation space (as measured in total square footage) •Year-over-year increases in active outdoor park and recreation space (as measured in total acreage) Enhance existing passive parks to promote and preserve Milton’s natural beauty for the enjoyment of all residents OBJECTIVES: 1. Create plans to enhance Birmingham Park for equestrian XVHE\'HFHPEHU 2. Phase in the Providence Park Master Plan to improve Providence 3DUN DV LGHQWLÀHG LQ WKH &LW\·V &DSLWDO ,PSURYHPHQW 3ODQ 3. Add aesthetically pleasing, informative, educational signage at City-owned natural areas and habitats 4. Phase in the plan to improve the former Milton Country Club OUTCOME MEASURES: •,QFUHDVHG VSDFH DQG WUDLOV IRU HTXHVWULDQ DFWLYLW\ E\ 'HFHPEHU •,QFUHDVHVLQFRPPXQLW\VDWLVIDFWLRQZLWKSDVVLYHSDUNVSDFHVDV PHDVXUHGUHJXODUO\LQ,&0$1DWLRQDO&LWL]HQ6XUYH\DQGRURWKHUVXUYH\V •,PSOHPHQW VLJQLÀFDQW LPSURYHPHQWV WR WUDQVIRUP %LUPLQJKDP 3DUN LQWR PRUH RI DQ HTXHVWULDQ GHVWLQDWLRQ E\ 'HFHPEHU •2SHQEDWKURRPVSLHUDQGQHZWUDLOLQ3URYLGHQFH3DUNE\'HFHPEHU •2SHQ ÀUVW WUDLOV LQ IRUPHU 0LOWRQ &RXQWU\ &OXE E\ 2FWREHU 14 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A ,PSURYH PRELOLW\ QHWZRUNV WR create a more connected Milton OBJECTIVES: 1. Connect neighborhoods, character areas, retail nodes, and open spaces in accordance with the Milton Community Trail Prioritization Plan 2. Create interactive maps, trail heads, standard signage and markers, and public education campaigns that show how to access Milton’s trail and bike system 3. Create a standing Trails Advisory Committee to help prioritize and guide the build-out of Milton’s trail system ,PSOHPHQWSODQVIRUPXOWLXVH LHZDONLQJELNLQJ FRQQHFWLRQV to the Big Creek Greenway 5. Establish an “Adopt-a-Trail Program” to assist with the City’s trail system maintenance ,GHQWLI\URDGVZLWKKLJKIUHTXHQF\RIELF\FOLVWVDQGFUHDWHURXWHVWKDWDOORZVDIHELF\FOH travel throughout Milton OUTCOME MEASURES • ,QFUHDVHVLQFRPPXQLW\VDWLVIDFWLRQZLWK0LOWRQ·VWUDLOV\VWHPDVPHDVXUHGSHULRGLFDOO\LQWKH,&0$ National Citizen Survey and other surveys •Establish a baseline and then target for the number of families connected to businesses and activity nodes YLD D FRQWLQXRXV QHWZRUN RI WUDLOV LQFUHDVH WKH QXPEHU RI FRQQHFWHG IDPLOLHV E\ 'HFHPEHU • Develop an interactive trail map to feature on the City’s website, then increase the number of visits to that WUDLOZHESDJHE\'HFHPEHU •([SORUH WKH PHDVXUHPHQW RI IRRW WUDIÀF RQ FLW\ VLGHZDONV DQG WUDLOV E\ 'HFHPEHU Facilitate and promote the use of public spaces for arts, culture, and events that make people feel welcome and connected with our community OBJECTIVES: 1. Explore adding an outdoor performing arts space/venue 2. Explore the addition of more public art to parks and community spaces 3. Distribute community spaces so there is more equitable access throughout Milton 4. Create technologically interactive spaces 5.Explore the creation of an “Adopt-a-Roundabout” program for citizens to further beautify roundabouts around the city OUTCOME MEASURES: •Establish a baseline of residents’ satisfaction with the City’s FRPPXQLW\ VSDFHV DV PHDVXUHG LQ WKH ,&0$ 1DWLRQDO &LWL]HQ 6XUYH\ DQGRU RWKHU VXUYH\V WKHQ SURGXFH D QRWDEOH LQFUHDVH LQ VDWLVIDFWLRQ E\ • Year-over-year increases in the number of households that are within half mile of a community space •Year-over-year increases in technologically interactive spaces on Milton properties 15 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Protect and enhance Milton’s greenspaces to maintain the natural beauty of the city for present and future generations OBJECTIVES: ,GHQWLI\ DQG HVWDEOLVK WKH DSSURSULDWH XVH RI HDFK H[LVWLQJ &LW\RZQHG JUHHQVSDFH 2. Create signage and educational components for trees and habitats 3. Explore opportunities for the City to acquire more greenspace 4. Create interactive maps, trail heads, standard signage and markers, and public education showing how to access Milton’s trail and bike system OUTCOME MEASURES • &RPSOHWHDJUHHQVSDFHSODQVWUDWHJ\E\0DUFK •Year-over-year increases in signage and other educational components at City-owned greenspaces and parks • ,GHQWLI\RSSRUWXQLWLHVWRDFTXLUHDGGPRUH&LW\RZQHGJUHHQVSDFHV •,QFRUSRUDWH JUHHQVSDFHV LQWR 0LOWRQ·V LQWHUDFWLYH PDSV WUDLO KHDGV standard signage and markers, and public education programs 16 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 17 MILESTONES This Strategic Plan is scheduled to extend five years, charting a step-by-step course for Milton to get from where it is now to where it wants to be. Yet it took considerable time to come together through dozens of interviews, thorough analysis of myriad documents, laying out detailed plans, and much more. Here are milestones along the way… SPRING/SUMMER 2020 City searches for consultant for “strategic planning services” AUGUST 3, 2020 Council OKs contract with Maine-based BerryDunn to partner with City SEPT. 17-OCT. 5, 2020 City employees take survey to assess current state of Milton, look to future SEPT. 21, 2020 Council approves FY2021 budget with $200,000 for Strategic Plan initiatives FEBRUARY 8-19, 2021 City leaders work out specific goals, objectives aimed at moving Milton forward MARCH 8, 2021 City Manager Steve Krokoff presents draft plan to, solicits feedback from Council MARCH 15, 2021 After a presentation, Council unanimously approves 5-year Strategic Plan SEPT. 28-OCT. 30, 2020 Diverse group of community ‘stakeholders’ interviewed NOV. 17-DEC. 14, 2020 ‘Social Pinpoint’ site – including survey and “Ideas Wall”– open to public DECEMBER 1-3, 2020 Interactive virtual ‘Community Visioning Forums’ held with engaged residents JANUARY 5, 2021 Mayor, Council members attend off-site work session focused on Strategic Plan 12/1/2020 Think big for Milton! Strategic Plan Community Visioning Forum 1 Stay tuned…we will start promptly at Noon OVERVIEW 2 Poll Question Milton Presentation Breakout Discussions Large Group Discussion Poll Question Next Steps GUIDELINES FOR EFFECTIVE PARTICIPATION 3 1.Speak from your own perspective using “I” statements. 2.Respect others’ viewpoints while listening respectfully and intently. 3.Stay focused on the discussion at hand. .snoitseuq ksA.4 5.Be patient with one another as we talk. 6.Use the “raise hand” feature as well as the chat. 4 ENVIRONMENTAL SCAN APPROACH Engaged a broad range of residents, stakeholders, advocates, and interests Dd Seniors Racial and ethnic groups Homeless youth City elected officials and staff People with special needs Businesses LGBTQ Farms and equestrian City board and committee leaders African AmericanLatinxAsianIndian African AmericanLatinxAsianIndian Interviews with 55 Milton stakeholders Survey of City of Milton employees 5 QUALITY OF LIFE IN MILTON Milton has achieved several quality of life designations 3rdSafest City in Georgia, Safewise 4thBest Place to Raise a Family in Georgia, NICHE Best City to Live in Georgia, 24/7 Wall Street Excellence in Financial Reporting for Comprehensive Annual Financial Report, 2019 Tree City USA, 2020 Special Needs Certified Community, 2019 *11thConsecutive Year*11thConsecutive Year *12thConsecutive Year*12thConsecutive Year 6 21 43 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 2021-2022 Strategic Plan Environmental Scan DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A What is an Environmental Scan? 2 A best practice in strategic planning is to begin with a scan of the current environment using a broad spectrum of qualitative and quantitative data. The purpose of the scan is to: •Identify potential opportunities, challenges, and trends that can impact the City’s strategic direction and priorities. •Better understand the needs and desires of the City’s stakeholders and residents. •Build a shared understanding of the current state. •Understand the forces and obstacles that can hinder the achievement of goals and objectives. The intent of the environmental scan is to identify key themes and strategic data points that will focus the Council’s discussion and guide the planning process. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Environmental Scan Approach: Data and Document Review 3 The consulting team reviewed and analyzed a broad array of data, documents and plans provided by the City, including: •Adopted FY 2021 Budget •Affordable and Workforce Housing Strategic Plan, 2017 •Arts and Culture Master Plan •Business Survey, 2020 •CDBG Consolidated Plan, 2015 -2019 •City Economic Profile, 2020 •Complete Comprehensive Plan, 2015 Update •Comprehensive Annual Financial Report, December 2019 •Demographic Overview, 2019/2020 •Economic Base & Industry Opportunities in Westminster, 2017 •Economic Development Department Overview, 2019 •Fire Department Strategic Plan, 2019 –2023 •Housing Needs Assessment, January 2017 •IACP Operations and Management Study, 2019 •IT Strategic Plan, 2019 •Popular Annual Financial Report, 2019 •Water and Wastewater Infrastructure Planning •Westminster Community Survey, 2020 •Westminster Forward community engagement notes •Westminster Forward website •Westminster placemaking plans •Westminster Strategic Plan, 2020 •Westminster Strategic Plan Update, Fall 2020 •WestyRISE Recovery/Resiliency Report DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Environmental Scan Approach: Stakeholders 4 We engaged a broad range of residents, stakeholders, advocates, and interests. Dd Businesses Residents Parents City Leadership Elected Officials One-on-one and group Interviews with a diverse set Westminster stakeholders Social PinPoint community engagement site Virtual Community Forum Selected Stakeholders DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Environmental Scan Westminster Community Profile 5 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Quality of Life in Westminster 6 Overall quality of life in Westminster Overall quality of neighborhood 82% 80% Westminster residents generally give positive marks to the overall quality of life in the City. Percent very good/good or strongly agree/somewhat agree 2020 Community Survey, National Research Center, Inc. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Quality of Life in Westminster 7 1 5%2 9% 3 33%4 44% 5 9% On a scale of 1 to 5, with 5 being the highest, how would you rate the quality of life currently in Westminster? Source: 2021 Social PinPoint Community Survey The input on the Social PinPoint engagement platform input was similar to the results of the 2020 Community Survey. In this survey more than half of respondents ranked the quality of life as a 4 or 5 and a third ranked it 3 (average). DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Quality of Life in Westminster 8 2019 Large City of the Year, Economic Development Council of Colorado 2019 American Council of Engineering Companies National Honor Award Winner –Westminster Station Park and Transit Oriented Development 2019 Partner for Safe Water –Directors Award for Distribution System Operations 2018 Colorado Parks and Recreation Association Marianne Logan Award 2018 Government Finance Officers Association – Excellence in Financial Reporting for 2017 Comprehensive Annual Financial Report Westminster has achieved several awards that point to the quality of life in the City. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Community Characteristics 9 93% agree that “Beautiful parks and open space” describes Westminster Source: 2020 Community Survey, National Research Center, Inc. 76% agree that “Safe and secure” describes Westminster DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Community Characteristics 10 Beautiful Boring Caring Community Divided Diverse Generic Inclusive Overcrowded Peaceful Safe Unique Unsafe Vibrant Welcoming Which of the following words best describes Westminster in your eyes? Source: 2021 Social Pinpoint Community Survey Like the 2020 Community Survey, “beautiful” was used most often to describe Westminster. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 11 Place to live Place to raise children Image/reputation Place to retire Quality of public schools Community Characteristics 69% 87% 55% 54% 81% Source: 2020 Community Survey, National Research Center, Inc. Percent very good/good DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Community Characteristics 12 Strategic planning survey respondents ranked their favorite aspects of Westminster as follows: Source: 2021 Social Pinpoint Community Survey DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A About Westminster 13 92% High School Graduate or Higher $76,142 Median Household Income 104,869 110,598 117,832 126,964 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 2010 2015 2020 2025 Westminster Population $340,900 Median Home Value Source: 2019 American Community Survey, U.S. Census Bureau DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Westminster Population 14 Source: 2019 American Community Survey, U.S. Census Bureau DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Employment and the Economy 15 Source: U.S. Quarterly Census of Employment and Wages, Q1 2019 Source: U.S. Census Bureau, Community Analysis, December 2019 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Employment and Economy 16 2.7%3.2% 2.3% 8.8% 0 1 2 3 4 5 6 7 8 9 10 2017 2018 2019 2020 Unemployment Rate Source: U.S. Bureau of Labor Statistics Source: City of Westminster Economic Development Department, 2019 *Corporate headquarters Like many communities, Westminster experienced significant job losses in 2020 and high unemployment. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Westminster Government 17 Westminster’s property tax rates are significantly lower than its neighboring cities. The City’s sales tax rate is the fourth highest among its 11 neighboring communities. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A City Revenues and Expenses 18 Source:Westminster Popular Annual Financial Report, December 31, 2019 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Quality of Services 19 Fire protection Emergency medical/ambulance service Drinking water quality Police protection Emergency preparedness 85% 84% 77% 71% 61% Source: 2020 Community Survey, National Research Center, Inc. Percent very good/good. Downward arrows indicate a decline in quality from the 2018 survey results. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Quality of Services 20 Recreation Programs Recreation Facilities Trails Parks Maintenance Preservation of Natural Areas 85% 85% 85% 81% 76% Source: 2020 Community Survey, National Research Center, Inc. Percent very good/good. Stars indicated the services that rate above the national benchmark. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Quality of Services 21 Value for the City of Westminster taxes I pay Parks and open space Recreation programs and facilities Developing housing options Libraries Communication Public safety (police and fire) Responsiveness and customer service mentality Community planning and development (permitting, inspections, etc.) Mobility infrastructure (streets, bike lanes, trails, etc.) Engagement with residents Providing safe drinking water Name the things Westminster’s City government does well: Source: 2021 Social Pinpoint Community Survey Like the 2020 Community Survey, respondents to the Social PinPoint survey identified parks and open space, recreation programs and facilities, public safety, and safe drinking water as the things the City does best. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Environmental Scan Stakeholder Views and Perspectives 22 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Analysis of Stakeholder Input 23 All individual stakeholder input and survey responses were compiled, analyzed, and coded by theme. ▶A response, idea, or comment had to be mentioned several times –not just once or twice -in order to be listed as a theme. ▶Themes are identified as possible goals, strategies or objectives for Council consideration. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Most Important Issues 24 0 10 20 30 40 50 60 70 80 90 100 Cultural opportunities Historic/cultural heritage Recreation facilities Affordable housing Improve residents' physical health Land use and development Economic development Library services Recycling opportunities Walkability and bikeability Parks and open space Public safety Street maintenance Safe drinking water and sewer services Percent identified as “essential” or “very important” Source: 2020 Community Survey, National Research Center, Inc. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Biggest Concerns 25 Source: 2021 Social PinPoint Community Survey Rank your biggest concerns with Westminster: DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Biggest Concerns 26 Residents and stakeholders voiced significant concerns regarding growth and density and balancing these competing forces. Source: 2020 Community Survey, National Research Center, Inc. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Biggest Concerns 27 Open ended question: Affordable housing was the #1 way the City could improve community quality of life (1 in 5 residents) However, survey respondents ranked affordable housing 12th out of the 15 most important or essential things the City does. “The Front Range Dilemma” Source: 2020 Community Survey, National Research Center, Inc. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Concerns of Businesses 28 •Lack of downtown “epicenter” with amenities that compete with neighboring cities •Lack of diversity in Westminster’s economic base •Competitive disadvantages •Sales and use taxes •Inadequate affordable labor force •Building requirements and ordinances not always friendly to business •Traffic congestion •Cost of living Source: 2021 Stakeholder Interviews DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Concerns of Businesses 29 Provide training to existing businesses Provide incubator space Provide assistance with local regulations Attract businesses to Westminster Provide business retention services Offer financial incentives Serve as an advocate for local businesses Promote Westminster as a place to visit and shop 2020 Business Survey, Left Brain Concepts, Inc. Prioritize services the City is providing or could provide to foster growth in the business community: DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Concerns of Businesses 30 Quality of universities Arts and cultural amenities Quality of community colleges Access to capital Parks, open space and trails Quality of public schools Availability of transportation options Retail shopping Restaurants Availability and access to affordable housing Availability of skilled workforce Challenge of finding qualified employees Issues that Impact Company Operations 2020 Business Survey, Left Brain Concepts, Inc. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Concerns of Parents 31 •Good schools that value diversity and inclusion •Increased bilingual personnel •Increased cultural sensitivity •Quality, affordable housing •More culture, art, and music •Clean streets and parks •More recreational spaces through the winter •More equitable and inclusive practices in City service delivery •More mental health services, particularly for young people •Low cost/free after school and summer programs for children •Greater ability to thrive –access to quality food, good jobs and healthcare Source: 2021 Stakeholder Interviews DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Concerns of Residents 32 •Range of housing types and pricing •Environmental sustainability and conservation (water, energy, recycling, land) •Strategic plan for growth that includes affordable housing and multi-modal transportation and prevents housing displacement •Distribution of restaurants, entertainment, and recreational amenities and events throughout the City •Completing the City’s current development projects •Making the City more welcoming and inclusive •Access to resources for those experiencing homelessness or food insecurity •Greater walkability and bikeability •Achieving more clarity and agreement on the City’s priorities •More equitable distribution of the cost of government •Less reliance on sales tax •Income-sensitive water rates Source: March 2021 Community Forum DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Concerns of Residents 33 Source: 2021 Social PinPoint Ideas Wall DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Concerns of City Leadership 34 •Divergent community expectations •Divisiveness and breakdown in civility •Smart, well-planned growth •Right balance of housing diversity •Multi-modal transit •Replacing the City’s aging infrastructure •Long-term financial sustainability –diversification of revenues •Protection/conservation of the City’s water quality and supply •Meeting the needs of an increasingly diverse population •Agreement and unity regarding cores services and City priorities •Adequate public safety resources and necessary funding for municipal courts Source: 2021 Stakeholder Interviews DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Concerns of City Council 35 •Strategically planning for “smart” growth •Sustainability –fiscal, environmental, social •Becoming a more diverse, inclusive and welcoming community •Suburban neighborhoods and urban nodes •Transportation options and connectivity •Traffic congestion •Protection and acquisition of open spaces •Housing diversity, density and affordability •Vibrant and thriving downtown •Building out arts and culture offerings Source: 2021 City Council Interviews DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A City Council Concerns 36 •Maintain Westminster’s beauty •Strong core services •Everything related to water •Stewardship of the public infrastructure •Public distrust in government •Changing demographics •Completing development projects •Expanding trails and recreation •Rebounding from COVID with resilience •Investing in public safety to keep residents safe •Political divisiveness and divergent perspectives Source: 2021 City Council Interviews DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Most Significant Challenges 37 •Aging infrastructure •Balancing growth with maintaining Westminster’s character •Financial sustainability •Housing affordability •Subsidizing development •Water rates •Increasing public distrust of government •Divergent perspectives on key issues Source: Stakeholder Interviews, 2021 Social PinPoint Ideas Wall DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Most Significant Challenges 38 1.Cost of living/housing 2.Balancing population growth and new development 3.Cost of maintaining streets, infrastructure, and city facilities 4.Crime and safety 5.Becoming an inclusive community; economic recovery (tied) 6.Maintaining the services and programs currently offered 7. Traffic *Listed in rank order Source: 2021 Social PinPoint Community Survey DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Opportunities 39 •Expanding multi-modal transportation options •Increasing housing diversity and options •Protecting open spaces •Taking a well-rounded approach to sustainability –fiscal, environmental, social •Creating a thriving and vibrant Downtown •Delivering core services well •Improving relationship/engagement between City Hall and community •Increasing arts and cultural offerings Source: Stakeholder Interviews, 2021 Social PinPoint Survey (open-ended questions) DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Opportunities 40 Locally owned restaurants and craft breweries National chain restaurants Big-box and medium-sized retailers Small, locally-owned shops and boutiques Tech companies Offices (for medical, business, etc.) Hotels and entertainment centers Light manufacturing Research centers, labs and learning institutions Financial services Small innovative start ups None, Westminster has enough businesses What types of businesses would you most like to see in Westminster? Source: 2021 Social PinPoint Community Survey DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Opportunities 41 Arvada’s Old Town Boulder’s Pearl Street Broomfield’s Auditorium Cherry Creek’s shopping and business district Denver’s Washington Park Fort Collins’ Old Town Loveland’s art scene Boulder’s parks and open space Arvada’s Center for the Performing Arts None of the above If Westminster could adopt one thing from its neighbors, what would you prefer? Source: 2021 Social PinPoint Community Survey DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Important Actions to Improve Quality of Life 42 Build affordable housing Expand/preserve open spaces, trails, and parks Reduce development Make public safety a priority Improve mass transit and transit alternatives Reduces taxes and water rates Manage growth and development Focus on the economy Resolve traffic issues, speeding Promote environmental sustainability 1 2 3 4 5 Source: 2020 Community Survey, National Research Center, Inc. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 43 Resident Advisory Resiliency Work Group 2021 Strategy Recommendations DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Overview 44 The COVID-19 pandemic is one of the greatest crises of our generation, and recovery will require not only repair, but also innovation and vision. The WestyRISE Resident Advisory Work Group (Work Group) was brought together to envision a strong social and economic recovery from COVID-19 that is immediately actionable. To do this, the Work Group called upon community leadership and expertise and leveraged the Design Innovation (DI) process to co-create an inclusive vision for the City’s future, while rapidly generating and testing innovative, actionable recommendations across six critical focus areas. DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 45 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A The Design Innovation Process 46 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 47 1.Diversity, Equity & Inclusivity 2.Policy & Economic Stimulus 3.Physical, Mental & Emotional Health 4.Marketing & Business Development 5.Data & Technology 6. Sustainability 1 2 3 4 5 6 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 48 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Diversity, Equity & Inclusivity 49 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 50 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Policy & Economic Stimulus 51 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 52 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Physical, Emotional & Mental Health 53 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 54 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Marketing & Business Development 55 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 56 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Data & Technology 57 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A 58 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Sustainability 59 DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Environmental Scan Discussion 60 •What stood out in the presentation? •Did you learn anything new? •What made you pause with concern? •What is missing or needs to be amplified? •Which themes are the most important in shaping your thinking about the future direction of Westminster? DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? INSR ADDL SUBR LTR INSD WVD PRODUCER CONTACT NAME: FAXPHONE (A/C, No):(A/C, No, Ext): E-MAIL ADDRESS: INSURER A : INSURED INSURER B : INSURER C : INSURER D : INSURER E : INSURER F : POLICY NUMBER POLICY EFF POLICY EXPTYPE OF INSURANCE LIMITS(MM/DD/YYYY)(MM/DD/YYYY) AUTOMOBILE LIABILITY UMBRELLA LIAB EXCESS LIAB WORKERS COMPENSATION AND EMPLOYERS' LIABILITY DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) AUTHORIZED REPRESENTATIVE EACH OCCURRENCE $ DAMAGE TO RENTEDCLAIMS-MADE OCCUR $PREMISES (Ea occurrence) MED EXP (Any one person)$ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER:GENERAL AGGREGATE $ PRO-POLICY LOC PRODUCTS - COMP/OP AGGJECT OTHER:$ COMBINED SINGLE LIMIT $(Ea accident) ANY AUTO BODILY INJURY (Per person)$ OWNED SCHEDULED BODILY INJURY (Per accident)$AUTOS ONLY AUTOS HIRED NON-OWNED PROPERTY DAMAGE $AUTOS ONLY AUTOS ONLY (Per accident) $ OCCUR EACH OCCURRENCE CLAIMS-MADE AGGREGATE $ DED RETENTION $ PER OTH- STATUTE ER E.L. EACH ACCIDENT E.L. DISEASE - EA EMPLOYEE $ If yes, describe under E.L. DISEASE - POLICY LIMITDESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGE NAIC # COMMERCIAL GENERAL LIABILITY Y / N N / A (Mandatory in NH) SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). COVERAGES CERTIFICATE NUMBER:REVISION NUMBER: CERTIFICATE HOLDER CANCELLATION © 1988-2015 ACORD CORPORATION. All rights reserved.ACORD 25 (2016/03) CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) $ $ $ $ $ The ACORD name and logo are registered marks of ACORD 1/30/2023 36064 Berry Dunn McNeil & Parker LLC Attn: Jodi Coffee PO Box 1100 Portland, ME 04104 22306 22292 11030 A 1,000,000 ZZP D240054 4/30/2022 4/30/2023 1,000,000 ISO form CG 00 01 15,000 1,000,000 2,000,000 2,000,000 1,000,000B ADPD240058 4/30/2022 4/30/2023 Hired Auto P.D.50,000 8,000,000C UHP D240055 4/30/2022 4/30/2023 8,000,000 0 D 3102800540 1/1/2023 1/1/2024 1,000,000 N 1,000,000 1,000,000 30 day notice of cancellation with 10 days notice for non-payment of premium, if required by written contract/agreement. RE: NC Orange County Strategic Plan Orange County 300 West Tryon Street PO Box 8181 Hillsborough, NC 27278 BERRDUN-03 HCTALBOT Clark Insurance 1945 Congress Street, Bldg A PO Box 3543 Portland, ME 04104-3543 Heather Caston-Talbot, AAI, CIIP, CIC hcaston-talbot@clarkinsurance.com Hanover American Massachusetts Bay The Hanover Insurance Company MEMIC Ind. Co X X X X X X X X X X X DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A Affinity Insurance Services 1100 Virginia Drive, Suite 250 Fort Washington, PA 19034 Gretchen McCole 215-773-4600 gretchen.mccole@aon.com APL-188112791 652108915 04/01/2022 05/31/2022 Continental Casualty Company 20443 Professional Liability Media, Privacy, Network Security Liability Orange County 300 West Tryon Street PO Box 8181 Hillsborough, NC 27278 $1,000,000 $2,000,000 Limits shown are as requested. SIR applies per PL policy terms and conditions. 01/30/2023 04/01/2023 05/31/2023 Berry, Dunn, McNeil & Parker, LLC 2211 Congress Street Portland, ME 04102 31127 Columbia Casualty Company A B Per Claim Aggregate Limit DocuSign Envelope ID: ED255D72-EB5F-464C-83B6-643F4B19812A